-- phpMyAdmin SQL Dump -- version 4.6.6 -- https://www.phpmyadmin.net/ -- -- Host: localhost:3306 -- Generation Time: Oct 02, 2018 at 03:51 PM -- Server version: 5.5.60-MariaDB -- PHP Version: 5.6.30 SET SQL_MODE = "NO_AUTO_VALUE_ON_ZERO"; SET time_zone = "+00:00"; /*!40101 SET @OLD_CHARACTER_SET_CLIENT=@@CHARACTER_SET_CLIENT */; /*!40101 SET @OLD_CHARACTER_SET_RESULTS=@@CHARACTER_SET_RESULTS */; /*!40101 SET @OLD_COLLATION_CONNECTION=@@COLLATION_CONNECTION */; /*!40101 SET NAMES utf8mb4 */; -- -- Database: `cbx2018` -- -- -------------------------------------------------------- -- -- Table structure for table `smackuci_events` -- CREATE TABLE `smackuci_events` ( `id` bigint(20) NOT NULL, `revision` bigint(20) NOT NULL DEFAULT '0', `name` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `original_file_name` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `friendly_name` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `import_type` varchar(32) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `filetype` text COLLATE utf8mb4_unicode_ci, `filepath` text COLLATE utf8mb4_unicode_ci, `eventKey` varchar(32) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `registered_on` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `parent_node` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `processing` tinyint(1) NOT NULL DEFAULT '0', `executing` tinyint(1) NOT NULL DEFAULT '0', `triggered` tinyint(1) NOT NULL DEFAULT '0', `event_started_at` timestamp NOT NULL DEFAULT CURRENT_TIMESTAMP, `count` bigint(20) NOT NULL DEFAULT '0', `processed` bigint(20) NOT NULL DEFAULT '0', `created` bigint(20) NOT NULL DEFAULT '0', `updated` bigint(20) NOT NULL DEFAULT '0', `skipped` bigint(20) NOT NULL DEFAULT '0', `deleted` bigint(20) NOT NULL DEFAULT '0', `is_terminated` tinyint(1) NOT NULL DEFAULT '0', `terminated_on` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `last_activity` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `siteid` int(11) NOT NULL DEFAULT '1', `month` varchar(60) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `year` varchar(60) COLLATE utf8mb4_unicode_ci DEFAULT NULL ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `smackuci_events` -- INSERT INTO `smackuci_events` (`id`, `revision`, `name`, `original_file_name`, `friendly_name`, `import_type`, `filetype`, `filepath`, `eventKey`, `registered_on`, `parent_node`, `processing`, `executing`, `triggered`, `event_started_at`, `count`, `processed`, `created`, `updated`, `skipped`, `deleted`, `is_terminated`, `terminated_on`, `last_activity`, `siteid`, `month`, `year`) VALUES (1, 6, 'export_2018_09_20-6.csv', 'export_2018_09_20.csv', NULL, 'thinking', 'csv', '/smack_uci_uploads/imports/c23166d5da598fa30a98c8583cdc0337/c23166d5da598fa30a98c8583cdc0337', 'c23166d5da598fa30a98c8583cdc0337', '0000-00-00 00:00:00', NULL, 1, 0, 0, '2018-09-24 18:18:01', 253, 253, 253, 0, 0, 0, 0, '0000-00-00 00:00:00', '2018-09-24 06:18:01', 1, 'Sep', '2018'), (2, 1, 'news_2018-09-27-1.csv', 'news_2018-09-27.csv', NULL, 'thinking', 'csv', '/smack_uci_uploads/imports/dd40b47c34a21307ea1492f7a21e00e5/dd40b47c34a21307ea1492f7a21e00e5', 'dd40b47c34a21307ea1492f7a21e00e5', '0000-00-00 00:00:00', NULL, 1, 0, 0, '2018-09-27 16:50:33', 590, 590, 590, 0, 0, 0, 0, '0000-00-00 00:00:00', '2018-09-27 04:50:33', 1, 'Sep', '2018'); -- -------------------------------------------------------- -- -- Table structure for table `smackuci_history` -- CREATE TABLE `smackuci_history` ( `id` bigint(20) NOT NULL, `event_id` bigint(20) NOT NULL, `time_taken` text COLLATE utf8mb4_unicode_ci, `date` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `summary` text COLLATE utf8mb4_unicode_ci ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_commentmeta` -- CREATE TABLE `wp_commentmeta` ( `meta_id` bigint(20) UNSIGNED NOT NULL, `comment_id` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `meta_key` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `meta_value` longtext COLLATE utf8mb4_unicode_ci ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_comments` -- CREATE TABLE `wp_comments` ( `comment_ID` bigint(20) UNSIGNED NOT NULL, `comment_post_ID` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `comment_author` tinytext COLLATE utf8mb4_unicode_ci NOT NULL, `comment_author_email` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `comment_author_url` varchar(200) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `comment_author_IP` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `comment_date` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `comment_date_gmt` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `comment_content` text COLLATE utf8mb4_unicode_ci NOT NULL, `comment_karma` int(11) NOT NULL DEFAULT '0', `comment_approved` varchar(20) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '1', `comment_agent` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `comment_type` varchar(20) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `comment_parent` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `user_id` bigint(20) UNSIGNED NOT NULL DEFAULT '0' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_comments` -- INSERT INTO `wp_comments` (`comment_ID`, `comment_post_ID`, `comment_author`, `comment_author_email`, `comment_author_url`, `comment_author_IP`, `comment_date`, `comment_date_gmt`, `comment_content`, `comment_karma`, `comment_approved`, `comment_agent`, `comment_type`, `comment_parent`, `user_id`) VALUES (1, 1, 'A WordPress Commenter', 'wapuu@wordpress.example', 'https://wordpress.org/', '', '2017-12-19 14:35:18', '2017-12-19 14:35:18', 'Hi, this is a comment.\nTo get started with moderating, editing, and deleting comments, please visit the Comments screen in the dashboard.\nCommenter avatars come from Gravatar.', 0, '1', '', '', 0, 0); -- -------------------------------------------------------- -- -- Table structure for table `wp_links` -- CREATE TABLE `wp_links` ( `link_id` bigint(20) UNSIGNED NOT NULL, `link_url` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `link_name` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `link_image` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `link_target` varchar(25) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `link_description` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `link_visible` varchar(20) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT 'Y', `link_owner` bigint(20) UNSIGNED NOT NULL DEFAULT '1', `link_rating` int(11) NOT NULL DEFAULT '0', `link_updated` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `link_rel` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `link_notes` mediumtext COLLATE utf8mb4_unicode_ci NOT NULL, `link_rss` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_newsletter` -- CREATE TABLE `wp_newsletter` ( `name` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `email` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `token` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `status` varchar(1) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT 'S', `id` int(11) NOT NULL, `profile` mediumtext COLLATE utf8mb4_unicode_ci, `created` timestamp NOT NULL DEFAULT CURRENT_TIMESTAMP, `updated` int(11) NOT NULL DEFAULT '0', `last_activity` int(11) NOT NULL DEFAULT '0', `followup_step` tinyint(4) NOT NULL DEFAULT '0', `followup_time` bigint(20) NOT NULL DEFAULT '0', `followup` tinyint(4) NOT NULL DEFAULT '0', `surname` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `sex` char(1) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT 'n', `feed_time` bigint(20) NOT NULL DEFAULT '0', `feed` tinyint(4) NOT NULL DEFAULT '0', `referrer` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `ip` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `wp_user_id` int(11) NOT NULL DEFAULT '0', `http_referer` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `country` varchar(4) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `region` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `city` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `bounce_type` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `bounce_time` int(11) NOT NULL DEFAULT '0', `unsub_email_id` int(11) NOT NULL DEFAULT '0', `unsub_time` int(11) NOT NULL DEFAULT '0', `list_1` tinyint(4) NOT NULL DEFAULT '0', `list_2` tinyint(4) NOT NULL DEFAULT '0', `list_3` tinyint(4) NOT NULL DEFAULT '0', `list_4` tinyint(4) NOT NULL DEFAULT '0', `list_5` tinyint(4) NOT NULL DEFAULT '0', `list_6` tinyint(4) NOT NULL DEFAULT '0', `list_7` tinyint(4) NOT NULL DEFAULT '0', `list_8` tinyint(4) NOT NULL DEFAULT '0', `list_9` tinyint(4) NOT NULL DEFAULT '0', `list_10` tinyint(4) NOT NULL DEFAULT '0', `list_11` tinyint(4) NOT NULL DEFAULT '0', `list_12` tinyint(4) NOT NULL DEFAULT '0', `list_13` tinyint(4) NOT NULL DEFAULT '0', `list_14` tinyint(4) NOT NULL DEFAULT '0', `list_15` tinyint(4) NOT NULL DEFAULT '0', `list_16` tinyint(4) NOT NULL DEFAULT '0', `list_17` tinyint(4) NOT NULL DEFAULT '0', `list_18` tinyint(4) NOT NULL DEFAULT '0', `list_19` tinyint(4) NOT NULL DEFAULT '0', `list_20` tinyint(4) NOT NULL DEFAULT '0', `list_21` tinyint(4) NOT NULL DEFAULT '0', `list_22` tinyint(4) NOT NULL DEFAULT '0', `list_23` tinyint(4) NOT NULL DEFAULT '0', `list_24` tinyint(4) NOT NULL DEFAULT '0', `list_25` tinyint(4) NOT NULL DEFAULT '0', `list_26` tinyint(4) NOT NULL DEFAULT '0', `list_27` tinyint(4) NOT NULL DEFAULT '0', `list_28` tinyint(4) NOT NULL DEFAULT '0', `list_29` tinyint(4) NOT NULL DEFAULT '0', `list_30` tinyint(4) NOT NULL DEFAULT '0', `list_31` tinyint(4) NOT NULL DEFAULT '0', `list_32` tinyint(4) NOT NULL DEFAULT '0', `list_33` tinyint(4) NOT NULL DEFAULT '0', `list_34` tinyint(4) NOT NULL DEFAULT '0', `list_35` tinyint(4) NOT NULL DEFAULT '0', `list_36` tinyint(4) NOT NULL DEFAULT '0', `list_37` tinyint(4) NOT NULL DEFAULT '0', `list_38` tinyint(4) NOT NULL DEFAULT '0', `list_39` tinyint(4) NOT NULL DEFAULT '0', `list_40` tinyint(4) NOT NULL DEFAULT '0', `profile_1` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_2` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_3` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_4` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_5` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_6` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_7` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_8` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_9` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_10` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_11` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_12` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_13` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_14` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_15` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_16` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_17` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_18` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_19` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `profile_20` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `test` tinyint(4) NOT NULL DEFAULT '0', `creation_date` timestamp NOT NULL DEFAULT '0000-00-00 00:00:00' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_newsletter` -- INSERT INTO `wp_newsletter` (`name`, `email`, `token`, `status`, `id`, `profile`, `created`, `updated`, `last_activity`, `followup_step`, `followup_time`, `followup`, `surname`, `sex`, `feed_time`, `feed`, `referrer`, `ip`, `wp_user_id`, `http_referer`, `country`, `region`, `city`, `bounce_type`, `bounce_time`, `unsub_email_id`, `unsub_time`, `list_1`, `list_2`, `list_3`, `list_4`, `list_5`, `list_6`, `list_7`, `list_8`, `list_9`, `list_10`, `list_11`, `list_12`, `list_13`, `list_14`, `list_15`, `list_16`, `list_17`, `list_18`, `list_19`, `list_20`, `list_21`, `list_22`, `list_23`, `list_24`, `list_25`, `list_26`, `list_27`, `list_28`, `list_29`, `list_30`, `list_31`, `list_32`, `list_33`, `list_34`, `list_35`, `list_36`, `list_37`, `list_38`, `list_39`, `list_40`, `profile_1`, `profile_2`, `profile_3`, `profile_4`, `profile_5`, `profile_6`, `profile_7`, `profile_8`, `profile_9`, `profile_10`, `profile_11`, `profile_12`, `profile_13`, `profile_14`, `profile_15`, `profile_16`, `profile_17`, `profile_18`, `profile_19`, `profile_20`, `test`, `creation_date`) VALUES ('', 'aaa@aa.com', '', 'S', 1, NULL, '2018-06-28 17:27:25', 0, 0, 0, 0, 0, '', 'n', 0, 0, '', '', 0, '', '', '', '', '', 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', 0, '2018-06-28 17:27:25'), ('', 'tste@teste.com', '', 'S', 2, NULL, '2018-06-28 17:39:17', 0, 0, 0, 0, 0, '', 'n', 0, 0, '', '', 0, '', '', '', '', '', 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', 0, '2018-06-28 17:39:17'), ('', 'targino2@cappen.com', '', 'S', 3, NULL, '2018-06-28 18:00:13', 0, 0, 0, 0, 0, '', 'n', 0, 0, '', '', 0, '', '', '', '', '', 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', 0, '2018-06-28 18:00:13'), ('', 'teste@teste.com', '', 'S', 4, NULL, '2018-06-29 14:16:18', 0, 0, 0, 0, 0, '', 'n', 0, 0, '', '', 0, '', '', '', '', '', 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', 0, '2018-06-29 14:16:18'), ('', 'fcesar@cappen.com', '', 'S', 5, NULL, '2018-07-24 12:54:43', 0, 0, 0, 0, 0, '', 'n', 0, 0, '', '', 0, '', '', '', '', '', 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', 0, '2018-07-24 12:54:43'), ('', 'dev@cappen.com', '', 'S', 6, NULL, '2018-07-24 13:43:02', 0, 0, 0, 0, 0, '', 'n', 0, 0, '', '', 0, '', '', '', '', '', 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', 0, '2018-07-24 13:43:02'), ('', 'felipecesr@outlook.com', '', 'S', 7, NULL, '2018-07-24 16:34:29', 0, 0, 0, 0, 0, '', 'n', 0, 0, '', '', 0, '', '', '', '', '', 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', 0, '2018-07-24 16:34:29'), ('', 'jeanserpa@gmail.com', '', 'S', 8, NULL, '2018-07-24 16:43:58', 0, 0, 0, 0, 0, '', 'n', 0, 0, '', '', 0, '', '', '', '', '', 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, 0, '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', '', 0, '2018-07-24 16:43:58'); -- -------------------------------------------------------- -- -- Table structure for table `wp_newsletter_emails` -- CREATE TABLE `wp_newsletter_emails` ( `id` int(11) NOT NULL, `subject` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `message` longtext COLLATE utf8mb4_unicode_ci, `subject2` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `message2` longtext COLLATE utf8mb4_unicode_ci, `name2` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `created` timestamp NOT NULL DEFAULT CURRENT_TIMESTAMP, `status` enum('new','sending','sent','paused') COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT 'new', `total` int(11) NOT NULL DEFAULT '0', `last_id` int(11) NOT NULL DEFAULT '0', `sent` int(11) NOT NULL DEFAULT '0', `track` int(11) NOT NULL DEFAULT '0', `list` int(11) NOT NULL DEFAULT '0', `type` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `query` longtext COLLATE utf8mb4_unicode_ci, `editor` tinyint(4) NOT NULL DEFAULT '0', `sex` varchar(20) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `theme` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `message_text` longtext COLLATE utf8mb4_unicode_ci, `preferences` longtext COLLATE utf8mb4_unicode_ci, `send_on` int(11) NOT NULL DEFAULT '0', `token` varchar(10) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `options` longtext COLLATE utf8mb4_unicode_ci, `private` tinyint(1) NOT NULL DEFAULT '0', `click_count` int(10) UNSIGNED NOT NULL DEFAULT '0', `version` varchar(10) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `open_count` int(10) UNSIGNED NOT NULL DEFAULT '0' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_newsletter_sent` -- CREATE TABLE `wp_newsletter_sent` ( `email_id` int(10) UNSIGNED NOT NULL DEFAULT '0', `user_id` int(10) UNSIGNED NOT NULL DEFAULT '0', `status` tinyint(1) UNSIGNED NOT NULL DEFAULT '0', `open` tinyint(1) UNSIGNED NOT NULL DEFAULT '0', `time` int(10) UNSIGNED NOT NULL DEFAULT '0', `error` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `ip` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_newsletter_stats` -- CREATE TABLE `wp_newsletter_stats` ( `id` int(11) NOT NULL, `created` timestamp NOT NULL DEFAULT CURRENT_TIMESTAMP, `url` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `user_id` int(11) NOT NULL DEFAULT '0', `email_id` varchar(10) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '0', `link_id` int(11) NOT NULL DEFAULT '0', `ip` varchar(20) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `country` varchar(4) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_newsletter_user_logs` -- CREATE TABLE `wp_newsletter_user_logs` ( `id` int(11) NOT NULL, `user_id` int(11) NOT NULL DEFAULT '0', `ip` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `source` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `data` longtext COLLATE utf8mb4_unicode_ci, `created` int(11) NOT NULL DEFAULT '0' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_options` -- CREATE TABLE `wp_options` ( `option_id` bigint(20) UNSIGNED NOT NULL, `option_name` varchar(191) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `option_value` longtext COLLATE utf8mb4_unicode_ci NOT NULL, `autoload` varchar(20) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT 'yes' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_options` -- INSERT INTO `wp_options` (`option_id`, `option_name`, `option_value`, `autoload`) VALUES (1, 'siteurl', 'http://cbx.cappendev.com/wp', 'yes'), (2, 'home', 'http://cbx.cappendev.com/wp', 'yes'), (3, 'blogname', 'CBX', 'yes'), (4, 'blogdescription', '', 'yes'), (5, 'users_can_register', '0', 'yes'), (6, 'admin_email', 'dev@cappen.com', 'yes'), (7, 'start_of_week', '1', 'yes'), (8, 'use_balanceTags', '0', 'yes'), (9, 'use_smilies', '1', 'yes'), (10, 'require_name_email', '1', 'yes'), (11, 'comments_notify', '1', 'yes'), (12, 'posts_per_rss', '10', 'yes'), (13, 'rss_use_excerpt', '0', 'yes'), (14, 'mailserver_url', 'mail.example.com', 'yes'), (15, 'mailserver_login', 'login@example.com', 'yes'), (16, 'mailserver_pass', 'password', 'yes'), (17, 'mailserver_port', '110', 'yes'), (18, 'default_category', '1', 'yes'), (19, 'default_comment_status', 'open', 'yes'), (20, 'default_ping_status', 'open', 'yes'), (21, 'default_pingback_flag', '1', 'yes'), (22, 'posts_per_page', '10', 'yes'), (23, 'date_format', 'F j, Y', 'yes'), (24, 'time_format', 'g:i a', 'yes'), (25, 'links_updated_date_format', 'F j, Y g:i a', 'yes'), (26, 'comment_moderation', '0', 'yes'), (27, 'moderation_notify', '1', 'yes'), (28, 'permalink_structure', '/%postname%', 'yes'), (29, 'rewrite_rules', 'a:152:{s:11:\"^wp-json/?$\";s:22:\"index.php?rest_route=/\";s:14:\"^wp-json/(.*)?\";s:33:\"index.php?rest_route=/$matches[1]\";s:21:\"^index.php/wp-json/?$\";s:22:\"index.php?rest_route=/\";s:24:\"^index.php/wp-json/(.*)?\";s:33:\"index.php?rest_route=/$matches[1]\";s:47:\"category/(.+?)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:52:\"index.php?category_name=$matches[1]&feed=$matches[2]\";s:42:\"category/(.+?)/(feed|rdf|rss|rss2|atom)/?$\";s:52:\"index.php?category_name=$matches[1]&feed=$matches[2]\";s:23:\"category/(.+?)/embed/?$\";s:46:\"index.php?category_name=$matches[1]&embed=true\";s:35:\"category/(.+?)/page/?([0-9]{1,})/?$\";s:53:\"index.php?category_name=$matches[1]&paged=$matches[2]\";s:17:\"category/(.+?)/?$\";s:35:\"index.php?category_name=$matches[1]\";s:44:\"tag/([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:42:\"index.php?tag=$matches[1]&feed=$matches[2]\";s:39:\"tag/([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:42:\"index.php?tag=$matches[1]&feed=$matches[2]\";s:20:\"tag/([^/]+)/embed/?$\";s:36:\"index.php?tag=$matches[1]&embed=true\";s:32:\"tag/([^/]+)/page/?([0-9]{1,})/?$\";s:43:\"index.php?tag=$matches[1]&paged=$matches[2]\";s:14:\"tag/([^/]+)/?$\";s:25:\"index.php?tag=$matches[1]\";s:45:\"type/([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:50:\"index.php?post_format=$matches[1]&feed=$matches[2]\";s:40:\"type/([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:50:\"index.php?post_format=$matches[1]&feed=$matches[2]\";s:21:\"type/([^/]+)/embed/?$\";s:44:\"index.php?post_format=$matches[1]&embed=true\";s:33:\"type/([^/]+)/page/?([0-9]{1,})/?$\";s:51:\"index.php?post_format=$matches[1]&paged=$matches[2]\";s:15:\"type/([^/]+)/?$\";s:33:\"index.php?post_format=$matches[1]\";s:34:\"thinking/.+?/attachment/([^/]+)/?$\";s:32:\"index.php?attachment=$matches[1]\";s:44:\"thinking/.+?/attachment/([^/]+)/trackback/?$\";s:37:\"index.php?attachment=$matches[1]&tb=1\";s:64:\"thinking/.+?/attachment/([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:59:\"thinking/.+?/attachment/([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:59:\"thinking/.+?/attachment/([^/]+)/comment-page-([0-9]{1,})/?$\";s:50:\"index.php?attachment=$matches[1]&cpage=$matches[2]\";s:40:\"thinking/.+?/attachment/([^/]+)/embed/?$\";s:43:\"index.php?attachment=$matches[1]&embed=true\";s:23:\"thinking/(.+?)/embed/?$\";s:41:\"index.php?thinking=$matches[1]&embed=true\";s:27:\"thinking/(.+?)/trackback/?$\";s:35:\"index.php?thinking=$matches[1]&tb=1\";s:35:\"thinking/(.+?)/page/?([0-9]{1,})/?$\";s:48:\"index.php?thinking=$matches[1]&paged=$matches[2]\";s:42:\"thinking/(.+?)/comment-page-([0-9]{1,})/?$\";s:48:\"index.php?thinking=$matches[1]&cpage=$matches[2]\";s:31:\"thinking/(.+?)(?:/([0-9]+))?/?$\";s:47:\"index.php?thinking=$matches[1]&page=$matches[2]\";s:30:\"team/.+?/attachment/([^/]+)/?$\";s:32:\"index.php?attachment=$matches[1]\";s:40:\"team/.+?/attachment/([^/]+)/trackback/?$\";s:37:\"index.php?attachment=$matches[1]&tb=1\";s:60:\"team/.+?/attachment/([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:55:\"team/.+?/attachment/([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:55:\"team/.+?/attachment/([^/]+)/comment-page-([0-9]{1,})/?$\";s:50:\"index.php?attachment=$matches[1]&cpage=$matches[2]\";s:36:\"team/.+?/attachment/([^/]+)/embed/?$\";s:43:\"index.php?attachment=$matches[1]&embed=true\";s:19:\"team/(.+?)/embed/?$\";s:37:\"index.php?team=$matches[1]&embed=true\";s:23:\"team/(.+?)/trackback/?$\";s:31:\"index.php?team=$matches[1]&tb=1\";s:31:\"team/(.+?)/page/?([0-9]{1,})/?$\";s:44:\"index.php?team=$matches[1]&paged=$matches[2]\";s:38:\"team/(.+?)/comment-page-([0-9]{1,})/?$\";s:44:\"index.php?team=$matches[1]&cpage=$matches[2]\";s:27:\"team/(.+?)(?:/([0-9]+))?/?$\";s:43:\"index.php?team=$matches[1]&page=$matches[2]\";s:30:\"work/.+?/attachment/([^/]+)/?$\";s:32:\"index.php?attachment=$matches[1]\";s:40:\"work/.+?/attachment/([^/]+)/trackback/?$\";s:37:\"index.php?attachment=$matches[1]&tb=1\";s:60:\"work/.+?/attachment/([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:55:\"work/.+?/attachment/([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:55:\"work/.+?/attachment/([^/]+)/comment-page-([0-9]{1,})/?$\";s:50:\"index.php?attachment=$matches[1]&cpage=$matches[2]\";s:36:\"work/.+?/attachment/([^/]+)/embed/?$\";s:43:\"index.php?attachment=$matches[1]&embed=true\";s:19:\"work/(.+?)/embed/?$\";s:37:\"index.php?work=$matches[1]&embed=true\";s:23:\"work/(.+?)/trackback/?$\";s:31:\"index.php?work=$matches[1]&tb=1\";s:31:\"work/(.+?)/page/?([0-9]{1,})/?$\";s:44:\"index.php?work=$matches[1]&paged=$matches[2]\";s:38:\"work/(.+?)/comment-page-([0-9]{1,})/?$\";s:44:\"index.php?work=$matches[1]&cpage=$matches[2]\";s:27:\"work/(.+?)(?:/([0-9]+))?/?$\";s:43:\"index.php?work=$matches[1]&page=$matches[2]\";s:30:\"jobs/.+?/attachment/([^/]+)/?$\";s:32:\"index.php?attachment=$matches[1]\";s:40:\"jobs/.+?/attachment/([^/]+)/trackback/?$\";s:37:\"index.php?attachment=$matches[1]&tb=1\";s:60:\"jobs/.+?/attachment/([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:55:\"jobs/.+?/attachment/([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:55:\"jobs/.+?/attachment/([^/]+)/comment-page-([0-9]{1,})/?$\";s:50:\"index.php?attachment=$matches[1]&cpage=$matches[2]\";s:36:\"jobs/.+?/attachment/([^/]+)/embed/?$\";s:43:\"index.php?attachment=$matches[1]&embed=true\";s:19:\"jobs/(.+?)/embed/?$\";s:37:\"index.php?jobs=$matches[1]&embed=true\";s:23:\"jobs/(.+?)/trackback/?$\";s:31:\"index.php?jobs=$matches[1]&tb=1\";s:31:\"jobs/(.+?)/page/?([0-9]{1,})/?$\";s:44:\"index.php?jobs=$matches[1]&paged=$matches[2]\";s:38:\"jobs/(.+?)/comment-page-([0-9]{1,})/?$\";s:44:\"index.php?jobs=$matches[1]&cpage=$matches[2]\";s:27:\"jobs/(.+?)(?:/([0-9]+))?/?$\";s:43:\"index.php?jobs=$matches[1]&page=$matches[2]\";s:56:\"category-thinking/(.+?)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:56:\"index.php?category-thinking=$matches[1]&feed=$matches[2]\";s:51:\"category-thinking/(.+?)/(feed|rdf|rss|rss2|atom)/?$\";s:56:\"index.php?category-thinking=$matches[1]&feed=$matches[2]\";s:32:\"category-thinking/(.+?)/embed/?$\";s:50:\"index.php?category-thinking=$matches[1]&embed=true\";s:44:\"category-thinking/(.+?)/page/?([0-9]{1,})/?$\";s:57:\"index.php?category-thinking=$matches[1]&paged=$matches[2]\";s:26:\"category-thinking/(.+?)/?$\";s:39:\"index.php?category-thinking=$matches[1]\";s:52:\"category-team/(.+?)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:52:\"index.php?category-team=$matches[1]&feed=$matches[2]\";s:47:\"category-team/(.+?)/(feed|rdf|rss|rss2|atom)/?$\";s:52:\"index.php?category-team=$matches[1]&feed=$matches[2]\";s:28:\"category-team/(.+?)/embed/?$\";s:46:\"index.php?category-team=$matches[1]&embed=true\";s:40:\"category-team/(.+?)/page/?([0-9]{1,})/?$\";s:53:\"index.php?category-team=$matches[1]&paged=$matches[2]\";s:22:\"category-team/(.+?)/?$\";s:35:\"index.php?category-team=$matches[1]\";s:52:\"category-work/(.+?)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:52:\"index.php?category-work=$matches[1]&feed=$matches[2]\";s:47:\"category-work/(.+?)/(feed|rdf|rss|rss2|atom)/?$\";s:52:\"index.php?category-work=$matches[1]&feed=$matches[2]\";s:28:\"category-work/(.+?)/embed/?$\";s:46:\"index.php?category-work=$matches[1]&embed=true\";s:40:\"category-work/(.+?)/page/?([0-9]{1,})/?$\";s:53:\"index.php?category-work=$matches[1]&paged=$matches[2]\";s:22:\"category-work/(.+?)/?$\";s:35:\"index.php?category-work=$matches[1]\";s:52:\"category-jobs/(.+?)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:52:\"index.php?category-jobs=$matches[1]&feed=$matches[2]\";s:47:\"category-jobs/(.+?)/(feed|rdf|rss|rss2|atom)/?$\";s:52:\"index.php?category-jobs=$matches[1]&feed=$matches[2]\";s:28:\"category-jobs/(.+?)/embed/?$\";s:46:\"index.php?category-jobs=$matches[1]&embed=true\";s:40:\"category-jobs/(.+?)/page/?([0-9]{1,})/?$\";s:53:\"index.php?category-jobs=$matches[1]&paged=$matches[2]\";s:22:\"category-jobs/(.+?)/?$\";s:35:\"index.php?category-jobs=$matches[1]\";s:12:\"robots\\.txt$\";s:18:\"index.php?robots=1\";s:48:\".*wp-(atom|rdf|rss|rss2|feed|commentsrss2)\\.php$\";s:18:\"index.php?feed=old\";s:20:\".*wp-app\\.php(/.*)?$\";s:19:\"index.php?error=403\";s:18:\".*wp-register.php$\";s:23:\"index.php?register=true\";s:32:\"feed/(feed|rdf|rss|rss2|atom)/?$\";s:27:\"index.php?&feed=$matches[1]\";s:27:\"(feed|rdf|rss|rss2|atom)/?$\";s:27:\"index.php?&feed=$matches[1]\";s:8:\"embed/?$\";s:21:\"index.php?&embed=true\";s:20:\"page/?([0-9]{1,})/?$\";s:28:\"index.php?&paged=$matches[1]\";s:27:\"comment-page-([0-9]{1,})/?$\";s:38:\"index.php?&page_id=4&cpage=$matches[1]\";s:41:\"comments/feed/(feed|rdf|rss|rss2|atom)/?$\";s:42:\"index.php?&feed=$matches[1]&withcomments=1\";s:36:\"comments/(feed|rdf|rss|rss2|atom)/?$\";s:42:\"index.php?&feed=$matches[1]&withcomments=1\";s:17:\"comments/embed/?$\";s:21:\"index.php?&embed=true\";s:44:\"search/(.+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:40:\"index.php?s=$matches[1]&feed=$matches[2]\";s:39:\"search/(.+)/(feed|rdf|rss|rss2|atom)/?$\";s:40:\"index.php?s=$matches[1]&feed=$matches[2]\";s:20:\"search/(.+)/embed/?$\";s:34:\"index.php?s=$matches[1]&embed=true\";s:32:\"search/(.+)/page/?([0-9]{1,})/?$\";s:41:\"index.php?s=$matches[1]&paged=$matches[2]\";s:14:\"search/(.+)/?$\";s:23:\"index.php?s=$matches[1]\";s:47:\"author/([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:50:\"index.php?author_name=$matches[1]&feed=$matches[2]\";s:42:\"author/([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:50:\"index.php?author_name=$matches[1]&feed=$matches[2]\";s:23:\"author/([^/]+)/embed/?$\";s:44:\"index.php?author_name=$matches[1]&embed=true\";s:35:\"author/([^/]+)/page/?([0-9]{1,})/?$\";s:51:\"index.php?author_name=$matches[1]&paged=$matches[2]\";s:17:\"author/([^/]+)/?$\";s:33:\"index.php?author_name=$matches[1]\";s:69:\"([0-9]{4})/([0-9]{1,2})/([0-9]{1,2})/feed/(feed|rdf|rss|rss2|atom)/?$\";s:80:\"index.php?year=$matches[1]&monthnum=$matches[2]&day=$matches[3]&feed=$matches[4]\";s:64:\"([0-9]{4})/([0-9]{1,2})/([0-9]{1,2})/(feed|rdf|rss|rss2|atom)/?$\";s:80:\"index.php?year=$matches[1]&monthnum=$matches[2]&day=$matches[3]&feed=$matches[4]\";s:45:\"([0-9]{4})/([0-9]{1,2})/([0-9]{1,2})/embed/?$\";s:74:\"index.php?year=$matches[1]&monthnum=$matches[2]&day=$matches[3]&embed=true\";s:57:\"([0-9]{4})/([0-9]{1,2})/([0-9]{1,2})/page/?([0-9]{1,})/?$\";s:81:\"index.php?year=$matches[1]&monthnum=$matches[2]&day=$matches[3]&paged=$matches[4]\";s:39:\"([0-9]{4})/([0-9]{1,2})/([0-9]{1,2})/?$\";s:63:\"index.php?year=$matches[1]&monthnum=$matches[2]&day=$matches[3]\";s:56:\"([0-9]{4})/([0-9]{1,2})/feed/(feed|rdf|rss|rss2|atom)/?$\";s:64:\"index.php?year=$matches[1]&monthnum=$matches[2]&feed=$matches[3]\";s:51:\"([0-9]{4})/([0-9]{1,2})/(feed|rdf|rss|rss2|atom)/?$\";s:64:\"index.php?year=$matches[1]&monthnum=$matches[2]&feed=$matches[3]\";s:32:\"([0-9]{4})/([0-9]{1,2})/embed/?$\";s:58:\"index.php?year=$matches[1]&monthnum=$matches[2]&embed=true\";s:44:\"([0-9]{4})/([0-9]{1,2})/page/?([0-9]{1,})/?$\";s:65:\"index.php?year=$matches[1]&monthnum=$matches[2]&paged=$matches[3]\";s:26:\"([0-9]{4})/([0-9]{1,2})/?$\";s:47:\"index.php?year=$matches[1]&monthnum=$matches[2]\";s:43:\"([0-9]{4})/feed/(feed|rdf|rss|rss2|atom)/?$\";s:43:\"index.php?year=$matches[1]&feed=$matches[2]\";s:38:\"([0-9]{4})/(feed|rdf|rss|rss2|atom)/?$\";s:43:\"index.php?year=$matches[1]&feed=$matches[2]\";s:19:\"([0-9]{4})/embed/?$\";s:37:\"index.php?year=$matches[1]&embed=true\";s:31:\"([0-9]{4})/page/?([0-9]{1,})/?$\";s:44:\"index.php?year=$matches[1]&paged=$matches[2]\";s:13:\"([0-9]{4})/?$\";s:26:\"index.php?year=$matches[1]\";s:27:\".?.+?/attachment/([^/]+)/?$\";s:32:\"index.php?attachment=$matches[1]\";s:37:\".?.+?/attachment/([^/]+)/trackback/?$\";s:37:\"index.php?attachment=$matches[1]&tb=1\";s:57:\".?.+?/attachment/([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:52:\".?.+?/attachment/([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:52:\".?.+?/attachment/([^/]+)/comment-page-([0-9]{1,})/?$\";s:50:\"index.php?attachment=$matches[1]&cpage=$matches[2]\";s:33:\".?.+?/attachment/([^/]+)/embed/?$\";s:43:\"index.php?attachment=$matches[1]&embed=true\";s:16:\"(.?.+?)/embed/?$\";s:41:\"index.php?pagename=$matches[1]&embed=true\";s:20:\"(.?.+?)/trackback/?$\";s:35:\"index.php?pagename=$matches[1]&tb=1\";s:40:\"(.?.+?)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:47:\"index.php?pagename=$matches[1]&feed=$matches[2]\";s:35:\"(.?.+?)/(feed|rdf|rss|rss2|atom)/?$\";s:47:\"index.php?pagename=$matches[1]&feed=$matches[2]\";s:28:\"(.?.+?)/page/?([0-9]{1,})/?$\";s:48:\"index.php?pagename=$matches[1]&paged=$matches[2]\";s:35:\"(.?.+?)/comment-page-([0-9]{1,})/?$\";s:48:\"index.php?pagename=$matches[1]&cpage=$matches[2]\";s:24:\"(.?.+?)(?:/([0-9]+))?/?$\";s:47:\"index.php?pagename=$matches[1]&page=$matches[2]\";s:27:\"[^/]+/attachment/([^/]+)/?$\";s:32:\"index.php?attachment=$matches[1]\";s:37:\"[^/]+/attachment/([^/]+)/trackback/?$\";s:37:\"index.php?attachment=$matches[1]&tb=1\";s:57:\"[^/]+/attachment/([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:52:\"[^/]+/attachment/([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:52:\"[^/]+/attachment/([^/]+)/comment-page-([0-9]{1,})/?$\";s:50:\"index.php?attachment=$matches[1]&cpage=$matches[2]\";s:33:\"[^/]+/attachment/([^/]+)/embed/?$\";s:43:\"index.php?attachment=$matches[1]&embed=true\";s:16:\"([^/]+)/embed/?$\";s:37:\"index.php?name=$matches[1]&embed=true\";s:20:\"([^/]+)/trackback/?$\";s:31:\"index.php?name=$matches[1]&tb=1\";s:40:\"([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:43:\"index.php?name=$matches[1]&feed=$matches[2]\";s:35:\"([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:43:\"index.php?name=$matches[1]&feed=$matches[2]\";s:28:\"([^/]+)/page/?([0-9]{1,})/?$\";s:44:\"index.php?name=$matches[1]&paged=$matches[2]\";s:35:\"([^/]+)/comment-page-([0-9]{1,})/?$\";s:44:\"index.php?name=$matches[1]&cpage=$matches[2]\";s:24:\"([^/]+)(?:/([0-9]+))?/?$\";s:43:\"index.php?name=$matches[1]&page=$matches[2]\";s:16:\"[^/]+/([^/]+)/?$\";s:32:\"index.php?attachment=$matches[1]\";s:26:\"[^/]+/([^/]+)/trackback/?$\";s:37:\"index.php?attachment=$matches[1]&tb=1\";s:46:\"[^/]+/([^/]+)/feed/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:41:\"[^/]+/([^/]+)/(feed|rdf|rss|rss2|atom)/?$\";s:49:\"index.php?attachment=$matches[1]&feed=$matches[2]\";s:41:\"[^/]+/([^/]+)/comment-page-([0-9]{1,})/?$\";s:50:\"index.php?attachment=$matches[1]&cpage=$matches[2]\";s:22:\"[^/]+/([^/]+)/embed/?$\";s:43:\"index.php?attachment=$matches[1]&embed=true\";}', 'yes'), (30, 'hack_file', '0', 'yes'), (31, 'blog_charset', 'UTF-8', 'yes'), (32, 'moderation_keys', '', 'no'), (33, 'active_plugins', 'a:12:{i:0;s:51:\"acf-field-date-time-picker/acf-date-time-picker.php\";i:1;s:29:\"acf-repeater/acf-repeater.php\";i:2;s:30:\"advanced-custom-fields/acf.php\";i:3;s:36:\"contact-form-7/wp-contact-form-7.php\";i:4;s:53:\"contextual-related-posts/contextual-related-posts.php\";i:5;s:29:\"crp-taxonomy/crp-taxonomy.php\";i:7;s:33:\"duplicate-post/duplicate-post.php\";i:8;s:25:\"fakerpress/fakerpress.php\";i:9;s:67:\"favicon-by-realfavicongenerator/favicon-by-realfavicongenerator.php\";i:11;s:20:\"newsletter/index.php\";i:12;s:47:\"regenerate-thumbnails/regenerate-thumbnails.php\";i:13;s:53:\"simple-custom-post-order/simple-custom-post-order.php\";}', 'yes'), (34, 'category_base', '', 'yes'), (35, 'ping_sites', 'http://rpc.pingomatic.com/', 'yes'), (36, 'comment_max_links', '2', 'yes'), (37, 'gmt_offset', '0', 'yes'), (38, 'default_email_category', '1', 'yes'), (39, 'recently_edited', '', 'no'), (40, 'template', 'cbx', 'yes'), (41, 'stylesheet', 'cbx', 'yes'), (42, 'comment_whitelist', '1', 'yes'), (43, 'blacklist_keys', '', 'no'), (44, 'comment_registration', '0', 'yes'), (45, 'html_type', 'text/html', 'yes'), (46, 'use_trackback', '0', 'yes'), (47, 'default_role', 'subscriber', 'yes'), (48, 'db_version', '38590', 'yes'), (49, 'uploads_use_yearmonth_folders', '1', 'yes'), (50, 'upload_path', '', 'yes'), (51, 'blog_public', '1', 'yes'), (52, 'default_link_category', '2', 'yes'), (53, 'show_on_front', 'page', 'yes'), (54, 'tag_base', '', 'yes'), (55, 'show_avatars', '1', 'yes'), (56, 'avatar_rating', 'G', 'yes'), (57, 'upload_url_path', '', 'yes'), (58, 'thumbnail_size_w', '150', 'yes'), (59, 'thumbnail_size_h', '150', 'yes'), (60, 'thumbnail_crop', '1', 'yes'), (61, 'medium_size_w', '300', 'yes'), (62, 'medium_size_h', '300', 'yes'), (63, 'avatar_default', 'mystery', 'yes'), (64, 'large_size_w', '1024', 'yes'), (65, 'large_size_h', '1024', 'yes'), (66, 'image_default_link_type', 'none', 'yes'), (67, 'image_default_size', '', 'yes'), (68, 'image_default_align', '', 'yes'), (69, 'close_comments_for_old_posts', '0', 'yes'), (70, 'close_comments_days_old', '14', 'yes'), (71, 'thread_comments', '1', 'yes'), (72, 'thread_comments_depth', '5', 'yes'), (73, 'page_comments', '0', 'yes'), (74, 'comments_per_page', '50', 'yes'), (75, 'default_comments_page', 'newest', 'yes'), (76, 'comment_order', 'asc', 'yes'), (77, 'sticky_posts', 'a:0:{}', 'yes'), (78, 'widget_categories', 'a:2:{i:2;a:4:{s:5:\"title\";s:0:\"\";s:5:\"count\";i:0;s:12:\"hierarchical\";i:0;s:8:\"dropdown\";i:0;}s:12:\"_multiwidget\";i:1;}', 'yes'), (79, 'widget_text', 'a:2:{i:1;a:0:{}s:12:\"_multiwidget\";i:1;}', 'yes'), (80, 'widget_rss', 'a:2:{i:1;a:0:{}s:12:\"_multiwidget\";i:1;}', 'yes'), (81, 'uninstall_plugins', 'a:3:{s:59:\"custom-post-type-permalinks/custom-post-type-permalinks.php\";a:2:{i:0;s:4:\"CPTP\";i:1;s:9:\"uninstall\";}s:59:\"simple-post-type-permalinks/simple-post-type-permalinks.php\";a:2:{i:0;s:14:\"SPTP\\Bootstrap\";i:1;s:9:\"uninstall\";}s:53:\"simple-custom-post-order/simple-custom-post-order.php\";s:18:\"scporder_uninstall\";}', 'no'), (82, 'timezone_string', '', 'yes'), (83, 'page_for_posts', '0', 'yes'), (84, 'page_on_front', '4', 'yes'), (85, 'default_post_format', '0', 'yes'), (86, 'link_manager_enabled', '0', 'yes'), (87, 'finished_splitting_shared_terms', '1', 'yes'), (88, 'site_icon', '0', 'yes'), (89, 'medium_large_size_w', '768', 'yes'), (90, 'medium_large_size_h', '0', 'yes'), (91, 'initial_db_version', '38590', 'yes'), (92, 'wp_user_roles', 'a:5:{s:13:\"administrator\";a:2:{s:4:\"name\";s:13:\"Administrator\";s:12:\"capabilities\";a:62:{s:13:\"switch_themes\";b:1;s:11:\"edit_themes\";b:1;s:16:\"activate_plugins\";b:1;s:12:\"edit_plugins\";b:1;s:10:\"edit_users\";b:1;s:10:\"edit_files\";b:1;s:14:\"manage_options\";b:1;s:17:\"moderate_comments\";b:1;s:17:\"manage_categories\";b:1;s:12:\"manage_links\";b:1;s:12:\"upload_files\";b:1;s:6:\"import\";b:1;s:15:\"unfiltered_html\";b:1;s:10:\"edit_posts\";b:1;s:17:\"edit_others_posts\";b:1;s:20:\"edit_published_posts\";b:1;s:13:\"publish_posts\";b:1;s:10:\"edit_pages\";b:1;s:4:\"read\";b:1;s:8:\"level_10\";b:1;s:7:\"level_9\";b:1;s:7:\"level_8\";b:1;s:7:\"level_7\";b:1;s:7:\"level_6\";b:1;s:7:\"level_5\";b:1;s:7:\"level_4\";b:1;s:7:\"level_3\";b:1;s:7:\"level_2\";b:1;s:7:\"level_1\";b:1;s:7:\"level_0\";b:1;s:17:\"edit_others_pages\";b:1;s:20:\"edit_published_pages\";b:1;s:13:\"publish_pages\";b:1;s:12:\"delete_pages\";b:1;s:19:\"delete_others_pages\";b:1;s:22:\"delete_published_pages\";b:1;s:12:\"delete_posts\";b:1;s:19:\"delete_others_posts\";b:1;s:22:\"delete_published_posts\";b:1;s:20:\"delete_private_posts\";b:1;s:18:\"edit_private_posts\";b:1;s:18:\"read_private_posts\";b:1;s:20:\"delete_private_pages\";b:1;s:18:\"edit_private_pages\";b:1;s:18:\"read_private_pages\";b:1;s:12:\"delete_users\";b:1;s:12:\"create_users\";b:1;s:17:\"unfiltered_upload\";b:1;s:14:\"edit_dashboard\";b:1;s:14:\"update_plugins\";b:1;s:14:\"delete_plugins\";b:1;s:15:\"install_plugins\";b:1;s:13:\"update_themes\";b:1;s:14:\"install_themes\";b:1;s:11:\"update_core\";b:1;s:10:\"list_users\";b:1;s:12:\"remove_users\";b:1;s:13:\"promote_users\";b:1;s:18:\"edit_theme_options\";b:1;s:13:\"delete_themes\";b:1;s:6:\"export\";b:1;s:10:\"copy_posts\";b:1;}}s:6:\"editor\";a:2:{s:4:\"name\";s:6:\"Editor\";s:12:\"capabilities\";a:35:{s:17:\"moderate_comments\";b:1;s:17:\"manage_categories\";b:1;s:12:\"manage_links\";b:1;s:12:\"upload_files\";b:1;s:15:\"unfiltered_html\";b:1;s:10:\"edit_posts\";b:1;s:17:\"edit_others_posts\";b:1;s:20:\"edit_published_posts\";b:1;s:13:\"publish_posts\";b:1;s:10:\"edit_pages\";b:1;s:4:\"read\";b:1;s:7:\"level_7\";b:1;s:7:\"level_6\";b:1;s:7:\"level_5\";b:1;s:7:\"level_4\";b:1;s:7:\"level_3\";b:1;s:7:\"level_2\";b:1;s:7:\"level_1\";b:1;s:7:\"level_0\";b:1;s:17:\"edit_others_pages\";b:1;s:20:\"edit_published_pages\";b:1;s:13:\"publish_pages\";b:1;s:12:\"delete_pages\";b:1;s:19:\"delete_others_pages\";b:1;s:22:\"delete_published_pages\";b:1;s:12:\"delete_posts\";b:1;s:19:\"delete_others_posts\";b:1;s:22:\"delete_published_posts\";b:1;s:20:\"delete_private_posts\";b:1;s:18:\"edit_private_posts\";b:1;s:18:\"read_private_posts\";b:1;s:20:\"delete_private_pages\";b:1;s:18:\"edit_private_pages\";b:1;s:18:\"read_private_pages\";b:1;s:10:\"copy_posts\";b:1;}}s:6:\"author\";a:2:{s:4:\"name\";s:6:\"Author\";s:12:\"capabilities\";a:10:{s:12:\"upload_files\";b:1;s:10:\"edit_posts\";b:1;s:20:\"edit_published_posts\";b:1;s:13:\"publish_posts\";b:1;s:4:\"read\";b:1;s:7:\"level_2\";b:1;s:7:\"level_1\";b:1;s:7:\"level_0\";b:1;s:12:\"delete_posts\";b:1;s:22:\"delete_published_posts\";b:1;}}s:11:\"contributor\";a:2:{s:4:\"name\";s:11:\"Contributor\";s:12:\"capabilities\";a:5:{s:10:\"edit_posts\";b:1;s:4:\"read\";b:1;s:7:\"level_1\";b:1;s:7:\"level_0\";b:1;s:12:\"delete_posts\";b:1;}}s:10:\"subscriber\";a:2:{s:4:\"name\";s:10:\"Subscriber\";s:12:\"capabilities\";a:2:{s:4:\"read\";b:1;s:7:\"level_0\";b:1;}}}', 'yes'), (93, 'fresh_site', '0', 'yes'), (94, 'widget_search', 'a:2:{i:2;a:1:{s:5:\"title\";s:0:\"\";}s:12:\"_multiwidget\";i:1;}', 'yes'), (95, 'widget_recent-posts', 'a:2:{i:2;a:2:{s:5:\"title\";s:0:\"\";s:6:\"number\";i:5;}s:12:\"_multiwidget\";i:1;}', 'yes'), (96, 'widget_recent-comments', 'a:2:{i:2;a:2:{s:5:\"title\";s:0:\"\";s:6:\"number\";i:5;}s:12:\"_multiwidget\";i:1;}', 'yes'), (97, 'widget_archives', 'a:2:{i:2;a:3:{s:5:\"title\";s:0:\"\";s:5:\"count\";i:0;s:8:\"dropdown\";i:0;}s:12:\"_multiwidget\";i:1;}', 'yes'), (98, 'widget_meta', 'a:2:{i:2;a:1:{s:5:\"title\";s:0:\"\";}s:12:\"_multiwidget\";i:1;}', 'yes'), (99, 'sidebars_widgets', 'a:3:{s:19:\"wp_inactive_widgets\";a:6:{i:0;s:8:\"search-2\";i:1;s:14:\"recent-posts-2\";i:2;s:17:\"recent-comments-2\";i:3;s:10:\"archives-2\";i:4;s:12:\"categories-2\";i:5;s:6:\"meta-2\";}s:21:\"widget-socialnetworks\";a:4:{i:0;s:16:\"socialnetworks-3\";i:1;s:16:\"socialnetworks-4\";i:2;s:16:\"socialnetworks-5\";i:3;s:16:\"socialnetworks-2\";}s:13:\"array_version\";i:3;}', 'yes'), (100, 'widget_pages', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (101, 'widget_calendar', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (102, 'widget_media_audio', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (103, 'widget_media_image', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (104, 'widget_media_gallery', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (105, 'widget_media_video', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (106, 'nonce_key', 'rW^@S|r40aAQ6n)<87|CR:;w=3do7VWzW:K`X/U#-~8N=h[`k(oML_PqTtCka+8-', 'no'), (107, 'nonce_salt', 'OOr I5,cOl3GelD+H-9_jn}Vw;c34', 'no'), (108, 'widget_tag_cloud', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (109, 'widget_nav_menu', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (110, 'widget_custom_html', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (111, 'cron', 'a:8:{i:1538510406;a:1:{s:34:\"wp_privacy_delete_old_export_files\";a:1:{s:32:\"40cd750bba9870f18aada2478b24840a\";a:3:{s:8:\"schedule\";s:6:\"hourly\";s:4:\"args\";a:0:{}s:8:\"interval\";i:3600;}}}i:1538534118;a:3:{s:16:\"wp_version_check\";a:1:{s:32:\"40cd750bba9870f18aada2478b24840a\";a:3:{s:8:\"schedule\";s:10:\"twicedaily\";s:4:\"args\";a:0:{}s:8:\"interval\";i:43200;}}s:17:\"wp_update_plugins\";a:1:{s:32:\"40cd750bba9870f18aada2478b24840a\";a:3:{s:8:\"schedule\";s:10:\"twicedaily\";s:4:\"args\";a:0:{}s:8:\"interval\";i:43200;}}s:16:\"wp_update_themes\";a:1:{s:32:\"40cd750bba9870f18aada2478b24840a\";a:3:{s:8:\"schedule\";s:10:\"twicedaily\";s:4:\"args\";a:0:{}s:8:\"interval\";i:43200;}}}i:1538576982;a:1:{s:29:\"newsletter_extension_versions\";a:1:{s:32:\"40cd750bba9870f18aada2478b24840a\";a:3:{s:8:\"schedule\";s:5:\"daily\";s:4:\"args\";a:0:{}s:8:\"interval\";i:86400;}}}i:1538577331;a:2:{s:19:\"wp_scheduled_delete\";a:1:{s:32:\"40cd750bba9870f18aada2478b24840a\";a:3:{s:8:\"schedule\";s:5:\"daily\";s:4:\"args\";a:0:{}s:8:\"interval\";i:86400;}}s:25:\"delete_expired_transients\";a:1:{s:32:\"40cd750bba9870f18aada2478b24840a\";a:3:{s:8:\"schedule\";s:5:\"daily\";s:4:\"args\";a:0:{}s:8:\"interval\";i:86400;}}}i:1538577635;a:1:{s:30:\"wp_scheduled_auto_draft_delete\";a:1:{s:32:\"40cd750bba9870f18aada2478b24840a\";a:3:{s:8:\"schedule\";s:5:\"daily\";s:4:\"args\";a:0:{}s:8:\"interval\";i:86400;}}}i:1538592637;a:1:{s:23:\"fbrfg_check_for_updates\";a:1:{s:32:\"40cd750bba9870f18aada2478b24840a\";a:3:{s:8:\"schedule\";s:5:\"daily\";s:4:\"args\";a:0:{}s:8:\"interval\";i:86400;}}}i:1538592671;a:1:{s:19:\"wpseo-reindex-links\";a:1:{s:32:\"40cd750bba9870f18aada2478b24840a\";a:3:{s:8:\"schedule\";s:5:\"daily\";s:4:\"args\";a:0:{}s:8:\"interval\";i:86400;}}}s:7:\"version\";i:2;}', 'yes'), (116, 'auth_key', '321LzKqpnm1lY/3mLGIP>Cs:}jj0>%0OMqB&=1.e24G;Me;1xvNg%B%n/K@U]p#r', 'no'), (117, 'auth_salt', 'u~ ._bS!nldo4BV5^YGrzY,yVT1Wy?jZFZI,Bh^;k-{G?0~bcycOC,lwP`P!SPd<', 'no'), (118, 'logged_in_key', '', 'no'), (119, 'logged_in_salt', 'SrvE5G,tidc1:8(s}]l`hJMT;eFLI%{&v%7b-HdMhePa,0ptg9G67/E>zww)xmNE', 'no'), (123, 'can_compress_scripts', '0', 'no'), (138, 'theme_mods_twentyseventeen', 'a:1:{s:16:\"sidebars_widgets\";a:2:{s:4:\"time\";i:1513694417;s:4:\"data\";a:4:{s:19:\"wp_inactive_widgets\";a:0:{}s:9:\"sidebar-1\";a:6:{i:0;s:8:\"search-2\";i:1;s:14:\"recent-posts-2\";i:2;s:17:\"recent-comments-2\";i:3;s:10:\"archives-2\";i:4;s:12:\"categories-2\";i:5;s:6:\"meta-2\";}s:9:\"sidebar-2\";a:0:{}s:9:\"sidebar-3\";a:0:{}}}}', 'yes'), (139, 'current_theme', 'CBX', 'yes'), (140, 'theme_mods_cbx', 'a:3:{i:0;b:0;s:18:\"nav_menu_locations\";a:1:{s:4:\"menu\";i:2;}s:18:\"custom_css_post_id\";i:-1;}', 'yes'), (141, 'theme_switched', '', 'yes'), (142, 'widget_socialnetworks', 'a:5:{i:2;a:3:{s:5:\"title\";s:17:\"facebook official\";s:4:\"link\";s:32:\"https://www.facebook.com/CBXers/\";s:4:\"show\";s:4:\"true\";}i:3;a:3:{s:5:\"title\";s:8:\"Linkedin\";s:4:\"link\";s:37:\"https://www.linkedin.com/company/cbx/\";s:4:\"show\";s:4:\"true\";}i:4;a:3:{s:5:\"title\";s:7:\"Twitter\";s:4:\"link\";s:26:\"https://twitter.com/CBXers\";s:4:\"show\";s:4:\"true\";}i:5;a:3:{s:5:\"title\";s:9:\"Instagram\";s:4:\"link\";s:33:\"https://www.instagram.com/cbxers/\";s:4:\"show\";s:4:\"true\";}s:12:\"_multiwidget\";i:1;}', 'yes'), (146, 'recently_activated', 'a:2:{s:53:\"customizer-export-import/customizer-export-import.php\";i:1538075792;s:30:\"wp-ultimate-exporter/index.php\";i:1538073719;}', 'yes'), (151, 'nav_menu_options', 'a:2:{i:0;b:0;s:8:\"auto_add\";a:0:{}}', 'yes'), (175, 'bedrock_autoloader', 'a:2:{s:7:\"plugins\";a:0:{}s:5:\"count\";i:1;}', 'no'), (185, 'acf_version', '4.4.12', 'yes'), (227, 'WPLANG', '', 'yes'), (228, 'new_admin_email', 'dev@cappen.com', 'yes'), (1223, 'category_children', 'a:0:{}', 'yes'), (1254, 'mfi_active_post_types', 'a:1:{i:0;s:8:\"thinking\";}', 'yes'), (1257, 'widget_kdmfi_widget', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (1258, 'kdmfi_version', '0.5.0', 'yes'), (1366, 'cptp_version', '3.2.2', 'yes'), (1367, 'queue_flush_rules', '0', 'yes'), (1368, 'no_taxonomy_structure', '', 'yes'), (1369, 'add_post_type_for_tax', '1', 'yes'), (1370, 'thinking_structure', '/%postname%', 'yes'), (1371, 'position_structure', '/%postname%', 'yes'), (1372, 'work_structure', '/%postname%', 'yes'), (1373, 'cptp_permalink_checked', '3.2.2', 'yes'), (1378, 'sptp_queue_flush_rewrite_rules', '0', 'yes'), (1391, 'ald_crp_settings', 'a:63:{s:5:\"cache\";s:0:\"\";s:14:\"add_to_content\";s:0:\"\";s:11:\"add_to_page\";s:0:\"\";s:11:\"add_to_feed\";s:0:\"\";s:11:\"add_to_home\";s:0:\"\";s:24:\"add_to_category_archives\";s:0:\"\";s:19:\"add_to_tag_archives\";s:0:\"\";s:15:\"add_to_archives\";s:0:\"\";s:23:\"content_filter_priority\";s:2:\"10\";s:22:\"insert_after_paragraph\";s:2:\"-1\";s:12:\"show_metabox\";s:1:\"1\";s:19:\"show_metabox_admins\";s:0:\"\";s:11:\"show_credit\";s:0:\"\";s:5:\"limit\";s:1:\"6\";s:11:\"daily_range\";s:4:\"1095\";s:12:\"random_order\";s:0:\"\";s:13:\"match_content\";s:1:\"1\";s:19:\"match_content_words\";s:1:\"0\";s:10:\"post_types\";s:8:\"thinking\";s:14:\"same_post_type\";s:0:\"\";s:18:\"exclude_categories\";s:0:\"\";s:17:\"exclude_cat_slugs\";s:0:\"\";s:16:\"exclude_post_ids\";s:0:\"\";s:5:\"title\";s:23:\"

Related Posts:

\";s:12:\"blank_output\";s:1:\"1\";s:17:\"blank_output_text\";s:22:\"No related posts found\";s:12:\"show_excerpt\";s:0:\"\";s:9:\"show_date\";s:0:\"\";s:11:\"show_author\";s:0:\"\";s:14:\"excerpt_length\";s:2:\"10\";s:12:\"title_length\";s:2:\"60\";s:15:\"link_new_window\";s:0:\"\";s:13:\"link_nofollow\";s:0:\"\";s:11:\"before_list\";s:4:\"\";s:16:\"before_list_item\";s:4:\"
  • \";s:15:\"after_list_item\";s:5:\"
    • \";s:19:\"exclude_on_post_ids\";s:0:\"\";s:21:\"exclude_on_post_types\";s:24:\"attachment,position,work\";s:13:\"post_thumb_op\";s:6:\"inline\";s:10:\"thumb_size\";s:9:\"thumbnail\";s:12:\"thumb_height\";s:3:\"150\";s:11:\"thumb_width\";s:3:\"150\";s:10:\"thumb_crop\";s:1:\"1\";s:10:\"thumb_html\";s:4:\"html\";s:10:\"thumb_meta\";s:10:\"post-image\";s:11:\"scan_images\";s:1:\"1\";s:13:\"thumb_default\";s:85:\"http://localhost/repositorio-cbx/web/app/plugins/contextual-related-posts/default.png\";s:18:\"thumb_default_show\";s:1:\"1\";s:10:\"limit_feed\";s:1:\"5\";s:18:\"post_thumb_op_feed\";s:9:\"text_only\";s:17:\"thumb_height_feed\";s:2:\"50\";s:16:\"thumb_width_feed\";s:2:\"50\";s:17:\"show_excerpt_feed\";s:0:\"\";s:10:\"custom_CSS\";s:0:\"\";s:21:\"include_default_style\";s:0:\"\";s:10:\"crp_styles\";s:8:\"no_style\";s:8:\"crpt_tag\";s:0:\"\";s:13:\"crpt_category\";s:0:\"\";s:10:\"crpt_taxes\";s:17:\"category-thinking\";s:14:\"crpt_match_all\";s:0:\"\";s:23:\"crpt_disable_contextual\";s:0:\"\";s:27:\"crpt_disable_contextual_cpt\";s:1:\"1\";}', 'yes'), (1392, 'widget_widget_crp', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (1397, 'authorbiobox_settings', 'a:8:{s:7:\"display\";s:4:\"none\";s:8:\"gravatar\";s:2:\"70\";s:16:\"background_color\";s:7:\"#f8f8f8\";s:10:\"text_color\";s:7:\"#333333\";s:11:\"title_color\";s:7:\"#555555\";s:11:\"border_size\";s:1:\"2\";s:12:\"border_style\";s:5:\"solid\";s:12:\"border_color\";s:7:\"#cccccc\";}', 'yes'), (1434, 'scporder_install', '1', 'yes'), (1435, 'scporder_options', 'a:2:{s:7:\"objects\";a:1:{i:0;s:4:\"team\";}s:4:\"tags\";s:0:\"\";}', 'yes'), (1498, 'custom_fields_display_option', '', 'yes'), (1583, 'category-work_children', 'a:0:{}', 'yes'), (1695, 'wpcf7', 'a:2:{s:7:\"version\";s:5:\"4.9.2\";s:13:\"bulk_validate\";a:4:{s:9:\"timestamp\";i:1529613901;s:7:\"version\";s:5:\"4.9.2\";s:11:\"count_valid\";i:1;s:13:\"count_invalid\";i:0;}}', 'yes'), (1813, 'category-jobs_children', 'a:2:{i:18;a:2:{i:0;i:20;i:1;i:21;}i:19;a:4:{i:0;i:22;i:1;i:23;i:2;i:24;i:3;i:25;}}', 'yes'), (1856, 'duplicate_post_copytitle', '1', 'yes'), (1857, 'duplicate_post_copydate', '', 'yes'), (1858, 'duplicate_post_copystatus', '', 'yes'), (1859, 'duplicate_post_copyslug', '', 'yes'), (1860, 'duplicate_post_copyexcerpt', '1', 'yes'), (1861, 'duplicate_post_copycontent', '1', 'yes'), (1862, 'duplicate_post_copythumbnail', '1', 'yes'), (1863, 'duplicate_post_copytemplate', '1', 'yes'), (1864, 'duplicate_post_copyformat', '1', 'yes'), (1865, 'duplicate_post_copyauthor', '', 'yes'), (1866, 'duplicate_post_copypassword', '', 'yes'), (1867, 'duplicate_post_copyattachments', '', 'yes'), (1868, 'duplicate_post_copychildren', '', 'yes'), (1869, 'duplicate_post_copycomments', '', 'yes'), (1870, 'duplicate_post_copymenuorder', '1', 'yes'), (1871, 'duplicate_post_taxonomies_blacklist', '', 'yes'), (1872, 'duplicate_post_blacklist', '', 'yes'), (1873, 'duplicate_post_types_enabled', 'a:6:{i:0;s:4:\"post\";i:1;s:4:\"page\";i:2;s:8:\"thinking\";i:3;s:4:\"team\";i:4;s:4:\"work\";i:5;s:4:\"jobs\";}', 'yes'), (1874, 'duplicate_post_show_row', '1', 'yes'), (1875, 'duplicate_post_show_adminbar', '1', 'yes'), (1876, 'duplicate_post_show_submitbox', '1', 'yes'), (1877, 'duplicate_post_show_bulkactions', '1', 'yes'), (1878, 'duplicate_post_version', '3.2.2', 'yes'), (1879, 'duplicate_post_show_notice', '0', 'no'), (1881, 'duplicate_post_title_prefix', '', 'yes'), (1882, 'duplicate_post_title_suffix', '', 'yes'), (1883, 'duplicate_post_increase_menu_order_by', '', 'yes'), (1884, 'duplicate_post_roles', 'a:2:{i:0;s:13:\"administrator\";i:1;s:6:\"editor\";}', 'yes'), (1924, 'wp_mail_smtp_version', '1.2.5', 'yes'), (1925, 'wp_mail_smtp', 'a:5:{s:4:\"mail\";a:4:{s:10:\"from_email\";s:14:\"dev@cappen.com\";s:9:\"from_name\";s:3:\"CBX\";s:6:\"mailer\";s:4:\"smtp\";s:11:\"return_path\";b:0;}s:4:\"smtp\";a:7:{s:7:\"autotls\";b:1;s:4:\"host\";s:16:\"smtp.mailtrap.io\";s:4:\"port\";i:2525;s:10:\"encryption\";s:4:\"none\";s:4:\"auth\";b:1;s:4:\"user\";s:14:\"f694a78f35bb28\";s:4:\"pass\";s:14:\"f505ba500a97ce\";}s:5:\"gmail\";a:2:{s:9:\"client_id\";s:0:\"\";s:13:\"client_secret\";s:0:\"\";}s:7:\"mailgun\";a:2:{s:7:\"api_key\";s:0:\"\";s:6:\"domain\";s:0:\"\";}s:8:\"sendgrid\";a:1:{s:7:\"api_key\";s:0:\"\";}}', 'no'), (1926, '_amn_smtp_last_checked', '1538352000', 'yes'), (1928, 'wp_mail_smtp_debug', 'a:0:{}', 'no'), (1955, 'newsletter_logger_secret', 'b96f5400', 'yes'), (1957, 'newsletter_main_first_install_time', '1530196138', 'no'), (1958, 'newsletter_main', 'a:30:{s:11:\"return_path\";s:0:\"\";s:8:\"reply_to\";s:0:\"\";s:12:\"sender_email\";s:18:\"targino@cappen.com\";s:11:\"sender_name\";s:3:\"CBX\";s:6:\"editor\";i:0;s:13:\"scheduler_max\";i:100;s:9:\"phpmailer\";i:0;s:5:\"debug\";i:0;s:5:\"track\";i:1;s:3:\"css\";s:0:\"\";s:12:\"css_disabled\";i:0;s:2:\"ip\";s:0:\"\";s:4:\"page\";i:466;s:19:\"disable_cron_notice\";i:0;s:11:\"header_logo\";s:0:\"\";s:12:\"header_title\";s:3:\"CBX\";s:10:\"header_sub\";s:0:\"\";s:12:\"footer_title\";s:0:\"\";s:14:\"footer_contact\";s:0:\"\";s:12:\"footer_legal\";s:0:\"\";s:12:\"facebook_url\";s:0:\"\";s:11:\"twitter_url\";s:0:\"\";s:13:\"instagram_url\";s:0:\"\";s:14:\"googleplus_url\";s:0:\"\";s:13:\"pinterest_url\";s:0:\"\";s:12:\"linkedin_url\";s:0:\"\";s:10:\"tumblr_url\";s:0:\"\";s:11:\"youtube_url\";s:0:\"\";s:9:\"vimeo_url\";s:0:\"\";s:14:\"soundcloud_url\";s:0:\"\";}', 'yes'), (1959, 'newsletter_main_info', 'a:16:{s:11:\"header_logo\";a:1:{s:2:\"id\";i:0;}s:12:\"header_title\";s:3:\"CBX\";s:10:\"header_sub\";s:0:\"\";s:12:\"footer_title\";s:0:\"\";s:14:\"footer_contact\";s:0:\"\";s:12:\"footer_legal\";s:0:\"\";s:12:\"facebook_url\";s:0:\"\";s:11:\"twitter_url\";s:0:\"\";s:13:\"instagram_url\";s:0:\"\";s:14:\"googleplus_url\";s:0:\"\";s:13:\"pinterest_url\";s:0:\"\";s:12:\"linkedin_url\";s:0:\"\";s:10:\"tumblr_url\";s:0:\"\";s:11:\"youtube_url\";s:0:\"\";s:9:\"vimeo_url\";s:0:\"\";s:14:\"soundcloud_url\";s:0:\"\";}', 'yes'), (1960, 'newsletter_main_smtp', 'a:7:{s:7:\"enabled\";i:0;s:4:\"host\";s:0:\"\";s:4:\"user\";s:0:\"\";s:4:\"pass\";s:0:\"\";s:4:\"port\";i:25;s:6:\"secure\";s:0:\"\";s:12:\"ssl_insecure\";i:0;}', 'yes'), (1961, 'newsletter_main_version', '1.4.9', 'yes'), (1962, 'newsletter_subscription_first_install_time', '1530196141', 'no'), (1963, 'newsletter', 'a:26:{s:14:\"noconfirmation\";i:1;s:9:\"antiflood\";i:10;s:12:\"ip_blacklist\";a:0:{}s:17:\"address_blacklist\";a:0:{}s:12:\"domain_check\";i:0;s:7:\"akismet\";i:0;s:7:\"captcha\";i:0;s:12:\"notify_email\";s:14:\"dev@cappen.com\";s:8:\"multiple\";i:1;s:6:\"notify\";i:0;s:10:\"error_text\";s:102:\"

    You cannot subscribe with the email address you entered, please contact the site administrator.

    \";s:17:\"subscription_text\";s:19:\"{subscription_form}\";s:17:\"confirmation_text\";s:104:\"

    A confirmation email is on the way. Follow the instructions and check the spam folder. Thank you.

    \";s:20:\"confirmation_subject\";s:32:\"Please confirm your subscription\";s:21:\"confirmation_tracking\";s:0:\"\";s:20:\"confirmation_message\";s:94:\"

    Please confirm your subscription clicking here

    \";s:14:\"confirmed_text\";s:43:\"

    Your subscription has been confirmed

    \";s:17:\"confirmed_subject\";s:7:\"Welcome\";s:17:\"confirmed_message\";s:130:\"

    This message confirms your subscription to our newsletter. Thank you!

    Change your profile

    \";s:18:\"confirmed_tracking\";s:0:\"\";s:19:\"unsubscription_text\";s:103:\"

    Please confirm you want to unsubscribe clicking here.

    \";s:25:\"unsubscription_error_text\";s:99:\"

    Subscriber not found, it probably has already been removed. No further actions are required.

    \";s:17:\"unsubscribed_text\";s:124:\"

    Your subscription has been deleted. If that was an error you can subscribe again here.

    \";s:20:\"unsubscribed_subject\";s:7:\"Goodbye\";s:20:\"unsubscribed_message\";s:87:\"

    This message confirms that you have unsubscribed from our newsletter. Thank you.

    \";s:16:\"reactivated_text\";s:46:\"

    Your subscription has been reactivated.

    \";}', 'yes'), (1964, 'newsletter_subscription_lists', 'a:160:{s:6:\"list_1\";s:0:\"\";s:13:\"list_1_status\";i:0;s:14:\"list_1_checked\";i:0;s:13:\"list_1_forced\";i:0;s:6:\"list_2\";s:0:\"\";s:13:\"list_2_status\";i:0;s:14:\"list_2_checked\";i:0;s:13:\"list_2_forced\";i:0;s:6:\"list_3\";s:0:\"\";s:13:\"list_3_status\";i:0;s:14:\"list_3_checked\";i:0;s:13:\"list_3_forced\";i:0;s:6:\"list_4\";s:0:\"\";s:13:\"list_4_status\";i:0;s:14:\"list_4_checked\";i:0;s:13:\"list_4_forced\";i:0;s:6:\"list_5\";s:0:\"\";s:13:\"list_5_status\";i:0;s:14:\"list_5_checked\";i:0;s:13:\"list_5_forced\";i:0;s:6:\"list_6\";s:0:\"\";s:13:\"list_6_status\";i:0;s:14:\"list_6_checked\";i:0;s:13:\"list_6_forced\";i:0;s:6:\"list_7\";s:0:\"\";s:13:\"list_7_status\";i:0;s:14:\"list_7_checked\";i:0;s:13:\"list_7_forced\";i:0;s:6:\"list_8\";s:0:\"\";s:13:\"list_8_status\";i:0;s:14:\"list_8_checked\";i:0;s:13:\"list_8_forced\";i:0;s:6:\"list_9\";s:0:\"\";s:13:\"list_9_status\";i:0;s:14:\"list_9_checked\";i:0;s:13:\"list_9_forced\";i:0;s:7:\"list_10\";s:0:\"\";s:14:\"list_10_status\";i:0;s:15:\"list_10_checked\";i:0;s:14:\"list_10_forced\";i:0;s:7:\"list_11\";s:0:\"\";s:14:\"list_11_status\";i:0;s:15:\"list_11_checked\";i:0;s:14:\"list_11_forced\";i:0;s:7:\"list_12\";s:0:\"\";s:14:\"list_12_status\";i:0;s:15:\"list_12_checked\";i:0;s:14:\"list_12_forced\";i:0;s:7:\"list_13\";s:0:\"\";s:14:\"list_13_status\";i:0;s:15:\"list_13_checked\";i:0;s:14:\"list_13_forced\";i:0;s:7:\"list_14\";s:0:\"\";s:14:\"list_14_status\";i:0;s:15:\"list_14_checked\";i:0;s:14:\"list_14_forced\";i:0;s:7:\"list_15\";s:0:\"\";s:14:\"list_15_status\";i:0;s:15:\"list_15_checked\";i:0;s:14:\"list_15_forced\";i:0;s:7:\"list_16\";s:0:\"\";s:14:\"list_16_status\";i:0;s:15:\"list_16_checked\";i:0;s:14:\"list_16_forced\";i:0;s:7:\"list_17\";s:0:\"\";s:14:\"list_17_status\";i:0;s:15:\"list_17_checked\";i:0;s:14:\"list_17_forced\";i:0;s:7:\"list_18\";s:0:\"\";s:14:\"list_18_status\";i:0;s:15:\"list_18_checked\";i:0;s:14:\"list_18_forced\";i:0;s:7:\"list_19\";s:0:\"\";s:14:\"list_19_status\";i:0;s:15:\"list_19_checked\";i:0;s:14:\"list_19_forced\";i:0;s:7:\"list_20\";s:0:\"\";s:14:\"list_20_status\";i:0;s:15:\"list_20_checked\";i:0;s:14:\"list_20_forced\";i:0;s:7:\"list_21\";s:0:\"\";s:14:\"list_21_status\";i:0;s:15:\"list_21_checked\";i:0;s:14:\"list_21_forced\";i:0;s:7:\"list_22\";s:0:\"\";s:14:\"list_22_status\";i:0;s:15:\"list_22_checked\";i:0;s:14:\"list_22_forced\";i:0;s:7:\"list_23\";s:0:\"\";s:14:\"list_23_status\";i:0;s:15:\"list_23_checked\";i:0;s:14:\"list_23_forced\";i:0;s:7:\"list_24\";s:0:\"\";s:14:\"list_24_status\";i:0;s:15:\"list_24_checked\";i:0;s:14:\"list_24_forced\";i:0;s:7:\"list_25\";s:0:\"\";s:14:\"list_25_status\";i:0;s:15:\"list_25_checked\";i:0;s:14:\"list_25_forced\";i:0;s:7:\"list_26\";s:0:\"\";s:14:\"list_26_status\";i:0;s:15:\"list_26_checked\";i:0;s:14:\"list_26_forced\";i:0;s:7:\"list_27\";s:0:\"\";s:14:\"list_27_status\";i:0;s:15:\"list_27_checked\";i:0;s:14:\"list_27_forced\";i:0;s:7:\"list_28\";s:0:\"\";s:14:\"list_28_status\";i:0;s:15:\"list_28_checked\";i:0;s:14:\"list_28_forced\";i:0;s:7:\"list_29\";s:0:\"\";s:14:\"list_29_status\";i:0;s:15:\"list_29_checked\";i:0;s:14:\"list_29_forced\";i:0;s:7:\"list_30\";s:0:\"\";s:14:\"list_30_status\";i:0;s:15:\"list_30_checked\";i:0;s:14:\"list_30_forced\";i:0;s:7:\"list_31\";s:0:\"\";s:14:\"list_31_status\";i:0;s:15:\"list_31_checked\";i:0;s:14:\"list_31_forced\";i:0;s:7:\"list_32\";s:0:\"\";s:14:\"list_32_status\";i:0;s:15:\"list_32_checked\";i:0;s:14:\"list_32_forced\";i:0;s:7:\"list_33\";s:0:\"\";s:14:\"list_33_status\";i:0;s:15:\"list_33_checked\";i:0;s:14:\"list_33_forced\";i:0;s:7:\"list_34\";s:0:\"\";s:14:\"list_34_status\";i:0;s:15:\"list_34_checked\";i:0;s:14:\"list_34_forced\";i:0;s:7:\"list_35\";s:0:\"\";s:14:\"list_35_status\";i:0;s:15:\"list_35_checked\";i:0;s:14:\"list_35_forced\";i:0;s:7:\"list_36\";s:0:\"\";s:14:\"list_36_status\";i:0;s:15:\"list_36_checked\";i:0;s:14:\"list_36_forced\";i:0;s:7:\"list_37\";s:0:\"\";s:14:\"list_37_status\";i:0;s:15:\"list_37_checked\";i:0;s:14:\"list_37_forced\";i:0;s:7:\"list_38\";s:0:\"\";s:14:\"list_38_status\";i:0;s:15:\"list_38_checked\";i:0;s:14:\"list_38_forced\";i:0;s:7:\"list_39\";s:0:\"\";s:14:\"list_39_status\";i:0;s:15:\"list_39_checked\";i:0;s:14:\"list_39_forced\";i:0;s:7:\"list_40\";s:0:\"\";s:14:\"list_40_status\";i:0;s:15:\"list_40_checked\";i:0;s:14:\"list_40_forced\";i:0;}', 'yes'), (1965, 'newsletter_subscription_template', 'a:1:{s:8:\"template\";s:2359:\"\n\n \n \n \n \n\n \n \n\n \n \n \n \n \n
    \n {blog_title}\n
    \n\n \n \n \n \n \n
    \n\n \n \n \n \n \n
    \n \n \n\n {message}\n\n
    \n \n

    \n \n {blog_url}
    \n {company_name}
    \n {company_address}\n     \n

    \n \n\n
    \n\n
    \n\n \n\";}', 'yes'); INSERT INTO `wp_options` (`option_id`, `option_name`, `option_value`, `autoload`) VALUES (1966, 'newsletter_profile', 'a:183:{s:5:\"email\";s:5:\"Email\";s:11:\"email_error\";s:28:\"Email address is not correct\";s:4:\"name\";s:23:\"First name or full name\";s:10:\"name_error\";s:16:\"Name is required\";s:11:\"name_status\";i:0;s:10:\"name_rules\";i:0;s:7:\"surname\";s:9:\"Last name\";s:13:\"surname_error\";s:21:\"Last name is required\";s:14:\"surname_status\";i:0;s:10:\"sex_status\";i:0;s:3:\"sex\";s:3:\"I\'m\";s:7:\"privacy\";s:44:\"By continuing, you accept the privacy policy\";s:13:\"privacy_error\";s:34:\"You must accept the privacy policy\";s:14:\"privacy_status\";i:0;s:11:\"privacy_url\";s:0:\"\";s:18:\"privacy_use_wp_url\";i:0;s:9:\"subscribe\";s:9:\"Subscribe\";s:12:\"title_female\";s:3:\"Ms.\";s:10:\"title_male\";s:3:\"Mr.\";s:10:\"title_none\";s:4:\"Dear\";s:8:\"sex_male\";s:3:\"Man\";s:10:\"sex_female\";s:5:\"Woman\";s:8:\"sex_none\";s:13:\"Not specified\";s:16:\"profile_1_status\";i:0;s:9:\"profile_1\";s:0:\"\";s:14:\"profile_1_type\";s:4:\"text\";s:21:\"profile_1_placeholder\";s:0:\"\";s:15:\"profile_1_rules\";i:0;s:17:\"profile_1_options\";s:0:\"\";s:16:\"profile_2_status\";i:0;s:9:\"profile_2\";s:0:\"\";s:14:\"profile_2_type\";s:4:\"text\";s:21:\"profile_2_placeholder\";s:0:\"\";s:15:\"profile_2_rules\";i:0;s:17:\"profile_2_options\";s:0:\"\";s:16:\"profile_3_status\";i:0;s:9:\"profile_3\";s:0:\"\";s:14:\"profile_3_type\";s:4:\"text\";s:21:\"profile_3_placeholder\";s:0:\"\";s:15:\"profile_3_rules\";i:0;s:17:\"profile_3_options\";s:0:\"\";s:16:\"profile_4_status\";i:0;s:9:\"profile_4\";s:0:\"\";s:14:\"profile_4_type\";s:4:\"text\";s:21:\"profile_4_placeholder\";s:0:\"\";s:15:\"profile_4_rules\";i:0;s:17:\"profile_4_options\";s:0:\"\";s:16:\"profile_5_status\";i:0;s:9:\"profile_5\";s:0:\"\";s:14:\"profile_5_type\";s:4:\"text\";s:21:\"profile_5_placeholder\";s:0:\"\";s:15:\"profile_5_rules\";i:0;s:17:\"profile_5_options\";s:0:\"\";s:16:\"profile_6_status\";i:0;s:9:\"profile_6\";s:0:\"\";s:14:\"profile_6_type\";s:4:\"text\";s:21:\"profile_6_placeholder\";s:0:\"\";s:15:\"profile_6_rules\";i:0;s:17:\"profile_6_options\";s:0:\"\";s:16:\"profile_7_status\";i:0;s:9:\"profile_7\";s:0:\"\";s:14:\"profile_7_type\";s:4:\"text\";s:21:\"profile_7_placeholder\";s:0:\"\";s:15:\"profile_7_rules\";i:0;s:17:\"profile_7_options\";s:0:\"\";s:16:\"profile_8_status\";i:0;s:9:\"profile_8\";s:0:\"\";s:14:\"profile_8_type\";s:4:\"text\";s:21:\"profile_8_placeholder\";s:0:\"\";s:15:\"profile_8_rules\";i:0;s:17:\"profile_8_options\";s:0:\"\";s:16:\"profile_9_status\";i:0;s:9:\"profile_9\";s:0:\"\";s:14:\"profile_9_type\";s:4:\"text\";s:21:\"profile_9_placeholder\";s:0:\"\";s:15:\"profile_9_rules\";i:0;s:17:\"profile_9_options\";s:0:\"\";s:17:\"profile_10_status\";i:0;s:10:\"profile_10\";s:0:\"\";s:15:\"profile_10_type\";s:4:\"text\";s:22:\"profile_10_placeholder\";s:0:\"\";s:16:\"profile_10_rules\";i:0;s:18:\"profile_10_options\";s:0:\"\";s:17:\"profile_11_status\";i:0;s:10:\"profile_11\";s:0:\"\";s:15:\"profile_11_type\";s:4:\"text\";s:22:\"profile_11_placeholder\";s:0:\"\";s:16:\"profile_11_rules\";i:0;s:18:\"profile_11_options\";s:0:\"\";s:17:\"profile_12_status\";i:0;s:10:\"profile_12\";s:0:\"\";s:15:\"profile_12_type\";s:4:\"text\";s:22:\"profile_12_placeholder\";s:0:\"\";s:16:\"profile_12_rules\";i:0;s:18:\"profile_12_options\";s:0:\"\";s:17:\"profile_13_status\";i:0;s:10:\"profile_13\";s:0:\"\";s:15:\"profile_13_type\";s:4:\"text\";s:22:\"profile_13_placeholder\";s:0:\"\";s:16:\"profile_13_rules\";i:0;s:18:\"profile_13_options\";s:0:\"\";s:17:\"profile_14_status\";i:0;s:10:\"profile_14\";s:0:\"\";s:15:\"profile_14_type\";s:4:\"text\";s:22:\"profile_14_placeholder\";s:0:\"\";s:16:\"profile_14_rules\";i:0;s:18:\"profile_14_options\";s:0:\"\";s:17:\"profile_15_status\";i:0;s:10:\"profile_15\";s:0:\"\";s:15:\"profile_15_type\";s:4:\"text\";s:22:\"profile_15_placeholder\";s:0:\"\";s:16:\"profile_15_rules\";i:0;s:18:\"profile_15_options\";s:0:\"\";s:17:\"profile_16_status\";i:0;s:10:\"profile_16\";s:0:\"\";s:15:\"profile_16_type\";s:4:\"text\";s:22:\"profile_16_placeholder\";s:0:\"\";s:16:\"profile_16_rules\";i:0;s:18:\"profile_16_options\";s:0:\"\";s:17:\"profile_17_status\";i:0;s:10:\"profile_17\";s:0:\"\";s:15:\"profile_17_type\";s:4:\"text\";s:22:\"profile_17_placeholder\";s:0:\"\";s:16:\"profile_17_rules\";i:0;s:18:\"profile_17_options\";s:0:\"\";s:17:\"profile_18_status\";i:0;s:10:\"profile_18\";s:0:\"\";s:15:\"profile_18_type\";s:4:\"text\";s:22:\"profile_18_placeholder\";s:0:\"\";s:16:\"profile_18_rules\";i:0;s:18:\"profile_18_options\";s:0:\"\";s:17:\"profile_19_status\";i:0;s:10:\"profile_19\";s:0:\"\";s:15:\"profile_19_type\";s:4:\"text\";s:22:\"profile_19_placeholder\";s:0:\"\";s:16:\"profile_19_rules\";i:0;s:18:\"profile_19_options\";s:0:\"\";s:17:\"profile_20_status\";i:0;s:10:\"profile_20\";s:0:\"\";s:15:\"profile_20_type\";s:4:\"text\";s:22:\"profile_20_placeholder\";s:0:\"\";s:16:\"profile_20_rules\";i:0;s:18:\"profile_20_options\";s:0:\"\";s:13:\"list_1_forced\";i:0;s:13:\"list_2_forced\";i:0;s:13:\"list_3_forced\";i:0;s:13:\"list_4_forced\";i:0;s:13:\"list_5_forced\";i:0;s:13:\"list_6_forced\";i:0;s:13:\"list_7_forced\";i:0;s:13:\"list_8_forced\";i:0;s:13:\"list_9_forced\";i:0;s:14:\"list_10_forced\";i:0;s:14:\"list_11_forced\";i:0;s:14:\"list_12_forced\";i:0;s:14:\"list_13_forced\";i:0;s:14:\"list_14_forced\";i:0;s:14:\"list_15_forced\";i:0;s:14:\"list_16_forced\";i:0;s:14:\"list_17_forced\";i:0;s:14:\"list_18_forced\";i:0;s:14:\"list_19_forced\";i:0;s:14:\"list_20_forced\";i:0;s:14:\"list_21_forced\";i:0;s:14:\"list_22_forced\";i:0;s:14:\"list_23_forced\";i:0;s:14:\"list_24_forced\";i:0;s:14:\"list_25_forced\";i:0;s:14:\"list_26_forced\";i:0;s:14:\"list_27_forced\";i:0;s:14:\"list_28_forced\";i:0;s:14:\"list_29_forced\";i:0;s:14:\"list_30_forced\";i:0;s:14:\"list_31_forced\";i:0;s:14:\"list_32_forced\";i:0;s:14:\"list_33_forced\";i:0;s:14:\"list_34_forced\";i:0;s:14:\"list_35_forced\";i:0;s:14:\"list_36_forced\";i:0;s:14:\"list_37_forced\";i:0;s:14:\"list_38_forced\";i:0;s:14:\"list_39_forced\";i:0;s:14:\"list_40_forced\";i:0;}', 'yes'), (1967, 'newsletter_subscription_version', '2.1.7', 'yes'), (1968, 'newsletter_profile_first_install_time', '1530196144', 'no'), (1969, 'newsletter_profile_main', 'a:8:{s:4:\"text\";s:188:\"{profile_form}\n

    If you change your email address, a confirmation email will be sent to activate it.

    \n

    Cancel your subscription

    \";s:13:\"email_changed\";s:81:\"Your email has been changed, an activation email has been sent with instructions.\";s:5:\"error\";s:42:\"Your email is not valid or already in use.\";s:10:\"save_label\";s:4:\"Save\";s:13:\"privacy_label\";s:21:\"Read our privacy note\";s:5:\"saved\";s:14:\"Profile saved.\";s:18:\"export_newsletters\";i:0;s:3:\"url\";s:0:\"\";}', 'yes'), (1970, 'newsletter_profile_version', '1.1.0', 'yes'), (1971, 'newsletter_emails_first_install_time', '1530196145', 'no'), (1972, 'newsletter_emails', 'a:1:{s:5:\"theme\";s:7:\"default\";}', 'yes'), (1973, 'newsletter_emails_theme_default', 'a:0:{}', 'no'), (1974, 'newsletter_emails_version', '1.1.5', 'yes'), (1975, 'newsletter_users_first_install_time', '1530196148', 'no'), (1976, 'newsletter_users', 'a:0:{}', 'yes'), (1977, 'newsletter_users_version', '1.2.3', 'yes'), (1978, 'newsletter_statistics_first_install_time', '1530196149', 'no'), (1979, 'newsletter_statistics', 'a:1:{s:3:\"key\";s:32:\"455f515cffb04419725020d18cabb0e8\";}', 'yes'), (1980, 'newsletter_statistics_version', '1.1.8', 'yes'), (1981, 'newsletter_install_time', '1530196151', 'no'), (1982, 'widget_newsletterwidget', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (1983, 'widget_newsletterwidgetminimal', 'a:1:{s:12:\"_multiwidget\";i:1;}', 'yes'), (1985, 'newsletter_diagnostic_cron_calls', 'a:5:{i:0;i:1530196191;i:1;i:1530196578;i:2;i:1530196820;i:3;i:1530196940;i:4;i:1530197113;}', 'no'), (1986, 'newsletter_diagnostic_cron_data', '', 'no'), (2005, 'custom_table_example_db_version', '1.1', 'yes'), (2007, 'sm_uci_pro_settings', 'a:6:{s:10:\"debug_mode\";s:3:\"off\";s:14:\"send_log_email\";s:2:\"on\";s:10:\"drop_table\";s:3:\"off\";s:20:\"author_editor_access\";s:3:\"off\";s:10:\"woocomattr\";s:3:\"off\";s:20:\"download_img_tag_src\";s:2:\"on\";}', 'yes'), (5531, 'wpseo', 'a:25:{s:14:\"blocking_files\";a:0:{}s:15:\"ms_defaults_set\";b:0;s:7:\"version\";s:5:\"5.5.1\";s:12:\"company_logo\";s:0:\"\";s:12:\"company_name\";s:0:\"\";s:17:\"company_or_person\";s:0:\"\";s:20:\"disableadvanced_meta\";b:1;s:19:\"onpage_indexability\";b:1;s:12:\"googleverify\";s:0:\"\";s:8:\"msverify\";s:0:\"\";s:11:\"person_name\";s:0:\"\";s:12:\"website_name\";s:0:\"\";s:22:\"alternate_website_name\";s:0:\"\";s:12:\"yandexverify\";s:0:\"\";s:9:\"site_type\";s:0:\"\";s:20:\"has_multiple_authors\";s:0:\"\";s:16:\"environment_type\";s:0:\"\";s:23:\"content_analysis_active\";b:1;s:23:\"keyword_analysis_active\";b:1;s:20:\"enable_setting_pages\";b:0;s:21:\"enable_admin_bar_menu\";b:1;s:26:\"enable_cornerstone_content\";b:1;s:24:\"enable_text_link_counter\";b:1;s:22:\"show_onboarding_notice\";b:1;s:18:\"first_activated_on\";i:1531507839;}', 'yes'), (5532, 'wpseo_permalinks', 'a:9:{s:15:\"cleanpermalinks\";b:0;s:24:\"cleanpermalink-extravars\";s:0:\"\";s:29:\"cleanpermalink-googlecampaign\";b:0;s:31:\"cleanpermalink-googlesitesearch\";b:0;s:15:\"cleanreplytocom\";b:0;s:10:\"cleanslugs\";b:1;s:18:\"redirectattachment\";b:0;s:17:\"stripcategorybase\";b:0;s:13:\"trailingslash\";b:0;}', 'yes'), (5533, 'wpseo_titles', 'a:97:{s:10:\"title_test\";i:0;s:17:\"forcerewritetitle\";b:0;s:9:\"separator\";s:7:\"sc-dash\";s:15:\"usemetakeywords\";b:0;s:16:\"title-home-wpseo\";s:42:\"%%sitename%% %%page%% %%sep%% %%sitedesc%%\";s:18:\"title-author-wpseo\";s:41:\"%%name%%, Author at %%sitename%% %%page%%\";s:19:\"title-archive-wpseo\";s:38:\"%%date%% %%page%% %%sep%% %%sitename%%\";s:18:\"title-search-wpseo\";s:63:\"You searched for %%searchphrase%% %%page%% %%sep%% %%sitename%%\";s:15:\"title-404-wpseo\";s:35:\"Page not found %%sep%% %%sitename%%\";s:19:\"metadesc-home-wpseo\";s:0:\"\";s:21:\"metadesc-author-wpseo\";s:0:\"\";s:22:\"metadesc-archive-wpseo\";s:0:\"\";s:18:\"metakey-home-wpseo\";s:0:\"\";s:20:\"metakey-author-wpseo\";s:0:\"\";s:22:\"noindex-subpages-wpseo\";b:0;s:20:\"noindex-author-wpseo\";b:0;s:21:\"noindex-archive-wpseo\";b:1;s:14:\"disable-author\";b:0;s:12:\"disable-date\";b:0;s:19:\"disable-post_format\";b:0;s:10:\"title-post\";s:39:\"%%title%% %%page%% %%sep%% %%sitename%%\";s:13:\"metadesc-post\";s:0:\"\";s:12:\"metakey-post\";s:0:\"\";s:12:\"noindex-post\";b:0;s:13:\"showdate-post\";b:0;s:16:\"hideeditbox-post\";b:0;s:10:\"title-page\";s:39:\"%%title%% %%page%% %%sep%% %%sitename%%\";s:13:\"metadesc-page\";s:0:\"\";s:12:\"metakey-page\";s:0:\"\";s:12:\"noindex-page\";b:0;s:13:\"showdate-page\";b:0;s:16:\"hideeditbox-page\";b:0;s:16:\"title-attachment\";s:39:\"%%title%% %%page%% %%sep%% %%sitename%%\";s:19:\"metadesc-attachment\";s:0:\"\";s:18:\"metakey-attachment\";s:0:\"\";s:18:\"noindex-attachment\";b:0;s:19:\"showdate-attachment\";b:0;s:22:\"hideeditbox-attachment\";b:0;s:14:\"title-thinking\";s:39:\"%%title%% %%page%% %%sep%% %%sitename%%\";s:17:\"metadesc-thinking\";s:0:\"\";s:16:\"metakey-thinking\";s:0:\"\";s:16:\"noindex-thinking\";b:0;s:17:\"showdate-thinking\";b:0;s:20:\"hideeditbox-thinking\";b:0;s:10:\"title-team\";s:39:\"%%title%% %%page%% %%sep%% %%sitename%%\";s:13:\"metadesc-team\";s:0:\"\";s:12:\"metakey-team\";s:0:\"\";s:12:\"noindex-team\";b:0;s:13:\"showdate-team\";b:0;s:16:\"hideeditbox-team\";b:0;s:10:\"title-work\";s:39:\"%%title%% %%page%% %%sep%% %%sitename%%\";s:13:\"metadesc-work\";s:0:\"\";s:12:\"metakey-work\";s:0:\"\";s:12:\"noindex-work\";b:0;s:13:\"showdate-work\";b:0;s:16:\"hideeditbox-work\";b:0;s:10:\"title-jobs\";s:39:\"%%title%% %%page%% %%sep%% %%sitename%%\";s:13:\"metadesc-jobs\";s:0:\"\";s:12:\"metakey-jobs\";s:0:\"\";s:12:\"noindex-jobs\";b:0;s:13:\"showdate-jobs\";b:0;s:16:\"hideeditbox-jobs\";b:0;s:18:\"title-tax-category\";s:53:\"%%term_title%% Archives %%page%% %%sep%% %%sitename%%\";s:21:\"metadesc-tax-category\";s:0:\"\";s:20:\"metakey-tax-category\";s:0:\"\";s:24:\"hideeditbox-tax-category\";b:0;s:20:\"noindex-tax-category\";b:0;s:18:\"title-tax-post_tag\";s:53:\"%%term_title%% Archives %%page%% %%sep%% %%sitename%%\";s:21:\"metadesc-tax-post_tag\";s:0:\"\";s:20:\"metakey-tax-post_tag\";s:0:\"\";s:24:\"hideeditbox-tax-post_tag\";b:0;s:20:\"noindex-tax-post_tag\";b:0;s:21:\"title-tax-post_format\";s:53:\"%%term_title%% Archives %%page%% %%sep%% %%sitename%%\";s:24:\"metadesc-tax-post_format\";s:0:\"\";s:23:\"metakey-tax-post_format\";s:0:\"\";s:27:\"hideeditbox-tax-post_format\";b:0;s:23:\"noindex-tax-post_format\";b:1;s:27:\"title-tax-category-thinking\";s:53:\"%%term_title%% Archives %%page%% %%sep%% %%sitename%%\";s:30:\"metadesc-tax-category-thinking\";s:0:\"\";s:29:\"metakey-tax-category-thinking\";s:0:\"\";s:33:\"hideeditbox-tax-category-thinking\";b:0;s:29:\"noindex-tax-category-thinking\";b:0;s:23:\"title-tax-category-team\";s:53:\"%%term_title%% Archives %%page%% %%sep%% %%sitename%%\";s:26:\"metadesc-tax-category-team\";s:0:\"\";s:25:\"metakey-tax-category-team\";s:0:\"\";s:29:\"hideeditbox-tax-category-team\";b:0;s:25:\"noindex-tax-category-team\";b:0;s:23:\"title-tax-category-work\";s:53:\"%%term_title%% Archives %%page%% %%sep%% %%sitename%%\";s:26:\"metadesc-tax-category-work\";s:0:\"\";s:25:\"metakey-tax-category-work\";s:0:\"\";s:29:\"hideeditbox-tax-category-work\";b:0;s:25:\"noindex-tax-category-work\";b:0;s:23:\"title-tax-category-jobs\";s:53:\"%%term_title%% Archives %%page%% %%sep%% %%sitename%%\";s:26:\"metadesc-tax-category-jobs\";s:0:\"\";s:25:\"metakey-tax-category-jobs\";s:0:\"\";s:29:\"hideeditbox-tax-category-jobs\";b:0;s:25:\"noindex-tax-category-jobs\";b:0;}', 'yes'), (5534, 'wpseo_social', 'a:20:{s:9:\"fb_admins\";a:0:{}s:12:\"fbconnectkey\";s:32:\"c76386e101ef06e823148d728e9c9138\";s:13:\"facebook_site\";s:0:\"\";s:13:\"instagram_url\";s:0:\"\";s:12:\"linkedin_url\";s:0:\"\";s:11:\"myspace_url\";s:0:\"\";s:16:\"og_default_image\";s:0:\"\";s:18:\"og_frontpage_title\";s:0:\"\";s:17:\"og_frontpage_desc\";s:0:\"\";s:18:\"og_frontpage_image\";s:0:\"\";s:9:\"opengraph\";b:1;s:13:\"pinterest_url\";s:0:\"\";s:15:\"pinterestverify\";s:0:\"\";s:14:\"plus-publisher\";s:0:\"\";s:7:\"twitter\";b:1;s:12:\"twitter_site\";s:0:\"\";s:17:\"twitter_card_type\";s:7:\"summary\";s:11:\"youtube_url\";s:0:\"\";s:15:\"google_plus_url\";s:0:\"\";s:10:\"fbadminapp\";s:0:\"\";}', 'yes'), (5535, 'wpseo_rss', 'a:2:{s:9:\"rssbefore\";s:0:\"\";s:8:\"rssafter\";s:53:\"The post %%POSTLINK%% appeared first on %%BLOGLINK%%.\";}', 'yes'), (5536, 'wpseo_internallinks', 'a:18:{s:20:\"breadcrumbs-404crumb\";s:25:\"Error 404: Page not found\";s:23:\"breadcrumbs-blog-remove\";b:0;s:20:\"breadcrumbs-boldlast\";b:0;s:25:\"breadcrumbs-archiveprefix\";s:12:\"Archives for\";s:18:\"breadcrumbs-enable\";b:0;s:16:\"breadcrumbs-home\";s:4:\"Home\";s:18:\"breadcrumbs-prefix\";s:0:\"\";s:24:\"breadcrumbs-searchprefix\";s:16:\"You searched for\";s:15:\"breadcrumbs-sep\";s:7:\"»\";s:23:\"post_types-post-maintax\";i:0;s:27:\"post_types-thinking-maintax\";i:0;s:23:\"post_types-team-maintax\";i:0;s:23:\"post_types-work-maintax\";i:0;s:23:\"post_types-jobs-maintax\";i:0;s:35:\"taxonomy-category-thinking-ptparent\";i:0;s:31:\"taxonomy-category-team-ptparent\";i:0;s:31:\"taxonomy-category-work-ptparent\";i:0;s:31:\"taxonomy-category-jobs-ptparent\";i:0;}', 'yes'), (5537, 'wpseo_xml', 'a:24:{s:22:\"disable_author_sitemap\";b:1;s:22:\"disable_author_noposts\";b:1;s:16:\"enablexmlsitemap\";b:1;s:16:\"entries-per-page\";i:1000;s:14:\"excluded-posts\";s:0:\"\";s:38:\"user_role-administrator-not_in_sitemap\";b:0;s:31:\"user_role-editor-not_in_sitemap\";b:0;s:31:\"user_role-author-not_in_sitemap\";b:0;s:36:\"user_role-contributor-not_in_sitemap\";b:0;s:35:\"user_role-subscriber-not_in_sitemap\";b:0;s:30:\"post_types-post-not_in_sitemap\";b:0;s:30:\"post_types-page-not_in_sitemap\";b:0;s:36:\"post_types-attachment-not_in_sitemap\";b:1;s:34:\"post_types-thinking-not_in_sitemap\";b:0;s:30:\"post_types-team-not_in_sitemap\";b:0;s:30:\"post_types-work-not_in_sitemap\";b:0;s:30:\"post_types-jobs-not_in_sitemap\";b:0;s:34:\"taxonomies-category-not_in_sitemap\";b:0;s:34:\"taxonomies-post_tag-not_in_sitemap\";b:0;s:37:\"taxonomies-post_format-not_in_sitemap\";b:0;s:43:\"taxonomies-category-thinking-not_in_sitemap\";b:0;s:39:\"taxonomies-category-team-not_in_sitemap\";b:0;s:39:\"taxonomies-category-work-not_in_sitemap\";b:0;s:39:\"taxonomies-category-jobs-not_in_sitemap\";b:0;}', 'yes'), (5538, 'wpseo_flush_rewrite', '1', 'yes'), (5799, 'leadin_options', 'a:12:{s:12:\"li_installed\";i:1;s:14:\"leadin_version\";s:5:\"6.1.7\";s:8:\"li_email\";s:14:\"dev@cappen.com\";s:23:\"li_updates_subscription\";i:1;s:15:\"onboarding_step\";i:1;s:19:\"onboarding_complete\";i:0;s:21:\"ignore_settings_popup\";i:0;s:14:\"data_recovered\";i:1;s:18:\"delete_flags_fixed\";i:1;s:11:\"beta_tester\";i:0;s:17:\"converted_to_tags\";i:1;s:23:\"names_added_to_contacts\";i:1;}', 'yes'), (5800, 'leadin_pluginVersion', '6.1.12', 'yes'), (5801, 'leadin_portalId', '4642561', 'yes'), (5802, 'leadin_slumber_mode', '1', 'yes'), (7497, 'ULTIMATE_CSV_IMP_VERSION', '5.3.6', 'yes'), (7769, 'category-thinking_children', 'a:0:{}', 'yes'), (8974, '_site_transient_timeout_browser_8651940b33fd1e958c905441aa40a03d', '1538512404', 'no'), (8975, '_site_transient_browser_8651940b33fd1e958c905441aa40a03d', 'a:10:{s:4:\"name\";s:6:\"Chrome\";s:7:\"version\";s:13:\"69.0.3497.100\";s:8:\"platform\";s:7:\"Windows\";s:10:\"update_url\";s:29:\"https://www.google.com/chrome\";s:7:\"img_src\";s:43:\"http://s.w.org/images/browsers/chrome.png?1\";s:11:\"img_src_ssl\";s:44:\"https://s.w.org/images/browsers/chrome.png?1\";s:15:\"current_version\";s:2:\"18\";s:7:\"upgrade\";b:0;s:8:\"insecure\";b:0;s:6:\"mobile\";b:0;}', 'no'), (9429, '_site_transient_timeout_browser_387c7dcc1a2a8501746186053e24bdb7', '1538586420', 'no'), (9430, '_site_transient_browser_387c7dcc1a2a8501746186053e24bdb7', 'a:10:{s:4:\"name\";s:6:\"Chrome\";s:7:\"version\";s:12:\"69.0.3497.92\";s:8:\"platform\";s:9:\"Macintosh\";s:10:\"update_url\";s:29:\"https://www.google.com/chrome\";s:7:\"img_src\";s:43:\"http://s.w.org/images/browsers/chrome.png?1\";s:11:\"img_src_ssl\";s:44:\"https://s.w.org/images/browsers/chrome.png?1\";s:15:\"current_version\";s:2:\"18\";s:7:\"upgrade\";b:0;s:8:\"insecure\";b:0;s:6:\"mobile\";b:0;}', 'no'), (9675, '_site_transient_timeout_browser_da0e75a27aa403b71568168f5e437338', '1538592671', 'no'), (9676, '_site_transient_browser_da0e75a27aa403b71568168f5e437338', 'a:10:{s:4:\"name\";s:6:\"Safari\";s:7:\"version\";s:4:\"12.0\";s:8:\"platform\";s:9:\"Macintosh\";s:10:\"update_url\";s:29:\"https://www.apple.com/safari/\";s:7:\"img_src\";s:43:\"http://s.w.org/images/browsers/safari.png?1\";s:11:\"img_src_ssl\";s:44:\"https://s.w.org/images/browsers/safari.png?1\";s:15:\"current_version\";s:2:\"11\";s:7:\"upgrade\";b:0;s:8:\"insecure\";b:0;s:6:\"mobile\";b:0;}', 'no'), (12370, 'category-team_children', 'a:0:{}', 'yes'), (16209, '_transient_timeout_plugin_slugs', '1538591395', 'no'), (16210, '_transient_plugin_slugs', 'a:15:{i:0;s:30:\"advanced-custom-fields/acf.php\";i:1;s:51:\"acf-field-date-time-picker/acf-date-time-picker.php\";i:2;s:29:\"acf-repeater/acf-repeater.php\";i:3;s:19:\"akismet/akismet.php\";i:4;s:36:\"contact-form-7/wp-contact-form-7.php\";i:5;s:53:\"contextual-related-posts/contextual-related-posts.php\";i:6;s:29:\"crp-taxonomy/crp-taxonomy.php\";i:7;s:33:\"duplicate-post/duplicate-post.php\";i:8;s:25:\"fakerpress/fakerpress.php\";i:9;s:67:\"favicon-by-realfavicongenerator/favicon-by-realfavicongenerator.php\";i:10;s:9:\"hello.php\";i:11;s:20:\"newsletter/index.php\";i:12;s:47:\"regenerate-thumbnails/regenerate-thumbnails.php\";i:13;s:53:\"simple-custom-post-order/simple-custom-post-order.php\";i:14;s:24:\"wordpress-seo/wp-seo.php\";}', 'no'), (16886, '_site_transient_timeout_browser_fdb6c4ce909c81a64e24489dbaee3a65', '1539034875', 'no'), (16887, '_site_transient_browser_fdb6c4ce909c81a64e24489dbaee3a65', 'a:10:{s:4:\"name\";s:6:\"Chrome\";s:7:\"version\";s:13:\"69.0.3497.100\";s:8:\"platform\";s:9:\"Macintosh\";s:10:\"update_url\";s:29:\"https://www.google.com/chrome\";s:7:\"img_src\";s:43:\"http://s.w.org/images/browsers/chrome.png?1\";s:11:\"img_src_ssl\";s:44:\"https://s.w.org/images/browsers/chrome.png?1\";s:15:\"current_version\";s:2:\"18\";s:7:\"upgrade\";b:0;s:8:\"insecure\";b:0;s:6:\"mobile\";b:0;}', 'no'), (16902, '_site_transient_update_core', 'O:8:\"stdClass\":4:{s:7:\"updates\";a:1:{i:0;O:8:\"stdClass\":10:{s:8:\"response\";s:6:\"latest\";s:8:\"download\";s:59:\"https://downloads.wordpress.org/release/wordpress-4.9.8.zip\";s:6:\"locale\";s:5:\"en_US\";s:8:\"packages\";O:8:\"stdClass\":5:{s:4:\"full\";s:59:\"https://downloads.wordpress.org/release/wordpress-4.9.8.zip\";s:10:\"no_content\";s:70:\"https://downloads.wordpress.org/release/wordpress-4.9.8-no-content.zip\";s:11:\"new_bundled\";s:71:\"https://downloads.wordpress.org/release/wordpress-4.9.8-new-bundled.zip\";s:7:\"partial\";b:0;s:8:\"rollback\";b:0;}s:7:\"current\";s:5:\"4.9.8\";s:7:\"version\";s:5:\"4.9.8\";s:11:\"php_version\";s:5:\"5.2.4\";s:13:\"mysql_version\";s:3:\"5.0\";s:11:\"new_bundled\";s:3:\"4.7\";s:15:\"partial_version\";s:0:\"\";}}s:12:\"last_checked\";i:1538505009;s:15:\"version_checked\";s:5:\"4.9.8\";s:12:\"translations\";a:0:{}}', 'no'), (16903, '_site_transient_update_themes', 'O:8:\"stdClass\":4:{s:12:\"last_checked\";i:1538505008;s:7:\"checked\";a:4:{s:3:\"cbx\";s:5:\"1.0.0\";s:13:\"twentyfifteen\";s:3:\"2.0\";s:15:\"twentyseventeen\";s:3:\"1.7\";s:13:\"twentysixteen\";s:3:\"1.5\";}s:8:\"response\";a:0:{}s:12:\"translations\";a:0:{}}', 'no'), (16920, '_site_transient_update_plugins', 'O:8:\"stdClass\":5:{s:12:\"last_checked\";i:1538505006;s:7:\"checked\";a:15:{s:30:\"advanced-custom-fields/acf.php\";s:6:\"4.4.12\";s:51:\"acf-field-date-time-picker/acf-date-time-picker.php\";s:5:\"2.1.5\";s:29:\"acf-repeater/acf-repeater.php\";s:5:\"1.0.1\";s:19:\"akismet/akismet.php\";s:5:\"4.0.8\";s:36:\"contact-form-7/wp-contact-form-7.php\";s:5:\"4.9.2\";s:53:\"contextual-related-posts/contextual-related-posts.php\";s:5:\"2.4.1\";s:29:\"crp-taxonomy/crp-taxonomy.php\";s:5:\"1.3.0\";s:33:\"duplicate-post/duplicate-post.php\";s:5:\"3.2.2\";s:25:\"fakerpress/fakerpress.php\";s:6:\"0.4.11\";s:67:\"favicon-by-realfavicongenerator/favicon-by-realfavicongenerator.php\";s:6:\"1.3.11\";s:9:\"hello.php\";s:3:\"1.7\";s:20:\"newsletter/index.php\";s:4:\"10.0\";s:47:\"regenerate-thumbnails/regenerate-thumbnails.php\";s:5:\"2.3.1\";s:53:\"simple-custom-post-order/simple-custom-post-order.php\";s:5:\"2.3.2\";s:24:\"wordpress-seo/wp-seo.php\";s:5:\"5.5.1\";}s:8:\"response\";a:6:{s:30:\"advanced-custom-fields/acf.php\";O:8:\"stdClass\":12:{s:2:\"id\";s:36:\"w.org/plugins/advanced-custom-fields\";s:4:\"slug\";s:22:\"advanced-custom-fields\";s:6:\"plugin\";s:30:\"advanced-custom-fields/acf.php\";s:11:\"new_version\";s:5:\"5.7.6\";s:3:\"url\";s:53:\"https://wordpress.org/plugins/advanced-custom-fields/\";s:7:\"package\";s:71:\"https://downloads.wordpress.org/plugin/advanced-custom-fields.5.7.6.zip\";s:5:\"icons\";a:2:{s:2:\"2x\";s:75:\"https://ps.w.org/advanced-custom-fields/assets/icon-256x256.png?rev=1082746\";s:2:\"1x\";s:75:\"https://ps.w.org/advanced-custom-fields/assets/icon-128x128.png?rev=1082746\";}s:7:\"banners\";a:2:{s:2:\"2x\";s:78:\"https://ps.w.org/advanced-custom-fields/assets/banner-1544x500.jpg?rev=1729099\";s:2:\"1x\";s:77:\"https://ps.w.org/advanced-custom-fields/assets/banner-772x250.jpg?rev=1729102\";}s:11:\"banners_rtl\";a:0:{}s:6:\"tested\";s:5:\"4.9.9\";s:12:\"requires_php\";b:0;s:13:\"compatibility\";O:8:\"stdClass\":0:{}}s:36:\"contact-form-7/wp-contact-form-7.php\";O:8:\"stdClass\":13:{s:2:\"id\";s:28:\"w.org/plugins/contact-form-7\";s:4:\"slug\";s:14:\"contact-form-7\";s:6:\"plugin\";s:36:\"contact-form-7/wp-contact-form-7.php\";s:11:\"new_version\";s:5:\"5.0.4\";s:3:\"url\";s:45:\"https://wordpress.org/plugins/contact-form-7/\";s:7:\"package\";s:63:\"https://downloads.wordpress.org/plugin/contact-form-7.5.0.4.zip\";s:5:\"icons\";a:2:{s:2:\"2x\";s:66:\"https://ps.w.org/contact-form-7/assets/icon-256x256.png?rev=984007\";s:2:\"1x\";s:66:\"https://ps.w.org/contact-form-7/assets/icon-128x128.png?rev=984007\";}s:7:\"banners\";a:2:{s:2:\"2x\";s:69:\"https://ps.w.org/contact-form-7/assets/banner-1544x500.png?rev=860901\";s:2:\"1x\";s:68:\"https://ps.w.org/contact-form-7/assets/banner-772x250.png?rev=880427\";}s:11:\"banners_rtl\";a:0:{}s:14:\"upgrade_notice\";s:228:\"

    This is a security and maintenance release and we strongly encourage you to update to it immediately. For more information, refer to the release announcement post.

    \";s:6:\"tested\";s:5:\"4.9.8\";s:12:\"requires_php\";b:0;s:13:\"compatibility\";O:8:\"stdClass\":0:{}}s:67:\"favicon-by-realfavicongenerator/favicon-by-realfavicongenerator.php\";O:8:\"stdClass\":12:{s:2:\"id\";s:45:\"w.org/plugins/favicon-by-realfavicongenerator\";s:4:\"slug\";s:31:\"favicon-by-realfavicongenerator\";s:6:\"plugin\";s:67:\"favicon-by-realfavicongenerator/favicon-by-realfavicongenerator.php\";s:11:\"new_version\";s:6:\"1.3.13\";s:3:\"url\";s:62:\"https://wordpress.org/plugins/favicon-by-realfavicongenerator/\";s:7:\"package\";s:74:\"https://downloads.wordpress.org/plugin/favicon-by-realfavicongenerator.zip\";s:5:\"icons\";a:2:{s:2:\"2x\";s:83:\"https://ps.w.org/favicon-by-realfavicongenerator/assets/icon-256x256.png?rev=972314\";s:2:\"1x\";s:83:\"https://ps.w.org/favicon-by-realfavicongenerator/assets/icon-128x128.png?rev=972314\";}s:7:\"banners\";a:2:{s:2:\"2x\";s:87:\"https://ps.w.org/favicon-by-realfavicongenerator/assets/banner-1544x500.png?rev=1110918\";s:2:\"1x\";s:86:\"https://ps.w.org/favicon-by-realfavicongenerator/assets/banner-772x250.png?rev=1110918\";}s:11:\"banners_rtl\";a:0:{}s:6:\"tested\";s:5:\"4.9.7\";s:12:\"requires_php\";b:0;s:13:\"compatibility\";O:8:\"stdClass\":0:{}}s:47:\"regenerate-thumbnails/regenerate-thumbnails.php\";O:8:\"stdClass\":12:{s:2:\"id\";s:35:\"w.org/plugins/regenerate-thumbnails\";s:4:\"slug\";s:21:\"regenerate-thumbnails\";s:6:\"plugin\";s:47:\"regenerate-thumbnails/regenerate-thumbnails.php\";s:11:\"new_version\";s:5:\"3.0.2\";s:3:\"url\";s:52:\"https://wordpress.org/plugins/regenerate-thumbnails/\";s:7:\"package\";s:64:\"https://downloads.wordpress.org/plugin/regenerate-thumbnails.zip\";s:5:\"icons\";a:1:{s:2:\"1x\";s:74:\"https://ps.w.org/regenerate-thumbnails/assets/icon-128x128.png?rev=1753390\";}s:7:\"banners\";a:2:{s:2:\"2x\";s:77:\"https://ps.w.org/regenerate-thumbnails/assets/banner-1544x500.jpg?rev=1753390\";s:2:\"1x\";s:76:\"https://ps.w.org/regenerate-thumbnails/assets/banner-772x250.jpg?rev=1753390\";}s:11:\"banners_rtl\";a:0:{}s:6:\"tested\";s:5:\"4.9.5\";s:12:\"requires_php\";s:5:\"5.2.4\";s:13:\"compatibility\";O:8:\"stdClass\":0:{}}s:24:\"wordpress-seo/wp-seo.php\";O:8:\"stdClass\":12:{s:2:\"id\";s:27:\"w.org/plugins/wordpress-seo\";s:4:\"slug\";s:13:\"wordpress-seo\";s:6:\"plugin\";s:24:\"wordpress-seo/wp-seo.php\";s:11:\"new_version\";s:3:\"8.3\";s:3:\"url\";s:44:\"https://wordpress.org/plugins/wordpress-seo/\";s:7:\"package\";s:60:\"https://downloads.wordpress.org/plugin/wordpress-seo.8.3.zip\";s:5:\"icons\";a:3:{s:2:\"2x\";s:66:\"https://ps.w.org/wordpress-seo/assets/icon-256x256.png?rev=1834347\";s:2:\"1x\";s:58:\"https://ps.w.org/wordpress-seo/assets/icon.svg?rev=1946641\";s:3:\"svg\";s:58:\"https://ps.w.org/wordpress-seo/assets/icon.svg?rev=1946641\";}s:7:\"banners\";a:2:{s:2:\"2x\";s:69:\"https://ps.w.org/wordpress-seo/assets/banner-1544x500.png?rev=1843435\";s:2:\"1x\";s:68:\"https://ps.w.org/wordpress-seo/assets/banner-772x250.png?rev=1843435\";}s:11:\"banners_rtl\";a:2:{s:2:\"2x\";s:73:\"https://ps.w.org/wordpress-seo/assets/banner-1544x500-rtl.png?rev=1843435\";s:2:\"1x\";s:72:\"https://ps.w.org/wordpress-seo/assets/banner-772x250-rtl.png?rev=1843435\";}s:6:\"tested\";s:5:\"4.9.8\";s:12:\"requires_php\";s:5:\"5.2.4\";s:13:\"compatibility\";O:8:\"stdClass\":0:{}}s:29:\"acf-repeater/acf-repeater.php\";O:8:\"stdClass\":4:{s:4:\"slug\";s:12:\"acf-repeater\";s:11:\"new_version\";s:5:\"2.1.0\";s:3:\"url\";s:36:\"http://www.advancedcustomfields.com/\";s:7:\"package\";s:138:\"https://connect.advancedcustomfields.com/index.php?a=download&p=repeater&k=QJF7-L4IX-UCNP-RF2W&wp_url=http://216.70.80.80&wp_version=4.9.8\";}}s:12:\"translations\";a:0:{}s:9:\"no_update\";a:9:{s:51:\"acf-field-date-time-picker/acf-date-time-picker.php\";O:8:\"stdClass\":9:{s:2:\"id\";s:40:\"w.org/plugins/acf-field-date-time-picker\";s:4:\"slug\";s:26:\"acf-field-date-time-picker\";s:6:\"plugin\";s:51:\"acf-field-date-time-picker/acf-date-time-picker.php\";s:11:\"new_version\";s:5:\"2.1.5\";s:3:\"url\";s:57:\"https://wordpress.org/plugins/acf-field-date-time-picker/\";s:7:\"package\";s:75:\"https://downloads.wordpress.org/plugin/acf-field-date-time-picker.2.1.5.zip\";s:5:\"icons\";a:2:{s:2:\"2x\";s:78:\"https://ps.w.org/acf-field-date-time-picker/assets/icon-256x256.jpg?rev=996369\";s:2:\"1x\";s:78:\"https://ps.w.org/acf-field-date-time-picker/assets/icon-128x128.jpg?rev=996369\";}s:7:\"banners\";a:2:{s:2:\"2x\";s:81:\"https://ps.w.org/acf-field-date-time-picker/assets/banner-1544x500.png?rev=703174\";s:2:\"1x\";s:80:\"https://ps.w.org/acf-field-date-time-picker/assets/banner-772x250.png?rev=703173\";}s:11:\"banners_rtl\";a:0:{}}s:19:\"akismet/akismet.php\";O:8:\"stdClass\":9:{s:2:\"id\";s:21:\"w.org/plugins/akismet\";s:4:\"slug\";s:7:\"akismet\";s:6:\"plugin\";s:19:\"akismet/akismet.php\";s:11:\"new_version\";s:5:\"4.0.8\";s:3:\"url\";s:38:\"https://wordpress.org/plugins/akismet/\";s:7:\"package\";s:56:\"https://downloads.wordpress.org/plugin/akismet.4.0.8.zip\";s:5:\"icons\";a:2:{s:2:\"2x\";s:59:\"https://ps.w.org/akismet/assets/icon-256x256.png?rev=969272\";s:2:\"1x\";s:59:\"https://ps.w.org/akismet/assets/icon-128x128.png?rev=969272\";}s:7:\"banners\";a:1:{s:2:\"1x\";s:61:\"https://ps.w.org/akismet/assets/banner-772x250.jpg?rev=479904\";}s:11:\"banners_rtl\";a:0:{}}s:53:\"contextual-related-posts/contextual-related-posts.php\";O:8:\"stdClass\":9:{s:2:\"id\";s:38:\"w.org/plugins/contextual-related-posts\";s:4:\"slug\";s:24:\"contextual-related-posts\";s:6:\"plugin\";s:53:\"contextual-related-posts/contextual-related-posts.php\";s:11:\"new_version\";s:5:\"2.4.1\";s:3:\"url\";s:55:\"https://wordpress.org/plugins/contextual-related-posts/\";s:7:\"package\";s:67:\"https://downloads.wordpress.org/plugin/contextual-related-posts.zip\";s:5:\"icons\";a:2:{s:2:\"2x\";s:77:\"https://ps.w.org/contextual-related-posts/assets/icon-256x256.png?rev=1193828\";s:2:\"1x\";s:77:\"https://ps.w.org/contextual-related-posts/assets/icon-128x128.png?rev=1193828\";}s:7:\"banners\";a:2:{s:2:\"2x\";s:80:\"https://ps.w.org/contextual-related-posts/assets/banner-1544x500.png?rev=1237150\";s:2:\"1x\";s:79:\"https://ps.w.org/contextual-related-posts/assets/banner-772x250.png?rev=1237150\";}s:11:\"banners_rtl\";a:0:{}}s:29:\"crp-taxonomy/crp-taxonomy.php\";O:8:\"stdClass\":9:{s:2:\"id\";s:26:\"w.org/plugins/crp-taxonomy\";s:4:\"slug\";s:12:\"crp-taxonomy\";s:6:\"plugin\";s:29:\"crp-taxonomy/crp-taxonomy.php\";s:11:\"new_version\";s:5:\"1.3.0\";s:3:\"url\";s:43:\"https://wordpress.org/plugins/crp-taxonomy/\";s:7:\"package\";s:55:\"https://downloads.wordpress.org/plugin/crp-taxonomy.zip\";s:5:\"icons\";a:1:{s:7:\"default\";s:56:\"https://s.w.org/plugins/geopattern-icon/crp-taxonomy.svg\";}s:7:\"banners\";a:0:{}s:11:\"banners_rtl\";a:0:{}}s:33:\"duplicate-post/duplicate-post.php\";O:8:\"stdClass\":9:{s:2:\"id\";s:28:\"w.org/plugins/duplicate-post\";s:4:\"slug\";s:14:\"duplicate-post\";s:6:\"plugin\";s:33:\"duplicate-post/duplicate-post.php\";s:11:\"new_version\";s:5:\"3.2.2\";s:3:\"url\";s:45:\"https://wordpress.org/plugins/duplicate-post/\";s:7:\"package\";s:63:\"https://downloads.wordpress.org/plugin/duplicate-post.3.2.2.zip\";s:5:\"icons\";a:2:{s:2:\"2x\";s:67:\"https://ps.w.org/duplicate-post/assets/icon-256x256.png?rev=1612753\";s:2:\"1x\";s:67:\"https://ps.w.org/duplicate-post/assets/icon-128x128.png?rev=1612753\";}s:7:\"banners\";a:1:{s:2:\"1x\";s:69:\"https://ps.w.org/duplicate-post/assets/banner-772x250.png?rev=1612986\";}s:11:\"banners_rtl\";a:0:{}}s:25:\"fakerpress/fakerpress.php\";O:8:\"stdClass\":9:{s:2:\"id\";s:24:\"w.org/plugins/fakerpress\";s:4:\"slug\";s:10:\"fakerpress\";s:6:\"plugin\";s:25:\"fakerpress/fakerpress.php\";s:11:\"new_version\";s:6:\"0.4.11\";s:3:\"url\";s:41:\"https://wordpress.org/plugins/fakerpress/\";s:7:\"package\";s:53:\"https://downloads.wordpress.org/plugin/fakerpress.zip\";s:5:\"icons\";a:3:{s:2:\"2x\";s:63:\"https://ps.w.org/fakerpress/assets/icon-256x256.png?rev=1846090\";s:2:\"1x\";s:55:\"https://ps.w.org/fakerpress/assets/icon.svg?rev=1846090\";s:3:\"svg\";s:55:\"https://ps.w.org/fakerpress/assets/icon.svg?rev=1846090\";}s:7:\"banners\";a:2:{s:2:\"2x\";s:66:\"https://ps.w.org/fakerpress/assets/banner-1544x500.png?rev=1152002\";s:2:\"1x\";s:65:\"https://ps.w.org/fakerpress/assets/banner-772x250.png?rev=1152002\";}s:11:\"banners_rtl\";a:0:{}}s:9:\"hello.php\";O:8:\"stdClass\":9:{s:2:\"id\";s:25:\"w.org/plugins/hello-dolly\";s:4:\"slug\";s:11:\"hello-dolly\";s:6:\"plugin\";s:9:\"hello.php\";s:11:\"new_version\";s:3:\"1.6\";s:3:\"url\";s:42:\"https://wordpress.org/plugins/hello-dolly/\";s:7:\"package\";s:58:\"https://downloads.wordpress.org/plugin/hello-dolly.1.6.zip\";s:5:\"icons\";a:2:{s:2:\"2x\";s:63:\"https://ps.w.org/hello-dolly/assets/icon-256x256.jpg?rev=969907\";s:2:\"1x\";s:63:\"https://ps.w.org/hello-dolly/assets/icon-128x128.jpg?rev=969907\";}s:7:\"banners\";a:1:{s:2:\"1x\";s:65:\"https://ps.w.org/hello-dolly/assets/banner-772x250.png?rev=478342\";}s:11:\"banners_rtl\";a:0:{}}s:20:\"newsletter/index.php\";O:8:\"stdClass\":9:{s:2:\"id\";s:24:\"w.org/plugins/newsletter\";s:4:\"slug\";s:10:\"newsletter\";s:6:\"plugin\";s:20:\"newsletter/index.php\";s:11:\"new_version\";s:5:\"5.6.9\";s:3:\"url\";s:41:\"https://wordpress.org/plugins/newsletter/\";s:7:\"package\";s:59:\"https://downloads.wordpress.org/plugin/newsletter.5.6.9.zip\";s:5:\"icons\";a:2:{s:2:\"2x\";s:63:\"https://ps.w.org/newsletter/assets/icon-256x256.png?rev=1052028\";s:2:\"1x\";s:63:\"https://ps.w.org/newsletter/assets/icon-128x128.png?rev=1160467\";}s:7:\"banners\";a:2:{s:2:\"2x\";s:66:\"https://ps.w.org/newsletter/assets/banner-1544x500.png?rev=1052027\";s:2:\"1x\";s:65:\"https://ps.w.org/newsletter/assets/banner-772x250.png?rev=1052027\";}s:11:\"banners_rtl\";a:0:{}}s:53:\"simple-custom-post-order/simple-custom-post-order.php\";O:8:\"stdClass\":9:{s:2:\"id\";s:38:\"w.org/plugins/simple-custom-post-order\";s:4:\"slug\";s:24:\"simple-custom-post-order\";s:6:\"plugin\";s:53:\"simple-custom-post-order/simple-custom-post-order.php\";s:11:\"new_version\";s:5:\"2.3.2\";s:3:\"url\";s:55:\"https://wordpress.org/plugins/simple-custom-post-order/\";s:7:\"package\";s:67:\"https://downloads.wordpress.org/plugin/simple-custom-post-order.zip\";s:5:\"icons\";a:2:{s:2:\"2x\";s:77:\"https://ps.w.org/simple-custom-post-order/assets/icon-256x256.jpg?rev=1859717\";s:2:\"1x\";s:77:\"https://ps.w.org/simple-custom-post-order/assets/icon-256x256.jpg?rev=1859717\";}s:7:\"banners\";a:1:{s:2:\"1x\";s:79:\"https://ps.w.org/simple-custom-post-order/assets/banner-772x250.jpg?rev=1859717\";}s:11:\"banners_rtl\";a:0:{}}}}', 'no'), (16927, '_site_transient_timeout_theme_roots', '1538506808', 'no'), (16928, '_site_transient_theme_roots', 'a:4:{s:3:\"cbx\";s:7:\"/themes\";s:13:\"twentyfifteen\";s:7:\"/themes\";s:15:\"twentyseventeen\";s:7:\"/themes\";s:13:\"twentysixteen\";s:7:\"/themes\";}', 'no'); -- -------------------------------------------------------- -- -- Table structure for table `wp_postmeta` -- CREATE TABLE `wp_postmeta` ( `meta_id` bigint(20) UNSIGNED NOT NULL, `post_id` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `meta_key` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `meta_value` longtext COLLATE utf8mb4_unicode_ci ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_postmeta` -- INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (2, 4, '_edit_last', '2'), (3, 4, '_edit_lock', '1538169551:1'), (7, 7, '_edit_last', '2'), (8, 7, '_edit_lock', '1538168657:2'), (9, 9, '_edit_last', '2'), (10, 9, '_edit_lock', '1538169551:1'), (11, 11, '_edit_last', '1'), (12, 11, '_edit_lock', '1537989255:2'), (13, 13, '_edit_last', '2'), (14, 13, '_edit_lock', '1538164251:2'), (24, 16, '_menu_item_type', 'post_type'), (25, 16, '_menu_item_menu_item_parent', '0'), (26, 16, '_menu_item_object_id', '7'), (27, 16, '_menu_item_object', 'page'), (28, 16, '_menu_item_target', ''), (29, 16, '_menu_item_classes', 'a:1:{i:0;s:0:\"\";}'), (30, 16, '_menu_item_xfn', ''), (31, 16, '_menu_item_url', ''), (33, 17, '_menu_item_type', 'post_type'), (34, 17, '_menu_item_menu_item_parent', '0'), (35, 17, '_menu_item_object_id', '13'), (36, 17, '_menu_item_object', 'page'), (37, 17, '_menu_item_target', ''), (38, 17, '_menu_item_classes', 'a:1:{i:0;s:0:\"\";}'), (39, 17, '_menu_item_xfn', ''), (40, 17, '_menu_item_url', ''), (51, 19, '_menu_item_type', 'post_type'), (52, 19, '_menu_item_menu_item_parent', '0'), (53, 19, '_menu_item_object_id', '9'), (54, 19, '_menu_item_object', 'page'), (55, 19, '_menu_item_target', ''), (56, 19, '_menu_item_classes', 'a:1:{i:0;s:0:\"\";}'), (57, 19, '_menu_item_xfn', ''), (58, 19, '_menu_item_url', ''), (60, 20, '_menu_item_type', 'post_type'), (61, 20, '_menu_item_menu_item_parent', '0'), (62, 20, '_menu_item_object_id', '11'), (63, 20, '_menu_item_object', 'page'), (64, 20, '_menu_item_target', ''), (65, 20, '_menu_item_classes', 'a:1:{i:0;s:0:\"\";}'), (66, 20, '_menu_item_xfn', ''), (67, 20, '_menu_item_url', ''), (69, 22, '_edit_last', '1'), (70, 22, '_edit_lock', '1515505324:1'), (73, 29, '_edit_last', '1'), (74, 29, '_edit_lock', '1528918238:1'), (75, 31, '_edit_last', '2'), (76, 31, '_edit_lock', '1538503090:2'), (87, 39, '_edit_last', '2'), (88, 39, '_edit_lock', '1538503412:2'), (89, 41, '_edit_last', '2'), (90, 41, '_edit_lock', '1538503605:2'), (91, 43, '_edit_last', '2'), (92, 43, '_edit_lock', '1538504194:2'), (93, 45, '_edit_last', '2'), (94, 45, '_edit_lock', '1538503823:2'), (95, 47, '_edit_last', '2'), (96, 47, '_edit_lock', '1538502949:2'), (99, 51, '_edit_last', '1'), (100, 51, '_edit_lock', '1538164273:2'), (103, 56, '_edit_last', '1'), (104, 56, '_edit_lock', '1538504803:2'), (105, 58, '_edit_last', '1'), (106, 58, '_edit_lock', '1529689632:1'), (107, 60, '_edit_last', '2'), (108, 60, '_edit_lock', '1538503304:2'), (109, 62, '_edit_last', '2'), (110, 62, '_edit_lock', '1538174119:2'), (120, 72, '_wp_attached_file', '2018/06/card-thinking-5.jpg'), (121, 72, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:497;s:6:\"height\";i:582;s:4:\"file\";s:27:\"2018/06/card-thinking-5.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"card-thinking-5-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (123, 73, '_wp_attached_file', '2018/06/card-thinking-2.jpg'), (124, 73, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:497;s:6:\"height\";i:583;s:4:\"file\";s:27:\"2018/06/card-thinking-2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"card-thinking-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (127, 62, '_thumbnail_id', '3452'), (129, 75, '_wp_attached_file', '2018/06/889a9d32-f315-3d97-b36b-bef96cc39172.jpg'), (130, 75, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2448;s:6:\"height\";i:3264;s:4:\"file\";s:48:\"2018/06/889a9d32-f315-3d97-b36b-bef96cc39172.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"889a9d32-f315-3d97-b36b-bef96cc39172-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:49:\"889a9d32-f315-3d97-b36b-bef96cc39172-768x1024.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:1024;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"889a9d32-f315-3d97-b36b-bef96cc39172-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (131, 75, 'fakerpress_flag', '1'), (134, 77, '_wp_attached_file', '2018/06/74630f78-6b45-3b3a-9c02-fd0f3d849e89.jpg'), (135, 77, '_wp_attachment_metadata', 'a:0:{}'), (136, 77, 'fakerpress_flag', '1'), (139, 79, '_wp_attached_file', '2018/06/26cf4311-498d-3072-8eb5-b7e4222635d3.jpg'), (140, 79, '_wp_attachment_metadata', 'a:0:{}'), (141, 79, 'fakerpress_flag', '1'), (143, 80, 'fakerpress_flag', '1'), (144, 81, '_wp_attached_file', '2018/06/cfb4521c-f00a-3ce2-9786-125c45362aa7.jpg'), (145, 81, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5615;s:6:\"height\";i:2907;s:4:\"file\";s:48:\"2018/06/cfb4521c-f00a-3ce2-9786-125c45362aa7.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"cfb4521c-f00a-3ce2-9786-125c45362aa7-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"cfb4521c-f00a-3ce2-9786-125c45362aa7-768x398.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:398;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"cfb4521c-f00a-3ce2-9786-125c45362aa7-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (146, 81, 'fakerpress_flag', '1'), (147, 80, '_thumbnail_id', '81'), (148, 82, 'fakerpress_flag', '1'), (149, 83, '_wp_attached_file', '2018/06/3e2308f8-1a32-33f0-9651-32ed2e9da603.jpg'), (150, 83, '_wp_attachment_metadata', 'a:0:{}'), (151, 83, 'fakerpress_flag', '1'), (152, 82, '_thumbnail_id', '105'), (154, 85, '_wp_attached_file', '2018/06/3ef34a2d-5692-3a7b-97fc-6ae3796a8589.jpg'), (155, 85, '_wp_attachment_metadata', 'a:0:{}'), (156, 85, 'fakerpress_flag', '1'), (171, 91, '_wp_attached_file', '2018/06/b6fea755-25aa-359c-bc0c-a151f7306629.jpg'), (172, 91, '_wp_attachment_metadata', 'a:0:{}'), (173, 91, 'fakerpress_flag', '1'), (174, 90, '_thumbnail_id', '107'), (175, 92, 'fakerpress_flag', '1'), (176, 93, '_wp_attached_file', '2018/06/a7bddf9c-d65e-3e42-8e32-0534bc6d4c08.jpg'), (177, 93, '_wp_attachment_metadata', 'a:0:{}'), (178, 93, 'fakerpress_flag', '1'), (179, 92, '_thumbnail_id', '107'), (180, 94, 'fakerpress_flag', '1'), (181, 95, '_wp_attached_file', '2018/06/7fb32871-3101-3b27-a615-d0b0268a940c.jpg'), (182, 95, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4096;s:6:\"height\";i:2731;s:4:\"file\";s:48:\"2018/06/7fb32871-3101-3b27-a615-d0b0268a940c.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"7fb32871-3101-3b27-a615-d0b0268a940c-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"7fb32871-3101-3b27-a615-d0b0268a940c-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"7fb32871-3101-3b27-a615-d0b0268a940c-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (183, 95, 'fakerpress_flag', '1'), (184, 94, '_thumbnail_id', '95'), (185, 96, 'fakerpress_flag', '1'), (186, 97, '_wp_attached_file', '2018/06/31e71dc9-5cf6-392d-bab5-2034a6f8e9c4.jpg'), (187, 97, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1280;s:6:\"height\";i:848;s:4:\"file\";s:48:\"2018/06/31e71dc9-5cf6-392d-bab5-2034a6f8e9c4.jpg\";s:5:\"sizes\";a:2:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"31e71dc9-5cf6-392d-bab5-2034a6f8e9c4-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"31e71dc9-5cf6-392d-bab5-2034a6f8e9c4-768x509.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:509;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (188, 97, 'fakerpress_flag', '1'), (189, 96, '_thumbnail_id', '97'), (190, 98, 'fakerpress_flag', '1'), (191, 99, '_wp_attached_file', '2018/06/f2b0fcf0-87e7-3269-9b86-15fab1696f7b.jpg'), (192, 99, '_wp_attachment_metadata', 'a:0:{}'), (193, 99, 'fakerpress_flag', '1'), (194, 98, '_thumbnail_id', '81'), (195, 100, 'fakerpress_flag', '1'), (196, 101, '_wp_attached_file', '2018/06/a388d9d6-0b45-35b7-998c-76df1e438f6b.jpg'), (197, 101, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:3264;s:6:\"height\";i:2448;s:4:\"file\";s:48:\"2018/06/a388d9d6-0b45-35b7-998c-76df1e438f6b.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"a388d9d6-0b45-35b7-998c-76df1e438f6b-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"a388d9d6-0b45-35b7-998c-76df1e438f6b-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"a388d9d6-0b45-35b7-998c-76df1e438f6b-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (198, 101, 'fakerpress_flag', '1'), (199, 100, '_thumbnail_id', '101'), (201, 103, '_wp_attached_file', '2018/06/a0d4d9d0-d09c-33b6-a12e-cb1bb253ad98.jpg'), (202, 103, '_wp_attachment_metadata', 'a:0:{}'), (203, 103, 'fakerpress_flag', '1'), (205, 104, 'fakerpress_flag', '1'), (206, 105, '_wp_attached_file', '2018/06/feda457f-23f0-31f9-b8ea-68f7ab4c2ab7.jpg'), (207, 105, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5616;s:6:\"height\";i:3744;s:4:\"file\";s:48:\"2018/06/feda457f-23f0-31f9-b8ea-68f7ab4c2ab7.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"feda457f-23f0-31f9-b8ea-68f7ab4c2ab7-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"feda457f-23f0-31f9-b8ea-68f7ab4c2ab7-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"feda457f-23f0-31f9-b8ea-68f7ab4c2ab7-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (208, 105, 'fakerpress_flag', '1'), (209, 104, '_thumbnail_id', '105'), (211, 107, '_wp_attached_file', '2018/06/7eff0ba9-9e19-315c-b8af-77b2ea8f25c9.jpg'), (212, 107, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2980;s:6:\"height\";i:2151;s:4:\"file\";s:48:\"2018/06/7eff0ba9-9e19-315c-b8af-77b2ea8f25c9.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"7eff0ba9-9e19-315c-b8af-77b2ea8f25c9-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"7eff0ba9-9e19-315c-b8af-77b2ea8f25c9-768x554.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:554;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"7eff0ba9-9e19-315c-b8af-77b2ea8f25c9-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (213, 107, 'fakerpress_flag', '1'), (214, 90, '_edit_lock', '1538082287:2'), (215, 90, '_edit_last', '1'), (216, 92, '_edit_lock', '1528477129:1'), (217, 82, '_edit_lock', '1528477129:1'), (218, 92, '_edit_last', '1'), (219, 82, '_edit_last', '1'), (227, 98, '_edit_lock', '1528478196:1'), (228, 98, '_edit_last', '1'), (229, 114, '_edit_last', '1'), (230, 114, 'field_5b1abc8b14642', 'a:12:{s:3:\"key\";s:19:\"field_5b1abc8b14642\";s:5:\"label\";s:13:\"Select a post\";s:4:\"name\";s:22:\"thinking_featured_post\";s:4:\"type\";s:11:\"post_object\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:9:\"post_type\";a:1:{i:0;s:8:\"thinking\";}s:8:\"taxonomy\";a:4:{i:0;s:19:\"category-thinking:7\";i:1;s:19:\"category-thinking:8\";i:2;s:19:\"category-thinking:9\";i:3;s:20:\"category-thinking:10\";}s:10:\"allow_null\";s:1:\"0\";s:8:\"multiple\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (232, 114, 'position', 'normal'), (233, 114, 'layout', 'default'), (234, 114, 'hide_on_screen', ''), (235, 114, '_edit_lock', '1531573608:1'), (236, 114, 'rule', 'a:5:{s:5:\"param\";s:4:\"page\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:1:\"9\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (237, 116, 'thinking_featured_post', '90'), (238, 116, '_thinking_featured_post', 'field_5b1abc8b14642'), (239, 9, 'thinking_featured_post', '3425'), (240, 9, '_thinking_featured_post', 'field_5b1abc8b14642'), (241, 104, '_edit_lock', '1531572071:1'), (242, 104, 'kdmfi_featured-image', '107'), (243, 104, '_edit_last', '1'), (246, 94, '_edit_lock', '1538056666:1'), (256, 119, '_edit_last', '1'), (257, 119, 'field_5b202f04e090d', 'a:14:{s:3:\"key\";s:19:\"field_5b202f04e090d\";s:5:\"label\";s:8:\"Linkedin\";s:4:\"name\";s:8:\"linkedin\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:1;}'), (258, 119, 'field_5b202f6de090e', 'a:14:{s:3:\"key\";s:19:\"field_5b202f6de090e\";s:5:\"label\";s:8:\"Position\";s:4:\"name\";s:8:\"position\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (260, 119, 'position', 'normal'), (261, 119, 'layout', 'default'), (262, 119, 'hide_on_screen', ''), (263, 119, '_edit_lock', '1530015875:1'), (265, 119, 'field_5b20307718fd8', 'a:14:{s:3:\"key\";s:19:\"field_5b20307718fd8\";s:5:\"label\";s:7:\"Twitter\";s:4:\"name\";s:7:\"twitter\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:2;}'), (266, 119, 'field_5b20308b18fd9', 'a:14:{s:3:\"key\";s:19:\"field_5b20308b18fd9\";s:5:\"label\";s:9:\"Instagram\";s:4:\"name\";s:9:\"instagram\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:3;}'), (267, 119, 'field_5b2030a518fda', 'a:14:{s:3:\"key\";s:19:\"field_5b2030a518fda\";s:5:\"label\";s:8:\"Facebook\";s:4:\"name\";s:8:\"facebook\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:4;}'), (271, 119, 'rule', 'a:5:{s:5:\"param\";s:7:\"ef_user\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:3:\"all\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (272, 120, '_edit_last', '1'), (273, 120, 'field_5b21642d9ffae', 'a:8:{s:3:\"key\";s:19:\"field_5b21642d9ffae\";s:5:\"label\";s:4:\"Hero\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (274, 120, 'field_5b21649a9ffaf', 'a:14:{s:3:\"key\";s:19:\"field_5b21649a9ffaf\";s:5:\"label\";s:8:\"Video id\";s:4:\"name\";s:16:\"about_hero_video\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b44c302632e9\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"video\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:2;}'), (275, 120, 'field_5b2164eb9ffb0', 'a:8:{s:3:\"key\";s:19:\"field_5b2164eb9ffb0\";s:5:\"label\";s:4:\"Info\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:4;}'), (276, 120, 'field_5b21654d9ffb3', 'a:14:{s:3:\"key\";s:19:\"field_5b21654d9ffb3\";s:5:\"label\";s:5:\"Title\";s:4:\"name\";s:16:\"about_info_title\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:5;}'), (277, 120, 'field_5b2164f49ffb1', 'a:8:{s:3:\"key\";s:19:\"field_5b2164f49ffb1\";s:5:\"label\";s:4:\"Team\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:7;}'), (278, 120, 'field_5b2165259ffb2', 'a:14:{s:3:\"key\";s:19:\"field_5b2165259ffb2\";s:5:\"label\";s:5:\"Title\";s:4:\"name\";s:16:\"about_team_title\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:8;}'), (280, 120, 'position', 'normal'), (281, 120, 'layout', 'default'), (282, 120, 'hide_on_screen', ''), (283, 120, '_edit_lock', '1533063298:1'), (284, 120, 'field_5b2166edba792', 'a:13:{s:3:\"key\";s:19:\"field_5b2166edba792\";s:5:\"label\";s:6:\"Topics\";s:4:\"name\";s:16:\"about_info_topic\";s:4:\"type\";s:8:\"repeater\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:10:\"sub_fields\";a:4:{i:0;a:10:{s:3:\"key\";s:19:\"field_5b21684cba796\";s:5:\"label\";s:4:\"Icon\";s:4:\"name\";s:21:\"about_info_topic_icon\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:8:\"order_no\";i:0;}i:1;a:13:{s:3:\"key\";s:19:\"field_5b2167bdba793\";s:5:\"label\";s:5:\"Title\";s:4:\"name\";s:22:\"about_info_topic_title\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:8:\"order_no\";i:1;}i:2;a:13:{s:3:\"key\";s:19:\"field_5b216811ba794\";s:5:\"label\";s:8:\"Subtitle\";s:4:\"name\";s:25:\"about_info_topic_subtitle\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:8:\"order_no\";i:2;}i:3;a:12:{s:3:\"key\";s:19:\"field_5b216824ba795\";s:5:\"label\";s:11:\"Description\";s:4:\"name\";s:28:\"about_info_topic_description\";s:4:\"type\";s:8:\"textarea\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:9:\"maxlength\";s:0:\"\";s:4:\"rows\";s:0:\"\";s:10:\"formatting\";s:2:\"br\";s:8:\"order_no\";i:3;}}s:7:\"row_min\";s:1:\"1\";s:9:\"row_limit\";s:0:\"\";s:6:\"layout\";s:3:\"row\";s:12:\"button_label\";s:9:\"Add Topic\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:6;}'), (290, 121, '_wp_attached_file', '2018/06/strategy.svg'), (291, 122, 'about_welcome_video', 'https://vimeo.com/251890218'), (292, 122, '_about_welcome_video', 'field_5b21649a9ffaf'), (293, 122, 'about_info_title', 'We create brand experiences esigned for cultural and commercial impact.'), (294, 122, '_about_info_title', 'field_5b21654d9ffb3'), (295, 122, 'about_info_topic_0_about_info_topic_icon', '121'), (296, 122, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (297, 122, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (298, 122, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (299, 122, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (300, 122, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (301, 122, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (302, 122, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (303, 122, 'about_info_topic_1_about_info_topic_icon', ''), (304, 122, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (305, 122, 'about_info_topic_1_about_info_topic_title', ''), (306, 122, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (307, 122, 'about_info_topic_1_about_info_topic_subtitle', ''), (308, 122, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (309, 122, 'about_info_topic_1_about_info_topic_description', ''), (310, 122, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (311, 122, 'about_info_topic', '2'), (312, 122, '_about_info_topic', 'field_5b2166edba792'), (313, 122, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (314, 122, '_about_team_title', 'field_5b2165259ffb2'), (315, 7, 'about_welcome_video', '251890218'), (316, 7, '_about_welcome_video', 'field_5b21649a9ffaf'), (317, 7, 'about_info_title', 'We create brand experiences designed for cultural and commercial impact.'), (318, 7, '_about_info_title', 'field_5b21654d9ffb3'), (319, 7, 'about_info_topic_0_about_info_topic_icon', '553'), (320, 7, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (321, 7, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (322, 7, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (323, 7, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (324, 7, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (325, 7, 'about_info_topic_0_about_info_topic_description', 'Complexity is the enemy. \r\nAt CBX we believe in strategy that is dynamic, actionable, and stunningly clear. We blend analytical rigor and design thinking to bring simple, powerful ideas into focus.'), (326, 7, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (327, 7, 'about_info_topic_1_about_info_topic_icon', '555'), (328, 7, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (329, 7, 'about_info_topic_1_about_info_topic_title', 'Verbal Strategy'), (330, 7, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (331, 7, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (332, 7, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (333, 7, 'about_info_topic_1_about_info_topic_description', 'Choose your words wisely. \r\nIn the modern landscape of voice recognition technology, AI and the IoT, a comprehensive verbal brand strategy is more important than ever. Our naming, voice and messaging experts create distinct, dynamic verbal identities that help brands drive connection – from retail aisles, to Facebook feeds, to Alexa on the kitchen counter. '), (334, 7, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (335, 7, 'about_info_topic', '5'), (336, 7, '_about_info_topic', 'field_5b2166edba792'), (337, 7, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (338, 7, '_about_team_title', 'field_5b2165259ffb2'), (339, 123, '_wp_attached_file', '2018/06/verbal-identity.svg'), (340, 124, '_wp_attached_file', '2018/06/design.svg'), (341, 125, '_wp_attached_file', '2018/06/experience.svg'), (342, 126, '_wp_attached_file', '2018/06/innovation.svg'), (343, 127, 'about_welcome_video', 'https://vimeo.com/251890218'), (344, 127, '_about_welcome_video', 'field_5b21649a9ffaf'), (345, 127, 'about_info_title', 'We create brand experiences esigned for cultural and commercial impact.'), (346, 127, '_about_info_title', 'field_5b21654d9ffb3'), (347, 127, 'about_info_topic_0_about_info_topic_icon', '121'), (348, 127, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (349, 127, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (350, 127, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (351, 127, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (352, 127, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (353, 127, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (354, 127, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (355, 127, 'about_info_topic_1_about_info_topic_icon', '123'), (356, 127, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (357, 127, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (358, 127, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (359, 127, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (360, 127, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (361, 127, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (362, 127, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (363, 127, 'about_info_topic_2_about_info_topic_icon', '124'), (364, 127, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (365, 127, 'about_info_topic_2_about_info_topic_title', 'Design'), (366, 127, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (367, 127, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (368, 127, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (369, 127, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (370, 127, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (371, 127, 'about_info_topic_3_about_info_topic_icon', '125'), (372, 127, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (373, 127, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (374, 127, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (375, 127, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (376, 127, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (377, 127, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (378, 127, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (379, 127, 'about_info_topic_4_about_info_topic_icon', '126'), (380, 127, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (381, 127, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (382, 127, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (383, 127, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (384, 127, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (385, 127, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (386, 127, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (387, 127, 'about_info_topic', '5'), (388, 127, '_about_info_topic', 'field_5b2166edba792'), (389, 127, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (390, 127, '_about_team_title', 'field_5b2165259ffb2'), (391, 7, 'about_info_topic_2_about_info_topic_icon', '556'), (392, 7, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (393, 7, 'about_info_topic_2_about_info_topic_title', 'Design'), (394, 7, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (395, 7, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Package Design | Identity Design | Retail & Environment Design'), (396, 7, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (397, 7, 'about_info_topic_2_about_info_topic_description', 'Design thinks as Design does. \r\nDesign is more than mere aesthetic. Design is how we help our clients think and act in ways that influence consumer behavior. Our approach is disciplined. Our methods are agile and collaborative. And our success is always measured by the impact we deliver. '), (398, 7, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (399, 7, 'about_info_topic_3_about_info_topic_icon', '557'), (400, 7, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (401, 7, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (402, 7, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (403, 7, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience Events | Retail Activation | Brand Launches | Internal Brand Activation'), (404, 7, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (405, 7, 'about_info_topic_3_about_info_topic_description', 'Have you ever been experienced? \r\nBrands are systems of engagement - the sum total of every interaction consumers and employees encounter. CBX Experience and Activation conceives, creates and produces high-impact brand experiences that transform consumers into advocates and employees into evangelists.'), (406, 7, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (407, 7, 'about_info_topic_4_about_info_topic_icon', '558'), (408, 7, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (409, 7, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (410, 7, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (411, 7, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (412, 7, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (413, 7, 'about_info_topic_4_about_info_topic_description', 'We live in beta (and so should your brand). \r\nInnovation is no longer an option for brands today – it’s the new state of normal. At CBX we continuously explore growth opportunities through the lens of Culture, Brand and People. We work seamlessly and efficiently with our clients, consumers, and subject matter experts. We make. We test. We learn. And we always move forward. '), (414, 7, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (415, 129, '_edit_last', '1'), (416, 129, '_edit_lock', '1536168649:1'), (417, 131, '_wp_attached_file', '2018/06/people-01.jpg'), (418, 131, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:339;s:6:\"height\";i:346;s:4:\"file\";s:21:\"2018/06/people-01.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"people-01-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (419, 129, '_thumbnail_id', '131'), (420, 132, '_edit_last', '2'), (421, 132, '_edit_lock', '1538408982:2'), (422, 133, '_wp_attached_file', '2018/06/people-04.jpg'), (423, 133, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:337;s:6:\"height\";i:349;s:4:\"file\";s:21:\"2018/06/people-04.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"people-04-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (424, 132, '_thumbnail_id', '133'), (426, 135, 'about_welcome_video', '251890218'), (427, 135, '_about_welcome_video', 'field_5b21649a9ffaf'), (428, 135, 'about_info_title', 'We create brand experiences esigned for cultural and commercial impact.'), (429, 135, '_about_info_title', 'field_5b21654d9ffb3'), (430, 135, 'about_info_topic_0_about_info_topic_icon', '121'), (431, 135, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (432, 135, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (433, 135, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (434, 135, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (435, 135, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (436, 135, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (437, 135, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (438, 135, 'about_info_topic_1_about_info_topic_icon', '123'), (439, 135, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (440, 135, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (441, 135, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (442, 135, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (443, 135, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (444, 135, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (445, 135, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (446, 135, 'about_info_topic_2_about_info_topic_icon', '124'), (447, 135, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (448, 135, 'about_info_topic_2_about_info_topic_title', 'Design'), (449, 135, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (450, 135, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (451, 135, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (452, 135, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (453, 135, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (454, 135, 'about_info_topic_3_about_info_topic_icon', '125'), (455, 135, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (456, 135, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (457, 135, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (458, 135, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (459, 135, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (460, 135, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (461, 135, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (462, 135, 'about_info_topic_4_about_info_topic_icon', '126'), (463, 135, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (464, 135, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (465, 135, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (466, 135, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (467, 135, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (468, 135, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (469, 135, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (470, 135, 'about_info_topic', '5'), (471, 135, '_about_info_topic', 'field_5b2166edba792'), (472, 135, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (473, 135, '_about_team_title', 'field_5b2165259ffb2'), (474, 136, '_edit_last', '1'), (475, 136, 'field_5b2181360506b', 'a:14:{s:3:\"key\";s:19:\"field_5b2181360506b\";s:5:\"label\";s:8:\"Position\";s:4:\"name\";s:13:\"team_position\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (476, 136, 'field_5b2181820506c', 'a:14:{s:3:\"key\";s:19:\"field_5b2181820506c\";s:5:\"label\";s:8:\"Lastname\";s:4:\"name\";s:13:\"team_lastname\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:1;}'), (478, 136, 'position', 'normal'), (479, 136, 'layout', 'default'), (480, 136, 'hide_on_screen', ''), (481, 136, '_edit_lock', '1536156691:1'), (482, 138, 'team_position', 'VICE PRESIDENT, STRATEGY GROUP DIRECTOR'), (483, 138, '_team_position', 'field_5b2181360506b'), (484, 138, 'team_lastname', 'LONGSTRETH'), (485, 138, '_team_lastname', 'field_5b2181820506c'), (486, 129, 'team_position', 'VICE PRESIDENT, STRATEGY GROUP DIRECTOR'), (487, 129, '_team_position', 'field_5b2181360506b'), (488, 129, 'team_lastname', 'LONGSTRETH'), (489, 129, '_team_lastname', 'field_5b2181820506c'), (490, 139, 'team_position', 'VICE PRESIDENT, STRATEGY GROUP DIRECTOR'), (491, 139, '_team_position', 'field_5b2181360506b'), (492, 139, 'team_lastname', 'LONGSTRETH'), (493, 139, '_team_lastname', 'field_5b2181820506c'), (494, 132, 'team_position', ''), (495, 132, '_team_position', 'field_5b2181360506b'), (496, 132, 'team_lastname', ''), (497, 132, '_team_lastname', 'field_5b2181820506c'), (499, 141, '_wp_attached_file', '2018/06/1780485f-7b91-3ee0-aa58-7e17c01f7719.jpg'), (500, 141, '_wp_attachment_metadata', 'a:0:{}'), (501, 141, 'fakerpress_flag', '1'), (503, 142, '_wp_attached_file', '2018/06/f8b36d68-d1f9-3f21-88b6-d52cddeb2ab7.jpg'), (504, 142, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1194;s:6:\"height\";i:796;s:4:\"file\";s:48:\"2018/06/f8b36d68-d1f9-3f21-88b6-d52cddeb2ab7.jpg\";s:5:\"sizes\";a:2:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"f8b36d68-d1f9-3f21-88b6-d52cddeb2ab7-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"f8b36d68-d1f9-3f21-88b6-d52cddeb2ab7-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (505, 142, 'fakerpress_flag', '1'), (508, 145, '_wp_attached_file', '2018/06/6814283c-434b-3f8e-a646-c690777e7cc7.jpg'), (509, 145, '_wp_attachment_metadata', 'a:0:{}'), (510, 145, 'fakerpress_flag', '1'), (512, 146, '_wp_attached_file', '2018/06/a320c340-fb39-3ba6-99ff-fe48f8c8afab.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (513, 146, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:636;s:6:\"height\";i:508;s:4:\"file\";s:48:\"2018/06/a320c340-fb39-3ba6-99ff-fe48f8c8afab.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"a320c340-fb39-3ba6-99ff-fe48f8c8afab-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (514, 146, 'fakerpress_flag', '1'), (515, 147, '_wp_attached_file', '2018/06/8e567129-fa79-3aef-9a2a-d708743b908d.jpg'), (516, 147, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1109;s:6:\"height\";i:739;s:4:\"file\";s:48:\"2018/06/8e567129-fa79-3aef-9a2a-d708743b908d.jpg\";s:5:\"sizes\";a:2:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"8e567129-fa79-3aef-9a2a-d708743b908d-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"8e567129-fa79-3aef-9a2a-d708743b908d-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (517, 147, 'fakerpress_flag', '1'), (519, 149, '_wp_attached_file', '2018/06/5e942ec0-916b-3d0a-8a62-f3e57a91df2f.jpg'), (520, 149, '_wp_attachment_metadata', 'a:0:{}'), (521, 149, 'fakerpress_flag', '1'), (523, 150, '_wp_attached_file', '2018/06/5bcd5643-7571-3e9d-b4a6-4960e55aff76.jpg'), (524, 150, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:468;s:6:\"height\";i:374;s:4:\"file\";s:48:\"2018/06/5bcd5643-7571-3e9d-b4a6-4960e55aff76.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"5bcd5643-7571-3e9d-b4a6-4960e55aff76-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (525, 150, 'fakerpress_flag', '1'), (527, 152, '_wp_attached_file', '2018/06/4ec37772-801a-3f37-bbec-dcea51a498c6.jpg'), (528, 152, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:237;s:6:\"height\";i:189;s:4:\"file\";s:48:\"2018/06/4ec37772-801a-3f37-bbec-dcea51a498c6.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"4ec37772-801a-3f37-bbec-dcea51a498c6-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (529, 152, 'fakerpress_flag', '1'), (531, 154, '_wp_attached_file', '2018/06/ca79c36b-db58-3992-b851-ba5bc9642a3b.jpg'), (532, 154, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2592;s:6:\"height\";i:1728;s:4:\"file\";s:48:\"2018/06/ca79c36b-db58-3992-b851-ba5bc9642a3b.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"ca79c36b-db58-3992-b851-ba5bc9642a3b-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"ca79c36b-db58-3992-b851-ba5bc9642a3b-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"ca79c36b-db58-3992-b851-ba5bc9642a3b-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (533, 154, 'fakerpress_flag', '1'), (536, 156, '_wp_attached_file', '2018/06/c500e691-b596-30f2-8be8-b06ee3429fc3.jpg'), (537, 156, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:492;s:6:\"height\";i:393;s:4:\"file\";s:48:\"2018/06/c500e691-b596-30f2-8be8-b06ee3429fc3.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"c500e691-b596-30f2-8be8-b06ee3429fc3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (538, 156, 'fakerpress_flag', '1'), (541, 159, '_wp_attached_file', '2018/06/f9eb8e5d-b283-31b0-859f-9dcb93c0245a.jpg'), (542, 159, '_wp_attachment_metadata', 'a:0:{}'), (543, 159, 'fakerpress_flag', '1'), (545, 160, '_wp_attached_file', '2018/06/30011ec7-ff59-34a1-bf1d-34c0660ebc0f.jpg'), (546, 160, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:269;s:6:\"height\";i:215;s:4:\"file\";s:48:\"2018/06/30011ec7-ff59-34a1-bf1d-34c0660ebc0f.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"30011ec7-ff59-34a1-bf1d-34c0660ebc0f-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (547, 160, 'fakerpress_flag', '1'), (549, 162, '_wp_attached_file', '2018/06/79d0ca0f-be0a-35f3-a21d-2b0388b64889.jpg'), (550, 162, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:214;s:6:\"height\";i:171;s:4:\"file\";s:48:\"2018/06/79d0ca0f-be0a-35f3-a21d-2b0388b64889.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"79d0ca0f-be0a-35f3-a21d-2b0388b64889-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (551, 162, 'fakerpress_flag', '1'), (556, 167, '_wp_attached_file', '2018/06/05b9ae6d-3e77-389a-a36d-4bfa705b51e0.jpg'), (557, 167, '_wp_attachment_metadata', 'a:0:{}'), (558, 167, 'fakerpress_flag', '1'), (562, 170, '_wp_attached_file', '2018/06/40a22b68-a43a-3e14-b8de-c57eca80744e.jpg'), (563, 170, '_wp_attachment_metadata', 'a:0:{}'), (564, 170, 'fakerpress_flag', '1'), (614, 187, '_wp_attached_file', '2018/06/4602995c-ba6f-3731-bbaa-92294c7628fe.jpg'), (615, 187, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1103;s:6:\"height\";i:735;s:4:\"file\";s:48:\"2018/06/4602995c-ba6f-3731-bbaa-92294c7628fe.jpg\";s:5:\"sizes\";a:2:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"4602995c-ba6f-3731-bbaa-92294c7628fe-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"4602995c-ba6f-3731-bbaa-92294c7628fe-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (616, 187, 'fakerpress_flag', '1'), (617, 188, '_wp_attached_file', '2018/06/43227d8d-5082-3f6b-a278-e3acc4da15f0.jpg'), (618, 188, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:539;s:6:\"height\";i:431;s:4:\"file\";s:48:\"2018/06/43227d8d-5082-3f6b-a278-e3acc4da15f0.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"43227d8d-5082-3f6b-a278-e3acc4da15f0-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (619, 188, 'fakerpress_flag', '1'), (620, 189, 'fakerpress_flag', '1'), (621, 190, '_wp_attached_file', '2018/06/6022c5de-d0f3-3dc1-a8ca-8174d6a99751.jpg'), (622, 190, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4608;s:6:\"height\";i:3072;s:4:\"file\";s:48:\"2018/06/6022c5de-d0f3-3dc1-a8ca-8174d6a99751.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"6022c5de-d0f3-3dc1-a8ca-8174d6a99751-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"6022c5de-d0f3-3dc1-a8ca-8174d6a99751-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"6022c5de-d0f3-3dc1-a8ca-8174d6a99751-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (623, 190, 'fakerpress_flag', '1'), (624, 189, '_thumbnail_id', '190'), (625, 191, 'fakerpress_flag', '1'), (626, 192, '_wp_attached_file', '2018/06/dd428d24-539c-355a-9eee-cfd84b50b0fd.jpg'), (627, 192, '_wp_attachment_metadata', 'a:0:{}'), (628, 192, 'fakerpress_flag', '1'), (629, 191, '_thumbnail_id', '203'), (630, 193, '_wp_attached_file', '2018/06/356cac74-f14e-3dfd-a6da-e909eaaaf8e0.jpg'), (631, 193, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1337;s:6:\"height\";i:891;s:4:\"file\";s:48:\"2018/06/356cac74-f14e-3dfd-a6da-e909eaaaf8e0.jpg\";s:5:\"sizes\";a:2:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"356cac74-f14e-3dfd-a6da-e909eaaaf8e0-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"356cac74-f14e-3dfd-a6da-e909eaaaf8e0-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (632, 193, 'fakerpress_flag', '1'), (633, 194, 'fakerpress_flag', '1'), (634, 195, 'fakerpress_flag', '1'), (635, 196, '_wp_attached_file', '2018/06/dfd68335-8b70-364c-aaf6-4b80c6db4aaa.jpg'), (636, 196, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:3456;s:6:\"height\";i:2304;s:4:\"file\";s:48:\"2018/06/dfd68335-8b70-364c-aaf6-4b80c6db4aaa.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"dfd68335-8b70-364c-aaf6-4b80c6db4aaa-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"dfd68335-8b70-364c-aaf6-4b80c6db4aaa-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"dfd68335-8b70-364c-aaf6-4b80c6db4aaa-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (637, 196, 'fakerpress_flag', '1'), (638, 195, '_thumbnail_id', '196'), (639, 197, '_wp_attached_file', '2018/06/565294bc-7e25-312b-b0dc-d0d083b49066.jpg'), (640, 197, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:448;s:6:\"height\";i:358;s:4:\"file\";s:48:\"2018/06/565294bc-7e25-312b-b0dc-d0d083b49066.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"565294bc-7e25-312b-b0dc-d0d083b49066-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (641, 197, 'fakerpress_flag', '1'), (642, 198, 'fakerpress_flag', '1'), (643, 199, '_wp_attached_file', '2018/06/f89e9139-3802-32b8-a345-7859758c5bbd.jpg'), (644, 199, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2048;s:6:\"height\";i:1365;s:4:\"file\";s:48:\"2018/06/f89e9139-3802-32b8-a345-7859758c5bbd.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"f89e9139-3802-32b8-a345-7859758c5bbd-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"f89e9139-3802-32b8-a345-7859758c5bbd-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"f89e9139-3802-32b8-a345-7859758c5bbd-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (645, 199, 'fakerpress_flag', '1'), (646, 198, '_thumbnail_id', '199'), (647, 200, 'fakerpress_flag', '1'), (648, 201, '_wp_attached_file', '2018/06/1d15524d-ccab-3039-854f-6cc3863b8713.jpg'), (649, 201, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5472;s:6:\"height\";i:3648;s:4:\"file\";s:48:\"2018/06/1d15524d-ccab-3039-854f-6cc3863b8713.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"1d15524d-ccab-3039-854f-6cc3863b8713-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"1d15524d-ccab-3039-854f-6cc3863b8713-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"1d15524d-ccab-3039-854f-6cc3863b8713-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (650, 201, 'fakerpress_flag', '1'), (651, 200, '_thumbnail_id', '201'), (652, 202, 'fakerpress_flag', '1'), (653, 203, '_wp_attached_file', '2018/06/bf2051ad-bb00-32dc-aaa5-1b1bbc3a0271.jpg'), (654, 203, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5472;s:6:\"height\";i:3648;s:4:\"file\";s:48:\"2018/06/bf2051ad-bb00-32dc-aaa5-1b1bbc3a0271.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"bf2051ad-bb00-32dc-aaa5-1b1bbc3a0271-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"bf2051ad-bb00-32dc-aaa5-1b1bbc3a0271-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"bf2051ad-bb00-32dc-aaa5-1b1bbc3a0271-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (655, 203, 'fakerpress_flag', '1'), (656, 202, '_thumbnail_id', '203'), (657, 204, 'fakerpress_flag', '1'), (658, 205, '_wp_attached_file', '2018/06/8cf122b4-d2d2-3a7d-a5ab-1c38cc91c48f.jpg'), (659, 205, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4869;s:6:\"height\";i:3456;s:4:\"file\";s:48:\"2018/06/8cf122b4-d2d2-3a7d-a5ab-1c38cc91c48f.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"8cf122b4-d2d2-3a7d-a5ab-1c38cc91c48f-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"8cf122b4-d2d2-3a7d-a5ab-1c38cc91c48f-768x545.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:545;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"8cf122b4-d2d2-3a7d-a5ab-1c38cc91c48f-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (660, 205, 'fakerpress_flag', '1'), (661, 204, '_thumbnail_id', '205'), (662, 206, 'fakerpress_flag', '1'), (663, 207, '_wp_attached_file', '2018/06/596304b8-44df-3a65-9a86-278f7af439ec.jpg'), (664, 207, '_wp_attachment_metadata', 'a:0:{}'), (665, 207, 'fakerpress_flag', '1'), (666, 206, '_thumbnail_id', '199'), (667, 208, 'fakerpress_flag', '1'), (668, 209, '_wp_attached_file', '2018/06/60b70dd0-5479-3481-a900-d1a5e4b5b30b.jpg'), (669, 209, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4342;s:6:\"height\";i:2895;s:4:\"file\";s:48:\"2018/06/60b70dd0-5479-3481-a900-d1a5e4b5b30b.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"60b70dd0-5479-3481-a900-d1a5e4b5b30b-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"60b70dd0-5479-3481-a900-d1a5e4b5b30b-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:50:\"60b70dd0-5479-3481-a900-d1a5e4b5b30b-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (670, 209, 'fakerpress_flag', '1'), (671, 208, '_thumbnail_id', '209'), (672, 210, 'fakerpress_flag', '1'), (673, 211, '_wp_attached_file', '2018/06/4a39b18f-30f1-3e64-86bd-f3a043c92d01.jpg'), (674, 211, '_wp_attachment_metadata', 'a:0:{}'), (675, 211, 'fakerpress_flag', '1'), (676, 210, '_thumbnail_id', '187'), (677, 212, 'fakerpress_flag', '1'), (678, 213, '_wp_attached_file', '2018/06/8a98d95b-8ae5-3344-9e3d-062f472edb4d.jpg'), (679, 213, '_wp_attachment_metadata', 'a:0:{}'), (680, 213, 'fakerpress_flag', '1'), (681, 212, '_thumbnail_id', '196'), (682, 208, '_edit_last', '1'), (683, 208, '_edit_lock', '1537199200:2'), (684, 189, '_edit_last', '1'), (685, 189, '_edit_lock', '1536168905:1'), (686, 191, '_edit_last', '1'), (687, 191, '_edit_lock', '1536168873:1'), (688, 194, '_edit_last', '1'), (689, 194, '_edit_lock', '1529003507:1'), (690, 195, '_edit_last', '1'), (691, 195, '_edit_lock', '1536168872:1'), (692, 198, '_edit_last', '1'), (693, 198, '_edit_lock', '1536168871:1'), (694, 200, '_edit_last', '1'), (695, 200, '_edit_lock', '1536168871:1'), (696, 202, '_edit_last', '1'), (697, 202, '_edit_lock', '1536168838:1'), (698, 204, '_edit_last', '1'), (699, 204, '_edit_lock', '1536168838:1'), (700, 212, '_edit_last', '1'), (701, 212, '_edit_lock', '1536168956:1'), (702, 206, '_edit_last', '1'), (703, 206, '_edit_lock', '1529003507:1'), (704, 210, '_edit_last', '1'), (705, 210, '_edit_lock', '1536168836:1'), (706, 227, 'team_position', ''), (707, 227, '_team_position', 'field_5b2181360506b'), (708, 227, 'team_lastname', ''), (709, 227, '_team_lastname', 'field_5b2181820506c'), (710, 210, 'team_position', ''), (711, 210, '_team_position', 'field_5b2181360506b'), (712, 210, 'team_lastname', ''), (713, 210, '_team_lastname', 'field_5b2181820506c'), (714, 228, 'team_position', ''), (715, 228, '_team_position', 'field_5b2181360506b'), (716, 228, 'team_lastname', ''), (717, 228, '_team_lastname', 'field_5b2181820506c'), (718, 206, 'team_position', ''), (719, 206, '_team_position', 'field_5b2181360506b'), (720, 206, 'team_lastname', ''), (721, 206, '_team_lastname', 'field_5b2181820506c'), (722, 229, 'team_position', ''), (723, 229, '_team_position', 'field_5b2181360506b'), (724, 229, 'team_lastname', ''), (725, 229, '_team_lastname', 'field_5b2181820506c'), (726, 212, 'team_position', ''), (727, 212, '_team_position', 'field_5b2181360506b'), (728, 212, 'team_lastname', ''), (729, 212, '_team_lastname', 'field_5b2181820506c'), (730, 194, '_thumbnail_id', '201'), (731, 230, 'team_position', ''), (732, 230, '_team_position', 'field_5b2181360506b'), (733, 230, 'team_lastname', ''), (734, 230, '_team_lastname', 'field_5b2181820506c'), (735, 194, 'team_position', ''), (736, 194, '_team_position', 'field_5b2181360506b'), (737, 194, 'team_lastname', ''), (738, 194, '_team_lastname', 'field_5b2181820506c'), (739, 231, 'team_position', ''), (740, 231, '_team_position', 'field_5b2181360506b'), (741, 231, 'team_lastname', ''), (742, 231, '_team_lastname', 'field_5b2181820506c'), (743, 191, 'team_position', ''), (744, 191, '_team_position', 'field_5b2181360506b'), (745, 191, 'team_lastname', ''), (746, 191, '_team_lastname', 'field_5b2181820506c'), (747, 233, 'team_position', ''), (748, 233, '_team_position', 'field_5b2181360506b'), (749, 233, 'team_lastname', ''), (750, 233, '_team_lastname', 'field_5b2181820506c'), (751, 208, 'team_position', ''), (752, 208, '_team_position', 'field_5b2181360506b'), (753, 208, 'team_lastname', ''), (754, 208, '_team_lastname', 'field_5b2181820506c'), (755, 235, 'team_position', ''), (756, 235, '_team_position', 'field_5b2181360506b'), (757, 235, 'team_lastname', ''), (758, 235, '_team_lastname', 'field_5b2181820506c'), (759, 236, 'team_position', ''), (760, 236, '_team_position', 'field_5b2181360506b'), (761, 236, 'team_lastname', ''), (762, 236, '_team_lastname', 'field_5b2181820506c'), (763, 237, 'team_position', ''), (764, 237, '_team_position', 'field_5b2181360506b'), (765, 237, 'team_lastname', ''), (766, 237, '_team_lastname', 'field_5b2181820506c'), (767, 238, 'team_position', ''), (768, 238, '_team_position', 'field_5b2181360506b'), (769, 238, 'team_lastname', ''), (770, 238, '_team_lastname', 'field_5b2181820506c'), (771, 204, 'team_position', ''), (772, 204, '_team_position', 'field_5b2181360506b'), (773, 204, 'team_lastname', ''), (774, 204, '_team_lastname', 'field_5b2181820506c'), (775, 239, 'team_position', ''), (776, 239, '_team_position', 'field_5b2181360506b'), (777, 239, 'team_lastname', ''), (778, 239, '_team_lastname', 'field_5b2181820506c'), (779, 202, 'team_position', ''), (780, 202, '_team_position', 'field_5b2181360506b'), (781, 202, 'team_lastname', ''), (782, 202, '_team_lastname', 'field_5b2181820506c'), (783, 240, 'team_position', ''), (784, 240, '_team_position', 'field_5b2181360506b'), (785, 240, 'team_lastname', ''), (786, 240, '_team_lastname', 'field_5b2181820506c'), (787, 200, 'team_position', ''), (788, 200, '_team_position', 'field_5b2181360506b'), (789, 200, 'team_lastname', ''), (790, 200, '_team_lastname', 'field_5b2181820506c'), (791, 241, 'team_position', ''), (792, 241, '_team_position', 'field_5b2181360506b'), (793, 241, 'team_lastname', ''), (794, 241, '_team_lastname', 'field_5b2181820506c'), (795, 198, 'team_position', ''), (796, 198, '_team_position', 'field_5b2181360506b'), (797, 198, 'team_lastname', ''), (798, 198, '_team_lastname', 'field_5b2181820506c'), (799, 242, 'team_position', ''), (800, 242, '_team_position', 'field_5b2181360506b'), (801, 242, 'team_lastname', ''), (802, 242, '_team_lastname', 'field_5b2181820506c'), (803, 195, 'team_position', ''), (804, 195, '_team_position', 'field_5b2181360506b'), (805, 195, 'team_lastname', ''), (806, 195, '_team_lastname', 'field_5b2181820506c'), (807, 243, 'team_position', ''), (808, 243, '_team_position', 'field_5b2181360506b'), (809, 243, 'team_lastname', ''), (810, 243, '_team_lastname', 'field_5b2181820506c'), (811, 244, 'team_position', ''), (812, 244, '_team_position', 'field_5b2181360506b'), (813, 244, 'team_lastname', ''), (814, 244, '_team_lastname', 'field_5b2181820506c'), (815, 249, 'team_position', ''), (816, 249, '_team_position', 'field_5b2181360506b'), (817, 249, 'team_lastname', ''), (818, 249, '_team_lastname', 'field_5b2181820506c'), (819, 250, 'team_position', ''), (820, 250, '_team_position', 'field_5b2181360506b'), (821, 250, 'team_lastname', ''), (822, 250, '_team_lastname', 'field_5b2181820506c'), (823, 251, 'team_position', ''), (824, 251, '_team_position', 'field_5b2181360506b'), (825, 251, 'team_lastname', ''), (826, 251, '_team_lastname', 'field_5b2181820506c'), (827, 252, 'team_position', ''), (828, 252, '_team_position', 'field_5b2181360506b'), (829, 252, 'team_lastname', ''), (830, 252, '_team_lastname', 'field_5b2181820506c'), (831, 253, 'team_position', ''), (832, 253, '_team_position', 'field_5b2181360506b'), (833, 253, 'team_lastname', ''), (834, 253, '_team_lastname', 'field_5b2181820506c'), (835, 254, 'team_position', ''), (836, 254, '_team_position', 'field_5b2181360506b'), (837, 254, 'team_lastname', ''), (838, 254, '_team_lastname', 'field_5b2181820506c'), (839, 255, 'team_position', ''), (840, 255, '_team_position', 'field_5b2181360506b'), (841, 255, 'team_lastname', ''), (842, 255, '_team_lastname', 'field_5b2181820506c'), (843, 256, 'team_position', ''), (844, 256, '_team_position', 'field_5b2181360506b'), (845, 256, 'team_lastname', ''), (846, 256, '_team_lastname', 'field_5b2181820506c'), (847, 257, 'team_position', ''), (848, 257, '_team_position', 'field_5b2181360506b'), (849, 257, 'team_lastname', ''), (850, 257, '_team_lastname', 'field_5b2181820506c'), (851, 258, 'team_position', ''), (852, 258, '_team_position', 'field_5b2181360506b'), (853, 258, 'team_lastname', ''), (854, 258, '_team_lastname', 'field_5b2181820506c'), (855, 259, 'team_position', ''), (856, 259, '_team_position', 'field_5b2181360506b'), (857, 259, 'team_lastname', ''), (858, 259, '_team_lastname', 'field_5b2181820506c'), (859, 260, 'team_position', ''), (860, 260, '_team_position', 'field_5b2181360506b'), (861, 260, 'team_lastname', ''), (862, 260, '_team_lastname', 'field_5b2181820506c'), (863, 189, 'team_position', ''), (864, 189, '_team_position', 'field_5b2181360506b'), (865, 189, 'team_lastname', ''), (866, 189, '_team_lastname', 'field_5b2181820506c'), (867, 261, '_edit_last', '1'), (868, 261, 'field_5b2416aba98b2', 'a:8:{s:3:\"key\";s:19:\"field_5b2416aba98b2\";s:5:\"label\";s:11:\"Page colors\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (869, 261, 'field_5b2416c9a98b3', 'a:8:{s:3:\"key\";s:19:\"field_5b2416c9a98b3\";s:5:\"label\";s:4:\"Hero\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:4;}'), (870, 261, 'field_5b2416d3a98b4', 'a:8:{s:3:\"key\";s:19:\"field_5b2416d3a98b4\";s:5:\"label\";s:8:\"The Call\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:7;}'), (871, 261, 'field_5b2416faa98b5', 'a:8:{s:3:\"key\";s:19:\"field_5b2416faa98b5\";s:5:\"label\";s:8:\"The Work\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:12;}'), (872, 261, 'field_5b241738a98b6', 'a:8:{s:3:\"key\";s:19:\"field_5b241738a98b6\";s:5:\"label\";s:10:\"The Impact\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b6096188b1fd\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"video\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:17;}'), (874, 261, 'position', 'normal'), (875, 261, 'layout', 'default'), (876, 261, 'hide_on_screen', ''), (877, 261, '_edit_lock', '1538406347:1'), (878, 261, 'field_5b241810bdd49', 'a:9:{s:3:\"key\";s:19:\"field_5b241810bdd49\";s:5:\"label\";s:10:\"Text color\";s:4:\"name\";s:16:\"work_colors_text\";s:4:\"type\";s:12:\"color_picker\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"none\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:1;}'), (879, 261, 'field_5b241884bdd4a', 'a:9:{s:3:\"key\";s:19:\"field_5b241884bdd4a\";s:5:\"label\";s:12:\"Accent color\";s:4:\"name\";s:18:\"work_colors_accent\";s:4:\"type\";s:12:\"color_picker\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"none\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:2;}'), (880, 261, 'field_5b2418a3bdd4b', 'a:9:{s:3:\"key\";s:19:\"field_5b2418a3bdd4b\";s:5:\"label\";s:16:\"Background color\";s:4:\"name\";s:14:\"work_colors_bg\";s:4:\"type\";s:12:\"color_picker\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:3;}'), (881, 261, 'field_5b2418cebdd4c', 'a:14:{s:3:\"key\";s:19:\"field_5b2418cebdd4c\";s:5:\"label\";s:3:\"Tag\";s:4:\"name\";s:13:\"work_hero_tag\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:5;}'), (883, 261, 'field_5b241a70bdd4e', 'a:9:{s:3:\"key\";s:19:\"field_5b241a70bdd4e\";s:5:\"label\";s:10:\"Text color\";s:4:\"name\";s:19:\"work_hero_textcolor\";s:4:\"type\";s:12:\"color_picker\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"none\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:6;}'), (884, 261, 'field_5b241a9cbdd4f', 'a:11:{s:3:\"key\";s:19:\"field_5b241a9cbdd4f\";s:5:\"label\";s:11:\"Description\";s:4:\"name\";s:21:\"work_call_description\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:8;}'), (885, 261, 'field_5b241ac4bdd50', 'a:11:{s:3:\"key\";s:19:\"field_5b241ac4bdd50\";s:5:\"label\";s:11:\"What We Did\";s:4:\"name\";s:15:\"work_call_wedid\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:9;}'), (886, 261, 'field_5b241b1abdd51', 'a:11:{s:3:\"key\";s:19:\"field_5b241b1abdd51\";s:5:\"label\";s:11:\"Description\";s:4:\"name\";s:24:\"work_thework_description\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:13;}'), (890, 261, 'field_5b241c64ed75b', 'a:13:{s:3:\"key\";s:19:\"field_5b241c64ed75b\";s:5:\"label\";s:6:\"Item 1\";s:4:\"name\";s:18:\"work_impact_1_type\";s:4:\"type\";s:5:\"radio\";s:12:\"instructions\";s:37:\"Select the content type for the item.\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:5:{s:4:\"none\";s:4:\"None\";s:4:\"text\";s:4:\"Text\";s:5:\"quote\";s:5:\"Quote\";s:11:\"quote_image\";s:13:\"Quote + image\";s:8:\"carousel\";s:8:\"Carousel\";}s:12:\"other_choice\";s:1:\"0\";s:17:\"save_other_choice\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:6:\"layout\";s:10:\"horizontal\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"none\";}}s:8:\"allorany\";s:3:\"any\";}s:8:\"order_no\";i:18;}'), (891, 261, 'field_5b241d21ed75c', 'a:11:{s:3:\"key\";s:19:\"field_5b241d21ed75c\";s:5:\"label\";s:4:\"Text\";s:4:\"name\";s:18:\"work_impact_1_text\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:19;}'), (893, 261, 'field_5b241da988ed4', 'a:13:{s:3:\"key\";s:19:\"field_5b241da988ed4\";s:5:\"label\";s:10:\"Quote text\";s:4:\"name\";s:24:\"work_impact_1_quote_text\";s:4:\"type\";s:8:\"textarea\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:9:\"maxlength\";s:0:\"\";s:4:\"rows\";s:0:\"\";s:10:\"formatting\";s:2:\"br\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"quote\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:22;}'), (894, 261, 'field_5b241e1f88ed5', 'a:14:{s:3:\"key\";s:19:\"field_5b241e1f88ed5\";s:5:\"label\";s:12:\"Quote author\";s:4:\"name\";s:26:\"work_impact_1_quote_author\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"quote\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:23;}'), (895, 261, 'field_5b241e5188ed6', 'a:13:{s:3:\"key\";s:19:\"field_5b241e5188ed6\";s:5:\"label\";s:10:\"Quote text\";s:4:\"name\";s:30:\"work_impact_1_quote-image_text\";s:4:\"type\";s:8:\"textarea\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:9:\"maxlength\";s:0:\"\";s:4:\"rows\";s:0:\"\";s:10:\"formatting\";s:2:\"br\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:24;}'), (896, 261, 'field_5b241e6e88ed7', 'a:14:{s:3:\"key\";s:19:\"field_5b241e6e88ed7\";s:5:\"label\";s:12:\"Quote author\";s:4:\"name\";s:32:\"work_impact_1_quote-image_author\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:25;}'), (897, 261, 'field_5b241e8f88ed8', 'a:11:{s:3:\"key\";s:19:\"field_5b241e8f88ed8\";s:5:\"label\";s:11:\"Quote image\";s:4:\"name\";s:31:\"work_impact_1_quote-image_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:26;}'), (905, 261, 'field_5b2420871e096', 'a:13:{s:3:\"key\";s:19:\"field_5b2420871e096\";s:5:\"label\";s:6:\"Item 2\";s:4:\"name\";s:18:\"work_impact_2_type\";s:4:\"type\";s:5:\"radio\";s:12:\"instructions\";s:37:\"Select the content type for the item.\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:6:{s:4:\"none\";s:4:\"None\";s:4:\"text\";s:4:\"Text\";s:5:\"quote\";s:5:\"Quote\";s:11:\"quote_image\";s:13:\"Quote + image\";s:8:\"carousel\";s:8:\"Carousel\";s:5:\"image\";s:5:\"Image\";}s:12:\"other_choice\";s:1:\"0\";s:17:\"save_other_choice\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:6:\"layout\";s:10:\"horizontal\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"any\";}s:8:\"order_no\";i:29;}'), (906, 261, 'field_5b24208a1e097', 'a:11:{s:3:\"key\";s:19:\"field_5b24208a1e097\";s:5:\"label\";s:4:\"Text\";s:4:\"name\";s:18:\"work_impact_2_text\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:30;}'), (907, 261, 'field_5b2420901e098', 'a:13:{s:3:\"key\";s:19:\"field_5b2420901e098\";s:5:\"label\";s:10:\"Quote text\";s:4:\"name\";s:24:\"work_impact_2_quote_text\";s:4:\"type\";s:8:\"textarea\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:9:\"maxlength\";s:0:\"\";s:4:\"rows\";s:0:\"\";s:10:\"formatting\";s:2:\"br\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"quote\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:31;}'), (908, 261, 'field_5b2420931e099', 'a:14:{s:3:\"key\";s:19:\"field_5b2420931e099\";s:5:\"label\";s:12:\"Quote author\";s:4:\"name\";s:26:\"work_impact_2_quote_author\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"quote\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:32;}'), (909, 261, 'field_5b2420971e09a', 'a:13:{s:3:\"key\";s:19:\"field_5b2420971e09a\";s:5:\"label\";s:10:\"Quote text\";s:4:\"name\";s:31:\"work_impact_2_quote-image_text \";s:4:\"type\";s:8:\"textarea\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:9:\"maxlength\";s:0:\"\";s:4:\"rows\";s:0:\"\";s:10:\"formatting\";s:2:\"br\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:33;}'), (910, 261, 'field_5b24209a1e09b', 'a:14:{s:3:\"key\";s:19:\"field_5b24209a1e09b\";s:5:\"label\";s:12:\"Quote author\";s:4:\"name\";s:33:\"work_impact_2_quote-image_author \";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:34;}'), (912, 261, 'field_5b24209c1e09c', 'a:11:{s:3:\"key\";s:19:\"field_5b24209c1e09c\";s:5:\"label\";s:11:\"Quote image\";s:4:\"name\";s:32:\"work_impact_2_quote-image_image \";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:35;}'), (918, 261, 'field_5b2423b7155ca', 'a:13:{s:3:\"key\";s:19:\"field_5b2423b7155ca\";s:5:\"label\";s:6:\"Item 3\";s:4:\"name\";s:18:\"work_impact_3_type\";s:4:\"type\";s:5:\"radio\";s:12:\"instructions\";s:37:\"Select the content type for the item.\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:6:{s:4:\"none\";s:4:\"None\";s:4:\"text\";s:4:\"Text\";s:5:\"quote\";s:5:\"Quote\";s:11:\"quote_image\";s:13:\"Quote + image\";s:8:\"carousel\";s:8:\"Carousel\";s:5:\"image\";s:5:\"Image\";}s:12:\"other_choice\";s:1:\"0\";s:17:\"save_other_choice\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:6:\"layout\";s:10:\"horizontal\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"any\";}s:8:\"order_no\";i:39;}'), (919, 261, 'field_5b2423bc155cb', 'a:11:{s:3:\"key\";s:19:\"field_5b2423bc155cb\";s:5:\"label\";s:4:\"Text\";s:4:\"name\";s:18:\"work_impact_3_text\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2423b7155ca\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:40;}'), (920, 261, 'field_5b2423bf155cc', 'a:13:{s:3:\"key\";s:19:\"field_5b2423bf155cc\";s:5:\"label\";s:10:\"Quote text\";s:4:\"name\";s:24:\"work_impact_3_quote_text\";s:4:\"type\";s:8:\"textarea\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:9:\"maxlength\";s:0:\"\";s:4:\"rows\";s:0:\"\";s:10:\"formatting\";s:2:\"br\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2423b7155ca\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"quote\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:41;}'), (921, 261, 'field_5b2423c3155cd', 'a:14:{s:3:\"key\";s:19:\"field_5b2423c3155cd\";s:5:\"label\";s:12:\"Quote author\";s:4:\"name\";s:26:\"work_impact_3_quote_author\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2423b7155ca\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"quote\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:42;}'), (922, 261, 'field_5b2423c6155ce', 'a:13:{s:3:\"key\";s:19:\"field_5b2423c6155ce\";s:5:\"label\";s:10:\"Quote text\";s:4:\"name\";s:30:\"work_impact_3_quote-image_text\";s:4:\"type\";s:8:\"textarea\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:9:\"maxlength\";s:0:\"\";s:4:\"rows\";s:0:\"\";s:10:\"formatting\";s:2:\"br\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2423b7155ca\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:43;}'), (923, 261, 'field_5b2423c8155cf', 'a:14:{s:3:\"key\";s:19:\"field_5b2423c8155cf\";s:5:\"label\";s:12:\"Quote author\";s:4:\"name\";s:32:\"work_impact_3_quote-image_author\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2423b7155ca\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:44;}'), (924, 261, 'field_5b2423ce155d0', 'a:11:{s:3:\"key\";s:19:\"field_5b2423ce155d0\";s:5:\"label\";s:11:\"Quote image\";s:4:\"name\";s:31:\"work_impact_3_quote-image_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2423b7155ca\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:45;}'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (927, 261, 'field_5b2426034a947', 'a:13:{s:3:\"key\";s:19:\"field_5b2426034a947\";s:5:\"label\";s:6:\"Item 4\";s:4:\"name\";s:18:\"work_impact_4_type\";s:4:\"type\";s:5:\"radio\";s:12:\"instructions\";s:37:\"Select the content type for the item.\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:6:{s:4:\"none\";s:4:\"None\";s:4:\"text\";s:4:\"Text\";s:5:\"quote\";s:5:\"Quote\";s:11:\"quote_image\";s:13:\"Quote + image\";s:8:\"carousel\";s:8:\"Carousel\";s:5:\"image\";s:5:\"Image\";}s:12:\"other_choice\";s:1:\"0\";s:17:\"save_other_choice\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:6:\"layout\";s:10:\"horizontal\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"any\";}s:8:\"order_no\";i:49;}'), (928, 261, 'field_5b24260d4a949', 'a:11:{s:3:\"key\";s:19:\"field_5b24260d4a949\";s:5:\"label\";s:4:\"Text\";s:4:\"name\";s:18:\"work_impact_4_text\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2426034a947\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:50;}'), (929, 261, 'field_5b2426084a948', 'a:13:{s:3:\"key\";s:19:\"field_5b2426084a948\";s:5:\"label\";s:10:\"Quote text\";s:4:\"name\";s:24:\"work_impact_4_quote_text\";s:4:\"type\";s:8:\"textarea\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:9:\"maxlength\";s:0:\"\";s:4:\"rows\";s:0:\"\";s:10:\"formatting\";s:2:\"br\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2426034a947\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"quote\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:51;}'), (930, 261, 'field_5b2426114a94a', 'a:14:{s:3:\"key\";s:19:\"field_5b2426114a94a\";s:5:\"label\";s:12:\"Quote author\";s:4:\"name\";s:26:\"work_impact_4_quote_author\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2426034a947\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"quote\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:52;}'), (931, 261, 'field_5b2427004a94f', 'a:13:{s:3:\"key\";s:19:\"field_5b2427004a94f\";s:5:\"label\";s:10:\"Quote text\";s:4:\"name\";s:30:\"work_impact_4_quote-image_text\";s:4:\"type\";s:8:\"textarea\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:9:\"maxlength\";s:0:\"\";s:4:\"rows\";s:0:\"\";s:10:\"formatting\";s:2:\"br\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2426034a947\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:53;}'), (932, 261, 'field_5b2426184a94c', 'a:14:{s:3:\"key\";s:19:\"field_5b2426184a94c\";s:5:\"label\";s:12:\"Quote author\";s:4:\"name\";s:32:\"work_impact_4_quote-image_author\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2426034a947\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:54;}'), (933, 261, 'field_5b24261b4a94d', 'a:11:{s:3:\"key\";s:19:\"field_5b24261b4a94d\";s:5:\"label\";s:11:\"Quote image\";s:4:\"name\";s:31:\"work_impact_4_quote-image_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2426034a947\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:55;}'), (936, 47, '_thumbnail_id', '339'), (937, 47, 'work_colors_text', '#ffffff'), (938, 47, '_work_colors_text', 'field_5b241810bdd49'), (939, 47, 'work_colors_accent', '#007bc1'), (940, 47, '_work_colors_accent', 'field_5b241884bdd4a'), (941, 47, 'work_colors_bg', '#0094d0'), (942, 47, '_work_colors_bg', 'field_5b2418a3bdd4b'), (943, 47, 'work_hero_tag', 'Land o Lakes'), (944, 47, '_work_hero_tag', 'field_5b2418cebdd4c'), (945, 47, 'work_hero_title', ''), (946, 47, '_work_hero_title', 'field_5b2419f7bdd4d'), (947, 47, 'work_hero_textcolor', '#ffffff'), (948, 47, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (949, 47, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (950, 47, '_work_call_description', 'field_5b241a9cbdd4f'), (951, 47, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (952, 47, '_work_call_wedid', 'field_5b241ac4bdd50'), (953, 47, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (954, 47, '_work_thework_description', 'field_5b241b1abdd51'), (955, 47, 'work_thework_image', '347'), (956, 47, '_work_thework_image', 'field_5b241b76bdd52'), (957, 47, 'work_impact_1_type', 'text'), (958, 47, '_work_impact_1_type', 'field_5b241c64ed75b'), (959, 47, 'work_impact_2_type', 'image'), (960, 47, '_work_impact_2_type', 'field_5b2420871e096'), (961, 47, 'work_impact_3_type', 'image'), (962, 47, '_work_impact_3_type', 'field_5b2423b7155ca'), (963, 47, 'work_impact_4_type', 'none'), (964, 47, '_work_impact_4_type', 'field_5b2426034a947'), (965, 31, '_thumbnail_id', '377'), (966, 31, 'work_colors_text', '#ffffff'), (967, 31, '_work_colors_text', 'field_5b241810bdd49'), (968, 31, 'work_colors_accent', '#2c4d84'), (969, 31, '_work_colors_accent', 'field_5b241884bdd4a'), (970, 31, 'work_colors_bg', '#171f30'), (971, 31, '_work_colors_bg', 'field_5b2418a3bdd4b'), (972, 31, 'work_hero_tag', 'Terra'), (973, 31, '_work_hero_tag', 'field_5b2418cebdd4c'), (974, 31, 'work_hero_title', ''), (975, 31, '_work_hero_title', 'field_5b2419f7bdd4d'), (976, 31, 'work_hero_textcolor', '#ffffff'), (977, 31, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (978, 31, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (979, 31, '_work_call_description', 'field_5b241a9cbdd4f'), (980, 31, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (981, 31, '_work_call_wedid', 'field_5b241ac4bdd50'), (982, 31, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (983, 31, '_work_thework_description', 'field_5b241b1abdd51'), (984, 31, 'work_thework_image', '650'), (985, 31, '_work_thework_image', 'field_5b241b76bdd52'), (986, 31, 'work_impact_1_type', 'quote'), (987, 31, '_work_impact_1_type', 'field_5b241c64ed75b'), (988, 31, 'work_impact_2_type', 'image'), (989, 31, '_work_impact_2_type', 'field_5b2420871e096'), (990, 31, 'work_impact_3_type', 'quote_image'), (991, 31, '_work_impact_3_type', 'field_5b2423b7155ca'), (992, 31, 'work_impact_4_type', 'none'), (993, 31, '_work_impact_4_type', 'field_5b2426034a947'), (994, 41, '_thumbnail_id', '317'), (995, 41, 'work_colors_text', '#163868'), (996, 41, '_work_colors_text', 'field_5b241810bdd49'), (997, 41, 'work_colors_accent', '#69b9c6'), (998, 41, '_work_colors_accent', 'field_5b241884bdd4a'), (999, 41, 'work_colors_bg', '#c9e9ee'), (1000, 41, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1001, 41, 'work_hero_tag', 'Pillsbury'), (1002, 41, '_work_hero_tag', 'field_5b2418cebdd4c'), (1003, 41, 'work_hero_title', ''), (1004, 41, '_work_hero_title', 'field_5b2419f7bdd4d'), (1005, 41, 'work_hero_textcolor', '#ffffff'), (1006, 41, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1007, 41, 'work_call_description', 'Pillsbury is a true American icon with nearly universal recognition and positive sentiment from consumers across the country. However, its relevancy was waning as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (1008, 41, '_work_call_description', 'field_5b241a9cbdd4f'), (1009, 41, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (1010, 41, '_work_call_wedid', 'field_5b241ac4bdd50'), (1011, 41, 'work_thework_description', 'Cultural analysis and in-depth consumer research revealed that Millennial families were done with false images of domestic bliss. American kitchens are no longer solely the domain for culinary pursuits - they’re the hub for all family activity. Shared experiences are valued above anything else.\r\n\r\nInstead of simply touting their products, Pillsbury had an opportunity to share the authenticity of the experiences their brand could facilitate. They needed to transform their brand and their culture from being an old school baking company to being a modern making company.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (1012, 41, '_work_thework_description', 'field_5b241b1abdd51'), (1013, 41, 'work_thework_image', '648'), (1014, 41, '_work_thework_image', 'field_5b241b76bdd52'), (1015, 41, 'work_impact_1_type', 'text'), (1016, 41, '_work_impact_1_type', 'field_5b241c64ed75b'), (1017, 41, 'work_impact_2_type', 'image'), (1018, 41, '_work_impact_2_type', 'field_5b2420871e096'), (1019, 41, 'work_impact_3_type', 'quote'), (1020, 41, '_work_impact_3_type', 'field_5b2423b7155ca'), (1021, 41, 'work_impact_4_type', 'image'), (1022, 41, '_work_impact_4_type', 'field_5b2426034a947'), (1023, 60, '_thumbnail_id', '362'), (1024, 60, 'work_colors_text', '#ffffff'), (1025, 60, '_work_colors_text', 'field_5b241810bdd49'), (1026, 60, 'work_colors_accent', '#af020c'), (1027, 60, '_work_colors_accent', 'field_5b241884bdd4a'), (1028, 60, 'work_colors_bg', '#cc081e'), (1029, 60, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1030, 60, 'work_hero_tag', 'Chex'), (1031, 60, '_work_hero_tag', 'field_5b2418cebdd4c'), (1032, 60, 'work_hero_title', ''), (1033, 60, '_work_hero_title', 'field_5b2419f7bdd4d'), (1034, 60, 'work_hero_textcolor', '#ffffff'), (1035, 60, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1036, 60, 'work_call_description', 'How do you re-stage an iconic cereal brand for a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (1037, 60, '_work_call_description', 'field_5b241a9cbdd4f'), (1038, 60, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (1039, 60, '_work_call_wedid', 'field_5b241ac4bdd50'), (1040, 60, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created a visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (1041, 60, '_work_thework_description', 'field_5b241b1abdd51'), (1042, 60, 'work_thework_image', '365'), (1043, 60, '_work_thework_image', 'field_5b241b76bdd52'), (1044, 60, 'work_impact_1_type', 'text'), (1045, 60, '_work_impact_1_type', 'field_5b241c64ed75b'), (1046, 60, 'work_impact_2_type', 'image'), (1047, 60, '_work_impact_2_type', 'field_5b2420871e096'), (1048, 60, 'work_impact_3_type', 'none'), (1049, 60, '_work_impact_3_type', 'field_5b2423b7155ca'), (1050, 60, 'work_impact_4_type', 'none'), (1051, 60, '_work_impact_4_type', 'field_5b2426034a947'), (1052, 39, '_thumbnail_id', '333'), (1053, 39, 'work_colors_text', '#000000'), (1054, 39, '_work_colors_text', 'field_5b241810bdd49'), (1055, 39, 'work_colors_accent', '#fc8168'), (1056, 39, '_work_colors_accent', 'field_5b241884bdd4a'), (1057, 39, 'work_colors_bg', '#fd9982'), (1058, 39, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1059, 39, 'work_hero_tag', 'Maranatha'), (1060, 39, '_work_hero_tag', 'field_5b2418cebdd4c'), (1061, 39, 'work_hero_title', ''), (1062, 39, '_work_hero_title', 'field_5b2419f7bdd4d'), (1063, 39, 'work_hero_textcolor', '#ffffff'), (1064, 39, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1065, 39, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (1066, 39, '_work_call_description', 'field_5b241a9cbdd4f'), (1067, 39, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (1068, 39, '_work_call_wedid', 'field_5b241ac4bdd50'), (1069, 39, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (1070, 39, '_work_thework_description', 'field_5b241b1abdd51'), (1071, 39, 'work_thework_image', '336'), (1072, 39, '_work_thework_image', 'field_5b241b76bdd52'), (1073, 39, 'work_impact_1_type', 'text'), (1074, 39, '_work_impact_1_type', 'field_5b241c64ed75b'), (1075, 39, 'work_impact_2_type', 'image'), (1076, 39, '_work_impact_2_type', 'field_5b2420871e096'), (1077, 39, 'work_impact_3_type', 'none'), (1078, 39, '_work_impact_3_type', 'field_5b2423b7155ca'), (1079, 39, 'work_impact_4_type', 'none'), (1080, 39, '_work_impact_4_type', 'field_5b2426034a947'), (1081, 45, '_thumbnail_id', '308'), (1082, 45, 'work_colors_text', '#000000'), (1083, 45, '_work_colors_text', 'field_5b241810bdd49'), (1084, 45, 'work_colors_accent', '#eeba06'), (1085, 45, '_work_colors_accent', 'field_5b241884bdd4a'), (1086, 45, 'work_colors_bg', '#ffdc00'), (1087, 45, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1088, 45, 'work_hero_tag', 'Cheerios'), (1089, 45, '_work_hero_tag', 'field_5b2418cebdd4c'), (1090, 45, 'work_hero_title', ''), (1091, 45, '_work_hero_title', 'field_5b2419f7bdd4d'), (1092, 45, 'work_hero_textcolor', '#000000'), (1093, 45, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1094, 45, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (1095, 45, '_work_call_description', 'field_5b241a9cbdd4f'), (1096, 45, 'work_call_wedid', 'Purpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (1097, 45, '_work_call_wedid', 'field_5b241ac4bdd50'), (1098, 45, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language, creating greater consistency in the treatment of the Cheerios logo, and staging areas helped to unify the portfolio.'), (1099, 45, '_work_thework_description', 'field_5b241b1abdd51'), (1100, 45, 'work_thework_image', '310'), (1101, 45, '_work_thework_image', 'field_5b241b76bdd52'), (1102, 45, 'work_impact_1_type', 'text'), (1103, 45, '_work_impact_1_type', 'field_5b241c64ed75b'), (1104, 45, 'work_impact_2_type', 'carousel'), (1105, 45, '_work_impact_2_type', 'field_5b2420871e096'), (1106, 45, 'work_impact_3_type', 'none'), (1107, 45, '_work_impact_3_type', 'field_5b2423b7155ca'), (1108, 45, 'work_impact_4_type', 'none'), (1109, 45, '_work_impact_4_type', 'field_5b2426034a947'), (1110, 43, '_thumbnail_id', '351'), (1111, 43, 'work_colors_text', '#000000'), (1112, 43, '_work_colors_text', 'field_5b241810bdd49'), (1113, 43, 'work_colors_accent', '#4cbff3'), (1114, 43, '_work_colors_accent', 'field_5b241884bdd4a'), (1115, 43, 'work_colors_bg', '#79d7f8'), (1116, 43, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1117, 43, 'work_hero_tag', 'JÄsÖn'), (1118, 43, '_work_hero_tag', 'field_5b2418cebdd4c'), (1119, 43, 'work_hero_title', ''), (1120, 43, '_work_hero_title', 'field_5b2419f7bdd4d'), (1121, 43, 'work_hero_textcolor', '#ffffff'), (1122, 43, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1123, 43, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed to define what the brand stood for, and how to uniquely express its point of view at shelf.'), (1124, 43, '_work_call_description', 'field_5b241a9cbdd4f'), (1125, 43, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (1126, 43, '_work_call_wedid', 'field_5b241ac4bdd50'), (1127, 43, 'work_thework_description', 'We discovered that Jason actually means “healer” in Greek. And the “umlaut” over the “A” in the brand mark suggested Swiss origin - a place where mountain botanicals and the idea of herbal healing lives large.\r\n\r\nWe began to explore how the idea of “living well” could be reimagined for the modern American family. Through our design exploratory we refashioned latent notions of a healing place into something more luminous, experiential and enlightening. JASON was renewed as a brand with the power to open our eyes to the restorative wonders the natural world.'), (1128, 43, '_work_thework_description', 'field_5b241b1abdd51'), (1129, 43, 'work_thework_image', '354'), (1130, 43, '_work_thework_image', 'field_5b241b76bdd52'), (1131, 43, 'work_impact_1_type', 'text'), (1132, 43, '_work_impact_1_type', 'field_5b241c64ed75b'), (1133, 43, 'work_impact_2_type', 'image'), (1134, 43, '_work_impact_2_type', 'field_5b2420871e096'), (1135, 43, 'work_impact_3_type', 'none'), (1136, 43, '_work_impact_3_type', 'field_5b2423b7155ca'), (1137, 43, 'work_impact_4_type', 'none'), (1138, 43, '_work_impact_4_type', 'field_5b2426034a947'), (1139, 264, 'work_colors_text', ''), (1140, 264, '_work_colors_text', 'field_5b241810bdd49'), (1141, 264, 'work_colors_accent', ''), (1142, 264, '_work_colors_accent', 'field_5b241884bdd4a'), (1143, 264, 'work_colors_bg', ''), (1144, 264, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1145, 264, 'work_hero_tag', 'Land o Lakes'), (1146, 264, '_work_hero_tag', 'field_5b2418cebdd4c'), (1147, 264, 'work_hero_title', ''), (1148, 264, '_work_hero_title', 'field_5b2419f7bdd4d'), (1149, 264, 'work_hero_textcolor', ''), (1150, 264, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1151, 264, 'work_call_description', ''), (1152, 264, '_work_call_description', 'field_5b241a9cbdd4f'), (1153, 264, 'work_call_wedid', ''), (1154, 264, '_work_call_wedid', 'field_5b241ac4bdd50'), (1155, 264, 'work_thework_description', ''), (1156, 264, '_work_thework_description', 'field_5b241b1abdd51'), (1157, 264, 'work_thework_image', ''), (1158, 264, '_work_thework_image', 'field_5b241b76bdd52'), (1159, 264, 'work_impact_1_type', 'none'), (1160, 264, '_work_impact_1_type', 'field_5b241c64ed75b'), (1161, 264, 'work_impact_2_type', 'none'), (1162, 264, '_work_impact_2_type', 'field_5b2420871e096'), (1163, 264, 'work_impact_3_type', 'none'), (1164, 264, '_work_impact_3_type', 'field_5b2423b7155ca'), (1165, 264, 'work_impact_4_type', 'none'), (1166, 264, '_work_impact_4_type', 'field_5b2426034a947'), (1167, 265, 'work_colors_text', ''), (1168, 265, '_work_colors_text', 'field_5b241810bdd49'), (1169, 265, 'work_colors_accent', ''), (1170, 265, '_work_colors_accent', 'field_5b241884bdd4a'), (1171, 265, 'work_colors_bg', ''), (1172, 265, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1173, 265, 'work_hero_tag', 'Chex'), (1174, 265, '_work_hero_tag', 'field_5b2418cebdd4c'), (1175, 265, 'work_hero_title', ''), (1176, 265, '_work_hero_title', 'field_5b2419f7bdd4d'), (1177, 265, 'work_hero_textcolor', ''), (1178, 265, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1179, 265, 'work_call_description', ''), (1180, 265, '_work_call_description', 'field_5b241a9cbdd4f'), (1181, 265, 'work_call_wedid', ''), (1182, 265, '_work_call_wedid', 'field_5b241ac4bdd50'), (1183, 265, 'work_thework_description', ''), (1184, 265, '_work_thework_description', 'field_5b241b1abdd51'), (1185, 265, 'work_thework_image', ''), (1186, 265, '_work_thework_image', 'field_5b241b76bdd52'), (1187, 265, 'work_impact_1_type', 'none'), (1188, 265, '_work_impact_1_type', 'field_5b241c64ed75b'), (1189, 265, 'work_impact_2_type', 'none'), (1190, 265, '_work_impact_2_type', 'field_5b2420871e096'), (1191, 265, 'work_impact_3_type', 'none'), (1192, 265, '_work_impact_3_type', 'field_5b2423b7155ca'), (1193, 265, 'work_impact_4_type', 'none'), (1194, 265, '_work_impact_4_type', 'field_5b2426034a947'), (1195, 266, 'work_colors_text', ''), (1196, 266, '_work_colors_text', 'field_5b241810bdd49'), (1197, 266, 'work_colors_accent', ''), (1198, 266, '_work_colors_accent', 'field_5b241884bdd4a'), (1199, 266, 'work_colors_bg', ''), (1200, 266, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1201, 266, 'work_hero_tag', 'Pillsbury'), (1202, 266, '_work_hero_tag', 'field_5b2418cebdd4c'), (1203, 266, 'work_hero_title', ''), (1204, 266, '_work_hero_title', 'field_5b2419f7bdd4d'), (1205, 266, 'work_hero_textcolor', ''), (1206, 266, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1207, 266, 'work_call_description', ''), (1208, 266, '_work_call_description', 'field_5b241a9cbdd4f'), (1209, 266, 'work_call_wedid', ''), (1210, 266, '_work_call_wedid', 'field_5b241ac4bdd50'), (1211, 266, 'work_thework_description', ''), (1212, 266, '_work_thework_description', 'field_5b241b1abdd51'), (1213, 266, 'work_thework_image', ''), (1214, 266, '_work_thework_image', 'field_5b241b76bdd52'), (1215, 266, 'work_impact_1_type', 'none'), (1216, 266, '_work_impact_1_type', 'field_5b241c64ed75b'), (1217, 266, 'work_impact_2_type', 'none'), (1218, 266, '_work_impact_2_type', 'field_5b2420871e096'), (1219, 266, 'work_impact_3_type', 'none'), (1220, 266, '_work_impact_3_type', 'field_5b2423b7155ca'), (1221, 266, 'work_impact_4_type', 'none'), (1222, 266, '_work_impact_4_type', 'field_5b2426034a947'), (1223, 267, 'work_colors_text', ''), (1224, 267, '_work_colors_text', 'field_5b241810bdd49'), (1225, 267, 'work_colors_accent', ''), (1226, 267, '_work_colors_accent', 'field_5b241884bdd4a'), (1227, 267, 'work_colors_bg', ''), (1228, 267, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1229, 267, 'work_hero_tag', 'Chex'), (1230, 267, '_work_hero_tag', 'field_5b2418cebdd4c'), (1231, 267, 'work_hero_title', ''), (1232, 267, '_work_hero_title', 'field_5b2419f7bdd4d'), (1233, 267, 'work_hero_textcolor', ''), (1234, 267, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1235, 267, 'work_call_description', ''), (1236, 267, '_work_call_description', 'field_5b241a9cbdd4f'), (1237, 267, 'work_call_wedid', ''), (1238, 267, '_work_call_wedid', 'field_5b241ac4bdd50'), (1239, 267, 'work_thework_description', ''), (1240, 267, '_work_thework_description', 'field_5b241b1abdd51'), (1241, 267, 'work_thework_image', ''), (1242, 267, '_work_thework_image', 'field_5b241b76bdd52'), (1243, 267, 'work_impact_1_type', 'none'), (1244, 267, '_work_impact_1_type', 'field_5b241c64ed75b'), (1245, 267, 'work_impact_2_type', 'none'), (1246, 267, '_work_impact_2_type', 'field_5b2420871e096'), (1247, 267, 'work_impact_3_type', 'none'), (1248, 267, '_work_impact_3_type', 'field_5b2423b7155ca'), (1249, 267, 'work_impact_4_type', 'none'), (1250, 267, '_work_impact_4_type', 'field_5b2426034a947'), (1251, 268, 'work_colors_text', ''), (1252, 268, '_work_colors_text', 'field_5b241810bdd49'), (1253, 268, 'work_colors_accent', ''), (1254, 268, '_work_colors_accent', 'field_5b241884bdd4a'), (1255, 268, 'work_colors_bg', ''), (1256, 268, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1257, 268, 'work_hero_tag', 'Land o Lakes'), (1258, 268, '_work_hero_tag', 'field_5b2418cebdd4c'), (1259, 268, 'work_hero_title', ''), (1260, 268, '_work_hero_title', 'field_5b2419f7bdd4d'), (1261, 268, 'work_hero_textcolor', ''), (1262, 268, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1263, 268, 'work_call_description', ''), (1264, 268, '_work_call_description', 'field_5b241a9cbdd4f'), (1265, 268, 'work_call_wedid', ''), (1266, 268, '_work_call_wedid', 'field_5b241ac4bdd50'), (1267, 268, 'work_thework_description', ''), (1268, 268, '_work_thework_description', 'field_5b241b1abdd51'), (1269, 268, 'work_thework_image', ''), (1270, 268, '_work_thework_image', 'field_5b241b76bdd52'), (1271, 268, 'work_impact_1_type', 'none'), (1272, 268, '_work_impact_1_type', 'field_5b241c64ed75b'), (1273, 268, 'work_impact_2_type', 'none'), (1274, 268, '_work_impact_2_type', 'field_5b2420871e096'), (1275, 268, 'work_impact_3_type', 'none'), (1276, 268, '_work_impact_3_type', 'field_5b2423b7155ca'), (1277, 268, 'work_impact_4_type', 'none'), (1278, 268, '_work_impact_4_type', 'field_5b2426034a947'), (1279, 269, 'work_colors_text', ''), (1280, 269, '_work_colors_text', 'field_5b241810bdd49'), (1281, 269, 'work_colors_accent', ''), (1282, 269, '_work_colors_accent', 'field_5b241884bdd4a'), (1283, 269, 'work_colors_bg', ''), (1284, 269, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1285, 269, 'work_hero_tag', 'Chex'), (1286, 269, '_work_hero_tag', 'field_5b2418cebdd4c'), (1287, 269, 'work_hero_title', ''), (1288, 269, '_work_hero_title', 'field_5b2419f7bdd4d'), (1289, 269, 'work_hero_textcolor', ''), (1290, 269, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1291, 269, 'work_call_description', ''), (1292, 269, '_work_call_description', 'field_5b241a9cbdd4f'), (1293, 269, 'work_call_wedid', ''), (1294, 269, '_work_call_wedid', 'field_5b241ac4bdd50'), (1295, 269, 'work_thework_description', ''), (1296, 269, '_work_thework_description', 'field_5b241b1abdd51'), (1297, 269, 'work_thework_image', ''), (1298, 269, '_work_thework_image', 'field_5b241b76bdd52'), (1299, 269, 'work_impact_1_type', 'none'), (1300, 269, '_work_impact_1_type', 'field_5b241c64ed75b'), (1301, 269, 'work_impact_2_type', 'none'), (1302, 269, '_work_impact_2_type', 'field_5b2420871e096'), (1303, 269, 'work_impact_3_type', 'none'), (1304, 269, '_work_impact_3_type', 'field_5b2423b7155ca'), (1305, 269, 'work_impact_4_type', 'none'), (1306, 269, '_work_impact_4_type', 'field_5b2426034a947'), (1307, 270, 'work_colors_text', ''), (1308, 270, '_work_colors_text', 'field_5b241810bdd49'), (1309, 270, 'work_colors_accent', ''), (1310, 270, '_work_colors_accent', 'field_5b241884bdd4a'), (1311, 270, 'work_colors_bg', ''), (1312, 270, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1313, 270, 'work_hero_tag', 'Land o Lakes'), (1314, 270, '_work_hero_tag', 'field_5b2418cebdd4c'), (1315, 270, 'work_hero_title', ''), (1316, 270, '_work_hero_title', 'field_5b2419f7bdd4d'), (1317, 270, 'work_hero_textcolor', ''), (1318, 270, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1319, 270, 'work_call_description', ''), (1320, 270, '_work_call_description', 'field_5b241a9cbdd4f'), (1321, 270, 'work_call_wedid', ''), (1322, 270, '_work_call_wedid', 'field_5b241ac4bdd50'), (1323, 270, 'work_thework_description', ''), (1324, 270, '_work_thework_description', 'field_5b241b1abdd51'), (1325, 270, 'work_thework_image', ''), (1326, 270, '_work_thework_image', 'field_5b241b76bdd52'), (1327, 270, 'work_impact_1_type', 'none'), (1328, 270, '_work_impact_1_type', 'field_5b241c64ed75b'), (1329, 270, 'work_impact_2_type', 'none'), (1330, 270, '_work_impact_2_type', 'field_5b2420871e096'), (1331, 270, 'work_impact_3_type', 'none'), (1332, 270, '_work_impact_3_type', 'field_5b2423b7155ca'), (1333, 270, 'work_impact_4_type', 'none'), (1334, 270, '_work_impact_4_type', 'field_5b2426034a947'), (1345, 273, 'work_featured_post', '31'), (1346, 273, '_work_featured_post', 'field_5b27bec033606'), (1347, 11, 'work_featured_post', '31'), (1348, 11, '_work_featured_post', 'field_5b27e6750d653'), (1349, 274, 'work_featured_post', '47'), (1350, 274, '_work_featured_post', 'field_5b27bec033606'), (1352, 31, 'Array_secondary-image_thumbnail_id', '272'), (1353, 275, 'work_featured_post', '31'), (1354, 275, '_work_featured_post', 'field_5b27bec033606'), (1358, 277, 'work_featured_post', '47'), (1359, 277, '_work_featured_post', 'field_5b27bec033606'), (1363, 280, '_edit_last', '1'), (1364, 280, 'field_5b27e6750d653', 'a:12:{s:3:\"key\";s:19:\"field_5b27e6750d653\";s:5:\"label\";s:13:\"Select a post\";s:4:\"name\";s:18:\"work_featured_post\";s:4:\"type\";s:11:\"post_object\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:9:\"post_type\";a:1:{i:0;s:4:\"work\";}s:8:\"taxonomy\";a:5:{i:0;s:16:\"category-work:15\";i:1;s:16:\"category-work:16\";i:2;s:16:\"category-work:17\";i:3;s:16:\"category-work:13\";i:4;s:16:\"category-work:14\";}s:10:\"allow_null\";s:1:\"0\";s:8:\"multiple\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:2:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (1366, 280, 'position', 'normal'), (1367, 280, 'layout', 'default'), (1368, 280, 'hide_on_screen', ''), (1369, 280, '_edit_lock', '1530711923:1'), (1371, 281, 'work_featured_post', '47'), (1372, 281, '_work_featured_post', 'field_5b27e6750d653'), (1374, 47, 'Array_secondary-image_thumbnail_id', '205'), (1375, 47, 'Array_secondary-image-work_thumbnail_id', '209'), (1376, 280, 'rule', 'a:5:{s:5:\"param\";s:4:\"page\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:2:\"11\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (1377, 282, '_edit_last', '1'), (1378, 282, 'field_5b27eac37a115', 'a:11:{s:3:\"key\";s:19:\"field_5b27eac37a115\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:19:\"work_featured_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (1380, 282, 'position', 'normal'), (1381, 282, 'layout', 'default'), (1382, 282, 'hide_on_screen', ''), (1383, 282, '_edit_lock', '1530036931:1'), (1384, 282, 'rule', 'a:5:{s:5:\"param\";s:9:\"post_type\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"work\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (1385, 283, 'work_featured_image', '272'), (1386, 283, '_work_featured_image', 'field_5b27eac37a115'), (1387, 283, 'work_colors_text', ''), (1388, 283, '_work_colors_text', 'field_5b241810bdd49'), (1389, 283, 'work_colors_accent', ''), (1390, 283, '_work_colors_accent', 'field_5b241884bdd4a'), (1391, 283, 'work_colors_bg', ''), (1392, 283, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1393, 283, 'work_hero_tag', 'Land o Lakes'), (1394, 283, '_work_hero_tag', 'field_5b2418cebdd4c'), (1395, 283, 'work_hero_title', ''), (1396, 283, '_work_hero_title', 'field_5b2419f7bdd4d'), (1397, 283, 'work_hero_textcolor', ''), (1398, 283, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1399, 283, 'work_call_description', ''), (1400, 283, '_work_call_description', 'field_5b241a9cbdd4f'), (1401, 283, 'work_call_wedid', ''), (1402, 283, '_work_call_wedid', 'field_5b241ac4bdd50'), (1403, 283, 'work_thework_description', ''), (1404, 283, '_work_thework_description', 'field_5b241b1abdd51'), (1405, 283, 'work_thework_image', ''), (1406, 283, '_work_thework_image', 'field_5b241b76bdd52'), (1407, 283, 'work_impact_1_type', 'none'), (1408, 283, '_work_impact_1_type', 'field_5b241c64ed75b'), (1409, 283, 'work_impact_2_type', 'none'), (1410, 283, '_work_impact_2_type', 'field_5b2420871e096'), (1411, 283, 'work_impact_3_type', 'none'), (1412, 283, '_work_impact_3_type', 'field_5b2423b7155ca'), (1413, 283, 'work_impact_4_type', 'none'), (1414, 283, '_work_impact_4_type', 'field_5b2426034a947'), (1415, 47, 'work_featured_image', '345'), (1416, 47, '_work_featured_image', 'field_5b27eac37a115'), (1417, 284, '_wp_attached_file', '2018/06/hero-work.jpg'), (1418, 284, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:21:\"2018/06/hero-work.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"hero-work-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:21:\"hero-work-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:23:\"hero-work-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (1419, 285, 'work_featured_image', '284'), (1420, 285, '_work_featured_image', 'field_5b27eac37a115'), (1421, 285, 'work_colors_text', ''), (1422, 285, '_work_colors_text', 'field_5b241810bdd49'), (1423, 285, 'work_colors_accent', ''), (1424, 285, '_work_colors_accent', 'field_5b241884bdd4a'), (1425, 285, 'work_colors_bg', ''), (1426, 285, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1427, 285, 'work_hero_tag', 'Land o Lakes'), (1428, 285, '_work_hero_tag', 'field_5b2418cebdd4c'), (1429, 285, 'work_hero_title', ''), (1430, 285, '_work_hero_title', 'field_5b2419f7bdd4d'), (1431, 285, 'work_hero_textcolor', ''), (1432, 285, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1433, 285, 'work_call_description', ''), (1434, 285, '_work_call_description', 'field_5b241a9cbdd4f'), (1435, 285, 'work_call_wedid', ''), (1436, 285, '_work_call_wedid', 'field_5b241ac4bdd50'), (1437, 285, 'work_thework_description', ''), (1438, 285, '_work_thework_description', 'field_5b241b1abdd51'), (1439, 285, 'work_thework_image', ''), (1440, 285, '_work_thework_image', 'field_5b241b76bdd52'), (1441, 285, 'work_impact_1_type', 'none'), (1442, 285, '_work_impact_1_type', 'field_5b241c64ed75b'), (1443, 285, 'work_impact_2_type', 'none'), (1444, 285, '_work_impact_2_type', 'field_5b2420871e096'), (1445, 285, 'work_impact_3_type', 'none'), (1446, 285, '_work_impact_3_type', 'field_5b2423b7155ca'), (1447, 285, 'work_impact_4_type', 'none'), (1448, 285, '_work_impact_4_type', 'field_5b2426034a947'), (1449, 286, '_edit_last', '1'), (1450, 286, 'field_5b27ece0d75c4', 'a:11:{s:3:\"key\";s:19:\"field_5b27ece0d75c4\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:19:\"thinking_hero_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b49f1bbea434\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:2;}'), (1452, 286, 'position', 'normal'), (1453, 286, 'layout', 'default'), (1454, 286, 'hide_on_screen', ''), (1455, 286, '_edit_lock', '1538139460:1'), (1457, 287, 'thinking_featured_image', '105'), (1458, 287, '_thinking_featured_image', 'field_5b27ece0d75c4'), (1459, 90, 'thinking_featured_image', '105'), (1460, 90, '_thinking_featured_image', 'field_5b27ece0d75c4'), (1461, 43, 'work_featured_image', '352'), (1462, 43, '_work_featured_image', 'field_5b27eac37a115'), (1463, 288, 'work_featured_post', '31'), (1464, 288, '_work_featured_post', 'field_5b27e6750d653'), (1465, 289, 'work_featured_image', '284'), (1466, 289, '_work_featured_image', 'field_5b27eac37a115'), (1467, 289, 'work_colors_text', ''), (1468, 289, '_work_colors_text', 'field_5b241810bdd49'), (1469, 289, 'work_colors_accent', ''), (1470, 289, '_work_colors_accent', 'field_5b241884bdd4a'), (1471, 289, 'work_colors_bg', ''), (1472, 289, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1473, 289, 'work_hero_tag', 'Terra'), (1474, 289, '_work_hero_tag', 'field_5b2418cebdd4c'), (1475, 289, 'work_hero_title', ''), (1476, 289, '_work_hero_title', 'field_5b2419f7bdd4d'), (1477, 289, 'work_hero_textcolor', ''), (1478, 289, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1479, 289, 'work_call_description', ''), (1480, 289, '_work_call_description', 'field_5b241a9cbdd4f'), (1481, 289, 'work_call_wedid', ''), (1482, 289, '_work_call_wedid', 'field_5b241ac4bdd50'), (1483, 289, 'work_thework_description', ''), (1484, 289, '_work_thework_description', 'field_5b241b1abdd51'), (1485, 289, 'work_thework_image', ''), (1486, 289, '_work_thework_image', 'field_5b241b76bdd52'), (1487, 289, 'work_impact_1_type', 'none'), (1488, 289, '_work_impact_1_type', 'field_5b241c64ed75b'), (1489, 289, 'work_impact_2_type', 'none'), (1490, 289, '_work_impact_2_type', 'field_5b2420871e096'), (1491, 289, 'work_impact_3_type', 'none'), (1492, 289, '_work_impact_3_type', 'field_5b2423b7155ca'), (1493, 289, 'work_impact_4_type', 'none'), (1494, 289, '_work_impact_4_type', 'field_5b2426034a947'), (1495, 31, 'work_featured_image', '550'), (1496, 31, '_work_featured_image', 'field_5b27eac37a115'), (1499, 290, '_wp_attached_file', '2018/01/work-post-img-2.jpg'), (1500, 290, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1200;s:4:\"file\";s:27:\"2018/01/work-post-img-2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"work-post-img-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"work-post-img-2-768x480.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:480;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"work-post-img-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (1501, 291, '_wp_attached_file', '2018/01/work-post-img-5.jpg'), (1502, 291, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:27:\"2018/01/work-post-img-5.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"work-post-img-5-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"work-post-img-5-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:28:\"work-post-img-5-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (1505, 293, '_wp_attached_file', '2018/01/work-post-img-4.jpg'), (1506, 293, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/01/work-post-img-4.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"work-post-img-4-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"work-post-img-4-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"work-post-img-4-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (1507, 294, 'work_featured_image', '284'), (1508, 294, '_work_featured_image', 'field_5b27eac37a115'), (1509, 294, 'work_colors_text', '#ffffff'), (1510, 294, '_work_colors_text', 'field_5b241810bdd49'), (1511, 294, 'work_colors_accent', '#2c4d84'), (1512, 294, '_work_colors_accent', 'field_5b241884bdd4a'), (1513, 294, 'work_colors_bg', '#171f30'), (1514, 294, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1515, 294, 'work_hero_tag', 'Terra'), (1516, 294, '_work_hero_tag', 'field_5b2418cebdd4c'), (1517, 294, 'work_hero_textcolor', '#ffffff'), (1518, 294, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1519, 294, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (1520, 294, '_work_call_description', 'field_5b241a9cbdd4f'), (1521, 294, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (1522, 294, '_work_call_wedid', 'field_5b241ac4bdd50'), (1523, 294, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (1524, 294, '_work_thework_description', 'field_5b241b1abdd51'), (1525, 294, 'work_thework_image', '290'), (1526, 294, '_work_thework_image', 'field_5b241b76bdd52'), (1527, 294, 'work_impact_1_type', 'quote'), (1528, 294, '_work_impact_1_type', 'field_5b241c64ed75b'), (1529, 294, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1530, 294, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (1531, 294, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (1532, 294, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (1533, 294, 'work_impact_2_type', 'image'), (1534, 294, '_work_impact_2_type', 'field_5b2420871e096'), (1535, 294, 'work_impact_2_image', '291'), (1536, 294, '_work_impact_2_image', 'field_5b24209e1e09d'), (1537, 294, 'work_impact_3_type', 'quote_image'), (1538, 294, '_work_impact_3_type', 'field_5b2423b7155ca'), (1539, 294, 'work_impact_3_quote-image_text ', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (1540, 294, '_work_impact_3_quote-image_text ', 'field_5b2423c6155ce'), (1541, 294, 'work_impact_3_quote-image_author ', 'PRS'), (1542, 294, '_work_impact_3_quote-image_author ', 'field_5b2423c8155cf'), (1543, 294, 'work_impact_3_quote-image_image', '293'), (1544, 294, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (1545, 294, 'work_impact_4_type', 'none'), (1546, 294, '_work_impact_4_type', 'field_5b2426034a947'), (1547, 31, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (1548, 31, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (1549, 31, 'work_impact_1_quote_author', 'Senior Management at Hain Celestial'), (1550, 31, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (1551, 31, 'work_impact_2_image', '291'), (1552, 31, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (1553, 31, 'work_impact_3_quote-image_text ', 'Teste'), (1554, 31, '_work_impact_3_quote-image_text ', 'field_5b2423c6155ce'), (1555, 31, 'work_impact_3_quote-image_author ', 'T'), (1556, 31, '_work_impact_3_quote-image_author ', 'field_5b2423c8155cf'), (1557, 31, 'work_impact_3_quote-image_image', '293'), (1558, 31, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (1562, 295, 'work_featured_image', '284'), (1563, 295, '_work_featured_image', 'field_5b27eac37a115'), (1564, 295, 'work_colors_text', '#ffffff'), (1565, 295, '_work_colors_text', 'field_5b241810bdd49'), (1566, 295, 'work_colors_accent', '#2c4d84'), (1567, 295, '_work_colors_accent', 'field_5b241884bdd4a'), (1568, 295, 'work_colors_bg', '#171f30'), (1569, 295, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1570, 295, 'work_hero_tag', 'Terra'), (1571, 295, '_work_hero_tag', 'field_5b2418cebdd4c'), (1572, 295, 'work_hero_textcolor', '#ffffff'), (1573, 295, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1574, 295, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (1575, 295, '_work_call_description', 'field_5b241a9cbdd4f'), (1576, 295, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (1577, 295, '_work_call_wedid', 'field_5b241ac4bdd50'), (1578, 295, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (1579, 295, '_work_thework_description', 'field_5b241b1abdd51'), (1580, 295, 'work_thework_image', '290'), (1581, 295, '_work_thework_image', 'field_5b241b76bdd52'), (1582, 295, 'work_impact_1_type', 'quote'), (1583, 295, '_work_impact_1_type', 'field_5b241c64ed75b'), (1584, 295, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1585, 295, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (1586, 295, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (1587, 295, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (1588, 295, 'work_impact_2_type', 'image'), (1589, 295, '_work_impact_2_type', 'field_5b2420871e096'), (1590, 295, 'work_impact_2_image', '291'), (1591, 295, '_work_impact_2_image', 'field_5b24209e1e09d'), (1592, 295, 'work_impact_3_type', 'quote_image'), (1593, 295, '_work_impact_3_type', 'field_5b2423b7155ca'), (1594, 295, 'work_impact_3_quote-image_text ', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (1595, 295, '_work_impact_3_quote-image_text ', 'field_5b2423c6155ce'), (1596, 295, 'work_impact_3_quote-image_author ', 'PRS'), (1597, 295, '_work_impact_3_quote-image_author ', 'field_5b2423c8155cf'), (1598, 295, 'work_impact_3_quote-image_image', '293'), (1599, 295, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (1600, 295, 'work_impact_4_type', 'none'), (1601, 295, '_work_impact_4_type', 'field_5b2426034a947'), (1605, 261, 'field_5b2906b12feea', 'a:11:{s:3:\"key\";s:19:\"field_5b2906b12feea\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:15:\"work_call_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"none\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:10;}'), (1609, 297, 'work_featured_image', '284'), (1610, 297, '_work_featured_image', 'field_5b27eac37a115'), (1611, 297, 'work_colors_text', '#ffffff'), (1612, 297, '_work_colors_text', 'field_5b241810bdd49'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (1613, 297, 'work_colors_accent', '#2c4d84'), (1614, 297, '_work_colors_accent', 'field_5b241884bdd4a'), (1615, 297, 'work_colors_bg', '#171f30'), (1616, 297, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1617, 297, 'work_hero_tag', 'Terra'), (1618, 297, '_work_hero_tag', 'field_5b2418cebdd4c'), (1619, 297, 'work_hero_textcolor', '#ffffff'), (1620, 297, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1621, 297, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (1622, 297, '_work_call_description', 'field_5b241a9cbdd4f'), (1623, 297, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (1624, 297, '_work_call_wedid', 'field_5b241ac4bdd50'), (1625, 297, 'work_call_image', '296'), (1626, 297, '_work_call_image', 'field_5b2906b12feea'), (1627, 297, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (1628, 297, '_work_thework_description', 'field_5b241b1abdd51'), (1629, 297, 'work_thework_image', '290'), (1630, 297, '_work_thework_image', 'field_5b241b76bdd52'), (1631, 297, 'work_impact_1_type', 'quote'), (1632, 297, '_work_impact_1_type', 'field_5b241c64ed75b'), (1633, 297, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1634, 297, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (1635, 297, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (1636, 297, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (1637, 297, 'work_impact_2_type', 'image'), (1638, 297, '_work_impact_2_type', 'field_5b2420871e096'), (1639, 297, 'work_impact_2_image', '291'), (1640, 297, '_work_impact_2_image', 'field_5b24209e1e09d'), (1641, 297, 'work_impact_3_type', 'quote_image'), (1642, 297, '_work_impact_3_type', 'field_5b2423b7155ca'), (1643, 297, 'work_impact_3_quote-image_text ', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (1644, 297, '_work_impact_3_quote-image_text ', 'field_5b2423c6155ce'), (1645, 297, 'work_impact_3_quote-image_author ', 'PRS'), (1646, 297, '_work_impact_3_quote-image_author ', 'field_5b2423c8155cf'), (1647, 297, 'work_impact_3_quote-image_image', '293'), (1648, 297, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (1649, 297, 'work_impact_4_type', 'none'), (1650, 297, '_work_impact_4_type', 'field_5b2426034a947'), (1651, 31, 'work_call_image', '822'), (1652, 31, '_work_call_image', 'field_5b2906b12feea'), (1655, 261, 'field_5b2913ef4fbd6', 'a:11:{s:3:\"key\";s:19:\"field_5b2913ef4fbd6\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:19:\"work_impact_2_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:38;}'), (1656, 261, 'field_5b2913ff4fbd7', 'a:11:{s:3:\"key\";s:19:\"field_5b2913ff4fbd7\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:19:\"work_impact_3_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2423b7155ca\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:48;}'), (1657, 261, 'field_5b29140b4fbd8', 'a:11:{s:3:\"key\";s:19:\"field_5b29140b4fbd8\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:19:\"work_impact_4_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2426034a947\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:58;}'), (1666, 298, 'work_featured_image', '284'), (1667, 298, '_work_featured_image', 'field_5b27eac37a115'), (1668, 298, 'work_colors_text', '#ffffff'), (1669, 298, '_work_colors_text', 'field_5b241810bdd49'), (1670, 298, 'work_colors_accent', '#2c4d84'), (1671, 298, '_work_colors_accent', 'field_5b241884bdd4a'), (1672, 298, 'work_colors_bg', '#171f30'), (1673, 298, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1674, 298, 'work_hero_tag', 'Terra'), (1675, 298, '_work_hero_tag', 'field_5b2418cebdd4c'), (1676, 298, 'work_hero_textcolor', '#ffffff'), (1677, 298, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1678, 298, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (1679, 298, '_work_call_description', 'field_5b241a9cbdd4f'), (1680, 298, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (1681, 298, '_work_call_wedid', 'field_5b241ac4bdd50'), (1682, 298, 'work_call_image', '296'), (1683, 298, '_work_call_image', 'field_5b2906b12feea'), (1684, 298, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (1685, 298, '_work_thework_description', 'field_5b241b1abdd51'), (1686, 298, 'work_thework_image', '290'), (1687, 298, '_work_thework_image', 'field_5b241b76bdd52'), (1688, 298, 'work_impact_1_type', 'quote'), (1689, 298, '_work_impact_1_type', 'field_5b241c64ed75b'), (1690, 298, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1691, 298, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (1692, 298, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (1693, 298, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (1694, 298, 'work_impact_2_type', 'image'), (1695, 298, '_work_impact_2_type', 'field_5b2420871e096'), (1696, 298, 'work_impact_2_image', '291'), (1697, 298, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (1698, 298, 'work_impact_3_type', 'quote_image'), (1699, 298, '_work_impact_3_type', 'field_5b2423b7155ca'), (1700, 298, 'work_impact_3_quote-image_text ', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (1701, 298, '_work_impact_3_quote-image_text ', 'field_5b2423c6155ce'), (1702, 298, 'work_impact_3_quote-image_author ', 'PRS'), (1703, 298, '_work_impact_3_quote-image_author ', 'field_5b2423c8155cf'), (1704, 298, 'work_impact_3_quote-image_image', '293'), (1705, 298, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (1706, 298, 'work_impact_4_type', 'none'), (1707, 298, '_work_impact_4_type', 'field_5b2426034a947'), (1709, 299, 'work_featured_image', '284'), (1710, 299, '_work_featured_image', 'field_5b27eac37a115'), (1711, 299, 'work_colors_text', '#ffffff'), (1712, 299, '_work_colors_text', 'field_5b241810bdd49'), (1713, 299, 'work_colors_accent', '#2c4d84'), (1714, 299, '_work_colors_accent', 'field_5b241884bdd4a'), (1715, 299, 'work_colors_bg', '#171f30'), (1716, 299, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1717, 299, 'work_hero_tag', 'Terra'), (1718, 299, '_work_hero_tag', 'field_5b2418cebdd4c'), (1719, 299, 'work_hero_textcolor', '#ffffff'), (1720, 299, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1721, 299, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (1722, 299, '_work_call_description', 'field_5b241a9cbdd4f'), (1723, 299, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (1724, 299, '_work_call_wedid', 'field_5b241ac4bdd50'), (1725, 299, 'work_call_image', '296'), (1726, 299, '_work_call_image', 'field_5b2906b12feea'), (1727, 299, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (1728, 299, '_work_thework_description', 'field_5b241b1abdd51'), (1729, 299, 'work_thework_image', '290'), (1730, 299, '_work_thework_image', 'field_5b241b76bdd52'), (1731, 299, 'work_impact_1_type', 'quote'), (1732, 299, '_work_impact_1_type', 'field_5b241c64ed75b'), (1733, 299, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1734, 299, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (1735, 299, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (1736, 299, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (1737, 299, 'work_impact_2_type', 'image'), (1738, 299, '_work_impact_2_type', 'field_5b2420871e096'), (1739, 299, 'work_impact_2_image', '291'), (1740, 299, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (1741, 299, 'work_impact_3_type', 'quote_image'), (1742, 299, '_work_impact_3_type', 'field_5b2423b7155ca'), (1743, 299, 'work_impact_3_quote-image_text ', 'Teste'), (1744, 299, '_work_impact_3_quote-image_text ', 'field_5b2423c6155ce'), (1745, 299, 'work_impact_3_quote-image_author ', 'T'), (1746, 299, '_work_impact_3_quote-image_author ', 'field_5b2423c8155cf'), (1747, 299, 'work_impact_3_quote-image_image', '293'), (1748, 299, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (1749, 299, 'work_impact_4_type', 'none'), (1750, 299, '_work_impact_4_type', 'field_5b2426034a947'), (1751, 300, 'work_featured_image', '284'), (1752, 300, '_work_featured_image', 'field_5b27eac37a115'), (1753, 300, 'work_colors_text', '#ffffff'), (1754, 300, '_work_colors_text', 'field_5b241810bdd49'), (1755, 300, 'work_colors_accent', '#2c4d84'), (1756, 300, '_work_colors_accent', 'field_5b241884bdd4a'), (1757, 300, 'work_colors_bg', '#171f30'), (1758, 300, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1759, 300, 'work_hero_tag', 'Terra'), (1760, 300, '_work_hero_tag', 'field_5b2418cebdd4c'), (1761, 300, 'work_hero_textcolor', '#ffffff'), (1762, 300, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1763, 300, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (1764, 300, '_work_call_description', 'field_5b241a9cbdd4f'), (1765, 300, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (1766, 300, '_work_call_wedid', 'field_5b241ac4bdd50'), (1767, 300, 'work_call_image', '296'), (1768, 300, '_work_call_image', 'field_5b2906b12feea'), (1769, 300, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (1770, 300, '_work_thework_description', 'field_5b241b1abdd51'), (1771, 300, 'work_thework_image', '290'), (1772, 300, '_work_thework_image', 'field_5b241b76bdd52'), (1773, 300, 'work_impact_1_type', 'quote'), (1774, 300, '_work_impact_1_type', 'field_5b241c64ed75b'), (1775, 300, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1776, 300, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (1777, 300, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (1778, 300, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (1779, 300, 'work_impact_2_type', 'image'), (1780, 300, '_work_impact_2_type', 'field_5b2420871e096'), (1781, 300, 'work_impact_2_image', '291'), (1782, 300, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (1783, 300, 'work_impact_3_type', 'text'), (1784, 300, '_work_impact_3_type', 'field_5b2423b7155ca'), (1785, 300, 'work_impact_3_text', 'Teste'), (1786, 300, '_work_impact_3_text', 'field_5b2423bc155cb'), (1787, 300, 'work_impact_4_type', 'none'), (1788, 300, '_work_impact_4_type', 'field_5b2426034a947'), (1789, 31, 'work_impact_3_text', 'Teste'), (1790, 31, '_work_impact_3_text', 'field_5b2423bc155cb'), (1791, 301, 'work_featured_image', '284'), (1792, 301, '_work_featured_image', 'field_5b27eac37a115'), (1793, 301, 'work_colors_text', '#ffffff'), (1794, 301, '_work_colors_text', 'field_5b241810bdd49'), (1795, 301, 'work_colors_accent', '#2c4d84'), (1796, 301, '_work_colors_accent', 'field_5b241884bdd4a'), (1797, 301, 'work_colors_bg', '#171f30'), (1798, 301, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1799, 301, 'work_hero_tag', 'Terra'), (1800, 301, '_work_hero_tag', 'field_5b2418cebdd4c'), (1801, 301, 'work_hero_textcolor', '#ffffff'), (1802, 301, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1803, 301, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (1804, 301, '_work_call_description', 'field_5b241a9cbdd4f'), (1805, 301, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (1806, 301, '_work_call_wedid', 'field_5b241ac4bdd50'), (1807, 301, 'work_call_image', '296'), (1808, 301, '_work_call_image', 'field_5b2906b12feea'), (1809, 301, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (1810, 301, '_work_thework_description', 'field_5b241b1abdd51'), (1811, 301, 'work_thework_image', '290'), (1812, 301, '_work_thework_image', 'field_5b241b76bdd52'), (1813, 301, 'work_impact_1_type', 'quote'), (1814, 301, '_work_impact_1_type', 'field_5b241c64ed75b'), (1815, 301, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1816, 301, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (1817, 301, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (1818, 301, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (1819, 301, 'work_impact_2_type', 'image'), (1820, 301, '_work_impact_2_type', 'field_5b2420871e096'), (1821, 301, 'work_impact_2_image', '291'), (1822, 301, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (1823, 301, 'work_impact_3_type', 'quote'), (1824, 301, '_work_impact_3_type', 'field_5b2423b7155ca'), (1825, 301, 'work_impact_3_quote_text', 'Quote'), (1826, 301, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (1827, 301, 'work_impact_3_quote_author ', 'Author'), (1828, 301, '_work_impact_3_quote_author ', 'field_5b2423c3155cd'), (1829, 301, 'work_impact_4_type', 'none'), (1830, 301, '_work_impact_4_type', 'field_5b2426034a947'), (1831, 31, 'work_impact_3_quote_text', 'Quote'), (1832, 31, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (1833, 31, 'work_impact_3_quote_author ', 'Author Teste'), (1834, 31, '_work_impact_3_quote_author ', 'field_5b2423c3155cd'), (1835, 302, 'work_featured_image', '284'), (1836, 302, '_work_featured_image', 'field_5b27eac37a115'), (1837, 302, 'work_colors_text', '#ffffff'), (1838, 302, '_work_colors_text', 'field_5b241810bdd49'), (1839, 302, 'work_colors_accent', '#2c4d84'), (1840, 302, '_work_colors_accent', 'field_5b241884bdd4a'), (1841, 302, 'work_colors_bg', '#171f30'), (1842, 302, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1843, 302, 'work_hero_tag', 'Terra'), (1844, 302, '_work_hero_tag', 'field_5b2418cebdd4c'), (1845, 302, 'work_hero_textcolor', '#ffffff'), (1846, 302, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1847, 302, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (1848, 302, '_work_call_description', 'field_5b241a9cbdd4f'), (1849, 302, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (1850, 302, '_work_call_wedid', 'field_5b241ac4bdd50'), (1851, 302, 'work_call_image', '296'), (1852, 302, '_work_call_image', 'field_5b2906b12feea'), (1853, 302, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (1854, 302, '_work_thework_description', 'field_5b241b1abdd51'), (1855, 302, 'work_thework_image', '290'), (1856, 302, '_work_thework_image', 'field_5b241b76bdd52'), (1857, 302, 'work_impact_1_type', 'quote'), (1858, 302, '_work_impact_1_type', 'field_5b241c64ed75b'), (1859, 302, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1860, 302, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (1861, 302, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (1862, 302, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (1863, 302, 'work_impact_2_type', 'image'), (1864, 302, '_work_impact_2_type', 'field_5b2420871e096'), (1865, 302, 'work_impact_2_image', '291'), (1866, 302, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (1867, 302, 'work_impact_3_type', 'quote'), (1868, 302, '_work_impact_3_type', 'field_5b2423b7155ca'), (1869, 302, 'work_impact_3_quote_text', 'Quote'), (1870, 302, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (1871, 302, 'work_impact_3_quote_author ', 'Author Teste'), (1872, 302, '_work_impact_3_quote_author ', 'field_5b2423c3155cd'), (1873, 302, 'work_impact_4_type', 'none'), (1874, 302, '_work_impact_4_type', 'field_5b2426034a947'), (1875, 303, 'work_featured_image', '284'), (1876, 303, '_work_featured_image', 'field_5b27eac37a115'), (1877, 303, 'work_colors_text', ''), (1878, 303, '_work_colors_text', 'field_5b241810bdd49'), (1879, 303, 'work_colors_accent', ''), (1880, 303, '_work_colors_accent', 'field_5b241884bdd4a'), (1881, 303, 'work_colors_bg', ''), (1882, 303, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1883, 303, 'work_hero_tag', 'Land o Lakes'), (1884, 303, '_work_hero_tag', 'field_5b2418cebdd4c'), (1885, 303, 'work_hero_textcolor', ''), (1886, 303, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1887, 303, 'work_call_description', ''), (1888, 303, '_work_call_description', 'field_5b241a9cbdd4f'), (1889, 303, 'work_call_wedid', ''), (1890, 303, '_work_call_wedid', 'field_5b241ac4bdd50'), (1891, 303, 'work_call_image', ''), (1892, 303, '_work_call_image', 'field_5b2906b12feea'), (1893, 303, 'work_thework_description', ''), (1894, 303, '_work_thework_description', 'field_5b241b1abdd51'), (1895, 303, 'work_thework_image', ''), (1896, 303, '_work_thework_image', 'field_5b241b76bdd52'), (1897, 303, 'work_impact_1_type', 'quote_image'), (1898, 303, '_work_impact_1_type', 'field_5b241c64ed75b'), (1899, 303, 'work_impact_1_quote-image_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1900, 303, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (1901, 303, 'work_impact_1_quote-image_author', 'HAIN CELESTIAL'), (1902, 303, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (1903, 303, 'work_impact_1_quote-image_image', ''), (1904, 303, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (1905, 303, 'work_impact_2_type', 'image'), (1906, 303, '_work_impact_2_type', 'field_5b2420871e096'), (1907, 303, 'work_impact_2_image', '293'), (1908, 303, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (1909, 303, 'work_impact_3_type', 'quote'), (1910, 303, '_work_impact_3_type', 'field_5b2423b7155ca'), (1911, 303, 'work_impact_3_quote_text', 'Text text'), (1912, 303, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (1913, 303, 'work_impact_3_quote_author ', 'Text author'), (1914, 303, '_work_impact_3_quote_author ', 'field_5b2423c3155cd'), (1915, 303, 'work_impact_4_type', 'none'), (1916, 303, '_work_impact_4_type', 'field_5b2426034a947'), (1917, 47, 'work_call_image', '346'), (1918, 47, '_work_call_image', 'field_5b2906b12feea'), (1919, 47, 'work_impact_1_quote-image_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1920, 47, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (1921, 47, 'work_impact_1_quote-image_author', 'HAIN CELESTIAL'), (1922, 47, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (1923, 47, 'work_impact_1_quote-image_image', ''), (1924, 47, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (1925, 47, 'work_impact_2_image', '348'), (1926, 47, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (1927, 47, 'work_impact_3_quote_text', 'Text text'), (1928, 47, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (1929, 47, 'work_impact_3_quote_author ', 'Text author'), (1930, 47, '_work_impact_3_quote_author ', 'field_5b2423c3155cd'), (1931, 304, 'work_featured_image', '284'), (1932, 304, '_work_featured_image', 'field_5b27eac37a115'), (1933, 304, 'work_colors_text', ''), (1934, 304, '_work_colors_text', 'field_5b241810bdd49'), (1935, 304, 'work_colors_accent', ''), (1936, 304, '_work_colors_accent', 'field_5b241884bdd4a'), (1937, 304, 'work_colors_bg', ''), (1938, 304, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1939, 304, 'work_hero_tag', 'Land o Lakes'), (1940, 304, '_work_hero_tag', 'field_5b2418cebdd4c'), (1941, 304, 'work_hero_textcolor', ''), (1942, 304, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1943, 304, 'work_call_description', ''), (1944, 304, '_work_call_description', 'field_5b241a9cbdd4f'), (1945, 304, 'work_call_wedid', ''), (1946, 304, '_work_call_wedid', 'field_5b241ac4bdd50'), (1947, 304, 'work_call_image', ''), (1948, 304, '_work_call_image', 'field_5b2906b12feea'), (1949, 304, 'work_thework_description', ''), (1950, 304, '_work_thework_description', 'field_5b241b1abdd51'), (1951, 304, 'work_thework_image', ''), (1952, 304, '_work_thework_image', 'field_5b241b76bdd52'), (1953, 304, 'work_impact_1_type', 'quote_image'), (1954, 304, '_work_impact_1_type', 'field_5b241c64ed75b'), (1955, 304, 'work_impact_1_quote-image_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (1956, 304, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (1957, 304, 'work_impact_1_quote-image_author', 'HAIN CELESTIAL'), (1958, 304, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (1959, 304, 'work_impact_1_quote-image_image', ''), (1960, 304, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (1961, 304, 'work_impact_2_type', 'image'), (1962, 304, '_work_impact_2_type', 'field_5b2420871e096'), (1963, 304, 'work_impact_2_image', '293'), (1964, 304, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (1965, 304, 'work_impact_3_type', 'quote_image'), (1966, 304, '_work_impact_3_type', 'field_5b2423b7155ca'), (1967, 304, 'work_impact_3_quote-image_text ', 'Text'), (1968, 304, '_work_impact_3_quote-image_text ', 'field_5b2423c6155ce'), (1969, 304, 'work_impact_3_quote-image_author ', 'Text'), (1970, 304, '_work_impact_3_quote-image_author ', 'field_5b2423c8155cf'), (1971, 304, 'work_impact_3_quote-image_image', '296'), (1972, 304, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (1973, 304, 'work_impact_4_type', 'none'), (1974, 304, '_work_impact_4_type', 'field_5b2426034a947'), (1975, 47, 'work_impact_3_quote-image_text ', 'Text'), (1976, 47, '_work_impact_3_quote-image_text ', 'field_5b2423c6155ce'), (1977, 47, 'work_impact_3_quote-image_author ', 'Text'), (1978, 47, '_work_impact_3_quote-image_author ', 'field_5b2423c8155cf'), (1979, 47, 'work_impact_3_quote-image_image', '296'), (1980, 47, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (1982, 47, 'work_impact_3_quote-image_text', 'Text'), (1983, 47, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (1984, 47, 'work_impact_3_quote-image_author', 'Text'), (1985, 47, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (1986, 305, 'work_featured_image', '284'), (1987, 305, '_work_featured_image', 'field_5b27eac37a115'), (1988, 305, 'work_colors_text', '#ffffff'), (1989, 305, '_work_colors_text', 'field_5b241810bdd49'), (1990, 305, 'work_colors_accent', '#2c4d84'), (1991, 305, '_work_colors_accent', 'field_5b241884bdd4a'), (1992, 305, 'work_colors_bg', '#171f30'), (1993, 305, '_work_colors_bg', 'field_5b2418a3bdd4b'), (1994, 305, 'work_hero_tag', 'Terra'), (1995, 305, '_work_hero_tag', 'field_5b2418cebdd4c'), (1996, 305, 'work_hero_textcolor', '#ffffff'), (1997, 305, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (1998, 305, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (1999, 305, '_work_call_description', 'field_5b241a9cbdd4f'), (2000, 305, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (2001, 305, '_work_call_wedid', 'field_5b241ac4bdd50'), (2002, 305, 'work_call_image', '296'), (2003, 305, '_work_call_image', 'field_5b2906b12feea'), (2004, 305, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (2005, 305, '_work_thework_description', 'field_5b241b1abdd51'), (2006, 305, 'work_thework_image', '290'), (2007, 305, '_work_thework_image', 'field_5b241b76bdd52'), (2008, 305, 'work_impact_1_type', 'quote'), (2009, 305, '_work_impact_1_type', 'field_5b241c64ed75b'), (2010, 305, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (2011, 305, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (2012, 305, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (2013, 305, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (2014, 305, 'work_impact_2_type', 'image'), (2015, 305, '_work_impact_2_type', 'field_5b2420871e096'), (2016, 305, 'work_impact_2_image', '291'), (2017, 305, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2018, 305, 'work_impact_3_type', 'quote'), (2019, 305, '_work_impact_3_type', 'field_5b2423b7155ca'), (2020, 305, 'work_impact_3_quote_text', 'Quote'), (2021, 305, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (2022, 305, 'work_impact_3_quote_author', 'Author'), (2023, 305, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (2024, 305, 'work_impact_4_type', 'none'), (2025, 305, '_work_impact_4_type', 'field_5b2426034a947'), (2026, 31, 'work_impact_3_quote_author', 'Author'), (2027, 31, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (2028, 306, 'work_featured_image', '284'), (2029, 306, '_work_featured_image', 'field_5b27eac37a115'), (2030, 306, 'work_colors_text', '#ffffff'), (2031, 306, '_work_colors_text', 'field_5b241810bdd49'), (2032, 306, 'work_colors_accent', '#2c4d84'), (2033, 306, '_work_colors_accent', 'field_5b241884bdd4a'), (2034, 306, 'work_colors_bg', '#171f30'), (2035, 306, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2036, 306, 'work_hero_tag', 'Terra'), (2037, 306, '_work_hero_tag', 'field_5b2418cebdd4c'), (2038, 306, 'work_hero_textcolor', '#ffffff'), (2039, 306, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2040, 306, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (2041, 306, '_work_call_description', 'field_5b241a9cbdd4f'), (2042, 306, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (2043, 306, '_work_call_wedid', 'field_5b241ac4bdd50'), (2044, 306, 'work_call_image', '296'), (2045, 306, '_work_call_image', 'field_5b2906b12feea'), (2046, 306, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (2047, 306, '_work_thework_description', 'field_5b241b1abdd51'), (2048, 306, 'work_thework_image', '290'), (2049, 306, '_work_thework_image', 'field_5b241b76bdd52'), (2050, 306, 'work_impact_1_type', 'quote'), (2051, 306, '_work_impact_1_type', 'field_5b241c64ed75b'), (2052, 306, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (2053, 306, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (2054, 306, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (2055, 306, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (2056, 306, 'work_impact_2_type', 'image'), (2057, 306, '_work_impact_2_type', 'field_5b2420871e096'), (2058, 306, 'work_impact_2_image', '291'), (2059, 306, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2060, 306, 'work_impact_3_type', 'quote_image'), (2061, 306, '_work_impact_3_type', 'field_5b2423b7155ca'), (2062, 306, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (2063, 306, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (2064, 306, 'work_impact_3_quote-image_author', 'PRS'), (2065, 306, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (2066, 306, 'work_impact_3_quote-image_image', '293'), (2067, 306, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (2068, 306, 'work_impact_4_type', 'none'), (2069, 306, '_work_impact_4_type', 'field_5b2426034a947'), (2070, 31, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (2071, 31, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (2072, 31, 'work_impact_3_quote-image_author', 'PRS'), (2073, 31, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (2074, 308, '_wp_attached_file', '2018/03/thumb-cherrios.jpg'), (2075, 308, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:498;s:6:\"height\";i:497;s:4:\"file\";s:26:\"2018/03/thumb-cherrios.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"thumb-cherrios-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2076, 309, '_wp_attached_file', '2018/03/psot-1.jpg'), (2077, 309, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:18:\"2018/03/psot-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"psot-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"psot-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"psot-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2078, 310, '_wp_attached_file', '2018/03/work-post-img-10.jpg'), (2079, 310, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1076;s:4:\"file\";s:28:\"2018/03/work-post-img-10.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"work-post-img-10-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"work-post-img-10-768x430.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:430;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"work-post-img-10-1900x1076.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1076;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2080, 311, 'work_featured_image', ''), (2081, 311, '_work_featured_image', 'field_5b27eac37a115'), (2082, 311, 'work_colors_text', '#000000'), (2083, 311, '_work_colors_text', 'field_5b241810bdd49'), (2084, 311, 'work_colors_accent', '#eeba06'), (2085, 311, '_work_colors_accent', 'field_5b241884bdd4a'), (2086, 311, 'work_colors_bg', '#ffdc00'), (2087, 311, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2088, 311, 'work_hero_tag', 'Cheerios'), (2089, 311, '_work_hero_tag', 'field_5b2418cebdd4c'), (2090, 311, 'work_hero_textcolor', '#000000'), (2091, 311, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2092, 311, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (2093, 311, '_work_call_description', 'field_5b241a9cbdd4f'), (2094, 311, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (2095, 311, '_work_call_wedid', 'field_5b241ac4bdd50'), (2096, 311, 'work_call_image', '309'), (2097, 311, '_work_call_image', 'field_5b2906b12feea'), (2098, 311, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (2099, 311, '_work_thework_description', 'field_5b241b1abdd51'), (2100, 311, 'work_thework_image', '310'), (2101, 311, '_work_thework_image', 'field_5b241b76bdd52'), (2102, 311, 'work_impact_2_type', 'none'), (2103, 311, '_work_impact_2_type', 'field_5b2420871e096'), (2104, 311, 'work_impact_3_type', 'none'), (2105, 311, '_work_impact_3_type', 'field_5b2423b7155ca'), (2106, 311, 'work_impact_4_type', 'none'), (2107, 311, '_work_impact_4_type', 'field_5b2426034a947'), (2108, 45, 'work_featured_image', '312'), (2109, 45, '_work_featured_image', 'field_5b27eac37a115'), (2110, 45, 'work_call_image', '818'), (2111, 45, '_work_call_image', 'field_5b2906b12feea'), (2112, 312, '_wp_attached_file', '2018/03/hero-work-post-4.jpg'), (2113, 312, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1076;s:4:\"file\";s:28:\"2018/03/hero-work-post-4.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"hero-work-post-4-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"hero-work-post-4-768x430.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:430;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"hero-work-post-4-1900x1076.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1076;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2114, 313, 'work_featured_image', '312'), (2115, 313, '_work_featured_image', 'field_5b27eac37a115'), (2116, 313, 'work_colors_text', '#000000'), (2117, 313, '_work_colors_text', 'field_5b241810bdd49'), (2118, 313, 'work_colors_accent', '#eeba06'), (2119, 313, '_work_colors_accent', 'field_5b241884bdd4a'), (2120, 313, 'work_colors_bg', '#ffdc00'), (2121, 313, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2122, 313, 'work_hero_tag', 'Cheerios'), (2123, 313, '_work_hero_tag', 'field_5b2418cebdd4c'), (2124, 313, 'work_hero_textcolor', '#000000'), (2125, 313, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2126, 313, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (2127, 313, '_work_call_description', 'field_5b241a9cbdd4f'), (2128, 313, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (2129, 313, '_work_call_wedid', 'field_5b241ac4bdd50'), (2130, 313, 'work_call_image', '309'), (2131, 313, '_work_call_image', 'field_5b2906b12feea'), (2132, 313, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (2133, 313, '_work_thework_description', 'field_5b241b1abdd51'), (2134, 313, 'work_thework_image', '310'), (2135, 313, '_work_thework_image', 'field_5b241b76bdd52'), (2136, 313, 'work_impact_2_type', 'none'), (2137, 313, '_work_impact_2_type', 'field_5b2420871e096'), (2138, 313, 'work_impact_3_type', 'none'), (2139, 313, '_work_impact_3_type', 'field_5b2423b7155ca'), (2140, 313, 'work_impact_4_type', 'none'), (2141, 313, '_work_impact_4_type', 'field_5b2426034a947'), (2142, 314, '_wp_attached_file', '2018/03/post-2.jpg'), (2143, 314, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:802;s:4:\"file\";s:18:\"2018/03/post-2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-2-768x321.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:321;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:19:\"post-2-1900x802.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:802;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2144, 315, '_wp_attached_file', '2018/03/work-post-img-12.jpg'), (2145, 315, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:28:\"2018/03/work-post-img-12.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"work-post-img-12-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"work-post-img-12-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"work-post-img-12-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2146, 316, 'work_featured_image', '312'), (2147, 316, '_work_featured_image', 'field_5b27eac37a115'), (2148, 316, 'work_colors_text', '#000000'), (2149, 316, '_work_colors_text', 'field_5b241810bdd49'), (2150, 316, 'work_colors_accent', '#eeba06'), (2151, 316, '_work_colors_accent', 'field_5b241884bdd4a'), (2152, 316, 'work_colors_bg', '#ffdc00'), (2153, 316, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2154, 316, 'work_hero_tag', 'Cheerios'), (2155, 316, '_work_hero_tag', 'field_5b2418cebdd4c'), (2156, 316, 'work_hero_textcolor', '#000000'), (2157, 316, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2158, 316, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (2159, 316, '_work_call_description', 'field_5b241a9cbdd4f'), (2160, 316, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (2161, 316, '_work_call_wedid', 'field_5b241ac4bdd50'), (2162, 316, 'work_call_image', '309'), (2163, 316, '_work_call_image', 'field_5b2906b12feea'), (2164, 316, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (2165, 316, '_work_thework_description', 'field_5b241b1abdd51'), (2166, 316, 'work_thework_image', '310'), (2167, 316, '_work_thework_image', 'field_5b241b76bdd52'), (2168, 316, 'work_impact_1_type', 'text'), (2169, 316, '_work_impact_1_type', 'field_5b241c64ed75b'), (2170, 316, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (2171, 316, '_work_impact_1_text', 'field_5b241d21ed75c'), (2172, 316, 'work_impact_2_type', 'image'), (2173, 316, '_work_impact_2_type', 'field_5b2420871e096'), (2174, 316, 'work_impact_2_image', '314'), (2175, 316, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2176, 316, 'work_impact_3_type', 'image'), (2177, 316, '_work_impact_3_type', 'field_5b2423b7155ca'), (2178, 316, 'work_impact_3_image', '315'), (2179, 316, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (2180, 316, 'work_impact_4_type', 'none'), (2181, 316, '_work_impact_4_type', 'field_5b2426034a947'), (2182, 45, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has increased the brand\'s impact and created more efficiencies through more multiproduct promotion.'), (2183, 45, '_work_impact_1_text', 'field_5b241d21ed75c'), (2184, 45, 'work_impact_2_image', '496'), (2185, 45, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2186, 45, 'work_impact_3_image', '315'), (2187, 45, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (2188, 317, '_wp_attached_file', '2018/03/thumb-pillsburry.jpg'), (2189, 317, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:499;s:6:\"height\";i:406;s:4:\"file\";s:28:\"2018/03/thumb-pillsburry.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"thumb-pillsburry-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2190, 318, '_wp_attached_file', '2018/03/featured.jpg'), (2191, 318, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:20:\"2018/03/featured.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"featured-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"featured-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"featured-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2192, 319, '_wp_attached_file', '2018/03/featured-1.jpg'), (2193, 319, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:22:\"2018/03/featured-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"featured-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"featured-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:24:\"featured-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2194, 320, 'work_featured_image', '319'), (2195, 320, '_work_featured_image', 'field_5b27eac37a115'), (2196, 320, 'work_colors_text', '#163868'), (2197, 320, '_work_colors_text', 'field_5b241810bdd49'), (2198, 320, 'work_colors_accent', '#69b9c6'), (2199, 320, '_work_colors_accent', 'field_5b241884bdd4a'), (2200, 320, 'work_colors_bg', '#c9e9ee'), (2201, 320, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2202, 320, 'work_hero_tag', 'Pillsbury'), (2203, 320, '_work_hero_tag', 'field_5b2418cebdd4c'), (2204, 320, 'work_hero_textcolor', '#ffffff'), (2205, 320, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2206, 320, 'work_call_description', ''), (2207, 320, '_work_call_description', 'field_5b241a9cbdd4f'), (2208, 320, 'work_call_wedid', ''), (2209, 320, '_work_call_wedid', 'field_5b241ac4bdd50'), (2210, 320, 'work_call_image', ''), (2211, 320, '_work_call_image', 'field_5b2906b12feea'), (2212, 320, 'work_thework_description', ''), (2213, 320, '_work_thework_description', 'field_5b241b1abdd51'), (2214, 320, 'work_thework_image', ''), (2215, 320, '_work_thework_image', 'field_5b241b76bdd52'), (2216, 320, 'work_impact_2_type', 'none'), (2217, 320, '_work_impact_2_type', 'field_5b2420871e096'), (2218, 320, 'work_impact_3_type', 'none'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (2219, 320, '_work_impact_3_type', 'field_5b2423b7155ca'), (2220, 320, 'work_impact_4_type', 'none'), (2221, 320, '_work_impact_4_type', 'field_5b2426034a947'), (2222, 41, 'work_featured_image', '319'), (2223, 41, '_work_featured_image', 'field_5b27eac37a115'), (2224, 41, 'work_call_image', '821'), (2225, 41, '_work_call_image', 'field_5b2906b12feea'), (2226, 321, '_wp_attached_file', '2018/03/post-2-1.jpg'), (2227, 321, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:20:\"2018/03/post-2-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-2-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"post-2-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2228, 322, '_wp_attached_file', '2018/03/post-3.jpg'), (2229, 322, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:860;s:4:\"file\";s:18:\"2018/03/post-3.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-3-768x344.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:344;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:19:\"post-3-1900x860.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:860;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2230, 323, '_wp_attached_file', '2018/03/post-4.jpg'), (2231, 323, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1918;s:6:\"height\";i:801;s:4:\"file\";s:18:\"2018/03/post-4.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-4-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-4-768x321.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:321;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:19:\"post-4-1900x801.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:801;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2234, 325, 'work_featured_image', '319'), (2235, 325, '_work_featured_image', 'field_5b27eac37a115'), (2236, 325, 'work_colors_text', '#163868'), (2237, 325, '_work_colors_text', 'field_5b241810bdd49'), (2238, 325, 'work_colors_accent', '#69b9c6'), (2239, 325, '_work_colors_accent', 'field_5b241884bdd4a'), (2240, 325, 'work_colors_bg', '#c9e9ee'), (2241, 325, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2242, 325, 'work_hero_tag', 'Pillsbury'), (2243, 325, '_work_hero_tag', 'field_5b2418cebdd4c'), (2244, 325, 'work_hero_textcolor', '#ffffff'), (2245, 325, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2246, 325, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (2247, 325, '_work_call_description', 'field_5b241a9cbdd4f'), (2248, 325, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (2249, 325, '_work_call_wedid', 'field_5b241ac4bdd50'), (2250, 325, 'work_call_image', '321'), (2251, 325, '_work_call_image', 'field_5b2906b12feea'), (2252, 325, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (2253, 325, '_work_thework_description', 'field_5b241b1abdd51'), (2254, 325, 'work_thework_image', '322'), (2255, 325, '_work_thework_image', 'field_5b241b76bdd52'), (2256, 325, 'work_impact_1_type', 'text'), (2257, 325, '_work_impact_1_type', 'field_5b241c64ed75b'), (2258, 325, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (2259, 325, '_work_impact_1_text', 'field_5b241d21ed75c'), (2260, 325, 'work_impact_2_type', 'image'), (2261, 325, '_work_impact_2_type', 'field_5b2420871e096'), (2262, 325, 'work_impact_2_image', '323'), (2263, 325, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2264, 325, 'work_impact_3_type', 'quote'), (2265, 325, '_work_impact_3_type', 'field_5b2423b7155ca'), (2266, 325, 'work_impact_3_quote_text', 'now your business is as large as your imagination. You can start to add services that can be very powerful for your business model.'), (2267, 325, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (2268, 325, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (2269, 325, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (2270, 325, 'work_impact_4_type', 'image'), (2271, 325, '_work_impact_4_type', 'field_5b2426034a947'), (2272, 325, 'work_impact_4_image', '324'), (2273, 325, '_work_impact_4_image', 'field_5b29140b4fbd8'), (2274, 41, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (2275, 41, '_work_impact_1_text', 'field_5b241d21ed75c'), (2276, 41, 'work_impact_2_image', '493'), (2277, 41, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2278, 41, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (2279, 41, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (2280, 41, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (2281, 41, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (2282, 41, 'work_impact_4_image', '644'), (2283, 41, '_work_impact_4_image', 'field_5b29140b4fbd8'), (2284, 326, '_edit_last', '2'), (2285, 326, '_edit_lock', '1538502986:2'), (2286, 327, '_wp_attached_file', '2018/06/thumb-first-take.jpg'), (2287, 327, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:498;s:6:\"height\";i:372;s:4:\"file\";s:28:\"2018/06/thumb-first-take.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"thumb-first-take-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2288, 328, '_wp_attached_file', '2018/06/featured.jpg'), (2289, 328, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:20:\"2018/06/featured.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"featured-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"featured-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"featured-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2290, 329, '_wp_attached_file', '2018/06/post-2.jpg'), (2291, 329, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2025;s:6:\"height\";i:1080;s:4:\"file\";s:18:\"2018/06/post-2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-2-768x410.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:410;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"post-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2292, 330, '_wp_attached_file', '2018/06/post-3.jpg'), (2293, 330, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:18:\"2018/06/post-3.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-3-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:19:\"post-3-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2294, 331, '_wp_attached_file', '2018/06/post-4.jpg'), (2295, 331, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:18:\"2018/06/post-4.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-4-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-4-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"post-4-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2296, 326, '_thumbnail_id', '327'), (2297, 332, 'work_featured_image', '328'), (2298, 332, '_work_featured_image', 'field_5b27eac37a115'), (2299, 332, 'work_colors_text', '#000000'), (2300, 332, '_work_colors_text', 'field_5b241810bdd49'), (2301, 332, 'work_colors_accent', '#48a4ca'), (2302, 332, '_work_colors_accent', 'field_5b241884bdd4a'), (2303, 332, 'work_colors_bg', '#66c4e5'), (2304, 332, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2305, 332, 'work_hero_tag', 'First take'), (2306, 332, '_work_hero_tag', 'field_5b2418cebdd4c'), (2307, 332, 'work_hero_textcolor', '#000000'), (2308, 332, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2309, 332, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (2310, 332, '_work_call_description', 'field_5b241a9cbdd4f'), (2311, 332, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (2312, 332, '_work_call_wedid', 'field_5b241ac4bdd50'), (2313, 332, 'work_call_image', '329'), (2314, 332, '_work_call_image', 'field_5b2906b12feea'), (2315, 332, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (2316, 332, '_work_thework_description', 'field_5b241b1abdd51'), (2317, 332, 'work_thework_image', '330'), (2318, 332, '_work_thework_image', 'field_5b241b76bdd52'), (2319, 332, 'work_impact_1_type', 'text'), (2320, 332, '_work_impact_1_type', 'field_5b241c64ed75b'), (2321, 332, 'work_impact_1_text', '• The industry’s first Electronic Health Records integrated new-to-brand offer.\r\n\r\n• Holistic, turnkey solution facilitated sell-thru to provider partners.\r\n\r\n• High marks from patient and provider satisfaction feedback.\r\n\r\n• Coast to coast expansion now reaches patients nationally.'), (2322, 332, '_work_impact_1_text', 'field_5b241d21ed75c'), (2323, 332, 'work_impact_2_type', 'image'), (2324, 332, '_work_impact_2_type', 'field_5b2420871e096'), (2325, 332, 'work_impact_2_image', '331'), (2326, 332, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2327, 332, 'work_impact_3_type', 'none'), (2328, 332, '_work_impact_3_type', 'field_5b2423b7155ca'), (2329, 332, 'work_impact_4_type', 'none'), (2330, 332, '_work_impact_4_type', 'field_5b2426034a947'), (2331, 326, 'work_featured_image', '328'), (2332, 326, '_work_featured_image', 'field_5b27eac37a115'), (2333, 326, 'work_colors_text', '#000000'), (2334, 326, '_work_colors_text', 'field_5b241810bdd49'), (2335, 326, 'work_colors_accent', '#48a4ca'), (2336, 326, '_work_colors_accent', 'field_5b241884bdd4a'), (2337, 326, 'work_colors_bg', '#66c4e5'), (2338, 326, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2339, 326, 'work_hero_tag', 'First take'), (2340, 326, '_work_hero_tag', 'field_5b2418cebdd4c'), (2341, 326, 'work_hero_textcolor', '#000000'), (2342, 326, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2343, 326, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (2344, 326, '_work_call_description', 'field_5b241a9cbdd4f'), (2345, 326, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (2346, 326, '_work_call_wedid', 'field_5b241ac4bdd50'), (2347, 326, 'work_call_image', '819'), (2348, 326, '_work_call_image', 'field_5b2906b12feea'), (2349, 326, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (2350, 326, '_work_thework_description', 'field_5b241b1abdd51'), (2351, 326, 'work_thework_image', '1454'), (2352, 326, '_work_thework_image', 'field_5b241b76bdd52'), (2353, 326, 'work_impact_1_type', 'text'), (2354, 326, '_work_impact_1_type', 'field_5b241c64ed75b'), (2355, 326, 'work_impact_1_text', ''), (2356, 326, '_work_impact_1_text', 'field_5b241d21ed75c'), (2357, 326, 'work_impact_2_type', 'image'), (2358, 326, '_work_impact_2_type', 'field_5b2420871e096'), (2359, 326, 'work_impact_2_image', '1454'), (2360, 326, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2361, 326, 'work_impact_3_type', 'none'), (2362, 326, '_work_impact_3_type', 'field_5b2423b7155ca'), (2363, 326, 'work_impact_4_type', 'none'), (2364, 326, '_work_impact_4_type', 'field_5b2426034a947'), (2365, 333, '_wp_attached_file', '2018/03/thumb-maranatha.jpg'), (2366, 333, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:497;s:6:\"height\";i:526;s:4:\"file\";s:27:\"2018/03/thumb-maranatha.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"thumb-maranatha-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2367, 334, '_wp_attached_file', '2018/03/featured-2.jpg'), (2368, 334, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:22:\"2018/03/featured-2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"featured-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"featured-2-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:24:\"featured-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2369, 335, '_wp_attached_file', '2018/03/post-2-2.jpg'), (2370, 335, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1919;s:6:\"height\";i:1080;s:4:\"file\";s:20:\"2018/03/post-2-2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-2-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-2-2-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"post-2-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2371, 336, '_wp_attached_file', '2018/03/post-1.jpg'), (2372, 336, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:18:\"2018/03/post-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-1-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:19:\"post-1-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2373, 337, '_wp_attached_file', '2018/03/post-3-1.jpg'), (2374, 337, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:20:\"2018/03/post-3-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-3-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-3-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"post-3-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2375, 338, 'work_featured_image', '334'), (2376, 338, '_work_featured_image', 'field_5b27eac37a115'), (2377, 338, 'work_colors_text', '#000000'), (2378, 338, '_work_colors_text', 'field_5b241810bdd49'), (2379, 338, 'work_colors_accent', '#fc8168'), (2380, 338, '_work_colors_accent', 'field_5b241884bdd4a'), (2381, 338, 'work_colors_bg', '#fd9982'), (2382, 338, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2383, 338, 'work_hero_tag', 'Maranatha'), (2384, 338, '_work_hero_tag', 'field_5b2418cebdd4c'), (2385, 338, 'work_hero_textcolor', '#ffffff'), (2386, 338, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2387, 338, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (2388, 338, '_work_call_description', 'field_5b241a9cbdd4f'), (2389, 338, 'work_call_wedid', 'Design Strategy\r\n\r\nIdentity Design\r\n\r\nPackaging Design'), (2390, 338, '_work_call_wedid', 'field_5b241ac4bdd50'), (2391, 338, 'work_call_image', '335'), (2392, 338, '_work_call_image', 'field_5b2906b12feea'), (2393, 338, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (2394, 338, '_work_thework_description', 'field_5b241b1abdd51'), (2395, 338, 'work_thework_image', '336'), (2396, 338, '_work_thework_image', 'field_5b241b76bdd52'), (2397, 338, 'work_impact_1_type', 'quote_image'), (2398, 338, '_work_impact_1_type', 'field_5b241c64ed75b'), (2399, 338, 'work_impact_1_quote-image_text', 'Now your business is as large as your imagination. You can start to add services model.'), (2400, 338, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (2401, 338, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (2402, 338, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (2403, 338, 'work_impact_1_quote-image_image', '337'), (2404, 338, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (2405, 338, 'work_impact_2_type', 'none'), (2406, 338, '_work_impact_2_type', 'field_5b2420871e096'), (2407, 338, 'work_impact_3_type', 'none'), (2408, 338, '_work_impact_3_type', 'field_5b2423b7155ca'), (2409, 338, 'work_impact_4_type', 'none'), (2410, 338, '_work_impact_4_type', 'field_5b2426034a947'), (2411, 39, 'work_featured_image', '334'), (2412, 39, '_work_featured_image', 'field_5b27eac37a115'), (2413, 39, 'work_call_image', '820'), (2414, 39, '_work_call_image', 'field_5b2906b12feea'), (2415, 39, 'work_impact_1_quote-image_text', 'Now your business is as large as your imagination. You can start to add services model.'), (2416, 39, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (2417, 39, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (2418, 39, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (2419, 39, 'work_impact_1_quote-image_image', '337'), (2420, 39, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (2422, 339, '_wp_attached_file', '2018/04/thumb-land.jpg'), (2423, 339, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:498;s:6:\"height\";i:499;s:4:\"file\";s:22:\"2018/04/thumb-land.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"thumb-land-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2432, 344, 'work_featured_image', '340'), (2433, 344, '_work_featured_image', 'field_5b27eac37a115'), (2434, 344, 'work_colors_text', '#ffffff'), (2435, 344, '_work_colors_text', 'field_5b241810bdd49'), (2436, 344, 'work_colors_accent', '#007bc1'), (2437, 344, '_work_colors_accent', 'field_5b241884bdd4a'), (2438, 344, 'work_colors_bg', '#0094d0'), (2439, 344, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2440, 344, 'work_hero_tag', 'Land o Lakes'), (2441, 344, '_work_hero_tag', 'field_5b2418cebdd4c'), (2442, 344, 'work_hero_textcolor', '#ffffff'), (2443, 344, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2444, 344, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (2445, 344, '_work_call_description', 'field_5b241a9cbdd4f'), (2446, 344, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (2447, 344, '_work_call_wedid', 'field_5b241ac4bdd50'), (2448, 344, 'work_call_image', '341'), (2449, 344, '_work_call_image', 'field_5b2906b12feea'), (2450, 344, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (2451, 344, '_work_thework_description', 'field_5b241b1abdd51'), (2452, 344, 'work_thework_image', '342'), (2453, 344, '_work_thework_image', 'field_5b241b76bdd52'), (2454, 344, 'work_impact_1_type', 'text'), (2455, 344, '_work_impact_1_type', 'field_5b241c64ed75b'), (2456, 344, 'work_impact_1_text', '• Stronger brand impact at shelf with a more uniform design across products.\r\n\r\n• Improved shop-ability through stronger branding and more consistent flavor descriptions.'), (2457, 344, '_work_impact_1_text', 'field_5b241d21ed75c'), (2458, 344, 'work_impact_2_type', 'image'), (2459, 344, '_work_impact_2_type', 'field_5b2420871e096'), (2460, 344, 'work_impact_2_image', '343'), (2461, 344, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2462, 344, 'work_impact_3_type', 'quote_image'), (2463, 344, '_work_impact_3_type', 'field_5b2423b7155ca'), (2464, 344, 'work_impact_3_quote-image_text', 'Text'), (2465, 344, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (2466, 344, 'work_impact_3_quote-image_author', 'Text'), (2467, 344, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (2468, 344, 'work_impact_3_quote-image_image', '296'), (2469, 344, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (2470, 344, 'work_impact_4_type', 'none'), (2471, 344, '_work_impact_4_type', 'field_5b2426034a947'), (2472, 47, 'work_impact_1_text', ''), (2473, 47, '_work_impact_1_text', 'field_5b241d21ed75c'), (2474, 345, '_wp_attached_file', '2018/04/featured.jpg'), (2475, 345, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:20:\"2018/04/featured.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"featured-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"featured-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"featured-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2476, 346, '_wp_attached_file', '2018/04/post-1.jpg'), (2477, 346, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1040;s:4:\"file\";s:18:\"2018/04/post-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-1-768x416.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:416;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"post-1-1900x1040.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1040;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2478, 347, '_wp_attached_file', '2018/04/post-2.jpg'), (2479, 347, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:18:\"2018/04/post-2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-2-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"post-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2480, 348, '_wp_attached_file', '2018/04/post-3.jpg'), (2481, 348, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:18:\"2018/04/post-3.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-3-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:19:\"post-3-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2482, 349, '_wp_attached_file', '2018/04/post-4.jpg'), (2483, 349, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:18:\"2018/04/post-4.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-4-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-4-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"post-4-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2484, 350, 'work_featured_image', '345'), (2485, 350, '_work_featured_image', 'field_5b27eac37a115'), (2486, 350, 'work_colors_text', '#ffffff'), (2487, 350, '_work_colors_text', 'field_5b241810bdd49'), (2488, 350, 'work_colors_accent', '#007bc1'), (2489, 350, '_work_colors_accent', 'field_5b241884bdd4a'), (2490, 350, 'work_colors_bg', '#0094d0'), (2491, 350, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2492, 350, 'work_hero_tag', 'Land o Lakes'), (2493, 350, '_work_hero_tag', 'field_5b2418cebdd4c'), (2494, 350, 'work_hero_textcolor', '#ffffff'), (2495, 350, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2496, 350, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (2497, 350, '_work_call_description', 'field_5b241a9cbdd4f'), (2498, 350, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (2499, 350, '_work_call_wedid', 'field_5b241ac4bdd50'), (2500, 350, 'work_call_image', '346'), (2501, 350, '_work_call_image', 'field_5b2906b12feea'), (2502, 350, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (2503, 350, '_work_thework_description', 'field_5b241b1abdd51'), (2504, 350, 'work_thework_image', '347'), (2505, 350, '_work_thework_image', 'field_5b241b76bdd52'), (2506, 350, 'work_impact_1_type', 'text'), (2507, 350, '_work_impact_1_type', 'field_5b241c64ed75b'), (2508, 350, 'work_impact_1_text', '• Stronger brand impact at shelf with a more uniform design across products.\r\n\r\n• Improved shop-ability through stronger branding and more consistent flavor descriptions.'), (2509, 350, '_work_impact_1_text', 'field_5b241d21ed75c'), (2510, 350, 'work_impact_2_type', 'image'), (2511, 350, '_work_impact_2_type', 'field_5b2420871e096'), (2512, 350, 'work_impact_2_image', '348'), (2513, 350, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2514, 350, 'work_impact_3_type', 'image'), (2515, 350, '_work_impact_3_type', 'field_5b2423b7155ca'), (2516, 350, 'work_impact_3_image', '349'), (2517, 350, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (2518, 350, 'work_impact_4_type', 'none'), (2519, 350, '_work_impact_4_type', 'field_5b2426034a947'), (2520, 47, 'work_impact_3_image', '661'), (2521, 47, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (2522, 351, '_wp_attached_file', '2018/03/thumb-jason.jpg'), (2523, 351, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:501;s:6:\"height\";i:625;s:4:\"file\";s:23:\"2018/03/thumb-jason.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"thumb-jason-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2524, 352, '_wp_attached_file', '2018/03/featured-3.jpg'), (2525, 352, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:22:\"2018/03/featured-3.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"featured-3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"featured-3-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:24:\"featured-3-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2526, 353, '_wp_attached_file', '2018/03/post-1-1.jpg'), (2527, 353, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:794;s:4:\"file\";s:20:\"2018/03/post-1-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-1-1-768x318.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:318;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"post-1-1-1900x794.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:794;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2528, 354, '_wp_attached_file', '2018/03/post-2-3.jpg'), (2529, 354, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:20:\"2018/03/post-2-3.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-2-3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-2-3-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"post-2-3-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2532, 356, 'work_featured_image', '352'), (2533, 356, '_work_featured_image', 'field_5b27eac37a115'), (2534, 356, 'work_colors_text', '#000000'), (2535, 356, '_work_colors_text', 'field_5b241810bdd49'), (2536, 356, 'work_colors_accent', '#4cbff3'), (2537, 356, '_work_colors_accent', 'field_5b241884bdd4a'), (2538, 356, 'work_colors_bg', '#79d7f8'), (2539, 356, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2540, 356, 'work_hero_tag', 'JÄsÖn'), (2541, 356, '_work_hero_tag', 'field_5b2418cebdd4c'), (2542, 356, 'work_hero_textcolor', '#ffffff'), (2543, 356, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2544, 356, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (2545, 356, '_work_call_description', 'field_5b241a9cbdd4f'), (2546, 356, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (2547, 356, '_work_call_wedid', 'field_5b241ac4bdd50'), (2548, 356, 'work_call_image', '353'), (2549, 356, '_work_call_image', 'field_5b2906b12feea'), (2550, 356, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (2551, 356, '_work_thework_description', 'field_5b241b1abdd51'), (2552, 356, 'work_thework_image', '354'), (2553, 356, '_work_thework_image', 'field_5b241b76bdd52'), (2554, 356, 'work_impact_1_type', 'text'), (2555, 356, '_work_impact_1_type', 'field_5b241c64ed75b'), (2556, 356, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (2557, 356, '_work_impact_1_text', 'field_5b241d21ed75c'), (2558, 356, 'work_impact_2_type', 'image'), (2559, 356, '_work_impact_2_type', 'field_5b2420871e096'), (2560, 356, 'work_impact_2_image', '355'), (2561, 356, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2562, 356, 'work_impact_3_type', 'none'), (2563, 356, '_work_impact_3_type', 'field_5b2423b7155ca'), (2564, 356, 'work_impact_4_type', 'none'), (2565, 356, '_work_impact_4_type', 'field_5b2426034a947'), (2566, 43, 'work_call_image', '3490'), (2567, 43, '_work_call_image', 'field_5b2906b12feea'), (2568, 43, 'work_impact_1_text', ''), (2569, 43, '_work_impact_1_text', 'field_5b241d21ed75c'), (2570, 43, 'work_impact_2_image', '498'), (2571, 43, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2572, 357, 'work_featured_image', '352'), (2573, 357, '_work_featured_image', 'field_5b27eac37a115'), (2574, 357, 'work_colors_text', '#000000'), (2575, 357, '_work_colors_text', 'field_5b241810bdd49'), (2576, 357, 'work_colors_accent', '#4cbff3'), (2577, 357, '_work_colors_accent', 'field_5b241884bdd4a'), (2578, 357, 'work_colors_bg', '#79d7f8'), (2579, 357, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2580, 357, 'work_hero_tag', 'JÄsÖn'), (2581, 357, '_work_hero_tag', 'field_5b2418cebdd4c'), (2582, 357, 'work_hero_textcolor', '#ffffff'), (2583, 357, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2584, 357, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (2585, 357, '_work_call_description', 'field_5b241a9cbdd4f'), (2586, 357, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (2587, 357, '_work_call_wedid', 'field_5b241ac4bdd50'), (2588, 357, 'work_call_image', '353'), (2589, 357, '_work_call_image', 'field_5b2906b12feea'), (2590, 357, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (2591, 357, '_work_thework_description', 'field_5b241b1abdd51'), (2592, 357, 'work_thework_image', '354'), (2593, 357, '_work_thework_image', 'field_5b241b76bdd52'), (2594, 357, 'work_impact_1_type', 'text'), (2595, 357, '_work_impact_1_type', 'field_5b241c64ed75b'), (2596, 357, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (2597, 357, '_work_impact_1_text', 'field_5b241d21ed75c'), (2598, 357, 'work_impact_2_type', 'image'), (2599, 357, '_work_impact_2_type', 'field_5b2420871e096'), (2600, 357, 'work_impact_2_image', '355'), (2601, 357, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2602, 357, 'work_impact_3_type', 'none'), (2603, 357, '_work_impact_3_type', 'field_5b2423b7155ca'), (2604, 357, 'work_impact_4_type', 'none'), (2605, 357, '_work_impact_4_type', 'field_5b2426034a947'), (2608, 359, 'work_featured_image', '352'), (2609, 359, '_work_featured_image', 'field_5b27eac37a115'), (2610, 359, 'work_colors_text', '#000000'), (2611, 359, '_work_colors_text', 'field_5b241810bdd49'), (2612, 359, 'work_colors_accent', '#4cbff3'), (2613, 359, '_work_colors_accent', 'field_5b241884bdd4a'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (2614, 359, 'work_colors_bg', '#79d7f8'), (2615, 359, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2616, 359, 'work_hero_tag', 'JÄsÖn'), (2617, 359, '_work_hero_tag', 'field_5b2418cebdd4c'), (2618, 359, 'work_hero_textcolor', '#ffffff'), (2619, 359, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2620, 359, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (2621, 359, '_work_call_description', 'field_5b241a9cbdd4f'), (2622, 359, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (2623, 359, '_work_call_wedid', 'field_5b241ac4bdd50'), (2624, 359, 'work_call_image', '353'), (2625, 359, '_work_call_image', 'field_5b2906b12feea'), (2626, 359, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (2627, 359, '_work_thework_description', 'field_5b241b1abdd51'), (2628, 359, 'work_thework_image', '354'), (2629, 359, '_work_thework_image', 'field_5b241b76bdd52'), (2630, 359, 'work_impact_1_type', 'text'), (2631, 359, '_work_impact_1_type', 'field_5b241c64ed75b'), (2632, 359, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (2633, 359, '_work_impact_1_text', 'field_5b241d21ed75c'), (2634, 359, 'work_impact_2_type', 'image'), (2635, 359, '_work_impact_2_type', 'field_5b2420871e096'), (2636, 359, 'work_impact_2_image', '358'), (2637, 359, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2638, 359, 'work_impact_3_type', 'none'), (2639, 359, '_work_impact_3_type', 'field_5b2423b7155ca'), (2640, 359, 'work_impact_4_type', 'none'), (2641, 359, '_work_impact_4_type', 'field_5b2426034a947'), (2642, 360, '_wp_attached_file', '2018/03/post-3-2.jpg'), (2643, 360, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:20:\"2018/03/post-3-2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-3-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-3-2-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"post-3-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2644, 361, 'work_featured_image', '352'), (2645, 361, '_work_featured_image', 'field_5b27eac37a115'), (2646, 361, 'work_colors_text', '#000000'), (2647, 361, '_work_colors_text', 'field_5b241810bdd49'), (2648, 361, 'work_colors_accent', '#4cbff3'), (2649, 361, '_work_colors_accent', 'field_5b241884bdd4a'), (2650, 361, 'work_colors_bg', '#79d7f8'), (2651, 361, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2652, 361, 'work_hero_tag', 'JÄsÖn'), (2653, 361, '_work_hero_tag', 'field_5b2418cebdd4c'), (2654, 361, 'work_hero_textcolor', '#ffffff'), (2655, 361, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2656, 361, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (2657, 361, '_work_call_description', 'field_5b241a9cbdd4f'), (2658, 361, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (2659, 361, '_work_call_wedid', 'field_5b241ac4bdd50'), (2660, 361, 'work_call_image', '353'), (2661, 361, '_work_call_image', 'field_5b2906b12feea'), (2662, 361, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (2663, 361, '_work_thework_description', 'field_5b241b1abdd51'), (2664, 361, 'work_thework_image', '354'), (2665, 361, '_work_thework_image', 'field_5b241b76bdd52'), (2666, 361, 'work_impact_1_type', 'text'), (2667, 361, '_work_impact_1_type', 'field_5b241c64ed75b'), (2668, 361, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (2669, 361, '_work_impact_1_text', 'field_5b241d21ed75c'), (2670, 361, 'work_impact_2_type', 'image'), (2671, 361, '_work_impact_2_type', 'field_5b2420871e096'), (2672, 361, 'work_impact_2_image', '360'), (2673, 361, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2674, 361, 'work_impact_3_type', 'none'), (2675, 361, '_work_impact_3_type', 'field_5b2423b7155ca'), (2676, 361, 'work_impact_4_type', 'none'), (2677, 361, '_work_impact_4_type', 'field_5b2426034a947'), (2678, 362, '_wp_attached_file', '2018/06/thumb-chex.jpg'), (2679, 362, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:499;s:6:\"height\";i:585;s:4:\"file\";s:22:\"2018/06/thumb-chex.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"thumb-chex-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2680, 363, '_wp_attached_file', '2018/06/featured-1.jpg'), (2681, 363, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:22:\"2018/06/featured-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"featured-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"featured-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:24:\"featured-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2682, 364, '_wp_attached_file', '2018/06/post-1.jpg'), (2683, 364, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1938;s:6:\"height\";i:1080;s:4:\"file\";s:18:\"2018/06/post-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-1-768x428.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:428;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"post-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2684, 365, '_wp_attached_file', '2018/06/post-2-1.jpg'), (2685, 365, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1913;s:6:\"height\";i:800;s:4:\"file\";s:20:\"2018/06/post-2-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-2-1-768x321.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:321;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"post-2-1-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2688, 367, 'work_featured_image', '363'), (2689, 367, '_work_featured_image', 'field_5b27eac37a115'), (2690, 367, 'work_colors_text', '#ffffff'), (2691, 367, '_work_colors_text', 'field_5b241810bdd49'), (2692, 367, 'work_colors_accent', '#af020c'), (2693, 367, '_work_colors_accent', 'field_5b241884bdd4a'), (2694, 367, 'work_colors_bg', '#cc081e'), (2695, 367, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2696, 367, 'work_hero_tag', 'Chex'), (2697, 367, '_work_hero_tag', 'field_5b2418cebdd4c'), (2698, 367, 'work_hero_textcolor', '#ffffff'), (2699, 367, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2700, 367, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (2701, 367, '_work_call_description', 'field_5b241a9cbdd4f'), (2702, 367, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (2703, 367, '_work_call_wedid', 'field_5b241ac4bdd50'), (2704, 367, 'work_call_image', '364'), (2705, 367, '_work_call_image', 'field_5b2906b12feea'), (2706, 367, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (2707, 367, '_work_thework_description', 'field_5b241b1abdd51'), (2708, 367, 'work_thework_image', '365'), (2709, 367, '_work_thework_image', 'field_5b241b76bdd52'), (2710, 367, 'work_impact_1_type', 'text'), (2711, 367, '_work_impact_1_type', 'field_5b241c64ed75b'), (2712, 367, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (2713, 367, '_work_impact_1_text', 'field_5b241d21ed75c'), (2714, 367, 'work_impact_2_type', 'image'), (2715, 367, '_work_impact_2_type', 'field_5b2420871e096'), (2716, 367, 'work_impact_2_image', '366'), (2717, 367, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2718, 367, 'work_impact_3_type', 'none'), (2719, 367, '_work_impact_3_type', 'field_5b2423b7155ca'), (2720, 367, 'work_impact_4_type', 'none'), (2721, 367, '_work_impact_4_type', 'field_5b2426034a947'), (2722, 60, 'work_featured_image', '363'), (2723, 60, '_work_featured_image', 'field_5b27eac37a115'), (2724, 60, 'work_call_image', '626'), (2725, 60, '_work_call_image', 'field_5b2906b12feea'), (2726, 60, 'work_impact_1_text', ''), (2727, 60, '_work_impact_1_text', 'field_5b241d21ed75c'), (2728, 60, 'work_impact_2_image', '629'), (2729, 60, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2732, 369, 'work_featured_image', '363'), (2733, 369, '_work_featured_image', 'field_5b27eac37a115'), (2734, 369, 'work_colors_text', '#ffffff'), (2735, 369, '_work_colors_text', 'field_5b241810bdd49'), (2736, 369, 'work_colors_accent', '#af020c'), (2737, 369, '_work_colors_accent', 'field_5b241884bdd4a'), (2738, 369, 'work_colors_bg', '#cc081e'), (2739, 369, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2740, 369, 'work_hero_tag', 'Chex'), (2741, 369, '_work_hero_tag', 'field_5b2418cebdd4c'), (2742, 369, 'work_hero_textcolor', '#ffffff'), (2743, 369, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2744, 369, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (2745, 369, '_work_call_description', 'field_5b241a9cbdd4f'), (2746, 369, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (2747, 369, '_work_call_wedid', 'field_5b241ac4bdd50'), (2748, 369, 'work_call_image', '364'), (2749, 369, '_work_call_image', 'field_5b2906b12feea'), (2750, 369, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (2751, 369, '_work_thework_description', 'field_5b241b1abdd51'), (2752, 369, 'work_thework_image', '365'), (2753, 369, '_work_thework_image', 'field_5b241b76bdd52'), (2754, 369, 'work_impact_1_type', 'text'), (2755, 369, '_work_impact_1_type', 'field_5b241c64ed75b'), (2756, 369, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (2757, 369, '_work_impact_1_text', 'field_5b241d21ed75c'), (2758, 369, 'work_impact_2_type', 'image'), (2759, 369, '_work_impact_2_type', 'field_5b2420871e096'), (2760, 369, 'work_impact_2_image', '368'), (2761, 369, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2762, 369, 'work_impact_3_type', 'none'), (2763, 369, '_work_impact_3_type', 'field_5b2423b7155ca'), (2764, 369, 'work_impact_4_type', 'none'), (2765, 369, '_work_impact_4_type', 'field_5b2426034a947'), (2766, 370, '_wp_attached_file', '2018/06/post-3-1.jpg'), (2767, 370, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1079;s:4:\"file\";s:20:\"2018/06/post-3-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-3-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-3-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"post-3-1-1900x1079.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1079;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2768, 371, 'work_featured_image', '363'), (2769, 371, '_work_featured_image', 'field_5b27eac37a115'), (2770, 371, 'work_colors_text', '#ffffff'), (2771, 371, '_work_colors_text', 'field_5b241810bdd49'), (2772, 371, 'work_colors_accent', '#af020c'), (2773, 371, '_work_colors_accent', 'field_5b241884bdd4a'), (2774, 371, 'work_colors_bg', '#cc081e'), (2775, 371, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2776, 371, 'work_hero_tag', 'Chex'), (2777, 371, '_work_hero_tag', 'field_5b2418cebdd4c'), (2778, 371, 'work_hero_textcolor', '#ffffff'), (2779, 371, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2780, 371, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (2781, 371, '_work_call_description', 'field_5b241a9cbdd4f'), (2782, 371, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (2783, 371, '_work_call_wedid', 'field_5b241ac4bdd50'), (2784, 371, 'work_call_image', '364'), (2785, 371, '_work_call_image', 'field_5b2906b12feea'), (2786, 371, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (2787, 371, '_work_thework_description', 'field_5b241b1abdd51'), (2788, 371, 'work_thework_image', '365'), (2789, 371, '_work_thework_image', 'field_5b241b76bdd52'), (2790, 371, 'work_impact_1_type', 'text'), (2791, 371, '_work_impact_1_type', 'field_5b241c64ed75b'), (2792, 371, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (2793, 371, '_work_impact_1_text', 'field_5b241d21ed75c'), (2794, 371, 'work_impact_2_type', 'image'), (2795, 371, '_work_impact_2_type', 'field_5b2420871e096'), (2796, 371, 'work_impact_2_image', '370'), (2797, 371, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2798, 371, 'work_impact_3_type', 'none'), (2799, 371, '_work_impact_3_type', 'field_5b2423b7155ca'), (2800, 371, 'work_impact_4_type', 'none'), (2801, 371, '_work_impact_4_type', 'field_5b2426034a947'), (2802, 372, '_edit_last', '1'), (2803, 372, 'field_5b2bb0cd65b4e', 'a:12:{s:3:\"key\";s:19:\"field_5b2bb0cd65b4e\";s:5:\"label\";s:5:\"Color\";s:4:\"name\";s:21:\"work_navigation_color\";s:4:\"type\";s:6:\"select\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:5:\"black\";s:5:\"Black\";s:5:\"white\";s:5:\"White\";}s:13:\"default_value\";s:0:\"\";s:10:\"allow_null\";s:1:\"0\";s:8:\"multiple\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:2:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (2805, 372, 'position', 'normal'), (2806, 372, 'layout', 'default'), (2807, 372, 'hide_on_screen', ''), (2808, 372, '_edit_lock', '1530042259:1'), (2810, 373, 'work_navigation_color', 'white'), (2811, 373, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2812, 373, 'work_featured_image', '284'), (2813, 373, '_work_featured_image', 'field_5b27eac37a115'), (2814, 373, 'work_colors_text', '#ffffff'), (2815, 373, '_work_colors_text', 'field_5b241810bdd49'), (2816, 373, 'work_colors_accent', '#2c4d84'), (2817, 373, '_work_colors_accent', 'field_5b241884bdd4a'), (2818, 373, 'work_colors_bg', '#171f30'), (2819, 373, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2820, 373, 'work_hero_tag', 'Terra'), (2821, 373, '_work_hero_tag', 'field_5b2418cebdd4c'), (2822, 373, 'work_hero_textcolor', '#ffffff'), (2823, 373, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2824, 373, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (2825, 373, '_work_call_description', 'field_5b241a9cbdd4f'), (2826, 373, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (2827, 373, '_work_call_wedid', 'field_5b241ac4bdd50'), (2828, 373, 'work_call_image', '296'), (2829, 373, '_work_call_image', 'field_5b2906b12feea'), (2830, 373, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (2831, 373, '_work_thework_description', 'field_5b241b1abdd51'), (2832, 373, 'work_thework_image', '290'), (2833, 373, '_work_thework_image', 'field_5b241b76bdd52'), (2834, 373, 'work_impact_1_type', 'quote'), (2835, 373, '_work_impact_1_type', 'field_5b241c64ed75b'), (2836, 373, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (2837, 373, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (2838, 373, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (2839, 373, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (2840, 373, 'work_impact_2_type', 'image'), (2841, 373, '_work_impact_2_type', 'field_5b2420871e096'), (2842, 373, 'work_impact_2_image', '291'), (2843, 373, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2844, 373, 'work_impact_3_type', 'quote_image'), (2845, 373, '_work_impact_3_type', 'field_5b2423b7155ca'), (2846, 373, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (2847, 373, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (2848, 373, 'work_impact_3_quote-image_author', 'PRS'), (2849, 373, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (2850, 373, 'work_impact_3_quote-image_image', '293'), (2851, 373, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (2852, 373, 'work_impact_4_type', 'none'), (2853, 373, '_work_impact_4_type', 'field_5b2426034a947'), (2854, 31, 'work_navigation_color', 'white'), (2855, 31, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2859, 60, 'work_navigation_color', 'black'), (2860, 60, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2861, 43, 'work_navigation_color', 'black'), (2862, 43, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2863, 47, 'work_navigation_color', 'white'), (2864, 47, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2865, 326, 'work_navigation_color', 'black'), (2866, 326, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2867, 41, 'work_navigation_color', 'black'), (2868, 41, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2869, 375, 'work_navigation_color', 'w'), (2870, 375, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2871, 375, 'work_featured_image', '345'), (2872, 375, '_work_featured_image', 'field_5b27eac37a115'), (2873, 375, 'work_colors_text', '#ffffff'), (2874, 375, '_work_colors_text', 'field_5b241810bdd49'), (2875, 375, 'work_colors_accent', '#007bc1'), (2876, 375, '_work_colors_accent', 'field_5b241884bdd4a'), (2877, 375, 'work_colors_bg', '#0094d0'), (2878, 375, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2879, 375, 'work_hero_tag', 'Land o Lakes'), (2880, 375, '_work_hero_tag', 'field_5b2418cebdd4c'), (2881, 375, 'work_hero_textcolor', '#ffffff'), (2882, 375, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2883, 375, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (2884, 375, '_work_call_description', 'field_5b241a9cbdd4f'), (2885, 375, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (2886, 375, '_work_call_wedid', 'field_5b241ac4bdd50'), (2887, 375, 'work_call_image', '346'), (2888, 375, '_work_call_image', 'field_5b2906b12feea'), (2889, 375, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (2890, 375, '_work_thework_description', 'field_5b241b1abdd51'), (2891, 375, 'work_thework_image', '347'), (2892, 375, '_work_thework_image', 'field_5b241b76bdd52'), (2893, 375, 'work_impact_1_type', 'text'), (2894, 375, '_work_impact_1_type', 'field_5b241c64ed75b'), (2895, 375, 'work_impact_1_text', '• Stronger brand impact at shelf with a more uniform design across products.\r\n\r\n• Improved shop-ability through stronger branding and more consistent flavor descriptions.'), (2896, 375, '_work_impact_1_text', 'field_5b241d21ed75c'), (2897, 375, 'work_impact_2_type', 'image'), (2898, 375, '_work_impact_2_type', 'field_5b2420871e096'), (2899, 375, 'work_impact_2_image', '348'), (2900, 375, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2901, 375, 'work_impact_3_type', 'image'), (2902, 375, '_work_impact_3_type', 'field_5b2423b7155ca'), (2903, 375, 'work_impact_3_image', '349'), (2904, 375, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (2905, 375, 'work_impact_4_type', 'none'), (2906, 375, '_work_impact_4_type', 'field_5b2426034a947'), (2907, 376, 'work_navigation_color', 'w'), (2908, 376, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2909, 376, 'work_featured_image', '284'), (2910, 376, '_work_featured_image', 'field_5b27eac37a115'), (2911, 376, 'work_colors_text', '#ffffff'), (2912, 376, '_work_colors_text', 'field_5b241810bdd49'), (2913, 376, 'work_colors_accent', '#2c4d84'), (2914, 376, '_work_colors_accent', 'field_5b241884bdd4a'), (2915, 376, 'work_colors_bg', '#171f30'), (2916, 376, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2917, 376, 'work_hero_tag', 'Terra'), (2918, 376, '_work_hero_tag', 'field_5b2418cebdd4c'), (2919, 376, 'work_hero_textcolor', '#ffffff'), (2920, 376, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2921, 376, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (2922, 376, '_work_call_description', 'field_5b241a9cbdd4f'), (2923, 376, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (2924, 376, '_work_call_wedid', 'field_5b241ac4bdd50'), (2925, 376, 'work_call_image', '296'), (2926, 376, '_work_call_image', 'field_5b2906b12feea'), (2927, 376, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (2928, 376, '_work_thework_description', 'field_5b241b1abdd51'), (2929, 376, 'work_thework_image', '290'), (2930, 376, '_work_thework_image', 'field_5b241b76bdd52'), (2931, 376, 'work_impact_1_type', 'quote'), (2932, 376, '_work_impact_1_type', 'field_5b241c64ed75b'), (2933, 376, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (2934, 376, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (2935, 376, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (2936, 376, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (2937, 376, 'work_impact_2_type', 'image'), (2938, 376, '_work_impact_2_type', 'field_5b2420871e096'), (2939, 376, 'work_impact_2_image', '291'), (2940, 376, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2941, 376, 'work_impact_3_type', 'quote_image'), (2942, 376, '_work_impact_3_type', 'field_5b2423b7155ca'), (2943, 376, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (2944, 376, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (2945, 376, 'work_impact_3_quote-image_author', 'PRS'), (2946, 376, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (2947, 376, 'work_impact_3_quote-image_image', '293'), (2948, 376, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (2949, 376, 'work_impact_4_type', 'none'), (2950, 376, '_work_impact_4_type', 'field_5b2426034a947'), (2951, 377, '_wp_attached_file', '2018/01/thumb-terra.jpg'), (2952, 377, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:501;s:6:\"height\";i:625;s:4:\"file\";s:23:\"2018/01/thumb-terra.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"thumb-terra-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (2953, 378, 'work_navigation_color', 'w'), (2954, 378, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2955, 378, 'work_featured_image', '319'), (2956, 378, '_work_featured_image', 'field_5b27eac37a115'), (2957, 378, 'work_colors_text', '#163868'), (2958, 378, '_work_colors_text', 'field_5b241810bdd49'), (2959, 378, 'work_colors_accent', '#69b9c6'), (2960, 378, '_work_colors_accent', 'field_5b241884bdd4a'), (2961, 378, 'work_colors_bg', '#c9e9ee'), (2962, 378, '_work_colors_bg', 'field_5b2418a3bdd4b'), (2963, 378, 'work_hero_tag', 'Pillsbury'), (2964, 378, '_work_hero_tag', 'field_5b2418cebdd4c'), (2965, 378, 'work_hero_textcolor', '#ffffff'), (2966, 378, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (2967, 378, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (2968, 378, '_work_call_description', 'field_5b241a9cbdd4f'), (2969, 378, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (2970, 378, '_work_call_wedid', 'field_5b241ac4bdd50'), (2971, 378, 'work_call_image', '321'), (2972, 378, '_work_call_image', 'field_5b2906b12feea'), (2973, 378, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (2974, 378, '_work_thework_description', 'field_5b241b1abdd51'), (2975, 378, 'work_thework_image', '322'), (2976, 378, '_work_thework_image', 'field_5b241b76bdd52'), (2977, 378, 'work_impact_1_type', 'text'), (2978, 378, '_work_impact_1_type', 'field_5b241c64ed75b'), (2979, 378, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (2980, 378, '_work_impact_1_text', 'field_5b241d21ed75c'), (2981, 378, 'work_impact_2_type', 'image'), (2982, 378, '_work_impact_2_type', 'field_5b2420871e096'), (2983, 378, 'work_impact_2_image', '323'), (2984, 378, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (2985, 378, 'work_impact_3_type', 'quote'), (2986, 378, '_work_impact_3_type', 'field_5b2423b7155ca'), (2987, 378, 'work_impact_3_quote_text', 'now your business is as large as your imagination. You can start to add services that can be very powerful for your business model.'), (2988, 378, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (2989, 378, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (2990, 378, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (2991, 378, 'work_impact_4_type', 'image'), (2992, 378, '_work_impact_4_type', 'field_5b2426034a947'), (2993, 378, 'work_impact_4_image', '324'), (2994, 378, '_work_impact_4_image', 'field_5b29140b4fbd8'), (2995, 379, 'work_navigation_color', 'b'), (2996, 379, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (2997, 379, 'work_featured_image', '319'), (2998, 379, '_work_featured_image', 'field_5b27eac37a115'), (2999, 379, 'work_colors_text', '#163868'), (3000, 379, '_work_colors_text', 'field_5b241810bdd49'), (3001, 379, 'work_colors_accent', '#69b9c6'), (3002, 379, '_work_colors_accent', 'field_5b241884bdd4a'), (3003, 379, 'work_colors_bg', '#c9e9ee'), (3004, 379, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3005, 379, 'work_hero_tag', 'Pillsbury'), (3006, 379, '_work_hero_tag', 'field_5b2418cebdd4c'), (3007, 379, 'work_hero_textcolor', '#ffffff'), (3008, 379, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3009, 379, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (3010, 379, '_work_call_description', 'field_5b241a9cbdd4f'), (3011, 379, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (3012, 379, '_work_call_wedid', 'field_5b241ac4bdd50'), (3013, 379, 'work_call_image', '321'), (3014, 379, '_work_call_image', 'field_5b2906b12feea'), (3015, 379, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (3016, 379, '_work_thework_description', 'field_5b241b1abdd51'), (3017, 379, 'work_thework_image', '322'), (3018, 379, '_work_thework_image', 'field_5b241b76bdd52'), (3019, 379, 'work_impact_1_type', 'text'), (3020, 379, '_work_impact_1_type', 'field_5b241c64ed75b'), (3021, 379, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (3022, 379, '_work_impact_1_text', 'field_5b241d21ed75c'), (3023, 379, 'work_impact_2_type', 'image'), (3024, 379, '_work_impact_2_type', 'field_5b2420871e096'), (3025, 379, 'work_impact_2_image', '323'), (3026, 379, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3027, 379, 'work_impact_3_type', 'quote'), (3028, 379, '_work_impact_3_type', 'field_5b2423b7155ca'), (3029, 379, 'work_impact_3_quote_text', 'now your business is as large as your imagination. You can start to add services that can be very powerful for your business model.'), (3030, 379, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (3031, 379, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (3032, 379, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (3033, 379, 'work_impact_4_type', 'image'), (3034, 379, '_work_impact_4_type', 'field_5b2426034a947'), (3035, 379, 'work_impact_4_image', '324'), (3036, 379, '_work_impact_4_image', 'field_5b29140b4fbd8'), (3037, 380, 'work_navigation_color', 'w'), (3038, 380, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3039, 380, 'work_featured_image', '334'), (3040, 380, '_work_featured_image', 'field_5b27eac37a115'), (3041, 380, 'work_colors_text', '#000000'), (3042, 380, '_work_colors_text', 'field_5b241810bdd49'), (3043, 380, 'work_colors_accent', '#fc8168'), (3044, 380, '_work_colors_accent', 'field_5b241884bdd4a'), (3045, 380, 'work_colors_bg', '#fd9982'), (3046, 380, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3047, 380, 'work_hero_tag', 'Maranatha'), (3048, 380, '_work_hero_tag', 'field_5b2418cebdd4c'), (3049, 380, 'work_hero_textcolor', '#ffffff'), (3050, 380, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3051, 380, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (3052, 380, '_work_call_description', 'field_5b241a9cbdd4f'), (3053, 380, 'work_call_wedid', 'Design Strategy\r\n\r\nIdentity Design\r\n\r\nPackaging Design'), (3054, 380, '_work_call_wedid', 'field_5b241ac4bdd50'), (3055, 380, 'work_call_image', '335'), (3056, 380, '_work_call_image', 'field_5b2906b12feea'), (3057, 380, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (3058, 380, '_work_thework_description', 'field_5b241b1abdd51'), (3059, 380, 'work_thework_image', '336'), (3060, 380, '_work_thework_image', 'field_5b241b76bdd52'), (3061, 380, 'work_impact_1_type', 'quote_image'), (3062, 380, '_work_impact_1_type', 'field_5b241c64ed75b'), (3063, 380, 'work_impact_1_quote-image_text', 'Now your business is as large as your imagination. You can start to add services model.'), (3064, 380, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (3065, 380, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (3066, 380, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (3067, 380, 'work_impact_1_quote-image_image', '337'), (3068, 380, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (3069, 380, 'work_impact_2_type', 'none'), (3070, 380, '_work_impact_2_type', 'field_5b2420871e096'), (3071, 380, 'work_impact_3_type', 'none'), (3072, 380, '_work_impact_3_type', 'field_5b2423b7155ca'), (3073, 380, 'work_impact_4_type', 'none'), (3074, 380, '_work_impact_4_type', 'field_5b2426034a947'), (3075, 39, 'work_navigation_color', 'white'), (3076, 39, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3077, 45, 'work_navigation_color', 'black'), (3078, 45, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3079, 261, 'field_5b2bbcec769cc', 'a:12:{s:3:\"key\";s:19:\"field_5b2bbcec769cc\";s:5:\"label\";s:17:\"Quote image align\";s:4:\"name\";s:31:\"work_impact_1_quote-image_align\";s:4:\"type\";s:6:\"select\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:6:\"center\";s:6:\"Center\";s:6:\"bottom\";s:6:\"Bottom\";}s:13:\"default_value\";s:0:\"\";s:10:\"allow_null\";s:1:\"0\";s:8:\"multiple\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:27;}'), (3080, 261, 'field_5b2bbd19769cd', 'a:12:{s:3:\"key\";s:19:\"field_5b2bbd19769cd\";s:5:\"label\";s:17:\"Quote image align\";s:4:\"name\";s:31:\"work_impact_2_quote-image_align\";s:4:\"type\";s:6:\"select\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:6:\"center\";s:6:\"Center\";s:6:\"bottom\";s:6:\"Bottom\";}s:13:\"default_value\";s:0:\"\";s:10:\"allow_null\";s:1:\"0\";s:8:\"multiple\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:36;}'), (3081, 261, 'field_5b2bbd87769ce', 'a:12:{s:3:\"key\";s:19:\"field_5b2bbd87769ce\";s:5:\"label\";s:17:\"Quote image align\";s:4:\"name\";s:31:\"work_impact_3_quote-image_align\";s:4:\"type\";s:6:\"select\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:6:\"center\";s:6:\"Center\";s:6:\"bottom\";s:6:\"Bottom\";}s:13:\"default_value\";s:0:\"\";s:10:\"allow_null\";s:1:\"0\";s:8:\"multiple\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:46;}'), (3082, 261, 'field_5b2bbda1769cf', 'a:12:{s:3:\"key\";s:19:\"field_5b2bbda1769cf\";s:5:\"label\";s:17:\"Quote image align\";s:4:\"name\";s:31:\"work_impact_4_quote-image_align\";s:4:\"type\";s:6:\"select\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:6:\"center\";s:6:\"Center\";s:6:\"bottom\";s:6:\"Bottom\";}s:13:\"default_value\";s:0:\"\";s:10:\"allow_null\";s:1:\"0\";s:8:\"multiple\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:11:\"quote_image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:56;}'), (3084, 382, 'work_navigation_color', 'w'), (3085, 382, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3086, 382, 'work_featured_image', '334'), (3087, 382, '_work_featured_image', 'field_5b27eac37a115'), (3088, 382, 'work_colors_text', '#000000'), (3089, 382, '_work_colors_text', 'field_5b241810bdd49'), (3090, 382, 'work_colors_accent', '#fc8168'), (3091, 382, '_work_colors_accent', 'field_5b241884bdd4a'), (3092, 382, 'work_colors_bg', '#fd9982'), (3093, 382, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3094, 382, 'work_hero_tag', 'Maranatha'), (3095, 382, '_work_hero_tag', 'field_5b2418cebdd4c'), (3096, 382, 'work_hero_textcolor', '#ffffff'), (3097, 382, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3098, 382, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (3099, 382, '_work_call_description', 'field_5b241a9cbdd4f'), (3100, 382, 'work_call_wedid', 'Design Strategy\r\n\r\nIdentity Design\r\n\r\nPackaging Design'), (3101, 382, '_work_call_wedid', 'field_5b241ac4bdd50'), (3102, 382, 'work_call_image', '335'), (3103, 382, '_work_call_image', 'field_5b2906b12feea'), (3104, 382, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (3105, 382, '_work_thework_description', 'field_5b241b1abdd51'), (3106, 382, 'work_thework_image', '336'), (3107, 382, '_work_thework_image', 'field_5b241b76bdd52'), (3108, 382, 'work_impact_1_type', 'quote_image'), (3109, 382, '_work_impact_1_type', 'field_5b241c64ed75b'), (3110, 382, 'work_impact_1_quote-image_text', 'Now your business is as large as your imagination. You can start to add services model.'), (3111, 382, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (3112, 382, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (3113, 382, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (3114, 382, 'work_impact_1_quote-image_image', '337'), (3115, 382, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (3116, 382, 'work_impact_1_quote-image_align', 'bottom'), (3117, 382, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (3118, 382, 'work_impact_2_type', 'none'), (3119, 382, '_work_impact_2_type', 'field_5b2420871e096'), (3120, 382, 'work_impact_3_type', 'none'), (3121, 382, '_work_impact_3_type', 'field_5b2423b7155ca'), (3122, 382, 'work_impact_4_type', 'none'), (3123, 382, '_work_impact_4_type', 'field_5b2426034a947'), (3124, 39, 'work_impact_1_quote-image_align', 'bottom'), (3125, 39, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (3126, 383, '_edit_last', '1'), (3127, 383, 'field_5b2bddcd3c783', 'a:11:{s:3:\"key\";s:19:\"field_5b2bddcd3c783\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:24:\"work_home_featured_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:1;}'), (3129, 383, 'position', 'normal'), (3130, 383, 'layout', 'default'), (3131, 383, 'hide_on_screen', ''), (3132, 383, '_edit_lock', '1530042259:1'), (3135, 384, '_wp_attached_file', '2018/03/work-01.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (3136, 384, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1072;s:4:\"file\";s:19:\"2018/03/work-01.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"work-01-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:19:\"work-01-768x429.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:429;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"work-01-1900x1072.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1072;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (3137, 385, 'work_navigation_color', 'b'), (3138, 385, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3139, 385, 'work_home_featured_image', '384'), (3140, 385, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3141, 385, 'work_featured_image', '312'), (3142, 385, '_work_featured_image', 'field_5b27eac37a115'), (3143, 385, 'work_colors_text', '#000000'), (3144, 385, '_work_colors_text', 'field_5b241810bdd49'), (3145, 385, 'work_colors_accent', '#eeba06'), (3146, 385, '_work_colors_accent', 'field_5b241884bdd4a'), (3147, 385, 'work_colors_bg', '#ffdc00'), (3148, 385, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3149, 385, 'work_hero_tag', 'Cheerios'), (3150, 385, '_work_hero_tag', 'field_5b2418cebdd4c'), (3151, 385, 'work_hero_textcolor', '#000000'), (3152, 385, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3153, 385, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (3154, 385, '_work_call_description', 'field_5b241a9cbdd4f'), (3155, 385, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (3156, 385, '_work_call_wedid', 'field_5b241ac4bdd50'), (3157, 385, 'work_call_image', '309'), (3158, 385, '_work_call_image', 'field_5b2906b12feea'), (3159, 385, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (3160, 385, '_work_thework_description', 'field_5b241b1abdd51'), (3161, 385, 'work_thework_image', '310'), (3162, 385, '_work_thework_image', 'field_5b241b76bdd52'), (3163, 385, 'work_impact_1_type', 'text'), (3164, 385, '_work_impact_1_type', 'field_5b241c64ed75b'), (3165, 385, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (3166, 385, '_work_impact_1_text', 'field_5b241d21ed75c'), (3167, 385, 'work_impact_2_type', 'image'), (3168, 385, '_work_impact_2_type', 'field_5b2420871e096'), (3169, 385, 'work_impact_2_image', '314'), (3170, 385, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3171, 385, 'work_impact_3_type', 'image'), (3172, 385, '_work_impact_3_type', 'field_5b2423b7155ca'), (3173, 385, 'work_impact_3_image', '315'), (3174, 385, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (3175, 385, 'work_impact_4_type', 'none'), (3176, 385, '_work_impact_4_type', 'field_5b2426034a947'), (3177, 45, 'work_home_featured_image', '384'), (3178, 45, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3179, 386, '_wp_attached_file', '2018/01/work-02.jpg'), (3180, 386, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1072;s:4:\"file\";s:19:\"2018/01/work-02.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"work-02-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:19:\"work-02-768x429.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:429;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"work-02-1900x1072.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1072;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (3181, 387, 'work_navigation_color', 'w'), (3182, 387, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3183, 387, 'work_home_featured_image', '386'), (3184, 387, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3185, 387, 'work_featured_image', '284'), (3186, 387, '_work_featured_image', 'field_5b27eac37a115'), (3187, 387, 'work_colors_text', '#ffffff'), (3188, 387, '_work_colors_text', 'field_5b241810bdd49'), (3189, 387, 'work_colors_accent', '#2c4d84'), (3190, 387, '_work_colors_accent', 'field_5b241884bdd4a'), (3191, 387, 'work_colors_bg', '#171f30'), (3192, 387, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3193, 387, 'work_hero_tag', 'Terra'), (3194, 387, '_work_hero_tag', 'field_5b2418cebdd4c'), (3195, 387, 'work_hero_textcolor', '#ffffff'), (3196, 387, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3197, 387, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (3198, 387, '_work_call_description', 'field_5b241a9cbdd4f'), (3199, 387, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (3200, 387, '_work_call_wedid', 'field_5b241ac4bdd50'), (3201, 387, 'work_call_image', '296'), (3202, 387, '_work_call_image', 'field_5b2906b12feea'), (3203, 387, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (3204, 387, '_work_thework_description', 'field_5b241b1abdd51'), (3205, 387, 'work_thework_image', '290'), (3206, 387, '_work_thework_image', 'field_5b241b76bdd52'), (3207, 387, 'work_impact_1_type', 'quote'), (3208, 387, '_work_impact_1_type', 'field_5b241c64ed75b'), (3209, 387, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (3210, 387, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (3211, 387, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (3212, 387, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (3213, 387, 'work_impact_2_type', 'image'), (3214, 387, '_work_impact_2_type', 'field_5b2420871e096'), (3215, 387, 'work_impact_2_image', '291'), (3216, 387, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3217, 387, 'work_impact_3_type', 'quote_image'), (3218, 387, '_work_impact_3_type', 'field_5b2423b7155ca'), (3219, 387, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (3220, 387, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (3221, 387, 'work_impact_3_quote-image_author', 'PRS'), (3222, 387, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (3223, 387, 'work_impact_3_quote-image_image', '293'), (3224, 387, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (3225, 387, 'work_impact_4_type', 'none'), (3226, 387, '_work_impact_4_type', 'field_5b2426034a947'), (3227, 31, 'work_home_featured_image', '550'), (3228, 31, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3229, 388, '_wp_attached_file', '2018/04/work-03.jpg'), (3230, 388, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1072;s:4:\"file\";s:19:\"2018/04/work-03.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"work-03-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:19:\"work-03-768x429.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:429;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"work-03-1900x1072.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1072;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (3231, 389, '_wp_attached_file', '2018/03/work-04.jpg'), (3232, 389, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1072;s:4:\"file\";s:19:\"2018/03/work-04.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"work-04-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:19:\"work-04-768x429.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:429;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"work-04-1900x1072.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1072;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (3233, 390, 'work_navigation_color', 'w'), (3234, 390, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3235, 390, 'work_home_featured_image', '388'), (3236, 390, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3237, 390, 'work_featured_image', '345'), (3238, 390, '_work_featured_image', 'field_5b27eac37a115'), (3239, 390, 'work_colors_text', '#ffffff'), (3240, 390, '_work_colors_text', 'field_5b241810bdd49'), (3241, 390, 'work_colors_accent', '#007bc1'), (3242, 390, '_work_colors_accent', 'field_5b241884bdd4a'), (3243, 390, 'work_colors_bg', '#0094d0'), (3244, 390, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3245, 390, 'work_hero_tag', 'Land o Lakes'), (3246, 390, '_work_hero_tag', 'field_5b2418cebdd4c'), (3247, 390, 'work_hero_textcolor', '#ffffff'), (3248, 390, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3249, 390, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (3250, 390, '_work_call_description', 'field_5b241a9cbdd4f'), (3251, 390, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (3252, 390, '_work_call_wedid', 'field_5b241ac4bdd50'), (3253, 390, 'work_call_image', '346'), (3254, 390, '_work_call_image', 'field_5b2906b12feea'), (3255, 390, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (3256, 390, '_work_thework_description', 'field_5b241b1abdd51'), (3257, 390, 'work_thework_image', '347'), (3258, 390, '_work_thework_image', 'field_5b241b76bdd52'), (3259, 390, 'work_impact_1_type', 'text'), (3260, 390, '_work_impact_1_type', 'field_5b241c64ed75b'), (3261, 390, 'work_impact_1_text', '• Stronger brand impact at shelf with a more uniform design across products.\r\n\r\n• Improved shop-ability through stronger branding and more consistent flavor descriptions.'), (3262, 390, '_work_impact_1_text', 'field_5b241d21ed75c'), (3263, 390, 'work_impact_2_type', 'image'), (3264, 390, '_work_impact_2_type', 'field_5b2420871e096'), (3265, 390, 'work_impact_2_image', '348'), (3266, 390, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3267, 390, 'work_impact_3_type', 'image'), (3268, 390, '_work_impact_3_type', 'field_5b2423b7155ca'), (3269, 390, 'work_impact_3_image', '349'), (3270, 390, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (3271, 390, 'work_impact_4_type', 'none'), (3272, 390, '_work_impact_4_type', 'field_5b2426034a947'), (3273, 47, 'work_home_featured_image', '388'), (3274, 47, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3275, 391, 'work_navigation_color', 'b'), (3276, 391, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3277, 391, 'work_home_featured_image', '389'), (3278, 391, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3279, 391, 'work_featured_image', '352'), (3280, 391, '_work_featured_image', 'field_5b27eac37a115'), (3281, 391, 'work_colors_text', '#000000'), (3282, 391, '_work_colors_text', 'field_5b241810bdd49'), (3283, 391, 'work_colors_accent', '#4cbff3'), (3284, 391, '_work_colors_accent', 'field_5b241884bdd4a'), (3285, 391, 'work_colors_bg', '#79d7f8'), (3286, 391, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3287, 391, 'work_hero_tag', 'JÄsÖn'), (3288, 391, '_work_hero_tag', 'field_5b2418cebdd4c'), (3289, 391, 'work_hero_textcolor', '#ffffff'), (3290, 391, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3291, 391, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (3292, 391, '_work_call_description', 'field_5b241a9cbdd4f'), (3293, 391, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (3294, 391, '_work_call_wedid', 'field_5b241ac4bdd50'), (3295, 391, 'work_call_image', '353'), (3296, 391, '_work_call_image', 'field_5b2906b12feea'), (3297, 391, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (3298, 391, '_work_thework_description', 'field_5b241b1abdd51'), (3299, 391, 'work_thework_image', '354'), (3300, 391, '_work_thework_image', 'field_5b241b76bdd52'), (3301, 391, 'work_impact_1_type', 'text'), (3302, 391, '_work_impact_1_type', 'field_5b241c64ed75b'), (3303, 391, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (3304, 391, '_work_impact_1_text', 'field_5b241d21ed75c'), (3305, 391, 'work_impact_2_type', 'image'), (3306, 391, '_work_impact_2_type', 'field_5b2420871e096'), (3307, 391, 'work_impact_2_image', '360'), (3308, 391, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3309, 391, 'work_impact_3_type', 'none'), (3310, 391, '_work_impact_3_type', 'field_5b2423b7155ca'), (3311, 391, 'work_impact_4_type', 'none'), (3312, 391, '_work_impact_4_type', 'field_5b2426034a947'), (3313, 43, 'work_home_featured_image', '389'), (3314, 43, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3315, 393, '_edit_last', '1'), (3316, 393, 'field_5b2bdf5ed88a9', 'a:8:{s:3:\"key\";s:19:\"field_5b2bdf5ed88a9\";s:5:\"label\";s:4:\"Hero\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (3317, 393, 'field_5b2bdf69d88aa', 'a:14:{s:3:\"key\";s:19:\"field_5b2bdf69d88aa\";s:5:\"label\";s:8:\"Video id\";s:4:\"name\";s:15:\"home_hero_video\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b44bee446a4c\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"video\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:2;}'), (3318, 393, 'field_5b2be1a1d88ab', 'a:13:{s:3:\"key\";s:19:\"field_5b2be1a1d88ab\";s:5:\"label\";s:4:\"Work\";s:4:\"name\";s:18:\"home_featured_work\";s:4:\"type\";s:8:\"repeater\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:10:\"sub_fields\";a:1:{i:0;a:11:{s:3:\"key\";s:19:\"field_5b2be1ead88ac\";s:5:\"label\";s:16:\"Choose the items\";s:4:\"name\";s:23:\"home_featured_work_item\";s:4:\"type\";s:11:\"post_object\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:9:\"post_type\";a:1:{i:0;s:4:\"work\";}s:8:\"taxonomy\";a:5:{i:0;s:16:\"category-work:15\";i:1;s:16:\"category-work:16\";i:2;s:16:\"category-work:17\";i:3;s:16:\"category-work:13\";i:4;s:16:\"category-work:14\";}s:10:\"allow_null\";s:1:\"0\";s:8:\"multiple\";s:1:\"0\";s:8:\"order_no\";i:0;}}s:7:\"row_min\";s:1:\"1\";s:9:\"row_limit\";s:0:\"\";s:6:\"layout\";s:5:\"table\";s:12:\"button_label\";s:8:\"Add work\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:5;}'), (3320, 393, 'position', 'normal'), (3321, 393, 'layout', 'default'), (3322, 393, 'hide_on_screen', ''), (3323, 393, '_edit_lock', '1531232798:1'), (3324, 393, 'field_5b2be26ebd1f7', 'a:8:{s:3:\"key\";s:19:\"field_5b2be26ebd1f7\";s:5:\"label\";s:13:\"Featured work\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:4;}'), (3329, 394, 'home_welcome_video', '259233296'), (3330, 394, '_home_welcome_video', 'field_5b2bdf69d88aa'), (3331, 394, 'home_featured_work_0_home_featured_work_item', '47'), (3332, 394, '_home_featured_work_0_home_featured_work_item', 'field_5b2be1ead88ac'), (3333, 394, 'home_featured_work', '1'), (3334, 394, '_home_featured_work', 'field_5b2be1a1d88ab'), (3335, 4, 'home_welcome_video', '259233296'), (3336, 4, '_home_welcome_video', 'field_5b2bdf69d88aa'), (3337, 4, 'home_featured_work_0_home_featured_work_item', '45'), (3338, 4, '_home_featured_work_0_home_featured_work_item', 'field_5b2be1ead88ac'), (3339, 4, 'home_featured_work', '4'), (3340, 4, '_home_featured_work', 'field_5b2be1a1d88ab'), (3341, 395, 'home_welcome_video', '259233296'), (3342, 395, '_home_welcome_video', 'field_5b2bdf69d88aa'), (3343, 395, 'home_featured_work_0_home_featured_work_item', '45'), (3344, 395, '_home_featured_work_0_home_featured_work_item', 'field_5b2be1ead88ac'), (3345, 395, 'home_featured_work_1_home_featured_work_item', '31'), (3346, 395, '_home_featured_work_1_home_featured_work_item', 'field_5b2be1ead88ac'), (3347, 395, 'home_featured_work_2_home_featured_work_item', '47'), (3348, 395, '_home_featured_work_2_home_featured_work_item', 'field_5b2be1ead88ac'), (3349, 395, 'home_featured_work_3_home_featured_work_item', '43'), (3350, 395, '_home_featured_work_3_home_featured_work_item', 'field_5b2be1ead88ac'), (3351, 395, 'home_featured_work', '4'), (3352, 395, '_home_featured_work', 'field_5b2be1a1d88ab'), (3353, 4, 'home_featured_work_1_home_featured_work_item', '31'), (3354, 4, '_home_featured_work_1_home_featured_work_item', 'field_5b2be1ead88ac'), (3355, 4, 'home_featured_work_2_home_featured_work_item', '47'), (3356, 4, '_home_featured_work_2_home_featured_work_item', 'field_5b2be1ead88ac'), (3357, 4, 'home_featured_work_3_home_featured_work_item', '43'), (3358, 4, '_home_featured_work_3_home_featured_work_item', 'field_5b2be1ead88ac'), (3359, 396, 'home_welcome_video', '259233296'), (3360, 396, '_home_welcome_video', 'field_5b2bdf69d88aa'), (3361, 396, 'home_featured_work_0_home_featured_work_item', '45'), (3362, 396, '_home_featured_work_0_home_featured_work_item', 'field_5b2be1ead88ac'), (3363, 396, 'home_featured_work_1_home_featured_work_item', '31'), (3364, 396, '_home_featured_work_1_home_featured_work_item', 'field_5b2be1ead88ac'), (3365, 396, 'home_featured_work_2_home_featured_work_item', '47'), (3366, 396, '_home_featured_work_2_home_featured_work_item', 'field_5b2be1ead88ac'), (3367, 396, 'home_featured_work_3_home_featured_work_item', '43'), (3368, 396, '_home_featured_work_3_home_featured_work_item', 'field_5b2be1ead88ac'), (3369, 396, 'home_featured_work_4_home_featured_work_item', '39'), (3370, 396, '_home_featured_work_4_home_featured_work_item', 'field_5b2be1ead88ac'), (3371, 396, 'home_featured_work', '5'), (3372, 396, '_home_featured_work', 'field_5b2be1a1d88ab'), (3375, 383, 'field_5b2bf153536f9', 'a:12:{s:3:\"key\";s:19:\"field_5b2bf153536f9\";s:5:\"label\";s:10:\"Text color\";s:4:\"name\";s:24:\"work_home_featured_color\";s:4:\"type\";s:6:\"select\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:5:\"black\";s:5:\"Black\";s:5:\"white\";s:5:\"White\";}s:13:\"default_value\";s:0:\"\";s:10:\"allow_null\";s:1:\"0\";s:8:\"multiple\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (3377, 397, 'work_navigation_color', 'b'), (3378, 397, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3379, 397, 'work_home_featured_image', '389'), (3380, 397, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3381, 397, 'work_featured_image', '352'), (3382, 397, '_work_featured_image', 'field_5b27eac37a115'), (3383, 397, 'work_colors_text', '#000000'), (3384, 397, '_work_colors_text', 'field_5b241810bdd49'), (3385, 397, 'work_colors_accent', '#4cbff3'), (3386, 397, '_work_colors_accent', 'field_5b241884bdd4a'), (3387, 397, 'work_colors_bg', '#79d7f8'), (3388, 397, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3389, 397, 'work_hero_tag', 'JÄsÖn'), (3390, 397, '_work_hero_tag', 'field_5b2418cebdd4c'), (3391, 397, 'work_hero_textcolor', '#ffffff'), (3392, 397, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3393, 397, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (3394, 397, '_work_call_description', 'field_5b241a9cbdd4f'), (3395, 397, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (3396, 397, '_work_call_wedid', 'field_5b241ac4bdd50'), (3397, 397, 'work_call_image', '353'), (3398, 397, '_work_call_image', 'field_5b2906b12feea'), (3399, 397, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (3400, 397, '_work_thework_description', 'field_5b241b1abdd51'), (3401, 397, 'work_thework_image', '354'), (3402, 397, '_work_thework_image', 'field_5b241b76bdd52'), (3403, 397, 'work_impact_1_type', 'text'), (3404, 397, '_work_impact_1_type', 'field_5b241c64ed75b'), (3405, 397, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (3406, 397, '_work_impact_1_text', 'field_5b241d21ed75c'), (3407, 397, 'work_impact_2_type', 'image'), (3408, 397, '_work_impact_2_type', 'field_5b2420871e096'), (3409, 397, 'work_impact_2_image', '360'), (3410, 397, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3411, 397, 'work_impact_3_type', 'none'), (3412, 397, '_work_impact_3_type', 'field_5b2423b7155ca'), (3413, 397, 'work_impact_4_type', 'none'), (3414, 397, '_work_impact_4_type', 'field_5b2426034a947'), (3415, 398, 'work_navigation_color', 'w'), (3416, 398, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3417, 398, 'work_home_featured_image', '389'), (3418, 398, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3419, 398, 'work_featured_image', '352'), (3420, 398, '_work_featured_image', 'field_5b27eac37a115'), (3421, 398, 'work_colors_text', '#000000'), (3422, 398, '_work_colors_text', 'field_5b241810bdd49'), (3423, 398, 'work_colors_accent', '#4cbff3'), (3424, 398, '_work_colors_accent', 'field_5b241884bdd4a'), (3425, 398, 'work_colors_bg', '#79d7f8'), (3426, 398, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3427, 398, 'work_hero_tag', 'JÄsÖn'), (3428, 398, '_work_hero_tag', 'field_5b2418cebdd4c'), (3429, 398, 'work_hero_textcolor', '#ffffff'), (3430, 398, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3431, 398, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (3432, 398, '_work_call_description', 'field_5b241a9cbdd4f'), (3433, 398, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (3434, 398, '_work_call_wedid', 'field_5b241ac4bdd50'), (3435, 398, 'work_call_image', '353'), (3436, 398, '_work_call_image', 'field_5b2906b12feea'), (3437, 398, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (3438, 398, '_work_thework_description', 'field_5b241b1abdd51'), (3439, 398, 'work_thework_image', '354'), (3440, 398, '_work_thework_image', 'field_5b241b76bdd52'), (3441, 398, 'work_impact_1_type', 'text'), (3442, 398, '_work_impact_1_type', 'field_5b241c64ed75b'), (3443, 398, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (3444, 398, '_work_impact_1_text', 'field_5b241d21ed75c'), (3445, 398, 'work_impact_2_type', 'image'), (3446, 398, '_work_impact_2_type', 'field_5b2420871e096'), (3447, 398, 'work_impact_2_image', '360'), (3448, 398, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3449, 398, 'work_impact_3_type', 'none'), (3450, 398, '_work_impact_3_type', 'field_5b2423b7155ca'), (3451, 398, 'work_impact_4_type', 'none'), (3452, 398, '_work_impact_4_type', 'field_5b2426034a947'), (3454, 43, 'work_home_featured_color', 'black'), (3455, 43, '_work_home_featured_color', 'field_5b2bf153536f9'), (3457, 31, 'work_home_featured_color', 'white'), (3458, 31, '_work_home_featured_color', 'field_5b2bf153536f9'), (3459, 45, 'work_home_featured_color', 'black'), (3460, 45, '_work_home_featured_color', 'field_5b2bf153536f9'), (3461, 400, 'work_navigation_color', 'b'), (3462, 400, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3463, 400, 'work_home_featured_color', 'b'), (3464, 400, '_work_home_featured_color', 'field_5b2bf153536f9'), (3465, 400, 'work_home_featured_image', '388'), (3466, 400, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3467, 400, 'work_featured_image', '345'), (3468, 400, '_work_featured_image', 'field_5b27eac37a115'), (3469, 400, 'work_colors_text', '#ffffff'), (3470, 400, '_work_colors_text', 'field_5b241810bdd49'), (3471, 400, 'work_colors_accent', '#007bc1'), (3472, 400, '_work_colors_accent', 'field_5b241884bdd4a'), (3473, 400, 'work_colors_bg', '#0094d0'), (3474, 400, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3475, 400, 'work_hero_tag', 'Land o Lakes'), (3476, 400, '_work_hero_tag', 'field_5b2418cebdd4c'), (3477, 400, 'work_hero_textcolor', '#ffffff'), (3478, 400, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3479, 400, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (3480, 400, '_work_call_description', 'field_5b241a9cbdd4f'), (3481, 400, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (3482, 400, '_work_call_wedid', 'field_5b241ac4bdd50'), (3483, 400, 'work_call_image', '346'), (3484, 400, '_work_call_image', 'field_5b2906b12feea'), (3485, 400, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (3486, 400, '_work_thework_description', 'field_5b241b1abdd51'), (3487, 400, 'work_thework_image', '347'), (3488, 400, '_work_thework_image', 'field_5b241b76bdd52'), (3489, 400, 'work_impact_1_type', 'text'), (3490, 400, '_work_impact_1_type', 'field_5b241c64ed75b'), (3491, 400, 'work_impact_1_text', '• Stronger brand impact at shelf with a more uniform design across products.\r\n\r\n• Improved shop-ability through stronger branding and more consistent flavor descriptions.'), (3492, 400, '_work_impact_1_text', 'field_5b241d21ed75c'), (3493, 400, 'work_impact_2_type', 'image'), (3494, 400, '_work_impact_2_type', 'field_5b2420871e096'), (3495, 400, 'work_impact_2_image', '348'), (3496, 400, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3497, 400, 'work_impact_3_type', 'image'), (3498, 400, '_work_impact_3_type', 'field_5b2423b7155ca'), (3499, 400, 'work_impact_3_image', '349'), (3500, 400, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (3501, 400, 'work_impact_4_type', 'none'), (3502, 400, '_work_impact_4_type', 'field_5b2426034a947'), (3503, 47, 'work_home_featured_color', 'black'), (3504, 47, '_work_home_featured_color', 'field_5b2bf153536f9'), (3505, 401, 'work_navigation_color', 'w'), (3506, 401, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3507, 401, 'work_home_featured_color', 'b'), (3508, 401, '_work_home_featured_color', 'field_5b2bf153536f9'), (3509, 401, 'work_home_featured_image', '388'), (3510, 401, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3511, 401, 'work_featured_image', '345'), (3512, 401, '_work_featured_image', 'field_5b27eac37a115'), (3513, 401, 'work_colors_text', '#ffffff'), (3514, 401, '_work_colors_text', 'field_5b241810bdd49'), (3515, 401, 'work_colors_accent', '#007bc1'), (3516, 401, '_work_colors_accent', 'field_5b241884bdd4a'), (3517, 401, 'work_colors_bg', '#0094d0'), (3518, 401, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3519, 401, 'work_hero_tag', 'Land o Lakes'), (3520, 401, '_work_hero_tag', 'field_5b2418cebdd4c'), (3521, 401, 'work_hero_textcolor', '#ffffff'), (3522, 401, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3523, 401, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (3524, 401, '_work_call_description', 'field_5b241a9cbdd4f'), (3525, 401, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (3526, 401, '_work_call_wedid', 'field_5b241ac4bdd50'), (3527, 401, 'work_call_image', '346'), (3528, 401, '_work_call_image', 'field_5b2906b12feea'), (3529, 401, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (3530, 401, '_work_thework_description', 'field_5b241b1abdd51'), (3531, 401, 'work_thework_image', '347'), (3532, 401, '_work_thework_image', 'field_5b241b76bdd52'), (3533, 401, 'work_impact_1_type', 'text'), (3534, 401, '_work_impact_1_type', 'field_5b241c64ed75b'), (3535, 401, 'work_impact_1_text', '• Stronger brand impact at shelf with a more uniform design across products.\r\n\r\n• Improved shop-ability through stronger branding and more consistent flavor descriptions.'), (3536, 401, '_work_impact_1_text', 'field_5b241d21ed75c'), (3537, 401, 'work_impact_2_type', 'image'), (3538, 401, '_work_impact_2_type', 'field_5b2420871e096'), (3539, 401, 'work_impact_2_image', '348'), (3540, 401, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3541, 401, 'work_impact_3_type', 'image'), (3542, 401, '_work_impact_3_type', 'field_5b2423b7155ca'), (3543, 401, 'work_impact_3_image', '349'), (3544, 401, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (3545, 401, 'work_impact_4_type', 'none'), (3546, 401, '_work_impact_4_type', 'field_5b2426034a947'), (3547, 402, 'work_navigation_color', 'w'), (3548, 402, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3549, 402, 'work_home_featured_color', 'w'), (3550, 402, '_work_home_featured_color', 'field_5b2bf153536f9'), (3551, 402, 'work_home_featured_image', '386'), (3552, 402, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3553, 402, 'work_featured_image', '284'), (3554, 402, '_work_featured_image', 'field_5b27eac37a115'), (3555, 402, 'work_colors_text', '#ffffff'), (3556, 402, '_work_colors_text', 'field_5b241810bdd49'), (3557, 402, 'work_colors_accent', '#2c4d84'), (3558, 402, '_work_colors_accent', 'field_5b241884bdd4a'), (3559, 402, 'work_colors_bg', '#171f30'), (3560, 402, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3561, 402, 'work_hero_tag', 'Terra'), (3562, 402, '_work_hero_tag', 'field_5b2418cebdd4c'), (3563, 402, 'work_hero_textcolor', '#ffffff'), (3564, 402, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3565, 402, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (3566, 402, '_work_call_description', 'field_5b241a9cbdd4f'), (3567, 402, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (3568, 402, '_work_call_wedid', 'field_5b241ac4bdd50'), (3569, 402, 'work_call_image', '296'), (3570, 402, '_work_call_image', 'field_5b2906b12feea'), (3571, 402, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (3572, 402, '_work_thework_description', 'field_5b241b1abdd51'), (3573, 402, 'work_thework_image', '290'), (3574, 402, '_work_thework_image', 'field_5b241b76bdd52'), (3575, 402, 'work_impact_1_type', 'quote'), (3576, 402, '_work_impact_1_type', 'field_5b241c64ed75b'), (3577, 402, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (3578, 402, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (3579, 402, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (3580, 402, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (3581, 402, 'work_impact_2_type', 'image'), (3582, 402, '_work_impact_2_type', 'field_5b2420871e096'), (3583, 402, 'work_impact_2_image', '291'), (3584, 402, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3585, 402, 'work_impact_3_type', 'quote_image'), (3586, 402, '_work_impact_3_type', 'field_5b2423b7155ca'), (3587, 402, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (3588, 402, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (3589, 402, 'work_impact_3_quote-image_author', 'PRS'), (3590, 402, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (3591, 402, 'work_impact_3_quote-image_image', '293'), (3592, 402, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (3593, 402, 'work_impact_4_type', 'none'), (3594, 402, '_work_impact_4_type', 'field_5b2426034a947'), (3595, 403, 'work_navigation_color', 'b'), (3596, 403, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (3597, 403, 'work_home_featured_color', 'w'), (3598, 403, '_work_home_featured_color', 'field_5b2bf153536f9'), (3599, 403, 'work_home_featured_image', '389'), (3600, 403, '_work_home_featured_image', 'field_5b2bddcd3c783'), (3601, 403, 'work_featured_image', '352'), (3602, 403, '_work_featured_image', 'field_5b27eac37a115'), (3603, 403, 'work_colors_text', '#000000'), (3604, 403, '_work_colors_text', 'field_5b241810bdd49'), (3605, 403, 'work_colors_accent', '#4cbff3'), (3606, 403, '_work_colors_accent', 'field_5b241884bdd4a'), (3607, 403, 'work_colors_bg', '#79d7f8'), (3608, 403, '_work_colors_bg', 'field_5b2418a3bdd4b'), (3609, 403, 'work_hero_tag', 'JÄsÖn'), (3610, 403, '_work_hero_tag', 'field_5b2418cebdd4c'), (3611, 403, 'work_hero_textcolor', '#ffffff'), (3612, 403, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (3613, 403, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (3614, 403, '_work_call_description', 'field_5b241a9cbdd4f'), (3615, 403, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (3616, 403, '_work_call_wedid', 'field_5b241ac4bdd50'), (3617, 403, 'work_call_image', '353'), (3618, 403, '_work_call_image', 'field_5b2906b12feea'), (3619, 403, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (3620, 403, '_work_thework_description', 'field_5b241b1abdd51'), (3621, 403, 'work_thework_image', '354'), (3622, 403, '_work_thework_image', 'field_5b241b76bdd52'), (3623, 403, 'work_impact_1_type', 'text'), (3624, 403, '_work_impact_1_type', 'field_5b241c64ed75b'), (3625, 403, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (3626, 403, '_work_impact_1_text', 'field_5b241d21ed75c'), (3627, 403, 'work_impact_2_type', 'image'), (3628, 403, '_work_impact_2_type', 'field_5b2420871e096'), (3629, 403, 'work_impact_2_image', '360'), (3630, 403, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (3631, 403, 'work_impact_3_type', 'none'), (3632, 403, '_work_impact_3_type', 'field_5b2423b7155ca'), (3633, 403, 'work_impact_4_type', 'none'), (3634, 403, '_work_impact_4_type', 'field_5b2426034a947'), (3635, 404, '_form', '
    Personal
    [text* first-name class:form-default__text placeholder \"First Name*\"]
    [text* last-name class:form-default__text placeholder \"Last Name*\"]
    [email* email class:form-default__text placeholder \"Email*\"]
    [tel phone class:form-default__text placeholder \"Phone\"]
    Professional
    [file resume-cv filetypes:gif|png|jpg|jpeg|pdf|msword class:form-default__file__input]
    [text portfolio class:form-default__text placeholder \"Website/Portfolio/LinkedIn\"]
    [textarea message class:form-default__textarea]
    [hidden type default:get]'), (3636, 404, '_mail', 'a:9:{s:6:\"active\";b:1;s:7:\"subject\";s:22:\"CBX Contact - \"[type]\"\";s:6:\"sender\";s:42:\"[first-name] \";s:9:\"recipient\";s:18:\"targino@cappen.com\";s:4:\"body\";s:214:\"From:\n[first-name] [last-name] <[email]>\n\nPhone:\n[phone]\n\n*Professional*\n\nWebsite/Portfolio/LinkedIn: \n[portfolio]\n\nMessage:\n[message]\n\n-- \nThis e-mail was sent from a contact form on CBX (http://cbx.cappendev.com)\";s:18:\"additional_headers\";s:17:\"Reply-To: [email]\";s:11:\"attachments\";s:11:\"[resume-cv]\";s:8:\"use_html\";b:0;s:13:\"exclude_blank\";b:0;}'), (3637, 404, '_mail_2', 'a:9:{s:6:\"active\";b:0;s:7:\"subject\";s:20:\"CBX \"[your-subject]\"\";s:6:\"sender\";s:33:\"CBX \";s:9:\"recipient\";s:12:\"[your-email]\";s:4:\"body\";s:108:\"Message Body:\n[your-message]\n\n-- \nThis e-mail was sent from a contact form on CBX (http://cbx.cappendev.com)\";s:18:\"additional_headers\";s:24:\"Reply-To: dev@cappen.com\";s:11:\"attachments\";s:0:\"\";s:8:\"use_html\";b:0;s:13:\"exclude_blank\";b:0;}'), (3638, 404, '_messages', 'a:23:{s:12:\"mail_sent_ok\";s:45:\"Thank you for your message. It has been sent.\";s:12:\"mail_sent_ng\";s:71:\"There was an error trying to send your message. Please try again later.\";s:16:\"validation_error\";s:61:\"One or more fields have an error. Please check and try again.\";s:4:\"spam\";s:71:\"There was an error trying to send your message. Please try again later.\";s:12:\"accept_terms\";s:69:\"You must accept the terms and conditions before sending your message.\";s:16:\"invalid_required\";s:22:\"The field is required.\";s:16:\"invalid_too_long\";s:22:\"The field is too long.\";s:17:\"invalid_too_short\";s:23:\"The field is too short.\";s:12:\"invalid_date\";s:29:\"The date format is incorrect.\";s:14:\"date_too_early\";s:44:\"The date is before the earliest one allowed.\";s:13:\"date_too_late\";s:41:\"The date is after the latest one allowed.\";s:13:\"upload_failed\";s:46:\"There was an unknown error uploading the file.\";s:24:\"upload_file_type_invalid\";s:49:\"You are not allowed to upload files of this type.\";s:21:\"upload_file_too_large\";s:20:\"The file is too big.\";s:23:\"upload_failed_php_error\";s:38:\"There was an error uploading the file.\";s:14:\"invalid_number\";s:29:\"The number format is invalid.\";s:16:\"number_too_small\";s:47:\"The number is smaller than the minimum allowed.\";s:16:\"number_too_large\";s:46:\"The number is larger than the maximum allowed.\";s:23:\"quiz_answer_not_correct\";s:36:\"The answer to the quiz is incorrect.\";s:17:\"captcha_not_match\";s:31:\"Your entered code is incorrect.\";s:13:\"invalid_email\";s:38:\"The e-mail address entered is invalid.\";s:11:\"invalid_url\";s:19:\"The URL is invalid.\";s:11:\"invalid_tel\";s:32:\"The telephone number is invalid.\";}'), (3639, 404, '_additional_settings', ''), (3640, 404, '_locale', 'en_US'), (3649, 406, '_edit_lock', '1531341300:1'), (3650, 406, '_edit_last', '1'), (3651, 406, 'field_5b30f480bcd20', 'a:8:{s:3:\"key\";s:19:\"field_5b30f480bcd20\";s:5:\"label\";s:4:\"Hero\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (3652, 406, 'field_5b30f489bcd21', 'a:11:{s:3:\"key\";s:19:\"field_5b30f489bcd21\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:18:\"contact_hero_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:1;}'), (3653, 406, 'field_5b30f54dbcd22', 'a:8:{s:3:\"key\";s:19:\"field_5b30f54dbcd22\";s:5:\"label\";s:8:\"Featured\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:2;}'), (3654, 406, 'field_5b30f555bcd23', 'a:13:{s:3:\"key\";s:19:\"field_5b30f555bcd23\";s:5:\"label\";s:6:\"Topics\";s:4:\"name\";s:22:\"contact_featured_topic\";s:4:\"type\";s:8:\"repeater\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:10:\"sub_fields\";a:1:{i:0;a:13:{s:3:\"key\";s:19:\"field_5b30f5e4bcd24\";s:5:\"label\";s:5:\"Title\";s:4:\"name\";s:28:\"contact_featured_topic_title\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:8:\"order_no\";i:0;}}s:7:\"row_min\";s:1:\"1\";s:9:\"row_limit\";s:0:\"\";s:6:\"layout\";s:5:\"table\";s:12:\"button_label\";s:9:\"Add Topic\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:3;}'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (3655, 406, 'field_5b30f62ebcd25', 'a:8:{s:3:\"key\";s:19:\"field_5b30f62ebcd25\";s:5:\"label\";s:15:\"Images Carousel\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:4;}'), (3656, 406, 'field_5b30f638bcd26', 'a:13:{s:3:\"key\";s:19:\"field_5b30f638bcd26\";s:5:\"label\";s:6:\"Images\";s:4:\"name\";s:23:\"contact_carousel_images\";s:4:\"type\";s:8:\"repeater\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:10:\"sub_fields\";a:1:{i:0;a:10:{s:3:\"key\";s:19:\"field_5b30f65abcd27\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:29:\"contact_carousel_images_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:8:\"order_no\";i:0;}}s:7:\"row_min\";s:1:\"1\";s:9:\"row_limit\";s:0:\"\";s:6:\"layout\";s:5:\"table\";s:12:\"button_label\";s:9:\"Add Image\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:5;}'), (3657, 406, 'field_5b30f681bcd28', 'a:8:{s:3:\"key\";s:19:\"field_5b30f681bcd28\";s:5:\"label\";s:4:\"Join\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:6;}'), (3658, 406, 'field_5b30f693bcd29', 'a:14:{s:3:\"key\";s:19:\"field_5b30f693bcd29\";s:5:\"label\";s:5:\"Title\";s:4:\"name\";s:18:\"contact_join_title\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:7;}'), (3659, 406, 'field_5b30f6d9bcd2a', 'a:11:{s:3:\"key\";s:19:\"field_5b30f6d9bcd2a\";s:5:\"label\";s:11:\"Description\";s:4:\"name\";s:24:\"contact_join_description\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:2:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:8;}'), (3661, 406, 'position', 'normal'), (3662, 406, 'layout', 'default'), (3663, 406, 'hide_on_screen', ''), (3666, 408, '_wp_attached_file', '2018/06/hero-contact.jpg'), (3667, 408, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:24:\"2018/06/hero-contact.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"hero-contact-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:24:\"hero-contact-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:26:\"hero-contact-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:24:\"hero-contact-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (3668, 409, '_wp_attached_file', '2018/06/people-contact.jpg'), (3669, 409, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1919;s:6:\"height\";i:799;s:4:\"file\";s:26:\"2018/06/people-contact.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"people-contact-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"people-contact-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:27:\"people-contact-1900x799.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:799;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"people-contact-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (3670, 410, 'contact_hero_image', '408'), (3671, 410, '_contact_hero_image', 'field_5b30f489bcd21'), (3672, 410, 'contact_featured_topic_0_contact_featured_topic_title', 'CREATIVE MINDS'), (3673, 410, '_contact_featured_topic_0_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (3674, 410, 'contact_featured_topic_1_contact_featured_topic_title', 'DIRTY HANDS'), (3675, 410, '_contact_featured_topic_1_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (3676, 410, 'contact_featured_topic_2_contact_featured_topic_title', 'STRAIGHT TALK'), (3677, 410, '_contact_featured_topic_2_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (3678, 410, 'contact_featured_topic_3_contact_featured_topic_title', 'GOOD MANNERS'), (3679, 410, '_contact_featured_topic_3_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (3680, 410, 'contact_featured_topic', '4'), (3681, 410, '_contact_featured_topic', 'field_5b30f555bcd23'), (3682, 410, 'contact_carousel_images_0_contact_carousel_images_image', '409'), (3683, 410, '_contact_carousel_images_0_contact_carousel_images_image', 'field_5b30f65abcd27'), (3684, 410, 'contact_carousel_images_1_contact_carousel_images_image', '409'), (3685, 410, '_contact_carousel_images_1_contact_carousel_images_image', 'field_5b30f65abcd27'), (3686, 410, 'contact_carousel_images', '2'), (3687, 410, '_contact_carousel_images', 'field_5b30f638bcd26'), (3688, 410, 'contact_join_title', 'WANT TO JOIN THE TEAM?'), (3689, 410, '_contact_join_title', 'field_5b30f693bcd29'), (3690, 410, 'contact_join_description', 'We’re alway looking for talented individuals like you to join our vibrant community of movers and shakers, so check out cur job openings.\r\n\r\nIf you don’t see a position that interests you, don’t sweat it. Contact us anyway at jobs@cbx.com and tell us how you can make a difference at CBX.'), (3691, 410, '_contact_join_description', 'field_5b30f6d9bcd2a'), (3692, 13, 'contact_hero_image', '408'), (3693, 13, '_contact_hero_image', 'field_5b30f489bcd21'), (3694, 13, 'contact_featured_topic_0_contact_featured_topic_title', 'CREATIVE MINDS'), (3695, 13, '_contact_featured_topic_0_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (3696, 13, 'contact_featured_topic_1_contact_featured_topic_title', 'DIRTY HANDS'), (3697, 13, '_contact_featured_topic_1_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (3698, 13, 'contact_featured_topic_2_contact_featured_topic_title', 'STRAIGHT TALK'), (3699, 13, '_contact_featured_topic_2_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (3700, 13, 'contact_featured_topic_3_contact_featured_topic_title', 'GOOD MANNERS'), (3701, 13, '_contact_featured_topic_3_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (3702, 13, 'contact_featured_topic', '4'), (3703, 13, '_contact_featured_topic', 'field_5b30f555bcd23'), (3704, 13, 'contact_carousel_images_0_contact_carousel_images_image', '518'), (3705, 13, '_contact_carousel_images_0_contact_carousel_images_image', 'field_5b30f65abcd27'), (3708, 13, 'contact_carousel_images', '2'), (3709, 13, '_contact_carousel_images', 'field_5b30f638bcd26'), (3710, 13, 'contact_join_title', 'WANT TO JOIN THE TEAM?'), (3711, 13, '_contact_join_title', 'field_5b30f693bcd29'), (3712, 13, 'contact_join_description', 'We’re alway looking for talented individuals like you to join our vibrant community of movers and shakers, so check out our job openings.\r\n\r\nIf you don’t see a position that interests you, don’t sweat it. Contact us anyway at jobs@cbx.com and tell us how you can make a difference at CBX.'), (3713, 13, '_contact_join_description', 'field_5b30f6d9bcd2a'), (3715, 413, 'fakerpress_flag', '1'), (3720, 413, '_edit_last', '1'), (3721, 413, '_edit_lock', '1537202834:1'), (3732, 413, '_thumbnail_id', '308'), (3738, 431, '_edit_lock', '1536774405:1'), (3739, 406, 'rule', 'a:5:{s:5:\"param\";s:4:\"page\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:2:\"13\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (3740, 431, '_edit_last', '1'), (3743, 431, 'field_5b3230baf74ad', 'a:8:{s:3:\"key\";s:19:\"field_5b3230baf74ad\";s:5:\"label\";s:11:\"Who is CBX?\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:3;}'), (3744, 431, 'field_5b3232eaf74b0', 'a:11:{s:3:\"key\";s:19:\"field_5b3232eaf74b0\";s:5:\"label\";s:11:\"Description\";s:4:\"name\";s:20:\"jobs_cbx_description\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:4;}'), (3745, 431, 'field_5b32320ef74ae', 'a:8:{s:3:\"key\";s:19:\"field_5b32320ef74ae\";s:5:\"label\";s:11:\"Who you are\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:5;}'), (3746, 431, 'field_5b32333cf74b1', 'a:11:{s:3:\"key\";s:19:\"field_5b32333cf74b1\";s:5:\"label\";s:11:\"Description\";s:4:\"name\";s:20:\"jobs_you_description\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:6;}'), (3747, 431, 'field_5b32322af74af', 'a:8:{s:3:\"key\";s:19:\"field_5b32322af74af\";s:5:\"label\";s:17:\"What your role is\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:7;}'), (3748, 431, 'field_5b32338ff74b2', 'a:11:{s:3:\"key\";s:19:\"field_5b32338ff74b2\";s:5:\"label\";s:11:\"Description\";s:4:\"name\";s:21:\"jobs_role_description\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:8;}'), (3750, 431, 'position', 'normal'), (3751, 431, 'layout', 'default'), (3752, 431, 'hide_on_screen', ''), (3754, 431, 'field_5b3233d29a62c', 'a:11:{s:3:\"key\";s:19:\"field_5b3233d29a62c\";s:5:\"label\";s:65:\"What your responsibilities could include, but are not limited to:\";s:4:\"name\";s:26:\"jobs_role_responsibilities\";s:4:\"type\";s:7:\"wysiwyg\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:7:\"toolbar\";s:5:\"basic\";s:12:\"media_upload\";s:2:\"no\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:9;}'), (3756, 431, 'field_5b3234ddb6cdf', 'a:8:{s:3:\"key\";s:19:\"field_5b3234ddb6cdf\";s:5:\"label\";s:15:\"Job description\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:10;}'), (3757, 431, 'field_5b3234ffb6ce0', 'a:14:{s:3:\"key\";s:19:\"field_5b3234ffb6ce0\";s:5:\"label\";s:14:\"Position/title\";s:4:\"name\";s:19:\"jobs_position_title\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:11;}'), (3758, 431, 'field_5b323536b6ce2', 'a:14:{s:3:\"key\";s:19:\"field_5b323536b6ce2\";s:5:\"label\";s:10:\"Reports to\";s:4:\"name\";s:21:\"jobs_position_reports\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:12;}'), (3761, 432, 'jobs_hero_image', ''), (3762, 432, '_jobs_hero_image', 'field_5b322ffdf74ab'), (3763, 432, 'jobs_cbx_description', ''), (3764, 432, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (3765, 432, 'jobs_you_description', ''), (3766, 432, '_jobs_you_description', 'field_5b32333cf74b1'), (3767, 432, 'jobs_role_description', ''), (3768, 432, '_jobs_role_description', 'field_5b32338ff74b2'), (3769, 432, 'jobs_role_responsibilities', ''), (3770, 432, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (3771, 432, 'jobs_position_title', ''), (3772, 432, '_jobs_position_title', 'field_5b3234ffb6ce0'), (3773, 432, 'jobs_position_reports', ''), (3774, 432, '_jobs_position_reports', 'field_5b323536b6ce2'), (3775, 413, 'jobs_hero_image', '786'), (3776, 413, '_jobs_hero_image', 'field_5b327fcee29ca'), (3777, 413, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n
      \r\n
    • What\'s a brand agency? Imagine management consulting meets design meets traveling circus.
      • \r\n
    • Test.
      • \r\n
    \r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (3778, 413, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (3779, 413, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (3780, 413, '_jobs_you_description', 'field_5b32333cf74b1'), (3781, 413, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (3782, 413, '_jobs_role_description', 'field_5b32338ff74b2'), (3783, 413, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (3784, 413, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (3785, 413, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (3786, 413, '_jobs_position_title', 'field_5b3234ffb6ce0'), (3787, 413, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (3788, 413, '_jobs_position_reports', 'field_5b323536b6ce2'), (3929, 440, '_wp_attached_file', '2018/06/hero-contact-jobs.jpg'), (3930, 440, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:620;s:4:\"file\";s:29:\"2018/06/hero-contact-jobs.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"hero-contact-jobs-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"hero-contact-jobs-768x248.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:248;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"hero-contact-jobs-1900x620.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:620;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"hero-contact-jobs-768x620.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:620;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (3931, 441, 'jobs_hero_image', '440'), (3932, 441, '_jobs_hero_image', 'field_5b322ffdf74ab'), (3933, 441, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (3934, 441, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (3935, 441, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (3936, 441, '_jobs_you_description', 'field_5b32333cf74b1'), (3937, 441, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (3938, 441, '_jobs_role_description', 'field_5b32338ff74b2'), (3939, 441, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (3940, 441, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (3941, 441, 'jobs_position_title', ''), (3942, 441, '_jobs_position_title', 'field_5b3234ffb6ce0'), (3943, 441, 'jobs_position_reports', ''), (3944, 441, '_jobs_position_reports', 'field_5b323536b6ce2'), (3945, 442, 'jobs_hero_image', '440'), (3946, 442, '_jobs_hero_image', 'field_5b322ffdf74ab'), (3947, 442, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (3948, 442, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (3949, 442, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (3950, 442, '_jobs_you_description', 'field_5b32333cf74b1'), (3951, 442, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (3952, 442, '_jobs_role_description', 'field_5b32338ff74b2'), (3953, 442, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (3954, 442, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (3955, 442, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (3956, 442, '_jobs_position_title', 'field_5b3234ffb6ce0'), (3957, 442, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (3958, 442, '_jobs_position_reports', 'field_5b323536b6ce2'), (3995, 446, 'fakerpress_flag', '1'), (3996, 446, '_thumbnail_id', '308'), (3997, 446, 'jobs_hero_image', '786'), (3998, 446, '_jobs_hero_image', 'field_5b327fcee29ca'), (3999, 446, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4000, 446, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4001, 446, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4002, 446, '_jobs_you_description', 'field_5b32333cf74b1'), (4003, 446, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4004, 446, '_jobs_role_description', 'field_5b32338ff74b2'), (4005, 446, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4006, 446, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4007, 446, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4008, 446, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4009, 446, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4010, 446, '_jobs_position_reports', 'field_5b323536b6ce2'), (4011, 446, '_dp_original', '413'), (4012, 446, '_edit_last', '1'), (4013, 446, '_edit_lock', '1537191245:1'), (4014, 448, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4015, 448, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4016, 448, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4017, 448, '_jobs_you_description', 'field_5b32333cf74b1'), (4018, 448, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4019, 448, '_jobs_role_description', 'field_5b32338ff74b2'), (4020, 448, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4021, 448, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4022, 448, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4023, 448, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4024, 448, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4025, 448, '_jobs_position_reports', 'field_5b323536b6ce2'), (4026, 449, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4027, 449, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4028, 449, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4029, 449, '_jobs_you_description', 'field_5b32333cf74b1'), (4030, 449, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4031, 449, '_jobs_role_description', 'field_5b32338ff74b2'), (4032, 449, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4033, 449, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4034, 449, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4035, 449, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4036, 449, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4037, 449, '_jobs_position_reports', 'field_5b323536b6ce2'), (4038, 450, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4039, 450, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4040, 450, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4041, 450, '_jobs_you_description', 'field_5b32333cf74b1'), (4042, 450, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4043, 450, '_jobs_role_description', 'field_5b32338ff74b2'), (4044, 450, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4045, 450, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4046, 450, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4047, 450, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4048, 450, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4049, 450, '_jobs_position_reports', 'field_5b323536b6ce2'), (4050, 431, 'field_5b327efee29c9', 'a:8:{s:3:\"key\";s:19:\"field_5b327efee29c9\";s:5:\"label\";s:4:\"Hero\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (4051, 431, 'field_5b327fcee29ca', 'a:11:{s:3:\"key\";s:19:\"field_5b327fcee29ca\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:15:\"jobs_hero_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:1;}'), (4052, 431, 'field_5b327fe7e29cb', 'a:12:{s:3:\"key\";s:19:\"field_5b327fe7e29cb\";s:5:\"label\";s:10:\"Text color\";s:4:\"name\";s:19:\"jobs_hero_textcolor\";s:4:\"type\";s:6:\"select\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:5:\"black\";s:5:\"Black\";s:5:\"white\";s:5:\"White\";}s:13:\"default_value\";s:0:\"\";s:10:\"allow_null\";s:1:\"0\";s:8:\"multiple\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:2;}'), (4056, 446, 'jobs_hero_textcolor', 'black'), (4057, 446, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4059, 431, 'rule', 'a:5:{s:5:\"param\";s:9:\"post_type\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"jobs\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (4060, 451, 'jobs_hero_image', '440'), (4061, 451, '_jobs_hero_image', 'field_5b327fcee29ca'), (4062, 451, 'jobs_hero_textcolor', 'white'), (4063, 451, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4064, 451, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4065, 451, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4066, 451, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4067, 451, '_jobs_you_description', 'field_5b32333cf74b1'), (4068, 451, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4069, 451, '_jobs_role_description', 'field_5b32338ff74b2'), (4070, 451, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4071, 451, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4072, 451, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4073, 451, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4074, 451, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4075, 451, '_jobs_position_reports', 'field_5b323536b6ce2'), (4076, 452, 'jobs_hero_image', '440'), (4077, 452, '_jobs_hero_image', 'field_5b327fcee29ca'), (4078, 452, 'jobs_hero_textcolor', 'black'), (4079, 452, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4080, 452, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4081, 452, '_jobs_cbx_description', 'field_5b3232eaf74b0'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (4082, 452, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4083, 452, '_jobs_you_description', 'field_5b32333cf74b1'), (4084, 452, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4085, 452, '_jobs_role_description', 'field_5b32338ff74b2'), (4086, 452, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4087, 452, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4088, 452, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4089, 452, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4090, 452, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4091, 452, '_jobs_position_reports', 'field_5b323536b6ce2'), (4092, 453, 'jobs_hero_image', '440'), (4093, 453, '_jobs_hero_image', 'field_5b327fcee29ca'), (4094, 453, 'jobs_hero_textcolor', 'white'), (4095, 453, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4096, 453, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4097, 453, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4098, 453, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4099, 453, '_jobs_you_description', 'field_5b32333cf74b1'), (4100, 453, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4101, 453, '_jobs_role_description', 'field_5b32338ff74b2'), (4102, 453, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4103, 453, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4104, 453, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4105, 453, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4106, 453, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4107, 453, '_jobs_position_reports', 'field_5b323536b6ce2'), (4108, 454, 'jobs_hero_image', '440'), (4109, 454, '_jobs_hero_image', 'field_5b327fcee29ca'), (4110, 454, 'jobs_hero_textcolor', 'black'), (4111, 454, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4112, 454, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4113, 454, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4114, 454, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4115, 454, '_jobs_you_description', 'field_5b32333cf74b1'), (4116, 454, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4117, 454, '_jobs_role_description', 'field_5b32338ff74b2'), (4118, 454, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4119, 454, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4120, 454, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4121, 454, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4122, 454, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4123, 454, '_jobs_position_reports', 'field_5b323536b6ce2'), (4125, 455, 'jobs_hero_image', '440'), (4126, 455, '_jobs_hero_image', 'field_5b327fcee29ca'), (4127, 455, 'jobs_hero_textcolor', 'white'), (4128, 455, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4129, 455, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4130, 455, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4131, 455, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4132, 455, '_jobs_you_description', 'field_5b32333cf74b1'), (4133, 455, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4134, 455, '_jobs_role_description', 'field_5b32338ff74b2'), (4135, 455, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4136, 455, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4137, 455, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4138, 455, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4139, 455, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4140, 455, '_jobs_position_reports', 'field_5b323536b6ce2'), (4141, 456, 'jobs_hero_image', '440'), (4142, 456, '_jobs_hero_image', 'field_5b327fcee29ca'), (4143, 456, 'jobs_hero_textcolor', 'black'), (4144, 456, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4145, 456, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4146, 456, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4147, 456, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4148, 456, '_jobs_you_description', 'field_5b32333cf74b1'), (4149, 456, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4150, 456, '_jobs_role_description', 'field_5b32338ff74b2'), (4151, 456, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4152, 456, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4153, 456, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4154, 456, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4155, 456, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4156, 456, '_jobs_position_reports', 'field_5b323536b6ce2'), (4157, 457, 'work_home_featured_color', 'black'), (4158, 457, '_work_home_featured_color', 'field_5b2bf153536f9'), (4159, 457, 'work_home_featured_image', '384'), (4160, 457, '_work_home_featured_image', 'field_5b2bddcd3c783'), (4161, 457, 'work_navigation_color', 'w'), (4162, 457, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (4163, 457, 'work_featured_image', '312'), (4164, 457, '_work_featured_image', 'field_5b27eac37a115'), (4165, 457, 'work_colors_text', '#000000'), (4166, 457, '_work_colors_text', 'field_5b241810bdd49'), (4167, 457, 'work_colors_accent', '#eeba06'), (4168, 457, '_work_colors_accent', 'field_5b241884bdd4a'), (4169, 457, 'work_colors_bg', '#ffdc00'), (4170, 457, '_work_colors_bg', 'field_5b2418a3bdd4b'), (4171, 457, 'work_hero_tag', 'Cheerios'), (4172, 457, '_work_hero_tag', 'field_5b2418cebdd4c'), (4173, 457, 'work_hero_textcolor', '#000000'), (4174, 457, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (4175, 457, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (4176, 457, '_work_call_description', 'field_5b241a9cbdd4f'), (4177, 457, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (4178, 457, '_work_call_wedid', 'field_5b241ac4bdd50'), (4179, 457, 'work_call_image', '309'), (4180, 457, '_work_call_image', 'field_5b2906b12feea'), (4181, 457, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (4182, 457, '_work_thework_description', 'field_5b241b1abdd51'), (4183, 457, 'work_thework_image', '310'), (4184, 457, '_work_thework_image', 'field_5b241b76bdd52'), (4185, 457, 'work_impact_1_type', 'text'), (4186, 457, '_work_impact_1_type', 'field_5b241c64ed75b'), (4187, 457, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (4188, 457, '_work_impact_1_text', 'field_5b241d21ed75c'), (4189, 457, 'work_impact_2_type', 'image'), (4190, 457, '_work_impact_2_type', 'field_5b2420871e096'), (4191, 457, 'work_impact_2_image', '314'), (4192, 457, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (4193, 457, 'work_impact_3_type', 'image'), (4194, 457, '_work_impact_3_type', 'field_5b2423b7155ca'), (4195, 457, 'work_impact_3_image', '315'), (4196, 457, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (4197, 457, 'work_impact_4_type', 'none'), (4198, 457, '_work_impact_4_type', 'field_5b2426034a947'), (4199, 458, 'work_home_featured_color', 'black'), (4200, 458, '_work_home_featured_color', 'field_5b2bf153536f9'), (4201, 458, 'work_home_featured_image', '384'), (4202, 458, '_work_home_featured_image', 'field_5b2bddcd3c783'), (4203, 458, 'work_navigation_color', 'b'), (4204, 458, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (4205, 458, 'work_featured_image', '312'), (4206, 458, '_work_featured_image', 'field_5b27eac37a115'), (4207, 458, 'work_colors_text', '#000000'), (4208, 458, '_work_colors_text', 'field_5b241810bdd49'), (4209, 458, 'work_colors_accent', '#eeba06'), (4210, 458, '_work_colors_accent', 'field_5b241884bdd4a'), (4211, 458, 'work_colors_bg', '#ffdc00'), (4212, 458, '_work_colors_bg', 'field_5b2418a3bdd4b'), (4213, 458, 'work_hero_tag', 'Cheerios'), (4214, 458, '_work_hero_tag', 'field_5b2418cebdd4c'), (4215, 458, 'work_hero_textcolor', '#000000'), (4216, 458, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (4217, 458, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (4218, 458, '_work_call_description', 'field_5b241a9cbdd4f'), (4219, 458, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (4220, 458, '_work_call_wedid', 'field_5b241ac4bdd50'), (4221, 458, 'work_call_image', '309'), (4222, 458, '_work_call_image', 'field_5b2906b12feea'), (4223, 458, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (4224, 458, '_work_thework_description', 'field_5b241b1abdd51'), (4225, 458, 'work_thework_image', '310'), (4226, 458, '_work_thework_image', 'field_5b241b76bdd52'), (4227, 458, 'work_impact_1_type', 'text'), (4228, 458, '_work_impact_1_type', 'field_5b241c64ed75b'), (4229, 458, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (4230, 458, '_work_impact_1_text', 'field_5b241d21ed75c'), (4231, 458, 'work_impact_2_type', 'image'), (4232, 458, '_work_impact_2_type', 'field_5b2420871e096'), (4233, 458, 'work_impact_2_image', '314'), (4234, 458, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (4235, 458, 'work_impact_3_type', 'image'), (4236, 458, '_work_impact_3_type', 'field_5b2423b7155ca'), (4237, 458, 'work_impact_3_image', '315'), (4238, 458, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (4239, 458, 'work_impact_4_type', 'none'), (4240, 458, '_work_impact_4_type', 'field_5b2426034a947'), (4242, 383, 'rule', 'a:5:{s:5:\"param\";s:9:\"post_type\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"work\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (4243, 372, 'rule', 'a:5:{s:5:\"param\";s:9:\"post_type\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"work\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (4244, 459, 'work_home_featured_color', 'black'), (4245, 459, '_work_home_featured_color', 'field_5b2bf153536f9'), (4246, 459, 'work_home_featured_image', '384'), (4247, 459, '_work_home_featured_image', 'field_5b2bddcd3c783'), (4248, 459, 'work_navigation_color', 'w'), (4249, 459, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (4250, 459, 'work_featured_image', '312'), (4251, 459, '_work_featured_image', 'field_5b27eac37a115'), (4252, 459, 'work_colors_text', '#000000'), (4253, 459, '_work_colors_text', 'field_5b241810bdd49'), (4254, 459, 'work_colors_accent', '#eeba06'), (4255, 459, '_work_colors_accent', 'field_5b241884bdd4a'), (4256, 459, 'work_colors_bg', '#ffdc00'), (4257, 459, '_work_colors_bg', 'field_5b2418a3bdd4b'), (4258, 459, 'work_hero_tag', 'Cheerios'), (4259, 459, '_work_hero_tag', 'field_5b2418cebdd4c'), (4260, 459, 'work_hero_textcolor', '#000000'), (4261, 459, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (4262, 459, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (4263, 459, '_work_call_description', 'field_5b241a9cbdd4f'), (4264, 459, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (4265, 459, '_work_call_wedid', 'field_5b241ac4bdd50'), (4266, 459, 'work_call_image', '309'), (4267, 459, '_work_call_image', 'field_5b2906b12feea'), (4268, 459, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (4269, 459, '_work_thework_description', 'field_5b241b1abdd51'), (4270, 459, 'work_thework_image', '310'), (4271, 459, '_work_thework_image', 'field_5b241b76bdd52'), (4272, 459, 'work_impact_1_type', 'text'), (4273, 459, '_work_impact_1_type', 'field_5b241c64ed75b'), (4274, 459, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (4275, 459, '_work_impact_1_text', 'field_5b241d21ed75c'), (4276, 459, 'work_impact_2_type', 'image'), (4277, 459, '_work_impact_2_type', 'field_5b2420871e096'), (4278, 459, 'work_impact_2_image', '314'), (4279, 459, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (4280, 459, 'work_impact_3_type', 'image'), (4281, 459, '_work_impact_3_type', 'field_5b2423b7155ca'), (4282, 459, 'work_impact_3_image', '315'), (4283, 459, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (4284, 459, 'work_impact_4_type', 'none'), (4285, 459, '_work_impact_4_type', 'field_5b2426034a947'), (4286, 460, 'work_home_featured_color', 'black'), (4287, 460, '_work_home_featured_color', 'field_5b2bf153536f9'), (4288, 460, 'work_home_featured_image', '384'), (4289, 460, '_work_home_featured_image', 'field_5b2bddcd3c783'), (4290, 460, 'work_navigation_color', 'white'), (4291, 460, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (4292, 460, 'work_featured_image', '312'), (4293, 460, '_work_featured_image', 'field_5b27eac37a115'), (4294, 460, 'work_colors_text', '#000000'), (4295, 460, '_work_colors_text', 'field_5b241810bdd49'), (4296, 460, 'work_colors_accent', '#eeba06'), (4297, 460, '_work_colors_accent', 'field_5b241884bdd4a'), (4298, 460, 'work_colors_bg', '#ffdc00'), (4299, 460, '_work_colors_bg', 'field_5b2418a3bdd4b'), (4300, 460, 'work_hero_tag', 'Cheerios'), (4301, 460, '_work_hero_tag', 'field_5b2418cebdd4c'), (4302, 460, 'work_hero_textcolor', '#000000'), (4303, 460, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (4304, 460, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (4305, 460, '_work_call_description', 'field_5b241a9cbdd4f'), (4306, 460, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (4307, 460, '_work_call_wedid', 'field_5b241ac4bdd50'), (4308, 460, 'work_call_image', '309'), (4309, 460, '_work_call_image', 'field_5b2906b12feea'), (4310, 460, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (4311, 460, '_work_thework_description', 'field_5b241b1abdd51'), (4312, 460, 'work_thework_image', '310'), (4313, 460, '_work_thework_image', 'field_5b241b76bdd52'), (4314, 460, 'work_impact_1_type', 'text'), (4315, 460, '_work_impact_1_type', 'field_5b241c64ed75b'), (4316, 460, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (4317, 460, '_work_impact_1_text', 'field_5b241d21ed75c'), (4318, 460, 'work_impact_2_type', 'image'), (4319, 460, '_work_impact_2_type', 'field_5b2420871e096'), (4320, 460, 'work_impact_2_image', '314'), (4321, 460, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (4322, 460, 'work_impact_3_type', 'image'), (4323, 460, '_work_impact_3_type', 'field_5b2423b7155ca'), (4324, 460, 'work_impact_3_image', '315'), (4325, 460, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (4326, 460, 'work_impact_4_type', 'none'), (4327, 460, '_work_impact_4_type', 'field_5b2426034a947'), (4328, 461, 'work_home_featured_color', 'black'), (4329, 461, '_work_home_featured_color', 'field_5b2bf153536f9'), (4330, 461, 'work_home_featured_image', '384'), (4331, 461, '_work_home_featured_image', 'field_5b2bddcd3c783'), (4332, 461, 'work_navigation_color', 'black'), (4333, 461, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (4334, 461, 'work_featured_image', '312'), (4335, 461, '_work_featured_image', 'field_5b27eac37a115'), (4336, 461, 'work_colors_text', '#000000'), (4337, 461, '_work_colors_text', 'field_5b241810bdd49'), (4338, 461, 'work_colors_accent', '#eeba06'), (4339, 461, '_work_colors_accent', 'field_5b241884bdd4a'), (4340, 461, 'work_colors_bg', '#ffdc00'), (4341, 461, '_work_colors_bg', 'field_5b2418a3bdd4b'), (4342, 461, 'work_hero_tag', 'Cheerios'), (4343, 461, '_work_hero_tag', 'field_5b2418cebdd4c'), (4344, 461, 'work_hero_textcolor', '#000000'), (4345, 461, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (4346, 461, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (4347, 461, '_work_call_description', 'field_5b241a9cbdd4f'), (4348, 461, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (4349, 461, '_work_call_wedid', 'field_5b241ac4bdd50'), (4350, 461, 'work_call_image', '309'), (4351, 461, '_work_call_image', 'field_5b2906b12feea'), (4352, 461, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (4353, 461, '_work_thework_description', 'field_5b241b1abdd51'), (4354, 461, 'work_thework_image', '310'), (4355, 461, '_work_thework_image', 'field_5b241b76bdd52'), (4356, 461, 'work_impact_1_type', 'text'), (4357, 461, '_work_impact_1_type', 'field_5b241c64ed75b'), (4358, 461, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (4359, 461, '_work_impact_1_text', 'field_5b241d21ed75c'), (4360, 461, 'work_impact_2_type', 'image'), (4361, 461, '_work_impact_2_type', 'field_5b2420871e096'), (4362, 461, 'work_impact_2_image', '314'), (4363, 461, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (4364, 461, 'work_impact_3_type', 'image'), (4365, 461, '_work_impact_3_type', 'field_5b2423b7155ca'), (4366, 461, 'work_impact_3_image', '315'), (4367, 461, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (4368, 461, 'work_impact_4_type', 'none'), (4369, 461, '_work_impact_4_type', 'field_5b2426034a947'), (4370, 462, 'work_home_featured_color', 'black'), (4371, 462, '_work_home_featured_color', 'field_5b2bf153536f9'), (4372, 462, 'work_home_featured_image', '384'), (4373, 462, '_work_home_featured_image', 'field_5b2bddcd3c783'), (4374, 462, 'work_navigation_color', 'white'), (4375, 462, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (4376, 462, 'work_featured_image', '312'), (4377, 462, '_work_featured_image', 'field_5b27eac37a115'), (4378, 462, 'work_colors_text', '#000000'), (4379, 462, '_work_colors_text', 'field_5b241810bdd49'), (4380, 462, 'work_colors_accent', '#eeba06'), (4381, 462, '_work_colors_accent', 'field_5b241884bdd4a'), (4382, 462, 'work_colors_bg', '#ffdc00'), (4383, 462, '_work_colors_bg', 'field_5b2418a3bdd4b'), (4384, 462, 'work_hero_tag', 'Cheerios'), (4385, 462, '_work_hero_tag', 'field_5b2418cebdd4c'), (4386, 462, 'work_hero_textcolor', '#000000'), (4387, 462, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (4388, 462, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (4389, 462, '_work_call_description', 'field_5b241a9cbdd4f'), (4390, 462, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (4391, 462, '_work_call_wedid', 'field_5b241ac4bdd50'), (4392, 462, 'work_call_image', '309'), (4393, 462, '_work_call_image', 'field_5b2906b12feea'), (4394, 462, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (4395, 462, '_work_thework_description', 'field_5b241b1abdd51'), (4396, 462, 'work_thework_image', '310'), (4397, 462, '_work_thework_image', 'field_5b241b76bdd52'), (4398, 462, 'work_impact_1_type', 'text'), (4399, 462, '_work_impact_1_type', 'field_5b241c64ed75b'), (4400, 462, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (4401, 462, '_work_impact_1_text', 'field_5b241d21ed75c'), (4402, 462, 'work_impact_2_type', 'image'), (4403, 462, '_work_impact_2_type', 'field_5b2420871e096'), (4404, 462, 'work_impact_2_image', '314'), (4405, 462, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (4406, 462, 'work_impact_3_type', 'image'), (4407, 462, '_work_impact_3_type', 'field_5b2423b7155ca'), (4408, 462, 'work_impact_3_image', '315'), (4409, 462, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (4410, 462, 'work_impact_4_type', 'none'), (4411, 462, '_work_impact_4_type', 'field_5b2426034a947'), (4412, 463, 'work_home_featured_color', 'black'), (4413, 463, '_work_home_featured_color', 'field_5b2bf153536f9'), (4414, 463, 'work_home_featured_image', '384'), (4415, 463, '_work_home_featured_image', 'field_5b2bddcd3c783'), (4416, 463, 'work_navigation_color', 'black'), (4417, 463, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (4418, 463, 'work_featured_image', '312'), (4419, 463, '_work_featured_image', 'field_5b27eac37a115'), (4420, 463, 'work_colors_text', '#000000'), (4421, 463, '_work_colors_text', 'field_5b241810bdd49'), (4422, 463, 'work_colors_accent', '#eeba06'), (4423, 463, '_work_colors_accent', 'field_5b241884bdd4a'), (4424, 463, 'work_colors_bg', '#ffdc00'), (4425, 463, '_work_colors_bg', 'field_5b2418a3bdd4b'), (4426, 463, 'work_hero_tag', 'Cheerios'), (4427, 463, '_work_hero_tag', 'field_5b2418cebdd4c'), (4428, 463, 'work_hero_textcolor', '#000000'), (4429, 463, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (4430, 463, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (4431, 463, '_work_call_description', 'field_5b241a9cbdd4f'), (4432, 463, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (4433, 463, '_work_call_wedid', 'field_5b241ac4bdd50'), (4434, 463, 'work_call_image', '309'), (4435, 463, '_work_call_image', 'field_5b2906b12feea'), (4436, 463, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (4437, 463, '_work_thework_description', 'field_5b241b1abdd51'), (4438, 463, 'work_thework_image', '310'), (4439, 463, '_work_thework_image', 'field_5b241b76bdd52'), (4440, 463, 'work_impact_1_type', 'text'), (4441, 463, '_work_impact_1_type', 'field_5b241c64ed75b'), (4442, 463, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (4443, 463, '_work_impact_1_text', 'field_5b241d21ed75c'), (4444, 463, 'work_impact_2_type', 'image'), (4445, 463, '_work_impact_2_type', 'field_5b2420871e096'), (4446, 463, 'work_impact_2_image', '314'), (4447, 463, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (4448, 463, 'work_impact_3_type', 'image'), (4449, 463, '_work_impact_3_type', 'field_5b2423b7155ca'), (4450, 463, 'work_impact_3_image', '315'), (4451, 463, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (4452, 463, 'work_impact_4_type', 'none'), (4453, 463, '_work_impact_4_type', 'field_5b2426034a947'), (4454, 464, 'jobs_hero_image', '440'), (4455, 464, '_jobs_hero_image', 'field_5b327fcee29ca'), (4456, 464, 'jobs_hero_textcolor', 'white'), (4457, 464, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4458, 464, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4459, 464, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4460, 464, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4461, 464, '_jobs_you_description', 'field_5b32333cf74b1'), (4462, 464, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4463, 464, '_jobs_role_description', 'field_5b32338ff74b2'), (4464, 464, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4465, 464, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4466, 464, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4467, 464, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4468, 464, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4469, 464, '_jobs_position_reports', 'field_5b323536b6ce2'), (4470, 465, 'jobs_hero_image', '440'), (4471, 465, '_jobs_hero_image', 'field_5b327fcee29ca'), (4472, 465, 'jobs_hero_textcolor', 'black'), (4473, 465, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4474, 465, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4475, 465, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4476, 465, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4477, 465, '_jobs_you_description', 'field_5b32333cf74b1'), (4478, 465, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4479, 465, '_jobs_role_description', 'field_5b32338ff74b2'), (4480, 465, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4481, 465, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4482, 465, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4483, 465, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4484, 465, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4485, 465, '_jobs_position_reports', 'field_5b323536b6ce2'), (4494, 467, 'about_welcome_video', '251890218'), (4495, 467, '_about_welcome_video', 'field_5b21649a9ffaf'), (4496, 467, 'about_info_title', 'We create brand experiences designed for cultural and commercial impact.'), (4497, 467, '_about_info_title', 'field_5b21654d9ffb3'), (4498, 467, 'about_info_topic_0_about_info_topic_icon', '121'), (4499, 467, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (4500, 467, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (4501, 467, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (4502, 467, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (4503, 467, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (4504, 467, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (4505, 467, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (4506, 467, 'about_info_topic_1_about_info_topic_icon', '123'), (4507, 467, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (4508, 467, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (4509, 467, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (4510, 467, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (4511, 467, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (4512, 467, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4513, 467, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (4514, 467, 'about_info_topic_2_about_info_topic_icon', '124'), (4515, 467, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (4516, 467, 'about_info_topic_2_about_info_topic_title', 'Design'), (4517, 467, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (4518, 467, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (4519, 467, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (4520, 467, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4521, 467, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (4522, 467, 'about_info_topic_3_about_info_topic_icon', '125'), (4523, 467, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (4524, 467, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (4525, 467, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (4526, 467, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (4527, 467, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (4528, 467, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4529, 467, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (4530, 467, 'about_info_topic_4_about_info_topic_icon', '126'), (4531, 467, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (4532, 467, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (4533, 467, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (4534, 467, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (4535, 467, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (4536, 467, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4537, 467, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (4538, 467, 'about_info_topic', '5'), (4539, 467, '_about_info_topic', 'field_5b2166edba792'), (4540, 467, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (4541, 467, '_about_team_title', 'field_5b2165259ffb2'), (4542, 468, 'about_welcome_video', '251890218'), (4543, 468, '_about_welcome_video', 'field_5b21649a9ffaf'), (4544, 468, 'about_info_title', 'We create brand experiences
    designed for cultural and
    commercial impact.'), (4545, 468, '_about_info_title', 'field_5b21654d9ffb3'), (4546, 468, 'about_info_topic_0_about_info_topic_icon', '121'), (4547, 468, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (4548, 468, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (4549, 468, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (4550, 468, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (4551, 468, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (4552, 468, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (4553, 468, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (4554, 468, 'about_info_topic_1_about_info_topic_icon', '123'), (4555, 468, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (4556, 468, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (4557, 468, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (4558, 468, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (4559, 468, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (4560, 468, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4561, 468, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (4562, 468, 'about_info_topic_2_about_info_topic_icon', '124'), (4563, 468, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (4564, 468, 'about_info_topic_2_about_info_topic_title', 'Design'), (4565, 468, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (4566, 468, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (4567, 468, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (4568, 468, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4569, 468, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (4570, 468, 'about_info_topic_3_about_info_topic_icon', '125'), (4571, 468, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (4572, 468, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (4573, 468, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (4574, 468, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (4575, 468, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (4576, 468, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4577, 468, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (4578, 468, 'about_info_topic_4_about_info_topic_icon', '126'), (4579, 468, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (4580, 468, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (4581, 468, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (4582, 468, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (4583, 468, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (4584, 468, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4585, 468, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (4586, 468, 'about_info_topic', '5'), (4587, 468, '_about_info_topic', 'field_5b2166edba792'), (4588, 468, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (4589, 468, '_about_team_title', 'field_5b2165259ffb2'), (4592, 471, '_wp_attached_file', '2018/07/Northside.jpg'), (4593, 471, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:420;s:4:\"file\";s:21:\"2018/07/Northside.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"Northside-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (4615, 96, '_edit_lock', '1530723672:1'), (4616, 477, 'jobs_hero_image', '440'), (4617, 477, '_jobs_hero_image', 'field_5b327fcee29ca'), (4618, 477, 'jobs_hero_textcolor', 'black'), (4619, 477, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4620, 477, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (4621, 477, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (4622, 477, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (4623, 477, '_jobs_you_description', 'field_5b32333cf74b1'), (4624, 477, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (4625, 477, '_jobs_role_description', 'field_5b32338ff74b2'), (4626, 477, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (4627, 477, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (4628, 477, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (4629, 477, '_jobs_position_title', 'field_5b3234ffb6ce0'), (4630, 477, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (4631, 477, '_jobs_position_reports', 'field_5b323536b6ce2'), (4632, 413, 'jobs_hero_textcolor', 'black'), (4633, 413, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (4634, 478, 'work_home_featured_color', 'black'), (4635, 478, '_work_home_featured_color', 'field_5b2bf153536f9'), (4636, 478, 'work_home_featured_image', '386'), (4637, 478, '_work_home_featured_image', 'field_5b2bddcd3c783'), (4638, 478, 'work_navigation_color', 'white'), (4639, 478, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (4640, 478, 'work_featured_image', '284'), (4641, 478, '_work_featured_image', 'field_5b27eac37a115'), (4642, 478, 'work_colors_text', '#ffffff'), (4643, 478, '_work_colors_text', 'field_5b241810bdd49'), (4644, 478, 'work_colors_accent', '#2c4d84'), (4645, 478, '_work_colors_accent', 'field_5b241884bdd4a'), (4646, 478, 'work_colors_bg', '#171f30'), (4647, 478, '_work_colors_bg', 'field_5b2418a3bdd4b'), (4648, 478, 'work_hero_tag', 'Terra'), (4649, 478, '_work_hero_tag', 'field_5b2418cebdd4c'), (4650, 478, 'work_hero_textcolor', '#ffffff'), (4651, 478, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (4652, 478, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (4653, 478, '_work_call_description', 'field_5b241a9cbdd4f'), (4654, 478, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (4655, 478, '_work_call_wedid', 'field_5b241ac4bdd50'), (4656, 478, 'work_call_image', '296'), (4657, 478, '_work_call_image', 'field_5b2906b12feea'), (4658, 478, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (4659, 478, '_work_thework_description', 'field_5b241b1abdd51'), (4660, 478, 'work_thework_image', '290'), (4661, 478, '_work_thework_image', 'field_5b241b76bdd52'), (4662, 478, 'work_impact_1_type', 'quote'), (4663, 478, '_work_impact_1_type', 'field_5b241c64ed75b'), (4664, 478, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (4665, 478, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (4666, 478, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (4667, 478, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (4668, 478, 'work_impact_2_type', 'image'), (4669, 478, '_work_impact_2_type', 'field_5b2420871e096'), (4670, 478, 'work_impact_2_image', '291'), (4671, 478, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (4672, 478, 'work_impact_3_type', 'quote_image'), (4673, 478, '_work_impact_3_type', 'field_5b2423b7155ca'), (4674, 478, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (4675, 478, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (4676, 478, 'work_impact_3_quote-image_author', 'PRS'), (4677, 478, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (4678, 478, 'work_impact_3_quote-image_image', '293'), (4679, 478, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (4680, 478, 'work_impact_4_type', 'none'), (4681, 478, '_work_impact_4_type', 'field_5b2426034a947'), (4682, 80, '_edit_lock', '1536951929:2'), (4683, 479, 'work_home_featured_color', 'white'), (4684, 479, '_work_home_featured_color', 'field_5b2bf153536f9'), (4685, 479, 'work_home_featured_image', '386'), (4686, 479, '_work_home_featured_image', 'field_5b2bddcd3c783'), (4687, 479, 'work_navigation_color', 'white'), (4688, 479, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (4689, 479, 'work_featured_image', '284'), (4690, 479, '_work_featured_image', 'field_5b27eac37a115'), (4691, 479, 'work_colors_text', '#ffffff'), (4692, 479, '_work_colors_text', 'field_5b241810bdd49'), (4693, 479, 'work_colors_accent', '#2c4d84'), (4694, 479, '_work_colors_accent', 'field_5b241884bdd4a'), (4695, 479, 'work_colors_bg', '#171f30'), (4696, 479, '_work_colors_bg', 'field_5b2418a3bdd4b'), (4697, 479, 'work_hero_tag', 'Terra'), (4698, 479, '_work_hero_tag', 'field_5b2418cebdd4c'), (4699, 479, 'work_hero_textcolor', '#ffffff'), (4700, 479, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (4701, 479, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (4702, 479, '_work_call_description', 'field_5b241a9cbdd4f'), (4703, 479, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (4704, 479, '_work_call_wedid', 'field_5b241ac4bdd50'), (4705, 479, 'work_call_image', '296'), (4706, 479, '_work_call_image', 'field_5b2906b12feea'), (4707, 479, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (4708, 479, '_work_thework_description', 'field_5b241b1abdd51'), (4709, 479, 'work_thework_image', '290'), (4710, 479, '_work_thework_image', 'field_5b241b76bdd52'), (4711, 479, 'work_impact_1_type', 'quote'), (4712, 479, '_work_impact_1_type', 'field_5b241c64ed75b'), (4713, 479, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (4714, 479, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (4715, 479, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (4716, 479, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (4717, 479, 'work_impact_2_type', 'image'), (4718, 479, '_work_impact_2_type', 'field_5b2420871e096'), (4719, 479, 'work_impact_2_image', '291'), (4720, 479, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (4721, 479, 'work_impact_3_type', 'quote_image'), (4722, 479, '_work_impact_3_type', 'field_5b2423b7155ca'), (4723, 479, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH CONSUMERS QUANTITATIVELY ON OVERALL APPEAL, MODERNITY, HEALTH, AND NAVIGATION AT SHELF.'), (4724, 479, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (4725, 479, 'work_impact_3_quote-image_author', 'PRS'), (4726, 479, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (4727, 479, 'work_impact_3_quote-image_image', '293'), (4728, 479, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (4729, 479, 'work_impact_4_type', 'none'), (4730, 479, '_work_impact_4_type', 'field_5b2426034a947'), (4732, 393, 'field_5b44bee446a4c', 'a:13:{s:3:\"key\";s:19:\"field_5b44bee446a4c\";s:5:\"label\";s:4:\"Type\";s:4:\"name\";s:14:\"home_hero_type\";s:4:\"type\";s:5:\"radio\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:5:\"video\";s:5:\"Video\";s:5:\"image\";s:5:\"Image\";}s:12:\"other_choice\";s:1:\"0\";s:17:\"save_other_choice\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:6:\"layout\";s:10:\"horizontal\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:1;}'), (4733, 393, 'field_5b44bdf546a4b', 'a:11:{s:3:\"key\";s:19:\"field_5b44bdf546a4b\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:15:\"home_hero_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b44bee446a4c\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:3;}'), (4738, 481, 'home_hero_type', 'video'), (4739, 481, '_home_hero_type', 'field_5b44bee446a4c'), (4740, 481, 'home_hero_video', '259233296'), (4741, 481, '_home_hero_video', 'field_5b2bdf69d88aa'), (4742, 481, 'home_featured_work_0_home_featured_work_item', '45'), (4743, 481, '_home_featured_work_0_home_featured_work_item', 'field_5b2be1ead88ac'), (4744, 481, 'home_featured_work_1_home_featured_work_item', '31'), (4745, 481, '_home_featured_work_1_home_featured_work_item', 'field_5b2be1ead88ac'), (4746, 481, 'home_featured_work_2_home_featured_work_item', '47'), (4747, 481, '_home_featured_work_2_home_featured_work_item', 'field_5b2be1ead88ac'), (4748, 481, 'home_featured_work_3_home_featured_work_item', '43'), (4749, 481, '_home_featured_work_3_home_featured_work_item', 'field_5b2be1ead88ac'), (4750, 481, 'home_featured_work', '4'), (4751, 481, '_home_featured_work', 'field_5b2be1a1d88ab'), (4752, 4, 'home_hero_type', 'video'), (4753, 4, '_home_hero_type', 'field_5b44bee446a4c'), (4754, 4, 'home_hero_video', '292226219'), (4755, 4, '_home_hero_video', 'field_5b2bdf69d88aa'), (4756, 393, 'rule', 'a:5:{s:5:\"param\";s:4:\"page\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:1:\"4\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (4757, 482, 'home_hero_type', 'image'), (4758, 482, '_home_hero_type', 'field_5b44bee446a4c'), (4759, 482, 'home_hero_image', '388'), (4760, 482, '_home_hero_image', 'field_5b44bdf546a4b'), (4761, 482, 'home_featured_work_0_home_featured_work_item', '45'), (4762, 482, '_home_featured_work_0_home_featured_work_item', 'field_5b2be1ead88ac'), (4763, 482, 'home_featured_work_1_home_featured_work_item', '31'), (4764, 482, '_home_featured_work_1_home_featured_work_item', 'field_5b2be1ead88ac'), (4765, 482, 'home_featured_work_2_home_featured_work_item', '47'), (4766, 482, '_home_featured_work_2_home_featured_work_item', 'field_5b2be1ead88ac'), (4767, 482, 'home_featured_work_3_home_featured_work_item', '43'), (4768, 482, '_home_featured_work_3_home_featured_work_item', 'field_5b2be1ead88ac'), (4769, 482, 'home_featured_work', '4'), (4770, 482, '_home_featured_work', 'field_5b2be1a1d88ab'), (4771, 4, 'home_hero_image', '388'), (4772, 4, '_home_hero_image', 'field_5b44bdf546a4b'), (4773, 483, 'home_hero_type', 'video'), (4774, 483, '_home_hero_type', 'field_5b44bee446a4c'), (4775, 483, 'home_hero_video', '259233296'), (4776, 483, '_home_hero_video', 'field_5b2bdf69d88aa'), (4777, 483, 'home_featured_work_0_home_featured_work_item', '45'), (4778, 483, '_home_featured_work_0_home_featured_work_item', 'field_5b2be1ead88ac'), (4779, 483, 'home_featured_work_1_home_featured_work_item', '31'), (4780, 483, '_home_featured_work_1_home_featured_work_item', 'field_5b2be1ead88ac'), (4781, 483, 'home_featured_work_2_home_featured_work_item', '47'), (4782, 483, '_home_featured_work_2_home_featured_work_item', 'field_5b2be1ead88ac'), (4783, 483, 'home_featured_work_3_home_featured_work_item', '43'), (4784, 483, '_home_featured_work_3_home_featured_work_item', 'field_5b2be1ead88ac'), (4785, 483, 'home_featured_work', '4'), (4786, 483, '_home_featured_work', 'field_5b2be1a1d88ab'), (4787, 120, 'field_5b44c302632e9', 'a:13:{s:3:\"key\";s:19:\"field_5b44c302632e9\";s:5:\"label\";s:4:\"Type\";s:4:\"name\";s:15:\"about_hero_type\";s:4:\"type\";s:5:\"radio\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:5:\"video\";s:5:\"Video\";s:5:\"image\";s:5:\"Image\";}s:12:\"other_choice\";s:1:\"0\";s:17:\"save_other_choice\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:6:\"layout\";s:10:\"horizontal\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:2:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:1;}'), (4788, 120, 'field_5b44c32d632ea', 'a:11:{s:3:\"key\";s:19:\"field_5b44c32d632ea\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:16:\"about_hero_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b44c302632e9\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"image\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:3;}'), (4792, 120, 'rule', 'a:5:{s:5:\"param\";s:4:\"page\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:1:\"7\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (4793, 485, 'about_hero_type', 'video'), (4794, 485, '_about_hero_type', 'field_5b44c302632e9'), (4795, 485, 'about_hero_video', '251890218'), (4796, 485, '_about_hero_video', 'field_5b21649a9ffaf'), (4797, 485, 'about_info_title', 'We create brand experiences
    designed for cultural and
    commercial impact.'), (4798, 485, '_about_info_title', 'field_5b21654d9ffb3'), (4799, 485, 'about_info_topic_0_about_info_topic_icon', '121'), (4800, 485, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (4801, 485, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (4802, 485, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (4803, 485, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (4804, 485, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (4805, 485, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (4806, 485, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (4807, 485, 'about_info_topic_1_about_info_topic_icon', '123'), (4808, 485, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (4809, 485, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (4810, 485, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (4811, 485, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (4812, 485, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (4813, 485, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4814, 485, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (4815, 485, 'about_info_topic_2_about_info_topic_icon', '124'), (4816, 485, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (4817, 485, 'about_info_topic_2_about_info_topic_title', 'Design'), (4818, 485, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (4819, 485, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (4820, 485, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (4821, 485, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4822, 485, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (4823, 485, 'about_info_topic_3_about_info_topic_icon', '125'), (4824, 485, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (4825, 485, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (4826, 485, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (4827, 485, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (4828, 485, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (4829, 485, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4830, 485, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (4831, 485, 'about_info_topic_4_about_info_topic_icon', '126'), (4832, 485, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (4833, 485, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (4834, 485, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (4835, 485, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (4836, 485, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (4837, 485, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4838, 485, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (4839, 485, 'about_info_topic', '5'), (4840, 485, '_about_info_topic', 'field_5b2166edba792'), (4841, 485, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (4842, 485, '_about_team_title', 'field_5b2165259ffb2'), (4843, 7, 'about_hero_type', 'video'), (4844, 7, '_about_hero_type', 'field_5b44c302632e9'), (4845, 7, 'about_hero_video', '291947410'), (4846, 7, '_about_hero_video', 'field_5b21649a9ffaf'), (4847, 486, 'about_hero_type', 'image'), (4848, 486, '_about_hero_type', 'field_5b44c302632e9'), (4849, 486, 'about_hero_image', '389'), (4850, 486, '_about_hero_image', 'field_5b44c32d632ea'), (4851, 486, 'about_info_title', 'We create brand experiences
    designed for cultural and
    commercial impact.'), (4852, 486, '_about_info_title', 'field_5b21654d9ffb3'), (4853, 486, 'about_info_topic_0_about_info_topic_icon', '121'), (4854, 486, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (4855, 486, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (4856, 486, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (4857, 486, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (4858, 486, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (4859, 486, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (4860, 486, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (4861, 486, 'about_info_topic_1_about_info_topic_icon', '123'), (4862, 486, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (4863, 486, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (4864, 486, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (4865, 486, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (4866, 486, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (4867, 486, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4868, 486, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (4869, 486, 'about_info_topic_2_about_info_topic_icon', '124'), (4870, 486, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (4871, 486, 'about_info_topic_2_about_info_topic_title', 'Design'), (4872, 486, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (4873, 486, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (4874, 486, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (4875, 486, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4876, 486, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (4877, 486, 'about_info_topic_3_about_info_topic_icon', '125'), (4878, 486, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (4879, 486, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (4880, 486, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (4881, 486, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (4882, 486, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (4883, 486, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4884, 486, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (4885, 486, 'about_info_topic_4_about_info_topic_icon', '126'), (4886, 486, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (4887, 486, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (4888, 486, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (4889, 486, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (4890, 486, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (4891, 486, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4892, 486, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (4893, 486, 'about_info_topic', '5'), (4894, 486, '_about_info_topic', 'field_5b2166edba792'), (4895, 486, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (4896, 486, '_about_team_title', 'field_5b2165259ffb2'), (4897, 7, 'about_hero_image', '388'), (4898, 7, '_about_hero_image', 'field_5b44c32d632ea'), (4899, 487, 'about_hero_type', 'image'), (4900, 487, '_about_hero_type', 'field_5b44c302632e9'), (4901, 487, 'about_hero_image', '388'), (4902, 487, '_about_hero_image', 'field_5b44c32d632ea'), (4903, 487, 'about_info_title', 'We create brand experiences
    designed for cultural and
    commercial impact.'), (4904, 487, '_about_info_title', 'field_5b21654d9ffb3'), (4905, 487, 'about_info_topic_0_about_info_topic_icon', '121'), (4906, 487, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (4907, 487, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (4908, 487, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (4909, 487, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (4910, 487, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (4911, 487, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (4912, 487, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (4913, 487, 'about_info_topic_1_about_info_topic_icon', '123'), (4914, 487, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (4915, 487, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (4916, 487, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (4917, 487, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (4918, 487, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (4919, 487, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4920, 487, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (4921, 487, 'about_info_topic_2_about_info_topic_icon', '124'), (4922, 487, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (4923, 487, 'about_info_topic_2_about_info_topic_title', 'Design'), (4924, 487, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (4925, 487, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (4926, 487, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (4927, 487, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4928, 487, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (4929, 487, 'about_info_topic_3_about_info_topic_icon', '125'), (4930, 487, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (4931, 487, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (4932, 487, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (4933, 487, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (4934, 487, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (4935, 487, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4936, 487, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (4937, 487, 'about_info_topic_4_about_info_topic_icon', '126'), (4938, 487, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (4939, 487, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (4940, 487, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (4941, 487, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (4942, 487, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (4943, 487, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4944, 487, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (4945, 487, 'about_info_topic', '5'), (4946, 487, '_about_info_topic', 'field_5b2166edba792'), (4947, 487, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (4948, 487, '_about_team_title', 'field_5b2165259ffb2'), (4949, 488, 'about_hero_type', 'video'), (4950, 488, '_about_hero_type', 'field_5b44c302632e9'), (4951, 488, 'about_hero_video', '251890218'), (4952, 488, '_about_hero_video', 'field_5b21649a9ffaf'), (4953, 488, 'about_info_title', 'We create brand experiences
    designed for cultural and
    commercial impact.'), (4954, 488, '_about_info_title', 'field_5b21654d9ffb3'), (4955, 488, 'about_info_topic_0_about_info_topic_icon', '121'), (4956, 488, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (4957, 488, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (4958, 488, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (4959, 488, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (4960, 488, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (4961, 488, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (4962, 488, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (4963, 488, 'about_info_topic_1_about_info_topic_icon', '123'), (4964, 488, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (4965, 488, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (4966, 488, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (4967, 488, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (4968, 488, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (4969, 488, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4970, 488, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (4971, 488, 'about_info_topic_2_about_info_topic_icon', '124'), (4972, 488, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (4973, 488, 'about_info_topic_2_about_info_topic_title', 'Design'), (4974, 488, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (4975, 488, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (4976, 488, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (4977, 488, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4978, 488, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (4979, 488, 'about_info_topic_3_about_info_topic_icon', '125'), (4980, 488, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (4981, 488, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (4982, 488, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (4983, 488, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (4984, 488, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (4985, 488, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (4986, 488, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (4987, 488, 'about_info_topic_4_about_info_topic_icon', '126'), (4988, 488, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (4989, 488, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (4990, 488, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (4991, 488, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (4992, 488, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (4993, 488, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (4994, 488, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (4995, 488, 'about_info_topic', '5'), (4996, 488, '_about_info_topic', 'field_5b2166edba792'), (4997, 488, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (4998, 488, '_about_team_title', 'field_5b2165259ffb2'), (4999, 490, '_wp_attached_file', '2018/03/post-4-1.jpg'), (5000, 490, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1918;s:6:\"height\";i:801;s:4:\"file\";s:20:\"2018/03/post-4-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-4-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-4-1-768x321.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:321;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"post-4-1-1900x801.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:801;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"post-4-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (5001, 491, 'work_home_featured_color', 'black'), (5002, 491, '_work_home_featured_color', 'field_5b2bf153536f9'), (5003, 491, 'work_home_featured_image', '384'), (5004, 491, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5005, 491, 'work_navigation_color', 'black'), (5006, 491, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5007, 491, 'work_featured_image', '312'), (5008, 491, '_work_featured_image', 'field_5b27eac37a115'), (5009, 491, 'work_colors_text', '#000000'), (5010, 491, '_work_colors_text', 'field_5b241810bdd49'), (5011, 491, 'work_colors_accent', '#eeba06'), (5012, 491, '_work_colors_accent', 'field_5b241884bdd4a'), (5013, 491, 'work_colors_bg', '#ffdc00'), (5014, 491, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5015, 491, 'work_hero_tag', 'Cheerios'), (5016, 491, '_work_hero_tag', 'field_5b2418cebdd4c'), (5017, 491, 'work_hero_textcolor', '#000000'), (5018, 491, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5019, 491, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (5020, 491, '_work_call_description', 'field_5b241a9cbdd4f'), (5021, 491, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (5022, 491, '_work_call_wedid', 'field_5b241ac4bdd50'), (5023, 491, 'work_call_image', '309'), (5024, 491, '_work_call_image', 'field_5b2906b12feea'), (5025, 491, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (5026, 491, '_work_thework_description', 'field_5b241b1abdd51'), (5027, 491, 'work_thework_image', '310'), (5028, 491, '_work_thework_image', 'field_5b241b76bdd52'), (5029, 491, 'work_impact_1_type', 'text'), (5030, 491, '_work_impact_1_type', 'field_5b241c64ed75b'), (5031, 491, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (5032, 491, '_work_impact_1_text', 'field_5b241d21ed75c'), (5033, 491, 'work_impact_2_type', 'image'), (5034, 491, '_work_impact_2_type', 'field_5b2420871e096'), (5035, 491, 'work_impact_2_image', '490'), (5036, 491, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5037, 491, 'work_impact_3_type', 'image'), (5038, 491, '_work_impact_3_type', 'field_5b2423b7155ca'), (5039, 491, 'work_impact_3_image', '315'), (5040, 491, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (5041, 491, 'work_impact_4_type', 'none'), (5042, 491, '_work_impact_4_type', 'field_5b2426034a947'), (5043, 492, 'work_home_featured_color', 'black'), (5044, 492, '_work_home_featured_color', 'field_5b2bf153536f9'), (5045, 492, 'work_home_featured_image', ''), (5046, 492, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5047, 492, 'work_navigation_color', 'black'), (5048, 492, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5049, 492, 'work_featured_image', '319'), (5050, 492, '_work_featured_image', 'field_5b27eac37a115'), (5051, 492, 'work_colors_text', '#163868'), (5052, 492, '_work_colors_text', 'field_5b241810bdd49'), (5053, 492, 'work_colors_accent', '#69b9c6'), (5054, 492, '_work_colors_accent', 'field_5b241884bdd4a'), (5055, 492, 'work_colors_bg', '#c9e9ee'), (5056, 492, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5057, 492, 'work_hero_tag', 'Pillsbury'), (5058, 492, '_work_hero_tag', 'field_5b2418cebdd4c'), (5059, 492, 'work_hero_textcolor', '#ffffff'), (5060, 492, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5061, 492, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (5062, 492, '_work_call_description', 'field_5b241a9cbdd4f'), (5063, 492, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (5064, 492, '_work_call_wedid', 'field_5b241ac4bdd50'), (5065, 492, 'work_call_image', '321'), (5066, 492, '_work_call_image', 'field_5b2906b12feea'), (5067, 492, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (5068, 492, '_work_thework_description', 'field_5b241b1abdd51'), (5069, 492, 'work_thework_image', '322'), (5070, 492, '_work_thework_image', 'field_5b241b76bdd52'), (5071, 492, 'work_impact_1_type', 'text'), (5072, 492, '_work_impact_1_type', 'field_5b241c64ed75b'), (5073, 492, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (5074, 492, '_work_impact_1_text', 'field_5b241d21ed75c'), (5075, 492, 'work_impact_2_type', 'image'), (5076, 492, '_work_impact_2_type', 'field_5b2420871e096'), (5077, 492, 'work_impact_2_image', '490'), (5078, 492, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5079, 492, 'work_impact_3_type', 'quote'), (5080, 492, '_work_impact_3_type', 'field_5b2423b7155ca'), (5081, 492, 'work_impact_3_quote_text', 'now your business is as large as your imagination. You can start to add services that can be very powerful for your business model.'), (5082, 492, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (5083, 492, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (5084, 492, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (5085, 492, 'work_impact_4_type', 'image'), (5086, 492, '_work_impact_4_type', 'field_5b2426034a947'), (5087, 492, 'work_impact_4_image', '324'), (5088, 492, '_work_impact_4_image', 'field_5b29140b4fbd8'), (5089, 41, 'work_home_featured_color', 'black'), (5090, 41, '_work_home_featured_color', 'field_5b2bf153536f9'), (5091, 41, 'work_home_featured_image', ''), (5092, 41, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5093, 493, '_wp_attached_file', '2018/03/post-4-2.jpg'), (5094, 493, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1918;s:6:\"height\";i:801;s:4:\"file\";s:20:\"2018/03/post-4-2.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-4-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-4-2-768x321.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:321;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"post-4-2-1900x801.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:801;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"post-4-2-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (5095, 494, 'work_home_featured_color', 'black'), (5096, 494, '_work_home_featured_color', 'field_5b2bf153536f9'), (5097, 494, 'work_home_featured_image', ''), (5098, 494, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5099, 494, 'work_navigation_color', 'black'), (5100, 494, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5101, 494, 'work_featured_image', '319'), (5102, 494, '_work_featured_image', 'field_5b27eac37a115'), (5103, 494, 'work_colors_text', '#163868'), (5104, 494, '_work_colors_text', 'field_5b241810bdd49'), (5105, 494, 'work_colors_accent', '#69b9c6'), (5106, 494, '_work_colors_accent', 'field_5b241884bdd4a'), (5107, 494, 'work_colors_bg', '#c9e9ee'), (5108, 494, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5109, 494, 'work_hero_tag', 'Pillsbury'), (5110, 494, '_work_hero_tag', 'field_5b2418cebdd4c'), (5111, 494, 'work_hero_textcolor', '#ffffff'), (5112, 494, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5113, 494, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (5114, 494, '_work_call_description', 'field_5b241a9cbdd4f'), (5115, 494, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (5116, 494, '_work_call_wedid', 'field_5b241ac4bdd50'), (5117, 494, 'work_call_image', '321'), (5118, 494, '_work_call_image', 'field_5b2906b12feea'), (5119, 494, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (5120, 494, '_work_thework_description', 'field_5b241b1abdd51'), (5121, 494, 'work_thework_image', '322'), (5122, 494, '_work_thework_image', 'field_5b241b76bdd52'), (5123, 494, 'work_impact_1_type', 'text'), (5124, 494, '_work_impact_1_type', 'field_5b241c64ed75b'), (5125, 494, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (5126, 494, '_work_impact_1_text', 'field_5b241d21ed75c'), (5127, 494, 'work_impact_2_type', 'image'), (5128, 494, '_work_impact_2_type', 'field_5b2420871e096'), (5129, 494, 'work_impact_2_image', '493'), (5130, 494, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5131, 494, 'work_impact_3_type', 'quote'), (5132, 494, '_work_impact_3_type', 'field_5b2423b7155ca'), (5133, 494, 'work_impact_3_quote_text', 'now your business is as large as your imagination. You can start to add services that can be very powerful for your business model.'), (5134, 494, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (5135, 494, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (5136, 494, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (5137, 494, 'work_impact_4_type', 'image'), (5138, 494, '_work_impact_4_type', 'field_5b2426034a947'), (5139, 494, 'work_impact_4_image', '324'), (5140, 494, '_work_impact_4_image', 'field_5b29140b4fbd8'), (5143, 496, '_wp_attached_file', '2018/03/post-5-1.jpg'), (5144, 496, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1918;s:6:\"height\";i:801;s:4:\"file\";s:20:\"2018/03/post-5-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"post-5-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"post-5-1-768x321.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:321;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"post-5-1-1900x801.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:801;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"post-5-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (5145, 497, 'work_home_featured_color', 'black'), (5146, 497, '_work_home_featured_color', 'field_5b2bf153536f9'), (5147, 497, 'work_home_featured_image', '384'), (5148, 497, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5149, 497, 'work_navigation_color', 'black'), (5150, 497, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5151, 497, 'work_featured_image', '312'), (5152, 497, '_work_featured_image', 'field_5b27eac37a115'), (5153, 497, 'work_colors_text', '#000000'), (5154, 497, '_work_colors_text', 'field_5b241810bdd49'), (5155, 497, 'work_colors_accent', '#eeba06'), (5156, 497, '_work_colors_accent', 'field_5b241884bdd4a'), (5157, 497, 'work_colors_bg', '#ffdc00'), (5158, 497, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5159, 497, 'work_hero_tag', 'Cheerios'), (5160, 497, '_work_hero_tag', 'field_5b2418cebdd4c'), (5161, 497, 'work_hero_textcolor', '#000000'), (5162, 497, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5163, 497, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (5164, 497, '_work_call_description', 'field_5b241a9cbdd4f'), (5165, 497, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (5166, 497, '_work_call_wedid', 'field_5b241ac4bdd50'), (5167, 497, 'work_call_image', '309'), (5168, 497, '_work_call_image', 'field_5b2906b12feea'), (5169, 497, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (5170, 497, '_work_thework_description', 'field_5b241b1abdd51'), (5171, 497, 'work_thework_image', '310'), (5172, 497, '_work_thework_image', 'field_5b241b76bdd52'), (5173, 497, 'work_impact_1_type', 'text'), (5174, 497, '_work_impact_1_type', 'field_5b241c64ed75b'), (5175, 497, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (5176, 497, '_work_impact_1_text', 'field_5b241d21ed75c'), (5177, 497, 'work_impact_2_type', 'image'), (5178, 497, '_work_impact_2_type', 'field_5b2420871e096'), (5179, 497, 'work_impact_2_image', '496'), (5180, 497, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5181, 497, 'work_impact_3_type', 'image'), (5182, 497, '_work_impact_3_type', 'field_5b2423b7155ca'), (5183, 497, 'work_impact_3_image', '315'), (5184, 497, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (5185, 497, 'work_impact_4_type', 'none'), (5186, 497, '_work_impact_4_type', 'field_5b2426034a947'), (5187, 498, '_wp_attached_file', '2018/03/post-6.jpg'), (5188, 498, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:18:\"2018/03/post-6.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-6-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-6-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"post-6-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:18:\"post-6-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (5189, 499, 'work_home_featured_color', 'black'), (5190, 499, '_work_home_featured_color', 'field_5b2bf153536f9'), (5191, 499, 'work_home_featured_image', '389'), (5192, 499, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5193, 499, 'work_navigation_color', 'black'), (5194, 499, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5195, 499, 'work_featured_image', '352'), (5196, 499, '_work_featured_image', 'field_5b27eac37a115'), (5197, 499, 'work_colors_text', '#000000'), (5198, 499, '_work_colors_text', 'field_5b241810bdd49'), (5199, 499, 'work_colors_accent', '#4cbff3'), (5200, 499, '_work_colors_accent', 'field_5b241884bdd4a'), (5201, 499, 'work_colors_bg', '#79d7f8'), (5202, 499, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5203, 499, 'work_hero_tag', 'JÄsÖn'), (5204, 499, '_work_hero_tag', 'field_5b2418cebdd4c'), (5205, 499, 'work_hero_textcolor', '#ffffff'), (5206, 499, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5207, 499, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (5208, 499, '_work_call_description', 'field_5b241a9cbdd4f'), (5209, 499, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (5210, 499, '_work_call_wedid', 'field_5b241ac4bdd50'), (5211, 499, 'work_call_image', '353'), (5212, 499, '_work_call_image', 'field_5b2906b12feea'), (5213, 499, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (5214, 499, '_work_thework_description', 'field_5b241b1abdd51'), (5215, 499, 'work_thework_image', '354'), (5216, 499, '_work_thework_image', 'field_5b241b76bdd52'), (5217, 499, 'work_impact_1_type', 'text'), (5218, 499, '_work_impact_1_type', 'field_5b241c64ed75b'), (5219, 499, 'work_impact_1_text', '• Consumers told us that the design now better embodies the brand’s simple health credentials\r\n\r\n• Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand'), (5220, 499, '_work_impact_1_text', 'field_5b241d21ed75c'), (5221, 499, 'work_impact_2_type', 'image'), (5222, 499, '_work_impact_2_type', 'field_5b2420871e096'), (5223, 499, 'work_impact_2_image', '498'), (5224, 499, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5225, 499, 'work_impact_3_type', 'none'), (5226, 499, '_work_impact_3_type', 'field_5b2423b7155ca'), (5227, 499, 'work_impact_4_type', 'none'), (5228, 499, '_work_impact_4_type', 'field_5b2426034a947'), (5229, 500, 'work_home_featured_color', 'black'), (5230, 500, '_work_home_featured_color', 'field_5b2bf153536f9'), (5231, 500, 'work_home_featured_image', ''), (5232, 500, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5233, 500, 'work_navigation_color', 'black'), (5234, 500, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5235, 500, 'work_featured_image', '328'), (5236, 500, '_work_featured_image', 'field_5b27eac37a115'), (5237, 500, 'work_colors_text', '#000000'), (5238, 500, '_work_colors_text', 'field_5b241810bdd49'), (5239, 500, 'work_colors_accent', '#48a4ca'), (5240, 500, '_work_colors_accent', 'field_5b241884bdd4a'), (5241, 500, 'work_colors_bg', '#66c4e5'), (5242, 500, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5243, 500, 'work_hero_tag', 'First take'), (5244, 500, '_work_hero_tag', 'field_5b2418cebdd4c'), (5245, 500, 'work_hero_textcolor', '#000000'), (5246, 500, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5247, 500, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (5248, 500, '_work_call_description', 'field_5b241a9cbdd4f'), (5249, 500, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (5250, 500, '_work_call_wedid', 'field_5b241ac4bdd50'), (5251, 500, 'work_call_image', '329'), (5252, 500, '_work_call_image', 'field_5b2906b12feea'), (5253, 500, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (5254, 500, '_work_thework_description', 'field_5b241b1abdd51'), (5255, 500, 'work_thework_image', '330'), (5256, 500, '_work_thework_image', 'field_5b241b76bdd52'), (5257, 500, 'work_impact_1_type', 'text'), (5258, 500, '_work_impact_1_type', 'field_5b241c64ed75b'), (5259, 500, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (5260, 500, '_work_impact_1_text', 'field_5b241d21ed75c'), (5261, 500, 'work_impact_2_type', 'image'), (5262, 500, '_work_impact_2_type', 'field_5b2420871e096'), (5263, 500, 'work_impact_2_image', '331'), (5264, 500, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5265, 500, 'work_impact_3_type', 'none'), (5266, 500, '_work_impact_3_type', 'field_5b2423b7155ca'), (5267, 500, 'work_impact_4_type', 'none'), (5268, 500, '_work_impact_4_type', 'field_5b2426034a947'), (5269, 326, 'work_home_featured_color', 'black'), (5270, 326, '_work_home_featured_color', 'field_5b2bf153536f9'), (5271, 326, 'work_home_featured_image', ''), (5272, 326, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5273, 501, 'work_home_featured_color', 'black'), (5274, 501, '_work_home_featured_color', 'field_5b2bf153536f9'), (5275, 501, 'work_home_featured_image', ''), (5276, 501, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5277, 501, 'work_navigation_color', 'black'), (5278, 501, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5279, 501, 'work_featured_image', '363'), (5280, 501, '_work_featured_image', 'field_5b27eac37a115'), (5281, 501, 'work_colors_text', '#ffffff'), (5282, 501, '_work_colors_text', 'field_5b241810bdd49'), (5283, 501, 'work_colors_accent', '#af020c'), (5284, 501, '_work_colors_accent', 'field_5b241884bdd4a'), (5285, 501, 'work_colors_bg', '#cc081e'), (5286, 501, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5287, 501, 'work_hero_tag', 'Chex'), (5288, 501, '_work_hero_tag', 'field_5b2418cebdd4c'), (5289, 501, 'work_hero_textcolor', '#ffffff'), (5290, 501, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5291, 501, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (5292, 501, '_work_call_description', 'field_5b241a9cbdd4f'), (5293, 501, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (5294, 501, '_work_call_wedid', 'field_5b241ac4bdd50'), (5295, 501, 'work_call_image', '364'), (5296, 501, '_work_call_image', 'field_5b2906b12feea'), (5297, 501, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (5298, 501, '_work_thework_description', 'field_5b241b1abdd51'), (5299, 501, 'work_thework_image', '365'), (5300, 501, '_work_thework_image', 'field_5b241b76bdd52'), (5301, 501, 'work_impact_1_type', 'text'), (5302, 501, '_work_impact_1_type', 'field_5b241c64ed75b'), (5303, 501, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (5304, 501, '_work_impact_1_text', 'field_5b241d21ed75c'), (5305, 501, 'work_impact_2_type', 'image'), (5306, 501, '_work_impact_2_type', 'field_5b2420871e096'), (5307, 501, 'work_impact_2_image', '370'), (5308, 501, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5309, 501, 'work_impact_3_type', 'none'), (5310, 501, '_work_impact_3_type', 'field_5b2423b7155ca'), (5311, 501, 'work_impact_4_type', 'none'), (5312, 501, '_work_impact_4_type', 'field_5b2426034a947'), (5313, 60, 'work_home_featured_color', 'black'), (5314, 60, '_work_home_featured_color', 'field_5b2bf153536f9'), (5315, 60, 'work_home_featured_image', ''), (5316, 60, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5317, 502, 'work_home_featured_color', 'black'), (5318, 502, '_work_home_featured_color', 'field_5b2bf153536f9'), (5319, 502, 'work_home_featured_image', '388'), (5320, 502, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5321, 502, 'work_navigation_color', 'black'), (5322, 502, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5323, 502, 'work_featured_image', '345'), (5324, 502, '_work_featured_image', 'field_5b27eac37a115'), (5325, 502, 'work_colors_text', '#ffffff'), (5326, 502, '_work_colors_text', 'field_5b241810bdd49'), (5327, 502, 'work_colors_accent', '#007bc1'), (5328, 502, '_work_colors_accent', 'field_5b241884bdd4a'), (5329, 502, 'work_colors_bg', '#0094d0'), (5330, 502, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5331, 502, 'work_hero_tag', 'Land o Lakes'), (5332, 502, '_work_hero_tag', 'field_5b2418cebdd4c'), (5333, 502, 'work_hero_textcolor', '#ffffff'), (5334, 502, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5335, 502, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (5336, 502, '_work_call_description', 'field_5b241a9cbdd4f'), (5337, 502, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (5338, 502, '_work_call_wedid', 'field_5b241ac4bdd50'), (5339, 502, 'work_call_image', '346'), (5340, 502, '_work_call_image', 'field_5b2906b12feea'), (5341, 502, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (5342, 502, '_work_thework_description', 'field_5b241b1abdd51'), (5343, 502, 'work_thework_image', '347'), (5344, 502, '_work_thework_image', 'field_5b241b76bdd52'), (5345, 502, 'work_impact_1_type', 'text'), (5346, 502, '_work_impact_1_type', 'field_5b241c64ed75b'), (5347, 502, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (5348, 502, '_work_impact_1_text', 'field_5b241d21ed75c'), (5349, 502, 'work_impact_2_type', 'image'), (5350, 502, '_work_impact_2_type', 'field_5b2420871e096'), (5351, 502, 'work_impact_2_image', '348'), (5352, 502, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5353, 502, 'work_impact_3_type', 'image'), (5354, 502, '_work_impact_3_type', 'field_5b2423b7155ca'), (5355, 502, 'work_impact_3_image', '349'), (5356, 502, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (5357, 502, 'work_impact_4_type', 'none'), (5358, 502, '_work_impact_4_type', 'field_5b2426034a947'), (5359, 503, 'work_home_featured_color', 'black'), (5360, 503, '_work_home_featured_color', 'field_5b2bf153536f9'), (5361, 503, 'work_home_featured_image', '389'), (5362, 503, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5363, 503, 'work_navigation_color', 'black'), (5364, 503, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5365, 503, 'work_featured_image', '352'), (5366, 503, '_work_featured_image', 'field_5b27eac37a115'), (5367, 503, 'work_colors_text', '#000000'), (5368, 503, '_work_colors_text', 'field_5b241810bdd49'), (5369, 503, 'work_colors_accent', '#4cbff3'), (5370, 503, '_work_colors_accent', 'field_5b241884bdd4a'), (5371, 503, 'work_colors_bg', '#79d7f8'), (5372, 503, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5373, 503, 'work_hero_tag', 'JÄsÖn'), (5374, 503, '_work_hero_tag', 'field_5b2418cebdd4c'), (5375, 503, 'work_hero_textcolor', '#ffffff'), (5376, 503, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5377, 503, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (5378, 503, '_work_call_description', 'field_5b241a9cbdd4f'), (5379, 503, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (5380, 503, '_work_call_wedid', 'field_5b241ac4bdd50'), (5381, 503, 'work_call_image', '353'), (5382, 503, '_work_call_image', 'field_5b2906b12feea'), (5383, 503, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (5384, 503, '_work_thework_description', 'field_5b241b1abdd51'), (5385, 503, 'work_thework_image', '354'), (5386, 503, '_work_thework_image', 'field_5b241b76bdd52'), (5387, 503, 'work_impact_1_type', 'text'), (5388, 503, '_work_impact_1_type', 'field_5b241c64ed75b'), (5389, 503, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (5390, 503, '_work_impact_1_text', 'field_5b241d21ed75c'), (5391, 503, 'work_impact_2_type', 'image'), (5392, 503, '_work_impact_2_type', 'field_5b2420871e096'), (5393, 503, 'work_impact_2_image', '498'), (5394, 503, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5395, 503, 'work_impact_3_type', 'none'), (5396, 503, '_work_impact_3_type', 'field_5b2423b7155ca'), (5397, 503, 'work_impact_4_type', 'none'), (5398, 503, '_work_impact_4_type', 'field_5b2426034a947'), (5399, 504, 'work_home_featured_color', 'black'), (5400, 504, '_work_home_featured_color', 'field_5b2bf153536f9'), (5401, 504, 'work_home_featured_image', ''), (5402, 504, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5403, 504, 'work_navigation_color', 'black'), (5404, 504, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5405, 504, 'work_featured_image', '328'), (5406, 504, '_work_featured_image', 'field_5b27eac37a115'), (5407, 504, 'work_colors_text', '#000000'), (5408, 504, '_work_colors_text', 'field_5b241810bdd49'), (5409, 504, 'work_colors_accent', '#48a4ca'), (5410, 504, '_work_colors_accent', 'field_5b241884bdd4a'), (5411, 504, 'work_colors_bg', '#66c4e5'), (5412, 504, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5413, 504, 'work_hero_tag', 'First take'), (5414, 504, '_work_hero_tag', 'field_5b2418cebdd4c'), (5415, 504, 'work_hero_textcolor', '#000000'), (5416, 504, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5417, 504, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (5418, 504, '_work_call_description', 'field_5b241a9cbdd4f'), (5419, 504, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (5420, 504, '_work_call_wedid', 'field_5b241ac4bdd50'), (5421, 504, 'work_call_image', '329'), (5422, 504, '_work_call_image', 'field_5b2906b12feea'), (5423, 504, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (5424, 504, '_work_thework_description', 'field_5b241b1abdd51'), (5425, 504, 'work_thework_image', '330'), (5426, 504, '_work_thework_image', 'field_5b241b76bdd52'), (5427, 504, 'work_impact_1_type', 'text'), (5428, 504, '_work_impact_1_type', 'field_5b241c64ed75b'), (5429, 504, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (5430, 504, '_work_impact_1_text', 'field_5b241d21ed75c'), (5431, 504, 'work_impact_2_type', 'image'), (5432, 504, '_work_impact_2_type', 'field_5b2420871e096'), (5433, 504, 'work_impact_2_image', '331'), (5434, 504, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5435, 504, 'work_impact_3_type', 'none'), (5436, 504, '_work_impact_3_type', 'field_5b2423b7155ca'), (5437, 504, 'work_impact_4_type', 'none'), (5438, 504, '_work_impact_4_type', 'field_5b2426034a947'), (5439, 505, 'work_home_featured_color', 'black'), (5440, 505, '_work_home_featured_color', 'field_5b2bf153536f9'), (5441, 505, 'work_home_featured_image', ''), (5442, 505, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5443, 505, 'work_navigation_color', 'black'), (5444, 505, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5445, 505, 'work_featured_image', '319'), (5446, 505, '_work_featured_image', 'field_5b27eac37a115'), (5447, 505, 'work_colors_text', '#163868'), (5448, 505, '_work_colors_text', 'field_5b241810bdd49'), (5449, 505, 'work_colors_accent', '#69b9c6'), (5450, 505, '_work_colors_accent', 'field_5b241884bdd4a'), (5451, 505, 'work_colors_bg', '#c9e9ee'), (5452, 505, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5453, 505, 'work_hero_tag', 'Pillsbury'), (5454, 505, '_work_hero_tag', 'field_5b2418cebdd4c'), (5455, 505, 'work_hero_textcolor', '#ffffff'), (5456, 505, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5457, 505, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (5458, 505, '_work_call_description', 'field_5b241a9cbdd4f'), (5459, 505, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (5460, 505, '_work_call_wedid', 'field_5b241ac4bdd50'), (5461, 505, 'work_call_image', '321'), (5462, 505, '_work_call_image', 'field_5b2906b12feea'), (5463, 505, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (5464, 505, '_work_thework_description', 'field_5b241b1abdd51'), (5465, 505, 'work_thework_image', '322'), (5466, 505, '_work_thework_image', 'field_5b241b76bdd52'), (5467, 505, 'work_impact_1_type', 'text'), (5468, 505, '_work_impact_1_type', 'field_5b241c64ed75b'), (5469, 505, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (5470, 505, '_work_impact_1_text', 'field_5b241d21ed75c'), (5471, 505, 'work_impact_2_type', 'image'), (5472, 505, '_work_impact_2_type', 'field_5b2420871e096'), (5473, 505, 'work_impact_2_image', '493'), (5474, 505, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5475, 505, 'work_impact_3_type', 'quote'), (5476, 505, '_work_impact_3_type', 'field_5b2423b7155ca'), (5477, 505, 'work_impact_3_quote_text', 'now your business is as large as your imagination. You can start to add services that can be very powerful for your business model.'), (5478, 505, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (5479, 505, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (5480, 505, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (5481, 505, 'work_impact_4_type', 'image'), (5482, 505, '_work_impact_4_type', 'field_5b2426034a947'), (5483, 505, 'work_impact_4_image', '324'), (5484, 505, '_work_impact_4_image', 'field_5b29140b4fbd8'), (5485, 506, 'work_home_featured_color', 'black'), (5486, 506, '_work_home_featured_color', 'field_5b2bf153536f9'), (5487, 506, 'work_home_featured_image', ''), (5488, 506, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5489, 506, 'work_navigation_color', 'black'), (5490, 506, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5491, 506, 'work_featured_image', '334'), (5492, 506, '_work_featured_image', 'field_5b27eac37a115'), (5493, 506, 'work_colors_text', '#000000'), (5494, 506, '_work_colors_text', 'field_5b241810bdd49'), (5495, 506, 'work_colors_accent', '#fc8168'), (5496, 506, '_work_colors_accent', 'field_5b241884bdd4a'), (5497, 506, 'work_colors_bg', '#fd9982'), (5498, 506, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5499, 506, 'work_hero_tag', 'Maranatha'), (5500, 506, '_work_hero_tag', 'field_5b2418cebdd4c'), (5501, 506, 'work_hero_textcolor', '#ffffff'), (5502, 506, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5503, 506, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (5504, 506, '_work_call_description', 'field_5b241a9cbdd4f'), (5505, 506, 'work_call_wedid', 'Design Strategy\r\n\r\nIdentity Design\r\n\r\nPackaging Design'), (5506, 506, '_work_call_wedid', 'field_5b241ac4bdd50'), (5507, 506, 'work_call_image', '335'), (5508, 506, '_work_call_image', 'field_5b2906b12feea'), (5509, 506, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (5510, 506, '_work_thework_description', 'field_5b241b1abdd51'), (5511, 506, 'work_thework_image', '336'), (5512, 506, '_work_thework_image', 'field_5b241b76bdd52'), (5513, 506, 'work_impact_1_type', 'quote_image'), (5514, 506, '_work_impact_1_type', 'field_5b241c64ed75b'), (5515, 506, 'work_impact_1_quote-image_text', 'Now your business is as large as your imagination. You can start to add services model.'), (5516, 506, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (5517, 506, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (5518, 506, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (5519, 506, 'work_impact_1_quote-image_image', '337'), (5520, 506, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (5521, 506, 'work_impact_1_quote-image_align', 'bottom'), (5522, 506, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (5523, 506, 'work_impact_2_type', 'none'), (5524, 506, '_work_impact_2_type', 'field_5b2420871e096'), (5525, 506, 'work_impact_3_type', 'none'), (5526, 506, '_work_impact_3_type', 'field_5b2423b7155ca'), (5527, 506, 'work_impact_4_type', 'none'), (5528, 506, '_work_impact_4_type', 'field_5b2426034a947'), (5529, 39, 'work_home_featured_color', 'black'), (5530, 39, '_work_home_featured_color', 'field_5b2bf153536f9'), (5531, 39, 'work_home_featured_image', ''), (5532, 39, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5533, 507, 'work_home_featured_color', 'black'), (5534, 507, '_work_home_featured_color', 'field_5b2bf153536f9'), (5535, 507, 'work_home_featured_image', ''), (5536, 507, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5537, 507, 'work_navigation_color', 'black'), (5538, 507, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5539, 507, 'work_featured_image', '334'), (5540, 507, '_work_featured_image', 'field_5b27eac37a115'), (5541, 507, 'work_colors_text', '#000000'), (5542, 507, '_work_colors_text', 'field_5b241810bdd49'), (5543, 507, 'work_colors_accent', '#fc8168'), (5544, 507, '_work_colors_accent', 'field_5b241884bdd4a'), (5545, 507, 'work_colors_bg', '#fd9982'), (5546, 507, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5547, 507, 'work_hero_tag', 'Maranatha'), (5548, 507, '_work_hero_tag', 'field_5b2418cebdd4c'), (5549, 507, 'work_hero_textcolor', '#ffffff'), (5550, 507, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5551, 507, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (5552, 507, '_work_call_description', 'field_5b241a9cbdd4f'), (5553, 507, 'work_call_wedid', 'Design Strategy\r\n\r\nIdentity Design\r\n\r\nPackaging Design'), (5554, 507, '_work_call_wedid', 'field_5b241ac4bdd50'), (5555, 507, 'work_call_image', '335'), (5556, 507, '_work_call_image', 'field_5b2906b12feea'), (5557, 507, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (5558, 507, '_work_thework_description', 'field_5b241b1abdd51'), (5559, 507, 'work_thework_image', '336'), (5560, 507, '_work_thework_image', 'field_5b241b76bdd52'), (5561, 507, 'work_impact_1_type', 'quote_image'), (5562, 507, '_work_impact_1_type', 'field_5b241c64ed75b'), (5563, 507, 'work_impact_1_quote-image_text', 'Now your business is as large as your imagination. You can start to add services model.'), (5564, 507, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (5565, 507, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (5566, 507, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (5567, 507, 'work_impact_1_quote-image_image', '337'), (5568, 507, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (5569, 507, 'work_impact_1_quote-image_align', 'bottom'), (5570, 507, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (5571, 507, 'work_impact_2_type', 'none'), (5572, 507, '_work_impact_2_type', 'field_5b2420871e096'), (5573, 507, 'work_impact_3_type', 'none'), (5574, 507, '_work_impact_3_type', 'field_5b2423b7155ca'), (5575, 507, 'work_impact_4_type', 'none'), (5576, 507, '_work_impact_4_type', 'field_5b2426034a947'), (5577, 508, 'work_home_featured_color', 'black'), (5578, 508, '_work_home_featured_color', 'field_5b2bf153536f9'), (5579, 508, 'work_home_featured_image', ''), (5580, 508, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5581, 508, 'work_navigation_color', 'white'), (5582, 508, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5583, 508, 'work_featured_image', '334'), (5584, 508, '_work_featured_image', 'field_5b27eac37a115'), (5585, 508, 'work_colors_text', '#000000'), (5586, 508, '_work_colors_text', 'field_5b241810bdd49'), (5587, 508, 'work_colors_accent', '#fc8168'), (5588, 508, '_work_colors_accent', 'field_5b241884bdd4a'), (5589, 508, 'work_colors_bg', '#fd9982'), (5590, 508, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5591, 508, 'work_hero_tag', 'Maranatha'), (5592, 508, '_work_hero_tag', 'field_5b2418cebdd4c'), (5593, 508, 'work_hero_textcolor', '#ffffff'), (5594, 508, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5595, 508, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (5596, 508, '_work_call_description', 'field_5b241a9cbdd4f'), (5597, 508, 'work_call_wedid', 'Design Strategy\r\n\r\nIdentity Design\r\n\r\nPackaging Design'), (5598, 508, '_work_call_wedid', 'field_5b241ac4bdd50'), (5599, 508, 'work_call_image', '335'), (5600, 508, '_work_call_image', 'field_5b2906b12feea'), (5601, 508, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (5602, 508, '_work_thework_description', 'field_5b241b1abdd51'), (5603, 508, 'work_thework_image', '336'), (5604, 508, '_work_thework_image', 'field_5b241b76bdd52'), (5605, 508, 'work_impact_1_type', 'quote_image'), (5606, 508, '_work_impact_1_type', 'field_5b241c64ed75b'), (5607, 508, 'work_impact_1_quote-image_text', 'Now your business is as large as your imagination. You can start to add services model.'), (5608, 508, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (5609, 508, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (5610, 508, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (5611, 508, 'work_impact_1_quote-image_image', '337'), (5612, 508, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (5613, 508, 'work_impact_1_quote-image_align', 'bottom'), (5614, 508, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (5615, 508, 'work_impact_2_type', 'none'), (5616, 508, '_work_impact_2_type', 'field_5b2420871e096'), (5617, 508, 'work_impact_3_type', 'none'), (5618, 508, '_work_impact_3_type', 'field_5b2423b7155ca'), (5619, 508, 'work_impact_4_type', 'none'), (5620, 508, '_work_impact_4_type', 'field_5b2426034a947'), (5621, 511, 'work_home_featured_color', 'black'), (5622, 511, '_work_home_featured_color', 'field_5b2bf153536f9'), (5623, 511, 'work_home_featured_image', '388'), (5624, 511, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5625, 511, 'work_navigation_color', 'white'), (5626, 511, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5627, 511, 'work_featured_image', '345'), (5628, 511, '_work_featured_image', 'field_5b27eac37a115'), (5629, 511, 'work_colors_text', '#ffffff'), (5630, 511, '_work_colors_text', 'field_5b241810bdd49'), (5631, 511, 'work_colors_accent', '#007bc1'), (5632, 511, '_work_colors_accent', 'field_5b241884bdd4a'), (5633, 511, 'work_colors_bg', '#0094d0'), (5634, 511, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5635, 511, 'work_hero_tag', 'Land o Lakes'), (5636, 511, '_work_hero_tag', 'field_5b2418cebdd4c'), (5637, 511, 'work_hero_textcolor', '#ffffff'), (5638, 511, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5639, 511, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (5640, 511, '_work_call_description', 'field_5b241a9cbdd4f'), (5641, 511, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (5642, 511, '_work_call_wedid', 'field_5b241ac4bdd50'), (5643, 511, 'work_call_image', '346'), (5644, 511, '_work_call_image', 'field_5b2906b12feea'), (5645, 511, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (5646, 511, '_work_thework_description', 'field_5b241b1abdd51'), (5647, 511, 'work_thework_image', '347'), (5648, 511, '_work_thework_image', 'field_5b241b76bdd52'), (5649, 511, 'work_impact_1_type', 'text'), (5650, 511, '_work_impact_1_type', 'field_5b241c64ed75b'), (5651, 511, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (5652, 511, '_work_impact_1_text', 'field_5b241d21ed75c'), (5653, 511, 'work_impact_2_type', 'image'), (5654, 511, '_work_impact_2_type', 'field_5b2420871e096'), (5655, 511, 'work_impact_2_image', '348'), (5656, 511, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5657, 511, 'work_impact_3_type', 'image'), (5658, 511, '_work_impact_3_type', 'field_5b2423b7155ca'), (5659, 511, 'work_impact_3_image', '349'), (5660, 511, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (5661, 511, 'work_impact_4_type', 'none'), (5662, 511, '_work_impact_4_type', 'field_5b2426034a947'), (5663, 514, 'work_home_featured_color', 'black'), (5664, 514, '_work_home_featured_color', 'field_5b2bf153536f9'), (5665, 514, 'work_home_featured_image', '384'), (5666, 514, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5667, 514, 'work_navigation_color', 'black'), (5668, 514, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5669, 514, 'work_featured_image', '312'), (5670, 514, '_work_featured_image', 'field_5b27eac37a115'), (5671, 514, 'work_colors_text', '#000000'), (5672, 514, '_work_colors_text', 'field_5b241810bdd49'), (5673, 514, 'work_colors_accent', '#eeba06'), (5674, 514, '_work_colors_accent', 'field_5b241884bdd4a'), (5675, 514, 'work_colors_bg', '#ffdc00'), (5676, 514, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5677, 514, 'work_hero_tag', 'Cheerios'), (5678, 514, '_work_hero_tag', 'field_5b2418cebdd4c'), (5679, 514, 'work_hero_textcolor', '#000000'), (5680, 514, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5681, 514, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (5682, 514, '_work_call_description', 'field_5b241a9cbdd4f'), (5683, 514, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (5684, 514, '_work_call_wedid', 'field_5b241ac4bdd50'), (5685, 514, 'work_call_image', '309'), (5686, 514, '_work_call_image', 'field_5b2906b12feea'), (5687, 514, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (5688, 514, '_work_thework_description', 'field_5b241b1abdd51'), (5689, 514, 'work_thework_image', '310'), (5690, 514, '_work_thework_image', 'field_5b241b76bdd52'), (5691, 514, 'work_impact_1_type', 'text'), (5692, 514, '_work_impact_1_type', 'field_5b241c64ed75b'), (5693, 514, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (5694, 514, '_work_impact_1_text', 'field_5b241d21ed75c'), (5695, 514, 'work_impact_2_type', 'image'), (5696, 514, '_work_impact_2_type', 'field_5b2420871e096'), (5697, 514, 'work_impact_2_image', '496'), (5698, 514, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5699, 514, 'work_impact_3_type', 'image'), (5700, 514, '_work_impact_3_type', 'field_5b2423b7155ca'), (5701, 514, 'work_impact_3_image', '315'), (5702, 514, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (5703, 514, 'work_impact_4_type', 'none'), (5704, 514, '_work_impact_4_type', 'field_5b2426034a947'), (5705, 515, '_wp_attached_file', '2018/06/post-7.jpg'), (5706, 515, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:18:\"2018/06/post-7.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"post-7-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"post-7-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"post-7-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:18:\"post-7-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (5707, 516, 'work_home_featured_color', 'black'), (5708, 516, '_work_home_featured_color', 'field_5b2bf153536f9'), (5709, 516, 'work_home_featured_image', ''), (5710, 516, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5711, 516, 'work_navigation_color', 'black'), (5712, 516, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5713, 516, 'work_featured_image', '363'), (5714, 516, '_work_featured_image', 'field_5b27eac37a115'), (5715, 516, 'work_colors_text', '#ffffff'), (5716, 516, '_work_colors_text', 'field_5b241810bdd49'), (5717, 516, 'work_colors_accent', '#af020c'), (5718, 516, '_work_colors_accent', 'field_5b241884bdd4a'), (5719, 516, 'work_colors_bg', '#cc081e'), (5720, 516, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5721, 516, 'work_hero_tag', 'Chex'), (5722, 516, '_work_hero_tag', 'field_5b2418cebdd4c'), (5723, 516, 'work_hero_textcolor', '#ffffff'), (5724, 516, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5725, 516, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (5726, 516, '_work_call_description', 'field_5b241a9cbdd4f'), (5727, 516, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (5728, 516, '_work_call_wedid', 'field_5b241ac4bdd50'), (5729, 516, 'work_call_image', '364'), (5730, 516, '_work_call_image', 'field_5b2906b12feea'), (5731, 516, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (5732, 516, '_work_thework_description', 'field_5b241b1abdd51'), (5733, 516, 'work_thework_image', '365'), (5734, 516, '_work_thework_image', 'field_5b241b76bdd52'), (5735, 516, 'work_impact_1_type', 'text'), (5736, 516, '_work_impact_1_type', 'field_5b241c64ed75b'), (5737, 516, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (5738, 516, '_work_impact_1_text', 'field_5b241d21ed75c'), (5739, 516, 'work_impact_2_type', 'image'), (5740, 516, '_work_impact_2_type', 'field_5b2420871e096'), (5741, 516, 'work_impact_2_image', '515'), (5742, 516, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5743, 516, 'work_impact_3_type', 'none'), (5744, 516, '_work_impact_3_type', 'field_5b2423b7155ca'), (5745, 516, 'work_impact_4_type', 'none'), (5746, 516, '_work_impact_4_type', 'field_5b2426034a947'), (5747, 517, 'contact_hero_image', '408'), (5748, 517, '_contact_hero_image', 'field_5b30f489bcd21'), (5749, 517, 'contact_featured_topic_0_contact_featured_topic_title', 'CREATIVE MINDS'), (5750, 517, '_contact_featured_topic_0_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5751, 517, 'contact_featured_topic_1_contact_featured_topic_title', 'DIRTY HANDS'), (5752, 517, '_contact_featured_topic_1_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5753, 517, 'contact_featured_topic_2_contact_featured_topic_title', 'STRAIGHT TALK'), (5754, 517, '_contact_featured_topic_2_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5755, 517, 'contact_featured_topic_3_contact_featured_topic_title', 'GOOD MANNERS'), (5756, 517, '_contact_featured_topic_3_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5757, 517, 'contact_featured_topic', '4'), (5758, 517, '_contact_featured_topic', 'field_5b30f555bcd23'), (5759, 517, 'contact_carousel_images_0_contact_carousel_images_image', '409'), (5760, 517, '_contact_carousel_images_0_contact_carousel_images_image', 'field_5b30f65abcd27'), (5761, 517, 'contact_carousel_images_1_contact_carousel_images_image', '409'), (5762, 517, '_contact_carousel_images_1_contact_carousel_images_image', 'field_5b30f65abcd27'), (5763, 517, 'contact_carousel_images', '2'), (5764, 517, '_contact_carousel_images', 'field_5b30f638bcd26'), (5765, 517, 'contact_join_title', 'WANT TO JOIN THE TEAM?'), (5766, 517, '_contact_join_title', 'field_5b30f693bcd29'), (5767, 517, 'contact_join_description', 'We’re alway looking for talented individuals like you to join our vibrant community of movers and shakers, so check out cur job openings.\r\n\r\nIf you don’t see a position that interests you, don’t sweat it. Contact us anyway at jobs@cbx.com and tell us how you can make a difference at CBX.'), (5768, 517, '_contact_join_description', 'field_5b30f6d9bcd2a'), (5769, 518, '_wp_attached_file', '2018/07/JUz25L_g-1.jpeg'), (5770, 518, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:803;s:6:\"height\";i:560;s:4:\"file\";s:23:\"2018/07/JUz25L_g-1.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"JUz25L_g-1-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:23:\"JUz25L_g-1-768x536.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:536;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:23:\"JUz25L_g-1-768x560.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:560;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (5771, 519, 'contact_hero_image', '408'), (5772, 519, '_contact_hero_image', 'field_5b30f489bcd21'), (5773, 519, 'contact_featured_topic_0_contact_featured_topic_title', 'CREATIVE MINDS'), (5774, 519, '_contact_featured_topic_0_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5775, 519, 'contact_featured_topic_1_contact_featured_topic_title', 'DIRTY HANDS'), (5776, 519, '_contact_featured_topic_1_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5777, 519, 'contact_featured_topic_2_contact_featured_topic_title', 'STRAIGHT TALK'), (5778, 519, '_contact_featured_topic_2_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5779, 519, 'contact_featured_topic_3_contact_featured_topic_title', 'GOOD MANNERS'), (5780, 519, '_contact_featured_topic_3_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5781, 519, 'contact_featured_topic', '4'), (5782, 519, '_contact_featured_topic', 'field_5b30f555bcd23'), (5783, 519, 'contact_carousel_images_0_contact_carousel_images_image', '518'), (5784, 519, '_contact_carousel_images_0_contact_carousel_images_image', 'field_5b30f65abcd27'), (5785, 519, 'contact_carousel_images', '1'), (5786, 519, '_contact_carousel_images', 'field_5b30f638bcd26'), (5787, 519, 'contact_join_title', 'WANT TO JOIN THE TEAM?'), (5788, 519, '_contact_join_title', 'field_5b30f693bcd29'), (5789, 519, 'contact_join_description', 'We’re alway looking for talented individuals like you to join our vibrant community of movers and shakers, so check out cur job openings.\r\n\r\nIf you don’t see a position that interests you, don’t sweat it. Contact us anyway at jobs@cbx.com and tell us how you can make a difference at CBX.'), (5790, 519, '_contact_join_description', 'field_5b30f6d9bcd2a'), (5791, 520, 'contact_hero_image', '408'), (5792, 520, '_contact_hero_image', 'field_5b30f489bcd21'), (5793, 520, 'contact_featured_topic_0_contact_featured_topic_title', 'CREATIVE MINDS'), (5794, 520, '_contact_featured_topic_0_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5795, 520, 'contact_featured_topic_1_contact_featured_topic_title', 'DIRTY HANDS'), (5796, 520, '_contact_featured_topic_1_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5797, 520, 'contact_featured_topic_2_contact_featured_topic_title', 'STRAIGHT TALK'), (5798, 520, '_contact_featured_topic_2_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5799, 520, 'contact_featured_topic_3_contact_featured_topic_title', 'GOOD MANNERS'), (5800, 520, '_contact_featured_topic_3_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (5801, 520, 'contact_featured_topic', '4'), (5802, 520, '_contact_featured_topic', 'field_5b30f555bcd23'), (5803, 520, 'contact_carousel_images_0_contact_carousel_images_image', '518'), (5804, 520, '_contact_carousel_images_0_contact_carousel_images_image', 'field_5b30f65abcd27'), (5805, 520, 'contact_carousel_images_1_contact_carousel_images_image', '518'), (5806, 520, '_contact_carousel_images_1_contact_carousel_images_image', 'field_5b30f65abcd27'), (5807, 520, 'contact_carousel_images', '2'), (5808, 520, '_contact_carousel_images', 'field_5b30f638bcd26'), (5809, 520, 'contact_join_title', 'WANT TO JOIN THE TEAM?'), (5810, 520, '_contact_join_title', 'field_5b30f693bcd29'), (5811, 520, 'contact_join_description', 'We’re alway looking for talented individuals like you to join our vibrant community of movers and shakers, so check out cur job openings.\r\n\r\nIf you don’t see a position that interests you, don’t sweat it. Contact us anyway at jobs@cbx.com and tell us how you can make a difference at CBX.'), (5812, 520, '_contact_join_description', 'field_5b30f6d9bcd2a'), (5813, 13, 'contact_carousel_images_1_contact_carousel_images_image', '518'), (5814, 13, '_contact_carousel_images_1_contact_carousel_images_image', 'field_5b30f65abcd27'), (5815, 522, '_edit_lock', '1531341156:1'), (5816, 522, '_edit_last', '1'), (5817, 522, 'field_5b4667d1554ea', 'a:8:{s:3:\"key\";s:19:\"field_5b4667d1554ea\";s:5:\"label\";s:4:\"Hero\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (5818, 522, 'field_5b4667fb554eb', 'a:11:{s:3:\"key\";s:19:\"field_5b4667fb554eb\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:23:\"contact_form_hero_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:2;}'), (5820, 522, 'position', 'normal'), (5821, 522, 'layout', 'default'), (5822, 522, 'hide_on_screen', ''), (5823, 523, '_wp_attached_file', '2018/07/hero-contact-form.jpg'), (5824, 523, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:620;s:4:\"file\";s:29:\"2018/07/hero-contact-form.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"hero-contact-form-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"hero-contact-form-768x248.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:248;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"hero-contact-form-1900x620.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:620;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"hero-contact-form-768x620.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:620;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (5825, 524, 'contact_form_hero_image', '523'), (5826, 524, '_contact_form_hero_image', 'field_5b4667fb554eb'), (5827, 51, 'contact_form_hero_image', '523'), (5828, 51, '_contact_form_hero_image', 'field_5b4667fb554eb'), (5830, 522, 'field_5b46689c34ddb', 'a:14:{s:3:\"key\";s:19:\"field_5b46689c34ddb\";s:5:\"label\";s:5:\"Title\";s:4:\"name\";s:23:\"contact_form_hero_title\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:2:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:1;}'), (5831, 522, 'rule', 'a:5:{s:5:\"param\";s:4:\"page\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:2:\"51\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (5832, 525, 'contact_form_hero_title', 'TELL US ABOUT YOURSELF'), (5833, 525, '_contact_form_hero_title', 'field_5b46689c34ddb'), (5834, 525, 'contact_form_hero_image', '523'), (5835, 525, '_contact_form_hero_image', 'field_5b4667fb554eb'), (5836, 51, 'contact_form_hero_title', 'TELL US ABOUT YOURSELF'), (5837, 51, '_contact_form_hero_title', 'field_5b46689c34ddb'), (5838, 526, 'work_home_featured_color', 'black'), (5839, 526, '_work_home_featured_color', 'field_5b2bf153536f9'), (5840, 526, 'work_home_featured_image', ''), (5841, 526, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5842, 526, 'work_navigation_color', 'black'), (5843, 526, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5844, 526, 'work_featured_image', '319'), (5845, 526, '_work_featured_image', 'field_5b27eac37a115'), (5846, 526, 'work_colors_text', '#163868'), (5847, 526, '_work_colors_text', 'field_5b241810bdd49'), (5848, 526, 'work_colors_accent', '#69b9c6'), (5849, 526, '_work_colors_accent', 'field_5b241884bdd4a'), (5850, 526, 'work_colors_bg', '#c9e9ee'), (5851, 526, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5852, 526, 'work_hero_tag', 'Pillsbury'), (5853, 526, '_work_hero_tag', 'field_5b2418cebdd4c'), (5854, 526, 'work_hero_textcolor', '#ffffff'), (5855, 526, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5856, 526, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (5857, 526, '_work_call_description', 'field_5b241a9cbdd4f'), (5858, 526, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (5859, 526, '_work_call_wedid', 'field_5b241ac4bdd50'), (5860, 526, 'work_call_image', '321'), (5861, 526, '_work_call_image', 'field_5b2906b12feea'), (5862, 526, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (5863, 526, '_work_thework_description', 'field_5b241b1abdd51'), (5864, 526, 'work_thework_image', '322'), (5865, 526, '_work_thework_image', 'field_5b241b76bdd52'), (5866, 526, 'work_impact_1_type', 'text'), (5867, 526, '_work_impact_1_type', 'field_5b241c64ed75b'), (5868, 526, 'work_impact_1_text', 'The shift from “baking to making”<br> inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (5869, 526, '_work_impact_1_text', 'field_5b241d21ed75c'), (5870, 526, 'work_impact_2_type', 'image'), (5871, 526, '_work_impact_2_type', 'field_5b2420871e096'), (5872, 526, 'work_impact_2_image', '493'), (5873, 526, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5874, 526, 'work_impact_3_type', 'quote'), (5875, 526, '_work_impact_3_type', 'field_5b2423b7155ca'), (5876, 526, 'work_impact_3_quote_text', 'now your business is as large as your imagination. You can start to add services that can be very powerful for your business model.'), (5877, 526, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (5878, 526, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (5879, 526, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (5880, 526, 'work_impact_4_type', 'image'), (5881, 526, '_work_impact_4_type', 'field_5b2426034a947'), (5882, 526, 'work_impact_4_image', '324'), (5883, 526, '_work_impact_4_image', 'field_5b29140b4fbd8'), (5884, 527, 'work_home_featured_color', 'black'), (5885, 527, '_work_home_featured_color', 'field_5b2bf153536f9'), (5886, 527, 'work_home_featured_image', ''), (5887, 527, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5888, 527, 'work_navigation_color', 'black'), (5889, 527, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5890, 527, 'work_featured_image', '319'), (5891, 527, '_work_featured_image', 'field_5b27eac37a115'), (5892, 527, 'work_colors_text', '#163868'), (5893, 527, '_work_colors_text', 'field_5b241810bdd49'), (5894, 527, 'work_colors_accent', '#69b9c6'), (5895, 527, '_work_colors_accent', 'field_5b241884bdd4a'), (5896, 527, 'work_colors_bg', '#c9e9ee'), (5897, 527, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5898, 527, 'work_hero_tag', 'Pillsbury'), (5899, 527, '_work_hero_tag', 'field_5b2418cebdd4c'), (5900, 527, 'work_hero_textcolor', '#ffffff'), (5901, 527, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5902, 527, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (5903, 527, '_work_call_description', 'field_5b241a9cbdd4f'), (5904, 527, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (5905, 527, '_work_call_wedid', 'field_5b241ac4bdd50'), (5906, 527, 'work_call_image', '321'), (5907, 527, '_work_call_image', 'field_5b2906b12feea'), (5908, 527, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (5909, 527, '_work_thework_description', 'field_5b241b1abdd51'), (5910, 527, 'work_thework_image', '322'), (5911, 527, '_work_thework_image', 'field_5b241b76bdd52'), (5912, 527, 'work_impact_1_type', 'text'), (5913, 527, '_work_impact_1_type', 'field_5b241c64ed75b'), (5914, 527, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (5915, 527, '_work_impact_1_text', 'field_5b241d21ed75c'), (5916, 527, 'work_impact_2_type', 'image'), (5917, 527, '_work_impact_2_type', 'field_5b2420871e096'), (5918, 527, 'work_impact_2_image', '493'), (5919, 527, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5920, 527, 'work_impact_3_type', 'quote'), (5921, 527, '_work_impact_3_type', 'field_5b2423b7155ca'), (5922, 527, 'work_impact_3_quote_text', 'now your business is as large as your imagination. You can start to add services that can be very powerful for your business model.'), (5923, 527, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (5924, 527, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (5925, 527, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (5926, 527, 'work_impact_4_type', 'image'), (5927, 527, '_work_impact_4_type', 'field_5b2426034a947'), (5928, 527, 'work_impact_4_image', '324'), (5929, 527, '_work_impact_4_image', 'field_5b29140b4fbd8'), (5930, 528, 'work_home_featured_color', 'black'), (5931, 528, '_work_home_featured_color', 'field_5b2bf153536f9'), (5932, 528, 'work_home_featured_image', ''), (5933, 528, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5934, 528, 'work_navigation_color', 'black'), (5935, 528, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5936, 528, 'work_featured_image', '319'), (5937, 528, '_work_featured_image', 'field_5b27eac37a115'), (5938, 528, 'work_colors_text', '#163868'), (5939, 528, '_work_colors_text', 'field_5b241810bdd49'), (5940, 528, 'work_colors_accent', '#69b9c6'), (5941, 528, '_work_colors_accent', 'field_5b241884bdd4a'), (5942, 528, 'work_colors_bg', '#c9e9ee'), (5943, 528, '_work_colors_bg', 'field_5b2418a3bdd4b'), (5944, 528, 'work_hero_tag', 'Pillsbury'), (5945, 528, '_work_hero_tag', 'field_5b2418cebdd4c'), (5946, 528, 'work_hero_textcolor', '#ffffff'), (5947, 528, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (5948, 528, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (5949, 528, '_work_call_description', 'field_5b241a9cbdd4f'), (5950, 528, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (5951, 528, '_work_call_wedid', 'field_5b241ac4bdd50'), (5952, 528, 'work_call_image', '321'), (5953, 528, '_work_call_image', 'field_5b2906b12feea'), (5954, 528, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (5955, 528, '_work_thework_description', 'field_5b241b1abdd51'), (5956, 528, 'work_thework_image', '322'), (5957, 528, '_work_thework_image', 'field_5b241b76bdd52'), (5958, 528, 'work_impact_1_type', 'text'), (5959, 528, '_work_impact_1_type', 'field_5b241c64ed75b'), (5960, 528, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (5961, 528, '_work_impact_1_text', 'field_5b241d21ed75c'), (5962, 528, 'work_impact_2_type', 'image'), (5963, 528, '_work_impact_2_type', 'field_5b2420871e096'), (5964, 528, 'work_impact_2_image', '493'), (5965, 528, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (5966, 528, 'work_impact_3_type', 'quote'), (5967, 528, '_work_impact_3_type', 'field_5b2423b7155ca'), (5968, 528, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (5969, 528, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (5970, 528, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (5971, 528, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (5972, 528, 'work_impact_4_type', 'image'), (5973, 528, '_work_impact_4_type', 'field_5b2426034a947'), (5974, 528, 'work_impact_4_image', '324'), (5975, 528, '_work_impact_4_image', 'field_5b29140b4fbd8'), (5976, 529, '_edit_lock', '1538508416:2'), (5977, 529, '_edit_last', '2'), (5978, 530, '_wp_attached_file', '2018/07/Amanda.jpg'), (5979, 530, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:3000;s:6:\"height\";i:3000;s:4:\"file\";s:18:\"2018/07/Amanda.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Amanda-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"Amanda-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"Amanda-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:18:\"Amanda-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (5980, 529, '_thumbnail_id', '681'), (5981, 531, 'team_position', 'Client Director'), (5982, 531, '_team_position', 'field_5b2181360506b'), (5983, 531, 'team_lastname', 'Lee'), (5984, 531, '_team_lastname', 'field_5b2181820506c'), (5985, 529, 'team_position', 'VP/Experience Design'), (5986, 529, '_team_position', 'field_5b2181360506b'), (5987, 529, 'team_lastname', 'Droste'), (5988, 529, '_team_lastname', 'field_5b2181820506c'), (5989, 532, 'team_position', 'Client Director'), (5990, 532, '_team_position', 'field_5b2181360506b'), (5991, 532, 'team_lastname', 'Lee'), (5992, 532, '_team_lastname', 'field_5b2181820506c'), (5993, 533, 'work_home_featured_color', 'white'), (5994, 533, '_work_home_featured_color', 'field_5b2bf153536f9'), (5995, 533, 'work_home_featured_image', '386'), (5996, 533, '_work_home_featured_image', 'field_5b2bddcd3c783'), (5997, 533, 'work_navigation_color', 'white'), (5998, 533, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (5999, 533, 'work_featured_image', '284'), (6000, 533, '_work_featured_image', 'field_5b27eac37a115'), (6001, 533, 'work_colors_text', '#ffffff'), (6002, 533, '_work_colors_text', 'field_5b241810bdd49'), (6003, 533, 'work_colors_accent', '#2c4d84'), (6004, 533, '_work_colors_accent', 'field_5b241884bdd4a'), (6005, 533, 'work_colors_bg', '#171f30'), (6006, 533, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6007, 533, 'work_hero_tag', 'Terra'), (6008, 533, '_work_hero_tag', 'field_5b2418cebdd4c'), (6009, 533, 'work_hero_textcolor', '#ffffff'), (6010, 533, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6011, 533, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (6012, 533, '_work_call_description', 'field_5b241a9cbdd4f'), (6013, 533, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (6014, 533, '_work_call_wedid', 'field_5b241ac4bdd50'), (6015, 533, 'work_call_image', '296'), (6016, 533, '_work_call_image', 'field_5b2906b12feea'), (6017, 533, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (6018, 533, '_work_thework_description', 'field_5b241b1abdd51'), (6019, 533, 'work_thework_image', '290'), (6020, 533, '_work_thework_image', 'field_5b241b76bdd52'), (6021, 533, 'work_impact_1_type', 'quote'), (6022, 533, '_work_impact_1_type', 'field_5b241c64ed75b'), (6023, 533, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (6024, 533, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (6025, 533, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (6026, 533, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (6027, 533, 'work_impact_2_type', 'image'), (6028, 533, '_work_impact_2_type', 'field_5b2420871e096'), (6029, 533, 'work_impact_2_image', '291'), (6030, 533, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (6031, 533, 'work_impact_3_type', 'quote_image'), (6032, 533, '_work_impact_3_type', 'field_5b2423b7155ca'), (6033, 533, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (6034, 533, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (6035, 533, 'work_impact_3_quote-image_author', 'PRS'), (6036, 533, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (6037, 533, 'work_impact_3_quote-image_image', '293'), (6038, 533, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (6039, 533, 'work_impact_4_type', 'none'), (6040, 533, '_work_impact_4_type', 'field_5b2426034a947'), (6041, 535, 'work_home_featured_color', 'white'), (6042, 535, '_work_home_featured_color', 'field_5b2bf153536f9'), (6043, 535, 'work_home_featured_image', '386'), (6044, 535, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6045, 535, 'work_navigation_color', 'white'), (6046, 535, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6047, 535, 'work_featured_image', '284'), (6048, 535, '_work_featured_image', 'field_5b27eac37a115'), (6049, 535, 'work_colors_text', '#ffffff'), (6050, 535, '_work_colors_text', 'field_5b241810bdd49'), (6051, 535, 'work_colors_accent', '#2c4d84'), (6052, 535, '_work_colors_accent', 'field_5b241884bdd4a'), (6053, 535, 'work_colors_bg', '#171f30'), (6054, 535, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6055, 535, 'work_hero_tag', 'Terra'), (6056, 535, '_work_hero_tag', 'field_5b2418cebdd4c'), (6057, 535, 'work_hero_textcolor', '#ffffff'), (6058, 535, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6059, 535, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (6060, 535, '_work_call_description', 'field_5b241a9cbdd4f'), (6061, 535, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (6062, 535, '_work_call_wedid', 'field_5b241ac4bdd50'), (6063, 535, 'work_call_image', '296'), (6064, 535, '_work_call_image', 'field_5b2906b12feea'), (6065, 535, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (6066, 535, '_work_thework_description', 'field_5b241b1abdd51'), (6067, 535, 'work_thework_image', '290'), (6068, 535, '_work_thework_image', 'field_5b241b76bdd52'), (6069, 535, 'work_impact_1_type', 'quote'), (6070, 535, '_work_impact_1_type', 'field_5b241c64ed75b'), (6071, 535, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (6072, 535, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (6073, 535, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (6074, 535, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (6075, 535, 'work_impact_2_type', 'image'), (6076, 535, '_work_impact_2_type', 'field_5b2420871e096'), (6077, 535, 'work_impact_2_image', '291'), (6078, 535, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (6079, 535, 'work_impact_3_type', 'quote_image'), (6080, 535, '_work_impact_3_type', 'field_5b2423b7155ca'), (6081, 535, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (6082, 535, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (6083, 535, 'work_impact_3_quote-image_author', 'PRS'), (6084, 535, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (6085, 535, 'work_impact_3_quote-image_image', '293'), (6086, 535, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (6087, 535, 'work_impact_4_type', 'none'), (6088, 535, '_work_impact_4_type', 'field_5b2426034a947'), (6089, 536, 'work_home_featured_color', 'black'), (6090, 536, '_work_home_featured_color', 'field_5b2bf153536f9'), (6091, 536, 'work_home_featured_image', ''), (6092, 536, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6093, 536, 'work_navigation_color', 'white'), (6094, 536, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6095, 536, 'work_featured_image', '334'), (6096, 536, '_work_featured_image', 'field_5b27eac37a115'), (6097, 536, 'work_colors_text', '#000000'), (6098, 536, '_work_colors_text', 'field_5b241810bdd49'), (6099, 536, 'work_colors_accent', '#fc8168'), (6100, 536, '_work_colors_accent', 'field_5b241884bdd4a'), (6101, 536, 'work_colors_bg', '#fd9982'), (6102, 536, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6103, 536, 'work_hero_tag', 'Maranatha'), (6104, 536, '_work_hero_tag', 'field_5b2418cebdd4c'), (6105, 536, 'work_hero_textcolor', '#ffffff'), (6106, 536, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6107, 536, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (6108, 536, '_work_call_description', 'field_5b241a9cbdd4f'), (6109, 536, 'work_call_wedid', 'Design Strategy\r\n\r\nIdentity Design\r\n\r\nPackaging Design'), (6110, 536, '_work_call_wedid', 'field_5b241ac4bdd50'), (6111, 536, 'work_call_image', '335'), (6112, 536, '_work_call_image', 'field_5b2906b12feea'), (6113, 536, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (6114, 536, '_work_thework_description', 'field_5b241b1abdd51'), (6115, 536, 'work_thework_image', '336'), (6116, 536, '_work_thework_image', 'field_5b241b76bdd52'), (6117, 536, 'work_impact_1_type', 'quote_image'), (6118, 536, '_work_impact_1_type', 'field_5b241c64ed75b'), (6119, 536, 'work_impact_1_quote-image_text', 'Now your business is as large as\r\nyour imagination.\r\nYou can start to add\r\nservices model.'), (6120, 536, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (6121, 536, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (6122, 536, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (6123, 536, 'work_impact_1_quote-image_image', '337'), (6124, 536, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (6125, 536, 'work_impact_1_quote-image_align', 'bottom'), (6126, 536, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (6127, 536, 'work_impact_2_type', 'none'), (6128, 536, '_work_impact_2_type', 'field_5b2420871e096'), (6129, 536, 'work_impact_3_type', 'none'), (6130, 536, '_work_impact_3_type', 'field_5b2423b7155ca'), (6131, 536, 'work_impact_4_type', 'none'), (6132, 536, '_work_impact_4_type', 'field_5b2426034a947'), (6133, 537, 'work_home_featured_color', 'black'), (6134, 537, '_work_home_featured_color', 'field_5b2bf153536f9'), (6135, 537, 'work_home_featured_image', ''), (6136, 537, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6137, 537, 'work_navigation_color', 'white'), (6138, 537, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6139, 537, 'work_featured_image', '334'), (6140, 537, '_work_featured_image', 'field_5b27eac37a115'), (6141, 537, 'work_colors_text', '#000000'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (6142, 537, '_work_colors_text', 'field_5b241810bdd49'), (6143, 537, 'work_colors_accent', '#fc8168'), (6144, 537, '_work_colors_accent', 'field_5b241884bdd4a'), (6145, 537, 'work_colors_bg', '#fd9982'), (6146, 537, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6147, 537, 'work_hero_tag', 'Maranatha'), (6148, 537, '_work_hero_tag', 'field_5b2418cebdd4c'), (6149, 537, 'work_hero_textcolor', '#ffffff'), (6150, 537, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6151, 537, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (6152, 537, '_work_call_description', 'field_5b241a9cbdd4f'), (6153, 537, 'work_call_wedid', 'Design Strategy\r\n\r\nIdentity Design\r\n\r\nPackaging Design'), (6154, 537, '_work_call_wedid', 'field_5b241ac4bdd50'), (6155, 537, 'work_call_image', '335'), (6156, 537, '_work_call_image', 'field_5b2906b12feea'), (6157, 537, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (6158, 537, '_work_thework_description', 'field_5b241b1abdd51'), (6159, 537, 'work_thework_image', '336'), (6160, 537, '_work_thework_image', 'field_5b241b76bdd52'), (6161, 537, 'work_impact_1_type', 'quote_image'), (6162, 537, '_work_impact_1_type', 'field_5b241c64ed75b'), (6163, 537, 'work_impact_1_quote-image_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add\r\nservices model.'), (6164, 537, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (6165, 537, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (6166, 537, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (6167, 537, 'work_impact_1_quote-image_image', '337'), (6168, 537, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (6169, 537, 'work_impact_1_quote-image_align', 'bottom'), (6170, 537, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (6171, 537, 'work_impact_2_type', 'none'), (6172, 537, '_work_impact_2_type', 'field_5b2420871e096'), (6173, 537, 'work_impact_3_type', 'none'), (6174, 537, '_work_impact_3_type', 'field_5b2423b7155ca'), (6175, 537, 'work_impact_4_type', 'none'), (6176, 537, '_work_impact_4_type', 'field_5b2426034a947'), (6177, 538, '_edit_last', '1'), (6178, 538, '_edit_lock', '1538084579:2'), (6189, 286, 'field_5b49f020c86cc', 'a:14:{s:3:\"key\";s:19:\"field_5b49f020c86cc\";s:5:\"label\";s:8:\"Video id\";s:4:\"name\";s:19:\"thinking_hero_video\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b49f1bbea434\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"video\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:3;}'), (6191, 286, 'field_5b49f03c23de6', 'a:8:{s:3:\"key\";s:19:\"field_5b49f03c23de6\";s:5:\"label\";s:4:\"Hero\";s:4:\"name\";s:0:\"\";s:4:\"type\";s:3:\"tab\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:0;}'), (6194, 541, 'thinking_featured_image', ''), (6195, 541, '_thinking_featured_image', 'field_5b27ece0d75c4'), (6196, 541, 'thinking_featured_video', '251890218'), (6197, 541, '_thinking_featured_video', 'field_5b49f020c86cc'), (6198, 62, 'thinking_featured_image', ''), (6199, 62, '_thinking_featured_image', 'field_5b27ece0d75c4'), (6200, 62, 'thinking_featured_video', '251890218'), (6201, 62, '_thinking_featured_video', 'field_5b49f020c86cc'), (6202, 286, 'field_5b49f1bbea434', 'a:13:{s:3:\"key\";s:19:\"field_5b49f1bbea434\";s:5:\"label\";s:4:\"Type\";s:4:\"name\";s:18:\"thinking_hero_type\";s:4:\"type\";s:5:\"radio\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:5:\"image\";s:5:\"Image\";s:5:\"video\";s:5:\"Video\";}s:12:\"other_choice\";s:1:\"0\";s:17:\"save_other_choice\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:6:\"layout\";s:10:\"horizontal\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:2:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:1;}'), (6204, 286, 'rule', 'a:5:{s:5:\"param\";s:9:\"post_type\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:8:\"thinking\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (6205, 542, 'thinking_hero_type', 'image'), (6206, 542, '_thinking_hero_type', 'field_5b49f1bbea434'), (6207, 542, 'thinking_hero_image', '105'), (6208, 542, '_thinking_hero_image', 'field_5b27ece0d75c4'), (6209, 90, 'thinking_hero_type', 'image'), (6210, 90, '_thinking_hero_type', 'field_5b49f1bbea434'), (6211, 90, 'thinking_hero_image', '545'), (6212, 90, '_thinking_hero_image', 'field_5b27ece0d75c4'), (6215, 545, '_wp_attached_file', '2018/06/1.jpg'), (6216, 545, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1280;s:4:\"file\";s:13:\"2018/06/1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:13:\"1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:13:\"1-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:15:\"1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:13:\"1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6217, 546, 'thinking_hero_type', 'image'), (6218, 546, '_thinking_hero_type', 'field_5b49f1bbea434'), (6219, 546, 'thinking_hero_image', '545'), (6220, 546, '_thinking_hero_image', 'field_5b27ece0d75c4'), (6221, 404, '_cf7hsfi_enabled', '1'), (6222, 404, '_cf7hsfi_portal_id', '4642561'), (6223, 404, '_cf7hsfi_form_id', 'c28a36ae-a0fe-4b56-b9a1-d468fc491db5'), (6224, 404, '_cf7hsfi_form_page_url', ''), (6225, 404, '_cf7hsfi_form_page_name', ''), (6226, 404, '_cf7hsfi_form_fields', 's:119:\"a:4:{s:9:\"firstname\";s:10:\"first-name\";s:8:\"lastname\";s:9:\"last-name\";s:5:\"email\";s:5:\"email\";s:5:\"phone\";s:5:\"phone\";}\";'), (6227, 404, '_cf7hsfi_debug_log', 's:57:\"a:2:{s:11:\"STATUS_CODE\";i:0;s:16:\"HUBSPOT_RESPONSE\";b:0;}\";'), (6228, 547, '_wp_attached_file', '2018/07/HP-Cheerios-1920_1080.jpg'), (6229, 547, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:33:\"2018/07/HP-Cheerios-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"HP-Cheerios-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"HP-Cheerios-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"HP-Cheerios-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"HP-Cheerios-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6230, 548, '_wp_attached_file', '2018/07/HP-Jason-1920_1080.jpg'), (6231, 548, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:30:\"2018/07/HP-Jason-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"HP-Jason-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"HP-Jason-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"HP-Jason-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"HP-Jason-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6232, 549, '_wp_attached_file', '2018/07/HP-LOL-1920_1080.jpg'), (6233, 549, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:28:\"2018/07/HP-LOL-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"HP-LOL-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"HP-LOL-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"HP-LOL-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"HP-LOL-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6234, 550, '_wp_attached_file', '2018/07/HP-Terra-1920_1080.jpg'), (6235, 550, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:30:\"2018/07/HP-Terra-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"HP-Terra-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"HP-Terra-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"HP-Terra-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"HP-Terra-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6236, 551, 'work_featured_image', '550'), (6237, 551, '_work_featured_image', 'field_5b27eac37a115'), (6238, 551, 'work_home_featured_color', 'white'), (6239, 551, '_work_home_featured_color', 'field_5b2bf153536f9'), (6240, 551, 'work_home_featured_image', '386'), (6241, 551, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6242, 551, 'work_navigation_color', 'white'), (6243, 551, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6244, 551, 'work_colors_text', '#ffffff'), (6245, 551, '_work_colors_text', 'field_5b241810bdd49'), (6246, 551, 'work_colors_accent', '#2c4d84'), (6247, 551, '_work_colors_accent', 'field_5b241884bdd4a'), (6248, 551, 'work_colors_bg', '#171f30'), (6249, 551, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6250, 551, 'work_hero_tag', 'Terra'), (6251, 551, '_work_hero_tag', 'field_5b2418cebdd4c'), (6252, 551, 'work_hero_textcolor', '#ffffff'), (6253, 551, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6254, 551, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (6255, 551, '_work_call_description', 'field_5b241a9cbdd4f'), (6256, 551, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (6257, 551, '_work_call_wedid', 'field_5b241ac4bdd50'), (6258, 551, 'work_call_image', '296'), (6259, 551, '_work_call_image', 'field_5b2906b12feea'), (6260, 551, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (6261, 551, '_work_thework_description', 'field_5b241b1abdd51'), (6262, 551, 'work_thework_image', '290'), (6263, 551, '_work_thework_image', 'field_5b241b76bdd52'), (6264, 551, 'work_impact_1_type', 'quote'), (6265, 551, '_work_impact_1_type', 'field_5b241c64ed75b'), (6266, 551, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (6267, 551, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (6268, 551, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (6269, 551, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (6270, 551, 'work_impact_2_type', 'image'), (6271, 551, '_work_impact_2_type', 'field_5b2420871e096'), (6272, 551, 'work_impact_2_image', '291'), (6273, 551, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (6274, 551, 'work_impact_3_type', 'quote_image'), (6275, 551, '_work_impact_3_type', 'field_5b2423b7155ca'), (6276, 551, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (6277, 551, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (6278, 551, 'work_impact_3_quote-image_author', 'PRS'), (6279, 551, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (6280, 551, 'work_impact_3_quote-image_image', '293'), (6281, 551, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (6282, 551, 'work_impact_4_type', 'none'), (6283, 551, '_work_impact_4_type', 'field_5b2426034a947'), (6284, 552, 'work_featured_image', '550'), (6285, 552, '_work_featured_image', 'field_5b27eac37a115'), (6286, 552, 'work_home_featured_color', 'white'), (6287, 552, '_work_home_featured_color', 'field_5b2bf153536f9'), (6288, 552, 'work_home_featured_image', '550'), (6289, 552, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6290, 552, 'work_navigation_color', 'white'), (6291, 552, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6292, 552, 'work_colors_text', '#ffffff'), (6293, 552, '_work_colors_text', 'field_5b241810bdd49'), (6294, 552, 'work_colors_accent', '#2c4d84'), (6295, 552, '_work_colors_accent', 'field_5b241884bdd4a'), (6296, 552, 'work_colors_bg', '#171f30'), (6297, 552, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6298, 552, 'work_hero_tag', 'Terra'), (6299, 552, '_work_hero_tag', 'field_5b2418cebdd4c'), (6300, 552, 'work_hero_textcolor', '#ffffff'), (6301, 552, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6302, 552, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (6303, 552, '_work_call_description', 'field_5b241a9cbdd4f'), (6304, 552, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (6305, 552, '_work_call_wedid', 'field_5b241ac4bdd50'), (6306, 552, 'work_call_image', '296'), (6307, 552, '_work_call_image', 'field_5b2906b12feea'), (6308, 552, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (6309, 552, '_work_thework_description', 'field_5b241b1abdd51'), (6310, 552, 'work_thework_image', '290'), (6311, 552, '_work_thework_image', 'field_5b241b76bdd52'), (6312, 552, 'work_impact_1_type', 'quote'), (6313, 552, '_work_impact_1_type', 'field_5b241c64ed75b'), (6314, 552, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (6315, 552, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (6316, 552, 'work_impact_1_quote_author', 'HAIN CELESTIAL'), (6317, 552, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (6318, 552, 'work_impact_2_type', 'image'), (6319, 552, '_work_impact_2_type', 'field_5b2420871e096'), (6320, 552, 'work_impact_2_image', '291'), (6321, 552, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (6322, 552, 'work_impact_3_type', 'quote_image'), (6323, 552, '_work_impact_3_type', 'field_5b2423b7155ca'), (6324, 552, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (6325, 552, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (6326, 552, 'work_impact_3_quote-image_author', 'PRS'), (6327, 552, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (6328, 552, 'work_impact_3_quote-image_image', '293'), (6329, 552, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (6330, 552, 'work_impact_4_type', 'none'), (6331, 552, '_work_impact_4_type', 'field_5b2426034a947'), (6332, 553, '_wp_attached_file', '2018/07/Question.png'), (6333, 553, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:130;s:6:\"height\";i:130;s:4:\"file\";s:20:\"2018/07/Question.png\";s:5:\"sizes\";a:0:{}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6334, 554, 'about_hero_type', 'video'), (6335, 554, '_about_hero_type', 'field_5b44c302632e9'), (6336, 554, 'about_hero_video', '251890218'), (6337, 554, '_about_hero_video', 'field_5b21649a9ffaf'), (6338, 554, 'about_info_title', 'We create brand experiences
    designed for cultural and
    commercial impact.'), (6339, 554, '_about_info_title', 'field_5b21654d9ffb3'), (6340, 554, 'about_info_topic_0_about_info_topic_icon', '553'), (6341, 554, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (6342, 554, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (6343, 554, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (6344, 554, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (6345, 554, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (6346, 554, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (6347, 554, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (6348, 554, 'about_info_topic_1_about_info_topic_icon', '123'), (6349, 554, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (6350, 554, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (6351, 554, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (6352, 554, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (6353, 554, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (6354, 554, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (6355, 554, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (6356, 554, 'about_info_topic_2_about_info_topic_icon', '124'), (6357, 554, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (6358, 554, 'about_info_topic_2_about_info_topic_title', 'Design'), (6359, 554, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (6360, 554, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (6361, 554, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (6362, 554, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (6363, 554, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (6364, 554, 'about_info_topic_3_about_info_topic_icon', '125'), (6365, 554, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (6366, 554, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (6367, 554, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (6368, 554, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (6369, 554, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (6370, 554, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (6371, 554, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (6372, 554, 'about_info_topic_4_about_info_topic_icon', '126'), (6373, 554, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (6374, 554, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (6375, 554, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (6376, 554, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (6377, 554, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (6378, 554, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (6379, 554, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (6380, 554, 'about_info_topic', '5'), (6381, 554, '_about_info_topic', 'field_5b2166edba792'), (6382, 554, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (6383, 554, '_about_team_title', 'field_5b2165259ffb2'), (6384, 555, '_wp_attached_file', '2018/07/Hash.png'), (6385, 555, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:130;s:6:\"height\";i:130;s:4:\"file\";s:16:\"2018/07/Hash.png\";s:5:\"sizes\";a:0:{}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6386, 556, '_wp_attached_file', '2018/07/Excl.png'), (6387, 556, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:130;s:6:\"height\";i:130;s:4:\"file\";s:16:\"2018/07/Excl.png\";s:5:\"sizes\";a:0:{}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6388, 557, '_wp_attached_file', '2018/07/At.png'), (6389, 557, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:130;s:6:\"height\";i:130;s:4:\"file\";s:14:\"2018/07/At.png\";s:5:\"sizes\";a:0:{}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6390, 558, '_wp_attached_file', '2018/07/Pound.png'), (6391, 558, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:130;s:6:\"height\";i:130;s:4:\"file\";s:17:\"2018/07/Pound.png\";s:5:\"sizes\";a:0:{}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6392, 559, 'about_hero_type', 'video'), (6393, 559, '_about_hero_type', 'field_5b44c302632e9'), (6394, 559, 'about_hero_video', '251890218'), (6395, 559, '_about_hero_video', 'field_5b21649a9ffaf'), (6396, 559, 'about_info_title', 'We create brand experiences
    designed for cultural and
    commercial impact.'), (6397, 559, '_about_info_title', 'field_5b21654d9ffb3'), (6398, 559, 'about_info_topic_0_about_info_topic_icon', '553'), (6399, 559, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (6400, 559, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (6401, 559, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (6402, 559, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (6403, 559, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (6404, 559, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (6405, 559, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (6406, 559, 'about_info_topic_1_about_info_topic_icon', '555'), (6407, 559, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (6408, 559, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (6409, 559, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (6410, 559, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (6411, 559, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (6412, 559, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (6413, 559, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (6414, 559, 'about_info_topic_2_about_info_topic_icon', '556'), (6415, 559, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (6416, 559, 'about_info_topic_2_about_info_topic_title', 'Design'), (6417, 559, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (6418, 559, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (6419, 559, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (6420, 559, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (6421, 559, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (6422, 559, 'about_info_topic_3_about_info_topic_icon', '557'), (6423, 559, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (6424, 559, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (6425, 559, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (6426, 559, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (6427, 559, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (6428, 559, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (6429, 559, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (6430, 559, 'about_info_topic_4_about_info_topic_icon', '558'), (6431, 559, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (6432, 559, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (6433, 559, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (6434, 559, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (6435, 559, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (6436, 559, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (6437, 559, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (6438, 559, 'about_info_topic', '5'), (6439, 559, '_about_info_topic', 'field_5b2166edba792'), (6440, 559, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (6441, 559, '_about_team_title', 'field_5b2165259ffb2'), (6442, 560, '_wp_attached_file', '2018/06/chex.jpg'), (6443, 560, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:16:\"2018/06/chex.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"chex-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:16:\"chex-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:18:\"chex-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:16:\"chex-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6444, 561, 'work_home_featured_color', 'black'), (6445, 561, '_work_home_featured_color', 'field_5b2bf153536f9'), (6446, 561, 'work_home_featured_image', ''), (6447, 561, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6448, 561, 'work_navigation_color', 'black'), (6449, 561, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6450, 561, 'work_featured_image', '363'), (6451, 561, '_work_featured_image', 'field_5b27eac37a115'), (6452, 561, 'work_colors_text', '#ffffff'), (6453, 561, '_work_colors_text', 'field_5b241810bdd49'), (6454, 561, 'work_colors_accent', '#af020c'), (6455, 561, '_work_colors_accent', 'field_5b241884bdd4a'), (6456, 561, 'work_colors_bg', '#cc081e'), (6457, 561, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6458, 561, 'work_hero_tag', 'Chex'), (6459, 561, '_work_hero_tag', 'field_5b2418cebdd4c'), (6460, 561, 'work_hero_textcolor', '#ffffff'), (6461, 561, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6462, 561, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (6463, 561, '_work_call_description', 'field_5b241a9cbdd4f'), (6464, 561, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (6465, 561, '_work_call_wedid', 'field_5b241ac4bdd50'), (6466, 561, 'work_call_image', '364'), (6467, 561, '_work_call_image', 'field_5b2906b12feea'), (6468, 561, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (6469, 561, '_work_thework_description', 'field_5b241b1abdd51'), (6470, 561, 'work_thework_image', '365'), (6471, 561, '_work_thework_image', 'field_5b241b76bdd52'), (6472, 561, 'work_impact_1_type', 'text'), (6473, 561, '_work_impact_1_type', 'field_5b241c64ed75b'), (6474, 561, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (6475, 561, '_work_impact_1_text', 'field_5b241d21ed75c'), (6476, 561, 'work_impact_2_type', 'image'), (6477, 561, '_work_impact_2_type', 'field_5b2420871e096'), (6478, 561, 'work_impact_2_image', '560'), (6479, 561, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (6480, 561, 'work_impact_3_type', 'none'), (6481, 561, '_work_impact_3_type', 'field_5b2423b7155ca'), (6482, 561, 'work_impact_4_type', 'none'), (6483, 561, '_work_impact_4_type', 'field_5b2426034a947'), (6484, 562, '_wp_attached_file', '2018/06/first-take.jpg'), (6485, 562, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:22:\"2018/06/first-take.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"first-take-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"first-take-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:24:\"first-take-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:22:\"first-take-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6486, 563, 'work_home_featured_color', 'black'), (6487, 563, '_work_home_featured_color', 'field_5b2bf153536f9'), (6488, 563, 'work_home_featured_image', ''), (6489, 563, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6490, 563, 'work_navigation_color', 'black'), (6491, 563, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6492, 563, 'work_featured_image', '328'), (6493, 563, '_work_featured_image', 'field_5b27eac37a115'), (6494, 563, 'work_colors_text', '#000000'), (6495, 563, '_work_colors_text', 'field_5b241810bdd49'), (6496, 563, 'work_colors_accent', '#48a4ca'), (6497, 563, '_work_colors_accent', 'field_5b241884bdd4a'), (6498, 563, 'work_colors_bg', '#66c4e5'), (6499, 563, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6500, 563, 'work_hero_tag', 'First take'), (6501, 563, '_work_hero_tag', 'field_5b2418cebdd4c'), (6502, 563, 'work_hero_textcolor', '#000000'), (6503, 563, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6504, 563, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (6505, 563, '_work_call_description', 'field_5b241a9cbdd4f'), (6506, 563, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (6507, 563, '_work_call_wedid', 'field_5b241ac4bdd50'), (6508, 563, 'work_call_image', '562'), (6509, 563, '_work_call_image', 'field_5b2906b12feea'), (6510, 563, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (6511, 563, '_work_thework_description', 'field_5b241b1abdd51'), (6512, 563, 'work_thework_image', '330'), (6513, 563, '_work_thework_image', 'field_5b241b76bdd52'), (6514, 563, 'work_impact_1_type', 'text'), (6515, 563, '_work_impact_1_type', 'field_5b241c64ed75b'), (6516, 563, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (6517, 563, '_work_impact_1_text', 'field_5b241d21ed75c'), (6518, 563, 'work_impact_2_type', 'image'), (6519, 563, '_work_impact_2_type', 'field_5b2420871e096'), (6520, 563, 'work_impact_2_image', '331'), (6521, 563, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (6522, 563, 'work_impact_3_type', 'none'), (6523, 563, '_work_impact_3_type', 'field_5b2423b7155ca'), (6524, 563, 'work_impact_4_type', 'none'), (6525, 563, '_work_impact_4_type', 'field_5b2426034a947'), (6526, 564, '_wp_attached_file', '2018/06/chex-module-2.jpg'), (6527, 564, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:25:\"2018/06/chex-module-2.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"chex-module-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:25:\"chex-module-2-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:27:\"chex-module-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:25:\"chex-module-2-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6528, 565, 'work_home_featured_color', 'black'), (6529, 565, '_work_home_featured_color', 'field_5b2bf153536f9'), (6530, 565, 'work_home_featured_image', ''), (6531, 565, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6532, 565, 'work_navigation_color', 'black'), (6533, 565, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6534, 565, 'work_featured_image', '363'), (6535, 565, '_work_featured_image', 'field_5b27eac37a115'), (6536, 565, 'work_colors_text', '#ffffff'), (6537, 565, '_work_colors_text', 'field_5b241810bdd49'), (6538, 565, 'work_colors_accent', '#af020c'), (6539, 565, '_work_colors_accent', 'field_5b241884bdd4a'), (6540, 565, 'work_colors_bg', '#cc081e'), (6541, 565, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6542, 565, 'work_hero_tag', 'Chex'), (6543, 565, '_work_hero_tag', 'field_5b2418cebdd4c'), (6544, 565, 'work_hero_textcolor', '#ffffff'), (6545, 565, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6546, 565, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (6547, 565, '_work_call_description', 'field_5b241a9cbdd4f'), (6548, 565, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (6549, 565, '_work_call_wedid', 'field_5b241ac4bdd50'), (6550, 565, 'work_call_image', '564'), (6551, 565, '_work_call_image', 'field_5b2906b12feea'), (6552, 565, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (6553, 565, '_work_thework_description', 'field_5b241b1abdd51'), (6554, 565, 'work_thework_image', '365'), (6555, 565, '_work_thework_image', 'field_5b241b76bdd52'), (6556, 565, 'work_impact_1_type', 'text'), (6557, 565, '_work_impact_1_type', 'field_5b241c64ed75b'), (6558, 565, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (6559, 565, '_work_impact_1_text', 'field_5b241d21ed75c'), (6560, 565, 'work_impact_2_type', 'image'), (6561, 565, '_work_impact_2_type', 'field_5b2420871e096'), (6562, 565, 'work_impact_2_image', '560'), (6563, 565, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (6564, 565, 'work_impact_3_type', 'none'), (6565, 565, '_work_impact_3_type', 'field_5b2423b7155ca'), (6566, 565, 'work_impact_4_type', 'none'), (6567, 565, '_work_impact_4_type', 'field_5b2426034a947'), (6568, 566, '_wp_attached_file', '2018/03/pillsburry.jpg'), (6569, 566, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:22:\"2018/03/pillsburry.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"pillsburry-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"pillsburry-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:24:\"pillsburry-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:22:\"pillsburry-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6570, 567, 'work_home_featured_color', 'black'), (6571, 567, '_work_home_featured_color', 'field_5b2bf153536f9'), (6572, 567, 'work_home_featured_image', ''), (6573, 567, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6574, 567, 'work_navigation_color', 'black'), (6575, 567, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6576, 567, 'work_featured_image', '319'), (6577, 567, '_work_featured_image', 'field_5b27eac37a115'), (6578, 567, 'work_colors_text', '#163868'), (6579, 567, '_work_colors_text', 'field_5b241810bdd49'), (6580, 567, 'work_colors_accent', '#69b9c6'), (6581, 567, '_work_colors_accent', 'field_5b241884bdd4a'), (6582, 567, 'work_colors_bg', '#c9e9ee'), (6583, 567, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6584, 567, 'work_hero_tag', 'Pillsbury'), (6585, 567, '_work_hero_tag', 'field_5b2418cebdd4c'), (6586, 567, 'work_hero_textcolor', '#ffffff'), (6587, 567, '_work_hero_textcolor', 'field_5b241a70bdd4e'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (6588, 567, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (6589, 567, '_work_call_description', 'field_5b241a9cbdd4f'), (6590, 567, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (6591, 567, '_work_call_wedid', 'field_5b241ac4bdd50'), (6592, 567, 'work_call_image', '321'), (6593, 567, '_work_call_image', 'field_5b2906b12feea'), (6594, 567, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (6595, 567, '_work_thework_description', 'field_5b241b1abdd51'), (6596, 567, 'work_thework_image', '566'), (6597, 567, '_work_thework_image', 'field_5b241b76bdd52'), (6598, 567, 'work_impact_1_type', 'text'), (6599, 567, '_work_impact_1_type', 'field_5b241c64ed75b'), (6600, 567, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (6601, 567, '_work_impact_1_text', 'field_5b241d21ed75c'), (6602, 567, 'work_impact_2_type', 'image'), (6603, 567, '_work_impact_2_type', 'field_5b2420871e096'), (6604, 567, 'work_impact_2_image', '493'), (6605, 567, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (6606, 567, 'work_impact_3_type', 'quote'), (6607, 567, '_work_impact_3_type', 'field_5b2423b7155ca'), (6608, 567, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (6609, 567, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (6610, 567, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (6611, 567, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (6612, 567, 'work_impact_4_type', 'image'), (6613, 567, '_work_impact_4_type', 'field_5b2426034a947'), (6614, 567, 'work_impact_4_image', '324'), (6615, 567, '_work_impact_4_image', 'field_5b29140b4fbd8'), (6617, 261, 'field_5b6096188b1fd', 'a:13:{s:3:\"key\";s:19:\"field_5b6096188b1fd\";s:5:\"label\";s:4:\"Type\";s:4:\"name\";s:17:\"work_thework_type\";s:4:\"type\";s:5:\"radio\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"choices\";a:2:{s:5:\"video\";s:5:\"Video\";s:6:\"images\";s:6:\"Images\";}s:12:\"other_choice\";s:1:\"0\";s:17:\"save_other_choice\";s:1:\"0\";s:13:\"default_value\";s:6:\"images\";s:6:\"layout\";s:10:\"horizontal\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:14;}'), (6618, 261, 'field_5b6095da8b1fc', 'a:14:{s:3:\"key\";s:19:\"field_5b6095da8b1fc\";s:5:\"label\";s:8:\"Video id\";s:4:\"name\";s:18:\"work_thework_video\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b6096188b1fd\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:5:\"video\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:15;}'), (6620, 569, 'work_home_featured_color', 'black'), (6621, 569, '_work_home_featured_color', 'field_5b2bf153536f9'), (6622, 569, 'work_home_featured_image', '384'), (6623, 569, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6624, 569, 'work_navigation_color', 'black'), (6625, 569, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6626, 569, 'work_featured_image', '312'), (6627, 569, '_work_featured_image', 'field_5b27eac37a115'), (6628, 569, 'work_colors_text', '#000000'), (6629, 569, '_work_colors_text', 'field_5b241810bdd49'), (6630, 569, 'work_colors_accent', '#eeba06'), (6631, 569, '_work_colors_accent', 'field_5b241884bdd4a'), (6632, 569, 'work_colors_bg', '#ffdc00'), (6633, 569, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6634, 569, 'work_hero_tag', 'Cheerios'), (6635, 569, '_work_hero_tag', 'field_5b2418cebdd4c'), (6636, 569, 'work_hero_textcolor', '#000000'), (6637, 569, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6638, 569, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (6639, 569, '_work_call_description', 'field_5b241a9cbdd4f'), (6640, 569, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (6641, 569, '_work_call_wedid', 'field_5b241ac4bdd50'), (6642, 569, 'work_call_image', '309'), (6643, 569, '_work_call_image', 'field_5b2906b12feea'), (6644, 569, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (6645, 569, '_work_thework_description', 'field_5b241b1abdd51'), (6646, 569, 'work_thework_type', 'video'), (6647, 569, '_work_thework_type', 'field_5b6096188b1fd'), (6648, 569, 'work_thework_video', '251890218'), (6649, 569, '_work_thework_video', 'field_5b6095da8b1fc'), (6650, 569, 'work_impact_1_type', 'text'), (6651, 569, '_work_impact_1_type', 'field_5b241c64ed75b'), (6652, 569, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (6653, 569, '_work_impact_1_text', 'field_5b241d21ed75c'), (6654, 569, 'work_impact_2_type', 'image'), (6655, 569, '_work_impact_2_type', 'field_5b2420871e096'), (6656, 569, 'work_impact_2_image', '496'), (6657, 569, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (6658, 569, 'work_impact_3_type', 'image'), (6659, 569, '_work_impact_3_type', 'field_5b2423b7155ca'), (6660, 569, 'work_impact_3_image', '315'), (6661, 569, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (6662, 569, 'work_impact_4_type', 'none'), (6663, 569, '_work_impact_4_type', 'field_5b2426034a947'), (6664, 45, 'work_thework_type', 'images'), (6665, 45, '_work_thework_type', 'field_5b6096188b1fd'), (6666, 45, 'work_thework_video', '273929628'), (6667, 45, '_work_thework_video', 'field_5b6095da8b1fc'), (6668, 570, 'work_home_featured_color', 'black'), (6669, 570, '_work_home_featured_color', 'field_5b2bf153536f9'), (6670, 570, 'work_home_featured_image', '384'), (6671, 570, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6672, 570, 'work_navigation_color', 'black'), (6673, 570, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6674, 570, 'work_featured_image', '312'), (6675, 570, '_work_featured_image', 'field_5b27eac37a115'), (6676, 570, 'work_colors_text', '#000000'), (6677, 570, '_work_colors_text', 'field_5b241810bdd49'), (6678, 570, 'work_colors_accent', '#eeba06'), (6679, 570, '_work_colors_accent', 'field_5b241884bdd4a'), (6680, 570, 'work_colors_bg', '#ffdc00'), (6681, 570, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6682, 570, 'work_hero_tag', 'Cheerios'), (6683, 570, '_work_hero_tag', 'field_5b2418cebdd4c'), (6684, 570, 'work_hero_textcolor', '#000000'), (6685, 570, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6686, 570, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (6687, 570, '_work_call_description', 'field_5b241a9cbdd4f'), (6688, 570, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (6689, 570, '_work_call_wedid', 'field_5b241ac4bdd50'), (6690, 570, 'work_call_image', '309'), (6691, 570, '_work_call_image', 'field_5b2906b12feea'), (6692, 570, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (6693, 570, '_work_thework_description', 'field_5b241b1abdd51'), (6694, 570, 'work_thework_type', 'image'), (6695, 570, '_work_thework_type', 'field_5b6096188b1fd'), (6696, 570, 'work_thework_image', '310'), (6697, 570, '_work_thework_image', 'field_5b241b76bdd52'), (6698, 570, 'work_impact_1_type', 'text'), (6699, 570, '_work_impact_1_type', 'field_5b241c64ed75b'), (6700, 570, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (6701, 570, '_work_impact_1_text', 'field_5b241d21ed75c'), (6702, 570, 'work_impact_2_type', 'image'), (6703, 570, '_work_impact_2_type', 'field_5b2420871e096'), (6704, 570, 'work_impact_2_image', '496'), (6705, 570, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (6706, 570, 'work_impact_3_type', 'image'), (6707, 570, '_work_impact_3_type', 'field_5b2423b7155ca'), (6708, 570, 'work_impact_3_image', '315'), (6709, 570, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (6710, 570, 'work_impact_4_type', 'none'), (6711, 570, '_work_impact_4_type', 'field_5b2426034a947'), (6712, 261, 'field_5b609964d1376', 'a:13:{s:3:\"key\";s:19:\"field_5b609964d1376\";s:5:\"label\";s:8:\"Carousel\";s:4:\"name\";s:22:\"work_impact_1_carousel\";s:4:\"type\";s:8:\"repeater\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:10:\"sub_fields\";a:1:{i:0;a:10:{s:3:\"key\";s:19:\"field_5b609a02d1377\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:26:\"work_impact_carousel_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:8:\"order_no\";i:0;}}s:7:\"row_min\";s:1:\"1\";s:9:\"row_limit\";s:0:\"\";s:6:\"layout\";s:5:\"table\";s:12:\"button_label\";s:7:\"Add Row\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:8:\"carousel\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:28;}'), (6715, 261, 'field_5b60a659b6b87', 'a:13:{s:3:\"key\";s:19:\"field_5b60a659b6b87\";s:5:\"label\";s:8:\"Carousel\";s:4:\"name\";s:22:\"work_impact_2_carousel\";s:4:\"type\";s:8:\"repeater\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:10:\"sub_fields\";a:1:{i:0;a:10:{s:3:\"key\";s:19:\"field_5b60a659b6b88\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:26:\"work_impact_carousel_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:8:\"order_no\";i:0;}}s:7:\"row_min\";s:1:\"1\";s:9:\"row_limit\";s:0:\"\";s:6:\"layout\";s:5:\"table\";s:12:\"button_label\";s:7:\"Add Row\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2420871e096\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:8:\"carousel\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:37;}'), (6718, 261, 'field_5b60aa75f1c78', 'a:13:{s:3:\"key\";s:19:\"field_5b60aa75f1c78\";s:5:\"label\";s:8:\"Carousel\";s:4:\"name\";s:22:\"work_impact_3_carousel\";s:4:\"type\";s:8:\"repeater\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:10:\"sub_fields\";a:1:{i:0;a:10:{s:3:\"key\";s:19:\"field_5b60aa75f1c79\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:26:\"work_impact_carousel_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:8:\"order_no\";i:0;}}s:7:\"row_min\";s:1:\"1\";s:9:\"row_limit\";s:0:\"\";s:6:\"layout\";s:5:\"table\";s:12:\"button_label\";s:7:\"Add Row\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2423b7155ca\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:8:\"carousel\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:47;}'), (6720, 261, 'field_5b60aad224948', 'a:13:{s:3:\"key\";s:19:\"field_5b60aad224948\";s:5:\"label\";s:8:\"Carousel\";s:4:\"name\";s:22:\"work_impact_4_carousel\";s:4:\"type\";s:8:\"repeater\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:10:\"sub_fields\";a:1:{i:0;a:10:{s:3:\"key\";s:19:\"field_5b60aad224949\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:26:\"work_impact_carousel_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:8:\"order_no\";i:0;}}s:7:\"row_min\";s:1:\"1\";s:9:\"row_limit\";s:0:\"\";s:6:\"layout\";s:5:\"table\";s:12:\"button_label\";s:7:\"Add Row\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b2426034a947\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:8:\"carousel\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:57;}'), (6722, 571, 'work_home_featured_color', 'black'), (6723, 571, '_work_home_featured_color', 'field_5b2bf153536f9'), (6724, 571, 'work_home_featured_image', '384'), (6725, 571, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6726, 571, 'work_navigation_color', 'black'), (6727, 571, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6728, 571, 'work_featured_image', '312'), (6729, 571, '_work_featured_image', 'field_5b27eac37a115'), (6730, 571, 'work_colors_text', '#000000'), (6731, 571, '_work_colors_text', 'field_5b241810bdd49'), (6732, 571, 'work_colors_accent', '#eeba06'), (6733, 571, '_work_colors_accent', 'field_5b241884bdd4a'), (6734, 571, 'work_colors_bg', '#ffdc00'), (6735, 571, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6736, 571, 'work_hero_tag', 'Cheerios'), (6737, 571, '_work_hero_tag', 'field_5b2418cebdd4c'), (6738, 571, 'work_hero_textcolor', '#000000'), (6739, 571, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6740, 571, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (6741, 571, '_work_call_description', 'field_5b241a9cbdd4f'), (6742, 571, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (6743, 571, '_work_call_wedid', 'field_5b241ac4bdd50'), (6744, 571, 'work_call_image', '309'), (6745, 571, '_work_call_image', 'field_5b2906b12feea'), (6746, 571, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (6747, 571, '_work_thework_description', 'field_5b241b1abdd51'), (6748, 571, 'work_thework_type', 'image'), (6749, 571, '_work_thework_type', 'field_5b6096188b1fd'), (6750, 571, 'work_thework_image', '310'), (6751, 571, '_work_thework_image', 'field_5b241b76bdd52'), (6752, 571, 'work_impact_1_type', 'text'), (6753, 571, '_work_impact_1_type', 'field_5b241c64ed75b'), (6754, 571, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (6755, 571, '_work_impact_1_text', 'field_5b241d21ed75c'), (6756, 571, 'work_impact_2_type', 'carousel'), (6757, 571, '_work_impact_2_type', 'field_5b2420871e096'), (6758, 571, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (6759, 571, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (6760, 571, 'work_impact_2_carousel', '1'), (6761, 571, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (6762, 571, 'work_impact_3_type', 'image'), (6763, 571, '_work_impact_3_type', 'field_5b2423b7155ca'), (6764, 571, 'work_impact_3_image', '315'), (6765, 571, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (6766, 571, 'work_impact_4_type', 'none'), (6767, 571, '_work_impact_4_type', 'field_5b2426034a947'), (6768, 45, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (6769, 45, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (6770, 45, 'work_impact_2_carousel', '2'), (6771, 45, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (6772, 572, 'work_home_featured_color', 'black'), (6773, 572, '_work_home_featured_color', 'field_5b2bf153536f9'), (6774, 572, 'work_home_featured_image', '384'), (6775, 572, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6776, 572, 'work_navigation_color', 'black'), (6777, 572, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6778, 572, 'work_featured_image', '312'), (6779, 572, '_work_featured_image', 'field_5b27eac37a115'), (6780, 572, 'work_colors_text', '#000000'), (6781, 572, '_work_colors_text', 'field_5b241810bdd49'), (6782, 572, 'work_colors_accent', '#eeba06'), (6783, 572, '_work_colors_accent', 'field_5b241884bdd4a'), (6784, 572, 'work_colors_bg', '#ffdc00'), (6785, 572, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6786, 572, 'work_hero_tag', 'Cheerios'), (6787, 572, '_work_hero_tag', 'field_5b2418cebdd4c'), (6788, 572, 'work_hero_textcolor', '#000000'), (6789, 572, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6790, 572, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (6791, 572, '_work_call_description', 'field_5b241a9cbdd4f'), (6792, 572, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (6793, 572, '_work_call_wedid', 'field_5b241ac4bdd50'), (6794, 572, 'work_call_image', '309'), (6795, 572, '_work_call_image', 'field_5b2906b12feea'), (6796, 572, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (6797, 572, '_work_thework_description', 'field_5b241b1abdd51'), (6798, 572, 'work_thework_type', 'image'), (6799, 572, '_work_thework_type', 'field_5b6096188b1fd'), (6800, 572, 'work_thework_image', '310'), (6801, 572, '_work_thework_image', 'field_5b241b76bdd52'), (6802, 572, 'work_impact_1_type', 'text'), (6803, 572, '_work_impact_1_type', 'field_5b241c64ed75b'), (6804, 572, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (6805, 572, '_work_impact_1_text', 'field_5b241d21ed75c'), (6806, 572, 'work_impact_2_type', 'carousel'), (6807, 572, '_work_impact_2_type', 'field_5b2420871e096'), (6808, 572, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (6809, 572, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (6810, 572, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (6811, 572, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (6812, 572, 'work_impact_2_carousel', '2'), (6813, 572, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (6814, 572, 'work_impact_3_type', 'image'), (6815, 572, '_work_impact_3_type', 'field_5b2423b7155ca'), (6816, 572, 'work_impact_3_image', '315'), (6817, 572, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (6818, 572, 'work_impact_4_type', 'none'), (6819, 572, '_work_impact_4_type', 'field_5b2426034a947'), (6820, 45, 'work_impact_2_carousel_1_work_impact_carousel_image', '3616'), (6821, 45, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (6822, 573, 'work_home_featured_color', 'black'), (6823, 573, '_work_home_featured_color', 'field_5b2bf153536f9'), (6824, 573, 'work_home_featured_image', '384'), (6825, 573, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6826, 573, 'work_navigation_color', 'black'), (6827, 573, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6828, 573, 'work_featured_image', '312'), (6829, 573, '_work_featured_image', 'field_5b27eac37a115'), (6830, 573, 'work_colors_text', '#000000'), (6831, 573, '_work_colors_text', 'field_5b241810bdd49'), (6832, 573, 'work_colors_accent', '#eeba06'), (6833, 573, '_work_colors_accent', 'field_5b241884bdd4a'), (6834, 573, 'work_colors_bg', '#ffdc00'), (6835, 573, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6836, 573, 'work_hero_tag', 'Cheerios'), (6837, 573, '_work_hero_tag', 'field_5b2418cebdd4c'), (6838, 573, 'work_hero_textcolor', '#000000'), (6839, 573, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6840, 573, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (6841, 573, '_work_call_description', 'field_5b241a9cbdd4f'), (6842, 573, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (6843, 573, '_work_call_wedid', 'field_5b241ac4bdd50'), (6844, 573, 'work_call_image', '309'), (6845, 573, '_work_call_image', 'field_5b2906b12feea'), (6846, 573, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (6847, 573, '_work_thework_description', 'field_5b241b1abdd51'), (6848, 573, 'work_thework_type', 'video'), (6849, 573, '_work_thework_type', 'field_5b6096188b1fd'), (6850, 573, 'work_thework_video', '251890218'), (6851, 573, '_work_thework_video', 'field_5b6095da8b1fc'), (6852, 573, 'work_impact_1_type', 'text'), (6853, 573, '_work_impact_1_type', 'field_5b241c64ed75b'), (6854, 573, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (6855, 573, '_work_impact_1_text', 'field_5b241d21ed75c'), (6856, 573, 'work_impact_2_type', 'carousel'), (6857, 573, '_work_impact_2_type', 'field_5b2420871e096'), (6858, 573, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (6859, 573, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (6860, 573, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (6861, 573, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (6862, 573, 'work_impact_2_carousel', '2'), (6863, 573, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (6864, 573, 'work_impact_3_type', 'image'), (6865, 573, '_work_impact_3_type', 'field_5b2423b7155ca'), (6866, 573, 'work_impact_3_image', '315'), (6867, 573, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (6868, 573, 'work_impact_4_type', 'none'), (6869, 573, '_work_impact_4_type', 'field_5b2426034a947'), (6870, 574, 'work_home_featured_color', 'black'), (6871, 574, '_work_home_featured_color', 'field_5b2bf153536f9'), (6872, 574, 'work_home_featured_image', '384'), (6873, 574, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6874, 574, 'work_navigation_color', 'black'), (6875, 574, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6876, 574, 'work_featured_image', '312'), (6877, 574, '_work_featured_image', 'field_5b27eac37a115'), (6878, 574, 'work_colors_text', '#000000'), (6879, 574, '_work_colors_text', 'field_5b241810bdd49'), (6880, 574, 'work_colors_accent', '#eeba06'), (6881, 574, '_work_colors_accent', 'field_5b241884bdd4a'), (6882, 574, 'work_colors_bg', '#ffdc00'), (6883, 574, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6884, 574, 'work_hero_tag', 'Cheerios'), (6885, 574, '_work_hero_tag', 'field_5b2418cebdd4c'), (6886, 574, 'work_hero_textcolor', '#000000'), (6887, 574, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6888, 574, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (6889, 574, '_work_call_description', 'field_5b241a9cbdd4f'), (6890, 574, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (6891, 574, '_work_call_wedid', 'field_5b241ac4bdd50'), (6892, 574, 'work_call_image', '309'), (6893, 574, '_work_call_image', 'field_5b2906b12feea'), (6894, 574, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (6895, 574, '_work_thework_description', 'field_5b241b1abdd51'), (6896, 574, 'work_thework_type', 'image'), (6897, 574, '_work_thework_type', 'field_5b6096188b1fd'), (6898, 574, 'work_thework_image', '310'), (6899, 574, '_work_thework_image', 'field_5b241b76bdd52'), (6900, 574, 'work_impact_1_type', 'text'), (6901, 574, '_work_impact_1_type', 'field_5b241c64ed75b'), (6902, 574, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (6903, 574, '_work_impact_1_text', 'field_5b241d21ed75c'), (6904, 574, 'work_impact_2_type', 'carousel'), (6905, 574, '_work_impact_2_type', 'field_5b2420871e096'), (6906, 574, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (6907, 574, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (6908, 574, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (6909, 574, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (6910, 574, 'work_impact_2_carousel', '2'), (6911, 574, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (6912, 574, 'work_impact_3_type', 'image'), (6913, 574, '_work_impact_3_type', 'field_5b2423b7155ca'), (6914, 574, 'work_impact_3_image', '315'), (6915, 574, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (6916, 574, 'work_impact_4_type', 'none'), (6917, 574, '_work_impact_4_type', 'field_5b2426034a947'), (6918, 575, 'work_home_featured_color', 'black'), (6919, 575, '_work_home_featured_color', 'field_5b2bf153536f9'), (6920, 575, 'work_home_featured_image', '384'), (6921, 575, '_work_home_featured_image', 'field_5b2bddcd3c783'), (6922, 575, 'work_navigation_color', 'black'), (6923, 575, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (6924, 575, 'work_featured_image', '312'), (6925, 575, '_work_featured_image', 'field_5b27eac37a115'), (6926, 575, 'work_colors_text', '#000000'), (6927, 575, '_work_colors_text', 'field_5b241810bdd49'), (6928, 575, 'work_colors_accent', '#eeba06'), (6929, 575, '_work_colors_accent', 'field_5b241884bdd4a'), (6930, 575, 'work_colors_bg', '#ffdc00'), (6931, 575, '_work_colors_bg', 'field_5b2418a3bdd4b'), (6932, 575, 'work_hero_tag', 'Cheerios'), (6933, 575, '_work_hero_tag', 'field_5b2418cebdd4c'), (6934, 575, 'work_hero_textcolor', '#000000'), (6935, 575, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (6936, 575, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (6937, 575, '_work_call_description', 'field_5b241a9cbdd4f'), (6938, 575, 'work_call_wedid', 'Purpose & Meaning\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (6939, 575, '_work_call_wedid', 'field_5b241ac4bdd50'), (6940, 575, 'work_call_image', '309'), (6941, 575, '_work_call_image', 'field_5b2906b12feea'), (6942, 575, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (6943, 575, '_work_thework_description', 'field_5b241b1abdd51'), (6944, 575, 'work_thework_type', 'video'), (6945, 575, '_work_thework_type', 'field_5b6096188b1fd'), (6946, 575, 'work_thework_video', '251890218'), (6947, 575, '_work_thework_video', 'field_5b6095da8b1fc'), (6948, 575, 'work_impact_1_type', 'text'), (6949, 575, '_work_impact_1_type', 'field_5b241c64ed75b'), (6950, 575, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (6951, 575, '_work_impact_1_text', 'field_5b241d21ed75c'), (6952, 575, 'work_impact_2_type', 'carousel'), (6953, 575, '_work_impact_2_type', 'field_5b2420871e096'), (6954, 575, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (6955, 575, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (6956, 575, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (6957, 575, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (6958, 575, 'work_impact_2_carousel', '2'), (6959, 575, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (6960, 575, 'work_impact_3_type', 'image'), (6961, 575, '_work_impact_3_type', 'field_5b2423b7155ca'), (6962, 575, 'work_impact_3_image', '315'), (6963, 575, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (6964, 575, 'work_impact_4_type', 'none'), (6965, 575, '_work_impact_4_type', 'field_5b2426034a947'), (6967, 578, '_edit_lock', '1533235609:1'), (6969, 578, '_edit_last', '2'), (6970, 579, '_wp_attached_file', '2018/08/BBM-1-1920_1080.jpg'), (6971, 579, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/08/BBM-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBM-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBM-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBM-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBM-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6972, 580, '_wp_attached_file', '2018/08/BBM-2-1920_1080.jpg'), (6973, 580, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/08/BBM-2-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBM-2-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBM-2-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBM-2-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBM-2-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6974, 581, '_wp_attached_file', '2018/08/BBM-3-1920_800.jpg'), (6975, 581, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:26:\"2018/08/BBM-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"BBM-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"BBM-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:27:\"BBM-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"BBM-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6976, 582, '_wp_attached_file', '2018/08/BBM-4-1920_1080.jpg'), (6977, 582, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/08/BBM-4-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBM-4-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBM-4-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBM-4-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBM-4-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6978, 583, '_wp_attached_file', '2018/08/Avalon-1-1920_1080.jpg'), (6979, 583, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:30:\"2018/08/Avalon-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"Avalon-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"Avalon-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"Avalon-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"Avalon-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (6980, 584, '_wp_attached_file', '2018/08/Avalon-2-1920_1625.jpg'), (6981, 584, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1625;s:4:\"file\";s:30:\"2018/08/Avalon-2-1920_1625.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"Avalon-2-1920_1625-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"Avalon-2-1920_1625-768x650.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:650;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"Avalon-2-1920_1625-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"Avalon-2-1920_1625-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7066, 586, '_wp_attached_file', '2018/08/Avalon-3-1920_800.jpg'), (7067, 586, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:29:\"2018/08/Avalon-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Avalon-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Avalon-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"Avalon-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Avalon-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7068, 588, '_wp_attached_file', '2018/08/Avalon-4-1920_1080.jpg'), (7069, 588, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:30:\"2018/08/Avalon-4-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"Avalon-4-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"Avalon-4-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"Avalon-4-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"Avalon-4-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7155, 578, 'work_featured_image', '583'), (7156, 578, '_work_featured_image', 'field_5b27eac37a115'), (7157, 578, 'work_home_featured_color', 'black'), (7158, 578, '_work_home_featured_color', 'field_5b2bf153536f9'), (7159, 578, 'work_home_featured_image', ''), (7160, 578, '_work_home_featured_image', 'field_5b2bddcd3c783'), (7161, 578, 'work_navigation_color', 'black'), (7162, 578, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (7163, 578, 'work_colors_text', '#000000'), (7164, 578, '_work_colors_text', 'field_5b241810bdd49'), (7165, 578, 'work_colors_accent', '#d2d2d2'), (7166, 578, '_work_colors_accent', 'field_5b241884bdd4a'), (7167, 578, 'work_colors_bg', '#ecefec'), (7168, 578, '_work_colors_bg', 'field_5b2418a3bdd4b'), (7169, 578, 'work_hero_tag', 'Avalon'), (7170, 578, '_work_hero_tag', 'field_5b2418cebdd4c'), (7171, 578, 'work_hero_textcolor', '#ffffff'), (7172, 578, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (7173, 578, 'work_call_description', 'Despite being an organic pioneer, Avalon Organics needed a fresh perspective for a new era.'), (7174, 578, '_work_call_description', 'field_5b241a9cbdd4f'), (7175, 578, 'work_call_wedid', 'DESIGN STRATEGY\r\n\r\nBRAND VOICE\r\n\r\nIDENTITY DESIGN\r\n\r\nPACKAGING DESIGN'), (7176, 578, '_work_call_wedid', 'field_5b241ac4bdd50'), (7177, 578, 'work_call_image', '584'), (7178, 578, '_work_call_image', 'field_5b2906b12feea'), (7179, 578, 'work_thework_description', 'They wanted to reboot their positioning around “consciousness in cosmetics” to be more relevant to new consumers. Packaging was the marketing tool to lead the charge. A singular brand meaning, deep-rooted beauty; brand book; brand voice; sensory principles and of course brand packaging, allowed Avalon Organics to modernize the category.'), (7180, 578, '_work_thework_description', 'field_5b241b1abdd51'), (7181, 578, 'work_thework_type', 'image'), (7182, 578, '_work_thework_type', 'field_5b6096188b1fd'), (7183, 578, 'work_thework_image', '586'), (7184, 578, '_work_thework_image', 'field_5b241b76bdd52'), (7185, 578, 'work_impact_1_type', 'text'), (7186, 578, '_work_impact_1_type', 'field_5b241c64ed75b'), (7187, 578, 'work_impact_1_text', ''), (7188, 578, '_work_impact_1_text', 'field_5b241d21ed75c'), (7189, 578, 'work_impact_2_type', 'image'), (7190, 578, '_work_impact_2_type', 'field_5b2420871e096'), (7191, 578, 'work_impact_2_image', '588'), (7192, 578, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (7193, 578, 'work_impact_3_type', 'none'), (7194, 578, '_work_impact_3_type', 'field_5b2423b7155ca'), (7195, 578, 'work_impact_4_type', 'none'), (7196, 578, '_work_impact_4_type', 'field_5b2426034a947'), (7419, 596, 'work_featured_image', '583'), (7420, 596, '_work_featured_image', 'field_5b27eac37a115'), (7421, 596, 'work_home_featured_color', 'black'), (7422, 596, '_work_home_featured_color', 'field_5b2bf153536f9'), (7423, 596, 'work_home_featured_image', ''), (7424, 596, '_work_home_featured_image', 'field_5b2bddcd3c783'), (7425, 596, 'work_navigation_color', 'black'), (7426, 596, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (7427, 596, 'work_colors_text', '#000000'), (7428, 596, '_work_colors_text', 'field_5b241810bdd49'), (7429, 596, 'work_colors_accent', '#d2d2d2'), (7430, 596, '_work_colors_accent', 'field_5b241884bdd4a'), (7431, 596, 'work_colors_bg', '#ecefec'), (7432, 596, '_work_colors_bg', 'field_5b2418a3bdd4b'), (7433, 596, 'work_hero_tag', 'Avalon'), (7434, 596, '_work_hero_tag', 'field_5b2418cebdd4c'), (7435, 596, 'work_hero_textcolor', '#ffffff'), (7436, 596, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (7437, 596, 'work_call_description', 'Despite being an organic pioneer, Avalon Organics needed a fresh perspective for a new era.'), (7438, 596, '_work_call_description', 'field_5b241a9cbdd4f'), (7439, 596, 'work_call_wedid', 'DESIGN STRATEGY\r\n\r\nBRAND VOICE\r\n\r\nIDENTITY DESIGN\r\n\r\nPACKAGING DESIGN'), (7440, 596, '_work_call_wedid', 'field_5b241ac4bdd50'), (7441, 596, 'work_call_image', '584'), (7442, 596, '_work_call_image', 'field_5b2906b12feea'), (7443, 596, 'work_thework_description', 'They wanted to reboot their positioning around “consciousness in cosmetics” to be more relevant to new consumers. Packaging was the marketing tool to lead the charge. A singular brand meaning, deep-rooted beauty; brand book; brand voice; sensory principles and of course brand packaging, allowed Avalon Organics to modernize the category.'), (7444, 596, '_work_thework_description', 'field_5b241b1abdd51'), (7445, 596, 'work_thework_type', 'image'), (7446, 596, '_work_thework_type', 'field_5b6096188b1fd'), (7447, 596, 'work_thework_image', '586'), (7448, 596, '_work_thework_image', 'field_5b241b76bdd52'), (7449, 596, 'work_impact_1_type', 'text'), (7450, 596, '_work_impact_1_type', 'field_5b241c64ed75b'), (7451, 596, 'work_impact_1_text', ''), (7452, 596, '_work_impact_1_text', 'field_5b241d21ed75c'), (7453, 596, 'work_impact_2_type', 'image'), (7454, 596, '_work_impact_2_type', 'field_5b2420871e096'), (7455, 596, 'work_impact_2_image', '588'), (7456, 596, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (7457, 596, 'work_impact_3_type', 'none'), (7458, 596, '_work_impact_3_type', 'field_5b2423b7155ca'), (7459, 596, 'work_impact_4_type', 'none'), (7460, 596, '_work_impact_4_type', 'field_5b2426034a947'), (7463, 598, '_wp_attached_file', '2018/08/BBW-1-1920_1080.jpg'), (7464, 598, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/08/BBW-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBW-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBW-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBW-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBW-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7465, 599, '_wp_attached_file', '2018/08/BBW-2-1920_1520.jpg'), (7466, 599, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1520;s:4:\"file\";s:27:\"2018/08/BBW-2-1920_1520.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBW-2-1920_1520-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBW-2-1920_1520-768x608.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:608;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBW-2-1920_1520-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBW-2-1920_1520-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7467, 600, '_wp_attached_file', '2018/08/BBW-3-1920_800.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (7468, 600, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:26:\"2018/08/BBW-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"BBW-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"BBW-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:27:\"BBW-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"BBW-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7469, 601, '_wp_attached_file', '2018/08/BBW-4-C1-1920_800.jpg'), (7470, 601, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:29:\"2018/08/BBW-4-C1-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"BBW-4-C1-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"BBW-4-C1-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"BBW-4-C1-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"BBW-4-C1-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7471, 602, '_wp_attached_file', '2018/08/BBW-4-C2-1920_800.jpg'), (7472, 602, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:29:\"2018/08/BBW-4-C2-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"BBW-4-C2-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"BBW-4-C2-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"BBW-4-C2-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"BBW-4-C2-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7473, 603, '_wp_attached_file', '2018/08/BBW-4-C3-1920_800.jpg'), (7474, 603, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:29:\"2018/08/BBW-4-C3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"BBW-4-C3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"BBW-4-C3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"BBW-4-C3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"BBW-4-C3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7475, 604, '_wp_attached_file', '2018/08/BBW-5-1920_1080.jpg'), (7476, 604, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/08/BBW-5-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBW-5-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBW-5-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBW-5-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBW-5-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7669, 608, 'work_featured_image', '583'), (7670, 608, '_work_featured_image', 'field_5b27eac37a115'), (7671, 608, 'work_home_featured_color', 'black'), (7672, 608, '_work_home_featured_color', 'field_5b2bf153536f9'), (7673, 608, 'work_home_featured_image', ''), (7674, 608, '_work_home_featured_image', 'field_5b2bddcd3c783'), (7675, 608, 'work_navigation_color', 'black'), (7676, 608, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (7677, 608, 'work_colors_text', '#000000'), (7678, 608, '_work_colors_text', 'field_5b241810bdd49'), (7679, 608, 'work_colors_accent', '#d2d2d2'), (7680, 608, '_work_colors_accent', 'field_5b241884bdd4a'), (7681, 608, 'work_colors_bg', '#ecefec'), (7682, 608, '_work_colors_bg', 'field_5b2418a3bdd4b'), (7683, 608, 'work_hero_tag', 'Avalon'), (7684, 608, '_work_hero_tag', 'field_5b2418cebdd4c'), (7685, 608, 'work_hero_textcolor', '#ffffff'), (7686, 608, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (7687, 608, 'work_call_description', 'Despite being an organic pioneer, Avalon Organics needed a fresh perspective for a new era.'), (7688, 608, '_work_call_description', 'field_5b241a9cbdd4f'), (7689, 608, 'work_call_wedid', 'DESIGN STRATEGY\r\n\r\nBRAND VOICE\r\n\r\nIDENTITY DESIGN\r\n\r\nPACKAGING DESIGN'), (7690, 608, '_work_call_wedid', 'field_5b241ac4bdd50'), (7691, 608, 'work_call_image', '584'), (7692, 608, '_work_call_image', 'field_5b2906b12feea'), (7693, 608, 'work_thework_description', 'They wanted to reboot their positioning around “consciousness in cosmetics” to be more relevant to new consumers. Packaging was the marketing tool to lead the charge. A singular brand meaning, deep-rooted beauty; brand book; brand voice; sensory principles and of course brand packaging, allowed Avalon Organics to modernize the category.'), (7694, 608, '_work_thework_description', 'field_5b241b1abdd51'), (7695, 608, 'work_thework_type', 'image'), (7696, 608, '_work_thework_type', 'field_5b6096188b1fd'), (7697, 608, 'work_thework_image', '586'), (7698, 608, '_work_thework_image', 'field_5b241b76bdd52'), (7699, 608, 'work_impact_1_type', 'text'), (7700, 608, '_work_impact_1_type', 'field_5b241c64ed75b'), (7701, 608, 'work_impact_1_text', ''), (7702, 608, '_work_impact_1_text', 'field_5b241d21ed75c'), (7703, 608, 'work_impact_2_type', 'image'), (7704, 608, '_work_impact_2_type', 'field_5b2420871e096'), (7705, 608, 'work_impact_2_image', '588'), (7706, 608, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (7707, 608, 'work_impact_3_type', 'none'), (7708, 608, '_work_impact_3_type', 'field_5b2423b7155ca'), (7709, 608, 'work_impact_4_type', 'none'), (7710, 608, '_work_impact_4_type', 'field_5b2426034a947'), (7713, 610, '_wp_attached_file', '2018/08/GreenValley-1-1920_1080.jpg'), (7714, 610, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:35:\"2018/08/GreenValley-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"GreenValley-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:35:\"GreenValley-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:37:\"GreenValley-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:35:\"GreenValley-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7715, 611, '_wp_attached_file', '2018/08/GreenValley-2-1920_1080.jpg'), (7716, 611, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:35:\"2018/08/GreenValley-2-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"GreenValley-2-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:35:\"GreenValley-2-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:37:\"GreenValley-2-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:35:\"GreenValley-2-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7717, 612, '_wp_attached_file', '2018/08/GreenValley-3-1920_800.jpg'), (7718, 612, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:34:\"2018/08/GreenValley-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"GreenValley-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:34:\"GreenValley-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"GreenValley-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:34:\"GreenValley-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7719, 613, '_wp_attached_file', '2018/08/GreenValley-4-C1-1920_800.jpg'), (7720, 613, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:37:\"2018/08/GreenValley-4-C1-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"GreenValley-4-C1-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:37:\"GreenValley-4-C1-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:38:\"GreenValley-4-C1-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:37:\"GreenValley-4-C1-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7721, 614, '_wp_attached_file', '2018/08/GreenValley-4-C2-1920_800.jpg'), (7722, 614, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:37:\"2018/08/GreenValley-4-C2-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"GreenValley-4-C2-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:37:\"GreenValley-4-C2-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:38:\"GreenValley-4-C2-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:37:\"GreenValley-4-C2-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7723, 615, '_wp_attached_file', '2018/08/GreenValley-4-C3-1920_800.jpg'), (7724, 615, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:37:\"2018/08/GreenValley-4-C3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"GreenValley-4-C3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:37:\"GreenValley-4-C3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:38:\"GreenValley-4-C3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:37:\"GreenValley-4-C3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (7880, 578, '_wp_desired_post_slug', ''), (7966, 620, 'about_hero_type', 'video'), (7967, 620, '_about_hero_type', 'field_5b44c302632e9'), (7968, 620, 'about_hero_video', '251890218'), (7969, 620, '_about_hero_video', 'field_5b21649a9ffaf'), (7970, 620, 'about_info_title', 'We create brand experiences
    designed for cultural and
    commercial impact.'), (7971, 620, '_about_info_title', 'field_5b21654d9ffb3'), (7972, 620, 'about_info_topic_0_about_info_topic_icon', '553'), (7973, 620, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (7974, 620, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (7975, 620, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (7976, 620, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (7977, 620, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (7978, 620, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (7979, 620, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (7980, 620, 'about_info_topic_1_about_info_topic_icon', '555'), (7981, 620, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (7982, 620, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (7983, 620, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (7984, 620, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (7985, 620, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (7986, 620, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (7987, 620, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (7988, 620, 'about_info_topic_2_about_info_topic_icon', '556'), (7989, 620, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (7990, 620, 'about_info_topic_2_about_info_topic_title', 'Design'), (7991, 620, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (7992, 620, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (7993, 620, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (7994, 620, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (7995, 620, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (7996, 620, 'about_info_topic_3_about_info_topic_icon', '557'), (7997, 620, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (7998, 620, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (7999, 620, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (8000, 620, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (8001, 620, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (8002, 620, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (8003, 620, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (8004, 620, 'about_info_topic_4_about_info_topic_icon', '558'), (8005, 620, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (8006, 620, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (8007, 620, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (8008, 620, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (8009, 620, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (8010, 620, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (8011, 620, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (8012, 620, 'about_info_topic', '5'), (8013, 620, '_about_info_topic', 'field_5b2166edba792'), (8014, 620, 'about_team_title', 'We believe connecting to
    the lives of people is what
    matters most.'), (8015, 620, '_about_team_title', 'field_5b2165259ffb2'), (8025, 622, '_wp_attached_file', '2018/06/Chex-2-1920_2000.jpg'), (8026, 622, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:2000;s:4:\"file\";s:28:\"2018/06/Chex-2-1920_2000.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"Chex-2-1920_2000-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"Chex-2-1920_2000-768x800.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"Chex-2-1920_2000-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"Chex-2-1920_2000-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (8027, 623, 'work_home_featured_color', 'black'), (8028, 623, '_work_home_featured_color', 'field_5b2bf153536f9'), (8029, 623, 'work_home_featured_image', ''), (8030, 623, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8031, 623, 'work_navigation_color', 'black'), (8032, 623, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8033, 623, 'work_featured_image', '363'), (8034, 623, '_work_featured_image', 'field_5b27eac37a115'), (8035, 623, 'work_colors_text', '#ffffff'), (8036, 623, '_work_colors_text', 'field_5b241810bdd49'), (8037, 623, 'work_colors_accent', '#af020c'), (8038, 623, '_work_colors_accent', 'field_5b241884bdd4a'), (8039, 623, 'work_colors_bg', '#cc081e'), (8040, 623, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8041, 623, 'work_hero_tag', 'Chex'), (8042, 623, '_work_hero_tag', 'field_5b2418cebdd4c'), (8043, 623, 'work_hero_textcolor', '#ffffff'), (8044, 623, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8045, 623, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8046, 623, '_work_call_description', 'field_5b241a9cbdd4f'), (8047, 623, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8048, 623, '_work_call_wedid', 'field_5b241ac4bdd50'), (8049, 623, 'work_call_image', '622'), (8050, 623, '_work_call_image', 'field_5b2906b12feea'), (8051, 623, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8052, 623, '_work_thework_description', 'field_5b241b1abdd51'), (8053, 623, 'work_thework_type', 'video'), (8054, 623, '_work_thework_type', 'field_5b6096188b1fd'), (8055, 623, 'work_thework_video', ''), (8056, 623, '_work_thework_video', 'field_5b6095da8b1fc'), (8057, 623, 'work_impact_1_type', 'text'), (8058, 623, '_work_impact_1_type', 'field_5b241c64ed75b'), (8059, 623, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8060, 623, '_work_impact_1_text', 'field_5b241d21ed75c'), (8061, 623, 'work_impact_2_type', 'image'), (8062, 623, '_work_impact_2_type', 'field_5b2420871e096'), (8063, 623, 'work_impact_2_image', '560'), (8064, 623, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8065, 623, 'work_impact_3_type', 'none'), (8066, 623, '_work_impact_3_type', 'field_5b2423b7155ca'), (8067, 623, 'work_impact_4_type', 'none'), (8068, 623, '_work_impact_4_type', 'field_5b2426034a947'), (8069, 60, 'work_thework_type', 'images'), (8070, 60, '_work_thework_type', 'field_5b6096188b1fd'), (8071, 60, 'work_thework_video', ''), (8072, 60, '_work_thework_video', 'field_5b6095da8b1fc'), (8075, 625, 'work_home_featured_color', 'black'), (8076, 625, '_work_home_featured_color', 'field_5b2bf153536f9'), (8077, 625, 'work_home_featured_image', ''), (8078, 625, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8079, 625, 'work_navigation_color', 'black'), (8080, 625, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8081, 625, 'work_featured_image', '363'), (8082, 625, '_work_featured_image', 'field_5b27eac37a115'), (8083, 625, 'work_colors_text', '#ffffff'), (8084, 625, '_work_colors_text', 'field_5b241810bdd49'), (8085, 625, 'work_colors_accent', '#af020c'), (8086, 625, '_work_colors_accent', 'field_5b241884bdd4a'), (8087, 625, 'work_colors_bg', '#cc081e'), (8088, 625, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8089, 625, 'work_hero_tag', 'Chex'), (8090, 625, '_work_hero_tag', 'field_5b2418cebdd4c'), (8091, 625, 'work_hero_textcolor', '#ffffff'), (8092, 625, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8093, 625, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8094, 625, '_work_call_description', 'field_5b241a9cbdd4f'), (8095, 625, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8096, 625, '_work_call_wedid', 'field_5b241ac4bdd50'), (8097, 625, 'work_call_image', '624'), (8098, 625, '_work_call_image', 'field_5b2906b12feea'), (8099, 625, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8100, 625, '_work_thework_description', 'field_5b241b1abdd51'), (8101, 625, 'work_thework_type', 'video'), (8102, 625, '_work_thework_type', 'field_5b6096188b1fd'), (8103, 625, 'work_thework_video', ''), (8104, 625, '_work_thework_video', 'field_5b6095da8b1fc'), (8105, 625, 'work_impact_1_type', 'text'), (8106, 625, '_work_impact_1_type', 'field_5b241c64ed75b'), (8107, 625, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8108, 625, '_work_impact_1_text', 'field_5b241d21ed75c'), (8109, 625, 'work_impact_2_type', 'image'), (8110, 625, '_work_impact_2_type', 'field_5b2420871e096'), (8111, 625, 'work_impact_2_image', '560'), (8112, 625, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8113, 625, 'work_impact_3_type', 'none'), (8114, 625, '_work_impact_3_type', 'field_5b2423b7155ca'), (8115, 625, 'work_impact_4_type', 'none'), (8116, 625, '_work_impact_4_type', 'field_5b2426034a947'), (8117, 626, '_wp_attached_file', '2018/06/chex-1.jpg'), (8118, 626, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1080;s:6:\"height\";i:1125;s:4:\"file\";s:18:\"2018/06/chex-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"chex-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"chex-1-768x800.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"chex-1-1080x1080.jpg\";s:5:\"width\";i:1080;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:18:\"chex-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (8119, 627, 'work_home_featured_color', 'black'), (8120, 627, '_work_home_featured_color', 'field_5b2bf153536f9'), (8121, 627, 'work_home_featured_image', ''), (8122, 627, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8123, 627, 'work_navigation_color', 'black'), (8124, 627, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8125, 627, 'work_featured_image', '363'), (8126, 627, '_work_featured_image', 'field_5b27eac37a115'), (8127, 627, 'work_colors_text', '#ffffff'), (8128, 627, '_work_colors_text', 'field_5b241810bdd49'), (8129, 627, 'work_colors_accent', '#af020c'), (8130, 627, '_work_colors_accent', 'field_5b241884bdd4a'), (8131, 627, 'work_colors_bg', '#cc081e'), (8132, 627, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8133, 627, 'work_hero_tag', 'Chex'), (8134, 627, '_work_hero_tag', 'field_5b2418cebdd4c'), (8135, 627, 'work_hero_textcolor', '#ffffff'), (8136, 627, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8137, 627, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8138, 627, '_work_call_description', 'field_5b241a9cbdd4f'), (8139, 627, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8140, 627, '_work_call_wedid', 'field_5b241ac4bdd50'), (8141, 627, 'work_call_image', '626'), (8142, 627, '_work_call_image', 'field_5b2906b12feea'), (8143, 627, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8144, 627, '_work_thework_description', 'field_5b241b1abdd51'), (8145, 627, 'work_thework_type', 'video'), (8146, 627, '_work_thework_type', 'field_5b6096188b1fd'), (8147, 627, 'work_thework_video', ''), (8148, 627, '_work_thework_video', 'field_5b6095da8b1fc'), (8149, 627, 'work_impact_1_type', 'text'), (8150, 627, '_work_impact_1_type', 'field_5b241c64ed75b'), (8151, 627, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8152, 627, '_work_impact_1_text', 'field_5b241d21ed75c'), (8153, 627, 'work_impact_2_type', 'image'), (8154, 627, '_work_impact_2_type', 'field_5b2420871e096'), (8155, 627, 'work_impact_2_image', '560'), (8156, 627, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8157, 627, 'work_impact_3_type', 'none'), (8158, 627, '_work_impact_3_type', 'field_5b2423b7155ca'), (8159, 627, 'work_impact_4_type', 'none'), (8160, 627, '_work_impact_4_type', 'field_5b2426034a947'), (8161, 628, 'work_home_featured_color', 'black'), (8162, 628, '_work_home_featured_color', 'field_5b2bf153536f9'), (8163, 628, 'work_home_featured_image', ''), (8164, 628, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8165, 628, 'work_navigation_color', 'black'), (8166, 628, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8167, 628, 'work_featured_image', '363'), (8168, 628, '_work_featured_image', 'field_5b27eac37a115'), (8169, 628, 'work_colors_text', '#ffffff'), (8170, 628, '_work_colors_text', 'field_5b241810bdd49'), (8171, 628, 'work_colors_accent', '#af020c'), (8172, 628, '_work_colors_accent', 'field_5b241884bdd4a'), (8173, 628, 'work_colors_bg', '#cc081e'), (8174, 628, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8175, 628, 'work_hero_tag', 'Chex'), (8176, 628, '_work_hero_tag', 'field_5b2418cebdd4c'), (8177, 628, 'work_hero_textcolor', '#ffffff'), (8178, 628, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8179, 628, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8180, 628, '_work_call_description', 'field_5b241a9cbdd4f'), (8181, 628, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8182, 628, '_work_call_wedid', 'field_5b241ac4bdd50'), (8183, 628, 'work_call_image', '626'), (8184, 628, '_work_call_image', 'field_5b2906b12feea'), (8185, 628, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8186, 628, '_work_thework_description', 'field_5b241b1abdd51'), (8187, 628, 'work_thework_type', 'image'), (8188, 628, '_work_thework_type', 'field_5b6096188b1fd'), (8189, 628, 'work_thework_image', '365'), (8190, 628, '_work_thework_image', 'field_5b241b76bdd52'), (8191, 628, 'work_impact_1_type', 'text'), (8192, 628, '_work_impact_1_type', 'field_5b241c64ed75b'), (8193, 628, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8194, 628, '_work_impact_1_text', 'field_5b241d21ed75c'), (8195, 628, 'work_impact_2_type', 'image'), (8196, 628, '_work_impact_2_type', 'field_5b2420871e096'), (8197, 628, 'work_impact_2_image', '560'), (8198, 628, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8199, 628, 'work_impact_3_type', 'none'), (8200, 628, '_work_impact_3_type', 'field_5b2423b7155ca'), (8201, 628, 'work_impact_4_type', 'none'), (8202, 628, '_work_impact_4_type', 'field_5b2426034a947'), (8203, 629, '_wp_attached_file', '2018/06/chex_box2.jpg'), (8204, 629, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1081;s:4:\"file\";s:21:\"2018/06/chex_box2.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"chex_box2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:21:\"chex_box2-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:23:\"chex_box2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:21:\"chex_box2-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (8205, 630, 'work_home_featured_color', 'black'), (8206, 630, '_work_home_featured_color', 'field_5b2bf153536f9'), (8207, 630, 'work_home_featured_image', ''), (8208, 630, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8209, 630, 'work_navigation_color', 'black'), (8210, 630, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8211, 630, 'work_featured_image', '363'), (8212, 630, '_work_featured_image', 'field_5b27eac37a115'), (8213, 630, 'work_colors_text', '#ffffff'), (8214, 630, '_work_colors_text', 'field_5b241810bdd49'), (8215, 630, 'work_colors_accent', '#af020c'), (8216, 630, '_work_colors_accent', 'field_5b241884bdd4a'), (8217, 630, 'work_colors_bg', '#cc081e'), (8218, 630, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8219, 630, 'work_hero_tag', 'Chex'), (8220, 630, '_work_hero_tag', 'field_5b2418cebdd4c'), (8221, 630, 'work_hero_textcolor', '#ffffff'), (8222, 630, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8223, 630, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8224, 630, '_work_call_description', 'field_5b241a9cbdd4f'), (8225, 630, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8226, 630, '_work_call_wedid', 'field_5b241ac4bdd50'), (8227, 630, 'work_call_image', '626'), (8228, 630, '_work_call_image', 'field_5b2906b12feea'), (8229, 630, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8230, 630, '_work_thework_description', 'field_5b241b1abdd51'), (8231, 630, 'work_thework_type', 'image'), (8232, 630, '_work_thework_type', 'field_5b6096188b1fd'), (8233, 630, 'work_thework_image', '365'), (8234, 630, '_work_thework_image', 'field_5b241b76bdd52'), (8235, 630, 'work_impact_1_type', 'text'), (8236, 630, '_work_impact_1_type', 'field_5b241c64ed75b'), (8237, 630, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8238, 630, '_work_impact_1_text', 'field_5b241d21ed75c'), (8239, 630, 'work_impact_2_type', 'image'), (8240, 630, '_work_impact_2_type', 'field_5b2420871e096'), (8241, 630, 'work_impact_2_image', '629'), (8242, 630, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8243, 630, 'work_impact_3_type', 'none'), (8244, 630, '_work_impact_3_type', 'field_5b2423b7155ca'), (8245, 630, 'work_impact_4_type', 'none'), (8246, 630, '_work_impact_4_type', 'field_5b2426034a947'), (8247, 631, 'about_hero_type', 'video'), (8248, 631, '_about_hero_type', 'field_5b44c302632e9'), (8249, 631, 'about_hero_video', '251890218'), (8250, 631, '_about_hero_video', 'field_5b21649a9ffaf'), (8251, 631, 'about_info_title', 'We create brand experiences
    designed for cultural and
    commercial impact.'), (8252, 631, '_about_info_title', 'field_5b21654d9ffb3'), (8253, 631, 'about_info_topic_0_about_info_topic_icon', '553'), (8254, 631, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (8255, 631, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (8256, 631, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (8257, 631, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (8258, 631, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (8259, 631, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (8260, 631, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (8261, 631, 'about_info_topic_1_about_info_topic_icon', '555'), (8262, 631, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (8263, 631, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (8264, 631, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (8265, 631, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (8266, 631, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (8267, 631, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (8268, 631, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (8269, 631, 'about_info_topic_2_about_info_topic_icon', '556'), (8270, 631, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (8271, 631, 'about_info_topic_2_about_info_topic_title', 'Design'), (8272, 631, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (8273, 631, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (8274, 631, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (8275, 631, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (8276, 631, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (8277, 631, 'about_info_topic_3_about_info_topic_icon', '557'), (8278, 631, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (8279, 631, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (8280, 631, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (8281, 631, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (8282, 631, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (8283, 631, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (8284, 631, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (8285, 631, 'about_info_topic_4_about_info_topic_icon', '558'), (8286, 631, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (8287, 631, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (8288, 631, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (8289, 631, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (8290, 631, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (8291, 631, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (8292, 631, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (8293, 631, 'about_info_topic', '5'), (8294, 631, '_about_info_topic', 'field_5b2166edba792'), (8295, 631, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (8296, 631, '_about_team_title', 'field_5b2165259ffb2'), (8297, 632, 'about_hero_type', 'video'), (8298, 632, '_about_hero_type', 'field_5b44c302632e9'), (8299, 632, 'about_hero_video', '251890218'), (8300, 632, '_about_hero_video', 'field_5b21649a9ffaf'), (8301, 632, 'about_info_title', 'We create brand experiences designed for cultural and commercial impact.'), (8302, 632, '_about_info_title', 'field_5b21654d9ffb3'), (8303, 632, 'about_info_topic_0_about_info_topic_icon', '553'), (8304, 632, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (8305, 632, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (8306, 632, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (8307, 632, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (8308, 632, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (8309, 632, 'about_info_topic_0_about_info_topic_description', ' At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture. '), (8310, 632, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (8311, 632, 'about_info_topic_1_about_info_topic_icon', '555'), (8312, 632, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (8313, 632, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (8314, 632, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (8315, 632, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (8316, 632, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (8317, 632, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (8318, 632, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (8319, 632, 'about_info_topic_2_about_info_topic_icon', '556'), (8320, 632, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (8321, 632, 'about_info_topic_2_about_info_topic_title', 'Design'), (8322, 632, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (8323, 632, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (8324, 632, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (8325, 632, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (8326, 632, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (8327, 632, 'about_info_topic_3_about_info_topic_icon', '557'), (8328, 632, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (8329, 632, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (8330, 632, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (8331, 632, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (8332, 632, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (8333, 632, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (8334, 632, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (8335, 632, 'about_info_topic_4_about_info_topic_icon', '558'), (8336, 632, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (8337, 632, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (8338, 632, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (8339, 632, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (8340, 632, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (8341, 632, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (8342, 632, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (8343, 632, 'about_info_topic', '5'), (8344, 632, '_about_info_topic', 'field_5b2166edba792'), (8345, 632, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (8346, 632, '_about_team_title', 'field_5b2165259ffb2'), (8347, 633, 'thinking_hero_type', 'image'), (8348, 633, '_thinking_hero_type', 'field_5b49f1bbea434'), (8349, 633, 'thinking_hero_image', '545'), (8350, 633, '_thinking_hero_image', 'field_5b27ece0d75c4'), (8353, 635, 'contact_hero_image', '408'), (8354, 635, '_contact_hero_image', 'field_5b30f489bcd21'), (8355, 635, 'contact_featured_topic_0_contact_featured_topic_title', 'CREATIVE MINDS'), (8356, 635, '_contact_featured_topic_0_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (8357, 635, 'contact_featured_topic_1_contact_featured_topic_title', 'DIRTY HANDS'), (8358, 635, '_contact_featured_topic_1_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (8359, 635, 'contact_featured_topic_2_contact_featured_topic_title', 'STRAIGHT TALK'), (8360, 635, '_contact_featured_topic_2_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (8361, 635, 'contact_featured_topic_3_contact_featured_topic_title', 'GOOD MANNERS'), (8362, 635, '_contact_featured_topic_3_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (8363, 635, 'contact_featured_topic', '4'), (8364, 635, '_contact_featured_topic', 'field_5b30f555bcd23'), (8365, 635, 'contact_carousel_images_0_contact_carousel_images_image', '518'), (8366, 635, '_contact_carousel_images_0_contact_carousel_images_image', 'field_5b30f65abcd27'), (8367, 635, 'contact_carousel_images_1_contact_carousel_images_image', '518'), (8368, 635, '_contact_carousel_images_1_contact_carousel_images_image', 'field_5b30f65abcd27'), (8369, 635, 'contact_carousel_images', '2'), (8370, 635, '_contact_carousel_images', 'field_5b30f638bcd26'), (8371, 635, 'contact_join_title', 'WANT TO JOIN THE TEAM?'), (8372, 635, '_contact_join_title', 'field_5b30f693bcd29'), (8373, 635, 'contact_join_description', 'We’re alway looking for talented individuals like you to join our vibrant community of movers and shakers, so check out cur job openings.\r\n\r\nIf you don’t see a position that interests you, don’t sweat it. Contact us anyway at jobs@cbx.com and tell us how you can make a difference at CBX.'), (8374, 635, '_contact_join_description', 'field_5b30f6d9bcd2a'), (8375, 636, 'contact_hero_image', '408'), (8376, 636, '_contact_hero_image', 'field_5b30f489bcd21'), (8377, 636, 'contact_featured_topic_0_contact_featured_topic_title', 'CREATIVE MINDS'), (8378, 636, '_contact_featured_topic_0_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (8379, 636, 'contact_featured_topic_1_contact_featured_topic_title', 'DIRTY HANDS'), (8380, 636, '_contact_featured_topic_1_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (8381, 636, 'contact_featured_topic_2_contact_featured_topic_title', 'STRAIGHT TALK'), (8382, 636, '_contact_featured_topic_2_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (8383, 636, 'contact_featured_topic_3_contact_featured_topic_title', 'GOOD MANNERS'), (8384, 636, '_contact_featured_topic_3_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (8385, 636, 'contact_featured_topic', '4'), (8386, 636, '_contact_featured_topic', 'field_5b30f555bcd23'), (8387, 636, 'contact_carousel_images_0_contact_carousel_images_image', '518'), (8388, 636, '_contact_carousel_images_0_contact_carousel_images_image', 'field_5b30f65abcd27'), (8389, 636, 'contact_carousel_images_1_contact_carousel_images_image', '518'), (8390, 636, '_contact_carousel_images_1_contact_carousel_images_image', 'field_5b30f65abcd27'), (8391, 636, 'contact_carousel_images', '2'), (8392, 636, '_contact_carousel_images', 'field_5b30f638bcd26'), (8393, 636, 'contact_join_title', 'WANT TO JOIN THE TEAM?'), (8394, 636, '_contact_join_title', 'field_5b30f693bcd29'), (8395, 636, 'contact_join_description', 'We’re alway looking for talented individuals like you to join our vibrant community of movers and shakers, so check out cur job openings.\r\n\r\nIf you don’t see a position that interests you, don’t sweat it. Contact us anyway at jobs@cbx.com and tell us how you can make a difference at CBX.'), (8396, 636, '_contact_join_description', 'field_5b30f6d9bcd2a'), (8401, 261, 'field_5b8ec47072930', 'a:10:{s:3:\"key\";s:19:\"field_5b8ec47072930\";s:5:\"label\";s:6:\"Award?\";s:4:\"name\";s:24:\"work_impact_award_option\";s:4:\"type\";s:10:\"true_false\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"message\";s:0:\"\";s:13:\"default_value\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:20;}'), (8403, 638, 'work_home_featured_color', 'black'), (8404, 638, '_work_home_featured_color', 'field_5b2bf153536f9'), (8405, 638, 'work_home_featured_image', ''), (8406, 638, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8407, 638, 'work_navigation_color', 'black'), (8408, 638, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8409, 638, 'work_featured_image', '363'), (8410, 638, '_work_featured_image', 'field_5b27eac37a115'), (8411, 638, 'work_colors_text', '#ffffff'), (8412, 638, '_work_colors_text', 'field_5b241810bdd49'), (8413, 638, 'work_colors_accent', '#af020c'), (8414, 638, '_work_colors_accent', 'field_5b241884bdd4a'), (8415, 638, 'work_colors_bg', '#cc081e'), (8416, 638, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8417, 638, 'work_hero_tag', 'Chex'), (8418, 638, '_work_hero_tag', 'field_5b2418cebdd4c'), (8419, 638, 'work_hero_textcolor', '#ffffff'), (8420, 638, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8421, 638, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8422, 638, '_work_call_description', 'field_5b241a9cbdd4f'), (8423, 638, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8424, 638, '_work_call_wedid', 'field_5b241ac4bdd50'), (8425, 638, 'work_call_image', '626'), (8426, 638, '_work_call_image', 'field_5b2906b12feea'), (8427, 638, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8428, 638, '_work_thework_description', 'field_5b241b1abdd51'), (8429, 638, 'work_thework_type', 'image'), (8430, 638, '_work_thework_type', 'field_5b6096188b1fd'), (8431, 638, 'work_thework_image', '365'), (8432, 638, '_work_thework_image', 'field_5b241b76bdd52'), (8433, 638, 'work_impact_1_type', 'text'), (8434, 638, '_work_impact_1_type', 'field_5b241c64ed75b'), (8435, 638, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8436, 638, '_work_impact_1_text', 'field_5b241d21ed75c'), (8437, 638, 'work_impact_award_option', '1'), (8438, 638, '_work_impact_award_option', 'field_5b8ec47072930'), (8439, 638, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (8440, 638, '_work_impact_award_title', 'field_5b8ec3b06d419'), (8441, 638, 'work_impact_award_description', 'PACKAGING, 2017'), (8442, 638, '_work_impact_award_description', 'field_5b8ec4116d41a'), (8443, 638, 'work_impact_2_type', 'image'), (8444, 638, '_work_impact_2_type', 'field_5b2420871e096'), (8445, 638, 'work_impact_2_image', '629'), (8446, 638, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8447, 638, 'work_impact_3_type', 'none'), (8448, 638, '_work_impact_3_type', 'field_5b2423b7155ca'), (8449, 638, 'work_impact_4_type', 'none'), (8450, 638, '_work_impact_4_type', 'field_5b2426034a947'), (8451, 60, 'work_impact_award_option', '1'), (8452, 60, '_work_impact_award_option', 'field_5b8ec47072930'), (8453, 60, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (8454, 60, '_work_impact_award_title', 'field_5b8ec3b06d419'), (8455, 60, 'work_impact_award_description', 'PACKAGING, 2017'), (8456, 60, '_work_impact_award_description', 'field_5b8ec4116d41a'), (8457, 639, 'work_home_featured_color', 'black'), (8458, 639, '_work_home_featured_color', 'field_5b2bf153536f9'), (8459, 639, 'work_home_featured_image', ''), (8460, 639, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8461, 639, 'work_navigation_color', 'black'), (8462, 639, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8463, 639, 'work_featured_image', '363'), (8464, 639, '_work_featured_image', 'field_5b27eac37a115'), (8465, 639, 'work_colors_text', '#ffffff'), (8466, 639, '_work_colors_text', 'field_5b241810bdd49'), (8467, 639, 'work_colors_accent', '#af020c'), (8468, 639, '_work_colors_accent', 'field_5b241884bdd4a'), (8469, 639, 'work_colors_bg', '#cc081e'), (8470, 639, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8471, 639, 'work_hero_tag', 'Chex'), (8472, 639, '_work_hero_tag', 'field_5b2418cebdd4c'), (8473, 639, 'work_hero_textcolor', '#ffffff'), (8474, 639, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8475, 639, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8476, 639, '_work_call_description', 'field_5b241a9cbdd4f'), (8477, 639, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8478, 639, '_work_call_wedid', 'field_5b241ac4bdd50'), (8479, 639, 'work_call_image', '626'), (8480, 639, '_work_call_image', 'field_5b2906b12feea'), (8481, 639, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8482, 639, '_work_thework_description', 'field_5b241b1abdd51'), (8483, 639, 'work_thework_type', 'image'), (8484, 639, '_work_thework_type', 'field_5b6096188b1fd'), (8485, 639, 'work_thework_image', '365'), (8486, 639, '_work_thework_image', 'field_5b241b76bdd52'), (8487, 639, 'work_impact_1_type', 'text'), (8488, 639, '_work_impact_1_type', 'field_5b241c64ed75b'), (8489, 639, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8490, 639, '_work_impact_1_text', 'field_5b241d21ed75c'), (8491, 639, 'work_impact_award_option', '0'), (8492, 639, '_work_impact_award_option', 'field_5b8ec47072930'), (8493, 639, 'work_impact_2_type', 'image'), (8494, 639, '_work_impact_2_type', 'field_5b2420871e096'), (8495, 639, 'work_impact_2_image', '629'), (8496, 639, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8497, 639, 'work_impact_3_type', 'none'), (8498, 639, '_work_impact_3_type', 'field_5b2423b7155ca'), (8499, 639, 'work_impact_4_type', 'none'), (8500, 639, '_work_impact_4_type', 'field_5b2426034a947'), (8501, 640, 'work_home_featured_color', 'black'), (8502, 640, '_work_home_featured_color', 'field_5b2bf153536f9'), (8503, 640, 'work_home_featured_image', ''), (8504, 640, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8505, 640, 'work_navigation_color', 'black'), (8506, 640, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8507, 640, 'work_featured_image', '363'), (8508, 640, '_work_featured_image', 'field_5b27eac37a115'), (8509, 640, 'work_colors_text', '#ffffff'), (8510, 640, '_work_colors_text', 'field_5b241810bdd49'), (8511, 640, 'work_colors_accent', '#af020c'), (8512, 640, '_work_colors_accent', 'field_5b241884bdd4a'), (8513, 640, 'work_colors_bg', '#cc081e'), (8514, 640, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8515, 640, 'work_hero_tag', 'Chex'), (8516, 640, '_work_hero_tag', 'field_5b2418cebdd4c'), (8517, 640, 'work_hero_textcolor', '#ffffff'), (8518, 640, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8519, 640, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8520, 640, '_work_call_description', 'field_5b241a9cbdd4f'), (8521, 640, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8522, 640, '_work_call_wedid', 'field_5b241ac4bdd50'), (8523, 640, 'work_call_image', '626'), (8524, 640, '_work_call_image', 'field_5b2906b12feea'), (8525, 640, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8526, 640, '_work_thework_description', 'field_5b241b1abdd51'), (8527, 640, 'work_thework_type', 'image'), (8528, 640, '_work_thework_type', 'field_5b6096188b1fd'), (8529, 640, 'work_thework_image', '365'), (8530, 640, '_work_thework_image', 'field_5b241b76bdd52'), (8531, 640, 'work_impact_1_type', 'text'), (8532, 640, '_work_impact_1_type', 'field_5b241c64ed75b'), (8533, 640, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8534, 640, '_work_impact_1_text', 'field_5b241d21ed75c'), (8535, 640, 'work_impact_award_option', '1'), (8536, 640, '_work_impact_award_option', 'field_5b8ec47072930'), (8537, 640, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (8538, 640, '_work_impact_award_title', 'field_5b8ec3b06d419'), (8539, 640, 'work_impact_award_description', 'PACKAGING, 2017'), (8540, 640, '_work_impact_award_description', 'field_5b8ec4116d41a'), (8541, 640, 'work_impact_2_type', 'image'), (8542, 640, '_work_impact_2_type', 'field_5b2420871e096'), (8543, 640, 'work_impact_2_image', '629'), (8544, 640, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8545, 640, 'work_impact_3_type', 'none'), (8546, 640, '_work_impact_3_type', 'field_5b2423b7155ca'), (8547, 640, 'work_impact_4_type', 'none'), (8548, 640, '_work_impact_4_type', 'field_5b2426034a947'), (8549, 641, 'work_home_featured_color', 'black'), (8550, 641, '_work_home_featured_color', 'field_5b2bf153536f9'), (8551, 641, 'work_home_featured_image', ''), (8552, 641, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8553, 641, 'work_navigation_color', 'black'), (8554, 641, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8555, 641, 'work_featured_image', '363'), (8556, 641, '_work_featured_image', 'field_5b27eac37a115'), (8557, 641, 'work_colors_text', '#ffffff'), (8558, 641, '_work_colors_text', 'field_5b241810bdd49'), (8559, 641, 'work_colors_accent', '#af020c'), (8560, 641, '_work_colors_accent', 'field_5b241884bdd4a'), (8561, 641, 'work_colors_bg', '#cc081e'), (8562, 641, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8563, 641, 'work_hero_tag', 'Chex'), (8564, 641, '_work_hero_tag', 'field_5b2418cebdd4c'), (8565, 641, 'work_hero_textcolor', '#ffffff'), (8566, 641, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8567, 641, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8568, 641, '_work_call_description', 'field_5b241a9cbdd4f'), (8569, 641, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8570, 641, '_work_call_wedid', 'field_5b241ac4bdd50'), (8571, 641, 'work_call_image', '626'), (8572, 641, '_work_call_image', 'field_5b2906b12feea'), (8573, 641, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8574, 641, '_work_thework_description', 'field_5b241b1abdd51'), (8575, 641, 'work_thework_type', 'image'), (8576, 641, '_work_thework_type', 'field_5b6096188b1fd'), (8577, 641, 'work_thework_image', '365'), (8578, 641, '_work_thework_image', 'field_5b241b76bdd52'), (8579, 641, 'work_impact_1_type', 'text'), (8580, 641, '_work_impact_1_type', 'field_5b241c64ed75b'), (8581, 641, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8582, 641, '_work_impact_1_text', 'field_5b241d21ed75c'), (8583, 641, 'work_impact_award_option', '1'), (8584, 641, '_work_impact_award_option', 'field_5b8ec47072930'), (8585, 641, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (8586, 641, '_work_impact_award_title', 'field_5b8ec3b06d419'), (8587, 641, 'work_impact_award_description', 'PACKAGING, 2017'), (8588, 641, '_work_impact_award_description', 'field_5b8ec4116d41a'), (8589, 641, 'work_impact_2_type', 'carousel'), (8590, 641, '_work_impact_2_type', 'field_5b2420871e096'), (8591, 641, 'work_impact_2_carousel_0_work_impact_carousel_image', '629'), (8592, 641, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (8593, 641, 'work_impact_2_carousel_1_work_impact_carousel_image', '629'), (8594, 641, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (8595, 641, 'work_impact_2_carousel', '2'), (8596, 641, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (8597, 641, 'work_impact_3_type', 'none'), (8598, 641, '_work_impact_3_type', 'field_5b2423b7155ca'), (8599, 641, 'work_impact_4_type', 'none'), (8600, 641, '_work_impact_4_type', 'field_5b2426034a947'), (8601, 60, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (8602, 60, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (8603, 60, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (8604, 60, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (8605, 60, 'work_impact_2_carousel', '2'), (8606, 60, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (8607, 642, 'work_home_featured_color', 'black'), (8608, 642, '_work_home_featured_color', 'field_5b2bf153536f9'), (8609, 642, 'work_home_featured_image', ''), (8610, 642, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8611, 642, 'work_navigation_color', 'black'), (8612, 642, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8613, 642, 'work_featured_image', '363'), (8614, 642, '_work_featured_image', 'field_5b27eac37a115'), (8615, 642, 'work_colors_text', '#ffffff'), (8616, 642, '_work_colors_text', 'field_5b241810bdd49'), (8617, 642, 'work_colors_accent', '#af020c'), (8618, 642, '_work_colors_accent', 'field_5b241884bdd4a'), (8619, 642, 'work_colors_bg', '#cc081e'), (8620, 642, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8621, 642, 'work_hero_tag', 'Chex'), (8622, 642, '_work_hero_tag', 'field_5b2418cebdd4c'), (8623, 642, 'work_hero_textcolor', '#ffffff'), (8624, 642, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8625, 642, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8626, 642, '_work_call_description', 'field_5b241a9cbdd4f'), (8627, 642, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8628, 642, '_work_call_wedid', 'field_5b241ac4bdd50'), (8629, 642, 'work_call_image', '626'), (8630, 642, '_work_call_image', 'field_5b2906b12feea'), (8631, 642, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8632, 642, '_work_thework_description', 'field_5b241b1abdd51'), (8633, 642, 'work_thework_type', 'image'), (8634, 642, '_work_thework_type', 'field_5b6096188b1fd'), (8635, 642, 'work_thework_image', '365'), (8636, 642, '_work_thework_image', 'field_5b241b76bdd52'), (8637, 642, 'work_impact_1_type', 'text'), (8638, 642, '_work_impact_1_type', 'field_5b241c64ed75b'), (8639, 642, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8640, 642, '_work_impact_1_text', 'field_5b241d21ed75c'), (8641, 642, 'work_impact_award_option', '1'), (8642, 642, '_work_impact_award_option', 'field_5b8ec47072930'), (8643, 642, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (8644, 642, '_work_impact_award_title', 'field_5b8ec3b06d419'), (8645, 642, 'work_impact_award_description', 'PACKAGING, 2017'), (8646, 642, '_work_impact_award_description', 'field_5b8ec4116d41a'), (8647, 642, 'work_impact_2_type', 'carousel'), (8648, 642, '_work_impact_2_type', 'field_5b2420871e096'), (8649, 642, 'work_impact_2_carousel_0_work_impact_carousel_image', '564'), (8650, 642, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (8651, 642, 'work_impact_2_carousel_1_work_impact_carousel_image', '564'), (8652, 642, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (8653, 642, 'work_impact_2_carousel', '2'), (8654, 642, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (8655, 642, 'work_impact_3_type', 'image'), (8656, 642, '_work_impact_3_type', 'field_5b2423b7155ca'), (8657, 642, 'work_impact_3_image', '515'), (8658, 642, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (8659, 642, 'work_impact_4_type', 'none'), (8660, 642, '_work_impact_4_type', 'field_5b2426034a947'), (8661, 60, 'work_impact_3_image', '515'), (8662, 60, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (8663, 643, 'work_home_featured_color', 'black'), (8664, 643, '_work_home_featured_color', 'field_5b2bf153536f9'), (8665, 643, 'work_home_featured_image', ''), (8666, 643, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8667, 643, 'work_navigation_color', 'black'), (8668, 643, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8669, 643, 'work_featured_image', '363'), (8670, 643, '_work_featured_image', 'field_5b27eac37a115'), (8671, 643, 'work_colors_text', '#ffffff'), (8672, 643, '_work_colors_text', 'field_5b241810bdd49'), (8673, 643, 'work_colors_accent', '#af020c'), (8674, 643, '_work_colors_accent', 'field_5b241884bdd4a'), (8675, 643, 'work_colors_bg', '#cc081e'), (8676, 643, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8677, 643, 'work_hero_tag', 'Chex'), (8678, 643, '_work_hero_tag', 'field_5b2418cebdd4c'), (8679, 643, 'work_hero_textcolor', '#ffffff'), (8680, 643, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8681, 643, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (8682, 643, '_work_call_description', 'field_5b241a9cbdd4f'), (8683, 643, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (8684, 643, '_work_call_wedid', 'field_5b241ac4bdd50'), (8685, 643, 'work_call_image', '626'), (8686, 643, '_work_call_image', 'field_5b2906b12feea'), (8687, 643, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (8688, 643, '_work_thework_description', 'field_5b241b1abdd51'), (8689, 643, 'work_thework_type', 'image'), (8690, 643, '_work_thework_type', 'field_5b6096188b1fd'), (8691, 643, 'work_thework_image', '365'), (8692, 643, '_work_thework_image', 'field_5b241b76bdd52'), (8693, 643, 'work_impact_1_type', 'text'), (8694, 643, '_work_impact_1_type', 'field_5b241c64ed75b'), (8695, 643, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (8696, 643, '_work_impact_1_text', 'field_5b241d21ed75c'), (8697, 643, 'work_impact_award_option', '1'), (8698, 643, '_work_impact_award_option', 'field_5b8ec47072930'), (8699, 643, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (8700, 643, '_work_impact_award_title', 'field_5b8ec3b06d419'), (8701, 643, 'work_impact_award_description', 'PACKAGING, 2017'), (8702, 643, '_work_impact_award_description', 'field_5b8ec4116d41a'), (8703, 643, 'work_impact_2_type', 'carousel'), (8704, 643, '_work_impact_2_type', 'field_5b2420871e096'), (8705, 643, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (8706, 643, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (8707, 643, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (8708, 643, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (8709, 643, 'work_impact_2_carousel', '2'), (8710, 643, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (8711, 643, 'work_impact_3_type', 'image'), (8712, 643, '_work_impact_3_type', 'field_5b2423b7155ca'), (8713, 643, 'work_impact_3_image', '515'), (8714, 643, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (8715, 643, 'work_impact_4_type', 'none'), (8716, 643, '_work_impact_4_type', 'field_5b2426034a947'), (8717, 644, '_wp_attached_file', '2018/03/frombaking.jpg'), (8718, 644, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:22:\"2018/03/frombaking.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"frombaking-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"frombaking-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:24:\"frombaking-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:22:\"frombaking-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (8719, 645, 'work_home_featured_color', 'black'), (8720, 645, '_work_home_featured_color', 'field_5b2bf153536f9'), (8721, 645, 'work_home_featured_image', ''), (8722, 645, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8723, 645, 'work_navigation_color', 'black'), (8724, 645, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8725, 645, 'work_featured_image', '319'), (8726, 645, '_work_featured_image', 'field_5b27eac37a115'), (8727, 645, 'work_colors_text', '#163868'), (8728, 645, '_work_colors_text', 'field_5b241810bdd49'), (8729, 645, 'work_colors_accent', '#69b9c6'), (8730, 645, '_work_colors_accent', 'field_5b241884bdd4a'), (8731, 645, 'work_colors_bg', '#c9e9ee'), (8732, 645, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8733, 645, 'work_hero_tag', 'Pillsbury'), (8734, 645, '_work_hero_tag', 'field_5b2418cebdd4c'), (8735, 645, 'work_hero_textcolor', '#ffffff'), (8736, 645, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8737, 645, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (8738, 645, '_work_call_description', 'field_5b241a9cbdd4f'), (8739, 645, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (8740, 645, '_work_call_wedid', 'field_5b241ac4bdd50'), (8741, 645, 'work_call_image', '321'), (8742, 645, '_work_call_image', 'field_5b2906b12feea'), (8743, 645, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (8744, 645, '_work_thework_description', 'field_5b241b1abdd51'), (8745, 645, 'work_thework_type', 'video'), (8746, 645, '_work_thework_type', 'field_5b6096188b1fd'), (8747, 645, 'work_thework_video', ''), (8748, 645, '_work_thework_video', 'field_5b6095da8b1fc'), (8749, 645, 'work_impact_1_type', 'text'), (8750, 645, '_work_impact_1_type', 'field_5b241c64ed75b'), (8751, 645, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (8752, 645, '_work_impact_1_text', 'field_5b241d21ed75c'), (8753, 645, 'work_impact_award_option', '0'), (8754, 645, '_work_impact_award_option', 'field_5b8ec47072930'), (8755, 645, 'work_impact_2_type', 'image'), (8756, 645, '_work_impact_2_type', 'field_5b2420871e096'), (8757, 645, 'work_impact_2_image', '493'), (8758, 645, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8759, 645, 'work_impact_3_type', 'quote'), (8760, 645, '_work_impact_3_type', 'field_5b2423b7155ca'), (8761, 645, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (8762, 645, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (8763, 645, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (8764, 645, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (8765, 645, 'work_impact_4_type', 'image'), (8766, 645, '_work_impact_4_type', 'field_5b2426034a947'), (8767, 645, 'work_impact_4_image', '644'), (8768, 645, '_work_impact_4_image', 'field_5b29140b4fbd8'), (8769, 41, 'work_thework_type', 'images'), (8770, 41, '_work_thework_type', 'field_5b6096188b1fd'), (8771, 41, 'work_thework_video', ''), (8772, 41, '_work_thework_video', 'field_5b6095da8b1fc'), (8773, 41, 'work_impact_award_option', '0'), (8774, 41, '_work_impact_award_option', 'field_5b8ec47072930'), (8775, 646, 'work_home_featured_color', 'white'), (8776, 646, '_work_home_featured_color', 'field_5b2bf153536f9'), (8777, 646, 'work_home_featured_image', '550'), (8778, 646, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8779, 646, 'work_navigation_color', 'white'), (8780, 646, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8781, 646, 'work_featured_image', '550'), (8782, 646, '_work_featured_image', 'field_5b27eac37a115'), (8783, 646, 'work_colors_text', '#ffffff'), (8784, 646, '_work_colors_text', 'field_5b241810bdd49'), (8785, 646, 'work_colors_accent', '#2c4d84'), (8786, 646, '_work_colors_accent', 'field_5b241884bdd4a'), (8787, 646, 'work_colors_bg', '#171f30'), (8788, 646, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8789, 646, 'work_hero_tag', 'Terra'), (8790, 646, '_work_hero_tag', 'field_5b2418cebdd4c'), (8791, 646, 'work_hero_textcolor', '#ffffff'), (8792, 646, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8793, 646, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (8794, 646, '_work_call_description', 'field_5b241a9cbdd4f'), (8795, 646, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (8796, 646, '_work_call_wedid', 'field_5b241ac4bdd50'), (8797, 646, 'work_call_image', '296'), (8798, 646, '_work_call_image', 'field_5b2906b12feea'), (8799, 646, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (8800, 646, '_work_thework_description', 'field_5b241b1abdd51'), (8801, 646, 'work_thework_type', 'video'), (8802, 646, '_work_thework_type', 'field_5b6096188b1fd'), (8803, 646, 'work_thework_video', ''), (8804, 646, '_work_thework_video', 'field_5b6095da8b1fc'), (8805, 646, 'work_impact_1_type', 'quote'), (8806, 646, '_work_impact_1_type', 'field_5b241c64ed75b'), (8807, 646, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (8808, 646, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (8809, 646, 'work_impact_1_quote_author', 'Senior Management at Hain Celestial'), (8810, 646, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (8811, 646, 'work_impact_2_type', 'image'), (8812, 646, '_work_impact_2_type', 'field_5b2420871e096'), (8813, 646, 'work_impact_2_image', '291'), (8814, 646, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8815, 646, 'work_impact_3_type', 'quote_image'), (8816, 646, '_work_impact_3_type', 'field_5b2423b7155ca'), (8817, 646, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (8818, 646, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (8819, 646, 'work_impact_3_quote-image_author', 'PRS'), (8820, 646, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (8821, 646, 'work_impact_3_quote-image_image', '293'), (8822, 646, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (8823, 646, 'work_impact_4_type', 'none'), (8824, 646, '_work_impact_4_type', 'field_5b2426034a947'), (8825, 31, 'work_thework_type', 'images'), (8826, 31, '_work_thework_type', 'field_5b6096188b1fd'), (8827, 31, 'work_thework_video', ''), (8828, 31, '_work_thework_video', 'field_5b6095da8b1fc'), (8829, 647, 'work_home_featured_color', 'black'), (8830, 647, '_work_home_featured_color', 'field_5b2bf153536f9'), (8831, 647, 'work_home_featured_image', ''), (8832, 647, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8833, 647, 'work_navigation_color', 'black'), (8834, 647, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8835, 647, 'work_featured_image', '319'), (8836, 647, '_work_featured_image', 'field_5b27eac37a115'), (8837, 647, 'work_colors_text', '#163868'), (8838, 647, '_work_colors_text', 'field_5b241810bdd49'), (8839, 647, 'work_colors_accent', '#69b9c6'), (8840, 647, '_work_colors_accent', 'field_5b241884bdd4a'), (8841, 647, 'work_colors_bg', '#c9e9ee'), (8842, 647, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8843, 647, 'work_hero_tag', 'Pillsbury'), (8844, 647, '_work_hero_tag', 'field_5b2418cebdd4c'), (8845, 647, 'work_hero_textcolor', '#ffffff'), (8846, 647, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8847, 647, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (8848, 647, '_work_call_description', 'field_5b241a9cbdd4f'), (8849, 647, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (8850, 647, '_work_call_wedid', 'field_5b241ac4bdd50'), (8851, 647, 'work_call_image', '321'), (8852, 647, '_work_call_image', 'field_5b2906b12feea'), (8853, 647, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (8854, 647, '_work_thework_description', 'field_5b241b1abdd51'), (8855, 647, 'work_thework_type', 'image'), (8856, 647, '_work_thework_type', 'field_5b6096188b1fd'), (8857, 647, 'work_thework_image', '566'), (8858, 647, '_work_thework_image', 'field_5b241b76bdd52'), (8859, 647, 'work_impact_1_type', 'text'), (8860, 647, '_work_impact_1_type', 'field_5b241c64ed75b'), (8861, 647, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (8862, 647, '_work_impact_1_text', 'field_5b241d21ed75c'), (8863, 647, 'work_impact_award_option', '0'), (8864, 647, '_work_impact_award_option', 'field_5b8ec47072930'), (8865, 647, 'work_impact_2_type', 'image'), (8866, 647, '_work_impact_2_type', 'field_5b2420871e096'), (8867, 647, 'work_impact_2_image', '493'), (8868, 647, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8869, 647, 'work_impact_3_type', 'quote'), (8870, 647, '_work_impact_3_type', 'field_5b2423b7155ca'), (8871, 647, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (8872, 647, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (8873, 647, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (8874, 647, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (8875, 647, 'work_impact_4_type', 'image'), (8876, 647, '_work_impact_4_type', 'field_5b2426034a947'), (8877, 647, 'work_impact_4_image', '644'), (8878, 647, '_work_impact_4_image', 'field_5b29140b4fbd8'), (8879, 648, '_wp_attached_file', '2018/03/book_baking.jpg'), (8880, 648, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:791;s:4:\"file\";s:23:\"2018/03/book_baking.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"book_baking-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:23:\"book_baking-768x316.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:316;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:24:\"book_baking-1900x791.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:791;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:23:\"book_baking-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (8881, 649, 'work_home_featured_color', 'black'), (8882, 649, '_work_home_featured_color', 'field_5b2bf153536f9'), (8883, 649, 'work_home_featured_image', ''), (8884, 649, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8885, 649, 'work_navigation_color', 'black'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (8886, 649, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8887, 649, 'work_featured_image', '319'), (8888, 649, '_work_featured_image', 'field_5b27eac37a115'), (8889, 649, 'work_colors_text', '#163868'), (8890, 649, '_work_colors_text', 'field_5b241810bdd49'), (8891, 649, 'work_colors_accent', '#69b9c6'), (8892, 649, '_work_colors_accent', 'field_5b241884bdd4a'), (8893, 649, 'work_colors_bg', '#c9e9ee'), (8894, 649, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8895, 649, 'work_hero_tag', 'Pillsbury'), (8896, 649, '_work_hero_tag', 'field_5b2418cebdd4c'), (8897, 649, 'work_hero_textcolor', '#ffffff'), (8898, 649, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8899, 649, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (8900, 649, '_work_call_description', 'field_5b241a9cbdd4f'), (8901, 649, 'work_call_wedid', 'Research & Insights\r\n\r\nPurpose & Meaning\r\n\r\nBrand Voice\r\n\r\nDesign Strategy\r\n\r\nBrand Architecture\r\n\r\nPackaging Design'), (8902, 649, '_work_call_wedid', 'field_5b241ac4bdd50'), (8903, 649, 'work_call_image', '321'), (8904, 649, '_work_call_image', 'field_5b2906b12feea'), (8905, 649, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (8906, 649, '_work_thework_description', 'field_5b241b1abdd51'), (8907, 649, 'work_thework_type', 'image'), (8908, 649, '_work_thework_type', 'field_5b6096188b1fd'), (8909, 649, 'work_thework_image', '648'), (8910, 649, '_work_thework_image', 'field_5b241b76bdd52'), (8911, 649, 'work_impact_1_type', 'text'), (8912, 649, '_work_impact_1_type', 'field_5b241c64ed75b'), (8913, 649, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (8914, 649, '_work_impact_1_text', 'field_5b241d21ed75c'), (8915, 649, 'work_impact_award_option', '0'), (8916, 649, '_work_impact_award_option', 'field_5b8ec47072930'), (8917, 649, 'work_impact_2_type', 'image'), (8918, 649, '_work_impact_2_type', 'field_5b2420871e096'), (8919, 649, 'work_impact_2_image', '493'), (8920, 649, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8921, 649, 'work_impact_3_type', 'quote'), (8922, 649, '_work_impact_3_type', 'field_5b2423b7155ca'), (8923, 649, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (8924, 649, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (8925, 649, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (8926, 649, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (8927, 649, 'work_impact_4_type', 'image'), (8928, 649, '_work_impact_4_type', 'field_5b2426034a947'), (8929, 649, 'work_impact_4_image', '644'), (8930, 649, '_work_impact_4_image', 'field_5b29140b4fbd8'), (8931, 650, '_wp_attached_file', '2018/01/terra.jpg'), (8932, 650, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:17:\"2018/01/terra.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"terra-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:17:\"terra-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:18:\"terra-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:17:\"terra-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (8933, 651, 'work_home_featured_color', 'white'), (8934, 651, '_work_home_featured_color', 'field_5b2bf153536f9'), (8935, 651, 'work_home_featured_image', '550'), (8936, 651, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8937, 651, 'work_navigation_color', 'white'), (8938, 651, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8939, 651, 'work_featured_image', '550'), (8940, 651, '_work_featured_image', 'field_5b27eac37a115'), (8941, 651, 'work_colors_text', '#ffffff'), (8942, 651, '_work_colors_text', 'field_5b241810bdd49'), (8943, 651, 'work_colors_accent', '#2c4d84'), (8944, 651, '_work_colors_accent', 'field_5b241884bdd4a'), (8945, 651, 'work_colors_bg', '#171f30'), (8946, 651, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8947, 651, 'work_hero_tag', 'Terra'), (8948, 651, '_work_hero_tag', 'field_5b2418cebdd4c'), (8949, 651, 'work_hero_textcolor', '#ffffff'), (8950, 651, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (8951, 651, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (8952, 651, '_work_call_description', 'field_5b241a9cbdd4f'), (8953, 651, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (8954, 651, '_work_call_wedid', 'field_5b241ac4bdd50'), (8955, 651, 'work_call_image', '296'), (8956, 651, '_work_call_image', 'field_5b2906b12feea'), (8957, 651, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (8958, 651, '_work_thework_description', 'field_5b241b1abdd51'), (8959, 651, 'work_thework_type', 'image'), (8960, 651, '_work_thework_type', 'field_5b6096188b1fd'), (8961, 651, 'work_thework_image', '650'), (8962, 651, '_work_thework_image', 'field_5b241b76bdd52'), (8963, 651, 'work_impact_1_type', 'quote'), (8964, 651, '_work_impact_1_type', 'field_5b241c64ed75b'), (8965, 651, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (8966, 651, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (8967, 651, 'work_impact_1_quote_author', 'Senior Management at Hain Celestial'), (8968, 651, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (8969, 651, 'work_impact_2_type', 'image'), (8970, 651, '_work_impact_2_type', 'field_5b2420871e096'), (8971, 651, 'work_impact_2_image', '291'), (8972, 651, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (8973, 651, 'work_impact_3_type', 'quote_image'), (8974, 651, '_work_impact_3_type', 'field_5b2423b7155ca'), (8975, 651, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (8976, 651, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (8977, 651, 'work_impact_3_quote-image_author', 'PRS'), (8978, 651, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (8979, 651, 'work_impact_3_quote-image_image', '293'), (8980, 651, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (8981, 651, 'work_impact_4_type', 'none'), (8982, 651, '_work_impact_4_type', 'field_5b2426034a947'), (8985, 654, 'work_home_featured_color', 'black'), (8986, 654, '_work_home_featured_color', 'field_5b2bf153536f9'), (8987, 654, 'work_home_featured_image', '388'), (8988, 654, '_work_home_featured_image', 'field_5b2bddcd3c783'), (8989, 654, 'work_navigation_color', 'white'), (8990, 654, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (8991, 654, 'work_featured_image', '345'), (8992, 654, '_work_featured_image', 'field_5b27eac37a115'), (8993, 654, 'work_colors_text', '#ffffff'), (8994, 654, '_work_colors_text', 'field_5b241810bdd49'), (8995, 654, 'work_colors_accent', '#007bc1'), (8996, 654, '_work_colors_accent', 'field_5b241884bdd4a'), (8997, 654, 'work_colors_bg', '#0094d0'), (8998, 654, '_work_colors_bg', 'field_5b2418a3bdd4b'), (8999, 654, 'work_hero_tag', 'Land o Lakes'), (9000, 654, '_work_hero_tag', 'field_5b2418cebdd4c'), (9001, 654, 'work_hero_textcolor', '#ffffff'), (9002, 654, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9003, 654, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (9004, 654, '_work_call_description', 'field_5b241a9cbdd4f'), (9005, 654, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (9006, 654, '_work_call_wedid', 'field_5b241ac4bdd50'), (9007, 654, 'work_call_image', '346'), (9008, 654, '_work_call_image', 'field_5b2906b12feea'), (9009, 654, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (9010, 654, '_work_thework_description', 'field_5b241b1abdd51'), (9011, 654, 'work_thework_type', 'video'), (9012, 654, '_work_thework_type', 'field_5b6096188b1fd'), (9013, 654, 'work_thework_video', ''), (9014, 654, '_work_thework_video', 'field_5b6095da8b1fc'), (9015, 654, 'work_impact_1_type', 'text'), (9016, 654, '_work_impact_1_type', 'field_5b241c64ed75b'), (9017, 654, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (9018, 654, '_work_impact_1_text', 'field_5b241d21ed75c'), (9019, 654, 'work_impact_award_option', '0'), (9020, 654, '_work_impact_award_option', 'field_5b8ec47072930'), (9021, 654, 'work_impact_2_type', 'image'), (9022, 654, '_work_impact_2_type', 'field_5b2420871e096'), (9023, 654, 'work_impact_2_image', '348'), (9024, 654, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (9025, 654, 'work_impact_3_type', 'image'), (9026, 654, '_work_impact_3_type', 'field_5b2423b7155ca'), (9027, 654, 'work_impact_3_image', '653'), (9028, 654, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (9029, 654, 'work_impact_4_type', 'none'), (9030, 654, '_work_impact_4_type', 'field_5b2426034a947'), (9031, 47, 'work_thework_type', 'images'), (9032, 47, '_work_thework_type', 'field_5b6096188b1fd'), (9033, 47, 'work_thework_video', ''), (9034, 47, '_work_thework_video', 'field_5b6095da8b1fc'), (9035, 47, 'work_impact_award_option', '0'), (9036, 47, '_work_impact_award_option', 'field_5b8ec47072930'), (9037, 136, 'field_5b8fdef0d30eb', 'a:11:{s:3:\"key\";s:19:\"field_5b8fdef0d30eb\";s:5:\"label\";s:9:\"Signature\";s:4:\"name\";s:14:\"team_signature\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:4:\"null\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:0:\"\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:2;}'), (9041, 656, 'team_position', 'Client Director'), (9042, 656, '_team_position', 'field_5b2181360506b'), (9043, 656, 'team_lastname', '655'), (9044, 656, '_team_lastname', 'field_5b8fdef0d30eb'), (9046, 657, 'team_position', 'Client Director '), (9047, 657, '_team_position', 'field_5b2181360506b'), (9048, 657, 'team_lastname', '655'), (9049, 657, '_team_lastname', 'field_5b2181820506c'), (9050, 657, 'team_signature', '655'), (9051, 657, '_team_signature', 'field_5b8fdef0d30eb'), (9052, 529, 'team_signature', '3626'), (9053, 529, '_team_signature', 'field_5b8fdef0d30eb'), (9054, 136, 'rule', 'a:5:{s:5:\"param\";s:9:\"post_type\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"team\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (9061, 659, 'team_position', 'Client Director '), (9062, 659, '_team_position', 'field_5b2181360506b'), (9063, 659, 'team_lastname', 'Longstreth'), (9064, 659, '_team_lastname', 'field_5b2181820506c'), (9065, 659, 'team_signature', '655'), (9066, 659, '_team_signature', 'field_5b8fdef0d30eb'), (9067, 660, 'work_home_featured_color', 'black'), (9068, 660, '_work_home_featured_color', 'field_5b2bf153536f9'), (9069, 660, 'work_home_featured_image', '388'), (9070, 660, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9071, 660, 'work_navigation_color', 'white'), (9072, 660, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9073, 660, 'work_featured_image', '345'), (9074, 660, '_work_featured_image', 'field_5b27eac37a115'), (9075, 660, 'work_colors_text', '#ffffff'), (9076, 660, '_work_colors_text', 'field_5b241810bdd49'), (9077, 660, 'work_colors_accent', '#007bc1'), (9078, 660, '_work_colors_accent', 'field_5b241884bdd4a'), (9079, 660, 'work_colors_bg', '#0094d0'), (9080, 660, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9081, 660, 'work_hero_tag', 'Land o Lakes'), (9082, 660, '_work_hero_tag', 'field_5b2418cebdd4c'), (9083, 660, 'work_hero_textcolor', '#ffffff'), (9084, 660, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9085, 660, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (9086, 660, '_work_call_description', 'field_5b241a9cbdd4f'), (9087, 660, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (9088, 660, '_work_call_wedid', 'field_5b241ac4bdd50'), (9089, 660, 'work_call_image', '346'), (9090, 660, '_work_call_image', 'field_5b2906b12feea'), (9091, 660, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (9092, 660, '_work_thework_description', 'field_5b241b1abdd51'), (9093, 660, 'work_thework_type', 'image'), (9094, 660, '_work_thework_type', 'field_5b6096188b1fd'), (9095, 660, 'work_thework_image', '347'), (9096, 660, '_work_thework_image', 'field_5b241b76bdd52'), (9097, 660, 'work_impact_1_type', 'text'), (9098, 660, '_work_impact_1_type', 'field_5b241c64ed75b'), (9099, 660, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (9100, 660, '_work_impact_1_text', 'field_5b241d21ed75c'), (9101, 660, 'work_impact_award_option', '0'), (9102, 660, '_work_impact_award_option', 'field_5b8ec47072930'), (9103, 660, 'work_impact_2_type', 'image'), (9104, 660, '_work_impact_2_type', 'field_5b2420871e096'), (9105, 660, 'work_impact_2_image', '348'), (9106, 660, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (9107, 660, 'work_impact_3_type', 'image'), (9108, 660, '_work_impact_3_type', 'field_5b2423b7155ca'), (9109, 660, 'work_impact_3_image', '653'), (9110, 660, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (9111, 660, 'work_impact_4_type', 'none'), (9112, 660, '_work_impact_4_type', 'field_5b2426034a947'), (9113, 661, '_wp_attached_file', '2018/04/oland-1.jpg'), (9114, 661, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:19:\"2018/04/oland-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"oland-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:19:\"oland-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"oland-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:19:\"oland-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (9115, 662, 'work_home_featured_color', 'black'), (9116, 662, '_work_home_featured_color', 'field_5b2bf153536f9'), (9117, 662, 'work_home_featured_image', '388'), (9118, 662, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9119, 662, 'work_navigation_color', 'white'), (9120, 662, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9121, 662, 'work_featured_image', '345'), (9122, 662, '_work_featured_image', 'field_5b27eac37a115'), (9123, 662, 'work_colors_text', '#ffffff'), (9124, 662, '_work_colors_text', 'field_5b241810bdd49'), (9125, 662, 'work_colors_accent', '#007bc1'), (9126, 662, '_work_colors_accent', 'field_5b241884bdd4a'), (9127, 662, 'work_colors_bg', '#0094d0'), (9128, 662, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9129, 662, 'work_hero_tag', 'Land o Lakes'), (9130, 662, '_work_hero_tag', 'field_5b2418cebdd4c'), (9131, 662, 'work_hero_textcolor', '#ffffff'), (9132, 662, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9133, 662, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (9134, 662, '_work_call_description', 'field_5b241a9cbdd4f'), (9135, 662, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (9136, 662, '_work_call_wedid', 'field_5b241ac4bdd50'), (9137, 662, 'work_call_image', '346'), (9138, 662, '_work_call_image', 'field_5b2906b12feea'), (9139, 662, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (9140, 662, '_work_thework_description', 'field_5b241b1abdd51'), (9141, 662, 'work_thework_type', 'image'), (9142, 662, '_work_thework_type', 'field_5b6096188b1fd'), (9143, 662, 'work_thework_image', '347'), (9144, 662, '_work_thework_image', 'field_5b241b76bdd52'), (9145, 662, 'work_impact_1_type', 'text'), (9146, 662, '_work_impact_1_type', 'field_5b241c64ed75b'), (9147, 662, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (9148, 662, '_work_impact_1_text', 'field_5b241d21ed75c'), (9149, 662, 'work_impact_award_option', '0'), (9150, 662, '_work_impact_award_option', 'field_5b8ec47072930'), (9151, 662, 'work_impact_2_type', 'image'), (9152, 662, '_work_impact_2_type', 'field_5b2420871e096'), (9153, 662, 'work_impact_2_image', '348'), (9154, 662, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (9155, 662, 'work_impact_3_type', 'image'), (9156, 662, '_work_impact_3_type', 'field_5b2423b7155ca'), (9157, 662, 'work_impact_3_image', '661'), (9158, 662, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (9159, 662, 'work_impact_4_type', 'none'), (9160, 662, '_work_impact_4_type', 'field_5b2426034a947'), (9163, 665, 'team_position', 'Client Director '), (9164, 665, '_team_position', 'field_5b2181360506b'), (9165, 665, 'team_lastname', 'Longstreth'), (9166, 665, '_team_lastname', 'field_5b2181820506c'), (9167, 665, 'team_signature', '664'), (9168, 665, '_team_signature', 'field_5b8fdef0d30eb'), (9169, 666, 'team_position', 'VICE PRESIDENT, STRATEGY GROUP DIRECTOR'), (9170, 666, '_team_position', 'field_5b2181360506b'), (9171, 666, 'team_lastname', 'LONGSTRETH'), (9172, 666, '_team_lastname', 'field_5b2181820506c'), (9173, 666, 'team_signature', '664'), (9174, 666, '_team_signature', 'field_5b8fdef0d30eb'), (9175, 129, 'team_signature', '667'), (9176, 129, '_team_signature', 'field_5b8fdef0d30eb'), (9177, 667, '_wp_attached_file', '2018/07/kristina.png'), (9178, 667, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:20:\"2018/07/kristina.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"kristina-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (9179, 668, 'team_position', 'Client Director '), (9180, 668, '_team_position', 'field_5b2181360506b'), (9181, 668, 'team_lastname', 'Longstreth'), (9182, 668, '_team_lastname', 'field_5b2181820506c'), (9183, 668, 'team_signature', '667'), (9184, 668, '_team_signature', 'field_5b8fdef0d30eb'), (9185, 669, 'team_position', 'VICE PRESIDENT, STRATEGY GROUP DIRECTOR'), (9186, 669, '_team_position', 'field_5b2181360506b'), (9187, 669, 'team_lastname', 'LONGSTRETH'), (9188, 669, '_team_lastname', 'field_5b2181820506c'), (9189, 669, 'team_signature', '667'), (9190, 669, '_team_signature', 'field_5b8fdef0d30eb'), (9191, 670, 'team_position', ''), (9192, 670, '_team_position', 'field_5b2181360506b'), (9193, 670, 'team_lastname', ''), (9194, 670, '_team_lastname', 'field_5b2181820506c'), (9195, 670, 'team_signature', '667'), (9196, 670, '_team_signature', 'field_5b8fdef0d30eb'), (9197, 208, 'team_signature', '667'), (9198, 208, '_team_signature', 'field_5b8fdef0d30eb'), (9199, 671, 'team_position', ''), (9200, 671, '_team_position', 'field_5b2181360506b'), (9201, 671, 'team_lastname', ''), (9202, 671, '_team_lastname', 'field_5b2181820506c'), (9203, 671, 'team_signature', '667'), (9204, 671, '_team_signature', 'field_5b8fdef0d30eb'), (9205, 210, 'team_signature', '667'), (9206, 210, '_team_signature', 'field_5b8fdef0d30eb'), (9207, 672, '_wp_attached_file', '2018/06/fritz.png'), (9208, 672, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/06/fritz.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"fritz-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (9209, 673, 'team_position', ''), (9210, 673, '_team_position', 'field_5b2181360506b'), (9211, 673, 'team_lastname', ''), (9212, 673, '_team_lastname', 'field_5b2181820506c'), (9213, 673, 'team_signature', '672'), (9214, 673, '_team_signature', 'field_5b8fdef0d30eb'), (9215, 212, 'team_signature', '672'), (9216, 212, '_team_signature', 'field_5b8fdef0d30eb'), (9217, 674, 'team_position', ''), (9218, 674, '_team_position', 'field_5b2181360506b'), (9219, 674, 'team_lastname', ''), (9220, 674, '_team_lastname', 'field_5b2181820506c'), (9221, 674, 'team_signature', '672'), (9222, 674, '_team_signature', 'field_5b8fdef0d30eb'), (9223, 204, 'team_signature', '672'), (9224, 204, '_team_signature', 'field_5b8fdef0d30eb'), (9225, 675, 'team_position', ''), (9226, 675, '_team_position', 'field_5b2181360506b'), (9227, 675, 'team_lastname', ''), (9228, 675, '_team_lastname', 'field_5b2181820506c'), (9229, 675, 'team_signature', '672'), (9230, 675, '_team_signature', 'field_5b8fdef0d30eb'), (9231, 202, 'team_signature', '672'), (9232, 202, '_team_signature', 'field_5b8fdef0d30eb'), (9233, 676, 'team_position', ''), (9234, 676, '_team_position', 'field_5b2181360506b'), (9235, 676, 'team_lastname', ''), (9236, 676, '_team_lastname', 'field_5b2181820506c'), (9237, 676, 'team_signature', '672'), (9238, 676, '_team_signature', 'field_5b8fdef0d30eb'), (9239, 200, 'team_signature', '672'), (9240, 200, '_team_signature', 'field_5b8fdef0d30eb'), (9241, 677, 'team_position', ''), (9242, 677, '_team_position', 'field_5b2181360506b'), (9243, 677, 'team_lastname', ''), (9244, 677, '_team_lastname', 'field_5b2181820506c'), (9245, 677, 'team_signature', '667'), (9246, 677, '_team_signature', 'field_5b8fdef0d30eb'), (9247, 198, 'team_signature', '667'), (9248, 198, '_team_signature', 'field_5b8fdef0d30eb'), (9249, 678, 'team_position', ''), (9250, 678, '_team_position', 'field_5b2181360506b'), (9251, 678, 'team_lastname', ''), (9252, 678, '_team_lastname', 'field_5b2181820506c'), (9253, 678, 'team_signature', '672'), (9254, 678, '_team_signature', 'field_5b8fdef0d30eb'), (9255, 195, 'team_signature', '672'), (9256, 195, '_team_signature', 'field_5b8fdef0d30eb'), (9257, 679, 'team_position', ''), (9258, 679, '_team_position', 'field_5b2181360506b'), (9259, 679, 'team_lastname', ''), (9260, 679, '_team_lastname', 'field_5b2181820506c'), (9261, 679, 'team_signature', '667'), (9262, 679, '_team_signature', 'field_5b8fdef0d30eb'), (9263, 191, 'team_signature', '667'), (9264, 191, '_team_signature', 'field_5b8fdef0d30eb'), (9265, 680, 'team_position', ''), (9266, 680, '_team_position', 'field_5b2181360506b'), (9267, 680, 'team_lastname', ''), (9268, 680, '_team_lastname', 'field_5b2181820506c'), (9269, 680, 'team_signature', '672'), (9270, 680, '_team_signature', 'field_5b8fdef0d30eb'), (9271, 189, 'team_signature', '672'), (9272, 189, '_team_signature', 'field_5b8fdef0d30eb'), (9273, 681, '_wp_attached_file', '2018/07/peter.jpg'), (9274, 681, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:352;s:6:\"height\";i:335;s:4:\"file\";s:17:\"2018/07/peter.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"peter-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (9275, 682, '_wp_attached_file', '2018/07/peter.png'), (9276, 682, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/07/peter.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"peter-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (9277, 683, 'team_position', 'Client Director '), (9278, 683, '_team_position', 'field_5b2181360506b'), (9279, 683, 'team_lastname', 'Longstreth'), (9280, 683, '_team_lastname', 'field_5b2181820506c'), (9281, 683, 'team_signature', '682'), (9282, 683, '_team_signature', 'field_5b8fdef0d30eb'), (9283, 684, 'team_position', 'VICE PRESIDENT, STRATEGY GROUP DIRECTOR'), (9284, 684, '_team_position', 'field_5b2181360506b'), (9285, 684, 'team_lastname', 'LONGSTRETH'), (9286, 684, '_team_lastname', 'field_5b2181820506c'), (9287, 684, 'team_signature', '672'), (9288, 684, '_team_signature', 'field_5b8fdef0d30eb'), (9289, 132, 'team_signature', '672'), (9290, 132, '_team_signature', 'field_5b8fdef0d30eb'), (9291, 685, 'team_position', 'Client Director '), (9292, 685, '_team_position', 'field_5b2181360506b'), (9293, 685, 'team_lastname', 'Longstreth'), (9294, 685, '_team_lastname', 'field_5b2181820506c'), (9295, 685, 'team_signature', '682'), (9296, 685, '_team_signature', 'field_5b8fdef0d30eb'), (9297, 686, 'team_position', 'Client Director '), (9298, 686, '_team_position', 'field_5b2181360506b'), (9299, 686, 'team_lastname', 'Longstreth'), (9300, 686, '_team_lastname', 'field_5b2181820506c'), (9301, 686, 'team_signature', '682'), (9302, 686, '_team_signature', 'field_5b8fdef0d30eb'), (9303, 687, '_wp_attached_file', '2018/03/jason.jpg'), (9304, 687, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:17:\"2018/03/jason.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"jason-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:17:\"jason-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:19:\"jason-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:17:\"jason-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (9305, 688, 'work_home_featured_color', 'black'), (9306, 688, '_work_home_featured_color', 'field_5b2bf153536f9'), (9307, 688, 'work_home_featured_image', '389'), (9308, 688, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9309, 688, 'work_navigation_color', 'black'), (9310, 688, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9311, 688, 'work_featured_image', '352'), (9312, 688, '_work_featured_image', 'field_5b27eac37a115'), (9313, 688, 'work_colors_text', '#000000'), (9314, 688, '_work_colors_text', 'field_5b241810bdd49'), (9315, 688, 'work_colors_accent', '#4cbff3'), (9316, 688, '_work_colors_accent', 'field_5b241884bdd4a'), (9317, 688, 'work_colors_bg', '#79d7f8'), (9318, 688, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9319, 688, 'work_hero_tag', 'JÄsÖn'), (9320, 688, '_work_hero_tag', 'field_5b2418cebdd4c'), (9321, 688, 'work_hero_textcolor', '#ffffff'), (9322, 688, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9323, 688, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (9324, 688, '_work_call_description', 'field_5b241a9cbdd4f'), (9325, 688, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (9326, 688, '_work_call_wedid', 'field_5b241ac4bdd50'), (9327, 688, 'work_call_image', '687'), (9328, 688, '_work_call_image', 'field_5b2906b12feea'), (9329, 688, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (9330, 688, '_work_thework_description', 'field_5b241b1abdd51'), (9331, 688, 'work_thework_type', 'video'), (9332, 688, '_work_thework_type', 'field_5b6096188b1fd'), (9333, 688, 'work_thework_video', ''), (9334, 688, '_work_thework_video', 'field_5b6095da8b1fc'), (9335, 688, 'work_impact_1_type', 'text'), (9336, 688, '_work_impact_1_type', 'field_5b241c64ed75b'), (9337, 688, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (9338, 688, '_work_impact_1_text', 'field_5b241d21ed75c'), (9339, 688, 'work_impact_award_option', '0'), (9340, 688, '_work_impact_award_option', 'field_5b8ec47072930'), (9341, 688, 'work_impact_2_type', 'image'), (9342, 688, '_work_impact_2_type', 'field_5b2420871e096'), (9343, 688, 'work_impact_2_image', '498'), (9344, 688, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (9345, 688, 'work_impact_3_type', 'none'), (9346, 688, '_work_impact_3_type', 'field_5b2423b7155ca'), (9347, 688, 'work_impact_4_type', 'none'), (9348, 688, '_work_impact_4_type', 'field_5b2426034a947'), (9349, 43, 'work_thework_type', 'images'), (9350, 43, '_work_thework_type', 'field_5b6096188b1fd'), (9351, 43, 'work_thework_video', ''), (9352, 43, '_work_thework_video', 'field_5b6095da8b1fc'), (9353, 43, 'work_impact_award_option', '1'), (9354, 43, '_work_impact_award_option', 'field_5b8ec47072930'), (9355, 689, 'work_home_featured_color', 'black'), (9356, 689, '_work_home_featured_color', 'field_5b2bf153536f9'), (9357, 689, 'work_home_featured_image', '389'), (9358, 689, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9359, 689, 'work_navigation_color', 'black'), (9360, 689, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9361, 689, 'work_featured_image', '352'), (9362, 689, '_work_featured_image', 'field_5b27eac37a115'), (9363, 689, 'work_colors_text', '#000000'), (9364, 689, '_work_colors_text', 'field_5b241810bdd49'), (9365, 689, 'work_colors_accent', '#4cbff3'), (9366, 689, '_work_colors_accent', 'field_5b241884bdd4a'), (9367, 689, 'work_colors_bg', '#79d7f8'), (9368, 689, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9369, 689, 'work_hero_tag', 'JÄsÖn'), (9370, 689, '_work_hero_tag', 'field_5b2418cebdd4c'), (9371, 689, 'work_hero_textcolor', '#ffffff'), (9372, 689, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9373, 689, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (9374, 689, '_work_call_description', 'field_5b241a9cbdd4f'), (9375, 689, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (9376, 689, '_work_call_wedid', 'field_5b241ac4bdd50'), (9377, 689, 'work_call_image', '687'), (9378, 689, '_work_call_image', 'field_5b2906b12feea'), (9379, 689, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (9380, 689, '_work_thework_description', 'field_5b241b1abdd51'), (9381, 689, 'work_thework_type', 'image'), (9382, 689, '_work_thework_type', 'field_5b6096188b1fd'), (9383, 689, 'work_thework_image', '354'), (9384, 689, '_work_thework_image', 'field_5b241b76bdd52'), (9385, 689, 'work_impact_1_type', 'text'), (9386, 689, '_work_impact_1_type', 'field_5b241c64ed75b'), (9387, 689, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (9388, 689, '_work_impact_1_text', 'field_5b241d21ed75c'), (9389, 689, 'work_impact_award_option', '0'), (9390, 689, '_work_impact_award_option', 'field_5b8ec47072930'), (9391, 689, 'work_impact_2_type', 'image'), (9392, 689, '_work_impact_2_type', 'field_5b2420871e096'), (9393, 689, 'work_impact_2_image', '498'), (9394, 689, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (9395, 689, 'work_impact_3_type', 'none'), (9396, 689, '_work_impact_3_type', 'field_5b2423b7155ca'), (9397, 689, 'work_impact_4_type', 'none'), (9398, 689, '_work_impact_4_type', 'field_5b2426034a947'), (9399, 690, 'work_home_featured_color', 'black'), (9400, 690, '_work_home_featured_color', 'field_5b2bf153536f9'), (9401, 690, 'work_home_featured_image', '384'), (9402, 690, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9403, 690, 'work_navigation_color', 'black'), (9404, 690, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9405, 690, 'work_featured_image', '312'), (9406, 690, '_work_featured_image', 'field_5b27eac37a115'), (9407, 690, 'work_colors_text', '#000000'), (9408, 690, '_work_colors_text', 'field_5b241810bdd49'), (9409, 690, 'work_colors_accent', '#eeba06'), (9410, 690, '_work_colors_accent', 'field_5b241884bdd4a'), (9411, 690, 'work_colors_bg', '#ffdc00'), (9412, 690, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9413, 690, 'work_hero_tag', 'Cheerios'), (9414, 690, '_work_hero_tag', 'field_5b2418cebdd4c'), (9415, 690, 'work_hero_textcolor', '#000000'), (9416, 690, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9417, 690, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (9418, 690, '_work_call_description', 'field_5b241a9cbdd4f'), (9419, 690, 'work_call_wedid', 'Purpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (9420, 690, '_work_call_wedid', 'field_5b241ac4bdd50'), (9421, 690, 'work_call_image', '309'), (9422, 690, '_work_call_image', 'field_5b2906b12feea'), (9423, 690, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (9424, 690, '_work_thework_description', 'field_5b241b1abdd51'), (9425, 690, 'work_thework_type', 'video'), (9426, 690, '_work_thework_type', 'field_5b6096188b1fd'), (9427, 690, 'work_thework_video', '251890218'), (9428, 690, '_work_thework_video', 'field_5b6095da8b1fc'), (9429, 690, 'work_impact_1_type', 'text'), (9430, 690, '_work_impact_1_type', 'field_5b241c64ed75b'), (9431, 690, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (9432, 690, '_work_impact_1_text', 'field_5b241d21ed75c'), (9433, 690, 'work_impact_award_option', '0'), (9434, 690, '_work_impact_award_option', 'field_5b8ec47072930'), (9435, 690, 'work_impact_2_type', 'carousel'), (9436, 690, '_work_impact_2_type', 'field_5b2420871e096'), (9437, 690, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (9438, 690, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (9439, 690, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (9440, 690, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (9441, 690, 'work_impact_2_carousel', '2'), (9442, 690, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (9443, 690, 'work_impact_3_type', 'image'), (9444, 690, '_work_impact_3_type', 'field_5b2423b7155ca'), (9445, 690, 'work_impact_3_image', '315'), (9446, 690, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (9447, 690, 'work_impact_4_type', 'none'), (9448, 690, '_work_impact_4_type', 'field_5b2426034a947'), (9449, 45, 'work_impact_award_option', '0'), (9450, 45, '_work_impact_award_option', 'field_5b8ec47072930'), (9451, 691, 'work_home_featured_color', 'black'), (9452, 691, '_work_home_featured_color', 'field_5b2bf153536f9'), (9453, 691, 'work_home_featured_image', ''), (9454, 691, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9455, 691, 'work_navigation_color', 'white'), (9456, 691, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9457, 691, 'work_featured_image', '334'), (9458, 691, '_work_featured_image', 'field_5b27eac37a115'), (9459, 691, 'work_colors_text', '#000000'), (9460, 691, '_work_colors_text', 'field_5b241810bdd49'), (9461, 691, 'work_colors_accent', '#fc8168'), (9462, 691, '_work_colors_accent', 'field_5b241884bdd4a'), (9463, 691, 'work_colors_bg', '#fd9982'), (9464, 691, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9465, 691, 'work_hero_tag', 'Maranatha'), (9466, 691, '_work_hero_tag', 'field_5b2418cebdd4c'), (9467, 691, 'work_hero_textcolor', '#ffffff'), (9468, 691, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9469, 691, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (9470, 691, '_work_call_description', 'field_5b241a9cbdd4f'), (9471, 691, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (9472, 691, '_work_call_wedid', 'field_5b241ac4bdd50'), (9473, 691, 'work_call_image', '335'), (9474, 691, '_work_call_image', 'field_5b2906b12feea'), (9475, 691, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (9476, 691, '_work_thework_description', 'field_5b241b1abdd51'), (9477, 691, 'work_thework_type', 'video'), (9478, 691, '_work_thework_type', 'field_5b6096188b1fd'), (9479, 691, 'work_thework_video', ''), (9480, 691, '_work_thework_video', 'field_5b6095da8b1fc'), (9481, 691, 'work_impact_1_type', 'quote_image'), (9482, 691, '_work_impact_1_type', 'field_5b241c64ed75b'), (9483, 691, 'work_impact_1_quote-image_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add\r\nservices model.'), (9484, 691, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (9485, 691, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (9486, 691, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (9487, 691, 'work_impact_1_quote-image_image', '337'), (9488, 691, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (9489, 691, 'work_impact_1_quote-image_align', 'bottom'), (9490, 691, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (9491, 691, 'work_impact_2_type', 'none'), (9492, 691, '_work_impact_2_type', 'field_5b2420871e096'), (9493, 691, 'work_impact_3_type', 'none'), (9494, 691, '_work_impact_3_type', 'field_5b2423b7155ca'), (9495, 691, 'work_impact_4_type', 'none'), (9496, 691, '_work_impact_4_type', 'field_5b2426034a947'), (9497, 39, 'work_thework_type', 'images'), (9498, 39, '_work_thework_type', 'field_5b6096188b1fd'), (9499, 39, 'work_thework_video', ''), (9500, 39, '_work_thework_video', 'field_5b6095da8b1fc'), (9501, 692, 'work_home_featured_color', 'black'), (9502, 692, '_work_home_featured_color', 'field_5b2bf153536f9'), (9503, 692, 'work_home_featured_image', ''), (9504, 692, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9505, 692, 'work_navigation_color', 'black'), (9506, 692, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9507, 692, 'work_featured_image', '319'), (9508, 692, '_work_featured_image', 'field_5b27eac37a115'), (9509, 692, 'work_colors_text', '#163868'), (9510, 692, '_work_colors_text', 'field_5b241810bdd49'), (9511, 692, 'work_colors_accent', '#69b9c6'), (9512, 692, '_work_colors_accent', 'field_5b241884bdd4a'), (9513, 692, 'work_colors_bg', '#c9e9ee'), (9514, 692, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9515, 692, 'work_hero_tag', 'Pillsbury'), (9516, 692, '_work_hero_tag', 'field_5b2418cebdd4c'), (9517, 692, 'work_hero_textcolor', '#ffffff'), (9518, 692, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9519, 692, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\n\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (9520, 692, '_work_call_description', 'field_5b241a9cbdd4f'), (9521, 692, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (9522, 692, '_work_call_wedid', 'field_5b241ac4bdd50'), (9523, 692, 'work_call_image', '321'), (9524, 692, '_work_call_image', 'field_5b2906b12feea'), (9525, 692, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\n\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\n\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (9526, 692, '_work_thework_description', 'field_5b241b1abdd51'), (9527, 692, 'work_thework_type', 'image'), (9528, 692, '_work_thework_type', 'field_5b6096188b1fd'), (9529, 692, 'work_thework_image', '648'), (9530, 692, '_work_thework_image', 'field_5b241b76bdd52'), (9531, 692, 'work_impact_1_type', 'text'), (9532, 692, '_work_impact_1_type', 'field_5b241c64ed75b'), (9533, 692, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (9534, 692, '_work_impact_1_text', 'field_5b241d21ed75c'), (9535, 692, 'work_impact_award_option', '0'), (9536, 692, '_work_impact_award_option', 'field_5b8ec47072930'), (9537, 692, 'work_impact_2_type', 'image'), (9538, 692, '_work_impact_2_type', 'field_5b2420871e096'), (9539, 692, 'work_impact_2_image', '493'), (9540, 692, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (9541, 692, 'work_impact_3_type', 'quote'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (9542, 692, '_work_impact_3_type', 'field_5b2423b7155ca'), (9543, 692, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (9544, 692, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (9545, 692, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (9546, 692, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (9547, 692, 'work_impact_4_type', 'image'), (9548, 692, '_work_impact_4_type', 'field_5b2426034a947'), (9549, 692, 'work_impact_4_image', '644'), (9550, 692, '_work_impact_4_image', 'field_5b29140b4fbd8'), (9551, 693, 'work_home_featured_color', 'black'), (9552, 693, '_work_home_featured_color', 'field_5b2bf153536f9'), (9553, 693, 'work_home_featured_image', ''), (9554, 693, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9555, 693, 'work_navigation_color', 'white'), (9556, 693, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9557, 693, 'work_featured_image', '334'), (9558, 693, '_work_featured_image', 'field_5b27eac37a115'), (9559, 693, 'work_colors_text', '#000000'), (9560, 693, '_work_colors_text', 'field_5b241810bdd49'), (9561, 693, 'work_colors_accent', '#fc8168'), (9562, 693, '_work_colors_accent', 'field_5b241884bdd4a'), (9563, 693, 'work_colors_bg', '#fd9982'), (9564, 693, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9565, 693, 'work_hero_tag', 'Maranatha'), (9566, 693, '_work_hero_tag', 'field_5b2418cebdd4c'), (9567, 693, 'work_hero_textcolor', '#ffffff'), (9568, 693, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9569, 693, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (9570, 693, '_work_call_description', 'field_5b241a9cbdd4f'), (9571, 693, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (9572, 693, '_work_call_wedid', 'field_5b241ac4bdd50'), (9573, 693, 'work_call_image', '335'), (9574, 693, '_work_call_image', 'field_5b2906b12feea'), (9575, 693, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (9576, 693, '_work_thework_description', 'field_5b241b1abdd51'), (9577, 693, 'work_thework_type', 'image'), (9578, 693, '_work_thework_type', 'field_5b6096188b1fd'), (9579, 693, 'work_thework_image', '336'), (9580, 693, '_work_thework_image', 'field_5b241b76bdd52'), (9581, 693, 'work_impact_1_type', 'quote_image'), (9582, 693, '_work_impact_1_type', 'field_5b241c64ed75b'), (9583, 693, 'work_impact_1_quote-image_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add\r\nservices model.'), (9584, 693, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (9585, 693, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (9586, 693, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (9587, 693, 'work_impact_1_quote-image_image', '337'), (9588, 693, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (9589, 693, 'work_impact_1_quote-image_align', 'bottom'), (9590, 693, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (9591, 693, 'work_impact_2_type', 'none'), (9592, 693, '_work_impact_2_type', 'field_5b2420871e096'), (9593, 693, 'work_impact_3_type', 'none'), (9594, 693, '_work_impact_3_type', 'field_5b2423b7155ca'), (9595, 693, 'work_impact_4_type', 'none'), (9596, 693, '_work_impact_4_type', 'field_5b2426034a947'), (9597, 694, 'work_home_featured_color', 'black'), (9598, 694, '_work_home_featured_color', 'field_5b2bf153536f9'), (9599, 694, 'work_home_featured_image', ''), (9600, 694, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9601, 694, 'work_navigation_color', 'black'), (9602, 694, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9603, 694, 'work_featured_image', '319'), (9604, 694, '_work_featured_image', 'field_5b27eac37a115'), (9605, 694, 'work_colors_text', '#163868'), (9606, 694, '_work_colors_text', 'field_5b241810bdd49'), (9607, 694, 'work_colors_accent', '#69b9c6'), (9608, 694, '_work_colors_accent', 'field_5b241884bdd4a'), (9609, 694, 'work_colors_bg', '#c9e9ee'), (9610, 694, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9611, 694, 'work_hero_tag', 'Pillsbury'), (9612, 694, '_work_hero_tag', 'field_5b2418cebdd4c'), (9613, 694, 'work_hero_textcolor', '#ffffff'), (9614, 694, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9615, 694, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (9616, 694, '_work_call_description', 'field_5b241a9cbdd4f'), (9617, 694, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (9618, 694, '_work_call_wedid', 'field_5b241ac4bdd50'), (9619, 694, 'work_call_image', '321'), (9620, 694, '_work_call_image', 'field_5b2906b12feea'), (9621, 694, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (9622, 694, '_work_thework_description', 'field_5b241b1abdd51'), (9623, 694, 'work_thework_type', 'image'), (9624, 694, '_work_thework_type', 'field_5b6096188b1fd'), (9625, 694, 'work_thework_image', '648'), (9626, 694, '_work_thework_image', 'field_5b241b76bdd52'), (9627, 694, 'work_impact_1_type', 'text'), (9628, 694, '_work_impact_1_type', 'field_5b241c64ed75b'), (9629, 694, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (9630, 694, '_work_impact_1_text', 'field_5b241d21ed75c'), (9631, 694, 'work_impact_award_option', '0'), (9632, 694, '_work_impact_award_option', 'field_5b8ec47072930'), (9633, 694, 'work_impact_2_type', 'image'), (9634, 694, '_work_impact_2_type', 'field_5b2420871e096'), (9635, 694, 'work_impact_2_image', '493'), (9636, 694, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (9637, 694, 'work_impact_3_type', 'quote'), (9638, 694, '_work_impact_3_type', 'field_5b2423b7155ca'), (9639, 694, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (9640, 694, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (9641, 694, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (9642, 694, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (9643, 694, 'work_impact_4_type', 'image'), (9644, 694, '_work_impact_4_type', 'field_5b2426034a947'), (9645, 694, 'work_impact_4_image', '644'), (9646, 694, '_work_impact_4_image', 'field_5b29140b4fbd8'), (9647, 695, 'contact_hero_image', '408'), (9648, 695, '_contact_hero_image', 'field_5b30f489bcd21'), (9649, 695, 'contact_featured_topic_0_contact_featured_topic_title', 'CREATIVE MINDS'), (9650, 695, '_contact_featured_topic_0_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (9651, 695, 'contact_featured_topic_1_contact_featured_topic_title', 'DIRTY HANDS'), (9652, 695, '_contact_featured_topic_1_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (9653, 695, 'contact_featured_topic_2_contact_featured_topic_title', 'STRAIGHT TALK'), (9654, 695, '_contact_featured_topic_2_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (9655, 695, 'contact_featured_topic_3_contact_featured_topic_title', 'GOOD MANNERS'), (9656, 695, '_contact_featured_topic_3_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (9657, 695, 'contact_featured_topic', '4'), (9658, 695, '_contact_featured_topic', 'field_5b30f555bcd23'), (9659, 695, 'contact_carousel_images_0_contact_carousel_images_image', '518'), (9660, 695, '_contact_carousel_images_0_contact_carousel_images_image', 'field_5b30f65abcd27'), (9661, 695, 'contact_carousel_images_1_contact_carousel_images_image', '518'), (9662, 695, '_contact_carousel_images_1_contact_carousel_images_image', 'field_5b30f65abcd27'), (9663, 695, 'contact_carousel_images', '2'), (9664, 695, '_contact_carousel_images', 'field_5b30f638bcd26'), (9665, 695, 'contact_join_title', 'WANT TO JOIN THE TEAM?'), (9666, 695, '_contact_join_title', 'field_5b30f693bcd29'), (9667, 695, 'contact_join_description', 'We’re alway looking for talented individuals like you to join our vibrant community of movers and shakers, so check out cur job openings.\r\n\r\nIf you don’t see a position that interests you, don’t sweat it. Contact us anyway at jobs@cbx.com and tell us how you can make a difference at CBX.'), (9668, 695, '_contact_join_description', 'field_5b30f6d9bcd2a'), (9669, 696, 'jobs_hero_image', '440'), (9670, 696, '_jobs_hero_image', 'field_5b327fcee29ca'), (9671, 696, 'jobs_hero_textcolor', 'black'), (9672, 696, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (9673, 696, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n
      \r\n
    • What\'s a brand agency? Imagine management consulting meets design meets traveling circus.
      • \r\n
    • Test.
      • \r\n
    \r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (9674, 696, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (9675, 696, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (9676, 696, '_jobs_you_description', 'field_5b32333cf74b1'), (9677, 696, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (9678, 696, '_jobs_role_description', 'field_5b32338ff74b2'), (9679, 696, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (9680, 696, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (9681, 696, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (9682, 696, '_jobs_position_title', 'field_5b3234ffb6ce0'), (9683, 696, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (9684, 696, '_jobs_position_reports', 'field_5b323536b6ce2'), (9685, 697, 'thinking_hero_type', 'image'), (9686, 697, '_thinking_hero_type', 'field_5b49f1bbea434'), (9687, 697, 'thinking_hero_image', '545'), (9688, 697, '_thinking_hero_image', 'field_5b27ece0d75c4'), (9689, 698, 'thinking_hero_type', 'image'), (9690, 698, '_thinking_hero_type', 'field_5b49f1bbea434'), (9691, 698, 'thinking_hero_image', '545'), (9692, 698, '_thinking_hero_image', 'field_5b27ece0d75c4'), (9693, 699, 'thinking_hero_type', 'image'), (9694, 699, '_thinking_hero_type', 'field_5b49f1bbea434'), (9695, 699, 'thinking_hero_image', '545'), (9696, 699, '_thinking_hero_image', 'field_5b27ece0d75c4'), (9697, 700, 'thinking_hero_type', 'image'), (9698, 700, '_thinking_hero_type', 'field_5b49f1bbea434'), (9699, 700, 'thinking_hero_image', '545'), (9700, 700, '_thinking_hero_image', 'field_5b27ece0d75c4'), (9701, 94, '_edit_last', '1'), (9702, 701, 'thinking_hero_type', 'image'), (9703, 701, '_thinking_hero_type', 'field_5b49f1bbea434'), (9704, 701, 'thinking_hero_image', ''), (9705, 701, '_thinking_hero_image', 'field_5b27ece0d75c4'), (9706, 94, 'thinking_hero_type', 'image'), (9707, 94, '_thinking_hero_type', 'field_5b49f1bbea434'), (9708, 94, 'thinking_hero_image', '95'), (9709, 94, '_thinking_hero_image', 'field_5b27ece0d75c4'), (9710, 702, 'thinking_hero_type', 'image'), (9711, 702, '_thinking_hero_type', 'field_5b49f1bbea434'), (9712, 702, 'thinking_hero_image', '545'), (9713, 702, '_thinking_hero_image', 'field_5b27ece0d75c4'), (9716, 704, 'work_home_featured_color', 'black'), (9717, 704, '_work_home_featured_color', 'field_5b2bf153536f9'), (9718, 704, 'work_home_featured_image', ''), (9719, 704, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9720, 704, 'work_navigation_color', 'black'), (9721, 704, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9722, 704, 'work_featured_image', '363'), (9723, 704, '_work_featured_image', 'field_5b27eac37a115'), (9724, 704, 'work_colors_text', '#ffffff'), (9725, 704, '_work_colors_text', 'field_5b241810bdd49'), (9726, 704, 'work_colors_accent', '#af020c'), (9727, 704, '_work_colors_accent', 'field_5b241884bdd4a'), (9728, 704, 'work_colors_bg', '#cc081e'), (9729, 704, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9730, 704, 'work_hero_tag', 'Chex'), (9731, 704, '_work_hero_tag', 'field_5b2418cebdd4c'), (9732, 704, 'work_hero_textcolor', '#ffffff'), (9733, 704, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9734, 704, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (9735, 704, '_work_call_description', 'field_5b241a9cbdd4f'), (9736, 704, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (9737, 704, '_work_call_wedid', 'field_5b241ac4bdd50'), (9738, 704, 'work_call_image', '703'), (9739, 704, '_work_call_image', 'field_5b2906b12feea'), (9740, 704, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (9741, 704, '_work_thework_description', 'field_5b241b1abdd51'), (9742, 704, 'work_thework_type', 'image'), (9743, 704, '_work_thework_type', 'field_5b6096188b1fd'), (9744, 704, 'work_thework_image', '365'), (9745, 704, '_work_thework_image', 'field_5b241b76bdd52'), (9746, 704, 'work_impact_1_type', 'text'), (9747, 704, '_work_impact_1_type', 'field_5b241c64ed75b'), (9748, 704, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (9749, 704, '_work_impact_1_text', 'field_5b241d21ed75c'), (9750, 704, 'work_impact_award_option', '1'), (9751, 704, '_work_impact_award_option', 'field_5b8ec47072930'), (9752, 704, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (9753, 704, '_work_impact_award_title', 'field_5b8ec3b06d419'), (9754, 704, 'work_impact_award_description', 'PACKAGING, 2017'), (9755, 704, '_work_impact_award_description', 'field_5b8ec4116d41a'), (9756, 704, 'work_impact_2_type', 'carousel'), (9757, 704, '_work_impact_2_type', 'field_5b2420871e096'), (9758, 704, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (9759, 704, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (9760, 704, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (9761, 704, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (9762, 704, 'work_impact_2_carousel', '2'), (9763, 704, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (9764, 704, 'work_impact_3_type', 'image'), (9765, 704, '_work_impact_3_type', 'field_5b2423b7155ca'), (9766, 704, 'work_impact_3_image', '515'), (9767, 704, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (9768, 704, 'work_impact_4_type', 'none'), (9769, 704, '_work_impact_4_type', 'field_5b2426034a947'), (9774, 707, 'work_home_featured_color', 'black'), (9775, 707, '_work_home_featured_color', 'field_5b2bf153536f9'), (9776, 707, 'work_home_featured_image', ''), (9777, 707, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9778, 707, 'work_navigation_color', 'black'), (9779, 707, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9780, 707, 'work_featured_image', '363'), (9781, 707, '_work_featured_image', 'field_5b27eac37a115'), (9782, 707, 'work_colors_text', '#ffffff'), (9783, 707, '_work_colors_text', 'field_5b241810bdd49'), (9784, 707, 'work_colors_accent', '#af020c'), (9785, 707, '_work_colors_accent', 'field_5b241884bdd4a'), (9786, 707, 'work_colors_bg', '#cc081e'), (9787, 707, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9788, 707, 'work_hero_tag', 'Chex'), (9789, 707, '_work_hero_tag', 'field_5b2418cebdd4c'), (9790, 707, 'work_hero_textcolor', '#ffffff'), (9791, 707, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9792, 707, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (9793, 707, '_work_call_description', 'field_5b241a9cbdd4f'), (9794, 707, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (9795, 707, '_work_call_wedid', 'field_5b241ac4bdd50'), (9796, 707, 'work_call_image', '706'), (9797, 707, '_work_call_image', 'field_5b2906b12feea'), (9798, 707, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (9799, 707, '_work_thework_description', 'field_5b241b1abdd51'), (9800, 707, 'work_thework_type', 'image'), (9801, 707, '_work_thework_type', 'field_5b6096188b1fd'), (9802, 707, 'work_thework_image', '365'), (9803, 707, '_work_thework_image', 'field_5b241b76bdd52'), (9804, 707, 'work_impact_1_type', 'text'), (9805, 707, '_work_impact_1_type', 'field_5b241c64ed75b'), (9806, 707, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (9807, 707, '_work_impact_1_text', 'field_5b241d21ed75c'), (9808, 707, 'work_impact_award_option', '1'), (9809, 707, '_work_impact_award_option', 'field_5b8ec47072930'), (9810, 707, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (9811, 707, '_work_impact_award_title', 'field_5b8ec3b06d419'), (9812, 707, 'work_impact_award_description', 'PACKAGING, 2017'), (9813, 707, '_work_impact_award_description', 'field_5b8ec4116d41a'), (9814, 707, 'work_impact_2_type', 'carousel'), (9815, 707, '_work_impact_2_type', 'field_5b2420871e096'), (9816, 707, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (9817, 707, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (9818, 707, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (9819, 707, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (9820, 707, 'work_impact_2_carousel', '2'), (9821, 707, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (9822, 707, 'work_impact_3_type', 'image'), (9823, 707, '_work_impact_3_type', 'field_5b2423b7155ca'), (9824, 707, 'work_impact_3_image', '515'), (9825, 707, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (9826, 707, 'work_impact_4_type', 'none'), (9827, 707, '_work_impact_4_type', 'field_5b2426034a947'), (9830, 709, 'work_home_featured_color', 'black'), (9831, 709, '_work_home_featured_color', 'field_5b2bf153536f9'), (9832, 709, 'work_home_featured_image', ''), (9833, 709, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9834, 709, 'work_navigation_color', 'black'), (9835, 709, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9836, 709, 'work_featured_image', '363'), (9837, 709, '_work_featured_image', 'field_5b27eac37a115'), (9838, 709, 'work_colors_text', '#ffffff'), (9839, 709, '_work_colors_text', 'field_5b241810bdd49'), (9840, 709, 'work_colors_accent', '#af020c'), (9841, 709, '_work_colors_accent', 'field_5b241884bdd4a'), (9842, 709, 'work_colors_bg', '#cc081e'), (9843, 709, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9844, 709, 'work_hero_tag', 'Chex'), (9845, 709, '_work_hero_tag', 'field_5b2418cebdd4c'), (9846, 709, 'work_hero_textcolor', '#ffffff'), (9847, 709, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9848, 709, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (9849, 709, '_work_call_description', 'field_5b241a9cbdd4f'), (9850, 709, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (9851, 709, '_work_call_wedid', 'field_5b241ac4bdd50'), (9852, 709, 'work_call_image', '708'), (9853, 709, '_work_call_image', 'field_5b2906b12feea'), (9854, 709, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (9855, 709, '_work_thework_description', 'field_5b241b1abdd51'), (9856, 709, 'work_thework_type', 'image'), (9857, 709, '_work_thework_type', 'field_5b6096188b1fd'), (9858, 709, 'work_thework_image', '365'), (9859, 709, '_work_thework_image', 'field_5b241b76bdd52'), (9860, 709, 'work_impact_1_type', 'text'), (9861, 709, '_work_impact_1_type', 'field_5b241c64ed75b'), (9862, 709, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (9863, 709, '_work_impact_1_text', 'field_5b241d21ed75c'), (9864, 709, 'work_impact_award_option', '1'), (9865, 709, '_work_impact_award_option', 'field_5b8ec47072930'), (9866, 709, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (9867, 709, '_work_impact_award_title', 'field_5b8ec3b06d419'), (9868, 709, 'work_impact_award_description', 'PACKAGING, 2017'), (9869, 709, '_work_impact_award_description', 'field_5b8ec4116d41a'), (9870, 709, 'work_impact_2_type', 'carousel'), (9871, 709, '_work_impact_2_type', 'field_5b2420871e096'), (9872, 709, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (9873, 709, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (9874, 709, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (9875, 709, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (9876, 709, 'work_impact_2_carousel', '2'), (9877, 709, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (9878, 709, 'work_impact_3_type', 'image'), (9879, 709, '_work_impact_3_type', 'field_5b2423b7155ca'), (9880, 709, 'work_impact_3_image', '515'), (9881, 709, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (9882, 709, 'work_impact_4_type', 'none'), (9883, 709, '_work_impact_4_type', 'field_5b2426034a947'), (9886, 711, 'work_home_featured_color', 'black'), (9887, 711, '_work_home_featured_color', 'field_5b2bf153536f9'), (9888, 711, 'work_home_featured_image', ''), (9889, 711, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9890, 711, 'work_navigation_color', 'black'), (9891, 711, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9892, 711, 'work_featured_image', '363'), (9893, 711, '_work_featured_image', 'field_5b27eac37a115'), (9894, 711, 'work_colors_text', '#ffffff'), (9895, 711, '_work_colors_text', 'field_5b241810bdd49'), (9896, 711, 'work_colors_accent', '#af020c'), (9897, 711, '_work_colors_accent', 'field_5b241884bdd4a'), (9898, 711, 'work_colors_bg', '#cc081e'), (9899, 711, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9900, 711, 'work_hero_tag', 'Chex'), (9901, 711, '_work_hero_tag', 'field_5b2418cebdd4c'), (9902, 711, 'work_hero_textcolor', '#ffffff'), (9903, 711, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9904, 711, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (9905, 711, '_work_call_description', 'field_5b241a9cbdd4f'), (9906, 711, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (9907, 711, '_work_call_wedid', 'field_5b241ac4bdd50'), (9908, 711, 'work_call_image', '710'), (9909, 711, '_work_call_image', 'field_5b2906b12feea'), (9910, 711, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (9911, 711, '_work_thework_description', 'field_5b241b1abdd51'), (9912, 711, 'work_thework_type', 'image'), (9913, 711, '_work_thework_type', 'field_5b6096188b1fd'), (9914, 711, 'work_thework_image', '365'), (9915, 711, '_work_thework_image', 'field_5b241b76bdd52'), (9916, 711, 'work_impact_1_type', 'text'), (9917, 711, '_work_impact_1_type', 'field_5b241c64ed75b'), (9918, 711, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (9919, 711, '_work_impact_1_text', 'field_5b241d21ed75c'), (9920, 711, 'work_impact_award_option', '1'), (9921, 711, '_work_impact_award_option', 'field_5b8ec47072930'), (9922, 711, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (9923, 711, '_work_impact_award_title', 'field_5b8ec3b06d419'), (9924, 711, 'work_impact_award_description', 'PACKAGING, 2017'), (9925, 711, '_work_impact_award_description', 'field_5b8ec4116d41a'), (9926, 711, 'work_impact_2_type', 'carousel'), (9927, 711, '_work_impact_2_type', 'field_5b2420871e096'), (9928, 711, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (9929, 711, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (9930, 711, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (9931, 711, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (9932, 711, 'work_impact_2_carousel', '2'), (9933, 711, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (9934, 711, 'work_impact_3_type', 'image'), (9935, 711, '_work_impact_3_type', 'field_5b2423b7155ca'), (9936, 711, 'work_impact_3_image', '515'), (9937, 711, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (9938, 711, 'work_impact_4_type', 'none'), (9939, 711, '_work_impact_4_type', 'field_5b2426034a947'), (9942, 713, 'work_home_featured_color', 'black'), (9943, 713, '_work_home_featured_color', 'field_5b2bf153536f9'), (9944, 713, 'work_home_featured_image', ''), (9945, 713, '_work_home_featured_image', 'field_5b2bddcd3c783'), (9946, 713, 'work_navigation_color', 'black'), (9947, 713, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (9948, 713, 'work_featured_image', '363'), (9949, 713, '_work_featured_image', 'field_5b27eac37a115'), (9950, 713, 'work_colors_text', '#ffffff'), (9951, 713, '_work_colors_text', 'field_5b241810bdd49'), (9952, 713, 'work_colors_accent', '#af020c'), (9953, 713, '_work_colors_accent', 'field_5b241884bdd4a'), (9954, 713, 'work_colors_bg', '#cc081e'), (9955, 713, '_work_colors_bg', 'field_5b2418a3bdd4b'), (9956, 713, 'work_hero_tag', 'Chex'), (9957, 713, '_work_hero_tag', 'field_5b2418cebdd4c'), (9958, 713, 'work_hero_textcolor', '#ffffff'), (9959, 713, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (9960, 713, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (9961, 713, '_work_call_description', 'field_5b241a9cbdd4f'), (9962, 713, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (9963, 713, '_work_call_wedid', 'field_5b241ac4bdd50'), (9964, 713, 'work_call_image', '712'), (9965, 713, '_work_call_image', 'field_5b2906b12feea'), (9966, 713, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (9967, 713, '_work_thework_description', 'field_5b241b1abdd51'), (9968, 713, 'work_thework_type', 'image'), (9969, 713, '_work_thework_type', 'field_5b6096188b1fd'), (9970, 713, 'work_thework_image', '365'), (9971, 713, '_work_thework_image', 'field_5b241b76bdd52'), (9972, 713, 'work_impact_1_type', 'text'), (9973, 713, '_work_impact_1_type', 'field_5b241c64ed75b'), (9974, 713, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (9975, 713, '_work_impact_1_text', 'field_5b241d21ed75c'), (9976, 713, 'work_impact_award_option', '1'), (9977, 713, '_work_impact_award_option', 'field_5b8ec47072930'), (9978, 713, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (9979, 713, '_work_impact_award_title', 'field_5b8ec3b06d419'), (9980, 713, 'work_impact_award_description', 'PACKAGING, 2017'), (9981, 713, '_work_impact_award_description', 'field_5b8ec4116d41a'), (9982, 713, 'work_impact_2_type', 'carousel'), (9983, 713, '_work_impact_2_type', 'field_5b2420871e096'), (9984, 713, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (9985, 713, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (9986, 713, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (9987, 713, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (9988, 713, 'work_impact_2_carousel', '2'), (9989, 713, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (9990, 713, 'work_impact_3_type', 'image'), (9991, 713, '_work_impact_3_type', 'field_5b2423b7155ca'), (9992, 713, 'work_impact_3_image', '515'), (9993, 713, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (9994, 713, 'work_impact_4_type', 'none'), (9995, 713, '_work_impact_4_type', 'field_5b2426034a947'), (9998, 715, 'work_home_featured_color', 'black'), (9999, 715, '_work_home_featured_color', 'field_5b2bf153536f9'), (10000, 715, 'work_home_featured_image', ''), (10001, 715, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10002, 715, 'work_navigation_color', 'black'), (10003, 715, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10004, 715, 'work_featured_image', '363'), (10005, 715, '_work_featured_image', 'field_5b27eac37a115'), (10006, 715, 'work_colors_text', '#ffffff'), (10007, 715, '_work_colors_text', 'field_5b241810bdd49'), (10008, 715, 'work_colors_accent', '#af020c'), (10009, 715, '_work_colors_accent', 'field_5b241884bdd4a'), (10010, 715, 'work_colors_bg', '#cc081e'), (10011, 715, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10012, 715, 'work_hero_tag', 'Chex'), (10013, 715, '_work_hero_tag', 'field_5b2418cebdd4c'), (10014, 715, 'work_hero_textcolor', '#ffffff'), (10015, 715, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10016, 715, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10017, 715, '_work_call_description', 'field_5b241a9cbdd4f'), (10018, 715, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10019, 715, '_work_call_wedid', 'field_5b241ac4bdd50'), (10020, 715, 'work_call_image', '714'), (10021, 715, '_work_call_image', 'field_5b2906b12feea'), (10022, 715, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10023, 715, '_work_thework_description', 'field_5b241b1abdd51'), (10024, 715, 'work_thework_type', 'image'), (10025, 715, '_work_thework_type', 'field_5b6096188b1fd'), (10026, 715, 'work_thework_image', '365'), (10027, 715, '_work_thework_image', 'field_5b241b76bdd52'), (10028, 715, 'work_impact_1_type', 'text'), (10029, 715, '_work_impact_1_type', 'field_5b241c64ed75b'), (10030, 715, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10031, 715, '_work_impact_1_text', 'field_5b241d21ed75c'), (10032, 715, 'work_impact_award_option', '1'), (10033, 715, '_work_impact_award_option', 'field_5b8ec47072930'), (10034, 715, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10035, 715, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10036, 715, 'work_impact_award_description', 'PACKAGING, 2017'), (10037, 715, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10038, 715, 'work_impact_2_type', 'carousel'), (10039, 715, '_work_impact_2_type', 'field_5b2420871e096'), (10040, 715, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10041, 715, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10042, 715, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10043, 715, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10044, 715, 'work_impact_2_carousel', '2'), (10045, 715, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10046, 715, 'work_impact_3_type', 'image'), (10047, 715, '_work_impact_3_type', 'field_5b2423b7155ca'), (10048, 715, 'work_impact_3_image', '515'), (10049, 715, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10050, 715, 'work_impact_4_type', 'none'), (10051, 715, '_work_impact_4_type', 'field_5b2426034a947'), (10054, 717, 'work_home_featured_color', 'black'), (10055, 717, '_work_home_featured_color', 'field_5b2bf153536f9'), (10056, 717, 'work_home_featured_image', ''), (10057, 717, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10058, 717, 'work_navigation_color', 'black'), (10059, 717, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10060, 717, 'work_featured_image', '363'), (10061, 717, '_work_featured_image', 'field_5b27eac37a115'), (10062, 717, 'work_colors_text', '#ffffff'), (10063, 717, '_work_colors_text', 'field_5b241810bdd49'), (10064, 717, 'work_colors_accent', '#af020c'), (10065, 717, '_work_colors_accent', 'field_5b241884bdd4a'), (10066, 717, 'work_colors_bg', '#cc081e'), (10067, 717, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10068, 717, 'work_hero_tag', 'Chex'), (10069, 717, '_work_hero_tag', 'field_5b2418cebdd4c'), (10070, 717, 'work_hero_textcolor', '#ffffff'), (10071, 717, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10072, 717, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10073, 717, '_work_call_description', 'field_5b241a9cbdd4f'), (10074, 717, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10075, 717, '_work_call_wedid', 'field_5b241ac4bdd50'), (10076, 717, 'work_call_image', '716'), (10077, 717, '_work_call_image', 'field_5b2906b12feea'), (10078, 717, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10079, 717, '_work_thework_description', 'field_5b241b1abdd51'), (10080, 717, 'work_thework_type', 'image'), (10081, 717, '_work_thework_type', 'field_5b6096188b1fd'), (10082, 717, 'work_thework_image', '365'), (10083, 717, '_work_thework_image', 'field_5b241b76bdd52'), (10084, 717, 'work_impact_1_type', 'text'), (10085, 717, '_work_impact_1_type', 'field_5b241c64ed75b'), (10086, 717, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10087, 717, '_work_impact_1_text', 'field_5b241d21ed75c'), (10088, 717, 'work_impact_award_option', '1'), (10089, 717, '_work_impact_award_option', 'field_5b8ec47072930'), (10090, 717, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10091, 717, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10092, 717, 'work_impact_award_description', 'PACKAGING, 2017'), (10093, 717, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10094, 717, 'work_impact_2_type', 'carousel'), (10095, 717, '_work_impact_2_type', 'field_5b2420871e096'), (10096, 717, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10097, 717, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10098, 717, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10099, 717, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10100, 717, 'work_impact_2_carousel', '2'), (10101, 717, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10102, 717, 'work_impact_3_type', 'image'), (10103, 717, '_work_impact_3_type', 'field_5b2423b7155ca'), (10104, 717, 'work_impact_3_image', '515'), (10105, 717, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10106, 717, 'work_impact_4_type', 'none'), (10107, 717, '_work_impact_4_type', 'field_5b2426034a947'), (10110, 719, 'work_home_featured_color', 'black'), (10111, 719, '_work_home_featured_color', 'field_5b2bf153536f9'), (10112, 719, 'work_home_featured_image', ''), (10113, 719, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10114, 719, 'work_navigation_color', 'black'), (10115, 719, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10116, 719, 'work_featured_image', '363'), (10117, 719, '_work_featured_image', 'field_5b27eac37a115'), (10118, 719, 'work_colors_text', '#ffffff'), (10119, 719, '_work_colors_text', 'field_5b241810bdd49'), (10120, 719, 'work_colors_accent', '#af020c'), (10121, 719, '_work_colors_accent', 'field_5b241884bdd4a'), (10122, 719, 'work_colors_bg', '#cc081e'), (10123, 719, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10124, 719, 'work_hero_tag', 'Chex'), (10125, 719, '_work_hero_tag', 'field_5b2418cebdd4c'), (10126, 719, 'work_hero_textcolor', '#ffffff'), (10127, 719, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10128, 719, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10129, 719, '_work_call_description', 'field_5b241a9cbdd4f'), (10130, 719, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10131, 719, '_work_call_wedid', 'field_5b241ac4bdd50'), (10132, 719, 'work_call_image', '718'), (10133, 719, '_work_call_image', 'field_5b2906b12feea'), (10134, 719, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10135, 719, '_work_thework_description', 'field_5b241b1abdd51'), (10136, 719, 'work_thework_type', 'image'), (10137, 719, '_work_thework_type', 'field_5b6096188b1fd'), (10138, 719, 'work_thework_image', '365'), (10139, 719, '_work_thework_image', 'field_5b241b76bdd52'), (10140, 719, 'work_impact_1_type', 'text'), (10141, 719, '_work_impact_1_type', 'field_5b241c64ed75b'), (10142, 719, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10143, 719, '_work_impact_1_text', 'field_5b241d21ed75c'), (10144, 719, 'work_impact_award_option', '1'), (10145, 719, '_work_impact_award_option', 'field_5b8ec47072930'), (10146, 719, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10147, 719, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10148, 719, 'work_impact_award_description', 'PACKAGING, 2017'), (10149, 719, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10150, 719, 'work_impact_2_type', 'carousel'), (10151, 719, '_work_impact_2_type', 'field_5b2420871e096'), (10152, 719, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10153, 719, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10154, 719, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10155, 719, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10156, 719, 'work_impact_2_carousel', '2'), (10157, 719, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10158, 719, 'work_impact_3_type', 'image'), (10159, 719, '_work_impact_3_type', 'field_5b2423b7155ca'), (10160, 719, 'work_impact_3_image', '515'), (10161, 719, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10162, 719, 'work_impact_4_type', 'none'), (10163, 719, '_work_impact_4_type', 'field_5b2426034a947'), (10166, 721, 'work_home_featured_color', 'black'), (10167, 721, '_work_home_featured_color', 'field_5b2bf153536f9'), (10168, 721, 'work_home_featured_image', ''), (10169, 721, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10170, 721, 'work_navigation_color', 'black'), (10171, 721, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10172, 721, 'work_featured_image', '363'), (10173, 721, '_work_featured_image', 'field_5b27eac37a115'), (10174, 721, 'work_colors_text', '#ffffff'), (10175, 721, '_work_colors_text', 'field_5b241810bdd49'), (10176, 721, 'work_colors_accent', '#af020c'), (10177, 721, '_work_colors_accent', 'field_5b241884bdd4a'), (10178, 721, 'work_colors_bg', '#cc081e'), (10179, 721, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10180, 721, 'work_hero_tag', 'Chex'), (10181, 721, '_work_hero_tag', 'field_5b2418cebdd4c'), (10182, 721, 'work_hero_textcolor', '#ffffff'), (10183, 721, '_work_hero_textcolor', 'field_5b241a70bdd4e'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (10184, 721, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10185, 721, '_work_call_description', 'field_5b241a9cbdd4f'), (10186, 721, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10187, 721, '_work_call_wedid', 'field_5b241ac4bdd50'), (10188, 721, 'work_call_image', '720'), (10189, 721, '_work_call_image', 'field_5b2906b12feea'), (10190, 721, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10191, 721, '_work_thework_description', 'field_5b241b1abdd51'), (10192, 721, 'work_thework_type', 'image'), (10193, 721, '_work_thework_type', 'field_5b6096188b1fd'), (10194, 721, 'work_thework_image', '365'), (10195, 721, '_work_thework_image', 'field_5b241b76bdd52'), (10196, 721, 'work_impact_1_type', 'text'), (10197, 721, '_work_impact_1_type', 'field_5b241c64ed75b'), (10198, 721, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10199, 721, '_work_impact_1_text', 'field_5b241d21ed75c'), (10200, 721, 'work_impact_award_option', '1'), (10201, 721, '_work_impact_award_option', 'field_5b8ec47072930'), (10202, 721, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10203, 721, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10204, 721, 'work_impact_award_description', 'PACKAGING, 2017'), (10205, 721, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10206, 721, 'work_impact_2_type', 'carousel'), (10207, 721, '_work_impact_2_type', 'field_5b2420871e096'), (10208, 721, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10209, 721, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10210, 721, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10211, 721, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10212, 721, 'work_impact_2_carousel', '2'), (10213, 721, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10214, 721, 'work_impact_3_type', 'image'), (10215, 721, '_work_impact_3_type', 'field_5b2423b7155ca'), (10216, 721, 'work_impact_3_image', '515'), (10217, 721, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10218, 721, 'work_impact_4_type', 'none'), (10219, 721, '_work_impact_4_type', 'field_5b2426034a947'), (10222, 723, 'work_home_featured_color', 'black'), (10223, 723, '_work_home_featured_color', 'field_5b2bf153536f9'), (10224, 723, 'work_home_featured_image', ''), (10225, 723, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10226, 723, 'work_navigation_color', 'black'), (10227, 723, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10228, 723, 'work_featured_image', '363'), (10229, 723, '_work_featured_image', 'field_5b27eac37a115'), (10230, 723, 'work_colors_text', '#ffffff'), (10231, 723, '_work_colors_text', 'field_5b241810bdd49'), (10232, 723, 'work_colors_accent', '#af020c'), (10233, 723, '_work_colors_accent', 'field_5b241884bdd4a'), (10234, 723, 'work_colors_bg', '#cc081e'), (10235, 723, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10236, 723, 'work_hero_tag', 'Chex'), (10237, 723, '_work_hero_tag', 'field_5b2418cebdd4c'), (10238, 723, 'work_hero_textcolor', '#ffffff'), (10239, 723, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10240, 723, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10241, 723, '_work_call_description', 'field_5b241a9cbdd4f'), (10242, 723, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10243, 723, '_work_call_wedid', 'field_5b241ac4bdd50'), (10244, 723, 'work_call_image', '722'), (10245, 723, '_work_call_image', 'field_5b2906b12feea'), (10246, 723, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10247, 723, '_work_thework_description', 'field_5b241b1abdd51'), (10248, 723, 'work_thework_type', 'image'), (10249, 723, '_work_thework_type', 'field_5b6096188b1fd'), (10250, 723, 'work_thework_image', '365'), (10251, 723, '_work_thework_image', 'field_5b241b76bdd52'), (10252, 723, 'work_impact_1_type', 'text'), (10253, 723, '_work_impact_1_type', 'field_5b241c64ed75b'), (10254, 723, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10255, 723, '_work_impact_1_text', 'field_5b241d21ed75c'), (10256, 723, 'work_impact_award_option', '1'), (10257, 723, '_work_impact_award_option', 'field_5b8ec47072930'), (10258, 723, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10259, 723, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10260, 723, 'work_impact_award_description', 'PACKAGING, 2017'), (10261, 723, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10262, 723, 'work_impact_2_type', 'carousel'), (10263, 723, '_work_impact_2_type', 'field_5b2420871e096'), (10264, 723, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10265, 723, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10266, 723, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10267, 723, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10268, 723, 'work_impact_2_carousel', '2'), (10269, 723, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10270, 723, 'work_impact_3_type', 'image'), (10271, 723, '_work_impact_3_type', 'field_5b2423b7155ca'), (10272, 723, 'work_impact_3_image', '515'), (10273, 723, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10274, 723, 'work_impact_4_type', 'none'), (10275, 723, '_work_impact_4_type', 'field_5b2426034a947'), (10278, 725, 'work_home_featured_color', 'black'), (10279, 725, '_work_home_featured_color', 'field_5b2bf153536f9'), (10280, 725, 'work_home_featured_image', ''), (10281, 725, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10282, 725, 'work_navigation_color', 'black'), (10283, 725, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10284, 725, 'work_featured_image', '363'), (10285, 725, '_work_featured_image', 'field_5b27eac37a115'), (10286, 725, 'work_colors_text', '#ffffff'), (10287, 725, '_work_colors_text', 'field_5b241810bdd49'), (10288, 725, 'work_colors_accent', '#af020c'), (10289, 725, '_work_colors_accent', 'field_5b241884bdd4a'), (10290, 725, 'work_colors_bg', '#cc081e'), (10291, 725, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10292, 725, 'work_hero_tag', 'Chex'), (10293, 725, '_work_hero_tag', 'field_5b2418cebdd4c'), (10294, 725, 'work_hero_textcolor', '#ffffff'), (10295, 725, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10296, 725, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10297, 725, '_work_call_description', 'field_5b241a9cbdd4f'), (10298, 725, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10299, 725, '_work_call_wedid', 'field_5b241ac4bdd50'), (10300, 725, 'work_call_image', '724'), (10301, 725, '_work_call_image', 'field_5b2906b12feea'), (10302, 725, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10303, 725, '_work_thework_description', 'field_5b241b1abdd51'), (10304, 725, 'work_thework_type', 'image'), (10305, 725, '_work_thework_type', 'field_5b6096188b1fd'), (10306, 725, 'work_thework_image', '365'), (10307, 725, '_work_thework_image', 'field_5b241b76bdd52'), (10308, 725, 'work_impact_1_type', 'text'), (10309, 725, '_work_impact_1_type', 'field_5b241c64ed75b'), (10310, 725, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10311, 725, '_work_impact_1_text', 'field_5b241d21ed75c'), (10312, 725, 'work_impact_award_option', '1'), (10313, 725, '_work_impact_award_option', 'field_5b8ec47072930'), (10314, 725, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10315, 725, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10316, 725, 'work_impact_award_description', 'PACKAGING, 2017'), (10317, 725, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10318, 725, 'work_impact_2_type', 'carousel'), (10319, 725, '_work_impact_2_type', 'field_5b2420871e096'), (10320, 725, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10321, 725, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10322, 725, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10323, 725, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10324, 725, 'work_impact_2_carousel', '2'), (10325, 725, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10326, 725, 'work_impact_3_type', 'image'), (10327, 725, '_work_impact_3_type', 'field_5b2423b7155ca'), (10328, 725, 'work_impact_3_image', '515'), (10329, 725, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10330, 725, 'work_impact_4_type', 'none'), (10331, 725, '_work_impact_4_type', 'field_5b2426034a947'), (10334, 727, 'work_home_featured_color', 'black'), (10335, 727, '_work_home_featured_color', 'field_5b2bf153536f9'), (10336, 727, 'work_home_featured_image', ''), (10337, 727, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10338, 727, 'work_navigation_color', 'black'), (10339, 727, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10340, 727, 'work_featured_image', '363'), (10341, 727, '_work_featured_image', 'field_5b27eac37a115'), (10342, 727, 'work_colors_text', '#ffffff'), (10343, 727, '_work_colors_text', 'field_5b241810bdd49'), (10344, 727, 'work_colors_accent', '#af020c'), (10345, 727, '_work_colors_accent', 'field_5b241884bdd4a'), (10346, 727, 'work_colors_bg', '#cc081e'), (10347, 727, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10348, 727, 'work_hero_tag', 'Chex'), (10349, 727, '_work_hero_tag', 'field_5b2418cebdd4c'), (10350, 727, 'work_hero_textcolor', '#ffffff'), (10351, 727, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10352, 727, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10353, 727, '_work_call_description', 'field_5b241a9cbdd4f'), (10354, 727, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10355, 727, '_work_call_wedid', 'field_5b241ac4bdd50'), (10356, 727, 'work_call_image', '726'), (10357, 727, '_work_call_image', 'field_5b2906b12feea'), (10358, 727, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10359, 727, '_work_thework_description', 'field_5b241b1abdd51'), (10360, 727, 'work_thework_type', 'image'), (10361, 727, '_work_thework_type', 'field_5b6096188b1fd'), (10362, 727, 'work_thework_image', '365'), (10363, 727, '_work_thework_image', 'field_5b241b76bdd52'), (10364, 727, 'work_impact_1_type', 'text'), (10365, 727, '_work_impact_1_type', 'field_5b241c64ed75b'), (10366, 727, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10367, 727, '_work_impact_1_text', 'field_5b241d21ed75c'), (10368, 727, 'work_impact_award_option', '1'), (10369, 727, '_work_impact_award_option', 'field_5b8ec47072930'), (10370, 727, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10371, 727, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10372, 727, 'work_impact_award_description', 'PACKAGING, 2017'), (10373, 727, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10374, 727, 'work_impact_2_type', 'carousel'), (10375, 727, '_work_impact_2_type', 'field_5b2420871e096'), (10376, 727, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10377, 727, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10378, 727, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10379, 727, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10380, 727, 'work_impact_2_carousel', '2'), (10381, 727, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10382, 727, 'work_impact_3_type', 'image'), (10383, 727, '_work_impact_3_type', 'field_5b2423b7155ca'), (10384, 727, 'work_impact_3_image', '515'), (10385, 727, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10386, 727, 'work_impact_4_type', 'none'), (10387, 727, '_work_impact_4_type', 'field_5b2426034a947'), (10390, 729, 'work_home_featured_color', 'black'), (10391, 729, '_work_home_featured_color', 'field_5b2bf153536f9'), (10392, 729, 'work_home_featured_image', ''), (10393, 729, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10394, 729, 'work_navigation_color', 'black'), (10395, 729, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10396, 729, 'work_featured_image', '363'), (10397, 729, '_work_featured_image', 'field_5b27eac37a115'), (10398, 729, 'work_colors_text', '#ffffff'), (10399, 729, '_work_colors_text', 'field_5b241810bdd49'), (10400, 729, 'work_colors_accent', '#af020c'), (10401, 729, '_work_colors_accent', 'field_5b241884bdd4a'), (10402, 729, 'work_colors_bg', '#cc081e'), (10403, 729, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10404, 729, 'work_hero_tag', 'Chex'), (10405, 729, '_work_hero_tag', 'field_5b2418cebdd4c'), (10406, 729, 'work_hero_textcolor', '#ffffff'), (10407, 729, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10408, 729, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10409, 729, '_work_call_description', 'field_5b241a9cbdd4f'), (10410, 729, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10411, 729, '_work_call_wedid', 'field_5b241ac4bdd50'), (10412, 729, 'work_call_image', '728'), (10413, 729, '_work_call_image', 'field_5b2906b12feea'), (10414, 729, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10415, 729, '_work_thework_description', 'field_5b241b1abdd51'), (10416, 729, 'work_thework_type', 'image'), (10417, 729, '_work_thework_type', 'field_5b6096188b1fd'), (10418, 729, 'work_thework_image', '365'), (10419, 729, '_work_thework_image', 'field_5b241b76bdd52'), (10420, 729, 'work_impact_1_type', 'text'), (10421, 729, '_work_impact_1_type', 'field_5b241c64ed75b'), (10422, 729, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10423, 729, '_work_impact_1_text', 'field_5b241d21ed75c'), (10424, 729, 'work_impact_award_option', '1'), (10425, 729, '_work_impact_award_option', 'field_5b8ec47072930'), (10426, 729, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10427, 729, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10428, 729, 'work_impact_award_description', 'PACKAGING, 2017'), (10429, 729, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10430, 729, 'work_impact_2_type', 'carousel'), (10431, 729, '_work_impact_2_type', 'field_5b2420871e096'), (10432, 729, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10433, 729, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10434, 729, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10435, 729, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10436, 729, 'work_impact_2_carousel', '2'), (10437, 729, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10438, 729, 'work_impact_3_type', 'image'), (10439, 729, '_work_impact_3_type', 'field_5b2423b7155ca'), (10440, 729, 'work_impact_3_image', '515'), (10441, 729, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10442, 729, 'work_impact_4_type', 'none'), (10443, 729, '_work_impact_4_type', 'field_5b2426034a947'), (10446, 731, 'work_home_featured_color', 'black'), (10447, 731, '_work_home_featured_color', 'field_5b2bf153536f9'), (10448, 731, 'work_home_featured_image', ''), (10449, 731, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10450, 731, 'work_navigation_color', 'black'), (10451, 731, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10452, 731, 'work_featured_image', '363'), (10453, 731, '_work_featured_image', 'field_5b27eac37a115'), (10454, 731, 'work_colors_text', '#ffffff'), (10455, 731, '_work_colors_text', 'field_5b241810bdd49'), (10456, 731, 'work_colors_accent', '#af020c'), (10457, 731, '_work_colors_accent', 'field_5b241884bdd4a'), (10458, 731, 'work_colors_bg', '#cc081e'), (10459, 731, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10460, 731, 'work_hero_tag', 'Chex'), (10461, 731, '_work_hero_tag', 'field_5b2418cebdd4c'), (10462, 731, 'work_hero_textcolor', '#ffffff'), (10463, 731, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10464, 731, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10465, 731, '_work_call_description', 'field_5b241a9cbdd4f'), (10466, 731, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10467, 731, '_work_call_wedid', 'field_5b241ac4bdd50'), (10468, 731, 'work_call_image', '730'), (10469, 731, '_work_call_image', 'field_5b2906b12feea'), (10470, 731, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10471, 731, '_work_thework_description', 'field_5b241b1abdd51'), (10472, 731, 'work_thework_type', 'image'), (10473, 731, '_work_thework_type', 'field_5b6096188b1fd'), (10474, 731, 'work_thework_image', '365'), (10475, 731, '_work_thework_image', 'field_5b241b76bdd52'), (10476, 731, 'work_impact_1_type', 'text'), (10477, 731, '_work_impact_1_type', 'field_5b241c64ed75b'), (10478, 731, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10479, 731, '_work_impact_1_text', 'field_5b241d21ed75c'), (10480, 731, 'work_impact_award_option', '1'), (10481, 731, '_work_impact_award_option', 'field_5b8ec47072930'), (10482, 731, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10483, 731, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10484, 731, 'work_impact_award_description', 'PACKAGING, 2017'), (10485, 731, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10486, 731, 'work_impact_2_type', 'carousel'), (10487, 731, '_work_impact_2_type', 'field_5b2420871e096'), (10488, 731, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10489, 731, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10490, 731, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10491, 731, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10492, 731, 'work_impact_2_carousel', '2'), (10493, 731, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10494, 731, 'work_impact_3_type', 'image'), (10495, 731, '_work_impact_3_type', 'field_5b2423b7155ca'), (10496, 731, 'work_impact_3_image', '515'), (10497, 731, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10498, 731, 'work_impact_4_type', 'none'), (10499, 731, '_work_impact_4_type', 'field_5b2426034a947'), (10502, 733, 'work_home_featured_color', 'black'), (10503, 733, '_work_home_featured_color', 'field_5b2bf153536f9'), (10504, 733, 'work_home_featured_image', ''), (10505, 733, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10506, 733, 'work_navigation_color', 'black'), (10507, 733, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10508, 733, 'work_featured_image', '363'), (10509, 733, '_work_featured_image', 'field_5b27eac37a115'), (10510, 733, 'work_colors_text', '#ffffff'), (10511, 733, '_work_colors_text', 'field_5b241810bdd49'), (10512, 733, 'work_colors_accent', '#af020c'), (10513, 733, '_work_colors_accent', 'field_5b241884bdd4a'), (10514, 733, 'work_colors_bg', '#cc081e'), (10515, 733, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10516, 733, 'work_hero_tag', 'Chex'), (10517, 733, '_work_hero_tag', 'field_5b2418cebdd4c'), (10518, 733, 'work_hero_textcolor', '#ffffff'), (10519, 733, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10520, 733, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10521, 733, '_work_call_description', 'field_5b241a9cbdd4f'), (10522, 733, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10523, 733, '_work_call_wedid', 'field_5b241ac4bdd50'), (10524, 733, 'work_call_image', '732'), (10525, 733, '_work_call_image', 'field_5b2906b12feea'), (10526, 733, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10527, 733, '_work_thework_description', 'field_5b241b1abdd51'), (10528, 733, 'work_thework_type', 'image'), (10529, 733, '_work_thework_type', 'field_5b6096188b1fd'), (10530, 733, 'work_thework_image', '365'), (10531, 733, '_work_thework_image', 'field_5b241b76bdd52'), (10532, 733, 'work_impact_1_type', 'text'), (10533, 733, '_work_impact_1_type', 'field_5b241c64ed75b'), (10534, 733, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10535, 733, '_work_impact_1_text', 'field_5b241d21ed75c'), (10536, 733, 'work_impact_award_option', '1'), (10537, 733, '_work_impact_award_option', 'field_5b8ec47072930'), (10538, 733, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10539, 733, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10540, 733, 'work_impact_award_description', 'PACKAGING, 2017'), (10541, 733, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10542, 733, 'work_impact_2_type', 'carousel'), (10543, 733, '_work_impact_2_type', 'field_5b2420871e096'), (10544, 733, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10545, 733, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10546, 733, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10547, 733, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10548, 733, 'work_impact_2_carousel', '2'), (10549, 733, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10550, 733, 'work_impact_3_type', 'image'), (10551, 733, '_work_impact_3_type', 'field_5b2423b7155ca'), (10552, 733, 'work_impact_3_image', '515'), (10553, 733, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10554, 733, 'work_impact_4_type', 'none'), (10555, 733, '_work_impact_4_type', 'field_5b2426034a947'), (10558, 735, 'work_home_featured_color', 'black'), (10559, 735, '_work_home_featured_color', 'field_5b2bf153536f9'), (10560, 735, 'work_home_featured_image', ''), (10561, 735, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10562, 735, 'work_navigation_color', 'black'), (10563, 735, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10564, 735, 'work_featured_image', '363'), (10565, 735, '_work_featured_image', 'field_5b27eac37a115'), (10566, 735, 'work_colors_text', '#ffffff'), (10567, 735, '_work_colors_text', 'field_5b241810bdd49'), (10568, 735, 'work_colors_accent', '#af020c'), (10569, 735, '_work_colors_accent', 'field_5b241884bdd4a'), (10570, 735, 'work_colors_bg', '#cc081e'), (10571, 735, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10572, 735, 'work_hero_tag', 'Chex'), (10573, 735, '_work_hero_tag', 'field_5b2418cebdd4c'), (10574, 735, 'work_hero_textcolor', '#ffffff'), (10575, 735, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10576, 735, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10577, 735, '_work_call_description', 'field_5b241a9cbdd4f'), (10578, 735, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10579, 735, '_work_call_wedid', 'field_5b241ac4bdd50'), (10580, 735, 'work_call_image', '734'), (10581, 735, '_work_call_image', 'field_5b2906b12feea'), (10582, 735, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10583, 735, '_work_thework_description', 'field_5b241b1abdd51'), (10584, 735, 'work_thework_type', 'image'), (10585, 735, '_work_thework_type', 'field_5b6096188b1fd'), (10586, 735, 'work_thework_image', '365'), (10587, 735, '_work_thework_image', 'field_5b241b76bdd52'), (10588, 735, 'work_impact_1_type', 'text'), (10589, 735, '_work_impact_1_type', 'field_5b241c64ed75b'), (10590, 735, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10591, 735, '_work_impact_1_text', 'field_5b241d21ed75c'), (10592, 735, 'work_impact_award_option', '1'), (10593, 735, '_work_impact_award_option', 'field_5b8ec47072930'), (10594, 735, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10595, 735, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10596, 735, 'work_impact_award_description', 'PACKAGING, 2017'), (10597, 735, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10598, 735, 'work_impact_2_type', 'carousel'), (10599, 735, '_work_impact_2_type', 'field_5b2420871e096'), (10600, 735, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10601, 735, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10602, 735, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10603, 735, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10604, 735, 'work_impact_2_carousel', '2'), (10605, 735, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10606, 735, 'work_impact_3_type', 'image'), (10607, 735, '_work_impact_3_type', 'field_5b2423b7155ca'), (10608, 735, 'work_impact_3_image', '515'), (10609, 735, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10610, 735, 'work_impact_4_type', 'none'), (10611, 735, '_work_impact_4_type', 'field_5b2426034a947'), (10614, 737, 'work_home_featured_color', 'black'), (10615, 737, '_work_home_featured_color', 'field_5b2bf153536f9'), (10616, 737, 'work_home_featured_image', ''), (10617, 737, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10618, 737, 'work_navigation_color', 'black'), (10619, 737, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10620, 737, 'work_featured_image', '363'), (10621, 737, '_work_featured_image', 'field_5b27eac37a115'), (10622, 737, 'work_colors_text', '#ffffff'), (10623, 737, '_work_colors_text', 'field_5b241810bdd49'), (10624, 737, 'work_colors_accent', '#af020c'), (10625, 737, '_work_colors_accent', 'field_5b241884bdd4a'), (10626, 737, 'work_colors_bg', '#cc081e'), (10627, 737, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10628, 737, 'work_hero_tag', 'Chex'), (10629, 737, '_work_hero_tag', 'field_5b2418cebdd4c'), (10630, 737, 'work_hero_textcolor', '#ffffff'), (10631, 737, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10632, 737, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10633, 737, '_work_call_description', 'field_5b241a9cbdd4f'), (10634, 737, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10635, 737, '_work_call_wedid', 'field_5b241ac4bdd50'), (10636, 737, 'work_call_image', '736'), (10637, 737, '_work_call_image', 'field_5b2906b12feea'), (10638, 737, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10639, 737, '_work_thework_description', 'field_5b241b1abdd51'), (10640, 737, 'work_thework_type', 'image'), (10641, 737, '_work_thework_type', 'field_5b6096188b1fd'), (10642, 737, 'work_thework_image', '365'), (10643, 737, '_work_thework_image', 'field_5b241b76bdd52'), (10644, 737, 'work_impact_1_type', 'text'), (10645, 737, '_work_impact_1_type', 'field_5b241c64ed75b'), (10646, 737, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10647, 737, '_work_impact_1_text', 'field_5b241d21ed75c'), (10648, 737, 'work_impact_award_option', '1'), (10649, 737, '_work_impact_award_option', 'field_5b8ec47072930'), (10650, 737, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10651, 737, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10652, 737, 'work_impact_award_description', 'PACKAGING, 2017'), (10653, 737, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10654, 737, 'work_impact_2_type', 'carousel'), (10655, 737, '_work_impact_2_type', 'field_5b2420871e096'), (10656, 737, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10657, 737, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10658, 737, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10659, 737, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10660, 737, 'work_impact_2_carousel', '2'), (10661, 737, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10662, 737, 'work_impact_3_type', 'image'), (10663, 737, '_work_impact_3_type', 'field_5b2423b7155ca'), (10664, 737, 'work_impact_3_image', '515'), (10665, 737, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10666, 737, 'work_impact_4_type', 'none'), (10667, 737, '_work_impact_4_type', 'field_5b2426034a947'), (10670, 739, 'work_home_featured_color', 'black'), (10671, 739, '_work_home_featured_color', 'field_5b2bf153536f9'), (10672, 739, 'work_home_featured_image', ''), (10673, 739, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10674, 739, 'work_navigation_color', 'black'), (10675, 739, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10676, 739, 'work_featured_image', '363'), (10677, 739, '_work_featured_image', 'field_5b27eac37a115'), (10678, 739, 'work_colors_text', '#ffffff'), (10679, 739, '_work_colors_text', 'field_5b241810bdd49'), (10680, 739, 'work_colors_accent', '#af020c'), (10681, 739, '_work_colors_accent', 'field_5b241884bdd4a'), (10682, 739, 'work_colors_bg', '#cc081e'), (10683, 739, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10684, 739, 'work_hero_tag', 'Chex'), (10685, 739, '_work_hero_tag', 'field_5b2418cebdd4c'), (10686, 739, 'work_hero_textcolor', '#ffffff'), (10687, 739, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10688, 739, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10689, 739, '_work_call_description', 'field_5b241a9cbdd4f'), (10690, 739, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10691, 739, '_work_call_wedid', 'field_5b241ac4bdd50'), (10692, 739, 'work_call_image', '738'), (10693, 739, '_work_call_image', 'field_5b2906b12feea'), (10694, 739, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10695, 739, '_work_thework_description', 'field_5b241b1abdd51'), (10696, 739, 'work_thework_type', 'image'), (10697, 739, '_work_thework_type', 'field_5b6096188b1fd'), (10698, 739, 'work_thework_image', '365'), (10699, 739, '_work_thework_image', 'field_5b241b76bdd52'), (10700, 739, 'work_impact_1_type', 'text'), (10701, 739, '_work_impact_1_type', 'field_5b241c64ed75b'), (10702, 739, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10703, 739, '_work_impact_1_text', 'field_5b241d21ed75c'), (10704, 739, 'work_impact_award_option', '1'), (10705, 739, '_work_impact_award_option', 'field_5b8ec47072930'), (10706, 739, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10707, 739, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10708, 739, 'work_impact_award_description', 'PACKAGING, 2017'), (10709, 739, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10710, 739, 'work_impact_2_type', 'carousel'), (10711, 739, '_work_impact_2_type', 'field_5b2420871e096'), (10712, 739, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10713, 739, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10714, 739, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10715, 739, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10716, 739, 'work_impact_2_carousel', '2'), (10717, 739, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10718, 739, 'work_impact_3_type', 'image'), (10719, 739, '_work_impact_3_type', 'field_5b2423b7155ca'), (10720, 739, 'work_impact_3_image', '515'), (10721, 739, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10722, 739, 'work_impact_4_type', 'none'), (10723, 739, '_work_impact_4_type', 'field_5b2426034a947'), (10726, 741, 'work_home_featured_color', 'black'), (10727, 741, '_work_home_featured_color', 'field_5b2bf153536f9'), (10728, 741, 'work_home_featured_image', ''), (10729, 741, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10730, 741, 'work_navigation_color', 'black'), (10731, 741, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10732, 741, 'work_featured_image', '363'), (10733, 741, '_work_featured_image', 'field_5b27eac37a115'), (10734, 741, 'work_colors_text', '#ffffff'), (10735, 741, '_work_colors_text', 'field_5b241810bdd49'), (10736, 741, 'work_colors_accent', '#af020c'), (10737, 741, '_work_colors_accent', 'field_5b241884bdd4a'), (10738, 741, 'work_colors_bg', '#cc081e'), (10739, 741, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10740, 741, 'work_hero_tag', 'Chex'), (10741, 741, '_work_hero_tag', 'field_5b2418cebdd4c'), (10742, 741, 'work_hero_textcolor', '#ffffff'), (10743, 741, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10744, 741, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10745, 741, '_work_call_description', 'field_5b241a9cbdd4f'), (10746, 741, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10747, 741, '_work_call_wedid', 'field_5b241ac4bdd50'), (10748, 741, 'work_call_image', '740'), (10749, 741, '_work_call_image', 'field_5b2906b12feea'), (10750, 741, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10751, 741, '_work_thework_description', 'field_5b241b1abdd51'), (10752, 741, 'work_thework_type', 'image'), (10753, 741, '_work_thework_type', 'field_5b6096188b1fd'), (10754, 741, 'work_thework_image', '365'), (10755, 741, '_work_thework_image', 'field_5b241b76bdd52'), (10756, 741, 'work_impact_1_type', 'text'), (10757, 741, '_work_impact_1_type', 'field_5b241c64ed75b'), (10758, 741, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10759, 741, '_work_impact_1_text', 'field_5b241d21ed75c'), (10760, 741, 'work_impact_award_option', '1'), (10761, 741, '_work_impact_award_option', 'field_5b8ec47072930'), (10762, 741, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10763, 741, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10764, 741, 'work_impact_award_description', 'PACKAGING, 2017'), (10765, 741, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10766, 741, 'work_impact_2_type', 'carousel'), (10767, 741, '_work_impact_2_type', 'field_5b2420871e096'), (10768, 741, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10769, 741, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10770, 741, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10771, 741, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10772, 741, 'work_impact_2_carousel', '2'), (10773, 741, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10774, 741, 'work_impact_3_type', 'image'), (10775, 741, '_work_impact_3_type', 'field_5b2423b7155ca'), (10776, 741, 'work_impact_3_image', '515'), (10777, 741, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10778, 741, 'work_impact_4_type', 'none'), (10779, 741, '_work_impact_4_type', 'field_5b2426034a947'), (10782, 743, 'work_home_featured_color', 'black'), (10783, 743, '_work_home_featured_color', 'field_5b2bf153536f9'), (10784, 743, 'work_home_featured_image', ''), (10785, 743, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10786, 743, 'work_navigation_color', 'black'), (10787, 743, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10788, 743, 'work_featured_image', '363'), (10789, 743, '_work_featured_image', 'field_5b27eac37a115'), (10790, 743, 'work_colors_text', '#ffffff'), (10791, 743, '_work_colors_text', 'field_5b241810bdd49'), (10792, 743, 'work_colors_accent', '#af020c'), (10793, 743, '_work_colors_accent', 'field_5b241884bdd4a'), (10794, 743, 'work_colors_bg', '#cc081e'), (10795, 743, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10796, 743, 'work_hero_tag', 'Chex'), (10797, 743, '_work_hero_tag', 'field_5b2418cebdd4c'), (10798, 743, 'work_hero_textcolor', '#ffffff'), (10799, 743, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10800, 743, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10801, 743, '_work_call_description', 'field_5b241a9cbdd4f'), (10802, 743, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10803, 743, '_work_call_wedid', 'field_5b241ac4bdd50'), (10804, 743, 'work_call_image', '742'), (10805, 743, '_work_call_image', 'field_5b2906b12feea'), (10806, 743, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10807, 743, '_work_thework_description', 'field_5b241b1abdd51'), (10808, 743, 'work_thework_type', 'image'), (10809, 743, '_work_thework_type', 'field_5b6096188b1fd'), (10810, 743, 'work_thework_image', '365'), (10811, 743, '_work_thework_image', 'field_5b241b76bdd52'), (10812, 743, 'work_impact_1_type', 'text'), (10813, 743, '_work_impact_1_type', 'field_5b241c64ed75b'), (10814, 743, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10815, 743, '_work_impact_1_text', 'field_5b241d21ed75c'), (10816, 743, 'work_impact_award_option', '1'), (10817, 743, '_work_impact_award_option', 'field_5b8ec47072930'), (10818, 743, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10819, 743, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10820, 743, 'work_impact_award_description', 'PACKAGING, 2017'), (10821, 743, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10822, 743, 'work_impact_2_type', 'carousel'), (10823, 743, '_work_impact_2_type', 'field_5b2420871e096'), (10824, 743, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10825, 743, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10826, 743, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10827, 743, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10828, 743, 'work_impact_2_carousel', '2'), (10829, 743, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10830, 743, 'work_impact_3_type', 'image'), (10831, 743, '_work_impact_3_type', 'field_5b2423b7155ca'), (10832, 743, 'work_impact_3_image', '515'), (10833, 743, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10834, 743, 'work_impact_4_type', 'none'), (10835, 743, '_work_impact_4_type', 'field_5b2426034a947'), (10838, 745, 'work_home_featured_color', 'black'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (10839, 745, '_work_home_featured_color', 'field_5b2bf153536f9'), (10840, 745, 'work_home_featured_image', ''), (10841, 745, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10842, 745, 'work_navigation_color', 'black'), (10843, 745, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10844, 745, 'work_featured_image', '363'), (10845, 745, '_work_featured_image', 'field_5b27eac37a115'), (10846, 745, 'work_colors_text', '#ffffff'), (10847, 745, '_work_colors_text', 'field_5b241810bdd49'), (10848, 745, 'work_colors_accent', '#af020c'), (10849, 745, '_work_colors_accent', 'field_5b241884bdd4a'), (10850, 745, 'work_colors_bg', '#cc081e'), (10851, 745, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10852, 745, 'work_hero_tag', 'Chex'), (10853, 745, '_work_hero_tag', 'field_5b2418cebdd4c'), (10854, 745, 'work_hero_textcolor', '#ffffff'), (10855, 745, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10856, 745, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10857, 745, '_work_call_description', 'field_5b241a9cbdd4f'), (10858, 745, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10859, 745, '_work_call_wedid', 'field_5b241ac4bdd50'), (10860, 745, 'work_call_image', '744'), (10861, 745, '_work_call_image', 'field_5b2906b12feea'), (10862, 745, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10863, 745, '_work_thework_description', 'field_5b241b1abdd51'), (10864, 745, 'work_thework_type', 'image'), (10865, 745, '_work_thework_type', 'field_5b6096188b1fd'), (10866, 745, 'work_thework_image', '365'), (10867, 745, '_work_thework_image', 'field_5b241b76bdd52'), (10868, 745, 'work_impact_1_type', 'text'), (10869, 745, '_work_impact_1_type', 'field_5b241c64ed75b'), (10870, 745, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10871, 745, '_work_impact_1_text', 'field_5b241d21ed75c'), (10872, 745, 'work_impact_award_option', '1'), (10873, 745, '_work_impact_award_option', 'field_5b8ec47072930'), (10874, 745, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10875, 745, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10876, 745, 'work_impact_award_description', 'PACKAGING, 2017'), (10877, 745, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10878, 745, 'work_impact_2_type', 'carousel'), (10879, 745, '_work_impact_2_type', 'field_5b2420871e096'), (10880, 745, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10881, 745, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10882, 745, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10883, 745, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10884, 745, 'work_impact_2_carousel', '2'), (10885, 745, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10886, 745, 'work_impact_3_type', 'image'), (10887, 745, '_work_impact_3_type', 'field_5b2423b7155ca'), (10888, 745, 'work_impact_3_image', '515'), (10889, 745, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10890, 745, 'work_impact_4_type', 'none'), (10891, 745, '_work_impact_4_type', 'field_5b2426034a947'), (10894, 747, 'work_home_featured_color', 'black'), (10895, 747, '_work_home_featured_color', 'field_5b2bf153536f9'), (10896, 747, 'work_home_featured_image', ''), (10897, 747, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10898, 747, 'work_navigation_color', 'black'), (10899, 747, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10900, 747, 'work_featured_image', '363'), (10901, 747, '_work_featured_image', 'field_5b27eac37a115'), (10902, 747, 'work_colors_text', '#ffffff'), (10903, 747, '_work_colors_text', 'field_5b241810bdd49'), (10904, 747, 'work_colors_accent', '#af020c'), (10905, 747, '_work_colors_accent', 'field_5b241884bdd4a'), (10906, 747, 'work_colors_bg', '#cc081e'), (10907, 747, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10908, 747, 'work_hero_tag', 'Chex'), (10909, 747, '_work_hero_tag', 'field_5b2418cebdd4c'), (10910, 747, 'work_hero_textcolor', '#ffffff'), (10911, 747, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10912, 747, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10913, 747, '_work_call_description', 'field_5b241a9cbdd4f'), (10914, 747, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10915, 747, '_work_call_wedid', 'field_5b241ac4bdd50'), (10916, 747, 'work_call_image', '746'), (10917, 747, '_work_call_image', 'field_5b2906b12feea'), (10918, 747, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10919, 747, '_work_thework_description', 'field_5b241b1abdd51'), (10920, 747, 'work_thework_type', 'image'), (10921, 747, '_work_thework_type', 'field_5b6096188b1fd'), (10922, 747, 'work_thework_image', '365'), (10923, 747, '_work_thework_image', 'field_5b241b76bdd52'), (10924, 747, 'work_impact_1_type', 'text'), (10925, 747, '_work_impact_1_type', 'field_5b241c64ed75b'), (10926, 747, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10927, 747, '_work_impact_1_text', 'field_5b241d21ed75c'), (10928, 747, 'work_impact_award_option', '1'), (10929, 747, '_work_impact_award_option', 'field_5b8ec47072930'), (10930, 747, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10931, 747, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10932, 747, 'work_impact_award_description', 'PACKAGING, 2017'), (10933, 747, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10934, 747, 'work_impact_2_type', 'carousel'), (10935, 747, '_work_impact_2_type', 'field_5b2420871e096'), (10936, 747, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10937, 747, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10938, 747, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10939, 747, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10940, 747, 'work_impact_2_carousel', '2'), (10941, 747, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10942, 747, 'work_impact_3_type', 'image'), (10943, 747, '_work_impact_3_type', 'field_5b2423b7155ca'), (10944, 747, 'work_impact_3_image', '515'), (10945, 747, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (10946, 747, 'work_impact_4_type', 'none'), (10947, 747, '_work_impact_4_type', 'field_5b2426034a947'), (10950, 749, 'work_home_featured_color', 'black'), (10951, 749, '_work_home_featured_color', 'field_5b2bf153536f9'), (10952, 749, 'work_home_featured_image', ''), (10953, 749, '_work_home_featured_image', 'field_5b2bddcd3c783'), (10954, 749, 'work_navigation_color', 'black'), (10955, 749, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (10956, 749, 'work_featured_image', '363'), (10957, 749, '_work_featured_image', 'field_5b27eac37a115'), (10958, 749, 'work_colors_text', '#ffffff'), (10959, 749, '_work_colors_text', 'field_5b241810bdd49'), (10960, 749, 'work_colors_accent', '#af020c'), (10961, 749, '_work_colors_accent', 'field_5b241884bdd4a'), (10962, 749, 'work_colors_bg', '#cc081e'), (10963, 749, '_work_colors_bg', 'field_5b2418a3bdd4b'), (10964, 749, 'work_hero_tag', 'Chex'), (10965, 749, '_work_hero_tag', 'field_5b2418cebdd4c'), (10966, 749, 'work_hero_textcolor', '#ffffff'), (10967, 749, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (10968, 749, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (10969, 749, '_work_call_description', 'field_5b241a9cbdd4f'), (10970, 749, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (10971, 749, '_work_call_wedid', 'field_5b241ac4bdd50'), (10972, 749, 'work_call_image', '748'), (10973, 749, '_work_call_image', 'field_5b2906b12feea'), (10974, 749, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (10975, 749, '_work_thework_description', 'field_5b241b1abdd51'), (10976, 749, 'work_thework_type', 'image'), (10977, 749, '_work_thework_type', 'field_5b6096188b1fd'), (10978, 749, 'work_thework_image', '365'), (10979, 749, '_work_thework_image', 'field_5b241b76bdd52'), (10980, 749, 'work_impact_1_type', 'text'), (10981, 749, '_work_impact_1_type', 'field_5b241c64ed75b'), (10982, 749, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (10983, 749, '_work_impact_1_text', 'field_5b241d21ed75c'), (10984, 749, 'work_impact_award_option', '1'), (10985, 749, '_work_impact_award_option', 'field_5b8ec47072930'), (10986, 749, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (10987, 749, '_work_impact_award_title', 'field_5b8ec3b06d419'), (10988, 749, 'work_impact_award_description', 'PACKAGING, 2017'), (10989, 749, '_work_impact_award_description', 'field_5b8ec4116d41a'), (10990, 749, 'work_impact_2_type', 'carousel'), (10991, 749, '_work_impact_2_type', 'field_5b2420871e096'), (10992, 749, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (10993, 749, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (10994, 749, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (10995, 749, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (10996, 749, 'work_impact_2_carousel', '2'), (10997, 749, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (10998, 749, 'work_impact_3_type', 'image'), (10999, 749, '_work_impact_3_type', 'field_5b2423b7155ca'), (11000, 749, 'work_impact_3_image', '515'), (11001, 749, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (11002, 749, 'work_impact_4_type', 'none'), (11003, 749, '_work_impact_4_type', 'field_5b2426034a947'), (11006, 751, 'work_home_featured_color', 'black'), (11007, 751, '_work_home_featured_color', 'field_5b2bf153536f9'), (11008, 751, 'work_home_featured_image', ''), (11009, 751, '_work_home_featured_image', 'field_5b2bddcd3c783'), (11010, 751, 'work_navigation_color', 'black'), (11011, 751, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (11012, 751, 'work_featured_image', '363'), (11013, 751, '_work_featured_image', 'field_5b27eac37a115'), (11014, 751, 'work_colors_text', '#ffffff'), (11015, 751, '_work_colors_text', 'field_5b241810bdd49'), (11016, 751, 'work_colors_accent', '#af020c'), (11017, 751, '_work_colors_accent', 'field_5b241884bdd4a'), (11018, 751, 'work_colors_bg', '#cc081e'), (11019, 751, '_work_colors_bg', 'field_5b2418a3bdd4b'), (11020, 751, 'work_hero_tag', 'Chex'), (11021, 751, '_work_hero_tag', 'field_5b2418cebdd4c'), (11022, 751, 'work_hero_textcolor', '#ffffff'), (11023, 751, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (11024, 751, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (11025, 751, '_work_call_description', 'field_5b241a9cbdd4f'), (11026, 751, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (11027, 751, '_work_call_wedid', 'field_5b241ac4bdd50'), (11028, 751, 'work_call_image', '750'), (11029, 751, '_work_call_image', 'field_5b2906b12feea'), (11030, 751, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (11031, 751, '_work_thework_description', 'field_5b241b1abdd51'), (11032, 751, 'work_thework_type', 'image'), (11033, 751, '_work_thework_type', 'field_5b6096188b1fd'), (11034, 751, 'work_thework_image', '365'), (11035, 751, '_work_thework_image', 'field_5b241b76bdd52'), (11036, 751, 'work_impact_1_type', 'text'), (11037, 751, '_work_impact_1_type', 'field_5b241c64ed75b'), (11038, 751, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (11039, 751, '_work_impact_1_text', 'field_5b241d21ed75c'), (11040, 751, 'work_impact_award_option', '1'), (11041, 751, '_work_impact_award_option', 'field_5b8ec47072930'), (11042, 751, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (11043, 751, '_work_impact_award_title', 'field_5b8ec3b06d419'), (11044, 751, 'work_impact_award_description', 'PACKAGING, 2017'), (11045, 751, '_work_impact_award_description', 'field_5b8ec4116d41a'), (11046, 751, 'work_impact_2_type', 'carousel'), (11047, 751, '_work_impact_2_type', 'field_5b2420871e096'), (11048, 751, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (11049, 751, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (11050, 751, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (11051, 751, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (11052, 751, 'work_impact_2_carousel', '2'), (11053, 751, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (11054, 751, 'work_impact_3_type', 'image'), (11055, 751, '_work_impact_3_type', 'field_5b2423b7155ca'), (11056, 751, 'work_impact_3_image', '515'), (11057, 751, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (11058, 751, 'work_impact_4_type', 'none'), (11059, 751, '_work_impact_4_type', 'field_5b2426034a947'), (11062, 753, 'work_home_featured_color', 'black'), (11063, 753, '_work_home_featured_color', 'field_5b2bf153536f9'), (11064, 753, 'work_home_featured_image', ''), (11065, 753, '_work_home_featured_image', 'field_5b2bddcd3c783'), (11066, 753, 'work_navigation_color', 'black'), (11067, 753, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (11068, 753, 'work_featured_image', '363'), (11069, 753, '_work_featured_image', 'field_5b27eac37a115'), (11070, 753, 'work_colors_text', '#ffffff'), (11071, 753, '_work_colors_text', 'field_5b241810bdd49'), (11072, 753, 'work_colors_accent', '#af020c'), (11073, 753, '_work_colors_accent', 'field_5b241884bdd4a'), (11074, 753, 'work_colors_bg', '#cc081e'), (11075, 753, '_work_colors_bg', 'field_5b2418a3bdd4b'), (11076, 753, 'work_hero_tag', 'Chex'), (11077, 753, '_work_hero_tag', 'field_5b2418cebdd4c'), (11078, 753, 'work_hero_textcolor', '#ffffff'), (11079, 753, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (11080, 753, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (11081, 753, '_work_call_description', 'field_5b241a9cbdd4f'), (11082, 753, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (11083, 753, '_work_call_wedid', 'field_5b241ac4bdd50'), (11084, 753, 'work_call_image', '752'), (11085, 753, '_work_call_image', 'field_5b2906b12feea'), (11086, 753, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (11087, 753, '_work_thework_description', 'field_5b241b1abdd51'), (11088, 753, 'work_thework_type', 'image'), (11089, 753, '_work_thework_type', 'field_5b6096188b1fd'), (11090, 753, 'work_thework_image', '365'), (11091, 753, '_work_thework_image', 'field_5b241b76bdd52'), (11092, 753, 'work_impact_1_type', 'text'), (11093, 753, '_work_impact_1_type', 'field_5b241c64ed75b'), (11094, 753, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (11095, 753, '_work_impact_1_text', 'field_5b241d21ed75c'), (11096, 753, 'work_impact_award_option', '1'), (11097, 753, '_work_impact_award_option', 'field_5b8ec47072930'), (11098, 753, 'work_impact_award_title', 'GOLD TRANSFORM AWARD'), (11099, 753, '_work_impact_award_title', 'field_5b8ec3b06d419'), (11100, 753, 'work_impact_award_description', 'PACKAGING, 2017'), (11101, 753, '_work_impact_award_description', 'field_5b8ec4116d41a'), (11102, 753, 'work_impact_2_type', 'carousel'), (11103, 753, '_work_impact_2_type', 'field_5b2420871e096'), (11104, 753, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (11105, 753, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (11106, 753, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (11107, 753, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (11108, 753, 'work_impact_2_carousel', '2'), (11109, 753, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (11110, 753, 'work_impact_3_type', 'image'), (11111, 753, '_work_impact_3_type', 'field_5b2423b7155ca'), (11112, 753, 'work_impact_3_image', '515'), (11113, 753, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (11114, 753, 'work_impact_4_type', 'none'), (11115, 753, '_work_impact_4_type', 'field_5b2426034a947'), (11116, 754, 'fakerpress_flag', '1'), (11117, 754, '_thumbnail_id', '105'), (11118, 754, 'kdmfi_featured-image', '107'), (11119, 754, '_dp_original', '104'), (11120, 755, 'fakerpress_flag', '1'), (11121, 755, '_thumbnail_id', '105'), (11122, 755, 'kdmfi_featured-image', '107'), (11123, 755, '_dp_original', '104'), (11124, 754, '_edit_lock', '1536706116:1'), (11125, 754, '_edit_last', '1'), (11126, 756, 'thinking_hero_type', 'image'), (11127, 756, '_thinking_hero_type', 'field_5b49f1bbea434'), (11128, 756, 'thinking_hero_image', ''), (11129, 756, '_thinking_hero_image', 'field_5b27ece0d75c4'), (11130, 754, 'thinking_hero_type', 'image'), (11131, 754, '_thinking_hero_type', 'field_5b49f1bbea434'), (11132, 754, 'thinking_hero_image', ''), (11133, 754, '_thinking_hero_image', 'field_5b27ece0d75c4'), (11134, 755, '_edit_lock', '1537186055:2'), (11135, 755, '_edit_last', '1'), (11136, 758, 'thinking_hero_type', 'image'), (11137, 758, '_thinking_hero_type', 'field_5b49f1bbea434'), (11138, 758, 'thinking_hero_image', ''), (11139, 758, '_thinking_hero_image', 'field_5b27ece0d75c4'), (11140, 755, 'thinking_hero_type', 'image'), (11141, 755, '_thinking_hero_type', 'field_5b49f1bbea434'), (11142, 755, 'thinking_hero_image', ''), (11143, 755, '_thinking_hero_image', 'field_5b27ece0d75c4'), (11144, 754, '_wp_trash_meta_status', 'publish'), (11145, 754, '_wp_trash_meta_time', '1536706789'), (11146, 754, '_wp_desired_post_slug', 'accusantium-iusto-vel-et-autem-quaerat-2'), (11147, 104, '_wp_trash_meta_status', 'publish'), (11148, 104, '_wp_trash_meta_time', '1536706792'), (11149, 104, '_wp_desired_post_slug', 'accusantium-iusto-vel-et-autem-quaerat'), (11580, 766, 'jobs_hero_image', '440'), (11581, 766, '_jobs_hero_image', 'field_5b327fcee29ca'), (11582, 766, 'jobs_hero_textcolor', 'black'), (11583, 766, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (11584, 766, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (11585, 766, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (11586, 766, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (11587, 766, '_jobs_you_description', 'field_5b32333cf74b1'), (11588, 766, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (11589, 766, '_jobs_role_description', 'field_5b32338ff74b2'), (11590, 766, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (11591, 766, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (11592, 766, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (11593, 766, '_jobs_position_title', 'field_5b3234ffb6ce0'), (11594, 766, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (11595, 766, '_jobs_position_reports', 'field_5b323536b6ce2'), (11596, 767, 'jobs_hero_image', '440'), (11597, 767, '_jobs_hero_image', 'field_5b327fcee29ca'), (11598, 767, 'jobs_hero_textcolor', 'black'), (11599, 767, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (11600, 767, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n
      \r\n
    • What\'s a brand agency? Imagine management consulting meets design meets traveling circus.
      • \r\n
    • Test.
      • \r\n
    \r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (11601, 767, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (11602, 767, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (11603, 767, '_jobs_you_description', 'field_5b32333cf74b1'), (11604, 767, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (11605, 767, '_jobs_role_description', 'field_5b32338ff74b2'), (11606, 767, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (11607, 767, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (11608, 767, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (11609, 767, '_jobs_position_title', 'field_5b3234ffb6ce0'), (11610, 767, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (11611, 767, '_jobs_position_reports', 'field_5b323536b6ce2'), (11612, 768, 'fakerpress_flag', '1'), (11613, 768, '_thumbnail_id', '95'), (11614, 768, 'thinking_hero_type', 'image'), (11615, 768, '_thinking_hero_type', 'field_5b49f1bbea434'), (11616, 768, 'thinking_hero_image', ''), (11617, 768, '_thinking_hero_image', 'field_5b27ece0d75c4'), (11618, 768, '_dp_original', '94'), (11619, 768, '_edit_lock', '1536783041:1'), (11620, 768, '_edit_last', '1'), (11621, 769, 'thinking_hero_type', 'image'), (11622, 769, '_thinking_hero_type', 'field_5b49f1bbea434'), (11623, 769, 'thinking_hero_image', ''), (11624, 769, '_thinking_hero_image', 'field_5b27ece0d75c4'), (11625, 770, 'thinking_hero_type', 'image'), (11626, 770, '_thinking_hero_type', 'field_5b49f1bbea434'), (11627, 770, 'thinking_hero_image', ''), (11628, 770, '_thinking_hero_image', 'field_5b27ece0d75c4'), (11629, 771, '_thumbnail_id', '339'), (11630, 771, 'work_colors_text', '#ffffff'), (11631, 771, '_work_colors_text', 'field_5b241810bdd49'), (11632, 771, 'work_colors_accent', '#007bc1'), (11633, 771, '_work_colors_accent', 'field_5b241884bdd4a'), (11634, 771, 'work_colors_bg', '#0094d0'), (11635, 771, '_work_colors_bg', 'field_5b2418a3bdd4b'), (11636, 771, 'work_hero_tag', 'Land o Lakes'), (11637, 771, '_work_hero_tag', 'field_5b2418cebdd4c'), (11638, 771, 'work_hero_title', ''), (11639, 771, '_work_hero_title', 'field_5b2419f7bdd4d'), (11640, 771, 'work_hero_textcolor', '#ffffff'), (11641, 771, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (11642, 771, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (11643, 771, '_work_call_description', 'field_5b241a9cbdd4f'), (11644, 771, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (11645, 771, '_work_call_wedid', 'field_5b241ac4bdd50'), (11646, 771, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (11647, 771, '_work_thework_description', 'field_5b241b1abdd51'), (11648, 771, 'work_thework_image', '347'), (11649, 771, '_work_thework_image', 'field_5b241b76bdd52'), (11650, 771, 'work_impact_1_type', 'text'), (11651, 771, '_work_impact_1_type', 'field_5b241c64ed75b'), (11652, 771, 'work_impact_2_type', 'image'), (11653, 771, '_work_impact_2_type', 'field_5b2420871e096'), (11654, 771, 'work_impact_3_type', 'image'), (11655, 771, '_work_impact_3_type', 'field_5b2423b7155ca'), (11656, 771, 'work_impact_4_type', 'none'), (11657, 771, '_work_impact_4_type', 'field_5b2426034a947'), (11658, 771, 'Array_secondary-image_thumbnail_id', '205'), (11659, 771, 'Array_secondary-image-work_thumbnail_id', '209'), (11660, 771, 'work_featured_image', '345'), (11661, 771, '_work_featured_image', 'field_5b27eac37a115'), (11662, 771, 'work_call_image', '346'), (11663, 771, '_work_call_image', 'field_5b2906b12feea'), (11664, 771, 'work_impact_1_quote-image_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (11665, 771, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (11666, 771, 'work_impact_1_quote-image_author', 'HAIN CELESTIAL'), (11667, 771, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (11668, 771, 'work_impact_1_quote-image_image', ''), (11669, 771, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (11670, 771, 'work_impact_2_image', '348'), (11671, 771, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (11672, 771, 'work_impact_3_quote_text', 'Text text'), (11673, 771, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (11674, 771, 'work_impact_3_quote_author ', 'Text author'), (11675, 771, '_work_impact_3_quote_author ', 'field_5b2423c3155cd'), (11676, 771, 'work_impact_3_quote-image_text ', 'Text'), (11677, 771, '_work_impact_3_quote-image_text ', 'field_5b2423c6155ce'), (11678, 771, 'work_impact_3_quote-image_author ', 'Text'), (11679, 771, '_work_impact_3_quote-image_author ', 'field_5b2423c8155cf'), (11680, 771, 'work_impact_3_quote-image_image', '296'), (11681, 771, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (11682, 771, 'work_impact_3_quote-image_text', 'Text'), (11683, 771, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (11684, 771, 'work_impact_3_quote-image_author', 'Text'), (11685, 771, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (11686, 771, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (11687, 771, '_work_impact_1_text', 'field_5b241d21ed75c'), (11688, 771, 'work_impact_3_image', '661'), (11689, 771, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (11690, 771, 'work_navigation_color', 'white'), (11691, 771, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (11692, 771, 'work_home_featured_image', '388'), (11693, 771, '_work_home_featured_image', 'field_5b2bddcd3c783'), (11694, 771, 'work_home_featured_color', 'black'), (11695, 771, '_work_home_featured_color', 'field_5b2bf153536f9'), (11696, 771, 'work_thework_type', 'image'), (11697, 771, '_work_thework_type', 'field_5b6096188b1fd'), (11698, 771, 'work_thework_video', ''), (11699, 771, '_work_thework_video', 'field_5b6095da8b1fc'), (11700, 771, 'work_impact_award_option', '1'), (11701, 771, '_work_impact_award_option', 'field_5b8ec47072930'), (11702, 771, '_dp_original', '47'), (11703, 772, '_thumbnail_id', '339'), (11704, 772, 'work_colors_text', '#ffffff'), (11705, 772, '_work_colors_text', 'field_5b241810bdd49'), (11706, 772, 'work_colors_accent', '#007bc1'), (11707, 772, '_work_colors_accent', 'field_5b241884bdd4a'), (11708, 772, 'work_colors_bg', '#0094d0'), (11709, 772, '_work_colors_bg', 'field_5b2418a3bdd4b'), (11710, 772, 'work_hero_tag', 'Land o Lakes'), (11711, 772, '_work_hero_tag', 'field_5b2418cebdd4c'), (11712, 772, 'work_hero_title', ''), (11713, 772, '_work_hero_title', 'field_5b2419f7bdd4d'), (11714, 772, 'work_hero_textcolor', '#ffffff'), (11715, 772, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (11716, 772, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (11717, 772, '_work_call_description', 'field_5b241a9cbdd4f'), (11718, 772, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (11719, 772, '_work_call_wedid', 'field_5b241ac4bdd50'), (11720, 772, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (11721, 772, '_work_thework_description', 'field_5b241b1abdd51'), (11722, 772, 'work_thework_image', '347'), (11723, 772, '_work_thework_image', 'field_5b241b76bdd52'), (11724, 772, 'work_impact_1_type', 'text'), (11725, 772, '_work_impact_1_type', 'field_5b241c64ed75b'), (11726, 772, 'work_impact_2_type', 'image'), (11727, 772, '_work_impact_2_type', 'field_5b2420871e096'), (11728, 772, 'work_impact_3_type', 'image'), (11729, 772, '_work_impact_3_type', 'field_5b2423b7155ca'), (11730, 772, 'work_impact_4_type', 'none'), (11731, 772, '_work_impact_4_type', 'field_5b2426034a947'), (11732, 772, 'Array_secondary-image_thumbnail_id', '205'), (11733, 772, 'Array_secondary-image-work_thumbnail_id', '209'), (11734, 772, 'work_featured_image', '345'), (11735, 772, '_work_featured_image', 'field_5b27eac37a115'), (11736, 772, 'work_call_image', '346'), (11737, 772, '_work_call_image', 'field_5b2906b12feea'), (11738, 772, 'work_impact_1_quote-image_text', 'TURNS INCREASED 5% IN THE LAST 6 MONTHS ON A BUSINESS THAT HAD BEEN RELATIVELY FLAT FOR OVER A YEAR.'), (11739, 772, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (11740, 772, 'work_impact_1_quote-image_author', 'HAIN CELESTIAL'), (11741, 772, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (11742, 772, 'work_impact_1_quote-image_image', ''), (11743, 772, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (11744, 772, 'work_impact_2_image', '348'), (11745, 772, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (11746, 772, 'work_impact_3_quote_text', 'Text text'), (11747, 772, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (11748, 772, 'work_impact_3_quote_author ', 'Text author'), (11749, 772, '_work_impact_3_quote_author ', 'field_5b2423c3155cd'), (11750, 772, 'work_impact_3_quote-image_text ', 'Text'), (11751, 772, '_work_impact_3_quote-image_text ', 'field_5b2423c6155ce'), (11752, 772, 'work_impact_3_quote-image_author ', 'Text'), (11753, 772, '_work_impact_3_quote-image_author ', 'field_5b2423c8155cf'), (11754, 772, 'work_impact_3_quote-image_image', '296'), (11755, 772, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (11756, 772, 'work_impact_3_quote-image_text', 'Text'), (11757, 772, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (11758, 772, 'work_impact_3_quote-image_author', 'Text'), (11759, 772, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (11760, 772, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (11761, 772, '_work_impact_1_text', 'field_5b241d21ed75c'), (11762, 772, 'work_impact_3_image', '661'), (11763, 772, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (11764, 772, 'work_navigation_color', 'white'), (11765, 772, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (11766, 772, 'work_home_featured_image', '388'), (11767, 772, '_work_home_featured_image', 'field_5b2bddcd3c783'), (11768, 772, 'work_home_featured_color', 'black'), (11769, 772, '_work_home_featured_color', 'field_5b2bf153536f9'), (11770, 772, 'work_thework_type', 'image'), (11771, 772, '_work_thework_type', 'field_5b6096188b1fd'), (11772, 772, 'work_thework_video', ''), (11773, 772, '_work_thework_video', 'field_5b6095da8b1fc'), (11774, 772, 'work_impact_award_option', '0'), (11775, 772, '_work_impact_award_option', 'field_5b8ec47072930'), (11776, 772, '_dp_original', '47'), (11777, 773, '_thumbnail_id', '327'), (11778, 773, 'work_featured_image', '328'), (11779, 773, '_work_featured_image', 'field_5b27eac37a115'), (11780, 773, 'work_colors_text', '#000000'), (11781, 773, '_work_colors_text', 'field_5b241810bdd49'), (11782, 773, 'work_colors_accent', '#48a4ca'), (11783, 773, '_work_colors_accent', 'field_5b241884bdd4a'), (11784, 773, 'work_colors_bg', '#66c4e5'), (11785, 773, '_work_colors_bg', 'field_5b2418a3bdd4b'), (11786, 773, 'work_hero_tag', 'First take'), (11787, 773, '_work_hero_tag', 'field_5b2418cebdd4c'), (11788, 773, 'work_hero_textcolor', '#000000'), (11789, 773, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (11790, 773, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (11791, 773, '_work_call_description', 'field_5b241a9cbdd4f'), (11792, 773, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (11793, 773, '_work_call_wedid', 'field_5b241ac4bdd50'), (11794, 773, 'work_call_image', '562'), (11795, 773, '_work_call_image', 'field_5b2906b12feea'), (11796, 773, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (11797, 773, '_work_thework_description', 'field_5b241b1abdd51'), (11798, 773, 'work_thework_image', '330'), (11799, 773, '_work_thework_image', 'field_5b241b76bdd52'), (11800, 773, 'work_impact_1_type', 'text'), (11801, 773, '_work_impact_1_type', 'field_5b241c64ed75b'), (11802, 773, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (11803, 773, '_work_impact_1_text', 'field_5b241d21ed75c'), (11804, 773, 'work_impact_2_type', 'image'), (11805, 773, '_work_impact_2_type', 'field_5b2420871e096'), (11806, 773, 'work_impact_2_image', '331'), (11807, 773, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (11808, 773, 'work_impact_3_type', 'none'), (11809, 773, '_work_impact_3_type', 'field_5b2423b7155ca'), (11810, 773, 'work_impact_4_type', 'none'), (11811, 773, '_work_impact_4_type', 'field_5b2426034a947'), (11812, 773, 'work_navigation_color', 'black'), (11813, 773, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (11814, 773, 'work_home_featured_color', 'black'), (11815, 773, '_work_home_featured_color', 'field_5b2bf153536f9'), (11816, 773, 'work_home_featured_image', ''), (11817, 773, '_work_home_featured_image', 'field_5b2bddcd3c783'), (11818, 773, '_dp_original', '326'), (11819, 773, '_edit_lock', '1537289892:1'), (11820, 772, '_edit_lock', '1536874828:1'), (11821, 771, '_edit_lock', '1537287931:1'), (11822, 772, '_edit_last', '1'), (11823, 774, 'work_home_featured_color', 'black'), (11824, 774, '_work_home_featured_color', 'field_5b2bf153536f9'), (11825, 774, 'work_home_featured_image', '388'), (11826, 774, '_work_home_featured_image', 'field_5b2bddcd3c783'), (11827, 774, 'work_navigation_color', 'white'), (11828, 774, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (11829, 774, 'work_featured_image', '345'), (11830, 774, '_work_featured_image', 'field_5b27eac37a115'), (11831, 774, 'work_colors_text', '#ffffff'), (11832, 774, '_work_colors_text', 'field_5b241810bdd49'), (11833, 774, 'work_colors_accent', '#007bc1'), (11834, 774, '_work_colors_accent', 'field_5b241884bdd4a'), (11835, 774, 'work_colors_bg', '#0094d0'), (11836, 774, '_work_colors_bg', 'field_5b2418a3bdd4b'), (11837, 774, 'work_hero_tag', 'Land o Lakes'), (11838, 774, '_work_hero_tag', 'field_5b2418cebdd4c'), (11839, 774, 'work_hero_textcolor', '#ffffff'), (11840, 774, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (11841, 774, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (11842, 774, '_work_call_description', 'field_5b241a9cbdd4f'), (11843, 774, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (11844, 774, '_work_call_wedid', 'field_5b241ac4bdd50'), (11845, 774, 'work_call_image', '346'), (11846, 774, '_work_call_image', 'field_5b2906b12feea'), (11847, 774, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (11848, 774, '_work_thework_description', 'field_5b241b1abdd51'), (11849, 774, 'work_thework_type', 'image'), (11850, 774, '_work_thework_type', 'field_5b6096188b1fd'), (11851, 771, '_edit_last', '2'), (11852, 774, 'work_thework_image', '347'), (11853, 774, '_work_thework_image', 'field_5b241b76bdd52'), (11854, 774, 'work_impact_1_type', 'text'), (11855, 774, '_work_impact_1_type', 'field_5b241c64ed75b'), (11856, 774, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (11857, 774, '_work_impact_1_text', 'field_5b241d21ed75c'), (11858, 774, 'work_impact_award_option', '0'), (11859, 774, '_work_impact_award_option', 'field_5b8ec47072930'), (11860, 774, 'work_impact_2_type', 'image'), (11861, 774, '_work_impact_2_type', 'field_5b2420871e096'), (11862, 775, 'work_home_featured_color', 'black'), (11863, 774, 'work_impact_2_image', '348'), (11864, 775, '_work_home_featured_color', 'field_5b2bf153536f9'), (11865, 774, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (11866, 775, 'work_home_featured_image', '388'), (11867, 775, '_work_home_featured_image', 'field_5b2bddcd3c783'), (11868, 774, 'work_impact_3_type', 'image'), (11869, 775, 'work_navigation_color', 'white'), (11870, 774, '_work_impact_3_type', 'field_5b2423b7155ca'), (11871, 774, 'work_impact_3_image', '661'), (11872, 775, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (11873, 774, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (11874, 774, 'work_impact_4_type', 'none'), (11875, 775, 'work_featured_image', '345'), (11876, 774, '_work_impact_4_type', 'field_5b2426034a947'), (11877, 775, '_work_featured_image', 'field_5b27eac37a115'), (11878, 775, 'work_colors_text', '#ffffff'), (11879, 775, '_work_colors_text', 'field_5b241810bdd49'), (11880, 775, 'work_colors_accent', '#007bc1'), (11881, 775, '_work_colors_accent', 'field_5b241884bdd4a'), (11882, 775, 'work_colors_bg', '#0094d0'), (11883, 775, '_work_colors_bg', 'field_5b2418a3bdd4b'), (11884, 775, 'work_hero_tag', 'Land o Lakes'), (11885, 775, '_work_hero_tag', 'field_5b2418cebdd4c'), (11886, 775, 'work_hero_textcolor', '#ffffff'), (11887, 775, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (11888, 775, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (11889, 775, '_work_call_description', 'field_5b241a9cbdd4f'), (11890, 775, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (11891, 775, '_work_call_wedid', 'field_5b241ac4bdd50'), (11892, 775, 'work_call_image', '346'), (11893, 773, '_edit_last', '1'), (11894, 775, '_work_call_image', 'field_5b2906b12feea'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (11895, 775, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (11896, 775, '_work_thework_description', 'field_5b241b1abdd51'), (11897, 775, 'work_thework_type', 'image'), (11898, 775, '_work_thework_type', 'field_5b6096188b1fd'), (11899, 775, 'work_thework_image', '347'), (11900, 775, '_work_thework_image', 'field_5b241b76bdd52'), (11901, 775, 'work_impact_1_type', 'text'), (11902, 775, '_work_impact_1_type', 'field_5b241c64ed75b'), (11903, 775, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (11904, 775, '_work_impact_1_text', 'field_5b241d21ed75c'), (11905, 775, 'work_impact_award_option', '0'), (11906, 776, 'work_home_featured_color', 'black'), (11907, 776, '_work_home_featured_color', 'field_5b2bf153536f9'), (11908, 775, '_work_impact_award_option', 'field_5b8ec47072930'), (11909, 776, 'work_home_featured_image', ''), (11910, 776, '_work_home_featured_image', 'field_5b2bddcd3c783'), (11911, 775, 'work_impact_2_type', 'image'), (11912, 776, 'work_navigation_color', 'black'), (11913, 775, '_work_impact_2_type', 'field_5b2420871e096'), (11914, 776, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (11915, 775, 'work_impact_2_image', '348'), (11916, 776, 'work_featured_image', '328'), (11917, 776, '_work_featured_image', 'field_5b27eac37a115'), (11918, 776, 'work_colors_text', '#000000'), (11919, 775, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (11920, 776, '_work_colors_text', 'field_5b241810bdd49'), (11921, 776, 'work_colors_accent', '#48a4ca'), (11922, 775, 'work_impact_3_type', 'image'), (11923, 775, '_work_impact_3_type', 'field_5b2423b7155ca'), (11924, 776, '_work_colors_accent', 'field_5b241884bdd4a'), (11925, 775, 'work_impact_3_image', '661'), (11926, 775, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (11927, 776, 'work_colors_bg', '#66c4e5'), (11928, 775, 'work_impact_4_type', 'none'), (11929, 776, '_work_colors_bg', 'field_5b2418a3bdd4b'), (11930, 776, 'work_hero_tag', 'First take'), (11931, 775, '_work_impact_4_type', 'field_5b2426034a947'), (11932, 776, '_work_hero_tag', 'field_5b2418cebdd4c'), (11933, 776, 'work_hero_textcolor', '#000000'), (11934, 776, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (11935, 776, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (11936, 776, '_work_call_description', 'field_5b241a9cbdd4f'), (11937, 776, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (11938, 776, '_work_call_wedid', 'field_5b241ac4bdd50'), (11939, 776, 'work_call_image', '562'), (11940, 776, '_work_call_image', 'field_5b2906b12feea'), (11941, 776, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (11942, 776, '_work_thework_description', 'field_5b241b1abdd51'), (11943, 776, 'work_thework_type', 'video'), (11944, 776, '_work_thework_type', 'field_5b6096188b1fd'), (11945, 776, 'work_thework_video', ''), (11946, 776, '_work_thework_video', 'field_5b6095da8b1fc'), (11947, 776, 'work_impact_1_type', 'text'), (11948, 776, '_work_impact_1_type', 'field_5b241c64ed75b'), (11949, 776, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (11950, 776, '_work_impact_1_text', 'field_5b241d21ed75c'), (11951, 776, 'work_impact_award_option', '0'), (11952, 776, '_work_impact_award_option', 'field_5b8ec47072930'), (11953, 776, 'work_impact_2_type', 'image'), (11954, 776, '_work_impact_2_type', 'field_5b2420871e096'), (11955, 776, 'work_impact_2_image', '331'), (11956, 776, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (11957, 776, 'work_impact_3_type', 'none'), (11958, 776, '_work_impact_3_type', 'field_5b2423b7155ca'), (11959, 776, 'work_impact_4_type', 'none'), (11960, 776, '_work_impact_4_type', 'field_5b2426034a947'), (11961, 773, 'work_thework_type', 'video'), (11962, 773, '_work_thework_type', 'field_5b6096188b1fd'), (11963, 773, 'work_thework_video', ''), (11964, 773, '_work_thework_video', 'field_5b6095da8b1fc'), (11965, 773, 'work_impact_award_option', '0'), (11966, 773, '_work_impact_award_option', 'field_5b8ec47072930'), (11975, 261, 'field_5b9c09f67d3c1', 'a:13:{s:3:\"key\";s:19:\"field_5b9c09f67d3c1\";s:5:\"label\";s:10:\"Award item\";s:4:\"name\";s:22:\"work_impact_award_item\";s:4:\"type\";s:8:\"repeater\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:10:\"sub_fields\";a:2:{i:0;a:13:{s:3:\"key\";s:19:\"field_5b9c09f67d3c2\";s:5:\"label\";s:11:\"Award title\";s:4:\"name\";s:28:\"work_impact_award_item_title\";s:4:\"type\";s:4:\"text\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:7:\"prepend\";s:0:\"\";s:6:\"append\";s:0:\"\";s:10:\"formatting\";s:4:\"html\";s:9:\"maxlength\";s:0:\"\";s:8:\"order_no\";i:0;}i:1;a:12:{s:3:\"key\";s:19:\"field_5b9c0ab481689\";s:5:\"label\";s:17:\"Award description\";s:4:\"name\";s:34:\"work_impact_award_item_description\";s:4:\"type\";s:8:\"textarea\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:13:\"default_value\";s:0:\"\";s:11:\"placeholder\";s:0:\"\";s:9:\"maxlength\";s:0:\"\";s:4:\"rows\";s:0:\"\";s:10:\"formatting\";s:2:\"br\";s:8:\"order_no\";i:1;}}s:7:\"row_min\";s:1:\"1\";s:9:\"row_limit\";s:0:\"\";s:6:\"layout\";s:3:\"row\";s:12:\"button_label\";s:7:\"Add Row\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b8ec47072930\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:1:\"1\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:21;}'), (11981, 780, 'work_home_featured_color', 'black'), (11982, 780, '_work_home_featured_color', 'field_5b2bf153536f9'), (11983, 780, 'work_home_featured_image', ''), (11984, 780, '_work_home_featured_image', 'field_5b2bddcd3c783'), (11985, 780, 'work_navigation_color', 'black'), (11986, 780, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (11987, 780, 'work_featured_image', '363'), (11988, 780, '_work_featured_image', 'field_5b27eac37a115'), (11989, 780, 'work_colors_text', '#ffffff'), (11990, 780, '_work_colors_text', 'field_5b241810bdd49'), (11991, 780, 'work_colors_accent', '#af020c'), (11992, 780, '_work_colors_accent', 'field_5b241884bdd4a'), (11993, 780, 'work_colors_bg', '#cc081e'), (11994, 780, '_work_colors_bg', 'field_5b2418a3bdd4b'), (11995, 780, 'work_hero_tag', 'Chex'), (11996, 780, '_work_hero_tag', 'field_5b2418cebdd4c'), (11997, 780, 'work_hero_textcolor', '#ffffff'), (11998, 780, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (11999, 780, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (12000, 780, '_work_call_description', 'field_5b241a9cbdd4f'), (12001, 780, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (12002, 780, '_work_call_wedid', 'field_5b241ac4bdd50'), (12003, 780, 'work_call_image', '752'), (12004, 780, '_work_call_image', 'field_5b2906b12feea'), (12005, 780, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (12006, 780, '_work_thework_description', 'field_5b241b1abdd51'), (12007, 780, 'work_thework_type', 'image'), (12008, 780, '_work_thework_type', 'field_5b6096188b1fd'), (12009, 780, 'work_thework_image', '365'), (12010, 780, '_work_thework_image', 'field_5b241b76bdd52'), (12011, 780, 'work_impact_1_type', 'text'), (12012, 780, '_work_impact_1_type', 'field_5b241c64ed75b'), (12013, 780, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (12014, 780, '_work_impact_1_text', 'field_5b241d21ed75c'), (12015, 780, 'work_impact_award_option', '1'), (12016, 780, '_work_impact_award_option', 'field_5b8ec47072930'), (12017, 780, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 1'), (12018, 780, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12019, 780, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017 1'), (12020, 780, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (12021, 780, 'work_impact_award_item_1_work_impact_award_item_title', ''), (12022, 780, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12023, 780, 'work_impact_award_item_1_work_impact_award_item_description', 'PACKAGING, 2017'), (12024, 780, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (12025, 780, 'work_impact_award_item', '2'), (12026, 780, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (12027, 780, 'work_impact_2_type', 'carousel'), (12028, 780, '_work_impact_2_type', 'field_5b2420871e096'), (12029, 780, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (12030, 780, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (12031, 780, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (12032, 780, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (12033, 780, 'work_impact_2_carousel', '2'), (12034, 780, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (12035, 780, 'work_impact_3_type', 'image'), (12036, 780, '_work_impact_3_type', 'field_5b2423b7155ca'), (12037, 780, 'work_impact_3_image', '515'), (12038, 780, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (12039, 780, 'work_impact_4_type', 'none'), (12040, 780, '_work_impact_4_type', 'field_5b2426034a947'), (12041, 60, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD'), (12042, 60, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12043, 60, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017'), (12044, 60, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (12049, 60, 'work_impact_award_item', '1'), (12050, 60, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (12051, 781, 'work_home_featured_color', 'black'), (12052, 781, '_work_home_featured_color', 'field_5b2bf153536f9'), (12053, 781, 'work_home_featured_image', ''), (12054, 781, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12055, 781, 'work_navigation_color', 'black'), (12056, 781, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12057, 781, 'work_featured_image', '363'), (12058, 781, '_work_featured_image', 'field_5b27eac37a115'), (12059, 781, 'work_colors_text', '#ffffff'), (12060, 781, '_work_colors_text', 'field_5b241810bdd49'), (12061, 781, 'work_colors_accent', '#af020c'), (12062, 781, '_work_colors_accent', 'field_5b241884bdd4a'), (12063, 781, 'work_colors_bg', '#cc081e'), (12064, 781, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12065, 781, 'work_hero_tag', 'Chex'), (12066, 781, '_work_hero_tag', 'field_5b2418cebdd4c'), (12067, 781, 'work_hero_textcolor', '#ffffff'), (12068, 781, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12069, 781, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (12070, 781, '_work_call_description', 'field_5b241a9cbdd4f'), (12071, 781, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (12072, 781, '_work_call_wedid', 'field_5b241ac4bdd50'), (12073, 781, 'work_call_image', '752'), (12074, 781, '_work_call_image', 'field_5b2906b12feea'), (12075, 781, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (12076, 781, '_work_thework_description', 'field_5b241b1abdd51'), (12077, 781, 'work_thework_type', 'image'), (12078, 781, '_work_thework_type', 'field_5b6096188b1fd'), (12079, 781, 'work_thework_image', '365'), (12080, 781, '_work_thework_image', 'field_5b241b76bdd52'), (12081, 781, 'work_impact_1_type', 'text'), (12082, 781, '_work_impact_1_type', 'field_5b241c64ed75b'), (12083, 781, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (12084, 781, '_work_impact_1_text', 'field_5b241d21ed75c'), (12085, 781, 'work_impact_award_option', '1'), (12086, 781, '_work_impact_award_option', 'field_5b8ec47072930'), (12087, 781, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 1'), (12088, 781, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12089, 781, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017 1'), (12090, 781, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (12091, 781, 'work_impact_award_item_1_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 2'), (12092, 781, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12093, 781, 'work_impact_award_item_1_work_impact_award_item_description', 'PACKAGING, 2017 2'), (12094, 781, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (12095, 781, 'work_impact_award_item', '2'), (12096, 781, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (12097, 781, 'work_impact_2_type', 'carousel'), (12098, 781, '_work_impact_2_type', 'field_5b2420871e096'), (12099, 781, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (12100, 781, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (12101, 781, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (12102, 781, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (12103, 781, 'work_impact_2_carousel', '2'), (12104, 781, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (12105, 781, 'work_impact_3_type', 'image'), (12106, 781, '_work_impact_3_type', 'field_5b2423b7155ca'), (12107, 781, 'work_impact_3_image', '515'), (12108, 781, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (12109, 781, 'work_impact_4_type', 'none'), (12110, 781, '_work_impact_4_type', 'field_5b2426034a947'), (12111, 782, 'fakerpress_flag', '1'), (12112, 782, '_thumbnail_id', '105'), (12115, 782, 'thinking_hero_type', 'video'), (12116, 782, '_thinking_hero_type', 'field_5b49f1bbea434'), (12117, 782, 'thinking_hero_image', ''), (12118, 782, '_thinking_hero_image', 'field_5b27ece0d75c4'), (12119, 782, '_dp_original', '755'), (12120, 782, '_edit_lock', '1538137584:1'), (12121, 782, '_edit_last', '2'), (12122, 783, 'thinking_hero_type', 'image'), (12123, 783, '_thinking_hero_type', 'field_5b49f1bbea434'), (12124, 783, 'thinking_hero_image', ''), (12125, 783, '_thinking_hero_image', 'field_5b27ece0d75c4'), (12127, 785, 'work_home_featured_color', 'black'), (12128, 785, '_work_home_featured_color', 'field_5b2bf153536f9'), (12129, 785, 'work_home_featured_image', ''), (12130, 785, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12131, 785, 'work_navigation_color', 'black'), (12132, 785, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12133, 785, 'work_featured_image', '363'), (12134, 785, '_work_featured_image', 'field_5b27eac37a115'), (12135, 785, 'work_colors_text', '#ffffff'), (12136, 785, '_work_colors_text', 'field_5b241810bdd49'), (12137, 785, 'work_colors_accent', '#af020c'), (12138, 785, '_work_colors_accent', 'field_5b241884bdd4a'), (12139, 785, 'work_colors_bg', '#cc081e'), (12140, 785, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12141, 785, 'work_hero_tag', 'Chex'), (12142, 785, '_work_hero_tag', 'field_5b2418cebdd4c'), (12143, 785, 'work_hero_textcolor', '#ffffff'), (12144, 785, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12145, 785, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (12146, 785, '_work_call_description', 'field_5b241a9cbdd4f'), (12147, 785, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (12148, 785, '_work_call_wedid', 'field_5b241ac4bdd50'), (12149, 785, 'work_call_image', '752'), (12150, 785, '_work_call_image', 'field_5b2906b12feea'), (12151, 785, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (12152, 785, '_work_thework_description', 'field_5b241b1abdd51'), (12153, 785, 'work_thework_type', 'image'), (12154, 785, '_work_thework_type', 'field_5b6096188b1fd'), (12155, 785, 'work_thework_image', '365'), (12156, 785, '_work_thework_image', 'field_5b241b76bdd52'), (12157, 785, 'work_impact_1_type', 'text'), (12158, 785, '_work_impact_1_type', 'field_5b241c64ed75b'), (12159, 785, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (12160, 785, '_work_impact_1_text', 'field_5b241d21ed75c'), (12161, 785, 'work_impact_award_option', '1'), (12162, 785, '_work_impact_award_option', 'field_5b8ec47072930'), (12163, 785, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 1'), (12164, 785, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12165, 785, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017 1'), (12166, 785, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (12167, 785, 'work_impact_award_item_1_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 2'), (12168, 785, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12169, 785, 'work_impact_award_item_1_work_impact_award_item_description', 'PACKAGING, 2017 2'), (12170, 785, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (12171, 785, 'work_impact_award_item_2_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 3'), (12172, 785, '_work_impact_award_item_2_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12173, 785, 'work_impact_award_item_2_work_impact_award_item_description', 'PACKAGING, 2017 3'), (12174, 785, '_work_impact_award_item_2_work_impact_award_item_description', 'field_5b9c0ab481689'), (12175, 785, 'work_impact_award_item', '3'), (12176, 785, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (12177, 785, 'work_impact_2_type', 'carousel'), (12178, 785, '_work_impact_2_type', 'field_5b2420871e096'), (12179, 785, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (12180, 785, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (12181, 785, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (12182, 785, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (12183, 785, 'work_impact_2_carousel', '2'), (12184, 785, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (12185, 785, 'work_impact_3_type', 'image'), (12186, 785, '_work_impact_3_type', 'field_5b2423b7155ca'), (12187, 785, 'work_impact_3_image', '515'), (12188, 785, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (12189, 785, 'work_impact_4_type', 'none'), (12190, 785, '_work_impact_4_type', 'field_5b2426034a947'), (12195, 786, '_wp_attached_file', '2018/06/blogPost_hero1920x1080.jpg'), (12196, 786, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:34:\"2018/06/blogPost_hero1920x1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"blogPost_hero1920x1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:34:\"blogPost_hero1920x1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:36:\"blogPost_hero1920x1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:34:\"blogPost_hero1920x1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (12197, 787, 'jobs_hero_image', '786'), (12198, 787, '_jobs_hero_image', 'field_5b327fcee29ca'), (12199, 787, 'jobs_hero_textcolor', 'black'), (12200, 787, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (12201, 787, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n\r\nWhat\'s a brand agency? Imagine management consulting meets design meets traveling circus.\r\n\r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (12202, 787, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (12203, 787, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (12204, 787, '_jobs_you_description', 'field_5b32333cf74b1'), (12205, 787, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (12206, 787, '_jobs_role_description', 'field_5b32338ff74b2'), (12207, 787, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (12208, 787, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (12209, 787, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (12210, 787, '_jobs_position_title', 'field_5b3234ffb6ce0'), (12211, 787, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (12212, 787, '_jobs_position_reports', 'field_5b323536b6ce2'), (12216, 791, 'work_featured_image', '345'), (12217, 791, '_work_featured_image', 'field_5b27eac37a115'), (12218, 791, 'work_home_featured_color', 'black'), (12219, 791, '_work_home_featured_color', 'field_5b2bf153536f9'), (12220, 791, 'work_home_featured_image', '388'), (12221, 791, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12222, 791, 'work_navigation_color', 'white'), (12223, 791, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12224, 791, 'work_colors_text', '#ffffff'), (12225, 791, '_work_colors_text', 'field_5b241810bdd49'), (12226, 791, 'work_colors_accent', '#007bc1'), (12227, 791, '_work_colors_accent', 'field_5b241884bdd4a'), (12228, 791, 'work_colors_bg', '#0094d0'), (12229, 791, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12230, 791, 'work_hero_tag', 'Land o Lakes'), (12231, 791, '_work_hero_tag', 'field_5b2418cebdd4c'), (12232, 791, 'work_hero_textcolor', '#ffffff'), (12233, 791, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12234, 791, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (12235, 791, '_work_call_description', 'field_5b241a9cbdd4f'), (12236, 791, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (12237, 791, '_work_call_wedid', 'field_5b241ac4bdd50'), (12238, 791, 'work_call_image', '346'), (12239, 791, '_work_call_image', 'field_5b2906b12feea'), (12240, 791, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (12241, 791, '_work_thework_description', 'field_5b241b1abdd51'), (12242, 791, 'work_thework_type', 'image'), (12243, 791, '_work_thework_type', 'field_5b6096188b1fd'), (12244, 791, 'work_thework_image', '347'), (12245, 791, '_work_thework_image', 'field_5b241b76bdd52'), (12246, 791, 'work_impact_1_type', 'text'), (12247, 791, '_work_impact_1_type', 'field_5b241c64ed75b'), (12248, 791, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (12249, 791, '_work_impact_1_text', 'field_5b241d21ed75c'), (12250, 791, 'work_impact_award_option', '1'), (12251, 791, '_work_impact_award_option', 'field_5b8ec47072930'), (12252, 791, 'work_impact_award_item_0_work_impact_award_item_title', 'Smoothest Butter Award'), (12253, 791, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12254, 791, 'work_impact_award_item_0_work_impact_award_item_description', '2018 World Smoothest Butter Gold'), (12255, 791, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (12256, 791, 'work_impact_award_item_1_work_impact_award_item_title', 'Smoothest Butter Award2'), (12257, 791, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12258, 791, 'work_impact_award_item_1_work_impact_award_item_description', '2017 World Smoothest Butter Gold'), (12259, 791, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (12260, 791, 'work_impact_award_item', '2'), (12261, 791, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (12262, 791, 'work_impact_2_type', 'image'), (12263, 791, '_work_impact_2_type', 'field_5b2420871e096'), (12264, 791, 'work_impact_2_image', '348'), (12265, 791, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (12266, 791, 'work_impact_3_type', 'image'), (12267, 791, '_work_impact_3_type', 'field_5b2423b7155ca'), (12268, 791, 'work_impact_3_image', '661'), (12269, 791, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (12270, 791, 'work_impact_4_type', 'none'), (12271, 791, '_work_impact_4_type', 'field_5b2426034a947'), (12272, 771, 'work_impact_award_item_0_work_impact_award_item_title', 'Smoothest Butter Award'), (12273, 771, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12274, 771, 'work_impact_award_item_0_work_impact_award_item_description', '2018 World Smoothest Butter Gold'), (12275, 771, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (12276, 771, 'work_impact_award_item_1_work_impact_award_item_title', 'Smoothest Butter Award2'), (12277, 771, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12278, 771, 'work_impact_award_item_1_work_impact_award_item_description', '2017 World Smoothest Butter Gold'), (12279, 771, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (12280, 771, 'work_impact_award_item', '2'), (12281, 771, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (12282, 792, 'work_featured_image', '345'), (12283, 792, '_work_featured_image', 'field_5b27eac37a115'), (12284, 792, 'work_home_featured_color', 'black'), (12285, 792, '_work_home_featured_color', 'field_5b2bf153536f9'), (12286, 792, 'work_home_featured_image', '388'), (12287, 792, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12288, 792, 'work_navigation_color', 'white'), (12289, 792, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12290, 792, 'work_colors_text', '#ffffff'), (12291, 792, '_work_colors_text', 'field_5b241810bdd49'), (12292, 792, 'work_colors_accent', '#007bc1'), (12293, 792, '_work_colors_accent', 'field_5b241884bdd4a'), (12294, 792, 'work_colors_bg', '#0094d0'), (12295, 792, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12296, 792, 'work_hero_tag', 'Land o Lakes'), (12297, 792, '_work_hero_tag', 'field_5b2418cebdd4c'), (12298, 792, 'work_hero_textcolor', '#ffffff'), (12299, 792, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12300, 792, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (12301, 792, '_work_call_description', 'field_5b241a9cbdd4f'), (12302, 792, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (12303, 792, '_work_call_wedid', 'field_5b241ac4bdd50'), (12304, 792, 'work_call_image', '346'), (12305, 792, '_work_call_image', 'field_5b2906b12feea'), (12306, 792, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (12307, 792, '_work_thework_description', 'field_5b241b1abdd51'), (12308, 792, 'work_thework_type', 'image'), (12309, 792, '_work_thework_type', 'field_5b6096188b1fd'), (12310, 792, 'work_thework_image', '347'), (12311, 792, '_work_thework_image', 'field_5b241b76bdd52'), (12312, 792, 'work_impact_1_type', 'text'), (12313, 792, '_work_impact_1_type', 'field_5b241c64ed75b'), (12314, 792, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (12315, 792, '_work_impact_1_text', 'field_5b241d21ed75c'), (12316, 792, 'work_impact_award_option', '1'), (12317, 792, '_work_impact_award_option', 'field_5b8ec47072930'), (12318, 792, 'work_impact_award_item_0_work_impact_award_item_title', 'Smoothest Butter Award'), (12319, 792, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12320, 792, 'work_impact_award_item_0_work_impact_award_item_description', '2018 World Smoothest Butter Gold'), (12321, 792, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (12322, 792, 'work_impact_award_item_1_work_impact_award_item_title', 'Smoothest Butter Award2'), (12323, 792, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12324, 792, 'work_impact_award_item_1_work_impact_award_item_description', '2017 World Smoothest Butter Gold'), (12325, 792, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (12326, 792, 'work_impact_award_item', '2'), (12327, 792, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (12328, 792, 'work_impact_2_type', 'image'), (12329, 792, '_work_impact_2_type', 'field_5b2420871e096'), (12330, 792, 'work_impact_2_image', '348'), (12331, 792, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (12332, 792, 'work_impact_3_type', 'image'), (12333, 792, '_work_impact_3_type', 'field_5b2423b7155ca'), (12334, 792, 'work_impact_3_image', '661'), (12335, 792, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (12336, 792, 'work_impact_4_type', 'none'), (12337, 792, '_work_impact_4_type', 'field_5b2426034a947'), (12338, 793, 'work_featured_image', '352'), (12339, 793, '_work_featured_image', 'field_5b27eac37a115'), (12340, 793, 'work_home_featured_color', 'black'), (12341, 793, '_work_home_featured_color', 'field_5b2bf153536f9'), (12342, 793, 'work_home_featured_image', '389'), (12343, 793, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12344, 793, 'work_navigation_color', 'black'), (12345, 793, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12346, 793, 'work_colors_text', '#000000'), (12347, 793, '_work_colors_text', 'field_5b241810bdd49'), (12348, 793, 'work_colors_accent', '#4cbff3'), (12349, 793, '_work_colors_accent', 'field_5b241884bdd4a'), (12350, 793, 'work_colors_bg', '#79d7f8'), (12351, 793, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12352, 793, 'work_hero_tag', 'JÄsÖn'), (12353, 793, '_work_hero_tag', 'field_5b2418cebdd4c'), (12354, 793, 'work_hero_textcolor', '#ffffff'), (12355, 793, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12356, 793, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed define what the brand stood for, and how to uniquely express its point of view at shelf.'), (12357, 793, '_work_call_description', 'field_5b241a9cbdd4f'), (12358, 793, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (12359, 793, '_work_call_wedid', 'field_5b241ac4bdd50'), (12360, 793, 'work_call_image', '687'), (12361, 793, '_work_call_image', 'field_5b2906b12feea'), (12362, 793, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (12363, 793, '_work_thework_description', 'field_5b241b1abdd51'), (12364, 793, 'work_thework_type', 'image'), (12365, 793, '_work_thework_type', 'field_5b6096188b1fd'), (12366, 793, 'work_thework_image', '354'), (12367, 793, '_work_thework_image', 'field_5b241b76bdd52'), (12368, 793, 'work_impact_1_type', 'text'), (12369, 793, '_work_impact_1_type', 'field_5b241c64ed75b'), (12370, 793, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (12371, 793, '_work_impact_1_text', 'field_5b241d21ed75c'), (12372, 793, 'work_impact_award_option', '1'), (12373, 793, '_work_impact_award_option', 'field_5b8ec47072930'), (12374, 793, 'work_impact_award_item_0_work_impact_award_item_title', 'Award 1'), (12375, 793, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12376, 793, 'work_impact_award_item_0_work_impact_award_item_description', '2018 Gold Award'), (12377, 793, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (12378, 793, 'work_impact_award_item_1_work_impact_award_item_title', 'Award 2'), (12379, 793, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12380, 793, 'work_impact_award_item_1_work_impact_award_item_description', '2017 Silver Award'), (12381, 793, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (12382, 793, 'work_impact_award_item', '2'), (12383, 793, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (12384, 793, 'work_impact_2_type', 'image'), (12385, 793, '_work_impact_2_type', 'field_5b2420871e096'), (12386, 793, 'work_impact_2_image', '498'), (12387, 793, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (12388, 793, 'work_impact_3_type', 'none'), (12389, 793, '_work_impact_3_type', 'field_5b2423b7155ca'), (12390, 793, 'work_impact_4_type', 'none'), (12391, 793, '_work_impact_4_type', 'field_5b2426034a947'), (12392, 43, 'work_impact_award_item_0_work_impact_award_item_title', 'Award 1'), (12393, 43, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12394, 43, 'work_impact_award_item_0_work_impact_award_item_description', '2018 Gold Award'), (12395, 43, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (12396, 43, 'work_impact_award_item_1_work_impact_award_item_title', 'Award 2'), (12397, 43, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (12398, 43, 'work_impact_award_item_1_work_impact_award_item_description', '2017 Silver Award'), (12399, 43, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (12400, 43, 'work_impact_award_item', '2'), (12401, 43, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (12402, 795, 'thinking_hero_type', 'video'), (12403, 795, '_thinking_hero_type', 'field_5b49f1bbea434'), (12404, 795, 'thinking_hero_video', 'https://vimeo.com/269193066'), (12405, 795, '_thinking_hero_video', 'field_5b49f020c86cc'), (12406, 782, 'thinking_hero_video', 'https://vimeo.com/269193066'), (12407, 782, '_thinking_hero_video', 'field_5b49f020c86cc'), (12409, 797, 'jobs_hero_image', '786'), (12410, 797, '_jobs_hero_image', 'field_5b327fcee29ca'), (12411, 797, 'jobs_hero_textcolor', 'black'), (12412, 797, '_jobs_hero_textcolor', 'field_5b327fe7e29cb'), (12413, 797, 'jobs_cbx_description', 'CBX is a Brand Agency.\r\n
      \r\n
    • What\'s a brand agency? Imagine management consulting meets design meets traveling circus.
      • \r\n
    • Test.
      • \r\n
    \r\nWe believe connecting to the lives of people is what matters most. Our organizational model combines strategic thinking, industry expertise and the power of design to help brands thrive.\r\n\r\nCBXers are high-performance dot connectors who cultivate a culture of creative minds, dirty hands, straight talk and good manners. To get a feel for CBX\'s culture and to take a look at our clients, be sure to visit our website, www.cbx.com.'), (12414, 797, '_jobs_cbx_description', 'field_5b3232eaf74b0'), (12415, 797, 'jobs_you_description', 'You have an exceptionally high empathy quotient. You are passionate about understanding culture and people ALL PEOPLE. You can imagine the world from multiple perspectives. You know how to listen. You are able to use this talent to effectively translate unique insights and perspectives into inspiring ideas, frameworks and solutions.\r\n\r\nYou are a high-performance dot connector. You are one of those rare, left brain / right brain thinkers. You have the ability to combine hard data with qualitative insights in order to develop solutions that are strategically disciplined and emotionally inspiring.\r\n\r\nYou are a great storyteller. You have an ability to break down complex ideas into simple truths, frameworks and narratives that enable broad understanding and inspire action. You leave nothing to chance in delivering thinking that has intellectual and emotional impact.\r\n\r\nYou thrive in collaborative environments. You understand that we live in a networked world and that success is the result of teamwork. You thrive in environments where hard-charging, interdisciplinary teamwork wins the day. You have no tolerance for diva behavior.\r\n\r\nYou are a leader. This starts with being a good and decent human being. You know what the right thing to do is and YOU DO IT, no matter how hard that may be. You express your leadership by serving others. Your energy and talent makes everyone around you better.'), (12416, 797, '_jobs_you_description', 'field_5b32333cf74b1'), (12417, 797, 'jobs_role_description', '
    \r\n\r\nThe Client Services Intern supports the [Senior] Client Directors, creative and strategy teams to ensure the projects and clients are being managed effectively and efficiently.\r\n\r\n
    '), (12418, 797, '_jobs_role_description', 'field_5b32338ff74b2'), (12419, 797, 'jobs_role_responsibilities', '
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    • Developing creative briefs for the design team and assisting with inspiration
      • \r\n
    • Overall client management administration
      • \r\n
    • Participating in the fun CBX events and get-togethers
      • \r\n
    '), (12420, 797, '_jobs_role_responsibilities', 'field_5b3233d29a62c'), (12421, 797, 'jobs_position_title', 'CLIENT SERVICES INTERN'), (12422, 797, '_jobs_position_title', 'field_5b3234ffb6ce0'), (12423, 797, 'jobs_position_reports', 'SENIOR CLIENT DIRECTOR'), (12424, 797, '_jobs_position_reports', 'field_5b323536b6ce2'), (12425, 798, 'about_hero_type', 'video'), (12426, 798, '_about_hero_type', 'field_5b44c302632e9'), (12427, 798, 'about_hero_video', '251890218'), (12428, 798, '_about_hero_video', 'field_5b21649a9ffaf'), (12429, 798, 'about_info_title', 'We create brand experiences designed for cultural and commercial impact.'), (12430, 798, '_about_info_title', 'field_5b21654d9ffb3'), (12431, 798, 'about_info_topic_0_about_info_topic_icon', '553'), (12432, 798, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (12433, 798, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (12434, 798, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (12435, 798, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning & Value Prop | Brand Architecture'), (12436, 798, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (12437, 798, 'about_info_topic_0_about_info_topic_description', 'Complexity is the enemy. \r\nAt CBX we believe in strategy that is dynamic, actionable, and stunningly clear. We blend analytical rigor and design thinking to bring simple, powerful ideas into focus.'), (12438, 798, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (12439, 798, 'about_info_topic_1_about_info_topic_icon', '555'), (12440, 798, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (12441, 798, 'about_info_topic_1_about_info_topic_title', 'Verbal Identity'), (12442, 798, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (12443, 798, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (12444, 798, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (12445, 798, 'about_info_topic_1_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (12446, 798, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (12447, 798, 'about_info_topic_2_about_info_topic_icon', '556'), (12448, 798, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (12449, 798, 'about_info_topic_2_about_info_topic_title', 'Design'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (12450, 798, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (12451, 798, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Identity Design | Package Design | Retail & Environment Design'), (12452, 798, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (12453, 798, 'about_info_topic_2_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (12454, 798, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (12455, 798, 'about_info_topic_3_about_info_topic_icon', '557'), (12456, 798, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (12457, 798, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (12458, 798, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (12459, 798, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience & Events | Retail Activation | Brand Launches | Internal Brand Activation'), (12460, 798, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (12461, 798, 'about_info_topic_3_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (12462, 798, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (12463, 798, 'about_info_topic_4_about_info_topic_icon', '558'), (12464, 798, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (12465, 798, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (12466, 798, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (12467, 798, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (12468, 798, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (12469, 798, 'about_info_topic_4_about_info_topic_description', 'At CBX we believe in strategy that is dynamic, actionable, and stunningly clear. Our creative strategists blend data, analytical rigor, and design thinking to bring simple, powerful ideas into focus. We relentlessly dig for the cultural, competitive and consumer insights that will serve as your brand’s foundation. And we work just as hard to create the tools with the power to inspire and activate your brand and company culture.'), (12470, 798, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (12471, 798, 'about_info_topic', '5'), (12472, 798, '_about_info_topic', 'field_5b2166edba792'), (12473, 798, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (12474, 798, '_about_team_title', 'field_5b2165259ffb2'), (12475, 799, 'about_hero_type', 'video'), (12476, 799, '_about_hero_type', 'field_5b44c302632e9'), (12477, 799, 'about_hero_video', '251890218'), (12478, 799, '_about_hero_video', 'field_5b21649a9ffaf'), (12479, 799, 'about_info_title', 'We create brand experiences designed for cultural and commercial impact.'), (12480, 799, '_about_info_title', 'field_5b21654d9ffb3'), (12481, 799, 'about_info_topic_0_about_info_topic_icon', '553'), (12482, 799, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (12483, 799, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (12484, 799, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (12485, 799, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (12486, 799, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (12487, 799, 'about_info_topic_0_about_info_topic_description', 'Complexity is the enemy. \r\nAt CBX we believe in strategy that is dynamic, actionable, and stunningly clear. We blend analytical rigor and design thinking to bring simple, powerful ideas into focus.'), (12488, 799, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (12489, 799, 'about_info_topic_1_about_info_topic_icon', '555'), (12490, 799, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (12491, 799, 'about_info_topic_1_about_info_topic_title', 'Verbal Strategy'), (12492, 799, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (12493, 799, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (12494, 799, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (12495, 799, 'about_info_topic_1_about_info_topic_description', 'Choose your words wisely. \r\nIn the modern landscape of voice recognition technology, AI and the IoT, a comprehensive verbal brand strategy is more important than ever. Our naming, voice and messaging experts create distinct, dynamic verbal identities that help brands drive connection – from retail aisles, to Facebook feeds, to Alexa on the kitchen counter. '), (12496, 799, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (12497, 799, 'about_info_topic_2_about_info_topic_icon', '556'), (12498, 799, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (12499, 799, 'about_info_topic_2_about_info_topic_title', 'Design'), (12500, 799, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (12501, 799, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Package Design | Identity Design | Retail & Environment Design'), (12502, 799, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (12503, 799, 'about_info_topic_2_about_info_topic_description', 'Design thinks as Design does. \r\nDesign is more than mere aesthetic. Design is how we help our clients think and act in ways that influence consumer behavior. Design is strategy made tangible. Our approach is disciplined. Our methods are agile and collaborative. And our success is always measured by the impact we deliver. '), (12504, 799, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (12505, 799, 'about_info_topic_3_about_info_topic_icon', '557'), (12506, 799, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (12507, 799, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (12508, 799, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (12509, 799, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience Events | Retail Activation | Brand Launches | Internal Brand Activation'), (12510, 799, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (12511, 799, 'about_info_topic_3_about_info_topic_description', 'Have you ever been experienced? \r\nBrands are systems of engagement - the sum total of every interaction consumers and employees encounter. CBX Experience and Activation conceives, creates and produces high-impact brand experiences that transform consumers into advocates and employees into evangelists.'), (12512, 799, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (12513, 799, 'about_info_topic_4_about_info_topic_icon', '558'), (12514, 799, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (12515, 799, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (12516, 799, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (12517, 799, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (12518, 799, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (12519, 799, 'about_info_topic_4_about_info_topic_description', 'We live in beta (and so should your brand). \r\nInnovation is no longer an option for brands today – it’s the new state of normal. At CBX we continuously explore growth opportunities through the lens of Culture, Brand and People. We work seamlessly and efficiently with our clients, consumers, and subject matter experts. We make. We test. We learn. And we always move forward. '), (12520, 799, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (12521, 799, 'about_info_topic', '5'), (12522, 799, '_about_info_topic', 'field_5b2166edba792'), (12523, 799, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (12524, 799, '_about_team_title', 'field_5b2165259ffb2'), (12525, 800, 'about_hero_type', 'video'), (12526, 800, '_about_hero_type', 'field_5b44c302632e9'), (12527, 800, 'about_hero_video', '251890218'), (12528, 800, '_about_hero_video', 'field_5b21649a9ffaf'), (12529, 800, 'about_info_title', 'We create brand experiences designed for cultural and commercial impact.'), (12530, 800, '_about_info_title', 'field_5b21654d9ffb3'), (12531, 800, 'about_info_topic_0_about_info_topic_icon', '553'), (12532, 800, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (12533, 800, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (12534, 800, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (12535, 800, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning & Value Prop | Brand Architecture'), (12536, 800, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (12537, 800, 'about_info_topic_0_about_info_topic_description', 'Complexity is the enemy. \r\nAt CBX we believe in strategy that is dynamic, actionable, and stunningly clear. We blend analytical rigor and design thinking to bring simple, powerful ideas into focus.'), (12538, 800, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (12539, 800, 'about_info_topic_1_about_info_topic_icon', '555'), (12540, 800, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (12541, 800, 'about_info_topic_1_about_info_topic_title', 'Verbal Strategy'), (12542, 800, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (12543, 800, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (12544, 800, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (12545, 800, 'about_info_topic_1_about_info_topic_description', 'Choose your words wisely. \r\nIn the modern landscape of voice recognition technology, AI and the IoT, a comprehensive verbal brand strategy is more important than ever. Our naming, voice and messaging experts create distinct, dynamic verbal identities that help brands drive connection – from retail aisles, to Facebook feeds, to Alexa on the kitchen counter. '), (12546, 800, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (12547, 800, 'about_info_topic_2_about_info_topic_icon', '556'), (12548, 800, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (12549, 800, 'about_info_topic_2_about_info_topic_title', 'Design'), (12550, 800, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (12551, 800, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Package Design | Identity Design | Retail & Environment Design'), (12552, 800, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (12553, 800, 'about_info_topic_2_about_info_topic_description', 'Design thinks as Design does. \r\nDesign is more than mere aesthetic. Design is how we help our clients think and act in ways that influence consumer behavior. Design is strategy made tangible. Our approach is disciplined. Our methods are agile and collaborative. And our success is always measured by the impact we deliver. '), (12554, 800, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (12555, 800, 'about_info_topic_3_about_info_topic_icon', '557'), (12556, 800, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (12557, 800, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (12558, 800, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (12559, 800, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience Events | Retail Activation | Brand Launches | Internal Brand Activation'), (12560, 800, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (12561, 800, 'about_info_topic_3_about_info_topic_description', 'Have you ever been experienced? \r\nBrands are systems of engagement - the sum total of every interaction consumers and employees encounter. CBX Experience and Activation conceives, creates and produces high-impact brand experiences that transform consumers into advocates and employees into evangelists.'), (12562, 800, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (12563, 800, 'about_info_topic_4_about_info_topic_icon', '558'), (12564, 800, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (12565, 800, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (12566, 800, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (12567, 800, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (12568, 800, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (12569, 800, 'about_info_topic_4_about_info_topic_description', 'We live in beta (and so should your brand). \r\nInnovation is no longer an option for brands today – it’s the new state of normal. At CBX we continuously explore growth opportunities through the lens of Culture, Brand and People. We work seamlessly and efficiently with our clients, consumers, and subject matter experts. We make. We test. We learn. And we always move forward. '), (12570, 800, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (12571, 800, 'about_info_topic', '5'), (12572, 800, '_about_info_topic', 'field_5b2166edba792'), (12573, 800, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (12574, 800, '_about_team_title', 'field_5b2165259ffb2'), (12575, 801, 'about_hero_type', 'video'), (12576, 801, '_about_hero_type', 'field_5b44c302632e9'), (12577, 801, 'about_hero_video', '251890218'), (12578, 801, '_about_hero_video', 'field_5b21649a9ffaf'), (12579, 801, 'about_info_title', 'We create brand experiences designed for cultural and commercial impact.'), (12580, 801, '_about_info_title', 'field_5b21654d9ffb3'), (12581, 801, 'about_info_topic_0_about_info_topic_icon', '553'), (12582, 801, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (12583, 801, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (12584, 801, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (12585, 801, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (12586, 801, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (12587, 801, 'about_info_topic_0_about_info_topic_description', 'Complexity is the enemy. \r\nAt CBX we believe in strategy that is dynamic, actionable, and stunningly clear. We blend analytical rigor and design thinking to bring simple, powerful ideas into focus.'), (12588, 801, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (12589, 801, 'about_info_topic_1_about_info_topic_icon', '555'), (12590, 801, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (12591, 801, 'about_info_topic_1_about_info_topic_title', 'Verbal Strategy'), (12592, 801, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (12593, 801, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (12594, 801, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (12595, 801, 'about_info_topic_1_about_info_topic_description', 'Choose your words wisely. \r\nIn the modern landscape of voice recognition technology, AI and the IoT, a comprehensive verbal brand strategy is more important than ever. Our naming, voice and messaging experts create distinct, dynamic verbal identities that help brands drive connection – from retail aisles, to Facebook feeds, to Alexa on the kitchen counter. '), (12596, 801, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (12597, 801, 'about_info_topic_2_about_info_topic_icon', '556'), (12598, 801, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (12599, 801, 'about_info_topic_2_about_info_topic_title', 'Design'), (12600, 801, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (12601, 801, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Package Design | Identity Design | Retail & Environment Design'), (12602, 801, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (12603, 801, 'about_info_topic_2_about_info_topic_description', 'Design thinks as Design does. \r\nDesign is more than mere aesthetic. Design is how we help our clients think and act in ways that influence consumer behavior. Design is strategy made tangible. Our approach is disciplined. Our methods are agile and collaborative. And our success is always measured by the impact we deliver. '), (12604, 801, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (12605, 801, 'about_info_topic_3_about_info_topic_icon', '557'), (12606, 801, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (12607, 801, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (12608, 801, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (12609, 801, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience Events | Retail Activation | Brand Launches | Internal Brand Activation'), (12610, 801, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (12611, 801, 'about_info_topic_3_about_info_topic_description', 'Have you ever been experienced? \r\nBrands are systems of engagement - the sum total of every interaction consumers and employees encounter. CBX Experience and Activation conceives, creates and produces high-impact brand experiences that transform consumers into advocates and employees into evangelists.'), (12612, 801, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (12613, 801, 'about_info_topic_4_about_info_topic_icon', '558'), (12614, 801, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (12615, 801, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (12616, 801, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (12617, 801, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (12618, 801, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (12619, 801, 'about_info_topic_4_about_info_topic_description', 'We live in beta (and so should your brand). \r\nInnovation is no longer an option for brands today – it’s the new state of normal. At CBX we continuously explore growth opportunities through the lens of Culture, Brand and People. We work seamlessly and efficiently with our clients, consumers, and subject matter experts. We make. We test. We learn. And we always move forward. '), (12620, 801, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (12621, 801, 'about_info_topic', '5'), (12622, 801, '_about_info_topic', 'field_5b2166edba792'), (12623, 801, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (12624, 801, '_about_team_title', 'field_5b2165259ffb2'), (12627, 803, '_wp_attached_file', '2018/09/Chex-2-1080_1100.jpg'), (12628, 803, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1080;s:6:\"height\";i:1100;s:4:\"file\";s:28:\"2018/09/Chex-2-1080_1100.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"Chex-2-1080_1100-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"Chex-2-1080_1100-768x782.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:782;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"Chex-2-1080_1100-1080x1080.jpg\";s:5:\"width\";i:1080;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"Chex-2-1080_1100-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (12637, 808, 'work_featured_image', '550'), (12638, 808, '_work_featured_image', 'field_5b27eac37a115'), (12639, 808, 'work_home_featured_color', 'white'), (12640, 808, '_work_home_featured_color', 'field_5b2bf153536f9'), (12641, 808, 'work_home_featured_image', '550'), (12642, 808, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12643, 808, 'work_navigation_color', 'white'), (12644, 808, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12645, 808, 'work_colors_text', '#ffffff'), (12646, 808, '_work_colors_text', 'field_5b241810bdd49'), (12647, 808, 'work_colors_accent', '#2c4d84'), (12648, 808, '_work_colors_accent', 'field_5b241884bdd4a'), (12649, 808, 'work_colors_bg', '#171f30'), (12650, 808, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12651, 808, 'work_hero_tag', 'Terra'), (12652, 808, '_work_hero_tag', 'field_5b2418cebdd4c'), (12653, 808, 'work_hero_textcolor', '#ffffff'), (12654, 808, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12655, 808, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (12656, 808, '_work_call_description', 'field_5b241a9cbdd4f'), (12657, 808, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (12658, 808, '_work_call_wedid', 'field_5b241ac4bdd50'), (12659, 808, 'work_call_image', '807'), (12660, 808, '_work_call_image', 'field_5b2906b12feea'), (12661, 808, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (12662, 808, '_work_thework_description', 'field_5b241b1abdd51'), (12663, 808, 'work_thework_type', 'image'), (12664, 808, '_work_thework_type', 'field_5b6096188b1fd'), (12665, 808, 'work_thework_image', '650'), (12666, 808, '_work_thework_image', 'field_5b241b76bdd52'), (12667, 808, 'work_impact_1_type', 'quote'), (12668, 808, '_work_impact_1_type', 'field_5b241c64ed75b'), (12669, 808, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (12670, 808, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (12671, 808, 'work_impact_1_quote_author', 'Senior Management at Hain Celestial'), (12672, 808, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (12673, 808, 'work_impact_2_type', 'image'), (12674, 808, '_work_impact_2_type', 'field_5b2420871e096'), (12675, 808, 'work_impact_2_image', '291'), (12676, 808, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (12677, 808, 'work_impact_3_type', 'quote_image'), (12678, 808, '_work_impact_3_type', 'field_5b2423b7155ca'), (12679, 808, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (12680, 808, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (12681, 808, 'work_impact_3_quote-image_author', 'PRS'), (12682, 808, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (12683, 808, 'work_impact_3_quote-image_image', '293'), (12684, 808, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (12685, 808, 'work_impact_4_type', 'none'), (12686, 808, '_work_impact_4_type', 'field_5b2426034a947'), (12687, 809, 'work_featured_image', '312'), (12688, 809, '_work_featured_image', 'field_5b27eac37a115'), (12689, 809, 'work_home_featured_color', 'black'), (12690, 809, '_work_home_featured_color', 'field_5b2bf153536f9'), (12691, 809, 'work_home_featured_image', '384'), (12692, 809, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12693, 809, 'work_navigation_color', 'black'), (12694, 809, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12695, 809, 'work_colors_text', '#000000'), (12696, 809, '_work_colors_text', 'field_5b241810bdd49'), (12697, 809, 'work_colors_accent', '#eeba06'), (12698, 809, '_work_colors_accent', 'field_5b241884bdd4a'), (12699, 809, 'work_colors_bg', '#ffdc00'), (12700, 809, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12701, 809, 'work_hero_tag', 'Cheerios'), (12702, 809, '_work_hero_tag', 'field_5b2418cebdd4c'), (12703, 809, 'work_hero_textcolor', '#000000'), (12704, 809, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12705, 809, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (12706, 809, '_work_call_description', 'field_5b241a9cbdd4f'), (12707, 809, 'work_call_wedid', 'Purpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (12708, 809, '_work_call_wedid', 'field_5b241ac4bdd50'), (12709, 809, 'work_call_image', '802'), (12710, 809, '_work_call_image', 'field_5b2906b12feea'), (12711, 809, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (12712, 809, '_work_thework_description', 'field_5b241b1abdd51'), (12713, 809, 'work_thework_type', 'video'), (12714, 809, '_work_thework_type', 'field_5b6096188b1fd'), (12715, 809, 'work_thework_video', '251890218'), (12716, 809, '_work_thework_video', 'field_5b6095da8b1fc'), (12717, 809, 'work_impact_1_type', 'text'), (12718, 809, '_work_impact_1_type', 'field_5b241c64ed75b'), (12719, 809, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (12720, 809, '_work_impact_1_text', 'field_5b241d21ed75c'), (12721, 809, 'work_impact_award_option', '0'), (12722, 809, '_work_impact_award_option', 'field_5b8ec47072930'), (12723, 809, 'work_impact_2_type', 'carousel'), (12724, 809, '_work_impact_2_type', 'field_5b2420871e096'), (12725, 809, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (12726, 809, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (12727, 809, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (12728, 809, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (12729, 809, 'work_impact_2_carousel', '2'), (12730, 809, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (12731, 809, 'work_impact_3_type', 'image'), (12732, 809, '_work_impact_3_type', 'field_5b2423b7155ca'), (12733, 809, 'work_impact_3_image', '315'), (12734, 809, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (12735, 809, 'work_impact_4_type', 'none'), (12736, 809, '_work_impact_4_type', 'field_5b2426034a947'), (12737, 810, 'work_featured_image', '334'), (12738, 810, '_work_featured_image', 'field_5b27eac37a115'), (12739, 810, 'work_home_featured_color', 'black'), (12740, 810, '_work_home_featured_color', 'field_5b2bf153536f9'), (12741, 810, 'work_home_featured_image', ''), (12742, 810, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12743, 810, 'work_navigation_color', 'white'), (12744, 810, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12745, 810, 'work_colors_text', '#000000'), (12746, 810, '_work_colors_text', 'field_5b241810bdd49'), (12747, 810, 'work_colors_accent', '#fc8168'), (12748, 810, '_work_colors_accent', 'field_5b241884bdd4a'), (12749, 810, 'work_colors_bg', '#fd9982'), (12750, 810, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12751, 810, 'work_hero_tag', 'Maranatha'), (12752, 810, '_work_hero_tag', 'field_5b2418cebdd4c'), (12753, 810, 'work_hero_textcolor', '#ffffff'), (12754, 810, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12755, 810, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (12756, 810, '_work_call_description', 'field_5b241a9cbdd4f'), (12757, 810, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (12758, 810, '_work_call_wedid', 'field_5b241ac4bdd50'), (12759, 810, 'work_call_image', '805'), (12760, 810, '_work_call_image', 'field_5b2906b12feea'), (12761, 810, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (12762, 810, '_work_thework_description', 'field_5b241b1abdd51'), (12763, 810, 'work_thework_type', 'image'), (12764, 810, '_work_thework_type', 'field_5b6096188b1fd'), (12765, 810, 'work_thework_image', '336'), (12766, 810, '_work_thework_image', 'field_5b241b76bdd52'), (12767, 810, 'work_impact_1_type', 'quote_image'), (12768, 810, '_work_impact_1_type', 'field_5b241c64ed75b'), (12769, 810, 'work_impact_1_quote-image_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add\r\nservices model.'), (12770, 810, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (12771, 810, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (12772, 810, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (12773, 810, 'work_impact_1_quote-image_image', '337'), (12774, 810, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (12775, 810, 'work_impact_1_quote-image_align', 'bottom'), (12776, 810, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (12777, 810, 'work_impact_2_type', 'none'), (12778, 810, '_work_impact_2_type', 'field_5b2420871e096'), (12779, 810, 'work_impact_3_type', 'none'), (12780, 810, '_work_impact_3_type', 'field_5b2423b7155ca'), (12781, 810, 'work_impact_4_type', 'none'), (12782, 810, '_work_impact_4_type', 'field_5b2426034a947'), (12785, 812, 'work_home_featured_color', 'white'), (12786, 812, '_work_home_featured_color', 'field_5b2bf153536f9'), (12787, 812, 'work_home_featured_image', '550'), (12788, 812, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12789, 812, 'work_navigation_color', 'white'), (12790, 812, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12791, 812, 'work_featured_image', '550'), (12792, 812, '_work_featured_image', 'field_5b27eac37a115'), (12793, 812, 'work_colors_text', '#ffffff'), (12794, 812, '_work_colors_text', 'field_5b241810bdd49'), (12795, 812, 'work_colors_accent', '#2c4d84'), (12796, 812, '_work_colors_accent', 'field_5b241884bdd4a'), (12797, 812, 'work_colors_bg', '#171f30'), (12798, 812, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12799, 812, 'work_hero_tag', 'Terra'), (12800, 812, '_work_hero_tag', 'field_5b2418cebdd4c'), (12801, 812, 'work_hero_textcolor', '#ffffff'), (12802, 812, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12803, 812, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (12804, 812, '_work_call_description', 'field_5b241a9cbdd4f'), (12805, 812, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (12806, 812, '_work_call_wedid', 'field_5b241ac4bdd50'), (12807, 812, 'work_call_image', '811'), (12808, 812, '_work_call_image', 'field_5b2906b12feea'), (12809, 812, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (12810, 812, '_work_thework_description', 'field_5b241b1abdd51'), (12811, 812, 'work_thework_type', 'image'), (12812, 812, '_work_thework_type', 'field_5b6096188b1fd'), (12813, 812, 'work_thework_image', '650'), (12814, 812, '_work_thework_image', 'field_5b241b76bdd52'), (12815, 812, 'work_impact_1_type', 'quote'), (12816, 812, '_work_impact_1_type', 'field_5b241c64ed75b'), (12817, 812, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (12818, 812, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (12819, 812, 'work_impact_1_quote_author', 'Senior Management at Hain Celestial'), (12820, 812, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (12821, 812, 'work_impact_2_type', 'image'), (12822, 812, '_work_impact_2_type', 'field_5b2420871e096'), (12823, 812, 'work_impact_2_image', '291'), (12824, 812, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (12825, 812, 'work_impact_3_type', 'quote_image'), (12826, 812, '_work_impact_3_type', 'field_5b2423b7155ca'), (12827, 812, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (12828, 812, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (12829, 812, 'work_impact_3_quote-image_author', 'PRS'), (12830, 812, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (12831, 812, 'work_impact_3_quote-image_image', '293'), (12832, 812, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (12833, 812, 'work_impact_4_type', 'none'), (12834, 812, '_work_impact_4_type', 'field_5b2426034a947'), (12835, 813, 'work_featured_image', '319'), (12836, 813, '_work_featured_image', 'field_5b27eac37a115'), (12837, 813, 'work_home_featured_color', 'black'), (12838, 813, '_work_home_featured_color', 'field_5b2bf153536f9'), (12839, 813, 'work_home_featured_image', ''), (12840, 813, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12841, 813, 'work_navigation_color', 'black'), (12842, 813, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12843, 813, 'work_colors_text', '#163868'), (12844, 813, '_work_colors_text', 'field_5b241810bdd49'), (12845, 813, 'work_colors_accent', '#69b9c6'), (12846, 813, '_work_colors_accent', 'field_5b241884bdd4a'), (12847, 813, 'work_colors_bg', '#c9e9ee'), (12848, 813, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12849, 813, 'work_hero_tag', 'Pillsbury'), (12850, 813, '_work_hero_tag', 'field_5b2418cebdd4c'), (12851, 813, 'work_hero_textcolor', '#ffffff'), (12852, 813, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12853, 813, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (12854, 813, '_work_call_description', 'field_5b241a9cbdd4f'), (12855, 813, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (12856, 813, '_work_call_wedid', 'field_5b241ac4bdd50'), (12857, 813, 'work_call_image', '806'), (12858, 813, '_work_call_image', 'field_5b2906b12feea'), (12859, 813, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (12860, 813, '_work_thework_description', 'field_5b241b1abdd51'), (12861, 813, 'work_thework_type', 'image'), (12862, 813, '_work_thework_type', 'field_5b6096188b1fd'), (12863, 813, 'work_thework_image', '648'), (12864, 813, '_work_thework_image', 'field_5b241b76bdd52'), (12865, 813, 'work_impact_1_type', 'text'), (12866, 813, '_work_impact_1_type', 'field_5b241c64ed75b'), (12867, 813, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (12868, 813, '_work_impact_1_text', 'field_5b241d21ed75c'), (12869, 813, 'work_impact_award_option', '0'), (12870, 813, '_work_impact_award_option', 'field_5b8ec47072930'), (12871, 813, 'work_impact_2_type', 'image'), (12872, 813, '_work_impact_2_type', 'field_5b2420871e096'), (12873, 813, 'work_impact_2_image', '493'), (12874, 813, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (12875, 813, 'work_impact_3_type', 'quote'), (12876, 813, '_work_impact_3_type', 'field_5b2423b7155ca'), (12877, 813, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (12878, 813, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (12879, 813, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (12880, 813, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (12881, 813, 'work_impact_4_type', 'image'), (12882, 813, '_work_impact_4_type', 'field_5b2426034a947'), (12883, 813, 'work_impact_4_image', '644'), (12884, 813, '_work_impact_4_image', 'field_5b29140b4fbd8'), (12887, 771, '_wp_trash_meta_status', 'publish'), (12888, 771, '_wp_trash_meta_time', '1537290954'), (12889, 771, '_wp_desired_post_slug', 'better-with-butter-3'), (12890, 772, '_wp_trash_meta_status', 'publish'), (12891, 772, '_wp_trash_meta_time', '1537290955'), (12892, 772, '_wp_desired_post_slug', 'better-with-butter-2'), (12893, 773, '_wp_trash_meta_status', 'publish'), (12894, 773, '_wp_trash_meta_time', '1537290955'), (12895, 773, '_wp_desired_post_slug', 'design-thats-good-for-your-health-2'), (12896, 815, 'work_featured_image', '328'), (12897, 815, '_work_featured_image', 'field_5b27eac37a115'), (12898, 815, 'work_home_featured_color', 'black'), (12899, 815, '_work_home_featured_color', 'field_5b2bf153536f9'), (12900, 815, 'work_home_featured_image', ''), (12901, 815, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12902, 815, 'work_navigation_color', 'black'), (12903, 815, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12904, 815, 'work_colors_text', '#000000'), (12905, 815, '_work_colors_text', 'field_5b241810bdd49'), (12906, 815, 'work_colors_accent', '#48a4ca'), (12907, 815, '_work_colors_accent', 'field_5b241884bdd4a'), (12908, 815, 'work_colors_bg', '#66c4e5'), (12909, 815, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12910, 815, 'work_hero_tag', 'First take'), (12911, 815, '_work_hero_tag', 'field_5b2418cebdd4c'), (12912, 815, 'work_hero_textcolor', '#000000'), (12913, 815, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12914, 815, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (12915, 815, '_work_call_description', 'field_5b241a9cbdd4f'), (12916, 815, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (12917, 815, '_work_call_wedid', 'field_5b241ac4bdd50'), (12918, 815, 'work_call_image', '804'), (12919, 815, '_work_call_image', 'field_5b2906b12feea'), (12920, 815, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (12921, 815, '_work_thework_description', 'field_5b241b1abdd51'), (12922, 815, 'work_thework_type', 'video'), (12923, 815, '_work_thework_type', 'field_5b6096188b1fd'), (12924, 815, 'work_thework_video', ''), (12925, 815, '_work_thework_video', 'field_5b6095da8b1fc'), (12926, 815, 'work_impact_1_type', 'text'), (12927, 815, '_work_impact_1_type', 'field_5b241c64ed75b'), (12928, 815, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (12929, 815, '_work_impact_1_text', 'field_5b241d21ed75c'), (12930, 815, 'work_impact_award_option', '0'), (12931, 815, '_work_impact_award_option', 'field_5b8ec47072930'), (12932, 815, 'work_impact_2_type', 'image'), (12933, 815, '_work_impact_2_type', 'field_5b2420871e096'), (12934, 815, 'work_impact_2_image', '331'), (12935, 815, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (12936, 815, 'work_impact_3_type', 'none'), (12937, 815, '_work_impact_3_type', 'field_5b2423b7155ca'), (12938, 815, 'work_impact_4_type', 'none'), (12939, 815, '_work_impact_4_type', 'field_5b2426034a947'), (12940, 326, 'work_thework_type', 'video'), (12941, 326, '_work_thework_type', 'field_5b6096188b1fd'), (12942, 326, 'work_thework_video', 'https://vimeo.com/291736992'), (12943, 326, '_work_thework_video', 'field_5b6095da8b1fc'), (12944, 326, 'work_impact_award_option', '0'), (12945, 326, '_work_impact_award_option', 'field_5b8ec47072930'), (12946, 817, 'work_featured_image', '550'), (12947, 817, '_work_featured_image', 'field_5b27eac37a115'), (12948, 817, 'work_home_featured_color', 'white'), (12949, 817, '_work_home_featured_color', 'field_5b2bf153536f9'), (12950, 817, 'work_home_featured_image', '550'), (12951, 817, '_work_home_featured_image', 'field_5b2bddcd3c783'), (12952, 817, 'work_navigation_color', 'white'), (12953, 817, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (12954, 817, 'work_colors_text', '#ffffff'), (12955, 817, '_work_colors_text', 'field_5b241810bdd49'), (12956, 817, 'work_colors_accent', '#2c4d84'), (12957, 817, '_work_colors_accent', 'field_5b241884bdd4a'), (12958, 817, 'work_colors_bg', '#171f30'), (12959, 817, '_work_colors_bg', 'field_5b2418a3bdd4b'), (12960, 817, 'work_hero_tag', 'Terra'), (12961, 817, '_work_hero_tag', 'field_5b2418cebdd4c'), (12962, 817, 'work_hero_textcolor', '#ffffff'), (12963, 817, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (12964, 817, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (12965, 817, '_work_call_description', 'field_5b241a9cbdd4f'), (12966, 817, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (12967, 817, '_work_call_wedid', 'field_5b241ac4bdd50'), (12968, 817, 'work_call_image', '814'), (12969, 817, '_work_call_image', 'field_5b2906b12feea'), (12970, 817, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (12971, 817, '_work_thework_description', 'field_5b241b1abdd51'), (12972, 817, 'work_thework_type', 'image'), (12973, 817, '_work_thework_type', 'field_5b6096188b1fd'), (12974, 817, 'work_thework_image', '650'), (12975, 817, '_work_thework_image', 'field_5b241b76bdd52'), (12976, 817, 'work_impact_1_type', 'quote'), (12977, 817, '_work_impact_1_type', 'field_5b241c64ed75b'), (12978, 817, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (12979, 817, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (12980, 817, 'work_impact_1_quote_author', 'Senior Management at Hain Celestial'), (12981, 817, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (12982, 817, 'work_impact_2_type', 'image'), (12983, 817, '_work_impact_2_type', 'field_5b2420871e096'), (12984, 817, 'work_impact_2_image', '291'), (12985, 817, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (12986, 817, 'work_impact_3_type', 'quote_image'), (12987, 817, '_work_impact_3_type', 'field_5b2423b7155ca'), (12988, 817, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (12989, 817, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (12990, 817, 'work_impact_3_quote-image_author', 'PRS'), (12991, 817, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (12992, 817, 'work_impact_3_quote-image_image', '293'), (12993, 817, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (12994, 817, 'work_impact_4_type', 'none'), (12995, 817, '_work_impact_4_type', 'field_5b2426034a947'), (12996, 818, '_wp_attached_file', '2018/09/Cheerios-2-1920_1956.jpg'), (12997, 818, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1956;s:4:\"file\";s:32:\"2018/09/Cheerios-2-1920_1956.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"Cheerios-2-1920_1956-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"Cheerios-2-1920_1956-768x782.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:782;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:34:\"Cheerios-2-1920_1956-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"Cheerios-2-1920_1956-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (12998, 819, '_wp_attached_file', '2018/09/FirstTake-2-1920_1956.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (12999, 819, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1956;s:4:\"file\";s:33:\"2018/09/FirstTake-2-1920_1956.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"FirstTake-2-1920_1956-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"FirstTake-2-1920_1956-768x782.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:782;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"FirstTake-2-1920_1956-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"FirstTake-2-1920_1956-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13000, 820, '_wp_attached_file', '2018/09/Maranatha-2-1920_1956.jpg'), (13001, 820, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1956;s:4:\"file\";s:33:\"2018/09/Maranatha-2-1920_1956.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"Maranatha-2-1920_1956-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"Maranatha-2-1920_1956-768x782.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:782;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"Maranatha-2-1920_1956-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"Maranatha-2-1920_1956-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13002, 821, '_wp_attached_file', '2018/09/Pillsbury-2-1920_1956.jpg'), (13003, 821, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1956;s:4:\"file\";s:33:\"2018/09/Pillsbury-2-1920_1956.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"Pillsbury-2-1920_1956-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"Pillsbury-2-1920_1956-768x782.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:782;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"Pillsbury-2-1920_1956-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"Pillsbury-2-1920_1956-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13004, 822, '_wp_attached_file', '2018/09/Terra-2-1920_1956.jpg'), (13005, 822, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1956;s:4:\"file\";s:29:\"2018/09/Terra-2-1920_1956.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Terra-2-1920_1956-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Terra-2-1920_1956-768x782.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:782;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Terra-2-1920_1956-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Terra-2-1920_1956-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13006, 823, 'work_featured_image', '312'), (13007, 823, '_work_featured_image', 'field_5b27eac37a115'), (13008, 823, 'work_home_featured_color', 'black'), (13009, 823, '_work_home_featured_color', 'field_5b2bf153536f9'), (13010, 823, 'work_home_featured_image', '384'), (13011, 823, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13012, 823, 'work_navigation_color', 'black'), (13013, 823, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13014, 823, 'work_colors_text', '#000000'), (13015, 823, '_work_colors_text', 'field_5b241810bdd49'), (13016, 823, 'work_colors_accent', '#eeba06'), (13017, 823, '_work_colors_accent', 'field_5b241884bdd4a'), (13018, 823, 'work_colors_bg', '#ffdc00'), (13019, 823, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13020, 823, 'work_hero_tag', 'Cheerios'), (13021, 823, '_work_hero_tag', 'field_5b2418cebdd4c'), (13022, 823, 'work_hero_textcolor', '#000000'), (13023, 823, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13024, 823, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (13025, 823, '_work_call_description', 'field_5b241a9cbdd4f'), (13026, 823, 'work_call_wedid', 'Purpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (13027, 823, '_work_call_wedid', 'field_5b241ac4bdd50'), (13028, 823, 'work_call_image', '818'), (13029, 823, '_work_call_image', 'field_5b2906b12feea'), (13030, 823, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (13031, 823, '_work_thework_description', 'field_5b241b1abdd51'), (13032, 823, 'work_thework_type', 'video'), (13033, 823, '_work_thework_type', 'field_5b6096188b1fd'), (13034, 823, 'work_thework_video', '251890218'), (13035, 823, '_work_thework_video', 'field_5b6095da8b1fc'), (13036, 823, 'work_impact_1_type', 'text'), (13037, 823, '_work_impact_1_type', 'field_5b241c64ed75b'), (13038, 823, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (13039, 823, '_work_impact_1_text', 'field_5b241d21ed75c'), (13040, 823, 'work_impact_award_option', '0'), (13041, 823, '_work_impact_award_option', 'field_5b8ec47072930'), (13042, 823, 'work_impact_2_type', 'carousel'), (13043, 823, '_work_impact_2_type', 'field_5b2420871e096'), (13044, 823, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (13045, 823, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (13046, 823, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (13047, 823, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (13048, 823, 'work_impact_2_carousel', '2'), (13049, 823, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (13050, 823, 'work_impact_3_type', 'image'), (13051, 823, '_work_impact_3_type', 'field_5b2423b7155ca'), (13052, 823, 'work_impact_3_image', '315'), (13053, 823, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (13054, 823, 'work_impact_4_type', 'none'), (13055, 823, '_work_impact_4_type', 'field_5b2426034a947'), (13056, 824, 'work_featured_image', '334'), (13057, 824, '_work_featured_image', 'field_5b27eac37a115'), (13058, 824, 'work_home_featured_color', 'black'), (13059, 824, '_work_home_featured_color', 'field_5b2bf153536f9'), (13060, 824, 'work_home_featured_image', ''), (13061, 824, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13062, 824, 'work_navigation_color', 'white'), (13063, 824, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13064, 824, 'work_colors_text', '#000000'), (13065, 824, '_work_colors_text', 'field_5b241810bdd49'), (13066, 824, 'work_colors_accent', '#fc8168'), (13067, 824, '_work_colors_accent', 'field_5b241884bdd4a'), (13068, 824, 'work_colors_bg', '#fd9982'), (13069, 824, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13070, 824, 'work_hero_tag', 'Maranatha'), (13071, 824, '_work_hero_tag', 'field_5b2418cebdd4c'), (13072, 824, 'work_hero_textcolor', '#ffffff'), (13073, 824, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13074, 824, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (13075, 824, '_work_call_description', 'field_5b241a9cbdd4f'), (13076, 824, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (13077, 824, '_work_call_wedid', 'field_5b241ac4bdd50'), (13078, 824, 'work_call_image', '820'), (13079, 824, '_work_call_image', 'field_5b2906b12feea'), (13080, 824, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (13081, 824, '_work_thework_description', 'field_5b241b1abdd51'), (13082, 824, 'work_thework_type', 'image'), (13083, 824, '_work_thework_type', 'field_5b6096188b1fd'), (13084, 824, 'work_thework_image', '336'), (13085, 824, '_work_thework_image', 'field_5b241b76bdd52'), (13086, 824, 'work_impact_1_type', 'quote_image'), (13087, 824, '_work_impact_1_type', 'field_5b241c64ed75b'), (13088, 824, 'work_impact_1_quote-image_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add\r\nservices model.'), (13089, 824, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (13090, 824, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (13091, 824, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (13092, 824, 'work_impact_1_quote-image_image', '337'), (13093, 824, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (13094, 824, 'work_impact_1_quote-image_align', 'bottom'), (13095, 824, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (13096, 824, 'work_impact_2_type', 'none'), (13097, 824, '_work_impact_2_type', 'field_5b2420871e096'), (13098, 824, 'work_impact_3_type', 'none'), (13099, 824, '_work_impact_3_type', 'field_5b2423b7155ca'), (13100, 824, 'work_impact_4_type', 'none'), (13101, 824, '_work_impact_4_type', 'field_5b2426034a947'), (13102, 825, 'work_featured_image', '319'), (13103, 825, '_work_featured_image', 'field_5b27eac37a115'), (13104, 825, 'work_home_featured_color', 'black'), (13105, 825, '_work_home_featured_color', 'field_5b2bf153536f9'), (13106, 825, 'work_home_featured_image', ''), (13107, 825, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13108, 825, 'work_navigation_color', 'black'), (13109, 825, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13110, 825, 'work_colors_text', '#163868'), (13111, 825, '_work_colors_text', 'field_5b241810bdd49'), (13112, 825, 'work_colors_accent', '#69b9c6'), (13113, 825, '_work_colors_accent', 'field_5b241884bdd4a'), (13114, 825, 'work_colors_bg', '#c9e9ee'), (13115, 825, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13116, 825, 'work_hero_tag', 'Pillsbury'), (13117, 825, '_work_hero_tag', 'field_5b2418cebdd4c'), (13118, 825, 'work_hero_textcolor', '#ffffff'), (13119, 825, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13120, 825, 'work_call_description', 'How do you revive a classic beloved brand that is losing its relevance with a modern consumer?\r\nPillsbury is a true American icon with nearly universal unaided recognition and positive sentiment from consumers all across the country. However, its relevancy was waning, along with its sales, as the brand struggled to connect with a new generation of families.\r\nWith no clear understanding of its place in this new cultural and competitive landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (13121, 825, '_work_call_description', 'field_5b241a9cbdd4f'), (13122, 825, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (13123, 825, '_work_call_wedid', 'field_5b241ac4bdd50'), (13124, 825, 'work_call_image', '821'), (13125, 825, '_work_call_image', 'field_5b2906b12feea'), (13126, 825, 'work_thework_description', 'CBX conducted ethnographic research and a cultural deep dive to better understand the intrinsic motivations and macro influences affecting the tastes and behaviors of our new Millennial target.\r\nLooking at Pillsbury through the lens of culture, brand, and people provided the clarity needed to reframe the business from a baking company to a making company.\r\nAs the kitchen has transformed into the family activity center, Pillsbury needed to make an experiential shift. Gone were dated notions Norman Rockwell style depictions of domestic baking bliss. Millennial moms desire the authenticity of imperfection and the inspiration and utility to make their world more personal.\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (13127, 825, '_work_thework_description', 'field_5b241b1abdd51'), (13128, 825, 'work_thework_type', 'image'), (13129, 825, '_work_thework_type', 'field_5b6096188b1fd'), (13130, 825, 'work_thework_image', '648'), (13131, 825, '_work_thework_image', 'field_5b241b76bdd52'), (13132, 825, 'work_impact_1_type', 'text'), (13133, 825, '_work_impact_1_type', 'field_5b241c64ed75b'), (13134, 825, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (13135, 825, '_work_impact_1_text', 'field_5b241d21ed75c'), (13136, 825, 'work_impact_award_option', '0'), (13137, 825, '_work_impact_award_option', 'field_5b8ec47072930'), (13138, 825, 'work_impact_2_type', 'image'), (13139, 825, '_work_impact_2_type', 'field_5b2420871e096'), (13140, 825, 'work_impact_2_image', '493'), (13141, 825, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (13142, 825, 'work_impact_3_type', 'quote'), (13143, 825, '_work_impact_3_type', 'field_5b2423b7155ca'), (13144, 825, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (13145, 825, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (13146, 825, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (13147, 825, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (13148, 825, 'work_impact_4_type', 'image'), (13149, 825, '_work_impact_4_type', 'field_5b2426034a947'), (13150, 825, 'work_impact_4_image', '644'), (13151, 825, '_work_impact_4_image', 'field_5b29140b4fbd8'), (13152, 826, 'work_featured_image', '550'), (13153, 826, '_work_featured_image', 'field_5b27eac37a115'), (13154, 826, 'work_home_featured_color', 'white'), (13155, 826, '_work_home_featured_color', 'field_5b2bf153536f9'), (13156, 826, 'work_home_featured_image', '550'), (13157, 826, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13158, 826, 'work_navigation_color', 'white'), (13159, 826, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13160, 826, 'work_colors_text', '#ffffff'), (13161, 826, '_work_colors_text', 'field_5b241810bdd49'), (13162, 826, 'work_colors_accent', '#2c4d84'), (13163, 826, '_work_colors_accent', 'field_5b241884bdd4a'), (13164, 826, 'work_colors_bg', '#171f30'), (13165, 826, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13166, 826, 'work_hero_tag', 'Terra'), (13167, 826, '_work_hero_tag', 'field_5b2418cebdd4c'), (13168, 826, 'work_hero_textcolor', '#ffffff'), (13169, 826, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13170, 826, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (13171, 826, '_work_call_description', 'field_5b241a9cbdd4f'), (13172, 826, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (13173, 826, '_work_call_wedid', 'field_5b241ac4bdd50'), (13174, 826, 'work_call_image', '822'), (13175, 826, '_work_call_image', 'field_5b2906b12feea'), (13176, 826, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (13177, 826, '_work_thework_description', 'field_5b241b1abdd51'), (13178, 826, 'work_thework_type', 'image'), (13179, 826, '_work_thework_type', 'field_5b6096188b1fd'), (13180, 826, 'work_thework_image', '650'), (13181, 826, '_work_thework_image', 'field_5b241b76bdd52'), (13182, 826, 'work_impact_1_type', 'quote'), (13183, 826, '_work_impact_1_type', 'field_5b241c64ed75b'), (13184, 826, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (13185, 826, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (13186, 826, 'work_impact_1_quote_author', 'Senior Management at Hain Celestial'), (13187, 826, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (13188, 826, 'work_impact_2_type', 'image'), (13189, 826, '_work_impact_2_type', 'field_5b2420871e096'), (13190, 826, 'work_impact_2_image', '291'), (13191, 826, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (13192, 826, 'work_impact_3_type', 'quote_image'), (13193, 826, '_work_impact_3_type', 'field_5b2423b7155ca'), (13194, 826, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (13195, 826, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (13196, 826, 'work_impact_3_quote-image_author', 'PRS'), (13197, 826, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (13198, 826, 'work_impact_3_quote-image_image', '293'), (13199, 826, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (13200, 826, 'work_impact_4_type', 'none'), (13201, 826, '_work_impact_4_type', 'field_5b2426034a947'), (13202, 827, 'work_featured_image', '328'), (13203, 827, '_work_featured_image', 'field_5b27eac37a115'), (13204, 827, 'work_home_featured_color', 'black'), (13205, 827, '_work_home_featured_color', 'field_5b2bf153536f9'), (13206, 827, 'work_home_featured_image', ''), (13207, 827, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13208, 827, 'work_navigation_color', 'black'), (13209, 827, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13210, 827, 'work_colors_text', '#000000'), (13211, 827, '_work_colors_text', 'field_5b241810bdd49'), (13212, 827, 'work_colors_accent', '#48a4ca'), (13213, 827, '_work_colors_accent', 'field_5b241884bdd4a'), (13214, 827, 'work_colors_bg', '#66c4e5'), (13215, 827, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13216, 827, 'work_hero_tag', 'First take'), (13217, 827, '_work_hero_tag', 'field_5b2418cebdd4c'), (13218, 827, 'work_hero_textcolor', '#000000'), (13219, 827, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13220, 827, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (13221, 827, '_work_call_description', 'field_5b241a9cbdd4f'), (13222, 827, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (13223, 827, '_work_call_wedid', 'field_5b241ac4bdd50'), (13224, 827, 'work_call_image', '819'), (13225, 827, '_work_call_image', 'field_5b2906b12feea'), (13226, 827, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (13227, 827, '_work_thework_description', 'field_5b241b1abdd51'), (13228, 827, 'work_thework_type', 'video'), (13229, 827, '_work_thework_type', 'field_5b6096188b1fd'), (13230, 827, 'work_thework_video', ''), (13231, 827, '_work_thework_video', 'field_5b6095da8b1fc'), (13232, 827, 'work_impact_1_type', 'text'), (13233, 827, '_work_impact_1_type', 'field_5b241c64ed75b'), (13234, 827, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (13235, 827, '_work_impact_1_text', 'field_5b241d21ed75c'), (13236, 827, 'work_impact_award_option', '0'), (13237, 827, '_work_impact_award_option', 'field_5b8ec47072930'), (13238, 827, 'work_impact_2_type', 'image'), (13239, 827, '_work_impact_2_type', 'field_5b2420871e096'), (13240, 827, 'work_impact_2_image', '331'), (13241, 827, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (13242, 827, 'work_impact_3_type', 'none'), (13243, 827, '_work_impact_3_type', 'field_5b2423b7155ca'), (13244, 827, 'work_impact_4_type', 'none'), (13245, 827, '_work_impact_4_type', 'field_5b2426034a947'), (13246, 828, 'work_home_featured_color', 'black'), (13247, 828, '_work_home_featured_color', 'field_5b2bf153536f9'), (13248, 828, 'work_home_featured_image', ''), (13249, 828, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13250, 828, 'work_navigation_color', 'black'), (13251, 828, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13252, 828, 'work_featured_image', '363'), (13253, 828, '_work_featured_image', 'field_5b27eac37a115'), (13254, 828, 'work_colors_text', '#ffffff'), (13255, 828, '_work_colors_text', 'field_5b241810bdd49'), (13256, 828, 'work_colors_accent', '#af020c'), (13257, 828, '_work_colors_accent', 'field_5b241884bdd4a'), (13258, 828, 'work_colors_bg', '#cc081e'), (13259, 828, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13260, 828, 'work_hero_tag', 'Chex'), (13261, 828, '_work_hero_tag', 'field_5b2418cebdd4c'), (13262, 828, 'work_hero_textcolor', '#ffffff'), (13263, 828, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13264, 828, 'work_call_description', 'How do re-stage an iconic cereal brand for relevance with a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (13265, 828, '_work_call_description', 'field_5b241a9cbdd4f'), (13266, 828, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (13267, 828, '_work_call_wedid', 'field_5b241ac4bdd50'), (13268, 828, 'work_call_image', '626'), (13269, 828, '_work_call_image', 'field_5b2906b12feea'), (13270, 828, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (13271, 828, '_work_thework_description', 'field_5b241b1abdd51'), (13272, 828, 'work_thework_type', 'image'), (13273, 828, '_work_thework_type', 'field_5b6096188b1fd'), (13274, 828, 'work_thework_image', '365'), (13275, 828, '_work_thework_image', 'field_5b241b76bdd52'), (13276, 828, 'work_impact_1_type', 'text'), (13277, 828, '_work_impact_1_type', 'field_5b241c64ed75b'), (13278, 828, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (13279, 828, '_work_impact_1_text', 'field_5b241d21ed75c'), (13280, 828, 'work_impact_award_option', '1'), (13281, 828, '_work_impact_award_option', 'field_5b8ec47072930'), (13282, 828, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 1'), (13283, 828, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (13284, 828, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017 1'), (13285, 828, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (13286, 828, 'work_impact_award_item_1_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 2'), (13287, 828, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (13288, 828, 'work_impact_award_item_1_work_impact_award_item_description', 'PACKAGING, 2017 2'), (13289, 828, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (13290, 828, 'work_impact_award_item', '2'), (13291, 828, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (13292, 828, 'work_impact_2_type', 'carousel'), (13293, 828, '_work_impact_2_type', 'field_5b2420871e096'), (13294, 828, 'work_impact_2_carousel_0_work_impact_carousel_image', '365'), (13295, 828, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (13296, 828, 'work_impact_2_carousel_1_work_impact_carousel_image', '365'), (13297, 828, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (13298, 828, 'work_impact_2_carousel', '2'), (13299, 828, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (13300, 828, 'work_impact_3_type', 'image'), (13301, 828, '_work_impact_3_type', 'field_5b2423b7155ca'), (13302, 828, 'work_impact_3_image', '515'), (13303, 828, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (13304, 828, 'work_impact_4_type', 'none'), (13305, 828, '_work_impact_4_type', 'field_5b2426034a947'), (13306, 953, '_wp_attached_file', '2018/09/Are-Amazon-Prime-perks-worth-cost-QL283KT5-x-large1-1.jpg'), (13307, 953, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:490;s:6:\"height\";i:360;s:4:\"file\";s:65:\"2018/09/Are-Amazon-Prime-perks-worth-cost-QL283KT5-x-large1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:65:\"Are-Amazon-Prime-perks-worth-cost-QL283KT5-x-large1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13308, 945, '_thumbnail_id', '953'), (13309, 954, '_wp_attached_file', '2018/09/Queen-Elizabeth-Prachute1-1.jpg'), (13310, 954, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:450;s:4:\"file\";s:39:\"2018/09/Queen-Elizabeth-Prachute1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"Queen-Elizabeth-Prachute1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13311, 947, '_thumbnail_id', '954'), (13312, 955, '_wp_attached_file', '2018/09/TinaMonaco111-1.jpg'), (13313, 955, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:390;s:6:\"height\";i:260;s:4:\"file\";s:27:\"2018/09/TinaMonaco111-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"TinaMonaco111-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13314, 948, '_thumbnail_id', '955'), (13315, 957, '_wp_attached_file', '2018/09/FutureGas_1-1.jpg'), (13316, 957, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:581;s:6:\"height\";i:366;s:4:\"file\";s:25:\"2018/09/FutureGas_1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"FutureGas_1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13317, 949, '_thumbnail_id', '957'), (13318, 958, '_wp_attached_file', '2018/09/Obama2012-1.jpeg'), (13319, 958, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:960;s:6:\"height\";i:824;s:4:\"file\";s:24:\"2018/09/Obama2012-1.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"Obama2012-1-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:24:\"Obama2012-1-768x659.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:659;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:24:\"Obama2012-1-768x768.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13320, 950, '_thumbnail_id', '958'), (13321, 960, '_wp_attached_file', '2018/09/band.photo_-1.jpg'), (13322, 960, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:601;s:6:\"height\";i:422;s:4:\"file\";s:25:\"2018/09/band.photo_-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"band.photo_-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13323, 951, '_thumbnail_id', '960'), (13324, 961, '_wp_attached_file', '2018/09/201271-instagram-logo1-1.jpg'), (13325, 961, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:250;s:4:\"file\";s:36:\"2018/09/201271-instagram-logo1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"201271-instagram-logo1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13326, 952, '_thumbnail_id', '961'), (13327, 969, '_wp_attached_file', '2018/09/Utopia_11-1.jpg'), (13328, 969, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:387;s:4:\"file\";s:23:\"2018/09/Utopia_11-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"Utopia_11-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13329, 956, '_thumbnail_id', '969'), (13330, 970, '_wp_attached_file', '2018/09/LuxuryBrand1-1.jpg'), (13331, 970, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:26:\"2018/09/LuxuryBrand1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"LuxuryBrand1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13332, 959, '_thumbnail_id', '970'), (13333, 972, '_wp_attached_file', '2018/09/Call_johnny_heisman-1.jpg'), (13334, 972, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:33:\"2018/09/Call_johnny_heisman-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"Call_johnny_heisman-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13335, 962, '_thumbnail_id', '972'), (13336, 973, '_wp_attached_file', '2018/09/brandnewyears_650x379-1.jpg'), (13337, 973, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:35:\"2018/09/brandnewyears_650x379-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"brandnewyears_650x379-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13338, 963, '_thumbnail_id', '973'), (13339, 974, '_wp_attached_file', '2018/09/ElizaBlog1-1.jpg'), (13340, 974, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:24:\"2018/09/ElizaBlog1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"ElizaBlog1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13341, 964, '_thumbnail_id', '974'), (13342, 976, '_wp_attached_file', '2018/09/wright-brothers-flyer-1903-1.jpg'), (13343, 976, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:40:\"2018/09/wright-brothers-flyer-1903-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"wright-brothers-flyer-1903-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13344, 965, '_thumbnail_id', '976'), (13345, 977, '_wp_attached_file', '2018/09/Social-Media-Management-1.jpg'), (13346, 977, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:37:\"2018/09/Social-Media-Management-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"Social-Media-Management-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13347, 966, '_thumbnail_id', '977'), (13348, 979, '_wp_attached_file', '2018/09/MenswearDog-1.jpg'), (13349, 979, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:25:\"2018/09/MenswearDog-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"MenswearDog-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"3.5\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:8:\"DSC-HX5V\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1359169151\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.32\";s:3:\"iso\";s:3:\"800\";s:13:\"shutter_speed\";s:17:\"0.066666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13350, 967, '_thumbnail_id', '979'), (13351, 980, '_wp_attached_file', '2018/09/20120214_duluth-food-desert2_33-1.jpg'), (13352, 980, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:45:\"2018/09/20120214_duluth-food-desert2_33-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:45:\"20120214_duluth-food-desert2_33-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:110:\"An overturned grocery cart rests near the sidewalk along East Superior Street Tuesday morning in Duluth, Minn.\";s:17:\"created_timestamp\";s:10:\"1329229330\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:4:\"1000\";s:13:\"shutter_speed\";s:5:\"0.025\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13353, 968, '_thumbnail_id', '980'), (13354, 987, '_wp_attached_file', '2018/09/fd2ba3d04f821e25c1980df854b15c12-1.jpg'), (13355, 987, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:46:\"2018/09/fd2ba3d04f821e25c1980df854b15c12-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:46:\"fd2ba3d04f821e25c1980df854b15c12-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13356, 971, '_thumbnail_id', '987'), (13357, 1069, '_wp_attached_file', '2018/09/BlueFlame2-1.jpg'), (13358, 1069, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:24:\"2018/09/BlueFlame2-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"BlueFlame2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13359, 1016, '_thumbnail_id', '1069'), (13360, 1071, '_wp_attached_file', '2018/09/BJBlogFoodFight-1.jpg'), (13361, 1071, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:29:\"2018/09/BJBlogFoodFight-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"BJBlogFoodFight-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13362, 1017, '_thumbnail_id', '1071'), (13363, 1072, '_wp_attached_file', '2018/09/DreamHoodie2-1.jpg'), (13364, 1072, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:26:\"2018/09/DreamHoodie2-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"DreamHoodie2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13365, 1018, '_thumbnail_id', '1072'), (13366, 1074, '_wp_attached_file', '2018/09/world-cup-balls-1970-2014-1.jpg'), (13367, 1074, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:39:\"2018/09/world-cup-balls-1970-2014-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"world-cup-balls-1970-2014-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13368, 1019, '_thumbnail_id', '1074'), (13369, 1075, '_wp_attached_file', '2018/09/DanBlog1-1.jpg'), (13370, 1075, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:22:\"2018/09/DanBlog1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"DanBlog1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:24:\"Getty Images/iStockphoto\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:17:\"Paint series XXXL\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:9:\"106410659\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13371, 1020, '_thumbnail_id', '1075'), (13372, 1077, '_wp_attached_file', '2018/09/PeterblogImage-1.jpg'), (13373, 1077, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:28:\"2018/09/PeterblogImage-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"PeterblogImage-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.2\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 5s\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1407400851\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.12\";s:3:\"iso\";s:2:\"64\";s:13:\"shutter_speed\";s:17:\"0.033333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13374, 1021, '_thumbnail_id', '1077'), (13375, 1079, '_wp_attached_file', '2018/09/CoffeeCups-1.jpg'), (13376, 1079, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:24:\"2018/09/CoffeeCups-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"CoffeeCups-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13377, 1022, '_thumbnail_id', '1079'), (13378, 1080, '_wp_attached_file', '2018/09/PatrickblogImage-632x379-1.jpg'), (13379, 1080, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:379;s:4:\"file\";s:38:\"2018/09/PatrickblogImage-632x379-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"PatrickblogImage-632x379-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13380, 1023, '_thumbnail_id', '1080'), (13381, 1081, '_wp_attached_file', '2018/09/Lego_blog-1.jpg'), (13382, 1081, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:23:\"2018/09/Lego_blog-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"Lego_blog-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13383, 1024, '_thumbnail_id', '1081'), (13384, 1083, '_wp_attached_file', '2018/09/1-in-storeB-1.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (13385, 1083, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:25:\"2018/09/1-in-storeB-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"1-in-storeB-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:8:\"iPhone 4\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1401822214\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"3.85\";s:3:\"iso\";s:2:\"80\";s:13:\"shutter_speed\";s:17:\"0.033333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13386, 1025, '_thumbnail_id', '1083'), (13387, 1084, '_wp_attached_file', '2018/09/InspirationBlog_Aimee-1.jpg'), (13388, 1084, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:35:\"2018/09/InspirationBlog_Aimee-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"InspirationBlog_Aimee-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13389, 1026, '_thumbnail_id', '1084'), (13390, 1086, '_wp_attached_file', '2018/09/Screen-Shot-2014-10-14-at-Tuesday-October-14-2014-10.53.09-AM-1.png'), (13391, 1086, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1357;s:6:\"height\";i:1018;s:4:\"file\";s:75:\"2018/09/Screen-Shot-2014-10-14-at-Tuesday-October-14-2014-10.53.09-AM-1.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:75:\"Screen-Shot-2014-10-14-at-Tuesday-October-14-2014-10.53.09-AM-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:75:\"Screen-Shot-2014-10-14-at-Tuesday-October-14-2014-10.53.09-AM-1-768x576.png\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:75:\"Screen-Shot-2014-10-14-at-Tuesday-October-14-2014-10.53.09-AM-1-768x768.png\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13392, 1027, '_thumbnail_id', '1086'), (13393, 1091, '_wp_attached_file', '2018/09/PixelsofFury_09-1.jpeg'), (13394, 1091, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1000;s:6:\"height\";i:667;s:4:\"file\";s:30:\"2018/09/PixelsofFury_09-1.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"PixelsofFury_09-1-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"PixelsofFury_09-1-768x512.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"PixelsofFury_09-1-768x667.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:667;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1412794239\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:4:\"2000\";s:13:\"shutter_speed\";s:5:\"0.025\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13395, 1028, '_thumbnail_id', '1091'), (13396, 1093, '_wp_attached_file', '2018/09/offset_148002-copy-1.jpg'), (13397, 1093, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:870;s:6:\"height\";i:653;s:4:\"file\";s:32:\"2018/09/offset_148002-copy-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"offset_148002-copy-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"offset_148002-copy-1-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"offset_148002-copy-1-768x653.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:653;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"7.1\";s:6:\"credit\";s:12:\"Erik Isakson\";s:6:\"camera\";s:8:\"NIKON D3\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1221245232\";s:9:\"copyright\";s:33:\"©2008 Erik Isakson Photographics\";s:12:\"focal_length\";s:2:\"35\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13398, 1029, '_thumbnail_id', '1093'), (13399, 1095, '_wp_attached_file', '2018/09/CocaCola2-1.jpg'), (13400, 1095, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:406;s:4:\"file\";s:23:\"2018/09/CocaCola2-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"CocaCola2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13401, 1030, '_thumbnail_id', '1095'), (13402, 1097, '_wp_attached_file', '2018/09/Video-is-Worth-a-Thousand-1.jpg'), (13403, 1097, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:39:\"2018/09/Video-is-Worth-a-Thousand-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"Video-is-Worth-a-Thousand-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13404, 1031, '_thumbnail_id', '1097'), (13405, 1098, '_wp_attached_file', '2018/09/Nationwide-Commercial-Dead-Boy-Super-Bowl-2015-1.jpg'), (13406, 1098, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:992;s:6:\"height\";i:558;s:4:\"file\";s:60:\"2018/09/Nationwide-Commercial-Dead-Boy-Super-Bowl-2015-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:60:\"Nationwide-Commercial-Dead-Boy-Super-Bowl-2015-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:60:\"Nationwide-Commercial-Dead-Boy-Super-Bowl-2015-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:60:\"Nationwide-Commercial-Dead-Boy-Super-Bowl-2015-1-768x558.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:558;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13407, 1032, '_thumbnail_id', '1098'), (13408, 1100, '_wp_attached_file', '2018/09/Smuckers_blogPost-1.jpg'), (13409, 1100, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:31:\"2018/09/Smuckers_blogPost-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"Smuckers_blogPost-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:27:\"Photographer: Erin Kornfeld\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1335519882\";s:9:\"copyright\";s:49:\"Copyright: 2009 elk studios. All rights reserved.\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13410, 1033, '_thumbnail_id', '1100'), (13411, 1101, '_wp_attached_file', '2018/09/Food-photog_jane-blog_021915-1.png'), (13412, 1101, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:546;s:6:\"height\";i:379;s:4:\"file\";s:42:\"2018/09/Food-photog_jane-blog_021915-1.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:42:\"Food-photog_jane-blog_021915-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13413, 1034, '_thumbnail_id', '1101'), (13414, 1102, '_wp_attached_file', '2018/09/hillary-clinton-1.jpg'), (13415, 1102, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:404;s:6:\"height\";i:239;s:4:\"file\";s:29:\"2018/09/hillary-clinton-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"hillary-clinton-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13416, 1035, '_thumbnail_id', '1102'), (13417, 1104, '_wp_attached_file', '2018/09/HeaderImage-1.jpg'), (13418, 1104, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:25:\"2018/09/HeaderImage-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"HeaderImage-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13419, 1036, '_thumbnail_id', '1104'), (13420, 1106, '_wp_attached_file', '2018/09/header-1.png'), (13421, 1106, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:900;s:6:\"height\";i:484;s:4:\"file\";s:20:\"2018/09/header-1.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"header-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"header-1-768x413.png\";s:5:\"width\";i:768;s:6:\"height\";i:413;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"header-1-768x484.png\";s:5:\"width\";i:768;s:6:\"height\";i:484;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13422, 1037, '_thumbnail_id', '1106'), (13423, 1109, '_wp_attached_file', '2018/09/AudraBlog-02-1.jpg'), (13424, 1109, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1188;s:6:\"height\";i:708;s:4:\"file\";s:26:\"2018/09/AudraBlog-02-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"AudraBlog-02-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"AudraBlog-02-1-768x458.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:458;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"AudraBlog-02-1-768x708.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:708;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13425, 1038, '_thumbnail_id', '1109'), (13426, 1111, '_wp_attached_file', '2018/09/PastedGraphic-1-1.jpg'), (13427, 1111, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:620;s:6:\"height\";i:349;s:4:\"file\";s:29:\"2018/09/PastedGraphic-1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"PastedGraphic-1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13428, 1039, '_thumbnail_id', '1111'), (13429, 1112, '_wp_attached_file', '2018/09/PastedGraphic-11-1.jpg'), (13430, 1112, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:534;s:6:\"height\";i:401;s:4:\"file\";s:30:\"2018/09/PastedGraphic-11-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"PastedGraphic-11-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13431, 1040, '_thumbnail_id', '1112'), (13432, 1114, '_wp_attached_file', '2018/09/Screen-Shot-2015-06-19-at-Friday-June-19-2015-12.56.40-PM-1.png'), (13433, 1114, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1208;s:6:\"height\";i:552;s:4:\"file\";s:71:\"2018/09/Screen-Shot-2015-06-19-at-Friday-June-19-2015-12.56.40-PM-1.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:71:\"Screen-Shot-2015-06-19-at-Friday-June-19-2015-12.56.40-PM-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:71:\"Screen-Shot-2015-06-19-at-Friday-June-19-2015-12.56.40-PM-1-768x351.png\";s:5:\"width\";i:768;s:6:\"height\";i:351;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:71:\"Screen-Shot-2015-06-19-at-Friday-June-19-2015-12.56.40-PM-1-768x552.png\";s:5:\"width\";i:768;s:6:\"height\";i:552;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13434, 1041, '_thumbnail_id', '1114'), (13435, 1118, '_wp_attached_file', '2018/09/CELQTZLUkAAyvIy-1.jpg'), (13436, 1118, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:599;s:6:\"height\";i:401;s:4:\"file\";s:29:\"2018/09/CELQTZLUkAAyvIy-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"CELQTZLUkAAyvIy-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13437, 1042, '_thumbnail_id', '1118'), (13438, 1119, '_wp_attached_file', '2018/09/016cbf16367e003e5975647b45a03153-1.jpg'), (13439, 1119, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:736;s:6:\"height\";i:490;s:4:\"file\";s:46:\"2018/09/016cbf16367e003e5975647b45a03153-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:46:\"016cbf16367e003e5975647b45a03153-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13440, 1043, '_thumbnail_id', '1119'), (13441, 1121, '_wp_attached_file', '2018/09/expressions-2015b-1.jpg'), (13442, 1121, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:960;s:6:\"height\";i:550;s:4:\"file\";s:31:\"2018/09/expressions-2015b-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"expressions-2015b-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"expressions-2015b-1-768x440.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:440;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"expressions-2015b-1-768x550.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:550;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13443, 1044, '_thumbnail_id', '1121'), (13444, 1123, '_wp_attached_file', '2018/09/1435410503_white-house-rainbow-scotus-gay-marriage_2-1.jpg'), (13445, 1123, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1200;s:6:\"height\";i:709;s:4:\"file\";s:66:\"2018/09/1435410503_white-house-rainbow-scotus-gay-marriage_2-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:66:\"1435410503_white-house-rainbow-scotus-gay-marriage_2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:66:\"1435410503_white-house-rainbow-scotus-gay-marriage_2-1-768x454.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:454;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:66:\"1435410503_white-house-rainbow-scotus-gay-marriage_2-1-768x709.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:709;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13446, 1045, '_thumbnail_id', '1123'), (13447, 1124, '_wp_attached_file', '2018/09/kfc-750xx895-505-113-0-1.jpg'), (13448, 1124, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:750;s:6:\"height\";i:423;s:4:\"file\";s:36:\"2018/09/kfc-750xx895-505-113-0-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"kfc-750xx895-505-113-0-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13449, 1046, '_thumbnail_id', '1124'), (13450, 1126, '_wp_attached_file', '2018/09/Egyptian-hieroglyphics-1.jpg'), (13451, 1126, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1200;s:6:\"height\";i:764;s:4:\"file\";s:36:\"2018/09/Egyptian-hieroglyphics-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"Egyptian-hieroglyphics-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:36:\"Egyptian-hieroglyphics-1-768x489.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:489;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:36:\"Egyptian-hieroglyphics-1-768x764.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:764;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13452, 1047, '_thumbnail_id', '1126'), (13453, 1128, '_wp_attached_file', '2018/09/whataboutnaming-1.jpg'), (13454, 1128, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:340;s:4:\"file\";s:29:\"2018/09/whataboutnaming-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"whataboutnaming-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13455, 1048, '_thumbnail_id', '1128'), (13456, 1129, '_wp_attached_file', '2018/09/image1-1.png'), (13457, 1129, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:918;s:6:\"height\";i:539;s:4:\"file\";s:20:\"2018/09/image1-1.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"image1-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"image1-1-768x451.png\";s:5:\"width\";i:768;s:6:\"height\";i:451;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"image1-1-768x539.png\";s:5:\"width\";i:768;s:6:\"height\";i:539;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13458, 1049, '_thumbnail_id', '1129'), (13459, 1132, '_wp_attached_file', '2018/09/g-is-for-google-1.jpg'), (13460, 1132, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1600;s:6:\"height\";i:1013;s:4:\"file\";s:29:\"2018/09/g-is-for-google-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"g-is-for-google-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"g-is-for-google-1-768x486.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:486;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"g-is-for-google-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13461, 1050, '_thumbnail_id', '1132'), (13462, 1134, '_wp_attached_file', '2018/09/tokyo-1.png'), (13463, 1134, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:900;s:6:\"height\";i:507;s:4:\"file\";s:19:\"2018/09/tokyo-1.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"tokyo-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:19:\"tokyo-1-768x433.png\";s:5:\"width\";i:768;s:6:\"height\";i:433;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:19:\"tokyo-1-768x507.png\";s:5:\"width\";i:768;s:6:\"height\";i:507;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13464, 1051, '_thumbnail_id', '1134'), (13465, 1135, '_wp_attached_file', '2018/09/5202ea1c82c63c9baab4f985d4ce46e9-1.jpg'), (13466, 1135, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:682;s:6:\"height\";i:679;s:4:\"file\";s:46:\"2018/09/5202ea1c82c63c9baab4f985d4ce46e9-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:46:\"5202ea1c82c63c9baab4f985d4ce46e9-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13467, 1052, '_thumbnail_id', '1135'), (13468, 1136, '_wp_attached_file', '2018/09/12038002_968828993177659_5718693889310473931_n-1.jpeg'), (13469, 1136, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:480;s:6:\"height\";i:477;s:4:\"file\";s:61:\"2018/09/12038002_968828993177659_5718693889310473931_n-1.jpeg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:61:\"12038002_968828993177659_5718693889310473931_n-1-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13470, 1053, '_thumbnail_id', '1136'), (13471, 1137, '_wp_attached_file', '2018/09/30UNBUTTONED-PIRELLI2-COMBO-articleLarge-1.jpg'), (13472, 1137, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:400;s:4:\"file\";s:54:\"2018/09/30UNBUTTONED-PIRELLI2-COMBO-articleLarge-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:54:\"30UNBUTTONED-PIRELLI2-COMBO-articleLarge-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13473, 1054, '_thumbnail_id', '1137'), (13474, 1138, '_wp_attached_file', '2018/09/RTEmagicC_PPI-Platform_star_award__Elnur_01-1.jpg-1.jpg'), (13475, 1138, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:382;s:4:\"file\";s:63:\"2018/09/RTEmagicC_PPI-Platform_star_award__Elnur_01-1.jpg-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:63:\"RTEmagicC_PPI-Platform_star_award__Elnur_01-1.jpg-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"14\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:10:\"NIKON D300\";s:7:\"caption\";s:38:\"Star award against gradient background\";s:17:\"created_timestamp\";s:10:\"1304001176\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"105\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:5:\"0.005\";s:5:\"title\";s:38:\"Star award against gradient background\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:35:{i:0;s:11:\"achievement\";i:1;s:5:\"award\";i:2;s:5:\"badge\";i:3;s:11:\"celebration\";i:4;s:8:\"ceremony\";i:5;s:4:\"coat\";i:6;s:11:\"competition\";i:7;s:8:\"concepts\";i:8;s:10:\"decoration\";i:9;s:6:\"design\";i:10;s:5:\"event\";i:11;s:4:\"fame\";i:12;s:5:\"first\";i:13;s:4:\"gold\";i:14;s:6:\"golden\";i:15;s:8:\"gradient\";i:16;s:5:\"honor\";i:17;s:9:\"incentive\";i:18;s:8:\"insignia\";i:19;s:6:\"laurel\";i:20;s:5:\"medal\";i:21;s:9:\"medallion\";i:22;s:5:\"metal\";i:23;s:6:\"plaque\";i:24;s:3:\"red\";i:25;s:5:\"shape\";i:26;s:6:\"shield\";i:27;s:5:\"shiny\";i:28;s:4:\"sign\";i:29;s:6:\"silver\";i:30;s:4:\"star\";i:31;s:7:\"success\";i:32;s:6:\"symbol\";i:33;s:6:\"trophy\";i:34;s:7:\"winning\";}}}'), (13476, 1055, '_thumbnail_id', '1138'), (13477, 1139, '_wp_attached_file', '2018/09/ces_2016-1.jpg'), (13478, 1139, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1280;s:6:\"height\";i:800;s:4:\"file\";s:22:\"2018/09/ces_2016-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"ces_2016-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"ces_2016-1-768x480.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:480;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:22:\"ces_2016-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13479, 1056, '_thumbnail_id', '1139'), (13480, 1140, '_wp_attached_file', '2018/09/file0002083689554-1.jpg'), (13481, 1140, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1600;s:6:\"height\";i:1067;s:4:\"file\";s:31:\"2018/09/file0002083689554-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"file0002083689554-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"file0002083689554-1-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"file0002083689554-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:10:\"Picasa 2.0\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13482, 1057, '_thumbnail_id', '1140'), (13483, 1141, '_wp_attached_file', '2018/09/Hound-1.png'), (13484, 1141, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1480;s:6:\"height\";i:987;s:4:\"file\";s:19:\"2018/09/Hound-1.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Hound-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:19:\"Hound-1-768x512.png\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:19:\"Hound-1-768x768.png\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13485, 1058, '_thumbnail_id', '1141'), (13486, 1142, '_wp_attached_file', '2018/09/shutterstock_345947987-1.jpeg'), (13487, 1142, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:640;s:6:\"height\";i:426;s:4:\"file\";s:37:\"2018/09/shutterstock_345947987-1.jpeg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"shutterstock_345947987-1-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13488, 1059, '_thumbnail_id', '1142'), (13489, 1143, '_wp_attached_file', '2018/09/The-Good-Table-1-1.jpg'), (13490, 1143, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5760;s:6:\"height\";i:3840;s:4:\"file\";s:30:\"2018/09/The-Good-Table-1-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"The-Good-Table-1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"The-Good-Table-1-1-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"The-Good-Table-1-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"The-Good-Table-1-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"13\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:21:\"Canon EOS 5D Mark III\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1339449988\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"60\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:7:\"0.00625\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13491, 1060, '_thumbnail_id', '1143'), (13492, 1144, '_wp_attached_file', '2018/09/BoatyMcB-1.jpg'), (13493, 1144, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:534;s:6:\"height\";i:401;s:4:\"file\";s:22:\"2018/09/BoatyMcB-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"BoatyMcB-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13494, 1061, '_thumbnail_id', '1144'), (13495, 1145, '_wp_attached_file', '2018/09/tdy_guth_vogue_160414.today-vid-canonical-featured-desktop-1.jpg'), (13496, 1145, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1042;s:6:\"height\";i:586;s:4:\"file\";s:72:\"2018/09/tdy_guth_vogue_160414.today-vid-canonical-featured-desktop-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:72:\"tdy_guth_vogue_160414.today-vid-canonical-featured-desktop-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:72:\"tdy_guth_vogue_160414.today-vid-canonical-featured-desktop-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:72:\"tdy_guth_vogue_160414.today-vid-canonical-featured-desktop-1-768x586.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:586;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13497, 1062, '_thumbnail_id', '1145'), (13498, 1146, '_wp_attached_file', '2018/09/Budweiser_America-1.jpeg'), (13499, 1146, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:822;s:6:\"height\";i:462;s:4:\"file\";s:32:\"2018/09/Budweiser_America-1.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"Budweiser_America-1-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"Budweiser_America-1-768x432.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"Budweiser_America-1-768x462.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:462;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13500, 1063, '_thumbnail_id', '1146'), (13501, 1147, '_wp_attached_file', '2018/09/IMG_20160515_144027692-1.jpg'), (13502, 1147, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1425;s:6:\"height\";i:802;s:4:\"file\";s:36:\"2018/09/IMG_20160515_144027692-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"IMG_20160515_144027692-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:36:\"IMG_20160515_144027692-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:36:\"IMG_20160515_144027692-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13503, 1064, '_thumbnail_id', '1147'), (13504, 1148, '_wp_attached_file', '2018/09/Screen-Shot-2016-05-23-at-Monday-May-23-2016-5.13.55-PM-1.png'), (13505, 1148, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1200;s:4:\"file\";s:69:\"2018/09/Screen-Shot-2016-05-23-at-Monday-May-23-2016-5.13.55-PM-1.png\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:69:\"Screen-Shot-2016-05-23-at-Monday-May-23-2016-5.13.55-PM-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:69:\"Screen-Shot-2016-05-23-at-Monday-May-23-2016-5.13.55-PM-1-768x480.png\";s:5:\"width\";i:768;s:6:\"height\";i:480;s:9:\"mime-type\";s:9:\"image/png\";}s:6:\"banner\";a:4:{s:4:\"file\";s:71:\"Screen-Shot-2016-05-23-at-Monday-May-23-2016-5.13.55-PM-1-1900x1080.png\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:69:\"Screen-Shot-2016-05-23-at-Monday-May-23-2016-5.13.55-PM-1-768x768.png\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13506, 1065, '_thumbnail_id', '1148'), (13507, 1149, '_wp_attached_file', '2018/09/Screen-Shot-2016-07-21-at-2.14.30-PM-1.png'), (13508, 1149, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:477;s:6:\"height\";i:508;s:4:\"file\";s:50:\"2018/09/Screen-Shot-2016-07-21-at-2.14.30-PM-1.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:50:\"Screen-Shot-2016-07-21-at-2.14.30-PM-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13509, 1066, '_thumbnail_id', '1149'), (13510, 1150, '_wp_attached_file', '2018/09/ironheart-1.jpg'), (13511, 1150, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:285;s:6:\"height\";i:432;s:4:\"file\";s:23:\"2018/09/ironheart-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"ironheart-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13512, 1067, '_thumbnail_id', '1150'), (13513, 1151, '_wp_attached_file', '2018/09/PastedGraphic-2-1.png'), (13514, 1151, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:556;s:6:\"height\";i:566;s:4:\"file\";s:29:\"2018/09/PastedGraphic-2-1.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"PastedGraphic-2-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13515, 1068, '_thumbnail_id', '1151'), (13516, 1152, '_wp_attached_file', '2018/09/NSide17_Innovation_06082017_NextWaveIndustrialInternet_ColeGiordano-702102-1.jpg'), (13517, 1152, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1000;s:6:\"height\";i:665;s:4:\"file\";s:88:\"2018/09/NSide17_Innovation_06082017_NextWaveIndustrialInternet_ColeGiordano-702102-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:88:\"NSide17_Innovation_06082017_NextWaveIndustrialInternet_ColeGiordano-702102-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:88:\"NSide17_Innovation_06082017_NextWaveIndustrialInternet_ColeGiordano-702102-1-768x511.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:511;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:88:\"NSide17_Innovation_06082017_NextWaveIndustrialInternet_ColeGiordano-702102-1-768x665.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:665;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13518, 1070, '_thumbnail_id', '1152'), (13519, 1153, '_wp_attached_file', '2018/09/unnamed-4-1.jpg'), (13520, 1153, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1000;s:6:\"height\";i:665;s:4:\"file\";s:23:\"2018/09/unnamed-4-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"unnamed-4-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:23:\"unnamed-4-1-768x511.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:511;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:23:\"unnamed-4-1-768x665.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:665;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13521, 1073, '_thumbnail_id', '1153'), (13522, 1154, '_wp_attached_file', '2018/09/2766_SHUTTINGDOWN-SEXISM_TNTCONTENTSTAGE_20170609-1.jpg'), (13523, 1154, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1280;s:6:\"height\";i:853;s:4:\"file\";s:63:\"2018/09/2766_SHUTTINGDOWN-SEXISM_TNTCONTENTSTAGE_20170609-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:63:\"2766_SHUTTINGDOWN-SEXISM_TNTCONTENTSTAGE_20170609-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:63:\"2766_SHUTTINGDOWN-SEXISM_TNTCONTENTSTAGE_20170609-1-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:63:\"2766_SHUTTINGDOWN-SEXISM_TNTCONTENTSTAGE_20170609-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13524, 1076, '_thumbnail_id', '1154'), (13525, 1155, '_wp_attached_file', '2018/09/brand-res-1.jpg'), (13526, 1155, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:432;s:6:\"height\";i:290;s:4:\"file\";s:23:\"2018/09/brand-res-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"brand-res-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13527, 1078, '_thumbnail_id', '1155'), (13528, 1156, '_wp_attached_file', '2018/09/b1-.jpg'), (13529, 1156, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:624;s:6:\"height\";i:440;s:4:\"file\";s:15:\"2018/09/b1-.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"b1--150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13530, 1082, '_thumbnail_id', '1156'), (13531, 1157, '_wp_attached_file', '2018/09/straight-talk.jpg'), (13532, 1157, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:516;s:6:\"height\";i:657;s:4:\"file\";s:25:\"2018/09/straight-talk.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"straight-talk-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13533, 1085, '_thumbnail_id', '1157'), (13534, 1158, '_wp_attached_file', '2018/09/AnnouncementTemplate_17-10-09_BLOG-03.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (13535, 1158, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2309;s:6:\"height\";i:1417;s:4:\"file\";s:49:\"2018/09/AnnouncementTemplate_17-10-09_BLOG-03.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:49:\"AnnouncementTemplate_17-10-09_BLOG-03-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:49:\"AnnouncementTemplate_17-10-09_BLOG-03-768x471.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:471;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:51:\"AnnouncementTemplate_17-10-09_BLOG-03-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:49:\"AnnouncementTemplate_17-10-09_BLOG-03-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13536, 1087, '_thumbnail_id', '1158'), (13537, 1159, '_wp_attached_file', '2018/09/AnnouncementTemplate_17-10-11-03.jpg'), (13538, 1159, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2309;s:6:\"height\";i:1417;s:4:\"file\";s:44:\"2018/09/AnnouncementTemplate_17-10-11-03.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:44:\"AnnouncementTemplate_17-10-11-03-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:44:\"AnnouncementTemplate_17-10-11-03-768x471.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:471;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:46:\"AnnouncementTemplate_17-10-11-03-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:44:\"AnnouncementTemplate_17-10-11-03-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13539, 1088, '_thumbnail_id', '1159'), (13540, 1160, '_wp_attached_file', '2018/09/tapestry.jpg'), (13541, 1160, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:432;s:6:\"height\";i:206;s:4:\"file\";s:20:\"2018/09/tapestry.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"tapestry-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13542, 1089, '_thumbnail_id', '1160'), (13543, 1161, '_wp_attached_file', '2018/09/H-C_logo-02-copy.jpg'), (13544, 1161, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:603;s:6:\"height\";i:288;s:4:\"file\";s:28:\"2018/09/H-C_logo-02-copy.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"H-C_logo-02-copy-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13545, 1090, '_thumbnail_id', '1161'), (13546, 1162, '_wp_attached_file', '2018/09/H-C_logo-01-1-copy.jpg'), (13547, 1162, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:302;s:4:\"file\";s:30:\"2018/09/H-C_logo-01-1-copy.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"H-C_logo-01-1-copy-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13548, 1092, '_thumbnail_id', '1162'), (13549, 1163, '_wp_attached_file', '2018/09/s8uzzrstrzfjkbreigpu.png'), (13550, 1163, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1440;s:6:\"height\";i:811;s:4:\"file\";s:32:\"2018/09/s8uzzrstrzfjkbreigpu.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"s8uzzrstrzfjkbreigpu-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"s8uzzrstrzfjkbreigpu-768x433.png\";s:5:\"width\";i:768;s:6:\"height\";i:433;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"s8uzzrstrzfjkbreigpu-768x768.png\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13551, 1094, '_thumbnail_id', '1163'), (13552, 1164, '_wp_attached_file', '2018/09/H-C_logo-02-copy-1.jpg'), (13553, 1164, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:603;s:6:\"height\";i:288;s:4:\"file\";s:30:\"2018/09/H-C_logo-02-copy-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"H-C_logo-02-copy-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13554, 1096, '_thumbnail_id', '1164'), (13555, 1165, '_wp_attached_file', '2018/09/Screen-Shot-2018-01-18-at-2.31.10-PM.png'), (13556, 1165, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1014;s:6:\"height\";i:709;s:4:\"file\";s:48:\"2018/09/Screen-Shot-2018-01-18-at-2.31.10-PM.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2018-01-18-at-2.31.10-PM-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2018-01-18-at-2.31.10-PM-768x537.png\";s:5:\"width\";i:768;s:6:\"height\";i:537;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2018-01-18-at-2.31.10-PM-768x709.png\";s:5:\"width\";i:768;s:6:\"height\";i:709;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13557, 1099, '_thumbnail_id', '1165'), (13558, 1166, '_wp_attached_file', '2018/09/H-C_logo-01-copy.jpg'), (13559, 1166, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:302;s:4:\"file\";s:28:\"2018/09/H-C_logo-01-copy.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"H-C_logo-01-copy-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13560, 1103, '_thumbnail_id', '1166'), (13561, 1167, '_wp_attached_file', '2018/09/Screen-Shot-2018-02-01-at-12.27.52-PM.png'), (13562, 1167, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1068;s:6:\"height\";i:712;s:4:\"file\";s:49:\"2018/09/Screen-Shot-2018-02-01-at-12.27.52-PM.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:49:\"Screen-Shot-2018-02-01-at-12.27.52-PM-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:49:\"Screen-Shot-2018-02-01-at-12.27.52-PM-768x512.png\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:49:\"Screen-Shot-2018-02-01-at-12.27.52-PM-768x712.png\";s:5:\"width\";i:768;s:6:\"height\";i:712;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13563, 1105, '_thumbnail_id', '1167'), (13564, 1168, '_wp_attached_file', '2018/09/offset_comp_399473-2.jpg'), (13565, 1169, '_wp_attached_file', '2018/09/offset_comp_399473.jpg'), (13566, 1168, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4208;s:6:\"height\";i:2795;s:4:\"file\";s:32:\"2018/09/offset_comp_399473-2.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"offset_comp_399473-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"offset_comp_399473-2-768x510.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:510;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:34:\"offset_comp_399473-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"offset_comp_399473-2-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:12:\"FinePix X100\";s:7:\"caption\";s:57:\"A variety of Pocky choices displayed at a store in China.\";s:17:\"created_timestamp\";s:10:\"1355131449\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"23\";s:3:\"iso\";s:3:\"640\";s:13:\"shutter_speed\";s:17:\"0.016666666666667\";s:5:\"title\";s:57:\"A variety of Pocky choices displayed at a store in China.\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13567, 1107, '_thumbnail_id', '1169'), (13568, 1170, '_wp_attached_file', '2018/09/offset_comp_643827-6-2.jpg'), (13569, 1170, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:630;s:6:\"height\";i:420;s:4:\"file\";s:34:\"2018/09/offset_comp_643827-6-2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"offset_comp_643827-6-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.2\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:53:\", w24, Essen, NRW, Deutschland, Hashtag, Social Media\";s:17:\"created_timestamp\";s:10:\"1505832174\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"55\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:7:\"0.00625\";s:5:\"title\";s:53:\", w24, Essen, NRW, Deutschland, Hashtag, Social Media\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13570, 1108, '_thumbnail_id', '1173'), (13571, 1171, '_wp_attached_file', '2018/09/offset_comp_343871-2.jpg'), (13572, 1169, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4208;s:6:\"height\";i:2795;s:4:\"file\";s:30:\"2018/09/offset_comp_399473.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"offset_comp_399473-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"offset_comp_399473-768x510.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:510;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"offset_comp_399473-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"offset_comp_399473-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:12:\"FinePix X100\";s:7:\"caption\";s:57:\"A variety of Pocky choices displayed at a store in China.\";s:17:\"created_timestamp\";s:10:\"1355131449\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"23\";s:3:\"iso\";s:3:\"640\";s:13:\"shutter_speed\";s:17:\"0.016666666666667\";s:5:\"title\";s:57:\"A variety of Pocky choices displayed at a store in China.\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13573, 1171, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4264;s:6:\"height\";i:3083;s:4:\"file\";s:32:\"2018/09/offset_comp_343871-2.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"offset_comp_343871-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"offset_comp_343871-2-768x555.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:555;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:34:\"offset_comp_343871-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"offset_comp_343871-2-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1430502245\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13574, 1110, '_thumbnail_id', '1177'), (13575, 1172, '_wp_attached_file', '2018/09/offset_comp_191880-2-2.jpg'), (13576, 1172, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:630;s:6:\"height\";i:361;s:4:\"file\";s:34:\"2018/09/offset_comp_191880-2-2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"offset_comp_191880-2-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"29\";s:6:\"credit\";s:12:\"ANDREW LEVER\";s:6:\"camera\";s:10:\"NIKON D800\";s:7:\"caption\";s:59:\"Surfer riding a wave in Bournemouth, Dorset UK. 13/02/2014.\";s:17:\"created_timestamp\";s:10:\"1392259227\";s:9:\"copyright\";s:12:\"Andrew Lever\";s:12:\"focal_length\";s:2:\"85\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:17:\"0.076923076923077\";s:5:\"title\";s:18:\"Surfers in the sea\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:21:{i:0;s:7:\"surfing\";i:1;s:6:\"surfer\";i:2;s:4:\"wave\";i:3;s:10:\"watersport\";i:4;s:3:\"man\";i:5;s:4:\"male\";i:6;s:3:\"sea\";i:7;s:5:\"ocean\";i:8;s:11:\"riding wave\";i:9;s:7:\"wetsuit\";i:10;s:15:\"black and white\";i:11;s:10:\"monochrome\";i:12;s:11:\"Bournemouth\";i:13;s:6:\"Dorset\";i:14;s:2:\"UK\";i:15;s:6:\"winter\";i:16;s:19:\"travel destinations\";i:17;s:5:\"sport\";i:18;s:11:\"motion blur\";i:19;s:6:\"moving\";i:20;s:12:\"surf culture\";}}}'), (13577, 1113, '_thumbnail_id', '1179'), (13578, 1173, '_wp_attached_file', '2018/09/offset_comp_643827-6.jpg'), (13579, 1174, '_wp_attached_file', '2018/09/IMG_1090-2.jpg'), (13580, 1173, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:630;s:6:\"height\";i:420;s:4:\"file\";s:32:\"2018/09/offset_comp_643827-6.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"offset_comp_643827-6-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.2\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:53:\", w24, Essen, NRW, Deutschland, Hashtag, Social Media\";s:17:\"created_timestamp\";s:10:\"1505832174\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"55\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:7:\"0.00625\";s:5:\"title\";s:53:\", w24, Essen, NRW, Deutschland, Hashtag, Social Media\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13581, 1174, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4032;s:6:\"height\";i:3024;s:4:\"file\";s:22:\"2018/09/IMG_1090-2.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"IMG_1090-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"IMG_1090-2-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:24:\"IMG_1090-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:22:\"IMG_1090-2-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"1.8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:13:\"iPhone 7 Plus\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1520588194\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"3.99\";s:3:\"iso\";s:2:\"20\";s:13:\"shutter_speed\";s:18:\"0.0012315270935961\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13582, 1115, '_thumbnail_id', '1174'), (13583, 1175, '_wp_attached_file', '2018/09/H-C_logo-02-copy-3.jpg'), (13584, 1175, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:603;s:6:\"height\";i:288;s:4:\"file\";s:30:\"2018/09/H-C_logo-02-copy-3.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"H-C_logo-02-copy-3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13585, 1116, '_thumbnail_id', '1186'), (13586, 1176, '_wp_attached_file', '2018/09/Unknown-1.png'), (13587, 1177, '_wp_attached_file', '2018/09/offset_comp_343871.jpg'), (13588, 1177, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4264;s:6:\"height\";i:3083;s:4:\"file\";s:30:\"2018/09/offset_comp_343871.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"offset_comp_343871-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"offset_comp_343871-768x555.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:555;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"offset_comp_343871-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"offset_comp_343871-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1430502245\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13589, 1176, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:960;s:6:\"height\";i:1209;s:4:\"file\";s:21:\"2018/09/Unknown-1.png\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"Unknown-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:21:\"Unknown-1-768x967.png\";s:5:\"width\";i:768;s:6:\"height\";i:967;s:9:\"mime-type\";s:9:\"image/png\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"Unknown-1-960x1080.png\";s:5:\"width\";i:960;s:6:\"height\";i:1080;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:21:\"Unknown-1-768x768.png\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13590, 1117, '_thumbnail_id', '1176'), (13591, 1178, '_wp_attached_file', '2018/09/GS2018_horz_780x500-1.jpg'), (13592, 1178, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:780;s:6:\"height\";i:500;s:4:\"file\";s:33:\"2018/09/GS2018_horz_780x500-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"GS2018_horz_780x500-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"GS2018_horz_780x500-1-768x492.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:492;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"GS2018_horz_780x500-1-768x500.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:500;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:5:\"Print\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13593, 1120, '_thumbnail_id', '1187'), (13594, 1180, '_wp_attached_file', '2018/09/Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-1.jpg'), (13595, 1180, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:780;s:6:\"height\";i:260;s:4:\"file\";s:68:\"2018/09/Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:68:\"Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:68:\"Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-1-768x256.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:256;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:68:\"Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-1-768x260.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:260;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13596, 1122, '_thumbnail_id', '1188'), (13597, 1181, '_wp_attached_file', '2018/09/H-C_logo-01-1-copy-2.jpg'), (13598, 1181, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:302;s:4:\"file\";s:32:\"2018/09/H-C_logo-01-1-copy-2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"H-C_logo-01-1-copy-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13599, 1125, '_thumbnail_id', '1189'), (13600, 1179, '_wp_attached_file', '2018/09/offset_comp_191880-2.jpg'), (13601, 1182, '_wp_attached_file', '2018/09/no-1.jpg'), (13602, 1182, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:940;s:6:\"height\";i:530;s:4:\"file\";s:16:\"2018/09/no-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"no-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:16:\"no-1-768x433.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:433;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:16:\"no-1-768x530.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:530;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"1.6\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:21:\"Canon EOS 5D Mark III\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1402587718\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:3:\"250\";s:13:\"shutter_speed\";s:7:\"0.00125\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13603, 1127, '_thumbnail_id', '1182'), (13604, 1179, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:630;s:6:\"height\";i:361;s:4:\"file\";s:32:\"2018/09/offset_comp_191880-2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"offset_comp_191880-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"29\";s:6:\"credit\";s:12:\"ANDREW LEVER\";s:6:\"camera\";s:10:\"NIKON D800\";s:7:\"caption\";s:59:\"Surfer riding a wave in Bournemouth, Dorset UK. 13/02/2014.\";s:17:\"created_timestamp\";s:10:\"1392259227\";s:9:\"copyright\";s:12:\"Andrew Lever\";s:12:\"focal_length\";s:2:\"85\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:17:\"0.076923076923077\";s:5:\"title\";s:18:\"Surfers in the sea\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:21:{i:0;s:7:\"surfing\";i:1;s:6:\"surfer\";i:2;s:4:\"wave\";i:3;s:10:\"watersport\";i:4;s:3:\"man\";i:5;s:4:\"male\";i:6;s:3:\"sea\";i:7;s:5:\"ocean\";i:8;s:11:\"riding wave\";i:9;s:7:\"wetsuit\";i:10;s:15:\"black and white\";i:11;s:10:\"monochrome\";i:12;s:11:\"Bournemouth\";i:13;s:6:\"Dorset\";i:14;s:2:\"UK\";i:15;s:6:\"winter\";i:16;s:19:\"travel destinations\";i:17;s:5:\"sport\";i:18;s:11:\"motion blur\";i:19;s:6:\"moving\";i:20;s:12:\"surf culture\";}}}'), (13605, 1183, '_wp_attached_file', '2018/09/heathers-1.jpg'), (13606, 1183, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:22:\"2018/09/heathers-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"heathers-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"heathers-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:24:\"heathers-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:22:\"heathers-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13607, 1130, '_thumbnail_id', '1183'), (13608, 1184, '_wp_attached_file', '2018/09/Factory-Floor-2-1.jpg'), (13609, 1184, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2100;s:6:\"height\";i:1500;s:4:\"file\";s:29:\"2018/09/Factory-Floor-2-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Factory-Floor-2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Factory-Floor-2-1-768x549.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:549;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Factory-Floor-2-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Factory-Floor-2-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13610, 1131, '_thumbnail_id', '1184'), (13611, 1185, '_wp_attached_file', '2018/09/image1-1.jpeg'), (13612, 1185, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:480;s:6:\"height\";i:640;s:4:\"file\";s:21:\"2018/09/image1-1.jpeg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"image1-1-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13613, 1133, '_thumbnail_id', '1185'), (13614, 1186, '_wp_attached_file', '2018/09/H-C_logo-02-copy-2.jpg'), (13615, 1186, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:603;s:6:\"height\";i:288;s:4:\"file\";s:30:\"2018/09/H-C_logo-02-copy-2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"H-C_logo-02-copy-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13616, 1187, '_wp_attached_file', '2018/09/GS2018_horz_780x500.jpg'), (13617, 1187, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:780;s:6:\"height\";i:500;s:4:\"file\";s:31:\"2018/09/GS2018_horz_780x500.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"GS2018_horz_780x500-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"GS2018_horz_780x500-768x492.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:492;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"GS2018_horz_780x500-768x500.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:500;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:5:\"Print\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13618, 1188, '_wp_attached_file', '2018/09/Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2.jpg'), (13619, 1188, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:780;s:6:\"height\";i:260;s:4:\"file\";s:66:\"2018/09/Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:66:\"Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:66:\"Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-768x256.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:256;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:66:\"Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-768x260.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:260;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (13620, 1189, '_wp_attached_file', '2018/09/H-C_logo-01-1-copy-1.jpg'), (13621, 1189, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:302;s:4:\"file\";s:32:\"2018/09/H-C_logo-01-1-copy-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"H-C_logo-01-1-copy-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13622, 1190, '_wp_attached_file', '2018/09/no.jpg'), (13623, 1444, '_edit_lock', '1538076082:2'), (13624, 1444, '_edit_last', '2'), (13625, 1445, 'team_position', ''), (13626, 1445, '_team_position', 'field_5b2181360506b'), (13627, 1445, 'team_lastname', ''), (13628, 1445, '_team_lastname', 'field_5b2181820506c'), (13629, 1445, 'team_signature', ''), (13630, 1445, '_team_signature', 'field_5b8fdef0d30eb'), (13631, 1444, 'team_position', 'Marketing & Strategy Coordinator'), (13632, 1444, '_team_position', 'field_5b2181360506b'), (13633, 1444, 'team_lastname', 'Arduini'), (13634, 1444, '_team_lastname', 'field_5b2181820506c'), (13635, 1444, 'team_signature', '3180'), (13636, 1444, '_team_signature', 'field_5b8fdef0d30eb'), (13637, 1446, 'work_home_featured_color', 'black'), (13638, 1446, '_work_home_featured_color', 'field_5b2bf153536f9'), (13639, 1446, 'work_home_featured_image', ''), (13640, 1446, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13641, 1446, 'work_navigation_color', 'white'), (13642, 1446, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13643, 1446, 'work_featured_image', '334'), (13644, 1446, '_work_featured_image', 'field_5b27eac37a115'), (13645, 1446, 'work_colors_text', '#000000'), (13646, 1446, '_work_colors_text', 'field_5b241810bdd49'), (13647, 1446, 'work_colors_accent', '#fc8168'), (13648, 1446, '_work_colors_accent', 'field_5b241884bdd4a'), (13649, 1446, 'work_colors_bg', '#fd9982'), (13650, 1446, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13651, 1446, 'work_hero_tag', 'Maranatha'), (13652, 1446, '_work_hero_tag', 'field_5b2418cebdd4c'), (13653, 1446, 'work_hero_textcolor', '#ffffff'), (13654, 1446, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13655, 1446, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (13656, 1446, '_work_call_description', 'field_5b241a9cbdd4f'), (13657, 1446, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (13658, 1446, '_work_call_wedid', 'field_5b241ac4bdd50'), (13659, 1446, 'work_call_image', '820'), (13660, 1446, '_work_call_image', 'field_5b2906b12feea'), (13661, 1446, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (13662, 1446, '_work_thework_description', 'field_5b241b1abdd51'), (13663, 1446, 'work_thework_type', 'image'), (13664, 1446, '_work_thework_type', 'field_5b6096188b1fd'), (13665, 1446, 'work_thework_image', '336'), (13666, 1446, '_work_thework_image', 'field_5b241b76bdd52'), (13667, 1446, 'work_impact_1_type', 'quote_image'), (13668, 1446, '_work_impact_1_type', 'field_5b241c64ed75b'), (13669, 1446, 'work_impact_1_quote-image_text', 'Now your business is as large\r\nas your imagination. You can\r\nstart to add services model.'), (13670, 1446, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (13671, 1446, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (13672, 1446, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (13673, 1446, 'work_impact_1_quote-image_image', '337'), (13674, 1446, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (13675, 1446, 'work_impact_1_quote-image_align', 'bottom'), (13676, 1446, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (13677, 1446, 'work_impact_2_type', 'none'), (13678, 1446, '_work_impact_2_type', 'field_5b2420871e096'), (13679, 1446, 'work_impact_3_type', 'none'), (13680, 1446, '_work_impact_3_type', 'field_5b2423b7155ca'), (13681, 1446, 'work_impact_4_type', 'none'), (13682, 1446, '_work_impact_4_type', 'field_5b2426034a947'), (13683, 1133, '_edit_lock', '1538081305:2'), (13684, 1006, '_edit_lock', '1537891692:2'), (13685, 1130, '_edit_lock', '1538081844:2'), (13686, 768, '_wp_trash_meta_status', 'publish'), (13687, 768, '_wp_trash_meta_time', '1537908023'), (13688, 768, '_wp_desired_post_slug', 'teste-more'), (13689, 755, '_wp_trash_meta_status', 'publish'), (13690, 755, '_wp_trash_meta_time', '1537908029'), (13691, 755, '_wp_desired_post_slug', 'accusantium-iusto-vel-et-autem-quaerat-3'), (13692, 1133, '_edit_last', '2'), (13693, 1447, 'thinking_hero_type', 'image'), (13694, 1447, '_thinking_hero_type', 'field_5b49f1bbea434'), (13695, 1447, 'thinking_hero_image', ''), (13696, 1447, '_thinking_hero_image', 'field_5b27ece0d75c4'), (13697, 1133, 'thinking_hero_type', 'image'), (13698, 1133, '_thinking_hero_type', 'field_5b49f1bbea434'), (13699, 1133, 'thinking_hero_image', '1185'), (13700, 1133, '_thinking_hero_image', 'field_5b27ece0d75c4'), (13701, 1448, 'thinking_hero_type', 'image'), (13702, 1448, '_thinking_hero_type', 'field_5b49f1bbea434'), (13703, 1448, 'thinking_hero_image', ''), (13704, 1448, '_thinking_hero_image', 'field_5b27ece0d75c4'), (13705, 1450, 'thinking_hero_type', 'image'), (13706, 1450, '_thinking_hero_type', 'field_5b49f1bbea434'), (13707, 1450, 'thinking_hero_image', ''), (13708, 1450, '_thinking_hero_image', 'field_5b27ece0d75c4'), (13709, 1451, 'thinking_hero_type', 'image'), (13710, 1451, '_thinking_hero_type', 'field_5b49f1bbea434'), (13711, 1451, 'thinking_hero_image', ''), (13712, 1451, '_thinking_hero_image', 'field_5b27ece0d75c4'), (13713, 1452, 'thinking_hero_type', 'image'), (13714, 1452, '_thinking_hero_type', 'field_5b49f1bbea434'), (13715, 1452, 'thinking_hero_image', ''), (13716, 1452, '_thinking_hero_image', 'field_5b27ece0d75c4'), (13717, 913, '_edit_lock', '1537969541:1'), (13718, 1453, 'thinking_hero_type', 'image'), (13719, 1453, '_thinking_hero_type', 'field_5b49f1bbea434'), (13720, 1453, 'thinking_hero_image', '1185'), (13721, 1453, '_thinking_hero_image', 'field_5b27ece0d75c4'), (13722, 917, '_oembed_c62df76fe0ddb9aca88a7dec067a647b', '{{unknown}}'), (13723, 917, '_oembed_451490b3495019c74ed28e34b58a2716', ''), (13724, 917, '_oembed_time_451490b3495019c74ed28e34b58a2716', '1537979111'), (13725, 917, '_oembed_38b81e0e28b55f3b0479be39d2052706', '{{unknown}}'), (13726, 917, '_oembed_799526eec415787d8350ece64e197e30', '{{unknown}}'), (13727, 1454, '_wp_attached_file', '2018/09/17161_CBX_FirstTake_073.jpg'), (13728, 1454, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1280;s:4:\"file\";s:35:\"2018/09/17161_CBX_FirstTake_073.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"17161_CBX_FirstTake_073-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:35:\"17161_CBX_FirstTake_073-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:37:\"17161_CBX_FirstTake_073-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:35:\"17161_CBX_FirstTake_073-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"11\";s:6:\"credit\";s:16:\"erin & erica\";s:6:\"camera\";s:13:\"Canon EOS 5DS\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1508267446\";s:9:\"copyright\";s:24:\"© 2017 erin & erica\";s:12:\"focal_length\";s:3:\"180\";s:3:\"iso\";s:3:\"250\";s:13:\"shutter_speed\";s:17:\"0.033333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (13729, 1455, 'work_featured_image', '328'), (13730, 1455, '_work_featured_image', 'field_5b27eac37a115'), (13731, 1455, 'work_home_featured_color', 'black'), (13732, 1455, '_work_home_featured_color', 'field_5b2bf153536f9'), (13733, 1455, 'work_home_featured_image', ''), (13734, 1455, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13735, 1455, 'work_navigation_color', 'black'), (13736, 1455, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13737, 1455, 'work_colors_text', '#000000'), (13738, 1455, '_work_colors_text', 'field_5b241810bdd49'), (13739, 1455, 'work_colors_accent', '#48a4ca'), (13740, 1455, '_work_colors_accent', 'field_5b241884bdd4a'), (13741, 1455, 'work_colors_bg', '#66c4e5'), (13742, 1455, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13743, 1455, 'work_hero_tag', 'First take'), (13744, 1455, '_work_hero_tag', 'field_5b2418cebdd4c'), (13745, 1455, 'work_hero_textcolor', '#000000'), (13746, 1455, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13747, 1455, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (13748, 1455, '_work_call_description', 'field_5b241a9cbdd4f'), (13749, 1455, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (13750, 1455, '_work_call_wedid', 'field_5b241ac4bdd50'), (13751, 1455, 'work_call_image', '819'), (13752, 1455, '_work_call_image', 'field_5b2906b12feea'), (13753, 1455, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (13754, 1455, '_work_thework_description', 'field_5b241b1abdd51'), (13755, 1455, 'work_thework_type', 'image'), (13756, 1455, '_work_thework_type', 'field_5b6096188b1fd'), (13757, 1455, 'work_thework_image', '1454'), (13758, 1455, '_work_thework_image', 'field_5b241b76bdd52'), (13759, 1455, 'work_impact_1_type', 'text'), (13760, 1455, '_work_impact_1_type', 'field_5b241c64ed75b'), (13761, 1455, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (13762, 1455, '_work_impact_1_text', 'field_5b241d21ed75c'), (13763, 1455, 'work_impact_award_option', '0'), (13764, 1455, '_work_impact_award_option', 'field_5b8ec47072930'), (13765, 1455, 'work_impact_2_type', 'image'), (13766, 1455, '_work_impact_2_type', 'field_5b2420871e096'), (13767, 1455, 'work_impact_2_image', '331'), (13768, 1455, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (13769, 1455, 'work_impact_3_type', 'none'), (13770, 1455, '_work_impact_3_type', 'field_5b2423b7155ca'), (13771, 1455, 'work_impact_4_type', 'none'), (13772, 1455, '_work_impact_4_type', 'field_5b2426034a947'), (13773, 1456, 'work_featured_image', '312'), (13774, 1456, '_work_featured_image', 'field_5b27eac37a115'), (13775, 1456, 'work_home_featured_color', 'black'), (13776, 1456, '_work_home_featured_color', 'field_5b2bf153536f9'), (13777, 1456, 'work_home_featured_image', '384'), (13778, 1456, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13779, 1456, 'work_navigation_color', 'black'), (13780, 1456, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13781, 1456, 'work_colors_text', '#000000'), (13782, 1456, '_work_colors_text', 'field_5b241810bdd49'), (13783, 1456, 'work_colors_accent', '#eeba06'), (13784, 1456, '_work_colors_accent', 'field_5b241884bdd4a'), (13785, 1456, 'work_colors_bg', '#ffdc00'), (13786, 1456, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13787, 1456, 'work_hero_tag', 'Cheerios'), (13788, 1456, '_work_hero_tag', 'field_5b2418cebdd4c'), (13789, 1456, 'work_hero_textcolor', '#000000'), (13790, 1456, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13791, 1456, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (13792, 1456, '_work_call_description', 'field_5b241a9cbdd4f'), (13793, 1456, 'work_call_wedid', 'Purpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (13794, 1456, '_work_call_wedid', 'field_5b241ac4bdd50'), (13795, 1456, 'work_call_image', '818'), (13796, 1456, '_work_call_image', 'field_5b2906b12feea'), (13797, 1456, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language and creating great consistency in the treatment of the Cheerios logo and staging areas helped to unify the portfolio.'), (13798, 1456, '_work_thework_description', 'field_5b241b1abdd51'), (13799, 1456, 'work_thework_type', 'video'), (13800, 1456, '_work_thework_type', 'field_5b6096188b1fd'), (13801, 1456, 'work_thework_video', '273929628'), (13802, 1456, '_work_thework_video', 'field_5b6095da8b1fc'), (13803, 1456, 'work_impact_1_type', 'text'), (13804, 1456, '_work_impact_1_type', 'field_5b241c64ed75b'), (13805, 1456, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has given brand more bang for the buck, allowing to promote multiple products under the strength of a strong masterbrand.'), (13806, 1456, '_work_impact_1_text', 'field_5b241d21ed75c'), (13807, 1456, 'work_impact_award_option', '0'), (13808, 1456, '_work_impact_award_option', 'field_5b8ec47072930'), (13809, 1456, 'work_impact_2_type', 'carousel'), (13810, 1456, '_work_impact_2_type', 'field_5b2420871e096'), (13811, 1456, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (13812, 1456, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (13813, 1456, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (13814, 1456, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (13815, 1456, 'work_impact_2_carousel', '2'), (13816, 1456, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (13817, 1456, 'work_impact_3_type', 'image'), (13818, 1456, '_work_impact_3_type', 'field_5b2423b7155ca'), (13819, 1456, 'work_impact_3_image', '315'), (13820, 1456, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (13821, 1456, 'work_impact_4_type', 'none'), (13822, 1456, '_work_impact_4_type', 'field_5b2426034a947'), (13823, 1457, 'work_featured_image', '328'), (13824, 1457, '_work_featured_image', 'field_5b27eac37a115'), (13825, 1457, 'work_home_featured_color', 'black'), (13826, 1457, '_work_home_featured_color', 'field_5b2bf153536f9'), (13827, 1457, 'work_home_featured_image', ''), (13828, 1457, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13829, 1457, 'work_navigation_color', 'black'), (13830, 1457, '_work_navigation_color', 'field_5b2bb0cd65b4e'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (13831, 1457, 'work_colors_text', '#000000'), (13832, 1457, '_work_colors_text', 'field_5b241810bdd49'), (13833, 1457, 'work_colors_accent', '#48a4ca'), (13834, 1457, '_work_colors_accent', 'field_5b241884bdd4a'), (13835, 1457, 'work_colors_bg', '#66c4e5'), (13836, 1457, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13837, 1457, 'work_hero_tag', 'First take'), (13838, 1457, '_work_hero_tag', 'field_5b2418cebdd4c'), (13839, 1457, 'work_hero_textcolor', '#000000'), (13840, 1457, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13841, 1457, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (13842, 1457, '_work_call_description', 'field_5b241a9cbdd4f'), (13843, 1457, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (13844, 1457, '_work_call_wedid', 'field_5b241ac4bdd50'), (13845, 1457, 'work_call_image', '819'), (13846, 1457, '_work_call_image', 'field_5b2906b12feea'), (13847, 1457, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience.'), (13848, 1457, '_work_thework_description', 'field_5b241b1abdd51'), (13849, 1457, 'work_thework_type', 'image'), (13850, 1457, '_work_thework_type', 'field_5b6096188b1fd'), (13851, 1457, 'work_thework_image', '1454'), (13852, 1457, '_work_thework_image', 'field_5b241b76bdd52'), (13853, 1457, 'work_impact_1_type', 'text'), (13854, 1457, '_work_impact_1_type', 'field_5b241c64ed75b'), (13855, 1457, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (13856, 1457, '_work_impact_1_text', 'field_5b241d21ed75c'), (13857, 1457, 'work_impact_award_option', '0'), (13858, 1457, '_work_impact_award_option', 'field_5b8ec47072930'), (13859, 1457, 'work_impact_2_type', 'image'), (13860, 1457, '_work_impact_2_type', 'field_5b2420871e096'), (13861, 1457, 'work_impact_2_image', '331'), (13862, 1457, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (13863, 1457, 'work_impact_3_type', 'none'), (13864, 1457, '_work_impact_3_type', 'field_5b2423b7155ca'), (13865, 1457, 'work_impact_4_type', 'none'), (13866, 1457, '_work_impact_4_type', 'field_5b2426034a947'), (13867, 1458, 'work_featured_image', '328'), (13868, 1458, '_work_featured_image', 'field_5b27eac37a115'), (13869, 1458, 'work_home_featured_color', 'black'), (13870, 1458, '_work_home_featured_color', 'field_5b2bf153536f9'), (13871, 1458, 'work_home_featured_image', ''), (13872, 1458, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13873, 1458, 'work_navigation_color', 'black'), (13874, 1458, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13875, 1458, 'work_colors_text', '#000000'), (13876, 1458, '_work_colors_text', 'field_5b241810bdd49'), (13877, 1458, 'work_colors_accent', '#48a4ca'), (13878, 1458, '_work_colors_accent', 'field_5b241884bdd4a'), (13879, 1458, 'work_colors_bg', '#66c4e5'), (13880, 1458, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13881, 1458, 'work_hero_tag', 'First take'), (13882, 1458, '_work_hero_tag', 'field_5b2418cebdd4c'), (13883, 1458, 'work_hero_textcolor', '#000000'), (13884, 1458, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13885, 1458, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (13886, 1458, '_work_call_description', 'field_5b241a9cbdd4f'), (13887, 1458, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (13888, 1458, '_work_call_wedid', 'field_5b241ac4bdd50'), (13889, 1458, 'work_call_image', '819'), (13890, 1458, '_work_call_image', 'field_5b2906b12feea'), (13891, 1458, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (13892, 1458, '_work_thework_description', 'field_5b241b1abdd51'), (13893, 1458, 'work_thework_type', 'video'), (13894, 1458, '_work_thework_type', 'field_5b6096188b1fd'), (13895, 1458, 'work_thework_video', '91736992'), (13896, 1458, '_work_thework_video', 'field_5b6095da8b1fc'), (13897, 1458, 'work_impact_1_type', 'text'), (13898, 1458, '_work_impact_1_type', 'field_5b241c64ed75b'), (13899, 1458, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (13900, 1458, '_work_impact_1_text', 'field_5b241d21ed75c'), (13901, 1458, 'work_impact_award_option', '0'), (13902, 1458, '_work_impact_award_option', 'field_5b8ec47072930'), (13903, 1458, 'work_impact_2_type', 'image'), (13904, 1458, '_work_impact_2_type', 'field_5b2420871e096'), (13905, 1458, 'work_impact_2_image', '331'), (13906, 1458, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (13907, 1458, 'work_impact_3_type', 'none'), (13908, 1458, '_work_impact_3_type', 'field_5b2423b7155ca'), (13909, 1458, 'work_impact_4_type', 'none'), (13910, 1458, '_work_impact_4_type', 'field_5b2426034a947'), (13911, 1459, 'work_featured_image', '363'), (13912, 1459, '_work_featured_image', 'field_5b27eac37a115'), (13913, 1459, 'work_home_featured_color', 'black'), (13914, 1459, '_work_home_featured_color', 'field_5b2bf153536f9'), (13915, 1459, 'work_home_featured_image', ''), (13916, 1459, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13917, 1459, 'work_navigation_color', 'black'), (13918, 1459, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13919, 1459, 'work_colors_text', '#ffffff'), (13920, 1459, '_work_colors_text', 'field_5b241810bdd49'), (13921, 1459, 'work_colors_accent', '#af020c'), (13922, 1459, '_work_colors_accent', 'field_5b241884bdd4a'), (13923, 1459, 'work_colors_bg', '#cc081e'), (13924, 1459, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13925, 1459, 'work_hero_tag', 'Chex'), (13926, 1459, '_work_hero_tag', 'field_5b2418cebdd4c'), (13927, 1459, 'work_hero_textcolor', '#ffffff'), (13928, 1459, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13929, 1459, 'work_call_description', 'How do you re-stage an iconic cereal brand for a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (13930, 1459, '_work_call_description', 'field_5b241a9cbdd4f'), (13931, 1459, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (13932, 1459, '_work_call_wedid', 'field_5b241ac4bdd50'), (13933, 1459, 'work_call_image', '626'), (13934, 1459, '_work_call_image', 'field_5b2906b12feea'), (13935, 1459, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (13936, 1459, '_work_thework_description', 'field_5b241b1abdd51'), (13937, 1459, 'work_thework_type', 'image'), (13938, 1459, '_work_thework_type', 'field_5b6096188b1fd'), (13939, 1459, 'work_thework_image', '365'), (13940, 1459, '_work_thework_image', 'field_5b241b76bdd52'), (13941, 1459, 'work_impact_1_type', 'text'), (13942, 1459, '_work_impact_1_type', 'field_5b241c64ed75b'), (13943, 1459, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (13944, 1459, '_work_impact_1_text', 'field_5b241d21ed75c'), (13945, 1459, 'work_impact_award_option', '1'), (13946, 1459, '_work_impact_award_option', 'field_5b8ec47072930'), (13947, 1459, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 1'), (13948, 1459, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (13949, 1459, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017 1'), (13950, 1459, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (13951, 1459, 'work_impact_award_item_1_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 2'), (13952, 1459, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (13953, 1459, 'work_impact_award_item_1_work_impact_award_item_description', 'PACKAGING, 2017 2'), (13954, 1459, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (13955, 1459, 'work_impact_award_item', '2'), (13956, 1459, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (13957, 1459, 'work_impact_2_type', 'image'), (13958, 1459, '_work_impact_2_type', 'field_5b2420871e096'), (13959, 1459, 'work_impact_2_image', '365'), (13960, 1459, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (13961, 1459, 'work_impact_3_type', 'none'), (13962, 1459, '_work_impact_3_type', 'field_5b2423b7155ca'), (13963, 1459, 'work_impact_4_type', 'none'), (13964, 1459, '_work_impact_4_type', 'field_5b2426034a947'), (13965, 1461, 'work_featured_image', '363'), (13966, 1461, '_work_featured_image', 'field_5b27eac37a115'), (13967, 1461, 'work_home_featured_color', 'black'), (13968, 1461, '_work_home_featured_color', 'field_5b2bf153536f9'), (13969, 1461, 'work_home_featured_image', ''), (13970, 1461, '_work_home_featured_image', 'field_5b2bddcd3c783'), (13971, 1461, 'work_navigation_color', 'black'), (13972, 1461, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (13973, 1461, 'work_colors_text', '#ffffff'), (13974, 1461, '_work_colors_text', 'field_5b241810bdd49'), (13975, 1461, 'work_colors_accent', '#af020c'), (13976, 1461, '_work_colors_accent', 'field_5b241884bdd4a'), (13977, 1461, 'work_colors_bg', '#cc081e'), (13978, 1461, '_work_colors_bg', 'field_5b2418a3bdd4b'), (13979, 1461, 'work_hero_tag', 'Chex'), (13980, 1461, '_work_hero_tag', 'field_5b2418cebdd4c'), (13981, 1461, 'work_hero_textcolor', '#ffffff'), (13982, 1461, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (13983, 1461, 'work_call_description', 'How do you re-stage an iconic cereal brand for a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (13984, 1461, '_work_call_description', 'field_5b241a9cbdd4f'), (13985, 1461, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (13986, 1461, '_work_call_wedid', 'field_5b241ac4bdd50'), (13987, 1461, 'work_call_image', '626'), (13988, 1461, '_work_call_image', 'field_5b2906b12feea'), (13989, 1461, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (13990, 1461, '_work_thework_description', 'field_5b241b1abdd51'), (13991, 1461, 'work_thework_type', 'image'), (13992, 1461, '_work_thework_type', 'field_5b6096188b1fd'), (13993, 1461, 'work_thework_image', '365'), (13994, 1461, '_work_thework_image', 'field_5b241b76bdd52'), (13995, 1461, 'work_impact_1_type', 'text'), (13996, 1461, '_work_impact_1_type', 'field_5b241c64ed75b'), (13997, 1461, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (13998, 1461, '_work_impact_1_text', 'field_5b241d21ed75c'), (13999, 1461, 'work_impact_award_option', '1'), (14000, 1461, '_work_impact_award_option', 'field_5b8ec47072930'), (14001, 1461, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 1'), (14002, 1461, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14003, 1461, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017 1'), (14004, 1461, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (14005, 1461, 'work_impact_award_item_1_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 2'), (14006, 1461, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14007, 1461, 'work_impact_award_item_1_work_impact_award_item_description', 'PACKAGING, 2017 2'), (14008, 1461, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (14009, 1461, 'work_impact_award_item', '2'), (14010, 1461, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (14011, 1461, 'work_impact_2_type', 'image'), (14012, 1461, '_work_impact_2_type', 'field_5b2420871e096'), (14013, 1461, 'work_impact_2_image', '629'), (14014, 1461, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (14015, 1461, 'work_impact_3_type', 'none'), (14016, 1461, '_work_impact_3_type', 'field_5b2423b7155ca'), (14017, 1461, 'work_impact_4_type', 'none'), (14018, 1461, '_work_impact_4_type', 'field_5b2426034a947'), (14019, 1462, '_edit_lock', '1538075649:2'), (14020, 1462, '_edit_last', '2'), (14071, 1464, 'work_featured_image', '293'), (14072, 1464, '_work_featured_image', 'field_5b27eac37a115'), (14073, 1464, 'work_home_featured_color', 'white'), (14074, 1464, '_work_home_featured_color', 'field_5b2bf153536f9'), (14075, 1464, 'work_home_featured_image', '550'), (14076, 1464, '_work_home_featured_image', 'field_5b2bddcd3c783'), (14077, 1464, 'work_navigation_color', 'white'), (14078, 1464, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (14079, 1464, 'work_colors_text', '#ffffff'), (14080, 1464, '_work_colors_text', 'field_5b241810bdd49'), (14081, 1464, 'work_colors_accent', '#2c4d84'), (14082, 1464, '_work_colors_accent', 'field_5b241884bdd4a'), (14083, 1464, 'work_colors_bg', '#171f30'), (14084, 1464, '_work_colors_bg', 'field_5b2418a3bdd4b'), (14085, 1464, 'work_hero_tag', 'Terra'), (14086, 1464, '_work_hero_tag', 'field_5b2418cebdd4c'), (14087, 1464, 'work_hero_textcolor', '#ffffff'), (14088, 1464, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (14089, 1464, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (14090, 1464, '_work_call_description', 'field_5b241a9cbdd4f'), (14091, 1464, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (14092, 1464, '_work_call_wedid', 'field_5b241ac4bdd50'), (14093, 1464, 'work_call_image', '822'), (14094, 1464, '_work_call_image', 'field_5b2906b12feea'), (14095, 1464, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (14096, 1464, '_work_thework_description', 'field_5b241b1abdd51'), (14097, 1464, 'work_thework_type', 'image'), (14098, 1464, '_work_thework_type', 'field_5b6096188b1fd'), (14099, 1464, 'work_thework_image', '650'), (14100, 1464, '_work_thework_image', 'field_5b241b76bdd52'), (14101, 1464, 'work_impact_1_type', 'quote'), (14102, 1464, '_work_impact_1_type', 'field_5b241c64ed75b'), (14103, 1464, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (14104, 1464, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (14105, 1464, 'work_impact_1_quote_author', 'Senior Management at Hain Celestial'), (14106, 1464, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (14107, 1464, 'work_impact_2_type', 'image'), (14108, 1464, '_work_impact_2_type', 'field_5b2420871e096'), (14109, 1464, 'work_impact_2_image', '291'), (14110, 1464, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (14111, 1464, 'work_impact_3_type', 'quote_image'), (14112, 1464, '_work_impact_3_type', 'field_5b2423b7155ca'), (14113, 1464, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (14114, 1464, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (14115, 1464, 'work_impact_3_quote-image_author', 'PRS'), (14116, 1464, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (14117, 1464, 'work_impact_3_quote-image_image', '284'), (14118, 1464, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (14119, 1464, 'work_impact_4_type', 'none'), (14120, 1464, '_work_impact_4_type', 'field_5b2426034a947'), (14121, 1465, 'work_featured_image', '328'), (14122, 1465, '_work_featured_image', 'field_5b27eac37a115'), (14123, 1465, 'work_home_featured_color', 'black'), (14124, 1465, '_work_home_featured_color', 'field_5b2bf153536f9'), (14125, 1465, 'work_home_featured_image', ''), (14126, 1465, '_work_home_featured_image', 'field_5b2bddcd3c783'), (14127, 1465, 'work_navigation_color', 'black'), (14128, 1465, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (14129, 1465, 'work_colors_text', '#000000'), (14130, 1465, '_work_colors_text', 'field_5b241810bdd49'), (14131, 1465, 'work_colors_accent', '#48a4ca'), (14132, 1465, '_work_colors_accent', 'field_5b241884bdd4a'), (14133, 1465, 'work_colors_bg', '#66c4e5'), (14134, 1465, '_work_colors_bg', 'field_5b2418a3bdd4b'), (14135, 1465, 'work_hero_tag', 'First take'), (14136, 1465, '_work_hero_tag', 'field_5b2418cebdd4c'), (14137, 1465, 'work_hero_textcolor', '#000000'), (14138, 1465, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (14139, 1465, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (14140, 1465, '_work_call_description', 'field_5b241a9cbdd4f'), (14141, 1465, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (14142, 1465, '_work_call_wedid', 'field_5b241ac4bdd50'), (14143, 1465, 'work_call_image', '819'), (14144, 1465, '_work_call_image', 'field_5b2906b12feea'), (14145, 1465, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (14146, 1465, '_work_thework_description', 'field_5b241b1abdd51'), (14147, 1465, 'work_thework_type', 'video'), (14148, 1465, '_work_thework_type', 'field_5b6096188b1fd'), (14149, 1465, 'work_thework_video', 'https://vimeo.com/291736992'), (14150, 1465, '_work_thework_video', 'field_5b6095da8b1fc'), (14151, 1465, 'work_impact_1_type', 'text'), (14152, 1465, '_work_impact_1_type', 'field_5b241c64ed75b'), (14153, 1465, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (14154, 1465, '_work_impact_1_text', 'field_5b241d21ed75c'), (14155, 1465, 'work_impact_award_option', '0'), (14156, 1465, '_work_impact_award_option', 'field_5b8ec47072930'), (14157, 1465, 'work_impact_2_type', 'image'), (14158, 1465, '_work_impact_2_type', 'field_5b2420871e096'), (14159, 1465, 'work_impact_2_image', '331'), (14160, 1465, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (14161, 1465, 'work_impact_3_type', 'none'), (14162, 1465, '_work_impact_3_type', 'field_5b2423b7155ca'), (14163, 1465, 'work_impact_4_type', 'none'), (14164, 1465, '_work_impact_4_type', 'field_5b2426034a947'), (14165, 1466, 'work_featured_image', '328'), (14166, 1466, '_work_featured_image', 'field_5b27eac37a115'), (14167, 1466, 'work_home_featured_color', 'black'), (14168, 1466, '_work_home_featured_color', 'field_5b2bf153536f9'), (14169, 1466, 'work_home_featured_image', ''), (14170, 1466, '_work_home_featured_image', 'field_5b2bddcd3c783'), (14171, 1466, 'work_navigation_color', 'black'), (14172, 1466, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (14173, 1466, 'work_colors_text', '#000000'), (14174, 1466, '_work_colors_text', 'field_5b241810bdd49'), (14175, 1466, 'work_colors_accent', '#48a4ca'), (14176, 1466, '_work_colors_accent', 'field_5b241884bdd4a'), (14177, 1466, 'work_colors_bg', '#66c4e5'), (14178, 1466, '_work_colors_bg', 'field_5b2418a3bdd4b'), (14179, 1466, 'work_hero_tag', 'First take'), (14180, 1466, '_work_hero_tag', 'field_5b2418cebdd4c'), (14181, 1466, 'work_hero_textcolor', '#000000'), (14182, 1466, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (14183, 1466, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (14184, 1466, '_work_call_description', 'field_5b241a9cbdd4f'), (14185, 1466, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (14186, 1466, '_work_call_wedid', 'field_5b241ac4bdd50'), (14187, 1466, 'work_call_image', '819'), (14188, 1466, '_work_call_image', 'field_5b2906b12feea'), (14189, 1466, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (14190, 1466, '_work_thework_description', 'field_5b241b1abdd51'), (14191, 1466, 'work_thework_type', 'video'), (14192, 1466, '_work_thework_type', 'field_5b6096188b1fd'), (14193, 1466, 'work_thework_video', 'https://vimeo.com/291736992'), (14194, 1466, '_work_thework_video', 'field_5b6095da8b1fc'), (14195, 1466, 'work_impact_1_type', 'text'), (14196, 1466, '_work_impact_1_type', 'field_5b241c64ed75b'), (14197, 1466, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (14198, 1466, '_work_impact_1_text', 'field_5b241d21ed75c'), (14199, 1466, 'work_impact_award_option', '0'), (14200, 1466, '_work_impact_award_option', 'field_5b8ec47072930'), (14201, 1466, 'work_impact_2_type', 'image'), (14202, 1466, '_work_impact_2_type', 'field_5b2420871e096'), (14203, 1466, 'work_impact_2_image', '1454'), (14204, 1466, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (14205, 1466, 'work_impact_3_type', 'none'), (14206, 1466, '_work_impact_3_type', 'field_5b2423b7155ca'), (14207, 1466, 'work_impact_4_type', 'none'), (14208, 1466, '_work_impact_4_type', 'field_5b2426034a947'), (14209, 1467, '_wp_attached_file', '2018/09/Abby.jpg'), (14210, 1467, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:138;s:4:\"file\";s:16:\"2018/09/Abby.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Abby-150x138.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:138;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14211, 1468, '_wp_attached_file', '2018/09/headshots__0000_Abbey.jpg'), (14212, 1468, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0000_Abbey.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0000_Abbey-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14213, 1462, '_thumbnail_id', '1468'), (14214, 1469, 'team_position', 'Chief Justice'), (14215, 1469, '_team_position', 'field_5b2181360506b'), (14216, 1469, 'team_lastname', 'Gale'), (14217, 1469, '_team_lastname', 'field_5b2181820506c'), (14218, 1469, 'team_signature', '1467'), (14219, 1469, '_team_signature', 'field_5b8fdef0d30eb'), (14220, 1462, 'team_position', 'Project Coordinator'), (14221, 1462, '_team_position', 'field_5b2181360506b'), (14222, 1462, 'team_lastname', 'Schell'), (14223, 1462, '_team_lastname', 'field_5b2181820506c'), (14224, 1462, 'team_signature', '3178'), (14225, 1462, '_team_signature', 'field_5b8fdef0d30eb'), (14226, 1470, 'work_featured_image', '312'), (14227, 1470, '_work_featured_image', 'field_5b27eac37a115'), (14228, 1470, 'work_home_featured_color', 'black'), (14229, 1470, '_work_home_featured_color', 'field_5b2bf153536f9'), (14230, 1470, 'work_home_featured_image', '384'), (14231, 1470, '_work_home_featured_image', 'field_5b2bddcd3c783'), (14232, 1470, 'work_navigation_color', 'black'), (14233, 1470, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (14234, 1470, 'work_colors_text', '#000000'), (14235, 1470, '_work_colors_text', 'field_5b241810bdd49'), (14236, 1470, 'work_colors_accent', '#eeba06'), (14237, 1470, '_work_colors_accent', 'field_5b241884bdd4a'), (14238, 1470, 'work_colors_bg', '#ffdc00'), (14239, 1470, '_work_colors_bg', 'field_5b2418a3bdd4b'), (14240, 1470, 'work_hero_tag', 'Cheerios'), (14241, 1470, '_work_hero_tag', 'field_5b2418cebdd4c'), (14242, 1470, 'work_hero_textcolor', '#000000'), (14243, 1470, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (14244, 1470, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (14245, 1470, '_work_call_description', 'field_5b241a9cbdd4f'), (14246, 1470, 'work_call_wedid', 'Purpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (14247, 1470, '_work_call_wedid', 'field_5b241ac4bdd50'), (14248, 1470, 'work_call_image', '818'), (14249, 1470, '_work_call_image', 'field_5b2906b12feea'), (14250, 1470, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language, creating greater consistency in the treatment of the Cheerios logo, and staging areas helped to unify the portfolio.'), (14251, 1470, '_work_thework_description', 'field_5b241b1abdd51'), (14252, 1470, 'work_thework_type', 'video'), (14253, 1470, '_work_thework_type', 'field_5b6096188b1fd'), (14254, 1470, 'work_thework_video', '273929628'), (14255, 1470, '_work_thework_video', 'field_5b6095da8b1fc'), (14256, 1470, 'work_impact_1_type', 'text'), (14257, 1470, '_work_impact_1_type', 'field_5b241c64ed75b'), (14258, 1470, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has increased the brand\'s impact and created more efficiencies through more multiproduct promotion.'), (14259, 1470, '_work_impact_1_text', 'field_5b241d21ed75c'), (14260, 1470, 'work_impact_award_option', '0'), (14261, 1470, '_work_impact_award_option', 'field_5b8ec47072930'), (14262, 1470, 'work_impact_2_type', 'carousel'), (14263, 1470, '_work_impact_2_type', 'field_5b2420871e096'), (14264, 1470, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (14265, 1470, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (14266, 1470, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (14267, 1470, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (14268, 1470, 'work_impact_2_carousel', '2'), (14269, 1470, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (14270, 1470, 'work_impact_3_type', 'image'), (14271, 1470, '_work_impact_3_type', 'field_5b2423b7155ca'), (14272, 1470, 'work_impact_3_image', '315'), (14273, 1470, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (14274, 1470, 'work_impact_4_type', 'none'), (14275, 1470, '_work_impact_4_type', 'field_5b2426034a947'), (14276, 1471, 'work_featured_image', '352'), (14277, 1471, '_work_featured_image', 'field_5b27eac37a115'), (14278, 1471, 'work_home_featured_color', 'black'), (14279, 1471, '_work_home_featured_color', 'field_5b2bf153536f9'), (14280, 1471, 'work_home_featured_image', '389'), (14281, 1471, '_work_home_featured_image', 'field_5b2bddcd3c783'), (14282, 1471, 'work_navigation_color', 'black'), (14283, 1471, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (14284, 1471, 'work_colors_text', '#000000'), (14285, 1471, '_work_colors_text', 'field_5b241810bdd49'), (14286, 1471, 'work_colors_accent', '#4cbff3'), (14287, 1471, '_work_colors_accent', 'field_5b241884bdd4a'), (14288, 1471, 'work_colors_bg', '#79d7f8'), (14289, 1471, '_work_colors_bg', 'field_5b2418a3bdd4b'), (14290, 1471, 'work_hero_tag', 'JÄsÖn'), (14291, 1471, '_work_hero_tag', 'field_5b2418cebdd4c'), (14292, 1471, 'work_hero_textcolor', '#ffffff'), (14293, 1471, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (14294, 1471, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed to define what the brand stood for, and how to uniquely express its point of view at shelf.'), (14295, 1471, '_work_call_description', 'field_5b241a9cbdd4f'), (14296, 1471, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (14297, 1471, '_work_call_wedid', 'field_5b241ac4bdd50'), (14298, 1471, 'work_call_image', '687'), (14299, 1471, '_work_call_image', 'field_5b2906b12feea'), (14300, 1471, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (14301, 1471, '_work_thework_description', 'field_5b241b1abdd51'), (14302, 1471, 'work_thework_type', 'image'), (14303, 1471, '_work_thework_type', 'field_5b6096188b1fd'), (14304, 1471, 'work_thework_image', '354'), (14305, 1471, '_work_thework_image', 'field_5b241b76bdd52'), (14306, 1471, 'work_impact_1_type', 'text'), (14307, 1471, '_work_impact_1_type', 'field_5b241c64ed75b'), (14308, 1471, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (14309, 1471, '_work_impact_1_text', 'field_5b241d21ed75c'), (14310, 1471, 'work_impact_award_option', '1'), (14311, 1471, '_work_impact_award_option', 'field_5b8ec47072930'), (14312, 1471, 'work_impact_award_item_0_work_impact_award_item_title', 'Award 1'), (14313, 1471, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14314, 1471, 'work_impact_award_item_0_work_impact_award_item_description', '2018 Gold Award'), (14315, 1471, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (14316, 1471, 'work_impact_award_item_1_work_impact_award_item_title', 'Award 2'), (14317, 1471, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14318, 1471, 'work_impact_award_item_1_work_impact_award_item_description', '2017 Silver Award'), (14319, 1471, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (14320, 1471, 'work_impact_award_item', '2'), (14321, 1471, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (14322, 1471, 'work_impact_2_type', 'image'), (14323, 1471, '_work_impact_2_type', 'field_5b2420871e096'), (14324, 1471, 'work_impact_2_image', '498'), (14325, 1471, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (14326, 1471, 'work_impact_3_type', 'none'), (14327, 1471, '_work_impact_3_type', 'field_5b2423b7155ca'), (14328, 1471, 'work_impact_4_type', 'none'), (14329, 1471, '_work_impact_4_type', 'field_5b2426034a947'), (14330, 1472, '_wp_attached_file', '2018/09/Abby.gif'), (14331, 1472, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:75;s:4:\"file\";s:16:\"2018/09/Abby.gif\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"Abby-150x75.gif\";s:5:\"width\";i:150;s:6:\"height\";i:75;s:9:\"mime-type\";s:9:\"image/gif\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14332, 1473, 'team_position', 'Chief Justice'), (14333, 1473, '_team_position', 'field_5b2181360506b'), (14334, 1473, 'team_lastname', 'Gale'), (14335, 1473, '_team_lastname', 'field_5b2181820506c'), (14336, 1473, 'team_signature', '1472'), (14337, 1473, '_team_signature', 'field_5b8fdef0d30eb'), (14338, 1474, 'work_featured_image', '352'), (14339, 1474, '_work_featured_image', 'field_5b27eac37a115'), (14340, 1474, 'work_home_featured_color', 'black'), (14341, 1474, '_work_home_featured_color', 'field_5b2bf153536f9'), (14342, 1474, 'work_home_featured_image', '389'), (14343, 1474, '_work_home_featured_image', 'field_5b2bddcd3c783'), (14344, 1474, 'work_navigation_color', 'black'), (14345, 1474, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (14346, 1474, 'work_colors_text', '#000000'), (14347, 1474, '_work_colors_text', 'field_5b241810bdd49'), (14348, 1474, 'work_colors_accent', '#4cbff3'), (14349, 1474, '_work_colors_accent', 'field_5b241884bdd4a'), (14350, 1474, 'work_colors_bg', '#79d7f8'), (14351, 1474, '_work_colors_bg', 'field_5b2418a3bdd4b'), (14352, 1474, 'work_hero_tag', 'JÄsÖn'), (14353, 1474, '_work_hero_tag', 'field_5b2418cebdd4c'), (14354, 1474, 'work_hero_textcolor', '#ffffff'), (14355, 1474, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (14356, 1474, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed to define what the brand stood for, and how to uniquely express its point of view at shelf.'), (14357, 1474, '_work_call_description', 'field_5b241a9cbdd4f'), (14358, 1474, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (14359, 1474, '_work_call_wedid', 'field_5b241ac4bdd50'), (14360, 1474, 'work_call_image', '687'), (14361, 1474, '_work_call_image', 'field_5b2906b12feea'), (14362, 1474, 'work_thework_description', 'We discovered that Jason actually means “healer” in Greek. And the “umlaut” over the “A” in the brand mark suggested Swiss origin - a place where mountain botanicals and the idea of herbal healing lives large.\r\n\r\nWe began to explore how the idea of “living well” could be reimagined for the modern American family. Through our design exploratory we refashioned latent notions of a healing place into something more luminous, experiential and enlightening. JASON was renewed as a brand with the power to open our eyes to the restorative wonders the natural world.'), (14363, 1474, '_work_thework_description', 'field_5b241b1abdd51'), (14364, 1474, 'work_thework_type', 'image'), (14365, 1474, '_work_thework_type', 'field_5b6096188b1fd'), (14366, 1474, 'work_thework_image', '354'), (14367, 1474, '_work_thework_image', 'field_5b241b76bdd52'), (14368, 1474, 'work_impact_1_type', 'text'), (14369, 1474, '_work_impact_1_type', 'field_5b241c64ed75b'), (14370, 1474, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (14371, 1474, '_work_impact_1_text', 'field_5b241d21ed75c'), (14372, 1474, 'work_impact_award_option', '1'), (14373, 1474, '_work_impact_award_option', 'field_5b8ec47072930'), (14374, 1474, 'work_impact_award_item_0_work_impact_award_item_title', 'Award 1'), (14375, 1474, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14376, 1474, 'work_impact_award_item_0_work_impact_award_item_description', '2018 Gold Award'), (14377, 1474, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (14378, 1474, 'work_impact_award_item_1_work_impact_award_item_title', 'Award 2'), (14379, 1474, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14380, 1474, 'work_impact_award_item_1_work_impact_award_item_description', '2017 Silver Award'), (14381, 1474, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (14382, 1474, 'work_impact_award_item', '2'), (14383, 1474, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (14384, 1474, 'work_impact_2_type', 'image'), (14385, 1474, '_work_impact_2_type', 'field_5b2420871e096'), (14386, 1474, 'work_impact_2_image', '498'), (14387, 1474, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (14388, 1474, 'work_impact_3_type', 'none'), (14389, 1474, '_work_impact_3_type', 'field_5b2423b7155ca'), (14390, 1474, 'work_impact_4_type', 'none'), (14391, 1474, '_work_impact_4_type', 'field_5b2426034a947'), (14392, 1475, 'contact_hero_image', '408'), (14393, 1475, '_contact_hero_image', 'field_5b30f489bcd21'), (14394, 1475, 'contact_featured_topic_0_contact_featured_topic_title', 'CREATIVE MINDS'), (14395, 1475, '_contact_featured_topic_0_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (14396, 1475, 'contact_featured_topic_1_contact_featured_topic_title', 'DIRTY HANDS'), (14397, 1475, '_contact_featured_topic_1_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (14398, 1475, 'contact_featured_topic_2_contact_featured_topic_title', 'STRAIGHT TALK'), (14399, 1475, '_contact_featured_topic_2_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (14400, 1475, 'contact_featured_topic_3_contact_featured_topic_title', 'GOOD MANNERS'), (14401, 1475, '_contact_featured_topic_3_contact_featured_topic_title', 'field_5b30f5e4bcd24'), (14402, 1475, 'contact_featured_topic', '4'), (14403, 1475, '_contact_featured_topic', 'field_5b30f555bcd23'), (14404, 1475, 'contact_carousel_images_0_contact_carousel_images_image', '518'), (14405, 1475, '_contact_carousel_images_0_contact_carousel_images_image', 'field_5b30f65abcd27'), (14406, 1475, 'contact_carousel_images_1_contact_carousel_images_image', '518'), (14407, 1475, '_contact_carousel_images_1_contact_carousel_images_image', 'field_5b30f65abcd27'), (14408, 1475, 'contact_carousel_images', '2'), (14409, 1475, '_contact_carousel_images', 'field_5b30f638bcd26'), (14410, 1475, 'contact_join_title', 'WANT TO JOIN THE TEAM?'), (14411, 1475, '_contact_join_title', 'field_5b30f693bcd29'), (14412, 1475, 'contact_join_description', 'We’re alway looking for talented individuals like you to join our vibrant community of movers and shakers, so check out our job openings.\r\n\r\nIf you don’t see a position that interests you, don’t sweat it. Contact us anyway at jobs@cbx.com and tell us how you can make a difference at CBX.'), (14413, 1475, '_contact_join_description', 'field_5b30f6d9bcd2a'), (14414, 353, '_edit_lock', '1537992996:2'), (14415, 1476, 'work_featured_image', '363'), (14416, 1476, '_work_featured_image', 'field_5b27eac37a115'), (14417, 1476, 'work_home_featured_color', 'black'), (14418, 1476, '_work_home_featured_color', 'field_5b2bf153536f9'), (14419, 1476, 'work_home_featured_image', ''), (14420, 1476, '_work_home_featured_image', 'field_5b2bddcd3c783'), (14421, 1476, 'work_navigation_color', 'black'), (14422, 1476, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (14423, 1476, 'work_colors_text', '#ffffff'), (14424, 1476, '_work_colors_text', 'field_5b241810bdd49'), (14425, 1476, 'work_colors_accent', '#af020c'), (14426, 1476, '_work_colors_accent', 'field_5b241884bdd4a'), (14427, 1476, 'work_colors_bg', '#cc081e'), (14428, 1476, '_work_colors_bg', 'field_5b2418a3bdd4b'), (14429, 1476, 'work_hero_tag', 'Chex'), (14430, 1476, '_work_hero_tag', 'field_5b2418cebdd4c'), (14431, 1476, 'work_hero_textcolor', '#ffffff'), (14432, 1476, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (14433, 1476, 'work_call_description', 'How do you re-stage an iconic cereal brand for a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (14434, 1476, '_work_call_description', 'field_5b241a9cbdd4f'), (14435, 1476, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (14436, 1476, '_work_call_wedid', 'field_5b241ac4bdd50'), (14437, 1476, 'work_call_image', '626'), (14438, 1476, '_work_call_image', 'field_5b2906b12feea'), (14439, 1476, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created a visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (14440, 1476, '_work_thework_description', 'field_5b241b1abdd51'), (14441, 1476, 'work_thework_type', 'image'), (14442, 1476, '_work_thework_type', 'field_5b6096188b1fd'), (14443, 1476, 'work_thework_image', '365'), (14444, 1476, '_work_thework_image', 'field_5b241b76bdd52'), (14445, 1476, 'work_impact_1_type', 'text'), (14446, 1476, '_work_impact_1_type', 'field_5b241c64ed75b'), (14447, 1476, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (14448, 1476, '_work_impact_1_text', 'field_5b241d21ed75c'), (14449, 1476, 'work_impact_award_option', '1'), (14450, 1476, '_work_impact_award_option', 'field_5b8ec47072930'), (14451, 1476, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 1'), (14452, 1476, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14453, 1476, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017 1'), (14454, 1476, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (14455, 1476, 'work_impact_award_item_1_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 2'), (14456, 1476, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14457, 1476, 'work_impact_award_item_1_work_impact_award_item_description', 'PACKAGING, 2017 2'), (14458, 1476, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (14459, 1476, 'work_impact_award_item', '2'), (14460, 1476, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (14461, 1476, 'work_impact_2_type', 'image'), (14462, 1476, '_work_impact_2_type', 'field_5b2420871e096'), (14463, 1476, 'work_impact_2_image', '629'), (14464, 1476, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (14465, 1476, 'work_impact_3_type', 'none'), (14466, 1476, '_work_impact_3_type', 'field_5b2423b7155ca'), (14467, 1476, 'work_impact_4_type', 'none'), (14468, 1476, '_work_impact_4_type', 'field_5b2426034a947'), (14469, 1477, 'about_hero_type', 'video'), (14470, 1477, '_about_hero_type', 'field_5b44c302632e9'), (14471, 1477, 'about_hero_video', '251890218'), (14472, 1477, '_about_hero_video', 'field_5b21649a9ffaf'), (14473, 1477, 'about_info_title', 'We create brand experiences designed for cultural and commercial impact.'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (14474, 1477, '_about_info_title', 'field_5b21654d9ffb3'), (14475, 1477, 'about_info_topic_0_about_info_topic_icon', '553'), (14476, 1477, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (14477, 1477, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (14478, 1477, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (14479, 1477, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (14480, 1477, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (14481, 1477, 'about_info_topic_0_about_info_topic_description', 'Complexity is the enemy. \r\nAt CBX we believe in strategy that is dynamic, actionable, and stunningly clear. We blend analytical rigor and design thinking to bring simple, powerful ideas into focus.'), (14482, 1477, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (14483, 1477, 'about_info_topic_1_about_info_topic_icon', '555'), (14484, 1477, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (14485, 1477, 'about_info_topic_1_about_info_topic_title', 'Verbal Strategy'), (14486, 1477, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (14487, 1477, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (14488, 1477, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (14489, 1477, 'about_info_topic_1_about_info_topic_description', 'Choose your words wisely. \r\nIn the modern landscape of voice recognition technology, AI and the IoT, a comprehensive verbal brand strategy is more important than ever. Our naming, voice and messaging experts create distinct, dynamic verbal identities that help brands drive connection – from retail aisles, to Facebook feeds, to Alexa on the kitchen counter. '), (14490, 1477, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (14491, 1477, 'about_info_topic_2_about_info_topic_icon', '556'), (14492, 1477, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (14493, 1477, 'about_info_topic_2_about_info_topic_title', 'Design'), (14494, 1477, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (14495, 1477, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Package Design | Identity Design | Retail & Environment Design'), (14496, 1477, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (14497, 1477, 'about_info_topic_2_about_info_topic_description', 'Design thinks as Design does. \r\nDesign is more than mere aesthetic. Design is how we help our clients think and act in ways that influence consumer behavior. Our approach is disciplined. Our methods are agile and collaborative. And our success is always measured by the impact we deliver. '), (14498, 1477, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (14499, 1477, 'about_info_topic_3_about_info_topic_icon', '557'), (14500, 1477, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (14501, 1477, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (14502, 1477, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (14503, 1477, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience Events | Retail Activation | Brand Launches | Internal Brand Activation'), (14504, 1477, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (14505, 1477, 'about_info_topic_3_about_info_topic_description', 'Have you ever been experienced? \r\nBrands are systems of engagement - the sum total of every interaction consumers and employees encounter. CBX Experience and Activation conceives, creates and produces high-impact brand experiences that transform consumers into advocates and employees into evangelists.'), (14506, 1477, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (14507, 1477, 'about_info_topic_4_about_info_topic_icon', '558'), (14508, 1477, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (14509, 1477, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (14510, 1477, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (14511, 1477, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (14512, 1477, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (14513, 1477, 'about_info_topic_4_about_info_topic_description', 'We live in beta (and so should your brand). \r\nInnovation is no longer an option for brands today – it’s the new state of normal. At CBX we continuously explore growth opportunities through the lens of Culture, Brand and People. We work seamlessly and efficiently with our clients, consumers, and subject matter experts. We make. We test. We learn. And we always move forward. '), (14514, 1477, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (14515, 1477, 'about_info_topic', '5'), (14516, 1477, '_about_info_topic', 'field_5b2166edba792'), (14517, 1477, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (14518, 1477, '_about_team_title', 'field_5b2165259ffb2'), (14519, 1478, '_edit_lock', '1538408258:2'), (14520, 1478, '_edit_last', '2'), (14521, 1479, '_wp_attached_file', '2018/09/Zhariff.gif'), (14522, 1479, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:75;s:4:\"file\";s:19:\"2018/09/Zhariff.gif\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Zhariff-150x75.gif\";s:5:\"width\";i:150;s:6:\"height\";i:75;s:9:\"mime-type\";s:9:\"image/gif\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14523, 1480, 'team_position', ''), (14524, 1480, '_team_position', 'field_5b2181360506b'), (14525, 1480, 'team_lastname', ''), (14526, 1480, '_team_lastname', 'field_5b2181820506c'), (14527, 1480, 'team_signature', '1479'), (14528, 1480, '_team_signature', 'field_5b8fdef0d30eb'), (14529, 1478, 'team_position', 'Presentation Specialist'), (14530, 1478, '_team_position', 'field_5b2181360506b'), (14531, 1478, 'team_lastname', 'Melgoza'), (14532, 1478, '_team_lastname', 'field_5b2181820506c'), (14533, 1478, 'team_signature', '3559'), (14534, 1478, '_team_signature', 'field_5b8fdef0d30eb'), (14535, 1481, 'team_position', 'Marketing & Strategy Coordinator'), (14536, 1481, '_team_position', 'field_5b2181360506b'), (14537, 1481, 'team_lastname', 'Arduini'), (14538, 1481, '_team_lastname', 'field_5b2181820506c'), (14539, 1481, 'team_signature', ''), (14540, 1481, '_team_signature', 'field_5b8fdef0d30eb'), (14541, 1484, 'team_position', 'Project Coordinator'), (14542, 1484, '_team_position', 'field_5b2181360506b'), (14543, 1484, 'team_lastname', 'Schell'), (14544, 1484, '_team_lastname', 'field_5b2181820506c'), (14545, 1484, 'team_signature', '1472'), (14546, 1484, '_team_signature', 'field_5b8fdef0d30eb'), (14547, 189, '_wp_trash_meta_status', 'publish'), (14548, 189, '_wp_trash_meta_time', '1537990751'), (14549, 189, '_wp_desired_post_slug', 'facilis'), (14556, 208, '_wp_trash_meta_status', 'publish'), (14557, 208, '_wp_trash_meta_time', '1537990777'), (14558, 208, '_wp_desired_post_slug', 'voluptatum'), (14559, 210, '_wp_trash_meta_status', 'publish'), (14560, 210, '_wp_trash_meta_time', '1537990777'), (14561, 210, '_wp_desired_post_slug', 'tempora'), (14562, 206, '_wp_trash_meta_status', 'publish'), (14563, 206, '_wp_trash_meta_time', '1537990777'), (14564, 206, '_wp_desired_post_slug', 'velit'), (14565, 212, '_wp_trash_meta_status', 'publish'), (14566, 212, '_wp_trash_meta_time', '1537990777'), (14567, 212, '_wp_desired_post_slug', 'animi'), (14568, 204, '_wp_trash_meta_status', 'publish'), (14569, 204, '_wp_trash_meta_time', '1537990777'), (14570, 204, '_wp_desired_post_slug', 'hic'), (14571, 202, '_wp_trash_meta_status', 'publish'), (14572, 202, '_wp_trash_meta_time', '1537990778'), (14573, 202, '_wp_desired_post_slug', 'sunt-2'), (14574, 200, '_wp_trash_meta_status', 'publish'), (14575, 200, '_wp_trash_meta_time', '1537990778'), (14576, 200, '_wp_desired_post_slug', 'iste'), (14577, 198, '_wp_trash_meta_status', 'publish'), (14578, 198, '_wp_trash_meta_time', '1537990778'), (14579, 198, '_wp_desired_post_slug', 'qui'), (14580, 195, '_wp_trash_meta_status', 'publish'), (14581, 195, '_wp_trash_meta_time', '1537990778'), (14582, 195, '_wp_desired_post_slug', 'suscipit'), (14583, 194, '_wp_trash_meta_status', 'publish'), (14584, 194, '_wp_trash_meta_time', '1537990778'), (14585, 194, '_wp_desired_post_slug', 'voluptatibus'), (14586, 191, '_wp_trash_meta_status', 'publish'), (14587, 191, '_wp_trash_meta_time', '1537990778'), (14588, 191, '_wp_desired_post_slug', 'sunt'), (14589, 129, '_wp_trash_meta_status', 'publish'), (14590, 129, '_wp_trash_meta_time', '1537990781'), (14591, 129, '_wp_desired_post_slug', 'kristina'), (14592, 1485, 'team_position', 'Project Coordinator'), (14593, 1485, '_team_position', 'field_5b2181360506b'), (14594, 1485, 'team_lastname', 'Schell'), (14595, 1485, '_team_lastname', 'field_5b2181820506c'), (14596, 1485, 'team_signature', '1472'), (14597, 1485, '_team_signature', 'field_5b8fdef0d30eb'), (14598, 1486, 'team_position', 'Client Director '), (14599, 1486, '_team_position', 'field_5b2181360506b'), (14600, 1486, 'team_lastname', 'Longstreth'), (14601, 1486, '_team_lastname', 'field_5b2181820506c'), (14602, 1486, 'team_signature', '682'), (14603, 1486, '_team_signature', 'field_5b8fdef0d30eb'), (14610, 1488, '_edit_lock', '1538173448:2'), (14611, 1488, '_edit_last', '2'), (14612, 1489, '_wp_attached_file', '2018/09/headshots__0063_Todd.jpg'), (14613, 1489, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0063_Todd.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0063_Todd-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14616, 1488, '_thumbnail_id', '1489'), (14617, 1491, 'team_position', 'Partner'), (14618, 1491, '_team_position', 'field_5b2181360506b'), (14619, 1491, 'team_lastname', 'Maute'), (14620, 1491, '_team_lastname', 'field_5b2181820506c'), (14621, 1491, 'team_signature', '1490'), (14622, 1491, '_team_signature', 'field_5b8fdef0d30eb'), (14623, 1488, 'team_position', 'Partner'), (14624, 1488, '_team_position', 'field_5b2181360506b'), (14625, 1488, 'team_lastname', 'Maute'), (14626, 1488, '_team_lastname', 'field_5b2181820506c'), (14627, 1488, 'team_signature', '1529'), (14628, 1488, '_team_signature', 'field_5b8fdef0d30eb'), (14635, 1493, 'team_position', 'Project Coordinator'), (14636, 1493, '_team_position', 'field_5b2181360506b'), (14637, 1493, 'team_lastname', 'Schell'), (14638, 1493, '_team_lastname', 'field_5b2181820506c'), (14639, 1493, 'team_signature', '1472'), (14640, 1493, '_team_signature', 'field_5b8fdef0d30eb'), (14641, 1494, 'team_position', 'Project Coordinator'), (14642, 1494, '_team_position', 'field_5b2181360506b'), (14643, 1494, 'team_lastname', 'Schell'), (14644, 1494, '_team_lastname', 'field_5b2181820506c'), (14645, 1494, 'team_signature', '1472'), (14646, 1494, '_team_signature', 'field_5b8fdef0d30eb'), (14647, 1495, '_wp_attached_file', '2018/09/headshots__0002_Ali.jpg'), (14648, 1495, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:31:\"2018/09/headshots__0002_Ali.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"headshots__0002_Ali-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14649, 1444, '_thumbnail_id', '1495'), (14650, 1496, '_edit_lock', '1538075583:2'), (14651, 1496, '_edit_last', '2'), (14652, 1497, '_wp_attached_file', '2018/09/Vannett.gif'), (14653, 1497, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:75;s:4:\"file\";s:19:\"2018/09/Vannett.gif\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Vannett-150x75.gif\";s:5:\"width\";i:150;s:6:\"height\";i:75;s:9:\"mime-type\";s:9:\"image/gif\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14654, 1498, '_wp_attached_file', '2018/09/headshots__0065_Vannett.png.jpg'), (14655, 1498, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:39:\"2018/09/headshots__0065_Vannett.png.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"headshots__0065_Vannett.png-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14656, 1496, '_thumbnail_id', '1498'), (14657, 1499, 'team_position', 'Strategist'), (14658, 1499, '_team_position', 'field_5b2181360506b'), (14659, 1499, 'team_lastname', 'Li'), (14660, 1499, '_team_lastname', 'field_5b2181820506c'), (14661, 1499, 'team_signature', '1497'), (14662, 1499, '_team_signature', 'field_5b8fdef0d30eb'), (14663, 1496, 'team_position', 'Strategist'), (14664, 1496, '_team_position', 'field_5b2181360506b'), (14665, 1496, 'team_lastname', 'Li'), (14666, 1496, '_team_lastname', 'field_5b2181820506c'), (14667, 1496, 'team_signature', '3176'), (14668, 1496, '_team_signature', 'field_5b8fdef0d30eb'), (14669, 1501, '_wp_attached_file', '2018/09/11.jpg'), (14670, 1501, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:480;s:6:\"height\";i:640;s:4:\"file\";s:14:\"2018/09/11.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"11-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.2\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 6s\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1536848206\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.15\";s:3:\"iso\";s:2:\"64\";s:13:\"shutter_speed\";s:17:\"0.033333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14671, 1502, '_wp_attached_file', '2018/09/3432.jpg'), (14672, 1502, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:488;s:4:\"file\";s:16:\"2018/09/3432.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"3432-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14673, 1503, '_wp_attached_file', '2018/09/1_cRQZJyi1eW5Dksnf1Kxaw.jpg'), (14674, 1503, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:488;s:4:\"file\";s:35:\"2018/09/1_cRQZJyi1eW5Dksnf1Kxaw.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"1_cRQZJyi1eW5Dksnf1Kxaw-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14675, 1504, '_wp_attached_file', '2018/09/32.jpg'), (14676, 1504, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:867;s:4:\"file\";s:14:\"2018/09/32.jpg\";s:5:\"sizes\";a:2:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"32-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"32-650x768.jpg\";s:5:\"width\";i:650;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.2\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 6s\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1536850733\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.15\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.033333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14677, 1505, 'thinking_hero_type', 'image'), (14678, 1505, '_thinking_hero_type', 'field_5b49f1bbea434'), (14679, 1505, 'thinking_hero_image', '1185'), (14680, 1505, '_thinking_hero_image', 'field_5b27ece0d75c4'), (14681, 1500, 'thinking_hero_type', 'image'), (14682, 1500, '_thinking_hero_type', 'field_5b49f1bbea434'), (14683, 1500, 'thinking_hero_image', '1185'), (14684, 1500, '_thinking_hero_image', 'field_5b27ece0d75c4'), (14690, 1508, 'work_featured_image', '352'), (14691, 1508, '_work_featured_image', 'field_5b27eac37a115'), (14692, 1508, 'work_home_featured_color', 'black'), (14693, 1508, '_work_home_featured_color', 'field_5b2bf153536f9'), (14694, 1508, 'work_home_featured_image', '389'), (14695, 1508, '_work_home_featured_image', 'field_5b2bddcd3c783'), (14696, 1508, 'work_navigation_color', 'black'), (14697, 1508, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (14698, 1508, 'work_colors_text', '#000000'), (14699, 1508, '_work_colors_text', 'field_5b241810bdd49'), (14700, 1508, 'work_colors_accent', '#4cbff3'), (14701, 1508, '_work_colors_accent', 'field_5b241884bdd4a'), (14702, 1508, 'work_colors_bg', '#79d7f8'), (14703, 1508, '_work_colors_bg', 'field_5b2418a3bdd4b'), (14704, 1508, 'work_hero_tag', 'JÄsÖn'), (14705, 1508, '_work_hero_tag', 'field_5b2418cebdd4c'), (14706, 1508, 'work_hero_textcolor', '#ffffff'), (14707, 1508, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (14708, 1508, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed to define what the brand stood for, and how to uniquely express its point of view at shelf.'), (14709, 1508, '_work_call_description', 'field_5b241a9cbdd4f'), (14710, 1508, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (14711, 1508, '_work_call_wedid', 'field_5b241ac4bdd50'), (14712, 1508, 'work_call_image', '1507'), (14713, 1508, '_work_call_image', 'field_5b2906b12feea'), (14714, 1508, 'work_thework_description', 'We discovered that Jason actually means “healer” in Greek. And the “umlaut” over the “A” in the brand mark suggested Swiss origin - a place where mountain botanicals and the idea of herbal healing lives large.\r\n\r\nWe began to explore how the idea of “living well” could be reimagined for the modern American family. Through our design exploratory we refashioned latent notions of a healing place into something more luminous, experiential and enlightening. JASON was renewed as a brand with the power to open our eyes to the restorative wonders the natural world.'), (14715, 1508, '_work_thework_description', 'field_5b241b1abdd51'), (14716, 1508, 'work_thework_type', 'image'), (14717, 1508, '_work_thework_type', 'field_5b6096188b1fd'), (14718, 1508, 'work_thework_image', '354'), (14719, 1508, '_work_thework_image', 'field_5b241b76bdd52'), (14720, 1508, 'work_impact_1_type', 'text'), (14721, 1508, '_work_impact_1_type', 'field_5b241c64ed75b'), (14722, 1508, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (14723, 1508, '_work_impact_1_text', 'field_5b241d21ed75c'), (14724, 1508, 'work_impact_award_option', '1'), (14725, 1508, '_work_impact_award_option', 'field_5b8ec47072930'), (14726, 1508, 'work_impact_award_item_0_work_impact_award_item_title', 'Award 1'), (14727, 1508, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14728, 1508, 'work_impact_award_item_0_work_impact_award_item_description', '2018 Gold Award'), (14729, 1508, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (14730, 1508, 'work_impact_award_item_1_work_impact_award_item_title', 'Award 2'), (14731, 1508, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14732, 1508, 'work_impact_award_item_1_work_impact_award_item_description', '2017 Silver Award'), (14733, 1508, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (14734, 1508, 'work_impact_award_item', '2'), (14735, 1508, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (14736, 1508, 'work_impact_2_type', 'image'), (14737, 1508, '_work_impact_2_type', 'field_5b2420871e096'), (14738, 1508, 'work_impact_2_image', '498'), (14739, 1508, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (14740, 1508, 'work_impact_3_type', 'none'), (14741, 1508, '_work_impact_3_type', 'field_5b2423b7155ca'), (14742, 1508, 'work_impact_4_type', 'none'), (14743, 1508, '_work_impact_4_type', 'field_5b2426034a947'), (14746, 1510, 'work_featured_image', '352'), (14747, 1510, '_work_featured_image', 'field_5b27eac37a115'), (14748, 1510, 'work_home_featured_color', 'black'), (14749, 1510, '_work_home_featured_color', 'field_5b2bf153536f9'), (14750, 1510, 'work_home_featured_image', '389'), (14751, 1510, '_work_home_featured_image', 'field_5b2bddcd3c783'), (14752, 1510, 'work_navigation_color', 'black'), (14753, 1510, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (14754, 1510, 'work_colors_text', '#000000'), (14755, 1510, '_work_colors_text', 'field_5b241810bdd49'), (14756, 1510, 'work_colors_accent', '#4cbff3'), (14757, 1510, '_work_colors_accent', 'field_5b241884bdd4a'), (14758, 1510, 'work_colors_bg', '#79d7f8'), (14759, 1510, '_work_colors_bg', 'field_5b2418a3bdd4b'), (14760, 1510, 'work_hero_tag', 'JÄsÖn'), (14761, 1510, '_work_hero_tag', 'field_5b2418cebdd4c'), (14762, 1510, 'work_hero_textcolor', '#ffffff'), (14763, 1510, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (14764, 1510, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed to define what the brand stood for, and how to uniquely express its point of view at shelf.'), (14765, 1510, '_work_call_description', 'field_5b241a9cbdd4f'), (14766, 1510, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (14767, 1510, '_work_call_wedid', 'field_5b241ac4bdd50'), (14768, 1510, 'work_call_image', '1509'), (14769, 1510, '_work_call_image', 'field_5b2906b12feea'), (14770, 1510, 'work_thework_description', 'We discovered that Jason actually means “healer” in Greek. And the “umlaut” over the “A” in the brand mark suggested Swiss origin - a place where mountain botanicals and the idea of herbal healing lives large.\r\n\r\nWe began to explore how the idea of “living well” could be reimagined for the modern American family. Through our design exploratory we refashioned latent notions of a healing place into something more luminous, experiential and enlightening. JASON was renewed as a brand with the power to open our eyes to the restorative wonders the natural world.'), (14771, 1510, '_work_thework_description', 'field_5b241b1abdd51'), (14772, 1510, 'work_thework_type', 'image'), (14773, 1510, '_work_thework_type', 'field_5b6096188b1fd'), (14774, 1510, 'work_thework_image', '354'), (14775, 1510, '_work_thework_image', 'field_5b241b76bdd52'), (14776, 1510, 'work_impact_1_type', 'text'), (14777, 1510, '_work_impact_1_type', 'field_5b241c64ed75b'), (14778, 1510, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (14779, 1510, '_work_impact_1_text', 'field_5b241d21ed75c'), (14780, 1510, 'work_impact_award_option', '1'), (14781, 1510, '_work_impact_award_option', 'field_5b8ec47072930'), (14782, 1510, 'work_impact_award_item_0_work_impact_award_item_title', 'Award 1'), (14783, 1510, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14784, 1510, 'work_impact_award_item_0_work_impact_award_item_description', '2018 Gold Award'), (14785, 1510, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (14786, 1510, 'work_impact_award_item_1_work_impact_award_item_title', 'Award 2'), (14787, 1510, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14788, 1510, 'work_impact_award_item_1_work_impact_award_item_description', '2017 Silver Award'), (14789, 1510, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (14790, 1510, 'work_impact_award_item', '2'), (14791, 1510, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (14792, 1510, 'work_impact_2_type', 'image'), (14793, 1510, '_work_impact_2_type', 'field_5b2420871e096'), (14794, 1510, 'work_impact_2_image', '498'), (14795, 1510, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (14796, 1510, 'work_impact_3_type', 'none'), (14797, 1510, '_work_impact_3_type', 'field_5b2423b7155ca'), (14798, 1510, 'work_impact_4_type', 'none'), (14799, 1510, '_work_impact_4_type', 'field_5b2426034a947'), (14800, 1511, 'thinking_hero_type', 'image'), (14801, 1511, '_thinking_hero_type', 'field_5b49f1bbea434'), (14802, 1511, 'thinking_hero_image', '1185'), (14803, 1511, '_thinking_hero_image', 'field_5b27ece0d75c4'), (14804, 1512, '_wp_attached_file', '2018/09/casestudy_IMG3_jason.jpg'), (14805, 1512, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1920;s:4:\"file\";s:32:\"2018/09/casestudy_IMG3_jason.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"casestudy_IMG3_jason-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"casestudy_IMG3_jason-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:34:\"casestudy_IMG3_jason-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"casestudy_IMG3_jason-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14806, 1513, 'work_featured_image', '352'), (14807, 1513, '_work_featured_image', 'field_5b27eac37a115'), (14808, 1513, 'work_home_featured_color', 'black'), (14809, 1513, '_work_home_featured_color', 'field_5b2bf153536f9'), (14810, 1513, 'work_home_featured_image', '389'), (14811, 1513, '_work_home_featured_image', 'field_5b2bddcd3c783'), (14812, 1513, 'work_navigation_color', 'black'), (14813, 1513, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (14814, 1513, 'work_colors_text', '#000000'), (14815, 1513, '_work_colors_text', 'field_5b241810bdd49'), (14816, 1513, 'work_colors_accent', '#4cbff3'), (14817, 1513, '_work_colors_accent', 'field_5b241884bdd4a'), (14818, 1513, 'work_colors_bg', '#79d7f8'), (14819, 1513, '_work_colors_bg', 'field_5b2418a3bdd4b'), (14820, 1513, 'work_hero_tag', 'JÄsÖn'), (14821, 1513, '_work_hero_tag', 'field_5b2418cebdd4c'), (14822, 1513, 'work_hero_textcolor', '#ffffff'), (14823, 1513, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (14824, 1513, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed to define what the brand stood for, and how to uniquely express its point of view at shelf.'), (14825, 1513, '_work_call_description', 'field_5b241a9cbdd4f'), (14826, 1513, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (14827, 1513, '_work_call_wedid', 'field_5b241ac4bdd50'), (14828, 1513, 'work_call_image', '1512'), (14829, 1513, '_work_call_image', 'field_5b2906b12feea'), (14830, 1513, 'work_thework_description', 'We discovered that Jason actually means “healer” in Greek. And the “umlaut” over the “A” in the brand mark suggested Swiss origin - a place where mountain botanicals and the idea of herbal healing lives large.\r\n\r\nWe began to explore how the idea of “living well” could be reimagined for the modern American family. Through our design exploratory we refashioned latent notions of a healing place into something more luminous, experiential and enlightening. JASON was renewed as a brand with the power to open our eyes to the restorative wonders the natural world.'), (14831, 1513, '_work_thework_description', 'field_5b241b1abdd51'), (14832, 1513, 'work_thework_type', 'image'), (14833, 1513, '_work_thework_type', 'field_5b6096188b1fd'), (14834, 1513, 'work_thework_image', '354'), (14835, 1513, '_work_thework_image', 'field_5b241b76bdd52'), (14836, 1513, 'work_impact_1_type', 'text'), (14837, 1513, '_work_impact_1_type', 'field_5b241c64ed75b'), (14838, 1513, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (14839, 1513, '_work_impact_1_text', 'field_5b241d21ed75c'), (14840, 1513, 'work_impact_award_option', '1'), (14841, 1513, '_work_impact_award_option', 'field_5b8ec47072930'), (14842, 1513, 'work_impact_award_item_0_work_impact_award_item_title', 'Award 1'), (14843, 1513, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14844, 1513, 'work_impact_award_item_0_work_impact_award_item_description', '2018 Gold Award'), (14845, 1513, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (14846, 1513, 'work_impact_award_item_1_work_impact_award_item_title', 'Award 2'), (14847, 1513, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (14848, 1513, 'work_impact_award_item_1_work_impact_award_item_description', '2017 Silver Award'), (14849, 1513, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (14850, 1513, 'work_impact_award_item', '2'), (14851, 1513, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (14852, 1513, 'work_impact_2_type', 'image'), (14853, 1513, '_work_impact_2_type', 'field_5b2420871e096'), (14854, 1513, 'work_impact_2_image', '498'), (14855, 1513, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (14856, 1513, 'work_impact_3_type', 'none'), (14857, 1513, '_work_impact_3_type', 'field_5b2423b7155ca'), (14858, 1513, 'work_impact_4_type', 'none'), (14859, 1513, '_work_impact_4_type', 'field_5b2426034a947'), (14860, 1514, 'thinking_hero_type', 'image'), (14861, 1514, '_thinking_hero_type', 'field_5b49f1bbea434'), (14862, 1514, 'thinking_hero_image', '1185'), (14863, 1514, '_thinking_hero_image', 'field_5b27ece0d75c4'), (14864, 1515, '_wp_attached_file', '2018/09/About_Bio_signature_vannett-e1538055098883.png'), (14865, 1515, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:91;s:4:\"file\";s:54:\"2018/09/About_Bio_signature_vannett-e1538055098883.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"About_Bio_signature_vannett-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14866, 1516, 'team_position', 'Strategist'), (14867, 1516, '_team_position', 'field_5b2181360506b'), (14868, 1516, 'team_lastname', 'Li'), (14869, 1516, '_team_lastname', 'field_5b2181820506c'), (14870, 1516, 'team_signature', '1515'), (14871, 1516, '_team_signature', 'field_5b8fdef0d30eb'), (14872, 939, '_edit_lock', '1538001066:1'), (14873, 1517, 'thinking_hero_type', 'image'), (14874, 1517, '_thinking_hero_type', 'field_5b49f1bbea434'), (14875, 1517, 'thinking_hero_image', '95'), (14876, 1517, '_thinking_hero_image', 'field_5b27ece0d75c4'), (14877, 1518, 'thinking_hero_type', 'image'), (14878, 1518, '_thinking_hero_type', 'field_5b49f1bbea434'), (14879, 1518, 'thinking_hero_image', '95'), (14880, 1518, '_thinking_hero_image', 'field_5b27ece0d75c4'), (14881, 1515, '_wp_attachment_backup_sizes', 'a:1:{s:9:\"full-orig\";a:3:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:31:\"About_Bio_signature_vannett.png\";}}'), (14882, 1519, '_wp_attached_file', '2018/09/Todd.gif'), (14883, 1519, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:75;s:4:\"file\";s:16:\"2018/09/Todd.gif\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"Todd-150x75.gif\";s:5:\"width\";i:150;s:6:\"height\";i:75;s:9:\"mime-type\";s:9:\"image/gif\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14884, 1520, 'team_position', 'Partner'), (14885, 1520, '_team_position', 'field_5b2181360506b'), (14886, 1520, 'team_lastname', 'Maute'), (14887, 1520, '_team_lastname', 'field_5b2181820506c'), (14888, 1520, 'team_signature', '1519'), (14889, 1520, '_team_signature', 'field_5b8fdef0d30eb'), (14890, 1521, '_wp_attached_file', '2018/09/Ali-3.png'), (14891, 1521, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:75;s:4:\"file\";s:17:\"2018/09/Ali-3.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Ali-3-150x75.png\";s:5:\"width\";i:150;s:6:\"height\";i:75;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14892, 1522, 'team_position', 'Marketing & Strategy Coordinator'), (14893, 1522, '_team_position', 'field_5b2181360506b'), (14894, 1522, 'team_lastname', 'Arduini'), (14895, 1522, '_team_lastname', 'field_5b2181820506c'), (14896, 1522, 'team_signature', '1521'), (14897, 1522, '_team_signature', 'field_5b8fdef0d30eb'), (14898, 1523, '_wp_attached_file', '2018/09/Vannett-1.gif'), (14899, 1523, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:75;s:4:\"file\";s:21:\"2018/09/Vannett-1.gif\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"Vannett-1-150x75.gif\";s:5:\"width\";i:150;s:6:\"height\";i:75;s:9:\"mime-type\";s:9:\"image/gif\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14900, 1524, 'team_position', 'Strategist'), (14901, 1524, '_team_position', 'field_5b2181360506b'), (14902, 1524, 'team_lastname', 'Li'), (14903, 1524, '_team_lastname', 'field_5b2181820506c'), (14904, 1524, 'team_signature', '1523'), (14905, 1524, '_team_signature', 'field_5b8fdef0d30eb'), (14906, 1525, '_wp_attached_file', '2018/09/Ali-4.png'), (14907, 1525, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Ali-4.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Ali-4-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14908, 1526, 'team_position', 'Marketing & Strategy Coordinator'), (14909, 1526, '_team_position', 'field_5b2181360506b'), (14910, 1526, 'team_lastname', 'Arduini'), (14911, 1526, '_team_lastname', 'field_5b2181820506c'), (14912, 1526, 'team_signature', '1525'), (14913, 1526, '_team_signature', 'field_5b8fdef0d30eb'), (14914, 1527, '_wp_attached_file', '2018/09/Todd-2.png'), (14915, 1527, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Todd-2.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Todd-2-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14916, 1528, 'team_position', 'Partner'), (14917, 1528, '_team_position', 'field_5b2181360506b'), (14918, 1528, 'team_lastname', 'Maute'), (14919, 1528, '_team_lastname', 'field_5b2181820506c'), (14920, 1528, 'team_signature', '1527'), (14921, 1528, '_team_signature', 'field_5b8fdef0d30eb'), (14922, 1529, '_wp_attached_file', '2018/09/Todd-3.png'), (14923, 1529, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Todd-3.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Todd-3-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14924, 1530, 'team_position', 'Partner'), (14925, 1530, '_team_position', 'field_5b2181360506b'), (14926, 1530, 'team_lastname', 'Maute'), (14927, 1530, '_team_lastname', 'field_5b2181820506c'), (14928, 1530, 'team_signature', '1529'), (14929, 1530, '_team_signature', 'field_5b8fdef0d30eb'), (14930, 1531, '_wp_attached_file', '2018/09/Vannett.png'), (14931, 1531, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/09/Vannett.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Vannett-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14932, 1532, 'team_position', 'Strategist'), (14933, 1532, '_team_position', 'field_5b2181360506b'), (14934, 1532, 'team_lastname', 'Li'), (14935, 1532, '_team_lastname', 'field_5b2181820506c'), (14936, 1532, 'team_signature', '1531'), (14937, 1532, '_team_signature', 'field_5b8fdef0d30eb'), (14938, 1533, '_edit_lock', '1538075639:2'), (14939, 1533, '_edit_last', '2'), (14940, 1534, '_wp_attached_file', '2018/09/Sam.png'), (14941, 1534, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:15:\"2018/09/Sam.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"Sam-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14942, 1535, '_wp_attached_file', '2018/09/headshots__0052_Samantha.jpg'), (14943, 1535, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:36:\"2018/09/headshots__0052_Samantha.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"headshots__0052_Samantha-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14944, 1533, '_thumbnail_id', '1535'), (14945, 1536, 'team_position', 'Designer'), (14946, 1536, '_team_position', 'field_5b2181360506b'), (14947, 1536, 'team_lastname', 'Summer'), (14948, 1536, '_team_lastname', 'field_5b2181820506c'), (14949, 1536, 'team_signature', '1534'), (14950, 1536, '_team_signature', 'field_5b8fdef0d30eb'), (14951, 1533, 'team_position', 'Junior Designer'), (14952, 1533, '_team_position', 'field_5b2181360506b'), (14953, 1533, 'team_lastname', 'Morreale'), (14954, 1533, '_team_lastname', 'field_5b2181820506c'), (14955, 1533, 'team_signature', '1534'), (14956, 1533, '_team_signature', 'field_5b8fdef0d30eb'), (14957, 1537, 'thinking_hero_type', 'image'), (14958, 1537, '_thinking_hero_type', 'field_5b49f1bbea434'), (14959, 1537, 'thinking_hero_image', '1185'), (14960, 1537, '_thinking_hero_image', 'field_5b27ece0d75c4'), (14961, 1538, 'thinking_hero_type', 'image'), (14962, 1538, '_thinking_hero_type', 'field_5b49f1bbea434'), (14963, 1538, 'thinking_hero_image', '1185'), (14964, 1538, '_thinking_hero_image', 'field_5b27ece0d75c4'), (14965, 1566, '_wp_attached_file', '2018/09/5562868745_24a62065dc_z-632x4201.jpg'), (14966, 1566, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:420;s:4:\"file\";s:44:\"2018/09/5562868745_24a62065dc_z-632x4201.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:44:\"5562868745_24a62065dc_z-632x4201-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14967, 1539, '_thumbnail_id', '1566'), (14968, 1568, '_wp_attached_file', '2018/09/walmart.jpg'), (14969, 1568, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:420;s:4:\"file\";s:19:\"2018/09/walmart.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"walmart-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14970, 1540, '_thumbnail_id', '1568'), (14971, 1570, '_wp_attached_file', '2018/09/6a00e0097e4e6888330168e7a4f81c970c-800wi-copy.jpg'), (14972, 1570, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:630;s:6:\"height\";i:418;s:4:\"file\";s:57:\"2018/09/6a00e0097e4e6888330168e7a4f81c970c-800wi-copy.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:57:\"6a00e0097e4e6888330168e7a4f81c970c-800wi-copy-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14973, 1541, '_thumbnail_id', '1570'), (14974, 1573, '_wp_attached_file', '2018/09/tweens.jpg'), (14975, 1573, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:420;s:4:\"file\";s:18:\"2018/09/tweens.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"tweens-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14976, 1542, '_thumbnail_id', '1573'), (14977, 1576, '_wp_attached_file', '2018/09/1673317739_a5a9b04518.jpg'), (14978, 1576, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:333;s:4:\"file\";s:33:\"2018/09/1673317739_a5a9b04518.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"1673317739_a5a9b04518-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14979, 1543, '_thumbnail_id', '1576'), (14980, 1580, '_wp_attached_file', '2018/09/Rick_presentation.jpg'), (14981, 1580, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:765;s:4:\"file\";s:29:\"2018/09/Rick_presentation.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Rick_presentation-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Rick_presentation-768x746.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:746;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Rick_presentation-768x765.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:765;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14982, 1544, '_thumbnail_id', '1580'), (14983, 1584, '_wp_attached_file', '2018/09/u-by-kotex.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (14984, 1584, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:375;s:4:\"file\";s:22:\"2018/09/u-by-kotex.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"u-by-kotex-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14985, 1545, '_thumbnail_id', '1584'), (14986, 1586, '_wp_attached_file', '2018/09/e00a2__MM79607.jpg'), (14987, 1586, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:441;s:4:\"file\";s:26:\"2018/09/e00a2__MM79607.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"e00a2__MM79607-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (14988, 1546, '_thumbnail_id', '1586'), (14989, 1589, '_wp_attached_file', '2018/09/My-Plate.jpeg'), (14990, 1589, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:848;s:6:\"height\";i:479;s:4:\"file\";s:21:\"2018/09/My-Plate.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"My-Plate-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:21:\"My-Plate-768x434.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:434;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:21:\"My-Plate-768x479.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:479;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14991, 1547, '_thumbnail_id', '1589'), (14992, 1592, '_wp_attached_file', '2018/09/DUANEREADE13_water.jpg'), (14993, 1592, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:399;s:4:\"file\";s:30:\"2018/09/DUANEREADE13_water.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"DUANEREADE13_water-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"DUANEREADE13_water-768x385.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:385;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"DUANEREADE13_water-768x399.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:399;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:10:\"NIKON D300\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1283390171\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:4:\"0.01\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14994, 1548, '_thumbnail_id', '1592'), (14995, 1596, '_wp_attached_file', '2018/09/Twitter_2_CBX.jpg'), (14996, 1596, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:620;s:6:\"height\";i:258;s:4:\"file\";s:25:\"2018/09/Twitter_2_CBX.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"Twitter_2_CBX-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (14997, 1549, '_thumbnail_id', '1596'), (14998, 1598, '_wp_attached_file', '2018/09/FeaturedImage.jpeg'), (14999, 1598, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:446;s:6:\"height\";i:282;s:4:\"file\";s:26:\"2018/09/FeaturedImage.jpeg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"FeaturedImage-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15000, 1550, '_thumbnail_id', '1598'), (15001, 1600, '_wp_attached_file', '2018/09/joh.jpg'), (15002, 1600, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:150;s:4:\"file\";s:15:\"2018/09/joh.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"joh-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15003, 1551, '_thumbnail_id', '1600'), (15004, 1601, '_wp_attached_file', '2018/09/3eia9-dior_logo.gif'), (15005, 1601, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:538;s:6:\"height\";i:538;s:4:\"file\";s:27:\"2018/09/3eia9-dior_logo.gif\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"3eia9-dior_logo-150x150.gif\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/gif\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15006, 1552, '_thumbnail_id', '1601'), (15007, 1604, '_wp_attached_file', '2018/09/SAKS1_jewelry11.jpg'), (15008, 1604, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:430;s:4:\"file\";s:27:\"2018/09/SAKS1_jewelry11.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"SAKS1_jewelry11-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"SAKS1_jewelry11-768x415.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:415;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"SAKS1_jewelry11-768x430.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:430;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1312374792\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"19\";s:3:\"iso\";s:3:\"640\";s:13:\"shutter_speed\";s:17:\"0.016666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15009, 1553, '_thumbnail_id', '1604'), (15010, 1620, '_wp_attached_file', '2018/09/4176075327_ce1271fd17_o.jpeg'), (15011, 1620, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:848;s:6:\"height\";i:461;s:4:\"file\";s:36:\"2018/09/4176075327_ce1271fd17_o.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"4176075327_ce1271fd17_o-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:36:\"4176075327_ce1271fd17_o-768x418.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:418;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:36:\"4176075327_ce1271fd17_o-768x461.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:461;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"1.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:13:\"Canon EOS 40D\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1260440455\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:4:\"1600\";s:13:\"shutter_speed\";s:4:\"0.02\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15012, 1554, '_thumbnail_id', '1620'), (15013, 1635, '_wp_attached_file', '2018/09/RE_UZ_logo2-1.jpg'), (15014, 1635, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:848;s:6:\"height\";i:477;s:4:\"file\";s:25:\"2018/09/RE_UZ_logo2-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"RE_UZ_logo2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:25:\"RE_UZ_logo2-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:25:\"RE_UZ_logo2-1-768x477.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:477;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:5:\"Print\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15015, 1555, '_thumbnail_id', '1635'), (15016, 1650, '_wp_attached_file', '2018/09/jg_method_waterfall.jpg'), (15017, 1650, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:825;s:6:\"height\";i:825;s:4:\"file\";s:31:\"2018/09/jg_method_waterfall.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"jg_method_waterfall-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"jg_method_waterfall-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"jg_method_waterfall-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15018, 1556, '_thumbnail_id', '1650'), (15019, 1675, '_wp_attached_file', '2018/09/SAKS5_denim.jpg'), (15020, 1675, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:506;s:4:\"file\";s:23:\"2018/09/SAKS5_denim.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"SAKS5_denim-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:23:\"SAKS5_denim-768x488.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:488;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:23:\"SAKS5_denim-768x506.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:506;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1312368948\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"26\";s:3:\"iso\";s:3:\"640\";s:13:\"shutter_speed\";s:17:\"0.076923076923077\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15021, 1557, '_thumbnail_id', '1675'), (15022, 1691, '_wp_attached_file', '2018/09/4352914630_6bc0702ccd.jpg'), (15023, 1691, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:305;s:4:\"file\";s:33:\"2018/09/4352914630_6bc0702ccd.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"4352914630_6bc0702ccd-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15024, 1558, '_thumbnail_id', '1691'), (15025, 1693, '_wp_attached_file', '2018/09/starbucks-logo.jpg'), (15026, 1693, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:400;s:6:\"height\";i:400;s:4:\"file\";s:26:\"2018/09/starbucks-logo.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"starbucks-logo-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15027, 1559, '_thumbnail_id', '1693'), (15028, 1697, '_wp_attached_file', '2018/09/USPS_pop_up_store_sm.jpg'), (15029, 1697, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:750;s:6:\"height\";i:486;s:4:\"file\";s:32:\"2018/09/USPS_pop_up_store_sm.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"USPS_pop_up_store_sm-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15030, 1560, '_thumbnail_id', '1697'), (15031, 1699, '_wp_attached_file', '2018/09/Logos-Comp-Democrat-GOP-TeapartyB.jpg'), (15032, 1699, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:846;s:6:\"height\";i:421;s:4:\"file\";s:45:\"2018/09/Logos-Comp-Democrat-GOP-TeapartyB.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:45:\"Logos-Comp-Democrat-GOP-TeapartyB-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:45:\"Logos-Comp-Democrat-GOP-TeapartyB-768x382.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:382;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:45:\"Logos-Comp-Democrat-GOP-TeapartyB-768x421.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:421;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15033, 1561, '_thumbnail_id', '1699'), (15034, 1712, '_wp_attached_file', '2018/09/BP-petrol-station-in-King-001.jpg'), (15035, 1712, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:460;s:6:\"height\";i:276;s:4:\"file\";s:41:\"2018/09/BP-petrol-station-in-King-001.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:41:\"BP-petrol-station-in-King-001-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15036, 1562, '_thumbnail_id', '1712'), (15037, 1715, '_wp_attached_file', '2018/09/400px-US_Nutritional_Fact_Label_2.svg_.png'), (15038, 1715, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:400;s:6:\"height\";i:393;s:4:\"file\";s:50:\"2018/09/400px-US_Nutritional_Fact_Label_2.svg_.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:50:\"400px-US_Nutritional_Fact_Label_2.svg_-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15039, 1563, '_thumbnail_id', '1715'), (15040, 1717, '_wp_attached_file', '2018/09/7349da4446bf5f9889f8d31de5fc8b4f.jpg'), (15041, 1717, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:400;s:6:\"height\";i:400;s:4:\"file\";s:44:\"2018/09/7349da4446bf5f9889f8d31de5fc8b4f.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:44:\"7349da4446bf5f9889f8d31de5fc8b4f-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15042, 1564, '_thumbnail_id', '1717'), (15043, 1719, '_wp_attached_file', '2018/09/danica-patrick.jpg'), (15044, 1719, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:565;s:6:\"height\";i:265;s:4:\"file\";s:26:\"2018/09/danica-patrick.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"danica-patrick-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15045, 1565, '_thumbnail_id', '1719'), (15046, 1721, '_wp_attached_file', '2018/09/golf-branding.jpg'), (15047, 1721, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:620;s:6:\"height\";i:646;s:4:\"file\";s:25:\"2018/09/golf-branding.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"golf-branding-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15048, 1567, '_thumbnail_id', '1721'), (15049, 1722, '_wp_attached_file', '2018/09/medicinessansfrontiers.jpg'), (15050, 1722, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:620;s:6:\"height\";i:344;s:4:\"file\";s:34:\"2018/09/medicinessansfrontiers.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"medicinessansfrontiers-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15051, 1569, '_thumbnail_id', '1722'), (15052, 1725, '_wp_attached_file', '2018/09/sustain.jpg'), (15053, 1725, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:595;s:6:\"height\";i:396;s:4:\"file\";s:19:\"2018/09/sustain.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"sustain-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"5\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:13:\"Canon EOS 40D\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1221044285\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"300\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15054, 1571, '_thumbnail_id', '1725'), (15055, 1728, '_wp_attached_file', '2018/09/iStock_teens_texting.jpg'), (15056, 1728, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1600;s:6:\"height\";i:1066;s:4:\"file\";s:32:\"2018/09/iStock_teens_texting.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"iStock_teens_texting-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"iStock_teens_texting-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"iStock_teens_texting-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15057, 1572, '_thumbnail_id', '1728'), (15058, 1749, '_wp_attached_file', '2018/09/PG_brands2.jpg'), (15059, 1749, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1417;s:6:\"height\";i:562;s:4:\"file\";s:22:\"2018/09/PG_brands2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"PG_brands2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"PG_brands2-768x305.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:305;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:22:\"PG_brands2-768x562.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:562;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15060, 1574, '_thumbnail_id', '1749'), (15061, 1762, '_wp_attached_file', '2018/09/kimberly_clark_logo-700x7001.jpg'), (15062, 1762, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:700;s:6:\"height\";i:700;s:4:\"file\";s:40:\"2018/09/kimberly_clark_logo-700x7001.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"kimberly_clark_logo-700x7001-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15063, 1575, '_thumbnail_id', '1762'), (15064, 1766, '_wp_attached_file', '2018/09/brands3.jpg'), (15065, 1766, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:760;s:6:\"height\";i:260;s:4:\"file\";s:19:\"2018/09/brands3.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"brands3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15066, 1577, '_thumbnail_id', '1766'), (15067, 1768, '_wp_attached_file', '2018/09/217_gdusa-logo-e1297702494434.jpg'), (15068, 1768, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:417;s:6:\"height\";i:414;s:4:\"file\";s:41:\"2018/09/217_gdusa-logo-e1297702494434.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:41:\"217_gdusa-logo-e1297702494434-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15069, 1578, '_thumbnail_id', '1768'), (15070, 1773, '_wp_attached_file', '2018/09/Dominick_presentation.jpg'), (15071, 1773, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:765;s:4:\"file\";s:33:\"2018/09/Dominick_presentation.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"Dominick_presentation-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"Dominick_presentation-768x746.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:746;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"Dominick_presentation-768x765.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:765;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15072, 1579, '_thumbnail_id', '1773'), (15073, 1795, '_wp_attached_file', '2018/09/froyo2.jpg'), (15074, 1795, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:539;s:4:\"file\";s:18:\"2018/09/froyo2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"froyo2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"6.3\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1324252800\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"31\";s:3:\"iso\";s:4:\"1250\";s:13:\"shutter_speed\";s:6:\"0.0125\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15075, 1581, '_thumbnail_id', '1795'), (15076, 1797, '_wp_attached_file', '2018/09/JanKotex.jpg'), (15077, 1797, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:825;s:6:\"height\";i:453;s:4:\"file\";s:20:\"2018/09/JanKotex.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"JanKotex-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"JanKotex-768x422.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:422;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"JanKotex-768x453.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:453;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15078, 1582, '_thumbnail_id', '1797'), (15079, 1809, '_wp_attached_file', '2018/09/HistoryChannelLogo.gif'), (15080, 1809, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:504;s:6:\"height\";i:269;s:4:\"file\";s:30:\"2018/09/HistoryChannelLogo.gif\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"HistoryChannelLogo-150x150.gif\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/gif\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15081, 1583, '_thumbnail_id', '1809'), (15082, 1812, '_wp_attached_file', '2018/09/limited-edition-kotex-pic1.jpg'), (15083, 1812, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:652;s:6:\"height\";i:367;s:4:\"file\";s:38:\"2018/09/limited-edition-kotex-pic1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"limited-edition-kotex-pic1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15084, 1585, '_thumbnail_id', '1812'), (15085, 1814, '_wp_attached_file', '2018/09/217_gdusa-logo-e1297702494434-1.jpg'), (15086, 1814, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:417;s:6:\"height\";i:414;s:4:\"file\";s:43:\"2018/09/217_gdusa-logo-e1297702494434-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:43:\"217_gdusa-logo-e1297702494434-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15087, 1587, '_thumbnail_id', '1814'), (15088, 1818, '_wp_attached_file', '2018/09/MILOS1_single.jpg'), (15089, 1818, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:520;s:4:\"file\";s:25:\"2018/09/MILOS1_single.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"MILOS1_single-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:25:\"MILOS1_single-768x502.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:502;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:25:\"MILOS1_single-768x520.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:520;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"5\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1344357147\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"100\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:5:\"0.005\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15090, 1588, '_thumbnail_id', '1818'), (15091, 1832, '_wp_attached_file', '2018/09/Pentawards2011.jpg'), (15092, 1832, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:313;s:4:\"file\";s:26:\"2018/09/Pentawards2011.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"Pentawards2011-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15093, 1590, '_thumbnail_id', '1832'), (15094, 1834, '_wp_attached_file', '2018/09/limited-edition-kotex-pic1-1.jpg'), (15095, 1834, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:652;s:6:\"height\";i:367;s:4:\"file\";s:40:\"2018/09/limited-edition-kotex-pic1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"limited-edition-kotex-pic1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15096, 1591, '_thumbnail_id', '1834'), (15097, 1836, '_wp_attached_file', '2018/09/AG-K-N-8854_53_lg_1.jpg'), (15098, 1836, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:400;s:4:\"file\";s:31:\"2018/09/AG-K-N-8854_53_lg_1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"AG-K-N-8854_53_lg_1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15099, 1593, '_thumbnail_id', '1836'), (15100, 1839, '_wp_attached_file', '2018/09/pl-buyer-awards.jpg'), (15101, 1839, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:396;s:4:\"file\";s:27:\"2018/09/pl-buyer-awards.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"pl-buyer-awards-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15102, 1594, '_thumbnail_id', '1839'), (15103, 1841, '_wp_attached_file', '2018/09/FreeVector-Kimberly-Clark.jpg'), (15104, 1841, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1024;s:6:\"height\";i:724;s:4:\"file\";s:37:\"2018/09/FreeVector-Kimberly-Clark.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"FreeVector-Kimberly-Clark-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:37:\"FreeVector-Kimberly-Clark-768x543.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:543;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:37:\"FreeVector-Kimberly-Clark-768x724.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:724;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:5:\"Print\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15105, 1595, '_thumbnail_id', '1841'), (15106, 1859, '_wp_attached_file', '2018/09/DUANEREADE9_brewyork1.jpg'), (15107, 1859, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:545;s:4:\"file\";s:33:\"2018/09/DUANEREADE9_brewyork1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"DUANEREADE9_brewyork1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"DUANEREADE9_brewyork1-768x526.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:526;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"DUANEREADE9_brewyork1-768x545.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:545;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1289390740\";s:9:\"copyright\";s:23:\"©2010 Blandon Belushin\";s:12:\"focal_length\";s:2:\"28\";s:3:\"iso\";s:4:\"1000\";s:13:\"shutter_speed\";s:5:\"0.025\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15108, 1597, '_thumbnail_id', '1859'), (15109, 1873, '_wp_attached_file', '2018/09/Logo_OxxoGAS.png'), (15110, 1873, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1260;s:6:\"height\";i:640;s:4:\"file\";s:24:\"2018/09/Logo_OxxoGAS.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"Logo_OxxoGAS-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:24:\"Logo_OxxoGAS-768x390.png\";s:5:\"width\";i:768;s:6:\"height\";i:390;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:24:\"Logo_OxxoGAS-768x640.png\";s:5:\"width\";i:768;s:6:\"height\";i:640;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15111, 1599, '_thumbnail_id', '1873'), (15112, 1883, '_wp_attached_file', '2018/09/SHINSEGAE_feature5.jpg'), (15113, 1883, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1135;s:6:\"height\";i:500;s:4:\"file\";s:30:\"2018/09/SHINSEGAE_feature5.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"SHINSEGAE_feature5-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"SHINSEGAE_feature5-768x338.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:338;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"SHINSEGAE_feature5-768x500.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:500;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"4.5\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1293408000\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"16\";s:3:\"iso\";s:3:\"800\";s:13:\"shutter_speed\";s:18:\"0.0013333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15114, 1602, '_thumbnail_id', '1883'), (15115, 1895, '_wp_attached_file', '2018/09/DR_bag_logo.jpg'), (15116, 1895, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:425;s:6:\"height\";i:500;s:4:\"file\";s:23:\"2018/09/DR_bag_logo.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"DR_bag_logo-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:21:\"YCYDBusinessCard_7_16\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15117, 1603, '_thumbnail_id', '1896'), (15118, 1896, '_wp_attached_file', '2018/09/DR_bag_logo-1.jpg'), (15119, 1896, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:425;s:6:\"height\";i:500;s:4:\"file\";s:25:\"2018/09/DR_bag_logo-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"DR_bag_logo-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:21:\"YCYDBusinessCard_7_16\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15120, 1897, '_wp_attached_file', '2018/09/LIFESTYLES3_mainline.jpg'), (15121, 1897, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:532;s:4:\"file\";s:32:\"2018/09/LIFESTYLES3_mainline.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"LIFESTYLES3_mainline-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"LIFESTYLES3_mainline-768x513.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:513;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"LIFESTYLES3_mainline-768x532.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:532;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1344254691\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15122, 1605, '_thumbnail_id', '1899'), (15123, 1899, '_wp_attached_file', '2018/09/LIFESTYLES3_mainline.jpg'), (15124, 1901, '_wp_attached_file', '2018/09/T1.jpg'), (15125, 1901, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:317;s:6:\"height\";i:400;s:4:\"file\";s:14:\"2018/09/T1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"T1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15126, 1606, '_thumbnail_id', '1917'), (15127, 1907, '_wp_attached_file', '2018/09/Brooks-External.jpg'), (15128, 1899, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:532;s:4:\"file\";s:32:\"2018/09/LIFESTYLES3_mainline.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"LIFESTYLES3_mainline-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"LIFESTYLES3_mainline-768x513.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:513;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"LIFESTYLES3_mainline-768x532.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:532;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1344254691\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15129, 1917, '_wp_attached_file', '2018/09/T1-1.jpg'), (15130, 1917, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:317;s:6:\"height\";i:400;s:4:\"file\";s:16:\"2018/09/T1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"T1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15131, 1907, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2720;s:6:\"height\";i:2040;s:4:\"file\";s:27:\"2018/09/Brooks-External.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"Brooks-External-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"Brooks-External-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"Brooks-External-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"Brooks-External-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15132, 1607, '_thumbnail_id', '1907'), (15133, 1921, '_wp_attached_file', '2018/09/DUANEREADE11_delishonwhite.jpg'), (15134, 1921, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:488;s:4:\"file\";s:38:\"2018/09/DUANEREADE11_delishonwhite.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"DUANEREADE11_delishonwhite-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:38:\"DUANEREADE11_delishonwhite-768x471.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:471;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:38:\"DUANEREADE11_delishonwhite-768x488.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:488;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1343997147\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.005\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15135, 1608, '_thumbnail_id', '1921'), (15136, 1923, '_wp_attached_file', '2018/09/Brooks-External-1.jpg'), (15137, 1925, '_wp_attached_file', '2018/09/nov2010_12.jpg'), (15138, 1925, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:875;s:6:\"height\";i:242;s:4:\"file\";s:22:\"2018/09/nov2010_12.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"nov2010_12-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"nov2010_12-768x212.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:212;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:22:\"nov2010_12-768x242.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:242;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15139, 1609, '_thumbnail_id', '1925'), (15140, 1927, '_wp_attached_file', '2018/09/0011.jpg'), (15141, 1927, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:825;s:6:\"height\";i:422;s:4:\"file\";s:16:\"2018/09/0011.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"0011-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:16:\"0011-768x393.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:393;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:16:\"0011-768x422.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:422;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (15142, 1610, '_thumbnail_id', '1927'), (15143, 1931, '_wp_attached_file', '2018/09/DUANEREADE14_skyline.jpg'), (15144, 1931, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:437;s:4:\"file\";s:32:\"2018/09/DUANEREADE14_skyline.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"DUANEREADE14_skyline-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"DUANEREADE14_skyline-768x422.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:422;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"DUANEREADE14_skyline-768x437.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:437;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1344513211\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:6:\"0.0025\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15145, 1611, '_thumbnail_id', '1931'), (15146, 1934, '_wp_attached_file', '2018/09/pentawards_reminder.jpg'), (15147, 1934, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:499;s:6:\"height\";i:450;s:4:\"file\";s:31:\"2018/09/pentawards_reminder.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"pentawards_reminder-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15148, 1612, '_thumbnail_id', '1934'), (15149, 1936, '_wp_attached_file', '2018/09/UBK5_atshelf.jpg'), (15150, 1936, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:492;s:4:\"file\";s:24:\"2018/09/UBK5_atshelf.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"UBK5_atshelf-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:24:\"UBK5_atshelf-768x475.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:475;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:24:\"UBK5_atshelf-768x492.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:492;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"4.5\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1344418482\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"35\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:17:\"0.033333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15151, 1613, '_thumbnail_id', '1936'), (15152, 1940, '_wp_attached_file', '2018/09/DUANEREADE14_skyline-1.jpg'), (15153, 1940, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:437;s:4:\"file\";s:34:\"2018/09/DUANEREADE14_skyline-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"DUANEREADE14_skyline-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:34:\"DUANEREADE14_skyline-1-768x422.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:422;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:34:\"DUANEREADE14_skyline-1-768x437.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:437;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1344513211\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:6:\"0.0025\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15154, 1614, '_thumbnail_id', '1940'), (15155, 1943, '_wp_attached_file', '2018/09/landing-fs.jpg'), (15156, 1943, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:434;s:6:\"height\";i:228;s:4:\"file\";s:22:\"2018/09/landing-fs.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"landing-fs-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15157, 1615, '_thumbnail_id', '1943'), (15158, 1945, '_wp_attached_file', '2018/09/ea32f_saks-fifth-avenue-590072810.jpeg'), (15159, 1945, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:590;s:6:\"height\";i:393;s:4:\"file\";s:46:\"2018/09/ea32f_saks-fifth-avenue-590072810.jpeg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:46:\"ea32f_saks-fifth-avenue-590072810-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15160, 1616, '_thumbnail_id', '1945'), (15161, 1947, '_wp_attached_file', '2018/09/u-by-kotex-1.jpg'), (15162, 1947, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:375;s:4:\"file\";s:24:\"2018/09/u-by-kotex-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"u-by-kotex-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15163, 1617, '_thumbnail_id', '1947'), (15164, 1950, '_wp_attached_file', '2018/09/DUANEREADE15_drbrand.jpg'), (15165, 1950, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:515;s:4:\"file\";s:32:\"2018/09/DUANEREADE15_drbrand.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"DUANEREADE15_drbrand-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"DUANEREADE15_drbrand-768x497.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:497;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"DUANEREADE15_drbrand-768x515.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:515;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"9\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1347020841\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15166, 1618, '_thumbnail_id', '1950'), (15167, 1952, '_wp_attached_file', '2018/09/vmsd_logo.jpg'), (15168, 1952, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:223;s:4:\"file\";s:21:\"2018/09/vmsd_logo.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"vmsd_logo-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15169, 1619, '_thumbnail_id', '1952'), (15170, 1955, '_wp_attached_file', '2018/09/DUANEREADE12_delish.jpg'), (15171, 1955, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:491;s:4:\"file\";s:31:\"2018/09/DUANEREADE12_delish.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"DUANEREADE12_delish-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"DUANEREADE12_delish-768x474.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:474;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"DUANEREADE12_delish-768x491.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:491;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1344438160\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:7:\"0.00625\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15172, 1621, '_thumbnail_id', '1955'), (15173, 1961, '_wp_attached_file', '2018/09/Brooks-External-2.jpg'), (15174, 1961, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2720;s:6:\"height\";i:2040;s:4:\"file\";s:29:\"2018/09/Brooks-External-2.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Brooks-External-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Brooks-External-2-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Brooks-External-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Brooks-External-2-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15175, 1622, '_thumbnail_id', '1961'), (15176, 1971, '_wp_attached_file', '2018/09/SHINSEGAE2_womens1.jpg'), (15177, 1971, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:507;s:4:\"file\";s:30:\"2018/09/SHINSEGAE2_womens1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"SHINSEGAE2_womens1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"SHINSEGAE2_womens1-768x489.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:489;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"SHINSEGAE2_womens1-768x507.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:507;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1293408000\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"18\";s:3:\"iso\";s:3:\"800\";s:13:\"shutter_speed\";s:17:\"0.011111111111111\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15178, 1623, '_thumbnail_id', '1971'), (15179, 1976, '_wp_attached_file', '2018/09/Brooks-External-3.jpg'), (15180, 1976, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2720;s:6:\"height\";i:2040;s:4:\"file\";s:29:\"2018/09/Brooks-External-3.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Brooks-External-3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Brooks-External-3-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Brooks-External-3-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Brooks-External-3-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15181, 1624, '_thumbnail_id', '1976'), (15182, 1986, '_wp_attached_file', '2018/09/SNAPPLE2_threeteas.jpg'), (15183, 1986, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:544;s:4:\"file\";s:30:\"2018/09/SNAPPLE2_threeteas.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"SNAPPLE2_threeteas-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"SNAPPLE2_threeteas-768x525.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:525;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"SNAPPLE2_threeteas-768x544.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:544;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1342111592\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"100\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:4:\"0.01\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15184, 1626, '_thumbnail_id', '1986'), (15185, 1989, '_wp_attached_file', '2018/09/960b83c436e34f5ea4a1e5c7e6d5191e.jpg'), (15186, 1989, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:575;s:6:\"height\";i:387;s:4:\"file\";s:44:\"2018/09/960b83c436e34f5ea4a1e5c7e6d5191e.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:44:\"960b83c436e34f5ea4a1e5c7e6d5191e-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15187, 1627, '_thumbnail_id', '1989'), (15188, 1991, '_wp_attached_file', '2018/09/Freson_Bros_Logo.jpg'), (15189, 1991, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:663;s:6:\"height\";i:420;s:4:\"file\";s:28:\"2018/09/Freson_Bros_Logo.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"Freson_Bros_Logo-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15190, 1628, '_thumbnail_id', '1991'), (15191, 1993, '_wp_attached_file', '2018/09/AandP_Grocery_NY_LOGO.jpg'), (15192, 1993, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:350;s:4:\"file\";s:33:\"2018/09/AandP_Grocery_NY_LOGO.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"AandP_Grocery_NY_LOGO-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15193, 1629, '_thumbnail_id', '1993'), (15194, 1995, '_wp_attached_file', '2018/09/streamlight-wins-award.jpg'), (15195, 1995, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:250;s:4:\"file\";s:34:\"2018/09/streamlight-wins-award.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"streamlight-wins-award-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15196, 1630, '_thumbnail_id', '1995'), (15197, 1997, '_wp_attached_file', '2018/09/American_Cancer_Society_Logo2.jpg'), (15198, 1997, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:425;s:6:\"height\";i:286;s:4:\"file\";s:41:\"2018/09/American_Cancer_Society_Logo2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:41:\"American_Cancer_Society_Logo2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15199, 1632, '_thumbnail_id', '1997'), (15200, 1999, '_wp_attached_file', '2018/09/Lifestyles_X2.jpg'), (15201, 1999, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:850;s:6:\"height\";i:425;s:4:\"file\";s:25:\"2018/09/Lifestyles_X2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"Lifestyles_X2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:25:\"Lifestyles_X2-768x384.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:384;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:25:\"Lifestyles_X2-768x425.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:425;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15202, 1633, '_thumbnail_id', '1999'), (15203, 2001, '_wp_attached_file', '2018/09/delmonte-r2e.jpg'), (15204, 2001, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:262;s:4:\"file\";s:24:\"2018/09/delmonte-r2e.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"delmonte-r2e-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15205, 1637, '_thumbnail_id', '2001'), (15206, 2003, '_wp_attached_file', '2018/09/217_gdusa-logo-e1297702494434-2.jpg'), (15207, 2003, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:417;s:6:\"height\";i:414;s:4:\"file\";s:43:\"2018/09/217_gdusa-logo-e1297702494434-2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:43:\"217_gdusa-logo-e1297702494434-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15208, 1639, '_thumbnail_id', '2003'), (15209, 2005, '_wp_attached_file', '2018/09/joy-of-cooking.jpg'), (15210, 2005, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:540;s:6:\"height\";i:177;s:4:\"file\";s:26:\"2018/09/joy-of-cooking.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"joy-of-cooking-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15211, 1640, '_thumbnail_id', '2005'), (15212, 2006, '_wp_attached_file', '2018/09/petro-canada-1-470x309.jpg'), (15213, 2006, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:470;s:6:\"height\";i:309;s:4:\"file\";s:34:\"2018/09/petro-canada-1-470x309.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"petro-canada-1-470x309-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15214, 1641, '_thumbnail_id', '2006'), (15215, 2008, '_wp_attached_file', '2018/09/testgroup1-v3.jpg'), (15216, 2008, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:399;s:6:\"height\";i:276;s:4:\"file\";s:25:\"2018/09/testgroup1-v3.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"testgroup1-v3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15217, 1642, '_thumbnail_id', '2008'), (15218, 2010, '_wp_attached_file', '2018/09/reynolds-foil.jpg'), (15219, 2010, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1200;s:6:\"height\";i:800;s:4:\"file\";s:25:\"2018/09/reynolds-foil.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"reynolds-foil-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:25:\"reynolds-foil-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:25:\"reynolds-foil-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15220, 1643, '_thumbnail_id', '2010'), (15221, 2013, '_wp_attached_file', '2018/09/Aloha-logo_lg_8.jpg'), (15222, 2013, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:400;s:4:\"file\";s:27:\"2018/09/Aloha-logo_lg_8.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"Aloha-logo_lg_8-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15223, 1644, '_thumbnail_id', '2013'), (15224, 2015, '_wp_attached_file', '2018/09/petrochina_logo.jpg'), (15225, 2015, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:385;s:6:\"height\";i:410;s:4:\"file\";s:27:\"2018/09/petrochina_logo.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"petrochina_logo-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15226, 1645, '_thumbnail_id', '2015'), (15227, 2016, '_wp_attached_file', '2018/09/Poland-PKN-Orlen-Enters-to-Wind-Energy-Market-22.jpg'), (15228, 2016, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:598;s:6:\"height\";i:360;s:4:\"file\";s:60:\"2018/09/Poland-PKN-Orlen-Enters-to-Wind-Energy-Market-22.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:60:\"Poland-PKN-Orlen-Enters-to-Wind-Energy-Market-22-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:4:\"user\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1323863757\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15229, 1646, '_thumbnail_id', '2016'), (15230, 2018, '_wp_attached_file', '2018/09/ecuador-gas-prices-primax.jpg'), (15231, 2018, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:720;s:6:\"height\";i:540;s:4:\"file\";s:37:\"2018/09/ecuador-gas-prices-primax.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"ecuador-gas-prices-primax-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15232, 1647, '_thumbnail_id', '2018'), (15233, 2021, '_wp_attached_file', '2018/09/TOPAZ2_canopy.jpg'), (15234, 2021, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:521;s:4:\"file\";s:25:\"2018/09/TOPAZ2_canopy.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"TOPAZ2_canopy-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:25:\"TOPAZ2_canopy-768x503.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:503;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:25:\"TOPAZ2_canopy-768x521.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:521;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"11\";s:6:\"credit\";s:13:\"Peter Moloney\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1204053989\";s:9:\"copyright\";s:22:\"© PM Photography 2008\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:3:\"0.8\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15235, 1648, '_thumbnail_id', '2021'), (15236, 2024, '_wp_attached_file', '2018/09/AsstTapas-1-copy.jpg'), (15237, 2024, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:28:\"2018/09/AsstTapas-1-copy.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"AsstTapas-1-copy-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15238, 1649, '_thumbnail_id', '2024'), (15239, 2026, '_wp_attached_file', '2018/09/DUANEREADE9_brewyork1-632x420.jpg'), (15240, 2026, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:420;s:4:\"file\";s:41:\"2018/09/DUANEREADE9_brewyork1-632x420.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:41:\"DUANEREADE9_brewyork1-632x420-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15241, 1651, '_thumbnail_id', '2026'), (15242, 2029, '_wp_attached_file', '2018/09/BP1012_PlasticSurgery_Img1_I.jpg'), (15243, 2029, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:506;s:6:\"height\";i:450;s:4:\"file\";s:40:\"2018/09/BP1012_PlasticSurgery_Img1_I.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"BP1012_PlasticSurgery_Img1_I-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15244, 1652, '_thumbnail_id', '2029'), (15245, 2031, '_wp_attached_file', '2018/09/ADFLOW-Digital-Signage-rolls-out-across-600-Wawa-stores-_2.jpg'), (15246, 2031, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:634;s:6:\"height\";i:475;s:4:\"file\";s:70:\"2018/09/ADFLOW-Digital-Signage-rolls-out-across-600-Wawa-stores-_2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:70:\"ADFLOW-Digital-Signage-rolls-out-across-600-Wawa-stores-_2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15247, 1653, '_thumbnail_id', '2031'), (15248, 2033, '_wp_attached_file', '2018/09/PHILADELPHIA-CREAM-CHEESE-large570.jpg'), (15249, 2033, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:381;s:6:\"height\";i:205;s:4:\"file\";s:46:\"2018/09/PHILADELPHIA-CREAM-CHEESE-large570.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:46:\"PHILADELPHIA-CREAM-CHEESE-large570-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15250, 1654, '_thumbnail_id', '2033'), (15251, 2035, '_wp_attached_file', '2018/09/4390389419_10c0e00250_z.jpg'), (15252, 2035, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:640;s:6:\"height\";i:468;s:4:\"file\";s:35:\"2018/09/4390389419_10c0e00250_z.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"4390389419_10c0e00250_z-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15253, 1655, '_thumbnail_id', '2035'), (15254, 2038, '_wp_attached_file', '2018/09/ND091012_storeinterior.jpg'), (15255, 2038, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1480;s:6:\"height\";i:1110;s:4:\"file\";s:34:\"2018/09/ND091012_storeinterior.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"ND091012_storeinterior-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:34:\"ND091012_storeinterior-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:36:\"ND091012_storeinterior-1480x1080.jpg\";s:5:\"width\";i:1480;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:34:\"ND091012_storeinterior-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.7\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:26:\"Canon PowerShot ELPH 300HS\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1340813259\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"4.3\";s:3:\"iso\";s:3:\"320\";s:13:\"shutter_speed\";s:17:\"0.033333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15256, 1656, '_thumbnail_id', '2038'), (15257, 2044, '_wp_attached_file', '2018/09/SCOTTS_feature.jpg'), (15258, 2044, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1135;s:6:\"height\";i:500;s:4:\"file\";s:26:\"2018/09/SCOTTS_feature.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"SCOTTS_feature-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"SCOTTS_feature-768x338.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:338;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"SCOTTS_feature-768x500.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:500;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"3.5\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1344446709\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"100\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:5:\"0.005\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15259, 1657, '_thumbnail_id', '2044'), (15260, 2046, '_wp_attached_file', '2018/09/Duane-Reade_UpMarket_D_Hires.jpg'), (15261, 2046, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:400;s:6:\"height\";i:267;s:4:\"file\";s:40:\"2018/09/Duane-Reade_UpMarket_D_Hires.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"Duane-Reade_UpMarket_D_Hires-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1340347046\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"20\";s:3:\"iso\";s:3:\"500\";s:13:\"shutter_speed\";s:4:\"0.05\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15262, 1658, '_thumbnail_id', '2046'), (15263, 2049, '_wp_attached_file', '2018/09/drupmarket.jpg'), (15264, 2049, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:400;s:6:\"height\";i:240;s:4:\"file\";s:22:\"2018/09/drupmarket.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"drupmarket-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:8:\"ADR6400L\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1342702924\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.57\";s:3:\"iso\";s:3:\"396\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15265, 1659, '_thumbnail_id', '2049'), (15266, 2050, '_wp_attached_file', '2018/09/101.jpg'), (15267, 2050, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:610;s:6:\"height\";i:457;s:4:\"file\";s:15:\"2018/09/101.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"101-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15268, 1662, '_thumbnail_id', '2050'), (15269, 2052, '_wp_attached_file', '2018/09/hotcereal-pouch.jpg'), (15270, 2052, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:450;s:6:\"height\";i:212;s:4:\"file\";s:27:\"2018/09/hotcereal-pouch.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"hotcereal-pouch-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15271, 1664, '_thumbnail_id', '2052'), (15272, 2055, '_wp_attached_file', '2018/09/orange-1.jpg'), (15273, 2055, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1500;s:6:\"height\";i:794;s:4:\"file\";s:20:\"2018/09/orange-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"orange-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"orange-1-768x407.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:407;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"orange-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15274, 1665, '_thumbnail_id', '2055'), (15275, 2058, '_wp_attached_file', '2018/09/wawa_interior300.jpg'), (15276, 2058, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:300;s:6:\"height\";i:182;s:4:\"file\";s:28:\"2018/09/wawa_interior300.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"wawa_interior300-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15277, 1673, '_thumbnail_id', '2058'), (15278, 2060, '_wp_attached_file', '2018/09/home_RICKFastCo_carousel-632x420.jpg'), (15279, 2060, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:420;s:4:\"file\";s:44:\"2018/09/home_RICKFastCo_carousel-632x420.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:44:\"home_RICKFastCo_carousel-632x420-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15280, 1679, '_thumbnail_id', '2060'), (15281, 2062, '_wp_attached_file', '2018/09/0312_Craines-A-Breeding-Ground.jpg'), (15282, 2062, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:42:\"2018/09/0312_Craines-A-Breeding-Ground.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:42:\"0312_Craines-A-Breeding-Ground-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15283, 1685, '_thumbnail_id', '2062'), (15284, 2065, '_wp_attached_file', '2018/09/Dominick_pressrelease.jpg'), (15285, 2065, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:500;s:4:\"file\";s:33:\"2018/09/Dominick_pressrelease.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"Dominick_pressrelease-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1344940585\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"120\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:5:\"0.005\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15286, 1702, '_thumbnail_id', '2065'), (15287, 2067, '_wp_attached_file', '2018/09/nacs_show.jpg'), (15288, 2067, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:108;s:4:\"file\";s:21:\"2018/09/nacs_show.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"nacs_show-150x108.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:108;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15289, 1710, '_thumbnail_id', '2067'), (15290, 2069, '_wp_attached_file', '2018/09/NACS.jpg'), (15291, 2069, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:648;s:6:\"height\";i:486;s:4:\"file\";s:16:\"2018/09/NACS.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"NACS-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15292, 1711, '_thumbnail_id', '2069'), (15293, 2071, '_wp_attached_file', '2018/09/walgreens_hartland_wi.jpg'), (15294, 2071, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:549;s:6:\"height\";i:360;s:4:\"file\";s:33:\"2018/09/walgreens_hartland_wi.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"walgreens_hartland_wi-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15295, 1713, '_thumbnail_id', '2071'), (15296, 2072, '_wp_attached_file', '2018/09/bionic_logo_detail1.gif'), (15297, 2072, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:574;s:6:\"height\";i:440;s:4:\"file\";s:31:\"2018/09/bionic_logo_detail1.gif\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"bionic_logo_detail1-150x150.gif\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/gif\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15298, 1714, '_thumbnail_id', '2072'), (15299, 2074, '_wp_attached_file', '2018/09/CSN_092012_54a.jpg'), (15300, 2074, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:400;s:6:\"height\";i:239;s:4:\"file\";s:26:\"2018/09/CSN_092012_54a.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"CSN_092012_54a-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15301, 1718, '_thumbnail_id', '2074'), (15302, 2077, '_wp_attached_file', '2018/09/Aloha_pressrelease_2012.jpg'), (15303, 2077, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1609;s:6:\"height\";i:995;s:4:\"file\";s:35:\"2018/09/Aloha_pressrelease_2012.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"Aloha_pressrelease_2012-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:35:\"Aloha_pressrelease_2012-768x475.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:475;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:35:\"Aloha_pressrelease_2012-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15304, 1732, '_thumbnail_id', '2089'), (15305, 2089, '_wp_attached_file', '2018/09/Aloha_pressrelease_2012-1.jpg'), (15306, 2090, '_wp_attached_file', '2018/09/AG-8275c.jpg'), (15307, 2090, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:400;s:6:\"height\";i:237;s:4:\"file\";s:20:\"2018/09/AG-8275c.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"AG-8275c-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"10\";s:6:\"credit\";s:16:\"Lewis Harrington\";s:6:\"camera\";s:22:\"Canon EOS-1Ds Mark III\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1310976985\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"17\";s:3:\"iso\";s:3:\"320\";s:13:\"shutter_speed\";s:6:\"0.0025\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15308, 1746, '_thumbnail_id', '2108'), (15309, 2092, '_wp_attached_file', '2018/09/GOODDELISH-LEMONADE.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (15310, 2092, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:306;s:6:\"height\";i:463;s:4:\"file\";s:31:\"2018/09/GOODDELISH-LEMONADE.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"GOODDELISH-LEMONADE-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15311, 1763, '_thumbnail_id', '2111'), (15312, 2095, '_wp_attached_file', '2018/09/SCOTTS_snaplineup.jpg'), (15313, 2089, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1609;s:6:\"height\";i:995;s:4:\"file\";s:37:\"2018/09/Aloha_pressrelease_2012-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"Aloha_pressrelease_2012-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:37:\"Aloha_pressrelease_2012-1-768x475.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:475;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:37:\"Aloha_pressrelease_2012-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15314, 2095, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:518;s:4:\"file\";s:29:\"2018/09/SCOTTS_snaplineup.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"SCOTTS_snaplineup-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"SCOTTS_snaplineup-768x500.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:500;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"SCOTTS_snaplineup-768x518.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:518;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"9\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:10:\"NIKON D200\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1338304568\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:3:\"250\";s:13:\"shutter_speed\";s:4:\"0.02\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15315, 1769, '_thumbnail_id', '2114'), (15316, 2108, '_wp_attached_file', '2018/09/AG-8275c-1.jpg'), (15317, 2108, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:400;s:6:\"height\";i:237;s:4:\"file\";s:22:\"2018/09/AG-8275c-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"AG-8275c-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"10\";s:6:\"credit\";s:16:\"Lewis Harrington\";s:6:\"camera\";s:22:\"Canon EOS-1Ds Mark III\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1310976985\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"17\";s:3:\"iso\";s:3:\"320\";s:13:\"shutter_speed\";s:6:\"0.0025\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15318, 2111, '_wp_attached_file', '2018/09/GOODDELISH-LEMONADE-1.jpg'), (15319, 2111, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:306;s:6:\"height\";i:463;s:4:\"file\";s:33:\"2018/09/GOODDELISH-LEMONADE-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"GOODDELISH-LEMONADE-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15320, 2113, '_wp_attached_file', '2018/09/Nice.jpg'), (15321, 2114, '_wp_attached_file', '2018/09/SCOTTS_snaplineup-1.jpg'), (15322, 2114, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:518;s:4:\"file\";s:31:\"2018/09/SCOTTS_snaplineup-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"SCOTTS_snaplineup-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"SCOTTS_snaplineup-1-768x500.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:500;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"SCOTTS_snaplineup-1-768x518.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:518;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"9\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:10:\"NIKON D200\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1338304568\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:3:\"250\";s:13:\"shutter_speed\";s:4:\"0.02\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15323, 2130, '_wp_attached_file', '2018/09/Nice-1.jpg'), (15324, 2130, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:3391;s:6:\"height\";i:2051;s:4:\"file\";s:18:\"2018/09/Nice-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Nice-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"Nice-1-768x465.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:465;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"Nice-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:18:\"Nice-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"22\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:10:\"NIKON D300\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1313020015\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:4:\"0.05\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15325, 1770, '_thumbnail_id', '2130'), (15326, 2178, '_wp_attached_file', '2018/09/daytime-view.jpg'), (15327, 2178, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:256;s:4:\"file\";s:24:\"2018/09/daytime-view.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"daytime-view-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15328, 1771, '_thumbnail_id', '2178'), (15329, 2180, '_wp_attached_file', '2018/09/Duane-Reade_UpMarket_D_Hires-1.jpg'), (15330, 2180, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:400;s:6:\"height\";i:267;s:4:\"file\";s:42:\"2018/09/Duane-Reade_UpMarket_D_Hires-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:42:\"Duane-Reade_UpMarket_D_Hires-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1340347046\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"20\";s:3:\"iso\";s:3:\"500\";s:13:\"shutter_speed\";s:4:\"0.05\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15331, 1772, '_thumbnail_id', '2180'), (15332, 2182, '_wp_attached_file', '2018/09/Aloha_pressrelease_2012-2.jpg'), (15333, 2182, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1609;s:6:\"height\";i:995;s:4:\"file\";s:37:\"2018/09/Aloha_pressrelease_2012-2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"Aloha_pressrelease_2012-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:37:\"Aloha_pressrelease_2012-2-768x475.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:475;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:37:\"Aloha_pressrelease_2012-2-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15334, 1774, '_thumbnail_id', '2182'), (15335, 2195, '_wp_attached_file', '2018/09/bionic-glove.jpg'), (15336, 2195, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:445;s:6:\"height\";i:312;s:4:\"file\";s:24:\"2018/09/bionic-glove.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"bionic-glove-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15337, 1775, '_thumbnail_id', '2195'), (15338, 2198, '_wp_attached_file', '2018/09/1012_CSA_OnlineOnTheStreet.jpg'), (15339, 2198, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:38:\"2018/09/1012_CSA_OnlineOnTheStreet.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"1012_CSA_OnlineOnTheStreet-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15340, 1776, '_thumbnail_id', '2198'), (15341, 2200, '_wp_attached_file', '2018/09/nacs_show-1.jpg'), (15342, 2200, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:108;s:4:\"file\";s:23:\"2018/09/nacs_show-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"nacs_show-1-150x108.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:108;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15343, 1777, '_thumbnail_id', '2200'), (15344, 2202, '_wp_attached_file', '2018/09/1112_WSJ_MarketingDecode.jpg'), (15345, 2202, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/1112_WSJ_MarketingDecode.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"1112_WSJ_MarketingDecode-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15346, 1778, '_thumbnail_id', '2203'), (15347, 2203, '_wp_attached_file', '2018/09/1112_WSJ_MarketingDecode-1.jpg'), (15348, 2203, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:38:\"2018/09/1112_WSJ_MarketingDecode-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"1112_WSJ_MarketingDecode-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15349, 2204, '_wp_attached_file', '2018/09/1112_How_OfficeSpace2.jpg'), (15350, 2204, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:33:\"2018/09/1112_How_OfficeSpace2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"1112_How_OfficeSpace2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15351, 1779, '_thumbnail_id', '2205'), (15352, 2205, '_wp_attached_file', '2018/09/1112_How_OfficeSpace2.jpg'), (15353, 2205, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:33:\"2018/09/1112_How_OfficeSpace2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"1112_How_OfficeSpace2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15354, 2207, '_wp_attached_file', '2018/09/GoodDelish_web20122.jpg'), (15355, 2207, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:31:\"2018/09/GoodDelish_web20122.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"GoodDelish_web20122-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15356, 1780, '_thumbnail_id', '2208'), (15357, 2208, '_wp_attached_file', '2018/09/GoodDelish_web20122.jpg'), (15358, 2208, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:31:\"2018/09/GoodDelish_web20122.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"GoodDelish_web20122-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15359, 2210, '_wp_attached_file', '2018/09/1112_Huff_RefreshAmerica.jpg'), (15360, 2211, '_wp_attached_file', '2018/09/1112_Huff_RefreshAmerica.jpg'), (15361, 2211, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/1112_Huff_RefreshAmerica.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"1112_Huff_RefreshAmerica-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15362, 1781, '_thumbnail_id', '2210'), (15363, 2210, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/1112_Huff_RefreshAmerica.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"1112_Huff_RefreshAmerica-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15364, 2214, '_wp_attached_file', '2018/09/1112_PLB_ExcelenceAwards1.jpg'), (15365, 2215, '_wp_attached_file', '2018/09/1112_PLB_ExcelenceAwards1.jpg'), (15366, 2215, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:37:\"2018/09/1112_PLB_ExcelenceAwards1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"1112_PLB_ExcelenceAwards1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15367, 1782, '_thumbnail_id', '2214'), (15368, 2214, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:37:\"2018/09/1112_PLB_ExcelenceAwards1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"1112_PLB_ExcelenceAwards1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15369, 2217, '_wp_attached_file', '2018/09/1112_MPV_Ology1.jpg'), (15370, 2217, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:27:\"2018/09/1112_MPV_Ology1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"1112_MPV_Ology1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15371, 1784, '_thumbnail_id', '2218'), (15372, 2218, '_wp_attached_file', '2018/09/1112_MPV_Ology1.jpg'), (15373, 2218, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:27:\"2018/09/1112_MPV_Ology1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"1112_MPV_Ology1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15374, 2221, '_wp_attached_file', '2018/09/1112_MPV_Ology.jpg'), (15375, 2221, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:26:\"2018/09/1112_MPV_Ology.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"1112_MPV_Ology-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15376, 1785, '_thumbnail_id', '2222'), (15377, 2222, '_wp_attached_file', '2018/09/1112_MPV_Ology.jpg'), (15378, 2222, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:26:\"2018/09/1112_MPV_Ology.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"1112_MPV_Ology-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15379, 2224, '_wp_attached_file', '2018/09/1112_PLB_ExcelenceAwards.jpg'), (15380, 2224, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/1112_PLB_ExcelenceAwards.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"1112_PLB_ExcelenceAwards-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15381, 1786, '_thumbnail_id', '2225'), (15382, 2225, '_wp_attached_file', '2018/09/1112_PLB_ExcelenceAwards.jpg'), (15383, 2225, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/1112_PLB_ExcelenceAwards.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"1112_PLB_ExcelenceAwards-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15384, 2227, '_wp_attached_file', '2018/09/1012_GH_DazzelingDecor.jpg'), (15385, 2227, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:34:\"2018/09/1012_GH_DazzelingDecor.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"1012_GH_DazzelingDecor-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15386, 1787, '_thumbnail_id', '2230'), (15387, 2229, '_wp_attached_file', '2018/09/1205_BrandingSource_Terpel1.jpg'), (15388, 2230, '_wp_attached_file', '2018/09/1012_GH_DazzelingDecor.jpg'), (15389, 2229, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:39:\"2018/09/1205_BrandingSource_Terpel1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"1205_BrandingSource_Terpel1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15390, 1788, '_thumbnail_id', '2233'), (15391, 2230, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:34:\"2018/09/1012_GH_DazzelingDecor.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"1012_GH_DazzelingDecor-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15392, 2231, '_wp_attached_file', '2018/09/1112_MP_Brands_That_Surge.jpg'), (15393, 2231, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:37:\"2018/09/1112_MP_Brands_That_Surge.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"1112_MP_Brands_That_Surge-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15394, 1789, '_thumbnail_id', '2236'), (15395, 2233, '_wp_attached_file', '2018/09/1205_BrandingSource_Terpel1-1.jpg'), (15396, 2233, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:41:\"2018/09/1205_BrandingSource_Terpel1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:41:\"1205_BrandingSource_Terpel1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15397, 2235, '_wp_attached_file', '2018/09/1206_LAtalkLive.jpg'), (15398, 2235, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:27:\"2018/09/1206_LAtalkLive.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"1206_LAtalkLive-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15399, 1790, '_thumbnail_id', '2239'), (15400, 2236, '_wp_attached_file', '2018/09/1112_MP_Brands_That_Surge-1.jpg'), (15401, 2236, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:39:\"2018/09/1112_MP_Brands_That_Surge-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"1112_MP_Brands_That_Surge-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15402, 2238, '_wp_attached_file', '2018/09/1212-MP-InsideTheStudio_FeatureImage2.jpg'), (15403, 2238, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:49:\"2018/09/1212-MP-InsideTheStudio_FeatureImage2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:49:\"1212-MP-InsideTheStudio_FeatureImage2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15404, 1791, '_thumbnail_id', '2244'), (15405, 2239, '_wp_attached_file', '2018/09/1206_LAtalkLive-1.jpg'), (15406, 2239, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:29:\"2018/09/1206_LAtalkLive-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"1206_LAtalkLive-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15407, 2241, '_wp_attached_file', '2018/09/0103_PardonMyFrench.jpg'), (15408, 2241, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:31:\"2018/09/0103_PardonMyFrench.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"0103_PardonMyFrench-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15409, 1792, '_thumbnail_id', '2246'), (15410, 2243, '_wp_attached_file', '2018/09/0103_FarmFresh.jpg'), (15411, 2243, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:26:\"2018/09/0103_FarmFresh.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"0103_FarmFresh-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15412, 1793, '_thumbnail_id', '2248'), (15413, 2244, '_wp_attached_file', '2018/09/1212-MP-InsideTheStudio_FeatureImage2-1.jpg'), (15414, 2244, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:51:\"2018/09/1212-MP-InsideTheStudio_FeatureImage2-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:51:\"1212-MP-InsideTheStudio_FeatureImage2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15415, 2245, '_wp_attached_file', '2018/09/0110_WawaFlorida.jpg'), (15416, 2245, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:28:\"2018/09/0110_WawaFlorida.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"0110_WawaFlorida-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15417, 1794, '_thumbnail_id', '2252'), (15418, 2246, '_wp_attached_file', '2018/09/0103_PardonMyFrench-1.jpg'), (15419, 2246, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:33:\"2018/09/0103_PardonMyFrench-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"0103_PardonMyFrench-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15420, 2247, '_wp_attached_file', '2018/09/0103_FarmFresh2.jpg'), (15421, 2247, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:27:\"2018/09/0103_FarmFresh2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"0103_FarmFresh2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15422, 1796, '_thumbnail_id', '2255'), (15423, 2248, '_wp_attached_file', '2018/09/0103_FarmFresh-1.jpg'), (15424, 2248, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:28:\"2018/09/0103_FarmFresh-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"0103_FarmFresh-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15425, 2250, '_wp_attached_file', '2018/09/FareSquare_PR1.jpg'), (15426, 2250, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:26:\"2018/09/FareSquare_PR1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"FareSquare_PR1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15427, 1798, '_thumbnail_id', '2256'), (15428, 2251, '_wp_attached_file', '2018/09/0201_Terpel_MarketWire3.jpg'), (15429, 2252, '_wp_attached_file', '2018/09/0110_WawaFlorida-1.jpg'), (15430, 2251, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:35:\"2018/09/0201_Terpel_MarketWire3.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"0201_Terpel_MarketWire3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15431, 1799, '_thumbnail_id', '2260'), (15432, 2252, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:30:\"2018/09/0110_WawaFlorida-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"0110_WawaFlorida-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15433, 2254, '_wp_attached_file', '2018/09/0131_Philabundance_SN.jpg'), (15434, 2254, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:33:\"2018/09/0131_Philabundance_SN.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"0131_Philabundance_SN-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15435, 1800, '_thumbnail_id', '2262'), (15436, 2255, '_wp_attached_file', '2018/09/0103_FarmFresh2-1.jpg'), (15437, 2255, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:29:\"2018/09/0103_FarmFresh2-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"0103_FarmFresh2-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15438, 2256, '_wp_attached_file', '2018/09/FareSquare_PR1-1.jpg'), (15439, 2257, '_wp_attached_file', '2018/09/0204_Philabundance_NYT.jpg'), (15440, 2257, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:34:\"2018/09/0204_Philabundance_NYT.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"0204_Philabundance_NYT-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15441, 1801, '_thumbnail_id', '2265'), (15442, 2256, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:28:\"2018/09/FareSquare_PR1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"FareSquare_PR1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15443, 2259, '_wp_attached_file', '2018/09/0205_WWR1.jpg'), (15444, 2259, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:21:\"2018/09/0205_WWR1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"0205_WWR1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15445, 1802, '_thumbnail_id', '2269'), (15446, 2260, '_wp_attached_file', '2018/09/0201_Terpel_MarketWire3-1.jpg'), (15447, 2260, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:37:\"2018/09/0201_Terpel_MarketWire3-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"0201_Terpel_MarketWire3-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15448, 2261, '_wp_attached_file', '2018/09/0213RetailingToday.jpg'), (15449, 2261, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:30:\"2018/09/0213RetailingToday.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"0213RetailingToday-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15450, 1803, '_thumbnail_id', '2271'), (15451, 2262, '_wp_attached_file', '2018/09/0131_Philabundance_SN-1.jpg'), (15452, 2262, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:35:\"2018/09/0131_Philabundance_SN-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"0131_Philabundance_SN-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15453, 2263, '_wp_attached_file', '2018/09/0214NCAA.jpg'), (15454, 2263, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:20:\"2018/09/0214NCAA.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"0214NCAA-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15455, 1804, '_thumbnail_id', '2272'), (15456, 2265, '_wp_attached_file', '2018/09/0204_Philabundance_NYT-1.jpg'), (15457, 2266, '_wp_attached_file', '2018/09/0220HelicopterBranding.jpg'), (15458, 2266, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:34:\"2018/09/0220HelicopterBranding.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"0220HelicopterBranding-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15459, 1805, '_thumbnail_id', '2274'), (15460, 2265, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/0204_Philabundance_NYT-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"0204_Philabundance_NYT-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15461, 2268, '_wp_attached_file', '2018/09/0228PackagingNoir1.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (15462, 2268, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:30:\"2018/09/0228PackagingNoir1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"0228PackagingNoir1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15463, 1806, '_thumbnail_id', '2276'), (15464, 2269, '_wp_attached_file', '2018/09/0205_WWR1-1.jpg'), (15465, 2269, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:23:\"2018/09/0205_WWR1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"0205_WWR1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15466, 2271, '_wp_attached_file', '2018/09/0213RetailingToday-1.jpg'), (15467, 2271, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:32:\"2018/09/0213RetailingToday-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"0213RetailingToday-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15468, 2272, '_wp_attached_file', '2018/09/0214NCAA-1.jpg'), (15469, 2272, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:22:\"2018/09/0214NCAA-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"0214NCAA-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15470, 2274, '_wp_attached_file', '2018/09/0220HelicopterBranding-1.jpg'), (15471, 2274, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/0220HelicopterBranding-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"0220HelicopterBranding-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15472, 2276, '_wp_attached_file', '2018/09/0228PackagingNoir1-1.jpg'), (15473, 2276, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:32:\"2018/09/0228PackagingNoir1-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"0228PackagingNoir1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15474, 2311, '_wp_attached_file', '2018/09/IDFS_04.jpg'), (15475, 2311, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:19:\"2018/09/IDFS_04.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"IDFS_04-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:10:\"NIKON D200\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1390111247\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"22\";s:3:\"iso\";s:3:\"320\";s:13:\"shutter_speed\";s:6:\"0.0125\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15476, 1970, '_thumbnail_id', '2311'), (15477, 2312, '_wp_attached_file', '2018/09/061814-Ready-re-aim1.jpg'), (15478, 2312, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:32:\"2018/09/061814-Ready-re-aim1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"061814-Ready-re-aim1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15479, 1972, '_thumbnail_id', '2312'), (15480, 2313, '_wp_attached_file', '2018/09/Anthony-Simon-PRES1.jpg'), (15481, 2313, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:573;s:4:\"file\";s:31:\"2018/09/Anthony-Simon-PRES1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"Anthony-Simon-PRES1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"Anthony-Simon-PRES1-768x558.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:558;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"Anthony-Simon-PRES1-768x573.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:573;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"11\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:14:\"Canon EOS-1D X\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1400246453\";s:9:\"copyright\";s:47:\"All Rights Reserved - No Use Without Permission\";s:12:\"focal_length\";s:2:\"78\";s:3:\"iso\";s:3:\"320\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15482, 1973, '_thumbnail_id', '2313'), (15483, 2314, '_wp_attached_file', '2018/09/Rayberns_LL.jpg'), (15484, 2314, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5184;s:6:\"height\";i:3022;s:4:\"file\";s:23:\"2018/09/Rayberns_LL.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"Rayberns_LL-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:23:\"Rayberns_LL-768x448.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:448;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:25:\"Rayberns_LL-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:23:\"Rayberns_LL-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"22\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:14:\"Canon EOS-1D X\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1401804302\";s:9:\"copyright\";s:47:\"All Rights Reserved - No Use Without Permission\";s:12:\"focal_length\";s:2:\"95\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15485, 1974, '_thumbnail_id', '2314'), (15486, 2315, '_wp_attached_file', '2018/09/071614-For-the-boys.jpg'), (15487, 2315, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:31:\"2018/09/071614-For-the-boys.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"071614-For-the-boys-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15488, 1975, '_thumbnail_id', '2315'), (15489, 2316, '_wp_attached_file', '2018/09/071614-Sun-Back.jpg'), (15490, 2316, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:27:\"2018/09/071614-Sun-Back.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"071614-Sun-Back-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15491, 1977, '_thumbnail_id', '2316'), (15492, 2317, '_wp_attached_file', '2018/09/072214-Branding-Gone-wrong.jpg'), (15493, 2317, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:38:\"2018/09/072214-Branding-Gone-wrong.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"072214-Branding-Gone-wrong-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15494, 1979, '_thumbnail_id', '2317'), (15495, 2318, '_wp_attached_file', '2018/09/072314-The-revolving-Door.jpg'), (15496, 2318, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:37:\"2018/09/072314-The-revolving-Door.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"072314-The-revolving-Door-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15497, 1980, '_thumbnail_id', '2318'), (15498, 2319, '_wp_attached_file', '2018/09/072314-Youthlink.jpg'), (15499, 2319, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:28:\"2018/09/072314-Youthlink.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"072314-Youthlink-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15500, 1981, '_thumbnail_id', '2319'), (15501, 2320, '_wp_attached_file', '2018/09/080114-PL-love.jpg'), (15502, 2320, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:26:\"2018/09/080114-PL-love.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"080114-PL-love-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15503, 1982, '_thumbnail_id', '2320'), (15504, 2321, '_wp_attached_file', '2018/09/080714-Lyft.jpg'), (15505, 2321, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:23:\"2018/09/080714-Lyft.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"080714-Lyft-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15506, 1983, '_thumbnail_id', '2321'), (15507, 2322, '_wp_attached_file', '2018/09/081414-Era-Feel-Good.jpg'), (15508, 2322, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:32:\"2018/09/081414-Era-Feel-Good.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"081414-Era-Feel-Good-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15509, 1984, '_thumbnail_id', '2322'), (15510, 2323, '_wp_attached_file', '2018/09/082014-Front-end-of-the-store.jpg'), (15511, 2323, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:41:\"2018/09/082014-Front-end-of-the-store.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:41:\"082014-Front-end-of-the-store-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15512, 1985, '_thumbnail_id', '2323'), (15513, 2324, '_wp_attached_file', '2018/09/082214-826NYC-Fox5.jpg'), (15514, 2324, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:30:\"2018/09/082214-826NYC-Fox5.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"082214-826NYC-Fox5-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15515, 1987, '_thumbnail_id', '2324'), (15516, 2325, '_wp_attached_file', '2018/09/082214-826NYC-Fox51.jpg'), (15517, 2325, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:31:\"2018/09/082214-826NYC-Fox51.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"082214-826NYC-Fox51-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15518, 1988, '_thumbnail_id', '2325'), (15519, 2326, '_wp_attached_file', '2018/09/LemonadeStandPressRel.jpg'), (15520, 2326, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:33:\"2018/09/LemonadeStandPressRel.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"LemonadeStandPressRel-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:14:\"Canon EOS-1D X\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1408535234\";s:9:\"copyright\";s:47:\"All Rights Reserved - No Use Without Permission\";s:12:\"focal_length\";s:2:\"26\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15521, 1990, '_thumbnail_id', '2326'), (15522, 2327, '_wp_attached_file', '2018/09/090814-Saks-Retailoftheyear2014.jpg'), (15523, 2327, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:43:\"2018/09/090814-Saks-Retailoftheyear2014.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:43:\"090814-Saks-Retailoftheyear2014-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15524, 1992, '_thumbnail_id', '2327'), (15525, 2328, '_wp_attached_file', '2018/09/090814-Saks-Retailoftheyear20141.jpg'), (15526, 2328, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:44:\"2018/09/090814-Saks-Retailoftheyear20141.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:44:\"090814-Saks-Retailoftheyear20141-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15527, 1994, '_thumbnail_id', '2328'), (15528, 2329, '_wp_attached_file', '2018/09/091114-Engage-them.jpg'), (15529, 2329, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:30:\"2018/09/091114-Engage-them.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"091114-Engage-them-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15530, 1996, '_thumbnail_id', '2329'), (15531, 2330, '_wp_attached_file', '2018/09/091514-Tropical-Lemonade.jpg'), (15532, 2330, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/091514-Tropical-Lemonade.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"091514-Tropical-Lemonade-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15533, 1998, '_thumbnail_id', '2330'), (15534, 2331, '_wp_attached_file', '2018/09/091514-Branding-New-Product.jpg'), (15535, 2331, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:39:\"2018/09/091514-Branding-New-Product.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"091514-Branding-New-Product-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15536, 2000, '_thumbnail_id', '2331'), (15537, 2332, '_wp_attached_file', '2018/09/KY14676_CBXMK424_Satinique_Shampoo_LL.jpeg'), (15538, 2332, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1245;s:6:\"height\";i:830;s:4:\"file\";s:50:\"2018/09/KY14676_CBXMK424_Satinique_Shampoo_LL.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:50:\"KY14676_CBXMK424_Satinique_Shampoo_LL-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:50:\"KY14676_CBXMK424_Satinique_Shampoo_LL-768x512.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:50:\"KY14676_CBXMK424_Satinique_Shampoo_LL-768x768.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15539, 2002, '_thumbnail_id', '2332'), (15540, 2333, '_wp_attached_file', '2018/09/091714-Airport-Retail-Takes-Off.jpg'), (15541, 2333, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:43:\"2018/09/091714-Airport-Retail-Takes-Off.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:43:\"091714-Airport-Retail-Takes-Off-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15542, 2004, '_thumbnail_id', '2333'), (15543, 2334, '_wp_attached_file', '2018/09/092214-Naturally-S.-BrandPackaging.jpg'), (15544, 2334, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:46:\"2018/09/092214-Naturally-S.-BrandPackaging.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:46:\"092214-Naturally-S.-BrandPackaging-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15545, 2007, '_thumbnail_id', '2334'), (15546, 2335, '_wp_attached_file', '2018/09/100914-Retail-trends.jpg'), (15547, 2335, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:32:\"2018/09/100914-Retail-trends.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"100914-Retail-trends-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15548, 2009, '_thumbnail_id', '2335'), (15549, 2336, '_wp_attached_file', '2018/09/101514-The-Fragility3.jpg'), (15550, 2336, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:33:\"2018/09/101514-The-Fragility3.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"101514-The-Fragility3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15551, 2011, '_thumbnail_id', '2336'), (15552, 2337, '_wp_attached_file', '2018/09/PixelsofFury_09-2.jpeg'), (15553, 2337, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1000;s:6:\"height\";i:667;s:4:\"file\";s:30:\"2018/09/PixelsofFury_09-2.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"PixelsofFury_09-2-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"PixelsofFury_09-2-768x512.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"PixelsofFury_09-2-768x667.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:667;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1412794239\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:4:\"2000\";s:13:\"shutter_speed\";s:5:\"0.025\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15554, 2012, '_thumbnail_id', '2337'), (15555, 2338, '_wp_attached_file', '2018/09/Wawa-Online4-Goldenrod-e1346347063929.jpg'), (15556, 2338, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:399;s:4:\"file\";s:49:\"2018/09/Wawa-Online4-Goldenrod-e1346347063929.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:49:\"Wawa-Online4-Goldenrod-e1346347063929-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15557, 2014, '_thumbnail_id', '2338'), (15558, 2339, '_wp_attached_file', '2018/09/102214-Marketing-to-Millenials.jpg'), (15559, 2339, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:42:\"2018/09/102214-Marketing-to-Millenials.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:42:\"102214-Marketing-to-Millenials-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15560, 2017, '_thumbnail_id', '2339'), (15561, 2340, '_wp_attached_file', '2018/09/141023-JoeB-at-NACS2014.jpg'), (15562, 2340, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:35:\"2018/09/141023-JoeB-at-NACS2014.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"141023-JoeB-at-NACS2014-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15563, 2019, '_thumbnail_id', '2340'), (15564, 2341, '_wp_attached_file', '2018/09/102814-Amway-New-Look.jpg'), (15565, 2341, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:33:\"2018/09/102814-Amway-New-Look.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"102814-Amway-New-Look-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15566, 2020, '_thumbnail_id', '2341'), (15567, 2342, '_wp_attached_file', '2018/09/102814-Emotional-shopping.jpg'), (15568, 2342, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:37:\"2018/09/102814-Emotional-shopping.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"102814-Emotional-shopping-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15569, 2022, '_thumbnail_id', '2342'), (15570, 2343, '_wp_attached_file', '2018/09/102814-RETAIL-REINVENTED.jpg'), (15571, 2343, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/102814-RETAIL-REINVENTED.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"102814-RETAIL-REINVENTED-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15572, 2023, '_thumbnail_id', '2343'), (15573, 2344, '_wp_attached_file', '2018/09/102914-Local-inspiration.jpg'), (15574, 2344, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/102914-Local-inspiration.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"102914-Local-inspiration-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15575, 2025, '_thumbnail_id', '2344'), (15576, 2345, '_wp_attached_file', '2018/09/110514-Single-Minded-Pod-2.jpg'), (15577, 2345, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:38:\"2018/09/110514-Single-Minded-Pod-2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"110514-Single-Minded-Pod-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15578, 2027, '_thumbnail_id', '2345'), (15579, 2346, '_wp_attached_file', '2018/09/111114-Good-Grooming1.jpg'), (15580, 2346, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:33:\"2018/09/111114-Good-Grooming1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"111114-Good-Grooming1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15581, 2028, '_thumbnail_id', '2346'), (15582, 2347, '_wp_attached_file', '2018/09/111214-Take-the-plunge.jpg'), (15583, 2347, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:34:\"2018/09/111214-Take-the-plunge.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"111214-Take-the-plunge-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15584, 2030, '_thumbnail_id', '2347'), (15585, 2348, '_wp_attached_file', '2018/09/111714-Pint-Size-Retail.jpg'), (15586, 2348, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:35:\"2018/09/111714-Pint-Size-Retail.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"111714-Pint-Size-Retail-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15587, 2032, '_thumbnail_id', '2348'), (15588, 2349, '_wp_attached_file', '2018/09/111814-Price-Chopper.jpg'), (15589, 2349, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:32:\"2018/09/111814-Price-Chopper.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"111814-Price-Chopper-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15590, 2034, '_thumbnail_id', '2349'), (15591, 2350, '_wp_attached_file', '2018/09/112514-3-reasons-to-add-foodservice-.jpg'), (15592, 2350, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:48:\"2018/09/112514-3-reasons-to-add-foodservice-.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"112514-3-reasons-to-add-foodservice--150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15593, 2036, '_thumbnail_id', '2350'), (15594, 2351, '_wp_attached_file', '2018/09/112514-The-Race-to-Zero.jpg'), (15595, 2351, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:35:\"2018/09/112514-The-Race-to-Zero.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"112514-The-Race-to-Zero-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15596, 2037, '_thumbnail_id', '2351'), (15597, 2352, '_wp_attached_file', '2018/09/120114-Brand-Transformation.jpg'), (15598, 2352, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:39:\"2018/09/120114-Brand-Transformation.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"120114-Brand-Transformation-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15599, 2039, '_thumbnail_id', '2352'), (15600, 2353, '_wp_attached_file', '2018/09/tesco-price-cut.jpg'), (15601, 2353, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:640;s:6:\"height\";i:512;s:4:\"file\";s:27:\"2018/09/tesco-price-cut.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"tesco-price-cut-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15602, 2040, '_thumbnail_id', '2353'), (15603, 2354, '_wp_attached_file', '2018/09/120814-Ageless-and-timeless.jpg'), (15604, 2354, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:39:\"2018/09/120814-Ageless-and-timeless.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"120814-Ageless-and-timeless-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15605, 2041, '_thumbnail_id', '2354'), (15606, 2355, '_wp_attached_file', '2018/09/AP_PressRel.jpg'), (15607, 2355, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:23:\"2018/09/AP_PressRel.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"AP_PressRel-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15608, 2042, '_thumbnail_id', '2355'), (15609, 2356, '_wp_attached_file', '2018/09/121114-Vertex-Award1.jpg'), (15610, 2356, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:32:\"2018/09/121114-Vertex-Award1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"121114-Vertex-Award1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15611, 2043, '_thumbnail_id', '2356'), (15612, 2357, '_wp_attached_file', '2018/09/010615-Chili-in-a-pouch.jpg'), (15613, 2357, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:35:\"2018/09/010615-Chili-in-a-pouch.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"010615-Chili-in-a-pouch-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15614, 2045, '_thumbnail_id', '2357'), (15615, 2358, '_wp_attached_file', '2018/09/010815-Four-2015-Retail-Trends.jpg'), (15616, 2358, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:42:\"2018/09/010815-Four-2015-Retail-Trends.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:42:\"010815-Four-2015-Retail-Trends-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15617, 2047, '_thumbnail_id', '2358'), (15618, 2359, '_wp_attached_file', '2018/09/GDUSAAGDA2014.jpg'), (15619, 2359, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:25:\"2018/09/GDUSAAGDA2014.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"GDUSAAGDA2014-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15620, 2048, '_thumbnail_id', '2359'), (15621, 2360, '_wp_attached_file', '2018/09/011215-Jazzercise-reveals-new-visual-identity.jpg'), (15622, 2360, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:57:\"2018/09/011215-Jazzercise-reveals-new-visual-identity.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:57:\"011215-Jazzercise-reveals-new-visual-identity-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15623, 2051, '_thumbnail_id', '2360'), (15624, 2361, '_wp_attached_file', '2018/09/011215-Vertex-JudgeRick.jpg'), (15625, 2361, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:35:\"2018/09/011215-Vertex-JudgeRick.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"011215-Vertex-JudgeRick-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15626, 2053, '_thumbnail_id', '2361'), (15627, 2362, '_wp_attached_file', '2018/09/011215-Vertex-JudgeRick1.jpg'), (15628, 2362, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/011215-Vertex-JudgeRick1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"011215-Vertex-JudgeRick1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15629, 2054, '_thumbnail_id', '2362'), (15630, 2363, '_wp_attached_file', '2018/09/azs_gorodocka_005_rgb.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (15631, 2363, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:800;s:6:\"height\";i:600;s:4:\"file\";s:33:\"2018/09/azs_gorodocka_005_rgb.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"azs_gorodocka_005_rgb-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"azs_gorodocka_005_rgb-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"azs_gorodocka_005_rgb-768x600.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:600;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"3.5\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:13:\"Canon EOS 20D\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1152304567\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"18\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.025\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15632, 2056, '_thumbnail_id', '2363'), (15633, 2364, '_wp_attached_file', '2018/09/CBX-Expert.jpg'), (15634, 2364, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:22:\"2018/09/CBX-Expert.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"CBX-Expert-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15635, 2057, '_thumbnail_id', '2364'), (15636, 2365, '_wp_attached_file', '2018/09/012015-Theme-Parkifying1.jpg'), (15637, 2365, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/012015-Theme-Parkifying1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"012015-Theme-Parkifying1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15638, 2059, '_thumbnail_id', '2365'), (15639, 2366, '_wp_attached_file', '2018/09/011915-Rick.jpg'), (15640, 2366, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:23:\"2018/09/011915-Rick.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"011915-Rick-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15641, 2061, '_thumbnail_id', '2366'), (15642, 2367, '_wp_attached_file', '2018/09/Millers.jpg'), (15643, 2367, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:19:\"2018/09/Millers.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Millers-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15644, 2063, '_thumbnail_id', '2367'), (15645, 2368, '_wp_attached_file', '2018/09/mol-signjpg_20130903131701728.jpg'), (15646, 2368, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:433;s:4:\"file\";s:41:\"2018/09/mol-signjpg_20130903131701728.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:41:\"mol-signjpg_20130903131701728-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15647, 2064, '_thumbnail_id', '2368'), (15648, 2369, '_wp_attached_file', '2018/09/013015-Deflated-Creative.jpg'), (15649, 2369, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:36:\"2018/09/013015-Deflated-Creative.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"013015-Deflated-Creative-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15650, 2066, '_thumbnail_id', '2369'), (15651, 2370, '_wp_attached_file', '2018/09/020415-Discounters-Other-Innovators.jpg'), (15652, 2370, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:47:\"2018/09/020415-Discounters-Other-Innovators.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:47:\"020415-Discounters-Other-Innovators-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15653, 2068, '_thumbnail_id', '2370'), (15654, 2371, '_wp_attached_file', '2018/09/ben-jerrys-occupie-wall-street-ice-cream.jpg'), (15655, 2371, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:52:\"2018/09/ben-jerrys-occupie-wall-street-ice-cream.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:52:\"ben-jerrys-occupie-wall-street-ice-cream-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15656, 2070, '_thumbnail_id', '2371'), (15657, 2372, '_wp_attached_file', '2018/09/FirstYears_SS1_100dpi.jpg'), (15658, 2372, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1500;s:6:\"height\";i:1000;s:4:\"file\";s:33:\"2018/09/FirstYears_SS1_100dpi.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"FirstYears_SS1_100dpi-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"FirstYears_SS1_100dpi-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"FirstYears_SS1_100dpi-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15659, 2073, '_thumbnail_id', '2372'), (15660, 2373, '_wp_attached_file', '2018/09/10577031_865828530095731_8424378106845005100_n.jpg'), (15661, 2373, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:851;s:6:\"height\";i:315;s:4:\"file\";s:58:\"2018/09/10577031_865828530095731_8424378106845005100_n.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:58:\"10577031_865828530095731_8424378106845005100_n-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:58:\"10577031_865828530095731_8424378106845005100_n-768x284.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:284;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:58:\"10577031_865828530095731_8424378106845005100_n-768x315.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:315;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15662, 2075, '_thumbnail_id', '2373'), (15663, 2374, '_wp_attached_file', '2018/09/030315-Amway.jpg'), (15664, 2374, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:24:\"2018/09/030315-Amway.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"030315-Amway-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15665, 2076, '_thumbnail_id', '2374'), (15666, 2375, '_wp_attached_file', '2018/09/030915-Petroleum-Brands.jpg'), (15667, 2375, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:35:\"2018/09/030915-Petroleum-Brands.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"030915-Petroleum-Brands-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15668, 2078, '_thumbnail_id', '2375'), (15669, 2376, '_wp_attached_file', '2018/09/Terpel_night.jpg'), (15670, 2377, '_wp_attached_file', '2018/09/Terpel_night-1.jpg'), (15671, 2376, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5616;s:6:\"height\";i:3744;s:4:\"file\";s:24:\"2018/09/Terpel_night.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"Terpel_night-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:24:\"Terpel_night-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:26:\"Terpel_night-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:24:\"Terpel_night-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"22\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354081569\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"20\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:1:\"8\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15672, 2079, '_thumbnail_id', '2377'), (15673, 2378, '_wp_attached_file', '2018/09/031215-CBX-Gets-Messy.jpg'), (15674, 2378, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:33:\"2018/09/031215-CBX-Gets-Messy.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"031215-CBX-Gets-Messy-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15675, 2080, '_thumbnail_id', '2386'), (15676, 2379, '_wp_attached_file', '2018/09/031315-What-a-Brand-Would-Give.jpg'), (15677, 2379, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:42:\"2018/09/031315-What-a-Brand-Would-Give.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:42:\"031315-What-a-Brand-Would-Give-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15678, 2081, '_thumbnail_id', '2389'), (15679, 2380, '_wp_attached_file', '2018/09/031815-Rethinking-branding.jpg'), (15680, 2380, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:38:\"2018/09/031815-Rethinking-branding.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"031815-Rethinking-branding-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15681, 2082, '_thumbnail_id', '2391'), (15682, 2381, '_wp_attached_file', '2018/09/Jazzercise_BILLBOARD-1-011.jpg'), (15683, 2381, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:38:\"2018/09/Jazzercise_BILLBOARD-1-011.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"Jazzercise_BILLBOARD-1-011-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:5:\"Print\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15684, 2083, '_thumbnail_id', '2393'), (15685, 2382, '_wp_attached_file', '2018/09/033115-Jazzercise-shakes-off-80s-reputation.jpg'), (15686, 2382, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:55:\"2018/09/033115-Jazzercise-shakes-off-80s-reputation.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:55:\"033115-Jazzercise-shakes-off-80s-reputation-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15687, 2084, '_thumbnail_id', '2394'), (15688, 2383, '_wp_attached_file', '2018/09/whataboutnaming-2.jpg'), (15689, 2383, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:340;s:4:\"file\";s:29:\"2018/09/whataboutnaming-2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"whataboutnaming-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15690, 2085, '_thumbnail_id', '2396'), (15691, 2384, '_wp_attached_file', '2018/09/whataboutnaming-3.jpg'), (15692, 2384, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:340;s:4:\"file\";s:29:\"2018/09/whataboutnaming-3.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"whataboutnaming-3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15693, 2086, '_thumbnail_id', '2397'), (15694, 2385, '_wp_attached_file', '2018/09/hero_graphic.jpg'), (15695, 2385, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:542;s:6:\"height\";i:279;s:4:\"file\";s:24:\"2018/09/hero_graphic.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"hero_graphic-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15696, 2087, '_thumbnail_id', '2398'), (15697, 2377, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5616;s:6:\"height\";i:3744;s:4:\"file\";s:26:\"2018/09/Terpel_night-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"Terpel_night-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"Terpel_night-1-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:28:\"Terpel_night-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"Terpel_night-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"22\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354081569\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"20\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:1:\"8\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15698, 2386, '_wp_attached_file', '2018/09/031215-CBX-Gets-Messy-1.jpg'), (15699, 2387, '_wp_attached_file', '2018/09/DHI_Color_noTM_tag-01_blog-size.jpg'), (15700, 2386, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:35:\"2018/09/031215-CBX-Gets-Messy-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"031215-CBX-Gets-Messy-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15701, 2387, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:283;s:4:\"file\";s:43:\"2018/09/DHI_Color_noTM_tag-01_blog-size.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:43:\"DHI_Color_noTM_tag-01_blog-size-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:9:\"DHI_Color\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15702, 2088, '_thumbnail_id', '2400'), (15703, 2388, '_wp_attached_file', '2018/09/the-power-of-packaging-NEW-PAGE-570X380.jpg'), (15704, 2388, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:51:\"2018/09/the-power-of-packaging-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:51:\"the-power-of-packaging-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15705, 2091, '_thumbnail_id', '2401'), (15706, 2389, '_wp_attached_file', '2018/09/031315-What-a-Brand-Would-Give-1.jpg'), (15707, 2389, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:44:\"2018/09/031315-What-a-Brand-Would-Give-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:44:\"031315-What-a-Brand-Would-Give-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15708, 2390, '_wp_attached_file', '2018/09/envisioning-NEW-PAGE-570X380.jpg'), (15709, 2390, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:40:\"2018/09/envisioning-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"envisioning-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15710, 2093, '_thumbnail_id', '2402'), (15711, 2391, '_wp_attached_file', '2018/09/031815-Rethinking-branding-1.jpg'), (15712, 2391, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:40:\"2018/09/031815-Rethinking-branding-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"031815-Rethinking-branding-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15713, 2392, '_wp_attached_file', '2018/09/DaveW_for-blog.jpg'), (15714, 2392, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:241;s:6:\"height\";i:340;s:4:\"file\";s:26:\"2018/09/DaveW_for-blog.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"DaveW_for-blog-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15715, 2096, '_thumbnail_id', '2403'), (15716, 2393, '_wp_attached_file', '2018/09/Jazzercise_BILLBOARD-1-011-1.jpg'), (15717, 2393, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:650;s:6:\"height\";i:379;s:4:\"file\";s:40:\"2018/09/Jazzercise_BILLBOARD-1-011-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"Jazzercise_BILLBOARD-1-011-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:5:\"Print\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15718, 2394, '_wp_attached_file', '2018/09/033115-Jazzercise-shakes-off-80s-reputation-1.jpg'), (15719, 2395, '_wp_attached_file', '2018/09/Tonya_Garrett_presentation.jpg'), (15720, 2394, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:633;s:6:\"height\";i:418;s:4:\"file\";s:57:\"2018/09/033115-Jazzercise-shakes-off-80s-reputation-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:57:\"033115-Jazzercise-shakes-off-80s-reputation-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1354203221\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:17:\"0.041666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15721, 2396, '_wp_attached_file', '2018/09/whataboutnaming-4.jpg'), (15722, 2396, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:340;s:4:\"file\";s:29:\"2018/09/whataboutnaming-4.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"whataboutnaming-4-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15723, 2395, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:765;s:4:\"file\";s:38:\"2018/09/Tonya_Garrett_presentation.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"Tonya_Garrett_presentation-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:38:\"Tonya_Garrett_presentation-768x746.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:746;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:38:\"Tonya_Garrett_presentation-768x765.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:765;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"6.3\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1430305768\";s:9:\"copyright\";s:40:\"Copyright: David Leach Photography, Inc.\";s:12:\"focal_length\";s:3:\"145\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.008\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15724, 2097, '_thumbnail_id', '2404'), (15725, 2397, '_wp_attached_file', '2018/09/whataboutnaming-5.jpg'), (15726, 2397, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:340;s:4:\"file\";s:29:\"2018/09/whataboutnaming-5.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"whataboutnaming-5-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15727, 2398, '_wp_attached_file', '2018/09/hero_graphic-1.jpg'), (15728, 2398, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:542;s:6:\"height\";i:279;s:4:\"file\";s:26:\"2018/09/hero_graphic-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"hero_graphic-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15729, 2399, '_wp_attached_file', '2018/09/Pharmacy-Final-Rendering.jpg'), (15730, 2400, '_wp_attached_file', '2018/09/DHI_Color_noTM_tag-01_blog-size-1.jpg'), (15731, 2400, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:283;s:4:\"file\";s:45:\"2018/09/DHI_Color_noTM_tag-01_blog-size-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:45:\"DHI_Color_noTM_tag-01_blog-size-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:9:\"DHI_Color\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15732, 2401, '_wp_attached_file', '2018/09/the-power-of-packaging-NEW-PAGE-570X380-1.jpg'), (15733, 2401, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:53:\"2018/09/the-power-of-packaging-NEW-PAGE-570X380-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:53:\"the-power-of-packaging-NEW-PAGE-570X380-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15734, 2402, '_wp_attached_file', '2018/09/envisioning-NEW-PAGE-570X380-1.jpg'), (15735, 2402, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:42:\"2018/09/envisioning-NEW-PAGE-570X380-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:42:\"envisioning-NEW-PAGE-570X380-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15736, 2403, '_wp_attached_file', '2018/09/DaveW_for-blog-1.jpg'), (15737, 2403, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:241;s:6:\"height\";i:340;s:4:\"file\";s:28:\"2018/09/DaveW_for-blog-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"DaveW_for-blog-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15738, 2404, '_wp_attached_file', '2018/09/Tonya_Garrett_presentation-1.jpg'), (15739, 2404, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:765;s:4:\"file\";s:40:\"2018/09/Tonya_Garrett_presentation-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"Tonya_Garrett_presentation-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:40:\"Tonya_Garrett_presentation-1-768x746.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:746;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:40:\"Tonya_Garrett_presentation-1-768x765.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:765;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"6.3\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1430305768\";s:9:\"copyright\";s:40:\"Copyright: David Leach Photography, Inc.\";s:12:\"focal_length\";s:3:\"145\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.008\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15740, 2405, '_wp_attached_file', '2018/09/Pharmacy-Final-Rendering-1.jpg'), (15741, 2405, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4000;s:6:\"height\";i:1918;s:4:\"file\";s:38:\"2018/09/Pharmacy-Final-Rendering-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"Pharmacy-Final-Rendering-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:38:\"Pharmacy-Final-Rendering-1-768x368.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:368;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:40:\"Pharmacy-Final-Rendering-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:38:\"Pharmacy-Final-Rendering-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15742, 2098, '_thumbnail_id', '2405'), (15743, 2406, '_wp_attached_file', '2018/09/LIA_Statue_1.jpg'), (15744, 2406, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:900;s:6:\"height\";i:900;s:4:\"file\";s:24:\"2018/09/LIA_Statue_1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"LIA_Statue_1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:24:\"LIA_Statue_1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:24:\"LIA_Statue_1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15745, 2099, '_thumbnail_id', '2406'), (15746, 2407, '_wp_attached_file', '2018/09/dw_4040.jpg'), (15747, 2407, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1219;s:6:\"height\";i:620;s:4:\"file\";s:19:\"2018/09/dw_4040.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"dw_4040-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:19:\"dw_4040-768x391.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:391;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:19:\"dw_4040-768x620.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:620;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15748, 2101, '_thumbnail_id', '2407'), (15749, 2408, '_wp_attached_file', '2018/09/Dustin_presentation.jpg'), (15750, 2408, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:765;s:4:\"file\";s:31:\"2018/09/Dustin_presentation.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"Dustin_presentation-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"Dustin_presentation-768x746.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:746;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"Dustin_presentation-768x765.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:765;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1346926791\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:5:\"0.005\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15751, 2102, '_thumbnail_id', '2408'), (15752, 2409, '_wp_attached_file', '2018/09/Screen-Shot-2015-05-20-at-Wednesday-May-20-2015-9.49.40-AM.png'), (15753, 2409, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1919;s:6:\"height\";i:1078;s:4:\"file\";s:70:\"2018/09/Screen-Shot-2015-05-20-at-Wednesday-May-20-2015-9.49.40-AM.png\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:70:\"Screen-Shot-2015-05-20-at-Wednesday-May-20-2015-9.49.40-AM-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:70:\"Screen-Shot-2015-05-20-at-Wednesday-May-20-2015-9.49.40-AM-768x431.png\";s:5:\"width\";i:768;s:6:\"height\";i:431;s:9:\"mime-type\";s:9:\"image/png\";}s:6:\"banner\";a:4:{s:4:\"file\";s:72:\"Screen-Shot-2015-05-20-at-Wednesday-May-20-2015-9.49.40-AM-1900x1078.png\";s:5:\"width\";i:1900;s:6:\"height\";i:1078;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:70:\"Screen-Shot-2015-05-20-at-Wednesday-May-20-2015-9.49.40-AM-768x768.png\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15754, 2103, '_thumbnail_id', '2409'), (15755, 2410, '_wp_attached_file', '2018/09/KY12128_CBXMK429_Andy_Austin_Decks_Pres.jpg'), (15756, 2410, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:765;s:4:\"file\";s:51:\"2018/09/KY12128_CBXMK429_Andy_Austin_Decks_Pres.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:51:\"KY12128_CBXMK429_Andy_Austin_Decks_Pres-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:51:\"KY12128_CBXMK429_Andy_Austin_Decks_Pres-768x746.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:746;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:51:\"KY12128_CBXMK429_Andy_Austin_Decks_Pres-768x765.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:765;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:14:\"Canon EOS-1D X\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1430912559\";s:9:\"copyright\";s:47:\"All Rights Reserved - No Use Without Permission\";s:12:\"focal_length\";s:2:\"80\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15757, 2104, '_thumbnail_id', '2410'), (15758, 2411, '_wp_attached_file', '2018/09/LIA_Statue_1-1.jpg'), (15759, 2411, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:900;s:6:\"height\";i:900;s:4:\"file\";s:26:\"2018/09/LIA_Statue_1-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"LIA_Statue_1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"LIA_Statue_1-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"LIA_Statue_1-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15760, 2105, '_thumbnail_id', '2411'), (15761, 2412, '_wp_attached_file', '2018/09/dialogue-NEW-PAGE-570X380.jpg'), (15762, 2412, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:37:\"2018/09/dialogue-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"dialogue-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15763, 2106, '_thumbnail_id', '2412'), (15764, 2413, '_wp_attached_file', '2018/09/Snapple_LL_6002_IW.jpg'), (15765, 2413, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5616;s:6:\"height\";i:3744;s:4:\"file\";s:30:\"2018/09/Snapple_LL_6002_IW.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"Snapple_LL_6002_IW-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"Snapple_LL_6002_IW-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"Snapple_LL_6002_IW-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"Snapple_LL_6002_IW-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"14\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1430157574\";s:9:\"copyright\";s:40:\"Copyright: David Leach Photography, Inc.\";s:12:\"focal_length\";s:3:\"200\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:7:\"0.00625\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15766, 2107, '_thumbnail_id', '2413'), (15767, 2414, '_wp_attached_file', '2018/09/snapple-undergoes-NEW-PAGE-570X380.jpg'), (15768, 2414, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:46:\"2018/09/snapple-undergoes-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:46:\"snapple-undergoes-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15769, 2109, '_thumbnail_id', '2414'), (15770, 2415, '_wp_attached_file', '2018/09/snapple-unvails-NEW-PAGE-570X380.jpg'), (15771, 2415, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:44:\"2018/09/snapple-unvails-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:44:\"snapple-unvails-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15772, 2110, '_thumbnail_id', '2415'), (15773, 2416, '_wp_attached_file', '2018/09/KY12394_CBXMK429_Anthony_D_Decks_Pres.jpg'), (15774, 2416, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:765;s:4:\"file\";s:49:\"2018/09/KY12394_CBXMK429_Anthony_D_Decks_Pres.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:49:\"KY12394_CBXMK429_Anthony_D_Decks_Pres-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:49:\"KY12394_CBXMK429_Anthony_D_Decks_Pres-768x746.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:746;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:49:\"KY12394_CBXMK429_Anthony_D_Decks_Pres-768x765.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:765;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:14:\"Canon EOS-1D X\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1433157687\";s:9:\"copyright\";s:47:\"All Rights Reserved - No Use Without Permission\";s:12:\"focal_length\";s:2:\"80\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15775, 2112, '_thumbnail_id', '2416'), (15776, 2417, '_wp_attached_file', '2018/09/Jennifer_Tausch_Decks_Pres.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (15777, 2417, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:765;s:4:\"file\";s:38:\"2018/09/Jennifer_Tausch_Decks_Pres.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"Jennifer_Tausch_Decks_Pres-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:38:\"Jennifer_Tausch_Decks_Pres-768x746.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:746;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:38:\"Jennifer_Tausch_Decks_Pres-768x765.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:765;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:14:\"Canon EOS-1D X\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1433160704\";s:9:\"copyright\";s:47:\"All Rights Reserved - No Use Without Permission\";s:12:\"focal_length\";s:2:\"78\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15778, 2115, '_thumbnail_id', '2417'), (15779, 2418, '_wp_attached_file', '2018/09/get-ahead-NEW-PAGE-570X380.jpg'), (15780, 2418, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:38:\"2018/09/get-ahead-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"get-ahead-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15781, 2116, '_thumbnail_id', '2418'), (15782, 2419, '_wp_attached_file', '2018/09/look-out-NEW-PAGE-570X380.jpg'), (15783, 2419, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:37:\"2018/09/look-out-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"look-out-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15784, 2117, '_thumbnail_id', '2419'), (15785, 2420, '_wp_attached_file', '2018/09/business-card-NEW-PAGE-570X380.jpg'), (15786, 2420, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:42:\"2018/09/business-card-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:42:\"business-card-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15787, 2118, '_thumbnail_id', '2420'), (15788, 2421, '_wp_attached_file', '2018/09/who-moved-my-seaweed-NEW-PAGE-570X380.jpg'), (15789, 2421, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:49:\"2018/09/who-moved-my-seaweed-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:49:\"who-moved-my-seaweed-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15790, 2119, '_thumbnail_id', '2421'), (15791, 2422, '_wp_attached_file', '2018/09/Jodi_presentation.jpg'), (15792, 2422, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:765;s:4:\"file\";s:29:\"2018/09/Jodi_presentation.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Jodi_presentation-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Jodi_presentation-768x746.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:746;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Jodi_presentation-768x765.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:765;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15793, 2120, '_thumbnail_id', '2422'), (15794, 2423, '_wp_attached_file', '2018/09/reconsider-NEW-PAGE-570X380.jpg'), (15795, 2423, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:39:\"2018/09/reconsider-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"reconsider-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15796, 2121, '_thumbnail_id', '2423'), (15797, 2424, '_wp_attached_file', '2018/09/what-neiman-NEW-PAGE-570X380.jpg'), (15798, 2424, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:40:\"2018/09/what-neiman-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"what-neiman-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15799, 2122, '_thumbnail_id', '2424'), (15800, 2425, '_wp_attached_file', '2018/09/Todd-Maute-with-CBX-logo.jpg'), (15801, 2425, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:728;s:6:\"height\";i:400;s:4:\"file\";s:36:\"2018/09/Todd-Maute-with-CBX-logo.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"Todd-Maute-with-CBX-logo-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15802, 2123, '_thumbnail_id', '2425'), (15803, 2426, '_wp_attached_file', '2018/09/Screen-Shot-2015-08-13-at-Thursday-August-13-2015-3.11.55-PM.png'), (15804, 2426, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:568;s:6:\"height\";i:321;s:4:\"file\";s:72:\"2018/09/Screen-Shot-2015-08-13-at-Thursday-August-13-2015-3.11.55-PM.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:72:\"Screen-Shot-2015-08-13-at-Thursday-August-13-2015-3.11.55-PM-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15805, 2124, '_thumbnail_id', '2426'), (15806, 2427, '_wp_attached_file', '2018/09/who-am-i-NEW-PAGE-570X380.jpg'), (15807, 2427, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:37:\"2018/09/who-am-i-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"who-am-i-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15808, 2125, '_thumbnail_id', '2427'), (15809, 2428, '_wp_attached_file', '2018/09/NEW-PAGE-570X380-Choosing.jpg'), (15810, 2428, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:37:\"2018/09/NEW-PAGE-570X380-Choosing.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"NEW-PAGE-570X380-Choosing-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15811, 2126, '_thumbnail_id', '2428'), (15812, 2429, '_wp_attached_file', '2018/09/NEW-PAGE-570X380-Avoiding.jpg'), (15813, 2429, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:37:\"2018/09/NEW-PAGE-570X380-Avoiding.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"NEW-PAGE-570X380-Avoiding-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15814, 2127, '_thumbnail_id', '2429'), (15815, 2430, '_wp_attached_file', '2018/09/NEW-PAGE-570X380-sephora.jpg'), (15816, 2430, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:36:\"2018/09/NEW-PAGE-570X380-sephora.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"NEW-PAGE-570X380-sephora-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15817, 2128, '_thumbnail_id', '2430'), (15818, 2431, '_wp_attached_file', '2018/09/NEW-PAGE-570X380_Master.jpg'), (15819, 2431, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:35:\"2018/09/NEW-PAGE-570X380_Master.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"NEW-PAGE-570X380_Master-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15820, 2129, '_thumbnail_id', '2431'), (15821, 2432, '_wp_attached_file', '2018/09/look_instore.jpg'), (15822, 2432, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:900;s:6:\"height\";i:297;s:4:\"file\";s:24:\"2018/09/look_instore.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"look_instore-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:24:\"look_instore-768x253.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:253;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:24:\"look_instore-768x297.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:297;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15823, 2131, '_thumbnail_id', '2432'), (15824, 2433, '_wp_attached_file', '2018/09/GS00461_md.jpg'), (15825, 2433, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1500;s:6:\"height\";i:1001;s:4:\"file\";s:22:\"2018/09/GS00461_md.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"GS00461_md-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"GS00461_md-768x513.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:513;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:22:\"GS00461_md-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"9\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:10:\"NIKON D800\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1437540099\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"22\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:1:\"1\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15826, 2132, '_thumbnail_id', '2433'), (15827, 2434, '_wp_attached_file', '2018/09/GDUSA2015Awards.jpg'), (15828, 2434, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:728;s:6:\"height\";i:400;s:4:\"file\";s:27:\"2018/09/GDUSA2015Awards.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"GDUSA2015Awards-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15829, 2133, '_thumbnail_id', '2434'), (15830, 2435, '_wp_attached_file', '2018/09/2_WF_fine_look_00081_HR_md.jpg'), (15831, 2435, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2000;s:6:\"height\";i:900;s:4:\"file\";s:38:\"2018/09/2_WF_fine_look_00081_HR_md.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"2_WF_fine_look_00081_HR_md-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:38:\"2_WF_fine_look_00081_HR_md-768x346.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:346;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:39:\"2_WF_fine_look_00081_HR_md-1900x900.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:900;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:38:\"2_WF_fine_look_00081_HR_md-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:39:\"Leaf Aptus 65(LF8403 )/Large Format\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1440607192\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:4:\"0.05\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15832, 2134, '_thumbnail_id', '2435'), (15833, 2436, '_wp_attached_file', '2018/09/NEW-PAGE-570X380_PETROLWORLD.jpg'), (15834, 2436, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:40:\"2018/09/NEW-PAGE-570X380_PETROLWORLD.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"NEW-PAGE-570X380_PETROLWORLD-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15835, 2135, '_thumbnail_id', '2436'), (15836, 2437, '_wp_attached_file', '2018/09/Axion-Spot_3236.jpg'), (15837, 2437, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:3264;s:6:\"height\";i:2448;s:4:\"file\";s:27:\"2018/09/Axion-Spot_3236.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"Axion-Spot_3236-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"Axion-Spot_3236-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"Axion-Spot_3236-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"Axion-Spot_3236-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"iPhone 4S\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1412615070\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.28\";s:3:\"iso\";s:2:\"80\";s:13:\"shutter_speed\";s:18:\"0.0083333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15838, 2136, '_thumbnail_id', '2437'), (15839, 2438, '_wp_attached_file', '2018/09/NEW-PAGE-570X380-NEW.jpg'), (15840, 2438, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:32:\"2018/09/NEW-PAGE-570X380-NEW.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"NEW-PAGE-570X380-NEW-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15841, 2137, '_thumbnail_id', '2438'), (15842, 2439, '_wp_attached_file', '2018/09/NEW-PAGE-570X3801.jpg'), (15843, 2439, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:29:\"2018/09/NEW-PAGE-570X3801.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"NEW-PAGE-570X3801-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15844, 2138, '_thumbnail_id', '2439'), (15845, 2440, '_wp_attached_file', '2018/09/IMG_3028.jpg'), (15846, 2440, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4200;s:6:\"height\";i:2800;s:4:\"file\";s:20:\"2018/09/IMG_3028.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"IMG_3028-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"IMG_3028-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"IMG_3028-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"IMG_3028-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"22\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1426752734\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"45\";s:3:\"iso\";s:3:\"500\";s:13:\"shutter_speed\";s:4:\"0.25\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15847, 2139, '_thumbnail_id', '2440'), (15848, 2441, '_wp_attached_file', '2018/09/Redesign-NEW-PAGE-570X380.jpg'), (15849, 2441, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:37:\"2018/09/Redesign-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"Redesign-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15850, 2140, '_thumbnail_id', '2441'), (15851, 2442, '_wp_attached_file', '2018/09/ManCave_Beef.jpg'), (15852, 2442, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1406;s:6:\"height\";i:883;s:4:\"file\";s:24:\"2018/09/ManCave_Beef.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"ManCave_Beef-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:24:\"ManCave_Beef-768x482.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:482;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:24:\"ManCave_Beef-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:5:\"Print\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15853, 2141, '_thumbnail_id', '2442'), (15854, 2443, '_wp_attached_file', '2018/09/packaging-gets-real_NEW-PAGE-570X380.jpg'), (15855, 2443, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:48:\"2018/09/packaging-gets-real_NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"packaging-gets-real_NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15856, 2142, '_thumbnail_id', '2443'), (15857, 2444, '_wp_attached_file', '2018/09/3-TACTICS_NEW-PAGE-570X380.jpg'), (15858, 2444, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:38:\"2018/09/3-TACTICS_NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"3-TACTICS_NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15859, 2143, '_thumbnail_id', '2444'), (15860, 2445, '_wp_attached_file', '2018/09/CBX-design-cave-NEW-PAGE-570X380.jpg'), (15861, 2445, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:44:\"2018/09/CBX-design-cave-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:44:\"CBX-design-cave-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15862, 2144, '_thumbnail_id', '2445'), (15863, 2446, '_wp_attached_file', '2018/09/4-tips-for-a-big-dream-NEW-PAGE-570X380.jpg'), (15864, 2446, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:51:\"2018/09/4-tips-for-a-big-dream-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:51:\"4-tips-for-a-big-dream-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15865, 2145, '_thumbnail_id', '2446'), (15866, 2447, '_wp_attached_file', '2018/09/RDI-Iron-Design.jpg'), (15867, 2447, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:666;s:4:\"file\";s:27:\"2018/09/RDI-Iron-Design.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"RDI-Iron-Design-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15868, 2146, '_thumbnail_id', '2447'), (15869, 2448, '_wp_attached_file', '2018/09/when-did-private-become-NEW-PAGE-570X380.jpg'), (15870, 2448, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:52:\"2018/09/when-did-private-become-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:52:\"when-did-private-become-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15871, 2147, '_thumbnail_id', '2448'), (15872, 2449, '_wp_attached_file', '2018/09/Get-ready-to-wow-them-NEW-PAGE-570X380.jpg'), (15873, 2449, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:50:\"2018/09/Get-ready-to-wow-them-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:50:\"Get-ready-to-wow-them-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15874, 2148, '_thumbnail_id', '2449'), (15875, 2450, '_wp_attached_file', '2018/09/toss-the-tacky-NEW-PAGE-570X380.jpg'), (15876, 2450, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:43:\"2018/09/toss-the-tacky-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:43:\"toss-the-tacky-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15877, 2149, '_thumbnail_id', '2450'), (15878, 2451, '_wp_attached_file', '2018/09/dreaming-upNEW-PAGE-570X380.jpg'), (15879, 2451, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:39:\"2018/09/dreaming-upNEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"dreaming-upNEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15880, 2150, '_thumbnail_id', '2451'), (15881, 2452, '_wp_attached_file', '2018/09/touched-by-an-angel-NEW-PAGE-570X380.jpg'), (15882, 2452, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:48:\"2018/09/touched-by-an-angel-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"touched-by-an-angel-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15883, 2151, '_thumbnail_id', '2452'), (15884, 2453, '_wp_attached_file', '2018/09/GV_3D-PouchesRender.jpeg'), (15885, 2453, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1280;s:6:\"height\";i:829;s:4:\"file\";s:32:\"2018/09/GV_3D-PouchesRender.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"GV_3D-PouchesRender-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"GV_3D-PouchesRender-768x497.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:497;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"GV_3D-PouchesRender-768x768.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15886, 2153, '_thumbnail_id', '2453'), (15887, 2454, '_wp_attached_file', '2018/09/green-valley-NEW-PAGE-570X380.jpg'), (15888, 2454, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:570;s:6:\"height\";i:380;s:4:\"file\";s:41:\"2018/09/green-valley-NEW-PAGE-570X380.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:41:\"green-valley-NEW-PAGE-570X380-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15889, 2154, '_thumbnail_id', '2454'), (15890, 2455, '_wp_attached_file', '2018/09/Virgin-Sketch-REND-434_ef.jpg'), (15891, 2455, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1262;s:6:\"height\";i:600;s:4:\"file\";s:37:\"2018/09/Virgin-Sketch-REND-434_ef.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"Virgin-Sketch-REND-434_ef-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:37:\"Virgin-Sketch-REND-434_ef-768x365.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:365;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:37:\"Virgin-Sketch-REND-434_ef-768x600.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:600;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15892, 2155, '_thumbnail_id', '2455'), (15893, 2456, '_wp_attached_file', '2018/09/James_presentation.jpg'), (15894, 2456, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:788;s:6:\"height\";i:765;s:4:\"file\";s:30:\"2018/09/James_presentation.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"James_presentation-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"James_presentation-768x746.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:746;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"James_presentation-768x765.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:765;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15895, 2156, '_thumbnail_id', '2456'), (15896, 2457, '_wp_attached_file', '2018/09/kumandgo-marketplace-design_exterior_front-store-angle-1024x538.jpg'), (15897, 2457, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1024;s:6:\"height\";i:538;s:4:\"file\";s:75:\"2018/09/kumandgo-marketplace-design_exterior_front-store-angle-1024x538.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:75:\"kumandgo-marketplace-design_exterior_front-store-angle-1024x538-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:75:\"kumandgo-marketplace-design_exterior_front-store-angle-1024x538-768x404.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:404;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:75:\"kumandgo-marketplace-design_exterior_front-store-angle-1024x538-768x538.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:538;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15898, 2157, '_thumbnail_id', '2457'), (15899, 2458, '_wp_attached_file', '2018/09/driving-innovation.jpg'), (15900, 2458, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5250;s:6:\"height\";i:3000;s:4:\"file\";s:30:\"2018/09/driving-innovation.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"driving-innovation-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"driving-innovation-768x439.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:439;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"driving-innovation-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"driving-innovation-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:18:\"Light Bulb vector.\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:4:\"bulb\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:44:{i:0;s:6:\"Growth\";i:1;s:11:\"Development\";i:2;s:8:\"Business\";i:3;s:10:\"Innovation\";i:4;s:10:\"Light Bulb\";i:5;s:5:\"Ideas\";i:6;s:11:\"Inspiration\";i:7;s:9:\"Marketing\";i:8;s:10:\"Technology\";i:9;s:11:\"Backgrounds\";i:10;s:10:\"Leadership\";i:11;s:8:\"Teamwork\";i:12;s:9:\"Education\";i:13;s:8:\"Solution\";i:14;s:6:\"Wealth\";i:15;s:10:\"Creativity\";i:16;s:12:\"Contemporary\";i:17;s:8:\"Strategy\";i:18;s:6:\"Design\";i:19;s:6:\"Symbol\";i:20;s:18:\"Lighting Equipment\";i:21;s:10:\"Simplicity\";i:22;s:7:\"Success\";i:23;s:6:\"Energy\";i:24;s:8:\"Problems\";i:25;s:5:\"Black\";i:26;s:11:\"Electricity\";i:27;s:17:\"Business Strategy\";i:28;s:9:\"Analyzing\";i:29;s:5:\"Light\";i:30;s:7:\"Support\";i:31;s:3:\"New\";i:32;s:6:\"Wisdom\";i:33;s:8:\"Progress\";i:34;s:10:\"Motivation\";i:35;s:10:\"Futuristic\";i:36;s:24:\"Illustration Imagination\";i:37;s:6:\"School\";i:38;s:4:\"Lamp\";i:39;s:12:\"Intelligence\";i:40;s:8:\"Big Idea\";i:41;s:16:\"Group of Objects\";i:42;s:10:\"Front View\";i:43;s:9:\"Think Big\";}}}'), (15901, 2158, '_thumbnail_id', '2458'), (15902, 2459, '_wp_attached_file', '2018/09/22503662315_41177e7d1e_b.jpg'), (15903, 2459, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:700;s:6:\"height\";i:464;s:4:\"file\";s:36:\"2018/09/22503662315_41177e7d1e_b.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"22503662315_41177e7d1e_b-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15904, 2159, '_thumbnail_id', '2459'), (15905, 2460, '_wp_attached_file', '2018/09/ponce-city-market-atlanta.jpg'), (15906, 2460, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1600;s:6:\"height\";i:849;s:4:\"file\";s:37:\"2018/09/ponce-city-market-atlanta.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"ponce-city-market-atlanta-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:37:\"ponce-city-market-atlanta-768x408.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:408;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:37:\"ponce-city-market-atlanta-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.2\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:13:\"iPhone 6 Plus\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1442760498\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:4:\"4.15\";s:3:\"iso\";s:2:\"32\";s:13:\"shutter_speed\";s:19:\"0.00090991810737034\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15907, 2160, '_thumbnail_id', '2460'), (15908, 2461, '_wp_attached_file', '2018/09/GV_3D-PouchesRender-1.jpeg'), (15909, 2461, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1280;s:6:\"height\";i:829;s:4:\"file\";s:34:\"2018/09/GV_3D-PouchesRender-1.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"GV_3D-PouchesRender-1-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:34:\"GV_3D-PouchesRender-1-768x497.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:497;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:34:\"GV_3D-PouchesRender-1-768x768.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15910, 2161, '_thumbnail_id', '2461'), (15911, 2462, '_wp_attached_file', '2018/09/AlgCantDance-copy.jpg'), (15912, 2462, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1800;s:6:\"height\";i:900;s:4:\"file\";s:29:\"2018/09/AlgCantDance-copy.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"AlgCantDance-copy-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"AlgCantDance-copy-768x384.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:384;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"AlgCantDance-copy-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1458557447\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15913, 2162, '_thumbnail_id', '2462'), (15914, 2463, '_wp_attached_file', '2018/09/2_WF_fine_look_00081_HR_md-1.jpg'), (15915, 2463, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2000;s:6:\"height\";i:900;s:4:\"file\";s:40:\"2018/09/2_WF_fine_look_00081_HR_md-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"2_WF_fine_look_00081_HR_md-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:40:\"2_WF_fine_look_00081_HR_md-1-768x346.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:346;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:41:\"2_WF_fine_look_00081_HR_md-1-1900x900.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:900;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:40:\"2_WF_fine_look_00081_HR_md-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:39:\"Leaf Aptus 65(LF8403 )/Large Format\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1440607192\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:4:\"0.05\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15916, 2163, '_thumbnail_id', '2463'), (15917, 2464, '_wp_attached_file', '2018/09/kumandgo-marketplace-design_exterior_front-store-angle-1024x538-1.jpg'), (15918, 2464, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1024;s:6:\"height\";i:538;s:4:\"file\";s:77:\"2018/09/kumandgo-marketplace-design_exterior_front-store-angle-1024x538-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:77:\"kumandgo-marketplace-design_exterior_front-store-angle-1024x538-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:77:\"kumandgo-marketplace-design_exterior_front-store-angle-1024x538-1-768x404.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:404;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:77:\"kumandgo-marketplace-design_exterior_front-store-angle-1024x538-1-768x538.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:538;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15919, 2164, '_thumbnail_id', '2464'), (15920, 2465, '_wp_attached_file', '2018/09/AVOrg_Lemon.jpg'), (15921, 2465, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4074;s:6:\"height\";i:2717;s:4:\"file\";s:23:\"2018/09/AVOrg_Lemon.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"AVOrg_Lemon-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:23:\"AVOrg_Lemon-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:25:\"AVOrg_Lemon-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:23:\"AVOrg_Lemon-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"3.2\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:21:\"Canon EOS 5D Mark III\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1456230741\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"100\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:3:\"0.1\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15922, 2165, '_thumbnail_id', '2465'), (15923, 2466, '_wp_attached_file', '2018/09/DUANEREADE1_checkout.jpg'), (15924, 2466, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:796;s:6:\"height\";i:514;s:4:\"file\";s:32:\"2018/09/DUANEREADE1_checkout.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"DUANEREADE1_checkout-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"DUANEREADE1_checkout-768x496.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:496;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"DUANEREADE1_checkout-768x514.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:514;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"NIKON D90\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1309954997\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"22\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:17:\"0.033333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15925, 2167, '_thumbnail_id', '2466'), (15926, 2467, '_wp_attached_file', '2018/09/Saks-Houston.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (15927, 2467, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1000;s:6:\"height\";i:673;s:4:\"file\";s:24:\"2018/09/Saks-Houston.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"Saks-Houston-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:24:\"Saks-Houston-768x517.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:517;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:24:\"Saks-Houston-768x673.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:673;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461605020\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:3:\"0.7\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15928, 2168, '_thumbnail_id', '2467'), (15929, 2468, '_wp_attached_file', '2018/09/iconEmojis.jpg'), (15930, 2468, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1134;s:6:\"height\";i:335;s:4:\"file\";s:22:\"2018/09/iconEmojis.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"iconEmojis-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:22:\"iconEmojis-768x227.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:227;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:22:\"iconEmojis-768x335.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:335;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15931, 2169, '_thumbnail_id', '2468'), (15932, 2469, '_wp_attached_file', '2018/09/IMG_5486.png'), (15933, 2469, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:900;s:6:\"height\";i:692;s:4:\"file\";s:20:\"2018/09/IMG_5486.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"IMG_5486-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"IMG_5486-768x591.png\";s:5:\"width\";i:768;s:6:\"height\";i:591;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"IMG_5486-768x692.png\";s:5:\"width\";i:768;s:6:\"height\";i:692;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15934, 2170, '_thumbnail_id', '2469'), (15935, 2470, '_wp_attached_file', '2018/09/LIA.jpg'), (15936, 2470, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:768;s:6:\"height\";i:246;s:4:\"file\";s:15:\"2018/09/LIA.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"LIA-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:15:\"LIA-768x246.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:246;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:15:\"LIA-768x246.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:246;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15937, 2171, '_thumbnail_id', '2470'), (15938, 2471, '_wp_attached_file', '2018/09/AVOrg_Orange.jpg'), (15939, 2471, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:3881;s:6:\"height\";i:2582;s:4:\"file\";s:24:\"2018/09/AVOrg_Orange.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"AVOrg_Orange-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:24:\"AVOrg_Orange-768x511.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:511;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:26:\"AVOrg_Orange-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:24:\"AVOrg_Orange-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"3.5\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:21:\"Canon EOS 5D Mark III\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1456237933\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"45\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:4:\"0.01\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15940, 2172, '_thumbnail_id', '2471'), (15941, 2472, '_wp_attached_file', '2018/09/09.jpg'), (15942, 2472, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2248;s:6:\"height\";i:1500;s:4:\"file\";s:14:\"2018/09/09.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"09-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:14:\"09-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:16:\"09-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"09-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461596188\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:1:\"1\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15943, 2173, '_thumbnail_id', '2472'), (15944, 2473, '_wp_attached_file', '2018/09/04.jpg'), (15945, 2473, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2407;s:6:\"height\";i:1500;s:4:\"file\";s:14:\"2018/09/04.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"04-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:14:\"04-768x479.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:479;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:16:\"04-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"04-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461591688\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:16:\"0.33333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15946, 2174, '_thumbnail_id', '2473'), (15947, 2474, '_wp_attached_file', '2018/09/15.jpg'), (15948, 2474, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2229;s:6:\"height\";i:1500;s:4:\"file\";s:14:\"2018/09/15.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"15-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:14:\"15-768x517.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:517;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:16:\"15-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"15-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461605020\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:3:\"0.7\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15949, 2175, '_thumbnail_id', '2474'), (15950, 2475, '_wp_attached_file', '2018/09/17.jpg'), (15951, 2475, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2374;s:6:\"height\";i:1500;s:4:\"file\";s:14:\"2018/09/17.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"17-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:14:\"17-768x485.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:485;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:16:\"17-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"17-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461606159\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:3:\"0.7\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15952, 2176, '_thumbnail_id', '2475'), (15953, 2476, '_wp_attached_file', '2018/09/Taos_IL_5397_B.jpg'), (15954, 2476, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4050;s:6:\"height\";i:2853;s:4:\"file\";s:26:\"2018/09/Taos_IL_5397_B.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"Taos_IL_5397_B-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"Taos_IL_5397_B-768x541.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:541;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:28:\"Taos_IL_5397_B-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"Taos_IL_5397_B-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1429715961\";s:9:\"copyright\";s:40:\"Copyright: David Leach Photography, Inc.\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:5:\"0.008\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15955, 2177, '_thumbnail_id', '2476'), (15956, 2477, '_wp_attached_file', '2018/09/GValley_garb2.jpg'), (15957, 2477, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1280;s:6:\"height\";i:788;s:4:\"file\";s:25:\"2018/09/GValley_garb2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"GValley_garb2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:25:\"GValley_garb2-768x473.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:473;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:25:\"GValley_garb2-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15958, 2179, '_thumbnail_id', '2477'), (15959, 2478, '_wp_attached_file', '2018/09/160216_Kum-Go-18748.jpg'), (15960, 2478, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5436;s:6:\"height\";i:4080;s:4:\"file\";s:31:\"2018/09/160216_Kum-Go-18748.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"160216_Kum-Go-18748-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"160216_Kum-Go-18748-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:33:\"160216_Kum-Go-18748-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"160216_Kum-Go-18748-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:4:\"H 25\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1455667200\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15961, 2181, '_thumbnail_id', '2478'), (15962, 2479, '_wp_attached_file', '2018/09/CBX_mockingmainstreambrands_april2016_02.jpeg'), (15963, 2479, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:792;s:6:\"height\";i:612;s:4:\"file\";s:53:\"2018/09/CBX_mockingmainstreambrands_april2016_02.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:53:\"CBX_mockingmainstreambrands_april2016_02-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:53:\"CBX_mockingmainstreambrands_april2016_02-768x593.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:593;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:53:\"CBX_mockingmainstreambrands_april2016_02-768x612.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:612;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15964, 2183, '_thumbnail_id', '2479'), (15965, 2480, '_wp_attached_file', '2018/09/NJOY_8518.jpg'), (15966, 2480, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:3600;s:6:\"height\";i:2400;s:4:\"file\";s:21:\"2018/09/NJOY_8518.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"NJOY_8518-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:21:\"NJOY_8518-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:23:\"NJOY_8518-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:21:\"NJOY_8518-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1416813416\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"22\";s:3:\"iso\";s:4:\"1600\";s:13:\"shutter_speed\";s:5:\"0.002\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15967, 2184, '_thumbnail_id', '2480'), (15968, 2481, '_wp_attached_file', '2018/09/09-1.jpg'), (15969, 2481, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2248;s:6:\"height\";i:1500;s:4:\"file\";s:16:\"2018/09/09-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"09-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:16:\"09-1-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:18:\"09-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:16:\"09-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461596188\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:1:\"1\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15970, 2185, '_thumbnail_id', '2481'), (15971, 2482, '_wp_attached_file', '2018/09/helllmanns_organic.jpg'), (15972, 2482, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:800;s:6:\"height\";i:731;s:4:\"file\";s:30:\"2018/09/helllmanns_organic.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"helllmanns_organic-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"helllmanns_organic-768x702.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:702;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"helllmanns_organic-768x731.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:731;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15973, 2186, '_thumbnail_id', '2482'), (15974, 2483, '_wp_attached_file', '2018/09/18.jpg'), (15975, 2483, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2000;s:6:\"height\";i:1152;s:4:\"file\";s:14:\"2018/09/18.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"18-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:14:\"18-768x442.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:442;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:16:\"18-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"18-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"2.2\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:8:\"SM-G900P\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461670953\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"4.8\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:16:\"0.03030303030303\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15976, 2187, '_thumbnail_id', '2483'), (15977, 2484, '_wp_attached_file', '2018/09/Axion-Spot_1444_1050x665.jpg'), (15978, 2484, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1050;s:6:\"height\";i:665;s:4:\"file\";s:36:\"2018/09/Axion-Spot_1444_1050x665.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"Axion-Spot_1444_1050x665-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:36:\"Axion-Spot_1444_1050x665-768x486.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:486;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:36:\"Axion-Spot_1444_1050x665-768x665.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:665;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"4\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:19:\"Canon EOS REBEL T5i\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1412071404\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"18\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:17:\"0.033333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15979, 2188, '_thumbnail_id', '2484'), (15980, 2485, '_wp_attached_file', '2018/09/RED_interior_2653.jpg'), (15981, 2485, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:392;s:4:\"file\";s:29:\"2018/09/RED_interior_2653.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"RED_interior_2653-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15982, 2189, '_thumbnail_id', '2485'), (15983, 2486, '_wp_attached_file', '2018/09/13.jpg'), (15984, 2486, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2248;s:6:\"height\";i:1500;s:4:\"file\";s:14:\"2018/09/13.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"13-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:14:\"13-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:16:\"13-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"13-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461603481\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:3:\"0.5\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15985, 2190, '_thumbnail_id', '2486'), (15986, 2487, '_wp_attached_file', '2018/09/2M7A0444.jpg'), (15987, 2487, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5760;s:6:\"height\";i:3840;s:4:\"file\";s:20:\"2018/09/2M7A0444.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"2M7A0444-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"2M7A0444-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"2M7A0444-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"2M7A0444-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:21:\"Canon EOS 5D Mark III\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1464073054\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"16\";s:3:\"iso\";s:4:\"8000\";s:13:\"shutter_speed\";s:4:\"0.01\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:1:{i:0;s:14:\"James Sundstad\";}}}'), (15988, 2191, '_thumbnail_id', '2487'), (15989, 2488, '_wp_attached_file', '2018/09/05.jpg'), (15990, 2488, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2248;s:6:\"height\";i:1500;s:4:\"file\";s:14:\"2018/09/05.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"05-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:14:\"05-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:16:\"05-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"05-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461607592\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:16:\"0.33333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15991, 2192, '_thumbnail_id', '2488'), (15992, 2489, '_wp_attached_file', '2018/09/02.jpg'), (15993, 2489, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1001;s:6:\"height\";i:1500;s:4:\"file\";s:14:\"2018/09/02.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"02-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:15:\"02-768x1151.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:1151;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:16:\"02-1001x1080.jpg\";s:5:\"width\";i:1001;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"02-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461587849\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:4:\"0.25\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (15994, 2193, '_thumbnail_id', '2489'), (15995, 2490, '_wp_attached_file', '2018/09/whole-foods.jpg'), (15996, 2490, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:540;s:6:\"height\";i:405;s:4:\"file\";s:23:\"2018/09/whole-foods.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:23:\"whole-foods-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (15997, 2194, '_thumbnail_id', '2490'), (15998, 2491, '_wp_attached_file', '2018/09/DuaneReade_dr_SS-copy.jpg'), (15999, 2491, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:3502;s:6:\"height\";i:2352;s:4:\"file\";s:33:\"2018/09/DuaneReade_dr_SS-copy.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"DuaneReade_dr_SS-copy-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"DuaneReade_dr_SS-copy-768x516.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:516;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"DuaneReade_dr_SS-copy-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"DuaneReade_dr_SS-copy-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"9\";s:6:\"credit\";s:8:\"Jason Yu\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1347020841\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"50\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16000, 2196, '_thumbnail_id', '2491'), (16001, 2492, '_wp_attached_file', '2018/09/avalon.jpg'), (16002, 2492, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4074;s:6:\"height\";i:2717;s:4:\"file\";s:18:\"2018/09/avalon.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"avalon-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"avalon-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:20:\"avalon-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:18:\"avalon-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"3.2\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:21:\"Canon EOS 5D Mark III\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1456230741\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"100\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:3:\"0.1\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16003, 2197, '_thumbnail_id', '2492'), (16004, 2493, '_wp_attached_file', '2018/09/04-1.jpg'), (16005, 2493, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2407;s:6:\"height\";i:1500;s:4:\"file\";s:16:\"2018/09/04-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"04-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:16:\"04-1-768x479.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:479;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:18:\"04-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:16:\"04-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461591688\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:16:\"0.33333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16006, 2199, '_thumbnail_id', '2493'), (16007, 2494, '_wp_attached_file', '2018/09/XH2R7600.jpg'), (16008, 2494, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:3280;s:6:\"height\";i:4786;s:4:\"file\";s:20:\"2018/09/XH2R7600.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"XH2R7600-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:21:\"XH2R7600-768x1121.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:1121;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:22:\"XH2R7600-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"XH2R7600-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"6.3\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1455659460\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"70\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:8:\"0.003125\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16009, 2201, '_thumbnail_id', '2494'), (16010, 2495, '_wp_attached_file', '2018/09/07.jpg'), (16011, 2496, '_wp_attached_file', '2018/09/07.jpg'), (16012, 2496, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2248;s:6:\"height\";i:1500;s:4:\"file\";s:14:\"2018/09/07.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"07-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:14:\"07-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:16:\"07-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"07-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"16\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:7:\"ILCE-7R\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1461592960\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"200\";s:13:\"shutter_speed\";s:3:\"0.5\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16013, 2206, '_thumbnail_id', '2496'), (16014, 2497, '_wp_attached_file', '2018/09/she-should-run.jpg'), (16015, 2497, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:603;s:6:\"height\";i:640;s:4:\"file\";s:26:\"2018/09/she-should-run.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"she-should-run-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16016, 2209, '_thumbnail_id', '2497'), (16017, 2498, '_wp_attached_file', '2018/09/ssrr.jpg'), (16018, 2498, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:6785;s:6:\"height\";i:3334;s:4:\"file\";s:16:\"2018/09/ssrr.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"ssrr-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:16:\"ssrr-768x377.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:377;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:18:\"ssrr-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:16:\"ssrr-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16019, 2212, '_thumbnail_id', '2498'), (16020, 2499, '_wp_attached_file', '2018/09/lia.png'), (16021, 2499, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:322;s:6:\"height\";i:150;s:4:\"file\";s:15:\"2018/09/lia.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"lia-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16022, 2213, '_thumbnail_id', '2499'), (16023, 2500, '_wp_attached_file', '2018/09/Screen-Shot-2016-07-27-at-3.44.42-PM.png'), (16024, 2500, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:860;s:6:\"height\";i:531;s:4:\"file\";s:48:\"2018/09/Screen-Shot-2016-07-27-at-3.44.42-PM.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2016-07-27-at-3.44.42-PM-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2016-07-27-at-3.44.42-PM-768x474.png\";s:5:\"width\";i:768;s:6:\"height\";i:474;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2016-07-27-at-3.44.42-PM-768x531.png\";s:5:\"width\";i:768;s:6:\"height\";i:531;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16025, 2216, '_thumbnail_id', '2500'), (16026, 2501, '_wp_attached_file', '2018/09/urban.jpg'), (16027, 2501, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:520;s:6:\"height\";i:390;s:4:\"file\";s:17:\"2018/09/urban.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"urban-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16028, 2220, '_thumbnail_id', '2501'), (16029, 2502, '_wp_attached_file', '2018/09/Screen-Shot-2016-07-27-at-3.44.42-PM-1.png'), (16030, 2502, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:860;s:6:\"height\";i:531;s:4:\"file\";s:50:\"2018/09/Screen-Shot-2016-07-27-at-3.44.42-PM-1.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:50:\"Screen-Shot-2016-07-27-at-3.44.42-PM-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:50:\"Screen-Shot-2016-07-27-at-3.44.42-PM-1-768x474.png\";s:5:\"width\";i:768;s:6:\"height\";i:474;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:50:\"Screen-Shot-2016-07-27-at-3.44.42-PM-1-768x531.png\";s:5:\"width\";i:768;s:6:\"height\";i:531;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16031, 2223, '_thumbnail_id', '2502'), (16032, 2503, '_wp_attached_file', '2018/09/urban-dood.jpg'), (16033, 2503, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:520;s:6:\"height\";i:390;s:4:\"file\";s:22:\"2018/09/urban-dood.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"urban-dood-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16034, 2226, '_thumbnail_id', '2503'), (16035, 2504, '_wp_attached_file', '2018/09/Screen-Shot-2016-07-27-at-3.44.42-PM1.png'), (16036, 2504, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:537;s:6:\"height\";i:319;s:4:\"file\";s:49:\"2018/09/Screen-Shot-2016-07-27-at-3.44.42-PM1.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:49:\"Screen-Shot-2016-07-27-at-3.44.42-PM1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16037, 2228, '_thumbnail_id', '2504'), (16038, 2505, '_wp_attached_file', '2018/09/DuaneReade_40wall_After_4484.jpg'), (16039, 2505, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5566;s:6:\"height\";i:3710;s:4:\"file\";s:40:\"2018/09/DuaneReade_40wall_After_4484.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"DuaneReade_40wall_After_4484-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:40:\"DuaneReade_40wall_After_4484-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:42:\"DuaneReade_40wall_After_4484-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:40:\"DuaneReade_40wall_After_4484-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1311796203\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"17\";s:3:\"iso\";s:3:\"640\";s:13:\"shutter_speed\";s:6:\"0.0125\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16040, 2232, '_thumbnail_id', '2505'), (16041, 2506, '_wp_attached_file', '2018/09/phone.jpg'), (16042, 2506, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:600;s:6:\"height\";i:661;s:4:\"file\";s:17:\"2018/09/phone.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"phone-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16043, 2234, '_thumbnail_id', '2506'), (16044, 2507, '_wp_attached_file', '2018/09/ch.jpg'), (16045, 2507, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:728;s:6:\"height\";i:400;s:4:\"file\";s:14:\"2018/09/ch.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"ch-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16046, 2237, '_thumbnail_id', '2507'), (16047, 2508, '_wp_attached_file', '2018/09/autumn-photo.png'), (16048, 2508, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:370;s:6:\"height\";i:370;s:4:\"file\";s:24:\"2018/09/autumn-photo.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"autumn-photo-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16049, 2240, '_thumbnail_id', '2508'), (16050, 2509, '_wp_attached_file', '2018/09/new-man-cave-image.001.jpeg'), (16051, 2509, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:640;s:6:\"height\";i:276;s:4:\"file\";s:35:\"2018/09/new-man-cave-image.001.jpeg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"new-man-cave-image.001-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16052, 2242, '_thumbnail_id', '2509'), (16053, 2510, '_wp_attached_file', '2018/09/DuaneReade_40wall_After_4512.jpg'), (16054, 2510, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5612;s:6:\"height\";i:3741;s:4:\"file\";s:40:\"2018/09/DuaneReade_40wall_After_4512.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"DuaneReade_40wall_After_4512-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:40:\"DuaneReade_40wall_After_4512-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:42:\"DuaneReade_40wall_After_4512-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:40:\"DuaneReade_40wall_After_4512-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:20:\"Canon EOS 5D Mark II\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1311797488\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"17\";s:3:\"iso\";s:3:\"640\";s:13:\"shutter_speed\";s:17:\"0.016666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16055, 2249, '_thumbnail_id', '2510'), (16056, 2511, '_wp_attached_file', '2018/09/new-man-cave-image.001-1.jpeg'), (16057, 2511, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:640;s:6:\"height\";i:276;s:4:\"file\";s:37:\"2018/09/new-man-cave-image.001-1.jpeg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"new-man-cave-image.001-1-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16058, 2253, '_thumbnail_id', '2511'), (16059, 2512, '_wp_attached_file', '2018/09/new-man-cave-image.001-2.jpeg'), (16060, 2512, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:640;s:6:\"height\";i:276;s:4:\"file\";s:37:\"2018/09/new-man-cave-image.001-2.jpeg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"new-man-cave-image.001-2-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16061, 2258, '_thumbnail_id', '2512'), (16062, 2513, '_wp_attached_file', '2018/09/Nan-final-9842-_intranet.jpg'), (16063, 2513, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:220;s:6:\"height\";i:220;s:4:\"file\";s:36:\"2018/09/Nan-final-9842-_intranet.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"Nan-final-9842-_intranet-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16064, 2264, '_thumbnail_id', '2513'), (16065, 2514, '_wp_attached_file', '2018/09/new-man-cave-image.001-3.jpeg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (16066, 2514, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:640;s:6:\"height\";i:276;s:4:\"file\";s:37:\"2018/09/new-man-cave-image.001-3.jpeg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"new-man-cave-image.001-3-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16067, 2267, '_thumbnail_id', '2514'), (16068, 2515, '_wp_attached_file', '2018/09/Nan-final-9842-_intranet-1.jpg'), (16069, 2515, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:220;s:6:\"height\";i:220;s:4:\"file\";s:38:\"2018/09/Nan-final-9842-_intranet-1.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"Nan-final-9842-_intranet-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16070, 2270, '_thumbnail_id', '2515'), (16071, 2516, '_wp_attached_file', '2018/09/pent.jpg'), (16072, 2516, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:500;s:4:\"file\";s:16:\"2018/09/pent.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"pent-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16073, 2273, '_thumbnail_id', '2516'), (16074, 2517, '_wp_attached_file', '2018/09/pent-feature.jpg'), (16075, 2517, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:748;s:6:\"height\";i:468;s:4:\"file\";s:24:\"2018/09/pent-feature.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:24:\"pent-feature-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16076, 2275, '_thumbnail_id', '2517'), (16077, 2518, '_wp_attached_file', '2018/09/Nan-final-9842-_proposal.jpg'), (16078, 2518, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:765;s:6:\"height\";i:1080;s:4:\"file\";s:36:\"2018/09/Nan-final-9842-_proposal.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"Nan-final-9842-_proposal-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:37:\"Nan-final-9842-_proposal-765x1080.jpg\";s:5:\"width\";i:765;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:36:\"Nan-final-9842-_proposal-765x768.jpg\";s:5:\"width\";i:765;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16079, 2277, '_thumbnail_id', '2518'), (16080, 2519, '_wp_attached_file', '2018/09/Verbal-Identity-Jury.jpg'), (16081, 2519, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:540;s:6:\"height\";i:319;s:4:\"file\";s:32:\"2018/09/Verbal-Identity-Jury.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"Verbal-Identity-Jury-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:10:\"Paul Monan\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1476700133\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16082, 2278, '_thumbnail_id', '2519'), (16083, 2520, '_wp_attached_file', '2018/09/Allison-K-final-retouch-_proposal.jpg'), (16084, 2520, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:765;s:6:\"height\";i:1080;s:4:\"file\";s:45:\"2018/09/Allison-K-final-retouch-_proposal.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:45:\"Allison-K-final-retouch-_proposal-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:46:\"Allison-K-final-retouch-_proposal-765x1080.jpg\";s:5:\"width\";i:765;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:45:\"Allison-K-final-retouch-_proposal-765x768.jpg\";s:5:\"width\";i:765;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16085, 2279, '_thumbnail_id', '2520'), (16086, 2521, '_wp_attached_file', '2018/09/statues_about_big.jpg'), (16087, 2521, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:861;s:6:\"height\";i:437;s:4:\"file\";s:29:\"2018/09/statues_about_big.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"statues_about_big-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"statues_about_big-768x390.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:390;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"statues_about_big-768x437.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:437;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16088, 2281, '_thumbnail_id', '2521'), (16089, 2522, '_wp_attached_file', '2018/09/UBK_4_designerseries_HI.jpg'), (16090, 2522, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:3305;s:6:\"height\";i:2550;s:4:\"file\";s:35:\"2018/09/UBK_4_designerseries_HI.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"UBK_4_designerseries_HI-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:35:\"UBK_4_designerseries_HI-768x593.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:593;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:37:\"UBK_4_designerseries_HI-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:35:\"UBK_4_designerseries_HI-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16091, 2282, '_thumbnail_id', '2522'), (16092, 2523, '_wp_attached_file', '2018/09/160216_Kum-Go-18748-1.jpg'), (16093, 2523, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5436;s:6:\"height\";i:4080;s:4:\"file\";s:33:\"2018/09/160216_Kum-Go-18748-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"160216_Kum-Go-18748-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"160216_Kum-Go-18748-1-768x576.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:576;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"160216_Kum-Go-18748-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"160216_Kum-Go-18748-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:4:\"H 25\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1455667200\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:2:\"50\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16094, 2283, '_thumbnail_id', '2523'), (16095, 2524, '_wp_attached_file', '2018/09/Walgreens_Nice_IL.jpg'), (16096, 2524, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:5184;s:6:\"height\";i:3456;s:4:\"file\";s:29:\"2018/09/Walgreens_Nice_IL.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Walgreens_Nice_IL-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Walgreens_Nice_IL-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Walgreens_Nice_IL-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Walgreens_Nice_IL-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"8\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:14:\"Canon EOS-1D X\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1375710897\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"110\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:16:\"0.16666666666667\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16097, 2284, '_thumbnail_id', '2524'), (16098, 2525, '_wp_attached_file', '2018/09/van-gogh.jpg'), (16099, 2525, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:720;s:6:\"height\";i:264;s:4:\"file\";s:20:\"2018/09/van-gogh.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"van-gogh-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16100, 2285, '_thumbnail_id', '2525'), (16101, 2526, '_wp_attached_file', '2018/09/image-1.png'), (16102, 2526, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:885;s:6:\"height\";i:524;s:4:\"file\";s:19:\"2018/09/image-1.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"image-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:19:\"image-1-768x455.png\";s:5:\"width\";i:768;s:6:\"height\";i:455;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:19:\"image-1-768x524.png\";s:5:\"width\";i:768;s:6:\"height\";i:524;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16103, 2286, '_thumbnail_id', '2526'), (16104, 2527, '_wp_attached_file', '2018/09/1.png'), (16105, 2527, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:885;s:6:\"height\";i:524;s:4:\"file\";s:13:\"2018/09/1.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:13:\"1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:13:\"1-768x455.png\";s:5:\"width\";i:768;s:6:\"height\";i:455;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:13:\"1-768x524.png\";s:5:\"width\";i:768;s:6:\"height\";i:524;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16106, 2287, '_thumbnail_id', '2527'), (16107, 2528, '_wp_attached_file', '2018/09/DuaneReade_Spring_After_17.jpg'), (16108, 2528, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2184;s:6:\"height\";i:1456;s:4:\"file\";s:38:\"2018/09/DuaneReade_Spring_After_17.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"DuaneReade_Spring_After_17-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:38:\"DuaneReade_Spring_After_17-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:40:\"DuaneReade_Spring_After_17-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:38:\"DuaneReade_Spring_After_17-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:12:\"Canon EOS 5D\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1280965395\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"28\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:6:\"0.0125\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16109, 2288, '_thumbnail_id', '2528'), (16110, 2529, '_wp_attached_file', '2018/09/hey.jpg'), (16111, 2529, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1046;s:6:\"height\";i:616;s:4:\"file\";s:15:\"2018/09/hey.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"hey-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:15:\"hey-768x452.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:452;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:15:\"hey-768x616.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:616;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16112, 2289, '_thumbnail_id', '2529'), (16113, 2530, '_wp_attached_file', '2018/09/fisting.png'), (16114, 2530, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:800;s:6:\"height\";i:450;s:4:\"file\";s:19:\"2018/09/fisting.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"fisting-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:19:\"fisting-768x432.png\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:19:\"fisting-768x450.png\";s:5:\"width\";i:768;s:6:\"height\";i:450;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16115, 2290, '_thumbnail_id', '2530'), (16116, 2531, '_wp_attached_file', '2018/09/ivankt.jpg'), (16117, 2531, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:534;s:6:\"height\";i:401;s:4:\"file\";s:18:\"2018/09/ivankt.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"ivankt-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16118, 2291, '_thumbnail_id', '2531'), (16119, 2532, '_wp_attached_file', '2018/09/anners.jpg'), (16120, 2532, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:770;s:6:\"height\";i:364;s:4:\"file\";s:18:\"2018/09/anners.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"anners-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:18:\"anners-768x363.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:363;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:18:\"anners-768x364.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:364;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16121, 2292, '_thumbnail_id', '2532'), (16122, 2533, '_wp_attached_file', '2018/09/whole-foods-1.jpg'), (16123, 2533, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1500;s:6:\"height\";i:1019;s:4:\"file\";s:25:\"2018/09/whole-foods-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"whole-foods-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:25:\"whole-foods-1-768x522.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:522;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:25:\"whole-foods-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"13\";s:6:\"credit\";s:16:\"(c) Lara Swimmer\";s:6:\"camera\";s:21:\"Canon EOS-1Ds Mark II\";s:7:\"caption\";s:42:\"City Investors, INC- Vulcan- 2200 Westlake\";s:17:\"created_timestamp\";s:10:\"1175817600\";s:9:\"copyright\";s:16:\"(c) Lara Swimmer\";s:12:\"focal_length\";s:2:\"24\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:3:\"3.2\";s:5:\"title\";s:42:\"City Investors, INC- Vulcan- 2200 Westlake\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:2:{i:0;s:14:\"City Investors\";i:1;s:26:\"INC- Vulcan- 2200 Westlake\";}}}'), (16124, 2293, '_thumbnail_id', '2533'), (16125, 2534, '_wp_attached_file', '2018/09/whole-foods-1-1.jpg'), (16126, 2534, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1500;s:6:\"height\";i:1000;s:4:\"file\";s:27:\"2018/09/whole-foods-1-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"whole-foods-1-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"whole-foods-1-1-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"whole-foods-1-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"11\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:11:\"NIKON D7000\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1379123650\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"11\";s:3:\"iso\";s:3:\"400\";s:13:\"shutter_speed\";s:5:\"0.004\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16127, 2294, '_thumbnail_id', '2534'), (16128, 2535, '_wp_attached_file', '2018/09/Screen-Shot-2017-07-06-at-2.56.04-PM.png'), (16129, 2535, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:805;s:6:\"height\";i:768;s:4:\"file\";s:48:\"2018/09/Screen-Shot-2017-07-06-at-2.56.04-PM.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2017-07-06-at-2.56.04-PM-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2017-07-06-at-2.56.04-PM-768x733.png\";s:5:\"width\";i:768;s:6:\"height\";i:733;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2017-07-06-at-2.56.04-PM-768x768.png\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16130, 2295, '_thumbnail_id', '2535'), (16131, 2536, '_wp_attached_file', '2018/09/Screen-Shot-2017-08-03-at-11.10.51-AM.png'), (16132, 2536, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:634;s:6:\"height\";i:419;s:4:\"file\";s:49:\"2018/09/Screen-Shot-2017-08-03-at-11.10.51-AM.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:49:\"Screen-Shot-2017-08-03-at-11.10.51-AM-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16133, 2296, '_thumbnail_id', '2536'), (16134, 2537, '_wp_attached_file', '2018/09/Screen-Shot-2017-08-10-at-11.48.29-AM.png'), (16135, 2537, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:693;s:6:\"height\";i:268;s:4:\"file\";s:49:\"2018/09/Screen-Shot-2017-08-10-at-11.48.29-AM.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:49:\"Screen-Shot-2017-08-10-at-11.48.29-AM-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16136, 2297, '_thumbnail_id', '2537'), (16137, 2538, '_wp_attached_file', '2018/09/06-clear-labeling.jpg'), (16138, 2538, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:765;s:6:\"height\";i:442;s:4:\"file\";s:29:\"2018/09/06-clear-labeling.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"06-clear-labeling-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16139, 2298, '_thumbnail_id', '2538'), (16140, 2539, '_wp_attached_file', '2018/09/she-should-run-1.jpg'), (16141, 2539, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:838;s:6:\"height\";i:1326;s:4:\"file\";s:28:\"2018/09/she-should-run-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"she-should-run-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"she-should-run-1-768x1215.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:1215;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"she-should-run-1-838x1080.jpg\";s:5:\"width\";i:838;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"she-should-run-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16142, 2299, '_thumbnail_id', '2539'), (16143, 2540, '_wp_attached_file', '2018/09/Screen-Shot-2017-11-30-at-12.37.42-PM.png'), (16144, 2540, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:673;s:6:\"height\";i:440;s:4:\"file\";s:49:\"2018/09/Screen-Shot-2017-11-30-at-12.37.42-PM.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:49:\"Screen-Shot-2017-11-30-at-12.37.42-PM-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16145, 2300, '_thumbnail_id', '2540'), (16146, 2541, '_wp_attached_file', '2018/09/dc.jpg'), (16147, 2541, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1320;s:6:\"height\";i:660;s:4:\"file\";s:14:\"2018/09/dc.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:14:\"dc-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:14:\"dc-768x384.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:384;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:14:\"dc-768x660.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:660;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:4:\"Info\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16148, 2301, '_thumbnail_id', '2541'), (16149, 2542, '_wp_attached_file', '2018/09/king.jpg'), (16150, 2542, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1300;s:6:\"height\";i:400;s:4:\"file\";s:16:\"2018/09/king.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"king-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:16:\"king-768x236.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:236;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:16:\"king-768x400.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:400;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16151, 2302, '_thumbnail_id', '2542'), (16152, 2543, '_wp_attached_file', '2018/09/dieline-1.jpg'), (16153, 2543, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1000;s:6:\"height\";i:807;s:4:\"file\";s:21:\"2018/09/dieline-1.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"dieline-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:21:\"dieline-1-768x620.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:620;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:21:\"dieline-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16154, 2303, '_thumbnail_id', '2543'), (16155, 2544, '_wp_attached_file', '2018/09/Belmsomra-1DSC07059.jpeg'), (16156, 2544, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1000;s:6:\"height\";i:667;s:4:\"file\";s:32:\"2018/09/Belmsomra-1DSC07059.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"Belmsomra-1DSC07059-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"Belmsomra-1DSC07059-768x512.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"Belmsomra-1DSC07059-768x667.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:667;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"4.5\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"ILCE-6000\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1406064367\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"30\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:6:\"0.0125\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16157, 2304, '_thumbnail_id', '2544'), (16158, 2545, '_wp_attached_file', '2018/09/ssr-2-dragged.jpg'), (16159, 2545, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1024;s:6:\"height\";i:625;s:4:\"file\";s:25:\"2018/09/ssr-2-dragged.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"ssr-2-dragged-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:25:\"ssr-2-dragged-768x469.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:469;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:25:\"ssr-2-dragged-768x625.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:625;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16160, 2305, '_thumbnail_id', '2545'), (16161, 2546, '_wp_attached_file', '2018/09/Belmsomra-1DSC07059-1.jpeg'), (16162, 2546, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1000;s:6:\"height\";i:667;s:4:\"file\";s:34:\"2018/09/Belmsomra-1DSC07059-1.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"Belmsomra-1DSC07059-1-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:34:\"Belmsomra-1DSC07059-1-768x512.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:34:\"Belmsomra-1DSC07059-1-768x667.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:667;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"4.5\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:9:\"ILCE-6000\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1406064367\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:2:\"30\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:6:\"0.0125\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16163, 2306, '_thumbnail_id', '2546'), (16164, 2547, '_wp_attached_file', '2018/09/2017-10-10-17.10.31-1080x675.jpg'), (16165, 2547, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1080;s:6:\"height\";i:675;s:4:\"file\";s:40:\"2018/09/2017-10-10-17.10.31-1080x675.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:40:\"2017-10-10-17.10.31-1080x675-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:40:\"2017-10-10-17.10.31-1080x675-768x480.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:480;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:40:\"2017-10-10-17.10.31-1080x675-768x675.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:675;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"1.7\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:8:\"SM-G930V\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1507655431\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:3:\"4.2\";s:3:\"iso\";s:3:\"125\";s:13:\"shutter_speed\";s:17:\"0.033333333333333\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16166, 2307, '_thumbnail_id', '2547'), (16167, 2548, '_wp_attached_file', '2018/09/Haryy-forPlacementOnly-LowRez.jpg'), (16168, 2548, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:940;s:6:\"height\";i:525;s:4:\"file\";s:41:\"2018/09/Haryy-forPlacementOnly-LowRez.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:41:\"Haryy-forPlacementOnly-LowRez-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:41:\"Haryy-forPlacementOnly-LowRez-768x429.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:429;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:41:\"Haryy-forPlacementOnly-LowRez-768x525.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:525;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16169, 2308, '_thumbnail_id', '2548'), (16170, 2549, '_wp_attached_file', '2018/09/genz-tech-HERO.png'), (16171, 2549, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1300;s:6:\"height\";i:400;s:4:\"file\";s:26:\"2018/09/genz-tech-HERO.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"genz-tech-HERO-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"genz-tech-HERO-768x236.png\";s:5:\"width\";i:768;s:6:\"height\";i:236;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"genz-tech-HERO-768x400.png\";s:5:\"width\";i:768;s:6:\"height\";i:400;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16172, 2309, '_thumbnail_id', '2549'), (16173, 2550, '_wp_attached_file', '2018/09/Regent_Street_Apple_Store_London_12297897574_o.jpg'), (16174, 2550, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:4424;s:6:\"height\";i:2949;s:4:\"file\";s:58:\"2018/09/Regent_Street_Apple_Store_London_12297897574_o.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:58:\"Regent_Street_Apple_Store_London_12297897574_o-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:58:\"Regent_Street_Apple_Store_London_12297897574_o-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:60:\"Regent_Street_Apple_Store_London_12297897574_o-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:58:\"Regent_Street_Apple_Store_London_12297897574_o-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:3:\"5.6\";s:6:\"credit\";s:12:\"Tony Webster\";s:6:\"camera\";s:21:\"Canon EOS 5D Mark III\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:10:\"1382270130\";s:9:\"copyright\";s:19:\"Photo: Tony Webster\";s:12:\"focal_length\";s:2:\"16\";s:3:\"iso\";s:3:\"160\";s:13:\"shutter_speed\";s:5:\"0.008\";s:5:\"title\";s:33:\"Regent Street Apple Store, London\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:8:{i:0;s:11:\"Apple Store\";i:1;s:7:\"England\";i:2;s:13:\"Great Britain\";i:3;s:7:\"Lacoste\";i:4;s:6:\"London\";i:5;s:13:\"Oxford Circus\";i:6;s:13:\"Regent Street\";i:7;s:14:\"United Kingdom\";}}}'), (16175, 2310, '_thumbnail_id', '2550'), (16176, 2551, '_edit_lock', '1538068102:2'), (16177, 2552, '_edit_lock', '1538491820:2'), (16178, 2552, '_edit_last', '2'), (16179, 2553, '_wp_attached_file', '2018/09/Avalon-1-1920_1080.jpg'), (16180, 2553, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:30:\"2018/09/Avalon-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"Avalon-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"Avalon-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"Avalon-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"Avalon-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16181, 2554, '_wp_attached_file', '2018/09/Avalon-thumbnail.jpg'), (16182, 2554, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:600;s:4:\"file\";s:28:\"2018/09/Avalon-thumbnail.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"Avalon-thumbnail-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16183, 2555, '_wp_attached_file', '2018/09/Avalon-2-1920_1625.jpg'), (16184, 2555, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1625;s:4:\"file\";s:30:\"2018/09/Avalon-2-1920_1625.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"Avalon-2-1920_1625-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"Avalon-2-1920_1625-768x650.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:650;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"Avalon-2-1920_1625-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"Avalon-2-1920_1625-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16185, 2556, '_wp_attached_file', '2018/09/Avalon-3-1920_800.jpg'), (16186, 2556, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:29:\"2018/09/Avalon-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Avalon-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Avalon-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"Avalon-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Avalon-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16187, 2557, '_wp_attached_file', '2018/09/Avalon-4-1920_1080.jpg'), (16188, 2557, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:30:\"2018/09/Avalon-4-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"Avalon-4-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"Avalon-4-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"Avalon-4-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"Avalon-4-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16189, 2552, '_thumbnail_id', '2554'), (16190, 2558, 'work_featured_image', '2553'), (16191, 2558, '_work_featured_image', 'field_5b27eac37a115'), (16192, 2558, 'work_home_featured_color', 'black'), (16193, 2558, '_work_home_featured_color', 'field_5b2bf153536f9'), (16194, 2558, 'work_home_featured_image', ''), (16195, 2558, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16196, 2558, 'work_navigation_color', 'black'), (16197, 2558, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16198, 2558, 'work_colors_text', '#000000'), (16199, 2558, '_work_colors_text', 'field_5b241810bdd49'), (16200, 2558, 'work_colors_accent', '#d2d2d2'), (16201, 2558, '_work_colors_accent', 'field_5b241884bdd4a'), (16202, 2558, 'work_colors_bg', '#ecefec'), (16203, 2558, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16204, 2558, 'work_hero_tag', 'Avalon'), (16205, 2558, '_work_hero_tag', 'field_5b2418cebdd4c'), (16206, 2558, 'work_hero_textcolor', ''), (16207, 2558, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16208, 2558, 'work_call_description', 'Despite being an organic pioneer, Avalon Organics needed a fresh perspective for a new era.'), (16209, 2558, '_work_call_description', 'field_5b241a9cbdd4f'), (16210, 2558, 'work_call_wedid', ''), (16211, 2558, '_work_call_wedid', 'field_5b241ac4bdd50'), (16212, 2558, 'work_call_image', '2555'), (16213, 2558, '_work_call_image', 'field_5b2906b12feea'), (16214, 2558, 'work_thework_description', 'They wanted to reboot their positioning around “consciousness in cosmetics” to be more relevant to new consumers. Packaging was the marketing tool to lead the charge. A singular brand meaning, deep-rooted beauty; brand book; brand voice; sensory principles and of course brand packaging, allowed Avalon Organics to modernize the category.'), (16215, 2558, '_work_thework_description', 'field_5b241b1abdd51'), (16216, 2558, 'work_thework_type', 'image'), (16217, 2558, '_work_thework_type', 'field_5b6096188b1fd'), (16218, 2558, 'work_thework_image', '2556'), (16219, 2558, '_work_thework_image', 'field_5b241b76bdd52'), (16220, 2558, 'work_impact_1_type', 'quote_image'), (16221, 2558, '_work_impact_1_type', 'field_5b241c64ed75b'), (16222, 2558, 'work_impact_1_quote-image_text', ''), (16223, 2558, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (16224, 2558, 'work_impact_1_quote-image_author', ''), (16225, 2558, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (16226, 2558, 'work_impact_1_quote-image_image', '2557'), (16227, 2558, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (16228, 2558, 'work_impact_1_quote-image_align', 'center'), (16229, 2558, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (16230, 2558, 'work_impact_2_type', 'none'), (16231, 2558, '_work_impact_2_type', 'field_5b2420871e096'), (16232, 2558, 'work_impact_3_type', 'none'), (16233, 2558, '_work_impact_3_type', 'field_5b2423b7155ca'), (16234, 2558, 'work_impact_4_type', 'none'), (16235, 2558, '_work_impact_4_type', 'field_5b2426034a947'), (16236, 2552, 'work_featured_image', '2553'), (16237, 2552, '_work_featured_image', 'field_5b27eac37a115'), (16238, 2552, 'work_home_featured_color', 'black'), (16239, 2552, '_work_home_featured_color', 'field_5b2bf153536f9'), (16240, 2552, 'work_home_featured_image', ''), (16241, 2552, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16242, 2552, 'work_navigation_color', 'black'), (16243, 2552, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16244, 2552, 'work_colors_text', '#000000'), (16245, 2552, '_work_colors_text', 'field_5b241810bdd49'), (16246, 2552, 'work_colors_accent', '#d2d2d2'), (16247, 2552, '_work_colors_accent', 'field_5b241884bdd4a'), (16248, 2552, 'work_colors_bg', '#ecefec'), (16249, 2552, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16250, 2552, 'work_hero_tag', 'Avalon'), (16251, 2552, '_work_hero_tag', 'field_5b2418cebdd4c'), (16252, 2552, 'work_hero_textcolor', ''), (16253, 2552, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16254, 2552, 'work_call_description', 'Despite being an organic pioneer, Avalon Organics needed a fresh perspective for a new era.'), (16255, 2552, '_work_call_description', 'field_5b241a9cbdd4f'), (16256, 2552, 'work_call_wedid', ''), (16257, 2552, '_work_call_wedid', 'field_5b241ac4bdd50'), (16258, 2552, 'work_call_image', '2555'), (16259, 2552, '_work_call_image', 'field_5b2906b12feea'), (16260, 2552, 'work_thework_description', 'They wanted to reboot their positioning around “consciousness in cosmetics” to be more relevant to new consumers. Packaging was the marketing tool to lead the charge. A singular brand meaning, deep-rooted beauty; brand book; brand voice; sensory principles and of course brand packaging, allowed Avalon Organics to modernize the category.'), (16261, 2552, '_work_thework_description', 'field_5b241b1abdd51'), (16262, 2552, 'work_thework_type', 'images'), (16263, 2552, '_work_thework_type', 'field_5b6096188b1fd'), (16264, 2552, 'work_thework_image', '2556'), (16265, 2552, '_work_thework_image', 'field_5b241b76bdd52'), (16266, 2552, 'work_impact_1_type', 'none'), (16267, 2552, '_work_impact_1_type', 'field_5b241c64ed75b'), (16268, 2552, 'work_impact_1_quote-image_text', ''), (16269, 2552, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (16270, 2552, 'work_impact_1_quote-image_author', ''), (16271, 2552, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (16272, 2552, 'work_impact_1_quote-image_image', '2557'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (16273, 2552, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (16274, 2552, 'work_impact_1_quote-image_align', 'center'), (16275, 2552, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (16276, 2552, 'work_impact_2_type', 'none'), (16277, 2552, '_work_impact_2_type', 'field_5b2420871e096'), (16278, 2552, 'work_impact_3_type', 'none'), (16279, 2552, '_work_impact_3_type', 'field_5b2423b7155ca'), (16280, 2552, 'work_impact_4_type', 'none'), (16281, 2552, '_work_impact_4_type', 'field_5b2426034a947'), (16282, 2559, 'work_featured_image', '2553'), (16283, 2559, '_work_featured_image', 'field_5b27eac37a115'), (16284, 2559, 'work_home_featured_color', 'black'), (16285, 2559, '_work_home_featured_color', 'field_5b2bf153536f9'), (16286, 2559, 'work_home_featured_image', ''), (16287, 2559, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16288, 2559, 'work_navigation_color', 'black'), (16289, 2559, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16290, 2559, 'work_colors_text', '#000000'), (16291, 2559, '_work_colors_text', 'field_5b241810bdd49'), (16292, 2559, 'work_colors_accent', '#d2d2d2'), (16293, 2559, '_work_colors_accent', 'field_5b241884bdd4a'), (16294, 2559, 'work_colors_bg', '#ecefec'), (16295, 2559, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16296, 2559, 'work_hero_tag', 'Avalon'), (16297, 2559, '_work_hero_tag', 'field_5b2418cebdd4c'), (16298, 2559, 'work_hero_textcolor', ''), (16299, 2559, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16300, 2559, 'work_call_description', 'Despite being an organic pioneer, Avalon Organics needed a fresh perspective for a new era.'), (16301, 2559, '_work_call_description', 'field_5b241a9cbdd4f'), (16302, 2559, 'work_call_wedid', ''), (16303, 2559, '_work_call_wedid', 'field_5b241ac4bdd50'), (16304, 2559, 'work_call_image', '2555'), (16305, 2559, '_work_call_image', 'field_5b2906b12feea'), (16306, 2559, 'work_thework_description', 'They wanted to reboot their positioning around “consciousness in cosmetics” to be more relevant to new consumers. Packaging was the marketing tool to lead the charge. A singular brand meaning, deep-rooted beauty; brand book; brand voice; sensory principles and of course brand packaging, allowed Avalon Organics to modernize the category.'), (16307, 2559, '_work_thework_description', 'field_5b241b1abdd51'), (16308, 2559, 'work_thework_type', 'image'), (16309, 2559, '_work_thework_type', 'field_5b6096188b1fd'), (16310, 2559, 'work_thework_image', '2556'), (16311, 2559, '_work_thework_image', 'field_5b241b76bdd52'), (16312, 2559, 'work_impact_1_type', 'quote_image'), (16313, 2559, '_work_impact_1_type', 'field_5b241c64ed75b'), (16314, 2559, 'work_impact_1_quote-image_text', ''), (16315, 2559, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (16316, 2559, 'work_impact_1_quote-image_author', ''), (16317, 2559, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (16318, 2559, 'work_impact_1_quote-image_image', '2557'), (16319, 2559, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (16320, 2559, 'work_impact_1_quote-image_align', 'center'), (16321, 2559, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (16322, 2559, 'work_impact_2_type', 'none'), (16323, 2559, '_work_impact_2_type', 'field_5b2420871e096'), (16324, 2559, 'work_impact_3_type', 'none'), (16325, 2559, '_work_impact_3_type', 'field_5b2423b7155ca'), (16326, 2559, 'work_impact_4_type', 'none'), (16327, 2559, '_work_impact_4_type', 'field_5b2426034a947'), (16328, 2560, '_edit_lock', '1538491040:2'), (16329, 2560, '_edit_last', '2'), (16330, 2561, '_wp_attached_file', '2018/09/TAOS-1-1920_1080.jpg'), (16331, 2561, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:28:\"2018/09/TAOS-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"TAOS-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"TAOS-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"TAOS-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"TAOS-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16332, 2562, '_wp_attached_file', '2018/09/TAOS-thumbnail.jpg'), (16333, 2562, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:500;s:4:\"file\";s:26:\"2018/09/TAOS-thumbnail.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"TAOS-thumbnail-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16334, 2563, '_wp_attached_file', '2018/09/TAOS-2-1920_1080.jpg'), (16335, 2563, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:28:\"2018/09/TAOS-2-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"TAOS-2-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"TAOS-2-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"TAOS-2-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"TAOS-2-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16336, 2564, '_wp_attached_file', '2018/09/TAOS-3-1920_800.jpg'), (16337, 2564, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:27:\"2018/09/TAOS-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"TAOS-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"TAOS-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:28:\"TAOS-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"TAOS-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16338, 2565, '_wp_attached_file', '2018/09/TAOS-4-C1-1920_800.jpg'), (16339, 2565, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:30:\"2018/09/TAOS-4-C1-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"TAOS-4-C1-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"TAOS-4-C1-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"TAOS-4-C1-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"TAOS-4-C1-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16340, 2566, '_wp_attached_file', '2018/09/TAOS-5-1920_1080.jpg'), (16341, 2566, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:28:\"2018/09/TAOS-5-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"TAOS-5-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"TAOS-5-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"TAOS-5-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"TAOS-5-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16342, 2560, '_thumbnail_id', '2562'), (16343, 2567, 'work_featured_image', '2561'), (16344, 2567, '_work_featured_image', 'field_5b27eac37a115'), (16345, 2567, 'work_home_featured_color', 'black'), (16346, 2567, '_work_home_featured_color', 'field_5b2bf153536f9'), (16347, 2567, 'work_home_featured_image', ''), (16348, 2567, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16349, 2567, 'work_navigation_color', 'black'), (16350, 2567, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16351, 2567, 'work_colors_text', '#ffffff'), (16352, 2567, '_work_colors_text', 'field_5b241810bdd49'), (16353, 2567, 'work_colors_accent', '#352110'), (16354, 2567, '_work_colors_accent', 'field_5b241884bdd4a'), (16355, 2567, 'work_colors_bg', '#1a1008'), (16356, 2567, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16357, 2567, 'work_hero_tag', 'The Art of Shaving'), (16358, 2567, '_work_hero_tag', 'field_5b2418cebdd4c'), (16359, 2567, 'work_hero_textcolor', ''), (16360, 2567, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16361, 2567, 'work_call_description', 'After Gillette acquired The Art of Shaving, it needed to deliver The Best A Man Get through a more elevated experience, inspired by its New York City roots.'), (16362, 2567, '_work_call_description', 'field_5b241a9cbdd4f'), (16363, 2567, 'work_call_wedid', ''), (16364, 2567, '_work_call_wedid', 'field_5b241ac4bdd50'), (16365, 2567, 'work_call_image', '2563'), (16366, 2567, '_work_call_image', 'field_5b2906b12feea'), (16367, 2567, 'work_thework_description', 'The Art of Shaving consumer values the attention given to fine details and craftsmanship. CBX helped to codify the consumer target, brand and experience through a carefully curated brand guide.\r\n\r\nAn AoS monogram was created to give the brand more detailing.\r\n\r\nWe designed vintage razor replacement cartridges to create a more refined, giftable male grooming experience.\r\n\r\nCBX designed the packaging for the Morris Park Collection - a specialty line of razors named after one of the first auto-racing arenas in the United States. The classic colors and details of the packaging and the razor evoke a the timeless style of a vintage race cars.\r\n\r\nThe Lexington Collection packaging was designed to be an ultra-premium experience, inspired by the The Art of Shaving’s first location on Lexingtion Avenue in NYC.'), (16368, 2567, '_work_thework_description', 'field_5b241b1abdd51'), (16369, 2567, 'work_thework_type', 'image'), (16370, 2567, '_work_thework_type', 'field_5b6096188b1fd'), (16371, 2567, 'work_thework_image', '2564'), (16372, 2567, '_work_thework_image', 'field_5b241b76bdd52'), (16373, 2567, 'work_impact_1_type', 'text'), (16374, 2567, '_work_impact_1_type', 'field_5b241c64ed75b'), (16375, 2567, 'work_impact_1_text', 'To Come'), (16376, 2567, '_work_impact_1_text', 'field_5b241d21ed75c'), (16377, 2567, 'work_impact_award_option', '0'), (16378, 2567, '_work_impact_award_option', 'field_5b8ec47072930'), (16379, 2567, 'work_impact_2_type', 'quote_image'), (16380, 2567, '_work_impact_2_type', 'field_5b2420871e096'), (16381, 2567, 'work_impact_2_quote-image_text ', ''), (16382, 2567, '_work_impact_2_quote-image_text ', 'field_5b2420971e09a'), (16383, 2567, 'work_impact_2_quote-image_author ', ''), (16384, 2567, '_work_impact_2_quote-image_author ', 'field_5b24209a1e09b'), (16385, 2567, 'work_impact_2_quote-image_image ', '2565'), (16386, 2567, '_work_impact_2_quote-image_image ', 'field_5b24209c1e09c'), (16387, 2567, 'work_impact_2_quote-image_align', 'center'), (16388, 2567, '_work_impact_2_quote-image_align', 'field_5b2bbd19769cd'), (16389, 2567, 'work_impact_3_type', 'quote_image'), (16390, 2567, '_work_impact_3_type', 'field_5b2423b7155ca'), (16391, 2567, 'work_impact_3_quote-image_text', ''), (16392, 2567, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (16393, 2567, 'work_impact_3_quote-image_author', ''), (16394, 2567, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (16395, 2567, 'work_impact_3_quote-image_image', '2566'), (16396, 2567, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (16397, 2567, 'work_impact_3_quote-image_align', 'center'), (16398, 2567, '_work_impact_3_quote-image_align', 'field_5b2bbd87769ce'), (16399, 2567, 'work_impact_4_type', 'none'), (16400, 2567, '_work_impact_4_type', 'field_5b2426034a947'), (16401, 2567, 'work_impact_4_quote-image_align', 'center'), (16402, 2567, '_work_impact_4_quote-image_align', 'field_5b2bbda1769cf'), (16403, 2560, 'work_featured_image', '2561'), (16404, 2560, '_work_featured_image', 'field_5b27eac37a115'), (16405, 2560, 'work_home_featured_color', 'black'), (16406, 2560, '_work_home_featured_color', 'field_5b2bf153536f9'), (16407, 2560, 'work_home_featured_image', ''), (16408, 2560, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16409, 2560, 'work_navigation_color', 'white'), (16410, 2560, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16411, 2560, 'work_colors_text', '#ffffff'), (16412, 2560, '_work_colors_text', 'field_5b241810bdd49'), (16413, 2560, 'work_colors_accent', '#352110'), (16414, 2560, '_work_colors_accent', 'field_5b241884bdd4a'), (16415, 2560, 'work_colors_bg', '#1a1008'), (16416, 2560, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16417, 2560, 'work_hero_tag', 'The Art of Shaving'), (16418, 2560, '_work_hero_tag', 'field_5b2418cebdd4c'), (16419, 2560, 'work_hero_textcolor', '#ffffff'), (16420, 2560, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16421, 2560, 'work_call_description', 'After Gillette acquired The Art of Shaving, it needed to deliver The Best A Man Get through a more elevated experience, inspired by its New York City roots.'), (16422, 2560, '_work_call_description', 'field_5b241a9cbdd4f'), (16423, 2560, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (16424, 2560, '_work_call_wedid', 'field_5b241ac4bdd50'), (16425, 2560, 'work_call_image', '2563'), (16426, 2560, '_work_call_image', 'field_5b2906b12feea'), (16427, 2560, 'work_thework_description', 'The Art of Shaving consumer values the attention given to fine details and craftsmanship. CBX helped to codify the consumer target, brand and experience through a carefully curated brand guide.\r\n\r\nAn AoS monogram was created to give the brand more detailing.\r\n\r\nWe designed vintage razor replacement cartridges to create a more refined, giftable male grooming experience.\r\n\r\nCBX designed the packaging for the Morris Park Collection - a specialty line of razors named after one of the first auto-racing arenas in the United States. The classic colors and details of the packaging and the razor evoke a the timeless style of a vintage race cars.\r\n\r\nThe Lexington Collection packaging was designed to be an ultra-premium experience, inspired by the The Art of Shaving’s first location on Lexingtion Avenue in NYC.'), (16428, 2560, '_work_thework_description', 'field_5b241b1abdd51'), (16429, 2560, 'work_thework_type', 'images'), (16430, 2560, '_work_thework_type', 'field_5b6096188b1fd'), (16431, 2560, 'work_thework_image', '2564'), (16432, 2560, '_work_thework_image', 'field_5b241b76bdd52'), (16433, 2560, 'work_impact_1_type', 'none'), (16434, 2560, '_work_impact_1_type', 'field_5b241c64ed75b'), (16435, 2560, 'work_impact_1_text', 'To Come'), (16436, 2560, '_work_impact_1_text', 'field_5b241d21ed75c'), (16437, 2560, 'work_impact_award_option', '0'), (16438, 2560, '_work_impact_award_option', 'field_5b8ec47072930'), (16439, 2560, 'work_impact_2_type', 'none'), (16440, 2560, '_work_impact_2_type', 'field_5b2420871e096'), (16441, 2560, 'work_impact_2_quote-image_text ', ''), (16442, 2560, '_work_impact_2_quote-image_text ', 'field_5b2420971e09a'), (16443, 2560, 'work_impact_2_quote-image_author ', ''), (16444, 2560, '_work_impact_2_quote-image_author ', 'field_5b24209a1e09b'), (16445, 2560, 'work_impact_2_quote-image_image ', '2565'), (16446, 2560, '_work_impact_2_quote-image_image ', 'field_5b24209c1e09c'), (16447, 2560, 'work_impact_2_quote-image_align', 'center'), (16448, 2560, '_work_impact_2_quote-image_align', 'field_5b2bbd19769cd'), (16449, 2560, 'work_impact_3_type', 'none'), (16450, 2560, '_work_impact_3_type', 'field_5b2423b7155ca'), (16451, 2560, 'work_impact_3_quote-image_text', ''), (16452, 2560, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (16453, 2560, 'work_impact_3_quote-image_author', ''), (16454, 2560, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (16455, 2560, 'work_impact_3_quote-image_image', '2566'), (16456, 2560, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (16457, 2560, 'work_impact_3_quote-image_align', 'center'), (16458, 2560, '_work_impact_3_quote-image_align', 'field_5b2bbd87769ce'), (16459, 2560, 'work_impact_4_type', 'none'), (16460, 2560, '_work_impact_4_type', 'field_5b2426034a947'), (16461, 2560, 'work_impact_4_quote-image_align', 'center'), (16462, 2560, '_work_impact_4_quote-image_align', 'field_5b2bbda1769cf'), (16463, 2568, 'work_featured_image', '2561'), (16464, 2568, '_work_featured_image', 'field_5b27eac37a115'), (16465, 2568, 'work_home_featured_color', 'black'), (16466, 2568, '_work_home_featured_color', 'field_5b2bf153536f9'), (16467, 2568, 'work_home_featured_image', ''), (16468, 2568, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16469, 2568, 'work_navigation_color', 'black'), (16470, 2568, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16471, 2568, 'work_colors_text', '#ffffff'), (16472, 2568, '_work_colors_text', 'field_5b241810bdd49'), (16473, 2568, 'work_colors_accent', '#352110'), (16474, 2568, '_work_colors_accent', 'field_5b241884bdd4a'), (16475, 2568, 'work_colors_bg', '#1a1008'), (16476, 2568, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16477, 2568, 'work_hero_tag', 'The Art of Shaving'), (16478, 2568, '_work_hero_tag', 'field_5b2418cebdd4c'), (16479, 2568, 'work_hero_textcolor', ''), (16480, 2568, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16481, 2568, 'work_call_description', 'After Gillette acquired The Art of Shaving, it needed to deliver The Best A Man Get through a more elevated experience, inspired by its New York City roots.'), (16482, 2568, '_work_call_description', 'field_5b241a9cbdd4f'), (16483, 2568, 'work_call_wedid', ''), (16484, 2568, '_work_call_wedid', 'field_5b241ac4bdd50'), (16485, 2568, 'work_call_image', '2563'), (16486, 2568, '_work_call_image', 'field_5b2906b12feea'), (16487, 2568, 'work_thework_description', 'The Art of Shaving consumer values the attention given to fine details and craftsmanship. CBX helped to codify the consumer target, brand and experience through a carefully curated brand guide.\r\n\r\nAn AoS monogram was created to give the brand more detailing.\r\n\r\nWe designed vintage razor replacement cartridges to create a more refined, giftable male grooming experience.\r\n\r\nCBX designed the packaging for the Morris Park Collection - a specialty line of razors named after one of the first auto-racing arenas in the United States. The classic colors and details of the packaging and the razor evoke a the timeless style of a vintage race cars.\r\n\r\nThe Lexington Collection packaging was designed to be an ultra-premium experience, inspired by the The Art of Shaving’s first location on Lexingtion Avenue in NYC.'), (16488, 2568, '_work_thework_description', 'field_5b241b1abdd51'), (16489, 2568, 'work_thework_type', 'image'), (16490, 2568, '_work_thework_type', 'field_5b6096188b1fd'), (16491, 2568, 'work_thework_image', '2564'), (16492, 2568, '_work_thework_image', 'field_5b241b76bdd52'), (16493, 2568, 'work_impact_1_type', 'text'), (16494, 2568, '_work_impact_1_type', 'field_5b241c64ed75b'), (16495, 2568, 'work_impact_1_text', 'To Come'), (16496, 2568, '_work_impact_1_text', 'field_5b241d21ed75c'), (16497, 2568, 'work_impact_award_option', '0'), (16498, 2568, '_work_impact_award_option', 'field_5b8ec47072930'), (16499, 2568, 'work_impact_2_type', 'image'), (16500, 2568, '_work_impact_2_type', 'field_5b2420871e096'), (16501, 2568, 'work_impact_2_image', '2565'), (16502, 2568, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (16503, 2568, 'work_impact_3_type', 'image'), (16504, 2568, '_work_impact_3_type', 'field_5b2423b7155ca'), (16505, 2568, 'work_impact_3_image', '2566'), (16506, 2568, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (16507, 2568, 'work_impact_4_type', 'none'), (16508, 2568, '_work_impact_4_type', 'field_5b2426034a947'), (16509, 2560, 'work_impact_2_image', '2565'), (16510, 2560, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (16511, 2560, 'work_impact_3_image', '2566'), (16512, 2560, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (16513, 2569, 'work_featured_image', '2561'), (16514, 2569, '_work_featured_image', 'field_5b27eac37a115'), (16515, 2569, 'work_home_featured_color', 'black'), (16516, 2569, '_work_home_featured_color', 'field_5b2bf153536f9'), (16517, 2569, 'work_home_featured_image', ''), (16518, 2569, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16519, 2569, 'work_navigation_color', 'black'), (16520, 2569, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16521, 2569, 'work_colors_text', '#ffffff'), (16522, 2569, '_work_colors_text', 'field_5b241810bdd49'), (16523, 2569, 'work_colors_accent', '#352110'), (16524, 2569, '_work_colors_accent', 'field_5b241884bdd4a'), (16525, 2569, 'work_colors_bg', '#1a1008'), (16526, 2569, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16527, 2569, 'work_hero_tag', 'The Art of Shaving'), (16528, 2569, '_work_hero_tag', 'field_5b2418cebdd4c'), (16529, 2569, 'work_hero_textcolor', ''), (16530, 2569, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16531, 2569, 'work_call_description', 'After Gillette acquired The Art of Shaving, it needed to deliver The Best A Man Get through a more elevated experience, inspired by its New York City roots.'), (16532, 2569, '_work_call_description', 'field_5b241a9cbdd4f'), (16533, 2569, 'work_call_wedid', ''), (16534, 2569, '_work_call_wedid', 'field_5b241ac4bdd50'), (16535, 2569, 'work_call_image', '2563'), (16536, 2569, '_work_call_image', 'field_5b2906b12feea'), (16537, 2569, 'work_thework_description', 'The Art of Shaving consumer values the attention given to fine details and craftsmanship. CBX helped to codify the consumer target, brand and experience through a carefully curated brand guide.\r\n\r\nAn AoS monogram was created to give the brand more detailing.\r\n\r\nWe designed vintage razor replacement cartridges to create a more refined, giftable male grooming experience.\r\n\r\nCBX designed the packaging for the Morris Park Collection - a specialty line of razors named after one of the first auto-racing arenas in the United States. The classic colors and details of the packaging and the razor evoke a the timeless style of a vintage race cars.\r\n\r\nThe Lexington Collection packaging was designed to be an ultra-premium experience, inspired by the The Art of Shaving’s first location on Lexingtion Avenue in NYC.'), (16538, 2569, '_work_thework_description', 'field_5b241b1abdd51'), (16539, 2569, 'work_thework_type', 'image'), (16540, 2569, '_work_thework_type', 'field_5b6096188b1fd'), (16541, 2569, 'work_thework_image', '2564'), (16542, 2569, '_work_thework_image', 'field_5b241b76bdd52'), (16543, 2569, 'work_impact_1_type', 'text'), (16544, 2569, '_work_impact_1_type', 'field_5b241c64ed75b'), (16545, 2569, 'work_impact_1_text', 'To Come'), (16546, 2569, '_work_impact_1_text', 'field_5b241d21ed75c'), (16547, 2569, 'work_impact_award_option', '0'), (16548, 2569, '_work_impact_award_option', 'field_5b8ec47072930'), (16549, 2569, 'work_impact_2_type', 'image'), (16550, 2569, '_work_impact_2_type', 'field_5b2420871e096'), (16551, 2569, 'work_impact_2_image', '2565'), (16552, 2569, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (16553, 2569, 'work_impact_3_type', 'image'), (16554, 2569, '_work_impact_3_type', 'field_5b2423b7155ca'), (16555, 2569, 'work_impact_3_image', '2566'), (16556, 2569, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (16557, 2569, 'work_impact_4_type', 'none'), (16558, 2569, '_work_impact_4_type', 'field_5b2426034a947'), (16559, 2570, '_edit_lock', '1538503015:2'), (16560, 2570, '_edit_last', '2'), (16561, 2638, '_wp_attached_file', '2018/09/BBM-1-1920_1080.jpg'), (16562, 2638, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/09/BBM-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBM-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBM-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBM-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBM-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16563, 2639, '_wp_attached_file', '2018/09/BBM-thumbnail.jpg'), (16564, 2639, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:600;s:4:\"file\";s:25:\"2018/09/BBM-thumbnail.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"BBM-thumbnail-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16565, 2640, '_wp_attached_file', '2018/09/BBM-2-1920_1080.jpg'), (16566, 2640, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/09/BBM-2-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBM-2-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBM-2-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBM-2-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBM-2-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16567, 2641, '_wp_attached_file', '2018/09/BBM-3-1920_800.jpg'), (16568, 2641, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:26:\"2018/09/BBM-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"BBM-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"BBM-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:27:\"BBM-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"BBM-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16569, 2570, '_thumbnail_id', '2639'), (16570, 2642, 'work_featured_image', '2638'), (16571, 2642, '_work_featured_image', 'field_5b27eac37a115'), (16572, 2642, 'work_home_featured_color', 'black'), (16573, 2642, '_work_home_featured_color', 'field_5b2bf153536f9'), (16574, 2642, 'work_home_featured_image', ''), (16575, 2642, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16576, 2642, 'work_navigation_color', 'black'), (16577, 2642, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16578, 2642, 'work_colors_text', '#ffffff'), (16579, 2642, '_work_colors_text', 'field_5b241810bdd49'), (16580, 2642, 'work_colors_accent', '#c80053'), (16581, 2642, '_work_colors_accent', 'field_5b241884bdd4a'), (16582, 2642, 'work_colors_bg', '#e3005e'), (16583, 2642, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16584, 2642, 'work_hero_tag', 'Baked By Melissa'), (16585, 2642, '_work_hero_tag', 'field_5b2418cebdd4c'), (16586, 2642, 'work_hero_textcolor', ''), (16587, 2642, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16588, 2642, 'work_call_description', 'How do you bring to life the ebullient and colorful personality of America’s favorite quarter-sized cupcakes within a 12 ft by 12 ft space?'), (16589, 2642, '_work_call_description', 'field_5b241a9cbdd4f'), (16590, 2642, 'work_call_wedid', ''), (16591, 2642, '_work_call_wedid', 'field_5b241ac4bdd50'), (16592, 2642, 'work_call_image', '2640'), (16593, 2642, '_work_call_image', 'field_5b2906b12feea'), (16594, 2642, 'work_thework_description', 'Baked by Melissa is a beloved, decade-old bakery selling flavors like “Tie Dye” and is led by a jubilant founder who started her company in a tiny New York apartment baking for family and friends. For its newest store opening in Manhattan’s Upper East Side, CBX decided to infuse the store with the brand’s fun and joyful nature, celebrating its founder and unique history, through personal imagery, bright signage and a welcoming setting beckoning to be Instagram’d.'), (16595, 2642, '_work_thework_description', 'field_5b241b1abdd51'), (16596, 2642, 'work_thework_type', 'image'), (16597, 2642, '_work_thework_type', 'field_5b6096188b1fd'), (16598, 2642, 'work_thework_image', '2641'), (16599, 2642, '_work_thework_image', 'field_5b241b76bdd52'), (16600, 2642, 'work_impact_1_type', 'text'), (16601, 2642, '_work_impact_1_type', 'field_5b241c64ed75b'), (16602, 2642, 'work_impact_1_text', ''), (16603, 2642, '_work_impact_1_text', 'field_5b241d21ed75c'), (16604, 2642, 'work_impact_award_option', '0'), (16605, 2642, '_work_impact_award_option', 'field_5b8ec47072930'), (16606, 2642, 'work_impact_2_type', 'none'), (16607, 2642, '_work_impact_2_type', 'field_5b2420871e096'), (16608, 2642, 'work_impact_3_type', 'none'), (16609, 2642, '_work_impact_3_type', 'field_5b2423b7155ca'), (16610, 2642, 'work_impact_4_type', 'none'), (16611, 2642, '_work_impact_4_type', 'field_5b2426034a947'), (16612, 2570, 'work_featured_image', '2638'), (16613, 2570, '_work_featured_image', 'field_5b27eac37a115'), (16614, 2570, 'work_home_featured_color', 'black'), (16615, 2570, '_work_home_featured_color', 'field_5b2bf153536f9'), (16616, 2570, 'work_home_featured_image', ''), (16617, 2570, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16618, 2570, 'work_navigation_color', 'white'), (16619, 2570, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16620, 2570, 'work_colors_text', '#ffffff'), (16621, 2570, '_work_colors_text', 'field_5b241810bdd49'), (16622, 2570, 'work_colors_accent', '#c80053'), (16623, 2570, '_work_colors_accent', 'field_5b241884bdd4a'), (16624, 2570, 'work_colors_bg', '#e3005e'), (16625, 2570, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16626, 2570, 'work_hero_tag', 'Baked By Melissa'), (16627, 2570, '_work_hero_tag', 'field_5b2418cebdd4c'), (16628, 2570, 'work_hero_textcolor', '#ffffff'), (16629, 2570, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16630, 2570, 'work_call_description', 'How do you bring to life the ebullient and colorful personality of America’s favorite quarter-sized cupcakes within a 12 ft by 12 ft space?'), (16631, 2570, '_work_call_description', 'field_5b241a9cbdd4f'), (16632, 2570, 'work_call_wedid', ''), (16633, 2570, '_work_call_wedid', 'field_5b241ac4bdd50'), (16634, 2570, 'work_call_image', '2640'), (16635, 2570, '_work_call_image', 'field_5b2906b12feea'), (16636, 2570, 'work_thework_description', 'Baked by Melissa is a beloved, decade-old bakery selling flavors like “Tie Dye” and is led by a jubilant founder who started her company in a tiny New York apartment baking for family and friends. For its newest store opening in Manhattan’s Upper East Side, CBX decided to infuse the store with the brand’s fun and joyful nature, celebrating its founder and unique history, through personal imagery, bright signage and a welcoming setting beckoning to be Instagram’d.'), (16637, 2570, '_work_thework_description', 'field_5b241b1abdd51'), (16638, 2570, 'work_thework_type', 'images'), (16639, 2570, '_work_thework_type', 'field_5b6096188b1fd'), (16640, 2570, 'work_thework_image', '2641'), (16641, 2570, '_work_thework_image', 'field_5b241b76bdd52'), (16642, 2570, 'work_impact_1_type', 'text'), (16643, 2570, '_work_impact_1_type', 'field_5b241c64ed75b'), (16644, 2570, 'work_impact_1_text', ''), (16645, 2570, '_work_impact_1_text', 'field_5b241d21ed75c'), (16646, 2570, 'work_impact_award_option', '0'), (16647, 2570, '_work_impact_award_option', 'field_5b8ec47072930'), (16648, 2570, 'work_impact_2_type', 'none'), (16649, 2570, '_work_impact_2_type', 'field_5b2420871e096'), (16650, 2570, 'work_impact_3_type', 'none'), (16651, 2570, '_work_impact_3_type', 'field_5b2423b7155ca'), (16652, 2570, 'work_impact_4_type', 'none'), (16653, 2570, '_work_impact_4_type', 'field_5b2426034a947'), (16654, 2643, 'work_featured_image', '2638'), (16655, 2643, '_work_featured_image', 'field_5b27eac37a115'), (16656, 2643, 'work_home_featured_color', 'black'), (16657, 2643, '_work_home_featured_color', 'field_5b2bf153536f9'), (16658, 2643, 'work_home_featured_image', ''), (16659, 2643, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16660, 2643, 'work_navigation_color', 'black'), (16661, 2643, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16662, 2643, 'work_colors_text', '#ffffff'), (16663, 2643, '_work_colors_text', 'field_5b241810bdd49'), (16664, 2643, 'work_colors_accent', '#c80053'), (16665, 2643, '_work_colors_accent', 'field_5b241884bdd4a'), (16666, 2643, 'work_colors_bg', '#e3005e'), (16667, 2643, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16668, 2643, 'work_hero_tag', 'Baked By Melissa'), (16669, 2643, '_work_hero_tag', 'field_5b2418cebdd4c'), (16670, 2643, 'work_hero_textcolor', '#ffffff'), (16671, 2643, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16672, 2643, 'work_call_description', 'How do you bring to life the ebullient and colorful personality of America’s favorite quarter-sized cupcakes within a 12 ft by 12 ft space?'), (16673, 2643, '_work_call_description', 'field_5b241a9cbdd4f'), (16674, 2643, 'work_call_wedid', ''), (16675, 2643, '_work_call_wedid', 'field_5b241ac4bdd50'), (16676, 2643, 'work_call_image', '2640'), (16677, 2643, '_work_call_image', 'field_5b2906b12feea'), (16678, 2643, 'work_thework_description', 'Baked by Melissa is a beloved, decade-old bakery selling flavors like “Tie Dye” and is led by a jubilant founder who started her company in a tiny New York apartment baking for family and friends. For its newest store opening in Manhattan’s Upper East Side, CBX decided to infuse the store with the brand’s fun and joyful nature, celebrating its founder and unique history, through personal imagery, bright signage and a welcoming setting beckoning to be Instagram’d.'), (16679, 2643, '_work_thework_description', 'field_5b241b1abdd51'), (16680, 2643, 'work_thework_type', 'image'), (16681, 2643, '_work_thework_type', 'field_5b6096188b1fd'), (16682, 2643, 'work_thework_image', '2641'), (16683, 2643, '_work_thework_image', 'field_5b241b76bdd52'), (16684, 2643, 'work_impact_1_type', 'text'), (16685, 2643, '_work_impact_1_type', 'field_5b241c64ed75b'), (16686, 2643, 'work_impact_1_text', ''), (16687, 2643, '_work_impact_1_text', 'field_5b241d21ed75c'), (16688, 2643, 'work_impact_award_option', '0'), (16689, 2643, '_work_impact_award_option', 'field_5b8ec47072930'), (16690, 2643, 'work_impact_2_type', 'none'), (16691, 2643, '_work_impact_2_type', 'field_5b2420871e096'), (16692, 2643, 'work_impact_3_type', 'none'), (16693, 2643, '_work_impact_3_type', 'field_5b2423b7155ca'), (16694, 2643, 'work_impact_4_type', 'none'), (16695, 2643, '_work_impact_4_type', 'field_5b2426034a947'), (16696, 2644, 'work_featured_image', '2561'), (16697, 2644, '_work_featured_image', 'field_5b27eac37a115'), (16698, 2644, 'work_home_featured_color', 'black'), (16699, 2644, '_work_home_featured_color', 'field_5b2bf153536f9'), (16700, 2644, 'work_home_featured_image', ''), (16701, 2644, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16702, 2644, 'work_navigation_color', 'black'), (16703, 2644, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16704, 2644, 'work_colors_text', '#ffffff'), (16705, 2644, '_work_colors_text', 'field_5b241810bdd49'), (16706, 2644, 'work_colors_accent', '#352110'), (16707, 2644, '_work_colors_accent', 'field_5b241884bdd4a'), (16708, 2644, 'work_colors_bg', '#1a1008'), (16709, 2644, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16710, 2644, 'work_hero_tag', 'The Art of Shaving'), (16711, 2644, '_work_hero_tag', 'field_5b2418cebdd4c'), (16712, 2644, 'work_hero_textcolor', '#ffffff'), (16713, 2644, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16714, 2644, 'work_call_description', 'After Gillette acquired The Art of Shaving, it needed to deliver The Best A Man Get through a more elevated experience, inspired by its New York City roots.'), (16715, 2644, '_work_call_description', 'field_5b241a9cbdd4f'), (16716, 2644, 'work_call_wedid', ''), (16717, 2644, '_work_call_wedid', 'field_5b241ac4bdd50'), (16718, 2644, 'work_call_image', '2563'), (16719, 2644, '_work_call_image', 'field_5b2906b12feea'), (16720, 2644, 'work_thework_description', 'The Art of Shaving consumer values the attention given to fine details and craftsmanship. CBX helped to codify the consumer target, brand and experience through a carefully curated brand guide.\r\n\r\nAn AoS monogram was created to give the brand more detailing.\r\n\r\nWe designed vintage razor replacement cartridges to create a more refined, giftable male grooming experience.\r\n\r\nCBX designed the packaging for the Morris Park Collection - a specialty line of razors named after one of the first auto-racing arenas in the United States. The classic colors and details of the packaging and the razor evoke a the timeless style of a vintage race cars.\r\n\r\nThe Lexington Collection packaging was designed to be an ultra-premium experience, inspired by the The Art of Shaving’s first location on Lexingtion Avenue in NYC.'), (16721, 2644, '_work_thework_description', 'field_5b241b1abdd51'), (16722, 2644, 'work_thework_type', 'image'), (16723, 2644, '_work_thework_type', 'field_5b6096188b1fd'), (16724, 2644, 'work_thework_image', '2564'), (16725, 2644, '_work_thework_image', 'field_5b241b76bdd52'), (16726, 2644, 'work_impact_1_type', 'text'), (16727, 2644, '_work_impact_1_type', 'field_5b241c64ed75b'), (16728, 2644, 'work_impact_1_text', 'To Come'), (16729, 2644, '_work_impact_1_text', 'field_5b241d21ed75c'), (16730, 2644, 'work_impact_award_option', '0'), (16731, 2644, '_work_impact_award_option', 'field_5b8ec47072930'), (16732, 2644, 'work_impact_2_type', 'image'), (16733, 2644, '_work_impact_2_type', 'field_5b2420871e096'), (16734, 2644, 'work_impact_2_image', '2565'), (16735, 2644, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (16736, 2644, 'work_impact_3_type', 'image'), (16737, 2644, '_work_impact_3_type', 'field_5b2423b7155ca'), (16738, 2644, 'work_impact_3_image', '2566'), (16739, 2644, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (16740, 2644, 'work_impact_4_type', 'none'), (16741, 2644, '_work_impact_4_type', 'field_5b2426034a947'), (16742, 2645, 'work_featured_image', '2561'), (16743, 2645, '_work_featured_image', 'field_5b27eac37a115'), (16744, 2645, 'work_home_featured_color', 'black'), (16745, 2645, '_work_home_featured_color', 'field_5b2bf153536f9'), (16746, 2645, 'work_home_featured_image', ''), (16747, 2645, '_work_home_featured_image', 'field_5b2bddcd3c783'), (16748, 2645, 'work_navigation_color', 'black'), (16749, 2645, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (16750, 2645, 'work_colors_text', '#ffffff'), (16751, 2645, '_work_colors_text', 'field_5b241810bdd49'), (16752, 2645, 'work_colors_accent', '#352110'), (16753, 2645, '_work_colors_accent', 'field_5b241884bdd4a'), (16754, 2645, 'work_colors_bg', '#1a1008'), (16755, 2645, '_work_colors_bg', 'field_5b2418a3bdd4b'), (16756, 2645, 'work_hero_tag', 'The Art of Shaving'), (16757, 2645, '_work_hero_tag', 'field_5b2418cebdd4c'), (16758, 2645, 'work_hero_textcolor', '#ffffff'), (16759, 2645, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (16760, 2645, 'work_call_description', 'After Gillette acquired The Art of Shaving, it needed to deliver The Best A Man Get through a more elevated experience, inspired by its New York City roots.'), (16761, 2645, '_work_call_description', 'field_5b241a9cbdd4f'), (16762, 2645, 'work_call_wedid', ''), (16763, 2645, '_work_call_wedid', 'field_5b241ac4bdd50'), (16764, 2645, 'work_call_image', '2563'), (16765, 2645, '_work_call_image', 'field_5b2906b12feea'), (16766, 2645, 'work_thework_description', 'The Art of Shaving consumer values the attention given to fine details and craftsmanship. CBX helped to codify the consumer target, brand and experience through a carefully curated brand guide.\r\n\r\nAn AoS monogram was created to give the brand more detailing.\r\n\r\nWe designed vintage razor replacement cartridges to create a more refined, giftable male grooming experience.\r\n\r\nCBX designed the packaging for the Morris Park Collection - a specialty line of razors named after one of the first auto-racing arenas in the United States. The classic colors and details of the packaging and the razor evoke a the timeless style of a vintage race cars.\r\n\r\nThe Lexington Collection packaging was designed to be an ultra-premium experience, inspired by the The Art of Shaving’s first location on Lexingtion Avenue in NYC.'), (16767, 2645, '_work_thework_description', 'field_5b241b1abdd51'), (16768, 2645, 'work_thework_type', 'image'), (16769, 2645, '_work_thework_type', 'field_5b6096188b1fd'), (16770, 2645, 'work_thework_image', '2564'), (16771, 2645, '_work_thework_image', 'field_5b241b76bdd52'), (16772, 2645, 'work_impact_1_type', 'text'), (16773, 2645, '_work_impact_1_type', 'field_5b241c64ed75b'), (16774, 2645, 'work_impact_1_text', 'To Come'), (16775, 2645, '_work_impact_1_text', 'field_5b241d21ed75c'), (16776, 2645, 'work_impact_award_option', '0'), (16777, 2645, '_work_impact_award_option', 'field_5b8ec47072930'), (16778, 2645, 'work_impact_2_type', 'image'), (16779, 2645, '_work_impact_2_type', 'field_5b2420871e096'), (16780, 2645, 'work_impact_2_image', '2565'), (16781, 2645, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (16782, 2645, 'work_impact_3_type', 'image'), (16783, 2645, '_work_impact_3_type', 'field_5b2423b7155ca'), (16784, 2645, 'work_impact_3_image', '2566'), (16785, 2645, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (16786, 2645, 'work_impact_4_type', 'none'), (16787, 2645, '_work_impact_4_type', 'field_5b2426034a947'), (16788, 3169, '_edit_lock', '1538071463:2'), (16789, 2310, '_edit_lock', '1538081499:2'), (16790, 3170, 'thinking_hero_type', 'image'), (16791, 3170, '_thinking_hero_type', 'field_5b49f1bbea434'), (16792, 3170, 'thinking_hero_image', ''), (16793, 3170, '_thinking_hero_image', 'field_5b27ece0d75c4'), (16794, 2310, '_edit_last', '2'), (16795, 3171, 'thinking_hero_type', 'image'), (16796, 3171, '_thinking_hero_type', 'field_5b49f1bbea434'), (16797, 3171, 'thinking_hero_image', '2550'), (16798, 3171, '_thinking_hero_image', 'field_5b27ece0d75c4'), (16799, 2310, 'thinking_hero_type', 'image'), (16800, 2310, '_thinking_hero_type', 'field_5b49f1bbea434'), (16801, 2310, 'thinking_hero_image', '2550'), (16802, 2310, '_thinking_hero_image', 'field_5b27ece0d75c4'), (16803, 3172, 'thinking_hero_type', 'image'), (16804, 3172, '_thinking_hero_type', 'field_5b49f1bbea434'), (16805, 3172, 'thinking_hero_image', '2550'), (16806, 3172, '_thinking_hero_image', 'field_5b27ece0d75c4'), (16807, 94, '_wp_trash_meta_status', 'publish'), (16808, 94, '_wp_trash_meta_time', '1538073669'), (16809, 94, '_wp_desired_post_slug', 'ut-consequatur-deserunt-odit-soluta-aut'), (16810, 96, '_wp_trash_meta_status', 'publish'), (16811, 96, '_wp_trash_meta_time', '1538073669'), (16812, 96, '_wp_desired_post_slug', 'quaerat-repellat-totam-nesciunt-incidunt-quis-est'), (16813, 100, '_wp_trash_meta_status', 'publish'), (16814, 100, '_wp_trash_meta_time', '1538073669'), (16815, 100, '_wp_desired_post_slug', 'ea-similique-eaque-deleniti-non-officia-voluptatum'), (16816, 92, '_wp_trash_meta_status', 'publish'), (16817, 92, '_wp_trash_meta_time', '1538073669'), (16818, 92, '_wp_desired_post_slug', 'iusto-adipisci-quod-et-nesciunt-eum-deleniti'), (16819, 80, '_wp_trash_meta_status', 'publish'), (16820, 80, '_wp_trash_meta_time', '1538073669'), (16821, 80, '_wp_desired_post_slug', 'cupiditate-et-explicabo-debitis-voluptas'), (16822, 82, '_wp_trash_meta_status', 'publish'), (16823, 82, '_wp_trash_meta_time', '1538073669'), (16824, 82, '_wp_desired_post_slug', 'recusandae-dolorem-repellendus-ut-pariatur'), (16825, 98, '_wp_trash_meta_status', 'publish'), (16826, 98, '_wp_trash_meta_time', '1538073669'), (16827, 98, '_wp_desired_post_slug', 'inventore-earum-reprehenderit-nihil-ut-nam'), (16828, 3176, '_wp_attached_file', '2018/09/Vannett-1.png'), (16829, 3176, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:21:\"2018/09/Vannett-1.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"Vannett-1-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16830, 3177, 'team_position', 'Strategist'), (16831, 3177, '_team_position', 'field_5b2181360506b'), (16832, 3177, 'team_lastname', 'Li'), (16833, 3177, '_team_lastname', 'field_5b2181820506c'), (16834, 3177, 'team_signature', '3176'), (16835, 3177, '_team_signature', 'field_5b8fdef0d30eb'), (16836, 3178, '_wp_attached_file', '2018/09/Abby.png'), (16837, 3178, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Abby.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Abby-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16838, 3179, 'team_position', 'Project Coordinator'), (16839, 3179, '_team_position', 'field_5b2181360506b'), (16840, 3179, 'team_lastname', 'Schell'), (16841, 3179, '_team_lastname', 'field_5b2181820506c'), (16842, 3179, 'team_signature', '3178'), (16843, 3179, '_team_signature', 'field_5b8fdef0d30eb'), (16844, 3180, '_wp_attached_file', '2018/09/Ali-4-1.png'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (16845, 3180, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/09/Ali-4-1.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Ali-4-1-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16846, 3181, 'team_position', 'Marketing & Strategy Coordinator'), (16847, 3181, '_team_position', 'field_5b2181360506b'), (16848, 3181, 'team_lastname', 'Arduini'), (16849, 3181, '_team_lastname', 'field_5b2181820506c'), (16850, 3181, 'team_signature', '3180'), (16851, 3181, '_team_signature', 'field_5b8fdef0d30eb'), (16852, 3182, '_edit_lock', '1538075608:2'), (16853, 3182, '_edit_last', '2'), (16854, 3183, '_wp_attached_file', '2018/09/Adam.png'), (16855, 3183, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Adam.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Adam-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16856, 3184, '_wp_attached_file', '2018/09/headshots__0001_Adam.jpg'), (16857, 3184, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0001_Adam.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0001_Adam-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16858, 3182, '_thumbnail_id', '3184'), (16859, 3185, 'team_position', ''), (16860, 3185, '_team_position', 'field_5b2181360506b'), (16861, 3185, 'team_lastname', ''), (16862, 3185, '_team_lastname', 'field_5b2181820506c'), (16863, 3185, 'team_signature', '3183'), (16864, 3185, '_team_signature', 'field_5b8fdef0d30eb'), (16865, 3182, 'team_position', 'Client Services Director'), (16866, 3182, '_team_position', 'field_5b2181360506b'), (16867, 3182, 'team_lastname', 'Hildebrand'), (16868, 3182, '_team_lastname', 'field_5b2181820506c'), (16869, 3182, 'team_signature', '3183'), (16870, 3182, '_team_signature', 'field_5b8fdef0d30eb'), (16871, 3186, '_edit_lock', '1538075886:2'), (16872, 3186, '_edit_last', '2'), (16873, 3187, 'team_position', 'Client Services Director'), (16874, 3187, '_team_position', 'field_5b2181360506b'), (16875, 3187, 'team_lastname', 'Hildebrand'), (16876, 3187, '_team_lastname', 'field_5b2181820506c'), (16877, 3187, 'team_signature', '3183'), (16878, 3187, '_team_signature', 'field_5b8fdef0d30eb'), (16879, 3188, 'team_position', 'Junior Designer'), (16880, 3188, '_team_position', 'field_5b2181360506b'), (16881, 3188, 'team_lastname', 'Morreale'), (16882, 3188, '_team_lastname', 'field_5b2181820506c'), (16883, 3188, 'team_signature', '1534'), (16884, 3188, '_team_signature', 'field_5b8fdef0d30eb'), (16885, 3189, '_wp_attached_file', '2018/09/Amanda.png'), (16886, 3189, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Amanda.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Amanda-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16887, 3190, '_wp_attached_file', '2018/09/headshots__0004_Amanda.jpg'), (16888, 3190, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0004_Amanda.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0004_Amanda-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16889, 3186, '_thumbnail_id', '3190'), (16890, 3191, 'team_position', 'Client Director'), (16891, 3191, '_team_position', 'field_5b2181360506b'), (16892, 3191, 'team_lastname', 'Lee'), (16893, 3191, '_team_lastname', 'field_5b2181820506c'), (16894, 3191, 'team_signature', '3189'), (16895, 3191, '_team_signature', 'field_5b8fdef0d30eb'), (16896, 3186, 'team_position', 'Client Director'), (16897, 3186, '_team_position', 'field_5b2181360506b'), (16898, 3186, 'team_lastname', 'Lee'), (16899, 3186, '_team_lastname', 'field_5b2181820506c'), (16900, 3186, 'team_signature', '3189'), (16901, 3186, '_team_signature', 'field_5b8fdef0d30eb'), (16902, 3192, '_edit_lock', '1538075976:2'), (16903, 3192, '_edit_last', '2'), (16904, 3193, '_wp_attached_file', '2018/09/headshots__0005_Audra.jpg'), (16905, 3193, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0005_Audra.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0005_Audra-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16906, 3194, '_wp_attached_file', '2018/09/Audra.png'), (16907, 3194, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Audra.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Audra-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16908, 3192, '_thumbnail_id', '3193'), (16909, 3195, 'team_position', 'Design Director'), (16910, 3195, '_team_position', 'field_5b2181360506b'), (16911, 3195, 'team_lastname', 'Nebolini'), (16912, 3195, '_team_lastname', 'field_5b2181820506c'), (16913, 3195, 'team_signature', '3194'), (16914, 3195, '_team_signature', 'field_5b8fdef0d30eb'), (16915, 3192, 'team_position', 'Design Director'), (16916, 3192, '_team_position', 'field_5b2181360506b'), (16917, 3192, 'team_lastname', 'Nebolini'), (16918, 3192, '_team_lastname', 'field_5b2181820506c'), (16919, 3192, 'team_signature', '3194'), (16920, 3192, '_team_signature', 'field_5b8fdef0d30eb'), (16921, 3196, '_edit_lock', '1538075901:2'), (16922, 3196, '_edit_last', '2'), (16923, 3197, '_wp_attached_file', '2018/09/Bill.png'), (16924, 3197, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Bill.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Bill-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16925, 3198, '_wp_attached_file', '2018/09/headshots__0006_Bill.jpg'), (16926, 3198, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0006_Bill.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0006_Bill-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16927, 3196, '_thumbnail_id', '3198'), (16928, 3199, 'team_position', 'Creative Resources Manager'), (16929, 3199, '_team_position', 'field_5b2181360506b'), (16930, 3199, 'team_lastname', 'Walters'), (16931, 3199, '_team_lastname', 'field_5b2181820506c'), (16932, 3199, 'team_signature', '3197'), (16933, 3199, '_team_signature', 'field_5b8fdef0d30eb'), (16934, 3196, 'team_position', 'Creative Resources Manager'), (16935, 3196, '_team_position', 'field_5b2181360506b'), (16936, 3196, 'team_lastname', 'Walters'), (16937, 3196, '_team_lastname', 'field_5b2181820506c'), (16938, 3196, 'team_signature', '3197'), (16939, 3196, '_team_signature', 'field_5b8fdef0d30eb'), (16940, 3200, '_edit_lock', '1538076027:2'), (16941, 3200, '_edit_last', '2'), (16942, 3201, '_wp_attached_file', '2018/09/Bill_2.png'), (16943, 3201, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Bill_2.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Bill_2-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16944, 3202, '_wp_attached_file', '2018/09/headshots__0007_Bill_M.jpg'), (16945, 3202, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0007_Bill_M.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0007_Bill_M-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16946, 3200, '_thumbnail_id', '3202'), (16947, 3203, 'team_position', 'Facilities Manager'), (16948, 3203, '_team_position', 'field_5b2181360506b'), (16949, 3203, 'team_lastname', 'Maher'), (16950, 3203, '_team_lastname', 'field_5b2181820506c'), (16951, 3203, 'team_signature', '3201'), (16952, 3203, '_team_signature', 'field_5b8fdef0d30eb'), (16953, 3200, 'team_position', 'Facilities Manager'), (16954, 3200, '_team_position', 'field_5b2181360506b'), (16955, 3200, 'team_lastname', 'Maher'), (16956, 3200, '_team_lastname', 'field_5b2181820506c'), (16957, 3200, 'team_signature', '3201'), (16958, 3200, '_team_signature', 'field_5b8fdef0d30eb'), (16959, 3204, '_edit_lock', '1538076176:2'), (16960, 3204, '_edit_last', '2'), (16961, 3205, '_wp_attached_file', '2018/09/Bonnie.png'), (16962, 3205, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Bonnie.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Bonnie-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16963, 3206, '_wp_attached_file', '2018/09/headshots__0008_Bonnie.jpg'), (16964, 3206, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0008_Bonnie.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0008_Bonnie-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16965, 3204, '_thumbnail_id', '3206'), (16966, 3207, 'team_position', 'Client Manager'), (16967, 3207, '_team_position', 'field_5b2181360506b'), (16968, 3207, 'team_lastname', 'Zimmerman'), (16969, 3207, '_team_lastname', 'field_5b2181820506c'), (16970, 3207, 'team_signature', '3205'), (16971, 3207, '_team_signature', 'field_5b8fdef0d30eb'), (16972, 3204, 'team_position', 'Client Manager'), (16973, 3204, '_team_position', 'field_5b2181360506b'), (16974, 3204, 'team_lastname', 'Zimmerman'), (16975, 3204, '_team_lastname', 'field_5b2181820506c'), (16976, 3204, 'team_signature', '3205'), (16977, 3204, '_team_signature', 'field_5b8fdef0d30eb'), (16978, 3208, '_edit_lock', '1538076714:2'), (16979, 3208, '_edit_last', '2'), (16980, 3209, '_wp_attached_file', '2018/09/Brendan.png'), (16981, 3209, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/09/Brendan.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Brendan-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (16982, 3210, '_wp_attached_file', '2018/09/headshots__0009_Brenden.jpg'), (16983, 3210, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:35:\"2018/09/headshots__0009_Brenden.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"headshots__0009_Brenden-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (16984, 3208, '_thumbnail_id', '3210'), (16985, 3211, 'team_position', 'Design Manager'), (16986, 3211, '_team_position', 'field_5b2181360506b'), (16987, 3211, 'team_lastname', 'Reilly'), (16988, 3211, '_team_lastname', 'field_5b2181820506c'), (16989, 3211, 'team_signature', '3209'), (16990, 3211, '_team_signature', 'field_5b8fdef0d30eb'), (16991, 3208, 'team_position', 'Design Manager'), (16992, 3208, '_team_position', 'field_5b2181360506b'), (16993, 3208, 'team_lastname', 'Reilly'), (16994, 3208, '_team_lastname', 'field_5b2181820506c'), (16995, 3208, 'team_signature', '3209'), (16996, 3208, '_team_signature', 'field_5b8fdef0d30eb'), (16997, 3212, '_edit_lock', '1538076558:2'), (16998, 3212, '_edit_last', '2'), (16999, 3213, '_wp_attached_file', '2018/09/Brian_2.png'), (17000, 3213, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/09/Brian_2.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Brian_2-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17001, 3214, 'work_featured_image', '334'), (17002, 3214, '_work_featured_image', 'field_5b27eac37a115'), (17003, 3214, 'work_home_featured_color', 'black'), (17004, 3214, '_work_home_featured_color', 'field_5b2bf153536f9'), (17005, 3214, 'work_home_featured_image', ''), (17006, 3214, '_work_home_featured_image', 'field_5b2bddcd3c783'), (17007, 3214, 'work_navigation_color', 'white'), (17008, 3214, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (17009, 3214, 'work_colors_text', '#000000'), (17010, 3214, '_work_colors_text', 'field_5b241810bdd49'), (17011, 3214, 'work_colors_accent', '#fc8168'), (17012, 3214, '_work_colors_accent', 'field_5b241884bdd4a'), (17013, 3214, 'work_colors_bg', '#fd9982'), (17014, 3214, '_work_colors_bg', 'field_5b2418a3bdd4b'), (17015, 3214, 'work_hero_tag', 'Maranatha'), (17016, 3214, '_work_hero_tag', 'field_5b2418cebdd4c'), (17017, 3214, 'work_hero_textcolor', '#ffffff'), (17018, 3214, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (17019, 3214, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (17020, 3214, '_work_call_description', 'field_5b241a9cbdd4f'), (17021, 3214, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (17022, 3214, '_work_call_wedid', 'field_5b241ac4bdd50'), (17023, 3214, 'work_call_image', '820'), (17024, 3214, '_work_call_image', 'field_5b2906b12feea'), (17025, 3214, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (17026, 3214, '_work_thework_description', 'field_5b241b1abdd51'), (17027, 3214, 'work_thework_type', 'image'), (17028, 3214, '_work_thework_type', 'field_5b6096188b1fd'), (17029, 3214, 'work_thework_image', '336'), (17030, 3214, '_work_thework_image', 'field_5b241b76bdd52'), (17031, 3214, 'work_impact_1_type', 'quote_image'), (17032, 3214, '_work_impact_1_type', 'field_5b241c64ed75b'), (17033, 3214, 'work_impact_1_quote-image_text', 'Now your business is as large as your imagination. You can start to add services model.'), (17034, 3214, '_work_impact_1_quote-image_text', 'field_5b241e5188ed6'), (17035, 3214, 'work_impact_1_quote-image_author', 'Mark Addicks, General Mills CMO'), (17036, 3214, '_work_impact_1_quote-image_author', 'field_5b241e6e88ed7'), (17037, 3214, 'work_impact_1_quote-image_image', '337'), (17038, 3214, '_work_impact_1_quote-image_image', 'field_5b241e8f88ed8'), (17039, 3214, 'work_impact_1_quote-image_align', 'bottom'), (17040, 3214, '_work_impact_1_quote-image_align', 'field_5b2bbcec769cc'), (17041, 3214, 'work_impact_2_type', 'none'), (17042, 3214, '_work_impact_2_type', 'field_5b2420871e096'), (17043, 3214, 'work_impact_3_type', 'none'), (17044, 3214, '_work_impact_3_type', 'field_5b2423b7155ca'), (17045, 3214, 'work_impact_4_type', 'none'), (17046, 3214, '_work_impact_4_type', 'field_5b2426034a947'), (17047, 3215, '_wp_attached_file', '2018/09/headshots__0010_Brian.jpg'), (17048, 3215, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0010_Brian.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0010_Brian-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17049, 3212, '_thumbnail_id', '3215'), (17050, 3216, 'team_position', 'Strategy Director'), (17051, 3216, '_team_position', 'field_5b2181360506b'), (17052, 3216, 'team_lastname', 'McDonagh'), (17053, 3216, '_team_lastname', 'field_5b2181820506c'), (17054, 3216, 'team_signature', '3213'), (17055, 3216, '_team_signature', 'field_5b8fdef0d30eb'), (17056, 3212, 'team_position', 'Strategy Director'), (17057, 3212, '_team_position', 'field_5b2181360506b'), (17058, 3212, 'team_lastname', 'McDonagh'), (17059, 3212, '_team_lastname', 'field_5b2181820506c'), (17060, 3212, 'team_signature', '3213'), (17061, 3212, '_team_signature', 'field_5b8fdef0d30eb'), (17062, 3218, 'team_position', 'Strategy Director'), (17063, 3218, '_team_position', 'field_5b2181360506b'), (17064, 3218, 'team_lastname', 'McDonagh'), (17065, 3218, '_team_lastname', 'field_5b2181820506c'), (17066, 3218, 'team_signature', '3213'), (17067, 3218, '_team_signature', 'field_5b8fdef0d30eb'), (17068, 3219, '_edit_lock', '1538076675:2'), (17069, 3219, '_edit_last', '2'), (17070, 3220, '_wp_attached_file', '2018/09/Brian.png'), (17071, 3220, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Brian.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Brian-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17072, 3221, '_wp_attached_file', '2018/09/headshots__0011_Brian_2.jpg'), (17073, 3221, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:35:\"2018/09/headshots__0011_Brian_2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"headshots__0011_Brian_2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17074, 3219, '_thumbnail_id', '3221'), (17075, 3222, 'team_position', 'Design Manager'), (17076, 3222, '_team_position', 'field_5b2181360506b'), (17077, 3222, 'team_lastname', 'Hauck'), (17078, 3222, '_team_lastname', 'field_5b2181820506c'), (17079, 3222, 'team_signature', '3220'), (17080, 3222, '_team_signature', 'field_5b8fdef0d30eb'), (17081, 3219, 'team_position', 'Design Manager'), (17082, 3219, '_team_position', 'field_5b2181360506b'), (17083, 3219, 'team_lastname', 'Hauck'), (17084, 3219, '_team_lastname', 'field_5b2181820506c'), (17085, 3219, 'team_signature', '3220'), (17086, 3219, '_team_signature', 'field_5b8fdef0d30eb'), (17087, 3224, 'work_featured_image', '334'), (17088, 3224, '_work_featured_image', 'field_5b27eac37a115'), (17089, 3224, 'work_home_featured_color', 'black'), (17090, 3224, '_work_home_featured_color', 'field_5b2bf153536f9'), (17091, 3224, 'work_home_featured_image', ''), (17092, 3224, '_work_home_featured_image', 'field_5b2bddcd3c783'), (17093, 3224, 'work_navigation_color', 'white'), (17094, 3224, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (17095, 3224, 'work_colors_text', '#000000'), (17096, 3224, '_work_colors_text', 'field_5b241810bdd49'), (17097, 3224, 'work_colors_accent', '#fc8168'), (17098, 3224, '_work_colors_accent', 'field_5b241884bdd4a'), (17099, 3224, 'work_colors_bg', '#fd9982'), (17100, 3224, '_work_colors_bg', 'field_5b2418a3bdd4b'), (17101, 3224, 'work_hero_tag', 'Maranatha'), (17102, 3224, '_work_hero_tag', 'field_5b2418cebdd4c'), (17103, 3224, 'work_hero_textcolor', '#ffffff'), (17104, 3224, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (17105, 3224, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (17106, 3224, '_work_call_description', 'field_5b241a9cbdd4f'), (17107, 3224, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (17108, 3224, '_work_call_wedid', 'field_5b241ac4bdd50'), (17109, 3224, 'work_call_image', '820'), (17110, 3224, '_work_call_image', 'field_5b2906b12feea'), (17111, 3224, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (17112, 3224, '_work_thework_description', 'field_5b241b1abdd51'), (17113, 3224, 'work_thework_type', 'image'), (17114, 3224, '_work_thework_type', 'field_5b6096188b1fd'), (17115, 3224, 'work_thework_image', '336'), (17116, 3224, '_work_thework_image', 'field_5b241b76bdd52'), (17117, 3224, 'work_impact_1_type', 'text'), (17118, 3224, '_work_impact_1_type', 'field_5b241c64ed75b'), (17119, 3224, 'work_impact_1_text', '
    Post Rebrand Results
    \r\n
      \r\n
    • +4% Lift in Household Penetration
      • \r\n
    • + 18% Lift in Purchase intent
      • \r\n
    • +1.4% Dollar Share Growth in Natural Channels
      • \r\n
    \r\nSource: SPINSScan data 12/31/17'), (17120, 3224, '_work_impact_1_text', 'field_5b241d21ed75c'), (17121, 3224, 'work_impact_award_option', '0'), (17122, 3224, '_work_impact_award_option', 'field_5b8ec47072930'), (17123, 3224, 'work_impact_2_type', 'none'), (17124, 3224, '_work_impact_2_type', 'field_5b2420871e096'), (17125, 3224, 'work_impact_3_type', 'none'), (17126, 3224, '_work_impact_3_type', 'field_5b2423b7155ca'), (17127, 3224, 'work_impact_4_type', 'none'), (17128, 3224, '_work_impact_4_type', 'field_5b2426034a947'), (17129, 39, 'work_impact_1_text', '
      \r\n
    • +4% Lift in Household Penetration
      • \r\n
    • + 18% Lift in Purchase intent
      • \r\n
    • +1.4% Dollar Share Growth in Natural Channels
      • \r\n
    \r\nSource: SPINSScan data 12/31/17'), (17130, 39, '_work_impact_1_text', 'field_5b241d21ed75c'), (17131, 39, 'work_impact_award_option', '0'), (17132, 39, '_work_impact_award_option', 'field_5b8ec47072930'), (17133, 3223, '_edit_lock', '1538076739:2'), (17134, 3223, '_edit_last', '2'), (17135, 3225, '_wp_attached_file', '2018/09/Cat.png'), (17136, 3225, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:15:\"2018/09/Cat.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"Cat-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17137, 3226, '_wp_attached_file', '2018/09/headshots__0012_Cat.jpg'), (17138, 3226, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:31:\"2018/09/headshots__0012_Cat.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"headshots__0012_Cat-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17139, 3223, '_thumbnail_id', '3226'), (17140, 3227, 'team_position', 'Senior Designer'), (17141, 3227, '_team_position', 'field_5b2181360506b'), (17142, 3227, 'team_lastname', 'Hansen'), (17143, 3227, '_team_lastname', 'field_5b2181820506c'), (17144, 3227, 'team_signature', '3225'), (17145, 3227, '_team_signature', 'field_5b8fdef0d30eb'), (17146, 3223, 'team_position', 'Senior Designer'), (17147, 3223, '_team_position', 'field_5b2181360506b'), (17148, 3223, 'team_lastname', 'Hansen'), (17149, 3223, '_team_lastname', 'field_5b2181820506c'), (17150, 3223, 'team_signature', '3225'), (17151, 3223, '_team_signature', 'field_5b8fdef0d30eb'), (17152, 3228, '_edit_lock', '1538076823:2'), (17153, 3228, '_edit_last', '2'), (17154, 3229, 'work_featured_image', '334'), (17155, 3229, '_work_featured_image', 'field_5b27eac37a115'), (17156, 3229, 'work_home_featured_color', 'black'), (17157, 3229, '_work_home_featured_color', 'field_5b2bf153536f9'), (17158, 3229, 'work_home_featured_image', ''), (17159, 3229, '_work_home_featured_image', 'field_5b2bddcd3c783'), (17160, 3229, 'work_navigation_color', 'white'), (17161, 3229, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (17162, 3229, 'work_colors_text', '#000000'), (17163, 3229, '_work_colors_text', 'field_5b241810bdd49'), (17164, 3229, 'work_colors_accent', '#fc8168'), (17165, 3229, '_work_colors_accent', 'field_5b241884bdd4a'), (17166, 3229, 'work_colors_bg', '#fd9982'), (17167, 3229, '_work_colors_bg', 'field_5b2418a3bdd4b'), (17168, 3229, 'work_hero_tag', 'Maranatha'), (17169, 3229, '_work_hero_tag', 'field_5b2418cebdd4c'), (17170, 3229, 'work_hero_textcolor', '#ffffff'), (17171, 3229, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (17172, 3229, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (17173, 3229, '_work_call_description', 'field_5b241a9cbdd4f'), (17174, 3229, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (17175, 3229, '_work_call_wedid', 'field_5b241ac4bdd50'), (17176, 3229, 'work_call_image', '820'), (17177, 3229, '_work_call_image', 'field_5b2906b12feea'), (17178, 3229, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (17179, 3229, '_work_thework_description', 'field_5b241b1abdd51'), (17180, 3229, 'work_thework_type', 'image'), (17181, 3229, '_work_thework_type', 'field_5b6096188b1fd'), (17182, 3229, 'work_thework_image', '336'), (17183, 3229, '_work_thework_image', 'field_5b241b76bdd52'), (17184, 3229, 'work_impact_1_type', 'text'), (17185, 3229, '_work_impact_1_type', 'field_5b241c64ed75b'), (17186, 3229, 'work_impact_1_text', 'Post Rebrand Results\r\n
      \r\n
    • +4% Lift in Household Penetration
      • \r\n
    • + 18% Lift in Purchase intent
      • \r\n
    • +1.4% Dollar Share Growth in Natural Channels
      • \r\n
    \r\nSource: SPINSScan data 12/31/17'), (17187, 3229, '_work_impact_1_text', 'field_5b241d21ed75c'), (17188, 3229, 'work_impact_award_option', '0'), (17189, 3229, '_work_impact_award_option', 'field_5b8ec47072930'), (17190, 3229, 'work_impact_2_type', 'none'), (17191, 3229, '_work_impact_2_type', 'field_5b2420871e096'), (17192, 3229, 'work_impact_3_type', 'none'), (17193, 3229, '_work_impact_3_type', 'field_5b2423b7155ca'), (17194, 3229, 'work_impact_4_type', 'none'), (17195, 3229, '_work_impact_4_type', 'field_5b2426034a947'), (17196, 3230, '_wp_attached_file', '2018/09/Chad.png'), (17197, 3230, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Chad.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Chad-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17198, 3231, '_wp_attached_file', '2018/09/headshots__0013_Chad.jpg'), (17199, 3231, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0013_Chad.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0013_Chad-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17200, 3228, '_thumbnail_id', '3231'), (17201, 3232, 'team_position', 'Design Director'), (17202, 3232, '_team_position', 'field_5b2181360506b'), (17203, 3232, 'team_lastname', 'Klehr'), (17204, 3232, '_team_lastname', 'field_5b2181820506c'), (17205, 3232, 'team_signature', '3230'), (17206, 3232, '_team_signature', 'field_5b8fdef0d30eb'), (17207, 3228, 'team_position', 'Design Director'), (17208, 3228, '_team_position', 'field_5b2181360506b'), (17209, 3228, 'team_lastname', 'Klehr'), (17210, 3228, '_team_lastname', 'field_5b2181820506c'), (17211, 3228, 'team_signature', '3230'), (17212, 3228, '_team_signature', 'field_5b8fdef0d30eb'), (17213, 3233, '_edit_lock', '1538076910:2'), (17214, 3233, '_edit_last', '2'), (17215, 3234, '_wp_attached_file', '2018/09/Chris_2.png'), (17216, 3234, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/09/Chris_2.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Chris_2-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17217, 3235, 'work_featured_image', '334'), (17218, 3235, '_work_featured_image', 'field_5b27eac37a115'), (17219, 3235, 'work_home_featured_color', 'black'), (17220, 3235, '_work_home_featured_color', 'field_5b2bf153536f9'), (17221, 3235, 'work_home_featured_image', ''), (17222, 3235, '_work_home_featured_image', 'field_5b2bddcd3c783'), (17223, 3235, 'work_navigation_color', 'white'), (17224, 3235, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (17225, 3235, 'work_colors_text', '#000000'), (17226, 3235, '_work_colors_text', 'field_5b241810bdd49'), (17227, 3235, 'work_colors_accent', '#fc8168'), (17228, 3235, '_work_colors_accent', 'field_5b241884bdd4a'), (17229, 3235, 'work_colors_bg', '#fd9982'), (17230, 3235, '_work_colors_bg', 'field_5b2418a3bdd4b'), (17231, 3235, 'work_hero_tag', 'Maranatha'), (17232, 3235, '_work_hero_tag', 'field_5b2418cebdd4c'), (17233, 3235, 'work_hero_textcolor', '#ffffff'), (17234, 3235, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (17235, 3235, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (17236, 3235, '_work_call_description', 'field_5b241a9cbdd4f'), (17237, 3235, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (17238, 3235, '_work_call_wedid', 'field_5b241ac4bdd50'), (17239, 3235, 'work_call_image', '820'), (17240, 3235, '_work_call_image', 'field_5b2906b12feea'), (17241, 3235, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (17242, 3235, '_work_thework_description', 'field_5b241b1abdd51'), (17243, 3235, 'work_thework_type', 'image'), (17244, 3235, '_work_thework_type', 'field_5b6096188b1fd'), (17245, 3235, 'work_thework_image', '336'), (17246, 3235, '_work_thework_image', 'field_5b241b76bdd52'), (17247, 3235, 'work_impact_1_type', 'text'), (17248, 3235, '_work_impact_1_type', 'field_5b241c64ed75b'), (17249, 3235, 'work_impact_1_text', '
      \r\n
    • +4% Lift in Household Penetration
      • \r\n
    • + 18% Lift in Purchase intent
      • \r\n
    • +1.4% Dollar Share Growth in Natural Channels
      • \r\n
    \r\nSource: SPINSScan data 12/31/17'), (17250, 3235, '_work_impact_1_text', 'field_5b241d21ed75c'), (17251, 3235, 'work_impact_award_option', '0'), (17252, 3235, '_work_impact_award_option', 'field_5b8ec47072930'), (17253, 3235, 'work_impact_2_type', 'image'), (17254, 3235, '_work_impact_2_type', 'field_5b2420871e096'), (17255, 3235, 'work_impact_2_image', '337'), (17256, 3235, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (17257, 3235, 'work_impact_3_type', 'none'), (17258, 3235, '_work_impact_3_type', 'field_5b2423b7155ca'), (17259, 3235, 'work_impact_4_type', 'none'), (17260, 3235, '_work_impact_4_type', 'field_5b2426034a947'), (17261, 39, 'work_impact_2_image', '3252'), (17262, 39, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (17263, 3236, '_wp_attached_file', '2018/09/headshots__0015_Chris_3.jpg'), (17264, 3236, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:35:\"2018/09/headshots__0015_Chris_3.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"headshots__0015_Chris_3-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17265, 3233, '_thumbnail_id', '3236'), (17266, 3237, 'team_position', 'Associate Creative Director'), (17267, 3237, '_team_position', 'field_5b2181360506b'), (17268, 3237, 'team_lastname', 'Cook'), (17269, 3237, '_team_lastname', 'field_5b2181820506c'), (17270, 3237, 'team_signature', '3234'), (17271, 3237, '_team_signature', 'field_5b8fdef0d30eb'), (17272, 3233, 'team_position', 'Associate Creative Director'), (17273, 3233, '_team_position', 'field_5b2181360506b'), (17274, 3233, 'team_lastname', 'Cook'), (17275, 3233, '_team_lastname', 'field_5b2181820506c'), (17276, 3233, 'team_signature', '3234'), (17277, 3233, '_team_signature', 'field_5b8fdef0d30eb'), (17278, 3238, 'team_position', 'Associate Creative Director'), (17279, 3238, '_team_position', 'field_5b2181360506b'), (17280, 3238, 'team_lastname', 'Cook'), (17281, 3238, '_team_lastname', 'field_5b2181820506c'), (17282, 3238, 'team_signature', '3234'), (17283, 3238, '_team_signature', 'field_5b8fdef0d30eb'), (17284, 3239, '_edit_lock', '1538077008:2'), (17285, 3239, '_edit_last', '2'), (17286, 3240, '_wp_attached_file', '2018/09/Christina.png'), (17287, 3240, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:21:\"2018/09/Christina.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"Christina-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17288, 3241, '_wp_attached_file', '2018/09/headshots__0016_Christina.jpg'), (17289, 3241, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:37:\"2018/09/headshots__0016_Christina.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"headshots__0016_Christina-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17290, 3239, '_thumbnail_id', '3241'), (17291, 3242, 'team_position', 'VP/Director of Design Strategy'), (17292, 3242, '_team_position', 'field_5b2181360506b'), (17293, 3242, 'team_lastname', 'Papale'), (17294, 3242, '_team_lastname', 'field_5b2181820506c'), (17295, 3242, 'team_signature', '3240'), (17296, 3242, '_team_signature', 'field_5b8fdef0d30eb'), (17297, 3239, 'team_position', 'VP/Director of Design Strategy'), (17298, 3239, '_team_position', 'field_5b2181360506b'), (17299, 3239, 'team_lastname', 'Papale'), (17300, 3239, '_team_lastname', 'field_5b2181820506c'), (17301, 3239, 'team_signature', '3240'), (17302, 3239, '_team_signature', 'field_5b8fdef0d30eb'), (17303, 3243, '_edit_lock', '1538077078:2'), (17304, 3243, '_edit_last', '2'), (17305, 3244, '_wp_attached_file', '2018/09/Damien.png'), (17306, 3244, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Damien.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Damien-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17307, 3245, '_wp_attached_file', '2018/09/headshots__0017_Damien.jpg'), (17308, 3245, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0017_Damien.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0017_Damien-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17309, 3243, '_thumbnail_id', '3245'), (17310, 3246, 'team_position', 'Engagement Director'), (17311, 3246, '_team_position', 'field_5b2181360506b'), (17312, 3246, 'team_lastname', 'Moore-Evans'), (17313, 3246, '_team_lastname', 'field_5b2181820506c'), (17314, 3246, 'team_signature', '3244'), (17315, 3246, '_team_signature', 'field_5b8fdef0d30eb'), (17316, 3243, 'team_position', 'Engagement Director'), (17317, 3243, '_team_position', 'field_5b2181360506b'), (17318, 3243, 'team_lastname', 'Moore-Evans'), (17319, 3243, '_team_lastname', 'field_5b2181820506c'), (17320, 3243, 'team_signature', '3244'), (17321, 3243, '_team_signature', 'field_5b8fdef0d30eb'), (17322, 3247, '_edit_lock', '1538077180:2'), (17323, 3247, '_edit_last', '2'), (17324, 3248, '_wp_attached_file', '2018/09/Dan.png'), (17325, 3248, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:15:\"2018/09/Dan.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"Dan-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17326, 3249, '_wp_attached_file', '2018/09/headshots__0018_Dan.jpg'), (17327, 3249, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:31:\"2018/09/headshots__0018_Dan.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"headshots__0018_Dan-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17328, 3247, '_thumbnail_id', '3249'), (17329, 3250, 'team_position', 'Design Manager'), (17330, 3250, '_team_position', 'field_5b2181360506b'), (17331, 3250, 'team_lastname', 'Vonder Haar'), (17332, 3250, '_team_lastname', 'field_5b2181820506c'), (17333, 3250, 'team_signature', '3248'), (17334, 3250, '_team_signature', 'field_5b8fdef0d30eb'), (17335, 3247, 'team_position', 'Design Manager'), (17336, 3247, '_team_position', 'field_5b2181360506b'), (17337, 3247, 'team_lastname', 'Vonder Haar'), (17338, 3247, '_team_lastname', 'field_5b2181820506c'), (17339, 3247, 'team_signature', '3248'), (17340, 3247, '_team_signature', 'field_5b8fdef0d30eb'), (17341, 3252, '_wp_attached_file', '2018/03/Maranatha-4-1920_1080.jpg'), (17342, 3252, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:33:\"2018/03/Maranatha-4-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"Maranatha-4-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"Maranatha-4-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"Maranatha-4-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"Maranatha-4-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17343, 3251, '_edit_lock', '1538077306:2'), (17344, 3251, '_edit_last', '2'), (17345, 3253, 'work_featured_image', '334'), (17346, 3253, '_work_featured_image', 'field_5b27eac37a115'), (17347, 3253, 'work_home_featured_color', 'black'), (17348, 3253, '_work_home_featured_color', 'field_5b2bf153536f9'), (17349, 3253, 'work_home_featured_image', ''), (17350, 3253, '_work_home_featured_image', 'field_5b2bddcd3c783'), (17351, 3253, 'work_navigation_color', 'white'), (17352, 3253, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (17353, 3253, 'work_colors_text', '#000000'), (17354, 3253, '_work_colors_text', 'field_5b241810bdd49'), (17355, 3253, 'work_colors_accent', '#fc8168'), (17356, 3253, '_work_colors_accent', 'field_5b241884bdd4a'), (17357, 3253, 'work_colors_bg', '#fd9982'), (17358, 3253, '_work_colors_bg', 'field_5b2418a3bdd4b'), (17359, 3253, 'work_hero_tag', 'Maranatha'), (17360, 3253, '_work_hero_tag', 'field_5b2418cebdd4c'), (17361, 3253, 'work_hero_textcolor', '#ffffff'), (17362, 3253, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (17363, 3253, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (17364, 3253, '_work_call_description', 'field_5b241a9cbdd4f'), (17365, 3253, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (17366, 3253, '_work_call_wedid', 'field_5b241ac4bdd50'), (17367, 3253, 'work_call_image', '820'), (17368, 3253, '_work_call_image', 'field_5b2906b12feea'), (17369, 3253, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (17370, 3253, '_work_thework_description', 'field_5b241b1abdd51'), (17371, 3253, 'work_thework_type', 'image'), (17372, 3253, '_work_thework_type', 'field_5b6096188b1fd'), (17373, 3253, 'work_thework_image', '336'), (17374, 3253, '_work_thework_image', 'field_5b241b76bdd52'), (17375, 3253, 'work_impact_1_type', 'text'), (17376, 3253, '_work_impact_1_type', 'field_5b241c64ed75b'), (17377, 3253, 'work_impact_1_text', '
      \r\n
    • +4% Lift in Household Penetration
      • \r\n
    • + 18% Lift in Purchase intent
      • \r\n
    • +1.4% Dollar Share Growth in Natural Channels
      • \r\n
    \r\nSource: SPINSScan data 12/31/17'), (17378, 3253, '_work_impact_1_text', 'field_5b241d21ed75c'), (17379, 3253, 'work_impact_award_option', '0'), (17380, 3253, '_work_impact_award_option', 'field_5b8ec47072930'), (17381, 3253, 'work_impact_2_type', 'image'), (17382, 3253, '_work_impact_2_type', 'field_5b2420871e096'), (17383, 3253, 'work_impact_2_image', '3252'), (17384, 3253, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (17385, 3253, 'work_impact_3_type', 'none'), (17386, 3253, '_work_impact_3_type', 'field_5b2423b7155ca'), (17387, 3253, 'work_impact_4_type', 'none'), (17388, 3253, '_work_impact_4_type', 'field_5b2426034a947'), (17389, 3254, '_wp_attached_file', '2018/09/Dave.png'), (17390, 3254, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Dave.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Dave-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17391, 3255, '_wp_attached_file', '2018/09/headshots__0019_Dave.jpg'), (17392, 3255, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0019_Dave.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0019_Dave-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17393, 3251, '_thumbnail_id', '3255'), (17394, 3256, 'team_position', 'Senior Client Manager'), (17395, 3256, '_team_position', 'field_5b2181360506b'), (17396, 3256, 'team_lastname', 'Macari'), (17397, 3256, '_team_lastname', 'field_5b2181820506c'), (17398, 3256, 'team_signature', '3254'), (17399, 3256, '_team_signature', 'field_5b8fdef0d30eb'), (17400, 3251, 'team_position', 'Senior Client Manager'), (17401, 3251, '_team_position', 'field_5b2181360506b'), (17402, 3251, 'team_lastname', 'Macari'), (17403, 3251, '_team_lastname', 'field_5b2181820506c'), (17404, 3251, 'team_signature', '3254'), (17405, 3251, '_team_signature', 'field_5b8fdef0d30eb'), (17406, 3257, '_edit_lock', '1538077373:2'), (17407, 3257, '_edit_last', '2'), (17408, 3258, '_wp_attached_file', '2018/09/Don.png'), (17409, 3258, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:15:\"2018/09/Don.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"Don-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17410, 3259, '_wp_attached_file', '2018/09/headshots__0020_Don.jpg'), (17411, 3259, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:31:\"2018/09/headshots__0020_Don.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"headshots__0020_Don-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17412, 3257, '_thumbnail_id', '3259'), (17413, 3260, 'team_position', 'Technology Manager'), (17414, 3260, '_team_position', 'field_5b2181360506b'), (17415, 3260, 'team_lastname', 'Piraino'), (17416, 3260, '_team_lastname', 'field_5b2181820506c'), (17417, 3260, 'team_signature', '3258'), (17418, 3260, '_team_signature', 'field_5b8fdef0d30eb'), (17419, 3257, 'team_position', 'Technology Manager'), (17420, 3257, '_team_position', 'field_5b2181360506b'), (17421, 3257, 'team_lastname', 'Piraino'), (17422, 3257, '_team_lastname', 'field_5b2181820506c'), (17423, 3257, 'team_signature', '3258'), (17424, 3257, '_team_signature', 'field_5b8fdef0d30eb'), (17425, 3261, '_edit_lock', '1538077448:2'), (17426, 3261, '_edit_last', '2'), (17427, 3262, '_wp_attached_file', '2018/09/Dustin.png'), (17428, 3262, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Dustin.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Dustin-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17429, 3263, '_wp_attached_file', '2018/09/headshots__0021_Dustin.jpg'), (17430, 3263, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0021_Dustin.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0021_Dustin-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17431, 3261, '_thumbnail_id', '3263'), (17432, 3264, 'team_position', 'Chief Strategy & Marketing Officer'), (17433, 3264, '_team_position', 'field_5b2181360506b'), (17434, 3264, 'team_lastname', 'Longstreth'), (17435, 3264, '_team_lastname', 'field_5b2181820506c'), (17436, 3264, 'team_signature', '3262'), (17437, 3264, '_team_signature', 'field_5b8fdef0d30eb'), (17438, 3261, 'team_position', 'Chief Strategy & Marketing Officer'), (17439, 3261, '_team_position', 'field_5b2181360506b'), (17440, 3261, 'team_lastname', 'Longstreth'), (17441, 3261, '_team_lastname', 'field_5b2181820506c'), (17442, 3261, 'team_signature', '3262'), (17443, 3261, '_team_signature', 'field_5b8fdef0d30eb'), (17444, 3265, '_edit_lock', '1538077519:2'), (17445, 3265, '_edit_last', '2'), (17446, 3266, '_wp_attached_file', '2018/09/Eric.png'), (17447, 3266, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Eric.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Eric-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17448, 3267, '_wp_attached_file', '2018/09/headshots__0022_Eric.jpg'), (17449, 3267, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0022_Eric.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0022_Eric-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17450, 3265, '_thumbnail_id', '3267'), (17451, 3268, 'team_position', 'Project Coordinator'), (17452, 3268, '_team_position', 'field_5b2181360506b'), (17453, 3268, 'team_lastname', 'Higgins'), (17454, 3268, '_team_lastname', 'field_5b2181820506c'), (17455, 3268, 'team_signature', '3266'), (17456, 3268, '_team_signature', 'field_5b8fdef0d30eb'), (17457, 3265, 'team_position', 'Project Coordinator'), (17458, 3265, '_team_position', 'field_5b2181360506b'), (17459, 3265, 'team_lastname', 'Higgins'), (17460, 3265, '_team_lastname', 'field_5b2181820506c'), (17461, 3265, 'team_signature', '3266'), (17462, 3265, '_team_signature', 'field_5b8fdef0d30eb'), (17463, 3269, '_edit_lock', '1538077603:2'), (17464, 3269, '_edit_last', '2'), (17465, 3270, '_wp_attached_file', '2018/09/Galen.png'), (17466, 3270, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Galen.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Galen-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17467, 3271, '_wp_attached_file', '2018/09/headshots__0023_Galen.jpg'), (17468, 3271, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0023_Galen.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0023_Galen-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17469, 3269, '_thumbnail_id', '3271'), (17470, 3272, 'team_position', 'Strategist'), (17471, 3272, '_team_position', 'field_5b2181360506b'), (17472, 3272, 'team_lastname', 'Spencer-Linzie'), (17473, 3272, '_team_lastname', 'field_5b2181820506c'), (17474, 3272, 'team_signature', '3270'), (17475, 3272, '_team_signature', 'field_5b8fdef0d30eb'), (17476, 3269, 'team_position', 'Strategist'), (17477, 3269, '_team_position', 'field_5b2181360506b'), (17478, 3269, 'team_lastname', 'Spencer-Linzie'), (17479, 3269, '_team_lastname', 'field_5b2181820506c'), (17480, 3269, 'team_signature', '3270'), (17481, 3269, '_team_signature', 'field_5b8fdef0d30eb'), (17482, 3273, '_edit_lock', '1538173488:2'), (17483, 3273, '_edit_last', '2'), (17484, 3274, '_wp_attached_file', '2018/09/Gregg.png'), (17485, 3274, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Gregg.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Gregg-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17486, 3275, '_wp_attached_file', '2018/09/headshots__0024_Gregg.jpg'), (17487, 3275, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0024_Gregg.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0024_Gregg-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17488, 3273, '_thumbnail_id', '3275'), (17489, 3276, 'team_position', 'Managing Partner'), (17490, 3276, '_team_position', 'field_5b2181360506b'), (17491, 3276, 'team_lastname', 'Lipman'), (17492, 3276, '_team_lastname', 'field_5b2181820506c'), (17493, 3276, 'team_signature', '3274'), (17494, 3276, '_team_signature', 'field_5b8fdef0d30eb'), (17495, 3273, 'team_position', 'Managing Partner'), (17496, 3273, '_team_position', 'field_5b2181360506b'), (17497, 3273, 'team_lastname', 'Lipman'), (17498, 3273, '_team_lastname', 'field_5b2181820506c'), (17499, 3273, 'team_signature', '3274'), (17500, 3273, '_team_signature', 'field_5b8fdef0d30eb'), (17501, 3277, '_edit_lock', '1538077731:2'), (17502, 3278, '_wp_attached_file', '2018/09/Hussain.png'), (17503, 3278, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/09/Hussain.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Hussain-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17504, 3279, '_wp_attached_file', '2018/09/headshots__0025_Hussain.jpg'), (17505, 3279, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:35:\"2018/09/headshots__0025_Hussain.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"headshots__0025_Hussain-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17506, 3277, '_edit_last', '2'), (17507, 3277, '_thumbnail_id', '3279'), (17508, 3280, 'team_position', 'Controller'), (17509, 3280, '_team_position', 'field_5b2181360506b'), (17510, 3280, 'team_lastname', 'Chowdhury'), (17511, 3280, '_team_lastname', 'field_5b2181820506c'), (17512, 3280, 'team_signature', '3278'), (17513, 3280, '_team_signature', 'field_5b8fdef0d30eb'), (17514, 3277, 'team_position', 'Controller'), (17515, 3277, '_team_position', 'field_5b2181360506b'), (17516, 3277, 'team_lastname', 'Chowdhury'), (17517, 3277, '_team_lastname', 'field_5b2181820506c'), (17518, 3277, 'team_signature', '3278'), (17519, 3277, '_team_signature', 'field_5b8fdef0d30eb'), (17520, 3281, '_edit_lock', '1538399143:2'), (17521, 3282, '_wp_attached_file', '2018/09/James.png'), (17522, 3282, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/James.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"James-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17523, 3283, '_wp_attached_file', '2018/09/headshots__0026_James.jpg'), (17524, 3283, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0026_James.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0026_James-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17525, 3281, '_edit_last', '2'), (17526, 3281, '_thumbnail_id', '3283'), (17527, 3284, 'team_position', 'CFO'), (17528, 3284, '_team_position', 'field_5b2181360506b'), (17529, 3284, 'team_lastname', 'Bermna'), (17530, 3284, '_team_lastname', 'field_5b2181820506c'), (17531, 3284, 'team_signature', '3282'), (17532, 3284, '_team_signature', 'field_5b8fdef0d30eb'), (17533, 3281, 'team_position', 'CFO'), (17534, 3281, '_team_position', 'field_5b2181360506b'), (17535, 3281, 'team_lastname', 'Berman'), (17536, 3281, '_team_lastname', 'field_5b2181820506c'), (17537, 3281, 'team_signature', '3282'), (17538, 3281, '_team_signature', 'field_5b8fdef0d30eb'), (17539, 3285, '_edit_lock', '1538078105:2'), (17540, 3285, '_edit_last', '2'), (17541, 3286, '_wp_attached_file', '2018/09/Jamie.png'), (17542, 3286, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Jamie.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Jamie-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17543, 3287, '_wp_attached_file', '2018/09/headshots__0027_Jamie.jpg'), (17544, 3287, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0027_Jamie.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0027_Jamie-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17545, 3285, '_thumbnail_id', '3287'), (17546, 3288, 'team_position', 'Designer'), (17547, 3288, '_team_position', 'field_5b2181360506b'), (17548, 3288, 'team_lastname', 'Connell'), (17549, 3288, '_team_lastname', 'field_5b2181820506c'), (17550, 3288, 'team_signature', '3286'), (17551, 3288, '_team_signature', 'field_5b8fdef0d30eb'), (17552, 3285, 'team_position', 'Designer'), (17553, 3285, '_team_position', 'field_5b2181360506b'), (17554, 3285, 'team_lastname', 'Connell'), (17555, 3285, '_team_lastname', 'field_5b2181820506c'), (17556, 3285, 'team_signature', '3286'), (17557, 3285, '_team_signature', 'field_5b8fdef0d30eb'), (17558, 3289, '_edit_lock', '1538078152:2'), (17559, 3290, '_wp_attached_file', '2018/09/Jess.png'), (17560, 3290, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Jess.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Jess-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17561, 3291, '_wp_attached_file', '2018/09/headshots__0028_Jess.jpg'), (17562, 3291, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0028_Jess.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0028_Jess-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17563, 3289, '_edit_last', '2'), (17564, 3289, '_thumbnail_id', '3291'), (17565, 3292, 'team_position', 'Designer'), (17566, 3292, '_team_position', 'field_5b2181360506b'), (17567, 3292, 'team_lastname', 'Moe'), (17568, 3292, '_team_lastname', 'field_5b2181820506c'), (17569, 3292, 'team_signature', '3290'), (17570, 3292, '_team_signature', 'field_5b8fdef0d30eb'), (17571, 3289, 'team_position', 'Designer'), (17572, 3289, '_team_position', 'field_5b2181360506b'), (17573, 3289, 'team_lastname', 'Moe'), (17574, 3289, '_team_lastname', 'field_5b2181820506c'), (17575, 3289, 'team_signature', '3290'), (17576, 3289, '_team_signature', 'field_5b8fdef0d30eb'), (17577, 3293, '_edit_lock', '1538078227:2'), (17578, 3293, '_edit_last', '2'), (17579, 3294, '_wp_attached_file', '2018/09/JoeV.png'), (17580, 3294, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/JoeV.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"JoeV-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17581, 3295, '_wp_attached_file', '2018/09/headshots__0029_JoeV.jpg'), (17582, 3295, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0029_JoeV.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0029_JoeV-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17583, 3293, '_thumbnail_id', '3295'), (17584, 3296, 'team_position', 'Executive Creative Director'), (17585, 3296, '_team_position', 'field_5b2181360506b'), (17586, 3296, 'team_lastname', 'Violante'), (17587, 3296, '_team_lastname', 'field_5b2181820506c'), (17588, 3296, 'team_signature', '3294'), (17589, 3296, '_team_signature', 'field_5b8fdef0d30eb'), (17590, 3293, 'team_position', 'Executive Creative Director'), (17591, 3293, '_team_position', 'field_5b2181360506b'), (17592, 3293, 'team_lastname', 'Violante'), (17593, 3293, '_team_lastname', 'field_5b2181820506c'), (17594, 3293, 'team_signature', '3294'), (17595, 3293, '_team_signature', 'field_5b8fdef0d30eb'), (17596, 3297, '_edit_lock', '1538078283:2'), (17597, 3297, '_edit_last', '2'), (17598, 3298, '_wp_attached_file', '2018/09/Katherine.png'), (17599, 3298, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:21:\"2018/09/Katherine.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:21:\"Katherine-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17600, 3299, '_wp_attached_file', '2018/09/headshots__0030_Katherine.jpg'), (17601, 3299, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:37:\"2018/09/headshots__0030_Katherine.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:37:\"headshots__0030_Katherine-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17602, 3297, '_thumbnail_id', '3299'), (17603, 3300, 'team_position', 'Client Director'), (17604, 3300, '_team_position', 'field_5b2181360506b'), (17605, 3300, 'team_lastname', 'Spahr'), (17606, 3300, '_team_lastname', 'field_5b2181820506c'), (17607, 3300, 'team_signature', '3298'), (17608, 3300, '_team_signature', 'field_5b8fdef0d30eb'), (17609, 3297, 'team_position', 'Client Director'), (17610, 3297, '_team_position', 'field_5b2181360506b'), (17611, 3297, 'team_lastname', 'Spahr'), (17612, 3297, '_team_lastname', 'field_5b2181820506c'), (17613, 3297, 'team_signature', '3298'), (17614, 3297, '_team_signature', 'field_5b8fdef0d30eb'), (17615, 3301, '_edit_lock', '1538078362:2'), (17616, 3301, '_edit_last', '2'), (17617, 3302, '_wp_attached_file', '2018/09/Lauren_2.png'), (17618, 3302, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:20:\"2018/09/Lauren_2.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"Lauren_2-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17619, 3303, '_wp_attached_file', '2018/09/headshots__0032_Lauren.jpg'), (17620, 3303, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0032_Lauren.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0032_Lauren-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17621, 3301, '_thumbnail_id', '3303'), (17622, 3304, 'team_position', 'Office Manager'), (17623, 3304, '_team_position', 'field_5b2181360506b'), (17624, 3304, 'team_lastname', 'Blakesley'), (17625, 3304, '_team_lastname', 'field_5b2181820506c'), (17626, 3304, 'team_signature', '3302'), (17627, 3304, '_team_signature', 'field_5b8fdef0d30eb'), (17628, 3301, 'team_position', 'Office Manager'), (17629, 3301, '_team_position', 'field_5b2181360506b'), (17630, 3301, 'team_lastname', 'Blakesley'), (17631, 3301, '_team_lastname', 'field_5b2181820506c'), (17632, 3301, 'team_signature', '3302'), (17633, 3301, '_team_signature', 'field_5b8fdef0d30eb'), (17634, 3305, '_edit_lock', '1538078434:2'), (17635, 3306, '_wp_attached_file', '2018/09/Lauren.png'), (17636, 3306, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Lauren.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Lauren-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17637, 3307, '_wp_attached_file', '2018/09/headshots__0033_Lauren_2.jpg'), (17638, 3307, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:36:\"2018/09/headshots__0033_Lauren_2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"headshots__0033_Lauren_2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17639, 3305, '_edit_last', '2'), (17640, 3305, '_thumbnail_id', '3307'), (17641, 3308, 'team_position', 'Design Director'), (17642, 3308, '_team_position', 'field_5b2181360506b'), (17643, 3308, 'team_lastname', 'Kossar'), (17644, 3308, '_team_lastname', 'field_5b2181820506c'), (17645, 3308, 'team_signature', '3306'), (17646, 3308, '_team_signature', 'field_5b8fdef0d30eb'), (17647, 3305, 'team_position', 'Design Director'), (17648, 3305, '_team_position', 'field_5b2181360506b'), (17649, 3305, 'team_lastname', 'Kossar'), (17650, 3305, '_team_lastname', 'field_5b2181820506c'), (17651, 3305, 'team_signature', '3306'), (17652, 3305, '_team_signature', 'field_5b8fdef0d30eb'), (17653, 3309, '_edit_lock', '1538078491:2'), (17654, 3309, '_edit_last', '2'), (17655, 3310, '_wp_attached_file', '2018/09/Laverne.png'), (17656, 3310, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/09/Laverne.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Laverne-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17657, 3311, '_wp_attached_file', '2018/09/headshots__0034_Laverne.jpg'), (17658, 3311, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:35:\"2018/09/headshots__0034_Laverne.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"headshots__0034_Laverne-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17659, 3309, '_thumbnail_id', '3311'), (17660, 3312, 'team_position', 'Client Finance Manager'), (17661, 3312, '_team_position', 'field_5b2181360506b'), (17662, 3312, 'team_lastname', 'Mars'), (17663, 3312, '_team_lastname', 'field_5b2181820506c'), (17664, 3312, 'team_signature', '3310'), (17665, 3312, '_team_signature', 'field_5b8fdef0d30eb'), (17666, 3309, 'team_position', 'Client Finance Manager'), (17667, 3309, '_team_position', 'field_5b2181360506b'), (17668, 3309, 'team_lastname', 'Mars'), (17669, 3309, '_team_lastname', 'field_5b2181820506c'), (17670, 3309, 'team_signature', '3310'), (17671, 3309, '_team_signature', 'field_5b8fdef0d30eb'), (17672, 3313, '_edit_lock', '1538078561:2'), (17673, 3313, '_edit_last', '2'), (17674, 3314, '_wp_attached_file', '2018/09/Lesley.png'), (17675, 3314, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Lesley.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Lesley-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17676, 3315, '_wp_attached_file', '2018/09/headshots__0035_Lesley.jpg'), (17677, 3315, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0035_Lesley.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0035_Lesley-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17678, 3313, '_thumbnail_id', '3315'), (17679, 3316, 'team_position', 'Creative Director'), (17680, 3316, '_team_position', 'field_5b2181360506b'), (17681, 3316, 'team_lastname', 'Stordahl'), (17682, 3316, '_team_lastname', 'field_5b2181820506c'), (17683, 3316, 'team_signature', '3314'), (17684, 3316, '_team_signature', 'field_5b8fdef0d30eb'), (17685, 3313, 'team_position', 'Creative Director'), (17686, 3313, '_team_position', 'field_5b2181360506b'), (17687, 3313, 'team_lastname', 'Stordahl'), (17688, 3313, '_team_lastname', 'field_5b2181820506c'), (17689, 3313, 'team_signature', '3314'), (17690, 3313, '_team_signature', 'field_5b8fdef0d30eb'), (17691, 3317, '_edit_lock', '1538078619:2'), (17692, 3317, '_edit_last', '2'), (17693, 3318, '_wp_attached_file', '2018/09/Liz.png'), (17694, 3318, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:15:\"2018/09/Liz.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"Liz-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17695, 3319, '_wp_attached_file', '2018/09/headshots__0036_Liz.jpg'), (17696, 3319, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:31:\"2018/09/headshots__0036_Liz.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"headshots__0036_Liz-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17697, 3317, '_thumbnail_id', '3319'), (17698, 3320, 'team_position', 'Senior Client Manager'), (17699, 3320, '_team_position', 'field_5b2181360506b'), (17700, 3320, 'team_lastname', 'Maloney'), (17701, 3320, '_team_lastname', 'field_5b2181820506c'), (17702, 3320, 'team_signature', '3318'), (17703, 3320, '_team_signature', 'field_5b8fdef0d30eb'), (17704, 3317, 'team_position', 'Senior Client Manager'), (17705, 3317, '_team_position', 'field_5b2181360506b'), (17706, 3317, 'team_lastname', 'Maloney'), (17707, 3317, '_team_lastname', 'field_5b2181820506c'), (17708, 3317, 'team_signature', '3318'), (17709, 3317, '_team_signature', 'field_5b8fdef0d30eb'), (17710, 3321, '_edit_lock', '1538078672:2'), (17711, 3321, '_edit_last', '2'), (17712, 3322, '_wp_attached_file', '2018/09/headshots__0037_Lizzie.jpg'), (17713, 3322, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0037_Lizzie.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0037_Lizzie-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17714, 3323, '_wp_attached_file', '2018/09/Lizzie.png'), (17715, 3323, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Lizzie.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Lizzie-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17716, 3321, '_thumbnail_id', '3322'), (17717, 3324, 'team_position', 'Designer'), (17718, 3324, '_team_position', 'field_5b2181360506b'), (17719, 3324, 'team_lastname', 'Kelner'), (17720, 3324, '_team_lastname', 'field_5b2181820506c'), (17721, 3324, 'team_signature', '3323'), (17722, 3324, '_team_signature', 'field_5b8fdef0d30eb'), (17723, 3321, 'team_position', 'Designer'), (17724, 3321, '_team_position', 'field_5b2181360506b'), (17725, 3321, 'team_lastname', 'Kelner'), (17726, 3321, '_team_lastname', 'field_5b2181820506c'), (17727, 3321, 'team_signature', '3323'), (17728, 3321, '_team_signature', 'field_5b8fdef0d30eb'), (17729, 3325, '_edit_lock', '1538078861:2'), (17730, 3325, '_edit_last', '2'), (17731, 3326, '_wp_attached_file', '2018/09/Margaret_2.png'), (17732, 3326, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:22:\"2018/09/Margaret_2.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:22:\"Margaret_2-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17733, 3327, '_wp_attached_file', '2018/09/headshots__0038_Margaret.jpg'), (17734, 3327, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:36:\"2018/09/headshots__0038_Margaret.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:36:\"headshots__0038_Margaret-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17735, 3325, '_thumbnail_id', '3327'), (17736, 3328, 'team_position', 'Designer'), (17737, 3328, '_team_position', 'field_5b2181360506b'), (17738, 3328, 'team_lastname', 'Couture'), (17739, 3328, '_team_lastname', 'field_5b2181820506c'), (17740, 3328, 'team_signature', '3326'), (17741, 3328, '_team_signature', 'field_5b8fdef0d30eb'), (17742, 3325, 'team_position', 'Designer'), (17743, 3325, '_team_position', 'field_5b2181360506b'), (17744, 3325, 'team_lastname', 'Couture'), (17745, 3325, '_team_lastname', 'field_5b2181820506c'), (17746, 3325, 'team_signature', '3326'), (17747, 3325, '_team_signature', 'field_5b8fdef0d30eb'), (17748, 3329, '_edit_lock', '1538080332:2'), (17749, 3329, '_edit_last', '2'), (17750, 3330, '_wp_attached_file', '2018/09/Margaret.png'), (17751, 3330, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:20:\"2018/09/Margaret.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"Margaret-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17752, 3331, '_wp_attached_file', '2018/09/headshots__0039_Margaret_2.jpg'), (17753, 3331, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:38:\"2018/09/headshots__0039_Margaret_2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"headshots__0039_Margaret_2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17754, 3329, '_thumbnail_id', '3331'), (17755, 3332, 'team_position', 'Designer'), (17756, 3332, '_team_position', 'field_5b2181360506b'), (17757, 3332, 'team_lastname', 'DiSalvo'), (17758, 3332, '_team_lastname', 'field_5b2181820506c'), (17759, 3332, 'team_signature', '3330'), (17760, 3332, '_team_signature', 'field_5b8fdef0d30eb'), (17761, 3329, 'team_position', 'Designer'), (17762, 3329, '_team_position', 'field_5b2181360506b'), (17763, 3329, 'team_lastname', 'DiSalvo'), (17764, 3329, '_team_lastname', 'field_5b2181820506c'), (17765, 3329, 'team_signature', '3330'), (17766, 3329, '_team_signature', 'field_5b8fdef0d30eb'), (17767, 3333, '_edit_lock', '1538078997:2'), (17768, 3333, '_edit_last', '2'), (17769, 3334, '_wp_attached_file', '2018/09/Margot.png'), (17770, 3334, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Margot.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Margot-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17771, 261, 'field_5bad3948c7400', 'a:10:{s:3:\"key\";s:19:\"field_5bad3948c7400\";s:5:\"label\";s:9:\"Parallax?\";s:4:\"name\";s:24:\"work_call_image_parallax\";s:4:\"type\";s:10:\"true_false\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:7:\"message\";s:0:\"\";s:13:\"default_value\";s:1:\"0\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"0\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b241c64ed75b\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"text\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:11;}'), (17773, 3335, '_wp_attached_file', '2018/09/headshots__0040_Margot.jpg'), (17774, 3335, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0040_Margot.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0040_Margot-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17775, 3333, '_thumbnail_id', '3335'), (17776, 3336, 'team_position', 'Senior Strategist'), (17777, 3336, '_team_position', 'field_5b2181360506b'), (17778, 3336, 'team_lastname', 'Liebman'), (17779, 3336, '_team_lastname', 'field_5b2181820506c'), (17780, 3336, 'team_signature', '3334'), (17781, 3336, '_team_signature', 'field_5b8fdef0d30eb'), (17782, 3333, 'team_position', 'Senior Strategist'), (17783, 3333, '_team_position', 'field_5b2181360506b'), (17784, 3333, 'team_lastname', 'Liebman'), (17785, 3333, '_team_lastname', 'field_5b2181820506c'), (17786, 3333, 'team_signature', '3334'), (17787, 3333, '_team_signature', 'field_5b8fdef0d30eb'), (17788, 3337, '_edit_lock', '1538079037:2'), (17789, 3337, '_edit_last', '2'), (17790, 3338, '_wp_attached_file', '2018/09/Melanie.png'), (17791, 3338, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/09/Melanie.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Melanie-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17792, 3339, '_wp_attached_file', '2018/09/headshots__0041_Melanie.jpg'), (17793, 3339, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:35:\"2018/09/headshots__0041_Melanie.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"headshots__0041_Melanie-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17794, 3337, '_thumbnail_id', '3339'), (17795, 3340, 'team_position', 'Receptionist'), (17796, 3340, '_team_position', 'field_5b2181360506b'), (17797, 3340, 'team_lastname', 'Lewis'), (17798, 3340, '_team_lastname', 'field_5b2181820506c'), (17799, 3340, 'team_signature', '3338'), (17800, 3340, '_team_signature', 'field_5b8fdef0d30eb'), (17801, 3337, 'team_position', 'Receptionist'), (17802, 3337, '_team_position', 'field_5b2181360506b'), (17803, 3337, 'team_lastname', 'Lewis'), (17804, 3337, '_team_lastname', 'field_5b2181820506c'), (17805, 3337, 'team_signature', '3338'), (17806, 3337, '_team_signature', 'field_5b8fdef0d30eb'), (17807, 3341, '_edit_lock', '1538079092:2'), (17808, 3341, '_edit_last', '2'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (17809, 3342, '_wp_attached_file', '2018/09/Mikki.png'), (17810, 3342, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Mikki.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Mikki-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17811, 3343, '_wp_attached_file', '2018/09/headshots__0042_Mikki.jpg'), (17812, 3343, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0042_Mikki.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0042_Mikki-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17813, 3341, '_thumbnail_id', '3343'), (17814, 3344, 'team_position', 'Senior Designer'), (17815, 3344, '_team_position', 'field_5b2181360506b'), (17816, 3344, 'team_lastname', 'Beymer'), (17817, 3344, '_team_lastname', 'field_5b2181820506c'), (17818, 3344, 'team_signature', '3342'), (17819, 3344, '_team_signature', 'field_5b8fdef0d30eb'), (17820, 3341, 'team_position', 'Senior Designer'), (17821, 3341, '_team_position', 'field_5b2181360506b'), (17822, 3341, 'team_lastname', 'Beymer'), (17823, 3341, '_team_lastname', 'field_5b2181820506c'), (17824, 3341, 'team_signature', '3342'), (17825, 3341, '_team_signature', 'field_5b8fdef0d30eb'), (17826, 3345, '_edit_lock', '1538079166:2'), (17827, 3345, '_edit_last', '2'), (17828, 3346, '_wp_attached_file', '2018/09/Nat.png'), (17829, 3346, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:15:\"2018/09/Nat.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"Nat-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17830, 3347, '_wp_attached_file', '2018/09/headshots__0043_Nat.jpg'), (17831, 3347, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:31:\"2018/09/headshots__0043_Nat.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"headshots__0043_Nat-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17832, 3345, '_thumbnail_id', '3347'), (17833, 3348, 'team_position', 'Client Director'), (17834, 3348, '_team_position', 'field_5b2181360506b'), (17835, 3348, 'team_lastname', 'Jungerberg'), (17836, 3348, '_team_lastname', 'field_5b2181820506c'), (17837, 3348, 'team_signature', '3346'), (17838, 3348, '_team_signature', 'field_5b8fdef0d30eb'), (17839, 3345, 'team_position', 'Client Director'), (17840, 3345, '_team_position', 'field_5b2181360506b'), (17841, 3345, 'team_lastname', 'Jungerberg'), (17842, 3345, '_team_lastname', 'field_5b2181820506c'), (17843, 3345, 'team_signature', '3346'), (17844, 3345, '_team_signature', 'field_5b8fdef0d30eb'), (17845, 3349, '_edit_lock', '1538079209:2'), (17846, 3350, '_wp_attached_file', '2018/09/Paul.png'), (17847, 3350, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Paul.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Paul-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17848, 3351, '_wp_attached_file', '2018/09/headshots__0046_Paul.jpg'), (17849, 3351, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0046_Paul.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0046_Paul-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17850, 3349, '_edit_last', '2'), (17851, 3349, '_thumbnail_id', '3351'), (17852, 3352, 'team_position', 'Production Manager'), (17853, 3352, '_team_position', 'field_5b2181360506b'), (17854, 3352, 'team_lastname', 'Lorinser'), (17855, 3352, '_team_lastname', 'field_5b2181820506c'), (17856, 3352, 'team_signature', '3350'), (17857, 3352, '_team_signature', 'field_5b8fdef0d30eb'), (17858, 3349, 'team_position', 'Production Manager'), (17859, 3349, '_team_position', 'field_5b2181360506b'), (17860, 3349, 'team_lastname', 'Lorinser'), (17861, 3349, '_team_lastname', 'field_5b2181820506c'), (17862, 3349, 'team_signature', '3350'), (17863, 3349, '_team_signature', 'field_5b8fdef0d30eb'), (17864, 3353, '_edit_lock', '1538399195:2'), (17865, 3353, '_edit_last', '2'), (17866, 3354, '_wp_attached_file', '2018/09/Peter_2.png'), (17867, 3354, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/09/Peter_2.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Peter_2-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17868, 3355, '_wp_attached_file', '2018/09/headshots__0048_Peter.jpg'), (17869, 3355, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0048_Peter.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0048_Peter-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17870, 3353, '_thumbnail_id', '3355'), (17871, 3356, 'team_position', 'Senior Designer'), (17872, 3356, '_team_position', 'field_5b2181360506b'), (17873, 3356, 'team_lastname', 'Robertson'), (17874, 3356, '_team_lastname', 'field_5b2181820506c'), (17875, 3356, 'team_signature', '3354'), (17876, 3356, '_team_signature', 'field_5b8fdef0d30eb'), (17877, 3353, 'team_position', 'Senior Designer'), (17878, 3353, '_team_position', 'field_5b2181360506b'), (17879, 3353, 'team_lastname', 'Robertson'), (17880, 3353, '_team_lastname', 'field_5b2181820506c'), (17881, 3353, 'team_signature', '3354'), (17882, 3353, '_team_signature', 'field_5b8fdef0d30eb'), (17883, 3357, '_edit_lock', '1538079344:2'), (17884, 3357, '_edit_last', '2'), (17885, 3358, '_wp_attached_file', '2018/09/Rich.png'), (17886, 3358, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Rich.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Rich-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17887, 3359, '_wp_attached_file', '2018/09/headshots__0050_Rich.jpg'), (17888, 3359, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0050_Rich.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0050_Rich-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17889, 3357, '_thumbnail_id', '3359'), (17890, 3360, 'team_position', 'Senior Production Artist'), (17891, 3360, '_team_position', 'field_5b2181360506b'), (17892, 3360, 'team_lastname', 'McGowen'), (17893, 3360, '_team_lastname', 'field_5b2181820506c'), (17894, 3360, 'team_signature', '3358'), (17895, 3360, '_team_signature', 'field_5b8fdef0d30eb'), (17896, 3357, 'team_position', 'Senior Production Artist'), (17897, 3357, '_team_position', 'field_5b2181360506b'), (17898, 3357, 'team_lastname', 'McGowen'), (17899, 3357, '_team_lastname', 'field_5b2181820506c'), (17900, 3357, 'team_signature', '3358'), (17901, 3357, '_team_signature', 'field_5b8fdef0d30eb'), (17902, 3361, '_edit_lock', '1538079408:2'), (17903, 3361, '_edit_last', '2'), (17904, 3362, '_wp_attached_file', '2018/09/Rick.png'), (17905, 3362, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Rick.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Rick-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17906, 3363, '_wp_attached_file', '2018/09/headshots__0051_Rick.jpg'), (17907, 3363, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0051_Rick.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0051_Rick-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17908, 3361, '_thumbnail_id', '3363'), (17909, 3364, 'team_position', 'Chief Creative Officer/Founding Partner'), (17910, 3364, '_team_position', 'field_5b2181360506b'), (17911, 3364, 'team_lastname', 'Barrack'), (17912, 3364, '_team_lastname', 'field_5b2181820506c'), (17913, 3364, 'team_signature', '3362'), (17914, 3364, '_team_signature', 'field_5b8fdef0d30eb'), (17915, 3361, 'team_position', 'Chief Creative Officer/Founding Partner'), (17916, 3361, '_team_position', 'field_5b2181360506b'), (17917, 3361, 'team_lastname', 'Barrack'), (17918, 3361, '_team_lastname', 'field_5b2181820506c'), (17919, 3361, 'team_signature', '3362'), (17920, 3361, '_team_signature', 'field_5b8fdef0d30eb'), (17921, 3365, '_edit_lock', '1538079494:2'), (17922, 3365, '_edit_last', '2'), (17923, 3366, '_wp_attached_file', '2018/09/Sami.png'), (17924, 3366, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Sami.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Sami-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17925, 3367, '_wp_attached_file', '2018/09/headshots__0053_Sami.jpg'), (17926, 3367, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0053_Sami.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0053_Sami-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17927, 3365, '_thumbnail_id', '3367'), (17928, 3368, 'team_position', 'Project Coordinator'), (17929, 3368, '_team_position', 'field_5b2181360506b'), (17930, 3368, 'team_lastname', 'Oman'), (17931, 3368, '_team_lastname', 'field_5b2181820506c'), (17932, 3368, 'team_signature', '3366'), (17933, 3368, '_team_signature', 'field_5b8fdef0d30eb'), (17934, 3365, 'team_position', 'Project Coordinator'), (17935, 3365, '_team_position', 'field_5b2181360506b'), (17936, 3365, 'team_lastname', 'Oman'), (17937, 3365, '_team_lastname', 'field_5b2181820506c'), (17938, 3365, 'team_signature', '3366'), (17939, 3365, '_team_signature', 'field_5b8fdef0d30eb'), (17940, 3369, '_edit_lock', '1538079562:2'), (17941, 3369, '_edit_last', '2'), (17942, 3370, '_wp_attached_file', '2018/09/Satoru.png'), (17943, 3370, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Satoru.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Satoru-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17944, 3371, '_wp_attached_file', '2018/09/headshots__0054_Satoru.jpg'), (17945, 3371, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0054_Satoru.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0054_Satoru-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17946, 3369, '_thumbnail_id', '3371'), (17947, 3372, 'team_position', 'Chief Engagement Officer'), (17948, 3372, '_team_position', 'field_5b2181360506b'), (17949, 3372, 'team_lastname', 'Wakeshima'), (17950, 3372, '_team_lastname', 'field_5b2181820506c'), (17951, 3372, 'team_signature', '3370'), (17952, 3372, '_team_signature', 'field_5b8fdef0d30eb'), (17953, 3369, 'team_position', 'Chief Engagement Officer'), (17954, 3369, '_team_position', 'field_5b2181360506b'), (17955, 3369, 'team_lastname', 'Wakeshima'), (17956, 3369, '_team_lastname', 'field_5b2181820506c'), (17957, 3369, 'team_signature', '3370'), (17958, 3369, '_team_signature', 'field_5b8fdef0d30eb'), (17959, 3373, '_edit_lock', '1538079635:2'), (17960, 3373, '_edit_last', '2'), (17961, 3374, '_wp_attached_file', '2018/09/Scott.png'), (17962, 3374, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Scott.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Scott-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17963, 3375, '_wp_attached_file', '2018/09/headshots__0055_Scott.jpg'), (17964, 3375, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0055_Scott.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0055_Scott-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17965, 3373, '_thumbnail_id', '3375'), (17966, 3376, 'team_position', 'Creative Director'), (17967, 3376, '_team_position', 'field_5b2181360506b'), (17968, 3376, 'team_lastname', 'Fisher'), (17969, 3376, '_team_lastname', 'field_5b2181820506c'), (17970, 3376, 'team_signature', '3374'), (17971, 3376, '_team_signature', 'field_5b8fdef0d30eb'), (17972, 3373, 'team_position', 'Creative Director'), (17973, 3373, '_team_position', 'field_5b2181360506b'), (17974, 3373, 'team_lastname', 'Fisher'), (17975, 3373, '_team_lastname', 'field_5b2181820506c'), (17976, 3373, 'team_signature', '3374'), (17977, 3373, '_team_signature', 'field_5b8fdef0d30eb'), (17978, 3377, '_edit_lock', '1538079715:2'), (17979, 3377, '_edit_last', '2'), (17980, 3378, '_wp_attached_file', '2018/09/Shawn.png'), (17981, 3378, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Shawn.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Shawn-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (17982, 3379, '_wp_attached_file', '2018/09/headshots__0056_Shawn.jpg'), (17983, 3379, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0056_Shawn.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0056_Shawn-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (17984, 3377, '_thumbnail_id', '3379'), (17985, 3380, 'team_position', 'Designer'), (17986, 3380, '_team_position', 'field_5b2181360506b'), (17987, 3380, 'team_lastname', 'Harrington'), (17988, 3380, '_team_lastname', 'field_5b2181820506c'), (17989, 3380, 'team_signature', '3378'), (17990, 3380, '_team_signature', 'field_5b8fdef0d30eb'), (17991, 3377, 'team_position', 'Designer'), (17992, 3377, '_team_position', 'field_5b2181360506b'), (17993, 3377, 'team_lastname', 'Harrington'), (17994, 3377, '_team_lastname', 'field_5b2181820506c'), (17995, 3377, 'team_signature', '3378'), (17996, 3377, '_team_signature', 'field_5b8fdef0d30eb'), (17997, 3381, '_edit_lock', '1538399105:2'), (17998, 3381, '_edit_last', '2'), (17999, 3382, '_wp_attached_file', '2018/09/Stacie.png'), (18000, 3382, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:18:\"2018/09/Stacie.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Stacie-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18001, 3383, '_wp_attached_file', '2018/09/headshots__0057_Stacie.jpg'), (18002, 3383, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:34:\"2018/09/headshots__0057_Stacie.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"headshots__0057_Stacie-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18003, 3381, '_thumbnail_id', '3383'), (18004, 3384, 'team_position', 'Senior Project Manager'), (18005, 3384, '_team_position', 'field_5b2181360506b'), (18006, 3384, 'team_lastname', 'Hawes'), (18007, 3384, '_team_lastname', 'field_5b2181820506c'), (18008, 3384, 'team_signature', '3382'), (18009, 3384, '_team_signature', 'field_5b8fdef0d30eb'), (18010, 3381, 'team_position', 'Senior Project Manager'), (18011, 3381, '_team_position', 'field_5b2181360506b'), (18012, 3381, 'team_lastname', 'Hawes'), (18013, 3381, '_team_lastname', 'field_5b2181820506c'), (18014, 3381, 'team_signature', '3382'), (18015, 3381, '_team_signature', 'field_5b8fdef0d30eb'), (18016, 3385, '_edit_lock', '1538079997:2'), (18017, 3385, '_edit_last', '2'), (18020, 3387, '_wp_attached_file', '2018/09/Stacy.png'), (18021, 3387, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Stacy.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Stacy-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18022, 3388, '_wp_attached_file', '2018/09/headshots__0058_Stacy.jpg'), (18023, 3388, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0058_Stacy.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0058_Stacy-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18024, 3385, '_thumbnail_id', '3388'), (18025, 3389, 'team_position', 'Senior Client Services Director'), (18026, 3389, '_team_position', 'field_5b2181360506b'), (18027, 3389, 'team_lastname', 'Hintermeister'), (18028, 3389, '_team_lastname', 'field_5b2181820506c'), (18029, 3389, 'team_signature', '3387'), (18030, 3389, '_team_signature', 'field_5b8fdef0d30eb'), (18031, 3385, 'team_position', 'Senior Client Services Director'), (18032, 3385, '_team_position', 'field_5b2181360506b'), (18033, 3385, 'team_lastname', 'Hintermeister'), (18034, 3385, '_team_lastname', 'field_5b2181820506c'), (18035, 3385, 'team_signature', '3387'), (18036, 3385, '_team_signature', 'field_5b8fdef0d30eb'), (18037, 3390, '_edit_lock', '1538079930:2'), (18038, 3390, '_edit_last', '2'), (18039, 3391, '_wp_attached_file', '2018/09/Steve.png'), (18040, 3391, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Steve.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Steve-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18041, 3392, '_wp_attached_file', '2018/09/headshots__0059_Steve.jpg'), (18042, 3392, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0059_Steve.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0059_Steve-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18043, 3390, '_thumbnail_id', '3392'), (18044, 3393, 'team_position', 'Associate Creative Director'), (18045, 3393, '_team_position', 'field_5b2181360506b'), (18046, 3393, 'team_lastname', 'Swanson'), (18047, 3393, '_team_lastname', 'field_5b2181820506c'), (18048, 3393, 'team_signature', '3391'), (18049, 3393, '_team_signature', 'field_5b8fdef0d30eb'), (18050, 3390, 'team_position', 'Associate Creative Director'), (18051, 3390, '_team_position', 'field_5b2181360506b'), (18052, 3390, 'team_lastname', 'Swanson'), (18053, 3390, '_team_lastname', 'field_5b2181820506c'), (18054, 3390, 'team_signature', '3391'), (18055, 3390, '_team_signature', 'field_5b8fdef0d30eb'), (18056, 3394, '_edit_lock', '1538079987:2'), (18057, 3394, '_edit_last', '2'), (18058, 3395, '_wp_attached_file', '2018/09/Tanya.png'), (18059, 3395, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/09/Tanya.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Tanya-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18060, 3396, '_wp_attached_file', '2018/09/headshots__0060_Tanya.jpg'), (18061, 3396, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/09/headshots__0060_Tanya.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0060_Tanya-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18062, 3394, '_thumbnail_id', '3396'), (18063, 3397, 'team_position', 'Client Manager'), (18064, 3397, '_team_position', 'field_5b2181360506b'), (18065, 3397, 'team_lastname', 'Leone'), (18066, 3397, '_team_lastname', 'field_5b2181820506c'), (18067, 3397, 'team_signature', '3395'), (18068, 3397, '_team_signature', 'field_5b8fdef0d30eb'), (18069, 3394, 'team_position', 'Client Manager'), (18070, 3394, '_team_position', 'field_5b2181360506b'), (18071, 3394, 'team_lastname', 'Leone'), (18072, 3394, '_team_lastname', 'field_5b2181820506c'), (18073, 3394, 'team_signature', '3395'), (18074, 3394, '_team_signature', 'field_5b8fdef0d30eb'), (18075, 3398, '_edit_lock', '1538080033:2'), (18076, 3398, '_edit_last', '2'), (18077, 3399, 'thinking_hero_type', 'image'), (18078, 3399, '_thinking_hero_type', 'field_5b49f1bbea434'), (18079, 3399, 'thinking_hero_image', '1185'), (18080, 3399, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18081, 3400, '_wp_attached_file', '2018/09/Tim.png'), (18082, 3400, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:15:\"2018/09/Tim.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"Tim-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18083, 3401, '_wp_attached_file', '2018/09/headshots__0061_Tim.jpg'), (18084, 3401, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:31:\"2018/09/headshots__0061_Tim.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"headshots__0061_Tim-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18085, 3398, '_thumbnail_id', '3401'), (18086, 3402, 'team_position', 'Senior Designer'), (18087, 3402, '_team_position', 'field_5b2181360506b'), (18088, 3402, 'team_lastname', 'Bayon'), (18089, 3402, '_team_lastname', 'field_5b2181820506c'), (18090, 3402, 'team_signature', '3400'), (18091, 3402, '_team_signature', 'field_5b8fdef0d30eb'), (18092, 3398, 'team_position', 'Senior Designer'), (18093, 3398, '_team_position', 'field_5b2181360506b'), (18094, 3398, 'team_lastname', 'Bayon'), (18095, 3398, '_team_lastname', 'field_5b2181820506c'), (18096, 3398, 'team_signature', '3400'), (18097, 3398, '_team_signature', 'field_5b8fdef0d30eb'), (18098, 3403, '_edit_lock', '1538080110:2'), (18099, 3403, '_edit_last', '2'), (18100, 3404, '_wp_attached_file', '2018/09/Tina.png'), (18101, 3404, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:16:\"2018/09/Tina.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Tina-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18102, 3405, '_wp_attached_file', '2018/09/headshots__0062_Tina.jpg'), (18103, 3405, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:32:\"2018/09/headshots__0062_Tina.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"headshots__0062_Tina-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18104, 3403, '_thumbnail_id', '3405'), (18105, 3406, 'team_position', 'Client Director'), (18106, 3406, '_team_position', 'field_5b2181360506b'), (18107, 3406, 'team_lastname', 'Mangan'), (18108, 3406, '_team_lastname', 'field_5b2181820506c'), (18109, 3406, 'team_signature', '3404'), (18110, 3406, '_team_signature', 'field_5b8fdef0d30eb'), (18111, 3403, 'team_position', 'Client Director'), (18112, 3403, '_team_position', 'field_5b2181360506b'), (18113, 3403, 'team_lastname', 'Mangan'), (18114, 3403, '_team_lastname', 'field_5b2181820506c'), (18115, 3403, 'team_signature', '3404'), (18116, 3403, '_team_signature', 'field_5b8fdef0d30eb'), (18117, 3407, '_edit_lock', '1538080170:2'), (18118, 3407, '_edit_last', '2'), (18119, 3408, '_wp_attached_file', '2018/09/Val.png'), (18120, 3408, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:15:\"2018/09/Val.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:15:\"Val-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18121, 3409, '_wp_attached_file', '2018/09/headshots__0064_Val.jpg'), (18122, 3409, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:31:\"2018/09/headshots__0064_Val.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"headshots__0064_Val-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18123, 3407, '_thumbnail_id', '3409'), (18124, 3410, 'team_position', 'Administrative Assistant'), (18125, 3410, '_team_position', 'field_5b2181360506b'), (18126, 3410, 'team_lastname', 'Redd'), (18127, 3410, '_team_lastname', 'field_5b2181820506c'), (18128, 3410, 'team_signature', '3408'), (18129, 3410, '_team_signature', 'field_5b8fdef0d30eb'), (18130, 3407, 'team_position', 'Administrative Assistant'), (18131, 3407, '_team_position', 'field_5b2181360506b'), (18132, 3407, 'team_lastname', 'Redd'), (18133, 3407, '_team_lastname', 'field_5b2181820506c'), (18134, 3407, 'team_signature', '3408'), (18135, 3407, '_team_signature', 'field_5b8fdef0d30eb'), (18136, 3411, '_wp_attached_file', '2018/09/headshots__0066_Zhariff.png.jpg'), (18137, 3411, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:39:\"2018/09/headshots__0066_Zhariff.png.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:39:\"headshots__0066_Zhariff.png-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18140, 1478, '_thumbnail_id', '3411'), (18141, 3413, 'team_position', 'Presentation Specialist'), (18142, 3413, '_team_position', 'field_5b2181360506b'), (18143, 3413, 'team_lastname', 'Melgoza'), (18144, 3413, '_team_lastname', 'field_5b2181820506c'), (18145, 3413, 'team_signature', '3411'), (18146, 3413, '_team_signature', 'field_5b8fdef0d30eb'), (18147, 3414, 'thinking_hero_type', 'image'), (18148, 3414, '_thinking_hero_type', 'field_5b49f1bbea434'), (18149, 3414, 'thinking_hero_image', '2550'), (18150, 3414, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18151, 1131, '_edit_lock', '1538081367:2'), (18152, 3415, '_wp_attached_file', '2018/09/Factory-Floor-2-2.jpg'), (18153, 3415, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:2100;s:6:\"height\";i:1500;s:4:\"file\";s:29:\"2018/09/Factory-Floor-2-2.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Factory-Floor-2-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Factory-Floor-2-2-768x549.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:549;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Factory-Floor-2-2-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Factory-Floor-2-2-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18154, 1131, '_edit_last', '2'), (18155, 3416, 'thinking_hero_type', 'image'), (18156, 3416, '_thinking_hero_type', 'field_5b49f1bbea434'), (18157, 3416, 'thinking_hero_image', '3415'), (18158, 3416, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18159, 1131, 'thinking_hero_type', 'image'), (18160, 1131, '_thinking_hero_type', 'field_5b49f1bbea434'), (18161, 1131, 'thinking_hero_image', '3415'), (18162, 1131, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18163, 3418, 'thinking_hero_type', 'image'), (18164, 3418, '_thinking_hero_type', 'field_5b49f1bbea434'), (18165, 3418, 'thinking_hero_image', '3415'), (18166, 3418, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18167, 1793, '_edit_last', '2'), (18168, 1793, '_edit_lock', '1538081285:2'), (18169, 1130, '_edit_last', '2'), (18170, 2309, '_edit_last', '2'), (18171, 2309, '_edit_lock', '1538084556:2'), (18172, 2308, '_edit_last', '2'), (18173, 2308, '_edit_lock', '1538083423:2'), (18176, 3420, '_wp_attached_file', '2018/08/FB_Heathers.001.jpeg'), (18177, 3420, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:28:\"2018/08/FB_Heathers.001.jpeg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"FB_Heathers.001-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"FB_Heathers.001-768x432.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"FB_Heathers.001-1900x1080.jpeg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"FB_Heathers.001-768x768.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18178, 3421, 'thinking_hero_type', 'image'), (18179, 3421, '_thinking_hero_type', 'field_5b49f1bbea434'), (18180, 3421, 'thinking_hero_image', '3420'), (18181, 3421, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18182, 1130, 'thinking_hero_type', 'image'), (18183, 1130, '_thinking_hero_type', 'field_5b49f1bbea434'), (18184, 1130, 'thinking_hero_image', '3420'), (18185, 1130, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18186, 1127, '_edit_lock', '1538082283:2'), (18187, 3422, '_wp_attached_file', '2018/06/NSide2016_Innovation_june8th2016_Dylan-Johnson-26.jpg'), (18188, 3422, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1000;s:6:\"height\";i:667;s:4:\"file\";s:61:\"2018/06/NSide2016_Innovation_june8th2016_Dylan-Johnson-26.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:61:\"NSide2016_Innovation_june8th2016_Dylan-Johnson-26-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:61:\"NSide2016_Innovation_june8th2016_Dylan-Johnson-26-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:61:\"NSide2016_Innovation_june8th2016_Dylan-Johnson-26-768x667.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:667;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18189, 1127, '_edit_last', '2'), (18190, 3423, 'thinking_hero_type', 'image'), (18191, 3423, '_thinking_hero_type', 'field_5b49f1bbea434'), (18192, 3423, 'thinking_hero_image', '3422'), (18193, 3423, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18194, 1127, 'thinking_hero_type', 'image'), (18195, 1127, '_thinking_hero_type', 'field_5b49f1bbea434'), (18196, 1127, 'thinking_hero_image', '3422'), (18197, 1127, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18198, 90, '_wp_trash_meta_status', 'publish'), (18199, 90, '_wp_trash_meta_time', '1538082448'), (18200, 90, '_wp_desired_post_slug', 'sit-atque-odit-et-voluptas-et-aut'), (18201, 3425, '_edit_lock', '1538083008:2'), (18202, 3425, '_edit_last', '2'), (18203, 3426, '_wp_attached_file', '2018/09/Boca.jpeg'), (18204, 3426, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1400;s:6:\"height\";i:583;s:4:\"file\";s:17:\"2018/09/Boca.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Boca-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:17:\"Boca-768x320.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:17:\"Boca-768x583.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:583;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18205, 3427, '_wp_attached_file', '2018/09/CriticalMass2.001.jpeg'), (18206, 3427, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1280;s:6:\"height\";i:720;s:4:\"file\";s:30:\"2018/09/CriticalMass2.001.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"CriticalMass2.001-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"CriticalMass2.001-768x432.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"CriticalMass2.001-768x720.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:720;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18207, 3428, '_wp_attached_file', '2018/09/Califia.jpeg'), (18208, 3428, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:960;s:6:\"height\";i:640;s:4:\"file\";s:20:\"2018/09/Califia.jpeg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"Califia-150x150.jpeg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"Califia-768x512.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"Califia-768x640.jpeg\";s:5:\"width\";i:768;s:6:\"height\";i:640;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18209, 3429, '_wp_attached_file', '2018/09/Lamb.png'), (18210, 3429, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:689;s:6:\"height\";i:397;s:4:\"file\";s:16:\"2018/09/Lamb.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Lamb-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18211, 3425, '_thumbnail_id', '3429'), (18212, 3430, 'thinking_hero_type', 'image'), (18213, 3430, '_thinking_hero_type', 'field_5b49f1bbea434'), (18214, 3430, 'thinking_hero_image', '3429'), (18215, 3430, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18216, 3425, 'thinking_hero_type', 'image'), (18217, 3425, '_thinking_hero_type', 'field_5b49f1bbea434'), (18218, 3425, 'thinking_hero_image', '3434'), (18219, 3425, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18220, 3432, '_wp_attached_file', '2018/09/Lamb-1.png'), (18221, 3432, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:689;s:6:\"height\";i:397;s:4:\"file\";s:18:\"2018/09/Lamb-1.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"Lamb-1-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18222, 3433, 'thinking_hero_type', 'image'), (18223, 3433, '_thinking_hero_type', 'field_5b49f1bbea434'), (18224, 3433, 'thinking_hero_image', '3432'), (18225, 3433, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18226, 3431, 'thinking_hero_type', 'image'), (18227, 3431, '_thinking_hero_type', 'field_5b49f1bbea434'), (18228, 3431, 'thinking_hero_image', '3432'), (18229, 3431, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18230, 3434, '_wp_attached_file', '2018/09/Lamb.jpg'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (18231, 3434, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1106;s:4:\"file\";s:16:\"2018/09/Lamb.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:16:\"Lamb-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:16:\"Lamb-768x442.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:442;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:18:\"Lamb-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:16:\"Lamb-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18232, 3435, 'thinking_hero_type', 'image'), (18233, 3435, '_thinking_hero_type', 'field_5b49f1bbea434'), (18234, 3435, 'thinking_hero_image', '3434'), (18235, 3435, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18236, 3436, 'thinking_featured_post', '3425'), (18237, 3436, '_thinking_featured_post', 'field_5b1abc8b14642'), (18238, 3437, 'thinking_hero_type', 'image'), (18239, 3437, '_thinking_hero_type', 'field_5b49f1bbea434'), (18240, 3437, 'thinking_hero_image', '2549'), (18241, 3437, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18242, 2309, 'thinking_hero_type', 'image'), (18243, 2309, '_thinking_hero_type', 'field_5b49f1bbea434'), (18244, 2309, 'thinking_hero_image', '2549'), (18245, 2309, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18246, 2307, '_edit_lock', '1538083255:2'), (18247, 3438, '_wp_attached_file', '2018/05/2017-10-10-17.10.31-1080x675-632x420.jpg'), (18248, 3438, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:420;s:4:\"file\";s:48:\"2018/05/2017-10-10-17.10.31-1080x675-632x420.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"2017-10-10-17.10.31-1080x675-632x420-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18249, 2307, '_edit_last', '2'), (18250, 3439, 'thinking_hero_type', 'image'), (18251, 3439, '_thinking_hero_type', 'field_5b49f1bbea434'), (18252, 3439, 'thinking_hero_image', '3438'), (18253, 3439, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18254, 2307, 'thinking_hero_type', 'image'), (18255, 2307, '_thinking_hero_type', 'field_5b49f1bbea434'), (18256, 2307, 'thinking_hero_image', '3438'), (18257, 2307, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18258, 3441, '_wp_attached_file', '2018/07/BN-QR777_RAZORS_GR_20161108171511.jpg'), (18259, 3441, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1242;s:6:\"height\";i:810;s:4:\"file\";s:45:\"2018/07/BN-QR777_RAZORS_GR_20161108171511.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:45:\"BN-QR777_RAZORS_GR_20161108171511-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:45:\"BN-QR777_RAZORS_GR_20161108171511-768x501.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:501;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:45:\"BN-QR777_RAZORS_GR_20161108171511-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18260, 3442, 'thinking_hero_type', 'image'), (18261, 3442, '_thinking_hero_type', 'field_5b49f1bbea434'), (18262, 3442, 'thinking_hero_image', '3441'), (18263, 3442, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18264, 2308, 'thinking_hero_type', 'image'), (18265, 2308, '_thinking_hero_type', 'field_5b49f1bbea434'), (18266, 2308, 'thinking_hero_image', '3441'), (18267, 2308, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18268, 2306, '_edit_lock', '1538084095:2'), (18269, 3444, '_wp_attached_file', '2018/04/belsomra.jpg'), (18270, 3444, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1131;s:6:\"height\";i:752;s:4:\"file\";s:20:\"2018/04/belsomra.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"belsomra-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"belsomra-768x511.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:511;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"belsomra-768x752.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:752;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18271, 2306, '_edit_last', '2'), (18272, 3445, 'thinking_hero_type', 'image'), (18273, 3445, '_thinking_hero_type', 'field_5b49f1bbea434'), (18274, 3445, 'thinking_hero_image', '3444'), (18275, 3445, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18276, 2306, 'thinking_hero_type', 'image'), (18277, 2306, '_thinking_hero_type', 'field_5b49f1bbea434'), (18278, 2306, 'thinking_hero_image', '3444'), (18279, 2306, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18280, 1122, '_edit_lock', '1538084423:2'), (18281, 3446, '_wp_attached_file', '2018/04/Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2.jpg'), (18282, 3446, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:780;s:6:\"height\";i:260;s:4:\"file\";s:66:\"2018/04/Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:66:\"Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:66:\"Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-768x256.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:256;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:66:\"Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-768x260.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:260;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18283, 1122, '_edit_last', '2'), (18284, 3447, 'thinking_hero_type', 'image'), (18285, 3447, '_thinking_hero_type', 'field_5b49f1bbea434'), (18286, 3447, 'thinking_hero_image', '3446'), (18287, 3447, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18288, 1122, 'thinking_hero_type', 'image'), (18289, 1122, '_thinking_hero_type', 'field_5b49f1bbea434'), (18290, 1122, 'thinking_hero_image', '3446'), (18291, 1122, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18292, 1120, '_edit_lock', '1538086023:2'), (18293, 3449, '_wp_attached_file', '2018/04/global.png'), (18294, 3449, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:281;s:6:\"height\";i:180;s:4:\"file\";s:18:\"2018/04/global.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:18:\"global-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18295, 1120, '_edit_last', '2'), (18296, 3450, 'thinking_hero_type', 'image'), (18297, 3450, '_thinking_hero_type', 'field_5b49f1bbea434'), (18298, 3450, 'thinking_hero_image', '3449'), (18299, 3450, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18300, 1120, 'thinking_hero_type', 'image'), (18301, 1120, '_thinking_hero_type', 'field_5b49f1bbea434'), (18302, 1120, 'thinking_hero_image', '3449'), (18303, 1120, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18304, 3452, '_wp_attached_file', '2018/06/Screen-Shot-2018-09-27-at-5.51.47-PM.png'), (18305, 3452, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:963;s:6:\"height\";i:541;s:4:\"file\";s:48:\"2018/06/Screen-Shot-2018-09-27-at-5.51.47-PM.png\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2018-09-27-at-5.51.47-PM-150x150.png\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:9:\"image/png\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2018-09-27-at-5.51.47-PM-768x431.png\";s:5:\"width\";i:768;s:6:\"height\";i:431;s:9:\"mime-type\";s:9:\"image/png\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:48:\"Screen-Shot-2018-09-27-at-5.51.47-PM-768x541.png\";s:5:\"width\";i:768;s:6:\"height\";i:541;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18306, 3453, 'thinking_hero_type', 'video'), (18307, 3453, '_thinking_hero_type', 'field_5b49f1bbea434'), (18308, 3453, 'thinking_hero_video', 'https://vimeo.com/238073035'), (18309, 3453, '_thinking_hero_video', 'field_5b49f020c86cc'), (18310, 62, 'thinking_hero_type', 'video'), (18311, 62, '_thinking_hero_type', 'field_5b49f1bbea434'), (18312, 62, 'thinking_hero_video', 'https://vimeo.com/238073035'), (18313, 62, '_thinking_hero_video', 'field_5b49f020c86cc'), (18314, 3454, 'thinking_hero_type', 'video'), (18315, 3454, '_thinking_hero_type', 'field_5b49f1bbea434'), (18316, 3454, 'thinking_hero_video', '238073035'), (18317, 3454, '_thinking_hero_video', 'field_5b49f020c86cc'), (18318, 3455, 'work_featured_image', '328'), (18319, 3455, '_work_featured_image', 'field_5b27eac37a115'), (18320, 3455, 'work_home_featured_color', 'black'), (18321, 3455, '_work_home_featured_color', 'field_5b2bf153536f9'), (18322, 3455, 'work_home_featured_image', ''), (18323, 3455, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18324, 3455, 'work_navigation_color', 'black'), (18325, 3455, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18326, 3455, 'work_colors_text', '#000000'), (18327, 3455, '_work_colors_text', 'field_5b241810bdd49'), (18328, 3455, 'work_colors_accent', '#48a4ca'), (18329, 3455, '_work_colors_accent', 'field_5b241884bdd4a'), (18330, 3455, 'work_colors_bg', '#66c4e5'), (18331, 3455, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18332, 3455, 'work_hero_tag', 'First take'), (18333, 3455, '_work_hero_tag', 'field_5b2418cebdd4c'), (18334, 3455, 'work_hero_textcolor', '#000000'), (18335, 3455, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18336, 3455, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (18337, 3455, '_work_call_description', 'field_5b241a9cbdd4f'), (18338, 3455, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (18339, 3455, '_work_call_wedid', 'field_5b241ac4bdd50'), (18340, 3455, 'work_call_image', '819'), (18341, 3455, '_work_call_image', 'field_5b2906b12feea'), (18342, 3455, 'work_call_image_parallax', '0'), (18343, 3455, '_work_call_image_parallax', 'field_5bad3948c7400'), (18344, 3455, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (18345, 3455, '_work_thework_description', 'field_5b241b1abdd51'), (18346, 3455, 'work_thework_type', 'video'), (18347, 3455, '_work_thework_type', 'field_5b6096188b1fd'), (18348, 3455, 'work_thework_video', 'https://vimeo.com/273929628'), (18349, 3455, '_work_thework_video', 'field_5b6095da8b1fc'), (18350, 3455, 'work_impact_1_type', 'text'), (18351, 3455, '_work_impact_1_type', 'field_5b241c64ed75b'), (18352, 3455, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (18353, 3455, '_work_impact_1_text', 'field_5b241d21ed75c'), (18354, 3455, 'work_impact_award_option', '0'), (18355, 3455, '_work_impact_award_option', 'field_5b8ec47072930'), (18356, 3455, 'work_impact_2_type', 'image'), (18357, 3455, '_work_impact_2_type', 'field_5b2420871e096'), (18358, 3455, 'work_impact_2_image', '1454'), (18359, 3455, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (18360, 3455, 'work_impact_3_type', 'none'), (18361, 3455, '_work_impact_3_type', 'field_5b2423b7155ca'), (18362, 3455, 'work_impact_4_type', 'none'), (18363, 3455, '_work_impact_4_type', 'field_5b2426034a947'), (18364, 326, 'work_call_image_parallax', '0'), (18365, 326, '_work_call_image_parallax', 'field_5bad3948c7400'), (18366, 3456, '_wp_attached_file', '2018/09/casestudy_IMG3_jason_short.jpg'), (18367, 3456, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:38:\"2018/09/casestudy_IMG3_jason_short.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"casestudy_IMG3_jason_short-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:38:\"casestudy_IMG3_jason_short-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:40:\"casestudy_IMG3_jason_short-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:38:\"casestudy_IMG3_jason_short-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18368, 3457, 'work_featured_image', '352'), (18369, 3457, '_work_featured_image', 'field_5b27eac37a115'), (18370, 3457, 'work_home_featured_color', 'black'), (18371, 3457, '_work_home_featured_color', 'field_5b2bf153536f9'), (18372, 3457, 'work_home_featured_image', '389'), (18373, 3457, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18374, 3457, 'work_navigation_color', 'black'), (18375, 3457, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18376, 3457, 'work_colors_text', '#000000'), (18377, 3457, '_work_colors_text', 'field_5b241810bdd49'), (18378, 3457, 'work_colors_accent', '#4cbff3'), (18379, 3457, '_work_colors_accent', 'field_5b241884bdd4a'), (18380, 3457, 'work_colors_bg', '#79d7f8'), (18381, 3457, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18382, 3457, 'work_hero_tag', 'JÄsÖn'), (18383, 3457, '_work_hero_tag', 'field_5b2418cebdd4c'), (18384, 3457, 'work_hero_textcolor', '#ffffff'), (18385, 3457, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18386, 3457, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed to define what the brand stood for, and how to uniquely express its point of view at shelf.'), (18387, 3457, '_work_call_description', 'field_5b241a9cbdd4f'), (18388, 3457, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (18389, 3457, '_work_call_wedid', 'field_5b241ac4bdd50'), (18390, 3457, 'work_call_image', '3456'), (18391, 3457, '_work_call_image', 'field_5b2906b12feea'), (18392, 3457, 'work_call_image_parallax', '0'), (18393, 3457, '_work_call_image_parallax', 'field_5bad3948c7400'), (18394, 3457, 'work_thework_description', 'We discovered that Jason actually means “healer” in Greek. And the “umlaut” over the “A” in the brand mark suggested Swiss origin - a place where mountain botanicals and the idea of herbal healing lives large.\r\n\r\nWe began to explore how the idea of “living well” could be reimagined for the modern American family. Through our design exploratory we refashioned latent notions of a healing place into something more luminous, experiential and enlightening. JASON was renewed as a brand with the power to open our eyes to the restorative wonders the natural world.'), (18395, 3457, '_work_thework_description', 'field_5b241b1abdd51'), (18396, 3457, 'work_thework_type', 'image'), (18397, 3457, '_work_thework_type', 'field_5b6096188b1fd'), (18398, 3457, 'work_thework_image', '354'), (18399, 3457, '_work_thework_image', 'field_5b241b76bdd52'), (18400, 3457, 'work_impact_1_type', 'text'), (18401, 3457, '_work_impact_1_type', 'field_5b241c64ed75b'), (18402, 3457, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (18403, 3457, '_work_impact_1_text', 'field_5b241d21ed75c'), (18404, 3457, 'work_impact_award_option', '1'), (18405, 3457, '_work_impact_award_option', 'field_5b8ec47072930'), (18406, 3457, 'work_impact_award_item_0_work_impact_award_item_title', 'Award 1'), (18407, 3457, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (18408, 3457, 'work_impact_award_item_0_work_impact_award_item_description', '2018 Gold Award'), (18409, 3457, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (18410, 3457, 'work_impact_award_item_1_work_impact_award_item_title', 'Award 2'), (18411, 3457, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (18412, 3457, 'work_impact_award_item_1_work_impact_award_item_description', '2017 Silver Award'), (18413, 3457, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (18414, 3457, 'work_impact_award_item', '2'), (18415, 3457, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (18416, 3457, 'work_impact_2_type', 'image'), (18417, 3457, '_work_impact_2_type', 'field_5b2420871e096'), (18418, 3457, 'work_impact_2_image', '498'), (18419, 3457, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (18420, 3457, 'work_impact_3_type', 'none'), (18421, 3457, '_work_impact_3_type', 'field_5b2423b7155ca'), (18422, 3457, 'work_impact_4_type', 'none'), (18423, 3457, '_work_impact_4_type', 'field_5b2426034a947'), (18424, 43, 'work_call_image_parallax', '0'), (18425, 43, '_work_call_image_parallax', 'field_5bad3948c7400'), (18426, 3458, 'work_featured_image', '328'), (18427, 3458, '_work_featured_image', 'field_5b27eac37a115'), (18428, 3458, 'work_home_featured_color', 'black'), (18429, 3458, '_work_home_featured_color', 'field_5b2bf153536f9'), (18430, 3458, 'work_home_featured_image', ''), (18431, 3458, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18432, 3458, 'work_navigation_color', 'black'), (18433, 3458, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18434, 3458, 'work_colors_text', '#000000'), (18435, 3458, '_work_colors_text', 'field_5b241810bdd49'), (18436, 3458, 'work_colors_accent', '#48a4ca'), (18437, 3458, '_work_colors_accent', 'field_5b241884bdd4a'), (18438, 3458, 'work_colors_bg', '#66c4e5'), (18439, 3458, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18440, 3458, 'work_hero_tag', 'First take'), (18441, 3458, '_work_hero_tag', 'field_5b2418cebdd4c'), (18442, 3458, 'work_hero_textcolor', '#000000'), (18443, 3458, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18444, 3458, 'work_call_description', 'Medication untaken helps no one. Patients and payers spend hundreds of billions of dollars on otherwise unnecessary medical care as a result of untaken drugs. CBX partnered with Merck to map the patient journey and design a more intuitive, human-centered experience to help address this challenge.'), (18445, 3458, '_work_call_description', 'field_5b241a9cbdd4f'), (18446, 3458, 'work_call_wedid', 'Consumer Journey Mapping\r\nNaming\r\nIdentity Design\r\nBrand Messaging & Voice\r\nService & Experience Design\r\nStructural Design'), (18447, 3458, '_work_call_wedid', 'field_5b241ac4bdd50'), (18448, 3458, 'work_call_image', '819'), (18449, 3458, '_work_call_image', 'field_5b2906b12feea'), (18450, 3458, 'work_call_image_parallax', '0'), (18451, 3458, '_work_call_image_parallax', 'field_5bad3948c7400'), (18452, 3458, 'work_thework_description', 'For patients new to a prescription, some of the biggest fall-off occurs between the doctor’s office and the pharmacy, with patients never even filling the critical first script. We focused on designing a more positive, seamless brand experience that could address that gap.\r\n\r\nThe solution was a home delivery prescription kit that would make it possible for patients to have their first script delivered directly to their home, bypassing the need to have it filled at the pharmacy.\r\n\r\nWe created an intuitive brand name, First Take, to ensure health care providers could easily understand, remember and offer the program. Custom packaging, identity system, and voice & messaging were all designed to provide a warmer, more human first experience, to help people start the right way, right away.'), (18453, 3458, '_work_thework_description', 'field_5b241b1abdd51'), (18454, 3458, 'work_thework_type', 'video'), (18455, 3458, '_work_thework_type', 'field_5b6096188b1fd'), (18456, 3458, 'work_thework_video', 'https://vimeo.com/291736992'), (18457, 3458, '_work_thework_video', 'field_5b6095da8b1fc'), (18458, 3458, 'work_impact_1_type', 'text'), (18459, 3458, '_work_impact_1_type', 'field_5b241c64ed75b'), (18460, 3458, 'work_impact_1_text', '
      \r\n
    • The industry’s first Electronic Health Records integrated new-to-brand offer.
      • \r\n
    • Holistic, turnkey solution facilitated sell-thru to provider partners.
      • \r\n
    • High marks from patient and provider satisfaction feedback.
      • \r\n
    • Coast to coast expansion now reaches patients nationally.
      • \r\n
    '), (18461, 3458, '_work_impact_1_text', 'field_5b241d21ed75c'), (18462, 3458, 'work_impact_award_option', '0'), (18463, 3458, '_work_impact_award_option', 'field_5b8ec47072930'), (18464, 3458, 'work_impact_2_type', 'image'), (18465, 3458, '_work_impact_2_type', 'field_5b2420871e096'), (18466, 3458, 'work_impact_2_image', '1454'), (18467, 3458, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (18468, 3458, 'work_impact_3_type', 'none'), (18469, 3458, '_work_impact_3_type', 'field_5b2423b7155ca'), (18470, 3458, 'work_impact_4_type', 'none'), (18471, 3458, '_work_impact_4_type', 'field_5b2426034a947'), (18472, 2127, '_edit_lock', '1538169528:1'), (18473, 3460, 'thinking_hero_type', 'image'), (18474, 3460, '_thinking_hero_type', 'field_5b49f1bbea434'), (18475, 3460, 'thinking_hero_image', ''), (18476, 3460, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18477, 3461, 'thinking_hero_type', 'video'), (18478, 3461, '_thinking_hero_type', 'field_5b49f1bbea434'), (18479, 3461, 'thinking_hero_video', 'https://vimeo.com/238073035'), (18480, 3461, '_thinking_hero_video', 'field_5b49f020c86cc'), (18484, 3462, 'work_home_featured_color', 'black'), (18485, 3462, '_work_home_featured_color', 'field_5b2bf153536f9'), (18486, 3462, 'work_home_featured_image', ''), (18487, 3462, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18488, 3462, 'work_navigation_color', 'black'), (18489, 3462, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18490, 3462, 'work_featured_image', '363'), (18491, 3462, '_work_featured_image', 'field_5b27eac37a115'), (18492, 3462, 'work_colors_text', '#ffffff'), (18493, 3462, '_work_colors_text', 'field_5b241810bdd49'), (18494, 3462, 'work_colors_accent', '#af020c'), (18495, 3462, '_work_colors_accent', 'field_5b241884bdd4a'), (18496, 3462, 'work_colors_bg', '#cc081e'), (18497, 3462, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18498, 3462, 'work_hero_tag', 'Chex'), (18499, 3462, '_work_hero_tag', 'field_5b2418cebdd4c'), (18500, 3462, 'work_hero_textcolor', '#ffffff'), (18501, 3462, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18502, 3462, 'work_call_description', 'How do you re-stage an iconic cereal brand for a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (18503, 3462, '_work_call_description', 'field_5b241a9cbdd4f'), (18504, 3462, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (18505, 3462, '_work_call_wedid', 'field_5b241ac4bdd50'), (18506, 3462, 'work_call_image', '626'), (18507, 3462, '_work_call_image', 'field_5b2906b12feea'), (18508, 3462, 'work_call_image_parallax', '0'), (18509, 3462, '_work_call_image_parallax', 'field_5bad3948c7400'), (18510, 3462, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created a visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (18511, 3462, '_work_thework_description', 'field_5b241b1abdd51'), (18512, 3462, 'work_thework_type', 'image'), (18513, 3462, '_work_thework_type', 'field_5b6096188b1fd'), (18514, 3462, 'work_thework_image', '365'), (18515, 3462, '_work_thework_image', 'field_5b241b76bdd52'), (18516, 3462, 'work_impact_1_type', 'text'), (18517, 3462, '_work_impact_1_type', 'field_5b241c64ed75b'), (18518, 3462, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (18519, 3462, '_work_impact_1_text', 'field_5b241d21ed75c'), (18520, 3462, 'work_impact_award_option', '1'), (18521, 3462, '_work_impact_award_option', 'field_5b8ec47072930'), (18522, 3462, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 1'), (18523, 3462, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (18524, 3462, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017 1'), (18525, 3462, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (18526, 3462, 'work_impact_award_item_1_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 2'), (18527, 3462, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (18528, 3462, 'work_impact_award_item_1_work_impact_award_item_description', 'PACKAGING, 2017 2'), (18529, 3462, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (18530, 3462, 'work_impact_award_item', '2'), (18531, 3462, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (18532, 3462, 'work_impact_2_type', 'image'), (18533, 3462, '_work_impact_2_type', 'field_5b2420871e096'), (18534, 3462, 'work_impact_2_image', '629'), (18535, 3462, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (18536, 3462, 'work_impact_3_type', 'none'), (18537, 3462, '_work_impact_3_type', 'field_5b2423b7155ca'), (18538, 3462, 'work_impact_4_type', 'none'), (18539, 3462, '_work_impact_4_type', 'field_5b2426034a947'), (18540, 60, 'work_call_image_parallax', '1'), (18541, 60, '_work_call_image_parallax', 'field_5bad3948c7400'), (18542, 3463, 'work_home_featured_color', 'black'), (18543, 3463, '_work_home_featured_color', 'field_5b2bf153536f9'), (18544, 3463, 'work_home_featured_image', ''), (18545, 3463, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18546, 3463, 'work_navigation_color', 'black'), (18547, 3463, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18548, 3463, 'work_featured_image', '363'), (18549, 3463, '_work_featured_image', 'field_5b27eac37a115'), (18550, 3463, 'work_colors_text', '#ffffff'), (18551, 3463, '_work_colors_text', 'field_5b241810bdd49'), (18552, 3463, 'work_colors_accent', '#af020c'), (18553, 3463, '_work_colors_accent', 'field_5b241884bdd4a'), (18554, 3463, 'work_colors_bg', '#cc081e'), (18555, 3463, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18556, 3463, 'work_hero_tag', 'Chex'), (18557, 3463, '_work_hero_tag', 'field_5b2418cebdd4c'), (18558, 3463, 'work_hero_textcolor', '#ffffff'), (18559, 3463, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18560, 3463, 'work_call_description', 'How do you re-stage an iconic cereal brand for a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (18561, 3463, '_work_call_description', 'field_5b241a9cbdd4f'), (18562, 3463, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (18563, 3463, '_work_call_wedid', 'field_5b241ac4bdd50'), (18564, 3463, 'work_call_image', '626'), (18565, 3463, '_work_call_image', 'field_5b2906b12feea'), (18566, 3463, 'work_call_image_parallax', '1'), (18567, 3463, '_work_call_image_parallax', 'field_5bad3948c7400'), (18568, 3463, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created a visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (18569, 3463, '_work_thework_description', 'field_5b241b1abdd51'), (18570, 3463, 'work_thework_type', 'image'), (18571, 3463, '_work_thework_type', 'field_5b6096188b1fd'), (18572, 3463, 'work_thework_image', '365'), (18573, 3463, '_work_thework_image', 'field_5b241b76bdd52'), (18574, 3463, 'work_impact_1_type', 'text'), (18575, 3463, '_work_impact_1_type', 'field_5b241c64ed75b'), (18576, 3463, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (18577, 3463, '_work_impact_1_text', 'field_5b241d21ed75c'), (18578, 3463, 'work_impact_award_option', '1'), (18579, 3463, '_work_impact_award_option', 'field_5b8ec47072930'), (18580, 3463, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 1'), (18581, 3463, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (18582, 3463, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017 1'), (18583, 3463, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (18584, 3463, 'work_impact_award_item_1_work_impact_award_item_title', 'GOLD TRANSFORM AWARD 2'), (18585, 3463, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (18586, 3463, 'work_impact_award_item_1_work_impact_award_item_description', 'PACKAGING, 2017 2'), (18587, 3463, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (18588, 3463, 'work_impact_award_item', '2'), (18589, 3463, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (18590, 3463, 'work_impact_2_type', 'image'), (18591, 3463, '_work_impact_2_type', 'field_5b2420871e096'), (18592, 3463, 'work_impact_2_image', '629'), (18593, 3463, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (18594, 3463, 'work_impact_3_type', 'none'), (18595, 3463, '_work_impact_3_type', 'field_5b2423b7155ca'), (18596, 3463, 'work_impact_4_type', 'none'), (18597, 3463, '_work_impact_4_type', 'field_5b2426034a947'), (18599, 1116, '_edit_lock', '1538151989:2'), (18600, 1116, '_edit_last', '2'), (18601, 3466, 'thinking_hero_type', 'image'), (18602, 3466, '_thinking_hero_type', 'field_5b49f1bbea434'), (18603, 3466, 'thinking_hero_image', '1164'), (18604, 3466, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18605, 1116, 'thinking_hero_type', 'image'), (18606, 1116, '_thinking_hero_type', 'field_5b49f1bbea434'), (18607, 1116, 'thinking_hero_image', '1164'), (18608, 1116, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18609, 1117, '_edit_lock', '1538152001:2'), (18610, 1117, '_edit_last', '2'), (18611, 3467, 'thinking_hero_type', 'image'), (18612, 3467, '_thinking_hero_type', 'field_5b49f1bbea434'), (18613, 3467, 'thinking_hero_image', '1176'), (18614, 3467, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18615, 1117, 'thinking_hero_type', 'image'), (18616, 1117, '_thinking_hero_type', 'field_5b49f1bbea434'), (18617, 1117, 'thinking_hero_image', '1176'), (18618, 1117, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18619, 1115, '_edit_lock', '1538151979:2'), (18620, 3468, '_wp_attached_file', '2018/03/ExpoWestConventionCenter1200x800.jpg'), (18621, 3468, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1200;s:6:\"height\";i:800;s:4:\"file\";s:44:\"2018/03/ExpoWestConventionCenter1200x800.jpg\";s:5:\"sizes\";a:3:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:44:\"ExpoWestConventionCenter1200x800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:44:\"ExpoWestConventionCenter1200x800-768x512.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:512;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:44:\"ExpoWestConventionCenter1200x800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (18622, 1115, '_edit_last', '2'), (18623, 3469, 'thinking_hero_type', 'image'), (18624, 3469, '_thinking_hero_type', 'field_5b49f1bbea434'), (18625, 3469, 'thinking_hero_image', '3468'), (18626, 3469, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18627, 1115, 'thinking_hero_type', 'image'), (18628, 1115, '_thinking_hero_type', 'field_5b49f1bbea434'), (18629, 1115, 'thinking_hero_image', '3468'), (18630, 1115, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18631, 1113, '_edit_lock', '1538151542:2'), (18632, 3470, '_wp_attached_file', '2018/02/offset_comp_191880-2.jpg'), (18633, 3470, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:630;s:6:\"height\";i:361;s:4:\"file\";s:32:\"2018/02/offset_comp_191880-2.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"offset_comp_191880-2-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:2:\"29\";s:6:\"credit\";s:12:\"ANDREW LEVER\";s:6:\"camera\";s:10:\"NIKON D800\";s:7:\"caption\";s:59:\"Surfer riding a wave in Bournemouth, Dorset UK. 13/02/2014.\";s:17:\"created_timestamp\";s:10:\"1392259227\";s:9:\"copyright\";s:12:\"Andrew Lever\";s:12:\"focal_length\";s:2:\"85\";s:3:\"iso\";s:3:\"100\";s:13:\"shutter_speed\";s:17:\"0.076923076923077\";s:5:\"title\";s:18:\"Surfers in the sea\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:21:{i:0;s:7:\"surfing\";i:1;s:6:\"surfer\";i:2;s:4:\"wave\";i:3;s:10:\"watersport\";i:4;s:3:\"man\";i:5;s:4:\"male\";i:6;s:3:\"sea\";i:7;s:5:\"ocean\";i:8;s:11:\"riding wave\";i:9;s:7:\"wetsuit\";i:10;s:15:\"black and white\";i:11;s:10:\"monochrome\";i:12;s:11:\"Bournemouth\";i:13;s:6:\"Dorset\";i:14;s:2:\"UK\";i:15;s:6:\"winter\";i:16;s:19:\"travel destinations\";i:17;s:5:\"sport\";i:18;s:11:\"motion blur\";i:19;s:6:\"moving\";i:20;s:12:\"surf culture\";}}}'), (18634, 1113, '_edit_last', '2'), (18635, 3471, 'thinking_hero_type', 'image'), (18636, 3471, '_thinking_hero_type', 'field_5b49f1bbea434'), (18637, 3471, 'thinking_hero_image', '3470'), (18638, 3471, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18639, 1113, 'thinking_hero_type', 'image'), (18640, 1113, '_thinking_hero_type', 'field_5b49f1bbea434'), (18641, 1113, 'thinking_hero_image', '3470'), (18642, 1113, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18643, 1110, '_edit_lock', '1538152042:2'), (18644, 3472, '_wp_attached_file', '2018/02/offset_comp_343871-632x420.jpg'), (18645, 3472, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:632;s:6:\"height\";i:420;s:4:\"file\";s:38:\"2018/02/offset_comp_343871-632x420.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:38:\"offset_comp_343871-632x420-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18646, 1110, '_edit_last', '2'), (18647, 3473, 'thinking_hero_type', 'image'), (18648, 3473, '_thinking_hero_type', 'field_5b49f1bbea434'), (18649, 3473, 'thinking_hero_image', '3472'), (18650, 3473, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18651, 1110, 'thinking_hero_type', 'image'), (18652, 1110, '_thinking_hero_type', 'field_5b49f1bbea434'), (18653, 1110, 'thinking_hero_image', '3472'), (18654, 1110, '_thinking_hero_image', 'field_5b27ece0d75c4'), (18655, 1108, '_edit_lock', '1538169816:2'), (18656, 3474, '_edit_lock', '1538488939:2'), (18657, 3474, '_edit_last', '2'), (18658, 3475, '_wp_attached_file', '2018/09/BBW-1-1920_1080.jpg'), (18659, 3475, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/09/BBW-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBW-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBW-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBW-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBW-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18660, 3476, '_wp_attached_file', '2018/09/BBW-2-1920_1520.jpg'), (18661, 3476, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1520;s:4:\"file\";s:27:\"2018/09/BBW-2-1920_1520.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBW-2-1920_1520-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBW-2-1920_1520-768x608.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:608;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBW-2-1920_1520-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBW-2-1920_1520-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18662, 3477, '_wp_attached_file', '2018/09/BBW-3-1920_800.jpg'), (18663, 3477, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:26:\"2018/09/BBW-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:26:\"BBW-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:26:\"BBW-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:27:\"BBW-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:26:\"BBW-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18664, 3478, '_wp_attached_file', '2018/09/BBW-thumbnail.jpg'), (18665, 3478, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:500;s:4:\"file\";s:25:\"2018/09/BBW-thumbnail.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"BBW-thumbnail-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18666, 3474, '_thumbnail_id', '3478'), (18667, 3479, 'work_featured_image', '3475'), (18668, 3479, '_work_featured_image', 'field_5b27eac37a115'), (18669, 3479, 'work_home_featured_color', 'black'), (18670, 3479, '_work_home_featured_color', 'field_5b2bf153536f9'), (18671, 3479, 'work_home_featured_image', ''), (18672, 3479, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18673, 3479, 'work_navigation_color', 'black'), (18674, 3479, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18675, 3479, 'work_colors_text', '#ffffff'), (18676, 3479, '_work_colors_text', 'field_5b241810bdd49'), (18677, 3479, 'work_colors_accent', '#0e2863'), (18678, 3479, '_work_colors_accent', 'field_5b241884bdd4a'), (18679, 3479, 'work_colors_bg', '#051333'), (18680, 3479, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18681, 3479, 'work_hero_tag', 'BMW / Sotheby\'s'), (18682, 3479, '_work_hero_tag', 'field_5b2418cebdd4c'), (18683, 3479, 'work_hero_textcolor', ''), (18684, 3479, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18685, 3479, 'work_call_description', 'Sotheby’s is one of the world’s most renowned and reputable auction houses. For The Armory Show in New York, one of the busiest times of the year for the global art elite, Sotheby’s wanted to create a one-of-a-kind experience for their top-tier clientele.'), (18686, 3479, '_work_call_description', 'field_5b241a9cbdd4f'), (18687, 3479, 'work_call_wedid', ''), (18688, 3479, '_work_call_wedid', 'field_5b241ac4bdd50'), (18689, 3479, 'work_call_image', '3476'), (18690, 3479, '_work_call_image', 'field_5b2906b12feea'), (18691, 3479, 'work_call_image_parallax', '1'), (18692, 3479, '_work_call_image_parallax', 'field_5bad3948c7400'), (18693, 3479, 'work_thework_description', 'CBX collaborated with Sotheby’s and premier partner, BMW to create an unforgettable night combining high-touch gastronomy and interactive art-performance. How do you impress a guest that has everything? An experience they’ll never forget.'), (18694, 3479, '_work_thework_description', 'field_5b241b1abdd51'), (18695, 3479, 'work_thework_type', 'image'), (18696, 3479, '_work_thework_type', 'field_5b6096188b1fd'), (18697, 3479, 'work_thework_image', '3477'), (18698, 3479, '_work_thework_image', 'field_5b241b76bdd52'), (18699, 3479, 'work_impact_1_type', 'text'), (18700, 3479, '_work_impact_1_type', 'field_5b241c64ed75b'), (18701, 3479, 'work_impact_1_text', ''), (18702, 3479, '_work_impact_1_text', 'field_5b241d21ed75c'), (18703, 3479, 'work_impact_award_option', '0'), (18704, 3479, '_work_impact_award_option', 'field_5b8ec47072930'), (18705, 3479, 'work_impact_2_type', 'none'), (18706, 3479, '_work_impact_2_type', 'field_5b2420871e096'), (18707, 3479, 'work_impact_3_type', 'none'), (18708, 3479, '_work_impact_3_type', 'field_5b2423b7155ca'), (18709, 3479, 'work_impact_4_type', 'none'), (18710, 3479, '_work_impact_4_type', 'field_5b2426034a947'), (18711, 3474, 'work_featured_image', '3475'), (18712, 3474, '_work_featured_image', 'field_5b27eac37a115'), (18713, 3474, 'work_home_featured_color', 'black'), (18714, 3474, '_work_home_featured_color', 'field_5b2bf153536f9'), (18715, 3474, 'work_home_featured_image', ''), (18716, 3474, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18717, 3474, 'work_navigation_color', 'white'), (18718, 3474, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18719, 3474, 'work_colors_text', '#ffffff'), (18720, 3474, '_work_colors_text', 'field_5b241810bdd49'), (18721, 3474, 'work_colors_accent', '#0e2863'), (18722, 3474, '_work_colors_accent', 'field_5b241884bdd4a'), (18723, 3474, 'work_colors_bg', '#051333'), (18724, 3474, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18725, 3474, 'work_hero_tag', 'BMW / Sotheby\'s'), (18726, 3474, '_work_hero_tag', 'field_5b2418cebdd4c'), (18727, 3474, 'work_hero_textcolor', '#ffffff'), (18728, 3474, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18729, 3474, 'work_call_description', 'Sotheby’s is one of the world’s most renowned and reputable auction houses. For The Armory Show in New York, one of the busiest times of the year for the global art elite, Sotheby’s wanted to create a one-of-a-kind experience for their top-tier clientele.'), (18730, 3474, '_work_call_description', 'field_5b241a9cbdd4f'), (18731, 3474, 'work_call_wedid', 'Brand Experience'), (18732, 3474, '_work_call_wedid', 'field_5b241ac4bdd50'), (18733, 3474, 'work_call_image', '3476'), (18734, 3474, '_work_call_image', 'field_5b2906b12feea'), (18735, 3474, 'work_call_image_parallax', '0'), (18736, 3474, '_work_call_image_parallax', 'field_5bad3948c7400'), (18737, 3474, 'work_thework_description', 'CBX collaborated with Sotheby’s and premier partner, BMW to create an unforgettable night combining high-touch gastronomy and interactive art-performance. How do you impress a guest that has everything? An experience they’ll never forget.'), (18738, 3474, '_work_thework_description', 'field_5b241b1abdd51'), (18739, 3474, 'work_thework_type', 'images'), (18740, 3474, '_work_thework_type', 'field_5b6096188b1fd'), (18741, 3474, 'work_thework_image', '3477'), (18742, 3474, '_work_thework_image', 'field_5b241b76bdd52'), (18743, 3474, 'work_impact_1_type', 'none'), (18744, 3474, '_work_impact_1_type', 'field_5b241c64ed75b'), (18745, 3474, 'work_impact_1_text', ''), (18746, 3474, '_work_impact_1_text', 'field_5b241d21ed75c'), (18747, 3474, 'work_impact_award_option', '0'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (18748, 3474, '_work_impact_award_option', 'field_5b8ec47072930'), (18749, 3474, 'work_impact_2_type', 'none'), (18750, 3474, '_work_impact_2_type', 'field_5b2420871e096'), (18751, 3474, 'work_impact_3_type', 'none'), (18752, 3474, '_work_impact_3_type', 'field_5b2423b7155ca'), (18753, 3474, 'work_impact_4_type', 'none'), (18754, 3474, '_work_impact_4_type', 'field_5b2426034a947'), (18755, 3480, '_edit_lock', '1538489192:2'), (18756, 3480, '_edit_last', '2'), (18757, 3481, '_wp_attached_file', '2018/09/GoldMedal-1-1920_1080.jpg'), (18758, 3481, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:33:\"2018/09/GoldMedal-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"GoldMedal-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"GoldMedal-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"GoldMedal-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"GoldMedal-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18759, 3482, '_wp_attached_file', '2018/09/GoldMedal-2-1920_1080.jpg'), (18760, 3482, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:33:\"2018/09/GoldMedal-2-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"GoldMedal-2-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"GoldMedal-2-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"GoldMedal-2-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"GoldMedal-2-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18761, 3483, '_wp_attached_file', '2018/09/GoldMedal-3-1920_800.jpg'), (18762, 3483, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:32:\"2018/09/GoldMedal-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"GoldMedal-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"GoldMedal-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:33:\"GoldMedal-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"GoldMedal-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18763, 3484, '_wp_attached_file', '2018/09/GoldMedal-thumbnail.jpg'), (18764, 3484, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:600;s:4:\"file\";s:31:\"2018/09/GoldMedal-thumbnail.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"GoldMedal-thumbnail-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (18765, 3480, '_thumbnail_id', '3484'), (18766, 3485, 'work_featured_image', '3481'), (18767, 3485, '_work_featured_image', 'field_5b27eac37a115'), (18768, 3485, 'work_home_featured_color', 'black'), (18769, 3485, '_work_home_featured_color', 'field_5b2bf153536f9'), (18770, 3485, 'work_home_featured_image', ''), (18771, 3485, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18772, 3485, 'work_navigation_color', 'black'), (18773, 3485, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18774, 3485, 'work_colors_text', '#ffffff'), (18775, 3485, '_work_colors_text', 'field_5b241810bdd49'), (18776, 3485, 'work_colors_accent', '#003f7e'), (18777, 3485, '_work_colors_accent', 'field_5b241884bdd4a'), (18778, 3485, 'work_colors_bg', '#052a4f'), (18779, 3485, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18780, 3485, 'work_hero_tag', 'Gold Medal'), (18781, 3485, '_work_hero_tag', 'field_5b2418cebdd4c'), (18782, 3485, 'work_hero_textcolor', ''), (18783, 3485, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18784, 3485, 'work_call_description', 'Gold Medal is a brand that not only gave rise to the company we now know as General Mills, it helped build the town they affectionately call Mill City (aka Minneapolis).\r\n\r\nAs new, more premium flour brands were gaining traction, Gold Medal had lost its way.'), (18785, 3485, '_work_call_description', 'field_5b241a9cbdd4f'), (18786, 3485, 'work_call_wedid', ''), (18787, 3485, '_work_call_wedid', 'field_5b241ac4bdd50'), (18788, 3485, 'work_call_image', '3482'), (18789, 3485, '_work_call_image', 'field_5b2906b12feea'), (18790, 3485, 'work_call_image_parallax', '1'), (18791, 3485, '_work_call_image_parallax', 'field_5bad3948c7400'), (18792, 3485, 'work_thework_description', 'Bakers have a need for the structure and control that enables them to create and recreate - through exacting recipes, careful choreography, and oral traditions - the same experiences again and again. They want a standard of quality they can rely on. As Millers, the Gold Medal was the symbol for that unwavering standard and reliability that needed to bring forward.\r\n\r\nWe defined the brand’s purpose and meaning and the visual and verbal language that best communicated its story and experience.\r\n\r\nOur packing redesign leveraged the strength and proud heritage of the brand as a leader in the category for over 100 years.'), (18793, 3485, '_work_thework_description', 'field_5b241b1abdd51'), (18794, 3485, 'work_thework_type', 'image'), (18795, 3485, '_work_thework_type', 'field_5b6096188b1fd'), (18796, 3485, 'work_thework_image', '3483'), (18797, 3485, '_work_thework_image', 'field_5b241b76bdd52'), (18798, 3485, 'work_impact_1_type', 'text'), (18799, 3485, '_work_impact_1_type', 'field_5b241c64ed75b'), (18800, 3485, 'work_impact_1_text', ''), (18801, 3485, '_work_impact_1_text', 'field_5b241d21ed75c'), (18802, 3485, 'work_impact_award_option', '0'), (18803, 3485, '_work_impact_award_option', 'field_5b8ec47072930'), (18804, 3485, 'work_impact_2_type', 'none'), (18805, 3485, '_work_impact_2_type', 'field_5b2420871e096'), (18806, 3485, 'work_impact_3_type', 'none'), (18807, 3485, '_work_impact_3_type', 'field_5b2423b7155ca'), (18808, 3485, 'work_impact_4_type', 'none'), (18809, 3485, '_work_impact_4_type', 'field_5b2426034a947'), (18810, 3480, 'work_featured_image', '3481'), (18811, 3480, '_work_featured_image', 'field_5b27eac37a115'), (18812, 3480, 'work_home_featured_color', 'black'), (18813, 3480, '_work_home_featured_color', 'field_5b2bf153536f9'), (18814, 3480, 'work_home_featured_image', ''), (18815, 3480, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18816, 3480, 'work_navigation_color', 'white'), (18817, 3480, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18818, 3480, 'work_colors_text', '#ffffff'), (18819, 3480, '_work_colors_text', 'field_5b241810bdd49'), (18820, 3480, 'work_colors_accent', '#003f7e'), (18821, 3480, '_work_colors_accent', 'field_5b241884bdd4a'), (18822, 3480, 'work_colors_bg', '#052a4f'), (18823, 3480, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18824, 3480, 'work_hero_tag', 'Gold Medal'), (18825, 3480, '_work_hero_tag', 'field_5b2418cebdd4c'), (18826, 3480, 'work_hero_textcolor', '#ffffff'), (18827, 3480, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18828, 3480, 'work_call_description', 'Gold Medal is a brand that not only gave rise to the company we now know as General Mills, it helped build the town they affectionately call Mill City (aka Minneapolis).\r\n\r\nAs new, more premium flour brands were gaining traction, Gold Medal had lost its way.'), (18829, 3480, '_work_call_description', 'field_5b241a9cbdd4f'), (18830, 3480, 'work_call_wedid', 'Brand Purpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (18831, 3480, '_work_call_wedid', 'field_5b241ac4bdd50'), (18832, 3480, 'work_call_image', '3482'), (18833, 3480, '_work_call_image', 'field_5b2906b12feea'), (18834, 3480, 'work_call_image_parallax', '0'), (18835, 3480, '_work_call_image_parallax', 'field_5bad3948c7400'), (18836, 3480, 'work_thework_description', 'Bakers have a need for the structure and control that enables them to create and recreate - through exacting recipes, careful choreography, and oral traditions - the same experiences again and again. They want a standard of quality they can rely on. As Millers, the Gold Medal was the symbol for that unwavering standard and reliability that needed to bring forward.\r\n\r\nWe defined the brand’s purpose and meaning and the visual and verbal language that best communicated its story and experience.\r\n\r\nOur packing redesign leveraged the strength and proud heritage of the brand as a leader in the category for over 100 years.'), (18837, 3480, '_work_thework_description', 'field_5b241b1abdd51'), (18838, 3480, 'work_thework_type', 'images'), (18839, 3480, '_work_thework_type', 'field_5b6096188b1fd'), (18840, 3480, 'work_thework_image', '3483'), (18841, 3480, '_work_thework_image', 'field_5b241b76bdd52'), (18842, 3480, 'work_impact_1_type', 'text'), (18843, 3480, '_work_impact_1_type', 'field_5b241c64ed75b'), (18844, 3480, 'work_impact_1_text', ''), (18845, 3480, '_work_impact_1_text', 'field_5b241d21ed75c'), (18846, 3480, 'work_impact_award_option', '0'), (18847, 3480, '_work_impact_award_option', 'field_5b8ec47072930'), (18848, 3480, 'work_impact_2_type', 'none'), (18849, 3480, '_work_impact_2_type', 'field_5b2420871e096'), (18850, 3480, 'work_impact_3_type', 'none'), (18851, 3480, '_work_impact_3_type', 'field_5b2423b7155ca'), (18852, 3480, 'work_impact_4_type', 'none'), (18853, 3480, '_work_impact_4_type', 'field_5b2426034a947'), (18854, 3486, 'work_featured_image', '3481'), (18855, 3486, '_work_featured_image', 'field_5b27eac37a115'), (18856, 3486, 'work_home_featured_color', 'white'), (18857, 3486, '_work_home_featured_color', 'field_5b2bf153536f9'), (18858, 3486, 'work_home_featured_image', ''), (18859, 3486, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18860, 3486, 'work_navigation_color', 'black'), (18861, 3486, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18862, 3486, 'work_colors_text', '#ffffff'), (18863, 3486, '_work_colors_text', 'field_5b241810bdd49'), (18864, 3486, 'work_colors_accent', '#003f7e'), (18865, 3486, '_work_colors_accent', 'field_5b241884bdd4a'), (18866, 3486, 'work_colors_bg', '#052a4f'), (18867, 3486, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18868, 3486, 'work_hero_tag', 'Gold Medal'), (18869, 3486, '_work_hero_tag', 'field_5b2418cebdd4c'), (18870, 3486, 'work_hero_textcolor', ''), (18871, 3486, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18872, 3486, 'work_call_description', 'Gold Medal is a brand that not only gave rise to the company we now know as General Mills, it helped build the town they affectionately call Mill City (aka Minneapolis).\r\n\r\nAs new, more premium flour brands were gaining traction, Gold Medal had lost its way.'), (18873, 3486, '_work_call_description', 'field_5b241a9cbdd4f'), (18874, 3486, 'work_call_wedid', ''), (18875, 3486, '_work_call_wedid', 'field_5b241ac4bdd50'), (18876, 3486, 'work_call_image', '3482'), (18877, 3486, '_work_call_image', 'field_5b2906b12feea'), (18878, 3486, 'work_call_image_parallax', '1'), (18879, 3486, '_work_call_image_parallax', 'field_5bad3948c7400'), (18880, 3486, 'work_thework_description', 'Bakers have a need for the structure and control that enables them to create and recreate - through exacting recipes, careful choreography, and oral traditions - the same experiences again and again. They want a standard of quality they can rely on. As Millers, the Gold Medal was the symbol for that unwavering standard and reliability that needed to bring forward.\r\n\r\nWe defined the brand’s purpose and meaning and the visual and verbal language that best communicated its story and experience.\r\n\r\nOur packing redesign leveraged the strength and proud heritage of the brand as a leader in the category for over 100 years.'), (18881, 3486, '_work_thework_description', 'field_5b241b1abdd51'), (18882, 3486, 'work_thework_type', 'image'), (18883, 3486, '_work_thework_type', 'field_5b6096188b1fd'), (18884, 3486, 'work_thework_image', '3483'), (18885, 3486, '_work_thework_image', 'field_5b241b76bdd52'), (18886, 3486, 'work_impact_1_type', 'text'), (18887, 3486, '_work_impact_1_type', 'field_5b241c64ed75b'), (18888, 3486, 'work_impact_1_text', ''), (18889, 3486, '_work_impact_1_text', 'field_5b241d21ed75c'), (18890, 3486, 'work_impact_award_option', '0'), (18891, 3486, '_work_impact_award_option', 'field_5b8ec47072930'), (18892, 3486, 'work_impact_2_type', 'none'), (18893, 3486, '_work_impact_2_type', 'field_5b2420871e096'), (18894, 3486, 'work_impact_3_type', 'none'), (18895, 3486, '_work_impact_3_type', 'field_5b2423b7155ca'), (18896, 3486, 'work_impact_4_type', 'none'), (18897, 3486, '_work_impact_4_type', 'field_5b2426034a947'), (18898, 3487, 'work_featured_image', '3481'), (18899, 3487, '_work_featured_image', 'field_5b27eac37a115'), (18900, 3487, 'work_home_featured_color', 'black'), (18901, 3487, '_work_home_featured_color', 'field_5b2bf153536f9'), (18902, 3487, 'work_home_featured_image', ''), (18903, 3487, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18904, 3487, 'work_navigation_color', 'black'), (18905, 3487, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18906, 3487, 'work_colors_text', '#ffffff'), (18907, 3487, '_work_colors_text', 'field_5b241810bdd49'), (18908, 3487, 'work_colors_accent', '#003f7e'), (18909, 3487, '_work_colors_accent', 'field_5b241884bdd4a'), (18910, 3487, 'work_colors_bg', '#052a4f'), (18911, 3487, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18912, 3487, 'work_hero_tag', 'Gold Medal'), (18913, 3487, '_work_hero_tag', 'field_5b2418cebdd4c'), (18914, 3487, 'work_hero_textcolor', '#ffffff'), (18915, 3487, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18916, 3487, 'work_call_description', 'Gold Medal is a brand that not only gave rise to the company we now know as General Mills, it helped build the town they affectionately call Mill City (aka Minneapolis).\r\n\r\nAs new, more premium flour brands were gaining traction, Gold Medal had lost its way.'), (18917, 3487, '_work_call_description', 'field_5b241a9cbdd4f'), (18918, 3487, 'work_call_wedid', ''), (18919, 3487, '_work_call_wedid', 'field_5b241ac4bdd50'), (18920, 3487, 'work_call_image', '3482'), (18921, 3487, '_work_call_image', 'field_5b2906b12feea'), (18922, 3487, 'work_call_image_parallax', '1'), (18923, 3487, '_work_call_image_parallax', 'field_5bad3948c7400'), (18924, 3487, 'work_thework_description', 'Bakers have a need for the structure and control that enables them to create and recreate - through exacting recipes, careful choreography, and oral traditions - the same experiences again and again. They want a standard of quality they can rely on. As Millers, the Gold Medal was the symbol for that unwavering standard and reliability that needed to bring forward.\r\n\r\nWe defined the brand’s purpose and meaning and the visual and verbal language that best communicated its story and experience.\r\n\r\nOur packing redesign leveraged the strength and proud heritage of the brand as a leader in the category for over 100 years.'), (18925, 3487, '_work_thework_description', 'field_5b241b1abdd51'), (18926, 3487, 'work_thework_type', 'image'), (18927, 3487, '_work_thework_type', 'field_5b6096188b1fd'), (18928, 3487, 'work_thework_image', '3483'), (18929, 3487, '_work_thework_image', 'field_5b241b76bdd52'), (18930, 3487, 'work_impact_1_type', 'text'), (18931, 3487, '_work_impact_1_type', 'field_5b241c64ed75b'), (18932, 3487, 'work_impact_1_text', ''), (18933, 3487, '_work_impact_1_text', 'field_5b241d21ed75c'), (18934, 3487, 'work_impact_award_option', '0'), (18935, 3487, '_work_impact_award_option', 'field_5b8ec47072930'), (18936, 3487, 'work_impact_2_type', 'none'), (18937, 3487, '_work_impact_2_type', 'field_5b2420871e096'), (18938, 3487, 'work_impact_3_type', 'none'), (18939, 3487, '_work_impact_3_type', 'field_5b2423b7155ca'), (18940, 3487, 'work_impact_4_type', 'none'), (18941, 3487, '_work_impact_4_type', 'field_5b2426034a947'), (18942, 3488, 'work_featured_image', '3475'), (18943, 3488, '_work_featured_image', 'field_5b27eac37a115'), (18944, 3488, 'work_home_featured_color', 'black'), (18945, 3488, '_work_home_featured_color', 'field_5b2bf153536f9'), (18946, 3488, 'work_home_featured_image', ''), (18947, 3488, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18948, 3488, 'work_navigation_color', 'black'), (18949, 3488, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18950, 3488, 'work_colors_text', '#ffffff'), (18951, 3488, '_work_colors_text', 'field_5b241810bdd49'), (18952, 3488, 'work_colors_accent', '#0e2863'), (18953, 3488, '_work_colors_accent', 'field_5b241884bdd4a'), (18954, 3488, 'work_colors_bg', '#051333'), (18955, 3488, '_work_colors_bg', 'field_5b2418a3bdd4b'), (18956, 3488, 'work_hero_tag', 'BMW / Sotheby\'s'), (18957, 3488, '_work_hero_tag', 'field_5b2418cebdd4c'), (18958, 3488, 'work_hero_textcolor', '#ffffff'), (18959, 3488, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (18960, 3488, 'work_call_description', 'Sotheby’s is one of the world’s most renowned and reputable auction houses. For The Armory Show in New York, one of the busiest times of the year for the global art elite, Sotheby’s wanted to create a one-of-a-kind experience for their top-tier clientele.'), (18961, 3488, '_work_call_description', 'field_5b241a9cbdd4f'), (18962, 3488, 'work_call_wedid', ''), (18963, 3488, '_work_call_wedid', 'field_5b241ac4bdd50'), (18964, 3488, 'work_call_image', '3476'), (18965, 3488, '_work_call_image', 'field_5b2906b12feea'), (18966, 3488, 'work_call_image_parallax', '1'), (18967, 3488, '_work_call_image_parallax', 'field_5bad3948c7400'), (18968, 3488, 'work_thework_description', 'CBX collaborated with Sotheby’s and premier partner, BMW to create an unforgettable night combining high-touch gastronomy and interactive art-performance. How do you impress a guest that has everything? An experience they’ll never forget.'), (18969, 3488, '_work_thework_description', 'field_5b241b1abdd51'), (18970, 3488, 'work_thework_type', 'image'), (18971, 3488, '_work_thework_type', 'field_5b6096188b1fd'), (18972, 3488, 'work_thework_image', '3477'), (18973, 3488, '_work_thework_image', 'field_5b241b76bdd52'), (18974, 3488, 'work_impact_1_type', 'text'), (18975, 3488, '_work_impact_1_type', 'field_5b241c64ed75b'), (18976, 3488, 'work_impact_1_text', ''), (18977, 3488, '_work_impact_1_text', 'field_5b241d21ed75c'), (18978, 3488, 'work_impact_award_option', '0'), (18979, 3488, '_work_impact_award_option', 'field_5b8ec47072930'), (18980, 3488, 'work_impact_2_type', 'none'), (18981, 3488, '_work_impact_2_type', 'field_5b2420871e096'), (18982, 3488, 'work_impact_3_type', 'none'), (18983, 3488, '_work_impact_3_type', 'field_5b2423b7155ca'), (18984, 3488, 'work_impact_4_type', 'none'), (18985, 3488, '_work_impact_4_type', 'field_5b2426034a947'), (18986, 3489, 'work_featured_image', '3481'), (18987, 3489, '_work_featured_image', 'field_5b27eac37a115'), (18988, 3489, 'work_home_featured_color', 'black'), (18989, 3489, '_work_home_featured_color', 'field_5b2bf153536f9'), (18990, 3489, 'work_home_featured_image', ''), (18991, 3489, '_work_home_featured_image', 'field_5b2bddcd3c783'), (18992, 3489, 'work_navigation_color', 'black'), (18993, 3489, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (18994, 3489, 'work_colors_text', '#ffffff'), (18995, 3489, '_work_colors_text', 'field_5b241810bdd49'), (18996, 3489, 'work_colors_accent', '#003f7e'), (18997, 3489, '_work_colors_accent', 'field_5b241884bdd4a'), (18998, 3489, 'work_colors_bg', '#052a4f'), (18999, 3489, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19000, 3489, 'work_hero_tag', 'Gold Medal'), (19001, 3489, '_work_hero_tag', 'field_5b2418cebdd4c'), (19002, 3489, 'work_hero_textcolor', '#ffffff'), (19003, 3489, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19004, 3489, 'work_call_description', 'Gold Medal is a brand that not only gave rise to the company we now know as General Mills, it helped build the town they affectionately call Mill City (aka Minneapolis).\r\n\r\nAs new, more premium flour brands were gaining traction, Gold Medal had lost its way.'), (19005, 3489, '_work_call_description', 'field_5b241a9cbdd4f'), (19006, 3489, 'work_call_wedid', ''), (19007, 3489, '_work_call_wedid', 'field_5b241ac4bdd50'), (19008, 3489, 'work_call_image', '3482'), (19009, 3489, '_work_call_image', 'field_5b2906b12feea'), (19010, 3489, 'work_call_image_parallax', '0'), (19011, 3489, '_work_call_image_parallax', 'field_5bad3948c7400'), (19012, 3489, 'work_thework_description', 'Bakers have a need for the structure and control that enables them to create and recreate - through exacting recipes, careful choreography, and oral traditions - the same experiences again and again. They want a standard of quality they can rely on. As Millers, the Gold Medal was the symbol for that unwavering standard and reliability that needed to bring forward.\r\n\r\nWe defined the brand’s purpose and meaning and the visual and verbal language that best communicated its story and experience.\r\n\r\nOur packing redesign leveraged the strength and proud heritage of the brand as a leader in the category for over 100 years.'), (19013, 3489, '_work_thework_description', 'field_5b241b1abdd51'), (19014, 3489, 'work_thework_type', 'image'), (19015, 3489, '_work_thework_type', 'field_5b6096188b1fd'), (19016, 3489, 'work_thework_image', '3483'), (19017, 3489, '_work_thework_image', 'field_5b241b76bdd52'), (19018, 3489, 'work_impact_1_type', 'text'), (19019, 3489, '_work_impact_1_type', 'field_5b241c64ed75b'), (19020, 3489, 'work_impact_1_text', ''), (19021, 3489, '_work_impact_1_text', 'field_5b241d21ed75c'), (19022, 3489, 'work_impact_award_option', '0'), (19023, 3489, '_work_impact_award_option', 'field_5b8ec47072930'), (19024, 3489, 'work_impact_2_type', 'none'), (19025, 3489, '_work_impact_2_type', 'field_5b2420871e096'), (19026, 3489, 'work_impact_3_type', 'none'), (19027, 3489, '_work_impact_3_type', 'field_5b2423b7155ca'), (19028, 3489, 'work_impact_4_type', 'none'), (19029, 3489, '_work_impact_4_type', 'field_5b2426034a947'), (19030, 3490, '_wp_attached_file', '2018/03/wellness.jpg'), (19031, 3490, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:825;s:4:\"file\";s:20:\"2018/03/wellness.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:20:\"wellness-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:20:\"wellness-768x330.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:330;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:21:\"wellness-1900x825.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:825;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:20:\"wellness-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19032, 3491, 'work_home_featured_color', 'black'), (19033, 3491, '_work_home_featured_color', 'field_5b2bf153536f9'), (19034, 3491, 'work_home_featured_image', '389'), (19035, 3491, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19036, 3491, 'work_navigation_color', 'black'), (19037, 3491, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19038, 3491, 'work_featured_image', '352'), (19039, 3491, '_work_featured_image', 'field_5b27eac37a115'), (19040, 3491, 'work_colors_text', '#000000'), (19041, 3491, '_work_colors_text', 'field_5b241810bdd49'), (19042, 3491, 'work_colors_accent', '#4cbff3'), (19043, 3491, '_work_colors_accent', 'field_5b241884bdd4a'), (19044, 3491, 'work_colors_bg', '#79d7f8'), (19045, 3491, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19046, 3491, 'work_hero_tag', 'JÄsÖn'), (19047, 3491, '_work_hero_tag', 'field_5b2418cebdd4c'), (19048, 3491, 'work_hero_textcolor', '#ffffff'), (19049, 3491, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19050, 3491, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed to define what the brand stood for, and how to uniquely express its point of view at shelf.'), (19051, 3491, '_work_call_description', 'field_5b241a9cbdd4f'), (19052, 3491, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (19053, 3491, '_work_call_wedid', 'field_5b241ac4bdd50'), (19054, 3491, 'work_call_image', '3490'), (19055, 3491, '_work_call_image', 'field_5b2906b12feea'), (19056, 3491, 'work_call_image_parallax', '0'), (19057, 3491, '_work_call_image_parallax', 'field_5bad3948c7400'), (19058, 3491, 'work_thework_description', 'We discovered that Jason actually means “healer” in Greek. And the “umlaut” over the “A” in the brand mark suggested Swiss origin - a place where mountain botanicals and the idea of herbal healing lives large.\r\n\r\nWe began to explore how the idea of “living well” could be reimagined for the modern American family. Through our design exploratory we refashioned latent notions of a healing place into something more luminous, experiential and enlightening. JASON was renewed as a brand with the power to open our eyes to the restorative wonders the natural world.'), (19059, 3491, '_work_thework_description', 'field_5b241b1abdd51'), (19060, 3491, 'work_thework_type', 'image'), (19061, 3491, '_work_thework_type', 'field_5b6096188b1fd'), (19062, 3491, 'work_thework_image', '354'), (19063, 3491, '_work_thework_image', 'field_5b241b76bdd52'), (19064, 3491, 'work_impact_1_type', 'text'), (19065, 3491, '_work_impact_1_type', 'field_5b241c64ed75b'), (19066, 3491, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (19067, 3491, '_work_impact_1_text', 'field_5b241d21ed75c'), (19068, 3491, 'work_impact_award_option', '1'), (19069, 3491, '_work_impact_award_option', 'field_5b8ec47072930'), (19070, 3491, 'work_impact_award_item_0_work_impact_award_item_title', 'Award 1'), (19071, 3491, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (19072, 3491, 'work_impact_award_item_0_work_impact_award_item_description', '2018 Gold Award'), (19073, 3491, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (19074, 3491, 'work_impact_award_item_1_work_impact_award_item_title', 'Award 2'), (19075, 3491, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (19076, 3491, 'work_impact_award_item_1_work_impact_award_item_description', '2017 Silver Award'), (19077, 3491, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (19078, 3491, 'work_impact_award_item', '2'), (19079, 3491, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (19080, 3491, 'work_impact_2_type', 'image'), (19081, 3491, '_work_impact_2_type', 'field_5b2420871e096'), (19082, 3491, 'work_impact_2_image', '498'), (19083, 3491, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (19084, 3491, 'work_impact_3_type', 'none'), (19085, 3491, '_work_impact_3_type', 'field_5b2423b7155ca'), (19086, 3491, 'work_impact_4_type', 'none'), (19087, 3491, '_work_impact_4_type', 'field_5b2426034a947'), (19088, 3492, '_edit_lock', '1538398699:2'), (19089, 3492, '_edit_last', '2'), (19090, 3493, '_wp_attached_file', '2018/09/ManCave-1-1920_1080.jpg'), (19091, 3493, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:31:\"2018/09/ManCave-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"ManCave-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"ManCave-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:33:\"ManCave-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"ManCave-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19092, 3494, '_wp_attached_file', '2018/09/ManCave-2-1920_1080.jpg'), (19093, 3494, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:31:\"2018/09/ManCave-2-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"ManCave-2-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"ManCave-2-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:33:\"ManCave-2-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"ManCave-2-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19094, 3495, '_wp_attached_file', '2018/09/ManCave-3-1920_1080.jpg'), (19095, 3495, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:31:\"2018/09/ManCave-3-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"ManCave-3-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"ManCave-3-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:33:\"ManCave-3-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"ManCave-3-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19096, 3496, 'work_featured_image', '3493'), (19097, 3496, '_work_featured_image', 'field_5b27eac37a115'), (19098, 3496, 'work_home_featured_color', 'black'), (19099, 3496, '_work_home_featured_color', 'field_5b2bf153536f9'), (19100, 3496, 'work_home_featured_image', ''), (19101, 3496, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19102, 3496, 'work_navigation_color', 'black'), (19103, 3496, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19104, 3496, 'work_colors_text', '#ffffff'), (19105, 3496, '_work_colors_text', 'field_5b241810bdd49'), (19106, 3496, 'work_colors_accent', '#241f1f'), (19107, 3496, '_work_colors_accent', 'field_5b241884bdd4a'), (19108, 3496, 'work_colors_bg', '#000000'), (19109, 3496, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19110, 3496, 'work_hero_tag', 'Man Cave Meats'), (19111, 3496, '_work_hero_tag', 'field_5b2418cebdd4c'), (19112, 3496, 'work_hero_textcolor', '#ffffff'), (19113, 3496, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19114, 3496, 'work_call_description', 'Man Cave began as a small craft brand with a big ambition: to bring its bold flavors of meat beyond its hometown of Minneapolis to over 500 groceries nationwide. It needed to create a brand as big and bold as its appetite for growth.'), (19115, 3496, '_work_call_description', 'field_5b241a9cbdd4f'), (19116, 3496, 'work_call_wedid', ''), (19117, 3496, '_work_call_wedid', 'field_5b241ac4bdd50'), (19118, 3496, 'work_call_image', '3494'), (19119, 3496, '_work_call_image', 'field_5b2906b12feea'), (19120, 3496, 'work_call_image_parallax', '0'), (19121, 3496, '_work_call_image_parallax', 'field_5bad3948c7400'), (19122, 3496, 'work_thework_description', 'Design clichés of craftsmanship and quality were not going to cut it. The brand needed to identify a unique and authentic identity in order to earn its way on shelf and break through.\r\n\r\nThrough our highly collaborative approach we developed a brand identity that was as bold and irreverent as the founders and their product. The design language cues a modern artisanal sensibility and completely stands apart from the competition at shelf.'), (19123, 3496, '_work_thework_description', 'field_5b241b1abdd51'), (19124, 3496, 'work_thework_type', 'image'), (19125, 3496, '_work_thework_type', 'field_5b6096188b1fd'), (19126, 3496, 'work_thework_image', '3495'), (19127, 3496, '_work_thework_image', 'field_5b241b76bdd52'), (19128, 3496, 'work_impact_1_type', 'text'), (19129, 3496, '_work_impact_1_type', 'field_5b241c64ed75b'), (19130, 3496, 'work_impact_1_text', '• The Man Cave design was the recipient of a Pent Award for packaging excellence.\r\n\r\n• Established a completely new design language for the category.'), (19131, 3496, '_work_impact_1_text', 'field_5b241d21ed75c'), (19132, 3496, 'work_impact_award_option', '0'), (19133, 3496, '_work_impact_award_option', 'field_5b8ec47072930'), (19134, 3496, 'work_impact_2_type', 'none'), (19135, 3496, '_work_impact_2_type', 'field_5b2420871e096'), (19136, 3496, 'work_impact_3_type', 'none'), (19137, 3496, '_work_impact_3_type', 'field_5b2423b7155ca'), (19138, 3496, 'work_impact_4_type', 'none'), (19139, 3496, '_work_impact_4_type', 'field_5b2426034a947'), (19140, 3492, 'work_featured_image', '3493'), (19141, 3492, '_work_featured_image', 'field_5b27eac37a115'), (19142, 3492, 'work_home_featured_color', 'black'), (19143, 3492, '_work_home_featured_color', 'field_5b2bf153536f9'), (19144, 3492, 'work_home_featured_image', ''), (19145, 3492, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19146, 3492, 'work_navigation_color', 'black'), (19147, 3492, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19148, 3492, 'work_colors_text', '#ffffff'), (19149, 3492, '_work_colors_text', 'field_5b241810bdd49'), (19150, 3492, 'work_colors_accent', '#241f1f'), (19151, 3492, '_work_colors_accent', 'field_5b241884bdd4a'), (19152, 3492, 'work_colors_bg', '#000000'), (19153, 3492, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19154, 3492, 'work_hero_tag', 'Man Cave Meats'), (19155, 3492, '_work_hero_tag', 'field_5b2418cebdd4c'), (19156, 3492, 'work_hero_textcolor', '#ffffff'), (19157, 3492, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19158, 3492, 'work_call_description', 'Man Cave began as a small craft brand with a big ambition: to bring its bold flavors of meat beyond its hometown of Minneapolis to over 500 groceries nationwide. It needed to create a brand as big and bold as its appetite for growth.'), (19159, 3492, '_work_call_description', 'field_5b241a9cbdd4f'), (19160, 3492, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (19161, 3492, '_work_call_wedid', 'field_5b241ac4bdd50'), (19162, 3492, 'work_call_image', '3494'), (19163, 3492, '_work_call_image', 'field_5b2906b12feea'), (19164, 3492, 'work_call_image_parallax', '0'), (19165, 3492, '_work_call_image_parallax', 'field_5bad3948c7400'), (19166, 3492, 'work_thework_description', 'Design clichés of craftsmanship and quality were not going to cut it. The brand needed to identify a unique and authentic identity in order to earn its way on shelf and break through.\r\n\r\nThrough our highly collaborative approach we developed a brand identity that was as bold and irreverent as the founders and their product. The design language cues a modern artisanal sensibility and completely stands apart from the competition at shelf.'), (19167, 3492, '_work_thework_description', 'field_5b241b1abdd51'), (19168, 3492, 'work_thework_type', 'image'), (19169, 3492, '_work_thework_type', 'field_5b6096188b1fd'), (19170, 3492, 'work_thework_image', '3495'), (19171, 3492, '_work_thework_image', 'field_5b241b76bdd52'), (19172, 3492, 'work_impact_1_type', 'text'), (19173, 3492, '_work_impact_1_type', 'field_5b241c64ed75b'), (19174, 3492, 'work_impact_1_text', '• The Man Cave design was the recipient of a Pent Award for packaging excellence.\r\n\r\n• Established a completely new design language for the category.'), (19175, 3492, '_work_impact_1_text', 'field_5b241d21ed75c'), (19176, 3492, 'work_impact_award_option', '0'), (19177, 3492, '_work_impact_award_option', 'field_5b8ec47072930'), (19178, 3492, 'work_impact_2_type', 'none'), (19179, 3492, '_work_impact_2_type', 'field_5b2420871e096'), (19180, 3492, 'work_impact_3_type', 'none'), (19181, 3492, '_work_impact_3_type', 'field_5b2423b7155ca'), (19182, 3492, 'work_impact_4_type', 'none'), (19183, 3492, '_work_impact_4_type', 'field_5b2426034a947'), (19184, 3497, '_wp_attached_file', '2018/09/ManCave-thumbnail.jpg'), (19185, 3497, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:400;s:4:\"file\";s:29:\"2018/09/ManCave-thumbnail.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"ManCave-thumbnail-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19186, 3492, '_thumbnail_id', '3497'), (19187, 3498, '_edit_lock', '1538489651:2'), (19188, 3498, '_edit_last', '2'), (19189, 3499, '_wp_attached_file', '2018/09/SSR-1-1920_1080.jpg'), (19190, 3499, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/09/SSR-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"SSR-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"SSR-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"SSR-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"SSR-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19191, 3500, '_wp_attached_file', '2018/09/SSR-2-1920_1080.jpg'), (19192, 3500, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/09/SSR-2-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"SSR-2-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"SSR-2-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"SSR-2-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"SSR-2-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19193, 3501, '_wp_attached_file', '2018/09/SSR-3-C1-1920_800.jpg'), (19194, 3501, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:29:\"2018/09/SSR-3-C1-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"SSR-3-C1-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"SSR-3-C1-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"SSR-3-C1-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"SSR-3-C1-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19195, 3502, '_wp_attached_file', '2018/09/SSR-thumbnail.jpg'), (19196, 3502, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:500;s:4:\"file\";s:25:\"2018/09/SSR-thumbnail.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:25:\"SSR-thumbnail-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19197, 3498, '_thumbnail_id', '3502'), (19198, 3503, 'work_featured_image', '3499'), (19199, 3503, '_work_featured_image', 'field_5b27eac37a115'), (19200, 3503, 'work_home_featured_color', 'black'), (19201, 3503, '_work_home_featured_color', 'field_5b2bf153536f9'), (19202, 3503, 'work_home_featured_image', ''), (19203, 3503, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19204, 3503, 'work_navigation_color', 'black'), (19205, 3503, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19206, 3503, 'work_colors_text', '#000000'), (19207, 3503, '_work_colors_text', 'field_5b241810bdd49'), (19208, 3503, 'work_colors_accent', '#3fb6d5'), (19209, 3503, '_work_colors_accent', 'field_5b241884bdd4a'), (19210, 3503, 'work_colors_bg', '#69def9'), (19211, 3503, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19212, 3503, 'work_hero_tag', 'She Should Run'), (19213, 3503, '_work_hero_tag', 'field_5b2418cebdd4c'), (19214, 3503, 'work_hero_textcolor', '#000000'), (19215, 3503, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19216, 3503, 'work_call_description', 'She Should Run is a non-partisan national network that inspires women and girls to get in the race for public leadership.'), (19217, 3503, '_work_call_description', 'field_5b241a9cbdd4f'), (19218, 3503, 'work_call_wedid', ''), (19219, 3503, '_work_call_wedid', 'field_5b241ac4bdd50'), (19220, 3503, 'work_call_image', '3500'), (19221, 3503, '_work_call_image', 'field_5b2906b12feea'), (19222, 3503, 'work_call_image_parallax', '0'), (19223, 3503, '_work_call_image_parallax', 'field_5bad3948c7400'), (19224, 3503, 'work_thework_description', 'It needed a unifying messaging and voice framework to deliver clear compelling communications. The new She Should Run voice establishes a clear direction for the future—inspiring new generations of women to pursue a more perfect union.'), (19225, 3503, '_work_thework_description', 'field_5b241b1abdd51'), (19226, 3503, 'work_thework_type', 'image'), (19227, 3503, '_work_thework_type', 'field_5b6096188b1fd'), (19228, 3503, 'work_thework_image', '3501'), (19229, 3503, '_work_thework_image', 'field_5b241b76bdd52'), (19230, 3503, 'work_impact_1_type', 'text'), (19231, 3503, '_work_impact_1_type', 'field_5b241c64ed75b'), (19232, 3503, 'work_impact_1_text', ''), (19233, 3503, '_work_impact_1_text', 'field_5b241d21ed75c'), (19234, 3503, 'work_impact_award_option', '0'), (19235, 3503, '_work_impact_award_option', 'field_5b8ec47072930'), (19236, 3503, 'work_impact_2_type', 'none'), (19237, 3503, '_work_impact_2_type', 'field_5b2420871e096'), (19238, 3503, 'work_impact_3_type', 'none'), (19239, 3503, '_work_impact_3_type', 'field_5b2423b7155ca'), (19240, 3503, 'work_impact_4_type', 'none'), (19241, 3503, '_work_impact_4_type', 'field_5b2426034a947'), (19242, 3498, 'work_featured_image', '3499'), (19243, 3498, '_work_featured_image', 'field_5b27eac37a115'), (19244, 3498, 'work_home_featured_color', 'black'), (19245, 3498, '_work_home_featured_color', 'field_5b2bf153536f9'), (19246, 3498, 'work_home_featured_image', ''), (19247, 3498, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19248, 3498, 'work_navigation_color', 'black'), (19249, 3498, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19250, 3498, 'work_colors_text', '#000000'), (19251, 3498, '_work_colors_text', 'field_5b241810bdd49'), (19252, 3498, 'work_colors_accent', '#3fb6d5'), (19253, 3498, '_work_colors_accent', 'field_5b241884bdd4a'), (19254, 3498, 'work_colors_bg', '#69def9'), (19255, 3498, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19256, 3498, 'work_hero_tag', 'She Should Run'), (19257, 3498, '_work_hero_tag', 'field_5b2418cebdd4c'), (19258, 3498, 'work_hero_textcolor', '#000000'), (19259, 3498, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19260, 3498, 'work_call_description', 'She Should Run is a non-partisan national network that inspires women and girls to get in the race for public leadership.'), (19261, 3498, '_work_call_description', 'field_5b241a9cbdd4f'), (19262, 3498, 'work_call_wedid', 'Brand Voice\r\nMessaging\r\nDesign Strategy\r\nCampaign Development'), (19263, 3498, '_work_call_wedid', 'field_5b241ac4bdd50'), (19264, 3498, 'work_call_image', '3500'), (19265, 3498, '_work_call_image', 'field_5b2906b12feea'), (19266, 3498, 'work_call_image_parallax', '0'), (19267, 3498, '_work_call_image_parallax', 'field_5bad3948c7400'), (19268, 3498, 'work_thework_description', 'It needed a unifying messaging and voice framework to deliver clear compelling communications. The new She Should Run voice establishes a clear direction for the future—inspiring new generations of women to pursue a more perfect union.'), (19269, 3498, '_work_thework_description', 'field_5b241b1abdd51'), (19270, 3498, 'work_thework_type', 'images'), (19271, 3498, '_work_thework_type', 'field_5b6096188b1fd'), (19272, 3498, 'work_thework_image', '3501'), (19273, 3498, '_work_thework_image', 'field_5b241b76bdd52'), (19274, 3498, 'work_impact_1_type', 'none'), (19275, 3498, '_work_impact_1_type', 'field_5b241c64ed75b'), (19276, 3498, 'work_impact_1_text', ''), (19277, 3498, '_work_impact_1_text', 'field_5b241d21ed75c'), (19278, 3498, 'work_impact_award_option', '0'), (19279, 3498, '_work_impact_award_option', 'field_5b8ec47072930'), (19280, 3498, 'work_impact_2_type', 'none'), (19281, 3498, '_work_impact_2_type', 'field_5b2420871e096'), (19282, 3498, 'work_impact_3_type', 'none'), (19283, 3498, '_work_impact_3_type', 'field_5b2423b7155ca'), (19284, 3498, 'work_impact_4_type', 'none'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (19285, 3498, '_work_impact_4_type', 'field_5b2426034a947'), (19286, 3504, '_edit_lock', '1538489307:2'), (19287, 3504, '_edit_last', '2'), (19288, 3505, '_wp_attached_file', '2018/09/Valvoline-1-1920_1080.jpg'), (19289, 3505, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:33:\"2018/09/Valvoline-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"Valvoline-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"Valvoline-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"Valvoline-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"Valvoline-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19290, 3506, '_wp_attached_file', '2018/09/Valvoline-2-1920_2180.jpg'), (19291, 3506, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:2180;s:4:\"file\";s:33:\"2018/09/Valvoline-2-1920_2180.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"Valvoline-2-1920_2180-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"Valvoline-2-1920_2180-768x872.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:872;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"Valvoline-2-1920_2180-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"Valvoline-2-1920_2180-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19292, 3507, '_wp_attached_file', '2018/09/Valvoline-4-1920_800.jpg'), (19293, 3507, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:32:\"2018/09/Valvoline-4-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"Valvoline-4-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"Valvoline-4-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:33:\"Valvoline-4-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"Valvoline-4-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19294, 3508, '_wp_attached_file', '2018/09/Valvoline-thumbnail.jpg'), (19295, 3508, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:400;s:4:\"file\";s:31:\"2018/09/Valvoline-thumbnail.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"Valvoline-thumbnail-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19296, 3504, '_thumbnail_id', '3508'), (19297, 3509, 'work_featured_image', '3505'), (19298, 3509, '_work_featured_image', 'field_5b27eac37a115'), (19299, 3509, 'work_home_featured_color', 'black'), (19300, 3509, '_work_home_featured_color', 'field_5b2bf153536f9'), (19301, 3509, 'work_home_featured_image', ''), (19302, 3509, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19303, 3509, 'work_navigation_color', 'black'), (19304, 3509, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19305, 3509, 'work_colors_text', '#ffffff'), (19306, 3509, '_work_colors_text', 'field_5b241810bdd49'), (19307, 3509, 'work_colors_accent', '#292929'), (19308, 3509, '_work_colors_accent', 'field_5b241884bdd4a'), (19309, 3509, 'work_colors_bg', '#000000'), (19310, 3509, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19311, 3509, 'work_hero_tag', 'Valvoline'), (19312, 3509, '_work_hero_tag', 'field_5b2418cebdd4c'), (19313, 3509, 'work_hero_textcolor', '#ffffff'), (19314, 3509, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19315, 3509, 'work_call_description', 'Valvoline is a leader in engine maintenance with over 150 years under the hood. But the brand was lagging in the stagnant DIY motor oil category.\r\nTeam Valvoline partnered with CBX to bring innovation to the DIY motor oil category that would add material value to the user experience, simplify the shopping experience, and elevate the brand.'), (19316, 3509, '_work_call_description', 'field_5b241a9cbdd4f'), (19317, 3509, 'work_call_wedid', ''), (19318, 3509, '_work_call_wedid', 'field_5b241ac4bdd50'), (19319, 3509, 'work_call_image', '3506'), (19320, 3509, '_work_call_image', 'field_5b2906b12feea'), (19321, 3509, 'work_call_image_parallax', '1'), (19322, 3509, '_work_call_image_parallax', 'field_5bad3948c7400'), (19323, 3509, 'work_thework_description', 'User research identified pouring as a primary pain point in the oil changing process. The experience is messy and often wasteful when as much oil ends up on the garage floor as in your engine.\r\n\r\nThrough an iterative, user-centric design innovation process, the CBX team identified an opportunity to improve the balance of the bottle and the performance of the pour spout. The new design provides a significantly more satisfying oil changing experience with far less mess and waste.\r\n\r\nAdditionally, we simplified the portfolio architecture and on-pack communication to make it easier for shoppers to find the product they’re looking for.'), (19324, 3509, '_work_thework_description', 'field_5b241b1abdd51'), (19325, 3509, 'work_thework_type', 'image'), (19326, 3509, '_work_thework_type', 'field_5b6096188b1fd'), (19327, 3509, 'work_thework_image', '3507'), (19328, 3509, '_work_thework_image', 'field_5b241b76bdd52'), (19329, 3509, 'work_impact_1_type', 'text'), (19330, 3509, '_work_impact_1_type', 'field_5b241c64ed75b'), (19331, 3509, 'work_impact_1_text', ''), (19332, 3509, '_work_impact_1_text', 'field_5b241d21ed75c'), (19333, 3509, 'work_impact_award_option', '0'), (19334, 3509, '_work_impact_award_option', 'field_5b8ec47072930'), (19335, 3509, 'work_impact_2_type', 'none'), (19336, 3509, '_work_impact_2_type', 'field_5b2420871e096'), (19337, 3509, 'work_impact_3_type', 'none'), (19338, 3509, '_work_impact_3_type', 'field_5b2423b7155ca'), (19339, 3509, 'work_impact_4_type', 'none'), (19340, 3509, '_work_impact_4_type', 'field_5b2426034a947'), (19341, 3504, 'work_featured_image', '3505'), (19342, 3504, '_work_featured_image', 'field_5b27eac37a115'), (19343, 3504, 'work_home_featured_color', 'black'), (19344, 3504, '_work_home_featured_color', 'field_5b2bf153536f9'), (19345, 3504, 'work_home_featured_image', ''), (19346, 3504, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19347, 3504, 'work_navigation_color', 'white'), (19348, 3504, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19349, 3504, 'work_colors_text', '#ffffff'), (19350, 3504, '_work_colors_text', 'field_5b241810bdd49'), (19351, 3504, 'work_colors_accent', '#292929'), (19352, 3504, '_work_colors_accent', 'field_5b241884bdd4a'), (19353, 3504, 'work_colors_bg', '#000000'), (19354, 3504, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19355, 3504, 'work_hero_tag', 'Valvoline'), (19356, 3504, '_work_hero_tag', 'field_5b2418cebdd4c'), (19357, 3504, 'work_hero_textcolor', '#ffffff'), (19358, 3504, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19359, 3504, 'work_call_description', 'Valvoline is a leader in engine maintenance with over 150 years under the hood. But the brand was lagging in the stagnant DIY motor oil category.\r\nTeam Valvoline partnered with CBX to bring innovation to the DIY motor oil category that would add material value to the user experience, simplify the shopping experience, and elevate the brand.'), (19360, 3504, '_work_call_description', 'field_5b241a9cbdd4f'), (19361, 3504, 'work_call_wedid', 'Innovation\r\nBrand Architecture\r\nDesign Strategy\r\nPackaging Design\r\nStructural Design'), (19362, 3504, '_work_call_wedid', 'field_5b241ac4bdd50'), (19363, 3504, 'work_call_image', '3506'), (19364, 3504, '_work_call_image', 'field_5b2906b12feea'), (19365, 3504, 'work_call_image_parallax', '1'), (19366, 3504, '_work_call_image_parallax', 'field_5bad3948c7400'), (19367, 3504, 'work_thework_description', 'User research identified pouring as a primary pain point in the oil changing process. The experience is messy and often wasteful when as much oil ends up on the garage floor as in your engine.\r\n\r\nThrough an iterative, user-centric design innovation process, the CBX team identified an opportunity to improve the balance of the bottle and the performance of the pour spout. The new design provides a significantly more satisfying oil changing experience with far less mess and waste.\r\n\r\nAdditionally, we simplified the portfolio architecture and on-pack communication to make it easier for shoppers to find the product they’re looking for.'), (19368, 3504, '_work_thework_description', 'field_5b241b1abdd51'), (19369, 3504, 'work_thework_type', 'images'), (19370, 3504, '_work_thework_type', 'field_5b6096188b1fd'), (19371, 3504, 'work_thework_image', '3532'), (19372, 3504, '_work_thework_image', 'field_5b241b76bdd52'), (19373, 3504, 'work_impact_1_type', 'text'), (19374, 3504, '_work_impact_1_type', 'field_5b241c64ed75b'), (19375, 3504, 'work_impact_1_text', '• Named 2018 Product of the Year in the Car Care Category'), (19376, 3504, '_work_impact_1_text', 'field_5b241d21ed75c'), (19377, 3504, 'work_impact_award_option', '0'), (19378, 3504, '_work_impact_award_option', 'field_5b8ec47072930'), (19379, 3504, 'work_impact_2_type', 'image'), (19380, 3504, '_work_impact_2_type', 'field_5b2420871e096'), (19381, 3504, 'work_impact_3_type', 'image'), (19382, 3504, '_work_impact_3_type', 'field_5b2423b7155ca'), (19383, 3504, 'work_impact_4_type', 'none'), (19384, 3504, '_work_impact_4_type', 'field_5b2426034a947'), (19385, 3510, 'work_featured_image', '319'), (19386, 3510, '_work_featured_image', 'field_5b27eac37a115'), (19387, 3510, 'work_home_featured_color', 'black'), (19388, 3510, '_work_home_featured_color', 'field_5b2bf153536f9'), (19389, 3510, 'work_home_featured_image', ''), (19390, 3510, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19391, 3510, 'work_navigation_color', 'black'), (19392, 3510, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19393, 3510, 'work_colors_text', '#163868'), (19394, 3510, '_work_colors_text', 'field_5b241810bdd49'), (19395, 3510, 'work_colors_accent', '#69b9c6'), (19396, 3510, '_work_colors_accent', 'field_5b241884bdd4a'), (19397, 3510, 'work_colors_bg', '#c9e9ee'), (19398, 3510, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19399, 3510, 'work_hero_tag', 'Pillsbury'), (19400, 3510, '_work_hero_tag', 'field_5b2418cebdd4c'), (19401, 3510, 'work_hero_textcolor', '#ffffff'), (19402, 3510, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19403, 3510, 'work_call_description', 'Pillsbury is a true American icon with nearly universal recognition and positive sentiment from consumers across the country. However, its relevancy was waning as the brand struggled to connect with a new generation of families.   

    With no clear understanding of its place in this new cultural landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (19404, 3510, '_work_call_description', 'field_5b241a9cbdd4f'), (19405, 3510, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (19406, 3510, '_work_call_wedid', 'field_5b241ac4bdd50'), (19407, 3510, 'work_call_image', '821'), (19408, 3510, '_work_call_image', 'field_5b2906b12feea'), (19409, 3510, 'work_call_image_parallax', '0'), (19410, 3510, '_work_call_image_parallax', 'field_5bad3948c7400'), (19411, 3510, 'work_thework_description', 'Cultural analysis and in-depth consumer research revealed that Millennial families were done with false images of domestic bliss. American kitchens are no longer solely the domain for culinary pursuits - they’re the hub for all family activity. Shared experiences are valued above anything else.\r\n\r\nInstead of simply touting their products, Pillsbury had an opportunity to share the authenticity of the experiences their brand could facilitate. They needed to transform their brand and their culture from being an old school baking company to being a modern making company.\r\n
    CBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.
    '), (19412, 3510, '_work_thework_description', 'field_5b241b1abdd51'), (19413, 3510, 'work_thework_type', 'image'), (19414, 3510, '_work_thework_type', 'field_5b6096188b1fd'), (19415, 3510, 'work_thework_image', '648'), (19416, 3510, '_work_thework_image', 'field_5b241b76bdd52'), (19417, 3510, 'work_impact_1_type', 'text'), (19418, 3510, '_work_impact_1_type', 'field_5b241c64ed75b'), (19419, 3510, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (19420, 3510, '_work_impact_1_text', 'field_5b241d21ed75c'), (19421, 3510, 'work_impact_award_option', '0'), (19422, 3510, '_work_impact_award_option', 'field_5b8ec47072930'), (19423, 3510, 'work_impact_2_type', 'image'), (19424, 3510, '_work_impact_2_type', 'field_5b2420871e096'), (19425, 3510, 'work_impact_2_image', '493'), (19426, 3510, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (19427, 3510, 'work_impact_3_type', 'quote'), (19428, 3510, '_work_impact_3_type', 'field_5b2423b7155ca'), (19429, 3510, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (19430, 3510, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (19431, 3510, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (19432, 3510, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (19433, 3510, 'work_impact_4_type', 'image'), (19434, 3510, '_work_impact_4_type', 'field_5b2426034a947'), (19435, 3510, 'work_impact_4_image', '644'), (19436, 3510, '_work_impact_4_image', 'field_5b29140b4fbd8'), (19437, 41, 'work_call_image_parallax', '1'), (19438, 41, '_work_call_image_parallax', 'field_5bad3948c7400'), (19439, 3511, 'work_featured_image', '319'), (19440, 3511, '_work_featured_image', 'field_5b27eac37a115'), (19441, 3511, 'work_home_featured_color', 'black'), (19442, 3511, '_work_home_featured_color', 'field_5b2bf153536f9'), (19443, 3511, 'work_home_featured_image', ''), (19444, 3511, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19445, 3511, 'work_navigation_color', 'black'), (19446, 3511, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19447, 3511, 'work_colors_text', '#163868'), (19448, 3511, '_work_colors_text', 'field_5b241810bdd49'), (19449, 3511, 'work_colors_accent', '#69b9c6'), (19450, 3511, '_work_colors_accent', 'field_5b241884bdd4a'), (19451, 3511, 'work_colors_bg', '#c9e9ee'), (19452, 3511, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19453, 3511, 'work_hero_tag', 'Pillsbury'), (19454, 3511, '_work_hero_tag', 'field_5b2418cebdd4c'), (19455, 3511, 'work_hero_textcolor', '#ffffff'), (19456, 3511, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19457, 3511, 'work_call_description', 'Pillsbury is a true American icon with nearly universal recognition and positive sentiment from consumers across the country. However, its relevancy was waning as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (19458, 3511, '_work_call_description', 'field_5b241a9cbdd4f'), (19459, 3511, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (19460, 3511, '_work_call_wedid', 'field_5b241ac4bdd50'), (19461, 3511, 'work_call_image', '821'), (19462, 3511, '_work_call_image', 'field_5b2906b12feea'), (19463, 3511, 'work_call_image_parallax', '0'), (19464, 3511, '_work_call_image_parallax', 'field_5bad3948c7400'), (19465, 3511, 'work_thework_description', 'Cultural analysis and in-depth consumer research revealed that Millennial families were done with false images of domestic bliss. American kitchens are no longer solely the domain for culinary pursuits - they’re the hub for all family activity. Shared experiences are valued above anything else.\r\n\r\nInstead of simply touting their products, Pillsbury had an opportunity to share the authenticity of the experiences their brand could facilitate. They needed to transform their brand and their culture from being an old school baking company to being a modern making company.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (19466, 3511, '_work_thework_description', 'field_5b241b1abdd51'), (19467, 3511, 'work_thework_type', 'image'), (19468, 3511, '_work_thework_type', 'field_5b6096188b1fd'), (19469, 3511, 'work_thework_image', '648'), (19470, 3511, '_work_thework_image', 'field_5b241b76bdd52'), (19471, 3511, 'work_impact_1_type', 'text'), (19472, 3511, '_work_impact_1_type', 'field_5b241c64ed75b'), (19473, 3511, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (19474, 3511, '_work_impact_1_text', 'field_5b241d21ed75c'), (19475, 3511, 'work_impact_award_option', '0'), (19476, 3511, '_work_impact_award_option', 'field_5b8ec47072930'), (19477, 3511, 'work_impact_2_type', 'image'), (19478, 3511, '_work_impact_2_type', 'field_5b2420871e096'), (19479, 3511, 'work_impact_2_image', '493'), (19480, 3511, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (19481, 3511, 'work_impact_3_type', 'quote'), (19482, 3511, '_work_impact_3_type', 'field_5b2423b7155ca'), (19483, 3511, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (19484, 3511, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (19485, 3511, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (19486, 3511, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (19487, 3511, 'work_impact_4_type', 'image'), (19488, 3511, '_work_impact_4_type', 'field_5b2426034a947'), (19489, 3511, 'work_impact_4_image', '644'), (19490, 3511, '_work_impact_4_image', 'field_5b29140b4fbd8'), (19491, 3512, '_edit_lock', '1538489839:2'), (19492, 3512, '_edit_last', '2'), (19493, 3513, '_wp_attached_file', '2018/09/Veuve-1-1920_1080.jpg'), (19494, 3513, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:29:\"2018/09/Veuve-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Veuve-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Veuve-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Veuve-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Veuve-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19495, 3514, '_wp_attached_file', '2018/09/Veuve-2-1920_1080.jpg'), (19496, 3514, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:29:\"2018/09/Veuve-2-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Veuve-2-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Veuve-2-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Veuve-2-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Veuve-2-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19497, 3515, '_wp_attached_file', '2018/09/Veuve-3-C1-1920_800.jpg'), (19498, 3515, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:31:\"2018/09/Veuve-3-C1-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"Veuve-3-C1-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"Veuve-3-C1-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"Veuve-3-C1-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"Veuve-3-C1-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19499, 3516, '_wp_attached_file', '2018/09/Veuve-thumbnail.jpg'), (19500, 3516, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:600;s:4:\"file\";s:27:\"2018/09/Veuve-thumbnail.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"Veuve-thumbnail-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19501, 3512, '_thumbnail_id', '3516'), (19502, 3517, 'work_featured_image', '3513'), (19503, 3517, '_work_featured_image', 'field_5b27eac37a115'), (19504, 3517, 'work_home_featured_color', 'black'), (19505, 3517, '_work_home_featured_color', 'field_5b2bf153536f9'), (19506, 3517, 'work_home_featured_image', ''), (19507, 3517, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19508, 3517, 'work_navigation_color', 'black'), (19509, 3517, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19510, 3517, 'work_colors_text', '#000000'), (19511, 3517, '_work_colors_text', 'field_5b241810bdd49'), (19512, 3517, 'work_colors_accent', '#ec8e00'), (19513, 3517, '_work_colors_accent', 'field_5b241884bdd4a'), (19514, 3517, 'work_colors_bg', '#faa21d'), (19515, 3517, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19516, 3517, 'work_hero_tag', ''), (19517, 3517, '_work_hero_tag', 'field_5b2418cebdd4c'), (19518, 3517, 'work_hero_textcolor', '#ffffff'), (19519, 3517, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19520, 3517, 'work_call_description', 'With its bold spirit and legendary story, Veuve Clicquot set out to prove that it is more than just a drink for celebratory moments.'), (19521, 3517, '_work_call_description', 'field_5b241a9cbdd4f'), (19522, 3517, 'work_call_wedid', ''), (19523, 3517, '_work_call_wedid', 'field_5b241ac4bdd50'), (19524, 3517, 'work_call_image', '3514'), (19525, 3517, '_work_call_image', 'field_5b2906b12feea'), (19526, 3517, 'work_call_image_parallax', '0'), (19527, 3517, '_work_call_image_parallax', 'field_5bad3948c7400'), (19528, 3517, 'work_thework_description', 'It brings luxury with a twist to every moment – from brunch to dancing at the club. Through window and off-premise merchandising displays, we brought this audaciously creative positioning to life, and clearly communicated the brand’s free-spirited attitude across all touch points.'), (19529, 3517, '_work_thework_description', 'field_5b241b1abdd51'), (19530, 3517, 'work_thework_type', 'image'), (19531, 3517, '_work_thework_type', 'field_5b6096188b1fd'), (19532, 3517, 'work_thework_image', '3515'), (19533, 3517, '_work_thework_image', 'field_5b241b76bdd52'), (19534, 3517, 'work_impact_1_type', 'text'), (19535, 3517, '_work_impact_1_type', 'field_5b241c64ed75b'), (19536, 3517, 'work_impact_1_text', ''), (19537, 3517, '_work_impact_1_text', 'field_5b241d21ed75c'), (19538, 3517, 'work_impact_award_option', '0'), (19539, 3517, '_work_impact_award_option', 'field_5b8ec47072930'), (19540, 3517, 'work_impact_2_type', 'none'), (19541, 3517, '_work_impact_2_type', 'field_5b2420871e096'), (19542, 3517, 'work_impact_3_type', 'none'), (19543, 3517, '_work_impact_3_type', 'field_5b2423b7155ca'), (19544, 3517, 'work_impact_4_type', 'none'), (19545, 3517, '_work_impact_4_type', 'field_5b2426034a947'), (19546, 3512, 'work_featured_image', '3513'), (19547, 3512, '_work_featured_image', 'field_5b27eac37a115'), (19548, 3512, 'work_home_featured_color', 'black'), (19549, 3512, '_work_home_featured_color', 'field_5b2bf153536f9'), (19550, 3512, 'work_home_featured_image', ''), (19551, 3512, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19552, 3512, 'work_navigation_color', 'white'), (19553, 3512, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19554, 3512, 'work_colors_text', '#000000'), (19555, 3512, '_work_colors_text', 'field_5b241810bdd49'), (19556, 3512, 'work_colors_accent', '#ec8e00'), (19557, 3512, '_work_colors_accent', 'field_5b241884bdd4a'), (19558, 3512, 'work_colors_bg', '#faa21d'), (19559, 3512, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19560, 3512, 'work_hero_tag', 'Veuve Clicquot'), (19561, 3512, '_work_hero_tag', 'field_5b2418cebdd4c'), (19562, 3512, 'work_hero_textcolor', '#ffffff'), (19563, 3512, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19564, 3512, 'work_call_description', 'With its bold spirit and legendary story, Veuve Clicquot set out to prove that it is more than just a drink for celebratory moments.'), (19565, 3512, '_work_call_description', 'field_5b241a9cbdd4f'), (19566, 3512, 'work_call_wedid', 'Design Strategy\r\nBrand Experience\r\nRetail Activation\r\nCampaign Development'), (19567, 3512, '_work_call_wedid', 'field_5b241ac4bdd50'), (19568, 3512, 'work_call_image', '3514'), (19569, 3512, '_work_call_image', 'field_5b2906b12feea'), (19570, 3512, 'work_call_image_parallax', '1'), (19571, 3512, '_work_call_image_parallax', 'field_5bad3948c7400'), (19572, 3512, 'work_thework_description', 'It brings luxury with a twist to every moment – from brunch to dancing at the club. Through window and off-premise merchandising displays, we brought this audaciously creative positioning to life, and clearly communicated the brand’s free-spirited attitude across all touch points.'), (19573, 3512, '_work_thework_description', 'field_5b241b1abdd51'), (19574, 3512, 'work_thework_type', 'images'), (19575, 3512, '_work_thework_type', 'field_5b6096188b1fd'), (19576, 3512, 'work_thework_image', '3515'), (19577, 3512, '_work_thework_image', 'field_5b241b76bdd52'), (19578, 3512, 'work_impact_1_type', 'none'), (19579, 3512, '_work_impact_1_type', 'field_5b241c64ed75b'), (19580, 3512, 'work_impact_1_text', 'Lorem Ipsum'), (19581, 3512, '_work_impact_1_text', 'field_5b241d21ed75c'), (19582, 3512, 'work_impact_award_option', '0'), (19583, 3512, '_work_impact_award_option', 'field_5b8ec47072930'), (19584, 3512, 'work_impact_2_type', 'none'), (19585, 3512, '_work_impact_2_type', 'field_5b2420871e096'), (19586, 3512, 'work_impact_3_type', 'none'), (19587, 3512, '_work_impact_3_type', 'field_5b2423b7155ca'), (19588, 3512, 'work_impact_4_type', 'none'), (19589, 3512, '_work_impact_4_type', 'field_5b2426034a947'), (19590, 3518, 'work_featured_image', '3513'), (19591, 3518, '_work_featured_image', 'field_5b27eac37a115'), (19592, 3518, 'work_home_featured_color', 'black'), (19593, 3518, '_work_home_featured_color', 'field_5b2bf153536f9'), (19594, 3518, 'work_home_featured_image', ''), (19595, 3518, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19596, 3518, 'work_navigation_color', 'black'), (19597, 3518, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19598, 3518, 'work_colors_text', '#000000'), (19599, 3518, '_work_colors_text', 'field_5b241810bdd49'), (19600, 3518, 'work_colors_accent', '#ec8e00'), (19601, 3518, '_work_colors_accent', 'field_5b241884bdd4a'), (19602, 3518, 'work_colors_bg', '#faa21d'), (19603, 3518, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19604, 3518, 'work_hero_tag', 'Veuve Clicquot'), (19605, 3518, '_work_hero_tag', 'field_5b2418cebdd4c'), (19606, 3518, 'work_hero_textcolor', '#ffffff'), (19607, 3518, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19608, 3518, 'work_call_description', 'With its bold spirit and legendary story, Veuve Clicquot set out to prove that it is more than just a drink for celebratory moments.'), (19609, 3518, '_work_call_description', 'field_5b241a9cbdd4f'), (19610, 3518, 'work_call_wedid', ''), (19611, 3518, '_work_call_wedid', 'field_5b241ac4bdd50'), (19612, 3518, 'work_call_image', '3514'), (19613, 3518, '_work_call_image', 'field_5b2906b12feea'), (19614, 3518, 'work_call_image_parallax', '0'), (19615, 3518, '_work_call_image_parallax', 'field_5bad3948c7400'), (19616, 3518, 'work_thework_description', 'It brings luxury with a twist to every moment – from brunch to dancing at the club. Through window and off-premise merchandising displays, we brought this audaciously creative positioning to life, and clearly communicated the brand’s free-spirited attitude across all touch points.'), (19617, 3518, '_work_thework_description', 'field_5b241b1abdd51'), (19618, 3518, 'work_thework_type', 'image'), (19619, 3518, '_work_thework_type', 'field_5b6096188b1fd'), (19620, 3518, 'work_thework_image', '3515'), (19621, 3518, '_work_thework_image', 'field_5b241b76bdd52'), (19622, 3518, 'work_impact_1_type', 'text'), (19623, 3518, '_work_impact_1_type', 'field_5b241c64ed75b'), (19624, 3518, 'work_impact_1_text', ''), (19625, 3518, '_work_impact_1_text', 'field_5b241d21ed75c'), (19626, 3518, 'work_impact_award_option', '0'), (19627, 3518, '_work_impact_award_option', 'field_5b8ec47072930'), (19628, 3518, 'work_impact_2_type', 'none'), (19629, 3518, '_work_impact_2_type', 'field_5b2420871e096'), (19630, 3518, 'work_impact_3_type', 'none'), (19631, 3518, '_work_impact_3_type', 'field_5b2423b7155ca'), (19632, 3518, 'work_impact_4_type', 'none'), (19633, 3518, '_work_impact_4_type', 'field_5b2426034a947'), (19634, 3519, '_edit_lock', '1538159034:2'), (19635, 3519, '_edit_last', '2'), (19636, 3520, '_wp_attached_file', '2018/09/Vyze-1-1920_1080.jpg'), (19637, 3520, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:28:\"2018/09/Vyze-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"Vyze-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"Vyze-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"Vyze-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"Vyze-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19638, 3519, '_wp_trash_meta_status', 'draft'), (19639, 3519, '_wp_trash_meta_time', '1538159041'), (19640, 3519, '_wp_desired_post_slug', ''), (19641, 3522, 'about_hero_type', 'video'), (19642, 3522, '_about_hero_type', 'field_5b44c302632e9'), (19643, 3522, 'about_hero_video', '291947410'), (19644, 3522, '_about_hero_video', 'field_5b21649a9ffaf'), (19645, 3522, 'about_info_title', 'We create brand experiences designed for cultural and commercial impact.'), (19646, 3522, '_about_info_title', 'field_5b21654d9ffb3'), (19647, 3522, 'about_info_topic_0_about_info_topic_icon', '553'), (19648, 3522, '_about_info_topic_0_about_info_topic_icon', 'field_5b21684cba796'), (19649, 3522, 'about_info_topic_0_about_info_topic_title', 'Strategy'), (19650, 3522, '_about_info_topic_0_about_info_topic_title', 'field_5b2167bdba793'), (19651, 3522, 'about_info_topic_0_about_info_topic_subtitle', 'Research & Insights | Purpose, Meaning & Story | Positioning | Architecture'), (19652, 3522, '_about_info_topic_0_about_info_topic_subtitle', 'field_5b216811ba794'), (19653, 3522, 'about_info_topic_0_about_info_topic_description', 'Complexity is the enemy. \r\nAt CBX we believe in strategy that is dynamic, actionable, and stunningly clear. We blend analytical rigor and design thinking to bring simple, powerful ideas into focus.'), (19654, 3522, '_about_info_topic_0_about_info_topic_description', 'field_5b216824ba795'), (19655, 3522, 'about_info_topic_1_about_info_topic_icon', '555'), (19656, 3522, '_about_info_topic_1_about_info_topic_icon', 'field_5b21684cba796'), (19657, 3522, 'about_info_topic_1_about_info_topic_title', 'Verbal Strategy'), (19658, 3522, '_about_info_topic_1_about_info_topic_title', 'field_5b2167bdba793'), (19659, 3522, 'about_info_topic_1_about_info_topic_subtitle', 'Naming | Nomenclature Systems | Linguistics & Trademark | Messaging | Voice'), (19660, 3522, '_about_info_topic_1_about_info_topic_subtitle', 'field_5b216811ba794'), (19661, 3522, 'about_info_topic_1_about_info_topic_description', 'Choose your words wisely. \r\nIn the modern landscape of voice recognition technology, AI and the IoT, a comprehensive verbal brand strategy is more important than ever. Our naming, voice and messaging experts create distinct, dynamic verbal identities that help brands drive connection – from retail aisles, to Facebook feeds, to Alexa on the kitchen counter. '), (19662, 3522, '_about_info_topic_1_about_info_topic_description', 'field_5b216824ba795'), (19663, 3522, 'about_info_topic_2_about_info_topic_icon', '556'), (19664, 3522, '_about_info_topic_2_about_info_topic_icon', 'field_5b21684cba796'), (19665, 3522, 'about_info_topic_2_about_info_topic_title', 'Design'), (19666, 3522, '_about_info_topic_2_about_info_topic_title', 'field_5b2167bdba793'), (19667, 3522, 'about_info_topic_2_about_info_topic_subtitle', 'Design Strategy | Package Design | Identity Design | Retail & Environment Design'), (19668, 3522, '_about_info_topic_2_about_info_topic_subtitle', 'field_5b216811ba794'), (19669, 3522, 'about_info_topic_2_about_info_topic_description', 'Design thinks as Design does. \r\nDesign is more than mere aesthetic. Design is how we help our clients think and act in ways that influence consumer behavior. Our approach is disciplined. Our methods are agile and collaborative. And our success is always measured by the impact we deliver. '), (19670, 3522, '_about_info_topic_2_about_info_topic_description', 'field_5b216824ba795'), (19671, 3522, 'about_info_topic_3_about_info_topic_icon', '557'), (19672, 3522, '_about_info_topic_3_about_info_topic_icon', 'field_5b21684cba796'), (19673, 3522, 'about_info_topic_3_about_info_topic_title', 'Experience & Activation'), (19674, 3522, '_about_info_topic_3_about_info_topic_title', 'field_5b2167bdba793'), (19675, 3522, 'about_info_topic_3_about_info_topic_subtitle', 'Brand Experience Events | Retail Activation | Brand Launches | Internal Brand Activation'), (19676, 3522, '_about_info_topic_3_about_info_topic_subtitle', 'field_5b216811ba794'), (19677, 3522, 'about_info_topic_3_about_info_topic_description', 'Have you ever been experienced? \r\nBrands are systems of engagement - the sum total of every interaction consumers and employees encounter. CBX Experience and Activation conceives, creates and produces high-impact brand experiences that transform consumers into advocates and employees into evangelists.'), (19678, 3522, '_about_info_topic_3_about_info_topic_description', 'field_5b216824ba795'), (19679, 3522, 'about_info_topic_4_about_info_topic_icon', '558'), (19680, 3522, '_about_info_topic_4_about_info_topic_icon', 'field_5b21684cba796'), (19681, 3522, 'about_info_topic_4_about_info_topic_title', 'Innovation'), (19682, 3522, '_about_info_topic_4_about_info_topic_title', 'field_5b2167bdba793'), (19683, 3522, 'about_info_topic_4_about_info_topic_subtitle', 'New Product, Service & Experience Design | Rapid Prototyping | Brand Growth Platforms'), (19684, 3522, '_about_info_topic_4_about_info_topic_subtitle', 'field_5b216811ba794'), (19685, 3522, 'about_info_topic_4_about_info_topic_description', 'We live in beta (and so should your brand). \r\nInnovation is no longer an option for brands today – it’s the new state of normal. At CBX we continuously explore growth opportunities through the lens of Culture, Brand and People. We work seamlessly and efficiently with our clients, consumers, and subject matter experts. We make. We test. We learn. And we always move forward. '), (19686, 3522, '_about_info_topic_4_about_info_topic_description', 'field_5b216824ba795'), (19687, 3522, 'about_info_topic', '5'), (19688, 3522, '_about_info_topic', 'field_5b2166edba792'), (19689, 3522, 'about_team_title', 'We believe connecting to the lives of people is what matters most.'), (19690, 3522, '_about_team_title', 'field_5b2165259ffb2'), (19691, 3523, 'home_hero_type', 'video'), (19692, 3523, '_home_hero_type', 'field_5b44bee446a4c'), (19693, 3523, 'home_hero_video', '292226219'), (19694, 3523, '_home_hero_video', 'field_5b2bdf69d88aa'), (19695, 3523, 'home_featured_work_0_home_featured_work_item', '45'), (19696, 3523, '_home_featured_work_0_home_featured_work_item', 'field_5b2be1ead88ac'), (19697, 3523, 'home_featured_work_1_home_featured_work_item', '31'), (19698, 3523, '_home_featured_work_1_home_featured_work_item', 'field_5b2be1ead88ac'), (19699, 3523, 'home_featured_work_2_home_featured_work_item', '47'), (19700, 3523, '_home_featured_work_2_home_featured_work_item', 'field_5b2be1ead88ac'), (19701, 3523, 'home_featured_work_3_home_featured_work_item', '43'), (19702, 3523, '_home_featured_work_3_home_featured_work_item', 'field_5b2be1ead88ac'), (19703, 3523, 'home_featured_work', '4'), (19704, 3523, '_home_featured_work', 'field_5b2be1a1d88ab'), (19705, 1108, '_edit_last', '2'), (19706, 3524, 'thinking_hero_type', 'image'), (19707, 3524, '_thinking_hero_type', 'field_5b49f1bbea434'), (19708, 3524, 'thinking_hero_image', '1173'), (19709, 3524, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19710, 1108, 'thinking_hero_type', 'image'), (19711, 1108, '_thinking_hero_type', 'field_5b49f1bbea434'), (19712, 1108, 'thinking_hero_image', '1173'), (19713, 1108, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19714, 1107, '_edit_lock', '1538170064:2'), (19715, 1107, '_edit_last', '2'), (19716, 3525, 'thinking_hero_type', 'image'), (19717, 3525, '_thinking_hero_type', 'field_5b49f1bbea434'), (19718, 3525, 'thinking_hero_image', '1169'), (19719, 3525, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19720, 1107, 'thinking_hero_type', 'image'), (19721, 1107, '_thinking_hero_type', 'field_5b49f1bbea434'), (19722, 1107, 'thinking_hero_image', '1169'), (19723, 1107, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19724, 1105, '_edit_lock', '1538170011:2'), (19725, 1105, '_edit_last', '2'), (19726, 3526, 'thinking_hero_type', 'image'), (19727, 3526, '_thinking_hero_type', 'field_5b49f1bbea434'), (19728, 3526, 'thinking_hero_image', '1167'), (19729, 3526, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19730, 1105, 'thinking_hero_type', 'image'), (19731, 1105, '_thinking_hero_type', 'field_5b49f1bbea434'), (19732, 1105, 'thinking_hero_image', '1167'), (19733, 1105, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19734, 1103, '_edit_lock', '1538170157:2'), (19735, 1103, '_edit_last', '2'), (19736, 3528, 'thinking_hero_type', 'image'), (19737, 3528, '_thinking_hero_type', 'field_5b49f1bbea434'), (19738, 3528, 'thinking_hero_image', '1162'), (19739, 3528, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19740, 1103, 'thinking_hero_type', 'image'), (19741, 1103, '_thinking_hero_type', 'field_5b49f1bbea434'), (19742, 1103, 'thinking_hero_image', '1162'), (19743, 1103, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19744, 1099, '_edit_lock', '1538170314:2'), (19745, 1099, '_edit_last', '2'), (19746, 3529, 'thinking_hero_type', 'image'), (19747, 3529, '_thinking_hero_type', 'field_5b49f1bbea434'), (19748, 3529, 'thinking_hero_image', '1165'), (19749, 3529, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19750, 1099, 'thinking_hero_type', 'image'), (19751, 1099, '_thinking_hero_type', 'field_5b49f1bbea434'), (19752, 1099, 'thinking_hero_image', '1165'), (19753, 1099, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19754, 2305, '_edit_lock', '1538171605:2'), (19755, 2305, '_edit_last', '2'), (19756, 3530, 'thinking_hero_type', 'image'), (19757, 3530, '_thinking_hero_type', 'field_5b49f1bbea434'), (19758, 3530, 'thinking_hero_image', '3500'), (19759, 3530, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19760, 2305, 'thinking_hero_type', 'image'), (19761, 2305, '_thinking_hero_type', 'field_5b49f1bbea434'), (19762, 2305, 'thinking_hero_image', '3500'), (19763, 2305, '_thinking_hero_image', 'field_5b27ece0d75c4'), (19764, 3531, '_wp_attached_file', '2018/09/Valvoline-5-1920_1080.jpg'), (19765, 3531, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:33:\"2018/09/Valvoline-5-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"Valvoline-5-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"Valvoline-5-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"Valvoline-5-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"Valvoline-5-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19766, 3532, '_wp_attached_file', '2018/09/Valvoline-3-1920_800.jpg'), (19767, 3532, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:32:\"2018/09/Valvoline-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"Valvoline-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"Valvoline-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:33:\"Valvoline-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"Valvoline-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (19768, 3533, 'work_featured_image', '3505'), (19769, 3533, '_work_featured_image', 'field_5b27eac37a115'), (19770, 3533, 'work_home_featured_color', 'black'), (19771, 3533, '_work_home_featured_color', 'field_5b2bf153536f9'), (19772, 3533, 'work_home_featured_image', ''), (19773, 3533, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19774, 3533, 'work_navigation_color', 'black'), (19775, 3533, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19776, 3533, 'work_colors_text', '#ffffff'), (19777, 3533, '_work_colors_text', 'field_5b241810bdd49'), (19778, 3533, 'work_colors_accent', '#292929'), (19779, 3533, '_work_colors_accent', 'field_5b241884bdd4a'), (19780, 3533, 'work_colors_bg', '#000000'), (19781, 3533, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19782, 3533, 'work_hero_tag', 'Valvoline'), (19783, 3533, '_work_hero_tag', 'field_5b2418cebdd4c'), (19784, 3533, 'work_hero_textcolor', '#ffffff'), (19785, 3533, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19786, 3533, 'work_call_description', 'Valvoline is a leader in engine maintenance with over 150 years under the hood. But the brand was lagging in the stagnant DIY motor oil category.\r\nTeam Valvoline partnered with CBX to bring innovation to the DIY motor oil category that would add material value to the user experience, simplify the shopping experience, and elevate the brand.'), (19787, 3533, '_work_call_description', 'field_5b241a9cbdd4f'), (19788, 3533, 'work_call_wedid', 'Innovation\r\nBrand Architecture\r\nDesign Strategy\r\nPackaging Design\r\nStructural Design'), (19789, 3533, '_work_call_wedid', 'field_5b241ac4bdd50'), (19790, 3533, 'work_call_image', '3506'), (19791, 3533, '_work_call_image', 'field_5b2906b12feea'), (19792, 3533, 'work_call_image_parallax', '1'), (19793, 3533, '_work_call_image_parallax', 'field_5bad3948c7400'), (19794, 3533, 'work_thework_description', 'User research identified pouring as a primary pain point in the oil changing process. The experience is messy and often wasteful when as much oil ends up on the garage floor as in your engine.\r\n\r\nThrough an iterative, user-centric design innovation process, the CBX team identified an opportunity to improve the balance of the bottle and the performance of the pour spout. The new design provides a significantly more satisfying oil changing experience with far less mess and waste.\r\n\r\nAdditionally, we simplified the portfolio architecture and on-pack communication to make it easier for shoppers to find the product they’re looking for.'), (19795, 3533, '_work_thework_description', 'field_5b241b1abdd51'), (19796, 3533, 'work_thework_type', 'image'), (19797, 3533, '_work_thework_type', 'field_5b6096188b1fd'), (19798, 3533, 'work_thework_image', '3532'), (19799, 3533, '_work_thework_image', 'field_5b241b76bdd52'), (19800, 3533, 'work_impact_1_type', 'text'), (19801, 3533, '_work_impact_1_type', 'field_5b241c64ed75b'), (19802, 3533, 'work_impact_1_text', '• Named 2018 Product of the Year in the Car Care Category'), (19803, 3533, '_work_impact_1_text', 'field_5b241d21ed75c'), (19804, 3533, 'work_impact_award_option', '0'), (19805, 3533, '_work_impact_award_option', 'field_5b8ec47072930'), (19806, 3533, 'work_impact_2_type', 'image'), (19807, 3533, '_work_impact_2_type', 'field_5b2420871e096'), (19808, 3533, 'work_impact_2_image', '3507'), (19809, 3533, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (19810, 3533, 'work_impact_3_type', 'image'), (19811, 3533, '_work_impact_3_type', 'field_5b2423b7155ca'), (19812, 3533, 'work_impact_3_image', '3531'), (19813, 3533, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (19814, 3533, 'work_impact_4_type', 'none'), (19815, 3533, '_work_impact_4_type', 'field_5b2426034a947'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (19816, 3504, 'work_impact_2_image', '3507'), (19817, 3504, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (19818, 3504, 'work_impact_3_image', '3531'), (19819, 3504, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (19820, 3534, 'work_featured_image', '3513'), (19821, 3534, '_work_featured_image', 'field_5b27eac37a115'), (19822, 3534, 'work_home_featured_color', 'black'), (19823, 3534, '_work_home_featured_color', 'field_5b2bf153536f9'), (19824, 3534, 'work_home_featured_image', ''), (19825, 3534, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19826, 3534, 'work_navigation_color', 'black'), (19827, 3534, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19828, 3534, 'work_colors_text', '#000000'), (19829, 3534, '_work_colors_text', 'field_5b241810bdd49'), (19830, 3534, 'work_colors_accent', '#ec8e00'), (19831, 3534, '_work_colors_accent', 'field_5b241884bdd4a'), (19832, 3534, 'work_colors_bg', '#faa21d'), (19833, 3534, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19834, 3534, 'work_hero_tag', 'Veuve Clicquot'), (19835, 3534, '_work_hero_tag', 'field_5b2418cebdd4c'), (19836, 3534, 'work_hero_textcolor', '#ffffff'), (19837, 3534, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19838, 3534, 'work_call_description', 'With its bold spirit and legendary story, Veuve Clicquot set out to prove that it is more than just a drink for celebratory moments.'), (19839, 3534, '_work_call_description', 'field_5b241a9cbdd4f'), (19840, 3534, 'work_call_wedid', 'Design Strategy\r\nBrand Experience\r\nRetail Activation\r\nCampaign Development'), (19841, 3534, '_work_call_wedid', 'field_5b241ac4bdd50'), (19842, 3534, 'work_call_image', '3514'), (19843, 3534, '_work_call_image', 'field_5b2906b12feea'), (19844, 3534, 'work_call_image_parallax', '0'), (19845, 3534, '_work_call_image_parallax', 'field_5bad3948c7400'), (19846, 3534, 'work_thework_description', 'It brings luxury with a twist to every moment – from brunch to dancing at the club. Through window and off-premise merchandising displays, we brought this audaciously creative positioning to life, and clearly communicated the brand’s free-spirited attitude across all touch points.'), (19847, 3534, '_work_thework_description', 'field_5b241b1abdd51'), (19848, 3534, 'work_thework_type', 'image'), (19849, 3534, '_work_thework_type', 'field_5b6096188b1fd'), (19850, 3534, 'work_thework_image', '3515'), (19851, 3534, '_work_thework_image', 'field_5b241b76bdd52'), (19852, 3534, 'work_impact_1_type', 'text'), (19853, 3534, '_work_impact_1_type', 'field_5b241c64ed75b'), (19854, 3534, 'work_impact_1_text', ''), (19855, 3534, '_work_impact_1_text', 'field_5b241d21ed75c'), (19856, 3534, 'work_impact_award_option', '0'), (19857, 3534, '_work_impact_award_option', 'field_5b8ec47072930'), (19858, 3534, 'work_impact_2_type', 'none'), (19859, 3534, '_work_impact_2_type', 'field_5b2420871e096'), (19860, 3534, 'work_impact_3_type', 'none'), (19861, 3534, '_work_impact_3_type', 'field_5b2423b7155ca'), (19862, 3534, 'work_impact_4_type', 'none'), (19863, 3534, '_work_impact_4_type', 'field_5b2426034a947'), (19864, 3535, 'work_featured_image', '3499'), (19865, 3535, '_work_featured_image', 'field_5b27eac37a115'), (19866, 3535, 'work_home_featured_color', 'black'), (19867, 3535, '_work_home_featured_color', 'field_5b2bf153536f9'), (19868, 3535, 'work_home_featured_image', ''), (19869, 3535, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19870, 3535, 'work_navigation_color', 'black'), (19871, 3535, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19872, 3535, 'work_colors_text', '#000000'), (19873, 3535, '_work_colors_text', 'field_5b241810bdd49'), (19874, 3535, 'work_colors_accent', '#3fb6d5'), (19875, 3535, '_work_colors_accent', 'field_5b241884bdd4a'), (19876, 3535, 'work_colors_bg', '#69def9'), (19877, 3535, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19878, 3535, 'work_hero_tag', 'She Should Run'), (19879, 3535, '_work_hero_tag', 'field_5b2418cebdd4c'), (19880, 3535, 'work_hero_textcolor', '#000000'), (19881, 3535, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19882, 3535, 'work_call_description', 'She Should Run is a non-partisan national network that inspires women and girls to get in the race for public leadership.'), (19883, 3535, '_work_call_description', 'field_5b241a9cbdd4f'), (19884, 3535, 'work_call_wedid', 'Brand Voice\r\nMessaging\r\nDesign Strategy\r\nCampaign Development'), (19885, 3535, '_work_call_wedid', 'field_5b241ac4bdd50'), (19886, 3535, 'work_call_image', '3500'), (19887, 3535, '_work_call_image', 'field_5b2906b12feea'), (19888, 3535, 'work_call_image_parallax', '0'), (19889, 3535, '_work_call_image_parallax', 'field_5bad3948c7400'), (19890, 3535, 'work_thework_description', 'It needed a unifying messaging and voice framework to deliver clear compelling communications. The new She Should Run voice establishes a clear direction for the future—inspiring new generations of women to pursue a more perfect union.'), (19891, 3535, '_work_thework_description', 'field_5b241b1abdd51'), (19892, 3535, 'work_thework_type', 'image'), (19893, 3535, '_work_thework_type', 'field_5b6096188b1fd'), (19894, 3535, 'work_thework_image', '3501'), (19895, 3535, '_work_thework_image', 'field_5b241b76bdd52'), (19896, 3535, 'work_impact_1_type', 'text'), (19897, 3535, '_work_impact_1_type', 'field_5b241c64ed75b'), (19898, 3535, 'work_impact_1_text', ''), (19899, 3535, '_work_impact_1_text', 'field_5b241d21ed75c'), (19900, 3535, 'work_impact_award_option', '0'), (19901, 3535, '_work_impact_award_option', 'field_5b8ec47072930'), (19902, 3535, 'work_impact_2_type', 'none'), (19903, 3535, '_work_impact_2_type', 'field_5b2420871e096'), (19904, 3535, 'work_impact_3_type', 'none'), (19905, 3535, '_work_impact_3_type', 'field_5b2423b7155ca'), (19906, 3535, 'work_impact_4_type', 'none'), (19907, 3535, '_work_impact_4_type', 'field_5b2426034a947'), (19908, 3536, 'work_featured_image', '3493'), (19909, 3536, '_work_featured_image', 'field_5b27eac37a115'), (19910, 3536, 'work_home_featured_color', 'black'), (19911, 3536, '_work_home_featured_color', 'field_5b2bf153536f9'), (19912, 3536, 'work_home_featured_image', ''), (19913, 3536, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19914, 3536, 'work_navigation_color', 'black'), (19915, 3536, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19916, 3536, 'work_colors_text', '#ffffff'), (19917, 3536, '_work_colors_text', 'field_5b241810bdd49'), (19918, 3536, 'work_colors_accent', '#241f1f'), (19919, 3536, '_work_colors_accent', 'field_5b241884bdd4a'), (19920, 3536, 'work_colors_bg', '#000000'), (19921, 3536, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19922, 3536, 'work_hero_tag', 'Man Cave Meats'), (19923, 3536, '_work_hero_tag', 'field_5b2418cebdd4c'), (19924, 3536, 'work_hero_textcolor', '#ffffff'), (19925, 3536, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19926, 3536, 'work_call_description', 'Man Cave began as a small craft brand with a big ambition: to bring its bold flavors of meat beyond its hometown of Minneapolis to over 500 groceries nationwide. It needed to create a brand as big and bold as its appetite for growth.'), (19927, 3536, '_work_call_description', 'field_5b241a9cbdd4f'), (19928, 3536, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (19929, 3536, '_work_call_wedid', 'field_5b241ac4bdd50'), (19930, 3536, 'work_call_image', '3494'), (19931, 3536, '_work_call_image', 'field_5b2906b12feea'), (19932, 3536, 'work_call_image_parallax', '0'), (19933, 3536, '_work_call_image_parallax', 'field_5bad3948c7400'), (19934, 3536, 'work_thework_description', 'Design clichés of craftsmanship and quality were not going to cut it. The brand needed to identify a unique and authentic identity in order to earn its way on shelf and break through.\r\n\r\nThrough our highly collaborative approach we developed a brand identity that was as bold and irreverent as the founders and their product. The design language cues a modern artisanal sensibility and completely stands apart from the competition at shelf.'), (19935, 3536, '_work_thework_description', 'field_5b241b1abdd51'), (19936, 3536, 'work_thework_type', 'image'), (19937, 3536, '_work_thework_type', 'field_5b6096188b1fd'), (19938, 3536, 'work_thework_image', '3495'), (19939, 3536, '_work_thework_image', 'field_5b241b76bdd52'), (19940, 3536, 'work_impact_1_type', 'text'), (19941, 3536, '_work_impact_1_type', 'field_5b241c64ed75b'), (19942, 3536, 'work_impact_1_text', '• The Man Cave design was the recipient of a Pent Award for packaging excellence.\r\n\r\n• Established a completely new design language for the category.'), (19943, 3536, '_work_impact_1_text', 'field_5b241d21ed75c'), (19944, 3536, 'work_impact_award_option', '0'), (19945, 3536, '_work_impact_award_option', 'field_5b8ec47072930'), (19946, 3536, 'work_impact_2_type', 'none'), (19947, 3536, '_work_impact_2_type', 'field_5b2420871e096'), (19948, 3536, 'work_impact_3_type', 'none'), (19949, 3536, '_work_impact_3_type', 'field_5b2423b7155ca'), (19950, 3536, 'work_impact_4_type', 'none'), (19951, 3536, '_work_impact_4_type', 'field_5b2426034a947'), (19952, 3537, 'work_featured_image', '3481'), (19953, 3537, '_work_featured_image', 'field_5b27eac37a115'), (19954, 3537, 'work_home_featured_color', 'black'), (19955, 3537, '_work_home_featured_color', 'field_5b2bf153536f9'), (19956, 3537, 'work_home_featured_image', ''), (19957, 3537, '_work_home_featured_image', 'field_5b2bddcd3c783'), (19958, 3537, 'work_navigation_color', 'black'), (19959, 3537, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (19960, 3537, 'work_colors_text', '#ffffff'), (19961, 3537, '_work_colors_text', 'field_5b241810bdd49'), (19962, 3537, 'work_colors_accent', '#003f7e'), (19963, 3537, '_work_colors_accent', 'field_5b241884bdd4a'), (19964, 3537, 'work_colors_bg', '#052a4f'), (19965, 3537, '_work_colors_bg', 'field_5b2418a3bdd4b'), (19966, 3537, 'work_hero_tag', 'Gold Medal'), (19967, 3537, '_work_hero_tag', 'field_5b2418cebdd4c'), (19968, 3537, 'work_hero_textcolor', '#ffffff'), (19969, 3537, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (19970, 3537, 'work_call_description', 'Gold Medal is a brand that not only gave rise to the company we now know as General Mills, it helped build the town they affectionately call Mill City (aka Minneapolis).\r\n\r\nAs new, more premium flour brands were gaining traction, Gold Medal had lost its way.'), (19971, 3537, '_work_call_description', 'field_5b241a9cbdd4f'), (19972, 3537, 'work_call_wedid', 'Brand Purpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (19973, 3537, '_work_call_wedid', 'field_5b241ac4bdd50'), (19974, 3537, 'work_call_image', '3482'), (19975, 3537, '_work_call_image', 'field_5b2906b12feea'), (19976, 3537, 'work_call_image_parallax', '0'), (19977, 3537, '_work_call_image_parallax', 'field_5bad3948c7400'), (19978, 3537, 'work_thework_description', 'Bakers have a need for the structure and control that enables them to create and recreate - through exacting recipes, careful choreography, and oral traditions - the same experiences again and again. They want a standard of quality they can rely on. As Millers, the Gold Medal was the symbol for that unwavering standard and reliability that needed to bring forward.\r\n\r\nWe defined the brand’s purpose and meaning and the visual and verbal language that best communicated its story and experience.\r\n\r\nOur packing redesign leveraged the strength and proud heritage of the brand as a leader in the category for over 100 years.'), (19979, 3537, '_work_thework_description', 'field_5b241b1abdd51'), (19980, 3537, 'work_thework_type', 'image'), (19981, 3537, '_work_thework_type', 'field_5b6096188b1fd'), (19982, 3537, 'work_thework_image', '3483'), (19983, 3537, '_work_thework_image', 'field_5b241b76bdd52'), (19984, 3537, 'work_impact_1_type', 'text'), (19985, 3537, '_work_impact_1_type', 'field_5b241c64ed75b'), (19986, 3537, 'work_impact_1_text', ''), (19987, 3537, '_work_impact_1_text', 'field_5b241d21ed75c'), (19988, 3537, 'work_impact_award_option', '0'), (19989, 3537, '_work_impact_award_option', 'field_5b8ec47072930'), (19990, 3537, 'work_impact_2_type', 'none'), (19991, 3537, '_work_impact_2_type', 'field_5b2420871e096'), (19992, 3537, 'work_impact_3_type', 'none'), (19993, 3537, '_work_impact_3_type', 'field_5b2423b7155ca'), (19994, 3537, 'work_impact_4_type', 'none'), (19995, 3537, '_work_impact_4_type', 'field_5b2426034a947'), (19996, 3538, 'work_featured_image', '3475'), (19997, 3538, '_work_featured_image', 'field_5b27eac37a115'), (19998, 3538, 'work_home_featured_color', 'black'), (19999, 3538, '_work_home_featured_color', 'field_5b2bf153536f9'), (20000, 3538, 'work_home_featured_image', ''), (20001, 3538, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20002, 3538, 'work_navigation_color', 'black'), (20003, 3538, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20004, 3538, 'work_colors_text', '#ffffff'), (20005, 3538, '_work_colors_text', 'field_5b241810bdd49'), (20006, 3538, 'work_colors_accent', '#0e2863'), (20007, 3538, '_work_colors_accent', 'field_5b241884bdd4a'), (20008, 3538, 'work_colors_bg', '#051333'), (20009, 3538, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20010, 3538, 'work_hero_tag', 'BMW / Sotheby\'s'), (20011, 3538, '_work_hero_tag', 'field_5b2418cebdd4c'), (20012, 3538, 'work_hero_textcolor', '#ffffff'), (20013, 3538, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20014, 3538, 'work_call_description', 'Sotheby’s is one of the world’s most renowned and reputable auction houses. For The Armory Show in New York, one of the busiest times of the year for the global art elite, Sotheby’s wanted to create a one-of-a-kind experience for their top-tier clientele.'), (20015, 3538, '_work_call_description', 'field_5b241a9cbdd4f'), (20016, 3538, 'work_call_wedid', 'Brand Experience'), (20017, 3538, '_work_call_wedid', 'field_5b241ac4bdd50'), (20018, 3538, 'work_call_image', '3476'), (20019, 3538, '_work_call_image', 'field_5b2906b12feea'), (20020, 3538, 'work_call_image_parallax', '1'), (20021, 3538, '_work_call_image_parallax', 'field_5bad3948c7400'), (20022, 3538, 'work_thework_description', 'CBX collaborated with Sotheby’s and premier partner, BMW to create an unforgettable night combining high-touch gastronomy and interactive art-performance. How do you impress a guest that has everything? An experience they’ll never forget.'), (20023, 3538, '_work_thework_description', 'field_5b241b1abdd51'), (20024, 3538, 'work_thework_type', 'image'), (20025, 3538, '_work_thework_type', 'field_5b6096188b1fd'), (20026, 3538, 'work_thework_image', '3477'), (20027, 3538, '_work_thework_image', 'field_5b241b76bdd52'), (20028, 3538, 'work_impact_1_type', 'text'), (20029, 3538, '_work_impact_1_type', 'field_5b241c64ed75b'), (20030, 3538, 'work_impact_1_text', ''), (20031, 3538, '_work_impact_1_text', 'field_5b241d21ed75c'), (20032, 3538, 'work_impact_award_option', '0'), (20033, 3538, '_work_impact_award_option', 'field_5b8ec47072930'), (20034, 3538, 'work_impact_2_type', 'none'), (20035, 3538, '_work_impact_2_type', 'field_5b2420871e096'), (20036, 3538, 'work_impact_3_type', 'none'), (20037, 3538, '_work_impact_3_type', 'field_5b2423b7155ca'), (20038, 3538, 'work_impact_4_type', 'none'), (20039, 3538, '_work_impact_4_type', 'field_5b2426034a947'), (20040, 3539, 'work_featured_image', '2561'), (20041, 3539, '_work_featured_image', 'field_5b27eac37a115'), (20042, 3539, 'work_home_featured_color', 'black'), (20043, 3539, '_work_home_featured_color', 'field_5b2bf153536f9'), (20044, 3539, 'work_home_featured_image', ''), (20045, 3539, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20046, 3539, 'work_navigation_color', 'black'), (20047, 3539, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20048, 3539, 'work_colors_text', '#ffffff'), (20049, 3539, '_work_colors_text', 'field_5b241810bdd49'), (20050, 3539, 'work_colors_accent', '#352110'), (20051, 3539, '_work_colors_accent', 'field_5b241884bdd4a'), (20052, 3539, 'work_colors_bg', '#1a1008'), (20053, 3539, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20054, 3539, 'work_hero_tag', 'The Art of Shaving'), (20055, 3539, '_work_hero_tag', 'field_5b2418cebdd4c'), (20056, 3539, 'work_hero_textcolor', '#ffffff'), (20057, 3539, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20058, 3539, 'work_call_description', 'After Gillette acquired The Art of Shaving, it needed to deliver The Best A Man Get through a more elevated experience, inspired by its New York City roots.'), (20059, 3539, '_work_call_description', 'field_5b241a9cbdd4f'), (20060, 3539, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (20061, 3539, '_work_call_wedid', 'field_5b241ac4bdd50'), (20062, 3539, 'work_call_image', '2563'), (20063, 3539, '_work_call_image', 'field_5b2906b12feea'), (20064, 3539, 'work_call_image_parallax', '0'), (20065, 3539, '_work_call_image_parallax', 'field_5bad3948c7400'), (20066, 3539, 'work_thework_description', 'The Art of Shaving consumer values the attention given to fine details and craftsmanship. CBX helped to codify the consumer target, brand and experience through a carefully curated brand guide.\r\n\r\nAn AoS monogram was created to give the brand more detailing.\r\n\r\nWe designed vintage razor replacement cartridges to create a more refined, giftable male grooming experience.\r\n\r\nCBX designed the packaging for the Morris Park Collection - a specialty line of razors named after one of the first auto-racing arenas in the United States. The classic colors and details of the packaging and the razor evoke a the timeless style of a vintage race cars.\r\n\r\nThe Lexington Collection packaging was designed to be an ultra-premium experience, inspired by the The Art of Shaving’s first location on Lexingtion Avenue in NYC.'), (20067, 3539, '_work_thework_description', 'field_5b241b1abdd51'), (20068, 3539, 'work_thework_type', 'image'), (20069, 3539, '_work_thework_type', 'field_5b6096188b1fd'), (20070, 3539, 'work_thework_image', '2564'), (20071, 3539, '_work_thework_image', 'field_5b241b76bdd52'), (20072, 3539, 'work_impact_1_type', 'text'), (20073, 3539, '_work_impact_1_type', 'field_5b241c64ed75b'), (20074, 3539, 'work_impact_1_text', 'To Come'), (20075, 3539, '_work_impact_1_text', 'field_5b241d21ed75c'), (20076, 3539, 'work_impact_award_option', '0'), (20077, 3539, '_work_impact_award_option', 'field_5b8ec47072930'), (20078, 3539, 'work_impact_2_type', 'image'), (20079, 3539, '_work_impact_2_type', 'field_5b2420871e096'), (20080, 3539, 'work_impact_2_image', '2565'), (20081, 3539, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (20082, 3539, 'work_impact_3_type', 'image'), (20083, 3539, '_work_impact_3_type', 'field_5b2423b7155ca'), (20084, 3539, 'work_impact_3_image', '2566'), (20085, 3539, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (20086, 3539, 'work_impact_4_type', 'none'), (20087, 3539, '_work_impact_4_type', 'field_5b2426034a947'), (20088, 2560, 'work_call_image_parallax', '0'), (20089, 2560, '_work_call_image_parallax', 'field_5bad3948c7400'), (20090, 3540, 'work_featured_image', '3505'), (20091, 3540, '_work_featured_image', 'field_5b27eac37a115'), (20092, 3540, 'work_home_featured_color', 'black'), (20093, 3540, '_work_home_featured_color', 'field_5b2bf153536f9'), (20094, 3540, 'work_home_featured_image', ''), (20095, 3540, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20096, 3540, 'work_navigation_color', 'black'), (20097, 3540, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20098, 3540, 'work_colors_text', '#ffffff'), (20099, 3540, '_work_colors_text', 'field_5b241810bdd49'), (20100, 3540, 'work_colors_accent', '#292929'), (20101, 3540, '_work_colors_accent', 'field_5b241884bdd4a'), (20102, 3540, 'work_colors_bg', '#000000'), (20103, 3540, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20104, 3540, 'work_hero_tag', 'Valvoline'), (20105, 3540, '_work_hero_tag', 'field_5b2418cebdd4c'), (20106, 3540, 'work_hero_textcolor', '#ffffff'), (20107, 3540, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20108, 3540, 'work_call_description', 'Valvoline is a leader in engine maintenance with over 150 years under the hood. But the brand was lagging in the stagnant DIY motor oil category.\r\nTeam Valvoline partnered with CBX to bring innovation to the DIY motor oil category that would add material value to the user experience, simplify the shopping experience, and elevate the brand.'), (20109, 3540, '_work_call_description', 'field_5b241a9cbdd4f'), (20110, 3540, 'work_call_wedid', 'Innovation\r\nBrand Architecture\r\nDesign Strategy\r\nPackaging Design\r\nStructural Design'), (20111, 3540, '_work_call_wedid', 'field_5b241ac4bdd50'), (20112, 3540, 'work_call_image', '3506'), (20113, 3540, '_work_call_image', 'field_5b2906b12feea'), (20114, 3540, 'work_call_image_parallax', '1'), (20115, 3540, '_work_call_image_parallax', 'field_5bad3948c7400'), (20116, 3540, 'work_thework_description', 'User research identified pouring as a primary pain point in the oil changing process. The experience is messy and often wasteful when as much oil ends up on the garage floor as in your engine.\r\n\r\nThrough an iterative, user-centric design innovation process, the CBX team identified an opportunity to improve the balance of the bottle and the performance of the pour spout. The new design provides a significantly more satisfying oil changing experience with far less mess and waste.\r\n\r\nAdditionally, we simplified the portfolio architecture and on-pack communication to make it easier for shoppers to find the product they’re looking for.'), (20117, 3540, '_work_thework_description', 'field_5b241b1abdd51'), (20118, 3540, 'work_thework_type', 'image'), (20119, 3540, '_work_thework_type', 'field_5b6096188b1fd'), (20120, 3540, 'work_thework_image', '3532'), (20121, 3540, '_work_thework_image', 'field_5b241b76bdd52'), (20122, 3540, 'work_impact_1_type', 'text'), (20123, 3540, '_work_impact_1_type', 'field_5b241c64ed75b'), (20124, 3540, 'work_impact_1_text', '• Named 2018 Product of the Year in the Car Care Category'), (20125, 3540, '_work_impact_1_text', 'field_5b241d21ed75c'), (20126, 3540, 'work_impact_award_option', '0'), (20127, 3540, '_work_impact_award_option', 'field_5b8ec47072930'), (20128, 3540, 'work_impact_2_type', 'quote_image'), (20129, 3540, '_work_impact_2_type', 'field_5b2420871e096'), (20130, 3540, 'work_impact_2_quote-image_text ', 'This new-to-the-world package allowed us to reinvent the process of changing your oil– making it easier than ever before for DIYers to maintain their vehicles'), (20131, 3540, '_work_impact_2_quote-image_text ', 'field_5b2420971e09a'), (20132, 3540, 'work_impact_2_quote-image_author ', 'Heidi Matheys, CMO, Valvoline'), (20133, 3540, '_work_impact_2_quote-image_author ', 'field_5b24209a1e09b'), (20134, 3540, 'work_impact_2_quote-image_image ', '3507'), (20135, 3540, '_work_impact_2_quote-image_image ', 'field_5b24209c1e09c'), (20136, 3540, 'work_impact_2_quote-image_align', 'center'), (20137, 3540, '_work_impact_2_quote-image_align', 'field_5b2bbd19769cd'), (20138, 3540, 'work_impact_3_type', 'image'), (20139, 3540, '_work_impact_3_type', 'field_5b2423b7155ca'), (20140, 3540, 'work_impact_3_quote-image_align', 'center'), (20141, 3540, '_work_impact_3_quote-image_align', 'field_5b2bbd87769ce'), (20142, 3540, 'work_impact_3_image', '3531'), (20143, 3540, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (20144, 3540, 'work_impact_4_type', 'none'), (20145, 3540, '_work_impact_4_type', 'field_5b2426034a947'), (20146, 3540, 'work_impact_4_quote-image_align', 'center'), (20147, 3540, '_work_impact_4_quote-image_align', 'field_5b2bbda1769cf'), (20148, 3504, 'work_impact_2_quote-image_text ', 'This new-to-the-world package allowed us to reinvent the process of changing your oil– making it easier than ever before for DIYers to maintain their vehicles'), (20149, 3504, '_work_impact_2_quote-image_text ', 'field_5b2420971e09a'), (20150, 3504, 'work_impact_2_quote-image_author ', 'Heidi Matheys, CMO, Valvoline'), (20151, 3504, '_work_impact_2_quote-image_author ', 'field_5b24209a1e09b'), (20152, 3504, 'work_impact_2_quote-image_image ', '3507'), (20153, 3504, '_work_impact_2_quote-image_image ', 'field_5b24209c1e09c'), (20154, 3504, 'work_impact_2_quote-image_align', 'center'), (20155, 3504, '_work_impact_2_quote-image_align', 'field_5b2bbd19769cd'), (20156, 3504, 'work_impact_3_quote-image_align', 'center'), (20157, 3504, '_work_impact_3_quote-image_align', 'field_5b2bbd87769ce'), (20158, 3504, 'work_impact_4_quote-image_align', 'center'), (20159, 3504, '_work_impact_4_quote-image_align', 'field_5b2bbda1769cf'), (20160, 3541, 'work_featured_image', '3505'), (20161, 3541, '_work_featured_image', 'field_5b27eac37a115'), (20162, 3541, 'work_home_featured_color', 'black'), (20163, 3541, '_work_home_featured_color', 'field_5b2bf153536f9'), (20164, 3541, 'work_home_featured_image', ''), (20165, 3541, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20166, 3541, 'work_navigation_color', 'black'), (20167, 3541, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20168, 3541, 'work_colors_text', '#ffffff'), (20169, 3541, '_work_colors_text', 'field_5b241810bdd49'), (20170, 3541, 'work_colors_accent', '#292929'), (20171, 3541, '_work_colors_accent', 'field_5b241884bdd4a'), (20172, 3541, 'work_colors_bg', '#000000'), (20173, 3541, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20174, 3541, 'work_hero_tag', 'Valvoline'), (20175, 3541, '_work_hero_tag', 'field_5b2418cebdd4c'), (20176, 3541, 'work_hero_textcolor', '#ffffff'), (20177, 3541, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20178, 3541, 'work_call_description', 'Valvoline is a leader in engine maintenance with over 150 years under the hood. But the brand was lagging in the stagnant DIY motor oil category.\r\nTeam Valvoline partnered with CBX to bring innovation to the DIY motor oil category that would add material value to the user experience, simplify the shopping experience, and elevate the brand.'), (20179, 3541, '_work_call_description', 'field_5b241a9cbdd4f'), (20180, 3541, 'work_call_wedid', 'Innovation\r\nBrand Architecture\r\nDesign Strategy\r\nPackaging Design\r\nStructural Design'), (20181, 3541, '_work_call_wedid', 'field_5b241ac4bdd50'), (20182, 3541, 'work_call_image', '3506'), (20183, 3541, '_work_call_image', 'field_5b2906b12feea'), (20184, 3541, 'work_call_image_parallax', '1'), (20185, 3541, '_work_call_image_parallax', 'field_5bad3948c7400'), (20186, 3541, 'work_thework_description', 'User research identified pouring as a primary pain point in the oil changing process. The experience is messy and often wasteful when as much oil ends up on the garage floor as in your engine.\r\n\r\nThrough an iterative, user-centric design innovation process, the CBX team identified an opportunity to improve the balance of the bottle and the performance of the pour spout. The new design provides a significantly more satisfying oil changing experience with far less mess and waste.\r\n\r\nAdditionally, we simplified the portfolio architecture and on-pack communication to make it easier for shoppers to find the product they’re looking for.'), (20187, 3541, '_work_thework_description', 'field_5b241b1abdd51'), (20188, 3541, 'work_thework_type', 'image'), (20189, 3541, '_work_thework_type', 'field_5b6096188b1fd'), (20190, 3541, 'work_thework_image', '3532'), (20191, 3541, '_work_thework_image', 'field_5b241b76bdd52'), (20192, 3541, 'work_impact_1_type', 'text'), (20193, 3541, '_work_impact_1_type', 'field_5b241c64ed75b'), (20194, 3541, 'work_impact_1_text', '• Named 2018 Product of the Year in the Car Care Category'), (20195, 3541, '_work_impact_1_text', 'field_5b241d21ed75c'), (20196, 3541, 'work_impact_award_option', '0'), (20197, 3541, '_work_impact_award_option', 'field_5b8ec47072930'), (20198, 3541, 'work_impact_2_type', 'image'), (20199, 3541, '_work_impact_2_type', 'field_5b2420871e096'), (20200, 3541, 'work_impact_2_image', '3507'), (20201, 3541, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (20202, 3541, 'work_impact_3_type', 'image'), (20203, 3541, '_work_impact_3_type', 'field_5b2423b7155ca'), (20204, 3541, 'work_impact_3_image', '3531'), (20205, 3541, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (20206, 3541, 'work_impact_4_type', 'none'), (20207, 3541, '_work_impact_4_type', 'field_5b2426034a947'), (20208, 3542, 'thinking_hero_type', 'video'), (20209, 3542, '_thinking_hero_type', 'field_5b49f1bbea434'), (20210, 3542, 'thinking_hero_video', '238073035'), (20211, 3542, '_thinking_hero_video', 'field_5b49f020c86cc'), (20212, 3543, 'thinking_hero_type', 'video'), (20213, 3543, '_thinking_hero_type', 'field_5b49f1bbea434'), (20214, 3543, 'thinking_hero_video', 'https://vimeo.com/238073035'), (20215, 3543, '_thinking_hero_video', 'field_5b49f020c86cc'), (20216, 3545, 'team_position', 'Senior Project Manager'), (20217, 3545, '_team_position', 'field_5b2181360506b'), (20218, 3545, 'team_lastname', 'Hawes'), (20219, 3545, '_team_lastname', 'field_5b2181820506c'), (20220, 3545, 'team_signature', '3382'), (20221, 3545, '_team_signature', 'field_5b8fdef0d30eb'), (20222, 3546, 'team_position', 'CFO'), (20223, 3546, '_team_position', 'field_5b2181360506b'), (20224, 3546, 'team_lastname', 'Berman'), (20225, 3546, '_team_lastname', 'field_5b2181820506c'), (20226, 3546, 'team_signature', '3282'), (20227, 3546, '_team_signature', 'field_5b8fdef0d30eb'), (20228, 3547, 'team_position', 'Presentation Specialist'), (20229, 3547, '_team_position', 'field_5b2181360506b'), (20230, 3547, 'team_lastname', 'Melgoza'), (20231, 3547, '_team_lastname', 'field_5b2181820506c'), (20232, 3547, 'team_signature', ''), (20233, 3547, '_team_signature', 'field_5b8fdef0d30eb'), (20235, 3548, 'work_home_featured_color', 'black'), (20236, 3548, '_work_home_featured_color', 'field_5b2bf153536f9'), (20237, 3548, 'work_home_featured_image', ''), (20238, 3548, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20239, 3548, 'work_navigation_color', 'black'), (20240, 3548, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20241, 3548, 'work_featured_image', '3513'), (20242, 3548, '_work_featured_image', 'field_5b27eac37a115'), (20243, 3548, 'work_colors_text', '#000000'), (20244, 3548, '_work_colors_text', 'field_5b241810bdd49'), (20245, 3548, 'work_colors_accent', '#ec8e00'), (20246, 3548, '_work_colors_accent', 'field_5b241884bdd4a'), (20247, 3548, 'work_colors_bg', '#faa21d'), (20248, 3548, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20249, 3548, 'work_hero_tag', 'Veuve Clicquot'), (20250, 3548, '_work_hero_tag', 'field_5b2418cebdd4c'), (20251, 3548, 'work_hero_textcolor', '#ffffff'), (20252, 3548, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20253, 3548, 'work_call_description', 'With its bold spirit and legendary story, Veuve Clicquot set out to prove that it is more than just a drink for celebratory moments.'), (20254, 3548, '_work_call_description', 'field_5b241a9cbdd4f'), (20255, 3548, 'work_call_wedid', 'Design Strategy\r\nBrand Experience\r\nRetail Activation\r\nCampaign Development'), (20256, 3548, '_work_call_wedid', 'field_5b241ac4bdd50'), (20257, 3548, 'work_call_image', '3514'), (20258, 3548, '_work_call_image', 'field_5b2906b12feea'), (20259, 3548, 'work_call_image_parallax', '0'), (20260, 3548, '_work_call_image_parallax', 'field_5bad3948c7400'), (20261, 3548, 'work_thework_description', 'It brings luxury with a twist to every moment – from brunch to dancing at the club. Through window and off-premise merchandising displays, we brought this audaciously creative positioning to life, and clearly communicated the brand’s free-spirited attitude across all touch points.'), (20262, 3548, '_work_thework_description', 'field_5b241b1abdd51'), (20263, 3548, 'work_thework_type', 'image'), (20264, 3548, '_work_thework_type', 'field_5b6096188b1fd'), (20265, 3548, 'work_thework_image', '3515'), (20266, 3548, '_work_thework_image', 'field_5b241b76bdd52'), (20267, 3548, 'work_impact_1_type', 'none'), (20268, 3548, '_work_impact_1_type', 'field_5b241c64ed75b'), (20269, 3548, 'work_impact_2_type', 'none'), (20270, 3548, '_work_impact_2_type', 'field_5b2420871e096'), (20271, 3548, 'work_impact_3_type', 'none'), (20272, 3548, '_work_impact_3_type', 'field_5b2423b7155ca'), (20273, 3548, 'work_impact_4_type', 'none'), (20274, 3548, '_work_impact_4_type', 'field_5b2426034a947'), (20275, 3549, 'work_home_featured_color', 'black'), (20276, 3549, '_work_home_featured_color', 'field_5b2bf153536f9'), (20277, 3549, 'work_home_featured_image', ''), (20278, 3549, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20279, 3549, 'work_navigation_color', 'black'), (20280, 3549, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20281, 3549, 'work_featured_image', '3513'), (20282, 3549, '_work_featured_image', 'field_5b27eac37a115'), (20283, 3549, 'work_colors_text', '#000000'), (20284, 3549, '_work_colors_text', 'field_5b241810bdd49'), (20285, 3549, 'work_colors_accent', '#ec8e00'), (20286, 3549, '_work_colors_accent', 'field_5b241884bdd4a'), (20287, 3549, 'work_colors_bg', '#faa21d'), (20288, 3549, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20289, 3549, 'work_hero_tag', 'Veuve Clicquot'), (20290, 3549, '_work_hero_tag', 'field_5b2418cebdd4c'), (20291, 3549, 'work_hero_textcolor', '#ffffff'), (20292, 3549, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20293, 3549, 'work_call_description', 'With its bold spirit and legendary story, Veuve Clicquot set out to prove that it is more than just a drink for celebratory moments.'), (20294, 3549, '_work_call_description', 'field_5b241a9cbdd4f'), (20295, 3549, 'work_call_wedid', 'Design Strategy\r\nBrand Experience\r\nRetail Activation\r\nCampaign Development'), (20296, 3549, '_work_call_wedid', 'field_5b241ac4bdd50'), (20297, 3549, 'work_call_image', '3514'), (20298, 3549, '_work_call_image', 'field_5b2906b12feea'), (20299, 3549, 'work_call_image_parallax', '0'), (20300, 3549, '_work_call_image_parallax', 'field_5bad3948c7400'), (20301, 3549, 'work_thework_description', 'It brings luxury with a twist to every moment – from brunch to dancing at the club. Through window and off-premise merchandising displays, we brought this audaciously creative positioning to life, and clearly communicated the brand’s free-spirited attitude across all touch points.'), (20302, 3549, '_work_thework_description', 'field_5b241b1abdd51'), (20303, 3549, 'work_thework_type', 'image'), (20304, 3549, '_work_thework_type', 'field_5b6096188b1fd'), (20305, 3549, 'work_thework_image', '3515'), (20306, 3549, '_work_thework_image', 'field_5b241b76bdd52'), (20307, 3549, 'work_impact_1_type', 'none'), (20308, 3549, '_work_impact_1_type', 'field_5b241c64ed75b'), (20309, 3549, 'work_impact_2_type', 'none'), (20310, 3549, '_work_impact_2_type', 'field_5b2420871e096'), (20311, 3549, 'work_impact_3_type', 'none'), (20312, 3549, '_work_impact_3_type', 'field_5b2423b7155ca'), (20313, 3549, 'work_impact_4_type', 'none'), (20314, 3549, '_work_impact_4_type', 'field_5b2426034a947'), (20315, 3550, 'work_home_featured_color', 'black'), (20316, 3550, '_work_home_featured_color', 'field_5b2bf153536f9'), (20317, 3550, 'work_home_featured_image', ''), (20318, 3550, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20319, 3550, 'work_navigation_color', 'black'), (20320, 3550, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20321, 3550, 'work_featured_image', '3513'), (20322, 3550, '_work_featured_image', 'field_5b27eac37a115'), (20323, 3550, 'work_colors_text', '#000000'), (20324, 3550, '_work_colors_text', 'field_5b241810bdd49'), (20325, 3550, 'work_colors_accent', '#ec8e00'), (20326, 3550, '_work_colors_accent', 'field_5b241884bdd4a'), (20327, 3550, 'work_colors_bg', '#faa21d'), (20328, 3550, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20329, 3550, 'work_hero_tag', 'Veuve Clicquot'), (20330, 3550, '_work_hero_tag', 'field_5b2418cebdd4c'), (20331, 3550, 'work_hero_textcolor', '#ffffff'), (20332, 3550, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20333, 3550, 'work_call_description', 'With its bold spirit and legendary story, Veuve Clicquot set out to prove that it is more than just a drink for celebratory moments.'), (20334, 3550, '_work_call_description', 'field_5b241a9cbdd4f'), (20335, 3550, 'work_call_wedid', 'Design Strategy\r\nBrand Experience\r\nRetail Activation\r\nCampaign Development'), (20336, 3550, '_work_call_wedid', 'field_5b241ac4bdd50'), (20337, 3550, 'work_call_image', '3514'), (20338, 3550, '_work_call_image', 'field_5b2906b12feea'), (20339, 3550, 'work_call_image_parallax', '0'), (20340, 3550, '_work_call_image_parallax', 'field_5bad3948c7400'), (20341, 3550, 'work_thework_description', 'It brings luxury with a twist to every moment – from brunch to dancing at the club. Through window and off-premise merchandising displays, we brought this audaciously creative positioning to life, and clearly communicated the brand’s free-spirited attitude across all touch points.'), (20342, 3550, '_work_thework_description', 'field_5b241b1abdd51'), (20343, 3550, 'work_thework_type', 'image'), (20344, 3550, '_work_thework_type', 'field_5b6096188b1fd'), (20345, 3550, 'work_thework_image', '3515'), (20346, 3550, '_work_thework_image', 'field_5b241b76bdd52'), (20347, 3550, 'work_impact_1_type', 'text'), (20348, 3550, '_work_impact_1_type', 'field_5b241c64ed75b'), (20349, 3550, 'work_impact_1_text', 'Lorem Ipsum'), (20350, 3550, '_work_impact_1_text', 'field_5b241d21ed75c'), (20351, 3550, 'work_impact_award_option', '0'), (20352, 3550, '_work_impact_award_option', 'field_5b8ec47072930'), (20353, 3550, 'work_impact_2_type', 'none'), (20354, 3550, '_work_impact_2_type', 'field_5b2420871e096'), (20355, 3550, 'work_impact_3_type', 'none'), (20356, 3550, '_work_impact_3_type', 'field_5b2423b7155ca'), (20357, 3550, 'work_impact_4_type', 'none'), (20358, 3550, '_work_impact_4_type', 'field_5b2426034a947'), (20359, 3551, 'work_home_featured_color', 'black'), (20360, 3551, '_work_home_featured_color', 'field_5b2bf153536f9'), (20361, 3551, 'work_home_featured_image', ''), (20362, 3551, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20363, 3551, 'work_navigation_color', 'black'), (20364, 3551, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20365, 3551, 'work_featured_image', '3513'), (20366, 3551, '_work_featured_image', 'field_5b27eac37a115'), (20367, 3551, 'work_colors_text', '#000000'), (20368, 3551, '_work_colors_text', 'field_5b241810bdd49'), (20369, 3551, 'work_colors_accent', '#ec8e00'), (20370, 3551, '_work_colors_accent', 'field_5b241884bdd4a'), (20371, 3551, 'work_colors_bg', '#faa21d'), (20372, 3551, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20373, 3551, 'work_hero_tag', 'Veuve Clicquot'), (20374, 3551, '_work_hero_tag', 'field_5b2418cebdd4c'), (20375, 3551, 'work_hero_textcolor', '#ffffff'), (20376, 3551, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20377, 3551, 'work_call_description', 'With its bold spirit and legendary story, Veuve Clicquot set out to prove that it is more than just a drink for celebratory moments.'), (20378, 3551, '_work_call_description', 'field_5b241a9cbdd4f'), (20379, 3551, 'work_call_wedid', 'Design Strategy\r\nBrand Experience\r\nRetail Activation\r\nCampaign Development'), (20380, 3551, '_work_call_wedid', 'field_5b241ac4bdd50'), (20381, 3551, 'work_call_image', '3514'), (20382, 3551, '_work_call_image', 'field_5b2906b12feea'), (20383, 3551, 'work_call_image_parallax', '0'), (20384, 3551, '_work_call_image_parallax', 'field_5bad3948c7400'), (20385, 3551, 'work_thework_description', 'It brings luxury with a twist to every moment – from brunch to dancing at the club. Through window and off-premise merchandising displays, we brought this audaciously creative positioning to life, and clearly communicated the brand’s free-spirited attitude across all touch points.'), (20386, 3551, '_work_thework_description', 'field_5b241b1abdd51'), (20387, 3551, 'work_thework_type', 'image'), (20388, 3551, '_work_thework_type', 'field_5b6096188b1fd'), (20389, 3551, 'work_thework_image', '3515'), (20390, 3551, '_work_thework_image', 'field_5b241b76bdd52'), (20391, 3551, 'work_impact_1_type', 'none'), (20392, 3551, '_work_impact_1_type', 'field_5b241c64ed75b'), (20393, 3551, 'work_impact_2_type', 'none'), (20394, 3551, '_work_impact_2_type', 'field_5b2420871e096'), (20395, 3551, 'work_impact_3_type', 'none'), (20396, 3551, '_work_impact_3_type', 'field_5b2423b7155ca'), (20397, 3551, 'work_impact_4_type', 'none'), (20398, 3551, '_work_impact_4_type', 'field_5b2426034a947'), (20402, 261, 'field_5bb22ac3f3c6b', 'a:13:{s:3:\"key\";s:19:\"field_5bb22ac3f3c6b\";s:5:\"label\";s:6:\"Images\";s:4:\"name\";s:19:\"work_thework_images\";s:4:\"type\";s:8:\"repeater\";s:12:\"instructions\";s:0:\"\";s:8:\"required\";s:1:\"0\";s:10:\"sub_fields\";a:1:{i:0;a:10:{s:3:\"key\";s:19:\"field_5bb22b14f3c6c\";s:5:\"label\";s:5:\"Image\";s:4:\"name\";s:25:\"work_thework_images_image\";s:4:\"type\";s:5:\"image\";s:12:\"instructions\";s:0:\"\";s:12:\"column_width\";s:0:\"\";s:11:\"save_format\";s:3:\"url\";s:12:\"preview_size\";s:9:\"thumbnail\";s:7:\"library\";s:3:\"all\";s:8:\"order_no\";i:0;}}s:7:\"row_min\";s:1:\"1\";s:9:\"row_limit\";s:0:\"\";s:6:\"layout\";s:3:\"row\";s:12:\"button_label\";s:9:\"Add image\";s:17:\"conditional_logic\";a:3:{s:6:\"status\";s:1:\"1\";s:5:\"rules\";a:1:{i:0;a:3:{s:5:\"field\";s:19:\"field_5b6096188b1fd\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:6:\"images\";}}s:8:\"allorany\";s:3:\"all\";}s:8:\"order_no\";i:16;}'), (20408, 3552, '_edit_lock', '1538403596:1'), (20409, 3553, '_edit_lock', '1538403752:1'), (20410, 261, 'rule', 'a:5:{s:5:\"param\";s:9:\"post_type\";s:8:\"operator\";s:2:\"==\";s:5:\"value\";s:4:\"work\";s:8:\"order_no\";i:0;s:8:\"group_no\";i:0;}'), (20411, 3555, 'work_home_featured_color', 'black'), (20412, 3555, '_work_home_featured_color', 'field_5b2bf153536f9'), (20413, 3555, 'work_home_featured_image', ''), (20414, 3555, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20415, 3555, 'work_navigation_color', 'black'), (20416, 3555, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20417, 3555, 'work_featured_image', '2561'), (20418, 3555, '_work_featured_image', 'field_5b27eac37a115'), (20419, 3555, 'work_colors_text', '#ffffff'), (20420, 3555, '_work_colors_text', 'field_5b241810bdd49'), (20421, 3555, 'work_colors_accent', '#352110'), (20422, 3555, '_work_colors_accent', 'field_5b241884bdd4a'), (20423, 3555, 'work_colors_bg', '#1a1008'), (20424, 3555, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20425, 3555, 'work_hero_tag', 'The Art of Shaving'), (20426, 3555, '_work_hero_tag', 'field_5b2418cebdd4c'), (20427, 3555, 'work_hero_textcolor', '#ffffff'), (20428, 3555, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20429, 3555, 'work_call_description', 'After Gillette acquired The Art of Shaving, it needed to deliver The Best A Man Get through a more elevated experience, inspired by its New York City roots.'), (20430, 3555, '_work_call_description', 'field_5b241a9cbdd4f'), (20431, 3555, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (20432, 3555, '_work_call_wedid', 'field_5b241ac4bdd50'), (20433, 3555, 'work_call_image', '2563'), (20434, 3555, '_work_call_image', 'field_5b2906b12feea'), (20435, 3555, 'work_call_image_parallax', '0'), (20436, 3555, '_work_call_image_parallax', 'field_5bad3948c7400'), (20437, 3555, 'work_thework_description', 'The Art of Shaving consumer values the attention given to fine details and craftsmanship. CBX helped to codify the consumer target, brand and experience through a carefully curated brand guide.\r\n\r\nAn AoS monogram was created to give the brand more detailing.\r\n\r\nWe designed vintage razor replacement cartridges to create a more refined, giftable male grooming experience.\r\n\r\nCBX designed the packaging for the Morris Park Collection - a specialty line of razors named after one of the first auto-racing arenas in the United States. The classic colors and details of the packaging and the razor evoke a the timeless style of a vintage race cars.\r\n\r\nThe Lexington Collection packaging was designed to be an ultra-premium experience, inspired by the The Art of Shaving’s first location on Lexingtion Avenue in NYC.'), (20438, 3555, '_work_thework_description', 'field_5b241b1abdd51'), (20439, 3555, 'work_thework_type', 'images'), (20440, 3555, '_work_thework_type', 'field_5b6096188b1fd'), (20441, 3555, 'work_thework_images_0_work_thework_images_image', '3515'), (20442, 3555, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20443, 3555, 'work_thework_images_1_work_thework_images_image', '3515'), (20444, 3555, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20445, 3555, 'work_thework_images', '2'), (20446, 3555, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20447, 3555, 'work_impact_1_type', 'text'), (20448, 3555, '_work_impact_1_type', 'field_5b241c64ed75b'), (20449, 3555, 'work_impact_1_text', 'To Come'), (20450, 3555, '_work_impact_1_text', 'field_5b241d21ed75c'), (20451, 3555, 'work_impact_award_option', '0'), (20452, 3555, '_work_impact_award_option', 'field_5b8ec47072930'), (20453, 3555, 'work_impact_2_type', 'image'), (20454, 3555, '_work_impact_2_type', 'field_5b2420871e096'), (20455, 3555, 'work_impact_2_image', '2565'), (20456, 3555, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (20457, 3555, 'work_impact_3_type', 'image'), (20458, 3555, '_work_impact_3_type', 'field_5b2423b7155ca'), (20459, 3555, 'work_impact_3_image', '2566'), (20460, 3555, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (20461, 3555, 'work_impact_4_type', 'none'), (20462, 3555, '_work_impact_4_type', 'field_5b2426034a947'), (20463, 2560, 'work_thework_images_0_work_thework_images_image', '3602'), (20464, 2560, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20465, 2560, 'work_thework_images_1_work_thework_images_image', '3603'), (20466, 2560, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20467, 2560, 'work_thework_images', '3'), (20468, 2560, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20469, 3556, '_wp_attached_file', '2018/07/Peter.png'), (20470, 3556, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/07/Peter.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Peter-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (20471, 3557, 'team_position', 'VP/Experience Design'), (20472, 3557, '_team_position', 'field_5b2181360506b'), (20473, 3557, 'team_lastname', 'Droste'), (20474, 3557, '_team_lastname', 'field_5b2181820506c'), (20475, 3557, 'team_signature', '3556'), (20476, 3557, '_team_signature', 'field_5b8fdef0d30eb'), (20477, 3558, 'work_home_featured_color', 'black'), (20478, 3558, '_work_home_featured_color', 'field_5b2bf153536f9'), (20479, 3558, 'work_home_featured_image', ''), (20480, 3558, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20481, 3558, 'work_navigation_color', 'black'), (20482, 3558, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20483, 3558, 'work_featured_image', '3513'), (20484, 3558, '_work_featured_image', 'field_5b27eac37a115'), (20485, 3558, 'work_colors_text', '#000000'), (20486, 3558, '_work_colors_text', 'field_5b241810bdd49'), (20487, 3558, 'work_colors_accent', '#ec8e00'), (20488, 3558, '_work_colors_accent', 'field_5b241884bdd4a'), (20489, 3558, 'work_colors_bg', '#faa21d'), (20490, 3558, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20491, 3558, 'work_hero_tag', 'Veuve Clicquot'), (20492, 3558, '_work_hero_tag', 'field_5b2418cebdd4c'), (20493, 3558, 'work_hero_textcolor', '#ffffff'), (20494, 3558, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20495, 3558, 'work_call_description', 'With its bold spirit and legendary story, Veuve Clicquot set out to prove that it is more than just a drink for celebratory moments.'), (20496, 3558, '_work_call_description', 'field_5b241a9cbdd4f'), (20497, 3558, 'work_call_wedid', 'Design Strategy\r\nBrand Experience\r\nRetail Activation\r\nCampaign Development'), (20498, 3558, '_work_call_wedid', 'field_5b241ac4bdd50'), (20499, 3558, 'work_call_image', '3514'), (20500, 3558, '_work_call_image', 'field_5b2906b12feea'), (20501, 3558, 'work_call_image_parallax', '0'), (20502, 3558, '_work_call_image_parallax', 'field_5bad3948c7400'), (20503, 3558, 'work_thework_description', 'It brings luxury with a twist to every moment – from brunch to dancing at the club. Through window and off-premise merchandising displays, we brought this audaciously creative positioning to life, and clearly communicated the brand’s free-spirited attitude across all touch points.'), (20504, 3558, '_work_thework_description', 'field_5b241b1abdd51'), (20505, 3558, 'work_thework_type', 'images'), (20506, 3558, '_work_thework_type', 'field_5b6096188b1fd'), (20507, 3558, 'work_thework_images_0_work_thework_images_image', '3515'), (20508, 3558, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20509, 3558, 'work_thework_images_1_work_thework_images_image', '3515'), (20510, 3558, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20511, 3558, 'work_thework_images', '2'), (20512, 3558, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20513, 3558, 'work_impact_1_type', 'none'), (20514, 3558, '_work_impact_1_type', 'field_5b241c64ed75b'), (20515, 3558, 'work_impact_2_type', 'none'), (20516, 3558, '_work_impact_2_type', 'field_5b2420871e096'), (20517, 3558, 'work_impact_3_type', 'none'), (20518, 3558, '_work_impact_3_type', 'field_5b2423b7155ca'), (20519, 3558, 'work_impact_4_type', 'none'), (20520, 3558, '_work_impact_4_type', 'field_5b2426034a947'), (20521, 3512, 'work_thework_images_0_work_thework_images_image', '3515'), (20522, 3512, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20523, 3512, 'work_thework_images_1_work_thework_images_image', '3594'), (20524, 3512, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20525, 3512, 'work_thework_images', '2'), (20526, 3512, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20527, 3516, '_edit_lock', '1538407689:2'), (20528, 3559, '_wp_attached_file', '2018/09/Zhariff.png'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (20529, 3559, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/09/Zhariff.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Zhariff-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (20530, 3560, 'team_position', 'Presentation Specialist'), (20531, 3560, '_team_position', 'field_5b2181360506b'), (20532, 3560, 'team_lastname', 'Melgoza'), (20533, 3560, '_team_lastname', 'field_5b2181820506c'), (20534, 3560, 'team_signature', '3559'), (20535, 3560, '_team_signature', 'field_5b8fdef0d30eb'), (20536, 3561, '_edit_lock', '1538408620:2'), (20537, 3561, '_edit_last', '2'), (20538, 3562, '_wp_attached_file', '2018/10/headshots__0044_Ollie.jpg'), (20539, 3562, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:33:\"2018/10/headshots__0044_Ollie.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"headshots__0044_Ollie-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (20540, 3561, '_thumbnail_id', '3562'), (20541, 3563, 'team_position', ''), (20542, 3563, '_team_position', 'field_5b2181360506b'), (20543, 3563, 'team_lastname', ''), (20544, 3563, '_team_lastname', 'field_5b2181820506c'), (20545, 3563, 'team_signature', ''), (20546, 3563, '_team_signature', 'field_5b8fdef0d30eb'), (20547, 3561, 'team_position', ''), (20548, 3561, '_team_position', 'field_5b2181360506b'), (20549, 3561, 'team_lastname', ''), (20550, 3561, '_team_lastname', 'field_5b2181820506c'), (20551, 3561, 'team_signature', '3568'), (20552, 3561, '_team_signature', 'field_5b8fdef0d30eb'), (20553, 3564, '_edit_lock', '1538408593:2'), (20554, 3564, '_edit_last', '2'), (20555, 3565, '_wp_attached_file', '2018/10/headshots__0047_Peaches.jpg'), (20556, 3565, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:236;s:6:\"height\";i:236;s:4:\"file\";s:35:\"2018/10/headshots__0047_Peaches.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:35:\"headshots__0047_Peaches-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (20557, 3566, '_wp_attached_file', '2018/10/Peaches.png'), (20558, 3566, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:19:\"2018/10/Peaches.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:19:\"Peaches-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (20559, 3564, '_thumbnail_id', '3565'), (20560, 3567, 'team_position', ''), (20561, 3567, '_team_position', 'field_5b2181360506b'), (20562, 3567, 'team_lastname', ''), (20563, 3567, '_team_lastname', 'field_5b2181820506c'), (20564, 3567, 'team_signature', '3566'), (20565, 3567, '_team_signature', 'field_5b8fdef0d30eb'), (20566, 3564, 'team_position', ''), (20567, 3564, '_team_position', 'field_5b2181360506b'), (20568, 3564, 'team_lastname', ''), (20569, 3564, '_team_lastname', 'field_5b2181820506c'), (20570, 3564, 'team_signature', '3566'), (20571, 3564, '_team_signature', 'field_5b8fdef0d30eb'), (20572, 3568, '_wp_attached_file', '2018/10/Ollie.png'), (20573, 3568, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/10/Ollie.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Ollie-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (20574, 3569, 'team_position', ''), (20575, 3569, '_team_position', 'field_5b2181360506b'), (20576, 3569, 'team_lastname', ''), (20577, 3569, '_team_lastname', 'field_5b2181820506c'), (20578, 3569, 'team_signature', '3568'), (20579, 3569, '_team_signature', 'field_5b8fdef0d30eb'), (20580, 3570, 'team_position', ''), (20581, 3570, '_team_position', 'field_5b2181360506b'), (20582, 3570, 'team_lastname', ''), (20583, 3570, '_team_lastname', 'field_5b2181820506c'), (20584, 3570, 'team_signature', '672'), (20585, 3570, '_team_signature', 'field_5b8fdef0d30eb'), (20586, 3571, 'work_featured_image', '312'), (20587, 3571, '_work_featured_image', 'field_5b27eac37a115'), (20588, 3571, 'work_home_featured_color', 'black'), (20589, 3571, '_work_home_featured_color', 'field_5b2bf153536f9'), (20590, 3571, 'work_home_featured_image', '384'), (20591, 3571, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20592, 3571, 'work_navigation_color', 'black'), (20593, 3571, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20594, 3571, 'work_colors_text', '#000000'), (20595, 3571, '_work_colors_text', 'field_5b241810bdd49'), (20596, 3571, 'work_colors_accent', '#eeba06'), (20597, 3571, '_work_colors_accent', 'field_5b241884bdd4a'), (20598, 3571, 'work_colors_bg', '#ffdc00'), (20599, 3571, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20600, 3571, 'work_hero_tag', 'Cheerios'), (20601, 3571, '_work_hero_tag', 'field_5b2418cebdd4c'), (20602, 3571, 'work_hero_textcolor', '#000000'), (20603, 3571, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20604, 3571, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (20605, 3571, '_work_call_description', 'field_5b241a9cbdd4f'), (20606, 3571, 'work_call_wedid', 'Purpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (20607, 3571, '_work_call_wedid', 'field_5b241ac4bdd50'), (20608, 3571, 'work_call_image', '818'), (20609, 3571, '_work_call_image', 'field_5b2906b12feea'), (20610, 3571, 'work_call_image_parallax', '1'), (20611, 3571, '_work_call_image_parallax', 'field_5bad3948c7400'), (20612, 3571, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language, creating greater consistency in the treatment of the Cheerios logo, and staging areas helped to unify the portfolio.'), (20613, 3571, '_work_thework_description', 'field_5b241b1abdd51'), (20614, 3571, 'work_thework_type', 'video'), (20615, 3571, '_work_thework_type', 'field_5b6096188b1fd'), (20616, 3571, 'work_thework_video', '273929628'), (20617, 3571, '_work_thework_video', 'field_5b6095da8b1fc'), (20618, 3571, 'work_impact_1_type', 'text'), (20619, 3571, '_work_impact_1_type', 'field_5b241c64ed75b'), (20620, 3571, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has increased the brand\'s impact and created more efficiencies through more multiproduct promotion.'), (20621, 3571, '_work_impact_1_text', 'field_5b241d21ed75c'), (20622, 3571, 'work_impact_award_option', '0'), (20623, 3571, '_work_impact_award_option', 'field_5b8ec47072930'), (20624, 3571, 'work_impact_2_type', 'carousel'), (20625, 3571, '_work_impact_2_type', 'field_5b2420871e096'), (20626, 3571, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (20627, 3571, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (20628, 3571, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (20629, 3571, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (20630, 3571, 'work_impact_2_carousel', '2'), (20631, 3571, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (20632, 3571, 'work_impact_3_type', 'image'), (20633, 3571, '_work_impact_3_type', 'field_5b2423b7155ca'), (20634, 3571, 'work_impact_3_image', '315'), (20635, 3571, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (20636, 3571, 'work_impact_4_type', 'none'), (20637, 3571, '_work_impact_4_type', 'field_5b2426034a947'), (20638, 45, 'work_call_image_parallax', '1'), (20639, 45, '_work_call_image_parallax', 'field_5bad3948c7400'), (20640, 3572, 'work_featured_image', '550'), (20641, 3572, '_work_featured_image', 'field_5b27eac37a115'), (20642, 3572, 'work_home_featured_color', 'white'), (20643, 3572, '_work_home_featured_color', 'field_5b2bf153536f9'), (20644, 3572, 'work_home_featured_image', '550'), (20645, 3572, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20646, 3572, 'work_navigation_color', 'white'), (20647, 3572, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20648, 3572, 'work_colors_text', '#ffffff'), (20649, 3572, '_work_colors_text', 'field_5b241810bdd49'), (20650, 3572, 'work_colors_accent', '#2c4d84'), (20651, 3572, '_work_colors_accent', 'field_5b241884bdd4a'), (20652, 3572, 'work_colors_bg', '#171f30'), (20653, 3572, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20654, 3572, 'work_hero_tag', 'Terra'), (20655, 3572, '_work_hero_tag', 'field_5b2418cebdd4c'), (20656, 3572, 'work_hero_textcolor', '#ffffff'), (20657, 3572, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20658, 3572, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (20659, 3572, '_work_call_description', 'field_5b241a9cbdd4f'), (20660, 3572, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (20661, 3572, '_work_call_wedid', 'field_5b241ac4bdd50'), (20662, 3572, 'work_call_image', '822'), (20663, 3572, '_work_call_image', 'field_5b2906b12feea'), (20664, 3572, 'work_call_image_parallax', '1'), (20665, 3572, '_work_call_image_parallax', 'field_5bad3948c7400'), (20666, 3572, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (20667, 3572, '_work_thework_description', 'field_5b241b1abdd51'), (20668, 3572, 'work_impact_1_type', 'quote'), (20669, 3572, '_work_impact_1_type', 'field_5b241c64ed75b'), (20670, 3572, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (20671, 3572, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (20672, 3572, 'work_impact_1_quote_author', 'Senior Management at Hain Celestial'), (20673, 3572, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (20674, 3572, 'work_impact_2_type', 'image'), (20675, 3572, '_work_impact_2_type', 'field_5b2420871e096'), (20676, 3572, 'work_impact_2_image', '291'), (20677, 3572, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (20678, 3572, 'work_impact_3_type', 'quote_image'), (20679, 3572, '_work_impact_3_type', 'field_5b2423b7155ca'), (20680, 3572, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (20681, 3572, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (20682, 3572, 'work_impact_3_quote-image_author', 'PRS'), (20683, 3572, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (20684, 3572, 'work_impact_3_quote-image_image', '293'), (20685, 3572, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (20686, 3572, 'work_impact_4_type', 'none'), (20687, 3572, '_work_impact_4_type', 'field_5b2426034a947'), (20688, 31, 'work_call_image_parallax', '1'), (20689, 31, '_work_call_image_parallax', 'field_5bad3948c7400'), (20690, 3573, 'work_featured_image', '312'), (20691, 3573, '_work_featured_image', 'field_5b27eac37a115'), (20692, 3573, 'work_home_featured_color', 'black'), (20693, 3573, '_work_home_featured_color', 'field_5b2bf153536f9'), (20694, 3573, 'work_home_featured_image', '384'), (20695, 3573, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20696, 3573, 'work_navigation_color', 'black'), (20697, 3573, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20698, 3573, 'work_colors_text', '#000000'), (20699, 3573, '_work_colors_text', 'field_5b241810bdd49'), (20700, 3573, 'work_colors_accent', '#eeba06'), (20701, 3573, '_work_colors_accent', 'field_5b241884bdd4a'), (20702, 3573, 'work_colors_bg', '#ffdc00'), (20703, 3573, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20704, 3573, 'work_hero_tag', 'Cheerios'), (20705, 3573, '_work_hero_tag', 'field_5b2418cebdd4c'), (20706, 3573, 'work_hero_textcolor', '#000000'), (20707, 3573, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20708, 3573, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (20709, 3573, '_work_call_description', 'field_5b241a9cbdd4f'), (20710, 3573, 'work_call_wedid', 'Purpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (20711, 3573, '_work_call_wedid', 'field_5b241ac4bdd50'), (20712, 3573, 'work_call_image', '818'), (20713, 3573, '_work_call_image', 'field_5b2906b12feea'), (20714, 3573, 'work_call_image_parallax', '1'), (20715, 3573, '_work_call_image_parallax', 'field_5bad3948c7400'), (20716, 3573, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language, creating greater consistency in the treatment of the Cheerios logo, and staging areas helped to unify the portfolio.'), (20717, 3573, '_work_thework_description', 'field_5b241b1abdd51'), (20718, 3573, 'work_thework_type', 'images'), (20719, 3573, '_work_thework_type', 'field_5b6096188b1fd'), (20720, 3573, 'work_thework_images_0_work_thework_images_image', '308'), (20721, 3573, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20722, 3573, 'work_thework_images_1_work_thework_images_image', '310'), (20723, 3573, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20724, 3573, 'work_thework_images', '2'), (20725, 3573, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20726, 3573, 'work_impact_1_type', 'text'), (20727, 3573, '_work_impact_1_type', 'field_5b241c64ed75b'), (20728, 3573, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has increased the brand\'s impact and created more efficiencies through more multiproduct promotion.'), (20729, 3573, '_work_impact_1_text', 'field_5b241d21ed75c'), (20730, 3573, 'work_impact_award_option', '0'), (20731, 3573, '_work_impact_award_option', 'field_5b8ec47072930'), (20732, 3573, 'work_impact_2_type', 'carousel'), (20733, 3573, '_work_impact_2_type', 'field_5b2420871e096'), (20734, 3573, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (20735, 3573, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (20736, 3573, 'work_impact_2_carousel_1_work_impact_carousel_image', '314'), (20737, 3573, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (20738, 3573, 'work_impact_2_carousel', '2'), (20739, 3573, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (20740, 3573, 'work_impact_3_type', 'image'), (20741, 3573, '_work_impact_3_type', 'field_5b2423b7155ca'), (20742, 3573, 'work_impact_3_image', '315'), (20743, 3573, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (20744, 3573, 'work_impact_4_type', 'none'), (20745, 3573, '_work_impact_4_type', 'field_5b2426034a947'), (20746, 45, 'work_thework_images_0_work_thework_images_image', '310'), (20747, 45, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20750, 45, 'work_thework_images', '1'), (20751, 45, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20754, 3575, '_wp_attached_file', '2018/09/BBM-4-1920_1080.jpg'), (20755, 3575, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/09/BBM-4-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBM-4-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBM-4-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBM-4-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBM-4-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (20756, 3576, 'work_featured_image', '2638'), (20757, 3576, '_work_featured_image', 'field_5b27eac37a115'), (20758, 3576, 'work_home_featured_color', 'black'), (20759, 3576, '_work_home_featured_color', 'field_5b2bf153536f9'), (20760, 3576, 'work_home_featured_image', ''), (20761, 3576, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20762, 3576, 'work_navigation_color', 'black'), (20763, 3576, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20764, 3576, 'work_colors_text', '#ffffff'), (20765, 3576, '_work_colors_text', 'field_5b241810bdd49'), (20766, 3576, 'work_colors_accent', '#c80053'), (20767, 3576, '_work_colors_accent', 'field_5b241884bdd4a'), (20768, 3576, 'work_colors_bg', '#e3005e'), (20769, 3576, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20770, 3576, 'work_hero_tag', 'Baked By Melissa'), (20771, 3576, '_work_hero_tag', 'field_5b2418cebdd4c'), (20772, 3576, 'work_hero_textcolor', '#ffffff'), (20773, 3576, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20774, 3576, 'work_call_description', 'How do you bring to life the ebullient and colorful personality of America’s favorite quarter-sized cupcakes within a 12 ft by 12 ft space?'), (20775, 3576, '_work_call_description', 'field_5b241a9cbdd4f'), (20776, 3576, 'work_call_wedid', ''), (20777, 3576, '_work_call_wedid', 'field_5b241ac4bdd50'), (20778, 3576, 'work_call_image', '2640'), (20779, 3576, '_work_call_image', 'field_5b2906b12feea'), (20780, 3576, 'work_call_image_parallax', '0'), (20781, 3576, '_work_call_image_parallax', 'field_5bad3948c7400'), (20782, 3576, 'work_thework_description', 'Baked by Melissa is a beloved, decade-old bakery selling flavors like “Tie Dye” and is led by a jubilant founder who started her company in a tiny New York apartment baking for family and friends. For its newest store opening in Manhattan’s Upper East Side, CBX decided to infuse the store with the brand’s fun and joyful nature, celebrating its founder and unique history, through personal imagery, bright signage and a welcoming setting beckoning to be Instagram’d.'), (20783, 3576, '_work_thework_description', 'field_5b241b1abdd51'), (20784, 3576, 'work_thework_type', 'images'), (20785, 3576, '_work_thework_type', 'field_5b6096188b1fd'), (20786, 3576, 'work_thework_images_0_work_thework_images_image', '2641'), (20787, 3576, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20788, 3576, 'work_thework_images_1_work_thework_images_image', '3575'), (20789, 3576, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20790, 3576, 'work_thework_images', '2'), (20791, 3576, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20792, 3576, 'work_impact_1_type', 'text'), (20793, 3576, '_work_impact_1_type', 'field_5b241c64ed75b'), (20794, 3576, 'work_impact_1_text', ''), (20795, 3576, '_work_impact_1_text', 'field_5b241d21ed75c'), (20796, 3576, 'work_impact_award_option', '0'), (20797, 3576, '_work_impact_award_option', 'field_5b8ec47072930'), (20798, 3576, 'work_impact_2_type', 'none'), (20799, 3576, '_work_impact_2_type', 'field_5b2420871e096'), (20800, 3576, 'work_impact_3_type', 'none'), (20801, 3576, '_work_impact_3_type', 'field_5b2423b7155ca'), (20802, 3576, 'work_impact_4_type', 'none'), (20803, 3576, '_work_impact_4_type', 'field_5b2426034a947'), (20804, 2570, 'work_call_image_parallax', '0'), (20805, 2570, '_work_call_image_parallax', 'field_5bad3948c7400'), (20806, 2570, 'work_thework_images_0_work_thework_images_image', '2641'), (20807, 2570, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20808, 2570, 'work_thework_images_1_work_thework_images_image', '3575'), (20809, 2570, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20810, 2570, 'work_thework_images', '2'), (20811, 2570, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20812, 3577, 'work_featured_image', '2638'), (20813, 3577, '_work_featured_image', 'field_5b27eac37a115'), (20814, 3577, 'work_home_featured_color', 'black'), (20815, 3577, '_work_home_featured_color', 'field_5b2bf153536f9'), (20816, 3577, 'work_home_featured_image', ''), (20817, 3577, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20818, 3577, 'work_navigation_color', 'black'), (20819, 3577, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20820, 3577, 'work_colors_text', '#ffffff'), (20821, 3577, '_work_colors_text', 'field_5b241810bdd49'), (20822, 3577, 'work_colors_accent', '#c80053'), (20823, 3577, '_work_colors_accent', 'field_5b241884bdd4a'), (20824, 3577, 'work_colors_bg', '#e3005e'), (20825, 3577, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20826, 3577, 'work_hero_tag', 'Baked By Melissa'), (20827, 3577, '_work_hero_tag', 'field_5b2418cebdd4c'), (20828, 3577, 'work_hero_textcolor', '#ffffff'), (20829, 3577, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20830, 3577, 'work_call_description', 'How do you bring to life the ebullient and colorful personality of America’s favorite quarter-sized cupcakes within a 12 ft by 12 ft space?'), (20831, 3577, '_work_call_description', 'field_5b241a9cbdd4f'), (20832, 3577, 'work_call_wedid', ''), (20833, 3577, '_work_call_wedid', 'field_5b241ac4bdd50'), (20834, 3577, 'work_call_image', '2640'), (20835, 3577, '_work_call_image', 'field_5b2906b12feea'), (20836, 3577, 'work_call_image_parallax', '0'), (20837, 3577, '_work_call_image_parallax', 'field_5bad3948c7400'), (20838, 3577, 'work_thework_description', 'Baked by Melissa is a beloved, decade-old bakery selling flavors like “Tie Dye” and is led by a jubilant founder who started her company in a tiny New York apartment baking for family and friends. For its newest store opening in Manhattan’s Upper East Side, CBX decided to infuse the store with the brand’s fun and joyful nature, celebrating its founder and unique history, through personal imagery, bright signage and a welcoming setting beckoning to be Instagram’d.'), (20839, 3577, '_work_thework_description', 'field_5b241b1abdd51'), (20840, 3577, 'work_thework_type', 'images'), (20841, 3577, '_work_thework_type', 'field_5b6096188b1fd'), (20842, 3577, 'work_thework_images_0_work_thework_images_image', '2641'), (20843, 3577, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20844, 3577, 'work_thework_images_1_work_thework_images_image', '3575'), (20845, 3577, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20846, 3577, 'work_thework_images', '2'), (20847, 3577, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20848, 3577, 'work_impact_1_type', 'text'), (20849, 3577, '_work_impact_1_type', 'field_5b241c64ed75b'), (20850, 3577, 'work_impact_1_text', ''), (20851, 3577, '_work_impact_1_text', 'field_5b241d21ed75c'), (20852, 3577, 'work_impact_award_option', '0'), (20853, 3577, '_work_impact_award_option', 'field_5b8ec47072930'), (20854, 3577, 'work_impact_2_type', 'none'), (20855, 3577, '_work_impact_2_type', 'field_5b2420871e096'), (20856, 3577, 'work_impact_3_type', 'none'), (20857, 3577, '_work_impact_3_type', 'field_5b2423b7155ca'), (20858, 3577, 'work_impact_4_type', 'none'), (20859, 3577, '_work_impact_4_type', 'field_5b2426034a947'), (20860, 3578, 'work_featured_image', '2638'), (20861, 3578, '_work_featured_image', 'field_5b27eac37a115'), (20862, 3578, 'work_home_featured_color', 'black'), (20863, 3578, '_work_home_featured_color', 'field_5b2bf153536f9'), (20864, 3578, 'work_home_featured_image', ''), (20865, 3578, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20866, 3578, 'work_navigation_color', 'white'), (20867, 3578, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20868, 3578, 'work_colors_text', '#ffffff'), (20869, 3578, '_work_colors_text', 'field_5b241810bdd49'), (20870, 3578, 'work_colors_accent', '#c80053'), (20871, 3578, '_work_colors_accent', 'field_5b241884bdd4a'), (20872, 3578, 'work_colors_bg', '#e3005e'), (20873, 3578, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20874, 3578, 'work_hero_tag', 'Baked By Melissa'), (20875, 3578, '_work_hero_tag', 'field_5b2418cebdd4c'), (20876, 3578, 'work_hero_textcolor', '#ffffff'), (20877, 3578, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20878, 3578, 'work_call_description', 'How do you bring to life the ebullient and colorful personality of America’s favorite quarter-sized cupcakes within a 12 ft by 12 ft space?'), (20879, 3578, '_work_call_description', 'field_5b241a9cbdd4f'), (20880, 3578, 'work_call_wedid', ''), (20881, 3578, '_work_call_wedid', 'field_5b241ac4bdd50'), (20882, 3578, 'work_call_image', '2640'), (20883, 3578, '_work_call_image', 'field_5b2906b12feea'), (20884, 3578, 'work_call_image_parallax', '0'), (20885, 3578, '_work_call_image_parallax', 'field_5bad3948c7400'), (20886, 3578, 'work_thework_description', 'Baked by Melissa is a beloved, decade-old bakery selling flavors like “Tie Dye” and is led by a jubilant founder who started her company in a tiny New York apartment baking for family and friends. For its newest store opening in Manhattan’s Upper East Side, CBX decided to infuse the store with the brand’s fun and joyful nature, celebrating its founder and unique history, through personal imagery, bright signage and a welcoming setting beckoning to be Instagram’d.'), (20887, 3578, '_work_thework_description', 'field_5b241b1abdd51'), (20888, 3578, 'work_thework_type', 'images'), (20889, 3578, '_work_thework_type', 'field_5b6096188b1fd'), (20890, 3578, 'work_thework_images_0_work_thework_images_image', '2641'), (20891, 3578, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20892, 3578, 'work_thework_images_1_work_thework_images_image', '3575'), (20893, 3578, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20894, 3578, 'work_thework_images', '2'), (20895, 3578, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20896, 3578, 'work_impact_1_type', 'text'), (20897, 3578, '_work_impact_1_type', 'field_5b241c64ed75b'), (20898, 3578, 'work_impact_1_text', ''), (20899, 3578, '_work_impact_1_text', 'field_5b241d21ed75c'), (20900, 3578, 'work_impact_award_option', '0'), (20901, 3578, '_work_impact_award_option', 'field_5b8ec47072930'), (20902, 3578, 'work_impact_2_type', 'none'), (20903, 3578, '_work_impact_2_type', 'field_5b2420871e096'), (20904, 3578, 'work_impact_3_type', 'none'), (20905, 3578, '_work_impact_3_type', 'field_5b2423b7155ca'), (20906, 3578, 'work_impact_4_type', 'none'), (20907, 3578, '_work_impact_4_type', 'field_5b2426034a947'), (20908, 3579, '_wp_attached_file', '2018/09/Avalon-3-1920_800-1.jpg'), (20909, 3579, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:31:\"2018/09/Avalon-3-1920_800-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"Avalon-3-1920_800-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"Avalon-3-1920_800-1-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"Avalon-3-1920_800-1-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"Avalon-3-1920_800-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (20910, 3580, '_wp_attached_file', '2018/09/Avalon-4-1920_1080-1.jpg'), (20911, 3580, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:32:\"2018/09/Avalon-4-1920_1080-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"Avalon-4-1920_1080-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"Avalon-4-1920_1080-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:34:\"Avalon-4-1920_1080-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"Avalon-4-1920_1080-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (20912, 3581, 'work_featured_image', '2553'), (20913, 3581, '_work_featured_image', 'field_5b27eac37a115'), (20914, 3581, 'work_home_featured_color', 'black'), (20915, 3581, '_work_home_featured_color', 'field_5b2bf153536f9'), (20916, 3581, 'work_home_featured_image', ''), (20917, 3581, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20918, 3581, 'work_navigation_color', 'black'), (20919, 3581, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20920, 3581, 'work_colors_text', '#000000'), (20921, 3581, '_work_colors_text', 'field_5b241810bdd49'), (20922, 3581, 'work_colors_accent', '#d2d2d2'), (20923, 3581, '_work_colors_accent', 'field_5b241884bdd4a'), (20924, 3581, 'work_colors_bg', '#ecefec'), (20925, 3581, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20926, 3581, 'work_hero_tag', 'Avalon'), (20927, 3581, '_work_hero_tag', 'field_5b2418cebdd4c'), (20928, 3581, 'work_hero_textcolor', ''), (20929, 3581, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20930, 3581, 'work_call_description', 'Despite being an organic pioneer, Avalon Organics needed a fresh perspective for a new era.'), (20931, 3581, '_work_call_description', 'field_5b241a9cbdd4f'), (20932, 3581, 'work_call_wedid', ''), (20933, 3581, '_work_call_wedid', 'field_5b241ac4bdd50'), (20934, 3581, 'work_call_image', '2555'), (20935, 3581, '_work_call_image', 'field_5b2906b12feea'), (20936, 3581, 'work_call_image_parallax', '0'), (20937, 3581, '_work_call_image_parallax', 'field_5bad3948c7400'), (20938, 3581, 'work_thework_description', 'They wanted to reboot their positioning around “consciousness in cosmetics” to be more relevant to new consumers. Packaging was the marketing tool to lead the charge. A singular brand meaning, deep-rooted beauty; brand book; brand voice; sensory principles and of course brand packaging, allowed Avalon Organics to modernize the category.'), (20939, 3581, '_work_thework_description', 'field_5b241b1abdd51'), (20940, 3581, 'work_thework_type', 'images'), (20941, 3581, '_work_thework_type', 'field_5b6096188b1fd'), (20942, 3581, 'work_thework_images_0_work_thework_images_image', '3579'), (20943, 3581, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20944, 3581, 'work_thework_images_1_work_thework_images_image', '3580'), (20945, 3581, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20946, 3581, 'work_thework_images', '2'), (20947, 3581, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20948, 3581, 'work_impact_1_type', 'none'), (20949, 3581, '_work_impact_1_type', 'field_5b241c64ed75b'), (20950, 3581, 'work_impact_2_type', 'none'), (20951, 3581, '_work_impact_2_type', 'field_5b2420871e096'), (20952, 3581, 'work_impact_3_type', 'none'), (20953, 3581, '_work_impact_3_type', 'field_5b2423b7155ca'), (20954, 3581, 'work_impact_4_type', 'none'), (20955, 3581, '_work_impact_4_type', 'field_5b2426034a947'), (20956, 2552, 'work_call_image_parallax', '0'), (20957, 2552, '_work_call_image_parallax', 'field_5bad3948c7400'), (20958, 2552, 'work_thework_images_0_work_thework_images_image', '3579'), (20959, 2552, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (20960, 2552, 'work_thework_images_1_work_thework_images_image', '3580'), (20961, 2552, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (20962, 2552, 'work_thework_images', '2'), (20963, 2552, '_work_thework_images', 'field_5bb22ac3f3c6b'), (20964, 3582, '_wp_attached_file', '2018/09/BBW-3-1920_800-1.jpg'), (20965, 3582, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:28:\"2018/09/BBW-3-1920_800-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"BBW-3-1920_800-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"BBW-3-1920_800-1-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBW-3-1920_800-1-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"BBW-3-1920_800-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (20966, 3583, '_wp_attached_file', '2018/09/BBW-4-C1-1920_800.jpg'), (20967, 3583, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:29:\"2018/09/BBW-4-C1-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"BBW-4-C1-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"BBW-4-C1-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"BBW-4-C1-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"BBW-4-C1-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (20968, 3584, '_wp_attached_file', '2018/09/BBW-5-1920_1080.jpg'), (20969, 3584, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/09/BBW-5-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"BBW-5-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"BBW-5-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"BBW-5-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"BBW-5-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (20970, 3585, 'work_featured_image', '3475'), (20971, 3585, '_work_featured_image', 'field_5b27eac37a115'), (20972, 3585, 'work_home_featured_color', 'black'), (20973, 3585, '_work_home_featured_color', 'field_5b2bf153536f9'), (20974, 3585, 'work_home_featured_image', ''), (20975, 3585, '_work_home_featured_image', 'field_5b2bddcd3c783'), (20976, 3585, 'work_navigation_color', 'white'), (20977, 3585, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (20978, 3585, 'work_colors_text', '#ffffff'), (20979, 3585, '_work_colors_text', 'field_5b241810bdd49'), (20980, 3585, 'work_colors_accent', '#0e2863'), (20981, 3585, '_work_colors_accent', 'field_5b241884bdd4a'), (20982, 3585, 'work_colors_bg', '#051333'), (20983, 3585, '_work_colors_bg', 'field_5b2418a3bdd4b'), (20984, 3585, 'work_hero_tag', 'BMW / Sotheby\'s'), (20985, 3585, '_work_hero_tag', 'field_5b2418cebdd4c'), (20986, 3585, 'work_hero_textcolor', '#ffffff'), (20987, 3585, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (20988, 3585, 'work_call_description', 'Sotheby’s is one of the world’s most renowned and reputable auction houses. For The Armory Show in New York, one of the busiest times of the year for the global art elite, Sotheby’s wanted to create a one-of-a-kind experience for their top-tier clientele.'), (20989, 3585, '_work_call_description', 'field_5b241a9cbdd4f'), (20990, 3585, 'work_call_wedid', 'Brand Experience'), (20991, 3585, '_work_call_wedid', 'field_5b241ac4bdd50'), (20992, 3585, 'work_call_image', '3476'), (20993, 3585, '_work_call_image', 'field_5b2906b12feea'), (20994, 3585, 'work_call_image_parallax', '1'), (20995, 3585, '_work_call_image_parallax', 'field_5bad3948c7400'), (20996, 3585, 'work_thework_description', 'CBX collaborated with Sotheby’s and premier partner, BMW to create an unforgettable night combining high-touch gastronomy and interactive art-performance. How do you impress a guest that has everything? An experience they’ll never forget.'), (20997, 3585, '_work_thework_description', 'field_5b241b1abdd51'), (20998, 3585, 'work_thework_type', 'images'), (20999, 3585, '_work_thework_type', 'field_5b6096188b1fd'), (21000, 3585, 'work_thework_images_0_work_thework_images_image', '3582'), (21001, 3585, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21002, 3585, 'work_thework_images_1_work_thework_images_image', '3583'), (21003, 3585, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21004, 3585, 'work_thework_images_2_work_thework_images_image', '3584'), (21005, 3585, '_work_thework_images_2_work_thework_images_image', 'field_5bb22b14f3c6c'), (21006, 3585, 'work_thework_images', '3'), (21007, 3585, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21008, 3585, 'work_impact_1_type', 'none'), (21009, 3585, '_work_impact_1_type', 'field_5b241c64ed75b'), (21010, 3585, 'work_impact_2_type', 'none'), (21011, 3585, '_work_impact_2_type', 'field_5b2420871e096'), (21012, 3585, 'work_impact_3_type', 'none'), (21013, 3585, '_work_impact_3_type', 'field_5b2423b7155ca'), (21014, 3585, 'work_impact_4_type', 'none'), (21015, 3585, '_work_impact_4_type', 'field_5b2426034a947'), (21016, 3474, 'work_thework_images_0_work_thework_images_image', '3582'), (21017, 3474, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21018, 3474, 'work_thework_images_1_work_thework_images_image', '3583'), (21019, 3474, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21020, 3474, 'work_thework_images_2_work_thework_images_image', '3584'), (21021, 3474, '_work_thework_images_2_work_thework_images_image', 'field_5bb22b14f3c6c'), (21022, 3474, 'work_thework_images', '3'), (21023, 3474, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21024, 3586, 'work_featured_image', '3475'), (21025, 3586, '_work_featured_image', 'field_5b27eac37a115'), (21026, 3586, 'work_home_featured_color', 'black'), (21027, 3586, '_work_home_featured_color', 'field_5b2bf153536f9'), (21028, 3586, 'work_home_featured_image', ''), (21029, 3586, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21030, 3586, 'work_navigation_color', 'white'), (21031, 3586, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21032, 3586, 'work_colors_text', '#ffffff'), (21033, 3586, '_work_colors_text', 'field_5b241810bdd49'), (21034, 3586, 'work_colors_accent', '#0e2863'), (21035, 3586, '_work_colors_accent', 'field_5b241884bdd4a'), (21036, 3586, 'work_colors_bg', '#051333'), (21037, 3586, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21038, 3586, 'work_hero_tag', 'BMW / Sotheby\'s'), (21039, 3586, '_work_hero_tag', 'field_5b2418cebdd4c'), (21040, 3586, 'work_hero_textcolor', '#ffffff'), (21041, 3586, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21042, 3586, 'work_call_description', 'Sotheby’s is one of the world’s most renowned and reputable auction houses. For The Armory Show in New York, one of the busiest times of the year for the global art elite, Sotheby’s wanted to create a one-of-a-kind experience for their top-tier clientele.'), (21043, 3586, '_work_call_description', 'field_5b241a9cbdd4f'), (21044, 3586, 'work_call_wedid', 'Brand Experience'), (21045, 3586, '_work_call_wedid', 'field_5b241ac4bdd50'), (21046, 3586, 'work_call_image', '3476'), (21047, 3586, '_work_call_image', 'field_5b2906b12feea'), (21048, 3586, 'work_call_image_parallax', '0'), (21049, 3586, '_work_call_image_parallax', 'field_5bad3948c7400'), (21050, 3586, 'work_thework_description', 'CBX collaborated with Sotheby’s and premier partner, BMW to create an unforgettable night combining high-touch gastronomy and interactive art-performance. How do you impress a guest that has everything? An experience they’ll never forget.'), (21051, 3586, '_work_thework_description', 'field_5b241b1abdd51'), (21052, 3586, 'work_thework_type', 'images'), (21053, 3586, '_work_thework_type', 'field_5b6096188b1fd'), (21054, 3586, 'work_thework_images_0_work_thework_images_image', '3582'), (21055, 3586, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21056, 3586, 'work_thework_images_1_work_thework_images_image', '3583'), (21057, 3586, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21058, 3586, 'work_thework_images_2_work_thework_images_image', '3584'), (21059, 3586, '_work_thework_images_2_work_thework_images_image', 'field_5bb22b14f3c6c'), (21060, 3586, 'work_thework_images', '3'), (21061, 3586, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21062, 3586, 'work_impact_1_type', 'none'), (21063, 3586, '_work_impact_1_type', 'field_5b241c64ed75b'), (21064, 3586, 'work_impact_2_type', 'none'), (21065, 3586, '_work_impact_2_type', 'field_5b2420871e096'), (21066, 3586, 'work_impact_3_type', 'none'), (21067, 3586, '_work_impact_3_type', 'field_5b2423b7155ca'), (21068, 3586, 'work_impact_4_type', 'none'), (21069, 3586, '_work_impact_4_type', 'field_5b2426034a947'), (21070, 3587, '_wp_attached_file', '2018/09/GoldMedal-3-1920_800-1.jpg'), (21071, 3587, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:34:\"2018/09/GoldMedal-3-1920_800-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:34:\"GoldMedal-3-1920_800-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:34:\"GoldMedal-3-1920_800-1-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"GoldMedal-3-1920_800-1-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:34:\"GoldMedal-3-1920_800-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21072, 3588, '_wp_attached_file', '2018/09/GoldMedal-4-1920_1080.jpg'), (21073, 3588, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:33:\"2018/09/GoldMedal-4-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:33:\"GoldMedal-4-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:33:\"GoldMedal-4-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:35:\"GoldMedal-4-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:33:\"GoldMedal-4-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21074, 3589, 'work_featured_image', '3481'), (21075, 3589, '_work_featured_image', 'field_5b27eac37a115'), (21076, 3589, 'work_home_featured_color', 'black'), (21077, 3589, '_work_home_featured_color', 'field_5b2bf153536f9'), (21078, 3589, 'work_home_featured_image', ''), (21079, 3589, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21080, 3589, 'work_navigation_color', 'white'), (21081, 3589, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21082, 3589, 'work_colors_text', '#ffffff'), (21083, 3589, '_work_colors_text', 'field_5b241810bdd49'), (21084, 3589, 'work_colors_accent', '#003f7e'), (21085, 3589, '_work_colors_accent', 'field_5b241884bdd4a'), (21086, 3589, 'work_colors_bg', '#052a4f'), (21087, 3589, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21088, 3589, 'work_hero_tag', 'Gold Medal'), (21089, 3589, '_work_hero_tag', 'field_5b2418cebdd4c'), (21090, 3589, 'work_hero_textcolor', '#ffffff'), (21091, 3589, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21092, 3589, 'work_call_description', 'Gold Medal is a brand that not only gave rise to the company we now know as General Mills, it helped build the town they affectionately call Mill City (aka Minneapolis).\r\n\r\nAs new, more premium flour brands were gaining traction, Gold Medal had lost its way.'), (21093, 3589, '_work_call_description', 'field_5b241a9cbdd4f'), (21094, 3589, 'work_call_wedid', 'Brand Purpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (21095, 3589, '_work_call_wedid', 'field_5b241ac4bdd50'), (21096, 3589, 'work_call_image', '3482'), (21097, 3589, '_work_call_image', 'field_5b2906b12feea'), (21098, 3589, 'work_call_image_parallax', '0'), (21099, 3589, '_work_call_image_parallax', 'field_5bad3948c7400'), (21100, 3589, 'work_thework_description', 'Bakers have a need for the structure and control that enables them to create and recreate - through exacting recipes, careful choreography, and oral traditions - the same experiences again and again. They want a standard of quality they can rely on. As Millers, the Gold Medal was the symbol for that unwavering standard and reliability that needed to bring forward.\r\n\r\nWe defined the brand’s purpose and meaning and the visual and verbal language that best communicated its story and experience.\r\n\r\nOur packing redesign leveraged the strength and proud heritage of the brand as a leader in the category for over 100 years.'), (21101, 3589, '_work_thework_description', 'field_5b241b1abdd51'), (21102, 3589, 'work_thework_type', 'images'), (21103, 3589, '_work_thework_type', 'field_5b6096188b1fd'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (21104, 3589, 'work_thework_images_0_work_thework_images_image', '3587'), (21105, 3589, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21106, 3589, 'work_thework_images_1_work_thework_images_image', '3588'), (21107, 3589, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21108, 3589, 'work_thework_images', '2'), (21109, 3589, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21110, 3589, 'work_impact_1_type', 'text'), (21111, 3589, '_work_impact_1_type', 'field_5b241c64ed75b'), (21112, 3589, 'work_impact_1_text', ''), (21113, 3589, '_work_impact_1_text', 'field_5b241d21ed75c'), (21114, 3589, 'work_impact_award_option', '0'), (21115, 3589, '_work_impact_award_option', 'field_5b8ec47072930'), (21116, 3589, 'work_impact_2_type', 'none'), (21117, 3589, '_work_impact_2_type', 'field_5b2420871e096'), (21118, 3589, 'work_impact_3_type', 'none'), (21119, 3589, '_work_impact_3_type', 'field_5b2423b7155ca'), (21120, 3589, 'work_impact_4_type', 'none'), (21121, 3589, '_work_impact_4_type', 'field_5b2426034a947'), (21122, 3480, 'work_thework_images_0_work_thework_images_image', '3587'), (21123, 3480, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21124, 3480, 'work_thework_images_1_work_thework_images_image', '3588'), (21125, 3480, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21126, 3480, 'work_thework_images', '2'), (21127, 3480, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21128, 3590, 'work_featured_image', '3505'), (21129, 3590, '_work_featured_image', 'field_5b27eac37a115'), (21130, 3590, 'work_home_featured_color', 'black'), (21131, 3590, '_work_home_featured_color', 'field_5b2bf153536f9'), (21132, 3590, 'work_home_featured_image', ''), (21133, 3590, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21134, 3590, 'work_navigation_color', 'white'), (21135, 3590, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21136, 3590, 'work_colors_text', '#ffffff'), (21137, 3590, '_work_colors_text', 'field_5b241810bdd49'), (21138, 3590, 'work_colors_accent', '#292929'), (21139, 3590, '_work_colors_accent', 'field_5b241884bdd4a'), (21140, 3590, 'work_colors_bg', '#000000'), (21141, 3590, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21142, 3590, 'work_hero_tag', 'Valvoline'), (21143, 3590, '_work_hero_tag', 'field_5b2418cebdd4c'), (21144, 3590, 'work_hero_textcolor', '#ffffff'), (21145, 3590, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21146, 3590, 'work_call_description', 'Valvoline is a leader in engine maintenance with over 150 years under the hood. But the brand was lagging in the stagnant DIY motor oil category.\r\nTeam Valvoline partnered with CBX to bring innovation to the DIY motor oil category that would add material value to the user experience, simplify the shopping experience, and elevate the brand.'), (21147, 3590, '_work_call_description', 'field_5b241a9cbdd4f'), (21148, 3590, 'work_call_wedid', 'Innovation\r\nBrand Architecture\r\nDesign Strategy\r\nPackaging Design\r\nStructural Design'), (21149, 3590, '_work_call_wedid', 'field_5b241ac4bdd50'), (21150, 3590, 'work_call_image', '3506'), (21151, 3590, '_work_call_image', 'field_5b2906b12feea'), (21152, 3590, 'work_call_image_parallax', '1'), (21153, 3590, '_work_call_image_parallax', 'field_5bad3948c7400'), (21154, 3590, 'work_thework_description', 'User research identified pouring as a primary pain point in the oil changing process. The experience is messy and often wasteful when as much oil ends up on the garage floor as in your engine.\r\n\r\nThrough an iterative, user-centric design innovation process, the CBX team identified an opportunity to improve the balance of the bottle and the performance of the pour spout. The new design provides a significantly more satisfying oil changing experience with far less mess and waste.\r\n\r\nAdditionally, we simplified the portfolio architecture and on-pack communication to make it easier for shoppers to find the product they’re looking for.'), (21155, 3590, '_work_thework_description', 'field_5b241b1abdd51'), (21156, 3590, 'work_thework_type', 'images'), (21157, 3590, '_work_thework_type', 'field_5b6096188b1fd'), (21158, 3590, 'work_thework_images_0_work_thework_images_image', '3532'), (21159, 3590, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21160, 3590, 'work_thework_images', '1'), (21161, 3590, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21162, 3590, 'work_impact_1_type', 'text'), (21163, 3590, '_work_impact_1_type', 'field_5b241c64ed75b'), (21164, 3590, 'work_impact_1_text', '• Named 2018 Product of the Year in the Car Care Category'), (21165, 3590, '_work_impact_1_text', 'field_5b241d21ed75c'), (21166, 3590, 'work_impact_award_option', '0'), (21167, 3590, '_work_impact_award_option', 'field_5b8ec47072930'), (21168, 3590, 'work_impact_2_type', 'image'), (21169, 3590, '_work_impact_2_type', 'field_5b2420871e096'), (21170, 3590, 'work_impact_2_image', '3507'), (21171, 3590, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (21172, 3590, 'work_impact_3_type', 'image'), (21173, 3590, '_work_impact_3_type', 'field_5b2423b7155ca'), (21174, 3590, 'work_impact_3_image', '3531'), (21175, 3590, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (21176, 3590, 'work_impact_4_type', 'none'), (21177, 3590, '_work_impact_4_type', 'field_5b2426034a947'), (21178, 3504, 'work_thework_images_0_work_thework_images_image', '3532'), (21179, 3504, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21180, 3504, 'work_thework_images', '1'), (21181, 3504, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21182, 3592, '_wp_attached_file', '2018/09/SSR-4-1920_1080.jpg'), (21183, 3592, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/09/SSR-4-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"SSR-4-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"SSR-4-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"SSR-4-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"SSR-4-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21184, 3593, 'work_featured_image', '3499'), (21185, 3593, '_work_featured_image', 'field_5b27eac37a115'), (21186, 3593, 'work_home_featured_color', 'black'), (21187, 3593, '_work_home_featured_color', 'field_5b2bf153536f9'), (21188, 3593, 'work_home_featured_image', ''), (21189, 3593, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21190, 3593, 'work_navigation_color', 'black'), (21191, 3593, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21192, 3593, 'work_colors_text', '#000000'), (21193, 3593, '_work_colors_text', 'field_5b241810bdd49'), (21194, 3593, 'work_colors_accent', '#3fb6d5'), (21195, 3593, '_work_colors_accent', 'field_5b241884bdd4a'), (21196, 3593, 'work_colors_bg', '#69def9'), (21197, 3593, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21198, 3593, 'work_hero_tag', 'She Should Run'), (21199, 3593, '_work_hero_tag', 'field_5b2418cebdd4c'), (21200, 3593, 'work_hero_textcolor', '#000000'), (21201, 3593, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21202, 3593, 'work_call_description', 'She Should Run is a non-partisan national network that inspires women and girls to get in the race for public leadership.'), (21203, 3593, '_work_call_description', 'field_5b241a9cbdd4f'), (21204, 3593, 'work_call_wedid', 'Brand Voice\r\nMessaging\r\nDesign Strategy\r\nCampaign Development'), (21205, 3593, '_work_call_wedid', 'field_5b241ac4bdd50'), (21206, 3593, 'work_call_image', '3500'), (21207, 3593, '_work_call_image', 'field_5b2906b12feea'), (21208, 3593, 'work_call_image_parallax', '0'), (21209, 3593, '_work_call_image_parallax', 'field_5bad3948c7400'), (21210, 3593, 'work_thework_description', 'It needed a unifying messaging and voice framework to deliver clear compelling communications. The new She Should Run voice establishes a clear direction for the future—inspiring new generations of women to pursue a more perfect union.'), (21211, 3593, '_work_thework_description', 'field_5b241b1abdd51'), (21212, 3593, 'work_thework_type', 'images'), (21213, 3593, '_work_thework_type', 'field_5b6096188b1fd'), (21214, 3593, 'work_thework_images_0_work_thework_images_image', '3501'), (21215, 3593, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21216, 3593, 'work_thework_images_1_work_thework_images_image', '3592'), (21217, 3593, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21218, 3593, 'work_thework_images', '2'), (21219, 3593, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21220, 3593, 'work_impact_1_type', 'none'), (21221, 3593, '_work_impact_1_type', 'field_5b241c64ed75b'), (21222, 3593, 'work_impact_2_type', 'none'), (21223, 3593, '_work_impact_2_type', 'field_5b2420871e096'), (21224, 3593, 'work_impact_3_type', 'none'), (21225, 3593, '_work_impact_3_type', 'field_5b2423b7155ca'), (21226, 3593, 'work_impact_4_type', 'none'), (21227, 3593, '_work_impact_4_type', 'field_5b2426034a947'), (21228, 3498, 'work_thework_images_0_work_thework_images_image', '3501'), (21229, 3498, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21230, 3498, 'work_thework_images_1_work_thework_images_image', '3592'), (21231, 3498, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21232, 3498, 'work_thework_images', '2'), (21233, 3498, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21234, 3594, '_wp_attached_file', '2018/09/Veuve-4-1920_1080.jpg'), (21235, 3594, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:29:\"2018/09/Veuve-4-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Veuve-4-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Veuve-4-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Veuve-4-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Veuve-4-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21236, 3595, 'work_featured_image', '3513'), (21237, 3595, '_work_featured_image', 'field_5b27eac37a115'), (21238, 3595, 'work_home_featured_color', 'black'), (21239, 3595, '_work_home_featured_color', 'field_5b2bf153536f9'), (21240, 3595, 'work_home_featured_image', ''), (21241, 3595, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21242, 3595, 'work_navigation_color', 'white'), (21243, 3595, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21244, 3595, 'work_colors_text', '#000000'), (21245, 3595, '_work_colors_text', 'field_5b241810bdd49'), (21246, 3595, 'work_colors_accent', '#ec8e00'), (21247, 3595, '_work_colors_accent', 'field_5b241884bdd4a'), (21248, 3595, 'work_colors_bg', '#faa21d'), (21249, 3595, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21250, 3595, 'work_hero_tag', 'Veuve Clicquot'), (21251, 3595, '_work_hero_tag', 'field_5b2418cebdd4c'), (21252, 3595, 'work_hero_textcolor', '#ffffff'), (21253, 3595, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21254, 3595, 'work_call_description', 'With its bold spirit and legendary story, Veuve Clicquot set out to prove that it is more than just a drink for celebratory moments.'), (21255, 3595, '_work_call_description', 'field_5b241a9cbdd4f'), (21256, 3595, 'work_call_wedid', 'Design Strategy\r\nBrand Experience\r\nRetail Activation\r\nCampaign Development'), (21257, 3595, '_work_call_wedid', 'field_5b241ac4bdd50'), (21258, 3595, 'work_call_image', '3514'), (21259, 3595, '_work_call_image', 'field_5b2906b12feea'), (21260, 3595, 'work_call_image_parallax', '1'), (21261, 3595, '_work_call_image_parallax', 'field_5bad3948c7400'), (21262, 3595, 'work_thework_description', 'It brings luxury with a twist to every moment – from brunch to dancing at the club. Through window and off-premise merchandising displays, we brought this audaciously creative positioning to life, and clearly communicated the brand’s free-spirited attitude across all touch points.'), (21263, 3595, '_work_thework_description', 'field_5b241b1abdd51'), (21264, 3595, 'work_thework_type', 'images'), (21265, 3595, '_work_thework_type', 'field_5b6096188b1fd'), (21266, 3595, 'work_thework_images_0_work_thework_images_image', '3515'), (21267, 3595, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21268, 3595, 'work_thework_images_1_work_thework_images_image', '3594'), (21269, 3595, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21270, 3595, 'work_thework_images', '2'), (21271, 3595, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21272, 3595, 'work_impact_1_type', 'none'), (21273, 3595, '_work_impact_1_type', 'field_5b241c64ed75b'), (21274, 3595, 'work_impact_2_type', 'none'), (21275, 3595, '_work_impact_2_type', 'field_5b2420871e096'), (21276, 3595, 'work_impact_3_type', 'none'), (21277, 3595, '_work_impact_3_type', 'field_5b2423b7155ca'), (21278, 3595, 'work_impact_4_type', 'none'), (21279, 3595, '_work_impact_4_type', 'field_5b2426034a947'), (21280, 3596, '_edit_lock', '1538504784:2'), (21281, 3596, '_edit_last', '2'), (21282, 3597, '_wp_attached_file', '2018/10/Kotex-1-1920_1080.jpg'), (21283, 3597, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:29:\"2018/10/Kotex-1-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Kotex-1-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Kotex-1-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Kotex-1-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Kotex-1-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21284, 3598, '_wp_attached_file', '2018/10/Kotex-2-1920_1580.jpg'), (21285, 3598, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1580;s:4:\"file\";s:29:\"2018/10/Kotex-2-1920_1580.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Kotex-2-1920_1580-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Kotex-2-1920_1580-768x632.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:632;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Kotex-2-1920_1580-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Kotex-2-1920_1580-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21286, 3599, 'work_featured_image', '3597'), (21287, 3599, '_work_featured_image', 'field_5b27eac37a115'), (21288, 3599, 'work_home_featured_color', 'black'), (21289, 3599, '_work_home_featured_color', 'field_5b2bf153536f9'), (21290, 3599, 'work_home_featured_image', ''), (21291, 3599, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21292, 3599, 'work_navigation_color', 'black'), (21293, 3599, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21294, 3599, 'work_colors_text', '#ffffff'), (21295, 3599, '_work_colors_text', 'field_5b241810bdd49'), (21296, 3599, 'work_colors_accent', '#232323'), (21297, 3599, '_work_colors_accent', 'field_5b241884bdd4a'), (21298, 3599, 'work_colors_bg', '#000000'), (21299, 3599, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21300, 3599, 'work_hero_tag', 'U by Kotex'), (21301, 3599, '_work_hero_tag', 'field_5b2418cebdd4c'), (21302, 3599, 'work_hero_textcolor', '#ffffff'), (21303, 3599, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21304, 3599, 'work_call_description', 'Kotex had invented the feminine care category but was struggling to connect with the millennial generation.\r\n\r\nCBX worked with the Kotex team to create a new brand and experience to connect with a new generation of young women.'), (21305, 3599, '_work_call_description', 'field_5b241a9cbdd4f'), (21306, 3599, 'work_call_wedid', ''), (21307, 3599, '_work_call_wedid', 'field_5b241ac4bdd50'), (21308, 3599, 'work_call_image', ''), (21309, 3599, '_work_call_image', 'field_5b2906b12feea'), (21310, 3599, 'work_call_image_parallax', '0'), (21311, 3599, '_work_call_image_parallax', 'field_5bad3948c7400'), (21312, 3599, 'work_thework_description', ''), (21313, 3599, '_work_thework_description', 'field_5b241b1abdd51'), (21314, 3599, 'work_thework_type', 'images'), (21315, 3599, '_work_thework_type', 'field_5b6096188b1fd'), (21316, 3599, 'work_thework_images_0_work_thework_images_image', ''), (21317, 3599, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21318, 3599, 'work_thework_images', '1'), (21319, 3599, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21320, 3599, 'work_impact_1_type', 'none'), (21321, 3599, '_work_impact_1_type', 'field_5b241c64ed75b'), (21322, 3599, 'work_impact_2_type', 'none'), (21323, 3599, '_work_impact_2_type', 'field_5b2420871e096'), (21324, 3599, 'work_impact_3_type', 'none'), (21325, 3599, '_work_impact_3_type', 'field_5b2423b7155ca'), (21326, 3599, 'work_impact_4_type', 'none'), (21327, 3599, '_work_impact_4_type', 'field_5b2426034a947'), (21328, 3596, 'work_featured_image', '3597'), (21329, 3596, '_work_featured_image', 'field_5b27eac37a115'), (21330, 3596, 'work_home_featured_color', 'black'), (21331, 3596, '_work_home_featured_color', 'field_5b2bf153536f9'), (21332, 3596, 'work_home_featured_image', ''), (21333, 3596, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21334, 3596, 'work_navigation_color', 'black'), (21335, 3596, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21336, 3596, 'work_colors_text', '#ffffff'), (21337, 3596, '_work_colors_text', 'field_5b241810bdd49'), (21338, 3596, 'work_colors_accent', '#232323'), (21339, 3596, '_work_colors_accent', 'field_5b241884bdd4a'), (21340, 3596, 'work_colors_bg', '#000000'), (21341, 3596, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21342, 3596, 'work_hero_tag', 'U by Kotex'), (21343, 3596, '_work_hero_tag', 'field_5b2418cebdd4c'), (21344, 3596, 'work_hero_textcolor', '#ffffff'), (21345, 3596, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21346, 3596, 'work_call_description', 'Kotex had invented the feminine care category but was struggling to connect with the millennial generation.\r\n\r\nCBX worked with the Kotex team to create a new brand and experience to connect with a new generation of young women.'), (21347, 3596, '_work_call_description', 'field_5b241a9cbdd4f'), (21348, 3596, 'work_call_wedid', 'Consumer Insights\r\nPurpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nIdentity Design\r\nBrand Design\r\nMerchandising'), (21349, 3596, '_work_call_wedid', 'field_5b241ac4bdd50'), (21350, 3596, 'work_call_image', '3621'), (21351, 3596, '_work_call_image', 'field_5b2906b12feea'), (21352, 3596, 'work_call_image_parallax', '0'), (21353, 3596, '_work_call_image_parallax', 'field_5bad3948c7400'), (21354, 3596, 'work_thework_description', 'We started by listening and taking a walk in the shoes of the people we were trying to reach - through shop-alongs, ethnographies, social listening and in-person interviews. It soon became very clear that in order to win their loyalty, brands needed to find a way to connect and engage with them like people, not stereotypes.\r\n\r\nThe new brand U by Kotex revolutionized the category and ushered in a new era for feminine care with distinctive black packaging, accent colors that popped off the shelves and a \"no BS\" tone of voice that was refreshing and honest. Soon after the initial launch, U by Kotex Tween was introduced to micro-target that finicky demographic, and the U by Kotex Designer Series created new news on shelf and reinforced U by Kotex\'s forward-thinking approach.'), (21355, 3596, '_work_thework_description', 'field_5b241b1abdd51'), (21356, 3596, 'work_thework_type', 'images'), (21357, 3596, '_work_thework_type', 'field_5b6096188b1fd'), (21358, 3596, 'work_thework_images_0_work_thework_images_image', '3622'), (21359, 3596, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21360, 3596, 'work_thework_images', '1'), (21361, 3596, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21362, 3596, 'work_impact_1_type', 'text'), (21363, 3596, '_work_impact_1_type', 'field_5b241c64ed75b'), (21364, 3596, 'work_impact_2_type', 'image'), (21365, 3596, '_work_impact_2_type', 'field_5b2420871e096'), (21366, 3596, 'work_impact_3_type', 'none'), (21367, 3596, '_work_impact_3_type', 'field_5b2423b7155ca'), (21368, 3596, 'work_impact_4_type', 'none'), (21369, 3596, '_work_impact_4_type', 'field_5b2426034a947'), (21370, 3600, '_wp_attached_file', '2018/06/Chex-3-1920_800.jpg'), (21371, 3600, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:27:\"2018/06/Chex-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"Chex-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"Chex-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:28:\"Chex-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"Chex-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21372, 3601, 'work_featured_image', '363'), (21373, 3601, '_work_featured_image', 'field_5b27eac37a115'), (21374, 3601, 'work_home_featured_color', 'black'), (21375, 3601, '_work_home_featured_color', 'field_5b2bf153536f9'), (21376, 3601, 'work_home_featured_image', ''), (21377, 3601, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21378, 3601, 'work_navigation_color', 'black'), (21379, 3601, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21380, 3601, 'work_colors_text', '#ffffff'), (21381, 3601, '_work_colors_text', 'field_5b241810bdd49'), (21382, 3601, 'work_colors_accent', '#af020c'), (21383, 3601, '_work_colors_accent', 'field_5b241884bdd4a'), (21384, 3601, 'work_colors_bg', '#cc081e'), (21385, 3601, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21386, 3601, 'work_hero_tag', 'Chex'), (21387, 3601, '_work_hero_tag', 'field_5b2418cebdd4c'), (21388, 3601, 'work_hero_textcolor', '#ffffff'), (21389, 3601, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21390, 3601, 'work_call_description', 'How do you re-stage an iconic cereal brand for a new generation?\r\n\r\nSince its inception in 1937, Chex has been a staple in households across America. Despite its clean, simple ingredients, the brand was beginning to be seen as out of step with consumer expectations around health and wellness.'), (21391, 3601, '_work_call_description', 'field_5b241a9cbdd4f'), (21392, 3601, 'work_call_wedid', 'Design Strategy\r\nBrand Voice\r\nIdentity Design\r\nPackaging Design'), (21393, 3601, '_work_call_wedid', 'field_5b241ac4bdd50'), (21394, 3601, 'work_call_image', '626'), (21395, 3601, '_work_call_image', 'field_5b2906b12feea'), (21396, 3601, 'work_call_image_parallax', '1'), (21397, 3601, '_work_call_image_parallax', 'field_5bad3948c7400'), (21398, 3601, 'work_thework_description', 'With all of the confusion around brands shouting health claims, Chex had an opportunity to use design to bring forward the simplicity of the brand and its products.\r\n\r\nWe created a visual system to pay homage to Chex’s iconic square shape. We also simplified on pack communications while introducing new, more meaningful design elements that spoke to the simple wellness of the product. A vibrant color system was introduced, which was seamlessly transferred onto the existing product while also supporting new product innovation.\r\n\r\nThe strongest master brand assets were leveraged as the connective tissue linking the ‘Simple Wellness’ story across its product portfolio.'), (21399, 3601, '_work_thework_description', 'field_5b241b1abdd51'), (21400, 3601, 'work_thework_type', 'images'), (21401, 3601, '_work_thework_type', 'field_5b6096188b1fd'), (21402, 3601, 'work_thework_images_0_work_thework_images_image', '3600'), (21403, 3601, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21404, 3601, 'work_thework_images', '1'), (21405, 3601, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21406, 3601, 'work_impact_1_type', 'text'), (21407, 3601, '_work_impact_1_type', 'field_5b241c64ed75b'), (21408, 3601, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (21409, 3601, '_work_impact_1_text', 'field_5b241d21ed75c'), (21410, 3601, 'work_impact_award_option', '1'), (21411, 3601, '_work_impact_award_option', 'field_5b8ec47072930'), (21412, 3601, 'work_impact_award_item_0_work_impact_award_item_title', 'GOLD TRANSFORM AWARD'), (21413, 3601, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (21414, 3601, 'work_impact_award_item_0_work_impact_award_item_description', 'PACKAGING, 2017'), (21415, 3601, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (21416, 3601, 'work_impact_award_item', '1'), (21417, 3601, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (21418, 3601, 'work_impact_2_type', 'image'), (21419, 3601, '_work_impact_2_type', 'field_5b2420871e096'), (21420, 3601, 'work_impact_2_image', '629'), (21421, 3601, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (21422, 3601, 'work_impact_3_type', 'none'), (21423, 3601, '_work_impact_3_type', 'field_5b2423b7155ca'), (21424, 3601, 'work_impact_4_type', 'none'), (21425, 3601, '_work_impact_4_type', 'field_5b2426034a947'), (21426, 60, 'work_thework_images_0_work_thework_images_image', '3600'), (21427, 60, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21428, 60, 'work_thework_images', '1'), (21429, 60, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21430, 3602, '_wp_attached_file', '2018/09/TAOS-3-1920_800-1.jpg'), (21431, 3602, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:29:\"2018/09/TAOS-3-1920_800-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"TAOS-3-1920_800-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"TAOS-3-1920_800-1-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:30:\"TAOS-3-1920_800-1-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"TAOS-3-1920_800-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21432, 3603, '_wp_attached_file', '2018/09/TAOS-4-C1-1920_800-1.jpg'), (21433, 3603, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:32:\"2018/09/TAOS-4-C1-1920_800-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"TAOS-4-C1-1920_800-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"TAOS-4-C1-1920_800-1-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:33:\"TAOS-4-C1-1920_800-1-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"TAOS-4-C1-1920_800-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21434, 3604, '_wp_attached_file', '2018/09/TAOS-5-1920_1080-1.jpg'), (21435, 3604, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:30:\"2018/09/TAOS-5-1920_1080-1.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:30:\"TAOS-5-1920_1080-1-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:30:\"TAOS-5-1920_1080-1-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"TAOS-5-1920_1080-1-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:30:\"TAOS-5-1920_1080-1-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21436, 3605, 'work_featured_image', '2561'), (21437, 3605, '_work_featured_image', 'field_5b27eac37a115'), (21438, 3605, 'work_home_featured_color', 'black'), (21439, 3605, '_work_home_featured_color', 'field_5b2bf153536f9'), (21440, 3605, 'work_home_featured_image', ''), (21441, 3605, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21442, 3605, 'work_navigation_color', 'white'), (21443, 3605, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21444, 3605, 'work_colors_text', '#ffffff'), (21445, 3605, '_work_colors_text', 'field_5b241810bdd49'), (21446, 3605, 'work_colors_accent', '#352110'), (21447, 3605, '_work_colors_accent', 'field_5b241884bdd4a'), (21448, 3605, 'work_colors_bg', '#1a1008'), (21449, 3605, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21450, 3605, 'work_hero_tag', 'The Art of Shaving'), (21451, 3605, '_work_hero_tag', 'field_5b2418cebdd4c'), (21452, 3605, 'work_hero_textcolor', '#ffffff'), (21453, 3605, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21454, 3605, 'work_call_description', 'After Gillette acquired The Art of Shaving, it needed to deliver The Best A Man Get through a more elevated experience, inspired by its New York City roots.'), (21455, 3605, '_work_call_description', 'field_5b241a9cbdd4f'), (21456, 3605, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (21457, 3605, '_work_call_wedid', 'field_5b241ac4bdd50'), (21458, 3605, 'work_call_image', '2563'), (21459, 3605, '_work_call_image', 'field_5b2906b12feea'), (21460, 3605, 'work_call_image_parallax', '0'), (21461, 3605, '_work_call_image_parallax', 'field_5bad3948c7400'), (21462, 3605, 'work_thework_description', 'The Art of Shaving consumer values the attention given to fine details and craftsmanship. CBX helped to codify the consumer target, brand and experience through a carefully curated brand guide.\r\n\r\nAn AoS monogram was created to give the brand more detailing.\r\n\r\nWe designed vintage razor replacement cartridges to create a more refined, giftable male grooming experience.\r\n\r\nCBX designed the packaging for the Morris Park Collection - a specialty line of razors named after one of the first auto-racing arenas in the United States. The classic colors and details of the packaging and the razor evoke a the timeless style of a vintage race cars.\r\n\r\nThe Lexington Collection packaging was designed to be an ultra-premium experience, inspired by the The Art of Shaving’s first location on Lexingtion Avenue in NYC.'), (21463, 3605, '_work_thework_description', 'field_5b241b1abdd51'), (21464, 3605, 'work_thework_type', 'images'), (21465, 3605, '_work_thework_type', 'field_5b6096188b1fd'), (21466, 3605, 'work_thework_images_0_work_thework_images_image', '3602'), (21467, 3605, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21468, 3605, 'work_thework_images_1_work_thework_images_image', '3603'), (21469, 3605, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21470, 3605, 'work_thework_images_2_work_thework_images_image', '3604'), (21471, 3605, '_work_thework_images_2_work_thework_images_image', 'field_5bb22b14f3c6c'), (21472, 3605, 'work_thework_images', '3'), (21473, 3605, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21474, 3605, 'work_impact_1_type', 'none'), (21475, 3605, '_work_impact_1_type', 'field_5b241c64ed75b'), (21476, 3605, 'work_impact_2_type', 'none'), (21477, 3605, '_work_impact_2_type', 'field_5b2420871e096'), (21478, 3605, 'work_impact_3_type', 'none'), (21479, 3605, '_work_impact_3_type', 'field_5b2423b7155ca'), (21480, 3605, 'work_impact_4_type', 'none'), (21481, 3605, '_work_impact_4_type', 'field_5b2426034a947'), (21482, 2560, 'work_thework_images_2_work_thework_images_image', '3604'), (21483, 2560, '_work_thework_images_2_work_thework_images_image', 'field_5bb22b14f3c6c'), (21484, 3606, 'work_featured_image', '345'), (21485, 3606, '_work_featured_image', 'field_5b27eac37a115'), (21486, 3606, 'work_home_featured_color', 'black'), (21487, 3606, '_work_home_featured_color', 'field_5b2bf153536f9'), (21488, 3606, 'work_home_featured_image', '388'), (21489, 3606, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21490, 3606, 'work_navigation_color', 'white'), (21491, 3606, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21492, 3606, 'work_colors_text', '#ffffff'), (21493, 3606, '_work_colors_text', 'field_5b241810bdd49'), (21494, 3606, 'work_colors_accent', '#007bc1'), (21495, 3606, '_work_colors_accent', 'field_5b241884bdd4a'), (21496, 3606, 'work_colors_bg', '#0094d0'), (21497, 3606, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21498, 3606, 'work_hero_tag', 'Land o Lakes'), (21499, 3606, '_work_hero_tag', 'field_5b2418cebdd4c'), (21500, 3606, 'work_hero_textcolor', '#ffffff'), (21501, 3606, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21502, 3606, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (21503, 3606, '_work_call_description', 'field_5b241a9cbdd4f'), (21504, 3606, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (21505, 3606, '_work_call_wedid', 'field_5b241ac4bdd50'), (21506, 3606, 'work_call_image', '346'), (21507, 3606, '_work_call_image', 'field_5b2906b12feea'), (21508, 3606, 'work_call_image_parallax', '0'), (21509, 3606, '_work_call_image_parallax', 'field_5bad3948c7400'), (21510, 3606, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (21511, 3606, '_work_thework_description', 'field_5b241b1abdd51'), (21512, 3606, 'work_thework_type', 'images'), (21513, 3606, '_work_thework_type', 'field_5b6096188b1fd'), (21514, 3606, 'work_thework_images_0_work_thework_images_image', ''), (21515, 3606, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21516, 3606, 'work_thework_images', '1'), (21517, 3606, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21518, 3606, 'work_impact_1_type', 'text'), (21519, 3606, '_work_impact_1_type', 'field_5b241c64ed75b'), (21520, 3606, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (21521, 3606, '_work_impact_1_text', 'field_5b241d21ed75c'), (21522, 3606, 'work_impact_award_option', '0'), (21523, 3606, '_work_impact_award_option', 'field_5b8ec47072930'), (21524, 3606, 'work_impact_2_type', 'image'), (21525, 3606, '_work_impact_2_type', 'field_5b2420871e096'), (21526, 3606, 'work_impact_2_image', '348'), (21527, 3606, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (21528, 3606, 'work_impact_3_type', 'image'), (21529, 3606, '_work_impact_3_type', 'field_5b2423b7155ca'), (21530, 3606, 'work_impact_3_image', '661'), (21531, 3606, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (21532, 3606, 'work_impact_4_type', 'none'), (21533, 3606, '_work_impact_4_type', 'field_5b2426034a947'), (21534, 47, 'work_call_image_parallax', '0'), (21535, 47, '_work_call_image_parallax', 'field_5bad3948c7400'), (21536, 47, 'work_thework_images_0_work_thework_images_image', '3607'), (21537, 47, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21538, 47, 'work_thework_images', '1'), (21539, 47, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21540, 3607, '_wp_attached_file', '2018/04/LoL-3-1920_1080.jpg'), (21541, 3607, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:27:\"2018/04/LoL-3-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:27:\"LoL-3-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:27:\"LoL-3-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"LoL-3-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:27:\"LoL-3-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21542, 3608, 'work_featured_image', '345'), (21543, 3608, '_work_featured_image', 'field_5b27eac37a115'), (21544, 3608, 'work_home_featured_color', 'black'), (21545, 3608, '_work_home_featured_color', 'field_5b2bf153536f9'), (21546, 3608, 'work_home_featured_image', '388'), (21547, 3608, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21548, 3608, 'work_navigation_color', 'white'), (21549, 3608, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21550, 3608, 'work_colors_text', '#ffffff'), (21551, 3608, '_work_colors_text', 'field_5b241810bdd49'), (21552, 3608, 'work_colors_accent', '#007bc1'), (21553, 3608, '_work_colors_accent', 'field_5b241884bdd4a'), (21554, 3608, 'work_colors_bg', '#0094d0'), (21555, 3608, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21556, 3608, 'work_hero_tag', 'Land o Lakes'), (21557, 3608, '_work_hero_tag', 'field_5b2418cebdd4c'), (21558, 3608, 'work_hero_textcolor', '#ffffff'), (21559, 3608, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21560, 3608, 'work_call_description', 'How do you help a heritage brand stand out at shelf and more effectively tell its story in an increasingly crowded category?'), (21561, 3608, '_work_call_description', 'field_5b241a9cbdd4f'), (21562, 3608, 'work_call_wedid', 'Design Strategy\r\nBrand Architecture\r\nBrand Identity Design\r\nPackaging Design'), (21563, 3608, '_work_call_wedid', 'field_5b241ac4bdd50'), (21564, 3608, 'work_call_image', '346'), (21565, 3608, '_work_call_image', 'field_5b2906b12feea'), (21566, 3608, 'work_call_image_parallax', '0'), (21567, 3608, '_work_call_image_parallax', 'field_5bad3948c7400'), (21568, 3608, 'work_thework_description', 'A brand equity study showed consumers had positive sentiment for the brand but had little awareness of its distinct and authentic farmer-owned roots.\r\n\r\nWe connected “farmer-owned” directly to the equity of the brand mark on the front of the pack. We also simplified the brand mark to create a bull’s eye effect, giving it more impact at shelf. More consistent flavor naming and color-coding helped make the flavored spreads easier for consumers to discover and shop.\r\n\r\nFinally, we used photography of actual Land O’ Lakes farms to tell a more expansive simple goodness story on the back of the pack.'), (21569, 3608, '_work_thework_description', 'field_5b241b1abdd51'), (21570, 3608, 'work_thework_type', 'images'), (21571, 3608, '_work_thework_type', 'field_5b6096188b1fd'), (21572, 3608, 'work_thework_images_0_work_thework_images_image', '3607'), (21573, 3608, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21574, 3608, 'work_thework_images', '1'), (21575, 3608, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21576, 3608, 'work_impact_1_type', 'text'), (21577, 3608, '_work_impact_1_type', 'field_5b241c64ed75b'), (21578, 3608, 'work_impact_1_text', '
      \r\n
    • Stronger brand impact at shelf with a more uniform design across products.
      • \r\n
    • Improved shop-ability through stronger branding and more consistent flavor descriptions.
      • \r\n
    '), (21579, 3608, '_work_impact_1_text', 'field_5b241d21ed75c'), (21580, 3608, 'work_impact_award_option', '0'), (21581, 3608, '_work_impact_award_option', 'field_5b8ec47072930'), (21582, 3608, 'work_impact_2_type', 'image'), (21583, 3608, '_work_impact_2_type', 'field_5b2420871e096'), (21584, 3608, 'work_impact_2_image', '348'), (21585, 3608, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (21586, 3608, 'work_impact_3_type', 'image'), (21587, 3608, '_work_impact_3_type', 'field_5b2423b7155ca'), (21588, 3608, 'work_impact_3_image', '661'), (21589, 3608, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (21590, 3608, 'work_impact_4_type', 'none'), (21591, 3608, '_work_impact_4_type', 'field_5b2426034a947'), (21592, 3609, '_wp_attached_file', '2018/01/Terra-3-1920_1080.jpg'), (21593, 3609, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:29:\"2018/01/Terra-3-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Terra-3-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Terra-3-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Terra-3-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Terra-3-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21594, 3610, 'work_featured_image', '550'), (21595, 3610, '_work_featured_image', 'field_5b27eac37a115'), (21596, 3610, 'work_home_featured_color', 'white'), (21597, 3610, '_work_home_featured_color', 'field_5b2bf153536f9'), (21598, 3610, 'work_home_featured_image', '550'), (21599, 3610, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21600, 3610, 'work_navigation_color', 'white'), (21601, 3610, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21602, 3610, 'work_colors_text', '#ffffff'), (21603, 3610, '_work_colors_text', 'field_5b241810bdd49'), (21604, 3610, 'work_colors_accent', '#2c4d84'), (21605, 3610, '_work_colors_accent', 'field_5b241884bdd4a'), (21606, 3610, 'work_colors_bg', '#171f30'), (21607, 3610, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21608, 3610, 'work_hero_tag', 'Terra'), (21609, 3610, '_work_hero_tag', 'field_5b2418cebdd4c'), (21610, 3610, 'work_hero_textcolor', '#ffffff'), (21611, 3610, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21612, 3610, 'work_call_description', 'Terra was losing its leadership position in the premium chip category. Its once unique packaging design was becoming ubiquitous. In an increasingly health and wellness conscious environment, Terra needed a refresh to stand out from its competitors and reassert its leadership.'), (21613, 3610, '_work_call_description', 'field_5b241a9cbdd4f'), (21614, 3610, 'work_call_wedid', 'PURPOSE & MEANING\r\nDESIGN STRATEGY\r\nBRAND ARCHITECTURE\r\nIDENTITY DESIGN\r\nPACKAGING DESIGN'), (21615, 3610, '_work_call_wedid', 'field_5b241ac4bdd50'), (21616, 3610, 'work_call_image', '822'), (21617, 3610, '_work_call_image', 'field_5b2906b12feea'), (21618, 3610, 'work_call_image_parallax', '1'), (21619, 3610, '_work_call_image_parallax', 'field_5bad3948c7400'), (21620, 3610, 'work_thework_description', 'Terra is a highly beloved brand by its consumers- they have a deep relationship with the chips’ vibrant colors and unforgettable taste. We identified Terra’s brand equity rested with its unique origins in nature; its sophisticated consumers valued its distinctive varieties and taste palettes, seeing it as ‘elevated’ choice and an escape from the everyday snack. We translated the insight into strong visuals that spoke to the brand’s unique taste experience.'), (21621, 3610, '_work_thework_description', 'field_5b241b1abdd51'), (21622, 3610, 'work_thework_type', 'images'), (21623, 3610, '_work_thework_type', 'field_5b6096188b1fd'), (21624, 3610, 'work_thework_images_0_work_thework_images_image', '3609'), (21625, 3610, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21626, 3610, 'work_thework_images', '1'), (21627, 3610, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21628, 3610, 'work_impact_1_type', 'quote'), (21629, 3610, '_work_impact_1_type', 'field_5b241c64ed75b'), (21630, 3610, 'work_impact_1_quote_text', 'TURNS INCREASED 5% IN THE LAST 6\r\nMONTHS ON A BUSINESS THAT HAD BEEN\r\nRELATIVELY FLAT FOR OVER A YEAR.'), (21631, 3610, '_work_impact_1_quote_text', 'field_5b241da988ed4'), (21632, 3610, 'work_impact_1_quote_author', 'Senior Management at Hain Celestial'), (21633, 3610, '_work_impact_1_quote_author', 'field_5b241e1f88ed5'), (21634, 3610, 'work_impact_2_type', 'image'), (21635, 3610, '_work_impact_2_type', 'field_5b2420871e096'), (21636, 3610, 'work_impact_2_image', '291'), (21637, 3610, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (21638, 3610, 'work_impact_3_type', 'quote_image'), (21639, 3610, '_work_impact_3_type', 'field_5b2423b7155ca'), (21640, 3610, 'work_impact_3_quote-image_text', 'DESIGN SCORED HIGH WITH\r\nCONSUMERS QUANTITATIVELY\r\nON OVERALL APPEAL,\r\nMODERNITY, HEALTH, AND\r\nNAVIGATION AT SHELF.'), (21641, 3610, '_work_impact_3_quote-image_text', 'field_5b2423c6155ce'), (21642, 3610, 'work_impact_3_quote-image_author', 'PRS'), (21643, 3610, '_work_impact_3_quote-image_author', 'field_5b2423c8155cf'), (21644, 3610, 'work_impact_3_quote-image_image', '293'), (21645, 3610, '_work_impact_3_quote-image_image', 'field_5b2423ce155d0'), (21646, 3610, 'work_impact_4_type', 'none'), (21647, 3610, '_work_impact_4_type', 'field_5b2426034a947'), (21648, 31, 'work_thework_images_0_work_thework_images_image', '3609'), (21649, 31, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'); INSERT INTO `wp_postmeta` (`meta_id`, `post_id`, `meta_key`, `meta_value`) VALUES (21650, 31, 'work_thework_images', '1'), (21651, 31, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21652, 3611, '_wp_attached_file', '2018/03/Pillsbury-3-1920_800.jpg'), (21653, 3611, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:32:\"2018/03/Pillsbury-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"Pillsbury-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"Pillsbury-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:33:\"Pillsbury-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"Pillsbury-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21654, 3612, 'work_featured_image', '319'), (21655, 3612, '_work_featured_image', 'field_5b27eac37a115'), (21656, 3612, 'work_home_featured_color', 'black'), (21657, 3612, '_work_home_featured_color', 'field_5b2bf153536f9'), (21658, 3612, 'work_home_featured_image', ''), (21659, 3612, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21660, 3612, 'work_navigation_color', 'black'), (21661, 3612, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21662, 3612, 'work_colors_text', '#163868'), (21663, 3612, '_work_colors_text', 'field_5b241810bdd49'), (21664, 3612, 'work_colors_accent', '#69b9c6'), (21665, 3612, '_work_colors_accent', 'field_5b241884bdd4a'), (21666, 3612, 'work_colors_bg', '#c9e9ee'), (21667, 3612, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21668, 3612, 'work_hero_tag', 'Pillsbury'), (21669, 3612, '_work_hero_tag', 'field_5b2418cebdd4c'), (21670, 3612, 'work_hero_textcolor', '#ffffff'), (21671, 3612, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21672, 3612, 'work_call_description', 'Pillsbury is a true American icon with nearly universal recognition and positive sentiment from consumers across the country. However, its relevancy was waning as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (21673, 3612, '_work_call_description', 'field_5b241a9cbdd4f'), (21674, 3612, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (21675, 3612, '_work_call_wedid', 'field_5b241ac4bdd50'), (21676, 3612, 'work_call_image', '821'), (21677, 3612, '_work_call_image', 'field_5b2906b12feea'), (21678, 3612, 'work_call_image_parallax', '0'), (21679, 3612, '_work_call_image_parallax', 'field_5bad3948c7400'), (21680, 3612, 'work_thework_description', 'Cultural analysis and in-depth consumer research revealed that Millennial families were done with false images of domestic bliss. American kitchens are no longer solely the domain for culinary pursuits - they’re the hub for all family activity. Shared experiences are valued above anything else.\r\n\r\nInstead of simply touting their products, Pillsbury had an opportunity to share the authenticity of the experiences their brand could facilitate. They needed to transform their brand and their culture from being an old school baking company to being a modern making company.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (21681, 3612, '_work_thework_description', 'field_5b241b1abdd51'), (21682, 3612, 'work_thework_type', 'images'), (21683, 3612, '_work_thework_type', 'field_5b6096188b1fd'), (21684, 3612, 'work_thework_images_0_work_thework_images_image', '3611'), (21685, 3612, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21686, 3612, 'work_thework_images', '1'), (21687, 3612, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21688, 3612, 'work_impact_1_type', 'text'), (21689, 3612, '_work_impact_1_type', 'field_5b241c64ed75b'), (21690, 3612, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (21691, 3612, '_work_impact_1_text', 'field_5b241d21ed75c'), (21692, 3612, 'work_impact_award_option', '0'), (21693, 3612, '_work_impact_award_option', 'field_5b8ec47072930'), (21694, 3612, 'work_impact_2_type', 'image'), (21695, 3612, '_work_impact_2_type', 'field_5b2420871e096'), (21696, 3612, 'work_impact_2_image', '493'), (21697, 3612, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (21698, 3612, 'work_impact_3_type', 'quote'), (21699, 3612, '_work_impact_3_type', 'field_5b2423b7155ca'), (21700, 3612, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (21701, 3612, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (21702, 3612, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (21703, 3612, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (21704, 3612, 'work_impact_4_type', 'image'), (21705, 3612, '_work_impact_4_type', 'field_5b2426034a947'), (21706, 3612, 'work_impact_4_image', '644'), (21707, 3612, '_work_impact_4_image', 'field_5b29140b4fbd8'), (21708, 41, 'work_thework_images_0_work_thework_images_image', '3611'), (21709, 41, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21710, 41, 'work_thework_images', '1'), (21711, 41, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21712, 3613, '_wp_attached_file', '2018/03/Maranatha-3-1920_800.jpg'), (21713, 3613, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:32:\"2018/03/Maranatha-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"Maranatha-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"Maranatha-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:33:\"Maranatha-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"Maranatha-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21714, 3614, 'work_featured_image', '334'), (21715, 3614, '_work_featured_image', 'field_5b27eac37a115'), (21716, 3614, 'work_home_featured_color', 'black'), (21717, 3614, '_work_home_featured_color', 'field_5b2bf153536f9'), (21718, 3614, 'work_home_featured_image', ''), (21719, 3614, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21720, 3614, 'work_navigation_color', 'white'), (21721, 3614, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21722, 3614, 'work_colors_text', '#000000'), (21723, 3614, '_work_colors_text', 'field_5b241810bdd49'), (21724, 3614, 'work_colors_accent', '#fc8168'), (21725, 3614, '_work_colors_accent', 'field_5b241884bdd4a'), (21726, 3614, 'work_colors_bg', '#fd9982'), (21727, 3614, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21728, 3614, 'work_hero_tag', 'Maranatha'), (21729, 3614, '_work_hero_tag', 'field_5b2418cebdd4c'), (21730, 3614, 'work_hero_textcolor', '#ffffff'), (21731, 3614, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21732, 3614, 'work_call_description', 'Maranatha was a great product in a growing category with no real brand identity and very little awareness. CBX worked with the team to create a unique identity for this premium, healthy, everyday approachable brand.'), (21733, 3614, '_work_call_description', 'field_5b241a9cbdd4f'), (21734, 3614, 'work_call_wedid', 'Design Strategy\r\nIdentity Design\r\nPackaging Design'), (21735, 3614, '_work_call_wedid', 'field_5b241ac4bdd50'), (21736, 3614, 'work_call_image', '820'), (21737, 3614, '_work_call_image', 'field_5b2906b12feea'), (21738, 3614, 'work_call_image_parallax', '0'), (21739, 3614, '_work_call_image_parallax', 'field_5bad3948c7400'), (21740, 3614, 'work_thework_description', 'The brand name and its products exude healthy, clean, optimistic energy. We designed the packaging to be simple and transparent in order to feature the color and texture of the quality product inside. We leveraged the sun from the old packaging to become a more iconic, ownable brand element that also serves to aid in shopping through color variations.'), (21741, 3614, '_work_thework_description', 'field_5b241b1abdd51'), (21742, 3614, 'work_thework_type', 'images'), (21743, 3614, '_work_thework_type', 'field_5b6096188b1fd'), (21744, 3614, 'work_thework_images_0_work_thework_images_image', '3613'), (21745, 3614, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21746, 3614, 'work_thework_images', '1'), (21747, 3614, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21748, 3614, 'work_impact_1_type', 'text'), (21749, 3614, '_work_impact_1_type', 'field_5b241c64ed75b'), (21750, 3614, 'work_impact_1_text', '
      \r\n
    • +4% Lift in Household Penetration
      • \r\n
    • + 18% Lift in Purchase intent
      • \r\n
    • +1.4% Dollar Share Growth in Natural Channels
      • \r\n
    \r\nSource: SPINSScan data 12/31/17'), (21751, 3614, '_work_impact_1_text', 'field_5b241d21ed75c'), (21752, 3614, 'work_impact_award_option', '0'), (21753, 3614, '_work_impact_award_option', 'field_5b8ec47072930'), (21754, 3614, 'work_impact_2_type', 'image'), (21755, 3614, '_work_impact_2_type', 'field_5b2420871e096'), (21756, 3614, 'work_impact_2_image', '3252'), (21757, 3614, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (21758, 3614, 'work_impact_3_type', 'none'), (21759, 3614, '_work_impact_3_type', 'field_5b2423b7155ca'), (21760, 3614, 'work_impact_4_type', 'none'), (21761, 3614, '_work_impact_4_type', 'field_5b2426034a947'), (21762, 39, 'work_call_image_parallax', '0'), (21763, 39, '_work_call_image_parallax', 'field_5bad3948c7400'), (21764, 39, 'work_thework_images_0_work_thework_images_image', '3613'), (21765, 39, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21766, 39, 'work_thework_images', '1'), (21767, 39, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21768, 3615, 'work_featured_image', '319'), (21769, 3615, '_work_featured_image', 'field_5b27eac37a115'), (21770, 3615, 'work_home_featured_color', 'black'), (21771, 3615, '_work_home_featured_color', 'field_5b2bf153536f9'), (21772, 3615, 'work_home_featured_image', ''), (21773, 3615, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21774, 3615, 'work_navigation_color', 'black'), (21775, 3615, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21776, 3615, 'work_colors_text', '#163868'), (21777, 3615, '_work_colors_text', 'field_5b241810bdd49'), (21778, 3615, 'work_colors_accent', '#69b9c6'), (21779, 3615, '_work_colors_accent', 'field_5b241884bdd4a'), (21780, 3615, 'work_colors_bg', '#c9e9ee'), (21781, 3615, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21782, 3615, 'work_hero_tag', 'Pillsbury'), (21783, 3615, '_work_hero_tag', 'field_5b2418cebdd4c'), (21784, 3615, 'work_hero_textcolor', '#ffffff'), (21785, 3615, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21786, 3615, 'work_call_description', 'Pillsbury is a true American icon with nearly universal recognition and positive sentiment from consumers across the country. However, its relevancy was waning as the brand struggled to connect with a new generation of families.\r\n\r\nWith no clear understanding of its place in this new cultural landscape, the Pillsbury team partnered with CBX to define the brand’s purpose and meaning in order to unlock future growth.'), (21787, 3615, '_work_call_description', 'field_5b241a9cbdd4f'), (21788, 3615, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (21789, 3615, '_work_call_wedid', 'field_5b241ac4bdd50'), (21790, 3615, 'work_call_image', '821'), (21791, 3615, '_work_call_image', 'field_5b2906b12feea'), (21792, 3615, 'work_call_image_parallax', '1'), (21793, 3615, '_work_call_image_parallax', 'field_5bad3948c7400'), (21794, 3615, 'work_thework_description', 'Cultural analysis and in-depth consumer research revealed that Millennial families were done with false images of domestic bliss. American kitchens are no longer solely the domain for culinary pursuits - they’re the hub for all family activity. Shared experiences are valued above anything else.\r\n\r\nInstead of simply touting their products, Pillsbury had an opportunity to share the authenticity of the experiences their brand could facilitate. They needed to transform their brand and their culture from being an old school baking company to being a modern making company.\r\n\r\nCBX developed a full Brand Meaning System that defined the purpose and behaviors used to inspire and guide the brand experience – both verbally and visually – across all communication platforms.'), (21795, 3615, '_work_thework_description', 'field_5b241b1abdd51'), (21796, 3615, 'work_thework_type', 'images'), (21797, 3615, '_work_thework_type', 'field_5b6096188b1fd'), (21798, 3615, 'work_thework_images_0_work_thework_images_image', '3611'), (21799, 3615, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21800, 3615, 'work_thework_images', '1'), (21801, 3615, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21802, 3615, 'work_impact_1_type', 'text'), (21803, 3615, '_work_impact_1_type', 'field_5b241c64ed75b'), (21804, 3615, 'work_impact_1_text', 'The shift from “baking to making” inspired new creative, galvanized consumer engagement across digital platforms and lead to a 9% increase in sales for Pillsbury Grands 12 months after the launch of the initiative.'), (21805, 3615, '_work_impact_1_text', 'field_5b241d21ed75c'), (21806, 3615, 'work_impact_award_option', '0'), (21807, 3615, '_work_impact_award_option', 'field_5b8ec47072930'), (21808, 3615, 'work_impact_2_type', 'image'), (21809, 3615, '_work_impact_2_type', 'field_5b2420871e096'), (21810, 3615, 'work_impact_2_image', '493'), (21811, 3615, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (21812, 3615, 'work_impact_3_type', 'quote'), (21813, 3615, '_work_impact_3_type', 'field_5b2423b7155ca'), (21814, 3615, 'work_impact_3_quote_text', 'Now your business is as\r\nlarge as your imagination.\r\nYou can start to add services\r\nthat can be very powerful\r\nfor your business model.'), (21815, 3615, '_work_impact_3_quote_text', 'field_5b2423bf155cc'), (21816, 3615, 'work_impact_3_quote_author', 'Mark Addicks, General Mills CMO'), (21817, 3615, '_work_impact_3_quote_author', 'field_5b2423c3155cd'), (21818, 3615, 'work_impact_4_type', 'image'), (21819, 3615, '_work_impact_4_type', 'field_5b2426034a947'), (21820, 3615, 'work_impact_4_image', '644'), (21821, 3615, '_work_impact_4_image', 'field_5b29140b4fbd8'), (21822, 3616, '_wp_attached_file', '2018/03/Cheerios-5-1920_1080.jpg'), (21823, 3616, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:32:\"2018/03/Cheerios-5-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:32:\"Cheerios-5-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:32:\"Cheerios-5-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:34:\"Cheerios-5-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:32:\"Cheerios-5-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (21824, 3617, 'work_featured_image', '312'), (21825, 3617, '_work_featured_image', 'field_5b27eac37a115'), (21826, 3617, 'work_home_featured_color', 'black'), (21827, 3617, '_work_home_featured_color', 'field_5b2bf153536f9'), (21828, 3617, 'work_home_featured_image', '384'), (21829, 3617, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21830, 3617, 'work_navigation_color', 'black'), (21831, 3617, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21832, 3617, 'work_colors_text', '#000000'), (21833, 3617, '_work_colors_text', 'field_5b241810bdd49'), (21834, 3617, 'work_colors_accent', '#eeba06'), (21835, 3617, '_work_colors_accent', 'field_5b241884bdd4a'), (21836, 3617, 'work_colors_bg', '#ffdc00'), (21837, 3617, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21838, 3617, 'work_hero_tag', 'Cheerios'), (21839, 3617, '_work_hero_tag', 'field_5b2418cebdd4c'), (21840, 3617, 'work_hero_textcolor', '#000000'), (21841, 3617, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21842, 3617, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (21843, 3617, '_work_call_description', 'field_5b241a9cbdd4f'), (21844, 3617, 'work_call_wedid', 'Purpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (21845, 3617, '_work_call_wedid', 'field_5b241ac4bdd50'), (21846, 3617, 'work_call_image', '818'), (21847, 3617, '_work_call_image', 'field_5b2906b12feea'), (21848, 3617, 'work_call_image_parallax', '1'), (21849, 3617, '_work_call_image_parallax', 'field_5bad3948c7400'), (21850, 3617, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language, creating greater consistency in the treatment of the Cheerios logo, and staging areas helped to unify the portfolio.'), (21851, 3617, '_work_thework_description', 'field_5b241b1abdd51'), (21852, 3617, 'work_thework_type', 'images'), (21853, 3617, '_work_thework_type', 'field_5b6096188b1fd'), (21854, 3617, 'work_thework_images_0_work_thework_images_image', '310'), (21855, 3617, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21856, 3617, 'work_thework_images', '1'), (21857, 3617, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21858, 3617, 'work_impact_1_type', 'text'), (21859, 3617, '_work_impact_1_type', 'field_5b241c64ed75b'), (21860, 3617, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has increased the brand\'s impact and created more efficiencies through more multiproduct promotion.'), (21861, 3617, '_work_impact_1_text', 'field_5b241d21ed75c'), (21862, 3617, 'work_impact_award_option', '0'), (21863, 3617, '_work_impact_award_option', 'field_5b8ec47072930'), (21864, 3617, 'work_impact_2_type', 'carousel'), (21865, 3617, '_work_impact_2_type', 'field_5b2420871e096'), (21866, 3617, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (21867, 3617, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (21868, 3617, 'work_impact_2_carousel_1_work_impact_carousel_image', '3616'), (21869, 3617, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (21870, 3617, 'work_impact_2_carousel', '2'), (21871, 3617, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (21872, 3617, 'work_impact_3_type', 'image'), (21873, 3617, '_work_impact_3_type', 'field_5b2423b7155ca'), (21874, 3617, 'work_impact_3_image', '315'), (21875, 3617, '_work_impact_3_image', 'field_5b2913ff4fbd7'), (21876, 3617, 'work_impact_4_type', 'none'), (21877, 3617, '_work_impact_4_type', 'field_5b2426034a947'), (21878, 3618, 'work_featured_image', '312'), (21879, 3618, '_work_featured_image', 'field_5b27eac37a115'), (21880, 3618, 'work_home_featured_color', 'black'), (21881, 3618, '_work_home_featured_color', 'field_5b2bf153536f9'), (21882, 3618, 'work_home_featured_image', '384'), (21883, 3618, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21884, 3618, 'work_navigation_color', 'black'), (21885, 3618, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21886, 3618, 'work_colors_text', '#000000'), (21887, 3618, '_work_colors_text', 'field_5b241810bdd49'), (21888, 3618, 'work_colors_accent', '#eeba06'), (21889, 3618, '_work_colors_accent', 'field_5b241884bdd4a'), (21890, 3618, 'work_colors_bg', '#ffdc00'), (21891, 3618, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21892, 3618, 'work_hero_tag', 'Cheerios'), (21893, 3618, '_work_hero_tag', 'field_5b2418cebdd4c'), (21894, 3618, 'work_hero_textcolor', '#000000'), (21895, 3618, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21896, 3618, 'work_call_description', 'It’s one of the most iconic and recognized brands of our time. However, as Cheerios continued to expand, the strength of its equity was becoming diluted. We redesigned the portfolio to make every box, every flavor, every expression live up to the Cheerios name.'), (21897, 3618, '_work_call_description', 'field_5b241a9cbdd4f'), (21898, 3618, 'work_call_wedid', 'Purpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nPackaging Design'), (21899, 3618, '_work_call_wedid', 'field_5b241ac4bdd50'), (21900, 3618, 'work_call_image', '818'), (21901, 3618, '_work_call_image', 'field_5b2906b12feea'), (21902, 3618, 'work_call_image_parallax', '1'), (21903, 3618, '_work_call_image_parallax', 'field_5bad3948c7400'), (21904, 3618, 'work_thework_description', 'The iconic yellow box defined the core brand language. Simplifying the design language, creating greater consistency in the treatment of the Cheerios logo, and staging areas helped to unify the portfolio.'), (21905, 3618, '_work_thework_description', 'field_5b241b1abdd51'), (21906, 3618, 'work_thework_type', 'images'), (21907, 3618, '_work_thework_type', 'field_5b6096188b1fd'), (21908, 3618, 'work_thework_images_0_work_thework_images_image', '310'), (21909, 3618, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21910, 3618, 'work_thework_images', '1'), (21911, 3618, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21912, 3618, 'work_impact_1_type', 'text'), (21913, 3618, '_work_impact_1_type', 'field_5b241c64ed75b'), (21914, 3618, 'work_impact_1_text', 'Cheerios continues to be a symbol of joy and wholesome goodness in culture. Unifying the portfolio has increased the brand\'s impact and created more efficiencies through more multiproduct promotion.'), (21915, 3618, '_work_impact_1_text', 'field_5b241d21ed75c'), (21916, 3618, 'work_impact_award_option', '0'), (21917, 3618, '_work_impact_award_option', 'field_5b8ec47072930'), (21918, 3618, 'work_impact_2_type', 'carousel'), (21919, 3618, '_work_impact_2_type', 'field_5b2420871e096'), (21920, 3618, 'work_impact_2_carousel_0_work_impact_carousel_image', '314'), (21921, 3618, '_work_impact_2_carousel_0_work_impact_carousel_image', 'field_5b60a659b6b88'), (21922, 3618, 'work_impact_2_carousel_1_work_impact_carousel_image', '3616'), (21923, 3618, '_work_impact_2_carousel_1_work_impact_carousel_image', 'field_5b60a659b6b88'), (21924, 3618, 'work_impact_2_carousel', '2'), (21925, 3618, '_work_impact_2_carousel', 'field_5b60a659b6b87'), (21926, 3618, 'work_impact_3_type', 'none'), (21927, 3618, '_work_impact_3_type', 'field_5b2423b7155ca'), (21928, 3618, 'work_impact_4_type', 'none'), (21929, 3618, '_work_impact_4_type', 'field_5b2426034a947'), (21930, 3619, '_wp_attached_file', '2018/03/Jason-3-1920_800.jpg'), (21931, 3619, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:28:\"2018/03/Jason-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"Jason-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"Jason-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"Jason-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"Jason-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (21932, 3620, 'work_featured_image', '352'), (21933, 3620, '_work_featured_image', 'field_5b27eac37a115'), (21934, 3620, 'work_home_featured_color', 'black'), (21935, 3620, '_work_home_featured_color', 'field_5b2bf153536f9'), (21936, 3620, 'work_home_featured_image', '389'), (21937, 3620, '_work_home_featured_image', 'field_5b2bddcd3c783'), (21938, 3620, 'work_navigation_color', 'black'), (21939, 3620, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (21940, 3620, 'work_colors_text', '#000000'), (21941, 3620, '_work_colors_text', 'field_5b241810bdd49'), (21942, 3620, 'work_colors_accent', '#4cbff3'), (21943, 3620, '_work_colors_accent', 'field_5b241884bdd4a'), (21944, 3620, 'work_colors_bg', '#79d7f8'), (21945, 3620, '_work_colors_bg', 'field_5b2418a3bdd4b'), (21946, 3620, 'work_hero_tag', 'JÄsÖn'), (21947, 3620, '_work_hero_tag', 'field_5b2418cebdd4c'), (21948, 3620, 'work_hero_textcolor', '#ffffff'), (21949, 3620, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (21950, 3620, 'work_call_description', 'JASON was natural before natural was cool. But as demand for natural personal care products increased, so did the competition. JASON was first, but was becoming invisible with no distinct brand story or design.\r\n\r\nWe needed to define what the brand stood for, and how to uniquely express its point of view at shelf.'), (21951, 3620, '_work_call_description', 'field_5b241a9cbdd4f'), (21952, 3620, 'work_call_wedid', 'Research & Insights\r\nPurpose & Meaning\r\nBrand Voice\r\nDesign Strategy\r\nIdentity Design\r\nPackaging Design'), (21953, 3620, '_work_call_wedid', 'field_5b241ac4bdd50'), (21954, 3620, 'work_call_image', '3490'), (21955, 3620, '_work_call_image', 'field_5b2906b12feea'), (21956, 3620, 'work_call_image_parallax', '0'), (21957, 3620, '_work_call_image_parallax', 'field_5bad3948c7400'), (21958, 3620, 'work_thework_description', 'We discovered that Jason actually means “healer” in Greek. And the “umlaut” over the “A” in the brand mark suggested Swiss origin - a place where mountain botanicals and the idea of herbal healing lives large.\r\n\r\nWe began to explore how the idea of “living well” could be reimagined for the modern American family. Through our design exploratory we refashioned latent notions of a healing place into something more luminous, experiential and enlightening. JASON was renewed as a brand with the power to open our eyes to the restorative wonders the natural world.'), (21959, 3620, '_work_thework_description', 'field_5b241b1abdd51'), (21960, 3620, 'work_thework_type', 'images'), (21961, 3620, '_work_thework_type', 'field_5b6096188b1fd'), (21962, 3620, 'work_thework_images_0_work_thework_images_image', '3619'), (21963, 3620, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21964, 3620, 'work_thework_images_1_work_thework_images_image', ''), (21965, 3620, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21966, 3620, 'work_thework_images', '2'), (21967, 3620, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21968, 3620, 'work_impact_1_type', 'text'), (21969, 3620, '_work_impact_1_type', 'field_5b241c64ed75b'), (21970, 3620, 'work_impact_1_text', '
      \r\n
    • Consumers told us that the design now better embodies the brand’s simple health credentials
      • \r\n
    • Successfully improved breakthrough at shelf, increased taste appeal, and modernized the overall look and feel of the brand
      • \r\n
    '), (21971, 3620, '_work_impact_1_text', 'field_5b241d21ed75c'), (21972, 3620, 'work_impact_award_option', '1'), (21973, 3620, '_work_impact_award_option', 'field_5b8ec47072930'), (21974, 3620, 'work_impact_award_item_0_work_impact_award_item_title', 'Award 1'), (21975, 3620, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (21976, 3620, 'work_impact_award_item_0_work_impact_award_item_description', '2018 Gold Award'), (21977, 3620, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (21978, 3620, 'work_impact_award_item_1_work_impact_award_item_title', 'Award 2'), (21979, 3620, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (21980, 3620, 'work_impact_award_item_1_work_impact_award_item_description', '2017 Silver Award'), (21981, 3620, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (21982, 3620, 'work_impact_award_item', '2'), (21983, 3620, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (21984, 3620, 'work_impact_2_type', 'image'), (21985, 3620, '_work_impact_2_type', 'field_5b2420871e096'), (21986, 3620, 'work_impact_2_image', '498'), (21987, 3620, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (21988, 3620, 'work_impact_3_type', 'none'), (21989, 3620, '_work_impact_3_type', 'field_5b2423b7155ca'), (21990, 3620, 'work_impact_4_type', 'none'), (21991, 3620, '_work_impact_4_type', 'field_5b2426034a947'), (21992, 43, 'work_thework_images_0_work_thework_images_image', '3619'), (21993, 43, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (21994, 43, 'work_thework_images_1_work_thework_images_image', ''), (21995, 43, '_work_thework_images_1_work_thework_images_image', 'field_5bb22b14f3c6c'), (21996, 43, 'work_thework_images', '2'), (21997, 43, '_work_thework_images', 'field_5bb22ac3f3c6b'), (21998, 3621, '_wp_attached_file', '2018/10/Kotex-2-1920_1080.jpg'), (21999, 3621, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:1080;s:4:\"file\";s:29:\"2018/10/Kotex-2-1920_1080.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:29:\"Kotex-2-1920_1080-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:29:\"Kotex-2-1920_1080-768x432.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:432;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:31:\"Kotex-2-1920_1080-1900x1080.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:1080;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:29:\"Kotex-2-1920_1080-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"1\";s:8:\"keywords\";a:0:{}}}'), (22000, 3622, '_wp_attached_file', '2018/10/Kotex-3-1920_800.jpg'), (22001, 3622, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:28:\"2018/10/Kotex-3-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"Kotex-3-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:28:\"Kotex-3-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:29:\"Kotex-3-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:28:\"Kotex-3-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (22002, 3623, '_wp_attached_file', '2018/10/Kotex-4-C1-1920_800.jpg'), (22003, 3623, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:1920;s:6:\"height\";i:800;s:4:\"file\";s:31:\"2018/10/Kotex-4-C1-1920_800.jpg\";s:5:\"sizes\";a:4:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:31:\"Kotex-4-C1-1920_800-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:12:\"medium_large\";a:4:{s:4:\"file\";s:31:\"Kotex-4-C1-1920_800-768x320.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:320;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:6:\"banner\";a:4:{s:4:\"file\";s:32:\"Kotex-4-C1-1920_800-1900x800.jpg\";s:5:\"width\";i:1900;s:6:\"height\";i:800;s:9:\"mime-type\";s:10:\"image/jpeg\";}s:11:\"card-latest\";a:4:{s:4:\"file\";s:31:\"Kotex-4-C1-1920_800-768x768.jpg\";s:5:\"width\";i:768;s:6:\"height\";i:768;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (22004, 3624, '_wp_attached_file', '2018/10/Kotex-thumbnails.jpg'), (22005, 3624, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:500;s:6:\"height\";i:400;s:4:\"file\";s:28:\"2018/10/Kotex-thumbnails.jpg\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:28:\"Kotex-thumbnails-150x150.jpg\";s:5:\"width\";i:150;s:6:\"height\";i:150;s:9:\"mime-type\";s:10:\"image/jpeg\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (22006, 3596, '_thumbnail_id', '3624'), (22007, 3625, 'work_featured_image', '3597'), (22008, 3625, '_work_featured_image', 'field_5b27eac37a115'), (22009, 3625, 'work_home_featured_color', 'black'), (22010, 3625, '_work_home_featured_color', 'field_5b2bf153536f9'), (22011, 3625, 'work_home_featured_image', ''), (22012, 3625, '_work_home_featured_image', 'field_5b2bddcd3c783'), (22013, 3625, 'work_navigation_color', 'black'), (22014, 3625, '_work_navigation_color', 'field_5b2bb0cd65b4e'), (22015, 3625, 'work_colors_text', '#ffffff'), (22016, 3625, '_work_colors_text', 'field_5b241810bdd49'), (22017, 3625, 'work_colors_accent', '#232323'), (22018, 3625, '_work_colors_accent', 'field_5b241884bdd4a'), (22019, 3625, 'work_colors_bg', '#000000'), (22020, 3625, '_work_colors_bg', 'field_5b2418a3bdd4b'), (22021, 3625, 'work_hero_tag', 'U by Kotex'), (22022, 3625, '_work_hero_tag', 'field_5b2418cebdd4c'), (22023, 3625, 'work_hero_textcolor', '#ffffff'), (22024, 3625, '_work_hero_textcolor', 'field_5b241a70bdd4e'), (22025, 3625, 'work_call_description', 'Kotex had invented the feminine care category but was struggling to connect with the millennial generation.\r\n\r\nCBX worked with the Kotex team to create a new brand and experience to connect with a new generation of young women.'), (22026, 3625, '_work_call_description', 'field_5b241a9cbdd4f'), (22027, 3625, 'work_call_wedid', 'Consumer Insights\r\nPurpose & Meaning\r\nDesign Strategy\r\nBrand Architecture\r\nIdentity Design\r\nBrand Design\r\nMerchandising'), (22028, 3625, '_work_call_wedid', 'field_5b241ac4bdd50'), (22029, 3625, 'work_call_image', '3621'), (22030, 3625, '_work_call_image', 'field_5b2906b12feea'), (22031, 3625, 'work_call_image_parallax', '0'), (22032, 3625, '_work_call_image_parallax', 'field_5bad3948c7400'), (22033, 3625, 'work_thework_description', 'We started by listening and taking a walk in the shoes of the people we were trying to reach - through shop-alongs, ethnographies, social listening and in-person interviews. It soon became very clear that in order to win their loyalty, brands needed to find a way to connect and engage with them like people, not stereotypes.\r\n\r\nThe new brand U by Kotex revolutionized the category and ushered in a new era for feminine care with distinctive black packaging, accent colors that popped off the shelves and a \"no BS\" tone of voice that was refreshing and honest. Soon after the initial launch, U by Kotex Tween was introduced to micro-target that finicky demographic, and the U by Kotex Designer Series created new news on shelf and reinforced U by Kotex\'s forward-thinking approach.'), (22034, 3625, '_work_thework_description', 'field_5b241b1abdd51'), (22035, 3625, 'work_thework_type', 'images'), (22036, 3625, '_work_thework_type', 'field_5b6096188b1fd'), (22037, 3625, 'work_thework_images_0_work_thework_images_image', '3622'), (22038, 3625, '_work_thework_images_0_work_thework_images_image', 'field_5bb22b14f3c6c'), (22039, 3625, 'work_thework_images', '1'), (22040, 3625, '_work_thework_images', 'field_5bb22ac3f3c6b'), (22041, 3625, 'work_impact_1_type', 'text'), (22042, 3625, '_work_impact_1_type', 'field_5b241c64ed75b'), (22043, 3625, 'work_impact_1_text', '• Transformed the feminine care category\r\n• National supply sold out within two weeks after launch\r\n• Sales volumes increased by high single digits\r\n• One of the most successful launches from Kimberly Clark'), (22044, 3625, '_work_impact_1_text', 'field_5b241d21ed75c'), (22045, 3625, 'work_impact_award_option', '1'), (22046, 3625, '_work_impact_award_option', 'field_5b8ec47072930'), (22047, 3625, 'work_impact_award_item_0_work_impact_award_item_title', 'Product of the Year'), (22048, 3625, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (22049, 3625, 'work_impact_award_item_0_work_impact_award_item_description', '2011, 2018'), (22050, 3625, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (22051, 3625, 'work_impact_award_item_1_work_impact_award_item_title', 'Pentaward Winner'), (22052, 3625, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (22053, 3625, 'work_impact_award_item_1_work_impact_award_item_description', 'Platinum Body'), (22054, 3625, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (22055, 3625, 'work_impact_award_item', '2'), (22056, 3625, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (22057, 3625, 'work_impact_2_type', 'image'), (22058, 3625, '_work_impact_2_type', 'field_5b2420871e096'), (22059, 3625, 'work_impact_2_image', '3623'), (22060, 3625, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (22061, 3625, 'work_impact_3_type', 'none'), (22062, 3625, '_work_impact_3_type', 'field_5b2423b7155ca'), (22063, 3625, 'work_impact_4_type', 'none'), (22064, 3625, '_work_impact_4_type', 'field_5b2426034a947'), (22065, 3596, 'work_impact_1_text', '• Transformed the feminine care category\r\n• National supply sold out within two weeks after launch\r\n• Sales volumes increased by high single digits\r\n• One of the most successful launches from Kimberly Clark'), (22066, 3596, '_work_impact_1_text', 'field_5b241d21ed75c'), (22067, 3596, 'work_impact_award_option', '1'), (22068, 3596, '_work_impact_award_option', 'field_5b8ec47072930'), (22069, 3596, 'work_impact_award_item_0_work_impact_award_item_title', 'Product of the Year'), (22070, 3596, '_work_impact_award_item_0_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (22071, 3596, 'work_impact_award_item_0_work_impact_award_item_description', '2011, 2018'), (22072, 3596, '_work_impact_award_item_0_work_impact_award_item_description', 'field_5b9c0ab481689'), (22073, 3596, 'work_impact_award_item_1_work_impact_award_item_title', 'Pentaward Winner'), (22074, 3596, '_work_impact_award_item_1_work_impact_award_item_title', 'field_5b9c09f67d3c2'), (22075, 3596, 'work_impact_award_item_1_work_impact_award_item_description', 'Platinum Body'), (22076, 3596, '_work_impact_award_item_1_work_impact_award_item_description', 'field_5b9c0ab481689'), (22077, 3596, 'work_impact_award_item', '2'), (22078, 3596, '_work_impact_award_item', 'field_5b9c09f67d3c1'), (22079, 3596, 'work_impact_2_image', '3623'), (22080, 3596, '_work_impact_2_image', 'field_5b2913ef4fbd6'), (22081, 3626, '_wp_attached_file', '2018/07/Peter.png'), (22082, 3626, '_wp_attachment_metadata', 'a:5:{s:5:\"width\";i:373;s:6:\"height\";i:144;s:4:\"file\";s:17:\"2018/07/Peter.png\";s:5:\"sizes\";a:1:{s:9:\"thumbnail\";a:4:{s:4:\"file\";s:17:\"Peter-150x144.png\";s:5:\"width\";i:150;s:6:\"height\";i:144;s:9:\"mime-type\";s:9:\"image/png\";}}s:10:\"image_meta\";a:12:{s:8:\"aperture\";s:1:\"0\";s:6:\"credit\";s:0:\"\";s:6:\"camera\";s:0:\"\";s:7:\"caption\";s:0:\"\";s:17:\"created_timestamp\";s:1:\"0\";s:9:\"copyright\";s:0:\"\";s:12:\"focal_length\";s:1:\"0\";s:3:\"iso\";s:1:\"0\";s:13:\"shutter_speed\";s:1:\"0\";s:5:\"title\";s:0:\"\";s:11:\"orientation\";s:1:\"0\";s:8:\"keywords\";a:0:{}}}'), (22083, 3627, 'team_position', 'VP/Experience Design'), (22084, 3627, '_team_position', 'field_5b2181360506b'), (22085, 3627, 'team_lastname', 'Droste'), (22086, 3627, '_team_lastname', 'field_5b2181820506c'), (22087, 3627, 'team_signature', '3626'), (22088, 3627, '_team_signature', 'field_5b8fdef0d30eb'); -- -------------------------------------------------------- -- -- Table structure for table `wp_posts` -- CREATE TABLE `wp_posts` ( `ID` bigint(20) UNSIGNED NOT NULL, `post_author` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `post_date` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `post_date_gmt` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `post_content` longtext COLLATE utf8mb4_unicode_ci NOT NULL, `post_title` text COLLATE utf8mb4_unicode_ci NOT NULL, `post_excerpt` text COLLATE utf8mb4_unicode_ci NOT NULL, `post_status` varchar(20) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT 'publish', `comment_status` varchar(20) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT 'open', `ping_status` varchar(20) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT 'open', `post_password` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `post_name` varchar(200) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `to_ping` text COLLATE utf8mb4_unicode_ci NOT NULL, `pinged` text COLLATE utf8mb4_unicode_ci NOT NULL, `post_modified` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `post_modified_gmt` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `post_content_filtered` longtext COLLATE utf8mb4_unicode_ci NOT NULL, `post_parent` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `guid` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `menu_order` int(11) NOT NULL DEFAULT '0', `post_type` varchar(20) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT 'post', `post_mime_type` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `comment_count` bigint(20) NOT NULL DEFAULT '0' ) ENGINE=MyISAM DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_posts` -- INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1, 1, '2017-12-19 14:35:18', '2017-12-19 14:35:18', 'Welcome to WordPress. This is your first post. Edit or delete it, then start writing!', 'Hello world!', '', 'publish', 'open', 'open', '', 'hello-world', '', '', '2017-12-19 14:35:18', '2017-12-19 14:35:18', '', 0, 'http://cbx.cappendev.com/?p=1', 0, 'post', '', 1), (4, 1, '2017-12-19 14:40:41', '2017-12-19 14:40:41', '', 'Home', '', 'publish', 'closed', 'closed', '', 'home', '', '', '2018-09-28 21:07:07', '2018-09-28 21:07:07', '', 0, 'http://cbx.cappendev.com/?page_id=4', 0, 'page', '', 0), (5, 1, '2017-12-19 14:40:41', '2017-12-19 14:40:41', '', 'home', '', 'inherit', 'closed', 'closed', '', '4-revision-v1', '', '', '2017-12-19 14:40:41', '2017-12-19 14:40:41', '', 4, 'http://cbx.cappendev.com/2017/12/19/4-revision-v1/', 0, 'revision', '', 0), (7, 1, '2017-12-19 17:04:05', '2017-12-19 17:04:05', '', 'About', '', 'publish', 'closed', 'closed', '', 'about', '', '', '2018-09-28 20:56:37', '2018-09-28 20:56:37', '', 0, 'http://cbx.cappendev.com/?page_id=7', 0, 'page', '', 0), (8, 1, '2017-12-19 17:04:05', '2017-12-19 17:04:05', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2017-12-19 17:04:05', '2017-12-19 17:04:05', '', 7, 'http://cbx.cappendev.com/2017/12/19/7-revision-v1/', 0, 'revision', '', 0), (9, 1, '2017-12-19 17:04:19', '2017-12-19 17:04:19', '', 'Thinking', '', 'publish', 'closed', 'closed', '', 'thinking', '', '', '2018-09-27 21:19:52', '2018-09-27 21:19:52', '', 0, 'http://cbx.cappendev.com/?page_id=9', 0, 'page', '', 0), (10, 1, '2017-12-19 17:04:19', '2017-12-19 17:04:19', '', 'Thinking', '', 'inherit', 'closed', 'closed', '', '9-revision-v1', '', '', '2017-12-19 17:04:19', '2017-12-19 17:04:19', '', 9, 'http://cbx.cappendev.com/2017/12/19/9-revision-v1/', 0, 'revision', '', 0), (11, 1, '2017-12-19 17:04:24', '2017-12-19 17:04:24', '', 'Work', '', 'publish', 'closed', 'closed', '', 'work', '', '', '2018-06-18 20:32:37', '2018-06-18 20:32:37', '', 0, 'http://cbx.cappendev.com/?page_id=11', 0, 'page', '', 0), (12, 1, '2017-12-19 17:04:24', '2017-12-19 17:04:24', '', 'Work', '', 'inherit', 'closed', 'closed', '', '11-revision-v1', '', '', '2017-12-19 17:04:24', '2017-12-19 17:04:24', '', 11, 'http://cbx.cappendev.com/2017/12/19/11-revision-v1/', 0, 'revision', '', 0), (13, 1, '2017-12-19 17:04:43', '2017-12-19 17:04:43', '', 'Contact', '', 'publish', 'closed', 'closed', '', 'contact', '', '', '2018-09-26 19:17:20', '2018-09-26 19:17:20', '', 0, 'http://cbx.cappendev.com/?page_id=13', 0, 'page', '', 0), (14, 1, '2017-12-19 17:04:39', '2017-12-19 17:04:39', '', 'Contact', '', 'inherit', 'closed', 'closed', '', '13-revision-v1', '', '', '2017-12-19 17:04:39', '2017-12-19 17:04:39', '', 13, 'http://cbx.cappendev.com/2017/12/19/13-revision-v1/', 0, 'revision', '', 0), (16, 1, '2017-12-19 17:05:39', '2017-12-19 17:05:39', ' ', '', '', 'publish', 'closed', 'closed', '', '16', '', '', '2017-12-19 17:05:42', '2017-12-19 17:05:42', '', 0, 'http://cbx.cappendev.com/?p=16', 1, 'nav_menu_item', '', 0), (17, 1, '2017-12-19 17:05:39', '2017-12-19 17:05:39', ' ', '', '', 'publish', 'closed', 'closed', '', '17', '', '', '2017-12-19 17:05:42', '2017-12-19 17:05:42', '', 0, 'http://cbx.cappendev.com/?p=17', 4, 'nav_menu_item', '', 0), (19, 1, '2017-12-19 17:05:39', '2017-12-19 17:05:39', ' ', '', '', 'publish', 'closed', 'closed', '', '19', '', '', '2017-12-19 17:05:42', '2017-12-19 17:05:42', '', 0, 'http://cbx.cappendev.com/?p=19', 3, 'nav_menu_item', '', 0), (20, 1, '2017-12-19 17:05:39', '2017-12-19 17:05:39', ' ', '', '', 'publish', 'closed', 'closed', '', '20', '', '', '2017-12-19 17:05:42', '2017-12-19 17:05:42', '', 0, 'http://cbx.cappendev.com/?p=20', 2, 'nav_menu_item', '', 0), (22, 1, '2018-01-09 13:43:32', '2018-01-09 13:43:32', '', 'Summer 2017 Interns: Introducing nth°', '', 'publish', 'open', 'open', '', 'summer-2017-interns-introducing-nth', '', '', '2018-01-09 13:43:32', '2018-01-09 13:43:32', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=thiking&p=22', 0, 'thiking', '', 0), (23, 1, '2018-01-09 13:43:32', '2018-01-09 13:43:32', '', 'Summer 2017 Interns: Introducing nth°', '', 'inherit', 'closed', 'closed', '', '22-revision-v1', '', '', '2018-01-09 13:43:32', '2018-01-09 13:43:32', '', 22, 'http://localhost/repositorio-cbx/web/22-revision-v1', 0, 'revision', '', 0), (29, 1, '2018-01-12 17:11:19', '2018-01-12 17:11:19', '', 'Senior Art Director', '', 'publish', 'open', 'open', '', 'senior-art-director', '', '', '2018-01-12 17:11:19', '2018-01-12 17:11:19', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=position&p=29', 0, 'position', '', 0), (30, 1, '2018-01-12 17:11:19', '2018-01-12 17:11:19', '', 'Senior Art Director', '', 'inherit', 'closed', 'closed', '', '29-revision-v1', '', '', '2018-01-12 17:11:19', '2018-01-12 17:11:19', '', 29, 'http://localhost/repositorio-cbx/web/29-revision-v1', 0, 'revision', '', 0), (31, 1, '2018-01-15 13:53:00', '2018-01-15 13:53:00', '', 'Distinctive
    by Nature', '', 'publish', 'open', 'open', '', 'distinctive-by-nature', '', '', '2018-10-02 18:00:22', '2018-10-02 18:00:22', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=work&p=31', 0, 'work', '', 0), (32, 1, '2018-01-15 13:53:00', '2018-01-15 13:53:00', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-01-15 13:53:00', '2018-01-15 13:53:00', '', 31, 'http://localhost/repositorio-cbx/web/31-revision-v1', 0, 'revision', '', 0), (39, 1, '2018-03-13 17:31:29', '2018-03-13 17:31:29', '', 'Here comes the sun,
    little darlin\'', '', 'publish', 'open', 'open', '', 'here-comes-the-sun-little-darlin', '', '', '2018-10-02 18:05:47', '2018-10-02 18:05:47', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=39', 0, 'work', '', 0), (40, 1, '2018-03-13 17:31:29', '2018-03-13 17:31:29', '', 'Here comes the sun little darlin', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-03-13 17:31:29', '2018-03-13 17:31:29', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (41, 1, '2018-03-14 17:04:47', '2018-03-14 17:04:47', '', 'From Baking
    to Making', '', 'publish', 'closed', 'closed', '', 'from-baking-to-making', '', '', '2018-10-02 18:06:44', '2018-10-02 18:06:44', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=41', 0, 'work', '', 0), (42, 1, '2018-03-14 17:04:47', '2018-03-14 17:04:47', '', 'From Baking to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-03-14 17:04:47', '2018-03-14 17:04:47', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (43, 1, '2018-03-14 18:30:55', '2018-03-14 18:30:55', '', 'Wellness as
    second nature', '', 'publish', 'closed', 'closed', '', 'wellness-as-second-nature', '', '', '2018-10-02 18:18:39', '2018-10-02 18:18:39', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=43', 0, 'work', '', 0), (44, 1, '2018-03-14 18:30:55', '2018-03-14 18:30:55', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-03-14 18:30:55', '2018-03-14 18:30:55', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (45, 1, '2018-03-14 19:08:47', '2018-03-14 19:08:47', '', 'Spreading
    the love', '', 'publish', 'open', 'open', '', 'spreading-the-love', '', '', '2018-10-02 18:09:33', '2018-10-02 18:09:33', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=45', 0, 'work', '', 0), (46, 1, '2018-03-14 19:08:47', '2018-03-14 19:08:47', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-03-14 19:08:47', '2018-03-14 19:08:47', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (47, 1, '2018-04-03 16:56:49', '2018-04-03 16:56:49', '', 'Better With
    Butter', '', 'publish', 'open', 'open', '', 'better-with-butter', '', '', '2018-10-02 17:58:07', '2018-10-02 17:58:07', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=47', 0, 'work', '', 0), (48, 1, '2018-04-03 16:56:50', '2018-04-03 16:56:50', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-04-03 16:56:50', '2018-04-03 16:56:50', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (51, 1, '2018-05-28 14:16:14', '2018-05-28 14:16:14', '', 'Contact Form', '', 'publish', 'closed', 'closed', '', 'contact-form', '', '', '2018-07-11 20:29:53', '2018-07-11 20:29:53', '', 0, 'http://cbx.cappendev.com/?page_id=51', 0, 'page', '', 0), (52, 1, '2018-05-28 14:16:14', '2018-05-28 14:16:14', '', 'Contact form', '', 'inherit', 'closed', 'closed', '', '51-revision-v1', '', '', '2018-05-28 14:16:14', '2018-05-28 14:16:14', '', 51, 'http://cbx.cappendev.com/51-revision-v1', 0, 'revision', '', 0), (53, 1, '2018-05-28 14:16:25', '2018-05-28 14:16:25', '', 'Contact Form', '', 'inherit', 'closed', 'closed', '', '51-revision-v1', '', '', '2018-05-28 14:16:25', '2018-05-28 14:16:25', '', 51, 'http://cbx.cappendev.com/51-revision-v1', 0, 'revision', '', 0), (56, 1, '2018-05-29 18:57:48', '2018-05-29 18:57:48', '', 'Contact Jobs', '', 'publish', 'closed', 'closed', '', 'contact-jobs', '', '', '2018-05-29 18:57:48', '2018-05-29 18:57:48', '', 0, 'http://cbx.cappendev.com/?page_id=56', 0, 'page', '', 0), (57, 1, '2018-05-29 18:57:48', '2018-05-29 18:57:48', '', 'Contact Jobs', '', 'inherit', 'closed', 'closed', '', '56-revision-v1', '', '', '2018-05-29 18:57:48', '2018-05-29 18:57:48', '', 56, 'http://cbx.cappendev.com/56-revision-v1', 0, 'revision', '', 0), (58, 1, '2018-06-04 13:04:22', '2018-06-04 13:04:22', '', 'Search result', '', 'publish', 'closed', 'closed', '', 'search-result', '', '', '2018-06-04 13:04:22', '2018-06-04 13:04:22', '', 0, 'http://cbx.cappendev.com/?page_id=58', 0, 'page', '', 0), (59, 1, '2018-06-04 13:04:22', '2018-06-04 13:04:22', '', 'Search result', '', 'inherit', 'closed', 'closed', '', '58-revision-v1', '', '', '2018-06-04 13:04:22', '2018-06-04 13:04:22', '', 58, 'http://cbx.cappendev.com/58-revision-v1', 0, 'revision', '', 0), (60, 1, '2018-06-05 19:10:13', '2018-06-05 19:10:13', '', 'From simply cereal
    to simple wellness', '', 'publish', 'open', 'open', '', 'from-simply-cereal-to-simple-wellness', '', '', '2018-10-02 14:36:27', '2018-10-02 14:36:27', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=60', 0, 'work', '', 0), (61, 1, '2018-06-05 19:10:13', '2018-06-05 19:10:13', '', 'From simply cereal to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-06-05 19:10:13', '2018-06-05 19:10:13', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (62, 1, '2018-06-06 13:07:30', '2018-06-06 13:07:30', '', 'Straight Talk #1 with Noah Waibsnaider of Peeled Snacks', '', 'publish', 'open', 'open', '', 'straighttalk-1-with-benjamin-running-of-jet-com', '', '', '2018-09-28 22:31:31', '2018-09-28 22:31:31', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=thinking&p=62', 0, 'thinking', '', 0), (63, 1, '2018-06-06 13:07:30', '2018-06-06 13:07:30', '
    \r\n
    Lorem ipsum dolor sit amet consectetur adipisicing elit. Impedit cumque quia quibusdam, minima ratione inventore, dolorem sequi voluptates quo voluptas vitae ea recusandae id sint! Reiciendis maxime animi blanditiis similique.
    \r\n
    ', 'StraightTalk #1 with Benjamin Running of Jet.com', '', 'inherit', 'closed', 'closed', '', '62-revision-v1', '', '', '2018-06-06 13:07:30', '2018-06-06 13:07:30', '', 62, 'http://localhost/repositorio-cbx/web/62-revision-v1', 0, 'revision', '', 0), (64, 1, '2018-06-06 13:08:12', '2018-06-06 13:08:12', '
    \r\n
    Lorem ipsum dolor sit amet consectetur adipisicing elit. Impedit cumque quia quibusdam, minima ratione inventore, dolorem sequi voluptates quo voluptas vitae ea recusandae id sint! Reiciendis maxime animi blanditiis similique.
    \r\n
    ', 'StraightTalk #1', '', 'inherit', 'closed', 'closed', '', '62-revision-v1', '', '', '2018-06-06 13:08:12', '2018-06-06 13:08:12', '', 62, 'http://localhost/repositorio-cbx/web/62-revision-v1', 0, 'revision', '', 0), (72, 1, '2018-06-06 13:16:30', '2018-06-06 13:16:30', '', 'card-thinking-5', '', 'inherit', 'open', 'closed', '', 'card-thinking-5', '', '', '2018-06-06 13:16:30', '2018-06-06 13:16:30', '', 0, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/card-thinking-5.jpg', 0, 'attachment', 'image/jpeg', 0), (73, 1, '2018-06-06 13:16:52', '2018-06-06 13:16:52', '', 'card-thinking-2', '', 'inherit', 'open', 'closed', '', 'card-thinking-2', '', '', '2018-06-06 13:16:52', '2018-06-06 13:16:52', '', 0, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/card-thinking-2.jpg', 0, 'attachment', 'image/jpeg', 0), (75, 1, '2018-06-08 16:39:45', '2018-06-08 16:39:45', '', '', '', 'inherit', 'open', 'closed', '', '75', '', '', '2018-06-08 16:39:45', '2018-06-08 16:39:45', '', 0, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/889a9d32-f315-3d97-b36b-bef96cc39172.jpg', 0, 'attachment', 'image/jpeg', 0), (77, 1, '2018-06-08 16:39:53', '2018-06-08 16:39:53', '', '', '', 'inherit', 'open', 'closed', '', '77', '', '', '2018-06-08 16:39:53', '2018-06-08 16:39:53', '', 0, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/74630f78-6b45-3b3a-9c02-fd0f3d849e89.jpg', 0, 'attachment', 'image/jpeg', 0), (79, 1, '2018-06-08 16:40:01', '2018-06-08 16:40:01', '', '', '', 'inherit', 'open', 'closed', '', '79', '', '', '2018-06-08 16:40:01', '2018-06-08 16:40:01', '', 0, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/26cf4311-498d-3072-8eb5-b7e4222635d3.jpg', 0, 'attachment', 'image/jpeg', 0), (80, 1, '2018-06-06 04:35:57', '2018-06-06 04:35:57', 'Quo voluptatem harum dolor eaque. Voluptatem quidem optio quam nulla dolor. Consequuntur molestias illo amet a beatae.\r\n\r\nNulla et recusandae voluptates possimus delectus. Id iste soluta et distinctio. Et et dignissimos qui dolor enim quia.\r\n\r\nOmnis expedita quia cumque nihil vel molestiae non. Maiores culpa aliquam cumque suscipit. Officia eum dolorem sint hic id reiciendis accusamus.\r\n\r\nVoluptate voluptas non facilis nam voluptas. Et accusamus rem iure non earum totam. Eos distinctio quia reiciendis ea repudiandae. Modi quibusdam aliquam rerum laboriosam aut quo eos alias.\r\n\r\nQui assumenda aut aut magnam qui doloribus. Consectetur assumenda ab labore fugiat. Amet id sunt est repudiandae explicabo et. Sapiente quasi adipisci quia excepturi quidem.\r\n\r\nQui aut quasi vel dolores suscipit. Consequatur officia doloremque quam recusandae. Ea nisi delectus soluta omnis recusandae soluta expedita.\r\n\r\nLaborum voluptatem rerum ut et doloribus. Alias pariatur unde commodi reprehenderit. Et ad et perspiciatis dicta consequatur assumenda libero. Et sit quia doloremque dolores est iure aut excepturi.\r\n\r\nEt repellendus vel expedita aut. Natus possimus et velit doloribus explicabo. Quaerat qui consequatur neque nobis. Autem non architecto mollitia rem.\r\n\r\nConsequuntur quaerat eos repellat. A vitae voluptatem et. Asperiores non placeat libero nisi eius blanditiis laudantium. Deserunt vero molestiae magnam quo ducimus voluptatem.\r\n\r\nUt qui consequatur sit error. Aut veniam voluptas asperiores ad ut. Ut quia earum minus consectetur ipsam est sunt.\r\n\r\nEsse qui vero ea sapiente unde beatae totam labore. Eius voluptatem facilis molestias illum incidunt non. Beatae fuga suscipit rerum et.\r\n\r\nSed dignissimos aut nulla voluptatibus. Qui neque distinctio alias alias. Dolorem itaque perspiciatis maiores voluptates.\r\n\r\nDucimus quas temporibus tenetur dolores. Nemo soluta et alias quisquam alias. Aliquid et aperiam a nihil ducimus repellat non. Dolorum eveniet nulla quia quis.\r\n\r\nSuscipit repellat voluptates quasi voluptas autem facere. Aut et aliquam sed praesentium ut fugiat nesciunt dolorem. Qui animi ducimus corrupti illum alias dolorum possimus. Quidem velit excepturi iste reiciendis.', 'Cupiditate et explicabo debitis voluptas', 'Eum et magni et quod velit minus et ut vero dolorem minus quia eligendi aperiam perferendis quae earum rerum dolores asperiores quia.\n\nVoluptas velit labore adipisci earum excepturi non et eum ipsum reprehenderit saepe possimus rerum aut possimus quidem nesciunt corrupti et error distinctio hic enim inventore est autem esse aspernatur labore et dolorem consequatur aut repellendus ipsa.', 'trash', 'open', 'closed', '', 'cupiditate-et-explicabo-debitis-voluptas__trashed', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 0, 'http://localhost/repositorio-cbx/web/thinking/cupiditate-et-explicabo-debitis-voluptas', 0, 'thinking', '', 0), (81, 1, '2018-06-08 16:42:04', '2018-06-08 16:42:04', '', '', '', 'inherit', 'open', 'closed', '', '81', '', '', '2018-06-08 16:42:04', '2018-06-08 16:42:04', '', 80, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/cfb4521c-f00a-3ce2-9786-125c45362aa7.jpg', 0, 'attachment', 'image/jpeg', 0), (82, 1, '2018-06-05 13:22:47', '2018-06-05 13:22:47', 'Porro ipsam tempora itaque sapiente rerum autem omnis. Molestiae aut quo neque aut. Voluptatibus laudantium incidunt magni necessitatibus iure.\r\n\r\nRepellat eligendi voluptatum fugiat. Culpa doloribus pariatur maiores ut voluptas eaque quas.\r\n\r\nDeserunt molestiae nam qui non. Tenetur cum quos consequatur ducimus cum sed rerum ex. Deleniti alias saepe vel.\r\n\r\nQuas voluptas voluptatem porro aut qui harum aliquid. Quo eius maiores illum velit in sed qui. Veniam cupiditate aut est voluptatem repellat. Iusto vitae eius quod. Natus illum aliquam eum accusamus.\r\n\r\nEum consectetur enim facilis vel ut. Aut fugiat nulla doloribus dolor odio. Qui eligendi blanditiis non sapiente. Dolor omnis dicta voluptatum voluptatem nesciunt facilis quae fugit.\r\n\r\nReiciendis accusantium perspiciatis voluptatem quis. Consequatur aliquid quo voluptatem soluta maiores et.\r\n\r\nEius quia at explicabo nisi atque. Et ad quaerat possimus minus quis. Sapiente temporibus beatae id blanditiis explicabo. Labore quam expedita molestiae ut harum cum eum.\r\n\r\nSuscipit non autem soluta aliquid sunt. Illo beatae neque quos quis qui excepturi aut. Eum voluptates quos eos consequatur non ut aspernatur aperiam. Qui velit et est.\r\n\r\nEt quas quis beatae consequatur est. Non a expedita provident facilis deleniti et aperiam. Repudiandae molestias illo officiis quo.\r\n\r\nCum minus distinctio id dolor. Eos velit debitis ut rem voluptates ratione eveniet.', 'Recusandae dolorem repellendus ut pariatur', '', 'trash', 'open', 'open', '', 'recusandae-dolorem-repellendus-ut-pariatur__trashed', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 0, 'http://localhost/repositorio-cbx/web/thinking/recusandae-dolorem-repellendus-ut-pariatur', 0, 'thinking', '', 0), (83, 1, '2018-06-08 16:42:14', '2018-06-08 16:42:14', '', '', '', 'inherit', 'open', 'closed', '', '83', '', '', '2018-06-08 16:42:14', '2018-06-08 16:42:14', '', 82, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/3e2308f8-1a32-33f0-9651-32ed2e9da603.jpg', 0, 'attachment', 'image/jpeg', 0), (85, 1, '2018-06-08 16:42:19', '2018-06-08 16:42:19', '', '', '', 'inherit', 'open', 'closed', '', '85', '', '', '2018-06-08 16:42:19', '2018-06-08 16:42:19', '', 0, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/3ef34a2d-5692-3a7b-97fc-6ae3796a8589.jpg', 0, 'attachment', 'image/jpeg', 0), (90, 1, '2018-06-07 22:18:44', '2018-06-07 22:18:44', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\r\n\r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.\r\n
      \r\n
    • test 01
      • \r\n
    • test 02
      • \r\n
    ', 'Tomorrow will be a sunny day', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'trash', 'open', 'open', '', 'sit-atque-odit-et-voluptas-et-aut__trashed', '', '', '2018-09-27 21:07:28', '2018-09-27 21:07:28', '', 0, 'http://localhost/repositorio-cbx/web/thinking/sit-atque-odit-et-voluptas-et-aut', 0, 'thinking', '', 0), (91, 1, '2018-06-08 16:43:28', '2018-06-08 16:43:28', '', '', '', 'inherit', 'open', 'closed', '', '91', '', '', '2018-06-08 16:43:28', '2018-06-08 16:43:28', '', 90, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/b6fea755-25aa-359c-bc0c-a151f7306629.jpg', 0, 'attachment', 'image/jpeg', 0), (92, 1, '2018-06-06 11:37:14', '2018-06-06 11:37:14', 'Est sit qui soluta omnis minus quis et. Veritatis tenetur optio error impedit. Fuga delectus ab quia doloremque doloribus consequuntur in aut. Animi atque quis dignissimos quia eligendi qui. Sit et vero et totam vero voluptas.\r\n\r\nUt quod quod error autem sequi atque aliquid. A ex veniam sed laboriosam quisquam qui.\r\n\r\nPlaceat atque ea ut. Dolore nam aliquam similique qui illo.\r\n\r\nQui fugit vel earum aspernatur voluptatem veritatis illo perferendis. Nisi voluptatem maxime placeat. Vel voluptate necessitatibus eum sit vel libero aperiam. Facere iste magni unde necessitatibus. Eius rerum iure porro nobis voluptate fuga.\r\n\r\nQuas qui est occaecati quidem id quaerat. Vel est quia laudantium sed quasi ut qui. Quaerat laborum ut enim delectus veniam magni eum corrupti. Et atque expedita sed voluptas et voluptas.\r\n\r\nAlias et aut accusamus et aspernatur provident. Modi tenetur aliquid ex ipsam asperiores repudiandae. Sunt dolore rerum dolorum optio unde consequatur.\r\n\r\nCommodi laudantium quae quibusdam corporis ab omnis. Tenetur quasi facilis optio quibusdam vel impedit.\r\n\r\nDeserunt quas cumque voluptatem incidunt aut ut qui modi. Quis voluptatibus aut qui fuga praesentium quo autem. Mollitia aperiam doloremque repudiandae. Odit rerum nostrum architecto dolores in excepturi.', 'Iusto adipisci quod et nesciunt eum deleniti', 'Veniam ab quidem tempora quia et quas qui sunt nihil est id omnis aut totam voluptatem quo unde non.', 'trash', 'open', 'closed', '', 'iusto-adipisci-quod-et-nesciunt-eum-deleniti__trashed', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 0, 'http://localhost/repositorio-cbx/web/thinking/iusto-adipisci-quod-et-nesciunt-eum-deleniti', 0, 'thinking', '', 0), (93, 1, '2018-06-08 16:43:35', '2018-06-08 16:43:35', '', '', '', 'inherit', 'open', 'closed', '', '93', '', '', '2018-06-08 16:43:35', '2018-06-08 16:43:35', '', 92, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/a7bddf9c-d65e-3e42-8e32-0534bc6d4c08.jpg', 0, 'attachment', 'image/jpeg', 0), (94, 1, '2018-06-07 04:43:21', '2018-06-07 04:43:21', 'Est quo ad aperiam quis. Voluptates eum et quas et accusamus vitae veritatis.\r\n\r\nIn et esse voluptatem laboriosam rerum pariatur. Amet vel in quaerat sequi. Laboriosam hic minus dolorum.\r\n\r\nProvident quaerat iure distinctio temporibus asperiores eum qui sunt. Iusto quidem sunt accusantium molestiae nisi odit. Ipsam consectetur nihil est voluptatem ipsum.\r\n\r\nError neque veniam ipsum incidunt commodi. Sed exercitationem deleniti ad odit in quibusdam.\r\n\r\nOptio dignissimos possimus reprehenderit odit eaque libero non. Omnis unde eum error quis ipsam at nostrum. Qui est ut itaque quia sed. Nobis consequatur consequatur molestiae illum ducimus.\r\n
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    ', 'Ut consequatur deserunt odit soluta aut', 'Soluta aut veniam earum voluptatum voluptas dolores necessitatibus ut laudantium quisquam tempora eaque expedita nesciunt nam doloremque ut sed nihil aut qui officia excepturi adipisci at vel hic omnis atque rerum quod porro eum nobis aspernatur molestiae quis mollitia aperiam animi ut sit a veniam eum ipsa.\r\n\r\nSed omnis neque magni harum earum voluptatibus vero voluptas hic sint aperiam cumque et ea dolores et eius eum iure reiciendis cumque consequuntur quos et rem quos at occaecati officiis velit odit id nesciunt cum eaque quaerat ut temporibus ipsa at laudantium error eum facilis inventore quidem accusamus non vel maiores.', 'trash', 'open', 'open', '', 'ut-consequatur-deserunt-odit-soluta-aut__trashed', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 0, 'http://localhost/repositorio-cbx/web/thinking/ut-consequatur-deserunt-odit-soluta-aut', 0, 'thinking', '', 0), (95, 1, '2018-06-08 16:43:45', '2018-06-08 16:43:45', '', '', '', 'inherit', 'open', 'closed', '', '95', '', '', '2018-06-08 16:43:45', '2018-06-08 16:43:45', '', 94, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/7fb32871-3101-3b27-a615-d0b0268a940c.jpg', 0, 'attachment', 'image/jpeg', 0), (96, 1, '2018-06-07 03:55:57', '2018-06-07 03:55:57', 'Debitis in aut iusto nihil odit fuga. Voluptas perspiciatis non ut tenetur. Dolor consectetur nihil ab praesentium velit velit totam.\r\n\r\nCum porro nostrum error soluta corporis suscipit. Animi consequuntur suscipit sit dolores laboriosam inventore nihil. Nemo quisquam dolore aspernatur molestiae tempore ipsa.\r\n\r\nNam veniam eos iusto natus ex et explicabo. Odit minima dicta veniam sint soluta ut rerum. Fugit laudantium sint vitae dolores doloremque consequatur voluptas.\r\n\r\nHic vitae facere dolores laudantium sed vitae. Quam sed maxime aut voluptatum at. Sed vero qui suscipit beatae alias odio.\r\n\r\nEt vero sunt delectus nostrum aperiam maiores. Voluptatem aliquid a porro dicta hic dicta. Magnam quo blanditiis quisquam eaque.\r\n\r\nAtque non dolores tempore ratione distinctio voluptatem. Enim ea distinctio omnis qui sed dolor.\r\n\r\nMagni quos fugiat sed. Facere accusamus et ut voluptas nostrum nostrum dolores. Ut qui dolorem qui.\r\n\r\nTenetur ea impedit aut incidunt optio consequatur odit qui. Neque est est quibusdam esse facere commodi officia. Repudiandae neque et optio labore excepturi dolores id. At quam error blanditiis iste odit facere velit.\r\n\r\nAperiam ea occaecati at dolores repellendus. Ad quia rerum soluta maiores illo dolorem. Iusto nostrum sunt labore accusamus animi.\r\n\r\nOmnis quis esse expedita tenetur autem sunt. Rerum eos laboriosam tempora voluptatibus vero autem. Ea cum nulla similique voluptatibus esse ea. Saepe maiores et velit qui et aut.\r\n\r\nArchitecto ab aliquam enim quia. Velit dolor sapiente voluptatem repudiandae maiores nihil. Sequi voluptatem tempora dolor provident quos ducimus.', 'Quaerat repellat totam nesciunt incidunt quis est', '', 'trash', 'open', 'closed', '', 'quaerat-repellat-totam-nesciunt-incidunt-quis-est__trashed', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 0, 'http://localhost/repositorio-cbx/web/thinking/quaerat-repellat-totam-nesciunt-incidunt-quis-est', 0, 'thinking', '', 0), (97, 1, '2018-06-08 16:44:41', '2018-06-08 16:44:41', '', '', '', 'inherit', 'open', 'closed', '', '97', '', '', '2018-06-08 16:44:41', '2018-06-08 16:44:41', '', 96, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/31e71dc9-5cf6-392d-bab5-2034a6f8e9c4.jpg', 0, 'attachment', 'image/jpeg', 0), (98, 1, '2018-06-04 22:34:39', '2018-06-04 22:34:39', 'Et qui rem eum eius necessitatibus possimus delectus. Quidem repellat vel enim sit ab. Occaecati consequatur tenetur non illo.\r\n\r\nTempore deserunt dignissimos nam ut illum quisquam. Dolorem veniam est porro ea architecto aut accusamus. Non voluptatem reiciendis molestiae maiores suscipit illum harum. Quia omnis corporis ut sed aut.\r\n\r\nEligendi architecto repellendus beatae eos culpa mollitia. Sunt non esse qui et. Exercitationem sit nostrum velit rerum debitis quis illo. Reprehenderit tempore quia voluptates atque mollitia aspernatur est.\r\n\r\nSunt nobis modi et accusamus et animi. Voluptatem et hic tempora quod porro odio. Exercitationem voluptatem non molestias distinctio. Sint minima totam voluptas voluptas.\r\n\r\nSed optio et commodi qui sapiente consequatur amet voluptate. Aut et et in quos omnis fugiat unde. Voluptatem quia est vel libero.', 'Inventore earum reprehenderit nihil ut nam', 'Aut ipsum sequi corporis laborum modi vitae reprehenderit blanditiis inventore doloribus eligendi iste autem omnis in dolorem et dolor repellat sequi esse laudantium officiis et ducimus voluptas qui ea impedit suscipit perferendis temporibus eius officia velit ea.', 'trash', 'open', 'closed', '', 'inventore-earum-reprehenderit-nihil-ut-nam__trashed', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 0, 'http://localhost/repositorio-cbx/web/thinking/inventore-earum-reprehenderit-nihil-ut-nam', 0, 'thinking', '', 0), (99, 1, '2018-06-08 16:44:50', '2018-06-08 16:44:50', '', '', '', 'inherit', 'open', 'closed', '', '99', '', '', '2018-06-08 16:44:50', '2018-06-08 16:44:50', '', 98, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/f2b0fcf0-87e7-3269-9b86-15fab1696f7b.jpg', 0, 'attachment', 'image/jpeg', 0), (100, 1, '2018-06-06 23:22:39', '2018-06-06 23:22:39', 'Laborum aut inventore ut rerum quas possimus labore eveniet. Et hic qui rerum pariatur. Sint natus nulla enim consequatur. Praesentium repellat sunt voluptatem natus unde officiis.\r\n\r\nConsequuntur optio et rerum perspiciatis. Delectus voluptas iusto earum eveniet ut recusandae. Vitae eos illo reiciendis. Error in tempore ut reiciendis aut. Accusamus pariatur numquam unde.\r\n\r\nEos aliquid aut recusandae in veritatis. Voluptatem dignissimos molestias sunt. Et fugiat reprehenderit minima non odio et animi.\r\n\r\nVoluptatum amet quae expedita ut officia sit. Voluptas modi quo est deserunt. Rerum quasi vel consequatur qui quas provident ipsum.\r\n\r\nRecusandae distinctio qui fuga accusamus nemo sit aliquam. Et odit soluta voluptates accusantium mollitia ea et. Placeat eum et corporis autem sit facere. Voluptatem dicta id ut voluptatem.\r\n\r\nUt temporibus provident quia saepe quos veniam similique. Quia sit et ea rerum aut nam. Aut necessitatibus quisquam repellat ut nam quaerat.\r\n\r\nEst quia in nisi hic excepturi facilis. Perspiciatis autem esse suscipit. Omnis nisi sint et molestiae ut id. Recusandae blanditiis atque ea at.\r\n\r\nVelit voluptas eligendi illum ipsum omnis. Et consequuntur aliquam molestiae est non. Excepturi ut amet et sed.\r\n\r\nExplicabo commodi autem neque et ea. Et illum quia quibusdam corporis quae. Ducimus animi facere et excepturi eveniet quia aut.\r\n\r\nVoluptate maiores unde temporibus labore saepe tenetur maiores. Doloremque totam saepe nesciunt ad ipsum impedit maxime. Libero sit rem fugiat neque quibusdam et. Dolor nihil quisquam aut enim enim.\r\n\r\nSequi beatae voluptates voluptate est voluptatum libero et. Qui cumque dolorem sit vel expedita praesentium dicta quaerat. At non inventore est doloribus.\r\n\r\nMinus et eveniet sed maxime labore quis non. Dolorem culpa debitis consequatur magni eaque aliquam architecto. Assumenda molestiae ex dolorum. Molestiae quasi enim eum ut ut quas ipsa. Nisi quidem facilis et vero.\r\n\r\nOmnis consequatur tenetur cupiditate pariatur officiis ut. Doloribus aut veritatis sit labore qui excepturi culpa. Similique molestiae natus impedit ab error adipisci.\r\n\r\nAnimi et distinctio sit iure nisi quibusdam tempora. Ipsam voluptatibus reiciendis placeat sunt. Amet non qui amet enim. Assumenda dolor ut qui animi atque.', 'Ea similique eaque deleniti non officia voluptatum', 'Perspiciatis nesciunt quo illum dolorum tenetur nihil ipsam beatae quae consequatur aut voluptas tenetur expedita et vel est excepturi neque ut illum sit aperiam rerum est laboriosam enim blanditiis laudantium totam ut eius aspernatur omnis quasi eius voluptas quam consectetur delectus consequatur vel numquam necessitatibus dolores accusamus atque fugit quae aut autem qui.', 'trash', 'open', 'closed', '', 'ea-similique-eaque-deleniti-non-officia-voluptatum__trashed', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 0, 'http://localhost/repositorio-cbx/web/thinking/ea-similique-eaque-deleniti-non-officia-voluptatum', 0, 'thinking', '', 0), (101, 1, '2018-06-08 16:45:00', '2018-06-08 16:45:00', '', '', '', 'inherit', 'open', 'closed', '', '101', '', '', '2018-06-08 16:45:00', '2018-06-08 16:45:00', '', 100, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/a388d9d6-0b45-35b7-998c-76df1e438f6b.jpg', 0, 'attachment', 'image/jpeg', 0), (103, 1, '2018-06-08 16:45:29', '2018-06-08 16:45:29', '', '', '', 'inherit', 'open', 'closed', '', '103', '', '', '2018-06-08 16:45:29', '2018-06-08 16:45:29', '', 0, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/a0d4d9d0-d09c-33b6-a12e-cb1bb253ad98.jpg', 0, 'attachment', 'image/jpeg', 0), (104, 1, '2018-06-04 12:26:04', '2018-06-04 12:26:04', 'Quaerat est repudiandae voluptatem mollitia ad minima. Iusto consequatur ratione earum reprehenderit atque dolore.\r\n\r\nDolores consequatur ad at libero eaque explicabo. Sit dolores beatae ipsa ea perspiciatis. Perspiciatis et unde eius adipisci. Ut id ex cumque et voluptatem.\r\n\r\nSint atque veniam tenetur voluptatem aut perferendis error. Ut natus aliquam perferendis consectetur nobis autem rerum. A temporibus fugiat architecto rerum voluptatem et. Non qui rerum quia voluptatem sit quidem eveniet.\r\n\r\nDicta itaque quia placeat. Ea impedit esse similique similique animi. Accusantium beatae voluptatibus deserunt eum ad. Et natus nulla voluptate officia.\r\n\r\nUt distinctio autem tempore et ducimus omnis. Et velit voluptatum quia facilis rerum voluptates. Molestiae nam quam sint dolor accusamus.\r\n\r\nNostrum explicabo itaque provident et voluptatum aut molestiae. Repellat aut earum voluptatem cupiditate voluptatibus doloribus qui. Sed eum suscipit aut adipisci voluptates et omnis. Nesciunt commodi beatae enim tempore rerum necessitatibus eveniet. Molestiae ea ea quisquam.\r\n\r\nVoluptatem vitae fuga sunt soluta accusamus. Ipsam nobis ut deleniti repudiandae rerum quam. Ex reprehenderit expedita consequatur aut dolores rerum corrupti. Id earum harum sequi aut omnis eum dolorem. Molestiae ea sunt asperiores commodi rem est eveniet.', 'Accusantium iusto vel et autem quaerat', '', 'trash', 'open', 'open', '', 'accusantium-iusto-vel-et-autem-quaerat__trashed', '', '', '2018-09-11 22:59:52', '2018-09-11 22:59:52', '', 0, 'http://localhost/repositorio-cbx/web/thinking/accusantium-iusto-vel-et-autem-quaerat', 0, 'thinking', '', 0), (105, 1, '2018-06-08 16:45:39', '2018-06-08 16:45:39', '', '', '', 'inherit', 'open', 'closed', '', '105', '', '', '2018-06-08 16:45:39', '2018-06-08 16:45:39', '', 104, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/feda457f-23f0-31f9-b8ea-68f7ab4c2ab7.jpg', 0, 'attachment', 'image/jpeg', 0), (107, 1, '2018-06-08 16:45:49', '2018-06-08 16:45:49', '', '', '', 'inherit', 'open', 'closed', '', '107', '', '', '2018-06-08 16:45:49', '2018-06-08 16:45:49', '', 0, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/7eff0ba9-9e19-315c-b8af-77b2ea8f25c9.jpg', 0, 'attachment', 'image/jpeg', 0), (108, 1, '2018-06-08 16:58:02', '2018-06-08 16:58:02', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\r\n\r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.', 'Sit atque odit et voluptas et aut', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'inherit', 'closed', 'closed', '', '90-revision-v1', '', '', '2018-06-08 16:58:02', '2018-06-08 16:58:02', '', 90, 'http://localhost/repositorio-cbx/web/90-revision-v1', 0, 'revision', '', 0), (109, 1, '2018-06-08 17:00:22', '2018-06-08 17:00:22', 'Est sit qui soluta omnis minus quis et. Veritatis tenetur optio error impedit. Fuga delectus ab quia doloremque doloribus consequuntur in aut. Animi atque quis dignissimos quia eligendi qui. Sit et vero et totam vero voluptas.\r\n\r\nUt quod quod error autem sequi atque aliquid. A ex veniam sed laboriosam quisquam qui.\r\n\r\nPlaceat atque ea ut. Dolore nam aliquam similique qui illo.\r\n\r\nQui fugit vel earum aspernatur voluptatem veritatis illo perferendis. Nisi voluptatem maxime placeat. Vel voluptate necessitatibus eum sit vel libero aperiam. Facere iste magni unde necessitatibus. Eius rerum iure porro nobis voluptate fuga.\r\n\r\nQuas qui est occaecati quidem id quaerat. Vel est quia laudantium sed quasi ut qui. Quaerat laborum ut enim delectus veniam magni eum corrupti. Et atque expedita sed voluptas et voluptas.\r\n\r\nAlias et aut accusamus et aspernatur provident. Modi tenetur aliquid ex ipsam asperiores repudiandae. Sunt dolore rerum dolorum optio unde consequatur.\r\n\r\nCommodi laudantium quae quibusdam corporis ab omnis. Tenetur quasi facilis optio quibusdam vel impedit.\r\n\r\nDeserunt quas cumque voluptatem incidunt aut ut qui modi. Quis voluptatibus aut qui fuga praesentium quo autem. Mollitia aperiam doloremque repudiandae. Odit rerum nostrum architecto dolores in excepturi.', 'Iusto adipisci quod et nesciunt eum deleniti', 'Veniam ab quidem tempora quia et quas qui sunt nihil est id omnis aut totam voluptatem quo unde non.', 'inherit', 'closed', 'closed', '', '92-revision-v1', '', '', '2018-06-08 17:00:22', '2018-06-08 17:00:22', '', 92, 'http://localhost/repositorio-cbx/web/92-revision-v1', 0, 'revision', '', 0), (110, 1, '2018-06-08 17:00:27', '2018-06-08 17:00:27', 'Porro ipsam tempora itaque sapiente rerum autem omnis. Molestiae aut quo neque aut. Voluptatibus laudantium incidunt magni necessitatibus iure.\r\n\r\nRepellat eligendi voluptatum fugiat. Culpa doloribus pariatur maiores ut voluptas eaque quas.\r\n\r\nDeserunt molestiae nam qui non. Tenetur cum quos consequatur ducimus cum sed rerum ex. Deleniti alias saepe vel.\r\n\r\nQuas voluptas voluptatem porro aut qui harum aliquid. Quo eius maiores illum velit in sed qui. Veniam cupiditate aut est voluptatem repellat. Iusto vitae eius quod. Natus illum aliquam eum accusamus.\r\n\r\nEum consectetur enim facilis vel ut. Aut fugiat nulla doloribus dolor odio. Qui eligendi blanditiis non sapiente. Dolor omnis dicta voluptatum voluptatem nesciunt facilis quae fugit.\r\n\r\nReiciendis accusantium perspiciatis voluptatem quis. Consequatur aliquid quo voluptatem soluta maiores et.\r\n\r\nEius quia at explicabo nisi atque. Et ad quaerat possimus minus quis. Sapiente temporibus beatae id blanditiis explicabo. Labore quam expedita molestiae ut harum cum eum.\r\n\r\nSuscipit non autem soluta aliquid sunt. Illo beatae neque quos quis qui excepturi aut. Eum voluptates quos eos consequatur non ut aspernatur aperiam. Qui velit et est.\r\n\r\nEt quas quis beatae consequatur est. Non a expedita provident facilis deleniti et aperiam. Repudiandae molestias illo officiis quo.\r\n\r\nCum minus distinctio id dolor. Eos velit debitis ut rem voluptates ratione eveniet.', 'Recusandae dolorem repellendus ut pariatur', '', 'inherit', 'closed', 'closed', '', '82-revision-v1', '', '', '2018-06-08 17:00:27', '2018-06-08 17:00:27', '', 82, 'http://localhost/repositorio-cbx/web/82-revision-v1', 0, 'revision', '', 0), (113, 1, '2018-06-08 17:03:28', '2018-06-08 17:03:28', 'Et qui rem eum eius necessitatibus possimus delectus. Quidem repellat vel enim sit ab. Occaecati consequatur tenetur non illo.\r\n\r\nTempore deserunt dignissimos nam ut illum quisquam. Dolorem veniam est porro ea architecto aut accusamus. Non voluptatem reiciendis molestiae maiores suscipit illum harum. Quia omnis corporis ut sed aut.\r\n\r\nEligendi architecto repellendus beatae eos culpa mollitia. Sunt non esse qui et. Exercitationem sit nostrum velit rerum debitis quis illo. Reprehenderit tempore quia voluptates atque mollitia aspernatur est.\r\n\r\nSunt nobis modi et accusamus et animi. Voluptatem et hic tempora quod porro odio. Exercitationem voluptatem non molestias distinctio. Sint minima totam voluptas voluptas.\r\n\r\nSed optio et commodi qui sapiente consequatur amet voluptate. Aut et et in quos omnis fugiat unde. Voluptatem quia est vel libero.', 'Inventore earum reprehenderit nihil ut nam', 'Aut ipsum sequi corporis laborum modi vitae reprehenderit blanditiis inventore doloribus eligendi iste autem omnis in dolorem et dolor repellat sequi esse laudantium officiis et ducimus voluptas qui ea impedit suscipit perferendis temporibus eius officia velit ea.', 'inherit', 'closed', 'closed', '', '98-revision-v1', '', '', '2018-06-08 17:03:28', '2018-06-08 17:03:28', '', 98, 'http://localhost/repositorio-cbx/web/98-revision-v1', 0, 'revision', '', 0), (114, 1, '2018-06-08 17:29:08', '2018-06-08 17:29:08', '', 'Thinking - Featured post', '', 'publish', 'closed', 'closed', '', 'acf_thinking-featured-post', '', '', '2018-06-08 17:30:06', '2018-06-08 17:30:06', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=acf&p=114', 0, 'acf', '', 0), (115, 1, '2018-06-08 17:31:26', '2018-06-08 17:31:26', '', 'Home', '', 'inherit', 'closed', 'closed', '', '4-revision-v1', '', '', '2018-06-08 17:31:26', '2018-06-08 17:31:26', '', 4, 'http://localhost/repositorio-cbx/web/4-revision-v1', 0, 'revision', '', 0), (116, 1, '2018-06-08 17:32:48', '2018-06-08 17:32:48', '', 'Thinking', '', 'inherit', 'closed', 'closed', '', '9-revision-v1', '', '', '2018-06-08 17:32:48', '2018-06-08 17:32:48', '', 9, 'http://localhost/repositorio-cbx/web/9-revision-v1', 0, 'revision', '', 0), (117, 1, '2018-06-08 18:38:42', '2018-06-08 18:38:42', 'Quaerat est repudiandae voluptatem mollitia ad minima. Iusto consequatur ratione earum reprehenderit atque dolore.\r\n\r\nDolores consequatur ad at libero eaque explicabo. Sit dolores beatae ipsa ea perspiciatis. Perspiciatis et unde eius adipisci. Ut id ex cumque et voluptatem.\r\n\r\nSint atque veniam tenetur voluptatem aut perferendis error. Ut natus aliquam perferendis consectetur nobis autem rerum. A temporibus fugiat architecto rerum voluptatem et. Non qui rerum quia voluptatem sit quidem eveniet.\r\n\r\nDicta itaque quia placeat. Ea impedit esse similique similique animi. Accusantium beatae voluptatibus deserunt eum ad. Et natus nulla voluptate officia.\r\n\r\nUt distinctio autem tempore et ducimus omnis. Et velit voluptatum quia facilis rerum voluptates. Molestiae nam quam sint dolor accusamus.\r\n\r\nNostrum explicabo itaque provident et voluptatum aut molestiae. Repellat aut earum voluptatem cupiditate voluptatibus doloribus qui. Sed eum suscipit aut adipisci voluptates et omnis. Nesciunt commodi beatae enim tempore rerum necessitatibus eveniet. Molestiae ea ea quisquam.\r\n\r\nVoluptatem vitae fuga sunt soluta accusamus. Ipsam nobis ut deleniti repudiandae rerum quam. Ex reprehenderit expedita consequatur aut dolores rerum corrupti. Id earum harum sequi aut omnis eum dolorem. Molestiae ea sunt asperiores commodi rem est eveniet.', 'Accusantium iusto vel et autem quaerat', '', 'inherit', 'closed', 'closed', '', '104-revision-v1', '', '', '2018-06-08 18:38:42', '2018-06-08 18:38:42', '', 104, 'http://localhost/repositorio-cbx/web/104-revision-v1', 0, 'revision', '', 0), (119, 1, '2018-06-12 20:39:48', '2018-06-12 20:39:48', '', 'Author - Fields', '', 'publish', 'closed', 'closed', '', 'acf_author-fields', '', '', '2018-06-13 18:36:30', '2018-06-13 18:36:30', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=acf&p=119', 0, 'acf', '', 0), (120, 1, '2018-06-13 18:42:00', '2018-06-13 18:42:00', '', 'About - Sections', '', 'publish', 'closed', 'closed', '', 'acf_about-sections', '', '', '2018-07-10 14:34:08', '2018-07-10 14:34:08', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=acf&p=120', 0, 'acf', '', 0), (121, 1, '2018-06-13 19:07:25', '2018-06-13 19:07:25', '', 'strategy', '', 'inherit', 'open', 'closed', '', 'strategy', '', '', '2018-06-13 19:07:25', '2018-06-13 19:07:25', '', 7, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/strategy.svg', 0, 'attachment', 'image/svg+xml', 0), (122, 1, '2018-06-13 19:07:47', '2018-06-13 19:07:47', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-06-13 19:07:47', '2018-06-13 19:07:47', '', 7, 'http://localhost/repositorio-cbx/web/7-revision-v1', 0, 'revision', '', 0), (123, 1, '2018-06-13 19:24:30', '2018-06-13 19:24:30', '', 'verbal-identity', '', 'inherit', 'open', 'closed', '', 'verbal-identity', '', '', '2018-06-13 19:24:30', '2018-06-13 19:24:30', '', 7, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/verbal-identity.svg', 0, 'attachment', 'image/svg+xml', 0), (124, 1, '2018-06-13 19:25:45', '2018-06-13 19:25:45', '', 'design', '', 'inherit', 'open', 'closed', '', 'design', '', '', '2018-06-13 19:25:45', '2018-06-13 19:25:45', '', 7, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/design.svg', 0, 'attachment', 'image/svg+xml', 0), (125, 1, '2018-06-13 19:27:23', '2018-06-13 19:27:23', '', 'experience', '', 'inherit', 'open', 'closed', '', 'experience', '', '', '2018-06-13 19:27:23', '2018-06-13 19:27:23', '', 7, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/experience.svg', 0, 'attachment', 'image/svg+xml', 0), (126, 1, '2018-06-13 19:27:44', '2018-06-13 19:27:44', '', 'innovation', '', 'inherit', 'open', 'closed', '', 'innovation', '', '', '2018-06-13 19:27:44', '2018-06-13 19:27:44', '', 7, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/innovation.svg', 0, 'attachment', 'image/svg+xml', 0), (127, 1, '2018-06-13 19:27:59', '2018-06-13 19:27:59', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-06-13 19:27:59', '2018-06-13 19:27:59', '', 7, 'http://localhost/repositorio-cbx/web/7-revision-v1', 0, 'revision', '', 0), (128, 1, '2018-06-13 19:31:43', '2018-06-13 19:31:43', '', 'Kristina', '', 'inherit', 'closed', 'closed', '', '29-autosave-v1', '', '', '2018-06-13 19:31:43', '2018-06-13 19:31:43', '', 29, 'http://localhost/repositorio-cbx/web/29-autosave-v1', 0, 'revision', '', 0), (129, 1, '2018-06-13 19:35:41', '2018-06-13 19:35:41', 'For over 10 years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\r\n\r\nPrior to joining CBX, Dustin worked as a senior strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\r\n\r\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program, and holds an MBA from Columbia Business School.', 'Kristina', 'As Strategy Group Director at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.', 'trash', 'open', 'open', '', 'kristina__trashed', '', '', '2018-09-26 19:39:41', '2018-09-26 19:39:41', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=team&p=129', 4, 'team', '', 0), (130, 1, '2018-06-13 19:35:41', '2018-06-13 19:35:41', '', 'Kristina', '', 'inherit', 'closed', 'closed', '', '129-revision-v1', '', '', '2018-06-13 19:35:41', '2018-06-13 19:35:41', '', 129, 'http://localhost/repositorio-cbx/web/129-revision-v1', 0, 'revision', '', 0), (131, 1, '2018-06-13 19:57:23', '2018-06-13 19:57:23', '', 'people-01', '', 'inherit', 'open', 'closed', '', 'people-01', '', '', '2018-06-13 19:57:23', '2018-06-13 19:57:23', '', 129, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/people-01.jpg', 0, 'attachment', 'image/jpeg', 0), (132, 1, '2018-06-13 20:06:00', '2018-06-13 20:06:00', '', 'Fritz', 'As Strategy Group Director at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.', 'publish', 'open', 'open', '', 'fritz', '', '', '2018-10-01 15:48:38', '2018-10-01 15:48:38', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=team&p=132', 64, 'team', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (133, 1, '2018-06-13 20:05:29', '2018-06-13 20:05:29', '', 'people-04', '', 'inherit', 'open', 'closed', '', 'people-04', '', '', '2018-06-13 20:05:29', '2018-06-13 20:05:29', '', 132, 'http://localhost/repositorio-cbx/web/app/uploads/2018/06/people-04.jpg', 0, 'attachment', 'image/jpeg', 0), (134, 1, '2018-06-13 20:06:00', '2018-06-13 20:06:00', '', 'Fritz', '', 'inherit', 'closed', 'closed', '', '132-revision-v1', '', '', '2018-06-13 20:06:00', '2018-06-13 20:06:00', '', 132, 'http://localhost/repositorio-cbx/web/132-revision-v1', 0, 'revision', '', 0), (135, 1, '2018-06-13 20:20:24', '2018-06-13 20:20:24', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-06-13 20:20:24', '2018-06-13 20:20:24', '', 7, 'http://localhost/repositorio-cbx/web/7-revision-v1', 0, 'revision', '', 0), (136, 1, '2018-06-13 20:44:06', '2018-06-13 20:44:06', '', 'Team - Fields', '', 'publish', 'closed', 'closed', '', 'acf_team-fields', '', '', '2018-09-05 14:02:30', '2018-09-05 14:02:30', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=acf&p=136', 0, 'acf', '', 0), (137, 1, '2018-06-13 20:46:49', '2018-06-13 20:46:49', 'For over 10 years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\n\nPrior to joining CBX, Dustin worked as a senior strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\n\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program, and holds an MBA from Columbia Business School.', 'Kristina', 'As Strategy Group Director at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.', 'inherit', 'closed', 'closed', '', '129-autosave-v1', '', '', '2018-06-13 20:46:49', '2018-06-13 20:46:49', '', 129, 'http://localhost/repositorio-cbx/web/129-autosave-v1', 0, 'revision', '', 0), (138, 1, '2018-06-13 20:46:59', '2018-06-13 20:46:59', 'For over 10 years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\r\n\r\nPrior to joining CBX, Dustin worked as a senior strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\r\n\r\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program, and holds an MBA from Columbia Business School.', 'Kristina', 'As Strategy Group Director at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.', 'inherit', 'closed', 'closed', '', '129-revision-v1', '', '', '2018-06-13 20:46:59', '2018-06-13 20:46:59', '', 129, 'http://localhost/repositorio-cbx/web/129-revision-v1', 0, 'revision', '', 0), (139, 1, '2018-06-13 21:04:32', '2018-06-13 21:04:32', '', 'Fritz', 'As Strategy Group Director at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.', 'inherit', 'closed', 'closed', '', '132-revision-v1', '', '', '2018-06-13 21:04:32', '2018-06-13 21:04:32', '', 132, 'http://localhost/repositorio-cbx/web/132-revision-v1', 0, 'revision', '', 0), (141, 1, '2018-06-14 13:02:05', '2018-06-14 13:02:05', '', '', '', 'inherit', 'open', 'closed', '', '141', '', '', '2018-06-14 13:02:05', '2018-06-14 13:02:05', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/1780485f-7b91-3ee0-aa58-7e17c01f7719.jpg', 0, 'attachment', 'image/jpeg', 0), (142, 1, '2018-06-14 13:02:11', '2018-06-14 13:02:11', '', '', '', 'inherit', 'open', 'closed', '', '142', '', '', '2018-06-14 13:02:11', '2018-06-14 13:02:11', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/f8b36d68-d1f9-3f21-88b6-d52cddeb2ab7.jpg', 0, 'attachment', 'image/jpeg', 0), (145, 1, '2018-06-14 13:02:18', '2018-06-14 13:02:18', '', '', '', 'inherit', 'open', 'closed', '', '145', '', '', '2018-06-14 13:02:18', '2018-06-14 13:02:18', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/6814283c-434b-3f8e-a646-c690777e7cc7.jpg', 0, 'attachment', 'image/jpeg', 0), (146, 1, '2018-06-14 13:02:18', '2018-06-14 13:02:18', '', '', '', 'inherit', 'open', 'closed', '', '146', '', '', '2018-06-14 13:02:18', '2018-06-14 13:02:18', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/a320c340-fb39-3ba6-99ff-fe48f8c8afab.jpg', 0, 'attachment', 'image/jpeg', 0), (147, 1, '2018-06-14 13:02:24', '2018-06-14 13:02:24', '', '', '', 'inherit', 'open', 'closed', '', '147', '', '', '2018-06-14 13:02:24', '2018-06-14 13:02:24', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/8e567129-fa79-3aef-9a2a-d708743b908d.jpg', 0, 'attachment', 'image/jpeg', 0), (149, 1, '2018-06-14 13:02:25', '2018-06-14 13:02:25', '', '', '', 'inherit', 'open', 'closed', '', '149', '', '', '2018-06-14 13:02:25', '2018-06-14 13:02:25', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/5e942ec0-916b-3d0a-8a62-f3e57a91df2f.jpg', 0, 'attachment', 'image/jpeg', 0), (150, 1, '2018-06-14 13:02:25', '2018-06-14 13:02:25', '', '', '', 'inherit', 'open', 'closed', '', '150', '', '', '2018-06-14 13:02:25', '2018-06-14 13:02:25', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/5bcd5643-7571-3e9d-b4a6-4960e55aff76.jpg', 0, 'attachment', 'image/jpeg', 0), (152, 1, '2018-06-14 13:02:32', '2018-06-14 13:02:32', '', '', '', 'inherit', 'open', 'closed', '', '152', '', '', '2018-06-14 13:02:32', '2018-06-14 13:02:32', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/4ec37772-801a-3f37-bbec-dcea51a498c6.jpg', 0, 'attachment', 'image/jpeg', 0), (154, 1, '2018-06-14 13:02:36', '2018-06-14 13:02:36', '', '', '', 'inherit', 'open', 'closed', '', '154', '', '', '2018-06-14 13:02:36', '2018-06-14 13:02:36', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/ca79c36b-db58-3992-b851-ba5bc9642a3b.jpg', 0, 'attachment', 'image/jpeg', 0), (156, 1, '2018-06-14 13:02:50', '2018-06-14 13:02:50', '', '', '', 'inherit', 'open', 'closed', '', '156', '', '', '2018-06-14 13:02:50', '2018-06-14 13:02:50', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/c500e691-b596-30f2-8be8-b06ee3429fc3.jpg', 0, 'attachment', 'image/jpeg', 0), (159, 1, '2018-06-14 13:03:05', '2018-06-14 13:03:05', '', '', '', 'inherit', 'open', 'closed', '', '159', '', '', '2018-06-14 13:03:05', '2018-06-14 13:03:05', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/f9eb8e5d-b283-31b0-859f-9dcb93c0245a.jpg', 0, 'attachment', 'image/jpeg', 0), (160, 1, '2018-06-14 13:03:16', '2018-06-14 13:03:16', '', '', '', 'inherit', 'open', 'closed', '', '160', '', '', '2018-06-14 13:03:16', '2018-06-14 13:03:16', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/30011ec7-ff59-34a1-bf1d-34c0660ebc0f.jpg', 0, 'attachment', 'image/jpeg', 0), (162, 1, '2018-06-14 13:03:22', '2018-06-14 13:03:22', '', '', '', 'inherit', 'open', 'closed', '', '162', '', '', '2018-06-14 13:03:22', '2018-06-14 13:03:22', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/79d0ca0f-be0a-35f3-a21d-2b0388b64889.jpg', 0, 'attachment', 'image/jpeg', 0), (167, 1, '2018-06-14 13:03:56', '2018-06-14 13:03:56', '', '', '', 'inherit', 'open', 'closed', '', '167', '', '', '2018-06-14 13:03:56', '2018-06-14 13:03:56', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/05b9ae6d-3e77-389a-a36d-4bfa705b51e0.jpg', 0, 'attachment', 'image/jpeg', 0), (170, 1, '2018-06-14 13:04:02', '2018-06-14 13:04:02', '', '', '', 'inherit', 'open', 'closed', '', '170', '', '', '2018-06-14 13:04:02', '2018-06-14 13:04:02', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/40a22b68-a43a-3e14-b8de-c57eca80744e.jpg', 0, 'attachment', 'image/jpeg', 0), (187, 1, '2018-06-14 13:06:33', '2018-06-14 13:06:33', '', '', '', 'inherit', 'open', 'closed', '', '187', '', '', '2018-06-14 13:06:33', '2018-06-14 13:06:33', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/4602995c-ba6f-3731-bbaa-92294c7628fe.jpg', 0, 'attachment', 'image/jpeg', 0), (188, 1, '2018-06-14 13:06:35', '2018-06-14 13:06:35', '', '', '', 'inherit', 'open', 'closed', '', '188', '', '', '2018-06-14 13:06:35', '2018-06-14 13:06:35', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/43227d8d-5082-3f6b-a278-e3acc4da15f0.jpg', 0, 'attachment', 'image/jpeg', 0), (189, 1, '2018-06-13 21:40:37', '2018-06-13 21:40:37', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Facilis', 'Natus suscipit omnis voluptas nihil sequi debitis voluptatem quae itaque aspernatur quibusdam omnis magni nihil dolore ut fuga perferendis sit ipsum totam delectus voluptatibus animi minus quos blanditiis ea eum animi et incidunt.\r\n\r\nVoluptatem soluta est aut et maxime repellendus nam sed qui eum et laboriosam magnam ut ut aliquam consequatur ratione molestiae dicta non voluptatem distinctio optio.\r\n\r\nEst animi dolorem dolor repellendus sint aperiam voluptatem in ad vel velit laboriosam quisquam ea iure optio vitae et animi ad et maxime et magnam explicabo quos nesciunt quod aspernatur voluptatem similique eaque nihil voluptatem facilis quia.', 'trash', 'open', 'closed', '', 'facilis__trashed', '', '', '2018-09-26 19:39:11', '2018-09-26 19:39:11', '', 0, 'http://cbx.cappendev.com/team/facilis-asperiores-autem-et-est-consequuntur', 18, 'team', '', 0), (190, 1, '2018-06-14 13:06:39', '2018-06-14 13:06:39', '', '', '', 'inherit', 'open', 'closed', '', '190', '', '', '2018-06-14 13:06:39', '2018-06-14 13:06:39', '', 189, 'http://cbx.cappendev.com/app/uploads/2018/06/6022c5de-d0f3-3dc1-a8ca-8174d6a99751.jpg', 0, 'attachment', 'image/jpeg', 0), (191, 1, '2018-06-13 17:20:28', '2018-06-13 17:20:28', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Sunt', 'Voluptatum quis eos quo vitae quisquam molestiae dolor quasi quisquam deleniti ut laudantium et est rerum nemo distinctio dicta facilis iure ut iure porro dolor aspernatur saepe in non veritatis libero rerum dolores dicta eos voluptatem laudantium beatae enim esse officiis unde consequatur voluptatem sequi et culpa quaerat eligendi quia sint vel velit aut rem accusantium qui dolorem perspiciatis minima id laudantium et vitae voluptate blanditiis enim id molestiae quia dolores veritatis molestiae beatae perferendis mollitia qui est omnis beatae vel et quis corporis expedita vel quae vero recusandae distinctio necessitatibus.', 'trash', 'open', 'closed', '', 'sunt__trashed', '', '', '2018-09-26 19:39:38', '2018-09-26 19:39:38', '', 0, 'http://cbx.cappendev.com/team/sunt-illo-iste-amet', 17, 'team', '', 0), (192, 1, '2018-06-14 13:06:49', '2018-06-14 13:06:49', '', '', '', 'inherit', 'open', 'closed', '', '192', '', '', '2018-06-14 13:06:49', '2018-06-14 13:06:49', '', 191, 'http://cbx.cappendev.com/app/uploads/2018/06/dd428d24-539c-355a-9eee-cfd84b50b0fd.jpg', 0, 'attachment', 'image/jpeg', 0), (193, 1, '2018-06-14 13:06:51', '2018-06-14 13:06:51', '', '', '', 'inherit', 'open', 'closed', '', '193', '', '', '2018-06-14 13:06:51', '2018-06-14 13:06:51', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/356cac74-f14e-3dfd-a6da-e909eaaaf8e0.jpg', 0, 'attachment', 'image/jpeg', 0), (194, 1, '2018-06-13 10:49:25', '2018-06-13 10:49:25', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Voluptatibus', 'Exercitationem nihil saepe qui beatae perspiciatis possimus corrupti ut sunt eos praesentium sint quisquam eum odio vel reiciendis cupiditate est laboriosam aspernatur et voluptas est dolorem accusantium exercitationem qui placeat facere magni labore officiis perspiciatis corporis saepe velit animi quisquam veniam.', 'trash', 'open', 'open', '', 'voluptatibus__trashed', '', '', '2018-09-26 19:39:38', '2018-09-26 19:39:38', '', 0, 'http://cbx.cappendev.com/team/voluptatibus-voluptas-nisi-aliquam-tempora', 16, 'team', '', 0), (195, 1, '2018-06-13 02:56:30', '2018-06-13 02:56:30', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Suscipit', 'Vero sit omnis quidem voluptatum minima sit adipisci sit maiores sint qui culpa quidem quas et assumenda et omnis recusandae ad earum dicta maiores aut tempore at animi aperiam dolorem architecto voluptatem nemo autem veniam molestiae sed itaque et odio eum unde unde quidem quia.\r\n\r\nVoluptatem ex non consequuntur et ut et consequatur earum eius dolorem dolore consequuntur dolor sunt eveniet quia facilis id neque aliquam consectetur laborum similique quia autem beatae aut quisquam voluptatem laboriosam aspernatur sequi voluptatem doloremque omnis assumenda omnis magni accusamus eos exercitationem beatae aut necessitatibus quis vero vitae doloribus quod et enim.\r\n\r\nOdio et est est sit culpa voluptas alias numquam id deserunt ipsa dolores et enim modi praesentium alias sint dolor quae debitis totam sed provident ex facere non doloremque qui error totam qui exercitationem quo eum ea debitis.\r\n\r\nAsperiores nobis aut similique ea voluptatem natus saepe aut et error voluptatem quam qui dolorem quisquam facilis commodi sed autem aut eos sed quidem architecto consequatur exercitationem consequatur qui sit veritatis non optio neque corporis laboriosam ipsam consectetur eum quia mollitia aut pariatur eligendi nostrum sunt ipsam et labore quam perspiciatis aut in et et impedit iure dolores veritatis omnis provident voluptatem sequi harum amet qui dolorem illo eius fuga repellendus.', 'trash', 'open', 'open', '', 'suscipit__trashed', '', '', '2018-09-26 19:39:38', '2018-09-26 19:39:38', '', 0, 'http://cbx.cappendev.com/team/ut-suscipit-suscipit-voluptate-dolorum-deserunt', 15, 'team', '', 0), (196, 1, '2018-06-14 13:07:01', '2018-06-14 13:07:01', '', '', '', 'inherit', 'open', 'closed', '', '196', '', '', '2018-06-14 13:07:01', '2018-06-14 13:07:01', '', 195, 'http://cbx.cappendev.com/app/uploads/2018/06/dfd68335-8b70-364c-aaf6-4b80c6db4aaa.jpg', 0, 'attachment', 'image/jpeg', 0), (197, 1, '2018-06-14 13:07:19', '2018-06-14 13:07:19', '', '', '', 'inherit', 'open', 'closed', '', '197', '', '', '2018-06-14 13:07:19', '2018-06-14 13:07:19', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/565294bc-7e25-312b-b0dc-d0d083b49066.jpg', 0, 'attachment', 'image/jpeg', 0), (198, 1, '2018-06-13 06:58:59', '2018-06-13 06:58:59', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Qui', 'Facilis vel dolorem repudiandae tempore consequatur voluptates tempora officiis vitae nemo et molestiae cupiditate rerum veniam velit omnis quidem hic ut eos consequatur nesciunt rerum ratione tempore.\r\n\r\nQuae error sed consequatur officiis itaque ex cupiditate ipsa quasi enim ullam expedita commodi aut neque quisquam sed tempore omnis sed ducimus quia voluptate sit debitis similique.\r\n\r\nTempore velit rerum vel ratione deleniti dolores sed qui illum officiis enim possimus quibusdam corrupti nihil voluptatibus blanditiis earum tenetur possimus voluptas est aspernatur quo cumque a commodi rerum repellat ullam autem natus dolor est voluptatem sit illum.\r\n\r\nNeque quia quasi ea possimus ea velit aut sed non qui ut quod voluptatem consequuntur voluptas voluptas ipsum ab ut ut nihil aspernatur fugiat deleniti sint qui expedita voluptate vel consequuntur suscipit est beatae odio commodi repellat quia illum sed.', 'trash', 'open', 'open', '', 'qui__trashed', '', '', '2018-09-26 19:39:38', '2018-09-26 19:39:38', '', 0, 'http://cbx.cappendev.com/team/qui-omnis-sapiente-ex-sunt-et-omnis', 14, 'team', '', 0), (199, 1, '2018-06-14 13:07:20', '2018-06-14 13:07:20', '', '', '', 'inherit', 'open', 'closed', '', '199', '', '', '2018-06-14 13:07:20', '2018-06-14 13:07:20', '', 198, 'http://cbx.cappendev.com/app/uploads/2018/06/f89e9139-3802-32b8-a345-7859758c5bbd.jpg', 0, 'attachment', 'image/jpeg', 0), (200, 1, '2018-06-13 02:53:28', '2018-06-13 02:53:28', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Iste', 'Veniam recusandae error cupiditate et est a aliquid veritatis veniam laudantium atque minus rerum ut autem in hic voluptatibus quis cum et optio.', 'trash', 'open', 'open', '', 'iste__trashed', '', '', '2018-09-26 19:39:38', '2018-09-26 19:39:38', '', 0, 'http://cbx.cappendev.com/team/iste-nemo-in-velit', 13, 'team', '', 0), (201, 1, '2018-06-14 13:07:30', '2018-06-14 13:07:30', '', '', '', 'inherit', 'open', 'closed', '', '201', '', '', '2018-06-14 13:07:30', '2018-06-14 13:07:30', '', 200, 'http://cbx.cappendev.com/app/uploads/2018/06/1d15524d-ccab-3039-854f-6cc3863b8713.jpg', 0, 'attachment', 'image/jpeg', 0), (202, 1, '2018-06-13 15:17:51', '2018-06-13 15:17:51', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Sunt', 'Laboriosam eos enim minima facere tempora dolorem impedit suscipit voluptatem velit asperiores eum iure perspiciatis qui et laudantium dignissimos ut inventore inventore qui impedit officiis ut dicta tempore nam consectetur illo architecto ipsam qui ex dolores doloribus deleniti tempora odit magnam ad perferendis neque voluptatem molestiae mollitia explicabo consequatur similique molestiae architecto dolores dolor odit quae et sit quae voluptatem fugiat quasi non earum sunt assumenda quo ut assumenda commodi sed a vero possimus error incidunt qui porro voluptatem rerum cupiditate et facilis consequatur est exercitationem libero et facilis corporis nihil voluptas molestiae voluptatem sint ab dolorem enim ut.', 'trash', 'open', 'closed', '', 'sunt-2__trashed', '', '', '2018-09-26 19:39:38', '2018-09-26 19:39:38', '', 0, 'http://cbx.cappendev.com/team/sunt-consectetur-alias-autem-laborum-labore-eos', 12, 'team', '', 0), (203, 1, '2018-06-14 13:07:49', '2018-06-14 13:07:49', '', '', '', 'inherit', 'open', 'closed', '', '203', '', '', '2018-06-14 13:07:49', '2018-06-14 13:07:49', '', 202, 'http://cbx.cappendev.com/app/uploads/2018/06/bf2051ad-bb00-32dc-aaa5-1b1bbc3a0271.jpg', 0, 'attachment', 'image/jpeg', 0), (204, 1, '2018-06-13 13:52:59', '2018-06-13 13:52:59', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Hic', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\r\n\r\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\r\n\r\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'trash', 'open', 'open', '', 'hic__trashed', '', '', '2018-09-26 19:39:37', '2018-09-26 19:39:37', '', 0, 'http://cbx.cappendev.com/team/hic-ab-ipsa-explicabo-earum', 11, 'team', '', 0), (205, 1, '2018-06-14 13:08:08', '2018-06-14 13:08:08', '', '', '', 'inherit', 'open', 'closed', '', '205', '', '', '2018-06-14 13:08:08', '2018-06-14 13:08:08', '', 204, 'http://cbx.cappendev.com/app/uploads/2018/06/8cf122b4-d2d2-3a7d-a5ab-1c38cc91c48f.jpg', 0, 'attachment', 'image/jpeg', 0), (206, 1, '2018-06-13 10:34:51', '2018-06-13 10:34:51', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Velit', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\r\n\r\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\r\n\r\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'trash', 'open', 'open', '', 'velit__trashed', '', '', '2018-09-26 19:39:37', '2018-09-26 19:39:37', '', 0, 'http://cbx.cappendev.com/team/velit-ad-quas-fugiat', 9, 'team', '', 0), (207, 1, '2018-06-14 13:08:25', '2018-06-14 13:08:25', '', '', '', 'inherit', 'open', 'closed', '', '207', '', '', '2018-06-14 13:08:25', '2018-06-14 13:08:25', '', 206, 'http://cbx.cappendev.com/app/uploads/2018/06/596304b8-44df-3a65-9a86-278f7af439ec.jpg', 0, 'attachment', 'image/jpeg', 0), (208, 1, '2018-06-13 08:23:16', '2018-06-13 08:23:16', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Voluptatum', 'Omnis culpa fuga sit tempore consequatur quibusdam enim molestiae veritatis iure tenetur voluptate qui voluptas ratione perferendis ut consequatur quo optio quia aliquid quis ratione aliquam error hic est quibusdam possimus.\r\n\r\nNon quam nesciunt dolorum rerum id harum ullam harum eum alias accusamus expedita aperiam reiciendis illum maiores qui ratione et nihil suscipit harum eum eveniet dolorem sed exercitationem ipsa quisquam autem animi et est assumenda corporis perspiciatis nam quia sit qui voluptatem iure sint quas ut modi magni dolores laudantium suscipit voluptas et adipisci tempore.', 'trash', 'open', 'open', '', 'voluptatum__trashed', '', '', '2018-09-26 19:39:37', '2018-09-26 19:39:37', '', 0, 'http://cbx.cappendev.com/team/et-corrupti-aut-voluptatum', 7, 'team', '', 0), (209, 1, '2018-06-14 13:08:28', '2018-06-14 13:08:28', '', '', '', 'inherit', 'open', 'closed', '', '209', '', '', '2018-06-14 13:08:28', '2018-06-14 13:08:28', '', 208, 'http://cbx.cappendev.com/app/uploads/2018/06/60b70dd0-5479-3481-a900-d1a5e4b5b30b.jpg', 0, 'attachment', 'image/jpeg', 0), (210, 1, '2018-06-13 08:24:17', '2018-06-13 08:24:17', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Tempora', 'Fugiat quidem error occaecati voluptas enim sunt facere doloremque doloribus qui iure necessitatibus sit eveniet minus aut quasi nostrum tempora odio dicta aut molestias id blanditiis in repudiandae deleniti sed corrupti eum veritatis alias et laborum ea omnis et voluptates dolor eos dolor aliquam atque explicabo necessitatibus provident voluptatem laudantium omnis sint sed et neque iure fugit repellat ducimus in dolorem iure illum alias voluptates rerum quis illo eos enim et porro voluptatem nihil rerum perferendis nobis veniam omnis necessitatibus quia sed odit distinctio dolor porro ut facilis qui assumenda vel et minus minus fuga.', 'trash', 'open', 'open', '', 'tempora__trashed', '', '', '2018-09-26 19:39:37', '2018-09-26 19:39:37', '', 0, 'http://cbx.cappendev.com/team/tempora-occaecati-nesciunt-minima', 8, 'team', '', 0), (211, 1, '2018-06-14 13:08:41', '2018-06-14 13:08:41', '', '', '', 'inherit', 'open', 'closed', '', '211', '', '', '2018-06-14 13:08:41', '2018-06-14 13:08:41', '', 210, 'http://cbx.cappendev.com/app/uploads/2018/06/4a39b18f-30f1-3e64-86bd-f3a043c92d01.jpg', 0, 'attachment', 'image/jpeg', 0), (212, 1, '2018-06-13 23:35:18', '2018-06-13 23:35:18', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Animi', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\r\n\r\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\r\n\r\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'trash', 'open', 'closed', '', 'animi__trashed', '', '', '2018-09-26 19:39:37', '2018-09-26 19:39:37', '', 0, 'http://cbx.cappendev.com/team/animi-consequatur-vel-velit-at-ut', 10, 'team', '', 0), (213, 1, '2018-06-14 13:08:42', '2018-06-14 13:08:42', '', '', '', 'inherit', 'open', 'closed', '', '213', '', '', '2018-06-14 13:08:42', '2018-06-14 13:08:42', '', 212, 'http://cbx.cappendev.com/app/uploads/2018/06/8a98d95b-8ae5-3344-9e3d-062f472edb4d.jpg', 0, 'attachment', 'image/jpeg', 0), (214, 1, '2018-06-14 13:09:01', '2018-06-14 13:09:01', '

    Molestias vero rerum delectus consectetur delectus. Exercitationem omnis natus neque illo. Nostrum qui fugiat dolorem natus. veritatis vel dicta in Magni eligendi aperiam rerum tempore explicabo. Eos qui deleniti quia similique minus. quis in quisquam nemo rerum. Numquam ipsa voluptatem non odit aut. Eos id tempora expedita quaerat odio consequatur. Aut quia et ut dolorum. Aut sit sunt ipsa mollitia eum labore. Inventore vero velit harum. Quod repudiandae est asperiores sed. Illo quis id laboriosam perspiciatis Voluptas ut enim hic sunt nulla. Quasi occaecati sunt nesciunt. Dolorem maxime labore similique. Voluptatem odit sapiente aut ipsum quaerat alias. Officia aut enim sunt. Qui recusandae ab perspiciatis. nobis magni a at provident natus. Consequatur ducimus a quia et beatae dolores. optio provident temporibus voluptatum aut iste Amet aliquam similique. consequatur eveniet molestiae et qui. dolores temporibus facilis voluptatem. Ipsam ipsum eveniet commodi. Et possimus similique et Minus quae quibusdam accusamus Qui perferendis voluptas veritatis omnis incidunt ad possimus. rerum et ipsum voluptas nobis

    \n

    Odio ad laborum sint iure. Sint sint maxime nam voluptatem quia et. Perspiciatis pariatur amet laborum ratione suscipit doloribus qui

    \n
    1. Qui deserunt est in nulla
    2. Sunt itaque et itaque saepe nam quia
    \n

    Aspernatur eos explicabo et. Nisi suscipit aut praesentium quaerat architecto voluptates

    \n\"Nobis\n\n

    Placeat consectetur tempora veniam facilis provident distinctio

    \n
    1. Odit consequatur nulla qui
    \n\"Voluptatibus', 'Et corrupti aut voluptatum', 'Omnis culpa fuga sit tempore consequatur quibusdam enim molestiae veritatis iure tenetur voluptate qui voluptas ratione perferendis ut consequatur quo optio quia aliquid quis ratione aliquam error hic est quibusdam possimus.\n\nNon quam nesciunt dolorum rerum id harum ullam harum eum alias accusamus expedita aperiam reiciendis illum maiores qui ratione et nihil suscipit harum eum eveniet dolorem sed exercitationem ipsa quisquam autem animi et est assumenda corporis perspiciatis nam quia sit qui voluptatem iure sint quas ut modi magni dolores laudantium suscipit voluptas et adipisci tempore.', 'inherit', 'closed', 'closed', '', '208-revision-v1', '', '', '2018-06-14 13:09:01', '2018-06-14 13:09:01', '', 208, 'http://cbx.cappendev.com/208-revision-v1', 0, 'revision', '', 0), (215, 1, '2018-06-14 13:09:56', '2018-06-14 13:09:56', '

    Veniam cumque necessitatibus nemo illo porro aspernatur. Quae illum sit at maxime assumenda. Est eveniet sit est dolorem. Sed molestiae odit nihil sit. Voluptatem officiis quas dolor in esse animi. Consectetur et quia culpa id voluptatem ea sit. Et doloribus porro quo cumque fuga et ut enim. Corporis necessitatibus eum est rerum sunt. Placeat omnis id dicta non alias ipsam eveniet vero. Omnis perferendis rerum inventore ratione enim beatae dolorem. Et necessitatibus earum omnis reprehenderit similique. Qui dolore consectetur et eum reiciendis. Velit qui eum rem qui saepe. Totam assumenda dignissimos sit omnis inventore neque error. Modi beatae doloremque tempore quos et. Neque eos soluta ea repellendus in et. Id minus quia ad natus sed sint ipsa. Voluptatem sed numquam ea a porro consequatur. Labore molestiae quia hic qui et cumque. Voluptatibus delectus ipsam facere saepe. Cum quos voluptas ratione error soluta porro tempore. Temporibus eius adipisci est. Quia non aut voluptates quia.

    \n
    \n
    1. Est explicabo eos est quo qui
    2. Explicabo quo aut
    \n\"Veniam\n
    Ipsum explicabo ut corporis pariatur libero aut tenetur. Quaerat eum dolor qui praesentium debitis
    \n\"Dolores\n\"Ducimus\n

    Hic qui eos quae. Sunt facilis ut voluptas tempora atque non. Quos quia quidem quisquam aut cupiditate. Recusandae ex tempore consequatur facere voluptatem. Voluptas quia ut est impedit commodi nulla sint. Voluptates qui et dolores officia omnis. Earum sit vel nisi accusamus. Vel voluptatem et non aliquid ut molestiae occaecati corrupti. Dicta laboriosam quos natus dolores ut. Qui voluptatum voluptas iste quia laborum voluptates minus necessitatibus. Aut culpa numquam nobis dolorem. Et laudantium eius ut in quia velit. Nihil aliquam nam vel dolore. Dolorem deleniti consectetur iusto harum. Natus minima voluptatibus similique facere omnis. Iste quia velit qui non minus enim doloremque. Sit aliquam magni tempore tenetur. Aut neque optio quaerat non sequi. Nesciunt cumque et eligendi mollitia optio. Est et perferendis nulla quia enim aut quod commodi. Natus cupiditate at aut dolores totam nisi officiis. Officiis odit possimus ipsum aliquam modi aut blanditiis. Dolor dolorum qui aut nulla quo vero. Ea deserunt reiciendis maiores nisi inventore temporibus quo. Veniam ea quia dolores qui quo sequi quis. Perspiciatis deserunt atque sed et. Debitis fuga laborum minus nesciunt hic. Et quaerat aperiam eum. Autem id vel omnis ut id optio aliquid. Nihil inventore dolor exercitationem. Corporis similique fuga expedita voluptatem. Quae eum eum sint velit. Officiis dignissimos neque sequi harum repudiandae dolores laboriosam. Atque laudantium tenetur veritatis est exercitationem illo. Natus qui ullam possimus quas incidunt voluptas. Eum asperiores perferendis id in tenetur velit reiciendis cumque. Dolor quis provident debitis molestias cum. Nam nisi est quia excepturi velit quos eius nihil. Ullam expedita consequatur similique ea reiciendis sed. Doloribus amet cupiditate et inventore nihil. Repudiandae voluptatibus molestias quisquam in ad quod rem. Repellat id possimus dignissimos sint.

    \n\n
    Aliquam commodi esse error libero aut odio. quia amet consequatur corporis ut aut est. Libero dolores labore sed officia ut Quisquam impedit laboriosam consequatur earum soluta modi. Voluptas voluptatem porro voluptatum Aut eum fuga et pariatur fugiat sequi. Consequatur qui a inventore. Amet vero voluptatibus ut sit. aut ut in fugiat alias et voluptas. iste beatae maiores fugit occaecati. Perferendis tempore magni incidunt soluta at Debitis eos libero adipisci aut sunt nisi optio. dignissimos voluptatibus minima. Dicta et explicabo aut beatae.
    \n

    Est iusto qui minima exercitationem eos maxime inventore. Quos ut maxime maiores cum ducimus ut. Occaecati vero voluptate error dolores

    \n
    1. Dolorem dolor beatae atque et voluptatem sunt
    2. Fugiat rerum qui quia
    3. Facilis non
    4. Consequuntur
    \n
    1. Dolores et
    2. Et rem mollitia voluptatem quae rerum
    3. Fuga sit nemo consequatur doloribus
    4. Perspiciatis
    5. Suscipit ut eos nisi
    ', 'Facilis', 'Natus suscipit omnis voluptas nihil sequi debitis voluptatem quae itaque aspernatur quibusdam omnis magni nihil dolore ut fuga perferendis sit ipsum totam delectus voluptatibus animi minus quos blanditiis ea eum animi et incidunt.\n\nVoluptatem soluta est aut et maxime repellendus nam sed qui eum et laboriosam magnam ut ut aliquam consequatur ratione molestiae dicta non voluptatem distinctio optio.\n\nEst animi dolorem dolor repellendus sint aperiam voluptatem in ad vel velit laboriosam quisquam ea iure optio vitae et animi ad et maxime et magnam explicabo quos nesciunt quod aspernatur voluptatem similique eaque nihil voluptatem facilis quia.', 'inherit', 'closed', 'closed', '', '189-revision-v1', '', '', '2018-06-14 13:09:56', '2018-06-14 13:09:56', '', 189, 'http://cbx.cappendev.com/189-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (216, 1, '2018-06-14 13:10:04', '2018-06-14 13:10:04', '

    Asperiores aut non corporis dolore aspernatur eveniet. Veritatis consequatur quos rerum quas neque. vero vitae ut nulla Quidem consequatur aperiam asperiores officia Nesciunt eveniet qui temporibus ratione ducimus. Enim consequuntur qui architecto. Expedita quasi magni corrupti enim. autem suscipit impedit sed quibusdam. unde alias quis temporibus quia. Quod et in nemo sapiente impedit. Vel adipisci omnis enim. Illo rerum quo. Veritatis dicta sequi. Reiciendis in assumenda est. Odit ea eligendi officia inventore reiciendis. Aperiam pariatur accusamus repellat enim. Est sit quisquam reprehenderit beatae in ducimus reiciendis. ipsa eaque maxime temporibus maxime. Tempora est veritatis optio Id cupiditate eligendi ut quas. Similique debitis quia aut. Repudiandae eum voluptas voluptatem sit sit vel. Dicta velit qui qui ut minus. Sed dolores eaque quidem et illo. Provident ea id recusandae officiis. Excepturi quisquam et consequatur minus. Voluptatem qui ducimus in illo adipisci Vel enim quod facilis a sunt ad.

    \n
    Sint qui magni dolores amet ad. Delectus quia dicta nisi voluptas rerum. Non quaerat nostrum unde culpa ut vel. Aut et explicabo ea et inventore
    \n
    \n\n

    Itaque est ut occaecati. Dolorum nulla eum dolores qui ut repellat nisi. At quidem porro vero

    \n
    Eligendi id alias excepturi praesentium. laudantium autem ipsa repudiandae error Dolorum qui animi harum non aut. Fugiat maxime voluptate omnis. Animi asperiores delectus ipsum beatae tempora. Et omnis et voluptatem tempora explicabo. aliquam qui amet Consectetur maiores blanditiis omnis fugiat. Qui sed natus rerum sequi quidem a. adipisci aut ut fugiat Voluptate quis quis et veritatis ad dignissimos. Laboriosam et ut dolore et architecto tenetur. Velit rerum sed repellendus Omnis mollitia qui alias temporibus ut. Quidem nobis similique voluptates rerum. quaerat tempore voluptas et. Corporis cum earum deleniti est facilis beatae. Assumenda adipisci similique et et Et sint eligendi qui eaque. Voluptatibus non velit omnis Eum consequatur sit est ipsum autem. Iste atque nihil alias eum facilis. non occaecati doloremque et. Earum nemo laudantium ea. Autem error sit deserunt qui. Iure facere architecto qui. Expedita vero sint id animi minima veritatis assumenda. assumenda ut distinctio animi. Rerum explicabo voluptas est alias aliquid assumenda. ipsa autem numquam. Sit inventore iste eius dolor. Dolor harum exercitationem
    \n
    Voluptatem impedit quam vitae. Dolorum ullam voluptatum sunt unde ut rerum. Ut labore voluptatum aperiam
    \n
    1. Est quam quia vero
    2. Quo aut molestias et soluta sit inventore
    3. Repellendus sed et asperiores voluptas
    4. Ut assumenda
    \n
    • Commodi rerum delectus aut sed soluta quis labore
    ', 'Sunt', 'Voluptatum quis eos quo vitae quisquam molestiae dolor quasi quisquam deleniti ut laudantium et est rerum nemo distinctio dicta facilis iure ut iure porro dolor aspernatur saepe in non veritatis libero rerum dolores dicta eos voluptatem laudantium beatae enim esse officiis unde consequatur voluptatem sequi et culpa quaerat eligendi quia sint vel velit aut rem accusantium qui dolorem perspiciatis minima id laudantium et vitae voluptate blanditiis enim id molestiae quia dolores veritatis molestiae beatae perferendis mollitia qui est omnis beatae vel et quis corporis expedita vel quae vero recusandae distinctio necessitatibus.', 'inherit', 'closed', 'closed', '', '191-revision-v1', '', '', '2018-06-14 13:10:04', '2018-06-14 13:10:04', '', 191, 'http://cbx.cappendev.com/191-revision-v1', 0, 'revision', '', 0), (217, 1, '2018-06-14 13:10:11', '2018-06-14 13:10:11', '
    1. Nam recusandae nostrum iste quam ducimus enim
    2. Harum facilis aliquid fugiat eius
    3. Ut quae ut
    \n
    Pariatur eius quidem aliquid sunt possimus impedit. Suscipit vel explicabo dolor et quasi. Illum ut pariatur est sit est et et
    \n\"Unde\n\n

    Eligendi dolores perspiciatis ipsum odit non deserunt quam. Numquam quia nemo incidunt asperiores quia quia

    \n
    Aliquam soluta fugiat itaque quasi. Dolorum aliquam accusantium eaque consectetur tempore et. Doloribus laboriosam voluptatem ut aliquid rerum voluptatem Aliquam velit sed similique natus molestiae reprehenderit voluptas Incidunt ut harum dolor eum itaque velit. Ut vero quia molestias ut. Nulla accusantium quis reprehenderit. voluptatem aperiam et neque consequuntur veniam hic. Quibusdam modi voluptatem ea nostrum. non esse ab corrupti natus. Ipsa et sed inventore et et. amet eligendi occaecati dolores. Nihil explicabo adipisci et corrupti at quibusdam architecto. dolorem ab ut dicta. Quo et perferendis magnam. Libero saepe velit. Quas neque omnis. Enim consequatur est similique Voluptatum non voluptatem est voluptatem nisi. Enim rem iste in quo. Minus quasi pariatur esse qui cum enim perspiciatis. Quo ipsum eveniet maiores voluptas modi. Culpa quia sint nostrum. et qui repudiandae tempora.
    \n

    Et perspiciatis velit sit aut aut in beatae. Reprehenderit ut natus odit enim a eos adipisci inventore. Sit reiciendis aut quia quae velit laudantium dolor

    \n
    ', 'Voluptatibus', 'Exercitationem nihil saepe qui beatae perspiciatis possimus corrupti ut sunt eos praesentium sint quisquam eum odio vel reiciendis cupiditate est laboriosam aspernatur et voluptas est dolorem accusantium exercitationem qui placeat facere magni labore officiis perspiciatis corporis saepe velit animi quisquam veniam.', 'inherit', 'closed', 'closed', '', '194-revision-v1', '', '', '2018-06-14 13:10:11', '2018-06-14 13:10:11', '', 194, 'http://cbx.cappendev.com/194-revision-v1', 0, 'revision', '', 0), (218, 1, '2018-06-14 13:10:30', '2018-06-14 13:10:30', '
    Possimus quaerat in quae voluptatem iure. Facere nemo minima sapiente recusandae. Aut consequatur quam quam eos adipisci perspiciatis et esse
    \n
    Ipsa eos aperiam sed eveniet exercitationem. Eos quia est quis. eos quasi omnis in. animi veritatis distinctio suscipit fugit Sed veritatis aperiam laborum Qui fuga et numquam facilis aut iusto. rerum maxime voluptatum nisi Inventore amet recusandae similique ipsum a autem. Exercitationem at voluptatem cum. Ex quia dicta cum Molestiae ut totam iste sed Doloremque ipsum possimus ut voluptatibus. Quo error magni optio rerum. Provident perspiciatis aliquid consequatur veritatis aliquam atque. Harum maiores sit voluptates. Illo et in veritatis aut. Accusantium sapiente consectetur assumenda dolore cumque deleniti. Odio et soluta excepturi. Et quia quo nisi iure. Culpa rerum est nam sit Fuga autem voluptatem expedita incidunt Nemo quia iusto debitis ullam. Magnam est pariatur cupiditate praesentium. Nulla quia quo aspernatur natus at. In omnis ut numquam.
    \n\n

    Rerum enim iure nihil voluptas ut. Explicabo velit iusto officiis consequuntur velit voluptatem. Illum reprehenderit id explicabo qui

    \n
    1. Sit eius sed rerum nihil
    2. Veritatis recusandae in perspiciatis
    3. In ea ea voluptas non ea
    4. Ipsa aliquid rem eius
    \n

    Velit quo excepturi quia voluptates beatae omnis. Corporis ea sunt ratione aut

    \n
    Vel vel eius aut vel aut. Adipisci enim aliquid ut impedit. Ea maxime ipsa consequatur Recusandae ut sit eum. Laboriosam facere nemo ut pariatur nihil. Odio dignissimos quia aliquam. velit dolor qui quae et. Doloribus minima ex voluptatem. Tenetur accusantium omnis fuga doloremque sed perferendis. ea et pariatur ut corrupti porro. Est ratione et debitis et. Ipsum alias repellat amet. Molestiae error veniam aut tempore Vel illum pariatur voluptates sed. Porro vel voluptas est. Quis sed ipsa omnis ullam. Dolorum impedit debitis velit qui rerum. Aperiam autem perferendis consequatur sint hic. Sint voluptates ut ducimus ratione. Ut provident molestiae quam Aut eligendi veniam neque dolorum aut. Adipisci itaque rerum sit quia iste in.
    \n

    Ipsa qui facilis et ut aperiam. Provident nisi quis ea amet dolor et quidem. Doloremque veniam alias voluptates et error odio est. Voluptas quod dolor et fuga soluta similique sit

    \n

    Asperiores omnis quia soluta est qui iure. Ut magni earum debitis et et et. eligendi qui molestiae omnis in Ipsam voluptatem qui. Sit rerum aut nihil. Eaque incidunt aperiam. Ut et expedita reprehenderit Itaque rerum iste laborum voluptas necessitatibus. eveniet ea animi Tempore nobis reprehenderit odit eligendi autem. voluptatem officia cum nihil. ea ut cumque id. Nihil consequatur explicabo et dolorem eum et. Occaecati reprehenderit velit. Beatae ea harum modi. Dolor labore aut sit ipsum Dolorum deleniti animi tempore dignissimos esse illum Animi quia voluptatem commodi ut est. Nostrum animi nihil odit fugit. Facilis rem distinctio praesentium. Eos est eveniet magnam blanditiis. optio ipsa odit qui est. ab sit ipsam. Dolor quia ea ut amet voluptatem. Est aut sit esse quam.

    \n
    1. Aut quia tempora
    2. Ipsam at non eos
    3. Accusantium
    4. Velit dolorum aut ut autem labore
    5. Praesentium labore et
    6. Incidunt et est eaque a
    ', 'Suscipit', 'Vero sit omnis quidem voluptatum minima sit adipisci sit maiores sint qui culpa quidem quas et assumenda et omnis recusandae ad earum dicta maiores aut tempore at animi aperiam dolorem architecto voluptatem nemo autem veniam molestiae sed itaque et odio eum unde unde quidem quia.\n\nVoluptatem ex non consequuntur et ut et consequatur earum eius dolorem dolore consequuntur dolor sunt eveniet quia facilis id neque aliquam consectetur laborum similique quia autem beatae aut quisquam voluptatem laboriosam aspernatur sequi voluptatem doloremque omnis assumenda omnis magni accusamus eos exercitationem beatae aut necessitatibus quis vero vitae doloribus quod et enim.\n\nOdio et est est sit culpa voluptas alias numquam id deserunt ipsa dolores et enim modi praesentium alias sint dolor quae debitis totam sed provident ex facere non doloremque qui error totam qui exercitationem quo eum ea debitis.\n\nAsperiores nobis aut similique ea voluptatem natus saepe aut et error voluptatem quam qui dolorem quisquam facilis commodi sed autem aut eos sed quidem architecto consequatur exercitationem consequatur qui sit veritatis non optio neque corporis laboriosam ipsam consectetur eum quia mollitia aut pariatur eligendi nostrum sunt ipsam et labore quam perspiciatis aut in et et impedit iure dolores veritatis omnis provident voluptatem sequi harum amet qui dolorem illo eius fuga repellendus.', 'inherit', 'closed', 'closed', '', '195-revision-v1', '', '', '2018-06-14 13:10:30', '2018-06-14 13:10:30', '', 195, 'http://cbx.cappendev.com/195-revision-v1', 0, 'revision', '', 0), (219, 1, '2018-06-14 13:10:40', '2018-06-14 13:10:40', '

    Qui beatae aut hic et labore tenetur aliquam velit. Nam placeat nulla nesciunt dicta

    \n
    1. Iusto magni
    2. Dignissimos sint qui id
    3. Quo quaerat perferendis omnis corporis
    4. Voluptatem quidem et tempora ipsum rerum delectus
    5. Fuga magnam doloribus repudiandae enim
    6. Illo omnis enim hic iusto
    7. Et cumque unde et a eum
    8. Est est numquam enim et
    \n

    Et ut maxime ducimus pariatur magni odio. Labore voluptate excepturi facilis

    \n
    Ut vitae provident ut fugiat eum quam Veniam ex ullam numquam Qui rerum tenetur doloremque debitis sed Tempora et voluptatem non. Corrupti doloribus vel fugiat eligendi. a voluptates ipsam ratione mollitia. Voluptatibus odio dolor ab est laborum. At culpa corrupti est qui. et omnis qui. et nostrum odio veniam. Quae sit quo labore Voluptas nulla in dignissimos sed voluptas deleniti. Deserunt quia aut et aperiam. in maxime cumque et reiciendis dolores maiores. Molestias eaque minus qui. Molestias magni aut ut tempore. Et quis impedit qui temporibus. qui qui omnis cumque sint. Ducimus est quis consequatur consequatur. non dolores eum aut itaque. Sit et fugiat Mollitia similique dolor error possimus est. Numquam at cum nihil iusto non dolore expedita. modi aut deserunt mollitia vel. quae in excepturi quia. Quo explicabo itaque beatae Quia est commodi molestiae vel dolores exercitationem. In corrupti est Rerum suscipit vero nesciunt. Adipisci est voluptatum explicabo velit dolorum. Ab veniam ut et quia ullam. Necessitatibus eum fugiat ab qui et. Nihil velit tenetur tempora maxime dolorum Totam quo ea excepturi inventore. Omnis mollitia dolor aut. Velit nemo aliquid officia ullam hic cum
    \n

    Iste blanditiis aperiam iste qui. Suscipit consequuntur nemo unde rerum officia neque

    \n\n\"Atque\"\n

    Quia sunt dolorum odio minus officia ipsa. Sed id consequatur nisi quae. Vero velit facere explicabo iste. Deleniti temporibus et fuga pariatur

    \n
    Officia est eos ad eum in alias. Recusandae eaque officia laborum quod. Dolores ut sed dignissimos laboriosam. Quia qui voluptas tempore. Aliquid deserunt delectus enim tempora non consequatur. Quia nam et possimus non similique sunt earum. Fugiat et dolorum eum rerum dolor repellat. Quam nihil inventore laboriosam. Recusandae voluptate nulla beatae nesciunt assumenda quo. Qui tempora amet maiores omnis et debitis illum. Sed inventore dolor quam fugit est et rem sequi. Nihil aperiam veniam quis accusamus magnam. Incidunt aut alias animi nihil sunt incidunt tempora magnam. Consequatur et id at voluptatem suscipit architecto. Ipsa quos velit a quae iure. Ipsa inventore aut aperiam sit est. Optio iste eligendi atque libero. Est officiis vitae voluptatem natus fuga autem. Itaque officia facilis rerum. Et repellat et corrupti sint asperiores et. Pariatur tempore expedita asperiores ex. Consequuntur ipsam repudiandae id voluptas tempora labore. Est assumenda velit voluptatem minima repudiandae reprehenderit. Fugiat quod quidem perferendis praesentium corrupti quibusdam in. Beatae sit inventore cumque sed eum repudiandae. Ab expedita voluptatem nemo enim odio ea.
    \n

    Architecto hic doloribus nam iste quo. Quia ea quia qui sequi cum laudantium. Velit eos minus deserunt occaecati

    \n
    1. Sed qui sint qui aut veritatis
    2. Rem quia dolor sed
    \n
    Commodi totam quasi ipsam autem. Nam sit quidem consequuntur officia qui aut. Vero qui quo aliquid et beatae possimus
    \n
    1. Eum deleniti rem
    2. Quo quia vitae ipsam omnis
    3. Hic nihil aut rem tempora
    4. Soluta quae quia autem ratione
    5. Sapiente in repellat libero
    6. Animi vel nisi
    \n\"Nobis', 'Qui', 'Facilis vel dolorem repudiandae tempore consequatur voluptates tempora officiis vitae nemo et molestiae cupiditate rerum veniam velit omnis quidem hic ut eos consequatur nesciunt rerum ratione tempore.\n\nQuae error sed consequatur officiis itaque ex cupiditate ipsa quasi enim ullam expedita commodi aut neque quisquam sed tempore omnis sed ducimus quia voluptate sit debitis similique.\n\nTempore velit rerum vel ratione deleniti dolores sed qui illum officiis enim possimus quibusdam corrupti nihil voluptatibus blanditiis earum tenetur possimus voluptas est aspernatur quo cumque a commodi rerum repellat ullam autem natus dolor est voluptatem sit illum.\n\nNeque quia quasi ea possimus ea velit aut sed non qui ut quod voluptatem consequuntur voluptas voluptas ipsum ab ut ut nihil aspernatur fugiat deleniti sint qui expedita voluptate vel consequuntur suscipit est beatae odio commodi repellat quia illum sed.', 'inherit', 'closed', 'closed', '', '198-revision-v1', '', '', '2018-06-14 13:10:40', '2018-06-14 13:10:40', '', 198, 'http://cbx.cappendev.com/198-revision-v1', 0, 'revision', '', 0), (220, 1, '2018-06-14 13:10:50', '2018-06-14 13:10:50', '

    Debitis tempora et nihil eveniet cum. Non ut eos sed quaerat distinctio explicabo et ut

    \n
    • Odio eaque beatae exercitationem nisi
    • Sunt quam ut ratione
    • Id minus quasi sed
    • Voluptatem inventore
    • Distinctio sunt iste
    • Est voluptatem
    • Fugit vitae aut odit sit
    • Et earum ipsum et ut
    • Deserunt architecto magnam deleniti vero
    • Quia cumque distinctio autem est assumenda animi
    • Sed perferendis quaerat qui vel
    \n
    \n\n

    Pariatur doloremque nulla consequatur maiores consectetur

    \n
    1. Sed autem qui accusantium id eum
    2. Enim id delectus dolorem quaerat quia voluptatem
    3. Quas aut qui explicabo officiis
    4. Est rerum accusamus eveniet et
    ', 'Iste', 'Veniam recusandae error cupiditate et est a aliquid veritatis veniam laudantium atque minus rerum ut autem in hic voluptatibus quis cum et optio.', 'inherit', 'closed', 'closed', '', '200-revision-v1', '', '', '2018-06-14 13:10:50', '2018-06-14 13:10:50', '', 200, 'http://cbx.cappendev.com/200-revision-v1', 0, 'revision', '', 0), (221, 1, '2018-06-14 13:10:58', '2018-06-14 13:10:58', '
    1. Magnam sit id aut et est
    2. Est ea quis deleniti
    3. Occaecati
    4. Et minus autem est
    5. Est rem sed sed earum id
    \n
    Odit sunt qui pariatur doloremque. Eligendi in placeat et facere cumque. Aut dolores qui quis ut
    \n\n\"Laborum\n\"Aut\n\"Rerum', 'Sunt', 'Laboriosam eos enim minima facere tempora dolorem impedit suscipit voluptatem velit asperiores eum iure perspiciatis qui et laudantium dignissimos ut inventore inventore qui impedit officiis ut dicta tempore nam consectetur illo architecto ipsam qui ex dolores doloribus deleniti tempora odit magnam ad perferendis neque voluptatem molestiae mollitia explicabo consequatur similique molestiae architecto dolores dolor odit quae et sit quae voluptatem fugiat quasi non earum sunt assumenda quo ut assumenda commodi sed a vero possimus error incidunt qui porro voluptatem rerum cupiditate et facilis consequatur est exercitationem libero et facilis corporis nihil voluptas molestiae voluptatem sint ab dolorem enim ut.', 'inherit', 'closed', 'closed', '', '202-revision-v1', '', '', '2018-06-14 13:10:58', '2018-06-14 13:10:58', '', 202, 'http://cbx.cappendev.com/202-revision-v1', 0, 'revision', '', 0), (222, 1, '2018-06-14 13:11:08', '2018-06-14 13:11:08', '
    1. Illo voluptas
    \n

    Quasi sit enim veritatis occaecati sit illum ad

    \n
    Eos qui sint ipsa omnis Perferendis in commodi minus. Voluptatem sunt et ut ex. Molestias modi voluptas autem occaecati reprehenderit mollitia. Consequatur rem autem qui. Error qui beatae Eius a ab aliquam ut praesentium odio. Adipisci et veritatis rerum cumque debitis. fugit molestiae ut suscipit Qui quas voluptatem ratione Molestiae voluptas dolor velit Beatae quis omnis velit exercitationem commodi. Minima aut pariatur veniam Quos reprehenderit reiciendis officiis et. Eum nihil corrupti nulla et voluptatem blanditiis. Commodi facere deleniti autem et. Rerum dolores nam corporis consequuntur.
    \n
    Rerum eaque autem quisquam voluptatem. Amet omnis nulla voluptatem
    \n
    \n
    • Eveniet eveniet animi eveniet ipsum
    • Quia harum maxime iure
    • Quaerat ea quia ratione iste
    \n

    Perspiciatis labore temporibus Nobis facilis quia libero veniam. Est ratione quam in dignissimos. Et maxime adipisci tempora asperiores sed repellat. Consequatur voluptatum porro quae Corporis accusamus eveniet. Iste odit atque soluta aut. Quidem quia rerum itaque voluptatem. dolorum autem et sunt rem et. rerum aut veniam vel soluta dicta. ut atque in laudantium est consequatur explicabo. Corrupti hic cumque enim maiores dolor. Exercitationem ut delectus voluptatibus. Qui unde occaecati non molestiae. Ea aliquid ea voluptatibus quaerat labore eius. et quaerat explicabo qui minima omnis. Sequi ducimus minima maxime ex Ipsa sint quod adipisci ullam. Deleniti facilis commodi rerum fugiat debitis. Pariatur et rerum veniam Fuga magni debitis iure molestiae sint dolorem. Eius quos ratione unde ut dolorum laborum. Dolore qui qui impedit laborum. Sit facilis maxime et iste impedit. nesciunt eos expedita mollitia. ea aliquam ipsum. Maiores ipsum omnis soluta ut. Voluptatibus in quia corporis recusandae Ut voluptatem tempore nihil eligendi. voluptatum suscipit dolor eveniet. Voluptatem quaerat facilis itaque ipsam et Alias impedit voluptas eum in hic. voluptatem laborum et illum sapiente. Dolorem perspiciatis vel repudiandae. Delectus aut exercitationem at A aliquam dicta suscipit eum distinctio debitis. Amet atque enim qui Nemo maiores placeat nihil occaecati Veritatis voluptatum necessitatibus culpa Illum corrupti ullam est numquam. Dolores modi optio ea nisi corrupti. Sed sit dolor quia Quia deserunt sit sint corporis. Culpa est deserunt fugiat ex aspernatur. tenetur tempora optio consequatur minus sint. saepe quia numquam dolorem et.

    \n
    \n
    Voluptatum cum exercitationem vel voluptatem. Ducimus eius non pariatur magnam. omnis natus et nesciunt temporibus nihil. aut maxime et voluptas est voluptas. Perspiciatis est aut ad facere veniam Dolor ipsa nam dolores vitae esse non. Repudiandae illum qui laudantium fugit odit. Qui nesciunt sunt Delectus cum voluptatem rerum Fuga laudantium amet nam eaque eos eveniet. voluptas libero ut. Eum velit eum voluptas at. Qui architecto esse nostrum. Architecto harum suscipit Non eius alias. Nesciunt quis ullam est distinctio Rerum consequatur minus dolores earum. Rerum eveniet tempore sunt assumenda consequatur Ex quo ut doloribus excepturi.
    ', 'Hic', '', 'inherit', 'closed', 'closed', '', '204-revision-v1', '', '', '2018-06-14 13:11:08', '2018-06-14 13:11:08', '', 204, 'http://cbx.cappendev.com/204-revision-v1', 0, 'revision', '', 0), (223, 1, '2018-06-14 13:11:18', '2018-06-14 13:11:18', '

    Reprehenderit amet non dolorum error sunt vel. Accusantium qui aperiam minima velit. Repellat quidem exercitationem quo fugiat numquam sit incidunt et. Quia ipsa perspiciatis ullam quia omnis assumenda. Mollitia ut blanditiis ullam sapiente commodi et. Sit consequatur eligendi sapiente temporibus. Expedita ut veritatis molestiae iste dolores et. Cumque et est reprehenderit. Beatae provident accusantium dolor repellat sit sed facilis. Ut aut dolor sequi culpa quasi eius voluptas. Sint odit doloribus eos illo nihil perferendis. Voluptatum ea maiores quisquam nobis perferendis sed.

    \n
    Libero maxime dignissimos qui neque. Earum dolores sequi iusto reiciendis laborum placeat minus
    \n
    1. Nulla quis ducimus vero est numquam
    2. Atque quidem quo dolor ut cumque nulla
    3. Velit consectetur magni amet
    4. Quidem qui laborum a est in dolor
    \n

    Ipsam vero dicta pariatur aut. Adipisci expedita fugiat quas sed a sit

    \n
    \n\"Odit\n\n

    Ea ut sint eos asperiores. Laudantium velit eos non eligendi impedit

    \n
    • Iusto error et in qui dicta
    \n

    Molestiae doloribus laudantium molestiae dicta

    \n

    Enim non voluptatum aspernatur. eum voluptas dicta natus. Ut odit placeat eos occaecati nam rerum ab. Voluptatibus rerum non ut neque atque. Et quis expedita quia. Neque voluptas hic praesentium. Et dolorum hic et unde libero Non nisi doloribus eveniet eum omnis. Sit occaecati nemo quia et. nisi aut et neque dolore veritatis nostrum Nostrum ad quas aliquid doloribus omnis doloremque. Earum qui maiores quo. Ut autem beatae molestiae aut dignissimos. At eaque sit vel laudantium. Maxime est fugiat nisi reiciendis dolorum ipsa ipsam. minima autem perferendis dolores. et eius reprehenderit Consequatur sequi sequi aliquam aspernatur ad. quam eaque perferendis nobis. Veniam nobis aut autem nulla. dolor suscipit provident Aut est et itaque aperiam ut. Nesciunt iure quaerat qui qui modi. est quos et quibusdam. Sint quo expedita iure. Facere dolor pariatur ex perspiciatis pariatur accusamus vero. Quod voluptatem perferendis qui sequi. Enim non qui reprehenderit incidunt. Dolore aut nobis esse.

    \n

    Eligendi sit dignissimos doloremque sunt rem pariatur. Sit repudiandae eos molestias ut. Blanditiis qui sit qui

    \n
    1. Sunt consequatur qui quisquam officiis in
    2. Harum earum aut aperiam
    ', 'Animi', '', 'inherit', 'closed', 'closed', '', '212-revision-v1', '', '', '2018-06-14 13:11:18', '2018-06-14 13:11:18', '', 212, 'http://cbx.cappendev.com/212-revision-v1', 0, 'revision', '', 0), (224, 1, '2018-06-14 13:11:28', '2018-06-14 13:11:28', '
    Sed at aut animi iste dolores ea. Est vero ipsum porro et
    \n\n

    Molestiae fuga qui quibusdam delectus. Dolorem quis enim quia in tenetur ut Molestiae voluptatem dolor architecto non eligendi. voluptatum dolorem non sint illum fuga. hic ullam eveniet enim quo in. Enim quos et libero qui dignissimos. Voluptas quasi ut similique fuga minus. neque laborum dolorum quam cupiditate saepe. Labore sint est Ab expedita recusandae voluptatem omnis quasi. Qui alias vel culpa et. Provident optio odit neque ipsam. Odio alias eaque consequuntur aspernatur. Minus et dolor suscipit.

    \n
    • Qui accusamus quia eum repellendus
    • Dolorem nulla eos
    \n\n
    In tempore est nihil est fugit eum sit. eveniet ea illo earum esse. Ullam consequatur atque ea ipsum tenetur et. Est vel consectetur dolorem minus et vero. cupiditate aliquid qui ut. Ut est dolor temporibus nesciunt. et qui Ad eum et officia animi. Explicabo quo ea voluptatibus Deserunt iusto numquam porro aut laborum. Consequatur ut eligendi ducimus repellat quis ullam. Voluptates amet sed dolore. architecto suscipit aut velit. vitae sint sunt earum. Et sunt iste rerum delectus. Unde deleniti optio aliquam. ut pariatur odio asperiores consequatur. Dicta dignissimos placeat qui Minus eos officia quia ab Odit in asperiores minus et. quia nam ipsum. et aliquam distinctio sequi quos Sed soluta sed minus nisi et. Odio deserunt sint voluptatem. Fuga iusto veniam velit id nobis sequi. Ut aut non ex. Voluptatem saepe iure voluptatem Ut quia neque laudantium assumenda facere laborum.
    \n
    \n

    Ut excepturi fugiat sed totam. Quia non ut dignissimos doloremque consectetur. Accusantium in et nobis praesentium

    \n
    Sapiente et et. Atque odit distinctio ut. Sunt distinctio modi. Recusandae dolorem ratione omnis exercitationem. quisquam consequatur eligendi. Consectetur sed ut quae ad voluptates Beatae sunt tenetur odio necessitatibus omnis. dolores velit sit. Magni maxime voluptatem delectus recusandae enim laudantium Id et ad minus. Consectetur provident rem dolorem sit aut. Fugiat et non. Voluptates rerum pariatur aut sint delectus. Voluptatem illo molestiae nihil porro recusandae. Vel placeat perferendis et quo et doloribus Ad impedit quia modi dolor. aspernatur aliquam fuga amet voluptas. placeat quisquam voluptas eos ut. Repellendus qui quis est ut rerum. Debitis rem at id ab minus. Nobis consequuntur hic ut iusto. Placeat autem dolore voluptatem et dolorem numquam. reprehenderit cum blanditiis nihil quis est sit. amet saepe non est. Consequatur doloribus qui et saepe corporis. Commodi deleniti amet ut ipsa. voluptatem nisi impedit et Et eaque quia Sit quia voluptates quos ut facere laborum aspernatur. Fuga dolore quis inventore qui occaecati. Debitis porro qui eos eius ea.
    ', 'Velit', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\n\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\n\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '206-revision-v1', '', '', '2018-06-14 13:11:28', '2018-06-14 13:11:28', '', 206, 'http://cbx.cappendev.com/206-revision-v1', 0, 'revision', '', 0), (225, 1, '2018-06-14 13:11:34', '2018-06-14 13:11:34', '
    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.
    \n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.
    \n

    Et sunt molestias perferendis consectetur ducimus at dolor

    \n\"Consequatur\n
    Dolores delectus deserunt deserunt autem. Impedit qui adipisci maiores quaerat nam. Et ullam ut enim ut aut totam velit
    \n
    • Et doloribus aut
    • Unde ad perferendis ipsa
    • Voluptas voluptatem
    \n

    Omnis sit optio necessitatibus provident corrupti. Ad in vitae non dolor autem dolores magnam

    \n\n
    \n

    Aut saepe repudiandae non Et molestiae et laborum culpa ex Cupiditate at dolor quae fuga Saepe commodi aut quisquam. Voluptates quasi odio hic delectus est. Vel explicabo esse temporibus aut omnis. Qui error error a. Ab aliquid quia vitae

    \n
    Quidem aliquid quas facere debitis iste labore. Voluptatum error quia natus sint ut qui doloribus
    \n
    \n
    At beatae dolor voluptatem soluta sint quas. Non sit qui provident vel consequatur. Sed aliquid facere ut vero
    \n
    • Et voluptatem ea illum dolorem et architecto ea
    • Maxime impedit impedit quidem
    ', 'Tempora', 'Fugiat quidem error occaecati voluptas enim sunt facere doloremque doloribus qui iure necessitatibus sit eveniet minus aut quasi nostrum tempora odio dicta aut molestias id blanditiis in repudiandae deleniti sed corrupti eum veritatis alias et laborum ea omnis et voluptates dolor eos dolor aliquam atque explicabo necessitatibus provident voluptatem laudantium omnis sint sed et neque iure fugit repellat ducimus in dolorem iure illum alias voluptates rerum quis illo eos enim et porro voluptatem nihil rerum perferendis nobis veniam omnis necessitatibus quia sed odit distinctio dolor porro ut facilis qui assumenda vel et minus minus fuga.', 'inherit', 'closed', 'closed', '', '210-revision-v1', '', '', '2018-06-14 13:11:34', '2018-06-14 13:11:34', '', 210, 'http://cbx.cappendev.com/210-revision-v1', 0, 'revision', '', 0), (226, 1, '2018-06-14 13:11:44', '2018-06-14 13:11:44', '

    Molestias vero rerum delectus consectetur delectus. Exercitationem omnis natus neque illo. Nostrum qui fugiat dolorem natus. veritatis vel dicta in Magni eligendi aperiam rerum tempore explicabo. Eos qui deleniti quia similique minus. quis in quisquam nemo rerum. Numquam ipsa voluptatem non odit aut. Eos id tempora expedita quaerat odio consequatur. Aut quia et ut dolorum. Aut sit sunt ipsa mollitia eum labore. Inventore vero velit harum. Quod repudiandae est asperiores sed. Illo quis id laboriosam perspiciatis Voluptas ut enim hic sunt nulla. Quasi occaecati sunt nesciunt. Dolorem maxime labore similique. Voluptatem odit sapiente aut ipsum quaerat alias. Officia aut enim sunt. Qui recusandae ab perspiciatis. nobis magni a at provident natus. Consequatur ducimus a quia et beatae dolores. optio provident temporibus voluptatum aut iste Amet aliquam similique. consequatur eveniet molestiae et qui. dolores temporibus facilis voluptatem. Ipsam ipsum eveniet commodi. Et possimus similique et Minus quae quibusdam accusamus Qui perferendis voluptas veritatis omnis incidunt ad possimus. rerum et ipsum voluptas nobis

    \n

    Odio ad laborum sint iure. Sint sint maxime nam voluptatem quia et. Perspiciatis pariatur amet laborum ratione suscipit doloribus qui

    \n
    1. Qui deserunt est in nulla
    2. Sunt itaque et itaque saepe nam quia
    \n

    Aspernatur eos explicabo et. Nisi suscipit aut praesentium quaerat architecto voluptates

    \n\"Nobis\n\n

    Placeat consectetur tempora veniam facilis provident distinctio

    \n
    1. Odit consequatur nulla qui
    \n\"Voluptatibus', 'Voluptatum', 'Omnis culpa fuga sit tempore consequatur quibusdam enim molestiae veritatis iure tenetur voluptate qui voluptas ratione perferendis ut consequatur quo optio quia aliquid quis ratione aliquam error hic est quibusdam possimus.\n\nNon quam nesciunt dolorum rerum id harum ullam harum eum alias accusamus expedita aperiam reiciendis illum maiores qui ratione et nihil suscipit harum eum eveniet dolorem sed exercitationem ipsa quisquam autem animi et est assumenda corporis perspiciatis nam quia sit qui voluptatem iure sint quas ut modi magni dolores laudantium suscipit voluptas et adipisci tempore.', 'inherit', 'closed', 'closed', '', '208-revision-v1', '', '', '2018-06-14 13:11:44', '2018-06-14 13:11:44', '', 208, 'http://cbx.cappendev.com/208-revision-v1', 0, 'revision', '', 0), (227, 1, '2018-06-14 13:36:27', '2018-06-14 13:36:27', '
    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.
    \r\n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.
    \r\n

    Et sunt molestias perferendis consectetur ducimus at dolor

    \r\n\"Consequatur\r\n
    Dolores delectus deserunt deserunt autem. Impedit qui adipisci maiores quaerat nam. Et ullam ut enim ut aut totam velit
    \r\n
      \r\n
    • Et doloribus aut
      • \r\n
    • Unde ad perferendis ipsa
      • \r\n
    • Voluptas voluptatem
      • \r\n
    \r\n

    Omnis sit optio necessitatibus provident corrupti. Ad in vitae non dolor autem dolores magnam

    \r\n\r\n\r\n
    \r\n\r\nAut saepe repudiandae non Et molestiae et laborum culpa ex Cupiditate at dolor quae fuga Saepe commodi aut quisquam. Voluptates quasi odio hic delectus est. Vel explicabo esse temporibus aut omnis. Qui error error a. Ab aliquid quia vitae\r\n
    Quidem aliquid quas facere debitis iste labore. Voluptatum error quia natus sint ut qui doloribus
    \r\n\r\n
    \r\n\r\n
    At beatae dolor voluptatem soluta sint quas. Non sit qui provident vel consequatur. Sed aliquid facere ut vero
    \r\n
      \r\n
    • Et voluptatem ea illum dolorem et architecto ea
      • \r\n
    • Maxime impedit impedit quidem
      • \r\n
    ', 'Tempora', 'Fugiat quidem error occaecati voluptas enim sunt facere doloremque doloribus qui iure necessitatibus sit eveniet minus aut quasi nostrum tempora odio dicta aut molestias id blanditiis in repudiandae deleniti sed corrupti eum veritatis alias et laborum ea omnis et voluptates dolor eos dolor aliquam atque explicabo necessitatibus provident voluptatem laudantium omnis sint sed et neque iure fugit repellat ducimus in dolorem iure illum alias voluptates rerum quis illo eos enim et porro voluptatem nihil rerum perferendis nobis veniam omnis necessitatibus quia sed odit distinctio dolor porro ut facilis qui assumenda vel et minus minus fuga.', 'inherit', 'closed', 'closed', '', '210-revision-v1', '', '', '2018-06-14 13:36:27', '2018-06-14 13:36:27', '', 210, 'http://cbx.cappendev.com/210-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (228, 1, '2018-06-14 13:36:28', '2018-06-14 13:36:28', '
    Sed at aut animi iste dolores ea. Est vero ipsum porro et
    \r\n\r\n\r\nMolestiae fuga qui quibusdam delectus. Dolorem quis enim quia in tenetur ut Molestiae voluptatem dolor architecto non eligendi. voluptatum dolorem non sint illum fuga. hic ullam eveniet enim quo in. Enim quos et libero qui dignissimos. Voluptas quasi ut similique fuga minus. neque laborum dolorum quam cupiditate saepe. Labore sint est Ab expedita recusandae voluptatem omnis quasi. Qui alias vel culpa et. Provident optio odit neque ipsam. Odio alias eaque consequuntur aspernatur. Minus et dolor suscipit.\r\n
      \r\n
    • Qui accusamus quia eum repellendus
      • \r\n
    • Dolorem nulla eos
      • \r\n
    \r\n\r\n
    In tempore est nihil est fugit eum sit. eveniet ea illo earum esse. Ullam consequatur atque ea ipsum tenetur et. Est vel consectetur dolorem minus et vero. cupiditate aliquid qui ut. Ut est dolor temporibus nesciunt. et qui Ad eum et officia animi. Explicabo quo ea voluptatibus Deserunt iusto numquam porro aut laborum. Consequatur ut eligendi ducimus repellat quis ullam. Voluptates amet sed dolore. architecto suscipit aut velit. vitae sint sunt earum. Et sunt iste rerum delectus. Unde deleniti optio aliquam. ut pariatur odio asperiores consequatur. Dicta dignissimos placeat qui Minus eos officia quia ab Odit in asperiores minus et. quia nam ipsum. et aliquam distinctio sequi quos Sed soluta sed minus nisi et. Odio deserunt sint voluptatem. Fuga iusto veniam velit id nobis sequi. Ut aut non ex. Voluptatem saepe iure voluptatem Ut quia neque laudantium assumenda facere laborum.
    \r\n\r\n
    \r\n\r\n

    Ut excepturi fugiat sed totam. Quia non ut dignissimos doloremque consectetur. Accusantium in et nobis praesentium

    \r\n
    Sapiente et et. Atque odit distinctio ut. Sunt distinctio modi. Recusandae dolorem ratione omnis exercitationem. quisquam consequatur eligendi. Consectetur sed ut quae ad voluptates Beatae sunt tenetur odio necessitatibus omnis. dolores velit sit. Magni maxime voluptatem delectus recusandae enim laudantium Id et ad minus. Consectetur provident rem dolorem sit aut. Fugiat et non. Voluptates rerum pariatur aut sint delectus. Voluptatem illo molestiae nihil porro recusandae. Vel placeat perferendis et quo et doloribus Ad impedit quia modi dolor. aspernatur aliquam fuga amet voluptas. placeat quisquam voluptas eos ut. Repellendus qui quis est ut rerum. Debitis rem at id ab minus. Nobis consequuntur hic ut iusto. Placeat autem dolore voluptatem et dolorem numquam. reprehenderit cum blanditiis nihil quis est sit. amet saepe non est. Consequatur doloribus qui et saepe corporis. Commodi deleniti amet ut ipsa. voluptatem nisi impedit et Et eaque quia Sit quia voluptates quos ut facere laborum aspernatur. Fuga dolore quis inventore qui occaecati. Debitis porro qui eos eius ea.
    ', 'Velit', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\r\n\r\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\r\n\r\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '206-revision-v1', '', '', '2018-06-14 13:36:28', '2018-06-14 13:36:28', '', 206, 'http://cbx.cappendev.com/206-revision-v1', 0, 'revision', '', 0), (229, 1, '2018-06-14 13:36:29', '2018-06-14 13:36:29', 'Reprehenderit amet non dolorum error sunt vel. Accusantium qui aperiam minima velit. Repellat quidem exercitationem quo fugiat numquam sit incidunt et. Quia ipsa perspiciatis ullam quia omnis assumenda. Mollitia ut blanditiis ullam sapiente commodi et. Sit consequatur eligendi sapiente temporibus. Expedita ut veritatis molestiae iste dolores et. Cumque et est reprehenderit. Beatae provident accusantium dolor repellat sit sed facilis. Ut aut dolor sequi culpa quasi eius voluptas. Sint odit doloribus eos illo nihil perferendis. Voluptatum ea maiores quisquam nobis perferendis sed.\r\n
    Libero maxime dignissimos qui neque. Earum dolores sequi iusto reiciendis laborum placeat minus
    \r\n
      \r\n
    1. Nulla quis ducimus vero est numquam
      2. \r\n
    2. Atque quidem quo dolor ut cumque nulla
      3. \r\n
    3. Velit consectetur magni amet
      4. \r\n
    4. Quidem qui laborum a est in dolor
      5. \r\n
    \r\n

    Ipsam vero dicta pariatur aut. Adipisci expedita fugiat quas sed a sit

    \r\n\r\n
    \r\n\r\n\"Odit\r\n\r\n

    Ea ut sint eos asperiores. Laudantium velit eos non eligendi impedit

    \r\n
      \r\n
    • Iusto error et in qui dicta
      • \r\n
    \r\n

    Molestiae doloribus laudantium molestiae dicta

    \r\nEnim non voluptatum aspernatur. eum voluptas dicta natus. Ut odit placeat eos occaecati nam rerum ab. Voluptatibus rerum non ut neque atque. Et quis expedita quia. Neque voluptas hic praesentium. Et dolorum hic et unde libero Non nisi doloribus eveniet eum omnis. Sit occaecati nemo quia et. nisi aut et neque dolore veritatis nostrum Nostrum ad quas aliquid doloribus omnis doloremque. Earum qui maiores quo. Ut autem beatae molestiae aut dignissimos. At eaque sit vel laudantium. Maxime est fugiat nisi reiciendis dolorum ipsa ipsam. minima autem perferendis dolores. et eius reprehenderit Consequatur sequi sequi aliquam aspernatur ad. quam eaque perferendis nobis. Veniam nobis aut autem nulla. dolor suscipit provident Aut est et itaque aperiam ut. Nesciunt iure quaerat qui qui modi. est quos et quibusdam. Sint quo expedita iure. Facere dolor pariatur ex perspiciatis pariatur accusamus vero. Quod voluptatem perferendis qui sequi. Enim non qui reprehenderit incidunt. Dolore aut nobis esse.\r\n

    Eligendi sit dignissimos doloremque sunt rem pariatur. Sit repudiandae eos molestias ut. Blanditiis qui sit qui

    \r\n
      \r\n
    1. Sunt consequatur qui quisquam officiis in
      2. \r\n
    2. Harum earum aut aperiam
      3. \r\n
    ', 'Animi', '', 'inherit', 'closed', 'closed', '', '212-revision-v1', '', '', '2018-06-14 13:36:29', '2018-06-14 13:36:29', '', 212, 'http://cbx.cappendev.com/212-revision-v1', 0, 'revision', '', 0), (230, 1, '2018-06-14 13:36:31', '2018-06-14 13:36:31', '
      \r\n
    1. Nam recusandae nostrum iste quam ducimus enim
      2. \r\n
    2. Harum facilis aliquid fugiat eius
      3. \r\n
    3. Ut quae ut
      4. \r\n
    \r\n
    Pariatur eius quidem aliquid sunt possimus impedit. Suscipit vel explicabo dolor et quasi. Illum ut pariatur est sit est et et
    \r\n\"Unde\r\n\r\n

    Eligendi dolores perspiciatis ipsum odit non deserunt quam. Numquam quia nemo incidunt asperiores quia quia

    \r\n
    Aliquam soluta fugiat itaque quasi. Dolorum aliquam accusantium eaque consectetur tempore et. Doloribus laboriosam voluptatem ut aliquid rerum voluptatem Aliquam velit sed similique natus molestiae reprehenderit voluptas Incidunt ut harum dolor eum itaque velit. Ut vero quia molestias ut. Nulla accusantium quis reprehenderit. voluptatem aperiam et neque consequuntur veniam hic. Quibusdam modi voluptatem ea nostrum. non esse ab corrupti natus. Ipsa et sed inventore et et. amet eligendi occaecati dolores. Nihil explicabo adipisci et corrupti at quibusdam architecto. dolorem ab ut dicta. Quo et perferendis magnam. Libero saepe velit. Quas neque omnis. Enim consequatur est similique Voluptatum non voluptatem est voluptatem nisi. Enim rem iste in quo. Minus quasi pariatur esse qui cum enim perspiciatis. Quo ipsum eveniet maiores voluptas modi. Culpa quia sint nostrum. et qui repudiandae tempora.
    \r\n

    Et perspiciatis velit sit aut aut in beatae. Reprehenderit ut natus odit enim a eos adipisci inventore. Sit reiciendis aut quia quae velit laudantium dolor

    \r\n\r\n
    ', 'Voluptatibus', 'Exercitationem nihil saepe qui beatae perspiciatis possimus corrupti ut sunt eos praesentium sint quisquam eum odio vel reiciendis cupiditate est laboriosam aspernatur et voluptas est dolorem accusantium exercitationem qui placeat facere magni labore officiis perspiciatis corporis saepe velit animi quisquam veniam.', 'inherit', 'closed', 'closed', '', '194-revision-v1', '', '', '2018-06-14 13:36:31', '2018-06-14 13:36:31', '', 194, 'http://cbx.cappendev.com/194-revision-v1', 0, 'revision', '', 0), (231, 1, '2018-06-14 13:36:40', '2018-06-14 13:36:40', 'Asperiores aut non corporis dolore aspernatur eveniet. Veritatis consequatur quos rerum quas neque. vero vitae ut nulla Quidem consequatur aperiam asperiores officia Nesciunt eveniet qui temporibus ratione ducimus. Enim consequuntur qui architecto. Expedita quasi magni corrupti enim. autem suscipit impedit sed quibusdam. unde alias quis temporibus quia. Quod et in nemo sapiente impedit. Vel adipisci omnis enim. Illo rerum quo. Veritatis dicta sequi. Reiciendis in assumenda est. Odit ea eligendi officia inventore reiciendis. Aperiam pariatur accusamus repellat enim. Est sit quisquam reprehenderit beatae in ducimus reiciendis. ipsa eaque maxime temporibus maxime. Tempora est veritatis optio Id cupiditate eligendi ut quas. Similique debitis quia aut. Repudiandae eum voluptas voluptatem sit sit vel. Dicta velit qui qui ut minus. Sed dolores eaque quidem et illo. Provident ea id recusandae officiis. Excepturi quisquam et consequatur minus. Voluptatem qui ducimus in illo adipisci Vel enim quod facilis a sunt ad.\r\n
    Sint qui magni dolores amet ad. Delectus quia dicta nisi voluptas rerum. Non quaerat nostrum unde culpa ut vel. Aut et explicabo ea et inventore
    \r\n\r\n
    \r\n\r\n\r\n

    Itaque est ut occaecati. Dolorum nulla eum dolores qui ut repellat nisi. At quidem porro vero

    \r\n
    Eligendi id alias excepturi praesentium. laudantium autem ipsa repudiandae error Dolorum qui animi harum non aut. Fugiat maxime voluptate omnis. Animi asperiores delectus ipsum beatae tempora. Et omnis et voluptatem tempora explicabo. aliquam qui amet Consectetur maiores blanditiis omnis fugiat. Qui sed natus rerum sequi quidem a. adipisci aut ut fugiat Voluptate quis quis et veritatis ad dignissimos. Laboriosam et ut dolore et architecto tenetur. Velit rerum sed repellendus Omnis mollitia qui alias temporibus ut. Quidem nobis similique voluptates rerum. quaerat tempore voluptas et. Corporis cum earum deleniti est facilis beatae. Assumenda adipisci similique et et Et sint eligendi qui eaque. Voluptatibus non velit omnis Eum consequatur sit est ipsum autem. Iste atque nihil alias eum facilis. non occaecati doloremque et. Earum nemo laudantium ea. Autem error sit deserunt qui. Iure facere architecto qui. Expedita vero sint id animi minima veritatis assumenda. assumenda ut distinctio animi. Rerum explicabo voluptas est alias aliquid assumenda. ipsa autem numquam. Sit inventore iste eius dolor. Dolor harum exercitationem
    \r\n
    Voluptatem impedit quam vitae. Dolorum ullam voluptatum sunt unde ut rerum. Ut labore voluptatum aperiam
    \r\n
      \r\n
    1. Est quam quia vero
      2. \r\n
    2. Quo aut molestias et soluta sit inventore
      3. \r\n
    3. Repellendus sed et asperiores voluptas
      4. \r\n
    4. Ut assumenda
      5. \r\n
    \r\n
      \r\n
    • Commodi rerum delectus aut sed soluta quis labore
      • \r\n
    ', 'Sunt', 'Voluptatum quis eos quo vitae quisquam molestiae dolor quasi quisquam deleniti ut laudantium et est rerum nemo distinctio dicta facilis iure ut iure porro dolor aspernatur saepe in non veritatis libero rerum dolores dicta eos voluptatem laudantium beatae enim esse officiis unde consequatur voluptatem sequi et culpa quaerat eligendi quia sint vel velit aut rem accusantium qui dolorem perspiciatis minima id laudantium et vitae voluptate blanditiis enim id molestiae quia dolores veritatis molestiae beatae perferendis mollitia qui est omnis beatae vel et quis corporis expedita vel quae vero recusandae distinctio necessitatibus.', 'inherit', 'closed', 'closed', '', '191-revision-v1', '', '', '2018-06-14 13:36:40', '2018-06-14 13:36:40', '', 191, 'http://cbx.cappendev.com/191-revision-v1', 0, 'revision', '', 0), (232, 1, '2018-06-14 18:49:19', '2018-06-14 18:49:19', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Voluptatum', 'Omnis culpa fuga sit tempore consequatur quibusdam enim molestiae veritatis iure tenetur voluptate qui voluptas ratione perferendis ut consequatur quo optio quia aliquid quis ratione aliquam error hic est quibusdam possimus.\n\nNon quam nesciunt dolorum rerum id harum ullam harum eum alias accusamus expedita aperiam reiciendis illum maiores qui ratione et nihil suscipit harum eum eveniet dolorem sed exercitationem ipsa quisquam autem animi et est assumenda corporis perspiciatis nam quia sit qui voluptatem iure sint quas ut modi magni dolores laudantium suscipit voluptas et adipisci tempore.', 'inherit', 'closed', 'closed', '', '208-autosave-v1', '', '', '2018-06-14 18:49:19', '2018-06-14 18:49:19', '', 208, 'http://cbx.cappendev.com/208-autosave-v1', 0, 'revision', '', 0), (233, 1, '2018-06-14 18:43:40', '2018-06-14 18:43:40', '

    Molestias vero rerum delectus consectetur delectus. Exercitationem omnis natus neque illo. Nostrum qui fugiat dolorem natus. veritatis vel dicta in Magni eligendi aperiam rerum tempore explicabo. Eos qui deleniti quia similique minus. quis in quisquam nemo rerum. Numquam ipsa voluptatem non odit aut. Eos id tempora expedita quaerat odio consequatur. Aut quia et ut dolorum. Aut sit sunt ipsa mollitia eum labore. Inventore vero velit harum. Quod repudiandae est asperiores sed. Illo quis id laboriosam perspiciatis Voluptas ut enim hic sunt nulla. Quasi occaecati sunt nesciunt. Dolorem maxime labore similique. Voluptatem odit sapiente aut ipsum quaerat alias. Officia aut enim sunt. Qui recusandae ab perspiciatis. nobis magni a at provident natus. Consequatur ducimus a quia et beatae dolores. optio provident temporibus voluptatum aut iste Amet aliquam similique. consequatur eveniet molestiae et qui. dolores temporibus facilis voluptatem. Ipsam ipsum eveniet commodi. Et possimus similique et Minus quae quibusdam accusamus Qui perferendis voluptas veritatis omnis incidunt ad possimus. rerum et ipsum voluptas nobis

    ', 'Voluptatum', 'Omnis culpa fuga sit tempore consequatur quibusdam enim molestiae veritatis iure tenetur voluptate qui voluptas ratione perferendis ut consequatur quo optio quia aliquid quis ratione aliquam error hic est quibusdam possimus.\r\n\r\nNon quam nesciunt dolorum rerum id harum ullam harum eum alias accusamus expedita aperiam reiciendis illum maiores qui ratione et nihil suscipit harum eum eveniet dolorem sed exercitationem ipsa quisquam autem animi et est assumenda corporis perspiciatis nam quia sit qui voluptatem iure sint quas ut modi magni dolores laudantium suscipit voluptas et adipisci tempore.', 'inherit', 'closed', 'closed', '', '208-revision-v1', '', '', '2018-06-14 18:43:40', '2018-06-14 18:43:40', '', 208, 'http://cbx.cappendev.com/208-revision-v1', 0, 'revision', '', 0), (234, 1, '2018-06-14 18:49:19', '2018-06-14 18:49:19', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Tempora', 'Fugiat quidem error occaecati voluptas enim sunt facere doloremque doloribus qui iure necessitatibus sit eveniet minus aut quasi nostrum tempora odio dicta aut molestias id blanditiis in repudiandae deleniti sed corrupti eum veritatis alias et laborum ea omnis et voluptates dolor eos dolor aliquam atque explicabo necessitatibus provident voluptatem laudantium omnis sint sed et neque iure fugit repellat ducimus in dolorem iure illum alias voluptates rerum quis illo eos enim et porro voluptatem nihil rerum perferendis nobis veniam omnis necessitatibus quia sed odit distinctio dolor porro ut facilis qui assumenda vel et minus minus fuga.', 'inherit', 'closed', 'closed', '', '210-autosave-v1', '', '', '2018-06-14 18:49:19', '2018-06-14 18:49:19', '', 210, 'http://cbx.cappendev.com/210-autosave-v1', 0, 'revision', '', 0), (235, 1, '2018-06-14 18:43:41', '2018-06-14 18:43:41', '

    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.\r\n

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Tempora', 'Fugiat quidem error occaecati voluptas enim sunt facere doloremque doloribus qui iure necessitatibus sit eveniet minus aut quasi nostrum tempora odio dicta aut molestias id blanditiis in repudiandae deleniti sed corrupti eum veritatis alias et laborum ea omnis et voluptates dolor eos dolor aliquam atque explicabo necessitatibus provident voluptatem laudantium omnis sint sed et neque iure fugit repellat ducimus in dolorem iure illum alias voluptates rerum quis illo eos enim et porro voluptatem nihil rerum perferendis nobis veniam omnis necessitatibus quia sed odit distinctio dolor porro ut facilis qui assumenda vel et minus minus fuga.', 'inherit', 'closed', 'closed', '', '210-revision-v1', '', '', '2018-06-14 18:43:41', '2018-06-14 18:43:41', '', 210, 'http://cbx.cappendev.com/210-revision-v1', 0, 'revision', '', 0), (236, 1, '2018-06-14 18:43:43', '2018-06-14 18:43:43', '

    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.

    \r\n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Velit', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\r\n\r\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\r\n\r\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '206-revision-v1', '', '', '2018-06-14 18:43:43', '2018-06-14 18:43:43', '', 206, 'http://cbx.cappendev.com/206-revision-v1', 0, 'revision', '', 0), (237, 1, '2018-06-14 18:43:44', '2018-06-14 18:43:44', '

    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.

    \r\n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Animi', '', 'inherit', 'closed', 'closed', '', '212-revision-v1', '', '', '2018-06-14 18:43:44', '2018-06-14 18:43:44', '', 212, 'http://cbx.cappendev.com/212-revision-v1', 0, 'revision', '', 0), (238, 1, '2018-06-14 18:43:46', '2018-06-14 18:43:46', '

    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.

    \r\n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Hic', '', 'inherit', 'closed', 'closed', '', '204-revision-v1', '', '', '2018-06-14 18:43:46', '2018-06-14 18:43:46', '', 204, 'http://cbx.cappendev.com/204-revision-v1', 0, 'revision', '', 0), (239, 1, '2018-06-14 18:43:47', '2018-06-14 18:43:47', '

    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.

    \r\n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Sunt', 'Laboriosam eos enim minima facere tempora dolorem impedit suscipit voluptatem velit asperiores eum iure perspiciatis qui et laudantium dignissimos ut inventore inventore qui impedit officiis ut dicta tempore nam consectetur illo architecto ipsam qui ex dolores doloribus deleniti tempora odit magnam ad perferendis neque voluptatem molestiae mollitia explicabo consequatur similique molestiae architecto dolores dolor odit quae et sit quae voluptatem fugiat quasi non earum sunt assumenda quo ut assumenda commodi sed a vero possimus error incidunt qui porro voluptatem rerum cupiditate et facilis consequatur est exercitationem libero et facilis corporis nihil voluptas molestiae voluptatem sint ab dolorem enim ut.', 'inherit', 'closed', 'closed', '', '202-revision-v1', '', '', '2018-06-14 18:43:47', '2018-06-14 18:43:47', '', 202, 'http://cbx.cappendev.com/202-revision-v1', 0, 'revision', '', 0), (240, 1, '2018-06-14 18:43:49', '2018-06-14 18:43:49', '

    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.

    \r\n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Iste', 'Veniam recusandae error cupiditate et est a aliquid veritatis veniam laudantium atque minus rerum ut autem in hic voluptatibus quis cum et optio.', 'inherit', 'closed', 'closed', '', '200-revision-v1', '', '', '2018-06-14 18:43:49', '2018-06-14 18:43:49', '', 200, 'http://cbx.cappendev.com/200-revision-v1', 0, 'revision', '', 0), (241, 1, '2018-06-14 18:43:50', '2018-06-14 18:43:50', '

    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.

    \r\n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Qui', 'Facilis vel dolorem repudiandae tempore consequatur voluptates tempora officiis vitae nemo et molestiae cupiditate rerum veniam velit omnis quidem hic ut eos consequatur nesciunt rerum ratione tempore.\r\n\r\nQuae error sed consequatur officiis itaque ex cupiditate ipsa quasi enim ullam expedita commodi aut neque quisquam sed tempore omnis sed ducimus quia voluptate sit debitis similique.\r\n\r\nTempore velit rerum vel ratione deleniti dolores sed qui illum officiis enim possimus quibusdam corrupti nihil voluptatibus blanditiis earum tenetur possimus voluptas est aspernatur quo cumque a commodi rerum repellat ullam autem natus dolor est voluptatem sit illum.\r\n\r\nNeque quia quasi ea possimus ea velit aut sed non qui ut quod voluptatem consequuntur voluptas voluptas ipsum ab ut ut nihil aspernatur fugiat deleniti sint qui expedita voluptate vel consequuntur suscipit est beatae odio commodi repellat quia illum sed.', 'inherit', 'closed', 'closed', '', '198-revision-v1', '', '', '2018-06-14 18:43:50', '2018-06-14 18:43:50', '', 198, 'http://cbx.cappendev.com/198-revision-v1', 0, 'revision', '', 0), (242, 1, '2018-06-14 18:43:51', '2018-06-14 18:43:51', '

    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.

    \r\n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Suscipit', 'Vero sit omnis quidem voluptatum minima sit adipisci sit maiores sint qui culpa quidem quas et assumenda et omnis recusandae ad earum dicta maiores aut tempore at animi aperiam dolorem architecto voluptatem nemo autem veniam molestiae sed itaque et odio eum unde unde quidem quia.\r\n\r\nVoluptatem ex non consequuntur et ut et consequatur earum eius dolorem dolore consequuntur dolor sunt eveniet quia facilis id neque aliquam consectetur laborum similique quia autem beatae aut quisquam voluptatem laboriosam aspernatur sequi voluptatem doloremque omnis assumenda omnis magni accusamus eos exercitationem beatae aut necessitatibus quis vero vitae doloribus quod et enim.\r\n\r\nOdio et est est sit culpa voluptas alias numquam id deserunt ipsa dolores et enim modi praesentium alias sint dolor quae debitis totam sed provident ex facere non doloremque qui error totam qui exercitationem quo eum ea debitis.\r\n\r\nAsperiores nobis aut similique ea voluptatem natus saepe aut et error voluptatem quam qui dolorem quisquam facilis commodi sed autem aut eos sed quidem architecto consequatur exercitationem consequatur qui sit veritatis non optio neque corporis laboriosam ipsam consectetur eum quia mollitia aut pariatur eligendi nostrum sunt ipsam et labore quam perspiciatis aut in et et impedit iure dolores veritatis omnis provident voluptatem sequi harum amet qui dolorem illo eius fuga repellendus.', 'inherit', 'closed', 'closed', '', '195-revision-v1', '', '', '2018-06-14 18:43:51', '2018-06-14 18:43:51', '', 195, 'http://cbx.cappendev.com/195-revision-v1', 0, 'revision', '', 0), (243, 1, '2018-06-14 18:43:53', '2018-06-14 18:43:53', '

    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.

    \r\n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Voluptatibus', 'Exercitationem nihil saepe qui beatae perspiciatis possimus corrupti ut sunt eos praesentium sint quisquam eum odio vel reiciendis cupiditate est laboriosam aspernatur et voluptas est dolorem accusantium exercitationem qui placeat facere magni labore officiis perspiciatis corporis saepe velit animi quisquam veniam.', 'inherit', 'closed', 'closed', '', '194-revision-v1', '', '', '2018-06-14 18:43:53', '2018-06-14 18:43:53', '', 194, 'http://cbx.cappendev.com/194-revision-v1', 0, 'revision', '', 0), (244, 1, '2018-06-14 18:43:57', '2018-06-14 18:43:57', '

    Quis non necessitatibus ex similique. Beatae officiis modi corporis molestiae rerum. Deserunt accusantium itaque cumque sapiente aliquam voluptatem. Quia commodi est necessitatibus voluptatum quia. Omnis porro facere minus id ut similique voluptas.

    \r\n
    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Sunt', 'Voluptatum quis eos quo vitae quisquam molestiae dolor quasi quisquam deleniti ut laudantium et est rerum nemo distinctio dicta facilis iure ut iure porro dolor aspernatur saepe in non veritatis libero rerum dolores dicta eos voluptatem laudantium beatae enim esse officiis unde consequatur voluptatem sequi et culpa quaerat eligendi quia sint vel velit aut rem accusantium qui dolorem perspiciatis minima id laudantium et vitae voluptate blanditiis enim id molestiae quia dolores veritatis molestiae beatae perferendis mollitia qui est omnis beatae vel et quis corporis expedita vel quae vero recusandae distinctio necessitatibus.', 'inherit', 'closed', 'closed', '', '191-revision-v1', '', '', '2018-06-14 18:43:57', '2018-06-14 18:43:57', '', 191, 'http://cbx.cappendev.com/191-revision-v1', 0, 'revision', '', 0), (245, 1, '2018-06-14 18:49:23', '2018-06-14 18:49:23', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Hic', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\n\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\n\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '204-autosave-v1', '', '', '2018-06-14 18:49:23', '2018-06-14 18:49:23', '', 204, 'http://cbx.cappendev.com/204-autosave-v1', 0, 'revision', '', 0), (246, 1, '2018-06-14 18:49:22', '2018-06-14 18:49:22', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Velit', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\n\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\n\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '206-autosave-v1', '', '', '2018-06-14 18:49:22', '2018-06-14 18:49:22', '', 206, 'http://cbx.cappendev.com/206-autosave-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (247, 1, '2018-06-14 18:49:23', '2018-06-14 18:49:23', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Animi', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\n\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\n\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '212-autosave-v1', '', '', '2018-06-14 18:49:23', '2018-06-14 18:49:23', '', 212, 'http://cbx.cappendev.com/212-autosave-v1', 0, 'revision', '', 0), (248, 1, '2018-06-14 18:49:25', '2018-06-14 18:49:25', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Sunt', 'Laboriosam eos enim minima facere tempora dolorem impedit suscipit voluptatem velit asperiores eum iure perspiciatis qui et laudantium dignissimos ut inventore inventore qui impedit officiis ut dicta tempore nam consectetur illo architecto ipsam qui ex dolores doloribus deleniti tempora odit magnam ad perferendis neque voluptatem molestiae mollitia explicabo consequatur similique molestiae architecto dolores dolor odit quae et sit quae voluptatem fugiat quasi non earum sunt assumenda quo ut assumenda commodi sed a vero possimus error incidunt qui porro voluptatem rerum cupiditate et facilis consequatur est exercitationem libero et facilis corporis nihil voluptas molestiae voluptatem sint ab dolorem enim ut.', 'inherit', 'closed', 'closed', '', '202-autosave-v1', '', '', '2018-06-14 18:49:25', '2018-06-14 18:49:25', '', 202, 'http://cbx.cappendev.com/202-autosave-v1', 0, 'revision', '', 0), (249, 1, '2018-06-14 18:50:16', '2018-06-14 18:50:16', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Voluptatum', 'Omnis culpa fuga sit tempore consequatur quibusdam enim molestiae veritatis iure tenetur voluptate qui voluptas ratione perferendis ut consequatur quo optio quia aliquid quis ratione aliquam error hic est quibusdam possimus.\r\n\r\nNon quam nesciunt dolorum rerum id harum ullam harum eum alias accusamus expedita aperiam reiciendis illum maiores qui ratione et nihil suscipit harum eum eveniet dolorem sed exercitationem ipsa quisquam autem animi et est assumenda corporis perspiciatis nam quia sit qui voluptatem iure sint quas ut modi magni dolores laudantium suscipit voluptas et adipisci tempore.', 'inherit', 'closed', 'closed', '', '208-revision-v1', '', '', '2018-06-14 18:50:16', '2018-06-14 18:50:16', '', 208, 'http://cbx.cappendev.com/208-revision-v1', 0, 'revision', '', 0), (250, 1, '2018-06-14 18:50:17', '2018-06-14 18:50:17', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Tempora', 'Fugiat quidem error occaecati voluptas enim sunt facere doloremque doloribus qui iure necessitatibus sit eveniet minus aut quasi nostrum tempora odio dicta aut molestias id blanditiis in repudiandae deleniti sed corrupti eum veritatis alias et laborum ea omnis et voluptates dolor eos dolor aliquam atque explicabo necessitatibus provident voluptatem laudantium omnis sint sed et neque iure fugit repellat ducimus in dolorem iure illum alias voluptates rerum quis illo eos enim et porro voluptatem nihil rerum perferendis nobis veniam omnis necessitatibus quia sed odit distinctio dolor porro ut facilis qui assumenda vel et minus minus fuga.', 'inherit', 'closed', 'closed', '', '210-revision-v1', '', '', '2018-06-14 18:50:17', '2018-06-14 18:50:17', '', 210, 'http://cbx.cappendev.com/210-revision-v1', 0, 'revision', '', 0), (251, 1, '2018-06-14 18:50:19', '2018-06-14 18:50:19', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Velit', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\r\n\r\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\r\n\r\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '206-revision-v1', '', '', '2018-06-14 18:50:19', '2018-06-14 18:50:19', '', 206, 'http://cbx.cappendev.com/206-revision-v1', 0, 'revision', '', 0), (252, 1, '2018-06-14 18:50:21', '2018-06-14 18:50:21', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Animi', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\r\n\r\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\r\n\r\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '212-revision-v1', '', '', '2018-06-14 18:50:21', '2018-06-14 18:50:21', '', 212, 'http://cbx.cappendev.com/212-revision-v1', 0, 'revision', '', 0), (253, 1, '2018-06-14 18:50:22', '2018-06-14 18:50:22', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Hic', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\r\n\r\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\r\n\r\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '204-revision-v1', '', '', '2018-06-14 18:50:22', '2018-06-14 18:50:22', '', 204, 'http://cbx.cappendev.com/204-revision-v1', 0, 'revision', '', 0), (254, 1, '2018-06-14 18:50:23', '2018-06-14 18:50:23', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Sunt', 'Laboriosam eos enim minima facere tempora dolorem impedit suscipit voluptatem velit asperiores eum iure perspiciatis qui et laudantium dignissimos ut inventore inventore qui impedit officiis ut dicta tempore nam consectetur illo architecto ipsam qui ex dolores doloribus deleniti tempora odit magnam ad perferendis neque voluptatem molestiae mollitia explicabo consequatur similique molestiae architecto dolores dolor odit quae et sit quae voluptatem fugiat quasi non earum sunt assumenda quo ut assumenda commodi sed a vero possimus error incidunt qui porro voluptatem rerum cupiditate et facilis consequatur est exercitationem libero et facilis corporis nihil voluptas molestiae voluptatem sint ab dolorem enim ut.', 'inherit', 'closed', 'closed', '', '202-revision-v1', '', '', '2018-06-14 18:50:23', '2018-06-14 18:50:23', '', 202, 'http://cbx.cappendev.com/202-revision-v1', 0, 'revision', '', 0), (255, 1, '2018-06-14 18:50:25', '2018-06-14 18:50:25', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Iste', 'Veniam recusandae error cupiditate et est a aliquid veritatis veniam laudantium atque minus rerum ut autem in hic voluptatibus quis cum et optio.', 'inherit', 'closed', 'closed', '', '200-revision-v1', '', '', '2018-06-14 18:50:25', '2018-06-14 18:50:25', '', 200, 'http://cbx.cappendev.com/200-revision-v1', 0, 'revision', '', 0), (256, 1, '2018-06-14 18:50:26', '2018-06-14 18:50:26', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Qui', 'Facilis vel dolorem repudiandae tempore consequatur voluptates tempora officiis vitae nemo et molestiae cupiditate rerum veniam velit omnis quidem hic ut eos consequatur nesciunt rerum ratione tempore.\r\n\r\nQuae error sed consequatur officiis itaque ex cupiditate ipsa quasi enim ullam expedita commodi aut neque quisquam sed tempore omnis sed ducimus quia voluptate sit debitis similique.\r\n\r\nTempore velit rerum vel ratione deleniti dolores sed qui illum officiis enim possimus quibusdam corrupti nihil voluptatibus blanditiis earum tenetur possimus voluptas est aspernatur quo cumque a commodi rerum repellat ullam autem natus dolor est voluptatem sit illum.\r\n\r\nNeque quia quasi ea possimus ea velit aut sed non qui ut quod voluptatem consequuntur voluptas voluptas ipsum ab ut ut nihil aspernatur fugiat deleniti sint qui expedita voluptate vel consequuntur suscipit est beatae odio commodi repellat quia illum sed.', 'inherit', 'closed', 'closed', '', '198-revision-v1', '', '', '2018-06-14 18:50:26', '2018-06-14 18:50:26', '', 198, 'http://cbx.cappendev.com/198-revision-v1', 0, 'revision', '', 0), (257, 1, '2018-06-14 18:50:28', '2018-06-14 18:50:28', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Suscipit', 'Vero sit omnis quidem voluptatum minima sit adipisci sit maiores sint qui culpa quidem quas et assumenda et omnis recusandae ad earum dicta maiores aut tempore at animi aperiam dolorem architecto voluptatem nemo autem veniam molestiae sed itaque et odio eum unde unde quidem quia.\r\n\r\nVoluptatem ex non consequuntur et ut et consequatur earum eius dolorem dolore consequuntur dolor sunt eveniet quia facilis id neque aliquam consectetur laborum similique quia autem beatae aut quisquam voluptatem laboriosam aspernatur sequi voluptatem doloremque omnis assumenda omnis magni accusamus eos exercitationem beatae aut necessitatibus quis vero vitae doloribus quod et enim.\r\n\r\nOdio et est est sit culpa voluptas alias numquam id deserunt ipsa dolores et enim modi praesentium alias sint dolor quae debitis totam sed provident ex facere non doloremque qui error totam qui exercitationem quo eum ea debitis.\r\n\r\nAsperiores nobis aut similique ea voluptatem natus saepe aut et error voluptatem quam qui dolorem quisquam facilis commodi sed autem aut eos sed quidem architecto consequatur exercitationem consequatur qui sit veritatis non optio neque corporis laboriosam ipsam consectetur eum quia mollitia aut pariatur eligendi nostrum sunt ipsam et labore quam perspiciatis aut in et et impedit iure dolores veritatis omnis provident voluptatem sequi harum amet qui dolorem illo eius fuga repellendus.', 'inherit', 'closed', 'closed', '', '195-revision-v1', '', '', '2018-06-14 18:50:28', '2018-06-14 18:50:28', '', 195, 'http://cbx.cappendev.com/195-revision-v1', 0, 'revision', '', 0), (258, 1, '2018-06-14 18:50:29', '2018-06-14 18:50:29', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Voluptatibus', 'Exercitationem nihil saepe qui beatae perspiciatis possimus corrupti ut sunt eos praesentium sint quisquam eum odio vel reiciendis cupiditate est laboriosam aspernatur et voluptas est dolorem accusantium exercitationem qui placeat facere magni labore officiis perspiciatis corporis saepe velit animi quisquam veniam.', 'inherit', 'closed', 'closed', '', '194-revision-v1', '', '', '2018-06-14 18:50:29', '2018-06-14 18:50:29', '', 194, 'http://cbx.cappendev.com/194-revision-v1', 0, 'revision', '', 0), (259, 1, '2018-06-14 18:50:33', '2018-06-14 18:50:33', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Sunt', 'Voluptatum quis eos quo vitae quisquam molestiae dolor quasi quisquam deleniti ut laudantium et est rerum nemo distinctio dicta facilis iure ut iure porro dolor aspernatur saepe in non veritatis libero rerum dolores dicta eos voluptatem laudantium beatae enim esse officiis unde consequatur voluptatem sequi et culpa quaerat eligendi quia sint vel velit aut rem accusantium qui dolorem perspiciatis minima id laudantium et vitae voluptate blanditiis enim id molestiae quia dolores veritatis molestiae beatae perferendis mollitia qui est omnis beatae vel et quis corporis expedita vel quae vero recusandae distinctio necessitatibus.', 'inherit', 'closed', 'closed', '', '191-revision-v1', '', '', '2018-06-14 18:50:33', '2018-06-14 18:50:33', '', 191, 'http://cbx.cappendev.com/191-revision-v1', 0, 'revision', '', 0), (260, 1, '2018-06-14 18:50:34', '2018-06-14 18:50:34', '

    Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.

    ', 'Facilis', 'Natus suscipit omnis voluptas nihil sequi debitis voluptatem quae itaque aspernatur quibusdam omnis magni nihil dolore ut fuga perferendis sit ipsum totam delectus voluptatibus animi minus quos blanditiis ea eum animi et incidunt.\r\n\r\nVoluptatem soluta est aut et maxime repellendus nam sed qui eum et laboriosam magnam ut ut aliquam consequatur ratione molestiae dicta non voluptatem distinctio optio.\r\n\r\nEst animi dolorem dolor repellendus sint aperiam voluptatem in ad vel velit laboriosam quisquam ea iure optio vitae et animi ad et maxime et magnam explicabo quos nesciunt quod aspernatur voluptatem similique eaque nihil voluptatem facilis quia.', 'inherit', 'closed', 'closed', '', '189-revision-v1', '', '', '2018-06-14 18:50:34', '2018-06-14 18:50:34', '', 189, 'http://cbx.cappendev.com/189-revision-v1', 0, 'revision', '', 0), (261, 1, '2018-06-15 20:03:44', '2018-06-15 20:03:44', '', 'Work - Sections', '', 'publish', 'closed', 'closed', '', 'acf_work-sections', '', '', '2018-10-01 14:22:30', '2018-10-01 14:22:30', '', 0, 'http://cbx.cappendev.com/?post_type=acf&p=261', 0, 'acf', '', 0), (264, 1, '2018-06-18 13:53:43', '2018-06-18 13:53:43', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-18 13:53:43', '2018-06-18 13:53:43', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (265, 1, '2018-06-18 13:53:45', '2018-06-18 13:53:45', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-18 13:53:45', '2018-06-18 13:53:45', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (266, 1, '2018-06-18 13:53:46', '2018-06-18 13:53:46', '', 'From Baking to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-06-18 13:53:46', '2018-06-18 13:53:46', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (267, 1, '2018-06-18 13:53:47', '2018-06-18 13:53:47', '', 'From simply cereal to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-06-18 13:53:47', '2018-06-18 13:53:47', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (268, 1, '2018-06-18 13:53:48', '2018-06-18 13:53:48', '', 'Here comes the sun little darlin', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-06-18 13:53:48', '2018-06-18 13:53:48', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (269, 1, '2018-06-18 13:53:50', '2018-06-18 13:53:50', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-18 13:53:50', '2018-06-18 13:53:50', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (270, 1, '2018-06-18 13:53:52', '2018-06-18 13:53:52', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-06-18 13:53:52', '2018-06-18 13:53:52', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (273, 1, '2018-06-18 14:30:02', '2018-06-18 14:30:02', '', 'Work', '', 'inherit', 'closed', 'closed', '', '11-revision-v1', '', '', '2018-06-18 14:30:02', '2018-06-18 14:30:02', '', 11, 'http://cbx.cappendev.com/11-revision-v1', 0, 'revision', '', 0), (274, 1, '2018-06-18 14:30:21', '2018-06-18 14:30:21', '', 'Work', '', 'inherit', 'closed', 'closed', '', '11-revision-v1', '', '', '2018-06-18 14:30:21', '2018-06-18 14:30:21', '', 11, 'http://cbx.cappendev.com/11-revision-v1', 0, 'revision', '', 0), (275, 1, '2018-06-18 14:40:26', '2018-06-18 14:40:26', '', 'Work', '', 'inherit', 'closed', 'closed', '', '11-revision-v1', '', '', '2018-06-18 14:40:26', '2018-06-18 14:40:26', '', 11, 'http://cbx.cappendev.com/11-revision-v1', 0, 'revision', '', 0), (277, 1, '2018-06-18 14:49:02', '2018-06-18 14:49:02', '', 'Work', '', 'inherit', 'closed', 'closed', '', '11-revision-v1', '', '', '2018-06-18 14:49:02', '2018-06-18 14:49:02', '', 11, 'http://localhost/repositorio-cbx/web/11-revision-v1', 0, 'revision', '', 0), (280, 1, '2018-06-18 17:07:21', '2018-06-18 17:07:21', '', 'Work – Featured post', '', 'publish', 'closed', 'closed', '', 'acf_work-featured-post', '', '', '2018-07-04 13:47:13', '2018-07-04 13:47:13', '', 0, 'http://cbx.cappendev.com/?post_type=acf&p=280', 0, 'acf', '', 0), (281, 1, '2018-06-18 17:07:52', '2018-06-18 17:07:52', '', 'Work', '', 'inherit', 'closed', 'closed', '', '11-revision-v1', '', '', '2018-06-18 17:07:52', '2018-06-18 17:07:52', '', 11, 'http://cbx.cappendev.com/11-revision-v1', 0, 'revision', '', 0), (282, 1, '2018-06-18 17:24:59', '2018-06-18 17:24:59', '', 'Work - Featured image', '', 'publish', 'closed', 'closed', '', 'acf_work-featured-image', '', '', '2018-06-18 17:25:44', '2018-06-18 17:25:44', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=acf&p=282', 0, 'acf', '', 0), (283, 1, '2018-06-18 17:26:55', '2018-06-18 17:26:55', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-18 17:26:55', '2018-06-18 17:26:55', '', 47, 'http://localhost/repositorio-cbx/web/47-revision-v1', 0, 'revision', '', 0), (284, 1, '2018-06-18 17:28:48', '2018-06-18 17:28:48', '', 'hero-work', '', 'inherit', 'open', 'closed', '', 'hero-work', '', '', '2018-06-18 17:28:48', '2018-06-18 17:28:48', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/06/hero-work.jpg', 0, 'attachment', 'image/jpeg', 0), (285, 1, '2018-06-18 17:31:52', '2018-06-18 17:31:52', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-18 17:31:52', '2018-06-18 17:31:52', '', 47, 'http://localhost/repositorio-cbx/web/47-revision-v1', 0, 'revision', '', 0), (286, 1, '2018-06-18 17:34:07', '2018-06-18 17:34:07', '', 'Thinking - Sections', '', 'publish', 'closed', 'closed', '', 'acf_thinking-sections', '', '', '2018-07-14 12:57:42', '2018-07-14 12:57:42', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=acf&p=286', 0, 'acf', '', 0), (287, 1, '2018-06-18 17:36:47', '2018-06-18 17:36:47', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\r\n\r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.', 'Sit atque odit et voluptas et aut', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'inherit', 'closed', 'closed', '', '90-revision-v1', '', '', '2018-06-18 17:36:47', '2018-06-18 17:36:47', '', 90, 'http://localhost/repositorio-cbx/web/90-revision-v1', 0, 'revision', '', 0), (288, 1, '2018-06-18 20:32:37', '2018-06-18 20:32:37', '', 'Work', '', 'inherit', 'closed', 'closed', '', '11-revision-v1', '', '', '2018-06-18 20:32:37', '2018-06-18 20:32:37', '', 11, 'http://cbx.cappendev.com/11-revision-v1', 0, 'revision', '', 0), (289, 1, '2018-06-18 20:34:02', '2018-06-18 20:34:02', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-18 20:34:02', '2018-06-18 20:34:02', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (290, 1, '2018-06-18 20:38:46', '2018-06-18 20:38:46', '', 'work-post-img-2', '', 'inherit', 'open', 'closed', '', 'work-post-img-2', '', '', '2018-06-18 20:38:46', '2018-06-18 20:38:46', '', 31, 'http://cbx.cappendev.com/app/uploads/2018/01/work-post-img-2.jpg', 0, 'attachment', 'image/jpeg', 0), (291, 1, '2018-06-18 20:40:42', '2018-06-18 20:40:42', '', 'work-post-img-5', '', 'inherit', 'open', 'closed', '', 'work-post-img-5', '', '', '2018-06-18 20:40:42', '2018-06-18 20:40:42', '', 31, 'http://cbx.cappendev.com/app/uploads/2018/01/work-post-img-5.jpg', 0, 'attachment', 'image/jpeg', 0), (293, 1, '2018-06-18 20:48:12', '2018-06-18 20:48:12', '', 'work-post-img-4', '', 'inherit', 'open', 'closed', '', 'work-post-img-4', '', '', '2018-06-18 20:48:12', '2018-06-18 20:48:12', '', 31, 'http://cbx.cappendev.com/app/uploads/2018/01/work-post-img-4.jpg', 0, 'attachment', 'image/jpeg', 0), (294, 1, '2018-06-18 20:48:30', '2018-06-18 20:48:30', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-18 20:48:30', '2018-06-18 20:48:30', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (295, 1, '2018-06-19 13:07:45', '2018-06-19 13:07:45', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-19 13:07:45', '2018-06-19 13:07:45', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (297, 1, '2018-06-19 13:40:30', '2018-06-19 13:40:30', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-19 13:40:30', '2018-06-19 13:40:30', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (298, 1, '2018-06-19 19:17:08', '2018-06-19 19:17:08', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-19 19:17:08', '2018-06-19 19:17:08', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (299, 1, '2018-06-19 19:40:39', '2018-06-19 19:40:39', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-19 19:40:39', '2018-06-19 19:40:39', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (300, 1, '2018-06-19 19:46:32', '2018-06-19 19:46:32', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-19 19:46:32', '2018-06-19 19:46:32', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (301, 1, '2018-06-19 19:49:18', '2018-06-19 19:49:18', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-19 19:49:18', '2018-06-19 19:49:18', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (302, 1, '2018-06-19 19:51:25', '2018-06-19 19:51:25', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-19 19:51:25', '2018-06-19 19:51:25', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (303, 1, '2018-06-19 20:04:02', '2018-06-19 20:04:02', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-19 20:04:02', '2018-06-19 20:04:02', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (304, 1, '2018-06-19 20:08:03', '2018-06-19 20:08:03', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-19 20:08:03', '2018-06-19 20:08:03', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (305, 1, '2018-06-19 20:30:27', '2018-06-19 20:30:27', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-19 20:30:27', '2018-06-19 20:30:27', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (306, 1, '2018-06-19 20:32:16', '2018-06-19 20:32:16', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-19 20:32:16', '2018-06-19 20:32:16', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (308, 1, '2018-06-20 16:45:15', '2018-06-20 16:45:15', '', 'thumb-cherrios', '', 'inherit', 'open', 'closed', '', 'thumb-cherrios', '', '', '2018-06-20 16:45:15', '2018-06-20 16:45:15', '', 45, 'http://cbx.cappendev.com/app/uploads/2018/03/thumb-cherrios.jpg', 0, 'attachment', 'image/jpeg', 0), (309, 1, '2018-06-20 16:49:52', '2018-06-20 16:49:52', '', 'psot-1', '', 'inherit', 'open', 'closed', '', 'psot-1', '', '', '2018-06-20 16:49:52', '2018-06-20 16:49:52', '', 45, 'http://cbx.cappendev.com/app/uploads/2018/03/psot-1.jpg', 0, 'attachment', 'image/jpeg', 0), (310, 1, '2018-06-20 16:50:48', '2018-06-20 16:50:48', '', 'work-post-img-10', '', 'inherit', 'open', 'closed', '', 'work-post-img-10', '', '', '2018-06-20 16:50:48', '2018-06-20 16:50:48', '', 45, 'http://cbx.cappendev.com/app/uploads/2018/03/work-post-img-10.jpg', 0, 'attachment', 'image/jpeg', 0), (311, 1, '2018-06-20 16:51:12', '2018-06-20 16:51:12', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-20 16:51:12', '2018-06-20 16:51:12', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (312, 1, '2018-06-20 16:51:51', '2018-06-20 16:51:51', '', 'hero-work-post-4', '', 'inherit', 'open', 'closed', '', 'hero-work-post-4', '', '', '2018-06-20 16:51:51', '2018-06-20 16:51:51', '', 45, 'http://cbx.cappendev.com/app/uploads/2018/03/hero-work-post-4.jpg', 0, 'attachment', 'image/jpeg', 0), (313, 1, '2018-06-20 16:52:00', '2018-06-20 16:52:00', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-20 16:52:00', '2018-06-20 16:52:00', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (314, 1, '2018-06-20 16:56:20', '2018-06-20 16:56:20', '', 'post-2', '', 'inherit', 'open', 'closed', '', 'post-2', '', '', '2018-06-20 16:56:20', '2018-06-20 16:56:20', '', 45, 'http://cbx.cappendev.com/app/uploads/2018/03/post-2.jpg', 0, 'attachment', 'image/jpeg', 0), (315, 1, '2018-06-20 16:57:21', '2018-06-20 16:57:21', '', 'work-post-img-12', '', 'inherit', 'open', 'closed', '', 'work-post-img-12', '', '', '2018-06-20 16:57:21', '2018-06-20 16:57:21', '', 45, 'http://cbx.cappendev.com/app/uploads/2018/03/work-post-img-12.jpg', 0, 'attachment', 'image/jpeg', 0), (316, 1, '2018-06-20 16:57:31', '2018-06-20 16:57:31', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-20 16:57:31', '2018-06-20 16:57:31', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (317, 1, '2018-06-20 17:53:37', '2018-06-20 17:53:37', '', 'thumb-pillsburry', '', 'inherit', 'open', 'closed', '', 'thumb-pillsburry', '', '', '2018-06-20 17:53:37', '2018-06-20 17:53:37', '', 41, 'http://cbx.cappendev.com/app/uploads/2018/03/thumb-pillsburry.jpg', 0, 'attachment', 'image/jpeg', 0), (318, 1, '2018-06-20 18:16:26', '2018-06-20 18:16:26', '', 'featured', '', 'inherit', 'open', 'closed', '', 'featured', '', '', '2018-06-20 18:16:26', '2018-06-20 18:16:26', '', 41, 'http://cbx.cappendev.com/app/uploads/2018/03/featured.jpg', 0, 'attachment', 'image/jpeg', 0), (319, 1, '2018-06-20 18:36:30', '2018-06-20 18:36:30', '', 'featured', '', 'inherit', 'open', 'closed', '', 'featured-2', '', '', '2018-06-20 18:36:30', '2018-06-20 18:36:30', '', 41, 'http://cbx.cappendev.com/app/uploads/2018/03/featured-1.jpg', 0, 'attachment', 'image/jpeg', 0), (320, 1, '2018-06-20 18:42:42', '2018-06-20 18:42:42', '', 'From Baking to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-06-20 18:42:42', '2018-06-20 18:42:42', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (321, 1, '2018-06-20 18:44:05', '2018-06-20 18:44:05', '', 'post-2', '', 'inherit', 'open', 'closed', '', 'post-2-2', '', '', '2018-06-20 18:44:05', '2018-06-20 18:44:05', '', 41, 'http://cbx.cappendev.com/app/uploads/2018/03/post-2-1.jpg', 0, 'attachment', 'image/jpeg', 0), (322, 1, '2018-06-20 18:44:55', '2018-06-20 18:44:55', '', 'post-3', '', 'inherit', 'open', 'closed', '', 'post-3', '', '', '2018-06-20 18:44:55', '2018-06-20 18:44:55', '', 41, 'http://cbx.cappendev.com/app/uploads/2018/03/post-3.jpg', 0, 'attachment', 'image/jpeg', 0), (323, 1, '2018-06-20 18:45:30', '2018-06-20 18:45:30', '', 'post-4', '', 'inherit', 'open', 'closed', '', 'post-4', '', '', '2018-06-20 18:45:30', '2018-06-20 18:45:30', '', 41, 'http://cbx.cappendev.com/app/uploads/2018/03/post-4.jpg', 0, 'attachment', 'image/jpeg', 0), (325, 1, '2018-06-20 18:46:31', '2018-06-20 18:46:31', '', 'From Baking to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-06-20 18:46:31', '2018-06-20 18:46:31', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (326, 1, '2018-06-20 19:04:29', '2018-06-20 19:04:29', '', 'Design that’s good
    for your health', '', 'publish', 'open', 'open', '', 'design-thats-good-for-your-health', '', '', '2018-09-27 22:08:03', '2018-09-27 22:08:03', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=326', 0, 'work', '', 0), (327, 1, '2018-06-20 18:53:52', '2018-06-20 18:53:52', '', 'thumb-first-take', '', 'inherit', 'open', 'closed', '', 'thumb-first-take', '', '', '2018-06-20 18:53:52', '2018-06-20 18:53:52', '', 326, 'http://cbx.cappendev.com/app/uploads/2018/06/thumb-first-take.jpg', 0, 'attachment', 'image/jpeg', 0), (328, 1, '2018-06-20 18:59:14', '2018-06-20 18:59:14', '', 'featured', '', 'inherit', 'open', 'closed', '', 'featured-3', '', '', '2018-06-20 18:59:14', '2018-06-20 18:59:14', '', 326, 'http://cbx.cappendev.com/app/uploads/2018/06/featured.jpg', 0, 'attachment', 'image/jpeg', 0), (329, 1, '2018-06-20 19:02:11', '2018-06-20 19:02:11', '', 'post-2', '', 'inherit', 'open', 'closed', '', 'post-2-3', '', '', '2018-06-20 19:02:11', '2018-06-20 19:02:11', '', 326, 'http://cbx.cappendev.com/app/uploads/2018/06/post-2.jpg', 0, 'attachment', 'image/jpeg', 0), (330, 1, '2018-06-20 19:03:15', '2018-06-20 19:03:15', '', 'post-3', '', 'inherit', 'open', 'closed', '', 'post-3-2', '', '', '2018-06-20 19:03:15', '2018-06-20 19:03:15', '', 326, 'http://cbx.cappendev.com/app/uploads/2018/06/post-3.jpg', 0, 'attachment', 'image/jpeg', 0), (331, 1, '2018-06-20 19:04:06', '2018-06-20 19:04:06', '', 'post-4', '', 'inherit', 'open', 'closed', '', 'post-4-2', '', '', '2018-06-20 19:04:06', '2018-06-20 19:04:06', '', 326, 'http://cbx.cappendev.com/app/uploads/2018/06/post-4.jpg', 0, 'attachment', 'image/jpeg', 0), (332, 1, '2018-06-20 19:04:29', '2018-06-20 19:04:29', '', 'Design that’s good for your health', '', 'inherit', 'closed', 'closed', '', '326-revision-v1', '', '', '2018-06-20 19:04:29', '2018-06-20 19:04:29', '', 326, 'http://cbx.cappendev.com/326-revision-v1', 0, 'revision', '', 0), (333, 1, '2018-06-20 19:15:37', '2018-06-20 19:15:37', '', 'thumb-maranatha', '', 'inherit', 'open', 'closed', '', 'thumb-maranatha', '', '', '2018-06-20 19:15:37', '2018-06-20 19:15:37', '', 39, 'http://cbx.cappendev.com/app/uploads/2018/03/thumb-maranatha.jpg', 0, 'attachment', 'image/jpeg', 0), (334, 1, '2018-06-20 19:15:46', '2018-06-20 19:15:46', '', 'featured', '', 'inherit', 'open', 'closed', '', 'featured-4', '', '', '2018-06-20 19:15:46', '2018-06-20 19:15:46', '', 39, 'http://cbx.cappendev.com/app/uploads/2018/03/featured-2.jpg', 0, 'attachment', 'image/jpeg', 0), (335, 1, '2018-06-20 19:17:46', '2018-06-20 19:17:46', '', 'post-2', '', 'inherit', 'open', 'closed', '', 'post-2-4', '', '', '2018-06-20 19:17:46', '2018-06-20 19:17:46', '', 39, 'http://cbx.cappendev.com/app/uploads/2018/03/post-2-2.jpg', 0, 'attachment', 'image/jpeg', 0), (336, 1, '2018-06-20 19:18:32', '2018-06-20 19:18:32', '', 'post-1', '', 'inherit', 'open', 'closed', '', 'post-1', '', '', '2018-06-20 19:18:32', '2018-06-20 19:18:32', '', 39, 'http://cbx.cappendev.com/app/uploads/2018/03/post-1.jpg', 0, 'attachment', 'image/jpeg', 0), (337, 1, '2018-06-20 19:19:14', '2018-06-20 19:19:14', '', 'post-3', '', 'inherit', 'open', 'closed', '', 'post-3-3', '', '', '2018-06-20 19:19:14', '2018-06-20 19:19:14', '', 39, 'http://cbx.cappendev.com/app/uploads/2018/03/post-3-1.jpg', 0, 'attachment', 'image/jpeg', 0), (338, 1, '2018-06-20 19:19:29', '2018-06-20 19:19:29', '', 'Here comes the sun little darlin', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-06-20 19:19:29', '2018-06-20 19:19:29', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (339, 1, '2018-06-20 19:29:56', '2018-06-20 19:29:56', '', 'thumb-land', '', 'inherit', 'open', 'closed', '', 'thumb-land', '', '', '2018-06-20 19:29:56', '2018-06-20 19:29:56', '', 47, 'http://cbx.cappendev.com/app/uploads/2018/04/thumb-land.jpg', 0, 'attachment', 'image/jpeg', 0), (344, 1, '2018-06-20 19:53:53', '2018-06-20 19:53:53', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-20 19:53:53', '2018-06-20 19:53:53', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (345, 1, '2018-06-20 19:56:02', '2018-06-20 19:56:02', '', 'featured', '', 'inherit', 'open', 'closed', '', 'featured-5', '', '', '2018-06-20 19:56:02', '2018-06-20 19:56:02', '', 47, 'http://cbx.cappendev.com/app/uploads/2018/04/featured.jpg', 0, 'attachment', 'image/jpeg', 0), (346, 1, '2018-06-20 19:56:35', '2018-06-20 19:56:35', '', 'post-1', '', 'inherit', 'open', 'closed', '', 'post-1-2', '', '', '2018-06-20 19:56:35', '2018-06-20 19:56:35', '', 47, 'http://cbx.cappendev.com/app/uploads/2018/04/post-1.jpg', 0, 'attachment', 'image/jpeg', 0), (347, 1, '2018-06-20 19:57:00', '2018-06-20 19:57:00', '', 'post-2', '', 'inherit', 'open', 'closed', '', 'post-2-5', '', '', '2018-06-20 19:57:00', '2018-06-20 19:57:00', '', 47, 'http://cbx.cappendev.com/app/uploads/2018/04/post-2.jpg', 0, 'attachment', 'image/jpeg', 0), (348, 1, '2018-06-20 19:57:33', '2018-06-20 19:57:33', '', 'post-3', '', 'inherit', 'open', 'closed', '', 'post-3-4', '', '', '2018-06-20 19:57:33', '2018-06-20 19:57:33', '', 47, 'http://cbx.cappendev.com/app/uploads/2018/04/post-3.jpg', 0, 'attachment', 'image/jpeg', 0), (349, 1, '2018-06-20 19:57:58', '2018-06-20 19:57:58', '', 'post-4', '', 'inherit', 'open', 'closed', '', 'post-4-3', '', '', '2018-06-20 19:57:58', '2018-06-20 19:57:58', '', 47, 'http://cbx.cappendev.com/app/uploads/2018/04/post-4.jpg', 0, 'attachment', 'image/jpeg', 0), (350, 1, '2018-06-20 19:58:10', '2018-06-20 19:58:10', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-20 19:58:10', '2018-06-20 19:58:10', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (351, 1, '2018-06-20 20:04:15', '2018-06-20 20:04:15', '', 'thumb-jason', '', 'inherit', 'open', 'closed', '', 'thumb-jason', '', '', '2018-06-20 20:04:15', '2018-06-20 20:04:15', '', 43, 'http://cbx.cappendev.com/app/uploads/2018/03/thumb-jason.jpg', 0, 'attachment', 'image/jpeg', 0), (352, 1, '2018-06-20 20:17:49', '2018-06-20 20:17:49', '', 'featured', '', 'inherit', 'open', 'closed', '', 'featured-6', '', '', '2018-06-20 20:17:49', '2018-06-20 20:17:49', '', 43, 'http://cbx.cappendev.com/app/uploads/2018/03/featured-3.jpg', 0, 'attachment', 'image/jpeg', 0), (353, 1, '2018-06-20 20:20:28', '2018-06-20 20:20:28', '', 'post-1', '', 'inherit', 'open', 'closed', '', 'post-1-3', '', '', '2018-06-20 20:20:28', '2018-06-20 20:20:28', '', 43, 'http://cbx.cappendev.com/app/uploads/2018/03/post-1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (354, 1, '2018-06-20 20:21:03', '2018-06-20 20:21:03', '', 'post-2', '', 'inherit', 'open', 'closed', '', 'post-2-6', '', '', '2018-06-20 20:21:03', '2018-06-20 20:21:03', '', 43, 'http://cbx.cappendev.com/app/uploads/2018/03/post-2-3.jpg', 0, 'attachment', 'image/jpeg', 0), (356, 1, '2018-06-20 20:22:05', '2018-06-20 20:22:05', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-06-20 20:22:05', '2018-06-20 20:22:05', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (357, 1, '2018-06-20 20:24:35', '2018-06-20 20:24:35', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-06-20 20:24:35', '2018-06-20 20:24:35', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (359, 1, '2018-06-20 20:26:31', '2018-06-20 20:26:31', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-06-20 20:26:31', '2018-06-20 20:26:31', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (360, 1, '2018-06-20 20:31:03', '2018-06-20 20:31:03', '', 'post-3', '', 'inherit', 'open', 'closed', '', 'post-3-5', '', '', '2018-06-20 20:31:03', '2018-06-20 20:31:03', '', 43, 'http://cbx.cappendev.com/app/uploads/2018/03/post-3-2.jpg', 0, 'attachment', 'image/jpeg', 0), (361, 1, '2018-06-20 20:31:13', '2018-06-20 20:31:13', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-06-20 20:31:13', '2018-06-20 20:31:13', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (362, 1, '2018-06-20 20:44:47', '2018-06-20 20:44:47', '', 'thumb-chex', '', 'inherit', 'open', 'closed', '', 'thumb-chex', '', '', '2018-06-20 20:44:47', '2018-06-20 20:44:47', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/thumb-chex.jpg', 0, 'attachment', 'image/jpeg', 0), (363, 1, '2018-06-20 20:54:49', '2018-06-20 20:54:49', '', 'featured', '', 'inherit', 'open', 'closed', '', 'featured-7', '', '', '2018-06-20 20:54:49', '2018-06-20 20:54:49', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/featured-1.jpg', 0, 'attachment', 'image/jpeg', 0), (364, 1, '2018-06-20 20:56:30', '2018-06-20 20:56:30', '', 'post-1', '', 'inherit', 'open', 'closed', '', 'post-1-4', '', '', '2018-06-20 20:56:30', '2018-06-20 20:56:30', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/post-1.jpg', 0, 'attachment', 'image/jpeg', 0), (365, 1, '2018-06-20 20:57:02', '2018-06-20 20:57:02', '', 'post-2', '', 'inherit', 'open', 'closed', '', 'post-2-7', '', '', '2018-06-20 20:57:02', '2018-06-20 20:57:02', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/post-2-1.jpg', 0, 'attachment', 'image/jpeg', 0), (367, 1, '2018-06-20 20:57:44', '2018-06-20 20:57:44', '', 'From simply cereal to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-06-20 20:57:44', '2018-06-20 20:57:44', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (369, 1, '2018-06-20 21:01:26', '2018-06-20 21:01:26', '', 'From simply cereal to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-06-20 21:01:26', '2018-06-20 21:01:26', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (370, 1, '2018-06-20 21:04:34', '2018-06-20 21:04:34', '', 'post-3', '', 'inherit', 'open', 'closed', '', 'post-3-6', '', '', '2018-06-20 21:04:34', '2018-06-20 21:04:34', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/post-3-1.jpg', 0, 'attachment', 'image/jpeg', 0), (371, 1, '2018-06-20 21:04:44', '2018-06-20 21:04:44', '', 'From simply cereal to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-06-20 21:04:44', '2018-06-20 21:04:44', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (372, 1, '2018-06-21 14:07:55', '2018-06-21 14:07:55', '', 'Work - Navigation', '', 'publish', 'closed', 'closed', '', 'acf_work-navigation', '', '', '2018-06-26 19:13:07', '2018-06-26 19:13:07', '', 0, 'http://cbx.cappendev.com/?post_type=acf&p=372', 0, 'acf', '', 0), (373, 1, '2018-06-21 14:10:20', '2018-06-21 14:10:20', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-21 14:10:20', '2018-06-21 14:10:20', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (375, 1, '2018-06-21 14:31:39', '2018-06-21 14:31:39', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-21 14:31:39', '2018-06-21 14:31:39', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (376, 1, '2018-06-21 14:31:55', '2018-06-21 14:31:55', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-21 14:31:55', '2018-06-21 14:31:55', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (377, 1, '2018-06-21 14:38:06', '2018-06-21 14:38:06', '', 'thumb-terra', '', 'inherit', 'open', 'closed', '', 'thumb-terra', '', '', '2018-06-21 14:38:06', '2018-06-21 14:38:06', '', 31, 'http://cbx.cappendev.com/app/uploads/2018/01/thumb-terra.jpg', 0, 'attachment', 'image/jpeg', 0), (378, 1, '2018-06-21 14:38:29', '2018-06-21 14:38:29', '', 'From Baking to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-06-21 14:38:29', '2018-06-21 14:38:29', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (379, 1, '2018-06-21 14:38:57', '2018-06-21 14:38:57', '', 'From Baking to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-06-21 14:38:57', '2018-06-21 14:38:57', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (380, 1, '2018-06-21 14:39:19', '2018-06-21 14:39:19', '', 'Here comes the sun little darlin', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-06-21 14:39:19', '2018-06-21 14:39:19', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (381, 1, '2018-06-21 15:02:17', '2018-06-21 15:02:17', '', 'Here comes the sun little darlin', '', 'inherit', 'closed', 'closed', '', '39-autosave-v1', '', '', '2018-06-21 15:02:17', '2018-06-21 15:02:17', '', 39, 'http://cbx.cappendev.com/39-autosave-v1', 0, 'revision', '', 0), (382, 1, '2018-06-21 15:02:37', '2018-06-21 15:02:37', '', 'Here comes the sun little darlin', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-06-21 15:02:37', '2018-06-21 15:02:37', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (383, 1, '2018-06-21 17:18:48', '2018-06-21 17:18:48', '', 'Work - Featured in Home', '', 'publish', 'closed', 'closed', '', 'acf_work-featured-in-home', '', '', '2018-06-26 19:09:02', '2018-06-26 19:09:02', '', 0, 'http://cbx.cappendev.com/?post_type=acf&p=383', 0, 'acf', '', 0), (384, 1, '2018-06-21 17:22:04', '2018-06-21 17:22:04', '', 'work-01', '', 'inherit', 'open', 'closed', '', 'work-01', '', '', '2018-06-21 17:22:04', '2018-06-21 17:22:04', '', 45, 'http://cbx.cappendev.com/app/uploads/2018/03/work-01.jpg', 0, 'attachment', 'image/jpeg', 0), (385, 1, '2018-06-21 17:22:15', '2018-06-21 17:22:15', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-21 17:22:15', '2018-06-21 17:22:15', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (386, 1, '2018-06-21 17:23:23', '2018-06-21 17:23:23', '', 'work-02', '', 'inherit', 'open', 'closed', '', 'work-02', '', '', '2018-06-21 17:23:23', '2018-06-21 17:23:23', '', 31, 'http://cbx.cappendev.com/app/uploads/2018/01/work-02.jpg', 0, 'attachment', 'image/jpeg', 0), (387, 1, '2018-06-21 17:23:32', '2018-06-21 17:23:32', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-21 17:23:32', '2018-06-21 17:23:32', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (388, 1, '2018-06-21 17:23:41', '2018-06-21 17:23:41', '', 'work-03', '', 'inherit', 'open', 'closed', '', 'work-03', '', '', '2018-06-21 17:23:41', '2018-06-21 17:23:41', '', 47, 'http://cbx.cappendev.com/app/uploads/2018/04/work-03.jpg', 0, 'attachment', 'image/jpeg', 0), (389, 1, '2018-06-21 17:23:56', '2018-06-21 17:23:56', '', 'work-04', '', 'inherit', 'open', 'closed', '', 'work-04', '', '', '2018-06-21 17:23:56', '2018-06-21 17:23:56', '', 43, 'http://cbx.cappendev.com/app/uploads/2018/03/work-04.jpg', 0, 'attachment', 'image/jpeg', 0), (390, 1, '2018-06-21 17:24:02', '2018-06-21 17:24:02', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-21 17:24:02', '2018-06-21 17:24:02', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (391, 1, '2018-06-21 17:24:06', '2018-06-21 17:24:06', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-06-21 17:24:06', '2018-06-21 17:24:06', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (393, 1, '2018-06-21 17:37:06', '2018-06-21 17:37:06', '', 'Home - Sections', '', 'publish', 'closed', 'closed', '', 'acf_home-sections', '', '', '2018-07-10 14:26:46', '2018-07-10 14:26:46', '', 0, 'http://cbx.cappendev.com/?post_type=acf&p=393', 0, 'acf', '', 0), (394, 1, '2018-06-21 17:50:41', '2018-06-21 17:50:41', '', 'Home', '', 'inherit', 'closed', 'closed', '', '4-revision-v1', '', '', '2018-06-21 17:50:41', '2018-06-21 17:50:41', '', 4, 'http://cbx.cappendev.com/4-revision-v1', 0, 'revision', '', 0), (395, 1, '2018-06-21 18:27:09', '2018-06-21 18:27:09', '', 'Home', '', 'inherit', 'closed', 'closed', '', '4-revision-v1', '', '', '2018-06-21 18:27:09', '2018-06-21 18:27:09', '', 4, 'http://cbx.cappendev.com/4-revision-v1', 0, 'revision', '', 0), (396, 1, '2018-06-21 18:34:18', '2018-06-21 18:34:18', '', 'Home', '', 'inherit', 'closed', 'closed', '', '4-revision-v1', '', '', '2018-06-21 18:34:18', '2018-06-21 18:34:18', '', 4, 'http://cbx.cappendev.com/4-revision-v1', 0, 'revision', '', 0), (397, 1, '2018-06-21 18:50:19', '2018-06-21 18:50:19', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-06-21 18:50:19', '2018-06-21 18:50:19', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (398, 1, '2018-06-21 18:50:47', '2018-06-21 18:50:47', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-06-21 18:50:47', '2018-06-21 18:50:47', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (399, 1, '2018-06-21 18:51:33', '2018-06-21 18:51:33', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-autosave-v1', '', '', '2018-06-21 18:51:33', '2018-06-21 18:51:33', '', 43, 'http://cbx.cappendev.com/43-autosave-v1', 0, 'revision', '', 0), (400, 1, '2018-06-21 18:57:46', '2018-06-21 18:57:46', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-21 18:57:46', '2018-06-21 18:57:46', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (401, 1, '2018-06-21 18:57:57', '2018-06-21 18:57:57', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-06-21 18:57:57', '2018-06-21 18:57:57', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (402, 1, '2018-06-21 18:59:12', '2018-06-21 18:59:12', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-06-21 18:59:12', '2018-06-21 18:59:12', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (403, 1, '2018-06-21 18:59:59', '2018-06-21 18:59:59', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-06-21 18:59:59', '2018-06-21 18:59:59', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (404, 1, '2018-06-21 20:45:01', '2018-06-21 20:45:01', '
    Personal
    [text* first-name class:form-default__text placeholder \"First Name*\"]
    [text* last-name class:form-default__text placeholder \"Last Name*\"]
    [email* email class:form-default__text placeholder \"Email*\"]
    [tel phone class:form-default__text placeholder \"Phone\"]
    Professional
    [file resume-cv filetypes:gif|png|jpg|jpeg|pdf|msword class:form-default__file__input]
    [text portfolio class:form-default__text placeholder \"Website/Portfolio/LinkedIn\"]
    [textarea message class:form-default__textarea]
    [hidden type default:get]\n1\nCBX Contact - \"[type]\"\n[first-name] \ntargino@cappen.com\nFrom:\r\n[first-name] [last-name] <[email]>\r\n\r\nPhone:\r\n[phone]\r\n\r\n*Professional*\r\n\r\nWebsite/Portfolio/LinkedIn: \r\n[portfolio]\r\n\r\nMessage:\r\n[message]\r\n\r\n-- \r\nThis e-mail was sent from a contact form on CBX (http://cbx.cappendev.com)\nReply-To: [email]\n[resume-cv]\n\n\n\nCBX \"[your-subject]\"\nCBX \n[your-email]\nMessage Body:\r\n[your-message]\r\n\r\n-- \r\nThis e-mail was sent from a contact form on CBX (http://cbx.cappendev.com)\nReply-To: dev@cappen.com\n\n\n\nThank you for your message. It has been sent.\nThere was an error trying to send your message. Please try again later.\nOne or more fields have an error. Please check and try again.\nThere was an error trying to send your message. Please try again later.\nYou must accept the terms and conditions before sending your message.\nThe field is required.\nThe field is too long.\nThe field is too short.\nThe date format is incorrect.\nThe date is before the earliest one allowed.\nThe date is after the latest one allowed.\nThere was an unknown error uploading the file.\nYou are not allowed to upload files of this type.\nThe file is too big.\nThere was an error uploading the file.\nThe number format is invalid.\nThe number is smaller than the minimum allowed.\nThe number is larger than the maximum allowed.\nThe answer to the quiz is incorrect.\nYour entered code is incorrect.\nThe e-mail address entered is invalid.\nThe URL is invalid.\nThe telephone number is invalid.', 'Contact form', '', 'publish', 'closed', 'closed', '', 'contact-form-1', '', '', '2018-07-23 18:14:00', '2018-07-23 18:14:00', '', 0, 'http://cbx.cappendev.com/?post_type=wpcf7_contact_form&p=404', 0, 'wpcf7_contact_form', '', 0), (406, 1, '2018-06-25 14:07:34', '2018-06-25 14:07:34', '', 'Contact - Sections', '', 'publish', 'closed', 'closed', '', 'acf_contact-sections', '', '', '2018-06-26 12:33:30', '2018-06-26 12:33:30', '', 0, 'http://cbx.cappendev.com/?post_type=acf&p=406', 0, 'acf', '', 0), (408, 1, '2018-06-25 14:39:00', '2018-06-25 14:39:00', '', 'hero-contact', '', 'inherit', 'open', 'closed', '', 'hero-contact', '', '', '2018-06-25 14:39:00', '2018-06-25 14:39:00', '', 13, 'http://cbx.cappendev.com/app/uploads/2018/06/hero-contact.jpg', 0, 'attachment', 'image/jpeg', 0), (409, 1, '2018-06-25 14:39:55', '2018-06-25 14:39:55', '', 'people-contact', '', 'inherit', 'open', 'closed', '', 'people-contact', '', '', '2018-06-25 14:39:55', '2018-06-25 14:39:55', '', 13, 'http://cbx.cappendev.com/app/uploads/2018/06/people-contact.jpg', 0, 'attachment', 'image/jpeg', 0), (410, 1, '2018-06-25 14:40:21', '2018-06-25 14:40:21', '', 'Contact', '', 'inherit', 'closed', 'closed', '', '13-revision-v1', '', '', '2018-06-25 14:40:21', '2018-06-25 14:40:21', '', 13, 'http://cbx.cappendev.com/13-revision-v1', 0, 'revision', '', 0), (413, 2, '2018-06-24 19:44:46', '2018-06-24 19:44:46', '', 'Brand design director', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'publish', 'open', 'open', '', 'corrupti-excepturi-impedit-sint', '', '', '2018-09-17 16:33:44', '2018-09-17 16:33:44', '', 0, 'http://cbx.cappendev.com/jobs/corrupti-excepturi-impedit-sint', 0, 'jobs', '', 0), (418, 1, '2018-06-25 17:21:15', '2018-06-25 17:21:15', '

    Aliquid facilis itaque qui et. Accusantium asperiores odit. Dolor quia facilis sequi. Ut aut inventore dolorem Enim similique asperiores magnam sapiente sunt. Illo rerum beatae magnam maiores est. velit voluptates animi distinctio non ducimus. Maxime eum repellat saepe laboriosam sed. Harum repellat sapiente architecto. ut recusandae dolor placeat est perspiciatis. Veniam culpa hic vitae. Alias qui magni sunt. Aliquam laudantium in perspiciatis quas occaecati. Nemo sed nostrum veniam. Id omnis repellat impedit quis itaque molestiae. Est deserunt id laboriosam fugit Accusantium voluptatum placeat placeat voluptas sit cumque. Voluptas omnis consectetur. Sunt magni vitae laborum qui blanditiis sit. Sit fuga ratione Et quos corporis qui. Itaque sed illum Quia tenetur dolores dolores porro Accusamus reiciendis necessitatibus aut laudantium repellat. velit voluptatum vitae et non corporis ut. libero nisi et.

    \n

    Fugit nihil doloremque eos blanditiis fuga vitae. Libero voluptatem in velit. Facilis quia et cupiditate aut itaque deleniti. Et rerum itaque vel saepe fugiat. Eveniet est consequatur totam minus beatae. Et dolores totam rem et. Commodi sed iure est illo. Sunt ullam dicta molestias nostrum voluptatem. Sit in et provident quo eveniet alias distinctio. Porro doloremque at deleniti quas reprehenderit rerum. Vel ut quibusdam omnis odit eligendi voluptatem unde est. Dolor id quia est a. Esse aut distinctio minus veniam est quia alias alias. Velit dolore libero et corrupti numquam. Neque quam ut minus necessitatibus quasi laudantium. Beatae non necessitatibus laborum ipsa dolor non corporis vero. Exercitationem aperiam qui molestias illum non aliquid aperiam. Molestiae et sint sed saepe iure. Rerum velit ut molestiae non sint alias odio tempore. Rerum consequuntur nam qui laboriosam architecto. Maiores aut perferendis enim similique est. Temporibus dignissimos sequi provident dolorum et vel in. Earum et quis qui ea quod. Ut officia aut architecto est. Minus unde mollitia velit vitae excepturi sint non. Autem libero minima soluta et fugit mollitia eaque. Culpa et sit mollitia nam sit dolor omnis. Repellendus facere sint debitis magni. Repellat debitis nihil nihil expedita quos quibusdam sequi. Possimus alias voluptatem reiciendis qui et quis dicta. Ullam id facere quod qui blanditiis odio qui. Est sunt aut quasi. Molestias molestiae molestiae aut. Beatae itaque et suscipit neque pariatur ullam. Blanditiis quidem error nemo illo voluptate. Aspernatur vero facere accusantium aut consectetur enim. Fugit sed qui fugiat cum ex temporibus. Ut rerum praesentium eveniet quo quod est. Qui quia a rerum aspernatur mollitia aut est mollitia. Sint molestiae aspernatur error aut.

    \n

    In earum nisi tempore qui. Eos sed doloribus sed. Iste expedita eum quo magni. Eaque veniam exercitationem soluta quisquam aperiam ut ipsum. Qui autem deserunt vel aut similique explicabo. Velit sit occaecati atque dicta qui enim harum. Saepe labore eos facilis dolorem perferendis tempora. Doloremque recusandae ut minus earum qui reprehenderit nihil. Expedita recusandae corrupti natus velit sint vel porro. Iusto animi voluptates dolorum iusto. Nesciunt et molestiae saepe sequi vitae sunt doloribus. Quis animi est odio assumenda quidem quam voluptate voluptatibus. Quia minus quos rerum aperiam et minima dolorum provident. Unde ex ex sunt optio. A velit sapiente odio quas sunt. Mollitia amet sed rerum doloremque iste. Ipsum quis est excepturi ipsam voluptas facilis. Quos quae non quisquam earum. Accusantium reprehenderit dicta quae at molestiae sit. Et qui est saepe. Et ea eum aut iure. Quibusdam repudiandae aut consequuntur quam. Dolorem doloremque est corporis dolor aut exercitationem aut perspiciatis. Inventore mollitia sed aut maxime corrupti non quisquam. Impedit doloremque voluptates qui. Recusandae perferendis beatae id distinctio. Consectetur autem asperiores et nisi illo hic alias. Fugit sapiente eum eos sint quo voluptatem. Dolorem quam sed et quia sunt.

    \n

    Molestias sint voluptate dolorem natus. Consequatur id qui voluptate

    \n

    Iure incidunt architecto vero hic asperiores. labore necessitatibus fugiat amet voluptas et. Harum eveniet sed veritatis similique deserunt. Molestiae eveniet aut illum perferendis in ut. Aut pariatur impedit. Voluptatem dolore facilis aut sapiente. aut aut asperiores voluptatem sunt dolor. Asperiores quasi suscipit. ut cum vitae qui id. Aut non quibusdam qui. Nam magni eum iste quae quibusdam. Et tempore saepe sint nam ut. Odit rerum architecto aut eius repudiandae officia Veniam at mollitia eum aut rerum neque tempore Ea quos at et. sequi necessitatibus non Animi saepe ut quisquam et. Sapiente in dignissimos omnis totam. Qui tenetur a Dicta sunt deserunt veniam quidem alias doloribus. Ullam occaecati voluptates magnam nemo nulla. iste reprehenderit aut veritatis

    \n

    Dolor eaque est aliquid ex saepe. Eum harum laboriosam voluptas architecto eos impedit animi. Rerum maiores molestias maiores totam. Enim consequatur harum totam vero. Similique non eligendi ratione dolore soluta aut asperiores. Omnis et quo est illo distinctio. Libero laudantium atque et laudantium placeat. Distinctio sint modi quibusdam optio sed. Commodi ut blanditiis quo sequi. Animi maxime omnis fugit. Eos excepturi ut aperiam qui qui. Aut possimus aut inventore iusto ea exercitationem. Delectus nesciunt fugiat nam voluptatem vel nisi. Minima voluptas iusto explicabo soluta. Excepturi ratione tenetur dolor perferendis voluptas. Non quo consequatur impedit architecto. Maxime quas est reiciendis accusantium. Qui dolorem distinctio autem ipsa. Officia molestiae sapiente soluta nostrum. Quidem sapiente neque qui quia illum autem et qui. Nihil numquam est consequatur nemo. Omnis eveniet dolores modi quaerat esse tempore. Amet dolorem sunt architecto veniam. Qui maiores ipsam consequatur totam ducimus aut. Aut et nihil accusamus repudiandae veritatis qui. Excepturi molestiae veniam et nisi ea ut enim est. Perferendis officiis distinctio eius est eos fugit ipsum. Eos facilis esse blanditiis reiciendis sint et qui. Earum quia aut placeat ipsa quia molestiae. Dicta et nam unde. Qui est molestiae temporibus esse et non non illum. Animi et unde suscipit aut voluptates. Voluptate enim omnis totam similique recusandae. Accusantium corporis ut aut fugiat inventore reprehenderit. Id iure maxime deserunt earum. Et rerum ipsam ipsum vel maxime molestias maxime. Qui cumque quas eos. Reprehenderit fugit architecto ut deleniti. Vel ut ipsa consequatur minus odio consectetur a ea. Adipisci provident suscipit vitae quia et voluptas et architecto. Omnis ut impedit omnis dolore. Quia a non esse laborum magnam rerum ut. Sed distinctio qui voluptatem voluptas quis qui. Ullam repellat sed totam sed amet veniam dolore. Quibusdam cumque aut commodi perspiciatis eius dolore dolor. Officia vel architecto aperiam delectus deleniti quaerat perspiciatis. Officia unde consequatur sed rerum. Rerum ipsam inventore sed ipsa recusandae ipsam modi. Doloremque sit reiciendis molestias dolores maxime pariatur. Praesentium ut autem recusandae laudantium beatae ut expedita odio. Mollitia quas ea alias quis.

    \n

    Vel reprehenderit voluptatibus in quidem ullam dicta. Temporibus quo repudiandae nostrum quam voluptatem. Qui deleniti laboriosam pariatur ut distinctio dolor. Doloribus nemo qui vitae odio. Est est voluptatibus iste reiciendis nesciunt maxime quis. Ullam dolorum odit delectus ducimus similique inventore ad. Voluptas ut velit voluptas neque. Natus velit sed est non beatae sit. Dolore iste illum deleniti beatae repudiandae consequuntur. Temporibus iure perspiciatis ut expedita aperiam commodi. Consequatur asperiores laborum illum eum illum consequatur. Sed commodi ipsam laudantium quis dolor officiis. Excepturi voluptatem consectetur corporis maiores illo. Dolorum repellendus tenetur sit nisi quasi voluptas. Saepe autem officiis minima in consequatur aliquid. Possimus accusamus distinctio sunt amet in. Consequatur qui recusandae quam excepturi. Voluptatibus voluptas sed quasi aut inventore quos ab. Voluptatum expedita consequuntur sit hic. Qui enim veritatis impedit quod. Rerum mollitia repellendus laboriosam ratione deleniti odit illum ex. Quaerat repudiandae rerum ut iusto similique. Ad dolorem quia et eum vitae modi dolorem maxime. Et laudantium officia voluptatum architecto qui reprehenderit perspiciatis. Et reiciendis nostrum sunt ut. Dicta ut culpa expedita suscipit. Quasi eos blanditiis provident doloremque consequatur magni. Voluptatem voluptas tempora aspernatur qui ut et est. Ullam neque similique consequatur quis. Ad recusandae quam aut enim adipisci ut. Distinctio laudantium ipsam laborum similique occaecati quia et. Quia quia voluptates dignissimos. Quia dolor non autem eaque facere enim. Distinctio ut quia sint error nihil quidem.

    \n

    Vero aut provident beatae excepturi. Repudiandae laboriosam dolorem molestiae ut tempore magnam. Aut ex dicta ut labore aut. Est vitae dolorum veritatis occaecati labore. Officiis esse voluptatem cum rerum architecto. Cum quos et vel magni. Occaecati aut aspernatur quia qui optio autem ab. Eum blanditiis tempora nostrum reiciendis alias aliquid. Id tempore rerum praesentium qui est enim quia harum. Facere placeat sed sed. Aut alias dolor deleniti ab et minus. Fugit voluptatem labore ad ut. Quasi ratione ab voluptatem temporibus corrupti. Quibusdam animi tenetur sit reiciendis ipsa omnis. Quam aliquid cum quos. Reiciendis voluptatem maxime blanditiis cumque quasi a error.

    \n

    Distinctio veniam unde voluptatem. qui qui adipisci quia. Ut voluptatum aut aut hic aut provident. Est aliquid commodi aut pariatur Neque dignissimos quam eos Expedita consequatur et corporis nostrum. Modi rem eos recusandae. Repellat temporibus accusantium quod quasi molestiae aspernatur. Dolores quia consequuntur fugit ipsam nihil. Enim rerum esse quasi ea magnam. Quia pariatur quia sit. Fuga quos consequuntur ipsum dolore ipsa beatae at. Omnis voluptatem beatae. Illo vel neque quis aperiam. Blanditiis hic aliquid saepe voluptate magni Debitis et aspernatur voluptatem sed Sunt fugit et atque cupiditate odit Minima et expedita aliquid sint id consequatur.

    \n

    Porro velit occaecati quae. Voluptates sunt quia tempora corporis eos. Eius labore itaque. Harum aliquam laudantium sed itaque. Nihil qui incidunt iure esse qui consequatur. Explicabo est eius suscipit sint eum labore. Dolor veniam expedita accusamus impedit. quaerat dolorem numquam explicabo. Fugiat laudantium est vitae cum id. autem in voluptatem non ipsum a Error omnis quae aut assumenda. Voluptatibus est iusto voluptatem voluptatem eveniet. Ut et saepe quae. Saepe aliquid numquam dicta dolorem maiores. Rem ut perspiciatis. Accusantium qui voluptas voluptatum vel. dolorum similique quibusdam cupiditate Quaerat et sapiente ut Dolor occaecati eaque est nesciunt rerum. Perspiciatis ut laborum fugiat officiis accusamus nobis. Itaque ut vel accusamus cupiditate debitis perspiciatis. autem voluptas est voluptate Ducimus eos facilis omnis atque vitae unde. Explicabo qui reiciendis fugiat est. Non voluptatem et praesentium Fugiat esse dolor et nemo a voluptatem. Non natus ut perspiciatis rerum. Optio debitis tempore ut. Eum pariatur quia modi quia similique. earum quia laborum aut. quaerat in neque beatae et. Ea perferendis vitae velit nulla quia ut. aut quidem doloremque sed similique animi. Ipsa quia dicta quia suscipit dolore. ipsa autem hic nulla. Vitae quae eveniet sed. Velit porro molestiae molestiae Dicta quibusdam vel dolor quaerat nemo non

    \n

    Doloribus ratione aut vitae ullam. Dolores labore repellendus aut. aut ipsa. Magni ducimus rerum voluptatem voluptatibus voluptas est Deleniti esse nam magnam quia eligendi. Placeat incidunt sequi minima. Itaque qui et ut qui.

    \n

    Qui eos ut dolorem accusantium. Odit quibusdam voluptatum ea illo qui autem. Voluptatem nam sit ullam iste. Aut consequuntur dolores vero. quo consequatur id ratione pariatur Sapiente sit natus nihil natus reprehenderit officia. Et optio aut similique enim porro eveniet. Ut nesciunt et qui et. ut non qui mollitia. Sed enim rerum explicabo Perspiciatis labore perspiciatis sunt. consequatur aliquid ut. Optio est aliquam tempora tempora qui. Veritatis veritatis voluptatem. nam voluptatum corrupti asperiores nostrum. Magni et et quia eum Cum autem veritatis tempora totam. Consequuntur omnis dolor et consectetur. Et et nam est unde. Cumque et vitae maiores. Cumque et odit aliquid hic rerum mollitia. ducimus impedit enim rerum aperiam. Libero omnis earum atque itaque perferendis. Qui maiores et necessitatibus. Nihil optio qui amet aut mollitia. tempore animi eligendi magnam Soluta accusantium vel hic Ut repudiandae et eum et. Ab sit at repellendus voluptatibus magni Facere odio tempora id et dolorum. Quo in corrupti. Aut et et Quaerat ex pariatur quis blanditiis. Veritatis non qui ducimus accusantium eius dolor. Ut placeat porro non magnam quo perferendis. Placeat optio doloribus voluptates deserunt sunt. Repellendus excepturi quaerat cum. Ut excepturi eius id Non qui ut ipsam eligendi sint commodi. nisi ratione Corrupti non ex omnis provident quisquam. Eum repellendus et ratione dicta Beatae earum soluta beatae quis ut Dolor nihil aliquam qui qui velit

    \n

    Voluptate sed harum magnam quis. amet sint facilis quas est dolores voluptas. Ducimus voluptas veniam et assumenda voluptas voluptas Modi excepturi consequatur id blanditiis officia. Ex libero architecto hic ipsam rerum. Suscipit est necessitatibus deserunt. Dignissimos ut tempora corrupti non Possimus itaque quia velit sit explicabo. Qui quos necessitatibus minus sunt ex omnis. Aliquam hic natus qui magni sit dolores. sed earum voluptas voluptatem. Sint mollitia et ipsam. et mollitia suscipit. Exercitationem temporibus vel natus. Exercitationem illo deleniti eos dolorem consequatur sapiente. distinctio et quae et eaque quibusdam officia. Aut accusantium sit temporibus deleniti. Dolor est laudantium Quasi sit exercitationem laudantium aut et repellat. Voluptatem voluptatem cum qui sit ratione laboriosam. rem asperiores eum eum deleniti. Nisi velit odio provident maxime dolores qui. Debitis dolorem ratione architecto ab veritatis. Aliquam voluptates nisi ratione eum Facere est molestias nobis est tempora. Magnam qui provident rerum dolorem. Non dolorem placeat consequatur voluptatibus enim quas. qui itaque perspiciatis ex dolore. Doloribus dolorem facere rerum harum non Quos itaque voluptate illo nobis nemo. ullam dolore vel aut eos Eligendi dolore at voluptatem temporibus. Ducimus fuga fugiat amet est. ratione doloremque voluptatum nam Repudiandae ullam qui et qui consequatur. Id eligendi eligendi in repellat est. nihil fuga deserunt quo autem repellendus. Necessitatibus voluptatibus est repudiandae quo sit. omnis alias eligendi non officiis. Ea pariatur occaecati sit. vitae perspiciatis natus qui.

    \n

    Voluptas eum quia reiciendis. Dignissimos vel molestias quia Vel et placeat ipsa et quis. Possimus autem sequi officiis. Consequatur ut magnam officia et. voluptatem perferendis sequi quis. Et voluptatum nam cum voluptatibus sint. Facere adipisci odit sed dolorem reprehenderit. Similique nihil est odio et Eaque accusamus et ad eaque libero architecto dicta. Fuga enim eligendi vitae. at sunt aut id dicta quas. Illum accusamus ut.

    ', 'Corrupti excepturi impedit sint', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-revision-v1', '', '', '2018-06-25 17:21:15', '2018-06-25 17:21:15', '', 413, 'http://cbx.cappendev.com/413-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (425, 1, '2018-06-25 17:53:59', '2018-06-25 17:53:59', 'Aliquid facilis itaque qui et. Accusantium asperiores odit. Dolor quia facilis sequi. Ut aut inventore dolorem Enim similique asperiores magnam sapiente sunt. Illo rerum beatae magnam maiores est. velit voluptates animi distinctio non ducimus. Maxime eum repellat saepe laboriosam sed. Harum repellat sapiente architecto. ut recusandae dolor placeat est perspiciatis. Veniam culpa hic vitae. Alias qui magni sunt. Aliquam laudantium in perspiciatis quas occaecati. Nemo sed nostrum veniam. Id omnis repellat impedit quis itaque molestiae. Est deserunt id laboriosam fugit Accusantium voluptatum placeat placeat voluptas sit cumque. Voluptas omnis consectetur. Sunt magni vitae laborum qui blanditiis sit. Sit fuga ratione Et quos corporis qui. Itaque sed illum Quia tenetur dolores dolores porro Accusamus reiciendis necessitatibus aut laudantium repellat. velit voluptatum vitae et non corporis ut. libero nisi et.\r\n\r\nFugit nihil doloremque eos blanditiis fuga vitae. Libero voluptatem in velit. Facilis quia et cupiditate aut itaque deleniti. Et rerum itaque vel saepe fugiat. Eveniet est consequatur totam minus beatae. Et dolores totam rem et. Commodi sed iure est illo. Sunt ullam dicta molestias nostrum voluptatem. Sit in et provident quo eveniet alias distinctio. Porro doloremque at deleniti quas reprehenderit rerum. Vel ut quibusdam omnis odit eligendi voluptatem unde est. Dolor id quia est a. Esse aut distinctio minus veniam est quia alias alias. Velit dolore libero et corrupti numquam. Neque quam ut minus necessitatibus quasi laudantium. Beatae non necessitatibus laborum ipsa dolor non corporis vero. Exercitationem aperiam qui molestias illum non aliquid aperiam. Molestiae et sint sed saepe iure. Rerum velit ut molestiae non sint alias odio tempore. Rerum consequuntur nam qui laboriosam architecto. Maiores aut perferendis enim similique est. Temporibus dignissimos sequi provident dolorum et vel in. Earum et quis qui ea quod. Ut officia aut architecto est. Minus unde mollitia velit vitae excepturi sint non. Autem libero minima soluta et fugit mollitia eaque. Culpa et sit mollitia nam sit dolor omnis. Repellendus facere sint debitis magni. Repellat debitis nihil nihil expedita quos quibusdam sequi. Possimus alias voluptatem reiciendis qui et quis dicta. Ullam id facere quod qui blanditiis odio qui. Est sunt aut quasi. Molestias molestiae molestiae aut. Beatae itaque et suscipit neque pariatur ullam. Blanditiis quidem error nemo illo voluptate. Aspernatur vero facere accusantium aut consectetur enim. Fugit sed qui fugiat cum ex temporibus. Ut rerum praesentium eveniet quo quod est. Qui quia a rerum aspernatur mollitia aut est mollitia. Sint molestiae aspernatur error aut.\r\n\r\nIn earum nisi tempore qui. Eos sed doloribus sed. Iste expedita eum quo magni. Eaque veniam exercitationem soluta quisquam aperiam ut ipsum. Qui autem deserunt vel aut similique explicabo. Velit sit occaecati atque dicta qui enim harum. Saepe labore eos facilis dolorem perferendis tempora. Doloremque recusandae ut minus earum qui reprehenderit nihil. Expedita recusandae corrupti natus velit sint vel porro. Iusto animi voluptates dolorum iusto. Nesciunt et molestiae saepe sequi vitae sunt doloribus. Quis animi est odio assumenda quidem quam voluptate voluptatibus. Quia minus quos rerum aperiam et minima dolorum provident. Unde ex ex sunt optio. A velit sapiente odio quas sunt. Mollitia amet sed rerum doloremque iste. Ipsum quis est excepturi ipsam voluptas facilis. Quos quae non quisquam earum. Accusantium reprehenderit dicta quae at molestiae sit. Et qui est saepe. Et ea eum aut iure. Quibusdam repudiandae aut consequuntur quam. Dolorem doloremque est corporis dolor aut exercitationem aut perspiciatis. Inventore mollitia sed aut maxime corrupti non quisquam. Impedit doloremque voluptates qui. Recusandae perferendis beatae id distinctio. Consectetur autem asperiores et nisi illo hic alias. Fugit sapiente eum eos sint quo voluptatem. Dolorem quam sed et quia sunt.\r\n\r\nMolestias sint voluptate dolorem natus. Consequatur id qui voluptate\r\n\r\nIure incidunt architecto vero hic asperiores. labore necessitatibus fugiat amet voluptas et. Harum eveniet sed veritatis similique deserunt. Molestiae eveniet aut illum perferendis in ut. Aut pariatur impedit. Voluptatem dolore facilis aut sapiente. aut aut asperiores voluptatem sunt dolor. Asperiores quasi suscipit. ut cum vitae qui id. Aut non quibusdam qui. Nam magni eum iste quae quibusdam. Et tempore saepe sint nam ut. Odit rerum architecto aut eius repudiandae officia Veniam at mollitia eum aut rerum neque tempore Ea quos at et. sequi necessitatibus non Animi saepe ut quisquam et. Sapiente in dignissimos omnis totam. Qui tenetur a Dicta sunt deserunt veniam quidem alias doloribus. Ullam occaecati voluptates magnam nemo nulla. iste reprehenderit aut veritatis\r\n\r\nDolor eaque est aliquid ex saepe. Eum harum laboriosam voluptas architecto eos impedit animi. Rerum maiores molestias maiores totam. Enim consequatur harum totam vero. Similique non eligendi ratione dolore soluta aut asperiores. Omnis et quo est illo distinctio. Libero laudantium atque et laudantium placeat. Distinctio sint modi quibusdam optio sed. Commodi ut blanditiis quo sequi. Animi maxime omnis fugit. Eos excepturi ut aperiam qui qui. Aut possimus aut inventore iusto ea exercitationem. Delectus nesciunt fugiat nam voluptatem vel nisi. Minima voluptas iusto explicabo soluta. Excepturi ratione tenetur dolor perferendis voluptas. Non quo consequatur impedit architecto. Maxime quas est reiciendis accusantium. Qui dolorem distinctio autem ipsa. Officia molestiae sapiente soluta nostrum. Quidem sapiente neque qui quia illum autem et qui. Nihil numquam est consequatur nemo. Omnis eveniet dolores modi quaerat esse tempore. Amet dolorem sunt architecto veniam. Qui maiores ipsam consequatur totam ducimus aut. Aut et nihil accusamus repudiandae veritatis qui. Excepturi molestiae veniam et nisi ea ut enim est. Perferendis officiis distinctio eius est eos fugit ipsum. Eos facilis esse blanditiis reiciendis sint et qui. Earum quia aut placeat ipsa quia molestiae. Dicta et nam unde. Qui est molestiae temporibus esse et non non illum. Animi et unde suscipit aut voluptates. Voluptate enim omnis totam similique recusandae. Accusantium corporis ut aut fugiat inventore reprehenderit. Id iure maxime deserunt earum. Et rerum ipsam ipsum vel maxime molestias maxime. Qui cumque quas eos. Reprehenderit fugit architecto ut deleniti. Vel ut ipsa consequatur minus odio consectetur a ea. Adipisci provident suscipit vitae quia et voluptas et architecto. Omnis ut impedit omnis dolore. Quia a non esse laborum magnam rerum ut. Sed distinctio qui voluptatem voluptas quis qui. Ullam repellat sed totam sed amet veniam dolore. Quibusdam cumque aut commodi perspiciatis eius dolore dolor. Officia vel architecto aperiam delectus deleniti quaerat perspiciatis. Officia unde consequatur sed rerum. Rerum ipsam inventore sed ipsa recusandae ipsam modi. Doloremque sit reiciendis molestias dolores maxime pariatur. Praesentium ut autem recusandae laudantium beatae ut expedita odio. Mollitia quas ea alias quis.\r\n\r\nVel reprehenderit voluptatibus in quidem ullam dicta. Temporibus quo repudiandae nostrum quam voluptatem. Qui deleniti laboriosam pariatur ut distinctio dolor. Doloribus nemo qui vitae odio. Est est voluptatibus iste reiciendis nesciunt maxime quis. Ullam dolorum odit delectus ducimus similique inventore ad. Voluptas ut velit voluptas neque. Natus velit sed est non beatae sit. Dolore iste illum deleniti beatae repudiandae consequuntur. Temporibus iure perspiciatis ut expedita aperiam commodi. Consequatur asperiores laborum illum eum illum consequatur. Sed commodi ipsam laudantium quis dolor officiis. Excepturi voluptatem consectetur corporis maiores illo. Dolorum repellendus tenetur sit nisi quasi voluptas. Saepe autem officiis minima in consequatur aliquid. Possimus accusamus distinctio sunt amet in. Consequatur qui recusandae quam excepturi. Voluptatibus voluptas sed quasi aut inventore quos ab. Voluptatum expedita consequuntur sit hic. Qui enim veritatis impedit quod. Rerum mollitia repellendus laboriosam ratione deleniti odit illum ex. Quaerat repudiandae rerum ut iusto similique. Ad dolorem quia et eum vitae modi dolorem maxime. Et laudantium officia voluptatum architecto qui reprehenderit perspiciatis. Et reiciendis nostrum sunt ut. Dicta ut culpa expedita suscipit. Quasi eos blanditiis provident doloremque consequatur magni. Voluptatem voluptas tempora aspernatur qui ut et est. Ullam neque similique consequatur quis. Ad recusandae quam aut enim adipisci ut. Distinctio laudantium ipsam laborum similique occaecati quia et. Quia quia voluptates dignissimos. Quia dolor non autem eaque facere enim. Distinctio ut quia sint error nihil quidem.\r\n\r\nVero aut provident beatae excepturi. Repudiandae laboriosam dolorem molestiae ut tempore magnam. Aut ex dicta ut labore aut. Est vitae dolorum veritatis occaecati labore. Officiis esse voluptatem cum rerum architecto. Cum quos et vel magni. Occaecati aut aspernatur quia qui optio autem ab. Eum blanditiis tempora nostrum reiciendis alias aliquid. Id tempore rerum praesentium qui est enim quia harum. Facere placeat sed sed. Aut alias dolor deleniti ab et minus. Fugit voluptatem labore ad ut. Quasi ratione ab voluptatem temporibus corrupti. Quibusdam animi tenetur sit reiciendis ipsa omnis. Quam aliquid cum quos. Reiciendis voluptatem maxime blanditiis cumque quasi a error.\r\n\r\nDistinctio veniam unde voluptatem. qui qui adipisci quia. Ut voluptatum aut aut hic aut provident. Est aliquid commodi aut pariatur Neque dignissimos quam eos Expedita consequatur et corporis nostrum. Modi rem eos recusandae. Repellat temporibus accusantium quod quasi molestiae aspernatur. Dolores quia consequuntur fugit ipsam nihil. Enim rerum esse quasi ea magnam. Quia pariatur quia sit. Fuga quos consequuntur ipsum dolore ipsa beatae at. Omnis voluptatem beatae. Illo vel neque quis aperiam. Blanditiis hic aliquid saepe voluptate magni Debitis et aspernatur voluptatem sed Sunt fugit et atque cupiditate odit Minima et expedita aliquid sint id consequatur.\r\n\r\nPorro velit occaecati quae. Voluptates sunt quia tempora corporis eos. Eius labore itaque. Harum aliquam laudantium sed itaque. Nihil qui incidunt iure esse qui consequatur. Explicabo est eius suscipit sint eum labore. Dolor veniam expedita accusamus impedit. quaerat dolorem numquam explicabo. Fugiat laudantium est vitae cum id. autem in voluptatem non ipsum a Error omnis quae aut assumenda. Voluptatibus est iusto voluptatem voluptatem eveniet. Ut et saepe quae. Saepe aliquid numquam dicta dolorem maiores. Rem ut perspiciatis. Accusantium qui voluptas voluptatum vel. dolorum similique quibusdam cupiditate Quaerat et sapiente ut Dolor occaecati eaque est nesciunt rerum. Perspiciatis ut laborum fugiat officiis accusamus nobis. Itaque ut vel accusamus cupiditate debitis perspiciatis. autem voluptas est voluptate Ducimus eos facilis omnis atque vitae unde. Explicabo qui reiciendis fugiat est. Non voluptatem et praesentium Fugiat esse dolor et nemo a voluptatem. Non natus ut perspiciatis rerum. Optio debitis tempore ut. Eum pariatur quia modi quia similique. earum quia laborum aut. quaerat in neque beatae et. Ea perferendis vitae velit nulla quia ut. aut quidem doloremque sed similique animi. Ipsa quia dicta quia suscipit dolore. ipsa autem hic nulla. Vitae quae eveniet sed. Velit porro molestiae molestiae Dicta quibusdam vel dolor quaerat nemo non\r\n\r\nDoloribus ratione aut vitae ullam. Dolores labore repellendus aut. aut ipsa. Magni ducimus rerum voluptatem voluptatibus voluptas est Deleniti esse nam magnam quia eligendi. Placeat incidunt sequi minima. Itaque qui et ut qui.\r\n\r\nQui eos ut dolorem accusantium. Odit quibusdam voluptatum ea illo qui autem. Voluptatem nam sit ullam iste. Aut consequuntur dolores vero. quo consequatur id ratione pariatur Sapiente sit natus nihil natus reprehenderit officia. Et optio aut similique enim porro eveniet. Ut nesciunt et qui et. ut non qui mollitia. Sed enim rerum explicabo Perspiciatis labore perspiciatis sunt. consequatur aliquid ut. Optio est aliquam tempora tempora qui. Veritatis veritatis voluptatem. nam voluptatum corrupti asperiores nostrum. Magni et et quia eum Cum autem veritatis tempora totam. Consequuntur omnis dolor et consectetur. Et et nam est unde. Cumque et vitae maiores. Cumque et odit aliquid hic rerum mollitia. ducimus impedit enim rerum aperiam. Libero omnis earum atque itaque perferendis. Qui maiores et necessitatibus. Nihil optio qui amet aut mollitia. tempore animi eligendi magnam Soluta accusantium vel hic Ut repudiandae et eum et. Ab sit at repellendus voluptatibus magni Facere odio tempora id et dolorum. Quo in corrupti. Aut et et Quaerat ex pariatur quis blanditiis. Veritatis non qui ducimus accusantium eius dolor. Ut placeat porro non magnam quo perferendis. Placeat optio doloribus voluptates deserunt sunt. Repellendus excepturi quaerat cum. Ut excepturi eius id Non qui ut ipsam eligendi sint commodi. nisi ratione Corrupti non ex omnis provident quisquam. Eum repellendus et ratione dicta Beatae earum soluta beatae quis ut Dolor nihil aliquam qui qui velit\r\n\r\nVoluptate sed harum magnam quis. amet sint facilis quas est dolores voluptas. Ducimus voluptas veniam et assumenda voluptas voluptas Modi excepturi consequatur id blanditiis officia. Ex libero architecto hic ipsam rerum. Suscipit est necessitatibus deserunt. Dignissimos ut tempora corrupti non Possimus itaque quia velit sit explicabo. Qui quos necessitatibus minus sunt ex omnis. Aliquam hic natus qui magni sit dolores. sed earum voluptas voluptatem. Sint mollitia et ipsam. et mollitia suscipit. Exercitationem temporibus vel natus. Exercitationem illo deleniti eos dolorem consequatur sapiente. distinctio et quae et eaque quibusdam officia. Aut accusantium sit temporibus deleniti. Dolor est laudantium Quasi sit exercitationem laudantium aut et repellat. Voluptatem voluptatem cum qui sit ratione laboriosam. rem asperiores eum eum deleniti. Nisi velit odio provident maxime dolores qui. Debitis dolorem ratione architecto ab veritatis. Aliquam voluptates nisi ratione eum Facere est molestias nobis est tempora. Magnam qui provident rerum dolorem. Non dolorem placeat consequatur voluptatibus enim quas. qui itaque perspiciatis ex dolore. Doloribus dolorem facere rerum harum non Quos itaque voluptate illo nobis nemo. ullam dolore vel aut eos Eligendi dolore at voluptatem temporibus. Ducimus fuga fugiat amet est. ratione doloremque voluptatum nam Repudiandae ullam qui et qui consequatur. Id eligendi eligendi in repellat est. nihil fuga deserunt quo autem repellendus. Necessitatibus voluptatibus est repudiandae quo sit. omnis alias eligendi non officiis. Ea pariatur occaecati sit. vitae perspiciatis natus qui.\r\n\r\nVoluptas eum quia reiciendis. Dignissimos vel molestias quia Vel et placeat ipsa et quis. Possimus autem sequi officiis. Consequatur ut magnam officia et. voluptatem perferendis sequi quis. Et voluptatum nam cum voluptatibus sint. Facere adipisci odit sed dolorem reprehenderit. Similique nihil est odio et Eaque accusamus et ad eaque libero architecto dicta. Fuga enim eligendi vitae. at sunt aut id dicta quas. Illum accusamus ut.', 'Corrupti excepturi impedit sint', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-revision-v1', '', '', '2018-06-25 17:53:59', '2018-06-25 17:53:59', '', 413, 'http://cbx.cappendev.com/413-revision-v1', 0, 'revision', '', 0), (431, 1, '2018-06-26 12:38:02', '2018-06-26 12:38:02', '', 'Jobs - Sections', '', 'publish', 'closed', 'closed', '', 'acf_jobs-sections', '', '', '2018-06-26 18:42:15', '2018-06-26 18:42:15', '', 0, 'http://cbx.cappendev.com/?post_type=acf&p=431', 0, 'acf', '', 0), (432, 1, '2018-06-26 13:06:45', '2018-06-26 13:06:45', '', 'Corrupti excepturi impedit sint', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-revision-v1', '', '', '2018-06-26 13:06:45', '2018-06-26 13:06:45', '', 413, 'http://cbx.cappendev.com/413-revision-v1', 0, 'revision', '', 0), (440, 1, '2018-06-26 13:08:54', '2018-06-26 13:08:54', '', 'hero-contact-jobs', '', 'inherit', 'open', 'closed', '', 'hero-contact-jobs', '', '', '2018-06-26 13:08:54', '2018-06-26 13:08:54', '', 413, 'http://cbx.cappendev.com/app/uploads/2018/06/hero-contact-jobs.jpg', 0, 'attachment', 'image/jpeg', 0), (441, 1, '2018-06-26 13:11:29', '2018-06-26 13:11:29', '', 'Corrupti excepturi impedit sint', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-revision-v1', '', '', '2018-06-26 13:11:29', '2018-06-26 13:11:29', '', 413, 'http://cbx.cappendev.com/413-revision-v1', 0, 'revision', '', 0), (442, 1, '2018-06-26 13:12:03', '2018-06-26 13:12:03', '', 'Corrupti excepturi impedit sint', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-revision-v1', '', '', '2018-06-26 13:12:03', '2018-06-26 13:12:03', '', 413, 'http://cbx.cappendev.com/413-revision-v1', 0, 'revision', '', 0), (443, 1, '2018-06-26 17:22:00', '2018-06-26 17:22:00', '', 'Brand design director', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-autosave-v1', '', '', '2018-06-26 17:22:00', '2018-06-26 17:22:00', '', 413, 'http://cbx.cappendev.com/413-autosave-v1', 0, 'revision', '', 0), (446, 1, '2018-06-26 15:00:39', '2018-06-26 15:00:39', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'publish', 'open', 'open', '', 'corrupti-excepturi-impedit-sint-2', '', '', '2018-09-17 13:10:43', '2018-09-17 13:10:43', '', 0, 'http://localhost/repositorio-cbx/web/?post_type=jobs&p=446', 0, 'jobs', '', 0), (447, 1, '2018-06-26 15:02:54', '2018-06-26 15:02:54', '', 'Corrupti excepturi impedit sint', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 15:02:54', '2018-06-26 15:02:54', '', 446, 'http://localhost/repositorio-cbx/web/446-revision-v1', 0, 'revision', '', 0), (448, 1, '2018-06-26 17:24:21', '2018-06-26 17:24:21', '', 'Brand design director', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-revision-v1', '', '', '2018-06-26 17:24:21', '2018-06-26 17:24:21', '', 413, 'http://cbx.cappendev.com/413-revision-v1', 0, 'revision', '', 0), (449, 1, '2018-06-26 17:25:56', '2018-06-26 17:25:56', '', 'Minneapolis', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 17:25:56', '2018-06-26 17:25:56', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (450, 1, '2018-06-26 17:26:13', '2018-06-26 17:26:13', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 17:26:13', '2018-06-26 17:26:13', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (451, 1, '2018-06-26 18:43:10', '2018-06-26 18:43:10', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 18:43:10', '2018-06-26 18:43:10', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (452, 1, '2018-06-26 18:43:23', '2018-06-26 18:43:23', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 18:43:23', '2018-06-26 18:43:23', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (453, 1, '2018-06-26 18:44:57', '2018-06-26 18:44:57', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 18:44:57', '2018-06-26 18:44:57', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (454, 1, '2018-06-26 18:46:59', '2018-06-26 18:46:59', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 18:46:59', '2018-06-26 18:46:59', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (455, 1, '2018-06-26 18:49:52', '2018-06-26 18:49:52', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 18:49:52', '2018-06-26 18:49:52', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (456, 1, '2018-06-26 18:50:22', '2018-06-26 18:50:22', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 18:50:22', '2018-06-26 18:50:22', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (457, 1, '2018-06-26 18:59:54', '2018-06-26 18:59:54', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-26 18:59:54', '2018-06-26 18:59:54', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (458, 1, '2018-06-26 19:00:04', '2018-06-26 19:00:04', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-26 19:00:04', '2018-06-26 19:00:04', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (459, 1, '2018-06-26 19:13:39', '2018-06-26 19:13:39', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-26 19:13:39', '2018-06-26 19:13:39', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (460, 1, '2018-06-26 19:14:17', '2018-06-26 19:14:17', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-26 19:14:17', '2018-06-26 19:14:17', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (461, 1, '2018-06-26 19:14:40', '2018-06-26 19:14:40', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-26 19:14:40', '2018-06-26 19:14:40', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (462, 1, '2018-06-26 19:29:17', '2018-06-26 19:29:17', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-26 19:29:17', '2018-06-26 19:29:17', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (463, 1, '2018-06-26 19:29:58', '2018-06-26 19:29:58', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-06-26 19:29:58', '2018-06-26 19:29:58', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (464, 1, '2018-06-26 19:47:42', '2018-06-26 19:47:42', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 19:47:42', '2018-06-26 19:47:42', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (465, 1, '2018-06-26 19:48:08', '2018-06-26 19:48:08', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-06-26 19:48:08', '2018-06-26 19:48:08', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (466, 1, '2018-06-28 14:29:31', '2018-06-28 14:29:31', '[newsletter]', 'Newsletter', '', 'publish', 'closed', 'closed', '', 'newsletter', '', '', '2018-06-28 14:29:31', '2018-06-28 14:29:31', '', 0, 'http://localhost/repositorio-cbx/web/newsletter', 0, 'page', '', 0), (467, 1, '2018-06-29 14:45:27', '2018-06-29 14:45:27', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-06-29 14:45:27', '2018-06-29 14:45:27', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (468, 1, '2018-06-29 14:47:18', '2018-06-29 14:47:18', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-06-29 14:47:18', '2018-06-29 14:47:18', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (471, 2, '2018-07-02 04:21:35', '2018-07-02 04:21:35', '', 'Northside', '', 'inherit', 'open', 'closed', '', 'northside', '', '', '2018-07-02 04:21:35', '2018-07-02 04:21:35', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/07/Northside.jpg', 0, 'attachment', 'image/jpeg', 0), (477, 1, '2018-07-04 17:37:37', '2018-07-04 17:37:37', '', 'Brand design director', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-revision-v1', '', '', '2018-07-04 17:37:37', '2018-07-04 17:37:37', '', 413, 'http://cbx.cappendev.com/413-revision-v1', 0, 'revision', '', 0), (478, 1, '2018-07-05 17:25:59', '2018-07-05 17:25:59', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-07-05 17:25:59', '2018-07-05 17:25:59', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (479, 1, '2018-07-06 12:27:19', '2018-07-06 12:27:19', '', 'Distinctive by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-07-06 12:27:19', '2018-07-06 12:27:19', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (481, 1, '2018-07-10 14:24:26', '2018-07-10 14:24:26', '', 'Home', '', 'inherit', 'closed', 'closed', '', '4-revision-v1', '', '', '2018-07-10 14:24:26', '2018-07-10 14:24:26', '', 4, 'http://cbx.cappendev.com/4-revision-v1', 0, 'revision', '', 0), (482, 1, '2018-07-10 14:27:22', '2018-07-10 14:27:22', '', 'Home', '', 'inherit', 'closed', 'closed', '', '4-revision-v1', '', '', '2018-07-10 14:27:22', '2018-07-10 14:27:22', '', 4, 'http://cbx.cappendev.com/4-revision-v1', 0, 'revision', '', 0), (483, 1, '2018-07-10 14:28:07', '2018-07-10 14:28:07', '', 'Home', '', 'inherit', 'closed', 'closed', '', '4-revision-v1', '', '', '2018-07-10 14:28:07', '2018-07-10 14:28:07', '', 4, 'http://cbx.cappendev.com/4-revision-v1', 0, 'revision', '', 0), (485, 1, '2018-07-10 14:35:00', '2018-07-10 14:35:00', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-07-10 14:35:00', '2018-07-10 14:35:00', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (486, 1, '2018-07-10 14:35:38', '2018-07-10 14:35:38', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-07-10 14:35:38', '2018-07-10 14:35:38', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (487, 1, '2018-07-10 14:36:29', '2018-07-10 14:36:29', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-07-10 14:36:29', '2018-07-10 14:36:29', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (488, 1, '2018-07-10 14:44:27', '2018-07-10 14:44:27', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-07-10 14:44:27', '2018-07-10 14:44:27', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (490, 1, '2018-07-10 20:39:12', '2018-07-10 20:39:12', '', 'post-4', '', 'inherit', 'open', 'closed', '', 'post-4-4', '', '', '2018-07-10 20:39:12', '2018-07-10 20:39:12', '', 45, 'http://cbx.cappendev.com/app/uploads/2018/03/post-4-1.jpg', 0, 'attachment', 'image/jpeg', 0), (491, 1, '2018-07-10 20:39:26', '2018-07-10 20:39:26', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-07-10 20:39:26', '2018-07-10 20:39:26', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (492, 1, '2018-07-10 20:41:53', '2018-07-10 20:41:53', '', 'From Baking to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-07-10 20:41:53', '2018-07-10 20:41:53', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (493, 1, '2018-07-10 20:43:11', '2018-07-10 20:43:11', '', 'post-4', '', 'inherit', 'open', 'closed', '', 'post-4-5', '', '', '2018-07-10 20:43:11', '2018-07-10 20:43:11', '', 41, 'http://cbx.cappendev.com/app/uploads/2018/03/post-4-2.jpg', 0, 'attachment', 'image/jpeg', 0), (494, 1, '2018-07-10 20:43:33', '2018-07-10 20:43:33', '', 'From Baking to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-07-10 20:43:33', '2018-07-10 20:43:33', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (496, 1, '2018-07-10 20:54:49', '2018-07-10 20:54:49', '', 'post-5', '', 'inherit', 'open', 'closed', '', 'post-5-2', '', '', '2018-07-10 20:54:49', '2018-07-10 20:54:49', '', 45, 'http://cbx.cappendev.com/app/uploads/2018/03/post-5-1.jpg', 0, 'attachment', 'image/jpeg', 0), (497, 1, '2018-07-10 20:55:04', '2018-07-10 20:55:04', '', 'Spreading the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-07-10 20:55:04', '2018-07-10 20:55:04', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (498, 1, '2018-07-10 21:03:23', '2018-07-10 21:03:23', '', 'post-6', '', 'inherit', 'open', 'closed', '', 'post-6', '', '', '2018-07-10 21:03:23', '2018-07-10 21:03:23', '', 43, 'http://cbx.cappendev.com/app/uploads/2018/03/post-6.jpg', 0, 'attachment', 'image/jpeg', 0), (499, 1, '2018-07-10 21:03:34', '2018-07-10 21:03:34', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-07-10 21:03:34', '2018-07-10 21:03:34', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (500, 1, '2018-07-11 14:07:52', '2018-07-11 14:07:52', '', 'Design that’s good for your health', '', 'inherit', 'closed', 'closed', '', '326-revision-v1', '', '', '2018-07-11 14:07:52', '2018-07-11 14:07:52', '', 326, 'http://cbx.cappendev.com/326-revision-v1', 0, 'revision', '', 0), (501, 1, '2018-07-11 14:14:03', '2018-07-11 14:14:03', '', 'From simply cereal to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-07-11 14:14:03', '2018-07-11 14:14:03', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (502, 1, '2018-07-11 14:15:08', '2018-07-11 14:15:08', '', 'Better With Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-07-11 14:15:08', '2018-07-11 14:15:08', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (503, 1, '2018-07-11 14:16:10', '2018-07-11 14:16:10', '', 'Wellness as second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-07-11 14:16:10', '2018-07-11 14:16:10', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (504, 1, '2018-07-11 14:18:23', '2018-07-11 14:18:23', '', 'Design that’s good
    for your health', '', 'inherit', 'closed', 'closed', '', '326-revision-v1', '', '', '2018-07-11 14:18:23', '2018-07-11 14:18:23', '', 326, 'http://cbx.cappendev.com/326-revision-v1', 0, 'revision', '', 0), (505, 1, '2018-07-11 14:19:52', '2018-07-11 14:19:52', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-07-11 14:19:52', '2018-07-11 14:19:52', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (506, 1, '2018-07-11 14:21:38', '2018-07-11 14:21:38', '', 'Here comes the
    sun little darlin', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-07-11 14:21:38', '2018-07-11 14:21:38', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (507, 1, '2018-07-11 14:22:11', '2018-07-11 14:22:11', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-07-11 14:22:11', '2018-07-11 14:22:11', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (508, 1, '2018-07-11 14:24:02', '2018-07-11 14:24:02', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-07-11 14:24:02', '2018-07-11 14:24:02', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (509, 1, '2018-07-11 14:24:58', '2018-07-11 14:24:58', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-07-11 14:24:58', '2018-07-11 14:24:58', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (510, 1, '2018-07-11 14:25:55', '2018-07-11 14:25:55', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-07-11 14:25:55', '2018-07-11 14:25:55', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (511, 1, '2018-07-11 14:26:30', '2018-07-11 14:26:30', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-07-11 14:26:30', '2018-07-11 14:26:30', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (512, 1, '2018-07-11 14:28:12', '2018-07-11 14:28:12', '', 'Wellness as
    second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-07-11 14:28:12', '2018-07-11 14:28:12', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (513, 1, '2018-07-11 14:35:22', '2018-07-11 14:35:22', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-07-11 14:35:22', '2018-07-11 14:35:22', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (514, 1, '2018-07-11 14:37:05', '2018-07-11 14:37:05', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-07-11 14:37:05', '2018-07-11 14:37:05', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (515, 1, '2018-07-11 14:47:04', '2018-07-11 14:47:04', '', 'post-7', '', 'inherit', 'open', 'closed', '', 'post-7', '', '', '2018-07-11 14:47:04', '2018-07-11 14:47:04', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/post-7.jpg', 0, 'attachment', 'image/jpeg', 0), (516, 1, '2018-07-11 14:47:16', '2018-07-11 14:47:16', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-07-11 14:47:16', '2018-07-11 14:47:16', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (517, 1, '2018-07-11 18:12:58', '2018-07-11 18:12:58', '', 'Contact', '', 'inherit', 'closed', 'closed', '', '13-revision-v1', '', '', '2018-07-11 18:12:58', '2018-07-11 18:12:58', '', 13, 'http://cbx.cappendev.com/13-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (518, 1, '2018-07-11 18:24:35', '2018-07-11 18:24:35', '', 'JUz25L_g (1)', '', 'inherit', 'open', 'closed', '', 'juz25l_g-1', '', '', '2018-07-11 18:24:35', '2018-07-11 18:24:35', '', 13, 'http://cbx.cappendev.com/app/uploads/2018/07/JUz25L_g-1.jpeg', 0, 'attachment', 'image/jpeg', 0), (519, 1, '2018-07-11 18:24:40', '2018-07-11 18:24:40', '', 'Contact', '', 'inherit', 'closed', 'closed', '', '13-revision-v1', '', '', '2018-07-11 18:24:40', '2018-07-11 18:24:40', '', 13, 'http://cbx.cappendev.com/13-revision-v1', 0, 'revision', '', 0), (520, 1, '2018-07-11 18:25:14', '2018-07-11 18:25:14', '', 'Contact', '', 'inherit', 'closed', 'closed', '', '13-revision-v1', '', '', '2018-07-11 18:25:14', '2018-07-11 18:25:14', '', 13, 'http://cbx.cappendev.com/13-revision-v1', 0, 'revision', '', 0), (522, 1, '2018-07-11 20:27:27', '2018-07-11 20:27:27', '', 'Contact Form - Sections', '', 'publish', 'closed', 'closed', '', 'acf_contact-form-sections', '', '', '2018-07-11 20:29:39', '2018-07-11 20:29:39', '', 0, 'http://cbx.cappendev.com/?post_type=acf&p=522', 0, 'acf', '', 0), (523, 1, '2018-07-11 20:28:30', '2018-07-11 20:28:30', '', 'hero-contact-form', '', 'inherit', 'open', 'closed', '', 'hero-contact-form', '', '', '2018-07-11 20:28:30', '2018-07-11 20:28:30', '', 51, 'http://cbx.cappendev.com/app/uploads/2018/07/hero-contact-form.jpg', 0, 'attachment', 'image/jpeg', 0), (524, 1, '2018-07-11 20:28:39', '2018-07-11 20:28:39', '', 'Contact Form', '', 'inherit', 'closed', 'closed', '', '51-revision-v1', '', '', '2018-07-11 20:28:39', '2018-07-11 20:28:39', '', 51, 'http://cbx.cappendev.com/51-revision-v1', 0, 'revision', '', 0), (525, 1, '2018-07-11 20:29:53', '2018-07-11 20:29:53', '', 'Contact Form', '', 'inherit', 'closed', 'closed', '', '51-revision-v1', '', '', '2018-07-11 20:29:53', '2018-07-11 20:29:53', '', 51, 'http://cbx.cappendev.com/51-revision-v1', 0, 'revision', '', 0), (526, 1, '2018-07-12 13:50:15', '2018-07-12 13:50:15', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-07-12 13:50:15', '2018-07-12 13:50:15', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (527, 1, '2018-07-12 13:51:05', '2018-07-12 13:51:05', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-07-12 13:51:05', '2018-07-12 13:51:05', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (528, 1, '2018-07-12 13:51:48', '2018-07-12 13:51:48', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-07-12 13:51:48', '2018-07-12 13:51:48', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (529, 2, '2018-07-12 14:38:25', '2018-07-12 14:38:25', '

     At CBX, Peter manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Peter graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Peter', '', 'publish', 'open', 'open', '', 'amanda', '', '', '2018-10-02 19:25:21', '2018-10-02 19:25:21', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=529', 63, 'team', '', 0), (530, 2, '2018-07-12 14:36:08', '2018-07-12 14:36:08', '', 'Amanda', '', 'inherit', 'open', 'closed', '', 'amanda', '', '', '2018-07-12 14:36:08', '2018-07-12 14:36:08', '', 529, 'http://cbx.cappendev.com/app/uploads/2018/07/Amanda.jpg', 0, 'attachment', 'image/jpeg', 0), (531, 2, '2018-07-12 14:37:57', '2018-07-12 14:37:57', '

     At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Amanda graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Amanda', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-07-12 14:37:57', '2018-07-12 14:37:57', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (532, 2, '2018-07-12 14:38:25', '2018-07-12 14:38:25', '

     At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Amanda graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Amanda', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-07-12 14:38:25', '2018-07-12 14:38:25', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (533, 1, '2018-07-12 16:50:58', '2018-07-12 16:50:58', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-07-12 16:50:58', '2018-07-12 16:50:58', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (534, 1, '2018-07-12 16:51:01', '2018-07-12 16:51:01', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-autosave-v1', '', '', '2018-07-12 16:51:01', '2018-07-12 16:51:01', '', 31, 'http://cbx.cappendev.com/31-autosave-v1', 0, 'revision', '', 0), (535, 1, '2018-07-12 16:55:22', '2018-07-12 16:55:22', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-07-12 16:55:22', '2018-07-12 16:55:22', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (536, 1, '2018-07-12 17:20:54', '2018-07-12 17:20:54', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-07-12 17:20:54', '2018-07-12 17:20:54', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (537, 1, '2018-07-12 17:22:04', '2018-07-12 17:22:04', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-07-12 17:22:04', '2018-07-12 17:22:04', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (538, 1, '2018-07-13 17:45:01', '2018-07-13 17:45:01', '', 'Thinking news', '', 'publish', 'closed', 'closed', '', 'thinking-news', '', '', '2018-07-13 17:45:01', '2018-07-13 17:45:01', '', 0, 'http://cbx.cappendev.com/?page_id=538', 0, 'page', '', 0), (539, 1, '2018-07-13 17:45:01', '2018-07-13 17:45:01', '', 'Thinking news', '', 'inherit', 'closed', 'closed', '', '538-revision-v1', '', '', '2018-07-13 17:45:01', '2018-07-13 17:45:01', '', 538, 'http://cbx.cappendev.com/538-revision-v1', 0, 'revision', '', 0), (541, 1, '2018-07-14 12:46:19', '2018-07-14 12:46:19', '
    \r\n
    Lorem ipsum dolor sit amet consectetur adipisicing elit. Impedit cumque quia quibusdam, minima ratione inventore, dolorem sequi voluptates quo voluptas vitae ea recusandae id sint! Reiciendis maxime animi blanditiis similique.
    \r\n
    ', 'StraightTalk #1', '', 'inherit', 'closed', 'closed', '', '62-revision-v1', '', '', '2018-07-14 12:46:19', '2018-07-14 12:46:19', '', 62, 'http://cbx.cappendev.com/62-revision-v1', 0, 'revision', '', 0), (542, 1, '2018-07-14 12:59:13', '2018-07-14 12:59:13', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\r\n\r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.', 'Sit atque odit et voluptas et aut', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'inherit', 'closed', 'closed', '', '90-revision-v1', '', '', '2018-07-14 12:59:13', '2018-07-14 12:59:13', '', 90, 'http://cbx.cappendev.com/90-revision-v1', 0, 'revision', '', 0), (545, 1, '2018-07-14 13:05:25', '2018-07-14 13:05:25', '', '1', '', 'inherit', 'open', 'closed', '', '1', '', '', '2018-07-14 13:05:25', '2018-07-14 13:05:25', '', 90, 'http://cbx.cappendev.com/app/uploads/2018/06/1.jpg', 0, 'attachment', 'image/jpeg', 0), (546, 1, '2018-07-14 13:05:41', '2018-07-14 13:05:41', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\r\n\r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.', 'Sit atque odit et voluptas et aut', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'inherit', 'closed', 'closed', '', '90-revision-v1', '', '', '2018-07-14 13:05:41', '2018-07-14 13:05:41', '', 90, 'http://cbx.cappendev.com/90-revision-v1', 0, 'revision', '', 0), (547, 2, '2018-07-25 17:33:24', '2018-07-25 17:33:24', '', 'HP-Cheerios-1920_1080', '', 'inherit', 'open', 'closed', '', 'hp-cheerios-1920_1080', '', '', '2018-07-25 17:33:24', '2018-07-25 17:33:24', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/07/HP-Cheerios-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (548, 2, '2018-07-25 17:33:32', '2018-07-25 17:33:32', '', 'HP-Jason-1920_1080', '', 'inherit', 'open', 'closed', '', 'hp-jason-1920_1080', '', '', '2018-07-25 17:33:32', '2018-07-25 17:33:32', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/07/HP-Jason-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (549, 2, '2018-07-25 17:33:39', '2018-07-25 17:33:39', '', 'HP-LOL-1920_1080', '', 'inherit', 'open', 'closed', '', 'hp-lol-1920_1080', '', '', '2018-07-25 17:33:39', '2018-07-25 17:33:39', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/07/HP-LOL-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (550, 2, '2018-07-25 17:33:44', '2018-07-25 17:33:44', '', 'HP-Terra-1920_1080', '', 'inherit', 'open', 'closed', '', 'hp-terra-1920_1080', '', '', '2018-07-25 17:33:44', '2018-07-25 17:33:44', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/07/HP-Terra-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (551, 2, '2018-07-25 17:34:59', '2018-07-25 17:34:59', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-07-25 17:34:59', '2018-07-25 17:34:59', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (552, 2, '2018-07-25 17:35:51', '2018-07-25 17:35:51', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-07-25 17:35:51', '2018-07-25 17:35:51', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (553, 1, '2018-07-30 13:53:19', '2018-07-30 13:53:19', '', 'Question', '', 'inherit', 'open', 'closed', '', 'question', '', '', '2018-07-30 13:53:19', '2018-07-30 13:53:19', '', 7, 'http://cbx.cappendev.com/app/uploads/2018/07/Question.png', 0, 'attachment', 'image/png', 0), (554, 1, '2018-07-30 13:53:28', '2018-07-30 13:53:28', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-07-30 13:53:28', '2018-07-30 13:53:28', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (555, 1, '2018-07-30 14:02:34', '2018-07-30 14:02:34', '', 'Hash', '', 'inherit', 'open', 'closed', '', 'hash', '', '', '2018-07-30 14:02:34', '2018-07-30 14:02:34', '', 7, 'http://cbx.cappendev.com/app/uploads/2018/07/Hash.png', 0, 'attachment', 'image/png', 0), (556, 1, '2018-07-30 14:02:45', '2018-07-30 14:02:45', '', 'Excl', '', 'inherit', 'open', 'closed', '', 'excl', '', '', '2018-07-30 14:02:45', '2018-07-30 14:02:45', '', 7, 'http://cbx.cappendev.com/app/uploads/2018/07/Excl.png', 0, 'attachment', 'image/png', 0), (557, 1, '2018-07-30 14:02:56', '2018-07-30 14:02:56', '', 'At', '', 'inherit', 'open', 'closed', '', 'at', '', '', '2018-07-30 14:02:56', '2018-07-30 14:02:56', '', 7, 'http://cbx.cappendev.com/app/uploads/2018/07/At.png', 0, 'attachment', 'image/png', 0), (558, 1, '2018-07-30 14:03:06', '2018-07-30 14:03:06', '', 'Pound', '', 'inherit', 'open', 'closed', '', 'pound', '', '', '2018-07-30 14:03:06', '2018-07-30 14:03:06', '', 7, 'http://cbx.cappendev.com/app/uploads/2018/07/Pound.png', 0, 'attachment', 'image/png', 0), (559, 1, '2018-07-30 14:03:11', '2018-07-30 14:03:11', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-07-30 14:03:11', '2018-07-30 14:03:11', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (560, 1, '2018-07-30 20:03:54', '2018-07-30 20:03:54', '', 'chex', '', 'inherit', 'open', 'closed', '', 'chex', '', '', '2018-07-30 20:03:54', '2018-07-30 20:03:54', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/chex.jpg', 0, 'attachment', 'image/jpeg', 0), (561, 1, '2018-07-30 20:04:21', '2018-07-30 20:04:21', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-07-30 20:04:21', '2018-07-30 20:04:21', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (562, 1, '2018-07-30 20:16:35', '2018-07-30 20:16:35', '', 'first-take', '', 'inherit', 'open', 'closed', '', 'first-take', '', '', '2018-07-30 20:16:35', '2018-07-30 20:16:35', '', 326, 'http://cbx.cappendev.com/app/uploads/2018/06/first-take.jpg', 0, 'attachment', 'image/jpeg', 0), (563, 1, '2018-07-30 20:16:56', '2018-07-30 20:16:56', '', 'Design that’s good
    for your health', '', 'inherit', 'closed', 'closed', '', '326-revision-v1', '', '', '2018-07-30 20:16:56', '2018-07-30 20:16:56', '', 326, 'http://cbx.cappendev.com/326-revision-v1', 0, 'revision', '', 0), (564, 1, '2018-07-30 20:24:06', '2018-07-30 20:24:06', '', 'chex-module-2', '', 'inherit', 'open', 'closed', '', 'chex-module-2', '', '', '2018-07-30 20:24:06', '2018-07-30 20:24:06', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/chex-module-2.jpg', 0, 'attachment', 'image/jpeg', 0), (565, 1, '2018-07-30 20:24:36', '2018-07-30 20:24:36', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-07-30 20:24:36', '2018-07-30 20:24:36', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (566, 1, '2018-07-31 14:51:28', '2018-07-31 14:51:28', '', 'pillsburry', '', 'inherit', 'open', 'closed', '', 'pillsburry', '', '', '2018-07-31 14:51:28', '2018-07-31 14:51:28', '', 41, 'http://cbx.cappendev.com/app/uploads/2018/03/pillsburry.jpg', 0, 'attachment', 'image/jpeg', 0), (567, 1, '2018-07-31 14:51:55', '2018-07-31 14:51:55', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-07-31 14:51:55', '2018-07-31 14:51:55', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (569, 1, '2018-07-31 17:07:56', '2018-07-31 17:07:56', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-07-31 17:07:56', '2018-07-31 17:07:56', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (570, 1, '2018-07-31 17:09:05', '2018-07-31 17:09:05', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-07-31 17:09:05', '2018-07-31 17:09:05', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (571, 1, '2018-07-31 18:32:18', '2018-07-31 18:32:18', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-07-31 18:32:18', '2018-07-31 18:32:18', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (572, 1, '2018-07-31 18:36:44', '2018-07-31 18:36:44', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-07-31 18:36:44', '2018-07-31 18:36:44', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (573, 1, '2018-07-31 18:53:46', '2018-07-31 18:53:46', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-07-31 18:53:46', '2018-07-31 18:53:46', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (574, 1, '2018-07-31 18:54:56', '2018-07-31 18:54:56', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-07-31 18:54:56', '2018-07-31 18:54:56', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (575, 1, '2018-07-31 20:50:14', '2018-07-31 20:50:14', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-07-31 20:50:14', '2018-07-31 20:50:14', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (578, 2, '2018-08-02 19:19:14', '2018-08-02 19:19:14', '', 'DEEP ROOTED
    BEAUTY', '', 'trash', 'open', 'open', '', '__trashed', '', '', '2018-08-02 19:19:14', '2018-08-02 19:19:14', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=578', 0, 'work', '', 0), (579, 2, '2018-08-02 17:49:08', '2018-08-02 17:49:08', '', 'BBM-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbm-1-1920_1080', '', '', '2018-08-02 17:49:08', '2018-08-02 17:49:08', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBM-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (580, 2, '2018-08-02 17:49:15', '2018-08-02 17:49:15', '', 'BBM-2-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbm-2-1920_1080', '', '', '2018-08-02 17:49:15', '2018-08-02 17:49:15', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBM-2-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (581, 2, '2018-08-02 17:49:21', '2018-08-02 17:49:21', '', 'BBM-3-1920_800', '', 'inherit', 'open', 'closed', '', 'bbm-3-1920_800', '', '', '2018-08-02 17:49:21', '2018-08-02 17:49:21', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBM-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (582, 2, '2018-08-02 17:49:26', '2018-08-02 17:49:26', '', 'BBM-4-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbm-4-1920_1080', '', '', '2018-08-02 17:49:26', '2018-08-02 17:49:26', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBM-4-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (583, 2, '2018-08-02 17:50:48', '2018-08-02 17:50:48', '', 'Avalon-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'avalon-1-1920_1080', '', '', '2018-08-02 17:50:48', '2018-08-02 17:50:48', '', 578, 'http://cbx.cappendev.com/app/uploads/2018/08/Avalon-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (584, 2, '2018-08-02 17:52:45', '2018-08-02 17:52:45', '', 'Avalon-2-1920_1625', '', 'inherit', 'open', 'closed', '', 'avalon-2-1920_1625', '', '', '2018-08-02 17:52:45', '2018-08-02 17:52:45', '', 578, 'http://cbx.cappendev.com/app/uploads/2018/08/Avalon-2-1920_1625.jpg', 0, 'attachment', 'image/jpeg', 0), (586, 2, '2018-08-02 17:53:58', '2018-08-02 17:53:58', '', 'Avalon-3-1920_800', '', 'inherit', 'open', 'closed', '', 'avalon-3-1920_800', '', '', '2018-08-02 17:53:58', '2018-08-02 17:53:58', '', 578, 'http://cbx.cappendev.com/app/uploads/2018/08/Avalon-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (588, 2, '2018-08-02 17:54:57', '2018-08-02 17:54:57', '', 'Avalon-4-1920_1080', '', 'inherit', 'open', 'closed', '', 'avalon-4-1920_1080', '', '', '2018-08-02 17:54:57', '2018-08-02 17:54:57', '', 578, 'http://cbx.cappendev.com/app/uploads/2018/08/Avalon-4-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (596, 2, '2018-08-02 18:01:49', '2018-08-02 18:01:49', '', 'DEEP ROOTED
    BEAUTY', '', 'inherit', 'closed', 'closed', '', '578-revision-v1', '', '', '2018-08-02 18:01:49', '2018-08-02 18:01:49', '', 578, 'http://cbx.cappendev.com/578-revision-v1', 0, 'revision', '', 0), (598, 2, '2018-08-02 18:07:24', '2018-08-02 18:07:24', '', 'BBW-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbw-1-1920_1080', '', '', '2018-08-02 18:07:24', '2018-08-02 18:07:24', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBW-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (599, 2, '2018-08-02 18:07:31', '2018-08-02 18:07:31', '', 'BBW-2-1920_1520', '', 'inherit', 'open', 'closed', '', 'bbw-2-1920_1520', '', '', '2018-08-02 18:07:31', '2018-08-02 18:07:31', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBW-2-1920_1520.jpg', 0, 'attachment', 'image/jpeg', 0), (600, 2, '2018-08-02 18:07:37', '2018-08-02 18:07:37', '', 'BBW-3-1920_800', '', 'inherit', 'open', 'closed', '', 'bbw-3-1920_800', '', '', '2018-08-02 18:07:37', '2018-08-02 18:07:37', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBW-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (601, 2, '2018-08-02 18:07:42', '2018-08-02 18:07:42', '', 'BBW-4-C1-1920_800', '', 'inherit', 'open', 'closed', '', 'bbw-4-c1-1920_800', '', '', '2018-08-02 18:07:42', '2018-08-02 18:07:42', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBW-4-C1-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (602, 2, '2018-08-02 18:07:46', '2018-08-02 18:07:46', '', 'BBW-4-C2-1920_800', '', 'inherit', 'open', 'closed', '', 'bbw-4-c2-1920_800', '', '', '2018-08-02 18:07:46', '2018-08-02 18:07:46', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBW-4-C2-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (603, 2, '2018-08-02 18:07:51', '2018-08-02 18:07:51', '', 'BBW-4-C3-1920_800', '', 'inherit', 'open', 'closed', '', 'bbw-4-c3-1920_800', '', '', '2018-08-02 18:07:51', '2018-08-02 18:07:51', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBW-4-C3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (604, 2, '2018-08-02 18:07:55', '2018-08-02 18:07:55', '', 'BBW-5-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbw-5-1920_1080', '', '', '2018-08-02 18:07:55', '2018-08-02 18:07:55', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/BBW-5-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (608, 2, '2018-08-02 18:24:05', '2018-08-02 18:24:05', '', 'DEEP ROOTED
    BEAUTY', '', 'inherit', 'closed', 'closed', '', '578-revision-v1', '', '', '2018-08-02 18:24:05', '2018-08-02 18:24:05', '', 578, 'http://cbx.cappendev.com/578-revision-v1', 0, 'revision', '', 0), (610, 2, '2018-08-02 18:25:29', '2018-08-02 18:25:29', '', 'GreenValley-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'greenvalley-1-1920_1080', '', '', '2018-08-02 18:25:29', '2018-08-02 18:25:29', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/GreenValley-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (611, 2, '2018-08-02 18:25:35', '2018-08-02 18:25:35', '', 'GreenValley-2-1920_1080', '', 'inherit', 'open', 'closed', '', 'greenvalley-2-1920_1080', '', '', '2018-08-02 18:25:35', '2018-08-02 18:25:35', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/GreenValley-2-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (612, 2, '2018-08-02 18:25:41', '2018-08-02 18:25:41', '', 'GreenValley-3-1920_800', '', 'inherit', 'open', 'closed', '', 'greenvalley-3-1920_800', '', '', '2018-08-02 18:25:41', '2018-08-02 18:25:41', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/GreenValley-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (613, 2, '2018-08-02 18:25:47', '2018-08-02 18:25:47', '', 'GreenValley-4-C1-1920_800', '', 'inherit', 'open', 'closed', '', 'greenvalley-4-c1-1920_800', '', '', '2018-08-02 18:25:47', '2018-08-02 18:25:47', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/GreenValley-4-C1-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (614, 2, '2018-08-02 18:25:52', '2018-08-02 18:25:52', '', 'GreenValley-4-C2-1920_800', '', 'inherit', 'open', 'closed', '', 'greenvalley-4-c2-1920_800', '', '', '2018-08-02 18:25:52', '2018-08-02 18:25:52', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/GreenValley-4-C2-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (615, 2, '2018-08-02 18:25:58', '2018-08-02 18:25:58', '', 'GreenValley-4-C3-1920_800', '', 'inherit', 'open', 'closed', '', 'greenvalley-4-c3-1920_800', '', '', '2018-08-02 18:25:58', '2018-08-02 18:25:58', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/08/GreenValley-4-C3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (620, 1, '2018-08-03 14:35:05', '2018-08-03 14:35:05', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-08-03 14:35:05', '2018-08-03 14:35:05', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (622, 1, '2018-08-08 21:28:00', '2018-08-08 21:28:00', '', 'Chex-2-1920_2000', '', 'inherit', 'open', 'closed', '', 'chex-2-1920_2000', '', '', '2018-08-08 21:28:00', '2018-08-08 21:28:00', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/Chex-2-1920_2000.jpg', 0, 'attachment', 'image/jpeg', 0), (623, 1, '2018-08-08 21:28:27', '2018-08-08 21:28:27', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-08-08 21:28:27', '2018-08-08 21:28:27', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (625, 1, '2018-08-08 21:34:13', '2018-08-08 21:34:13', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-08-08 21:34:13', '2018-08-08 21:34:13', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (626, 1, '2018-08-09 12:51:56', '2018-08-09 12:51:56', '', 'chex', '', 'inherit', 'open', 'closed', '', 'chex-2', '', '', '2018-08-09 12:51:56', '2018-08-09 12:51:56', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/chex-1.jpg', 0, 'attachment', 'image/jpeg', 0), (627, 1, '2018-08-09 12:52:09', '2018-08-09 12:52:09', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-08-09 12:52:09', '2018-08-09 12:52:09', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (628, 1, '2018-08-10 14:10:37', '2018-08-10 14:10:37', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-08-10 14:10:37', '2018-08-10 14:10:37', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (629, 1, '2018-08-10 14:12:09', '2018-08-10 14:12:09', '', 'chex_box2', '', 'inherit', 'open', 'closed', '', 'chex_box2', '', '', '2018-08-10 14:12:09', '2018-08-10 14:12:09', '', 60, 'http://cbx.cappendev.com/app/uploads/2018/06/chex_box2.jpg', 0, 'attachment', 'image/jpeg', 0), (630, 1, '2018-08-10 14:12:19', '2018-08-10 14:12:19', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-08-10 14:12:19', '2018-08-10 14:12:19', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (631, 1, '2018-08-15 18:02:57', '2018-08-15 18:02:57', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-08-15 18:02:57', '2018-08-15 18:02:57', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (632, 1, '2018-08-29 20:37:22', '2018-08-29 20:37:22', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-08-29 20:37:22', '2018-08-29 20:37:22', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (633, 1, '2018-08-30 20:49:03', '2018-08-30 20:49:03', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\r\n\r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.', 'Tomorrow will be a sunny day', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'inherit', 'closed', 'closed', '', '90-revision-v1', '', '', '2018-08-30 20:49:03', '2018-08-30 20:49:03', '', 90, 'http://cbx.cappendev.com/90-revision-v1', 0, 'revision', '', 0), (635, 1, '2018-09-03 16:32:23', '2018-09-03 16:32:23', '', 'Contact', '', 'inherit', 'closed', 'closed', '', '13-revision-v1', '', '', '2018-09-03 16:32:23', '2018-09-03 16:32:23', '', 13, 'http://cbx.cappendev.com/13-revision-v1', 0, 'revision', '', 0), (636, 1, '2018-09-03 16:33:15', '2018-09-03 16:33:15', '', 'Contact', '', 'inherit', 'closed', 'closed', '', '13-revision-v1', '', '', '2018-09-03 16:33:15', '2018-09-03 16:33:15', '', 13, 'http://cbx.cappendev.com/13-revision-v1', 0, 'revision', '', 0), (638, 1, '2018-09-04 17:51:50', '2018-09-04 17:51:50', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-04 17:51:50', '2018-09-04 17:51:50', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (639, 1, '2018-09-04 17:58:33', '2018-09-04 17:58:33', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-04 17:58:33', '2018-09-04 17:58:33', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (640, 1, '2018-09-04 17:59:21', '2018-09-04 17:59:21', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-04 17:59:21', '2018-09-04 17:59:21', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (641, 1, '2018-09-04 19:28:25', '2018-09-04 19:28:25', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-04 19:28:25', '2018-09-04 19:28:25', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (642, 1, '2018-09-04 19:32:55', '2018-09-04 19:32:55', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-04 19:32:55', '2018-09-04 19:32:55', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (643, 1, '2018-09-04 19:33:55', '2018-09-04 19:33:55', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-04 19:33:55', '2018-09-04 19:33:55', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (644, 1, '2018-09-04 20:45:27', '2018-09-04 20:45:27', '', 'frombaking', '', 'inherit', 'open', 'closed', '', 'frombaking', '', '', '2018-09-04 20:45:27', '2018-09-04 20:45:27', '', 41, 'http://cbx.cappendev.com/app/uploads/2018/03/frombaking.jpg', 0, 'attachment', 'image/jpeg', 0), (645, 1, '2018-09-04 20:45:44', '2018-09-04 20:45:44', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-09-04 20:45:44', '2018-09-04 20:45:44', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (646, 1, '2018-09-04 20:51:56', '2018-09-04 20:51:56', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-09-04 20:51:56', '2018-09-04 20:51:56', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (647, 1, '2018-09-04 20:57:43', '2018-09-04 20:57:43', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-09-04 20:57:43', '2018-09-04 20:57:43', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (648, 1, '2018-09-05 12:04:15', '2018-09-05 12:04:15', '', 'book_baking', '', 'inherit', 'open', 'closed', '', 'book_baking', '', '', '2018-09-05 12:04:15', '2018-09-05 12:04:15', '', 41, 'http://cbx.cappendev.com/app/uploads/2018/03/book_baking.jpg', 0, 'attachment', 'image/jpeg', 0), (649, 1, '2018-09-05 12:04:29', '2018-09-05 12:04:29', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-09-05 12:04:29', '2018-09-05 12:04:29', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (650, 1, '2018-09-05 12:08:20', '2018-09-05 12:08:20', '', 'terra', '', 'inherit', 'open', 'closed', '', 'terra', '', '', '2018-09-05 12:08:20', '2018-09-05 12:08:20', '', 31, 'http://cbx.cappendev.com/app/uploads/2018/01/terra.jpg', 0, 'attachment', 'image/jpeg', 0), (651, 1, '2018-09-05 12:08:33', '2018-09-05 12:08:33', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-09-05 12:08:33', '2018-09-05 12:08:33', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (654, 1, '2018-09-05 12:16:16', '2018-09-05 12:16:16', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-09-05 12:16:16', '2018-09-05 12:16:16', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (656, 1, '2018-09-05 13:51:26', '2018-09-05 13:51:26', '

     At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Amanda graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Amanda', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-09-05 13:51:26', '2018-09-05 13:51:26', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (657, 1, '2018-09-05 14:02:24', '2018-09-05 14:02:24', '

     At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Amanda graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Amanda', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-09-05 14:02:24', '2018-09-05 14:02:24', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (659, 1, '2018-09-05 14:05:09', '2018-09-05 14:05:09', '

     At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Amanda graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Amanda', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-09-05 14:05:09', '2018-09-05 14:05:09', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (660, 1, '2018-09-05 17:26:17', '2018-09-05 17:26:17', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-09-05 17:26:17', '2018-09-05 17:26:17', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (661, 1, '2018-09-05 17:27:25', '2018-09-05 17:27:25', '', 'oland', '', 'inherit', 'open', 'closed', '', 'oland-2', '', '', '2018-09-05 17:27:25', '2018-09-05 17:27:25', '', 47, 'http://cbx.cappendev.com/app/uploads/2018/04/oland-1.jpg', 0, 'attachment', 'image/jpeg', 0), (662, 1, '2018-09-05 17:27:44', '2018-09-05 17:27:44', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-09-05 17:27:44', '2018-09-05 17:27:44', '', 47, 'http://cbx.cappendev.com/47-revision-v1', 0, 'revision', '', 0), (663, 1, '2018-09-05 17:30:12', '2018-09-05 17:30:12', '

     At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \n

    Amanda graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Amanda', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-autosave-v1', '', '', '2018-09-05 17:30:12', '2018-09-05 17:30:12', '', 529, 'http://cbx.cappendev.com/529-autosave-v1', 0, 'revision', '', 0), (665, 1, '2018-09-05 17:30:40', '2018-09-05 17:30:40', '

     At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Amanda graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Amanda', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-09-05 17:30:40', '2018-09-05 17:30:40', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (666, 1, '2018-09-05 17:30:47', '2018-09-05 17:30:47', 'For over 10 years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\r\n\r\nPrior to joining CBX, Dustin worked as a senior strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\r\n\r\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program, and holds an MBA from Columbia Business School.', 'Kristina', 'As Strategy Group Director at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.', 'inherit', 'closed', 'closed', '', '129-revision-v1', '', '', '2018-09-05 17:30:47', '2018-09-05 17:30:47', '', 129, 'http://cbx.cappendev.com/129-revision-v1', 0, 'revision', '', 0), (667, 1, '2018-09-05 17:32:39', '2018-09-05 17:32:39', '', 'kristina', '', 'inherit', 'open', 'closed', '', 'kristina-2', '', '', '2018-09-05 17:32:39', '2018-09-05 17:32:39', '', 529, 'http://cbx.cappendev.com/app/uploads/2018/07/kristina.png', 0, 'attachment', 'image/png', 0), (668, 1, '2018-09-05 17:32:44', '2018-09-05 17:32:44', '

     At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Amanda graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Amanda', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-09-05 17:32:44', '2018-09-05 17:32:44', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (669, 1, '2018-09-05 17:32:50', '2018-09-05 17:32:50', 'For over 10 years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\r\n\r\nPrior to joining CBX, Dustin worked as a senior strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\r\n\r\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program, and holds an MBA from Columbia Business School.', 'Kristina', 'As Strategy Group Director at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.', 'inherit', 'closed', 'closed', '', '129-revision-v1', '', '', '2018-09-05 17:32:50', '2018-09-05 17:32:50', '', 129, 'http://cbx.cappendev.com/129-revision-v1', 0, 'revision', '', 0), (670, 1, '2018-09-05 17:35:33', '2018-09-05 17:35:33', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Voluptatum', 'Omnis culpa fuga sit tempore consequatur quibusdam enim molestiae veritatis iure tenetur voluptate qui voluptas ratione perferendis ut consequatur quo optio quia aliquid quis ratione aliquam error hic est quibusdam possimus.\r\n\r\nNon quam nesciunt dolorum rerum id harum ullam harum eum alias accusamus expedita aperiam reiciendis illum maiores qui ratione et nihil suscipit harum eum eveniet dolorem sed exercitationem ipsa quisquam autem animi et est assumenda corporis perspiciatis nam quia sit qui voluptatem iure sint quas ut modi magni dolores laudantium suscipit voluptas et adipisci tempore.', 'inherit', 'closed', 'closed', '', '208-revision-v1', '', '', '2018-09-05 17:35:33', '2018-09-05 17:35:33', '', 208, 'http://cbx.cappendev.com/208-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (671, 1, '2018-09-05 17:35:39', '2018-09-05 17:35:39', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Tempora', 'Fugiat quidem error occaecati voluptas enim sunt facere doloremque doloribus qui iure necessitatibus sit eveniet minus aut quasi nostrum tempora odio dicta aut molestias id blanditiis in repudiandae deleniti sed corrupti eum veritatis alias et laborum ea omnis et voluptates dolor eos dolor aliquam atque explicabo necessitatibus provident voluptatem laudantium omnis sint sed et neque iure fugit repellat ducimus in dolorem iure illum alias voluptates rerum quis illo eos enim et porro voluptatem nihil rerum perferendis nobis veniam omnis necessitatibus quia sed odit distinctio dolor porro ut facilis qui assumenda vel et minus minus fuga.', 'inherit', 'closed', 'closed', '', '210-revision-v1', '', '', '2018-09-05 17:35:39', '2018-09-05 17:35:39', '', 210, 'http://cbx.cappendev.com/210-revision-v1', 0, 'revision', '', 0), (672, 1, '2018-09-05 17:35:48', '2018-09-05 17:35:48', '', 'fritz', '', 'inherit', 'open', 'closed', '', 'fritz-2', '', '', '2018-09-05 17:35:48', '2018-09-05 17:35:48', '', 212, 'http://cbx.cappendev.com/app/uploads/2018/06/fritz.png', 0, 'attachment', 'image/png', 0), (673, 1, '2018-09-05 17:35:52', '2018-09-05 17:35:52', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Animi', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\r\n\r\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\r\n\r\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '212-revision-v1', '', '', '2018-09-05 17:35:52', '2018-09-05 17:35:52', '', 212, 'http://cbx.cappendev.com/212-revision-v1', 0, 'revision', '', 0), (674, 1, '2018-09-05 17:36:01', '2018-09-05 17:36:01', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Hic', 'Doloremque velit itaque soluta corrupti asperiores maiores libero et non assumenda nisi id voluptatibus ad ducimus quas quisquam tempora sequi aspernatur consectetur dolor ducimus laboriosam facilis optio ratione reiciendis exercitationem animi vel tenetur porro sit quasi itaque officiis temporibus dolorem quia doloribus quo vero exercitationem ea ipsum ut voluptatem consequatur et quam voluptatem debitis cum eum et sed.\r\n\r\nIncidunt illum et tenetur iusto ipsam deleniti quidem voluptates dolor non eos odit est omnis illo molestiae qui maxime est quos sed totam et dolore et odit dolor ut qui ipsam quia ut tempore consequatur quidem ullam aut neque dolorum distinctio necessitatibus et ut maiores quis quam iusto distinctio aspernatur non quia numquam modi culpa est ipsum et commodi tempore magni amet similique voluptas quis modi vel recusandae reiciendis odio nam id id sit et quia odio dolorum vel in modi consectetur aut est eveniet reprehenderit et nihil blanditiis quas laboriosam possimus dolor facere dolores minima accusantium.\r\n\r\nDicta aut impedit in libero ad repudiandae tempora et sit ut est ut corrupti architecto ea eaque odio quas nam perspiciatis autem aperiam autem neque impedit inventore officia ut vel voluptas explicabo aperiam laborum ut asperiores qui quod dolore in praesentium molestiae at dolorem suscipit molestias quia architecto minima perferendis voluptates odit voluptatem dolores nobis qui quis qui aperiam rerum soluta dolorem aut blanditiis necessitatibus et ullam veritatis et corporis consequatur ut qui aut omnis ab pariatur nisi qui dolor quos mollitia aperiam quam repudiandae est molestiae voluptates sapiente iste.', 'inherit', 'closed', 'closed', '', '204-revision-v1', '', '', '2018-09-05 17:36:01', '2018-09-05 17:36:01', '', 204, 'http://cbx.cappendev.com/204-revision-v1', 0, 'revision', '', 0), (675, 1, '2018-09-05 17:36:09', '2018-09-05 17:36:09', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Sunt', 'Laboriosam eos enim minima facere tempora dolorem impedit suscipit voluptatem velit asperiores eum iure perspiciatis qui et laudantium dignissimos ut inventore inventore qui impedit officiis ut dicta tempore nam consectetur illo architecto ipsam qui ex dolores doloribus deleniti tempora odit magnam ad perferendis neque voluptatem molestiae mollitia explicabo consequatur similique molestiae architecto dolores dolor odit quae et sit quae voluptatem fugiat quasi non earum sunt assumenda quo ut assumenda commodi sed a vero possimus error incidunt qui porro voluptatem rerum cupiditate et facilis consequatur est exercitationem libero et facilis corporis nihil voluptas molestiae voluptatem sint ab dolorem enim ut.', 'inherit', 'closed', 'closed', '', '202-revision-v1', '', '', '2018-09-05 17:36:09', '2018-09-05 17:36:09', '', 202, 'http://cbx.cappendev.com/202-revision-v1', 0, 'revision', '', 0), (676, 1, '2018-09-05 17:36:20', '2018-09-05 17:36:20', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Iste', 'Veniam recusandae error cupiditate et est a aliquid veritatis veniam laudantium atque minus rerum ut autem in hic voluptatibus quis cum et optio.', 'inherit', 'closed', 'closed', '', '200-revision-v1', '', '', '2018-09-05 17:36:20', '2018-09-05 17:36:20', '', 200, 'http://cbx.cappendev.com/200-revision-v1', 0, 'revision', '', 0), (677, 1, '2018-09-05 17:36:30', '2018-09-05 17:36:30', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Qui', 'Facilis vel dolorem repudiandae tempore consequatur voluptates tempora officiis vitae nemo et molestiae cupiditate rerum veniam velit omnis quidem hic ut eos consequatur nesciunt rerum ratione tempore.\r\n\r\nQuae error sed consequatur officiis itaque ex cupiditate ipsa quasi enim ullam expedita commodi aut neque quisquam sed tempore omnis sed ducimus quia voluptate sit debitis similique.\r\n\r\nTempore velit rerum vel ratione deleniti dolores sed qui illum officiis enim possimus quibusdam corrupti nihil voluptatibus blanditiis earum tenetur possimus voluptas est aspernatur quo cumque a commodi rerum repellat ullam autem natus dolor est voluptatem sit illum.\r\n\r\nNeque quia quasi ea possimus ea velit aut sed non qui ut quod voluptatem consequuntur voluptas voluptas ipsum ab ut ut nihil aspernatur fugiat deleniti sint qui expedita voluptate vel consequuntur suscipit est beatae odio commodi repellat quia illum sed.', 'inherit', 'closed', 'closed', '', '198-revision-v1', '', '', '2018-09-05 17:36:30', '2018-09-05 17:36:30', '', 198, 'http://cbx.cappendev.com/198-revision-v1', 0, 'revision', '', 0), (678, 1, '2018-09-05 17:36:38', '2018-09-05 17:36:38', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Suscipit', 'Vero sit omnis quidem voluptatum minima sit adipisci sit maiores sint qui culpa quidem quas et assumenda et omnis recusandae ad earum dicta maiores aut tempore at animi aperiam dolorem architecto voluptatem nemo autem veniam molestiae sed itaque et odio eum unde unde quidem quia.\r\n\r\nVoluptatem ex non consequuntur et ut et consequatur earum eius dolorem dolore consequuntur dolor sunt eveniet quia facilis id neque aliquam consectetur laborum similique quia autem beatae aut quisquam voluptatem laboriosam aspernatur sequi voluptatem doloremque omnis assumenda omnis magni accusamus eos exercitationem beatae aut necessitatibus quis vero vitae doloribus quod et enim.\r\n\r\nOdio et est est sit culpa voluptas alias numquam id deserunt ipsa dolores et enim modi praesentium alias sint dolor quae debitis totam sed provident ex facere non doloremque qui error totam qui exercitationem quo eum ea debitis.\r\n\r\nAsperiores nobis aut similique ea voluptatem natus saepe aut et error voluptatem quam qui dolorem quisquam facilis commodi sed autem aut eos sed quidem architecto consequatur exercitationem consequatur qui sit veritatis non optio neque corporis laboriosam ipsam consectetur eum quia mollitia aut pariatur eligendi nostrum sunt ipsam et labore quam perspiciatis aut in et et impedit iure dolores veritatis omnis provident voluptatem sequi harum amet qui dolorem illo eius fuga repellendus.', 'inherit', 'closed', 'closed', '', '195-revision-v1', '', '', '2018-09-05 17:36:38', '2018-09-05 17:36:38', '', 195, 'http://cbx.cappendev.com/195-revision-v1', 0, 'revision', '', 0), (679, 1, '2018-09-05 17:36:45', '2018-09-05 17:36:45', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Sunt', 'Voluptatum quis eos quo vitae quisquam molestiae dolor quasi quisquam deleniti ut laudantium et est rerum nemo distinctio dicta facilis iure ut iure porro dolor aspernatur saepe in non veritatis libero rerum dolores dicta eos voluptatem laudantium beatae enim esse officiis unde consequatur voluptatem sequi et culpa quaerat eligendi quia sint vel velit aut rem accusantium qui dolorem perspiciatis minima id laudantium et vitae voluptate blanditiis enim id molestiae quia dolores veritatis molestiae beatae perferendis mollitia qui est omnis beatae vel et quis corporis expedita vel quae vero recusandae distinctio necessitatibus.', 'inherit', 'closed', 'closed', '', '191-revision-v1', '', '', '2018-09-05 17:36:45', '2018-09-05 17:36:45', '', 191, 'http://cbx.cappendev.com/191-revision-v1', 0, 'revision', '', 0), (680, 1, '2018-09-05 17:36:51', '2018-09-05 17:36:51', 'Laborum qui qui facere qui deleniti. Repellendus ut dolor dolore autem adipisci. Praesentium quia quaerat eligendi qui dolorem. Non rerum illo temporibus aut nulla nobis in. Et sunt et animi architecto dicta quia. A voluptate quo ut adipisci pariatur ut. Reprehenderit molestiae provident aut deleniti molestiae. Accusantium nulla est cupiditate et aliquam. Cupiditate quis corporis enim ducimus beatae aspernatur incidunt. Eaque facere et autem consequatur soluta quia. Consequuntur repudiandae dolorum dolore. Rerum aut dolorem officia minus. Quia accusantium ratione nisi ea sint reiciendis. Nihil quo aliquid eveniet sunt delectus quisquam. Et impedit corporis ab omnis eum praesentium doloremque ea. Incidunt quidem laudantium dolor quibusdam ex eum doloribus ut.', 'Facilis', 'Natus suscipit omnis voluptas nihil sequi debitis voluptatem quae itaque aspernatur quibusdam omnis magni nihil dolore ut fuga perferendis sit ipsum totam delectus voluptatibus animi minus quos blanditiis ea eum animi et incidunt.\r\n\r\nVoluptatem soluta est aut et maxime repellendus nam sed qui eum et laboriosam magnam ut ut aliquam consequatur ratione molestiae dicta non voluptatem distinctio optio.\r\n\r\nEst animi dolorem dolor repellendus sint aperiam voluptatem in ad vel velit laboriosam quisquam ea iure optio vitae et animi ad et maxime et magnam explicabo quos nesciunt quod aspernatur voluptatem similique eaque nihil voluptatem facilis quia.', 'inherit', 'closed', 'closed', '', '189-revision-v1', '', '', '2018-09-05 17:36:51', '2018-09-05 17:36:51', '', 189, 'http://cbx.cappendev.com/189-revision-v1', 0, 'revision', '', 0), (681, 1, '2018-09-05 17:41:44', '2018-09-05 17:41:44', '', 'peter', '', 'inherit', 'open', 'closed', '', 'peter', '', '', '2018-09-05 17:41:44', '2018-09-05 17:41:44', '', 529, 'http://cbx.cappendev.com/app/uploads/2018/07/peter.jpg', 0, 'attachment', 'image/jpeg', 0), (682, 1, '2018-09-05 17:41:45', '2018-09-05 17:41:45', '', 'peter', '', 'inherit', 'open', 'closed', '', 'peter-2', '', '', '2018-09-05 17:41:45', '2018-09-05 17:41:45', '', 529, 'http://cbx.cappendev.com/app/uploads/2018/07/peter.png', 0, 'attachment', 'image/png', 0), (683, 1, '2018-09-05 17:42:02', '2018-09-05 17:42:02', '

     At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Amanda graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Amanda', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-09-05 17:42:02', '2018-09-05 17:42:02', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (684, 1, '2018-09-05 17:42:36', '2018-09-05 17:42:36', '', 'Fritz', 'As Strategy Group Director at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.', 'inherit', 'closed', 'closed', '', '132-revision-v1', '', '', '2018-09-05 17:42:36', '2018-09-05 17:42:36', '', 132, 'http://cbx.cappendev.com/132-revision-v1', 0, 'revision', '', 0), (685, 1, '2018-09-05 17:43:31', '2018-09-05 17:43:31', '

     At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Peter graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Peter', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-09-05 17:43:31', '2018-09-05 17:43:31', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (686, 1, '2018-09-05 17:43:41', '2018-09-05 17:43:41', '

     At CBX, Peter manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Peter graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Peter', 'As Client Director, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do.', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-09-05 17:43:41', '2018-09-05 17:43:41', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (687, 1, '2018-09-05 19:00:11', '2018-09-05 19:00:11', '', 'jason', '', 'inherit', 'open', 'closed', '', 'jason', '', '', '2018-09-05 19:00:11', '2018-09-05 19:00:11', '', 43, 'http://cbx.cappendev.com/app/uploads/2018/03/jason.jpg', 0, 'attachment', 'image/jpeg', 0), (688, 1, '2018-09-05 19:00:27', '2018-09-05 19:00:27', '', 'Wellness as
    second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-09-05 19:00:27', '2018-09-05 19:00:27', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (689, 1, '2018-09-05 19:01:03', '2018-09-05 19:01:03', '', 'Wellness as
    second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-09-05 19:01:03', '2018-09-05 19:01:03', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (690, 1, '2018-09-05 20:44:36', '2018-09-05 20:44:36', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-09-05 20:44:36', '2018-09-05 20:44:36', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (691, 1, '2018-09-06 11:32:43', '2018-09-06 11:32:43', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-06 11:32:43', '2018-09-06 11:32:43', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (692, 1, '2018-09-06 11:33:00', '2018-09-06 11:33:00', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-09-06 11:33:00', '2018-09-06 11:33:00', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (693, 1, '2018-09-06 15:24:11', '2018-09-06 15:24:11', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-06 15:24:11', '2018-09-06 15:24:11', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (694, 1, '2018-09-06 16:41:09', '2018-09-06 16:41:09', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-09-06 16:41:09', '2018-09-06 16:41:09', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (695, 1, '2018-09-06 19:18:21', '2018-09-06 19:18:21', '', 'Contact', '', 'inherit', 'closed', 'closed', '', '13-revision-v1', '', '', '2018-09-06 19:18:21', '2018-09-06 19:18:21', '', 13, 'http://cbx.cappendev.com/13-revision-v1', 0, 'revision', '', 0), (696, 1, '2018-09-06 19:20:29', '2018-09-06 19:20:29', '', 'Brand design director', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-revision-v1', '', '', '2018-09-06 19:20:29', '2018-09-06 19:20:29', '', 413, 'http://cbx.cappendev.com/413-revision-v1', 0, 'revision', '', 0), (697, 1, '2018-09-06 19:21:39', '2018-09-06 19:21:39', '
      \r\n
    • Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.
      • \r\n
    • 2.
      • \r\n
    \r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.', 'Tomorrow will be a sunny day', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'inherit', 'closed', 'closed', '', '90-revision-v1', '', '', '2018-09-06 19:21:39', '2018-09-06 19:21:39', '', 90, 'http://cbx.cappendev.com/90-revision-v1', 0, 'revision', '', 0), (698, 1, '2018-09-06 19:42:02', '2018-09-06 19:42:02', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\r\n \r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.', 'Tomorrow will be a sunny day', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'inherit', 'closed', 'closed', '', '90-revision-v1', '', '', '2018-09-06 19:42:02', '2018-09-06 19:42:02', '', 90, 'http://cbx.cappendev.com/90-revision-v1', 0, 'revision', '', 0), (699, 1, '2018-09-10 16:53:01', '2018-09-10 16:53:01', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\r\n\r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.\r\n
      \r\n
    • asdasddsa
      • \r\n
    • asdasdasd
      • \r\n
    • asdasd
      • \r\n
    ', 'Tomorrow will be a sunny day', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'inherit', 'closed', 'closed', '', '90-revision-v1', '', '', '2018-09-10 16:53:01', '2018-09-10 16:53:01', '', 90, 'http://cbx.cappendev.com/90-revision-v1', 0, 'revision', '', 0), (700, 1, '2018-09-10 16:55:10', '2018-09-10 16:55:10', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\r\n\r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.', 'Tomorrow will be a sunny day', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'inherit', 'closed', 'closed', '', '90-revision-v1', '', '', '2018-09-10 16:55:10', '2018-09-10 16:55:10', '', 90, 'http://cbx.cappendev.com/90-revision-v1', 0, 'revision', '', 0), (701, 1, '2018-09-10 19:58:51', '2018-09-10 19:58:51', 'Est quo ad aperiam quis. Voluptates eum et quas et accusamus vitae veritatis.\r\n\r\nIn et esse voluptatem laboriosam rerum pariatur. Amet vel in quaerat sequi. Laboriosam hic minus dolorum.\r\n\r\nProvident quaerat iure distinctio temporibus asperiores eum qui sunt. Iusto quidem sunt accusantium molestiae nisi odit. Ipsam consectetur nihil est voluptatem ipsum.\r\n\r\nError neque veniam ipsum incidunt commodi. Sed exercitationem deleniti ad odit in quibusdam.\r\n\r\nOptio dignissimos possimus reprehenderit odit eaque libero non. Omnis unde eum error quis ipsam at nostrum. Qui est ut itaque quia sed. Nobis consequatur consequatur molestiae illum ducimus.\r\n
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    ', 'Ut consequatur deserunt odit soluta aut', 'Soluta aut veniam earum voluptatum voluptas dolores necessitatibus ut laudantium quisquam tempora eaque expedita nesciunt nam doloremque ut sed nihil aut qui officia excepturi adipisci at vel hic omnis atque rerum quod porro eum nobis aspernatur molestiae quis mollitia aperiam animi ut sit a veniam eum ipsa.\r\n\r\nSed omnis neque magni harum earum voluptatibus vero voluptas hic sint aperiam cumque et ea dolores et eius eum iure reiciendis cumque consequuntur quos et rem quos at occaecati officiis velit odit id nesciunt cum eaque quaerat ut temporibus ipsa at laudantium error eum facilis inventore quidem accusamus non vel maiores.', 'inherit', 'closed', 'closed', '', '94-revision-v1', '', '', '2018-09-10 19:58:51', '2018-09-10 19:58:51', '', 94, 'http://cbx.cappendev.com/94-revision-v1', 0, 'revision', '', 0), (702, 1, '2018-09-10 21:29:26', '2018-09-10 21:29:26', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\r\n\r\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\r\n\r\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\r\n\r\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\r\n\r\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.\r\n
      \r\n
    • test 01
      • \r\n
    • test 02
      • \r\n
    ', 'Tomorrow will be a sunny day', 'Praesentium optio distinctio voluptate fuga incidunt voluptatem veniam iusto ullam ipsa rem ut est voluptate exercitationem fuga dolor aliquid consectetur dolor totam nam est aut blanditiis ipsa veritatis inventore eum libero sit enim perspiciatis praesentium non sunt et.', 'inherit', 'closed', 'closed', '', '90-revision-v1', '', '', '2018-09-10 21:29:26', '2018-09-10 21:29:26', '', 90, 'http://cbx.cappendev.com/90-revision-v1', 0, 'revision', '', 0), (704, 1, '2018-09-11 21:36:29', '2018-09-11 21:36:29', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:36:29', '2018-09-11 21:36:29', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (707, 1, '2018-09-11 21:38:01', '2018-09-11 21:38:01', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:38:01', '2018-09-11 21:38:01', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (709, 1, '2018-09-11 21:39:35', '2018-09-11 21:39:35', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:39:35', '2018-09-11 21:39:35', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (711, 1, '2018-09-11 21:41:20', '2018-09-11 21:41:20', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:41:20', '2018-09-11 21:41:20', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (713, 1, '2018-09-11 21:42:31', '2018-09-11 21:42:31', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:42:31', '2018-09-11 21:42:31', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (715, 1, '2018-09-11 21:43:53', '2018-09-11 21:43:53', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:43:53', '2018-09-11 21:43:53', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (717, 1, '2018-09-11 21:45:12', '2018-09-11 21:45:12', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:45:12', '2018-09-11 21:45:12', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (719, 1, '2018-09-11 21:46:57', '2018-09-11 21:46:57', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:46:57', '2018-09-11 21:46:57', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (721, 1, '2018-09-11 21:48:03', '2018-09-11 21:48:03', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:48:03', '2018-09-11 21:48:03', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (723, 1, '2018-09-11 21:49:37', '2018-09-11 21:49:37', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:49:37', '2018-09-11 21:49:37', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (725, 1, '2018-09-11 21:50:49', '2018-09-11 21:50:49', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:50:49', '2018-09-11 21:50:49', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (727, 1, '2018-09-11 21:57:04', '2018-09-11 21:57:04', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:57:04', '2018-09-11 21:57:04', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (729, 1, '2018-09-11 21:58:42', '2018-09-11 21:58:42', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:58:42', '2018-09-11 21:58:42', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (731, 1, '2018-09-11 21:59:47', '2018-09-11 21:59:47', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 21:59:47', '2018-09-11 21:59:47', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (733, 1, '2018-09-11 22:01:48', '2018-09-11 22:01:48', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:01:48', '2018-09-11 22:01:48', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (735, 1, '2018-09-11 22:02:55', '2018-09-11 22:02:55', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:02:55', '2018-09-11 22:02:55', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (737, 1, '2018-09-11 22:04:21', '2018-09-11 22:04:21', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:04:21', '2018-09-11 22:04:21', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (739, 1, '2018-09-11 22:05:35', '2018-09-11 22:05:35', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:05:35', '2018-09-11 22:05:35', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (741, 1, '2018-09-11 22:06:46', '2018-09-11 22:06:46', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:06:46', '2018-09-11 22:06:46', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (743, 1, '2018-09-11 22:07:58', '2018-09-11 22:07:58', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:07:58', '2018-09-11 22:07:58', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (745, 1, '2018-09-11 22:08:56', '2018-09-11 22:08:56', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:08:56', '2018-09-11 22:08:56', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (747, 1, '2018-09-11 22:10:09', '2018-09-11 22:10:09', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:10:09', '2018-09-11 22:10:09', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (749, 1, '2018-09-11 22:11:29', '2018-09-11 22:11:29', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:11:29', '2018-09-11 22:11:29', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (751, 1, '2018-09-11 22:14:52', '2018-09-11 22:14:52', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:14:52', '2018-09-11 22:14:52', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (753, 1, '2018-09-11 22:16:39', '2018-09-11 22:16:39', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-11 22:16:39', '2018-09-11 22:16:39', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (754, 1, '2018-09-11 22:50:51', '2018-09-11 22:50:51', 'Quaerat est repudiandae voluptatem mollitia ad minima. Iusto consequatur ratione earum reprehenderit atque dolore.\r\n\r\nDolores consequatur ad at libero eaque explicabo. Sit dolores beatae ipsa ea perspiciatis. Perspiciatis et unde eius adipisci. Ut id ex cumque et voluptatem.\r\n\r\nSint atque veniam tenetur voluptatem aut perferendis error. Ut natus aliquam perferendis consectetur nobis autem rerum. A temporibus fugiat architecto rerum voluptatem et. Non qui rerum quia voluptatem sit quidem eveniet.\r\n\r\nDicta itaque quia placeat. Ea impedit esse similique similique animi. Accusantium beatae voluptatibus deserunt eum ad. Et natus nulla voluptate officia.\r\n\r\nUt distinctio autem tempore et ducimus omnis. Et velit voluptatum quia facilis rerum voluptates. Molestiae nam quam sint dolor accusamus.\r\n\r\nNostrum explicabo itaque provident et voluptatum aut molestiae. Repellat aut earum voluptatem cupiditate voluptatibus doloribus qui. Sed eum suscipit aut adipisci voluptates et omnis. Nesciunt commodi beatae enim tempore rerum necessitatibus eveniet. Molestiae ea ea quisquam.\r\n\r\nVoluptatem vitae fuga sunt soluta accusamus. Ipsam nobis ut deleniti repudiandae rerum quam. Ex reprehenderit expedita consequatur aut dolores rerum corrupti. Id earum harum sequi aut omnis eum dolorem. Molestiae ea sunt asperiores commodi rem est eveniet.', 'Accusantium iusto vel et autem quaerat', '', 'trash', 'open', 'open', '', 'accusantium-iusto-vel-et-autem-quaerat-2__trashed', '', '', '2018-09-11 22:59:49', '2018-09-11 22:59:49', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=754', 0, 'thinking', '', 0), (755, 1, '2018-09-11 22:51:07', '2018-09-11 22:51:07', 'Quaerat est repudiandae voluptatem mollitia ad minima. Iusto consequatur ratione earum reprehenderit atque dolore.\r\n\r\nDolores consequatur ad at libero eaque explicabo. Sit dolores beatae ipsa ea perspiciatis. Perspiciatis et unde eius adipisci. Ut id ex cumque et voluptatem.\r\n\r\nSint atque veniam tenetur voluptatem aut perferendis error. Ut natus aliquam perferendis consectetur nobis autem rerum. A temporibus fugiat architecto rerum voluptatem et. Non qui rerum quia voluptatem sit quidem eveniet.\r\n\r\nDicta itaque quia placeat. Ea impedit esse similique similique animi. Accusantium beatae voluptatibus deserunt eum ad. Et natus nulla voluptate officia.\r\n\r\nUt distinctio autem tempore et ducimus omnis. Et velit voluptatum quia facilis rerum voluptates. Molestiae nam quam sint dolor accusamus.\r\n\r\nNostrum explicabo itaque provident et voluptatum aut molestiae. Repellat aut earum voluptatem cupiditate voluptatibus doloribus qui. Sed eum suscipit aut adipisci voluptates et omnis. Nesciunt commodi beatae enim tempore rerum necessitatibus eveniet. Molestiae ea ea quisquam.\r\n\r\nVoluptatem vitae fuga sunt soluta accusamus. Ipsam nobis ut deleniti repudiandae rerum quam. Ex reprehenderit expedita consequatur aut dolores rerum corrupti. Id earum harum sequi aut omnis eum dolorem. Molestiae ea sunt asperiores commodi rem est eveniet.', 'Accusantium iusto vel et autem quaerat', '', 'trash', 'open', 'open', '', 'accusantium-iusto-vel-et-autem-quaerat-3__trashed', '', '', '2018-09-25 20:40:29', '2018-09-25 20:40:29', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=755', 0, 'thinking', '', 0), (756, 1, '2018-09-11 22:50:51', '2018-09-11 22:50:51', 'Quaerat est repudiandae voluptatem mollitia ad minima. Iusto consequatur ratione earum reprehenderit atque dolore.\r\n\r\nDolores consequatur ad at libero eaque explicabo. Sit dolores beatae ipsa ea perspiciatis. Perspiciatis et unde eius adipisci. Ut id ex cumque et voluptatem.\r\n\r\nSint atque veniam tenetur voluptatem aut perferendis error. Ut natus aliquam perferendis consectetur nobis autem rerum. A temporibus fugiat architecto rerum voluptatem et. Non qui rerum quia voluptatem sit quidem eveniet.\r\n\r\nDicta itaque quia placeat. Ea impedit esse similique similique animi. Accusantium beatae voluptatibus deserunt eum ad. Et natus nulla voluptate officia.\r\n\r\nUt distinctio autem tempore et ducimus omnis. Et velit voluptatum quia facilis rerum voluptates. Molestiae nam quam sint dolor accusamus.\r\n\r\nNostrum explicabo itaque provident et voluptatum aut molestiae. Repellat aut earum voluptatem cupiditate voluptatibus doloribus qui. Sed eum suscipit aut adipisci voluptates et omnis. Nesciunt commodi beatae enim tempore rerum necessitatibus eveniet. Molestiae ea ea quisquam.\r\n\r\nVoluptatem vitae fuga sunt soluta accusamus. Ipsam nobis ut deleniti repudiandae rerum quam. Ex reprehenderit expedita consequatur aut dolores rerum corrupti. Id earum harum sequi aut omnis eum dolorem. Molestiae ea sunt asperiores commodi rem est eveniet.', 'Accusantium iusto vel et autem quaerat', '', 'inherit', 'closed', 'closed', '', '754-revision-v1', '', '', '2018-09-11 22:50:51', '2018-09-11 22:50:51', '', 754, 'http://cbx.cappendev.com/754-revision-v1', 0, 'revision', '', 0), (757, 1, '2018-09-11 22:50:56', '2018-09-11 22:50:56', 'Quaerat est repudiandae voluptatem mollitia ad minima. Iusto consequatur ratione earum reprehenderit atque dolore.\n\nDolores consequatur ad at libero eaque explicabo. Sit dolores beatae ipsa ea perspiciatis. Perspiciatis et unde eius adipisci. Ut id ex cumque et voluptatem.\n\nSint atque veniam tenetur voluptatem aut perferendis error. Ut natus aliquam perferendis consectetur nobis autem rerum. A temporibus fugiat architecto rerum voluptatem et. Non qui rerum quia voluptatem sit quidem eveniet.\n\nDicta itaque quia placeat. Ea impedit esse similique similique animi. Accusantium beatae voluptatibus deserunt eum ad. Et natus nulla voluptate officia.\n\nUt distinctio autem tempore et ducimus omnis. Et velit voluptatum quia facilis rerum voluptates. Molestiae nam quam sint dolor accusamus.\n\nNostrum explicabo itaque provident et voluptatum aut molestiae. Repellat aut earum voluptatem cupiditate voluptatibus doloribus qui. Sed eum suscipit aut adipisci voluptates et omnis. Nesciunt commodi beatae enim tempore rerum necessitatibus eveniet. Molestiae ea ea quisquam.\n\nVoluptatem vitae fuga sunt soluta accusamus. Ipsam nobis ut deleniti repudiandae rerum quam. Ex reprehenderit expedita consequatur aut dolores rerum corrupti. Id earum harum sequi aut omnis eum dolorem. Molestiae ea sunt asperiores commodi rem est eveniet.', 'Accusantium iusto vel et autem quaerat', '', 'inherit', 'closed', 'closed', '', '754-autosave-v1', '', '', '2018-09-11 22:50:56', '2018-09-11 22:50:56', '', 754, 'http://cbx.cappendev.com/754-autosave-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (758, 1, '2018-09-11 22:51:07', '2018-09-11 22:51:07', 'Quaerat est repudiandae voluptatem mollitia ad minima. Iusto consequatur ratione earum reprehenderit atque dolore.\r\n\r\nDolores consequatur ad at libero eaque explicabo. Sit dolores beatae ipsa ea perspiciatis. Perspiciatis et unde eius adipisci. Ut id ex cumque et voluptatem.\r\n\r\nSint atque veniam tenetur voluptatem aut perferendis error. Ut natus aliquam perferendis consectetur nobis autem rerum. A temporibus fugiat architecto rerum voluptatem et. Non qui rerum quia voluptatem sit quidem eveniet.\r\n\r\nDicta itaque quia placeat. Ea impedit esse similique similique animi. Accusantium beatae voluptatibus deserunt eum ad. Et natus nulla voluptate officia.\r\n\r\nUt distinctio autem tempore et ducimus omnis. Et velit voluptatum quia facilis rerum voluptates. Molestiae nam quam sint dolor accusamus.\r\n\r\nNostrum explicabo itaque provident et voluptatum aut molestiae. Repellat aut earum voluptatem cupiditate voluptatibus doloribus qui. Sed eum suscipit aut adipisci voluptates et omnis. Nesciunt commodi beatae enim tempore rerum necessitatibus eveniet. Molestiae ea ea quisquam.\r\n\r\nVoluptatem vitae fuga sunt soluta accusamus. Ipsam nobis ut deleniti repudiandae rerum quam. Ex reprehenderit expedita consequatur aut dolores rerum corrupti. Id earum harum sequi aut omnis eum dolorem. Molestiae ea sunt asperiores commodi rem est eveniet.', 'Accusantium iusto vel et autem quaerat', '', 'inherit', 'closed', 'closed', '', '755-revision-v1', '', '', '2018-09-11 22:51:07', '2018-09-11 22:51:07', '', 755, 'http://cbx.cappendev.com/755-revision-v1', 0, 'revision', '', 0), (766, 1, '2018-09-12 17:43:32', '2018-09-12 17:43:32', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-09-12 17:43:32', '2018-09-12 17:43:32', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (767, 1, '2018-09-12 17:47:06', '2018-09-12 17:47:06', '', 'Brand design director', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-revision-v1', '', '', '2018-09-12 17:47:06', '2018-09-12 17:47:06', '', 413, 'http://cbx.cappendev.com/413-revision-v1', 0, 'revision', '', 0), (768, 1, '2018-09-12 20:11:39', '2018-09-12 20:11:39', 'Est quo ad aperiam quis. Voluptates eum et quas et accusamus vitae veritatis.\r\n\r\nIn et esse voluptatem laboriosam rerum pariatur. Amet vel in quaerat sequi. Laboriosam hic minus dolorum.\r\n\r\nProvident quaerat iure distinctio temporibus asperiores eum qui sunt. Iusto quidem sunt accusantium molestiae nisi odit. Ipsam consectetur nihil est voluptatem ipsum.\r\n\r\nError neque veniam ipsum incidunt commodi. Sed exercitationem deleniti ad odit in quibusdam.\r\n\r\nOptio dignissimos possimus reprehenderit odit eaque libero non. Omnis unde eum error quis ipsam at nostrum. Qui est ut itaque quia sed. Nobis consequatur consequatur molestiae illum ducimus.\r\n
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    ', 'Test more', 'Soluta aut veniam earum voluptatum voluptas dolores necessitatibus ut laudantium quisquam tempora eaque expedita nesciunt nam doloremque ut sed nihil aut qui officia excepturi adipisci at vel hic omnis atque rerum quod porro eum nobis aspernatur molestiae quis mollitia aperiam animi ut sit a veniam eum ipsa.\r\n\r\nSed omnis neque magni harum earum voluptatibus vero voluptas hic sint aperiam cumque et ea dolores et eius eum iure reiciendis cumque consequuntur quos et rem quos at occaecati officiis velit odit id nesciunt cum eaque quaerat ut temporibus ipsa at laudantium error eum facilis inventore quidem accusamus non vel maiores.', 'trash', 'open', 'open', '', 'teste-more__trashed', '', '', '2018-09-25 20:40:23', '2018-09-25 20:40:23', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=768', 0, 'thinking', '', 0), (769, 1, '2018-09-12 20:11:39', '2018-09-12 20:11:39', 'Est quo ad aperiam quis. Voluptates eum et quas et accusamus vitae veritatis.\r\n\r\nIn et esse voluptatem laboriosam rerum pariatur. Amet vel in quaerat sequi. Laboriosam hic minus dolorum.\r\n\r\nProvident quaerat iure distinctio temporibus asperiores eum qui sunt. Iusto quidem sunt accusantium molestiae nisi odit. Ipsam consectetur nihil est voluptatem ipsum.\r\n\r\nError neque veniam ipsum incidunt commodi. Sed exercitationem deleniti ad odit in quibusdam.\r\n\r\nOptio dignissimos possimus reprehenderit odit eaque libero non. Omnis unde eum error quis ipsam at nostrum. Qui est ut itaque quia sed. Nobis consequatur consequatur molestiae illum ducimus.\r\n
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    ', 'Teste more', 'Soluta aut veniam earum voluptatum voluptas dolores necessitatibus ut laudantium quisquam tempora eaque expedita nesciunt nam doloremque ut sed nihil aut qui officia excepturi adipisci at vel hic omnis atque rerum quod porro eum nobis aspernatur molestiae quis mollitia aperiam animi ut sit a veniam eum ipsa.\r\n\r\nSed omnis neque magni harum earum voluptatibus vero voluptas hic sint aperiam cumque et ea dolores et eius eum iure reiciendis cumque consequuntur quos et rem quos at occaecati officiis velit odit id nesciunt cum eaque quaerat ut temporibus ipsa at laudantium error eum facilis inventore quidem accusamus non vel maiores.', 'inherit', 'closed', 'closed', '', '768-revision-v1', '', '', '2018-09-12 20:11:39', '2018-09-12 20:11:39', '', 768, 'http://cbx.cappendev.com/768-revision-v1', 0, 'revision', '', 0), (770, 1, '2018-09-12 20:11:50', '2018-09-12 20:11:50', 'Est quo ad aperiam quis. Voluptates eum et quas et accusamus vitae veritatis.\r\n\r\nIn et esse voluptatem laboriosam rerum pariatur. Amet vel in quaerat sequi. Laboriosam hic minus dolorum.\r\n\r\nProvident quaerat iure distinctio temporibus asperiores eum qui sunt. Iusto quidem sunt accusantium molestiae nisi odit. Ipsam consectetur nihil est voluptatem ipsum.\r\n\r\nError neque veniam ipsum incidunt commodi. Sed exercitationem deleniti ad odit in quibusdam.\r\n\r\nOptio dignissimos possimus reprehenderit odit eaque libero non. Omnis unde eum error quis ipsam at nostrum. Qui est ut itaque quia sed. Nobis consequatur consequatur molestiae illum ducimus.\r\n
      \r\n
    • Support the Client Services department and executive teams with project needs
      • \r\n
    • Organize project information, including researching background information and insights
      • \r\n
    • Meeting organization, management and documentation
      • \r\n
    • Category research and audit presentations
      • \r\n
    ', 'Test more', 'Soluta aut veniam earum voluptatum voluptas dolores necessitatibus ut laudantium quisquam tempora eaque expedita nesciunt nam doloremque ut sed nihil aut qui officia excepturi adipisci at vel hic omnis atque rerum quod porro eum nobis aspernatur molestiae quis mollitia aperiam animi ut sit a veniam eum ipsa.\r\n\r\nSed omnis neque magni harum earum voluptatibus vero voluptas hic sint aperiam cumque et ea dolores et eius eum iure reiciendis cumque consequuntur quos et rem quos at occaecati officiis velit odit id nesciunt cum eaque quaerat ut temporibus ipsa at laudantium error eum facilis inventore quidem accusamus non vel maiores.', 'inherit', 'closed', 'closed', '', '768-revision-v1', '', '', '2018-09-12 20:11:50', '2018-09-12 20:11:50', '', 768, 'http://cbx.cappendev.com/768-revision-v1', 0, 'revision', '', 0), (771, 1, '2018-09-13 21:42:23', '2018-09-13 21:42:23', '', 'Better With
    Butter', '', 'trash', 'open', 'open', '', 'better-with-butter-3__trashed', '', '', '2018-09-18 17:15:54', '2018-09-18 17:15:54', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=771', 0, 'work', '', 0), (772, 1, '2018-09-13 21:42:21', '2018-09-13 21:42:21', '', 'Better With
    Butter', '', 'trash', 'open', 'open', '', 'better-with-butter-2__trashed', '', '', '2018-09-18 17:15:55', '2018-09-18 17:15:55', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=772', 0, 'work', '', 0), (773, 1, '2018-09-13 21:42:25', '2018-09-13 21:42:25', '', 'Design that’s good
    for your health', '', 'trash', 'open', 'open', '', 'design-thats-good-for-your-health-2__trashed', '', '', '2018-09-18 17:15:55', '2018-09-18 17:15:55', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=773', 0, 'work', '', 0), (774, 1, '2018-09-13 21:42:21', '2018-09-13 21:42:21', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '772-revision-v1', '', '', '2018-09-13 21:42:21', '2018-09-13 21:42:21', '', 772, 'http://cbx.cappendev.com/772-revision-v1', 0, 'revision', '', 0), (775, 1, '2018-09-13 21:42:23', '2018-09-13 21:42:23', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '771-revision-v1', '', '', '2018-09-13 21:42:23', '2018-09-13 21:42:23', '', 771, 'http://cbx.cappendev.com/771-revision-v1', 0, 'revision', '', 0), (776, 1, '2018-09-13 21:42:25', '2018-09-13 21:42:25', '', 'Design that’s good
    for your health', '', 'inherit', 'closed', 'closed', '', '773-revision-v1', '', '', '2018-09-13 21:42:25', '2018-09-13 21:42:25', '', 773, 'http://cbx.cappendev.com/773-revision-v1', 0, 'revision', '', 0), (779, 1, '2018-09-14 19:17:32', '2018-09-14 19:17:32', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-autosave-v1', '', '', '2018-09-14 19:17:32', '2018-09-14 19:17:32', '', 60, 'http://cbx.cappendev.com/60-autosave-v1', 0, 'revision', '', 0), (780, 1, '2018-09-14 19:33:45', '2018-09-14 19:33:45', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-14 19:33:45', '2018-09-14 19:33:45', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (781, 1, '2018-09-14 19:34:20', '2018-09-14 19:34:20', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-14 19:34:20', '2018-09-14 19:34:20', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (782, 1, '2018-09-17 15:47:26', '0000-00-00 00:00:00', 'Quaerat est repudiandae voluptatem mollitia ad minima. Iusto consequatur ratione earum reprehenderit atque dolore.\r\n\r\nDolores consequatur ad at libero eaque explicabo. Sit dolores beatae ipsa ea perspiciatis. Perspiciatis et unde eius adipisci. Ut id ex cumque et voluptatem.\r\n\r\nSint atque veniam tenetur voluptatem aut perferendis error. Ut natus aliquam perferendis consectetur nobis autem rerum. A temporibus fugiat architecto rerum voluptatem et. Non qui rerum quia voluptatem sit quidem eveniet.\r\n\r\nDicta itaque quia placeat. Ea impedit esse similique similique animi. Accusantium beatae voluptatibus deserunt eum ad. Et natus nulla voluptate officia.\r\n\r\nUt distinctio autem tempore et ducimus omnis. Et velit voluptatum quia facilis rerum voluptates. Molestiae nam quam sint dolor accusamus.\r\n\r\nNostrum explicabo itaque provident et voluptatum aut molestiae. Repellat aut earum voluptatem cupiditate voluptatibus doloribus qui. Sed eum suscipit aut adipisci voluptates et omnis. Nesciunt commodi beatae enim tempore rerum necessitatibus eveniet. Molestiae ea ea quisquam.\r\n\r\nVoluptatem vitae fuga sunt soluta accusamus. Ipsam nobis ut deleniti repudiandae rerum quam. Ex reprehenderit expedita consequatur aut dolores rerum corrupti. Id earum harum sequi aut omnis eum dolorem. Molestiae ea sunt asperiores commodi rem est eveniet.', 'Accusantium iusto vel et autem quaerat', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-17 15:47:26', '2018-09-17 15:47:26', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=782', 0, 'thinking', '', 0), (783, 2, '2018-09-14 21:33:54', '2018-09-14 21:33:54', 'Quaerat est repudiandae voluptatem mollitia ad minima. Iusto consequatur ratione earum reprehenderit atque dolore.\r\n\r\nDolores consequatur ad at libero eaque explicabo. Sit dolores beatae ipsa ea perspiciatis. Perspiciatis et unde eius adipisci. Ut id ex cumque et voluptatem.\r\n\r\nSint atque veniam tenetur voluptatem aut perferendis error. Ut natus aliquam perferendis consectetur nobis autem rerum. A temporibus fugiat architecto rerum voluptatem et. Non qui rerum quia voluptatem sit quidem eveniet.\r\n\r\nDicta itaque quia placeat. Ea impedit esse similique similique animi. Accusantium beatae voluptatibus deserunt eum ad. Et natus nulla voluptate officia.\r\n\r\nUt distinctio autem tempore et ducimus omnis. Et velit voluptatum quia facilis rerum voluptates. Molestiae nam quam sint dolor accusamus.\r\n\r\nNostrum explicabo itaque provident et voluptatum aut molestiae. Repellat aut earum voluptatem cupiditate voluptatibus doloribus qui. Sed eum suscipit aut adipisci voluptates et omnis. Nesciunt commodi beatae enim tempore rerum necessitatibus eveniet. Molestiae ea ea quisquam.\r\n\r\nVoluptatem vitae fuga sunt soluta accusamus. Ipsam nobis ut deleniti repudiandae rerum quam. Ex reprehenderit expedita consequatur aut dolores rerum corrupti. Id earum harum sequi aut omnis eum dolorem. Molestiae ea sunt asperiores commodi rem est eveniet.', 'Accusantium iusto vel et autem quaerat', '', 'inherit', 'closed', 'closed', '', '782-revision-v1', '', '', '2018-09-14 21:33:54', '2018-09-14 21:33:54', '', 782, 'http://cbx.cappendev.com/782-revision-v1', 0, 'revision', '', 0), (785, 1, '2018-09-17 12:41:36', '2018-09-17 12:41:36', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-17 12:41:36', '2018-09-17 12:41:36', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (786, 1, '2018-09-17 13:10:27', '2018-09-17 13:10:27', '', 'blogPost_hero1920x1080', '', 'inherit', 'open', 'closed', '', 'blogpost_hero1920x1080', '', '', '2018-09-17 13:10:27', '2018-09-17 13:10:27', '', 446, 'http://cbx.cappendev.com/app/uploads/2018/06/blogPost_hero1920x1080.jpg', 0, 'attachment', 'image/jpeg', 0), (787, 1, '2018-09-17 13:10:43', '2018-09-17 13:10:43', '', 'VP, Client Services', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '446-revision-v1', '', '', '2018-09-17 13:10:43', '2018-09-17 13:10:43', '', 446, 'http://cbx.cappendev.com/446-revision-v1', 0, 'revision', '', 0), (791, 2, '2018-09-17 14:27:44', '2018-09-17 14:27:44', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '771-revision-v1', '', '', '2018-09-17 14:27:44', '2018-09-17 14:27:44', '', 771, 'http://cbx.cappendev.com/771-revision-v1', 0, 'revision', '', 0), (792, 2, '2018-09-17 14:28:27', '2018-09-17 14:28:27', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '771-autosave-v1', '', '', '2018-09-17 14:28:27', '2018-09-17 14:28:27', '', 771, 'http://cbx.cappendev.com/771-autosave-v1', 0, 'revision', '', 0), (793, 2, '2018-09-17 14:34:15', '2018-09-17 14:34:15', '', 'Wellness as
    second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-09-17 14:34:15', '2018-09-17 14:34:15', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (795, 2, '2018-09-17 15:47:26', '2018-09-17 15:47:26', 'Quaerat est repudiandae voluptatem mollitia ad minima. Iusto consequatur ratione earum reprehenderit atque dolore.\r\n\r\nDolores consequatur ad at libero eaque explicabo. Sit dolores beatae ipsa ea perspiciatis. Perspiciatis et unde eius adipisci. Ut id ex cumque et voluptatem.\r\n\r\nSint atque veniam tenetur voluptatem aut perferendis error. Ut natus aliquam perferendis consectetur nobis autem rerum. A temporibus fugiat architecto rerum voluptatem et. Non qui rerum quia voluptatem sit quidem eveniet.\r\n\r\nDicta itaque quia placeat. Ea impedit esse similique similique animi. Accusantium beatae voluptatibus deserunt eum ad. Et natus nulla voluptate officia.\r\n\r\nUt distinctio autem tempore et ducimus omnis. Et velit voluptatum quia facilis rerum voluptates. Molestiae nam quam sint dolor accusamus.\r\n\r\nNostrum explicabo itaque provident et voluptatum aut molestiae. Repellat aut earum voluptatem cupiditate voluptatibus doloribus qui. Sed eum suscipit aut adipisci voluptates et omnis. Nesciunt commodi beatae enim tempore rerum necessitatibus eveniet. Molestiae ea ea quisquam.\r\n\r\nVoluptatem vitae fuga sunt soluta accusamus. Ipsam nobis ut deleniti repudiandae rerum quam. Ex reprehenderit expedita consequatur aut dolores rerum corrupti. Id earum harum sequi aut omnis eum dolorem. Molestiae ea sunt asperiores commodi rem est eveniet.', 'Accusantium iusto vel et autem quaerat', '', 'inherit', 'closed', 'closed', '', '782-revision-v1', '', '', '2018-09-17 15:47:26', '2018-09-17 15:47:26', '', 782, 'http://cbx.cappendev.com/782-revision-v1', 0, 'revision', '', 0), (797, 1, '2018-09-17 16:33:44', '2018-09-17 16:33:44', '', 'Brand design director', 'Et provident ut excepturi voluptatem impedit rerum nemo vitae commodi voluptatem nihil voluptatem qui est consequatur vel qui nostrum amet molestiae eos et saepe aliquid ut sed voluptatibus quod molestias blanditiis ea culpa ducimus nesciunt fugit veniam libero enim ut omnis ipsum consequuntur reprehenderit illo et qui est et sint nulla ut neque voluptatibus quibusdam quia voluptatem et officia eos quo nam sed et dignissimos autem vero qui omnis deleniti qui perspiciatis voluptas fugiat numquam quae ex molestiae sit eius temporibus magnam neque qui delectus suscipit nostrum quae nihil pariatur velit suscipit aut itaque voluptatem blanditiis.', 'inherit', 'closed', 'closed', '', '413-revision-v1', '', '', '2018-09-17 16:33:44', '2018-09-17 16:33:44', '', 413, 'http://cbx.cappendev.com/413-revision-v1', 0, 'revision', '', 0), (798, 2, '2018-09-17 17:43:47', '2018-09-17 17:43:47', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-09-17 17:43:47', '2018-09-17 17:43:47', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (799, 2, '2018-09-17 17:46:32', '2018-09-17 17:46:32', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-09-17 17:46:32', '2018-09-17 17:46:32', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (800, 2, '2018-09-18 15:33:32', '2018-09-18 15:33:32', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-09-18 15:33:32', '2018-09-18 15:33:32', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (801, 2, '2018-09-18 16:13:01', '2018-09-18 16:13:01', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-09-18 16:13:01', '2018-09-18 16:13:01', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (803, 1, '2018-09-18 16:29:17', '2018-09-18 16:29:17', '', 'Chex-2-1080_1100', '', 'inherit', 'open', 'closed', '', 'chex-2-1080_1100', '', '', '2018-09-18 16:29:17', '2018-09-18 16:29:17', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/09/Chex-2-1080_1100.jpg', 0, 'attachment', 'image/jpeg', 0), (808, 2, '2018-09-18 16:55:37', '2018-09-18 16:55:37', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-09-18 16:55:37', '2018-09-18 16:55:37', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (809, 2, '2018-09-18 16:57:38', '2018-09-18 16:57:38', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-09-18 16:57:38', '2018-09-18 16:57:38', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (810, 2, '2018-09-18 17:01:07', '2018-09-18 17:01:07', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-18 17:01:07', '2018-09-18 17:01:07', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (812, 1, '2018-09-18 17:02:34', '2018-09-18 17:02:34', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-09-18 17:02:34', '2018-09-18 17:02:34', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (813, 2, '2018-09-18 17:07:26', '2018-09-18 17:07:26', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-09-18 17:07:26', '2018-09-18 17:07:26', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (815, 2, '2018-09-18 17:16:16', '2018-09-18 17:16:16', '', 'Design that’s good
    for your health', '', 'inherit', 'closed', 'closed', '', '326-revision-v1', '', '', '2018-09-18 17:16:16', '2018-09-18 17:16:16', '', 326, 'http://cbx.cappendev.com/326-revision-v1', 0, 'revision', '', 0), (816, 1, '2018-09-18 17:22:06', '2018-09-18 17:22:06', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-autosave-v1', '', '', '2018-09-18 17:22:06', '2018-09-18 17:22:06', '', 45, 'http://cbx.cappendev.com/45-autosave-v1', 0, 'revision', '', 0), (817, 2, '2018-09-18 17:24:02', '2018-09-18 17:24:02', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-09-18 17:24:02', '2018-09-18 17:24:02', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (818, 2, '2018-09-19 15:51:05', '2018-09-19 15:51:05', '', 'Cheerios-2-1920_1956', '', 'inherit', 'open', 'closed', '', 'cheerios-2-1920_1956', '', '', '2018-09-19 15:51:05', '2018-09-19 15:51:05', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/09/Cheerios-2-1920_1956.jpg', 0, 'attachment', 'image/jpeg', 0), (819, 2, '2018-09-19 15:51:16', '2018-09-19 15:51:16', '', 'FirstTake-2-1920_1956', '', 'inherit', 'open', 'closed', '', 'firsttake-2-1920_1956', '', '', '2018-09-19 15:51:16', '2018-09-19 15:51:16', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/09/FirstTake-2-1920_1956.jpg', 0, 'attachment', 'image/jpeg', 0), (820, 2, '2018-09-19 15:51:49', '2018-09-19 15:51:49', '', 'Maranatha-2-1920_1956', '', 'inherit', 'open', 'closed', '', 'maranatha-2-1920_1956', '', '', '2018-09-19 15:51:49', '2018-09-19 15:51:49', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/09/Maranatha-2-1920_1956.jpg', 0, 'attachment', 'image/jpeg', 0), (821, 2, '2018-09-19 15:52:45', '2018-09-19 15:52:45', '', 'Pillsbury-2-1920_1956', '', 'inherit', 'open', 'closed', '', 'pillsbury-2-1920_1956', '', '', '2018-09-19 15:52:45', '2018-09-19 15:52:45', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/09/Pillsbury-2-1920_1956.jpg', 0, 'attachment', 'image/jpeg', 0), (822, 2, '2018-09-19 15:52:55', '2018-09-19 15:52:55', '', 'Terra-2-1920_1956', '', 'inherit', 'open', 'closed', '', 'terra-2-1920_1956', '', '', '2018-09-19 15:52:55', '2018-09-19 15:52:55', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/09/Terra-2-1920_1956.jpg', 0, 'attachment', 'image/jpeg', 0), (823, 2, '2018-09-19 15:55:42', '2018-09-19 15:55:42', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-09-19 15:55:42', '2018-09-19 15:55:42', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (824, 2, '2018-09-19 15:56:08', '2018-09-19 15:56:08', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-19 15:56:08', '2018-09-19 15:56:08', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (825, 2, '2018-09-19 15:58:23', '2018-09-19 15:58:23', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-09-19 15:58:23', '2018-09-19 15:58:23', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (826, 2, '2018-09-19 15:59:19', '2018-09-19 15:59:19', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-09-19 15:59:19', '2018-09-19 15:59:19', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (827, 2, '2018-09-19 16:00:00', '2018-09-19 16:00:00', '', 'Design that’s good
    for your health', '', 'inherit', 'closed', 'closed', '', '326-revision-v1', '', '', '2018-09-19 16:00:00', '2018-09-19 16:00:00', '', 326, 'http://cbx.cappendev.com/326-revision-v1', 0, 'revision', '', 0), (828, 1, '2018-09-19 20:07:36', '2018-09-19 20:07:36', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-19 20:07:36', '2018-09-19 20:07:36', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (829, 1, '2010-01-27 15:34:50', '2010-01-27 15:34:50', '

    \n\"By By Lauren L.\n\n\"\"\n

    Bravo, Google. While I have always admired Google for their innovation and ability to simplify the complex, I am even more enamored with the brand now that they have done what very few other brands have done. They have demonstrated the confidence and guts to take a stand for what they believe in at the risk of losing money.

    \n

    As many of you may know, Google recently threatened to pull their presence out of China due to assaults from hackers to it’s computing systems and China’s attempt to “limit free speech on the Web.” NY Times, “Google, Citing Attack, Threatens to Exit China,”  After spending years in China to become one of the top three searches in Chinese, what it stands to lose by exiting the Chinese marketplace is what their competitors want: China’s 300 million Web users and the revenue that comes with them.

    \n

    However, what they have already accomplished by threatening to leave China is much more valuable – they have redefined what it means to be a leader in the 21st Century:

    \n

    1. Honest: By taking a stand for human rights, they are being true to their company’s official motto, “Don’t be evil.”

    \n

    2. Inspirational: By showing the world that they’re willing to forgo profits for ethics, they are doing what many of us wish we could do, but often do not – NOT SELL OUT. They have the confidence and guts to stay true themselves.

    \n

    3. Innovative: Their bold move has changed the game. A leader is no longer responsible for just creating profits for shareholders. A leader must now take ownership of their actions and the consequent causes and effects their actions have around the world.

    \n

    In my mind there is now Google, and everyone else. In our increasingly complex and connected global society, consumers have more choice than ever and are voting with their dollars. While some organizations have gotten away with wishy-washy policies and talking out of both sides of their mouths, I think Google’s recent actions not only send a message to China, they send a message to corporations and consumers. Take a stand. Practice what you preach. Own your actions.

    \n

    Go Google Go!

    ', 'Go Google Go!', 'Google grows a pair; Redefining leadership; There’s Google, then there’s everyone else.', 'publish', 'open', 'open', '', 'go-google-go', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/go-google-go', 0, 'thinking', '', 0), (830, 1, '2010-02-03 16:56:00', '2010-02-03 16:56:00', '\"\" By Sandra C.

    \"\"

    \n

    \n

    The company that owns the long standing Max Factor brand, Procter & Gamble, is discontinuing the line in the US as of this year, signaling the death of an American icon. It doesn’t count that Max Factor is still going to be distributed globally in over 60 markets (it has a different look and feel outside the US and has for some time), it will still disappear entirely from the US market. So, for most American women, this is a sad event.

    \n

    Max Factor has been around since the beginning of Hollywood, and up until the brand’s relaunch in 2005, it conveyed aspects of that legendary Hollywood glamour in its marketing efforts. As a result, it gained nostalgia with a heritage that other makeup brands would love to have. Its extermination, for many consumers, it is like experiencing the death of a Hollywood legend. In fact, many women who feel upset are not even current Max Factor consumers.

    \n

    So the question remains, when a brand dies with such a strong equity, should it be buried and forgotten, or resuscitated? Should P&G hold on to the name and not allow anyone else to bring the brand back to life? I don’t think so.

    \n

    There are many women who are disappointed (just read posts on blogs and you’ll see: Bellasugar.com and Confessions of a Mommy Makeup Addict and if there was a way to distribute this brand through channels that are open to the brand, it could make money. Perhaps it could be repositioned and repackaged as a higher end brand and made exclusive? Even though this may not be possible at the moment due to ownership rights, a strong brand equity, which is so hard to build, is more than enough reason to think of new ways to keep the brand alive and find new avenues to capitalize on its recognition.

    ', 'Death of An American Icon', '', 'publish', 'open', 'open', '', 'death-of-an-american-icon', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/death-of-an-american-icon', 0, 'thinking', '', 0), (831, 1, '2010-02-10 17:20:21', '2010-02-10 17:20:21', '\"\" By Gregg L.\n\"\"\n\nDear President Obama:\n\nDespite the daily media hand-wringing and furor over your Administration’s ambitious attempt to overhaul the American health care system, one of the most significant obstacles you and your Ivy League All-Star Cabinet face has gone unnoticed: you don’t have a cool name for your plan.\n\nHow excited can one possibly get about something called “The Obama Plan” that features something called “The Public Option?”  The name doesn’t brim with galvanizing energy; it’s so vague that detractors are simply distorting the meaning of both ‘Public’ (likening it to Stalin-era communism) and ‘Option’ (taking what obviously means ‘a voluntary choice’ and implying that the government will force their will upon the people).\n\nBranding consultants know the crucial importance of a unique and differentiating name for consumer products in all categories. Selling a sweeping political initiative to Congress and ultimately to a 300+ million strong nation should not be treated any differently.\n\nSo Mr. President, allow me a little friendly counsel on behalf of the branding community if I may.\n\nThe health care reform proposal needs a great nickname.\n\nNot convinced?  Take a lesson from the history books.  The American political landscape is rife with notable popular names for Congressional Acts, bills, laws and presidential initiatives. Some of these were blessed with killer nicknames that overshadowed their official name, and became part of the American cultural vocabulary and DNA, i.e. Prohibition, Medicare and Social Security.\n\nHistory shows that while a catchy name won’t necessarily get a bill passed, it nevertheless gives you a pretty good head start (see there’s one! Lyndon Johnson started the Headstart program for low-income families in 1965).\n\nIn 1983, the Great Communicator, Ronald Reagan, actually got smart people, big time scholars and scientists to consider, for a little while at least, the feasibility of a Strategic Defense Initiative. The plan in its first iteration called for the deployment of a curtain of x-ray lasers powered by nuclear explosives launched into space. From submarines.\n\nIt became widely known and ridiculed as ‘Star Wars.’ Since it was a fantasy, Star Wars is not really the kind of name you want attached to a multi-billion dollar military program.\n\nGeorge W. Bush had better luck. Just look at No Child Left Behind. Now that’s a name! Even better than a name, that’s a call to action. Its official name was ‘An act to close the achievement gap with accountability, flexibility, and choice, so that no child is left behind’ but it’s the last bit people remembered and could relate to. And did they ever. Congress increased its funding to nearly 25 billion dollars.\n\nAnd he didn’t stop there. W’s administration was brazenly acronym-happy: passing the PROTECT (Prosecutorial Remedies and Other Tools to end the Exploitation of Children Today) Act, the CAN-SPAM (Controlling the Assault of Non-Solicited Pornography And Marketing) Act, and in perhaps the greatest illustration of just how far you can go if you have a catchy nickname/acronym, passing the USA PATRIOT Act of 2001. The Patriot Act stands for Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism.\n\nI have no doubt you have talented people on your staff that are more than capable of coming up with a great name for your health care reform bill.  But, Mr. President, may we submit the following options for your consideration?\n\nThe “Health Matters Act.” It\'s crisp and sounds powerful, as in \"health matters, damn it!\" and \"Let\'s deal with our health matters, people\".\n\nOr what about: \"Healthy America Act.\" This implies that Americans have health coverage – not only that, they’re healthy. If Americans are healthy, then America as a whole will be healthy -- a healthy workforce breeds a healthy economy.\n\nIf those don’t work, we’re working on a few that would work as acronyms now.\n\nSincerely,', 'Letter to the President,', '', 'publish', 'open', 'open', '', 'letter-to-the-president', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/letter-to-the-president', 0, 'thinking', '', 0), (832, 1, '2010-02-17 10:23:39', '2010-02-17 10:23:39', '

    \"\" By Lauren K.

    \"\"

    \nIn 2010 consumers have an enormous amount of brand awareness, and are looking on some level for an emotional connection. Last year we saw many brands eliminating the clutter in visuals and messaging. Now, it’s time to get consumers excited when they least expect it in a time where people are working more than ever and yearn for human connection.\n\nBrightly colored graphics, patterns and icons. Happy, playful patterns in unexpected places like the above kate spade store interior or a coffee cup stealing cues from interior design. Bright, pop colors are embraced but always with a sense of balance to maintain maturity and avoid a circus effect.\n\nEasy to handle, slimmer, greener structures. Consumers are looking for simple structural solutions that can make their experience unique, whether it’s convenience driven or something more indulgent that draws them in. Method kicks of 2010 with a ground breaking laundry detergent. It’s greener, concentrated and has a squirt bottle design that eliminates the messy drip from the bottle. They took the ever so boring experience of doing laundry and introduced something that solved multiple problems. Who wouldn’t be excited about that?\n\nRemovable and minimal branding continues to be a positive for consumers seeking discretion and trust. Removable sleeves (like Cleangenuity above), belly bands, stickers, tags, and embossing are just around the corner.\n\nTiring to inspiring Private Labels. Target’s re-invented value brand “up &up” clearly marks every package with a large color coded bold arrow icon paired with a sometimes clever product photograph. It brings vibrancy to the shelf and also helps target shoppers shop smarter, quicker and most importantly makes consumers feel good about purchasing a value brand.', 'Adios to 2009, Say hello to a bright start!', '', 'publish', 'open', 'open', '', 'adios-to-2009-say-hello-to-a-bright-start', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/adios-to-2009-say-hello-to-a-bright-start', 0, 'thinking', '', 0), (833, 1, '2010-02-24 15:26:05', '2010-02-24 15:26:05', '

    \"\" By Ty T.

    \"\"

    \nWhen is the last time a brand made you talk and talk and keep talking? Bazaar, Los Angeles?, part of Jose Andres\' collection of restaurants just may be the most experiential meal I\'ve consumed in my life - and I\'ve been talking about it!  From the moment you walk into the restaurant, you feel like you\'ve stepped into an Alice in Wonderland novel.  Thanks to Philippe Starck\'s design of very eclectic pieces mixed in with pieces of art with Moss tchochkies being sold, you feel as though you\'ve literally stepped into a bazaar....but that\'s just the beginning!  Do you ever walk into a restroom in a lounge or restaurant and think, \"I need to take pictures of this awesome restroom\"?  I did!\n\nSo besides the entire ambience, the main character in this story is the food.  The food quite certainly will keep your attention and keep you engaged from beginning to end.  The menu at Bazaar is split into two different sections - Traditional Tapas and Modern Tapas.  The traditional tapas is very much like you would see at any tapas style restaurant, although the flavors and forms seem to be a bit more cutting edge.  The modern tapas, however, blew me away!\n\nBy taking everyday ingredients, deconstructing them and then reconstructing them, Jose Andres creates an experience in your mouth like you\'ve never had before. Once dinner was concluded, they whisked me away to another location in the restaurant for their desserts.  Sitting on the steel silver sofa with a mirrored coffee table in front of me, I couldn\'t decide what to have since everything looked amazing.  The apothecary jars were filled with different types of cookies, chocolates and madelines.\n\nLight pink tile reminiscent of old Hollywood reflected the lights from the chandeliers.  They started me off with dark chocolate pop rocks - which I\'ve had before, but none this good.  He then brought out the piece de la resistance - the Nitro Coconut Floating Island.  Imagine passion fruit, coconut and vanilla formed into an island/cloud shape with nitrogen.\n\nMr. Andres has created a dining experience that will have me talking for a long time to come.  It\'s a winning combination for a brand to engage a consumer through an experience like this and have that consumer talk about it for months to come.  So as a food company, how can you take the familiar and put a new twist on it to engage your consumer?  How can you take what is common and make it uncommon to help differentiate from the competition?', 'Bazaar or Bizarre?', '', 'publish', 'open', 'open', '', 'bazaar', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/bazaar', 0, 'thinking', '', 0), (834, 1, '2010-03-17 10:10:21', '2010-03-17 10:10:21', '\"\" By Jason H.

    \n

    \"\"\n

    \nWe all know that scents mean big money these days. I mean, Diddy has one. Reese has one. Even Paris has one. Yes--that Paris.\n\nPersonally, I’m not big on cologne, but I’m fascinated by the way fragrance is now being used in retail shopping environments. What I’ve found is that, while many chains resist the urge to pump scent into their stores, those that have done so--Hollister, McDonald’s and IKEA come to mind--take one of two tactics when doing so: either subtly, almost subliminally, or an over-the-top assault.\n\nAnyone who has ever shopped at certain high-end department stores knows what I mean by “assault”: It’s an almost-polite way to describe the cacophony of perfume spritzes that awaits you the second you step anywhere near their main floor cosmetics-fragrance departments. Tween retailer Hollister, a division of Abercrombie & Fitch, takes a similar approach: They spray their trademark scent, SoCal--which epitomizes the Southern California surfer lifestyle that is at the heart of the store’s brand--on everything from the clothing to the salespeople. And apparently it’s working: SoCal, one of six fragrances that the store offers, has made such a splash with Hollister fans that one can find posts online such as, “What is the fragrance that Hollister sprays on the clothes and where can I buy it?” and “What is the best Hollister fragrance?”\n\nVictoria’s Secret is another retailer that uses scent to its advantage; the seduction narrative that plays out in its stores, on its fashion runway and across the pages of its catalogs makes the brand a perfect candidate to sell sex through fragrance. Likewise, one can’t walk into a Yankee Candle without suffering from a crazy case of olfactory overload, with the Spiced Pumpkin, Pineapple Cilantro and Beach Vacation candles (to name a few of the chain’s 100-plus scents) waging all-out war on one another. While this kaleidoscopic approach to scent might verge on the overwhelming, Yankee Candle is doing something very right: It was acquired by a private equity group for $1.7 billion in 2007.\n\nThen there are those who opt to use scent somewhat subtly, adhering to the “If you’re having an open house, bake a cake to make your home smell good” philosophy. McDonald’s--not a brand I necessarily equate with being subtle--uses this approach, without your even knowing it. Renowned for  amazing french fries, the scent of which just filled my nostrils simply by typing the words on my computer screen, McDonald’s has somehow managed to amp up the scent on this bestselling product. I’d be surprised if anyone would not want to buy a bag of those tasty morsels after getting one whiff of their aroma. “The sense of smell is the only one that cannot be shut down for an extended period of time,” notes the Scarsdale, N.Y.-based Scent Marketing Institute. “It also connects to the limbic system, the brain’s center for emotions and decision-making.” In other words, you can tune out McDonald’s TV ads, but not the smell of those fries.\n\nLikewise, IKEA has seemingly taken ownership of the cinnamon roll, which may be news to Cinnabon. I recently noticed that, as you move through  an IKEA store, the subtle scent of dough and cinnamon gets stronger and stronger until, lo and behold, you’re at the checkout counter face-to-face with a cafe featuring these fresh-baked treats. Is there something inherently Swedish about the cinnamon roll? Not really, but it is just the right indulgent treat to take your mind off the fact that you’ve spent hours looking for the perfect Lack shelf.\n\nAnd as you peruse the thousands of books at your local Barnes & Noble, do you find yourself wanting that perfect cup of Joe? That’s no coincidence: tucking Starbucks cafes within America’s #1 bookstore has positive effects for both brands, as the decadent smell of coffee undoubtedly makes people want to dig into the latest New York Times bestseller while enjoying a vente latte.\n\nScent pairings such as these lead me to wonder why even more retailers haven’t aligned themselves with obvious (and advantageous) scents. Wouldn’t kids and their parents want to visit Toys R Us every afternoon if they offered, say, fresh-baked cookies? Lovers of the great outdoors could take a mini-vacation at a pine tree-scented L.L. Bean store, while water babies could kick back for a few hours at their closest, coconut-scented Tommy Bahama. These aromas would put customers in such good moods that they’d undoubtedly want to stay awhile…and spend. Sure, it’s a risky proposition, and some may run screaming for the doors, but I truly believe that by aligning your retail environment with a fragrance that is relevant and on-brand, companies can make big dollars out of the right scents.\n\n\n', 'Scent-sational', '', 'publish', 'open', 'open', '', 'scent-sational-branding-retailers-hook', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/scent-sational-branding-retailers-hook', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (835, 1, '2010-03-19 19:10:55', '2010-03-19 19:10:55', '', 'Brand That!', '', 'publish', 'open', 'open', '', 'brand-that', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-that', 0, 'thinking', '', 0), (836, 1, '2010-03-03 19:52:49', '2010-03-03 19:52:49', '\"\" By Lucien E.

    \"\"

    \nI remember Jamba Juice from when I used to go to school in San Francisco back in the 90s. It was very popular right away with the early adopters, college kids and health/organic-obsessed denizens (the Granola Guerilla I called them) of the Bay Area; I’m going to guess because its colorfully irreverent identity – the word Jamba itself is based on the vaguely celebratory word Jama, common in many West African languages -- and the heavily touted purity of its ingredients. Hey, it worked for Ben & Jerry’s. The company – originally named Juice Club -- was created by 3 students at Cal Poly in San Luis Obispo, a sleepy (read ‘total stoner’) town halfway between San Francisco and LA, a town most famous perhaps for being the birthplace of interplanetary heartthrob Zac Efron and the one-time home of Jack Kerouac (While his seminal novel ‘On the Road’ is often cited as the quintessential American road trip story, most people don’t know he was 100% Québecois! The ‘Jack’ throws everyone off. His real name was ‘Jean-Louis’).\n\nNow a New York Stock Exchange listed, 742 location, 9000+ employee corporation with revenues in the hundreds of millions of dollars, Jamba Juice is probably the leading brand in the quick-serve fruit and vegetable market, but a brand that has seen its position as a dynamic modern consumer preferred option decline significantly in the past few years. This situation, untenable for a publicly traded company of course, has led the company to introduce a whole portfolio of new product offerings, notably non-juice/smoothie solid food(!) offerings, in an ongoing effort to substantiate its desired position as a healthy, anytime, wholesome, fun destination experience for the entire family.\n\nThere are a handful of locations in New York (21 to be exact, the very first one -- which made its bow in February of 2004 -- located under the escalators inside the always jam-packed Whole Foods at Columbus Circle) and considering the fact that I have not patronized a Jamba Juice in multiple years, I decided to spend a week diligently going to one, in order to see for myself just what this expanded version of Jamba Juice was all about.\n\nHave you got a Jamba story to tell? Please share them with us by posting a comment.\n\n ', 'My week with Jamba', '', 'publish', 'open', 'open', '', 'my-week-with-jamba', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/my-week-with-jamba', 0, 'thinking', '', 0), (837, 1, '2010-03-04 12:55:07', '2010-03-04 12:55:07', '

    \"\" By Lucien E.

    \"\"

    \nWell, I certainly didn’t expect this. There is a line out the door.\n\nI can tell upon approach that the store is quite small in size but there are about 10 people waiting outside? on the street? for Jamba Juice? It’s 52 degrees right now! I’m a little taken aback. This particular location is right in the heart of white collar Midtown Manhattan, so everywhere you look guys in drab poorly fitting suits and women in unimaginative careerwear are flitting about with impressive speed and steely resolve. We are squarely within the confines of the lunch hour. So this quantity, this surfeit of people might be a little deceptive. I make a note to come back later in the afternoon.\n\nAfter a few minutes, I finally make it inside the door and take in the Jamba Juice story in all its finery. First impressions: not impressed. Orange is the base color for everything, but it’s the shade of orange you’re more likely to see in a penitentiary, on actual prisoners. The guts of the operation i.e. the juicers and raw materials, as well as the cleaning supplies are out in the open for everyone to see. It is cramped in here. And it is loud. The juicers are going at aircraft carrier volume. The staff are moving at a mildly frenzied pace.\n\nThere are, suprisingly, more men than women in line currently. 2 to 1 ratio at least. The menu is, well. vast. And very confusingly laid out. It’s an elaborate task trying to pick out individual items from the board, I order a ‘Pomegranate Pick-me-up.’ Mostly because its the longest flavor name in the ‘Jamba Classics’ section and stands out the most. I don’t even like Pomegranate. I get to add a ‘boost’ to my chosen smoothie. The free ones are pretty standard: calcium, daily vitamin, immunity, energy. The ones that warrant a 50 cent premium include the decidely virile ‘weight burner’ and ‘3G Charger’ super boost. I choose the ‘Heart Happy’ boost, because really who wants an unhappy heart? Unlucky-in-love Jennifer Aniston should add ‘Heart Happy’ boosts in everything she eats. It really couldn’t hurt.\n\nAs I walk out I notice the line outside has gotten bigger. The smoothie is pretty good.\n\nHave you got a Jamba story to tell? Please share them with us by posting a comment.\n\n', 'Jamba Juice 1st Day', '', 'publish', 'open', 'open', '', 'jamba-juice-location-599-lexington-avenue-at-53rd-street', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/jamba-juice-location-599-lexington-avenue-at-53rd-street', 0, 'thinking', '', 0), (838, 1, '2010-03-05 16:07:21', '2010-03-05 16:07:21', '

    \"\" By Lucien E.

    \"\"

    \nThere are only two customers in front of me this afternoon. One of them is a personal trainer type. You can always tell by the bald head and the fancy sneakers. And the t-shirt that says ‘trainer’ on it. This particular gentleman even had a Jamba loyalty card.\n\nSince its not so busy at this hour, I have time to really study the menu. And it...it is just too much. There’s too much stuff on there. The Jamba Juice menu as it stands today a RIOT of words and rubrics and product descriptions and flavors and calorie information and promotional deals and fonts. Unless you have a regular smoothie you always get, you are guaranteed to spend a solid 3-4 minutes taking in all this in order to having the slightest hope of making an informed and deliciously refreshing decision. The staff while unfailingly polite are not particularly fluent in the Jamba Juice vocabulary either i.e. ‘Hi. Can you tell me what’s in a Razzmatazz?’ “Um...not...sure let me ask a manager.”\n\nI’ve fallen prey to the post-lunch but not quite quitting-time doldrums and am definitely in the mood for a pick me up. I notice an item under the ‘Creamy Treats’ section of the menu called ‘Matcha Green Tea Blast’. I notice specifically that this item promises an avalance of antioxidants and more a-propos, 75mg of straight caffeine! (a can of RedBull has 80mg). This is perfect. I might just levitate back to my office after that. While waiting for my order I notice a prominent display of MightyLeaf brand tea products available for purchase.\n\nGet my order, take a sip and as I walk out, fully expecting to be blasting off any moment, I quickly realize I am not terribly pleased with the flavor profile. It’s the soy milk. I am the picture of vexation.\n\nHave you got a Jamba story to tell? Please share them with us by posting a comment.', 'Jamba Juice 2nd Day', '', 'publish', 'open', 'open', '', 'jamba-juice-location-599-lexington-avenue-at-53rd-street-2', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/jamba-juice-location-599-lexington-avenue-at-53rd-street-2', 0, 'thinking', '', 0), (839, 1, '2010-03-06 11:57:13', '2010-03-06 11:57:13', '

    \"\" By Lucien E.

    \"\"

    \nI’m switching it up today. Headed down to Bryant Park to see if the Jamba consumer demographics change depending on location.\n\nBryant Park is of course right across from the terrifying Condé Nast building, home of the skinniest, blondest and highest-heeled ladies on Earth. Would any of them dare show their expensively dewey faces in a Jamba Juice? The answer is no. No, they wouldn’t. At least not today. There are lots of tourists in this location. I discern several different languages being spoken. And even though I cannot understand what most of their speakers are saying, the body language betrays an unmistakable befuddlement: “Was ist die Coldbuster??” That notwithstanding, they are doing brisk business here. Brisk.\n\nI try the steel-cut Blueberry/Blackberry oatmeal with the brown sugar crumble. It’s not bad, but again with the soy milk? Ah, it’s not bad though.\nGood sized portion for the money. And more filling than you would expect. I didn’t feel hungry for the next several hours.\n\nHave you got a Jamba story to tell? Please share them with us by posting a comment.', 'Jamba Juice 3rd Day', '', 'publish', 'open', 'open', '', 'jamba-juice-location-9-west-42nd-street-at-bryant-park', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/jamba-juice-location-9-west-42nd-street-at-bryant-park', 0, 'thinking', '', 0), (840, 1, '2010-03-07 13:23:15', '2010-03-07 13:23:15', '

    \"\" By Lucien E.

    \"\"

    \nJamba Juice has made a big deal out of their food menu and I wanted to get involved, see if tasted good and made sense. There are pretzels, mini cakes, cookies and California Flatbreads®. All pretty standard except for the latter which i quickly decided to try my luck with.\n\nThe serving box for the Flatbreads is tiny. The size of a CD. Maybe. And at $4 a pop, it begged many questions, the main one being “Are you kidding?”\nThese flatbreads are laden with fanciness however. In fact, each of the 4 flatbreads features no less than 5 different ingredients, ranging from diced artichoke hearts (in the Tomo Artichoko) to smokehouse roasted corn (in the Smokehouse Chicken) to Mediterranean-style grilled zucchini (in the inexcusably named MediterraneYUM). I asked one of the staff members what exactly made these flatbreads ‘Californian’ and was met with smile and a delightfully candid: “Sir, I have no idea...I-I’ve never been to California.”\n\nI got the MediterraneYUM primarily because I was appalled by the name and wanted to tear into it vengefully, as well as an Apple Cinnamon pretzel. A quick spin in the heating contraption thingy behind the register and $6 later, off I went. There is no seating at all in this Jamba Juice by the way. And it is empty a little after 5pm and they’re open until 7pm. Business must taper off significantly after lunchtime.\n\nThe Apple Cinnamon pretzel is nice and soft, not a ton of flavor but its decent. The California Flatbreads is, alas, betrayal personified. You will eat the thing in no more than 3 bites! All the toppings are mashed together in a paste/spread type consistency. I didn’t mind the taste, it was better than I expected actually, but the portion to price ratio is nothing short of extortionist.\n\n\n\n\nHave you got a Jamba story to tell? Please share them with us by posting a comment.', 'Jamba Juice 4th Day', '', 'publish', 'open', 'open', '', 'jamba-juice-location-599-lexington-avenue-at-53rd-street-3', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/jamba-juice-location-599-lexington-avenue-at-53rd-street-3', 0, 'thinking', '', 0), (841, 1, '2010-03-08 19:59:21', '2010-03-08 19:59:21', '

    \"\" By Lucien E.

    \"\"

    \nJamba Juice uses lots of organic ingredients. This is good. Consumer continue to clamor for those. Some of their smoothie offerings are sweetened with Splenda. This is also good. They are all concentrated in a category called ‘Jamba Light.’\n\nThe wheat grass patch used to make those horrible tasting wheat grass shots is still there, and people, to my infinite consternation continue to order them (there is nothing so objectionable as a wheat grass shot, there just isn’t).\n\nAs is the 4 foot tall metal juicer, filled with mashed and discarded rinds and other matter. Its not appealing but there it is right behind the counter.\nFor a company that proclaims to be a unique ‘experience,’ this is a disappointing sight.\n\nBut overall, I enjoyed Jamba Juice Week. Despite the insipid cramped store layout, lack of seating, and ambient loudness, Jamba Juice offers good tasting, reasonably priced, healthy, filling options for lunch or a quick snack at various points throughout the day. No small feat.\n\nStill and all, their recent emphasis on the food service portion of their operations begs a supplemental question, namely “What are the implications of keeping the word ‘Juice’ in the name? The brand stands for much more than Juice now. The holding company is already called Jamba, Inc. Can a name truncation/modification, successfully performed by brands such as Fedex (from Federal Express), KFC (from Kentucky Fried Chicken) nationwide and The Hut (currently being tested in several markets by Pizza Hut) be far behind?\n\nHave you got a Jamba story to tell? Please share them with us by posting a comment.', 'Jamba Juice 5th Day', '', 'publish', 'open', 'open', '', 'jamba-juice-location-599-lexington-avenue-at-53rd-street-4', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/jamba-juice-location-599-lexington-avenue-at-53rd-street-4', 0, 'thinking', '', 0), (842, 1, '2010-05-13 14:45:20', '2010-05-13 14:45:20', '\"\" By Sandra C.\n\"\" \nLiberty of London – latest prestige brand to be featured at Target\n\nA good friend of mine is working on a very famous beauty brand that recently has attempted to go from selling exclusively in prestige channels to selling in the mass market.  Unfortunately, the entire product line was dropped almost immediately by a major prestige retailer and post launch, is already on promotion in a major mass retailer. Needless to say, the process still presents many risks.\n\nOn ther other hand, several premium brands have been successful going into mass: Loeffler Randall, Proenza Schouler, and Vera Wang to name a few. These brands from high-end designers are inspired by, rather than direct copies of, the designer’s original items. In some instances, the design house didn’t actually take the lead in creating the items; instead, they were designed by the retailer itself.  The benefit for retailers like Target and Kohl’s is that designer-name products offer more flair and maintain some hints of a designer’s trademark, and therefore stand out from the pack of basic clothes and accessories normally carried.\n\nBut not all brands follow the ideal formula, and thus can suffer consequences.  Michael Graves, an architect and designer with a line of home goods at Target, has suffered a decline in his premium products, largely because the items offered at Target were too similar, according to some.  And shampoo brands notoriously lose their cachet when they move to mass. The disdain from the stylist community is overt.\n\nSo, can a brand that has had success in the prestige market really do well by “descending” to the mass consumer market? Yes, if it behaves more like a tease. Give the mass consumer a taste of what the real brand is like but don’t make it exactly like the prestige experience. Success lies in the balance.', 'Beauty and the Mass Market Beast', '', 'publish', 'open', 'open', '', 'beauty-and-the-mass-market-beast', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/beauty-and-the-mass-market-beast', 0, 'thinking', '', 0), (843, 1, '2010-03-31 20:48:36', '2010-03-31 20:48:36', 'By David K.\n\"\"\n\nSo, what do you do with all of your old tees?\n\nThose bottom-drawer dwellers plagued by pilling and unseemly holes (a common alpha male strategy: pockmark as brand mark), their once bold and eye-popping college logos — “Go, Bears!” “Go Tigers!” — fading fast into a worn and de-saturated eek?\n\nThe lucky ones re-emerge as kitchen rags, Friday night pajamas, or as go-to-outfit for a Central Park run.  But most await the fate of a trailer-wide recycling vat in a musty building basement.\n\nBut here’s another idea: how about recycle and restore them for good use?\n\nHello Rewind, a newly launched social enterprise, is doing just that by taking your old treasured tees, recycling them, and restoring them to a nostalgia-chic laptop sleeve fit for a Mac.\n\nAnd their ode to “re-branding” innovation goes deeper.  They’ll funnel all proceeds into a restoration project of a different kind: the renewal of broken lives from the nearly 17,000 forced into the sex slave trade in New York City.  Trained with basic work and survival skills, many of these victims will then take an active hand in the restoring of your old shirts, and their own lives.\n\nIt’s ingenious recycling of fabric, profit, and social good.\n\nSo the next time you face the heartbreaking dilemma of junking your indispensable ‘86 Mets World Series t-shirt, ­why not keep it … for keeps?\n\nRecycle the tee, donate to a worthy cause, and go retro with purpose and conscience.\n\nIt can do a whole lotta­ good.\n\nFor more information on Hello Rewind, visit www.hellorewind.com.', 'Old Sleeves = New Sleeve', '', 'publish', 'open', 'open', '', 'hello-rewind-a-forward-thinking-enterprise', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/hello-rewind-a-forward-thinking-enterprise', 0, 'thinking', '', 0), (844, 1, '2010-04-07 19:05:38', '2010-04-07 19:05:38', '\"\"\n[poll id=\"2\"]', 'Poll: Would you drink this?', '', 'publish', 'open', 'open', '', 'poll-would-you-drink-this', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/poll-would-you-drink-this', 0, 'thinking', '', 0), (845, 1, '2018-09-24 19:23:37', '0000-00-00 00:00:00', '\nAgainst Tiger’s titillating descent into 21st century digital-tabloid vortex, Nike was busy hedging its bets on its iconic brand with a simply and skillfully produced 30-second spot that has set critics and pundits afire.\n\nDid Nike’s sparse video have game?  Let’s break it down:\n\na) Use of black-and-white.  Reflects and deconstructs the black and whites of classic mores, morals, and tradition.  (Public rebuke or poetic irony?)\n\nb) From Medium to Close-up.  Lures the skeptic into a gradual acceptance of global icon as sullen and fallen hero, Tiger framed dead center, no doubt.\n\nc) Voice from God (Earl Woods).  Evokes paternalism, rehashes athletic myth, and frames interior monologue as brand-to-consumer dialectic.\n\nd) Brand image.  Treats video like a tagline and punctuates it, no less, with a SWOOSH.\n\nTaken together then, Nike’s attempt at brand resuscitation assumes that today’s consumer—\n\na) Prefers to live in grays, separating the blacks and whites of private life with public persona, and later re-samples them to the whims of temperamental commodification.\n\nb) Wearies of his own outrage – likely, after 154 days! – that eventually gives way to pity and later, empathy.\n\nc) Delights in memory loss and revisionism.  Who doesn’t like a good story – especially, a father-son tale – no matter its out-of-context voiceover (lifted from a 2004 documentary, Earl Woods’ remarks were originally directed at Tiger’s mother, Kultida) or character inaccuracies.\n\nDid Nike assume rightly or wrongly?\n\nAnd how will the Tiger brand fare in the months ahead?  As case study in blind corporate blunderism or as paragon of tactical, re-branding genius?\n\nConsidering Tiger’s Augusta run ended 5 shots back of Lefty (who, in ironic twist, solidified his posture as most family-friendly brand), we’ll have to wait and see.', 'Branding Indiscretion as a Postmodern Video Spot', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=845', 0, 'thinking', '', 0), (846, 1, '2010-08-19 21:25:09', '2010-08-19 21:25:09', '\"\" By David W.\nI love mashed potatoes. Often, I wonder why I can\'t have them for breakfast along with my coffee and eggs. I am offered hashbrowns and homefries but never mashed potatoes? Completely unfair.\n\nAs a cultural observation, I have collected some other examples of related foods that are and aren\'t acceptable to have for breakfast. Anyone have others? Anyone besides me cook hot dogs and eggs on Saturday mornings?\n\n\"\"\n\n\"\"\n\n\"\"\n\n\"\"\n\n\"\"', 'Things You Can't Eat for Breakfast', '', 'publish', 'open', 'open', '', 'things-you-cant-eat-for-breakfast', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/things-you-cant-eat-for-breakfast', 0, 'thinking', '', 0), (847, 1, '2010-08-26 19:47:11', '2010-08-26 19:47:11', '\"\" By Rick F.\n\"\"\n\nBrand names have the ability to transform everyday commodities into sought after, premium-priced luxuries. Or, they can destroy the value of an otherwise rather useful product. My recent posting about BP tries to prove the latter.\n\nEveryone knows and loves the Beatles. If they don’t, they are lying. However, the Beatles would have been significantly less popular had their beloved drummer Ringo been relegated to his given name of Richard. Or worse, if they’d kept Pete Best around. The Ringo brand name added significant value to the group, distinguishing the band’s image, and later, solidifying its legacy. Ringo gave the Beatles a comedic point of difference; he even wore four rings on each hand to reinforce this positioning.\n\nJUST FOR FUN: (Who can name all of the Rolling Stones? Really interesting here, guys: Mick (twice), Keith, Brian, Charlie, oh and Bill…and Ron. Real zany bunch of blokes, don’t you think?)\n\nTiger Woods, whose brand I also touched upon, owes much of his initial popularity to his name as well. When he gained traction in 1996, my 11-year-old self was enamored more with his signature “Tiger” head cover than his talent. \"\"\n\nI will even throw my name into this discussion. Introducing myself always as “Rick Fox” has been much more memorable and differentiating than just “Rick.” A hearer’s inevitable confusion with a championship basketball player doesn’t hurt, either.\n\nJUST FOR FUN: (Visit www.rickfox.com and www.theotherrickfox.com)\n\nOK, let’s dig a little bit deeper, still. The recent debate surrounding the “Ground Zero Mosque” is more an exercise in branding than it is anything else. The proposed building is neither a Mosque nor is it at Ground Zero. It is evident that an Islamic Cultural Center built in the Financial District would push less paper than the current media-preferred nomenclature.\n\nAnother interesting example was last week’s New York Times article stating that Lou Gehrig probably didn’t have Lou Gehrig’s disease. What? How can A.L.S. garner the same support without the association of a famous ball player’s touching story?\n\nOh, and in closing, just a friendly reminder that Madison Square Garden is nowhere near Madison Square Park.', 'John, Paul, George and … Richard? What a name can do for you!', '', 'publish', 'open', 'open', '', 'john-paul-george-and-richard-what-a-name-can-do-for-you', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/john-paul-george-and-richard-what-a-name-can-do-for-you', 0, 'thinking', '', 0), (848, 1, '2010-09-02 16:50:22', '2010-09-02 16:50:22', '\"\" by Jennifer D.\n\"\"\n\nGone are the days when manufacturers simply slapped on white labels plainly dressed with a product’s name and ingredients, and called it a day. Now, with such a heavy emphasis placed on branding and design in the marketplace (particularly, branding for food and beverage), companies spend lots of time and money to have professional, eye-pleasing packages and bottles that line our grocery shelves. From dairy and granola to drinks and chocolate, product packaging today has been inevitably touched by the hand of a designer.  But what about packaging for locally produced products (and not just mass-market goods)?  Do they have more leeway and play, design-wise?  Maybe, yes.  (Local products are largely immune to chain-of-command design approvals that plague larger, more conventional brands; they also aren’t obligated to integrate a parent company’s logo on their pack!)\n\n\"\"\n\nTake Mast Brothers Chocolate, for example. Made in Williamsburg, this handmade chocolate maker boasts a simply designed label with logo, name and flavor printed on gorgeous Italian paper. The dairy company Siggi’s, on the other hand, showcases a basic descriptor on the front of their yogurt container, complemented by a highly detailed illustration. Ronnybrook shouts “FARM!” with clean type and cow silouettes, while Kombucha Brooklyn plays not only with graphics (big kombucha drops?) but with naming systems (\"Urban Passion\"). I think some of these brands really push the envelope, considering they might not have the financial resources of larger corporations.\n\n\"\"\n\nAs a member of a neighborhood co-op that supports organic, ecologically and environmentally friendly and minimally carbon foot-printed foods whenever possible, I get to see what local really looks like. Produce aisles, here, tell shoppers exactly which state or country fruits and vegetables are coming from, and even stickers these signs with the co-op seal “LOCAL.” (What is literally “local” is not something that has been established by the USDA, but my co-op says that if a product is grown within 500 miles, it is “local”.)\n\n\"\"\n\nI’ve continued to stick by this rule and try to shop for New York-based products that come from within 500 miles of my home in Brooklyn.\n\nSince becoming an official co-op member within the past year, I continue to see (and believe) that local is sitting pretty on the shelves these days. Not only are they nicely designed pieces but locally made. Doesn’t it feel good to support the home team?\n\n\"\"\n\n***All photos taken by the writer (except for Bread Alone granola) on a recent trip to the busy Coop with fellow shoppers/members looking on in curiosty as a girl with an iPhone arranged and rearranged shelves to get the best shot.', 'The Home Team’s New Outfits', '', 'publish', 'open', 'open', '', 'the-home-teams-new-outfits', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-home-teams-new-outfits', 0, 'thinking', '', 0), (849, 1, '2018-09-24 19:23:37', '0000-00-00 00:00:00', '\"\" By Karen S.\n\n \n\n\"\"\n\nI’m not a fan of Best Buy. My opinion has come from years of retail frustration. I find the stores difficult to navigate, the sales people either apathetic or in your face, the product selection for many categories,  so-so, and the checkout process can feel a bit like Waiting for Godot. The store’s only redeeming value to me is its convenient location just two blocks from my apartment, so I find myself in there from time to time, like it or not.\n\nBut recently I had an experience there that changed my perspective, and I’m now reconsidering Best Buy.\n\nA couple of months ago, my Dell laptop died (a story for another time), and I started searching for a new computer.  I did my usual e-trolling of Consumer Reports, PC Report and other consumer-reporting sites. By the time I got to CNET, I was able to narrow my selection; That’s when I noticed an option in the corner to purchase at Best Buy. The price was right, but I expected that almost anything I bought would need to be shipped. But to my pleasant surprise, among the shipping options was an offer to pick up my computer in-store. Now, I know this isn’t a new concept, but given that I believed my options would be 1) waiting several days to have a computer delivered; 2) going to Best Buy and dealing with their sales team and the register lines, this was an unexpected bonus.\n\n\"\" So, a couple of clicks later to confirm that the unit was available at my closest store and complete the financial transaction, I bought a new computer. A few minutes later, I got an e-mail from Best Buy, confirming that my computer was ready for pick up with all my order information. I went in to the store, found the “in-store pick up” counter, showed them my e-mail, received my computer, and was on my way in less than 10 minutes.\n\nSo here’s what I took away from all this: I don’t like the Best Buy in-store experience. But the reality is that they do have some of the products and brands that I prefer and because I’m pre-disposed to expecting a bad experience, I perceive that they don’t. However, a simple online experience, combined with a super-convenience in-store pick up, helped change my point of view; and place them squarely in the “friend” category for me.\n\n\"\"', 'Best buys got it goin’ on-line', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=849', 0, 'thinking', '', 0), (850, 1, '2010-09-08 20:01:13', '2010-09-08 20:01:13', '\"\" By Karen S.\n\"\"\n\nLately, I’ve been noticing a number of brands that are trying to shift themselves into a new space, twisting their identities to fit new targets, environments or occasions. Some seem more likely to succeed than others.\n\nColeman Stoves for example, a truly functional brand, is tapping into two big, but not necessarily aligned, trends – nostalgia and social networking.  They tug at consumers’ heartstrings by reminding them of good times camping with family, making connections around meals and having fun, all of which have nothing to do with video games, television or i-anything.  While I think the nostalgia piece is pretty credible for Coleman, while the social networking nod is a bit off.  (Interestingly though, the Coleman Facebook page seems cold and functional. I think that’s a miss for them.)\n\nWho doesn’t love Pop-Tarts? They’re delicious, quick, and come in great flavors.  For years, Kellogg’s marketed them as a fast breakfast, an on-the-go alternative to eggs and oatmeal. Which was fine, except it kept Pop-Tarts in a niche. Recently, though Pop-Tarts has been reinvented, tapping into what I think was probably a great insight – Pop-Tarts are FUN, any time of day! By making Pop-Tarts more of a fun treat, Kellogg’s has given the brand a new, lively personality, inviting consumers to have them any time of day, and even experiment with them with additions like ice cream. They’re keeping the image of moms and kids, but now they’re adding a whole lot of personality for the brand, too.\n\n\"\"\n\nPaper plates are paper plates, right? Not when they’re Chinet. Chinet takes a product with a traditionally functional point of view and turns it into a way to connect with friends and family. While competitors talk about strength and style, Chinet has been going right to the heart of the family, capturing the moments where paper plates can help us bond with others. I get it, and I like the optimistic scenarios. It’s an interesting and heartfelt twist on the category.\n\n\n\nTalbots has been a symbol of classic women’s wear for years. It’s been a solid brand with a loyal core target: the mature woman with a relatively classic (read: conservative) style. Now, thanks to a few key Michelle Obama sightings and the face of Linda Evangelista, there’s a new Talbots in town, a younger, sleeker, more chic version with a bit of sex appeal. Time will tell if this new twist on the Talbots’ image will play in Peoria.\n\n\"\"\n\nBrands continue to search for that emotional sweet spot, so to speak, connecting with consumers and trying to make shoppers feel they can’t live without them. As brands shift themselves, understanding what keeps the core and draws the new is what gives the zig zag some zip!', 'The Brand Zig Zag', '', 'publish', 'open', 'open', '', 'the-brand-zig-zag', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-brand-zig-zag', 0, 'thinking', '', 0), (851, 1, '2010-09-20 15:33:27', '2010-09-20 15:33:27', '\"\" By Christina P.\n\"\"\n\nI’m simply fascinated by the latest Levi’s marketing work and recently stumbled (or so I think) on their mini-docu-series, advert, whatever, for Braddock, PA on IFC. Levi’s has opted to hitch their brand onto a dying town and dig into its trashy, worn authenticity to gain brand value.\n\n\"\"\n\nI love it. Levi’s is providing the town (near 15% unemployment) with a million bucks and a “Ready to Work” ad campaign hoping to turn the town around. It’s the perfect commercial set featuring real, built-in tragedy with a positive spin.\n\n\"\"\n\nI don’t know whether the brand is doing something amazing for the town or vice versa. Maybe by bringing awareness in a warped Michael Moore-ish way, and raising a blue-collar brand flag at the same time, Levi’s is serving everyone involved. Or maybe using the “ready to work” message of the town’s unemployed to sell clothing is really just brand exploitation. What I do know is that this gritty, dark and dreary effort fits perfectly with the down-to-earth, in-the-earth (as in death, like the Burroughs sounding voice-over in recent campaigns) mentality of the current Levi’s brand re-do.', 'Levi’s knocking on death’s door…in a good way', '', 'publish', 'open', 'open', '', 'levis-knocking-on-deaths-doorin-a-good-way', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/levis-knocking-on-deaths-doorin-a-good-way', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (852, 1, '2010-09-24 17:36:28', '2010-09-24 17:36:28', '\n \n\n \n\n\"\" By Brian M.\n\n\n\nWhy is Wheat Thins really tweeting? This ad is not about the taste or nutritional benefits of the product, the core position of the brand, or even the typical emotional linkage that aims to connect consumer and product. It is about the medium employed to advertise it. (Put aside for the moment that it was apparently disingenuous to boot.) Basically, they are saying: “Although we are a huge national brand, we know how to relate to you on an individual level too because we’re on Twitter!” Trying to “get down to consumers’ levels” is nothing new in advertising and this time it isn’t any different simply because the Wheat Thins folks want to use social media.\n\nAnother example of a big B brand trying to stuff itself into the small c channel of “social media” is the latest campaign from Old Spice. Interactive. Buzzworthy. Award winning. But just because a smattering of individuals was given the opportunity to interact with “The Most Interesting Man in the World” doesn’t mean that it wasn’t attempting a very similar thing as Wheat Thins: use social media interactions with real people as content for mass distribution. These folks were really just hosts for a commercial message. Sort of counter to the idea of genuinely connecting with people.\n\nTo me the significance, if not the whole point, of social media like Twitter and Facebook is that it is not broadcast to an inadequately defined swath of the population. It is you to me to him in any order, frequency or channel you like. The value of networks has nothing to do with how many people you talk to simultaneously. Being able to tweet with the CEO of Zappos in real time was a very cool – and at one point, novel – concept, but unfortunately what is today a genuine act by one organization, will tomorrow seem like a forced functional tactic imitated by many more.\n\nThe bottom line is, you build value for a brand by doing something useful, creating something meaningful, or connecting me (or someone in my network) to something relevant. Which means that the shear fact that a brand is on Facebook, Twitter or YouTube doesn’t really matter to me unless I am there too – advertising that fact via another medium makes you even less cool.\n\nThis all brings to mind my interaction the other day with a client whose business operates under a direct selling model: peer to peer. As the Wheat Thins commercial made me realize, direct selling just might be THE model that truly capitalizes on the inherent value of networks.', 'Why is Wheat Thins really tweeting?', '', 'publish', 'open', 'open', '', 'why-is-wheat-thins-really-tweeting', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/why-is-wheat-thins-really-tweeting', 0, 'thinking', '', 0), (853, 1, '2010-09-29 18:55:01', '2010-09-29 18:55:01', 'By David K.\nWaiting for Superman, Davis Guggenheim’s provocative new documentary on the state of American public education, opened in select cities last Friday, contributing to the recent wave of debates from Main Street to K Street on educational reform.\n\nThe Superman metaphor is a fitting one for the neglected students in America\'s fast deteriorating public schools; it captures their longing for rescue from the muck of educational disparity.\n\n\n\nFor branders, “Superman” will evoke something entirely different—superhero as (super)brand mark, comic-cool, paragon of advertiser’s virtue. After all, is there a more iconic brand ensemble than red cape, French blue body suit, and golden “S?” Color and logo leaping over distressed frontiers like education in a single bound, swaying the tide of public perception faster than a speeding bullet, and raising the banner of generational hope with taglines like “No Child Left Behind” and “Race to the Top” (that’s “NCLB” and “R2T” for aficionados of brand acronyms). Yea to branding and its seductive, zany lure.\n\nBut, when it comes to the hallowed battleground of the classroom, should we confuse Superman as brand mark with Superman as metaphor (or, one better—real life reformers in the flesh?)? Elevate consumption over participation? Favor sales over lesson plans?\n\nI’ll confess my rosy-eyed bias on this one. In education matters big and small, I’d push for an “R” rating: branding restricted. Some issues might be better left unturned for the brander, especially, if teachers like John Keating, students like Akeelah, and friends like Will Hunting and Chuckie are what students need to thrive in the education game (more than a feel-good superhero logo on a lunch box).\n\nIf only it were that simple. The truth is, when I trace my own adventures through American public and private schools, I see “brand” flitting around everywhere:\n

    G.A.T.E, Kumon Math and Suzuki method; Cub Scout, Boy Scout, “private” and “prep;” National Merit, ASB and Varsity Letter; Phi Beta Kappa and Tri Delt …

    \n

    …eventually landing on the ubiquitous campus sweatshirt, the “branded brand:” Adidas UCLA Bruin, Nike Alabama Crimson Tide, Champion Tennessee Volunteer.

    \nIn recent times, these once balmy cross-branding ventures among educators, policy makers and big business are getting even more serious—\n\n• There’s Educational Innovation Laboratory (Edlab), launched by Harvard economist Ronald Fryer, which attempts “to infuse education with the data-driven approach that is common in science and business.” Naturally, then, its first experiment was to pay middle-school students in NYC schools $500 a year for excelling in reading and math tests;\n\n• Or how about viewing the college experience as primarily a branding expedition?\n\n• Even visionary initiatives like Teach for America, hatched in the late-1980s as a kind of Peace Corps alternative for domestic educators, has succumbed to brand talk; TFA’s brand today has been labeled as no less than “elite.”\n\nWhether Edlab, Teach for America, or other like-minded initiatives continue to make an impact on education in spite of, and not because of, their brand value remain to be seen. But if they are making a difference, should it matter if brand is propped up front and center?\n\nIf the essential message of films like Waiting for Superman is education as mission, civil right, and equalizer—and, not merely, as passive consumption—then yes, it matters. In this age of brand, the fight for education is a fight for preservation, where students can be free to be students first, learners first, thinkers first, creators first …and consumers, last.\n\nIn his review of Superman for the New York Times, Trip Gabriel writes that it was Guggenheim’s “swirl of private guilt and public obligation” (Guggenheim sends his kids to private schools) that motivated the filmmaker to turn his eye toward public education. It’s that same swirl that is ours: corporate identity-making twined with public obligation. After all, thanks to kryptonite, even Superman had his limits.', 'Waiting for “Superman”... or Superbrand?', '', 'publish', 'open', 'open', '', 'waiting-for-superman-or-superbrand', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/waiting-for-superman-or-superbrand', 0, 'thinking', '', 0), (854, 1, '2010-10-06 13:39:00', '2010-10-06 13:39:00', '\"\" By Sandra C.\n\"\"\n\n\"\"\n\nWhat if your social network opened a restaurant? A trendy new eatery called 4Food launched in Manhattan last month, and has gained wide coverage from CNN, Grub Street and other publications for its novel approach: including social networking as input to its menu selection.\n\nWith one venue, located at 286 Madison Avenue, the restaurant claims it wants to “function as a community hub” and encourages patrons to build a burger, name it, promote it via Facebook or Twitter; in return they can earn 4Food dollars if people order that burger.\n\nIt’s an interesting concept, so we road-tested it to see what the fuss is about. Admittedly, our road test was only the eating part, since we were not yet registered and much of the site wasn’t yet functional.\n\nAs we entered the restaurant, we were confronted by the concrete construction and brightly lit LCD menus overhead. To the left was a table with stools and an iPad at each seat, so that patrons could order instead of standing in line. However, the online ordering system was not working when we were there in mid-September, so the iPads were being used mainly for fun.\n\n\"\"\n\nThe overhead menus were “dynamic,” meaning that their flat screens flashed a perpetual slide show of menu items, orders ready and other information. There was a stream of codes on the “order ready” screen that required a guide, so the board caused some confusion.\n\n\"\"\n\nAnd what about the food? Oh yeah. The restaurant’s other novelty is that the burgers are scooped in the middle, so the hole can be filled with scoops of edamame and sea salt, mac and cheese, or even mofo (shorthand for mofongo, a traditional Latin American mash of sweet plantains, bacon, onion and spices). You can add cheese and condiments to your liking as well.\n\nWe ordered a burger called the Green Giant, which is a veggie burger and a scoop of spinach and pine nuts, plus a side of coconut rice and a white peach rosehip iced tea. When the bill was printed and handed to us, we noticed that for each individual menu item there was a calorie count. To our surprise, the entire meal was almost 800 calories! That feature got the biggest “wow” from our group.\n\n\"\"\n\nWatching our intake, however, didn’t turn out to be a problem because we found the Green Giant burger to be flavorless and bland. The coconut rice was sweet, but knowing the calorie count prevented us from having more than two bites (really). Not that we’re weight-obsessed; we just felt like it was too indulgent for a lunchtime meal.\n\nThe website says that “advanced, web-based technologies allow us to make personalized recommendations that meet our guest\'s nutrition and lifestyle goals,” but we found that must only be if you are registered on the website.\n\nWhen we checked out the website, we found that much of it wasn’t functional, with messages like “This feature is coming soon. Really soon. Don\'t hesitate to check back soon,” which was disappointing.\n\nThe restaurant concept, while interesting from a digital marketing perspective, is not off to a strong start. But it is backed by experts such as Ed Winter, Chairman of Omnicom\'s \"Brand Activation\" Agency, and Tracy Locke, an agency touted as “one of the foremost experts on marketing to young people in the US,” among others, which makes it seem like a marketer’s dream project.\n\nUnfortunately for 4Food, right now it’s about the food, and so far, the food is nothing to tweet the world about.', 'Viral Restaurant: Two Words You Don’t Normally See Together', '', 'publish', 'open', 'open', '', 'viral-restaurant-two-words-you-dont-normally-see-together', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/viral-restaurant-two-words-you-dont-normally-see-together', 0, 'thinking', '', 0), (855, 1, '2010-10-13 21:02:00', '2010-10-13 21:02:00', '\"By By Lauren L.\n\"\"\n\nEighteen months ago, Frito-Lay launched advertising and PR campaigns proudly touting their new compostable SunChips bags, and even wrote in big bold letters on their packaging, “World’s First 100% Compostable Chip Package.” At every turn, consumers were reminded that the package was 100% compostable.  But just last week, Frito-Lay announced that due to consumer complaints about the noise of the packaging, they would revert to the original packaging for five out of the six SunChips flavors.\n\nMy first reaction was to roll-my-eyes, sigh, and think, “Spineless SunChips, how can you let a few grumpy consumers force your hand? Who cares if they’re upset about the noise of the bag, they’ll get used to it. People don’t like change, but they’ll come around…”\n\nThen I did more research, reading consumer opinions from what I’ll call the environmental left, right and center…\n

    • From the left: “Because some people can\'t deal with a little noise, they\'re going back to polluting the planet that much more. Selfish.”

    \n

    • From the right: “Who consumer tested these bags? Im guessing 70-80% of people eat chips while watching TV. How are you supposed to do that when you can’t hear the TV? I bought a bag every week until they changed the bag, then my wife made me stop buying them because she couldn’t hear the TV.”

    \n

    • From the center: “I told \'em the very first time I got them (before the official release) that I wouldn\'t buy a single bag like this ever again. And I haven\'t; my husband misses them but oh well. It\'s not worth it. I\'m pro-environment, and my family of 4 (including infant but not counting the pets) throws away less than 2 bags of trash a week; everything else is recycled, composted, reused, or just not used in the first place. But the SunChips bag was SO noisy it woke up my son. In another room. Down the hall and around a corner. NOT acceptable.”

    \nAnd the facts…\n

    • There is an active Facebook group with more than 44,000 friends named “Sorry But I Can’t Hear You Over This SunChips bag”.\n• SunChips sales have declined more than 11% over the past 52 weeks.\n• Frito-Lay moved one-third of its 32 plants to \"zero landfill\" last year—the rest will achieve that goal by the end of 2011 (all plants, not just SunChips).\n• These “zero landfill” plants use innovative practices such as solar energy, water recovery, food-scrap recycling, and stack heat recovery.\n• Over the past five years, Frito-Lay has eliminated 150 square miles of packaging by reducing the materials by 10%.

    \nAnd now, I think of Frito-Lay as an innovative pioneer in sustainability. An 11% sales decline is a big deal – it’s not just a few grumpy people complaining– and   Frito Lay is not abandoning their effort altogether. As Frito-Lay spokesperson Aurora Gonzalez said, \"We are on a journey with compostable packaging… Frito-Lay is showing its commitment by sticking with the noisy but compostable packaging for the sixth flavor, its top-selling Original… We are applying what we have learned from this first generation to get to the next generation of environmentally-friendly packaging.”\n\nAnd while they haven’t marketed it as much as their compostable packaging, the fact that Frito-Lay is investing capital into green technology to change their production plants to “zero landfill” shows their dedication to sustainability. What are other mass CPG companies doing? A lot of companies talk about being “green” and wish for “innovation” but are not willing to make the effort. They’re all talk and no action. Not Frito Lay.\n\nInnovation, progress, never comes without pain, and those who are first to market will inevitably experience some bumps in the road, only to pave the way for future followers. We (Americans) will eventually have to change how much waste we create – it might not be in the next 10 years, or even in our lifetime, but we’re living longer and there is only so much land for landfills. I applaud Frito-Lay for thinking long-term, for taking the initiative and risk to lead positive change. Innovation, after all, is about living in beta. As Henry Ford said, “\"Failure is only the opportunity to begin again, only this time more wisely.”', 'Innovation ain’t easy (Just ask SunChips)', '', 'publish', 'open', 'open', '', 'innovation-aint-easy-just-ask-sunchips', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/innovation-aint-easy-just-ask-sunchips', 0, 'thinking', '', 0), (856, 1, '2010-10-22 13:57:06', '2010-10-22 13:57:06', '\"\" By Jennifer D.\nIt\'s officially fall in New York City, which makes me wish for summertime. No, not for the NYC of hot—sticky subway stations and all—but for those days when states’ travel & tourism marketing groups air their commercials on television! Their chance to say “Come one, come all to _______(fill in one of the 50 states here)!\" What, you love seeing those too?\n\nThere is something interesting in the way that a state’s travel & tourism board brands itself because the same principles apply to “branding\" a state as they do to branding a product or company. There are colors to think about, imagery, tone of voice (literally [and figuratively], who is doing the voice-over?), logotype, audience, and personality. Some states or districts have this down to a science—Washington, D.C. did a great job of a rebrand with its clean new logo and the motto “Create your own Power Trip.” And others should take notice. Colorado’s TV spot looks like it was produced in the late-90s and made me cringe during its entire 30 seconds.\n\nMottos are another element to consider. Each state has given themselves one, whether for advertising purposes (\"Virginia is for Lovers\") or general use on its license plates (New Hampshire\'s \"Live Free or Die\"), and this says a lot about how the state would like to be perceived. If states don’t have a motto to do their heavy (brand) lifting, they use celebrities (California relies heavily on their A-list superstars in their current ad: David Beckham and Vanessa Williams to name two), the natural landscape (Utah wants to bring out the “outdoorsman” in everyone), or in the case of New York, humor (it doesn’t hurt that Alec Baldwin lives here).\n\nFinally, there are some states (like some consumer brands, a la Apple) that need nothing more than a clean and easy-to-use website for their state to help would-be travelers find things to do and see or places to stay. Sure, no amount of TV commercial spending is needed to get someone to plan a trip to Hawaii! But smaller and less-traveled-to states like Minnesota need the extra marketing spend. For example, 2009 gave the “Twin Cities” state the new tagline (though I don’t think this is the best way they could have written it), “There’s no substitute for a great Minnesota vacation.” In addition, Minnesota tourism promoted ads on television, in popular magazines, and in local newspapers.\n\nIf you have visited the following states, or call any your home—do you agree with the way they are advertised? Or do you, like me, just enjoy a good state branding?\n\n[caption id=\"attachment_1678\" align=\"alignnone\" width=\"432\" caption=\"California - Click on the image above to see the video\"]\"\"[/caption]\n\n[caption id=\"attachment_1680\" align=\"alignnone\" width=\"432\" caption=\"Texas - Click on the image above to see the video\"]\"\"[/caption]\n\n[caption id=\"attachment_1682\" align=\"alignnone\" width=\"432\" caption=\"Kentucky - Click on the image above to see the video\"]\"\"[/caption]\n\n[caption id=\"attachment_1684\" align=\"alignnone\" width=\"432\" caption=\"New York - Click on the image above to see the video\"]\"\"[/caption]\n\n[caption id=\"attachment_1686\" align=\"alignnone\" width=\"432\" caption=\"Massachusetts - Click on the image above to see the video\"]\"\"[/caption]\n\n[caption id=\"attachment_1688\" align=\"alignnone\" width=\"432\" caption=\"Utah - Click on the image above to see the video\"]\"\"[/caption]\n\n[caption id=\"attachment_1690\" align=\"alignnone\" width=\"432\" caption=\"Tennessee - Click on the image above to see the video\"]\"\"[/caption]', 'United Brands of America', '', 'publish', 'open', 'open', '', 'united-brands-of-america', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/united-brands-of-america', 0, 'thinking', '', 0), (857, 1, '2010-10-29 19:03:52', '2010-10-29 19:03:52', 'By Rachel K.\n\"\"\n\nThe other day my 15-month-old son Ryder got visibly upset (which entails him muttering \"mamama\" repeatedly) when I wouldn’t let him play with my iPhone. Truth be told, he’d rather suck on the case than use the phone to call his Brooklyn cohorts. But my four-year-old nephew is another story. Not only is he adept at using his finger to slide photos across the screen, but he can also use the gadget to decorate fake cupcakes, learn new words, play Dora games and more. In fact, he’s already requested his own iPod Touch from his parents… a $229 product for a child just out of diapers!\n
    \nSo it was hardly a surprise when I read in Fast Company this week that the iPhone 4, iPod Touch and iPad dominated the top three places on the Duracell Toy Report’s list of most-wanted Christmas gifts. Of the more than 2,000 children and parents polled, 39% of children desired Apple gadgets this year: 17% of five- to eight-year-olds, 50% of nine- to 12-year-olds and 66% of 13- to 16-year-olds all putting Apple items at the top of their lists.\n
    \nNow, as adults, we’ve all felt the pull of Apple’s beautifully designed products. So with parents holding onto and \"playing\" with their own toys (aka smartphones) 24/7, is it any wonder that kids/babies today want the very same toys themselves? We as adults are captivated by them, so should we expect any less from our babes?\n
    \nIt’s all contributing to what my colleague Gregg Lipman dubbed “Generation Everything”, which speaks to the fact that there is now very little difference between adult spending preferences and youth/young adult spending preferences. Gregg notes: “Companies [like Apple] have successfully created branding stories that resonate across a spectrum of ages because they have largely ignored age-based demographic \"insights\" as they were, and instead focused on harnessing societal (the blurring of the generation/cultural gap) and technological (the desire to be ever more connected) trends to their benefit.” In layman\'s terms, Apple has created products broad enough that savvy, second parties have come in and created applications that are cross-generational, from cupcake-decorating apps, which my nephew can play, to brain teaser apps, which my 94-year-old grandma can play. Why let a four-year-old pretend to be like Mommy and simply hold a phone when he can have Mommy buy him a game app so he can actually play with the phone?\n
    \nThat’s capitalism, friends, and precisely how a computer company like Apple can quickly become as trendy and relevant as my generation’s Cabbage Patch Kids.', 'The Apple Doesn't Fall Far From the X-mas Tree', '', 'publish', 'open', 'open', '', 'the-apple-doesnt-fall-far-from-the-x-mas-tree', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-apple-doesnt-fall-far-from-the-x-mas-tree', 0, 'thinking', '', 0), (858, 1, '2010-11-04 15:54:53', '2010-11-04 15:54:53', '\"\" By David W.\n\"\"\n\nHave you ever seen a claim on a package that you just didn\'t believe? On the other hand—what about a claim that made you buy a product you wouldn\'t have bought otherwise? Sometimes claims are unexpected and surprising. Consumers are often unaware that certain products contain certain benefits. Sometimes these benefits are unexpected, but in other cases, they are so obvious, so ordinary, that they appear… extraordinary.\n\n“Energy”\nUp until recently, there was a take-out spot called \"THE PUMP Energy Food\" located right next door to our agency. What first caught my eye about THE PUMP was the sign outside the store. The a-frame sign let me know about everything they didn’t use: No Saturated Fat, No Egg Yolks, No Mayo, etc. But what it didn\'t tell me was what kind of food they actually did serve. The only thing I had to go by was \"Energy Food.” Hmmmm… energy food? Did that mean food with supplements in them? Hot dogs fortified with vitamins and minerals? “Energy\" used to always mean “caffeine.” Lately, I\'m not so sure. After all—doesn\'t all food give you energy? Yes. Yes, it does.\n\nWhat’s interesting to me is that “energy food\" sounds like a claim. It also indirectly gives the food a healthful halo. So should I feel good about eating energy food at Pump? I decided to check out their menu. Let’s see: baked tofu, steamed broccoli, brown rice. Sounds good. Also, sandwiches, pasta, and shakes and something called the Lumberjack, which has 752 calories, and the Mondorito, which has 1033 mg of sodium. Ouch. Meanwhile, a glass of their Ginger Mint Lemonade has almost as much sugar as a can of Coke. Sugar does give you energy so I guess it\'s okay.\n\n\"\"\nTHE PUMP Energy Food restaurant in NYC\n\n\"\"\nEnergy Candy?\n\n“Whitening”\nSome time ago, I asked my dentist if I should use whitening toothpaste, and he quickly replied that all toothpaste whitens your teeth. In fact, using a toothbrush with water would whiten your teeth.\n\n\"\"\nDo any toothpastes not have a “whitening” claim?\n\n\"Fat Free\"\nThis is a claim that gets attention. You usually see this on salad dressings, desserts, and frozen entrees. I don’t think I’ve ever seen a “fat free” claim on spring water, though. Why should there be one, anyway? Isn’t it obvious? It is, but I’m also amused at how many “fat free” claims I see on candy. A quick Google shopping search for \"fat free candy\" generates over 6,000 matches. Wait, you mean there\'s no fat in sugar?\n\n\"\"\nFat Free Flumps', 'There’s No Fat in this Sugar!', '', 'publish', 'open', 'open', '', 'theres-no-fat-in-this-sugar', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/theres-no-fat-in-this-sugar', 0, 'thinking', '', 0), (859, 1, '2010-11-12 19:49:00', '2010-11-12 19:49:00', '\"\" by Rick F.\n\"\"\n\nWe used to call it customer service, and it really only mattered at fancy restaurants and AT&T. Today, great service is no longer a nice-to-have for brands; it is essential, like a product, a package, and a digital presence. Don’t expect it from only fancy restaurants. Demand it from the brands you use everyday, or find a new brand. (AT&T is a long way off).\n\nMore and more these days, it seems that employees are helping to define a brand, and that’s not just in the service industry. Consumers interact with something beyond an “identifying mark;” they interact with brand employees. Great brands today realize that human capital is as important as the product itself.\n\nZappos.com, the online shoe retailer, built its brand on service, and is well known for weeding out new employees with a $1,000 offer to quit.  And Apple impresses me most not with their products and design, but with—get this—employees who know what the hell they’re talking about AND want to help me! Who’d a thunk it?\n\nSo what about the service in the service industry? Consumer banks have a hard time differentiating themselves from one another, what with uber-smart ATMs, online banking, free checking, and minimal interest. These are all offered by most banks, and with mostly the same quality.\n\n\"\"However, when it comes to my personal finance, it’s good to know there’s a human being back there. I’m a Chase bank client, and am likely to remain one, but not because of the “take a picture of my check” deposit system. Rather, it’s because of the amazing over-the-top service I recently received. Not long ago, unbeknownst to me, an ATM malfunctioned and my check was spit out onto the floor. An assistant branch manager found it days later. She tracked me down by manually calling all Richard Foxes in the system, alerted me, and safely deposited my check.\n\nThe cherry on top was last week when I received a confirmation letter in the mail from the assistant branch manger, securing both my identity and my loyalty.', 'Service My Brand!', '', 'publish', 'open', 'open', '', 'service-my-brand', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/service-my-brand', 0, 'thinking', '', 0), (860, 1, '2010-11-18 18:22:24', '2010-11-18 18:22:24', '\"\" By Karen S.\n\"\"\n\nIt’s no secret that the carbonated soft drink business is struggling. The economy, concerns about health and proliferation of non-carb options have all taken their toll on the business over the past few years. So it was not a big surprise when earlier this week, the Financial Times reported that Indra Nooyi (who has topped the Financial Times’ ranking of the Top 50 Women in World Business for the second year running) is seeking redefine focus for PepsiCo from carbonated soft drinks to non-carbs, changing their playing field and potentially redefining what PepsiCo represents. Clearly this is a huge shift by a company that by its very name defines itself as a soft drink company, but it is also in line with the focus on nutrition-based products that the company has been working to put in place for several years.\n\nThe reality is that people love their snacks, and most aren’t going to trade a Cheeto for a carrot stick. And soft drinks and snacks are a big part of what has given PepsiCo over $100 billion in sales over the past year. But make no mistake, healthy products are a $10 billion business for PepsiCo today. They see an opportunity to triple their position in the healthy category through careful marketing and product development.\n\nThe challenge for PepsiCo is building their credibility in this space with both consumers and the nutrition community, and they are beginning to take steps in that direction. I don’t foresee them dropping their iconic soft drink and snack brands (and I think there would be howls of outrage from consumers if they did), but they are making moves to reinforce their health-focused position.\n\n- The formation of a Nutrition Center of Excellence, led by formers leaders from the Mayo Clinic and the CDC, is a clear signal that they are taking nutrition seriously.\n\n- Since the company knows that consumers love the delicious taste of their snacks, they are looking for better, more nutritious alternatives to current ingredients so consumers have options for indulging with less guilt.\n\n- PepsiCo is conducting greater research efforts for Quaker products, giving the brand that symbolizes health more leverage and greater visibility.\n\n- The company is putting greater emphasis on the fact that healthier non-carbs, while still caloric, provide better nutrition than sodas, often with Stevia-based products with lower calories.\n\n- PepsiCo is establishing nutrition programs in developing countries that not only include the distribution of nutrient-dense foods, but also the beginnings of sustainable businesses that grow local economies.\n\nPepsiCo may not be the nutritional leader today, but Indra Nooyi’s mandate to be a more nutritionally focused company is taking hold, and the company is investing in ways that demonstrate a commitment to that mandate and a groundbreaking vision for the company’s future.', 'The End Of the World As We Know It', '', 'publish', 'open', 'open', '', 'the-end-of-the-world-as-we-know-it', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-end-of-the-world-as-we-know-it', 0, 'thinking', '', 0), (861, 1, '2010-12-01 16:31:29', '2010-12-01 16:31:29', '\"\" by Brian M.\n\"\"\n\nIn 1986, it was a Mad Dog 20/20… in 1997, a Natural light (or, that one time, when Colt 45 was on the menu)… in 2002, Mike’s hard Lemonade… and, as of last week, Four Loko.\n\nRecently, I had the chance to speak with dozens of patrons stopping in to convenience stores across the southeast. And I asked them what they thought.\n\nLove it  (“I am going to get effed-UP!”) or hate it (“That stuff is nasty!”), everyone had an immediate opinion.\n\nWhat strikes me is that during all these years of “it drink” evolution, nothing much about the target demographic has changed all that much: I am poor and I want to be drunk.\n\nFor some, that is a depressing reality of a life without hope, the coping with a disease without help. For others, it’s a young drinker’s need to budget dollars per percent alcohol, i.e., college.\n\nWhat has changed is the perfect storm of elements that then converged to form a combination so effective that it forced the inevitable – a ban.\n\nWith Four Loko, several key barriers to consumption were removed, maliciously or not, from our target demo’s path:\n\n1. The Image barrier. There is no perceived lower class stigma of consuming a large can of this alcohol—it’s a bright, fun, youthful looking can. The name itself suggests party not poverty.  Schlitz this is not.\n\"\"\n\n\n2. The Taste barrier. Purply, fruity, bubbly and sweet. Why should you have to teach yourself to like beer?\n[media-credit id=  align=\"aligncenter\" width=\"300\"]\"\"[/media-credit]\n\n3. The Potency barrier. Party time is now and later. Four Loko’s more juiced than a Red Bull and vodka. There’s no question that you will be well on your way after just one of these.\n\n4. The Difficulty barrier. No drinks to mix, no spirits to master. The whole stimulant-packed booze enchilada is a pop-top away.\n\n5. The Price barrier. At $2.50-3.00 per can—which breaks down to roughly 75 cents per serving of alcohol—it’s ideal for the cash-strapped.\n\n6. The “Placement” barrier. There, in the nether regions of the convenience store cold case—half way between beer and energy drinks—Four Loko lives in a perceptually gray area: not beer and sort of an energy drink with more. It’s only a few facings away from Heineken—surely one is meant to ingest the whole can just as quickly.\n\n[media-credit id= align=\"aligncenter\" width=\"300\"]\"\"[/media-credit]\n\nIt’s not going to win any design awards or product innovation recognition, but Four Loko gets A’s for understanding the desire of its target for cheap, easy to swallow thrills and delivering.\n\nHowever, people have died. Someone probably should have checked in with the FDA. But given that particular agency’s typical response time (it’s been developing guidelines for SPF since 1978!), it’s no surprise the higher-ups at Four Loko didn’t bother.', 'Easy drinking, cheap thrills.', '', 'publish', 'open', 'open', '', 'easy-drinking-cheap-thrills', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/easy-drinking-cheap-thrills', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (862, 1, '2010-12-10 02:55:03', '2010-12-10 02:55:03', '

    \"\" By Sandra C.

    \"\"

    \n

    Photo Courtesy of www.myfashioncents.com

    \nWWD just reported that Jessica Simpson has broken the “$1 billion retail barrier” with her fashion / lifestyle brand. Hard to believe for someone best known for thinking that chicken comes from the sea! But this report proves Jess is no dummy—in fact, she is worth about $100 million. Not bad! Close on her heels is Jennifer Lopez, who recently made news with the announcement that she and her husband, Marc Anthony, are going to launch a lifestyle brand exclusively at Kohl’s in 2011. The question that comes to mind: Is this going to work?\n\n[media-credit  align=\"alignleft\" width=\"145\"]\"\"[/media-credit]Like Jessica Simpson, Lopez has generated more news with her non-Hollywood pursuits than with her music or movie career (“The Back Up Plan” being one in a string of recent, forgettable films) However, “Jenny from the block” was recently named one of Barbara Walters’ “10 Most Fascinating People of 2010”, and has a new stint as a judge on “American Idol.” More importantly, she is also very busy on the business front as the new brand ambassador for L’Oreal, and already has a very successful fragrance line with Coty, Inc.\n\nBut Jennifer Lopez may be at the point where she is starting to be less relevant to young people. Since she is no longer making music hits like in the Nineties and early 2000s, it will be hard for her to win the love and attention of today’s teens, who were toddlers at the height of her career. This mindshare is now being given to Taylor Swift or a lesser extent, Selena Gomez, also Hispanic, so it seems as though her hold of teens’ hearts and minds has past.\n\nOne opportunity, however, will possibly appear when the census data for 2010 comes out, as marketers will rush to fill the need for Hispanic targeted marketing messages, products and services. Because of that, Jennifer Lopez could possibly work as a spokesperson for this consumer population.\n\nIf J. Lo were younger, and her star still on the rise, this partnership would be less of a risk  for Kohl’s. However, because of the perfect timing with the census data and a subsequent increase in the focus on the Hispanic population around the time of the Kohl’s launch, the brand and its spokeswoman will both benefit for at least a short period. Only time will tell if the stars will align for her brand to become as successful as...Jessica Simpson’s!', 'Will Jenny From The Block Win The Celebrity Brand Turf War?', '', 'publish', 'open', 'open', '', 'will-jenny-from-the-block-win-the-celebrity-brand-turf-war', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/will-jenny-from-the-block-win-the-celebrity-brand-turf-war', 0, 'thinking', '', 0), (863, 1, '2010-12-17 18:35:16', '2010-12-17 18:35:16', 'By Rachel K.\n\"\"\n\nThese days, it’s rare to see an event that isn’t jam-packed with sponsorship logos. Sporting events are branded. Concerts are branded. Schools are branded. Even war is branded. So why wouldn’t a spectacle like the Times Square New Year’s Eve Ball Drop be branded?\n\nWith its massive electronic screens and giant billboards, Times Square is one of, if not the, most desirable piece of outdoor advertising real estate in the world – and the ball drop is its biggest event. The Times Square Advertising Coalition, a group created in 2009, works to ensure that Times Square “remains the most colorful and vibrant commercial corridor on earth,” and a single cab ride through Times Square proves that the coalition is doing its job really, really well.\n\nEspecially when it comes to New Year’s. For the past ten years, Waterford has sponsored the actual crystal ball (or at least, its surface; the ball itself went LED in 2007). For the third year straight, Nivea is the official sponsor of the New Year’s Eve celebration, and along with sponsoring a stage called the Nivea Kiss Platform, it will hand out about 30,000 samples of lip balm to revelers in the hours before the countdown. The Duracell Power Lab in Times Square, which opened on November 30th, consists of four stationary bikes that when pedaled charge batteries that will subsequently be used to light the New Year’s sign behind the ball drop. And for the first year, Get Married Media, which publishes Get Married magazine and hosts a Web site, GetMarried.com, is helping sponsor the event, including a contest for a New Year’s Eve wedding in Times Square.\n\nBut whereas sponsorships at other events usually irk me to no end, I’m not upset about all these New Year’s Eve Ball Drop sponsorships. In fact, quite the opposite; I actually think they’re kind of fun. Why? Because the events’ producers – the Times Square Advertising Coalition and Countdown Entertainment – insist that its sponsors be organically integrated into the event, rather than just slapping any ole logo onto the crystal ball. And this requires a certain amount of creativity on the part of brands, which is really the way it should be. “There are some sponsors that we say no to because it’s not a natural fit,” said Jeffrey Straus, president of Countdown Entertainment in a New York Times’ article published on Tuesday. “This is first and foremost a civic event for New York City and sponsors have to tie into that event without it being a commercial message.”\n\nGotta love that kind of integrity, in an era when money talks, no matter what the occasion. But it’s still not enough to draw me out into those crowds on New Year’s. I may like to have soft lips…but fortunately, I can have them in the comfort and warmth of my own home.', '10, 9, 8, 7, 6, 5 4, 3, 2…HAPPY TIMES SQUARE SPONSORSHIP!', '', 'publish', 'open', 'open', '', '10-9-8-7-6-5-4-3-2happy-times-square-sponsorship', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/10-9-8-7-6-5-4-3-2happy-times-square-sponsorship', 0, 'thinking', '', 0), (864, 1, '2010-12-22 19:58:04', '2010-12-22 19:58:04', '

    \"By

    \"\"

    \r\n

    After years of ordering from drugstore.com, I recently ordered from a new, “rival” website, SOAP.com. Enticed by a direct mail coupon that said ”20% off your first purchase and free shipping,” I felt no guilt as I created a new SOAP.com account. However, it did make me think of how disloyal I’ve been to brands this year. And not just to any brands - brands with which I’ve had deep connections and longtime relationships.

    \r\n

    Here is my 2010 ditch-list, and the brands I ditched them for:

    \r\n

    • Asics for Mizuno: In the running community, individuals identify themselves as “An Asics person,” “A Nike person,” “An Adidas person,” and so on. Until recently, I’d been running in Asics for over 10 years. Buying shoes was always simple: I’d go to the shoe store, ask for my size, and then buy a pair without trying them on. However, there was a fateful day when the shoe store didn’t have my size in Asics, and – given that I was feeling lazy and didn’t want to go to another store – I was open to trying on a new brand. Since then, I’ve been a Mizuno person, 10 months and counting…

    \r\n

    • Apple TV for Netflix: We’ve been downloading movies from Apple TV for 1.99 or 4.99 at a time, but now we’re hooked on Netflix’s streaming service that allows you to watch unlimited TV shows and movies for $7.99 a month.  Amazing.

    \r\n

    • Barnes and Noble for Greenlight bookstore: Sorry, B&N…my desire to support Greenlight, my fantastic local bookstore, wins over my desire to save 30% off the list price.

    \r\n

    • Tampax for Seventh Generation: I may be getting a bit personal here, but yes, I recently left a trusted brand I had been using for 13 years for an un-proven, chlorine-free brand.

    \r\n

    If you look at my list through a marketer’s eyes, it’s pretty scary. I’ve left brands that I’ve been loyal to for years, in matters of seconds. And scarier still, you can’t look at my list and say I’m driven by the lowest-price, or that I’m someone who is always trying new things. My list reflects today’s consumer reality: our values (and therefore drivers) evolve over time, we’re not predictable, we’re always looking for a better consumer experience, and we increasingly have greater choice in every category.

    \r\n

    So what does this all mean for brands and brand-builders? It’s a reminder that we have to work just as hard at retaining existing consumers as we do trying to win new consumers. And that doesn’t mean, “Leave the brand alone.” It means investing in consumer insights and innovation.

    \r\n

    Now that I’ve confessed my disloyalties, tell me: what brands have YOU ditched in 2010, and why?

    \r\n', 'Brands I Ditched in 2010', '', 'publish', 'open', 'open', '', 'brands-i-ditched-in-2010', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/brands-i-ditched-in-2010', 0, 'thinking', '', 0), (865, 1, '2011-01-06 21:00:31', '2011-01-06 21:00:31', '\r\n\"\"\r\n
    \r\nTuesday FOX announced that Pepsi would be the sole season-long sponsor of the highly anticipated Fall show, “X Factor.” Already a humongous hit in the UK, “X Factor” is a singing competition brought to the US by Simon Cowell, who is leaving “American Idol” this season to host the new show.\r\n\r\nWhat makes this announcement such a coup for Pepsi is the fact that its “life-long” competitor, Coke, is already the sponsor of “Idol” (as fans of the show already know). With this new “X Factor” sponsorship, it seems that Pepsi is getting the last laugh, trumping its rival by partnering with the newer, and many might say cooler, program. The announcement marked what was an unquestionably sad day at Coke, which likely used its clout as Idol’s current sponsor – not to mention, heaps of cash – to get the “X-Factor” sponsorship.\r\n\r\nWhen I read the announcement yesterday in the New York Times, I was catapulted back to my youth, when “The Pepsi Challenge” was all the rage. A brilliant piece of marketing on the company’s part, “The Pepsi Challenge” (for those of you who don’t remember, or weren’t even born yet) pitted the two brands against one another in a taste test. At malls, shopping centers and other public locations, a Pepsi representative set up a table with two blank cups: one containing Pepsi and one with Coca-Cola. Shoppers are encouraged to taste both colas, and then select which drink they prefer. Then the representative reveals the two bottles so the taster can see whether they preferred Coke or Pepsi. Whereas most people think that Coke is clearly the preferred brand, the results of the test leaned toward a consensus that Pepsi was preferred by more Americans.\r\n
    \r\nCut to 35 years later (yes, the Challenge was launched in 1975), with “X Factor” putting a new twist on the so-called cola wars. While Frank Cooper, a senior vice president at PepsiCo, rebuffed questions about the longstanding Cola Wars, he did say, “There is absolutely personal joy in getting the ‘X Factor’ property. I love it.” He then added, “But I love it mostly because of what we can do with it.”\r\n
    \r\nIt’s true, in today’s day and age, the possibilities are endless. Along with commercials, Pepsi and Fox will work together on marketing off the air and a joint Web site. Mr. Cooper said the social media and local community parts of the “Pepsi Refresh Project” — which lets people vote to give grants to deserving philanthropic organizations — would be used as a template for its promotions for “X Factor.”\r\n
    \r\nAt the end of the day, however, it’s clear that neither Coke nor Pepsi was the big winner in this scenario. That award goes to FOX, which now has Coca-Cola locked up on “Idol” in the winter and spring, and Pepsi on “X Factor” in the fall. Now that’s one foxy marketing coup.', 'The Pepsi Challenge, 2011 Edition', '', 'publish', 'open', 'open', '', 'the-pepsi-challenge-2011-edition', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/the-pepsi-challenge-2011-edition', 0, 'thinking', '', 0), (866, 1, '2011-01-12 16:09:10', '2011-01-12 16:09:10', '\"\"\r\n\"\"\r\n\r\nWho doesn\'t want to eat well? And for that matter, have great sex? Baby boomers are starting to age into their sixties and Americans are hitting retirement age in record numbers. This group will influence the majority of new products which will be introduced in 2011, including food. Because of the economy, many of these individuals will continue to work and will require foods that provide their bodies with energy and stamina to get them through the day and night. As sales of Viagra and other sexual dysfunction medication are on the rise, boomers want to eat foods that help them stay in shape for their nighttime activities, too.\r\n\r\nLook for food products to make bedroom performance claims in the years to come. Obviously there\'s the old standbys of chocolate, wine and oysters.  However, there are many more foods that help keep the engine running. Honey, certain teas, figs and pomegranates are loaded with vitamins and minerals required to produce sex hormones. Nutmeg has gained press coverage recently for its reputation as a female aphrodisiac. And some people find produce erotic—bananas, cucumbers and carrots really speak for themselves.\r\n\r\nThe term \"honeymoon\" supposedly came from Europeans who drank honey wine during the first part of their marriage to improve their sexual moxie. Although there\'s probably more old wives tales than proof of the link between food and passionate sex, that\'s no reason why you should shy away from these love potions and sex-enhancing foods. Can you really cook up a great orgasm in the kitchen? I\'d say the answer is, “yes.”', 'Eat your way to good health…and great sex', '', 'publish', 'open', 'open', '', 'eat-your-way-to-good-healthand-great-sex', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/eat-your-way-to-good-healthand-great-sex', 0, 'thinking', '', 0), (867, 1, '2011-01-20 04:25:39', '2011-01-20 04:25:39', '\"\"\r\n\"\"\r\n\r\nLately, more retailers are implementing ways to increase efficiency through “self-check outs.” Since the arrival of traditional touch screen interfaces like ATMs and photo printing kiosks, there have been significant technological advances. Some of them include Redbox movies, check deposits via cell phone cameras, self check-outs in grocery stores and ordering from iPads. Most recently, a self-ordering kiosk was installed at Burger King locations nationwide.\"\"\r\n\r\nThe kiosk at Burger King is very similar to the airport self check-in kiosks. It allows customers to select the amount of pickles in the same way that passengers select the number of bags they’re checking. These kiosks seemed like a great idea, because you can be sure that your order is correct. But after observing the customers that followed me in the line, I observed a recurring theme: human error compounded by technical error.\r\n\r\nIn theory, the kiosks should reduce the need for cashiers by essentially making the customer do the work. But my observations seemed to show the opposite. Customers get frustrated and lines become longer. People end up needing to wait for an employee to come to them or somehow track them down to essentially do the check-in themselves, in turn reverting to the traditional check-out method. Efficiency is non-existent and customer satisfaction is low.\"\"\r\n\r\nSo what’s my great solution? Let the consumer go through the check-out using their cell phone. By using this personal device, there is no need to learn yet another type of kiosk. Additionally, the retailer’s cost is reduced because there is no hardware investment. Similar to an Apple iTunes account, the phone already stores your credit card information. All you have to worry about is what you’re purchasing.\r\n\r\nYes, retailers would have to develop an app for customers. But this is not a far-fetched idea, seeing as Starbucks already has one and Macy’s and Best Buy are in the process of developing theirs. Besides, in this day and age, cell phones are used for everything. We feel naked without them, namely because they provide us with several communication methods, including music, entertainment and tools.\r\n\r\nThis personal and highly interactive experience would open doors to retailers for even more cell phone opportunities, such as instant product information, coupons and consumer tracking. Given the possibilities out there, it’s certainly not surprising that Apple is about to celebrate their 10 billionth app download (billionth!). Personally, the phrase “There’s an app for that” never ceases to amaze me, especially now that it really is true.', 'There\'s An App For That... Surprise Surprise', '', 'publish', 'open', 'open', '', 'theres-an-app-for-that-surprise-surprise', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/theres-an-app-for-that-surprise-surprise', 0, 'thinking', '', 0), (868, 1, '2011-01-26 18:36:56', '2011-01-26 18:36:56', '\"\"\r\n\"\"\r\n\r\nBranding a building. Museums do it all the time because they have the luxury to stake ownership of their four walls (plus, they don’t have any pesky neighbors upstairs to contend with) and use them as a \"branding canvas.\" Restaurants and shops, on the other hand, can brand interior spaces but can’t make broad, self-promoting adverts on their edifices. Buildings, especially here in New York, which are free-standing enough to talk about themselves literally from the ground up (and some of these go very far up) are a rarefied group.\r\n\r\nTake one example: the residential high rises in Brooklyn of the pre-real estate bust variety. “What? High rises in Brooklyn?” Yes, high rises. And in this age of a still-lagging real estate market, these buildings have to be even more particular about how they brand themselves.\r\n\r\n\"\"A small sampling of buildings in four distinct Brooklyn neighborhoods reveal four very different brands of living: Edge in Williamsburg, Toren in Downtown Brooklyn, The Argyle in Park Slope and DKLB BKLN in Fort Greene. These buildings are selling a lifestyle filled with amenities like roof decks, indoor pools and social spaces that might be identical to those from a building a neighborhood over, or in some cases, right down the block. But it’s how they are speaking to prospective buyers that’s making the difference.\r\n\r\nTake each building’s tagline: Edge “Hardcore Luxury;” Toren “A New Angle on Modern Living;” The Argyle “It Looks Good on You;” and DKLB BKLN “Live Your Way.” Each has specifically chosen to “speak” to the prospective resident and be frank about what they offer. Is it personal or more professional? Do their logos have a little attitude and nightlife or do they feel more casual?\r\n\r\nThese high rises are just another example of how in everyday life (or, the moment  you’re in the market for an apartment!), acts of branding become reflexive: consumers choose brands, but more often than not, brands choose their consumers.', 'Building a Brand (literally) Brick by Brick', '', 'publish', 'open', 'open', '', 'building-a-brand-literally-brick-by-brick', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/building-a-brand-literally-brick-by-brick', 0, 'thinking', '', 0), (869, 1, '2011-02-07 17:29:20', '2011-02-07 17:29:20', '\"\"\r\n\"\"\r\n
    \r\n
    \r\nApple Inc. is the world\'s second most valuable company, recently passing PetroChina and trailing only ExxonMobil. Much of Apple\'s growth in the last 10 years has come not from desktop computer sales but from consumer electronics such as the iPod, iPhone and iPad. Apple has been able to convince millions of folks to trade up and pay more. There is still, however, huge room for growth.\r\n\r\nApple long stood for products that were user-friendly. Apple was a club and like most clubs, it was exclusive. The problem is that \"user-friendly\" is now the cost of entry for electronics. Today, Apple is focused on product innovation and expansion of their customer base for existing products. To take the next leap, Apple will have to move from the original club members—tech-savvy urbanites—to other consumer targets: Soccer Moms, Plumber Dads, Investment Banker Uncles, Awkward Aunts, Cuddly Kids and Boring Brothers… Everyone.\r\n\r\nApple needs to target EVERYONE. The business demands it. Apple can no longer be a club; they need to be a mass consumer brand and they are well on their way. Apple products will no longer make you cool. They will however solve your \"what should I get Mom for Mother\'s Day\" dilemma this year.\r\n\r\nFor proof, look no further than their ads. Apple has always pushed concept and design boundaries in their advertising. They have lived by \"Think Different,\" and like many successful brands, are selling an idea, a transformation and lifestyle. Starting with the 1984 TV ad and onto the flower arrangements of colorful iMacs, Apple always surprises, reinvents and delights. Until now.\r\n\r\n\r\n\r\nApple has officially sold out. They\'ve decided to offend no one and push no boundaries. Think Different? How about don\'t think at all. Look at an iPad ad and Apple won\'t show you attitude; they will show you how to point to a touchscreen with your finger in case you didn\'t know how touchscreens worked. Lie on the couch and relax, no thought required. Apple\'s latest ads have no point of view. No promise of transformation, club or lifestyle. The iPad ads could have come from anyone—Barnes & Noble, Jennifer Convertibles, Dockers… anyone.\r\n\r\nScroll down memory lane and view some of Apple’s print, online bus shelter and billboard ads throughout the years in  \"approximate reverse chronological order.\" Take a closer look at the iPad ads and then enjoy the trip back in time. Reminisce about what Apple used to be.\r\n\r\n[caption id=\"attachment_2172\" align=\"alignnone\" width=\"433\" caption=\"iPad\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2170\" align=\"alignnone\" width=\"433\" caption=\"iPad\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2174\" align=\"alignnone\" width=\"433\" caption=\"iPhone\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2180\" align=\"alignnone\" width=\"433\" caption=\"MacBook Air\"]\"\"[/caption]\r\n\r\n \r\n\r\n[caption id=\"attachment_2176\" align=\"alignnone\" width=\"433\" caption=\"iPod\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2178\" align=\"alignnone\" width=\"433\" caption=\"iTunes\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2164\" align=\"alignnone\" width=\"433\" caption=\"PowerMacs\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2158\" align=\"alignnone\" width=\"433\" caption=\"Apple Store\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2166\" align=\"alignnone\" width=\"433\" caption=\"iBook\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2168\" align=\"alignnone\" width=\"433\" caption=\"iMac\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2182\" align=\"alignnone\" width=\"433\" caption=\"Think Different\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2184\" align=\"alignnone\" width=\"433\" caption=\"Vintage\"]\"\"[/caption]', 'Apple Tosses its Core', '', 'publish', 'open', 'open', '', 'apple-tosses-its-core', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/apple-tosses-its-core', 0, 'thinking', '', 0), (870, 1, '2011-02-16 21:53:29', '2011-02-16 21:53:29', '\"\"

    \"\"

    \r\nMuch has been written about innovation at places like Apple and 3M. We love companies like these who live and breathe innovative cultures, making it a part of their core identity. Sure, Apple has Jobs and a cadre of uber-techies, while 3M has an almost 40-year legacy of allowing employees to dedicate 15% of their time to side projects. Theirs are corporate values that are challenging to replicate yet viable to use as a model.\r\n\r\nThere’s a fundamental dilemma with innovation. Companies crave it for the new consumers, categories and channels it can open up, but also revert to the basics when trying to improve the numbers— cutting costs, improving efficiency, directing resources to the traditional revenue streams. This problem becomes even more pronounced when companies remain traditionally operations or sales-focused because basing their business decisions proactively in consumer insights isn’t second nature.\r\n\r\nWhen taking risks that involve the resistant steps toward innovation, many companies are looking for assurances that their investment will pay off. Though a reasonable concern, it can stifle true innovation through “analysis paralysis” and attempts to put real numbers against conceptual ideas.\r\n\r\nBut even if companies aren’t ready to take the business and cultural steps necessary to foster innovative environments, they can take a page from the playbooks of the leaders.\r\n\r\nTake Apple. Steve has a personal hand in every new product that Apple launches, and when things don’t soar (like Apple TV), the company moves on. Does it make sense for the average corporation to have one person managing these decisions? Perhaps not. But what companies can do is introduce a “board of innovators” or decision makers who can act as de facto venture cap financers: Make a convincing pitch and win the prize of committed resources. By having leaders in place to make these decisions, particularly, cross-functional leaders, there are assurances that innovation is being resourced with the full knowledge of management, which in turn helps move projects along with fewer barriers. In addition, an internal venture-cap model can help establish a set criteria that projects need to meet in order to be considered for funding and resourcing.\r\n\r\nIn the case of 3M, they’ve had a successful strategy of allowing employees to devote 15% of their time to outside projects since the mid 1970’s. The beauty of this policy is that employees get to see its real results. Every year, 3M sponsors a school-style science fair, where employees make posters that explain their ideas and present them to the company. This offers opportunities for inventors to not only get input and build on their ideas, but also for the company to demonstrate their commitment to the program.\r\n\r\nBut dedicating 15% of time is easier said than done. There are sales meetings to prepare for, management presentations to make, P&Ls to run—it’s often not practical to dedicate this much time on a disciplined basis. What companies can do is allow employees who have great ideas to ask for the time to develop them, like a kind of “working vacation.” Make it culturally acceptable to pursue ideas outside of the usual objectives, and create rewards for people who do, whether their ideas are successful or not. By demonstrating a simple commitment to fostering new ideas, companies can be a more fertile ground for innovation.\r\n\r\nIt\'s the steady state of dedication, and by walking the walk, companies can build a real culture of innovation.', 'Innovation Conundrum', '', 'publish', 'open', 'open', '', 'innovation-conundrum', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/innovation-conundrum', 0, 'thinking', '', 0), (871, 1, '2011-02-21 15:26:43', '2011-02-21 15:26:43', '\"\"\r\n\"\"\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\"\"\r\n\r\nBeing a print production person, I’m not much for delving into the philosophy or science of branding.  Interesting, yes. At times compelling, absolutely. But you’re more likely to find me fascinated with substrates, structures and any number of tactile, 3-dimensional bells and whistles I can get my hands on that I can apply to a brand.\r\n\r\nBut, there’s no question that I have very fond memories of “growing up brand”, if you will.\r\n\r\nGiven that we are now literally flooded with messages from every conceivable venue, it’s clear that there were not all that many delivery systems in those days.  Just stop for a moment and imagine what your life would be like without the Internet. (Okay, you can peel yourself off the floor now.)\r\n\r\nIn a nutshell, you had TV, print, radio and the guy with the sandwich board.  Advertising was king, packaging the queen and a single advertiser sponsored an entire show. No Tang and no Pop Tarts meant no Star Trek, no I Dream of Jeannie and no Beverly Hillbillies (speaking of which, I still refer to a pool as “cement pond” now and then).\r\n\r\nTang was considered a reasonable alternative to orange juice. Pop Tarts was a breakfast food and a Swanson TV Dinner was a perfectly acceptable meal alternative on a Friday night. And for dessert: Jello with bananas, in that mold that looked like a flying saucer. Damn, was that good! Cereal boxes had toys inside them, for god’s sake, and this was back when you had to go to a toy store to get a toy! Kraft Mac & Cheese was and still is its own food group; no other brand to this day can come close to the original Kraft Mac and Cheese.  It’s like Coke. You just can’t duplicate that taste.\r\n\r\nMy mom read all the magazines, and I would frequently find her in the kitchen, experimenting with any number of recipe clippings. To my father’s old country palate, this was sacrilege.  He wanted meat and potatoes.  But mothers of the Sixties, much like mothers of today, were looking to streamline the process any way they could.  So I ate my share of potatoes au gratin; thank you Betty Crocker.  Don’t get me wrong.  There were no microwaves in that day, so cooked meals were the rule rather than the exception, although breakfast was more than likely Sugar Pops and Frosted Flakes. Sugar was not a dirty word back then, and frozen pizza was a revelation akin to the invention of the wheel. I confess that my favorite was the Swanson Fried Chicken TV Dinner: all that goodness in an aluminum tray with perfect little compartments, plus you had to remember to fold over the ends on the potatoes and chicken so that they would brown. Pure genius! In 1968, this was good stuff, my friend.  Don’t make a face.  If you’ve ever eaten a chicken MacNugget or a mozzarella stick you have no right to criticize.\r\n\r\nYeah, back in the good ole days, you could always depend on your brands to deliver. So while we discuss brands as if they are living, breathing entities and deconstruct them and critique and obsess about them, for me brands have always been about trust, starting back when I was a kid.  That’s the emotional connection for me.  And in a universe that is largely indifferent to us here on this little blue planet, it’s nice to know that when I open up a pack of PopTarts (and yes, I occasionally still do), or share some Kraft Mac and Cheese with my kid, I can still get that warm feeling I had when I was a mere 10 year old, back in the stone age of 1968.', 'Growing Up Brand', '', 'publish', 'open', 'open', '', 'growing-up-brand', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/growing-up-brand', 0, 'thinking', '', 0), (872, 1, '2011-03-04 17:00:51', '2011-03-04 17:00:51', '\"\"\r\n\"\"\r\n\r\nEveryone is talking about Charlie Sheen and what is interesting is that people really want to know about this guy. The digital world has been set on fire in anticipation and observation as he rants his way out of a career or into eternal career enhancing notoriety.\r\n\r\nHe is, as we speak, creating his own PR machine to manage his direct line to people so he can continue to have his say. On March 1, 2011 Sheen joined twitter and by 6pm @charliesheen had 108,000 followers and had not yet tweeted a single thing. He was accumulating followers at a rate of 1,000 a minute while we were watching. In fact, by midday March 2nd he had over 840,000 followers and had begun tweeting with the likes of Floyd Mayweather and inviting @iamdiddy over to hang out.\r\n\r\nWhile it is fun to watch this unfold, it is also a lesson for brands. Companies with big names and some notoriety like Delta, Amex, and Best Buy, all of which seem hard to reach and larger than life (much like Sheen) are also notable for being highly responsive on their twitter feeds. Within minutes of a post you can get a personal reply. Here are a couple of examples from a colleague’s twitter feed:\r\n

    \"\"

    \r\nIn case you’re wondering which brands are winning in this channel, Mashable gives a good roundup of the best twitter brands, which includes Chevrolet, Marriott Hotels and the Detroit Pistons. These brands are connecting with consumers in a very public yet personal way. Those that continue to proactively pursue these interactions and build a closer connection with consumers will be the winning brands in the future. The question remains however, what will become of Charlie, but we’ll be right there following him.', 'Connecting with Consumers, the Charlie Sheen Way', '', 'publish', 'open', 'open', '', 'connecting-with-consumers-the-charlie-sheen-way', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/connecting-with-consumers-the-charlie-sheen-way', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (873, 1, '2018-09-24 19:23:39', '0000-00-00 00:00:00', 'By Rachel K.\n\"\"\n\nLast week, John Galliano was swiftly removed as the head of Christian Dior after a video surfaced of his anti-Semitic rants in a Paris restaurant. Now, as one who is Jewish (and just as a human being), I was outraged by his behavior on a few different levels. But as a brand person, I also thought: No John Galliano at Dior? He IS Dior!\n\nThe recent trend of Chief Creative Officer or CEO as brand ambassador has been going on for a while now. In fact, several of these individuals have such a hand in the shaping of the brand that their names are virtually synonymous with the brand. Whereas the head of a company used to remain somewhat anonymous (e.g. Jack Welch), today’s brand gatekeepers are front-and-center. They even go so far as reaching out directly to customers – through corporate communications, blogs and tweets – to forge relationships.\n\nTake Millard “Mickey” Drexler, for example. As the head of J. Crew, he and his Executive Creative Director, Jenna Lyons have turned the company around, making it a brand worthy of a $3 billion buyout. Every time I buy something from J.Crew.com (too often to admit), I get a beautifully printed note from Mickey, printed on thick, cream-colored cardstock, thanking me for my purchase and assuring me of J. Crew’s high standards of quality. (Tell that to my last cardigan, the buttons of which popped off after a few cleanings.) The first time I received such a note, I read it very carefully, anxiously awaiting a line informing me of some 25% off discount. But no…it’s just a personal note from Mickey, thanking me for my patronage. I also recently received such a note from Russ Gaitskill, the CEO of Garnet Hill, the online and catalog company that sells beautiful bedding and housewares. Now, whereas I know who Mickey Drexler is (namely due to a huge New Yorker profile I read a few months ago), I had ZERO knowledge of Russ, so getting a note from him with my order (okay, okay, I’m a huge online shopper) held little weight. But still…it was a nice, personal touch, and obviously an effort by this company to woo me back for more purchases.\n\nOther highly recognizable brand ambassadors include Reed Krakoff, who has turned around Coach in the past decade and who is so popular that he recently launched his own, eponymous, non-Coach brand, and Simon Doonan, who is now Creative Ambassador-at-Large of Barneys (and was for years a virtual face of the brand). And these days, more people think of Karl Lagerfeld when they hear the name Chanel than they do of Coco herself.\n\nOf course, as Galliano – Lagerfeld’s arch-rival – has proven, this complicated CCO/CEO relationship can backfire in a big way. Dior, the jewel in the crown of the LVMH fashion empire, now finds itself without its star designer, who has been with the house since 1996 and has, in the past 15 years, further elevated the reputation of the brand. Fashion world forecasters are saying that the house will do just fine, and that the runway piece of the business is just a small percentage of the overall sales. But one can’t help but wonder what Dior will look like in the next CCO’s hands.\n\nAnd back in the pre-Sheen, pre-Galliano weeks of early February, another super-strong personality, Peter Arnell, got fired from the agency that bears his name by holding company Omnicom. Not only that…but his WIFE was appointed as the new chief executive! So technically, Arnell can remain Arnell…but there’s no question that the company has been tarnished by Peter’s shenanigans (and awful business decisions) in recent years (the horrendous Tropicana rebranding comes to mind).\n\nBut it’s also been proven that hearty, well-established brands CAN bounce back from such scandals. Why, just take a look at the company of Mr. Arnell’s close friend, Martha Stewart. In 2005, after spending five months in prison, and despite predictions that the situation would end her media empire, Martha launched a comeback campaign, and her company is now stronger than ever. She took lemons and turned them into lemonade in her trademark style, and continues to be a decisive and inspiring leader. I doubt the same will happen for Nazi-sympathizer Galliano, but his scandal – and Martha’s turnaround – are lessons to be heeded by the J. Crews and Garnet Hills of the world.', 'When brands lose their ambassadors', '', 'draft', 'open', 'open', '', 'when-brands-lose-their-ambassadors', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=873', 0, 'thinking', '', 0), (874, 1, '2011-03-15 21:06:43', '2011-03-15 21:06:43', '\"\"\r\n\"\"\r\n\r\nI don’t know if you’ve noticed, but a ton of companies have popped up in the past few years that bank on people’s desire to broadcast their whereabouts. Unfortunately, a lot of these applications make it more confusing than necessary to do just that, begging the question, “What’s the point?”\r\n\r\nThe first time I ever used Facebook’s \"Check In\" application was when I was sitting at an airport in Argentina. It wasn\'t the best experience since, ironically enough, Facebook couldn\'t track down my location and I got an error message. The next (and only other) time I used it was when I discovered a really neat movie theater where the waiters brought food to your seat. I jumped on FB Check-In to let my friends know about it, but as soon as I did, FB shared with me all the other people that had also checked in and were only a few feet from me. That weirded me out, because I had no desire to let strangers in such close proximity know about my whereabouts and all my information.\"\"\r\n\r\nAnother popular check-in company is Foursquare, which markets itself as a location-based mobile platform to help you \"explore\" your city. As opposed to Facebook, where you simply broadcast your location, Foursquare turned the whole idea of “being found” into a game, by allowing you to become the \"mayor\" of the location(s) you frequent the most and to collect an array of badges. But the whole concept, while unquestionably creative, ultimately left me feeling confused.\r\n\r\nAnd tons of other companies – such as  GetGlue, Shopkick, Foodspotting, Gowalla & Tunerfish – have also jumped onto this trend with targeted niches that allow you to not only share where you are, but what music you’re listening to and what TV show you’re currently watching.\r\n\r\n\"\"\r\n\r\nAll this seems a bit vain to me, but there are certain times when these applications are used for more than egotism. Google’s Person Finder is currently being used to help locate victims of the horrific earthquake and tsunami that occurred in Japan. This user-populated search tool, in which people can post their location and report their status, was also set up for disasters in Haiti, Chile and New Zealand.\r\n\r\nIn these cases, it’s pretty amazing that technology can be used to find missing people; as of Monday afternoon, Google helped track down about 162,200 records. Can Facebook or Foursquare make such a claim? Google’s first core principle for all its offerings is \"Focus on the user and all else will follow.\" They put their customers first and foremost, are quick on their feet in times of crisis and keep impressing people with their numerous projects. The company’s use of their software for humanitarian causes should be an example to the rest of these \'check-in\" programs, whose applications just end up making me a little more lost.', 'Getting Lost in Being “Found”', '', 'publish', 'open', 'open', '', 'getting-lost-in-being-found', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/getting-lost-in-being-found', 0, 'thinking', '', 0), (875, 1, '2011-03-28 14:51:23', '2011-03-28 14:51:23', '\"\"

    \"\"

    \r\nGrape Bubble Yum used to be my favorite, though my “hey, my parents aren’t looking,” non-sugarless choice was Watermelon Bubblicious. Bazooka had the best instant flavor that disappeared way too fast (and the best comics with silly riddles at the bottom). Chiclets made a cameo in my Halloween trick-or-treat bag. Trident, either the cinnamon or original flavors, is what I chewed on the airplane going to visit my grandparents in Florida every year, simply because that’s what Mom and Dad had on them. Spearmint Orbit is what I now pick up at Duane Reade when I need a pop of mint.\r\n\r\nI’m talking, of course, about gum. It’s been with me since my parents deemed me old enough to chew it (sugarless, of course). At the time, the options were fairly limited. It came in a stick or in a shorter, thicker rectangle form, and it only came five pieces to a pack. But today, the gum aisle has literally popped with an explosion of brands, flavors, shapes, sizes and benefits. Even a quick scan of the shelves at your local bodega will bring you face-to-face with more options than you ever thought imaginable for a product that is, on average, only one inch.\r\n\r\nWhen this gum insanity reached such a fever pitch, I can’t be sure. I DO know that gum not only comes in enough options to keep you chewing a different variation every day for two months straight,  but that it will also continue to astound you for as long with its packaging structures and designs. Whereas the standard gum package contained five long sticks or five short sticks and had an exterior that was fairly bland, today’s packages are resealable, with two levels of ten pieces each, eye-catching cover patterns and jaw-dropping flavors. There really is something for everyone:\r\n\r\nFeeling bold and heroic?\r\n\r\n\"\"\r\n\r\nFeeling semi-mainstream with a penchant for whiter teeth?\r\n\r\n\"\"\r\n\r\nFeeling mysterious and adventurous?\r\n\r\n\"\"\r\n\r\nFeeling like dessert?\r\n\r\n\"\"\r\n\r\nFeeling like being a kid again?\r\n\r\n\"\"\r\n\r\nDon’t like what you see? Make your own! Fans of EXTRA sugar-free gum can now create and purchase personalized packs featuring their photos and designs via Wrigley\'s first-ever custom-packaging offer, MyExtra.\r\n\r\nAs you can see, manufacturers have been consistently pushing the envelope when it comes to flavors, shapes and benefits. But the truth is that what was first patented as modern chewing gum here in New York back in 1869 contains, for the most part, the same ingredients as our fancier-packaged versions today: chicle (or rubber), sweeteners, flavors and colors. In the late 1800s, there were only two brands really competing for your business. Now, gum is a product literally bursting with innovation across more than twenty brands. And while it is one of the smallest products on the market, the branding of each 2” x 3” pack is speaking volumes about a rectangle that has to do a lot of shouting to get you to buy it at your local bodega.\r\n\r\nHave you also been recently wowed by chewing gum? Or do you think we are about to reach the gum “bubble” – and if so, which brands will fall by the wayside when it bursts? Has a tiny pack no bigger than your business card made an impression on you for its design or flavor offerings, so much so that it made its way into your shopping bag? Just some things to chew on. (And in case you were wondering, it won’t sit in your stomach for seven years if you swallow it.)', 'Something to Chew On', '', 'publish', 'open', 'open', '', 'something-to-chew-on', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/something-to-chew-on', 0, 'thinking', '', 0), (876, 1, '2011-04-08 17:48:59', '2011-04-08 17:48:59', '\"\"\r\nBranding is a team sport, and one of the star players is the consumer. If you don\'t attempt to know your consumers, you can\'t build great brands together. Several weeks ago I had the opportunity to travel to Shanghai to learn from Chinese consumers. As part of my field research, I walked as far as I could and took as many pictures as I could to get a feel for the city and the people. My goal was to have a fraction more understanding when approaching the development of meaningful, relevant brands. At the end of my travels I find myself back at the beginning, faced with the realization that there is so much more to learn beyond the conspicuous contrasts of modern and traditional, megalithic and minuscule, and Eastern and Western. I can\'t wait for the next opportunity and my next lesson.  Enjoy the snaps!\r\n\r\nClick on the pictures to view the sideshow, then click the arrows that appear to the left and right of each slide.\r\n\r\n\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"', '72 Hours in Shanghai', '', 'publish', 'open', 'open', '', '72-hours-in-shanghai', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/72-hours-in-shanghai', 0, 'thinking', '', 0), (877, 1, '2011-04-14 21:14:01', '2011-04-14 21:14:01', '\"\"\r\n\"\"\r\n\r\nInspired by Joe R.\'s recent post called, \"Growing Up Brand,\" I started thinking about brand names of yesteryear. Two of the visuals in his post were of \"Sugar Pops\" and \"Sugar Smacks,\" sinfully sweet cereal brands that I\'ve enjoyed my fair share of over the years. Joe mentioned that \"Sugar was not a dirty word back then.\" Having \"sugar\" in the name was no doubt a smart decision at the time; it clearly said that these are sweet products that would immediately appeal to kids. Today, though, I just don\'t think a name like that could be created and sold through the system. First of all, no one is bragging about sugar content, and secondly, the process of branding and naming has changed dramatically over the years. Brand names are now often focus grouped, chosen by management consensus and legal availability.\r\n\r\nIn other words, names are safer these days.\r\n\r\nProduct brands and subbrands often go with generic descriptors masked as brands by add-on suffixes. Thanks to Oscar Mayer\'s successful Lunchables brand, we now have \"ables\" in every section of the grocery. Salad dressing called \"Pourables?\" No shit.\r\n\r\n\"\"\r\n\r\nThere\'s nothing horribly wrong with names today, but perhaps they wouldn’t be so safe if there weren’t so many checks and balances in today’s world. Let’s face it: Some of the quirky names of yesteryear simply wouldn’t get through the system if they were being introduced for the first time today. Here is a look at three brand names that no consultancy, brand manager or focus group would ever allow to appear on shelves. Not for nothing, they happen to be great names.\r\n

    Mister Salty

    \r\n\"\"\r\n\r\nMister Salty has been around since at least the early 70\'s and often appeared in commercials as a sailor made of pretzels. Similar to Sugar Pops, using the word \"Salty\" seemed like a great idea at the time, I\'m sure. I thought this brand was phased out until I saw them in my kitchen as part of a pretzel and cheese snack pack.\r\n\r\nActual name: Mister Salty\r\nHypothetical focus grouped name: Mister Wholesome Snackers\r\nAn even worse name: Mister Sodium\r\n

    Milk Duds

    \r\n\"\"\r\n\r\nMilk Duds have been around since 1926 and legend has it that F. Hoffman and Company in Chicago was trying to make a perfectly round candy. When they came out lumpy, an employee called the batch \"duds\" and the name stuck. I love this name and it still sounds unique.\r\n\r\nActual name: Milk Duds\r\nHypothetical focus grouped name: Milk Wonderfuls\r\nAn even worse name: Milk Blunders\r\n

    Dress Barn

    \r\n\"\"\r\n\r\nDress Barn has been around since 1962 and began in Stamford Connecticut. In 1983 they went public and now have over 700 locations. How is this possible? It\'s a barn full of dresses. Is no one self-conscious walking in the door?\r\n\r\nActual name: Dress Barn\r\nHypothetical focus grouped name: Value Dress Boutique\r\nAn even worse name: Dress Trough', 'Names You Couldn\'t Name', '', 'publish', 'open', 'open', '', 'names-you-couldnt-name', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/names-you-couldnt-name', 0, 'thinking', '', 0), (878, 1, '2011-04-27 17:44:52', '2011-04-27 17:44:52', '\"\"\"\"\"\"\"\"\"\"\"\"\r\n\"\"\r\nMy 23-month-old son knows and loves Barney, Elmo, Mickey, Dora, Diego, Grover. He is learning his letters and numbers on Youtube. And he is constantly grabbing for my iPhone. But, all the while, there is this little voice in me wanting him to unplug, play and be free, explore, get bored even. It is in that quiet time that the human mind explores and creates.\r\n\r\nUnfortunately, he had no say in the matter. Defined as those born 2000+, “Binary Generation” members have their birth dates written in code and their brains learning how to interact with a world increasingly driven by technology.  Today’s tykes, like my son, are as iPhone obsessed as their parents, if not more so.  Maybe it is because of its intuitive nature, or maybe it is because of the number of apps that cater to toddlers, but it makes me wonder: what is the technology tipping point?\r\n\r\nI vividly remember my first piece of technology in the 70’s. It was called Blockbuster and I played it so much, the touch pad deteriorated into a bumpy wasteland. In the 80’s, my relationship with technology heightened to learning how to use a computer, F-1 here, F-4 there. Old school indeed but exciting, not so much.\r\n\r\nNowadays, technology is both ubiquitous and inviting, always within touching distance. As a child of the 70’s, I had a lot of freedom. The doors were never locked and a spud game was usually on in the neighborhood. Today’s kids are practically exposed to technology in the womb and communicate via screens more than face to face. For The Binary Generation, technology is omnipresent in their homes, the schools, cars, everywhere.\r\n\r\nNow, I love technology as much as the next guy but, I also fondly remember vegging out for hours in front of the boob tube or playing my beloved Blockbuster. In those moments, one doesn’t truly engage. The connection is more of a falsehood, programmed and calculated, not real and human.\r\n\r\nWhich is why, when my son cries “compuper, compuper!!”, I know what I’m up against as a parent. But, as branders, I believe we also carry a responsibility to deliver on experiences in the products we market. Humans crave technology but what will resonate in the memory banks of today’s kids? A facebook post or running around outside with their friends? Only the future will show us what hours of passive engagement does to a developing mind. My instinct is that members of The Binary Generation will be our guinea pigs.', 'The Binary Generation', '', 'publish', 'open', 'open', '', 'the-binary-generation', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-binary-generation', 0, 'thinking', '', 0), (879, 1, '2018-09-24 19:23:37', '0000-00-00 00:00:00', '\"\" by S. Creamer\n\"\"\n\nHow should American beauty companies approach the copious business opportunities that await them in Asia? What is the right mix of regional vs. global branding? These are just a few of the questions weighing heavily on marketers’ minds right now, and they will be broached at the HBA Global Expo – held June 28th to the 30th – during a session titled China, Japan, Korea: East Asian Markets. CBX will appear at this session along with a panel of other experts.\nBeauty companies sell their products to help women achieve a dream appearance and lifestyle. (And of course, make money.) The way these companies go about doing so varies greatly from country to country and continent to continent, and depends on cultural norms. There’s no doubt that the East is influenced by the West, most notably by the fashion and entertainment industries (not surprisingly, we see this influence most strongly in Japan). But while consumers in Asia are turning more to plastic surgery, such as eyelid and breast enhancements, an analysis of recent beauty imagery of mass and prestige products in Asia shows the perceived aspirations around beauty are still very feminine and innocent. Take these visuals for example:\n\n \n\n\"\"\n\n\"\"\n\n \n\n \n\n \n\n \n\n \n\n \n\n \n\n\"\"\n\nKOREA: The image on the left shows innocence through little makeup and the bucolic setting. The image on the right shows a more empowered woman, who still has an innocent expression, but because the man is seductively close, she displays more power and confidence.\n\n \n\n\"\"\n\n\"\"\n\n \n\n \n\n \n\n \n\n \n\n \n\n \n\n\"\"\n\nCHINA: I liked these images because of the similar poses and the different effect. These photographs show a demure subject, each looking away from the camera. The one on the left is for a hair care brand, and the woman looks innocent and optimistic. The one on the right shows a mysterious glow around a beautiful and delicate woman. Both of these women convey different perspectives on virtue.\n\n \n\n\"\"\"\"\n\n \n\n \n\n \n\n \n\n \n\n \n\n \n\n\"\"JAPAN: Japan is an interesting (and slightly disturbing) example, because of the overtly girl-oriented image of beauty. On the one hand, a girl is the epitome of innocence, yet a woman dressed as a girl suggests playful fun to a woman and a fantasy for a man. In this case the ad is targeted at women, but perhaps the appeal to men is the reason the trend is so appealing. Interestingly enough, premium products haven’t made the move yet toward overt sexuality. Rather, there continues to be evidence of softness and delicateness.\n\n \n\nSo while Western cultural influences, like more overt display of sexuality, are starting to influence beauty communication, but haven\'t taken a strong foothold yet. This is just one of the many considerations that beauty companies and ad agencies should keep in mind when targeting the Asian consumer market. ?', 'Beauty is as Beauty Does', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=879', 0, 'thinking', '', 0), (880, 1, '2011-05-09 18:23:52', '2011-05-09 18:23:52', '

    \"\" By Gregg L.

    \nTwo weeks ago, the world watched in awe as Prince William married his love, Kate Middleton. And I did, too.  During the spectacle, I couldn’t help but think about the brand that is the royal family, and how Kate, William and Harry are ushering in a whole new phase for the royals. So, since I’m in the branding game, I decided to write down the names of the brands that came to mind when I thought about the key players in Friday’s big event. I also threw Princess Diana into the mix as well (RIP), because goodness knows her presence was strongly felt at the wedding. She, like her son’s new bride, fares well on this chart, as opposed to yawn-inducing Prince Charles, the equally boring Camilla and the fuddy duddy Queen (who we have to say, looked pretty good in her yellow suit and hat). What do you think of my choices?

    \n

     

    \n

    \"\"

    \n

    Click the image to enlarge

    \n

     

    ', 'Here Comes the Brand', '', 'publish', 'open', 'open', '', 'here-comes-the-brand', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/here-comes-the-brand', 0, 'thinking', '', 0), (881, 1, '2011-05-18 20:26:35', '2011-05-18 20:26:35', '\"\" By Rachel K.\"\"\r\nLast week I went to my local Walgreens to buy tampons, and was stunned to see my favorite brand, OB, back on the shelves. Several months ago, Johnson & Johnson mysteriously pulled OB products without so much as a peep about why they were doing so. The brand I’d been so loyal to since high school was gone virtually overnight.\r\n\r\nI wasn’t the only one bummed out by OB’s disappearance. Thousands of women took to the Internet to bemoan this occurrence (and demand an explanation), and soon boxes of the product were selling on eBay for nearly three times their original cost. So when I saw OB Tampons back on shelves, my first thought was, “Well, should I really be buying a product that was pulled when I have no idea why?” But I ignored the voice in my head screaming “No!” simply because I was thrilled to have the brand back. And so I purchased a box, brought it home, and decided to let sleeping dogs lie.\r\n\r\nYes, I am SO brand loyal to OB that I was willing to overlook the fact that the product might have been tampered with and/or hazardous simply because I felt other products on the market weren’t nearly as good.\r\n\r\nBut because I am the type of neurotic who makes Woody Allen look stoic, my brand loyalty lasted for all of an hour. Soon I was back on the Internet, looking to see if J&J had offered an explanation for their actions, lest I be giving myself terminal cancer by using the tampons. Zilch. Nada. Nothing online that offered any insights into the company’s actions. And so I turned a blind eye and kept the product. And will go ahead and buy it again.\r\n\r\nIn an article Gregg recently penned entitled, “You Never Write, You Never Call: Some Advice from Mom to J&J,” he advised the company on how to heal the wounds of the past year (in which it recalled 22 products, including more than 300 million bottles of medicine) by remaining true to its company credo of honesty. Johnson & Johnson still hasn’t come out and explained why OB Tampons disappeared from shelves, and they may never. But my guess is that the company’s silence is not deterring women like me from buying the products. Which is shocking, yes… but also a testament to the strength of the brand. ', 'To OB Or Not To OB: That Is The Question', '', 'publish', 'open', 'open', '', 'to-ob-or-not-to-ob-that-is-the-question', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/to-ob-or-not-to-ob-that-is-the-question', 0, 'thinking', '', 0), (882, 1, '2011-06-01 18:21:14', '2011-06-01 18:21:14', '\"\"\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nRecently, a client asked me what it took to get innovation through to activation. Insight-driven idea – check. Consumer validation – check. Alignment with strategic objectives – check. But many times, great ideas just languish on the shelf, never making it out of the concept phase. If innovation happens, and no one listens, is it truly innovation?\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nThe name of the game is synergies. It takes a village to raise an idea – marketing, operations, sales, legal, finance, plus a route to market that sets the idea up for success, and a strategy that everyone can understand. When I helped launch the Coca-Cola Fridge Pack in 2003, all the right elements were in place:\r\n\r\n-    A strong consumer insight. We’d done a packaging A&U (Attitude and Usage) study that led us to a number of insights, including the fact that consumers wanted an easier way to store and use soft drink packages in the refrigerator. They couldn’t tell us how to solve the problem, but they could tell us what they wanted.\r\n-    A convergence of business needs. The Coca-Cola Company had just invested heavily in packaging innovation insights, and was looking for a return on that work. There was a bottler who had extra production capacity and who was open to investing. And there was a supplier who had ideas in the pipeline that met the consumer objective.\r\n-    An irresistible story. Once upon a time, there was a package that fit more easily in the fridge, generated huge consumer interest, and was proven to increase sales while improving consumer perception of the brand.  I literally walked the halls of Coca-Cola, carrying a sample of the package and a deck of talking points about the positive impact to the business, getting people excited about the idea, and collecting team members along the way.\r\n-    A senior evangelist. We had the support and ear of the president of Coca-Cola North America, as well as the head of the bottling organization. We were making a game changing move, and having senior teams on board reinforced our goals and helped rally the idea within the organization. Everyone knew it was a priority, not just a project.\r\n-    A compelling solution with few compromises. We had a structural design that worked well, both as a strategic solution and as an operationally sound solve.  Consumers overwhelmingly told us that they preferred the new design of the Fridge Pack over the existing square box, and in-market results backed up this information. Best of all, it worked the way it was supposed to work.\r\n-    A partnership of marketing, manufacturing and suppliers. We had an engaged, highly cross-functional team, from the earliest stages of the project and from the top down, that was willing to provide resources, support and help break down barriers to success.\r\n-    A great story for retailers. Who isn’t looking for new news? And Coke had the advantage of strong retailer partnerships. The launch of the Fridge Pack required complete overnight store resets in the early markets. We were able to build a story around increases in sales, margin and consumer interest that enabled the bottler to sell the package in (taking on new slotting fees), and convinced retailers to agree to the resets. Without that partnership at the retailer level, the whole project would have come to a grinding halt.\r\n-    A scalable small market test.  We were able to launch in one market in a repeatable way, testing communications, packaging structure, consumer preference and perception, giving us guidance for how to execute a larger launch. Test results within the initial markets gave Coca-Cola the confidence to move forward and lead the charge in launching nationally.\r\n-    Realistic objectives that helped us eat the elephant. As a team, we knew that launching the Fridge Pack with a brand as large as Coke, in a system that produces millions of packages a year, was a daunting task. By working with small markets at the outset, setting attainable but challenging goals for the launches, and then measuring and reporting regularly on results, we were able to demonstrate success, account for corrections and build a compelling story for a broader launch.\r\n\r\nThere’s no shortage of great ideas. But as this proves, ideas need someone with them in the forest in order to be heard.', 'If a Tree Falls in the Woods…', '', 'publish', 'open', 'open', '', 'if-a-tree-falls-in-the-woods', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/if-a-tree-falls-in-the-woods', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (883, 1, '2011-06-09 19:02:33', '2011-06-09 19:02:33', ' \r\n\"\" \r\n\r\n \r\n\r\nThe opening credits for a TV show is like its three-minute elevator pitch, during which you can sell a viewer on what the show is all about, who the star is and what the feel of the show will be. Today an audience has eighteen other things going on when they sit down to watch TV (and that’s even if they are watching it on scheduled time, as opposed to via a DVR). How do you really grab a new audience’s attention? Brand the heck out of your series!\r\n\r\nToday’s shows use a variety of design methods that go above and beyond what used to be a “typical” intro. The majority of shows from the ‘70s, ‘80s, and ‘90s follow one of two formulaic systems. Either they have staged film roll of each actor doing “normal character” things with his/her name in a traditional font over the visual, or they show clips from episodes for each main character in the series with one piece of music over it all and again, with bland white typography over each frame. This is best shown here in classic ‘80s sitcom, “Who’s The Boss.”\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nThese days, producers and directors have gotten a lot more creative with their intros. Gone are the days of showing the actors in situ. Now it’s all about setting the tone for the show with some moody film reel as in former drama “Six Feet Under.”\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nEven the continuity between screens are a lot cleaner – sometimes it’s just one pan and highly graphic (only three colors) as shown below in adventure/comedy series, “Chuck.”\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nAnd again, showing the actors faces? Not even necessary when your heavy hitters are Jon Hamm and your plotline is all about an artistic office in the ‘60s as in “Mad Men.”\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nAll in all, I think TV shows have realized the importance of making a good first impression and uniquely “branding” themselves to the new TV audience – a group whose attention span is much shorter than it has even been. So I beseech you to resist fast-forwarding the next time you DVR a show, and pay close attention to the opening credits. What do you think? Better than “Who’s the Boss?”\r\n\r\n \r\n\r\n ', 'TV Shows Start Thinking Out-of-the-Box', '', 'publish', 'open', 'open', '', 'tv-shows-start-thinking-out-of-the-box', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/tv-shows-start-thinking-out-of-the-box', 0, 'thinking', '', 0), (884, 1, '2011-06-16 17:28:25', '2011-06-16 17:28:25', '\"\"\r\n \r\n

    \"\"

    \r\n \r\n\r\nLately, many brand names have shifted into the realm of verbs. They’re used in our common vocabulary and it only took a little while for them to become the norm. This has happened more frequently to companies in the online space.\r\n\r\nA perfect example of this is Google. When someone says  “Google it”, it’s pretty well understood that you should get on the Internet, go to the search engine Google and use it as an encyclopedia. Another example is Facebook. “Facebook me,” really means look me up on the social networking site Facebook and send me a message or post on my wall.\r\n\r\nHow and why does this happen? Usually consumers are the ones who choose what companies get “verbed up.” We live in a society that likes speed and taking shortcuts. It’s quicker to say “I’ll Skype you tonight,” than having to let them know they should have their computers on because they’re going to video chat you later. Neologisms, which are newly coined words, terms or phrases, tend to happen in rapidly changing cultures where information can be easily accessed and shared.\r\nAnd what better embodies such a culture than the Internet?\r\n\r\nTwitter is an exceptional example of a company that took this trend and ran with it. Instead of having Twitter become the verb of writing your message, they created the term “tweet.” This generated a sort of double exposure for the company. Not only did Twitter control the vocabulary being used on their website from the beginning, they also got brand loyalty from their consumers. Users that would say “I’ll Twitter it,” were quickly redirected to the correct phrase: “You’ll tweet it.”\r\n\r\nWhether companies like it or not, “verbification” will continue to occur. What will be interesting to see is which brands will take advantage of it, and how. But undoubtedly, creating a simple vocabulary for consumer communication can get a company a front row seat in the marketplace.', 'Twitter It', '', 'publish', 'open', 'open', '', 'twitter-it', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/twitter-it', 0, 'thinking', '', 0), (885, 1, '2011-06-28 13:21:51', '2011-06-28 13:21:51', '\"\"\r\n\"\"\r\n\r\nI often encourage strategists and designers to hold on to design material that inspires them or may help as reference on future projects. Tags, invitations, clippings, packages, annual reports...they are all valuable resources. I try to collect stuff from every project I work on and then add it to the pile. This inspiration can come from literally anywhere, so it helps if your eyes are always on the lookout. I still find that magazines are one of the easiest and best ways to get a quick view of the world.\r\n\r\nMagazines are relatively cheap and flimsy, so you don\'t feel bad ripping out their pages. Most importantly, new issues come out every month, enabling them to capture the cultural and visual feel of the moment. New ad campaigns, new products, points of view and color trends, photographic styles, typefaces -- these can all be found in a single issue.\r\n\r\nI know, I know. There\'s a thing called the World Wide Web out there. I\'ve heard of it, and I am an avid user. Google Images, Flickr, FFFFOUND, siteinspire, The Dieline. And they are updated several times a day, if not up-to-the-minute. There are a million sites out there, and they\'re all valuable.\r\n\r\nHowever, there is something invaluable about discovering material on your own, rather than having it curated for you and meant to be viewed by thousands, sometimes millions, of people. Not exactly personal, eh? I guarantee you that if ten designers picked up the same magazine and ripped out five pages, everyone would have a different take. That is powerful.\r\n\r\nIt is important to have inspiration that speaks to you. You get to decide what\'s important, what is good and bad design, what is truly inspiring. You get to judge a logo in its natural habitat, and a typeface in use, a color palette from an unexpected place.\r\n\r\nOf course, everyone finds different things inspiring. Here are some clippings I\'ve had for years that I keep coming back to from project-to-project:\r\n\r\nClick on the pictures to view the sideshow, then click the arrows that appear to the left and right of each slide.\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n

     

    \r\n

    ', 'Keep Magazines Alive!', '', 'publish', 'open', 'open', '', 'keep-magazines-alive', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/keep-magazines-alive', 0, 'thinking', '', 0), (886, 1, '2011-07-05 20:53:05', '2011-07-05 20:53:05', '\"\"\r\n \r\n\r\n\"\"\r\n\r\nOver the last few years an interesting phenomenon has been sweeping across Manhattan and spreading to other boroughs like Brooklyn and Queens. It is a new kind of culture; a culture that is satisfying the rumbling of everyone’s tummies.\r\n\r\nThe people responsible for this culture have decided to not follow a traditional route nor stay in one location for a lengthy period of time.  These people are our beloved Independent Food Truck Vendors, and there are more than 30 of them in Manhattan alone. And those of us who are food lovers have become part of the culture.\r\n\r\n\"\"\r\n\r\n \r\n\r\nWhat is it about these trucks that has us searching on Twitter and Facebook for their locales? Is it an internal drive to be one of the select few to discover their location, like a character in some Hardy Boy or Nancy Drew mystery novel?  For those of you who are not familiar, I invite you to do a Google search.\r\n\r\nThese savory and sweet vendors each have something in common: they specialize in one particular kind of food.  In some regards they have a monopoly on the market.  No two trucks are alike.  Their owners follow a similar path to branding as the one we at CBX do when establishing a brand for our clients.  Each truck is branded with its own identity, and the colors, graphics, words and logos are all selected with the intention of differentiating the brand.\r\n\r\n\"\"\r\n\r\nThe cost of entry into the market is slightly different than brick and mortar restaurants or CPG brands. Because the market is not (yet) saturated like, say, the snack food category or corner bodega, one can create a food truck to one’s own liking.  Take, for instance, grilled cheese.  Gorilla Cheese NYC sells a plethora of variations on this childhood favorite. Another truck, the Dessert Truck, has dedicated this craft to making restaurant-worthy confectionery delights. And they are one of the few trucks that has expanded into a brick and mortar location. The storefront on the Lower East side has allowed them to extend their line, something not so easy to do in a grocery store (there’s no battle for shelf space here).\r\n\r\n\"\"\r\n\r\nEarly June marked a momentous occasion for foodies nationwide: the first food truck in the USA received a liquor license. The Pera Turkish Taco Truck, parked outside the Tavern on the Green in Central Park, will now serve beer, wine and cocktails. There is one catch: those wanting to consume an adult beverage with their taco can only do so in a small seating area. Still, could this be a sign for trucks to come? Can they take market share away from restaurants that aren’t mobile? Only time will tell.\r\n\r\n\"\"\r\n\r\nBottom line: You cannot deny that the food truck category is growing and expanding. As establishing a brick and mortar location is becoming ridiculously expensive in NYC, independent food proprietors are turning to trucks to create and sell their mouth-watering delights.\r\n\r\n\"\"\"\"\r\n\r\nPerhaps this post will inspire you to open your own truck. Read the article from the link below; it gives a nice estimate on the costs incurred: http://bit.ly/hOLkGF. You can also contact the NYC Food Truck Association for more information.\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'Keep On Truckin’', '', 'publish', 'open', 'open', '', 'keep-on-truckin', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/keep-on-truckin', 0, 'thinking', '', 0), (887, 1, '2011-07-14 16:05:05', '2011-07-14 16:05:05', '\"\" \"\"\r\n \r\n

    \"\"

    \r\nLast weekend, Erin and I visited the Renegade Craft Fair in Williamsburg in search of inspiration from the young and creative artisans that have sprung up all over Brooklyn.\r\n\r\nTraditionally, crafts have held a unique place on the scales of imaginative art-making: they’ve conveyed family, community, and cultural stories that are at times intimate, decorative, sociological, and spiritual. And craft museums and fairs have been capsules offering a glimpse and insight into old craft-making, and craft art. (It takes a big history buff to relate and look past the “surface-bore.”)\r\n\r\nIn my teens, I always got excited about trips to the local art fair, then crazy disappointed at what I discovered: a buffet of ceramic butterflies, tie-dyed everything, made-for-the-kitchen wooden signs with clichéd family idioms, and all the rest. But Erin had a different memory. For her, crafts shows were reflections of her grandmother’s home and filled with surprise – chests of beautiful, handmade, and original trinkets and things.\r\n\r\nSo on this weekend, at Renegade, there we were, Melissa and Erin, a counter-balance of positive, and negative arts-and-crafts psyches, and this is what we found: refreshingly original crafts booths and displays (outrageously different than what any mall could offer up), terrariums housing mini-people, stuffed puppets, and watch-jewelry. Our visit made me think of something else. In our age of everything digital and over-reproduced, we’re desperate to find anything rare, pure, unique, and imperfect. The recent success of make-and-sell community Etsy proves this. Etsy has begun to chip away at the strongholds of more premium brands because our culture today has begun to reject the fake, homogeneous, and cold presence of the digital consumer experience and longs for something different, something that breaks the habits of creative recycling routines and pushes the level of invention.\r\n\r\nBig, traditional brands can learn from Etsy and from arts and crafts fairs. To separate themselves from the pack, they should strive to be different, original and reject the mass duplication and rehashing of tired old trends. After all, anyone can get a billion prints of something made, but something made once? Now that’s worth something – even a trip to Renegade.\r\n\r\nCheck out our photos to see some highlights of our awesome finds.\r\n\r\nOh, and Erin – she was right after all.\r\n\r\n \r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\r\n\r\n \r\n\r\n ', 'Renegade Craft Fair', '', 'publish', 'open', 'open', '', 'renegade-craft-fair', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/renegade-craft-fair', 0, 'thinking', '', 0), (888, 1, '2011-07-20 19:09:35', '2011-07-20 19:09:35', '\"\"\r\n \r\n\r\nIn this highly digital, instant gratification, give-me-the-wow world, these brands show that the human touch can still bring value. We all want to find that emotional sweet spot, so to speak, where we tug at consumer’s heartstrings and make them wonder how they ever lived without us.\r\n\r\n \r\n\r\nWeber – the joy of grilling\r\n\r\nhttp://www.youtube.com/watch?v=gxLZBop2rBU&NR=1\r\n\r\n \r\n\r\n \r\n\r\nBall Canning – the possibilities you have\r\n\r\nhttp://www.youtube.com/watch?v=QXkoN9mDycU\r\n\r\n \r\n\r\n \r\n\r\nColeman – bringing people together\r\n\r\nhttp://www.youtube.com/watch?v=gW2b7o2QLvo&feature=player_embedded\r\n\r\n \r\n\r\n ', 'The Emotion of Function', '', 'publish', 'open', 'open', '', 'the-emotion-of-function', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-emotion-of-function', 0, 'thinking', '', 0), (889, 1, '2011-07-27 17:31:06', '2011-07-27 17:31:06', '\"\" \r\n \r\n\r\nI can’t believe it––I’m losing my maiden name in a month. I’m about to get married and have decided to take the family name of my soon-to-be husband (“Curulli” – not as easily pronounced nor as easily spelled as a coworker recently reminded me). Names and naming have always intrigued me but with my nuptials on the horizon, I’ve begun to think about them even more.\r\n\r\n \r\n\r\nAs someone who loves to name everything that comes into her home – pet fish, plants, even furniture – I’ve always loved learning about the ideas behind stories and the stories behind names as they relate not only to the branding of products and businesses, but people. Names become the first “introduction” to people before you meet them. “Beatrice,” for example, conjures up a different persona than say “Brandy.” I’m amazed by what parents name their children because of this. They may or may not be giving their offspring a certain predisposition to act a certain way or go into a certain field, solely based on the name they choose: Would they become the person they are without their name? Did their name determine their calling in life?\r\n\r\n \r\n\r\nThe following examples are of surnames that make me wonder if I will morph into whatever a “Curulli” is.\r\n\r\n \r\n\r\n[UPDATE: Just googled it; it has no meaning beyond its Italian origins that I could find, which leaves me to remain the “Daniels” that I have always known and been.]\r\n\r\n \r\n\r\nWe will never know if names make the people but here are some examples of those that exemplify what I have been talking about, what scientists call “nominative determinism.”\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nUsain Bolt\r\n\r\nOlympian and reigning world record holder in the 100 meters and 200 meters\r\n\r\n\"\"\r\n\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nLarry Speakes \r\n\r\nFormer acting spokesman for the White House under President Ronald Reagan\r\n\r\n\"\"\r\n\r\n\r\n \r\n\r\n\r\n\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nChris Moneymaker \r\n\r\nProfessional poker player and world champion\r\n\r\n\"\"\r\n\r\n\r\n \r\n\r\n\r\n\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nMargaret Spellings \r\n\r\nSecretary of Education under President George W. Bush\r\n\r\n\"\"\r\n\r\n\r\n \r\n\r\n\r\n\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nDallas Raines\r\n\r\nChief Meteorologist at station ABC7 in Los Angeles who’s also earned many accolades for his work\r\n\r\n\"\"\r\n\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nRobert Gates\r\n\r\n\r\nFormer Secretary of Defense under former President George W. Bush and President Barack Obama\r\n\r\n\"\"\r\n\r\n\r\n\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'What’s In a Name?', '', 'publish', 'open', 'open', '', 'whats-in-a-name', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/whats-in-a-name', 0, 'thinking', '', 0), (890, 1, '2011-08-09 21:18:14', '2011-08-09 21:18:14', '\"\"\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nDear Pret a Manger,\r\n\r\n \r\n\r\nThere’s something I’ve been keeping to myself for a while now, quite possibly since the first time we met, about seven years ago. But after our last rendezvous – during which one of your cashiers complimented my dress, and offered me a free ice tea – I just need to make my feelings clear.\r\n\r\n \r\n\r\nIn a nutshell, you are the bomb, Pret a Manger.\r\n\r\n \r\n\r\nYour beautiful, subtle branding. Your streamlined, perfect packaging. Your delicious, fresh sandwiches. Your friendly, conversational voice. Your warm, down-to-Earth, happy staff. Your simple “M.O.”: Pret creates handmade, natural food, avoiding the obscure chemicals, additives and preservatives common to so much of the \'prepared\' and \'fast\' food on the market today.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nThe first time I visited one of your stores was in a London Tube station, seven years ago. How could a tiny convenience store be so good-looking, and feature fresh, tasty food to boot? This was something I hadn’t experienced in America, and I was floored. Yes, I’ll have a Prawn Sandwich! Yes, I’ll have a Fresh Lemonade! Yes, I’ll have a Yogurt Pot! Yes, I’ll have a Love Bar!\r\n\r\n \r\n\r\nWhile all your items looked terrific in their streamlined, bare bones packaging, I braced for the way they would actually taste. To my surprise, your food was actually good. Damn good. And fresh. It was love at first bite.\r\n\r\n \r\n\r\nOne day a few months later, I was meeting a friend who worked near Macy’s. “Wanna have lunch at Pret?” she asked.\r\n\r\n \r\n\r\nPret? My Pret? In America?\r\n\r\n \r\n\r\n“There’s one around the corner,” she said. We went, and it was just as good as the one in the London Tube station.\r\n\r\n \r\n\r\nWhich is why I was shocked when America didn’t fall in love with you as instantly as I did. Every time I mentioned your stores to friends, they either hadn’t heard of you or hadn’t tried you yet. How could they not be seduced in the same way I was, I wondered? Was I blowing things out of proportion?\r\n\r\nIt turns out that Americans – and particularly New Yorkers, who are used to food made at a counter, in the model of the archetypal New York delicatessen – weren’t ready for the idea of pre-packaged food. In recent years, however, “the company educated the American consumer on the value of its freshly prepared food, which is made in on-site kitchens before being boxed and displayed,” according to Clive Schlee, Pret’s chief executive. It also changed its product mix, increasing the number of soups it sells and focusing on filter coffee rather than more elaborate drink options for which customers have to wait on line. They’ve even dropped the “a Manger” on the name – perhaps because it is too exotic, or confusing? – and now go by the more minimalist “Pret.” Mr. Schlee admitted that the chain’s story wasn’t right for the US consumer, but since they’ve adjusted the model, they’ve been met with success.\r\n\r\nThat success was evident during two different visits I made to new Pret stores, one in Union Square and the other on West 23rd Street, not far from CBX. In them, the vibe was festive, the employees were happy, and people were practically fighting to get to your fresh salads and sandwiches.\r\n\r\nSo now, apparently, the secret is out, my beloved Pret. But hopefully our relationship will remain the same, and you will continue to feel “prêt a moi” – made for me.\r\n\r\n\"\"', 'A Love Letter to Pret a Manger', '', 'publish', 'open', 'open', '', 'a-love-letter-to-pret-a-manger', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/a-love-letter-to-pret-a-manger', 0, 'thinking', '', 0), (891, 1, '2011-08-15 18:35:52', '2011-08-15 18:35:52', '\"\"\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nWalking through Chicago O’Hare the other day I noticed a cute pop-up style shop for a fancy looking, seemingly imported chocolate brand called Vosges. Much to my surprise, the back of the Mo’s Bacon Bar featured the story of the founder, Katrina, as well as her inspiration for the recipe and her company.\r\n\r\n \r\n\r\nI checked the production location, expecting to see an exotic French address, given that Vosges is a department in northeast France. But alas! Vosges is from Chicago in the good old US of A!\r\n\r\n \r\n\r\nSo what can we learn from a Midwestern candy entrepreneur about branding? The answer is – a lot!\r\n\r\n \r\n\r\nThe overall branding makes Vosges seem exotic, artisanal and giftable, with an underlying nod to indulgent luxury mixed with approachability. This combination is what makes the brand stand out.\r\n\r\n \r\n\r\nLet’s take a quick look at how Vosges does this in five easy steps.\r\n\r\n \r\n\r\nStep 1: Use a foreign name, real or made up.\r\n\r\nLet’s be honest. Anything French that is related to food sounds tasty. Chocolate has long been part of the French elite, with King Louis XV eating it regularly at breakfast, and we have the French to thank for that irresistible treat, the chocolate croissant! Plus, the made-up name (intended to look Scandinavian) worked really well for Haagen-Dazs, so why not?\r\n\r\n \r\n\r\nStep 2: Use supporting design elements.\r\n\r\nThe website conveys 19th century aesthetic and fonts with extravagant flourish, and the logo uses that 19th century French “metropolitain” font. The choice of purple signals luxury, and the gifting packaging (stripes, bows) suggest indulgence.\r\n\r\n \r\n\r\nStep 3: Leverage language to the fullest.\r\n\r\nThe linguistic elements of the brand include prolific adjectives for embellishment, such as the description that “dark chocolate surrounds the molten, salt-spiked, soft caramel center.” Every aspect of the language makes the taste experience sound delectable.\r\n\r\n \r\n\r\nStep 4: The product must support the brand objective (duh!).\r\n\r\nIn this case, Vosges uses exotic ingredients, some of which are imported (better stated – “flown in”) from far away countries, even if they might be ordered online and Fedexed in. Far away ingredients sound better paired with country of origin, like African rooibos tea, Tibetan goji berries, or even an appealing adjective, like the more common sweet Indian curry. Heck, even “local” ingredients sound exotic, like Michigan cherries or Black Hawaiian sea salt. All of these elements combine to form an air of excitement. However, part of the uniqueness of Vosges is conveyed through the pronunciation guide of the exotic ingredients (e.g., the phonetic spelling of “Oaxaca”). It’s not so fancy that you are looked down upon for not knowing how to pronounce what’s inside.\r\n\r\n \r\n\r\nStep 5: Include a compelling story that connects with consumers.\r\n\r\nThe Vosges brand story is one of the unique aspects of the brand. Katrina shares her personal story and is pictured on the packaging itself, lending an intimate feel to the brand. This makes the chocolate seem real, hand-made -- not like something manufactured by a large corporation but by an actual human being! Plus she is promoting causes she cares about, which makes her seem like a good person who is not just out to make money. We live in an age where we want to know about people’s personal lives, so it is intriguing, compelling and refreshing to see this on a chocolate bar.\r\n\r\n ', 'From France (Er, I mean Chicago) With Love, Home Grown VOSGES Brand Gets It Right', '', 'publish', 'open', 'open', '', 'from-france-er-i-mean-chicago-with-love-home-grown-vosges-brand-gets-it-right', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/from-france-er-i-mean-chicago-with-love-home-grown-vosges-brand-gets-it-right', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (892, 1, '2011-08-24 18:59:00', '2011-08-24 18:59:00', '\"\"\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nA few weeks ago, I heard an interesting statistic: 48 million credit cards were closed in 2010. (NPR) Now, that made me go “Hmmm…” I’m guessing that some of those people were forced to close their cards, but many, I bet, chose to do it as well. With about 70% of the U.S. economy based on consumer spending, these stats can lead to pretty big consequences. So even though the recession “officially ended” in 2009, its effects are still very much alive with both the employed and unemployed. How does this affect behavior and how can we apply this learning to brand innovation as well as our approach to established brands?\r\n\r\n \r\n\r\nIn the US, the days of bling are over. To put it more succinctly, sane consumption has replaced conspicuous consumption. This doesn’t necessarily mean that people aren’t spending, because they are. The luxury sector, for example, is booming once again. (Remember, luxury got hit first and hard during the recession.)  Now that this sector is improving, fingers crossed, the rest of the economy is not far behind. The top 20% of earners account for 60% of spending so this is very good economic news, indeed. (Moody’s)\r\n\r\n \r\n\r\nIn a recent New York Times article, one consumer confessed that since the onset of the recession, she avoids purchasing conspicuous items: “Over all, you want to wear less branded items.” In the luxury sector, it is more on-trend to purchase timeless items with staying power through multiple seasons (think Louboutin pumps) than a pair of sunglasses that scream Gucci across their sides.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nBut what does this mean for the other 80% of earners? Interestingly enough, according to the U.S. Commerce Department, the average US savings rate has increased from 1% to 6.4% in 2010. More people are choosing to save and not spend, adding to their own feeling of safety and security while reducing spending by 2/10 of a percent, and thereby increasing economic woes. Fear is an influential driver and hard to control.\r\n\r\nWe all need something to believe in and this is a calling that brands can satisfy. Brands have the power to inspire and aspire; they make us feel part of something larger than ourselves. They can also make us feel healthy, cool or even smart. Those who are out there with a brand to guide through these crazy economic times, ask yourself this: How can my brand turn that frown upside down and dissuade America’s fears? I bet that the brands that have the power to tap into America’s natural sense of optimism will serve as welcome distractions from scary realities like debt ceilings and loan defaults. Coke has understood this for years.  Check out what they have done with their Open Happiness campaign ­– awesome!\r\n\r\n \r\n

    The Coca Cola Friendship Machine

    \r\n\"\"\r\n\r\n \r\n\r\nAny other brands out there speaking ‘happy?’\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n\r\n\r\n\r\n', 'Sane Consumption', '', 'publish', 'open', 'open', '', 'sane-consumption', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/sane-consumption', 0, 'thinking', '', 0), (893, 1, '2011-08-30 21:28:16', '2011-08-30 21:28:16', '\"\"\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nLast week, the world took a collective gasp when Steve Jobs announced he would be stepping down as Apple’s all-knowing CEO. People had anticipated this announcement for years, given his battle with pancreatic cancer and other ailments, but it still came as a surprise to hear that the man behind the iMac, iPhone, iPod and iPad would no longer be the head honcho.\r\n\r\n \r\n\r\nI was one of the gaspers, for I am an avid Apple fan who often pops into the Soho Apple store just for fun. What would happen to my beloved brand? That announcement, along with the minor earthquake at the beginning of the week and potentially catastrophic hurricane threat at its end, seemed to signal the apocalypse for me.\r\n\r\n \r\n\r\nCall me crazy, but the day after Steve Jobs stepped down, my iPhone suddenly started to act funny. The screen froze, the microphone stopped working, my camera was on the fritz. (I admit, this may have had less to do with Steve Jobs’ announcement and more to do with having a two-year-old who thinks bathtime is iPhone time.) While resorting to any and every kind of entertainment for Ryder during the storm weekend, he “accidentally” broke my InCase protective shell, leaving my phone vulnerable to damage. Well, guess what happened? The next day, I dropped the phone on the street and the screen shattered into several dozen shards of glass.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nSo, at 3:30 on Monday afternoon, I found myself at the Genius Bar at Apple’s Meatpacking District location, along with hundreds of other New Yorkers who’d had problems with Apple products over the storm weekend. (The store was closed on Sunday.) After “checking in” with a cute employee, I waited at the bar for a half hour, until one of those awesome Genius Bar elves (I’m sorry, they have an elf-like presence to me) told me I would have to pay $200 to replace my phone. They didn’t cover damage this extensive, she explained. “Oh, Steve Jobs,” I thought, “where are you when I need you?”\r\n\r\n \r\n\r\nAnd then – perhaps seeing this helplessness in my eyes – my “elf” (her name was actually Lauren) disappeared behind a door for a few minutes. When she returned, she informed me that I could have a new phone, free of charge! Since this was my first iPhone offense in three and a half years, they were giving me a “pass,” she explained. We synced my information (fortunately I had my laptop with me), transferred it to a new phone, and I was good to go, without spending a penny (although I did buy a new case…a child-friendly rubber one this time).\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nThe whole experience restored my faith in Apple as a company, and made me realize that just because one person is gone at the company – albeit, the most high profile one – doesn’t mean that the brand is going to crumble to the ground. In all likelihood, Tim Cook has likely been running the company for a while now, anyways, and the dude seems pretty damn capable. So while the world bemoans the lose of the Apple innovator who has changed life as we know it, I look forward to seeing how the inheritors of his legacy will carry his torch into the next several decades, and how they will continue to shape the life of my iPhone-obsessed toddler.\r\n\r\n \r\n\r\n \r\n\r\n\r\n\r\n\r\n', 'Gone, But Not Forgotten', '', 'publish', 'open', 'open', '', 'gone-but-not-forgotten', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/gone-but-not-forgotten', 0, 'thinking', '', 0), (894, 1, '2011-09-07 20:28:57', '2011-09-07 20:28:57', '\"\"\r\n \r\n\r\n\"\"\r\n\r\n\r\n\r\n\r\nPurchasing a car can be a very selective process. Price range, make, model, size, color, trim, GPS, iPod adapter, XM radio, rear-view camera, collision avoidance system, heated seats, etc. It’s all about customizing! While making these decisions, it’s important to know exactly what you want. It’s a big investment and a long-term purchase, but also a representation of your personality and your style. And if you’re interested in purchasing an electric car, well, you’ll also have to think about what sound represents you.\r\n\r\n \r\n\r\nElectric cars have been around for a while now. They’re a great environmentally friendly option, cheaper in the long run and virtually silent while running. But there is one tiny problem with them being silent. It’s a danger to everyone outside of the car, according to the National Highway Traffic Safety Administration. So now it seems that manufacturers will have to include a mechanism that will produce a sound that can be heard when the car approaches.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nWithout being given a specific sound to use, each car company is being left to it’s own accord to choose a noise for their electric cars, in turn creating a great opportunity for a new form of advertising. Why, just think about the strong association with sounds we have today! The unlocking of an iPhone, the logging-in on Skype, the beeping of subway doors…all easily identified by most people.\r\n\r\n \r\n\r\nFord has shared with the public 4 different options that are undergoing market testing. Right now they are all very similar, but what if they break out of the typical engine noise. Will Ford Electric be distinguishable from a Nissan Leaf or the GM Volt? Will cars start to be identified by their sound instead of their looks? Will a customer be able to change their car’s sound depending on their mood or preferences, as if it were a ringtone? It’s a whole new arena that’s opened up and will be interesting to learn about as new developments occur.\r\n\r\nHere’s a few possibilities:\r\n\r\n \r\n\r\nFord \r\n\r\n\r\n\r\n\r\n\"\"\r\n\r\n \r\n\r\nhttp://bit.ly/oGWU92\r\n\r\nA little like aliens invading earth right?\r\n\r\n \r\n\r\n \r\n\r\nNissan Leaf\r\n\r\n\r\n\r\n\r\n\"\"\r\n\r\n \r\n\r\nhttp://bit.ly/qivdhs\r\n\r\nReminds me of a chirping tractor backing up.\r\n\r\n \r\n\r\n \r\n\r\nChevy Volt\r\n\r\n\r\n\r\n\r\n\"\"\r\n\r\n \r\n\r\nhttp://bit.ly/6sLA4d\r\n\r\nInvolving the blind in the decision.\r\n\r\n \r\n\r\nIn my opinion, they should have some fun with it, while they can!\r\n\r\nhttp://bit.ly/iJL1JQ\r\n\r\n \r\n\r\n\r\n\r\n\r\n\r\n', 'Can You Hear Me Now?', '', 'publish', 'open', 'open', '', 'can-you-hear-me-now', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/can-you-hear-me-now', 0, 'thinking', '', 0), (895, 1, '2011-09-15 20:43:23', '2011-09-15 20:43:23', '\"\"\r\n \r\n\r\n\r\n\r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nWhen two brands agree to merge, I can’t help but wonder: Why would one agree to be bought by another?  The most obvious reason is a financial one; one brand is barely treading water and is skimmed up from oblivion to survive another day (albeit another day in a sea of products).  Sometimes it’s because there is strength in numbers; it’s better for a company with one area of expertise to come together with another to “crush the competition.” A third reason companies merge is that it enables both brands to increase their product lines, enter new categories and, ideally, woo new and potential customers.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nSo after the merger, what happens? In the Eighties’ movie “Working Girl,” mergers and acquisitions were commonplace and companies were bought up, renamed and soon forgotten. I liken it to sands in an hourglass, except instead of sand, you have tiny companies blending together until they lose their identities completely. Such was the case when Cingular Wireless (formally a SBC Communications and Bellsouth joint venture), bought AT&T – Cingular who? – or when Google bought up, well, just about everything.\r\n\r\n \r\n\r\nUnfortunately, what we often see is the same tired story: Insert new CEO who promises “we will never change the brand you know and love!,” and then poof…a few years, or maybe just months, pass and you start to notice something is a little different. Perhaps it is an ingredient, or the packaging (off with their heads!), something you can’t exactly put your finger on. And before you know it, the new parent company goes ahead and changes or modifies you beloved product. You, the consumer, feel helpless and alone, not to mention irritated, annoyed and betrayed. (Great emotions, eh?) In actuality, the brand’s identity, essence, and everything you knew and loved has changed. These changes can potentially help a brand firm acquire new work, but has the brand been tarnished completely? If you are feeling “ill,” you can fight back via the Internet…but is anyone listening?\r\n\r\n \r\n\r\nApparently someone from Colgate-Palmolive was listening last year when the Tom’s of Maine loyalists took to the Internet to bemoan recent changes to the recently bought brand. Their beef: under Colgate ownership, Tom’s of Maine has changed the toothpaste formula as well as its “environmentally correct” packaging. If you know anything about Tom’s, then you’ll know this was a big problem for many. Consumers expressed their annoyance; take these blog posts, for example: “Thanks for selling out. I\'ve noticed more stores stopped stocking your \"fluoride free brand\"....I remember for awhile you guys didn\'t have a fluoride version.” And: “Tom\'s had great toothpastes, then it was sold to Colgate-Palmolive, which has gradually destroyed it.” And “One of the main reasons I purchased Tom\'s toothpaste was the aluminum tube. Why the change?” You can see how this drama played out here.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nBut mergers don’t always have to be horror shows, and many brands have escaped the “hourglass” plague. They have succeeded in keeping their brand identity and their reason for existence.  Perhaps you don’t even know that Ben and Jerry’s is owned by Unilever or that Odwalla is owned by Coke. In these scenarios, little has changed. Ben and Jerry are still trucking around in their VW van, Odwalla is still “Nourishing the Body Whole” and Burt’s Bees, now owned by Clorox, is still making its honey-centric products. In fact, for many fans of these brands, the most that has changed about them under new ownership is their distribution. Truth is, many of us could care less who owns what or who said what to who, as long as the product we know and love is not subjected to change.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nAll that said, I leave you with this question: Why are companies buying, and then changing, great brands? Are they willing to forgo loyalists in the name of a few bucks? And what about you: As a consumer, are you willing to part ways with your favorite brand if something does cha-cha-cha-change?\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n\r\n\r\n', 'Cha-cha-cha-changing', '', 'publish', 'open', 'open', '', 'cha-cha-cha-changing', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/cha-cha-cha-changing', 0, 'thinking', '', 0), (896, 1, '2011-09-27 21:35:53', '2011-09-27 21:35:53', ' \r\n\"\"\r\n\r\n \r\n\r\nWaiters and waitresses with attitude? There\'s plenty in NYC but no thanks. I do love restaurants with attitude though. Sometimes it comes in the form of loud decor or over-the-top menu items but for me, some humor and bravado go a long way. Attitude seems to go better with sandwiches, wings and beer but really, personality can be found anywhere.\r\n\r\nHere are a few spots I go to when in the neighborhood:\r\n\r\n \r\n\r\nJimmy Johns\r\nChicago, Illinois\r\n\r\n \r\n\r\n\"\"\r\n

    \"\"

    \r\n

    \"\"

    \r\n \r\n\r\n \r\n\r\nPat\'s King of Steaks\r\nPhiladelphia, Pennsylvania\r\n

    \r\n\"\"

    \r\n \r\n\r\n \r\n\r\nJack Astors\r\nBarrie, Ontario Canada\r\n\r\n \r\n

    \"\"

    \r\n \r\n\r\n \r\n\r\nRice to Riches\r\nNew York, New York\r\n\r\n \r\n

    \"\"

    \r\n

    \"\"

    \r\n

    \"\"

    \r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'You\'re Welcome', '', 'publish', 'open', 'open', '', 'youre-welcome', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/youre-welcome', 0, 'thinking', '', 0), (897, 1, '2011-10-05 15:13:03', '2011-10-05 15:13:03', '\"\"\r\n \r\n\r\nA few weeks ago, America was treated to an Italian invasion in the form of Missoni for Target, a special limited edition line of bikes, luggage, clothes and housewares in partnership with the design-centric retailer. Target heavily promoted this campaign with this ad:\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nWeeks before the launch, fashion and design lovers marked the launch date in their iPhones – but it seems they weren’t the only ones.\r\n\r\n \r\n\r\nBecause when Missoni for Target launched on September 13th (not coincidentally, during New York Fashion Week), the response was not just overwhelming – it was pure chaos. So many consumers visited Target.com that the site actually crashed! In fact, if you went there in the hopes of purchasing multicolored hand towels and pretty throw pillows, here’s what you found instead:\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nWhat the what? Doesn’t Target welcome millions of visitors to its site every day? Aren’t they equipped for this sort of thing? Seems the big box retailer was also taken off guard by all the hoopla, so much so that Joshua Thomas, a Target spokeman, the Associated Press that, “This is unprecedented.”\r\n\r\n \r\n\r\nSo why the big run on Missoni? Well, as one who is admittedly addicted to the Flash Sale (e.g., sites like Rue La La, Gilt Groupe, One Kings Lane and The Mini Social that offer new sales of designer products at the same time every day), I understand the allure of getting limited edition items by high fashion labels at a fraction of the cost. Heck, a few years ago I practically clawed a woman to death for a Karl Lagerfeld for H&M dress that STILL hangs in my closet, tags dangling from taffeta, and I am on a first-name basis with my UPS guy thanks to the steady stream of packages from these sites that arrives at my door (I’m equally as familiar with the employee at my local package shop who handles all of my returns). And I have a friend whose office has a rule of not scheduling meetings at or around 12 noon, at the risk of missing out on Gilt Groupe’s daily sales.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nThe attraction of the Flash Sale has everything to do with the “thrill of the kill.” It’s the same reason I first got addicted to eBay: you’re not simply buying an item, you’re winning it! (You can imagine how well this rationale went over with my husband.) But the truth is, these sites can get you into a lot of trouble – which is why it’s interesting to note that they became popular in the years since the 2008 financial crisis. Does purchasing a small, somewhat accessible item at a fraction of the cost make us forget that we are still spending money?\r\n\r\n \r\n\r\nThis sector has been growing by leaps and bounds – by mid-2011, there were around 100 flash sale web sites – which would support the fact that people love the thrill of the kill. In a way, Target can be credited with introducing the concept of the “limited edition sale”: they introduced the “Design for All” program in 1999, with their first collaboration with architect Michael Graves, and have featured several of these sales a year every since, including the Missoni sale. I confess, in recent months I’ve curbed my spending on these flash sale sights, namely because it’s expensive to have a toddler…which is why I did NOT have Missoni for Target on my radar. So when I went to the Target site the day AFTER the sale (unlike most people, I hadn’t marked my calendar), I discovered that nearly 90% of the merchandise was sold out. Feeling like I’d missed a major cultural moment, I immediately went to eBay, where I found hundreds of listings for Missoni for Target towels, clothing and accessories. But right before clicking the “Buy it Now” button, I took a step back and asked myself, “Do you REALLY need this?” And then I walked away, never to look back at all those stripes. Besides, there’s always a new, and therefore better, flash sale or signature collection coming right around the bend.\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'Missoni Madness', '', 'publish', 'open', 'open', '', 'missoni-madness', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/missoni-madness', 0, 'thinking', '', 0), (898, 1, '2011-11-17 18:11:32', '2011-11-17 18:11:32', '\"\"\r\n \r\n\r\nResearch methodologies have evolved tremendously since my first days in package design.  Focus groups were pretty much the only game in town back then, and the only revolutionary ideas were group location and discussion flow. Now, we have great options for qualitative, quantitative, and even hybrid qual-quant methods, all designed to get into the consumer’s head.\r\n\r\n\"\"\"\"\r\n\r\nThere are pros and cons to every type of research. For deep-dive insights into attitudes and behaviors, personally, I’m still a big fan of traditional focus groups and one-on-one interviews, particularly in the beginning stages of brand exploration. Brand managers know the data behind their consumers, but the needs, desires and concerns of the consumers change over time. Digging into these insights become much more meaningful through qualitative research.\r\n\r\n\"\"\r\n\r\nEconomic trends, life stage changes, and “keeping up with the Joneses” can change behaviors and attitudes, creating important shifts in purchase behavior. Or, more importantly, can encourage an attitude, but not a behavior. For several years, natural, organic and better for you have been key trends that the media, consumers and brands have been talking about with great interest. Brands like GreenWorks helped to redefine how companies could play in the “green” space, and based on what consumers were saying attitudinally in segmentation studies, it should have easily been a game changer. Consumers were saying they wanted products that helped them live greener lives, and that they were buying organic or naturally-based products about 50% of the time.\r\n\r\n \r\n\r\nWhen we actually talked to consumers face to face though, and had a chance to probe their real behaviors, the reality was vastly different. We surveyed consumers who, attitudinally through quantitative questioning, indicated that they were “hybrid” greens, looking for natural solutions to their everyday needs. When we talked to these consumers, though, unsurprising they were much more concerned about efficaciousness than how natural a product was. Many went so far as to say that they trusted their usual brands, and the risk of trying a natural product, and potentially being disappointed, was too great. Most of the people we talked to weren’t hybrids, they were light green and they were unlikely to change from that point of view. But we would have never known that if we had not gone to talk to them face to face.\"\"\r\n\r\nQuant research has a place. But so does qual. There are few cut and dried answers about when to use which. Having the right discussion about learning objectives and use for research will help agencies and clients figure out what’s right for each situation.', 'Look Me In The Eye When You Say That', '', 'publish', 'open', 'open', '', 'look-me-in-the-eye-when-you-say-that', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/look-me-in-the-eye-when-you-say-that', 0, 'thinking', '', 0), (899, 1, '2011-10-13 21:06:36', '2011-10-13 21:06:36', '\"\" \r\n \r\n\r\nPaula, Mario, Giada, Tyler, Ina, Jamie, Emeril. No, not the names of the new 7 dwarfs but of some of the most famous celebrity chefs who started at the stove, made their way onto your television screen and then into your cupboards and refrigerators. These people are living examples of a brand in 360 degrees. From an action (cooking) they turned themselves into entertainment (a cooking show) and then into an actual product.\r\n\r\n \r\n\r\nIt is these actual products I want to share. As an avid fan of all things related to cooking (the Food Network, the new Cooking Channel, Bon Appetit magazine, food blogs, etc), I love to check out the packaging in gourmet food stores and specialty shops as well as just in the basic grocer’s. I stumbled upon Giada Delaurentiis’ olive oil just a couple of weeks ago. My first thought was “Wow! Giada has olive oil now?” and then this: “Why is her face on the label?”. If you know her name, then you know her face so why make a product that is most likely high-end quality and bring down the design with a photo of the chef promoting it?\r\n\r\n \r\n\r\nAfter a review of the seven chefs and their specialty food products , I noticed a common thread – their faces were on the packaging! In almost all cases, the design of the box or bottle would be a lot nicer if their faces weren’t covering it (with the exception of Jamie Oliver’s line). This led me to think about what the marketing teams were thinking. When I say ‘Emeril’, what do you see? Likely a portly Portuguese man throwing spices and yelling “BAM!”. You don’t need his mug on the sauce jar to remind you of that.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nI\'m pretty sure this lady, lovely and all, could have done without her face on the olive oil and balsamic vinegar bottles.\r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nMario, Mario, Mario. I get a kick out of you. I loved your show about your travels to Spain on PBS. I love your restaurants in NYC. But why not have your sauce bottles promote the same clean design as your fabulous Italian megastore Eataly?\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nPaula Deen is the Queen of Butter and I love watching her cheerful persona on her show but I’d prefer her packaging to show that love without showing her. I love to see her add butter, mayo and sugar to almost everything (not USUALLY all three at once), but does this packaging design make me want to buy it?\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nThough this next design shows the chef’s face (which I still believe to be a no-no in food packaging), it has a clean design aesthetic that I appreciate.\r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nLast but not least, there are two celebrity chefs that break the mold when it comes to “typical” packaging for this category – Tyler Florence and Ina Garten. Tyler’s packaging places his name in a small, unintrusive type, while the ever-amazing Ina Garten (aka Barefoot Contessa) relies only on her namesake for branding – no photo of her at all (just a photo of the end product of her food).\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nHere’s hoping that this trend of face-on-food packaging ends soon. As someone who cooks and loves learning about cooking, I want the chefs to take a stand and let their ingredients (and not their celebrity) lead their packaging systems. Do you also get annoyed seeing mugshots in the sauce aisle?\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'Branding the Chef', '', 'publish', 'open', 'open', '', 'branding-the-chef-2', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/branding-the-chef-2', 0, 'thinking', '', 0), (900, 1, '2011-10-26 15:35:14', '2011-10-26 15:35:14', '\"\"\r\n \r\n\r\nDo cities have their own brand? Personality? Style of storytelling? The resounding answer is yes. Close your eyes and what do you see when your hear the \"City of Lights\"? Rain bouncing on cobblestoned streets? Parisians riding around on bicycles with baguettes sticking out of their baskets? Paris was a central character in Woody Allen’s Midnight in Paris. So much, in fact (spoiler alert!) that the viewer was taken through a portal to the city during its bohemian heyday. Who wouldn\'t want to chum around with Picasso, Dali or Hemingway?\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nCarrie Bradshaw constantly referred to New York City as a central character in Sex in the City. These days, romantic comedies seem destined to be centered around the Big Apple. Is it the smell of the roasted cashews, the provoking museums, sumptuous restaurants, horse riding through Central Park? Maybe it\'s that great tap water that gets the heart pumping.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nLast month, I saw Drive. Now, let me say, I\'m not an LA girl but Ryan Gosling? (Thank you sir, may I have another). Drive reminded me of my curious but detached attitude to the \"City of Angels\". Some people love it. Anthony Keidis loves it so much that he partnered with Ed Ruscha, a famous local artist, to create a video and provide interest to the museums in town.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nWhat exactly is LA known for beyond Hollywood and sweet beaches? Lately, with Carmageddon, the omnipresent car culture is on our radar and Drive helped put it in a romantic, 80\'s tinged neon light. With so much time spent driving in LA, it can be lonely, and Drive speaks to that with a noir lens, featuring darkness and intrigue, bad guys and power.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nAs brands, cities have to capitalize on the experiences that differentiate themselves to others, in order to attract future visitors and potential inhabitants. According to NYC & Company, New York City attracted over 48 million tourists in 2010 who spent $31 billion. Dang, that\'s no chump change.\r\n\r\n \r\n\r\n \r\n\r\n ', 'Branded Cities', '', 'publish', 'open', 'open', '', 'branded-cities', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/branded-cities', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (901, 1, '2011-11-01 16:26:11', '2011-11-01 16:26:11', '\"\"\r\n \r\n\r\nWhen October rolls around, most think about carving pumpkins and dressing up in costumes. But for a diehard NFL fan like myself, pink has replaced Halloween’s iconic black and orange as the unofficial colors of the month.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nIn partnership with the American Cancer Society, the National Football League is wrapping up their third annual “A Crucial Catch” campaign. This national platform enhances Breast Cancer Awareness both in and out of stadiums, urging women aged 40+ to undergo annual mammogram screenings.\r\n\r\n \r\n\r\nDuring this month players and coaches have been wearing exclusive pink apparel ranging from hats and jerseys to towels and cleats. Referees are flipping commemorative coins and ribbon stencils hug the 50-yard line every Sunday. Special game balls, along with on-field authentic apparel are being auctioned off (www.NFL.com/auction) to benefit the American Cancer Society.\r\n\r\n \r\n\r\nSimilar to all TV infomercials, but wait - there’s more! The NFL has also partnered with corporate sponsors P&G, PepsiCo, Barclays, and others to launch strategically targeted campaigns. New York quarterbacks Eli Manning and Mark Sanchez teamed up with PepsiCo to meet Breast Cancer survivors and convey to a national audience the inspiration they received in this video (Please mind the ad).\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nIn the sports video game world, Madden NFL is the most highly anticipated release of the year. Millions of kids and adults reserve copies and pick them up at midnight on the night of the launch, just to play a few games hours before the rest of the world. The most popular feature in Madden NFL is the “Franchise Mode.” Gamers are given the ability to play the actual 2011 NFL season schedule with their favorite team. So what did I find out a few weeks into my franchise with the New England Patriots. Yup, you guessed it: the players, referees, and coaches are fully garbed in pink gear. Is Madden NFL the right target audience? No. Does it create a buzz and topic of conversation between all ages of gamers? Yes.\r\n\r\n \r\n\r\n“A Crucial Catch” is now three years strong, and growing exponentially. The NFL has done an unbelievable job marketing the strategic partnership between the NFL and National Breast Cancer month. Other than non-melanoma skin cancer, breast cancer is the most common cancer among women in the United States. It is remarkable how many media outlets “A Crucial Catch” has touched…so kudos to the NFL, an organization that, while already dear to my heart, has become even more so thanks to this campaign.\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'A Crucial Catch', '', 'publish', 'open', 'open', '', 'a-crucial-catch', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/a-crucial-catch', 0, 'thinking', '', 0), (902, 1, '2011-11-10 18:00:38', '2011-11-10 18:00:38', '\"\"\r\nIt has snowed in Manhattan already and it is only October. Add to that the fact that I am incredibly lazy and hate the cold, and you get a person who is not exactly excited for winter. That is why I love three technology brands that have made, and will continue to make, my life much easier and more enjoyable, no matter what the weather.\r\n\r\n \r\n\r\nNumber 1: FreshDirect\r\n\r\n\"\"\r\n\r\nFreshDirect is such a smart web site. The company knows that people don’t want to go out and shop, and they know people don’t plan ahead for food, so this brand makes it easier to do both. I can order my entire week’s worth of meals and have it delivered simply by clicking a button. For one, it is like having one of those fancy meal diet home delivery services, for much less money. I order salads, soups, healthy snacks, stir frys, fruits and vegetables, and it is always so convenient. I sometimes have the delivery scheduled as my wake up call – when they knock on my door I get up. Best of all, I can easily order from my iPhone, so boring work meetings are much more productive! (Just kidding, CBX).\r\n\r\n \r\n\r\nNumber 2: The Logitech Squeezebox Touch\r\n\r\n\"\"\r\n\r\nThe tagline for the Logitech Squeezebox Touch literally says “discover a world of music,” and it indeed helps you do just that. I bought this from Amazon and within minutes of setting it up music came back into my life with a vengeance. Using this small device, I stream music wirelessly with the touch of a finger from my laptop to my speakers, and suddenly my apartment is filled with the latest music, talk radio, news or my existing music collection. I can even use it to stream the sound of “rain falling outside” and sleep like a baby all night long. Divine. I am a music lover once again.\r\n\r\n \r\n\r\nNumber 3: Apple TV\r\n\r\n\"\"\r\n\r\nI abandoned cable when I moved to Manhattan, instead opting for Blockbuster’s mail-order DVDs, but ultimately I ditched that too. And once the bed bug epidemic hit some theatres in the city, I thought,  “Forget it! There must be a better way.” I then found Apple TV, which advertises “now there is always something good on TV.” Apple TV has delivered on that insight in a very clever way. With a box that fits in the palm of my hand and rests neatly near my TV, I can control my programs with my iPhone and watch any content I want to, or just stream my photos from Flickr for the viewing pleasure of my guests (assuming they’re as interested in my recent trip to Bangkok as I am!). I disliked paying over $100 for unused programming and truly felt there wasn’t really anything good on TV except for a few choice options. Now I can watch only what I want to. The sleek black box fits right in with my other electronics and the usability makes watching downloaded content so much easier and more comfortable. It’s yet another reason to love Apple.\r\n\r\nThanks to these technological inventions, I will have enough food and entertainment options to hunker down comfortably during what is starting to be a long, arduous winter. So, bring it on, Mother Nature! I’m good, no matter what you have in store.', 'Brands I Love: Three Technology Brands That Make My Life Easier', '', 'publish', 'open', 'open', '', 'brands-i-love-three-technology-brands-that-make-my-life-easier', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/brands-i-love-three-technology-brands-that-make-my-life-easier', 0, 'thinking', '', 0), (903, 1, '2011-12-05 14:30:04', '2011-12-05 14:30:04', '\"\"\r\n\"\"\r\n\r\nIs it me, or does the new Target “Fresh” advertising campaign leave you feeling a little flat? I have walked by countless ads in subway stations, and driven by billboards on the BQE and West Side Highway, and for the life of me, I just can’t get over how bad they are.\r\n\r\nLet me clarify: By other brand standards, these ads would be fine – vast improvements, perhaps. They feature beautiful photography, Target’s trademark use of white space, and clean messaging. But because I have such high expectations for Target’s campaigns (and also because I am a copywriter by trade), I’ve been hypercritical about what I’m seeing. I guess my criticism says a lot about Target. How many brands consistently put out award-winning advertising campaigns, ones that make you want to immediately run out to the store and buy the latest products and capsule collections (see my past blog, “Missoni Madness”)? The fact that they consistently inspire such excitement in consumers is precisely what makes me wish they’d tried a little harder with these ads.\r\n\r\nBut let me give you a little history. Target launched the campaign in 2010, keeping some of the copy lines universal while customizing others for specific cities, as Target started offering fresh food in their stores there.\r\n\r\nThe fresh campaign hit the New York metropolitan area this summer, and suddenly it seems like it is everywhere. The general lines, such as “Get ready, Get fresh” (or sometimes just, “Fresh”) are okay, but certainly not up to par with what I’ve come to expect from Target. And some of the more specific lines – like the one on a billboard on the Brooklyn-Queens Expressway that reads, “From the Sound to the Bay” left me perplexed for hours. What exactly does that mean? Clearly they are not insinuating that bananas and spinach come from the Long Island Sound?\r\n\r\n\"\"\r\n\r\n“Cut ‘em some slack,” you’re probably saying right about now. But my ranting is really just a word of warning to Target. Part of the reason why the Fresh campaign is on my radar in the first place is because of the terrific work CBX has done this year with Duane Reade and Walgreen’s, both of which have already ramped up their fresh offerings. So while Target has been a big box leader for many years, I think the retailer will likely need to look over its shoulder a little more frequently now that drugstores are infringing on their territory. In the meantime, I will keep my eyes peeled for its holiday advertising campaign, which is almost guaranteed to be awesome.', 'Fresh? I\'m not sure about that', '', 'publish', 'open', 'open', '', 'fresh-im-not-sure-about-that', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/fresh-im-not-sure-about-that', 0, 'thinking', '', 0), (904, 1, '2011-12-15 20:57:24', '2011-12-15 20:57:24', '\"\"\r\nThe face of retail has been changing for quite some time. As consumers we are fortunate to have multi-channel opportunities to purchase nearly every product imaginable. Thanks to the wonderful world of the digital space, E-commerce has brought harmony to those not wanting to enter a brick and mortar location to purchase a product. It has also put products not readily available at local stores within arms (or even fingers) reach. Emarketer.com says that 72.6% of Internet users will buy online in 2011, so we know this is a growing area of interest.\r\n\r\nGiven that we’re in a digital world, most of us are likely to be online more than just a few times a day. (Of course, not during CBX hours...) That’s where Facebook comes in. A few years ago the social networking site launched an E-commerce platform. They are allowing brands to sell their goods on their site. Brands can sell there products in two different ways: either directly on the site – as with Gillette, Heinz and Walmart – or by bringing you to another site by clicking a link featured on the brand’s Facebook page, as with Pampers and Macy’s. If you “like” any of the sites, you will receive special offers, either on the page or via a pop-up site. Take a look at these pages:\r\n\r\n\"\"\"\"\"\"\"\"\r\n\r\nThe question for us as a branding agency is, how does packaging play out in the social media space? When a brand comes to us for a packaging redesign, we now need to design products to be successful across all media, not just on a 3-D shelf. I think it’s time for internal marketing departments to realize that perhaps packaging should not just be shrunken down and slapped on a Facebook page – let’s look at this new Facebook platform as an opportunity to create an online-specific version of its packaging.', 'The changing Face(book) of retail', '', 'publish', 'open', 'open', '', 'the-changing-facebook-of-retail', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-changing-facebook-of-retail', 0, 'thinking', '', 0), (905, 1, '2011-12-21 17:04:00', '2011-12-21 17:04:00', '\"\"\r\n\"\"\r\n\r\nBrands continually add new ingredients, flavoring and benefits to their products in order to get consumers to think they are new, different and worthy of their dollars. They know that consumers respond to innovation; they want “new news.” But for certain categories, there’s only so far they can go with innovation.\r\n\r\nThis idea struck me this morning as I was shaving, because let’s face it (pun intended): the need state of that category hasn’t changed in about a thousand years. Hair grows on face. Man solves problem by shaving hair off of his face. Hair still grows at the same speed. The desired effect hasn\'t changed. Comfort has always been an issue, which is why – while you used to buy aftershave to soothe your skin --  shavers now have lubricant built in. And whereas there used to only be one blade, now there are five, plus an extra one on back for precision (and yes, the extra blades DO make a difference). Unfortunately, no one can really own the idea of how many blades there are. So where to now? Gillette already tried putting a battery in their shaver and had to settle a class action lawsuit challenging their claims as false.\r\n\r\nThe truth is, razors don\'t really need to be that different – which is why brands have made this into what I call a “confusion category.” Too much overcompensation to make every aspect of a product seem innovative only serves to confuse the consumer. To see what I mean, take a look at these offerings from  Bic, Schick and Gillette. Notice how many brands and trademarks are layered on each product.\r\n\r\nBIC® Comfort 3® Advance™ shavers\r\n BIC® Soleil® Bella™ scented shaver\r\n\r\n\"\"\r\n\r\n \r\n\r\nSchick® Xtreme3® FITstyle® refresh shavers\r\n Schick® Quattro® Titanium® Trimmer shavers\r\n\r\n\"\"\r\n\r\n \r\n\r\nGillette® Fusion® ProGlide™ Power razor with MicroComb™\r\n Gillette® Venus® Spa Breeze™ razor\r\n Gillette® Fusion® ProGlide™ Hydra Smooth™ Shave Gel\r\n\r\n\"\"\r\n\r\nSeveral other “confusion categories” come to mind: toothpaste, laundry detergent and cold remedies, to name a few. Is it really necessary for certain brands to force innovation? Or do you think it’s all leading to a dulling of these brands, instead of making them stand out on shelves?', 'Confusion Branding, or, My Brands Have Brands', '', 'publish', 'open', 'open', '', 'confusion-branding-or-my-brands-have-brands', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/confusion-branding-or-my-brands-have-brands', 0, 'thinking', '', 0), (906, 1, '2012-01-06 17:04:11', '2012-01-06 17:04:11', '\"\"\r\n\"\"\r\n\r\nEvery time a brand comes out with a new product, I’m interested in how far they’ve pushed the envelope. Is it just a new variation on the product, or a completely new take? The brands that interest me the most are the ones influenced by pop culture and willing to take risks. These brands tend to play up a more edgy side and are not afraid to stir up controversy.\r\n\r\nFor example, take the Tokidoki Barbie that came out last October. Described as a “funky fashionista,” she has a bright pink hairdo and tattoos all over her neck and back, and is sporting leopard-print leggings and a mini skirt. Pretty scandalous, I’d say. Not surprisingly, there was an uproar from parents who claimed it was a bad example for their children; Mattel responded by saying that the doll isn’t necessarily marketed to all audiences. In a poll taken by the Huffington Post asking if they would buy the doll for their child, almost 50% said, “Absolutely, It’s just a toy,” while 30% said the stark opposite, “Never. I don’t like the tattoos.” Personally, I was impressed that Mattel pushed the envelope with the doll. Today’s girls want to see empowered women who aren’t afraid to express themselves, which is exactly what Tokidoki embodies. And I’m pretty confident that young girls know the difference between fantasy and reality – or have parents who can teach them about that difference.\r\n\r\n\"\"\r\n\r\nAnother brand pushing the envelope – and which has done so for the past three decades – is Ben & Jerry’s. I’m sure you’ve heard about their latest “limited batch” ice cream flavor, “Schweddy Balls.” Funny, but sort of gross, don’t you agree? The company has always been known for clever names like Phish Food and Cherry Garcia, but the latest introduction – named for an SNL skit from 1998 starring Alec Baldwin – has gotten a lot of (deserved) attention. Some are boycotting the ice cream, saying that the brand has turned something as innocent as ice cream into something vulgar and inappropriate. A spokeswoman for Ben & Jerry’s said they weren’t trying to offend anyone, just trying to have a sense of humor. Interestingly enough, this limited edition flavor might become end up becoming a permanent member of the B&J family because of all the attention it’s received.\r\n\r\n\"\"\r\n\r\nThe last brand to get my kudos for taking risks is SnackWell’s – yup, Snackwell’s. The brand launched a new ad campaign and packaging early last year, and they’ve taken a very different approach to their indulgent but calorie-limited treats. The ads, which feature women in leather stiletto-heeled boots and on motorcycles, shouts attitude.   The packaging has also been updated with a green that pops off the shelf and tiger print strips in an array of colors. The new products and reintroduction was inspired by sales that have been lagging since their initial success in 1995. Since the new portion control treats are no longer 100-calories (but rather 130 and 150), the new tagline, “Be bad. Snack well.” makes perfect sense.\r\n\r\nThese brands, and several others out there, prove that when introducing a new product or changing up an existing one, brands need to know their audience and how relevant the product will be for them. Not everyone wants the edginess, but if done correctly, it can pay off big time in the long run.', 'Push It Real Good', '', 'publish', 'open', 'open', '', 'push-it-real-good', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/push-it-real-good', 0, 'thinking', '', 0), (907, 1, '2012-01-16 21:43:32', '2012-01-16 21:43:32', '\"\"\r\n\"\"\r\n\r\nJust a few weeks after my blog post about Target’s disappointing Fresh campaign, I noticed that the retailer replaced the ads with brand new ones. Did they read my blog, I narcissistically wondered/secretly hoped? (A CBXer with a close friend in senior management at Target said that his friend actually sent my blog to muckety-mucks at the retailer.) More likely/almost certainly, the company was reacting to broader criticism, and whipped out a 2.0 version of the campaign within just a few months of the first launch.\r\n\r\nAnd I am happy to report that this new campaign is MUCH more impactful than its predecessor. Not only is it better looking from a purely aesthetic perspective – it is also totally on brand for Target. In one of the split-screen ads, an adorable little girl (who could be a mini Solange Knowles) gives a disapproving glance at a plain piece of broccoli at left, while at right, we get a beautiful shot of Target’s private label shredded cheddar cheese. Right there, you have the attitude, lightheartedness and slight edge that have given Target such widespread appeal. I’ve only seen a few more ads from the campaign, but they are all equally as successful.\r\n\r\nLast week, Target fired Weiden+Kennedy as its lead ad agency and is bringing most of its design work in-house, farming out occasional campaigns to boutique agencies. I wonder if the Fresh campaign played any kind of role in that decision. Regardless, it will be interesting to see how future campaigns are affected by the shift moving forward. As a long-time Target fan, I’ll be watching with bated breath.', 'Now That’s More Like It', '', 'publish', 'open', 'open', '', 'now-thats-more-like-it', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/now-thats-more-like-it', 0, 'thinking', '', 0), (908, 1, '2012-01-27 16:14:15', '2012-01-27 16:14:15', '\"\"\r\n\"\"\"\"\r\n\r\n\"\"\"\"\r\n\r\nWhen I’m seeking solace and peace of mind, I like to go to the grocery store and walk down each food aisle, perusing new products. (Believe it or not, this has the same effect for me as an hour of yoga…and is a lot less strenuous.) As I approach my golden years, I notice that my sense of taste has changed, as well as my interest in certain products. I’m no longer drawn to the mass-produced and overly processed cookie and chip aisle. No…my loyalties now lie with the true BFY–or “Better For You” foods.\r\n\r\nLike most people I know, I tend to opt for fresh products and seasonal goods instead of those languishing behind the freezer doors. While I do enjoy some of these products on occasion, I will rarely choose a frozen meal over a fresh meal.\r\n\r\nThe frozen meal tundra is no longer dominated by overly processed foods. Players big and small have emerged in an attempt to compete with the Lean Cuisines and the Bertolli’s out there. I applaud the smaller, growing stars, whose BFY frozen meals actually taste like food and offer something slightly different. These are products you would be proud to serve to your friends and even children, knowing you can pronounce the majority of the ingredients.\r\n\r\nI strongly believe that the frozen food category presents a huge opportunity to manufacturers and marketers The brands above are one’s for us to watch and apply our learning’s to future work. I find the newer products often have a compelling story to tell, and it is up to us as branding specialists to figure out the best way to tell that story.\r\n\r\nOn that note, I invite you to visit your local non-specialty grocer store and see if you notice the change happening among us.', 'Things Are Heating Up', '', 'publish', 'open', 'open', '', 'things-are-heating-up', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/things-are-heating-up', 0, 'thinking', '', 0), (909, 1, '2012-02-02 15:54:28', '2012-02-02 15:54:28', '\"\"\r\n\"\"\r\n\r\nCan a brand “own” a color? While traveling on business recently, I actually had time to read the entire paper, from front to back. As a working mom of a toddler, a true luxury, I assure you.\r\nAnyway, I was enthralled by an article that started with the question, “Can you trademark the color red?”.\r\n\"\"As some of you may know, last year Christian Louboutin attempted unsuccessfully to stop YSL from selling red-soled shoes, claiming infringement of its “federally registered Red Sole Mark.” YSL shot back with “Dorothy is the original,” as in,  The Wizard of Oz. Classy stuff.\r\nMore importantly, the court’s answer was essentially that color is functional, meaning that it is a tool to which all designers should have access. But, the article also goes onto say that Burberry’s famous plaid is theirs and theirs alone. A contradiction of terms…or is a pattern more “ownable” than a chinese red, the official shade of the red sole itself?\r\n\r\nI would beg to differ on both accounts. Ask anybody to close their eyes and say the first thing that comes to mind when you say Target or Coke. Inevitably, they will say “red” over the bullseye or the bottle, right? That is because color is the most potent design tool at our disposal, deeper than symbol, deeper than pattern. It taps into emotions that most of us didn’t even know we had about,say,  purple vs. periwinkle. Colors have universal meaning, cultural meaning, physiological reactions and yes, personal reactions. It is downright scary how many people choose a color in a professional arena, based on personal bias.\r\n\r\n\"\"Anyway, let me ask again: Can a brand “own” a color and what exactly does that mean? The Louboutin brand has become equivalent with the red sole through their legacy and style, and the shoes have come to represent a key piece of the Wall Street power suit uniform. Below is a Louboutin and a YSL -- which would you choose? Call me a purist, but I know the real thing when I see it.', 'A Well-Heeled Debate', '', 'publish', 'open', 'open', '', 'a-well-heeled-debate', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/a-well-heeled-debate', 0, 'thinking', '', 0), (910, 1, '2012-02-15 18:24:39', '2012-02-15 18:24:39', '\"\"\r\n\"\"\r\n\r\nSince this is an election year and media coverage is everywhere, I’ve been paying particular attention lately to the way that the candidates brand themselves. But more and more, I find myself thinking about the branding savvy of one of those unexpected “candidates”, Mr. Stephen Colbert.\r\n\r\nThere’s something to be learned from everyone. Yes, even a faux-pompous, faux-journalistic pundit like Colbert can impart gems of branding wisdom.\r\n\r\nMaybe you love him. Or hate him. Or think he’s making a mockery of our political process. Or maybe you’re just being grumpy.\r\n\r\nUnlike brands that get their priorities mixed up and simply talk about how valuable they are, Colbert has figured out how to make his way into people’s lives in more thoughtful, meaningful ways. And, that, is really our job as a brand agency: to allow people to discover a brand’s value because it of its inherent value, rather than persuading people to connect with brands.\r\n\r\n\"\"\r\n\r\nHere some examples of Colbert’s “brand engagement tactics” that are bringing him closer to real people:\r\n\r\nBe Real: Going before the actual Federal Election Committee as a citizen to petition the creation of his Super PAC – for real.\r\n\r\n\"\"\r\n\r\nGet Involved: Aiming to influence the Ames Straw Poll in Iowa by running ads in support of “Rick Parry with an A for America”\r\n\r\n\"\"\r\n\r\nTake a risk: Nearly succeeding in purchasing the naming rights for the South Carolina Republican primary: \r\n

    “The Colbert Super PAC South Carolina Republican Primary.”

    \r\n

    \r\nBe provocative: Getting people to vote for a candidate that had dropped out of the campaign.\r\n\r\n\"\"\r\n\r\nFunny? Crazy? Questionable? These are the wrong questions. Instead, ask yourself if he further deepened the bond he has with his “consumers”, attracted new consumers, demonstrated his brand values in action, and allowed his consumers to participate in the process.\r\n\r\nHere are a few lessons we can learn from Colbert (and impart to our clients):\r\n\r\n- Go beyond the shelf (and expected media tactics) and risk entry into the real world inhabited by actual people.\r\n\r\n- If you say something is in line with your brand’s value, then do it. If not, it’s just air.\r\n\r\n- Involve, engage and invite people to add to your story.\r\n\r\nGood brands live and die by their actions. And nobody in the media world does this better than Stephen Colbert.', 'What Can Brands Learn From Stephen Colbert?', '', 'publish', 'open', 'open', '', 'what-can-brands-learn-from-stephen-colbert', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/what-can-brands-learn-from-stephen-colbert', 0, 'thinking', '', 0), (911, 1, '2012-02-22 02:14:19', '2012-02-22 02:14:19', '\"\"\r\n\"\"\r\n\r\nMeg’s blog about Christian Louboutin’s use of the color red got me thinking about another product that has recently benefited from color branding: headphones.\r\n\r\nEight years ago, Apple’s iPod TV commercial changed the way consumers see music. The dark silhouettes dancing against bright colored backdrops brought the contrasting white iPod and ear-buds to life.\r\n\r\nHere is just one of iPod/iTunes ads run by Apple in recent years:\r\n\r\nhttp://www.youtube.com/watch?v=NbYT7x2ZKmk&feature=related\r\n\r\nApple marketed products under the rainbow logo for more than twenty years until 1998, when a corporate identity rebrand introduced the monochromatic/white color scheme. This change sparked a revolution in the iconic nature of their products.\r\n\r\nAfter the iPod was introduced in 2001, white headphones became a virtual status symbol, and a badge of insider knowledge. Pinpointing the opportunity to brand this accessory was a stroke of genius (like so many other strokes of genius that can be credited to Apple), And thanks to Apple, the headphone craze has exploded internationally, as innovative branding has transformed a utilitarian necessity to a form of self-expression.\r\n\r\nLiving and working in New York City makes it difficult to let trends go unnoticed. Which is why my ears perked up when I started hearing about a new brand of headphones, ones which are not Apple white but – like Mr. Louboutin’s famous soles – red.\r\n\r\nMonster Cable Products launched the “Beats by Dre” headphones in 2008, named for Dr. Dre, the famous music producer and artist. This relationship instantly gives the headphones cache in the music world, a vote of approval if you will. Sound quality aside, what makes these headphones resonate with consumers is the consistent branding of a red cord and a recognizable logo.\r\n\r\nNot to mention, high profile athletes such as LeBron James wear their player-exclusive Beats in pre-game warmups for the world to see. Even international DJs can be seen sporting them at shows and festivals. Music videos from LMFAO to Lil Wayne have “Beats by Dre” product placement.\r\n\r\nWhile other demographics may prefer a trusted, established brand like Bose or Marshall, the younger generations of society have learned to idolize popular culture, which is why having Dre’s stamp of approval means major bucks for the brand. These headphones don’t come cheap -- “Beats by Dre” range from $89.99 to $459.99 – but the variety of price levels allows for music enthusiasts to find a perfect price point. I have to admit, I bought a pair of $89.99 iBeats when my left iPhone earbuds drowned in a glass of H2O, and I now hear elements of songs I never heard before.\r\n\r\nAnd Beats by Dre isn’t stopping at red. In a recent commercial that ran during the Super Bowl, they highlighted headphones in a variety of candy colors:\r\n\r\nCheck out the new Beats by Dre commercial that launched Super Bowl weekend:\r\nhttp://www.youtube.com/watch?v=ktBEEsCQYLM\r\n\r\nI look forward to seeing what brand will jump into the headphones ring next, and also to seeing what products will next benefit from color branding. What product do you think is ripe for the rainbow?', 'The Color of Sound', '', 'publish', 'open', 'open', '', 'the-color-of-sound', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-color-of-sound', 0, 'thinking', '', 0), (912, 1, '2012-03-06 17:33:49', '2012-03-06 17:33:49', '\"\"\r\n\"\"\r\n\r\nAs an aspiring designer who grew up without cable, I loved playing with games and toys especially those that involved building and creating. So of course, the Legos (in all of their primary--colored glory) was a huge part of my childhood. My brother and I would spend hours building pirate ships and castles, putting together palm trees,  positioning armor on miniature yellow men, and waiting to hear that tiny “click” that meant they were ready for battle. Sure, I might have been somewhat of a tomboy growing up on a street with almost all boys my age, and though I was not without love of Barbies, pinks and purples or painting my nails, I could still build a Lego airplane with the best of them. \"\"\r\n\r\nGiven my own childhood experiences, I’m more that annoyed by some of the marketing strategies aimed toward children’s toys today, an age with much less gender divide than even  in the 80s. Are marketers still that concerned over which children’s group should use their products? Apparently so, because Lego made a huge misstep a month ago when it did just that : after decades of advertising gender-neutral products and advertising a toy to young creative minds, they threw out their business model and went to a dark, 1950s-era kind of place where girls play in the kitchen and boys play outside. Lego decided to make a pink/purple Lego line called “Friends” that builds a “Butterfly Beauty Shop,” “Olivia’s House,” and a “City Park Café,” among others. All of which are meant for sitting around – not swashbuckling like they do on the pirate ships or defending like they do in the castles.\r\n

    \"\"

    \r\n

    I realize that many products aimed at children segment their market by gender – Barbie vs. GI Joe is one example-- but they have been doing this since their toys came into being. Lego has been around for ages as creative fun for both boys and girls, no matter the color. Why then suddenly it market one new segment only to girls (they even list “Girls” as a product category on their website along with “books,” “games” and “vehicles”) and differentiate products with an obvious “female” color? Are they suggesting that their current line is only for boys and that these new “Friends” are now what girls should be buying? In this day and age do we really need to overtly market and colorize to just one gender? Shouldn’t a strong brand image negate the need for gender-specific marketing?

    \r\nI want to hear from parents and female former Lego builders what you think about this new product line and marketing campaign. Has Lego given in? Do we need to gender-colorize toys in 2012? I know that although my nieces love their Disney Princesses (which makes me cry a little on the inside). But if I were to buy them Legos for their next birthdays, I’d walk right past the beauty parlors and head straight for the castles.', 'Why We Don’t Always Need to Make it Pink', '', 'publish', 'open', 'open', '', 'why-we-dont-always-need-to-make-it-pink', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/why-we-dont-always-need-to-make-it-pink', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (913, 1, '2012-03-14 18:16:22', '2012-03-14 18:16:22', '\"\"\r\n\"\"\r\n\r\nIf you’re a woman of a certain age (or the boyfriend/partner/husband of that woman), there’s a good chance you’ve heard about “50 Shades of Grey\", the literary sensation that has been called “Mommy porn” and “Twilight for grownups.” Several women in our office (who shall go unnamed) have read this book recently, and will not shut up…I mean, will not stop talking about its erotic content.\r\n\r\nAs a writer, a mother and woman pushing “a certain age,” I’m definitely skeptical about this book, namely because I am always skeptical of hyped-up literature. But as a branding professional, I have to confess that I am totally impressed by the way that this book is being marketed to consumers.\r\n\r\n“50 Shades” was originally published by a tiny independent press in Australia, and the print distribution was extremely limited, leaving bookstores deprived of copies. Whether or not this was a deliberate ploy of the writer and publisher I’m not sure, but the fact that “50 Shades of Grey” was initially hard to find (and therefore expensive) gave it the same limited edition cache that has made signature collections (like the recent H&M for Marni) so coveted and sought out on eBay. They adhere to a simple marketing formula: The less available the product, the more people want said product.\r\n\r\nOf course, “50 Shades” is now available on eReaders like the Kindle, the Nook and the iPad, and the fact that women can read their erotica discreetly is another reason why this book has become such a phenomenon. Now, the person sitting next to you on Metro-North need not know why your cheeks are blushing so profusely, and why you are asking, “Is it hot in here?” while wiping sweat off your brow. In the past, women may have hesitated to purchase a book by Jackie Collins or Sidney Sheldon due to fear of being labeled “a sex-deprived housewife”; today, there is no shame, simply because people have no idea what you are reading.\r\n\r\nIt also seems that there has been a deliberate grassroots campaign for the book, headed up by a few handpicked “tastemakers” who are appearing on TV shows and in well-placed articles. Lyss Stern, the founder of Divalysscious Moms, has talked about the book on local news stations and in a recent NY Times article (“It’s relighting a fire under a lot of marriages,” she was quoted as saying). These women are virtual ambassadors of “50 Shades of Grey,” and are preaching the gospel about the book in any way they can.\r\n\r\nAll of this has triggered an unbelievable amount of chatter for “50 Shades” on Facebook, Twitter and numerous blogs (many of them mommy-focused). According to a VP of marketing for Barnes & Noble, conversation about the book online has fed many of the sales. “I think this shows very clearly what the blog network can do,” said Patricia Bostleman. “The word-of-mouth so thoroughly outpaced the availability.”\r\n\r\nBut that won’t be the case for long, as distribution rights to the book were just sold to Vintage, a division of Knopf Doubleday. Publishing executives are comparing the anticipation of the newly printed books with the hoopla that surrounded “The DaVinci Code” and “Eat, Pray, Love,” and I can’t help but wonder: Once “50 Shades” is more visible and accessible, will it still have the same allure? Will there be a “50 Shades” backlash? Perhaps, but with Hollywood producers engaged in bidding wars for the movie rights, it’s unlikely that “50 Shades of Grey” is going anywhere soon, which is testament to a few smart marketing executives working behind the scenes…somewhere.', '50 Shades of…Marketing Brilliance', '', 'publish', 'open', 'open', '', '50-shades-ofmarketing-brilliance', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/50-shades-ofmarketing-brilliance', 0, 'thinking', '', 0), (914, 1, '2012-03-26 17:56:13', '2012-03-26 17:56:13', '\"\"\r\nLike many Americans, I’ve been paying closer attention to politics recently. Unlike many other observers, I’m following each politician’s policy platform and the font they choose to express those beliefs. The Obama campaign changed the political design landscape in 2008 by leveraging the sophistication, clarity and accessibility of brands like Target and Apple. The consistency and the professionalism of that campaign was an order of magnitude beyond campaigns that came before. Obama’s logo expertly used design elements that brands since the late ‘90s had used to signal new thinking. Limited use of color, simple lowercase typography – sometimes with unexpected capitalizations – and simple geometric icons were reminiscent of transparent, accessible brands that looked easy as opposed to overtly marketed.\r\n\r\nHow have the campaigns of 2012 reacted to this changed design landscape? I’ve noticed the Obama team has jettisoned Perpetua and added square serifs to the sans-serif Gotham typeface. I’ve noticed a lot of campaigns copying the superficial appearance of Obama’s logo but with generally less finesse. And I was surprised that none of Mitt Romney’s more conservative competitors have embraced a return to more traditional campaign logos with strong emphasis on strong typography and flag imagery. Meanwhile, the trends march on as exemplified in Apple’s much blogged about recent return to a rainbow logo. I look forward to seeing if any of the candidates “chomp” that design trend for their campaigns (logical choice is cool kid Obama, but only time will tell).\r\n\r\n \r\n\r\n\"\"\r\n\r\n01. The Obama 2008 campaign logo with original customized Perpetua font and after refinements to the type. The web-site and all other materials used the san-serif font Gotham.\r\n\r\n \r\n\r\n\"\"\r\n\r\n02. Apple went from Rainbow to monochrome in 1998.\r\n\r\n \r\n

    \"\"

    \r\n03. Brands signaled new thinking by using accessible typography, often with eccentric capitalization for a ‘twist.’ It’s also notable how many use a lowercase “i”. It was also common to use a simple monogram icon, often with a fun twist. Method gets extra credit for making an ‘m’ look like a lowercase i.\r\n\r\n \r\n\r\n\"\"\r\n\r\n04. In 2012 Obama is using a modified Gotham with square serifs specially commissioned by the typographers Hoefler and Frere-Jones. Could this be signaling more stature and experience after four years in office?\r\n\r\n \r\n\r\n\"\"\r\n\r\n05. Many campaign logos have followed in the Obama campaign’s footsteps. Cuomo and Romney read “uomo” and “omney” Yikes! Huntsman’s logo is minimal but in a more old-school corporate style.\r\n\r\n \r\n\r\n\"\"\r\n\r\n06. Did Mitt’s competition miss an opportunity to signal more authenticity or conservative bona fides by sticking with more traditional imagery and type treatments?\r\n\r\n \r\n\r\n\"\"\r\n\r\n07.On the Republican side only Ron Paul’s logo has a high level of design sophistication. Is this because of his greater appeal to young voters?\r\n\r\n \r\n\r\n\"\"\r\n\r\n08. Does Apples use of a rainbow logo signal another twist in logo trends that brands and campaigns will have to respond to in 2016?', 'Politics and Perpetua*', '', 'publish', 'open', 'open', '', 'politics-and-perpetua', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/politics-and-perpetua', 0, 'thinking', '', 0), (915, 1, '2012-04-04 17:45:03', '2012-04-04 17:45:03', '\"\"\r\n\"\"\r\n\r\nThis week I visited “50 Books, 50 Covers,” the AIGA’s annual exhibition of the year’s best book design that explicitly challenges the familiar expression “Don’t judge a book by it’s cover.” Of all the product packaging I buy, there’s none I notice, appreciate and enjoy more than the packaging of a book. A book’s packaging—its cover, as well as binding, paper, typeface, and ink—have always been part of how books communicate their message. And when well executed, it can capture, express, elevate, interpret, and enliven the contents within.\r\nAt its finest, a book cover is actually the first “interpretation” that the reader encounters of the author’s work, and it provide clues to the setting, the character personalities, mood, and themes he or she finds within. But, you ask….aren’t physical books dead?\r\n\r\n\"\"It’s true that as e-readers proliferate and the percentage of books bought and read digitally increases, we do and will continue to own and read fewer paper books. Ironically, the digital transmutation of the publishing world may end up creating a niche for the book-as-object, as paper books appear to us less as commodities and become more elevated, creative and cherished art forms. As a result, publishers, authors and artists will be challenged to push the boundaries of book design in new and exciting directions. Below are several of my favorite covers from the AIGA exhibition, ones that hint at the ways publishers and designers are already addressing the challenge to give printed books a renewed beauty, meaning and relevance:\r\n\r\n \r\n\r\n\"\" \"\" \"\"\r\n\"\" \"\"\r\n\r\nMoving forward, the physical books we own and read will work harder in transforming their content into fully immersive visual, spatial and tactile experiences. They will become more cherished objects and more intimate expressions of our identity.\r\n\r\nI actually think this is a very exciting time for book design. One visit to the AIGA exhibit and you’ll see just how promising the future is, and what a unique challenge awaits the designers, authors and readers of actual, physical books.', 'Judging a Book By Its Cover', '', 'publish', 'open', 'open', '', 'judging-a-book-by-its-cover', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/judging-a-book-by-its-cover', 0, 'thinking', '', 0), (916, 1, '2012-04-13 17:34:47', '2012-04-13 17:34:47', '

    \"\"

    \"\"\r\n\r\nMy whole life I’ve been a spaz—so naturally, I’ve wound up in a few too many emergency rooms. After a recent stint waiting three hours for what was ultimately a positive prognosis (thankfully), I began thinking about the hospital experience from a branding perspective. Have you ever heard people casually talk about hospitals in their everyday conversations? If so, has it been positive? In my experience, the answer is no.\r\n\r\nSo are we then to assume that hospitals don’t care about branding? No; in fact, hospitals are now paying more attention to the way they brand themselves than ever before. Lately, this has most noticeably played out in the naming process, which is perhaps the most visible and immediate way for them to change brand perception.\r\n\r\nTake Broward General Medical Center, the country’s oldest hospital, for example. Now encompassing more than 30 facilities, Broward General is hoping to change its image as a public hospital by honoring brand over history and changing its name to ‘Broward Health Medical Center.’ By losing “General” in the name, they intend to downplay the perception that Broward General is a public hospital. They also plan to do away with the “medical center” descriptor in three of their other public hospitals. Basically, they’re striving to expand their reach by broadening the name, while leveraging the Broward equity across multiple facilities.\r\n\r\nUnfortunately for Broward General (or Broward Health), it appears that not everyone in the Broward camp is on the same page. David Pietro, a hospital commissioner, recently announced, “I have a real problem with this. So do many of the doctors.” His concern stems from the familiarity the “General” name has with its community.  Moreover, Dr. Carrie E. Greenspan, an obstetrics and gynecology doctor said, “Members of the community, particularly if they are new to the area, will not understand what ‘Broward Health - Coral Springs’ means. It could be a clinic, a medical office building, a laboratory, a diagnostic facility.”\r\n\r\nWhile branding decisions can’t accommodate everyone, this staff reaction doesn’t bode well for the long-term success of the name. Contention so early suggests it will only be an uphill battle from here – and for a rebrand to be successful, every associate needs to be a brand ambassador.\r\n\r\nBut Broward staff members should consider themselves lucky, as some other hospitals are making even bolder naming changes. These include ‘Central DuPage Hospital’ and ‘Delnor Health System,’ which are uniting to become ‘Cadence Health’;  ‘Catholic Healthcare West’ changing its name to ‘Dignity Health,’ and ‘Provena Health’ and ‘Resurrection Health Care’ combining to become ‘Present Health.’ But one look at top hospitals like The Mayo Clinic and Memorial-Sloane Kettering make it clear that a name alone cannot reposition a hospital’s brand.\r\n\r\nNike wouldn’t be ‘Nike’ without equating athletics to life and life to athletics. Apple wouldn’t be Apple without making innovation accessible for all people. In other words, name brands can’t exist without a strong positioning and a consistent culture across all touchpoints. So, the bigger question when it comes to hospital branding is, “How can a hospital who’s associated with disease, fear, and frustration align itself with joy, warmth, and comfort?” I’m not sure going from “General” to “Health” is going to do that heavy lifting…but at least it’s a start.', 'What\'s In A Name: Hospital Edition', '', 'publish', 'open', 'open', '', 'whats-in-a-name-hospital-edition', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/whats-in-a-name-hospital-edition', 0, 'thinking', '', 0), (917, 1, '2012-04-19 18:19:14', '2012-04-19 18:19:14', '\"\"\r\n\"\"\r\n\r\nThere are many components to a brand, everything from a logo to a color palette to a positioning statement. These things fit together like a nice little puzzle and create one strong brand voice. And the more I started thinking about the metaphorical voice of a brand, the more it got me thinking about the literal one as well – as in, the voice-overs that brands use in their commercials.\r\n\r\nWhile many commercials feature unknown voice talent, today many of the ads we see are voiced by celebrities. For example, actor Billy Crudup has been the voice of the famous Mastercard Priceless commercials for at least a decade. George Clooney voices countless commercials, including ones for Chevy. Most of us recognize James Earl Jones’ voice in seconds. Even Jon Hamm of “Mad Men” does voiceovers.\r\n\r\nIn fact, having commercials with celebrity voice-overs seems to be the norm these days, no matter what the category. By lending their voices to these commercials, these actors in turn become brand ambassadors, even if they are not actually on camera, Their off-camera personalities, political beliefs and day-to-day happenings inevitably have a bearing on what the companies they represent stand for.\r\n\r\nA perfect example of this is the Aflac fiasco of 2011. Gilbert Gottfried got axed as the voice of the Aflac duck after posting controversial comments on his Twitter account about the Japanese earthquake and nuclear crisis. As a result, the duck’s voice was suddenly silenced – literally. Aflac’s first commercial after the firing was a take on a silent black and white film. Did you pick up on that?\r\n\r\n\"\"\r\n\r\nAllstate is a great example of how a company took their “voice” to the next level. In their commercials of recent years, they show actor Dennis Haysbert – who formerly played the President of the United States on hit show “24” – telling people in his deep and memorable voice how trusted you can feel with Allstate. In the company’s most recent commercials, they put a different spin on the campaign by showing actors opening their mouths to speak, with Haysbert’s voice coming out, in turn giving a wink to viewers who might miss Haysbert’s presence in the ads.\r\n\r\nhttp://www.youtube.com/watch?v=DquD5dg4HMo&feature=relmfu\r\n\r\nDo celebrities like Clooney, Haysbert, John Hamm and others find it insulting to be kept off camera in these commercials? Well, whereas you might think this is a low point in the careers, the truth is that actors are usually VERY open to this easy pay.\r\n\r\nHave you ever thought about what a particular voice communicates? Which actors’ voices make good brand ambassadors and why? Check out the commercials below and see if you can identify who is speaking. Do you think they’re a good match for the brand?\r\n\r\nNasonex:\r\nhttp://www.youtube.com/watch?v=yrUF3JzD9P4&feature=results_main&playnext=1&list=PL8FE0DDAE36B50FEE\r\n\r\nDuracell:\r\nhttp://www.youtube.com/watch?v=hIcRJGA_6eE\r\n\r\nTropicana:\r\nhttp://www.youtube.com/watch?v=zbFGV-Rg53Q', 'Heard But Not Seen: Voiceovers and Branding', '', 'publish', 'open', 'open', '', 'heard-but-not-seen-voiceovers-and-branding', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/heard-but-not-seen-voiceovers-and-branding', 0, 'thinking', '', 0), (918, 1, '2012-05-08 21:13:12', '2012-05-08 21:13:12', '\"\"\r\n\"\"\"\"\r\n\r\nThe $1B acquisition of Instagram by Facebook a few weeks ago is testament to how valuable digital space is in the 21st century. Brands of all different natures are jockeying for additional awareness across a multitude of social networks. 50 million users have downloaded Instagram, for free – and that’s not stopping anytime soon, gaining approximately five million more users per week. Like Facebook, Twitter and Pinterest, Instagram has become a creative vehicle for communication and interaction, globally.\r\n\r\n\"\"Everyone from Kim Kardashian to Cole Haan to the Boston Celtics have Instagram accounts. I recently attended a concert series called Cosmic Opera that ran a contest in which Instagram users who tagged #CosmicOpera and posted theatrically dressed photos of themselves at the show could win tickets to future concerts. And thanks to the application, I can wake up on Monday morning knowing that electronic music artist Skrillex ate mashed potatoes and asparagus on his tour bus in Dublin at three AM, then smoked a cigarette.\r\n\r\nAll this begs the question: Does having an identity (like Skrillex or Cosmic Opera or even Joshua Books) in the digital space make you a “brand,” and are your Facebook, Twitter, Tumblr, Instagram, Pinterest, and LinkedIn accounts extensions of your master umbrella-brand?\r\n\r\nI believe the answer is, yes.\r\n\r\nUploading an image to Instagram freezes time. Using a hashtag connects your story to your brands in the digital space. In a sense, we are transcending the way traditional marketing has operated. Sharing these photographs makes the brands and the stories we tell real, relevant, and current.\r\n\r\n\"\"After using Instagram extensively for six months, I have built up a portfolio of over 400 photos and 150 followers, half of whom I don’t even know. Although these users do not pay to witness my above-average-iPhone-4S-camera-skills, they are investing their own time to follow me and include my photographs on their Instagram “timeline.”\r\n\r\nFor their viewing pleasure, they have essentially bought my brand.\r\n\r\nWhich leads me to another question: If we really all are brands, who are we selling ourselves to? Friends? Family? Popular Culture? Employers? Mark Zuckerberg? Or are we just channeling our creative curiosities that Instagram has helped us discover?\r\n\r\nFeel free to discuss amongst yourselves (and your Instagram, Twitter, Facebook, Tumblr, Pinterest, and LinkedIn followers). And by the way, the W Hotel is holding the first ever NYC Instagram Exhibtion this month.', 'Instagram or Instabrand?', '', 'publish', 'open', 'open', '', 'instagram-or-instabrand', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/instagram-or-instabrand', 0, 'thinking', '', 0), (919, 1, '2012-05-25 18:06:04', '2012-05-25 18:06:04', '\"\"\r\n\"\"\r\n\r\nThe other day, I got a postcard in the mail from the women’s clothing retailer Eileen “Eileen Fisher?” I said, semi-mortified. “Do I look like the type of woman who shops at Eileen Fisher?” And then, after a pause, I thought, “Yup, I guess I AM of the type of woman who shops there.”\r\n\r\nI’m turning 40 in a few months, and while I still fancy myself part of the Urban Outfitters generation, the truth is, I’m slowly aging out of the demographic with which I most relate. Case in point: I found myself literally trapped inside a romper in an Urban Outfitters dressing room recently, and realized that everything in that store made me look like I was on the show “GIRLS” (and not necessarily in a flattering way).\r\n\r\nIt’s a cruel moment of truth when we realize that we’re not as young, or hip, or desirable to brands, as we used to be. My husband (age 42) recently wrote a show that ran on MTV, and I wrote a mass email to our friends asking them to tune in. When Dave saw the email, he said, “You realize MTV doesn’t care about our friends watching – they want 18-34 year olds.” Wait a minute…weren’t we still 34? Or at least, close enough?\r\n\r\nNo. And the truth is, from a brand perspective, I DO find myself buying things I once considered for “old people.” I stock up on more Advil and Claritin than I used to (not to mention, saline spray and BreatheRight nasal strips for clogged nasal passages). I watch out for my weight and eat FroYo instead of full-fat ice cream. I use eye cream and facial moisturizer by the boatload. And every once in a while, I DO like something I see in the window of Eileen Fisher.\r\n\r\nBut thank goodness, most brands today tend to appeal to everyone, so I don’t have to necessarily feel my age. Apple has become one of, if not the, most recognizable brands in the world by appealing to two-year-olds and 92-year-olds alike. Babies and Baby Boomers wear Converse sneakers. My son and I both drink Zico Coconut Water at breakfast.\r\n\r\nSo, as my birthday looms large, the good news is that nobody falls into such cut-and-dry demographic groups anymore. Personally, I’m never gonna stop trying to be hip and young-seeming – and thanks to the universal appeal of most brands these days, it seems like I’ll never have to.', 'Who do they think I am?', '', 'publish', 'open', 'open', '', 'who-do-they-think-i-am', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/who-do-they-think-i-am', 0, 'thinking', '', 0), (920, 1, '2012-05-31 20:27:45', '2012-05-31 20:27:45', '\"\"\r\n\"\"\r\n\r\nMemorial Day has come and gone, which means summer has officially kicked off. With three full months of sun and sand ahead of us, there is one thing that pops into a girl’s mind more than anything – looking great in that itsy bitsy bikini.\r\n\r\nAnd who doesn’t want to enjoy a cool cocktail when basking in the glory of summer sunshine? I‘ll tell you who, people who know how many calories are in those frozen concoctions. It’s actually terrifying to look up how many calories are in a restaurant’s margarita, so I won’t go there, because thankfully, Bethenny Frankel already did.\r\n\r\nBack in 2009, Bravo’s reality TV star, made a small “branding attempt” on her show, “The Real Housewives of NYC”, to get the word out about her self-named “Skinnygirl Margarita”. It all started with her refusing to order the margarita shown on a restaurant’s drink list, and then rattling off her own low-cal ingredients for the bartender to mix up. That TV plug was the start of something great, because just two years later, Beams Spirits purchased Skinnygirl Cocktails for a not–so-skinny $1OOM.\r\n\r\n\"\"\r\n\r\nBeam saw the opportunity to appeal to the female market that wants to feel like they can get a buzz on and still fit into their skinny jeans the next day. Beam also knew that the phenomenon was much bigger than the margarita.\r\n\r\nSkinnygirl Cocktails now includes a red, white and rose wine, sangria, flavored vodkas, and a new ready-to-drink Piña Colada that just launched this past spring.\r\n\r\n\"\"So what’s all the hype about? It’s more than just good branding - it’s about promoting a lifestyle. Bethenny also created Skinnygirl shapewear, cleanses, juice drinks, workout DVDs…the list of healthy lifestyle paraphernalia is never-ending. She has proven she is one smart cookie (who clearly isn’t eating any). Women want to be able to sit down after a stressful day at work and enjoy a cocktail that won’t completely erase their workout at the gym that morning. And even if you haven’t worked out, the Skinnygirl brand can provide you with slimming lingerie to replace your lack of treadmill time. Bethenny is a genius.\r\n\r\nSure, there are critics out there who are crying that this is just another brand promoting the unattainable model thin physique, but I dare to disagree. At the end of the day, a high-cal alcoholic drink is not worth the extra sit-ups, but a 100 calorie glass of confidence sounds right up my alley, so I’m choosing skinny.', 'So Rich, So Skinny', '', 'publish', 'open', 'open', '', 'so-rich-so-skinny', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/so-rich-so-skinny', 0, 'thinking', '', 0), (921, 1, '2012-06-06 15:56:55', '2012-06-06 15:56:55', '\"\"\r\n\"\"\r\n\r\nA picture is worth a thousand words or, if you are Edvard Munch’s painting, The Scream, 120 million dollars US.\r\n\r\nYowsa!\r\n\r\nWhy IS the value of The Scream so astronomical? What makes it the second most recognizable piece of art, behind the Mona Lisa? Put another way, from what is the value earned? The paint? The canvas? The artist? I would wager it is in the potency of the idea. This argument illustrates that the value of an image can be immeasurable when embodying a cultural moment, one that will never truly be experienced again.\r\n\r\nTo quote the Sotheby’s catalog, “An icon of global visual culture, The Scream is instantly recognizable. Since its creation at the turn of the 20th century, the haunting composition stands as the visual embodiment of modern anxiety and existential dread, referenced by everyone from Andy Warhol to The Simpsons.”\r\n\r\nOnly by reflecting the cultural landscape at the turn of the century in a truthful way did Munch make his work universal, tapping into our collective psyche. An Expressionist, he captured the epitome of the modern condition, conveying the underlying anguish and fear of what was to come. In 1895, the world was changing rapidly, starting the wheels in motion that brought us to today. The writing was on the wall for those who were willing to read it.\r\n\r\nWe at CBX believe in decoding – understanding the MEANING behind an image, what it stands for, what feelings it elicits. Only when we understand that, can we leverage this meaning and be purposeful in our visual choices.\r\n\r\nSo, how best to represent a brand? Word or Image? Deep question, but I think the answer is clear.', 'Visual Currency', '', 'publish', 'open', 'open', '', 'visual-currency', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/visual-currency', 0, 'thinking', '', 0), (922, 1, '2012-06-22 16:02:02', '2012-06-22 16:02:02', '\"\"\r\n\"\"\r\n\r\nI have to confess – part of me was pretty happy that Facebook got pummeled a few weeks ago in the press (and on Wall Street).\r\n\r\nOh snap…I said it.\r\n\r\nDon’t get me wrong, the internet is an AMAZING thing. Yes, companies like Apple, Google, Facebook and the like have completely changed and continue to change the way we obtain and share information. Yes, they have impacted how we interact as humans, and well, how we interact with machines. Yes, they have affected how we live our lives...\r\n\r\nAnd to be fair, I\'d be a hypocrite if I didn\'t admit that technology in all its forms hasn\'t to a significant degree changed my life for the better, providing more information and opportunity than ever before.  But the irony to me is, the young entrepreneurs who rule the technosphere—the rebel upstarts who were going to change the world for the better—have created a self-fulfilling prophecy. A world in which openness has created conflict, efficiency has created waste, and where connectivity has turned....creepy.\r\n\r\nUltimately these companies have evolved to support their own vision of the world. While the utility of technology may be a benefit (sometimes not), make no mistake—these companies are in it for themselves. Which wouldn\'t be so bad if they were running legitimate companies – meaning ones with business plans that include profit. Pretty easy to run a business that doesn\'t make money (I love you Apple). The average Facebook user is on the site about 15.5 hours per month (I found that info rather quickly...thank you, Google.) That\'s just Facebook, folks. Let\'s add Twitter, Instagram, Pinterest, spam jokes on the email, a few games of Angry Birds, watching two dudes on You Tube making bacon lasagna, searching Groupon for 50% off what I don\'t need....whaddya think....am I moving north of 30-40 hours for the month, easy?\r\n\r\nAnd that\'s not counting the technology I utilize for actual work. Yes, Mr. Romney and President Obama....the American workforce, who you will argue works more hours than anywhere else in the world, and whom you will claim is more productive than any other worker in the world, spends a full quarter of the work month building digital farms and sports bars (and paying real money for computer-animated bar signs)!\r\n\r\nSpeaking of money, don’t think for one second that these seemingly “free” services are actually gratis. They have just found – or are currently looking for – ways for you to use, and become dependent upon, their own devices...not a whole lot different from the drug dealer who gives away “the first taste” for free. (Yup…I just compared Facebook to crack – and I can’t imagine I’m the first one to do it.) If you believe that finding revenue isn’t part of the equation, and that they’ve created these services simply for your enjoyment, well – I’ve got a bridge I’d like to sell you (wink wink). Remember, \"the greatest trick the devil ever played was making us think he didn\'t exist.\"\r\n\r\nI know what you’re thinking right about now: Gregg is writing this blog as a warning for us not to use Facebook during our work day! Far from it, actually. I’m just having a nice old-fashioned rant, the kind you might see on a Facebook status update. But while we estimate that the CBX staff spends up to 20% of its workday on non-work-related internet based things, the truth is, I think that these outlets do ultimately make our staff more attuned to our business, which as a branding agency is to provide a lens to clients in reflecting pop culture. Creativity is derived from input, so there is value in spending some time exploring and engaging. Hey, look, I just spent my break writing this blog. So feel free to spend a few minutes browsing the family photos of that old girlfriend or boyfriend whom you haven’t seen in 15 years (if you liked them that much, wouldn’t you still be in touch?). Just remember when you’re surfing Facebook: Mr. Zuckerberg is watching you, and figuring out how to add to his billions.', 'The Road to Hell is Paved with Good Intentions', '', 'publish', 'open', 'open', '', 'the-road-to-hell-is-paved-with-good-intentions', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/the-road-to-hell-is-paved-with-good-intentions', 0, 'thinking', '', 0), (923, 1, '2012-07-18 16:04:03', '2012-07-18 16:04:03', '\"\"\r\n\"Source:\r\n

    After many months of negotiations, Talbots has become the latest victim/beneficiary of a $193M takeover. This is good news for a brand that needs to match the takeover with a makeover.

    \r\n

    Today’s Talbots catalog lacks excitement and energy. See the fossilized images below.

    \r\n\"\"\r\n\r\nMy mother shops at Talbots and she’s in her 70s. Late 70s. That’s not exactly a recipe for success (no offense mom). On the upside, even preppy and conservative can look cool these days. Just look at what Bill Cunningham snaps for the New York Times. Enough said.\r\n\r\n\"\"\r\n\r\nIf I were running Talbots I would reshape them based on an inspiration of looking like the cool mom of the J.Crew store. Over the past couple of years, J.Crew has updated the classic preppy and conservative with a fun, minimalist and modern vibe that comes to life in the displays and merchandise selection. They have made preppy aspirational again.\r\n\r\n\"\"\r\n\r\nLet’s be honest, we’ll always have the prepsters with us. They will always read the Preppy Handbook.\r\n\r\n\"\"\r\n\r\nBut they are growing up and need a store that will grow with them. Talbots should definitely take a look at this as an opportunity for where to take the brand and store experience.', 'Takeover Plus a Makeover', '', 'publish', 'open', 'open', '', 'takeover-plus-a-makeover', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/takeover-plus-a-makeover', 0, 'thinking', '', 0), (924, 1, '2012-07-30 13:35:13', '2012-07-30 13:35:13', '\"\" \r\n\"\"\r\n\r\nNothing makes me laugh quite like a #whatshouldwecallme .gif that mirrors my roommate’s reaction to someone changing her 90’s playlist in the car, or one that calls to mind the feeling of selfish despair, after I have discovered that my last single friend in New York City found a new boyfriend .\r\n\r\nThere is something so on point and discerning that .gif provides, other than filling the void of bland text humor. Not only has the self-deprecating theme of whatshouldwecallme.tumblr.com allowed thousands to relate on a more personal and honest premise through animated visuals, it has also inspired so many people to re-blog these notorious .gifs, possibly distilling a “truer self” along the way.\r\n\r\nThe flood of new .gif based Tumblr sites:\r\n
      \r\n
    • dontsonsultme.tumblr.com
      • \r\n
    • howdoiputthisgently.tumblr.com
      • \r\n
    • wheninnewyorkcity.tumblr.com)
      • \r\n
    \r\nare essentially branding situations rich in emotional context through visual personas and facial idiosyncrasies. These .gifs run the gamut of highlighting our darkest hours, daily victories, and subtle annoyances, entertaining “a day in the life” spectacle that most of us can identify with.\r\n\r\nFrom the beginning of mankind, we have attributed complex meaning to facial expressions, an extraordinary and progressive trait unique to human beings. Expressions have always served as a chief social device for emotional connectivity with others, be it our desire to influence others or reflect our innermost feelings. This human quality alone may play a key role in the attractiveness of these sites as we relive and share feelings of joy or humiliation…We are all fallen to the tendency of the seven deadly sins, so why not laugh about it?\r\n\r\nThe success and excitement of animated .gifs is two-fold: they challenge the face-to-face disconnect between people that technology has created, and their content is chock full of emotional relevance surrounding an event or situation…No wonder .gifs, a digital space that was popular in 1995, is having such a colossal comeback.\r\n\r\nAs for brands, .gifs present an excellent opportunity to capitalize and expand on visual voice. They bring to light the power of expression and the importance of situational relevance for people. How can brands dial up expression in their visual voice so that it is engaging across all platforms? Are there certain elements of design that are highly associated with human traits, or trigger deeper rumination? With regards to brand positioning, can we create influential meaning around a situation or experience that is not necessarily a concrete idea or concept?.Exploring the holistic and human experience that .gifs provide may spark ideas for branding.', 'Branding in a gif.fy', '', 'publish', 'open', 'open', '', 'branding-in-a-gif-fy-2', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/branding-in-a-gif-fy-2', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (925, 1, '2018-09-24 19:23:38', '0000-00-00 00:00:00', '\"\" By John F.Bold Graphic Techniques Stand Out on the Road, On Shelf, and Online\n\nApproaching the Holland Tunnel from New Jersey recently, I noticed something unusual (other than the $8 toll): BP had done something to stand out from the crowd of gas stations that line the approach to the Tunnel. By framing only a portion of their logo on the sign above the station, BP\'s makes an impactful statement that draws motorists\' attention upwards as they whiz toward New York (Image 1) Traditionally, altering a logo has been a corporate design no-no. A company’s logo was a symbol of its stature and was to be treated as precious object.\n\nI was struck by a similar decision Coke had made in their limited-edition Diet Coke package from last fall. (Image 2) Taken together, these are two examples of trends in Corporate and Packaging Design that have designers using bold graphic techniques that until recently were more common in editorial, book and information design.\n\nHere are three examples of these trends and why I think they will continue to be attention-getting and relevant to audiences moving forward.\n\n01.    Dramatic Cropping and Energized Negative Space\nCropping a familiar logo can maximize visual impact in limited spaces and crowded environments. Additionally, bold shapes and colors are energized when juxtaposed against dramatic negative space. Finally, the framed edges create dramatic new tensions, and obscuring part of the design grabs attention and compliments the visual sophistication of viewers by assuming they can fill in the missing pieces – or, at least, pick up and turn the package. (images 3/ 4)\n\n02.    Prominent Editorial-Style Typography\nSetting type on packages and logos in simple bold paragraphs (images 5/6) or by using editorial touches like a period on a logo or underlining a brand name (images 6/7) stands out in its simplicity and implies a ‘story’ behind the brand. Setting type in a minimally customized text font in a simple but bold configuration appears fresh and without being overly stylized. (image 8)\n\n03.    Color Coding, Numbering, and Scientific Notation\nBrands have often used colors and numbers to differentiate products; these recent examples have isolated or emphasized these graphic devices to reinforce ease of use and straightforward customer experience. (images 9/10) Scientific and typographic notational devices like parenthesis, superscript/subscript and abbreviation signal similar seriousness of purpose, perhaps without even having any practical\nsignificance. (images 11/12)\n\nWhere do these trends come from? Graphic flatness, typography and scientific appropriation have been trends in fine art for 30 years.  (images 13-16) And book and editorial designers have employed graphic techniques like dramatic cropping and experimental typography to create viewer interest. (images 17/18) Recently, designers like Andrew Kuo and Nicholas Felton (image 19/20) have appropriated the look of science to map their personal lives, thereby creating entertaining parody and ironic dissonance between style and subject matter. A gridded, clean arrangement of cropped images is quickly becoming a graphic standard in the layout of social media (images 21/22)\n\nWhere are they going? Taken together, these trends have increased the visual sophistication of audiences. They have created an expectation that brands want to be perceived as game-changers that will employ adventuresome graphic techniques that stretch category conventions. They also indicate to consumers that these brands speak the language of design and customer experience and not just selling and marketing. As Apple has proven, this can create a desired brand and product in today’s market.', 'The Look of Progress', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=925', 0, 'thinking', '', 0), (926, 1, '2010-04-28 09:30:01', '2010-04-28 09:30:01', '\"\" By Christina P.\n\"\"\n\nTimex® … Redwing® … Levi’s® … quintessentially American brands that in their current state fall within a spectrum of relevancy. They all have the polish (or valuable tarnish) that age gives them. And J.CREW is banking on it with a co-branding strategy that rehashes classic items—hence, brands—nearly from the dead to pepper its own brand with a skewed, vintage authenticity that actually (gulp) works.\n\nJ.CREW may not own 100 years of brand cache or iconic pieces built into the American lexicon, but they know their audience well. By exclusively reissuing classic apparel and accessories from here and across the pond—hello Belstaff® and Baracuta®—J.CREW is post-modernly celebrating the borrow with a bizarrely fresh “In Good Company” collection.\n\nMaybe you’ll fall in love with the reissued pieces, or maybe you’ll fall for J.CREW’s oddly charming and transparent brand honesty. There’s never been a more authentic approach at something so completely inauthentic.', 'J. CREW says it's the company you keep', '', 'publish', 'open', 'open', '', 'jcrew-says-its-the-company-you-keep', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/jcrew-says-its-the-company-you-keep', 0, 'thinking', '', 0), (927, 1, '2010-04-14 16:05:15', '2010-04-14 16:05:15', '\"\" By Jason H.\n\"\"\n\nFull disclosure: I don’t get the iPad. I am an early adopter, tech-savvy creative type who used to worship exclusively at the Altar of Jobs AND does not froth at the mouth like so many of my ilk. I won’t go into it here, but I am pretty much in line with Jeff Jarvis’ blog entry on the subject.\n\nAs someone who spends his day thinking about retail and brands though, I am fascinated. All my colleagues in media saw the (obvious) opportunities for them and had one pre-launch. But I think there is an opportunity here for those of us who build brands and ask people to shop in our stores. As brand creators and marketers, it’s our job to tell a story that drives awareness and creates engagement. Check—no new news there. Assuming the iPad (AND HP Slate AND Google Tablet) are harbingers of a sea change in how we consume media and interact with the world, we have a clear need to be on that platform in full force.\n\nThese 1st gen devices signal the arrival of “Interactive TV.” No longer an elusive chimera tethered to a remote, the multi-touch tablet revolution will allow us to interact with content in a way that TV producers have pitched, since I had a Newton, but have never been able to fulfill. What shoes is Serena wearing? Tap them, find out and get three options to buy them. What else happens in the Biggest Loser house when I am not watching (carry it with you 24/7 to know and learn more about their sponsors). It’s like the promise of the web with a natural input device (your fingers) and extreme portability to boot.\n\nIt gets even more fun in-store as the ultimate retail tool (especially when the cheaper version with a camera comes out in the spring). Put it on a stand and it’s interactive signage. Attach it to a cart and it’s a navigation and promotion aid. Hand it to a salesperson and they can show you all the different styles, check inventory, show you how it would look on you (need the camera though, right?) and check you out. It makes even bricks and mortar retail personal, customizable and interactive. It’s a consumption device today, and as a computer geek, it bums me out. But as humanity ultimately asserts itself, let’s all look out for how it can make our commercial experiences in the real world more personal and more fun.', 'iPad Bites Man', '', 'publish', 'open', 'open', '', '497-2', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/497-2', 0, 'thinking', '', 0), (928, 1, '2010-04-15 16:33:23', '2010-04-15 16:33:23', '\"\" By Rick F.\n\n\nThe first questions that come to mind: Is this an ad for Nike, or an ad for Tiger Woods? And is there a difference? Can the two companies succeed without each other? And what is success anyway?\n\n[media-credit align=\"alignright\" width=\"160\"]\"\"[/media-credit]\n\nThough Tiger has introduced an entirely new generation of golfers to the game, there has been no recreational growth in a decade (More Americans Are Giving Up Golf, New York Times, Published: February 21, 2008). However, from the standpoint of profit and ratings, the sponsors grew, the TV audience grew, and the purses grew...a lot. Ian Poulter has more pink pants because of Tiger.\n\nAn advertisement\'s success, however, can be measured by many different criteria, most notably today seems to be \"is this ad memorable?\" The rationale is, if it ain\'t memorable, then you have no chance, no matter how compelling your message. With companies like Geico, built on the once frowned upon concept of borrowed interest, it is no wonder why ads today often have little to do with a brand\'s product or service.\n\nThe Tiger supporters will tell you, \"Here is a guy who is sincere in his admission of guilt, and is humbly showing you in a touching, 30-second black & white.\"  On the other hand, the critics, who are always more vocal, will say, \"this is a classic exercise in exploitation for capital gain.\"\n\nBorrowed interest or not, I have not forgotten that Tiger Woods is sponsored by Nike, nor have I forgotten what a tremendous athlete he is. (After all he came in 4th at Augusta, and was consistently in contention).\n\nSo back to this Nike spot. It\'s as simple as, \"hey, we\'re talking about it, right?\"  I think Marge Schott would agree.', 'Who is Tiger Woods?', '', 'publish', 'open', 'open', '', 'who-is-tiger-wood', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/who-is-tiger-wood', 0, 'thinking', '', 0), (929, 1, '2010-04-21 13:48:48', '2010-04-21 13:48:48', '\"\" By David W.

    Marketers have long been renaming and reclassifying products that are underperforming.  Instead of phasing out unwanted products or overhauling factories, smart branding can help convince consumers that products are new and beneficial.  Not that long ago, nonfat milk was called “skim milk” and low fat cookies, “diet cookies.”  Ugh, who wants a diet cookie?  Here are my top 5 favorite recent product reclassifications of once-unloved products:

    \n\"\"\n\nActual Description: Station Wagons\nReclassified Name: Crossovers\n\nCrossover to what?  Middle age?  Soccer practice?  They\'re not as boxy as they used to be, but they are what they are.  Station wagons.  Available from Porsche and BMW all the way down to Honda, these cars are all over the road.\n\n\"\"\n\nActual Description: Laptops with minimal features\nReclassified Name: Netbooks\n\nIs this really a whole new category or just a watered down laptop?  We’ll have to wait and see as the shelf life of netbooks may be short, depending on how popular the iPad and other tablets become.\n\n\"\"\n\nActual Description: Milkshakes\nReclassified Name: Smoothies\n\nSmoothie sounds healthy right?  Ok, there are some smoothies out there made exclusively from fruit, but more and more these things are filled with fat and calories.  Jamba Juice\'s Chocolate Moo\'d Smoothie, for example, has been ranked the Worst Drink in America with 166 grams of sugar.  That’s as much sugar as 4 cans of coke!\n\n\"\"\n\nActual Description: Watered Down Juice\nReclassified Name: Juice and Water Blend\n\nJuice and water brands like Apple & Eve built themselves on being 100% juice.  Recently however, juice has been getting a bad rap for its sugar contents.  So, several juice makers are touting Juice and Water blends.  Even the word \"blend\" make these drinks sound special.\n\n\"\"\n\nActual Description: Cookies\nReclassified Name: Breakfast Cookies ­- Are you kidding me?\n\nAs a parent, these things infuriate me.  Should anyone really be eating a \"Double Chocolate Chunk\" cookie for breakfast?  How about breakfast cake or breakfast ice cream?  Do we really need to fabricate a new usage occasion for desserts?', 'Dude, You Just Bought a Station Wagon!', '', 'publish', 'open', 'open', '', 'dude-you-just-bought-a-station-wagon', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/dude-you-just-bought-a-station-wagon', 0, 'thinking', '', 0), (930, 1, '2010-05-03 13:40:27', '2010-05-03 13:40:27', '\"\" By Jason H.\n\"\"\n\nWe picked this up just now from Fast Company, Rear Window Media\n\nThis has to be one of the least intelligent uses of technology for generating awareness that we have ever seen.\n\nCan you imagine the litigation that will ensue from crashes caused by distracted drivers?  What\'s next, advertising on the rear view mirror?', 'Information Wide Load', '', 'publish', 'open', 'open', '', 'information-wide-load', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/information-wide-load', 0, 'thinking', '', 0), (931, 1, '2010-05-07 13:16:00', '2010-05-07 13:16:00', '\"\" By Jason H.\n\"\"\n\nDISCLAIMER: I am looking to you dear reader, to fuel my idea tank.\n\nSee, here’s the thing. I was born (professionally at least) right between the digital revolution and the current renaissance in retail design. I am comfortable talking social and know my way around an endcap. In the last week, I have clipped coupons, received tweeted sales in my twitter feed and have had friends and bots alike recommend things that they think I may want or need. I am steeping in all of it and yet none of it seems complete. Which leads me to the next series of blog entries for me in this space (I am pulling a @Kristof here): what’s important to you at the intersection of brand, media and bricks & mortar? Use the comments to let me know and expect some opinions to flow in the coming weeks.\n\nAs fuel for the fire, here are my top 3 head scratchers:\n\nAugmented Reality portals that bridge my real world experiences with the terabytes of data and opinion online. I can’t have a cheat sheet of all my online research every time I go to buy something. Why can’t I take a geo-tagged photo of a UPC code and leverage all the great tools online to enrich my offline experience?\n\nA shopping social. Lot’s of bytes have been expended on this topic, yet no killer app, what gives? We’re all crazy busy these days and (unfortunately) I only get to interact with some friends online. I want to see in-store apps that enable the kind of (over)sharing I have come to expect in my life.  When I pick-up a bottle of shampoo in the drugstore, the shelf should detect me and retweet my friend Suzie’s comment about how it turned her hair green. My FB Friends and tweeps are my style council—I need them everywhere!\n\nStore folks—get to really know me.  A few weeks ago, the head tailor at Tom Ford in Las Vegas gave me a tour of the entire store. He knew (because I had told him) that I was just looking but he extended himself to me and got to know me. There are other sales people out there (interestingly, mostly apparel) who listen to me and even though I am not buying now, they get better and better with every interaction about showing me stuff I like, calling at the right time, etc. Then there are a lot of other sales people out there (mostly financial services and insurance) who can’t take a hint.  Incessant calls, pitches I neither want nor need, totally fake chumminess—BLECH! Lose My Number!!  Anyway, the rest of my sales universe (food, stuff for the kids, sporting equip, consumer electronics, travel) could learn from the tailor at Tom Ford. Spend some time with me—person to person. It doesn’t need to be deep and you won’t be my BFF but when the time comes for me to need your product or service guess where I\'m gonna go?  Use the great permission-based tools I have subscribed to online to build a real relationship with me offline.\n\nSo there\'s my rant for the day. And now its up to you to let me know what’s on your mind.  I’ll be digging in more on my examples in the coming weeks and I hope to be exploring what you write in the comments as well.', 'Help me, Help you!', '', 'publish', 'open', 'open', '', 'help-me-help-you', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/help-me-help-you', 0, 'thinking', '', 0), (932, 1, '2010-05-20 16:20:57', '2010-05-20 16:20:57', '\"\" By Lucien E.\n[media-credit align=\"aligncenter\" width=\"449\"]\"\"[/media-credit]\n\nLast week, BP issued a statement saying that they were close to a solution that could halt the seemingly uncontrollable oil spill in the Gulf of Mexico that has horrified the world – yours truly included – since April 20th. This catastrophe, which occurred at an offshore drilling rig and killed 11 people, has caused more than 200,000 gallons of oil per day to leak into the waters near Louisiana, Mississippi, Alabama, and Florida, and is on track to eclipse the Exxon Mobil oil spill in terms of size. The damage of such a spill will be felt for years, and will unquestionably affect the economics of the Gulf Coast.\n\nFrom a marketing standpoint this is very, very bad news for BP, especially because it has spent the better part of the last 10 years trying to evolve its public image. Their campaign began in 2000 with the unveiling of a new global brandmark – a sunburst of green, yellow and white – that was intended to symbolize dynamic energy in all its forms. As a designer I loved this mark; it became the envy of the petroleum community for conveying a friendly, accessible, and green message. In a press release announcing the new design, the group said that BP stood for the company’s new aspirations: “better people, better products, big picture, beyond petroleum.”\n\nBut the company never really went “beyond petroleum” (and was anything but green), and now, thanks to the Deepwater Horizon fiasco, BP stands for something entirely different: BIG Problem. Not just for the Gulf…but for the world and future generations as well. How can the company possibly recover, now?\n\nPerhaps, the only way for BP to recover from this devastating natural disaster is to metaphorically “die” (like so much wildlife in the Gulf) or to reinvent itself, and its mission, under a new name just as the Phillip Morris Companies did in 2003. Having endured decades of legal battles and (dare I say rightly deserved) bad press, Phillip Morris had wished to emphasize that its business consisted of more than tobacco; at the time, it owned an 84% stake in Kraft. So they re-branded themselves under the name Altria—Latin for \"high\"—accompanied by a brightly colored, abstract brandmark, projecting a friendly image to the public.\n\nBut if BP does go that route, I suggest that they take it one step further and consider embracing alternative forms of energy. That way, they really will move “Beyond Petroleum,” which would be a very, very good thing for them…and the rest of the world.', 'BP = Big Problem', '', 'publish', 'open', 'open', '', 'bp-big-problem', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/bp-big-problem', 0, 'thinking', '', 0), (933, 1, '2010-05-26 19:37:57', '2010-05-26 19:37:57', ' \"By By Lauren L.\n\"\"\n\nToday, I got a Lululemon gift card from a good friend. She knows that I’m an avid runner and practice yoga, so seeing as how Lululemon makes \"technical clothing for yoga, dancing, running, and most other sweaty pursuits,\" it seems like an ideal gift. But at the risk of sounding ungrateful, it’s not. The brand really turns me off.\n\nNow before I say why, let me preface review by saying that I know a lot of people who love their lulu.\n\nThey claim that no pants fit better, no tank tops are more breathable, and that no workout clothes are more stylish. Admittedly, I’d probably notice a difference and look cuter if I traded in my $20 Danskin leggings for a pair of $98 Lululemon Astro Pants, but I can’t bring myself to buy into the holier-than-thou, preachy Lululemon brand. Case in point, the Lululemon \"manifesto\".\n\nWhen you enter a Lululemon store or website, you’re immediately bombarded with their message. Phrases from the manifesto such a \"Write down your short and long-term goals four times a year… Goal setting triggers your subconscious computer, \"Dance, sing, floss and travel,\" or \"Successful people replace the words \'wish,\' \'should\' and \'try\' with \'I will,\'\" are scattered across all their brand touch points— their website, store windows, shopping bags, etc. They’re unavoidable and annoying. Maybe it’s just me, but I want workout clothes, not an unsolicited diatribe on how to live my life.\n\nWhich brings me to my larger point. The idea of a \"lifestyle\" brand has become a goal for many brands. These brands want to become an icon for a way of life, to be the next Apple or Ace Hotel. To accomplish this, I often say that brands need to have a point of view—to stand for something—in order to connect with consumers. Here is where I think Lululemon has gone too far. They’ve crossed the line between having an opinion to being downright bossy, and as result, come across as a brand that is trying too hard to be a “lifestyle” brand. Instead of feeling authentic and inspiring, the brand feels contrived and patronizing. It’s a thin line, but it’s there—and for me it means the difference between love and hate.', 'A thin line between love and hate: a watch out for “lifestyle” brand wannabes', '', 'publish', 'open', 'open', '', 'a-thin-line-between-love-and-hate-a-watch-out-for-lifestyle-brand-wannabes', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/a-thin-line-between-love-and-hate-a-watch-out-for-lifestyle-brand-wannabes', 0, 'thinking', '', 0), (934, 1, '2010-06-02 16:51:18', '2010-06-02 16:51:18', '\"\" By Ty T.\n\"\"\n\nIf you\'re like me, you buy a bar or bag of chocolate with the intent of rationing it throughout the week. But in reality, you sit down and eat the whole thing at one time. A stop at Dylan\'s Candy Bar in NYC introduced me to Le Whif - little pieces of heaven.\n\nIf you\'re the type of person who craves chocolate every day, Le Whif is the answer for you. Created by Harvard professor David Edwards, Le Whif is a chocolate inhaler that allows consumers to enjoy all the treats they can handle for zero calories. The gadget allows users to breathe in chocolate to curb cravings and satisfy their sweet tooth. It\'s a new, delicious way to eat by breathing! By inhaling the chocolate through the whif, the little bit of powder that ends up on your taste buds gives you all the flavor that a chocolate bar would—minus the calories. The current slate of Le Whif flavors include chocolate, chocolate mint, and chocolate raspberry—and all are less than a single calorie.\n\nSo, indulge your guilty pleasures without putting on any weight. In addition to the chocolate whiffers, you can actually purchase coffee Le Whifs, too. A new way to experience coffee and getting a bit of the caffeine high without the need for a Venti cup. Where will \"whiffing\" go next?\n\nVisit David Edwards\'s site.', 'Le Whif-Chocoholic's Dream Without the Calories', '', 'publish', 'open', 'open', '', 'le-whif-chocoholics-dream-without-the-calories', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/le-whif-chocoholics-dream-without-the-calories', 0, 'thinking', '', 0), (935, 1, '2010-06-09 19:45:35', '2010-06-09 19:45:35', '\"\" By Lucien E.\n\"\"\n\nProcter & Gamble.  The very words conjure up an immediate image of well, enormity. Behemoth-ness.\n\nI don’t even think that’s a proper word but if it were, it would be a most appropriate descriptor of the scale of this particular company. P&G has a portfolio of consumer, household and personal care brands that is seemingly without end (the company can boast over 20 brands that have sales of over a billion dollars a year, 20!).\n\nYou reading this. I bet there are no less than 5 P&G products within 50 feet of you right now. You have Duracell batteries in your remote. Yeah you do. I know you do. And there isn’t any way you don’t have a P&G product in your laundry room, kitchen or medicine cabinet at this very moment. So when you are that huge. That dominant. No no, that UBIQUITOUS. What do you do to keep your relevance to a customer base that while very global is also becoming more and more savvy and specific in their needs and wants? How do you, a company that’s been in business for nearly 200 YEARS generate some buzz and interest? Knowing how easy it for consumers to now tune out any and all advertising? (P&G is the world’s biggest advertiser by the way, often spending up to 5 BIILLION dollars a year on advertising, according to the most recent AdAge figures.) By smartly and utilizing your reach to cater to people in a much more accessible and therefore convenient way.\n\nRevolutionary? Actually, yes.\n\nThe idea of bypassing the middleman and selling products directly to the consumer is really unheard of for a NON-RETAILER of the magnitude of P&G. Check out the P&G online store.\n\nNot only does that platform enable the company to offer a plethora of familiar and trusted brands at more than competitive prices (The Tide on the site is a full $3 cheaper than what I can find at my local drug store), but it also substantiates the idea of a planet-sized company being able to give a little something back to their customers, especially in times of (continuing) financial uncertainty and perhaps more importantly, doing it on their terms and in the places where they already are.\n\nImagine being able to order almost all P&G products while waiting on a subway platform or before you board an airplane? It worked spectacularly well for Netflix and FreshDirect. Why not for P&G?  And why should Unilever or J&J or Kraft not be working around the clock to develop a similar site?\n\nOnce the P&G store concept is fully rolled out – the website only went online about 3 weeks ago – consumers will start to clamor for it. It’s too practical for them not to. I am of course not predicting the early demise of the convenience/supermarket/drugstore, but really feeling pretty good about having another option that reflects my (and I bet millions of other urban/suburban/country dwellers alike) lifestyle.\n\nP&G did not stop there! In addition to the estore, they are also in the early stages of testing and rolling out Tide branded brick and mortar laundromats/dry cleaners (Literally. The buildings are literally made out of bricks. All in Kansas so far).\n\nPretty cool right?\n\nNow this, my friends, is an idea that should have been executed a LONG time ago. It makes utter and complete sense to me. Tide dwarfs all other laundry detergents in sales and has for decades running. It is one of the most trusted brands in the country. Not only that, but P&G also has a (pun intended) ‘laundry list’ of laundry and complimentary cleaning brands at their disposal to create a whole universe of spotless whites and vivid colors, of flawless alterations, leather cleaning and I kid you not, wedding dress preservation, all with 24 hour access.\n\nNow that’s effective branding and the kind of simple initiative that can indeed revitalize a 1000lbs gorilla like P&G. I wonder if it would be doable to connect through Kansas to drop off and pick up my laundry now? Hmmm. Food for thought indeed.', 'We’re Not in Kansas Anymore – Are We?', '', 'publish', 'open', 'open', '', 'were-not-in-kansas-anymore-are-we', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/were-not-in-kansas-anymore-are-we', 0, 'thinking', '', 0), (936, 1, '2010-06-17 20:43:59', '2010-06-17 20:43:59', '\"\" By Rick F.\n\"\"\n\nWhen I discovered my latest blog entry would be published in mid-June, I thought there was no way that another article on BP could still be relevant. Well, unfortunately, I was wrong.\n\nAmazingly, BP continues to oversaturate, among other channels, the news cycle.  In the past few months, heated discussion and debate have honed in on BP’s dividends, its seemingly out-of-touch CEO, and the US government response to the environmental crisis in the Gulf.\n\nToday, I chime in with another angle to this tragic saga: differentiating BP as ‘commodity’ from BP as ‘brand.’\n\nWhile growing up in Cincinnati, I remember seeing a gas station that sat at the bottom of a hill near my house called Sohio, Standard Oil of Ohio; it didn’t get any more American than Mr. John D. Rockefeller. And in the early-1990s, long after its merger with a company called British Petroleum, this once-quaint Sohio station became BP. Its new green & yellow sign couldn’t have appeared more foreign. So much for good ‘ol (or, is it good oil?) Americana. \n\nThe product remained the same, but the brand experience had changed completely. Inevitably, over time, this new BP station became my brand. I bought my first set of baseball cards, filled up my first tank of gas, and picked up my first six-pack right there. Am I alone in my attachments to the BP brand experience? Will other American consumers abandon this behemoth altogether? As an all-encompassing brand, I would argue, yes—BP is clearly in big trouble with consumers like me—but as a petroleum product, it is relatively safe.\n\nSo does BP the brand actually matter? Maybe.\n\nLike the three T’s (Tylenol, Toyota, and Tiger), BP has work to do.  It is, however, lucky to be in a business that is almost completely driven by price and real estate, not brand.  Interestingly enough, BP has survived disasters in the past and just last year, was again ranked the #1 petroleum brand in South Africa. And what about the other notable case study in oil company hubris and resuscitation? In 1989, following the Exxon Valdez oil spill in Alaska, 20% of Exxon’s customers staged a “boycott,” and yet only 3-7% stopped frequenting it.\n\nIn a country full of “save money, live better” shoppers, BP will likely continue to capture our wallets, without having to capture our hearts and minds.  But I think I’ll buy my baseball cards elsewhere.', '4 Dead in Sohio', '', 'publish', 'open', 'open', '', '4-dead-in-sohio', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/4-dead-in-sohio', 0, 'thinking', '', 0), (937, 1, '2010-06-23 19:34:31', '2010-06-23 19:34:31', '\"\" By David W.\n\"\"\n\nSo I was cleaning out our basement the other day and at the bottom of a box that hadn\'t been scavenged in at least 10 years, I found an unopened package of soap. Irish Spring? Ivory? Dove? Nope. None of the above. This soap was branded LG.\n\nHmmmm. Like my television is an LG? Think back. Would I buy soap made by LG? Would it get me clean? What would it smell like? What do I know about LG and why would their soap be better than Irish Spring soap? Those Irish Spring people really know soap. They\'ve been making it for as long as I can remember. I know LG for technology and electronics. As a matter of fact, I\'m thinking that nothing branded “LG” better ever get too close to my bathtub.\n\nThis recent find got me thinking about the notion of Brand Stretch. Brand Stretch is the ability for your brand\'s associations to migrate to products and services not traditionally offered by your brand and make them feel believable to consumers. Brands are all about associations, and each brand is the sum of their particular associations. Those associations can be anything: industry, market, price point, quality, durability, expertise, graphics, heritage, the list is endless. So theoretically, if a company can make a new product that builds on several of their brand associations, they should be able to successfully stretch there.\n\nHere are a few of my favorite examples of Brand Stretches that go beyond the brands’ primary categories:\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
    \"\"
    Armani selling style through private residences and a hotel
    \"\"
    Evian and Aquafina selling purity through skincare
    \"\"\n
    Caterpillar selling toughness through boots\n\n
    ', 'Stretch it out', '', 'publish', 'open', 'open', '', 'stretch-it-out', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/stretch-it-out', 0, 'thinking', '', 0), (938, 1, '2010-07-08 20:51:04', '2010-07-08 20:51:04', '\"\" By Karen S.\nI just saw the latest installation in the California dairy campaign. This particular spot deviates from from the tongue-in-cheek talking cows bit and takes on a more nostalgic angle. In this newest iteration, we experience the story of California farmers, up close and personal––the smell of the hay, the rhythms of the farm, the faces behind the brand. It’s all about the local farmers, their love for their farms and their craft.\n\n\"\"\n\nFrito-Lay did the same thing last year, showcasing potato farmers in a little friendly competition over which state had the best potatoes. While you aren’t privy to the farmers’ names, you feel their pride in their work, and in their home state. As a viewer, you get that they not only care a lot about the quality of their crop, but are happy to play a part in making Lay’s chips.\n\n\"\"\n\nKashi is taking a slightly different approach, introducing us not to the real people behind the brand, but to the people behind the food. These are people who are passionate about flavor, health, nutrition, as well as the brand. Kashi lets us know that their philosophy of “seven whole grains on a mission” isn’t just lip service but actually a way of life for the people who work there.\n

    \"\"

    \nSo why does this personal and personable approach to branding work? A couple of reasons come to mind. As the local movement in food grows, mass manufacturers are at a distinct and undeniable disadvantage. Nothing can compare to visiting the local farmer’s market and actually meeting the farmer who raised the chicken who laid the egg this morning that you’ll have for breakfast tomorrow. He’ll talk at length about the types of chicken, feed quality, and yolk color, and buyers feel like they’re not only getting a fresher product, but are contributing to the local economy in a real and visible way. It makes commerce a more personal transaction. Brands who can create that local, crafted feeling remind us of the real people behind the food that we eat, and make us feel like someone cares about what goes into it.\n\nA second reason? While the story about a group or a company is “news,” the story about an individual is human interest, particularly if it’s a person from our neighborhood. We’re curious about the lives of others, and having a real live person--someone like “us”--as the face of the brand is more emotional and compelling than talking cows. We’re especially interested when the face we see comes from our neck of the woods, like our friends in the Frito-Lay commercials. We’re proud of our home states and our home cities, and cheer for the local guy. These “local” connections make us feel like we’re part of the story, and that the brand understands who we are.\n\nIt’s a whole new twist on “think global, act local.”', 'National brands, Local faces', '', 'publish', 'open', 'open', '', 'national-brands-local-faces', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/national-brands-local-faces', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (939, 1, '2010-07-15 19:27:25', '2010-07-15 19:27:25', 'By David K.\n\"\"\n\nWhen exactly did our beloved ballers become viewed, exclusively, as BRAND?\n\nWas it 1984, when David Falk took a lanky, Carolina Airness into the endorsement stratosphere and turned Swoosh into fan-crazed sacrament?  (The same birth year, I might add, of another mind-controlling, trance-inducer—the first Mac. Maybe Orwell had it right: Is it too far-fetched to cast corporate marketers in the role of “Big Brother?”) Or, was it much, much later—July 8, 2010—at the altar of ESPN’s The Decision, the Net Generation’s re-enactment of Greek myth-temple worship masquerading as slam dunk reality TV?\n\n“I’m taking my talents to South Beach,” revealed LeBron James on the program, officially driving a stake into the aortas of the Cleveland faithful.  With that, a bewildered 10 million viewers were then lured into a bath of brand-baptism following his on-air announcement—10 minutes of some peripheral, some explicit brand exposure on the tube, the equivalent of roughly $3 million of comparable broadcast-exposure value. VitaminWater, the University of Phoenix, and Bing, were just a few.\n\nReactions to LeBron’s logorama-confessional have been swift and critical: “the Championship of Me,” “sycophantish idolatry,” and “arrogant exercise,” were but a few, and downright genteel compared to Cavs owner Dan Gilbert’s LeBron-thrashing rant.\n\nAnd we have Maverick Carter to thank. Carter, LeBron’s boyhood friend and overseer of everything LeBron-and-brand, is widely credited with growing and solidifying LeBron’s stakes in major brand players—Bubblicious, Upper Deck Cards, Microsoft, McDonald’s, State Farm—while honing a golden laser towards the ultimate global cash cow: the Chinese Market. He’s also partly responsible for hatching ESPN’s bumbling spectacle. In other words, Carter is an unapologetic brand man, and the brand’s the thing. But maybe in this case, as the public and media backlash have shown, that posture became the problem. “We created this monster, and [LeBron’s] just playing along,” ESPN’s Jackie MacMullan observed (as noted in the New York Times). And as one NBA official concluded, as quoted by sports writer Adrian Wojnarowski, “[LeBron’s] brand is [bleep] now. He’s destroyed everything.”\n\nLeBron James—Akron-bred wunderkind, high-flying, otherworldly acrobat, dust-throwing charismatic and local hero—\'Bron the human being, wasn’t apparently enough, so he (we?) destroyed his brand instead. But does that even matter? When we make brands of everything, including the over-branding of people (who, contrary to marketers\' fantasies, are individuals first, not merely entities), we trade humanity and virtue for our thirst for the transactional kill.\n\nOr, let me risk professional ridicule and steal from the playbook of fictional brander and mega-agent Jerry Maguire, who incidentally took one primary client, like Maverick Carter, and went all the way, albeit in a more soul-saving, only-in-a-movie kinda way. Here’s my corollary to Jerry’s original mission statement: in the quest for branding athletes/celebrities/stars (read: people), how about toning down hype, minimizing myth … how about less branding.\n\nSometimes, there\'s a great cost to be paid for human brand perpetuation: an audience gets fed otherworldly illusion, then winces when that illusion comes back down to earth as merely mortal, embodying—not just projecting—both vice and virtue (recall Nike god Tiger Woods). Is it any surprise then that we’ve lost the ability to differentiate brand from human being, or, brand values from human values? Are we doomed to live in an age where that division has long since blurred?\n\nNo, it\'d be better to let some brands die, I think. In LeBron’s case, his hometown “brand” faced a quick burial. But the potential winners in the grander sweepstakes would be us, the fans, and we, the people … the only witnesses that matter.', '‘Bron Brand Bumble', '', 'publish', 'open', 'open', '', 'bron-brand-bumble', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/bron-brand-bumble', 0, 'thinking', '', 0), (940, 1, '2010-07-29 19:57:48', '2010-07-29 19:57:48', '\"\" By Brian M.\n\"\"\n\nI say “Brand Experience” and You say this, that, and other things which partly to mostly confuse me. Yes, And, none of the above is possible if a brand can’t deliver. Consider one case … literally. At first glance it might read like a tired tale of the now clichéd brick and mortar struggling to stay in the game against the click and order set. “Technology Once and for all Conquers Humans.” Nah, it’s more than that.  After all, you can still fail online – even if you\'re Google. (In fact, it’s easy to blame technology when maybe the story is just another chapter in “Humans: Getting in Our Own Way for Millennia.”) So, I see it as a question of focus. Not, ‘Do what you do well’, but, ‘What do you do, really?’ Here’s the lowdown:\n\nFADE IN ON: Me. A typical morning. I am not at home cozily luxuriating over the choice between a drive to the local big box and a visit to a virtual wonder world. I am simply a guy who needs a book—right away—whose immediate instincts tell him, “Get off your butt and walk down the street if you need it now.” Right.  I’ll call first.\n\nMonday\n\n9:00 AM Me calling Barnes & Noble … “You have reached….store hours are 10:00AM…”\n\n10:42 AM (Let’s give’em a chance to sip some coffee first)\nMe: Hey I am looking for this book.\nB&N: Uh, we don’t have it in stock.\nMe: How soon?\nB&N: The closest one is in Illinois, so……\nMe: (Soooooo? Not soon, then.)\nB&N: A week?\nMe: Is that the soonest?\nB&N: Uh, yeah.\nReally? There are no copies at the Upper East Side location? What about Fifth Ave? Queens? Newark? Philly?!\nI am bewildered.\nWith four floors worth of books they didn’t have room for one small book weighing in at 7.2 ounces, less than an inch thick? It’s not like I was looking for the rarest book in the world. And really, the next closest copy was in Illinois? Should I just call Illinois directly?\nIt’s time to give the disembodied machines (and the very real behind-the-scenes people) a chance.\n\n10:51 AM\nMe: Skeptical that Amazon is going to be able to do much better than the behemoth down the street.\n<Click> <click>, Cliiiiiick> Click?!> <clikclickclcikclcicklcickcl> CLICK!\nTranslation:\nAmazon: Here’s the book you are looking for and here are your delivery options, oh by the way if you order it in the next 13 minutes we guarantee delivery today. So……what do you think?\nMe: Heck yes.\n\n10:52 AM – 5:15 PM\nMe checking the delivery status every five minutes. Can they really do this? Can they really pull this off? I need a Tums.\nIn an age where we have the ability to monitor every piece of communication and make it look like a real person is reading your email … I‘m skeptical that there really is a live human on the other end of the “Submit” button who is going to take my request seriously – and DO something about it.  “Yes, we did say we’d get you the book today, but you’re the one who was gullible enough to have believed us.”\n\n5:16 PM\nMe: Despair. The great experiment has failed. Close that tab on my browser, it’s over. There’s no need to track the <sniff> guaranteed delivery anymore.\n\nBrand meltdown or consumer meltdown?  Stay tuned for the ending to my book-hunting misadventures.  Yes, you’ll have to wait a week … but every experience is worth waiting for, is it not?', 'Brand experienced: When local is not enough (Part 1 of 2)', '', 'publish', 'open', 'open', '', 'brand-experienced-when-local-is-not-enough', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-experienced-when-local-is-not-enough', 0, 'thinking', '', 0), (941, 1, '2010-08-04 16:11:12', '2010-08-04 16:11:12', '\"\" By Brian M.\n\"\"\n\n(...) This is the continuation of last week\'s blog article \" Brand experienced: When local is not enough\" by Brian M. This is part 2, part 1 should be read first (...) \n\nI guess I am not too upset—it’s to be expected. I mean, how can some intangible entity do better than a flagship store full of people less than a ½ mile away who have access to the inventory of 11 other stores within a 10 mile radius?  It would have been superhuman.\n\nEven so there are opportunities for both Amazon and B&N to think bigger about who they are and how much more they could mean to consumers like me:\n\nAmazon has the opportunity to become a new iteration of the personal shopper—the logistics alone for this are huge, but by celebrating the human element , not the algorithmic one, it offers a great moment to make a real connection.\n\nSlap RFID tags in the boxes and make the processes trackable in a more concrete, personal way. It’s one thing to watch the transaction-abstraction of the slow but steady progress of a UPS or Fedex package making its way across our interstate system and networks of warehouses and shipping facilities by reading about each handoff taking place at strange hours of the day.  It would be another brand experience entirely if you could watch a little blinking dot move down your local streets and avenues as it gets nearer and nearer your desk. Maybe the name of the guy carrying your book pops up with a picture and a link to his Facebook profile. It could help Amazon stand out a little bit more as online purchases might themselves be considered a commodity (Overstock.com, theFind.com, Shop.com, Google Shopping, PricerGrabber.com, not to mention eBay, craigslist, ShopIt and any retailer’s online destination.) We all really like Amazon because it works so swell—now maybe there is a way to love it.\n\nB&N, on the other hand, obviously has an opportunity to rethink its logistics, the priorities of its customer care, and what value 8 Manhattan locations brings. Clearly it has a lot of books, both in Illinois and right down the street, but is it really a bookstore? The big thing it should consider: what does it want to be? My bet is that it sells less coffee than Starbucks, fewer books than Amazon, and fewer chotchkies than well, these guys. Is it a case of being everything to everyone? Struggling to find an analogue place in a digital world? Or, is it just a case of not being as relevant as it could?\n\nWhat if B&N re-imagined itself as more than a purveyor of books, nooks, coffee, etc.  because purveying doesn’t seem to be its strong suit, and instead focused on being the trusted curator of the very real and powerful ideas contained in all those books and discussions over coffee? Forego quantity (and alacrity for that matter) for quality and meaning and relevance.\n\nHost debates. Reintroduce the soapbox. Be the unofficial corporate sponsor of the 1st Amendment. Be a little controversial. Get people talking. Be the place where ideas start and notions take hold. Be the place where innovation happens, start-ups are started, political careers are launched. Be a place people want to go to be inspired.\n\nWhat if B&N found that it had more in common with the local public library or traditional coffeehouses that it does Amazon?\n\n5:29 PM\n\nBook. Here on my desk. Decidedly before the end of a New York day.\n\nGranted it’s NYC—you can get anything delivered to your door, but Barnes, really, being outdone in your own backyard?\n\nPlus with the population densities of cities growing, I am guessing this same-day expectation is going to become less of an NYC–esque experience and more generally an urban one.\n\nThe real irony is that the people at Amazon have probably read the book I was looking for but the people at B&N have not.\n\nScore:\n\nHumans who innovate to deliver on a promise—with or without technology: 1\n\nHumans who use bureaucracy as an excuse not to innovate: 0', 'Brand experienced: When local is not enough (Part 2 of 2)', '', 'publish', 'open', 'open', '', 'brand-experienced-when-local-is-not-enough-part-2-of-2', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-experienced-when-local-is-not-enough-part-2-of-2', 0, 'thinking', '', 0), (942, 1, '2010-08-11 18:41:12', '2010-08-11 18:41:12', '\"\" By Sandra C.\n\"\"\n\nIn 2008 Samsung rolled out 115 mobile charging stations in three major airports, and since then, launched many more elsewhere. But beacon-like high-tech stationis equipped with only four plugs. In the spirit of SNL’s Weekend Update segment, Really!?! I have to ask. Really!?!\n\nAren’t these charging stations actually more annoying because they are always, always occupied? I realize it’s not Samsung’s responsibility to provide outlets in airports, but, they could at least make a valiant effort to truly serve a function while fulfilling their desired marketing goals.\n\nEach kiosk boasts only four plugs, and there is usually only one near each gate if you’re lucky. With some laptops and the occasional phone needing over two hours to charge, four plugs for a stream of 200+ passengers hardly seems helpful.\n\nSo the lucky few who crowd around these kiosks are like greedy cows at a trough, while the rest of us remain annoyed because it’s usually impossible to plug in your device.\n\nAdmittedly, when you do find that vacant outlet, it’s marvelous since most airplanes are just barely starting to provide widespread power outlets in flight. So maybe Samsung just needs to redesign the kiosk to better meet consumer demand, since ultimately, this complaining, travel-weary consumer is actually grateful for any gesture at all.', 'The Most Annoying Marketing Freebie Ever', '', 'publish', 'open', 'open', '', 'the-most-annoying-marketing-freebie-ever', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-most-annoying-marketing-freebie-ever', 0, 'thinking', '', 0), (943, 1, '2012-08-30 17:46:54', '2012-08-30 17:46:54', '\"\" \r\n\"\"\r\n\r\nI’m a classic Gen X’er: a latchkey kid turned cynical parent. One comforting constant of my past (make fun of me, please) is TV. I just love it all, from PBS to USA. Thankfully, a little goes a long way for me these days.\r\n\r\nWhen I click past MTV, wanting so much to ‘get it’, it occurs to me that I’ll be turning 45 next year and slowly becoming obsolete, at least culturally speaking. Heck, even looking at the top songs on iTunes, I only recognize half and choose to listen to 70’s love songs instead, a true indulgence.\r\n\r\nSo, it begs the question: Just how generational is culture?\r\n\r\nAs one example, I look to HBO’s passing of the mantle from Candace Bushnell - \"Sex and the City\" - to Lena Dunham - \"Girls\". While both shows recount the trials and tribulations of four women living in NYC, the similarities end there. Or do they? It’s no secret that \"Sex and the City\" is a classic Gen X vehicle. All a bit edgy, not quick to trust but quick to judge. \"\"\r\n\r\nWith \"Girls\", the characters seem like vessels for a broader cultural account of what it means to be a Millennial (spoken from the POV of a Gen X so please, take it with a grain of salt). A strong sense of narcissism is at play in \"Girls\", but these characters are younger by comparison, too – twentysomethings to the largely thirtysomethings of \"Sex and the City\". As a result, they are on a steeper learning curve. More entertaining for us, more challenging for them. And unlike \"Sex and the City\", these girls appear to come from a more exclusive monied world and have connections (in real life as well FYI), so their egos seem stronger, less afraid of failure.\r\n\r\nWhen \"Sex and the City 2\" came out, it flopped on many levels. The franchise had clearly lost its steam and the glitzy, gold-laden world they lived in seemed like a fairy tale that stung like an insulting slap to the face amid a recession that still lingers to this day. They were not lockstep with culture, something so important to us at CBX as we work diligently to retain brand relevance for our clients. \"Girls\" fills that cultural void with a hyper reality of grit and mistakes, STD’s and leechy husbands. They celebrate the desperation of their lives instead of hiding it. With \"Sex and the City\", there was a sense of embarrassment to their struggles, a posturing of sorts. Is it too much of a leap to say \"Girls\" is the post-recessionary \"Sex and the City\"? Culture is a mirror; we see realities whether we want to or not.\r\n\r\nDo I relate? Sure, a bit. Am I entertained? Most definitely.\r\n\r\nIt is important not only to know your audience’s stats but what makes them tick. We have a definition for culture here at CBX: where motivations and opportunity fuse in mass behavior. Only once we understand consumer need and what is culturally satisfying that need do we see how to fill the void. This void does not begin and end with demographics  but lies along a spectrum of emotion that helps tell a much deeper and interesting brand story.', 'Just How Generational is Culture? From "Sex and the City" to "Girls"', '', 'publish', 'open', 'open', '', 'just-how-generational-is-culture-from-sex-and-the-city-to-girls-2', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/just-how-generational-is-culture-from-sex-and-the-city-to-girls-2', 0, 'thinking', '', 0), (944, 1, '2012-09-10 16:37:36', '2012-09-10 16:37:36', '\"\"\r\n\"\"\r\n\r\nRecently, my five-year-old daughter dragged our family to the American Girl doll store.\r\n\r\nFor those of you who don’t know, the American Girl brand sells traditional dolls , and creates detailed, historical backstories that bring their character to life. Each doll is given a realistic set of circumstances that she faces along with a larger biography that includes the historical period and geographic location in which she lives. In addition, each American Girl doll reflects a distinct personality and carries a specific belief system that guides her through her world.\r\n\r\nWhat makes American Girl so successful is its creation and promotion of modern day mythology, where characters serve as role models and embody narratives that teach real lessons and immerse their audience of young girls in a very deep experience from a tender age. And what\'s most impressive about the American Girl brand is that they treat their young customers with the utmost respect. They don\'t hide the difficulties or pains of real life. More than just wanting a dream house or a convertible, these characters have real issues to deal with, whether it be living through the Depression or being an African-American child during the Civil War.\r\n\r\nThe worlds created for and by these characters are absorbing, with enough depth and detail to engross child and parent. The characters act as protagonists to shepherd the audience through a realistic and sometimes scary but exciting world. Each American Girl is a safe guide that allows these young consumers like my daughter to experience and navigate a world where there are problems to be confronted and overcome.\r\n\r\nMarketers should take note of American Girl’s success: Your future customers will be much more demanding in terms of brand storytelling. While some brands of today can get by or even succeed by focusing on taste, provenance or ingredients, future audiences will need to be engaged with the character of the\r\n\r\nbrand. The choices consumers make will be increasingly more intertwined with the choices that brands make when bringing their products to market.\r\n\r\nThe toys of today are not just playthings but tools to train our youth on how to become consumers. Their interactions with brands teach lessons that will last a lifetime. And if American Girl can teach us anything, it’s that companies in the future will be judged not by the color of their packaging but the content of their character.\r\n\r\n\"\"\"\"\"\"\"\"\r\n\r\n ', 'What We Can Learn From Playing With Dolls', '', 'publish', 'open', 'open', '', 'what-we-can-learn-from-playing-with-dolls-2', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/what-we-can-learn-from-playing-with-dolls-2', 0, 'thinking', '', 0), (945, 1, '2012-09-19 21:33:23', '2012-09-19 21:33:23', '\"\"

    Like the saying goes, houses are money pits. New houses are deeper pits. Having recently moved into a new house, I’ve been spending a lot of money. Doing my part to drive the economy. Now, I understand why retailers savor new house formation, because it really does drive a lot of purchases. Here’s a sampling of what I have bought in the last three weeks: a drill, hangers, lamps, a vacuum, light bulbs, lots of light bulbs, an ironing board and iron, a thingy to hang up the iron and ironing board, towels, beach chairs, sheets, a couch, stools, outdoor cushions, towel racks, rug pads, a step stool, window blinds…okay, are you tired of this list? So am I, to be sure.

    \r\nWhat’s interesting and noteworthy is that I bought all of this stuff online. It’s not that I’m just now waking up to the fact that you buy things on the Internet, but it’s that I spent so much money and none of it was spent on traditional retailers. Retailers rely on people-like me-but I went Prime. Amazon Prime. With free shipping, even the most mundane of goods were easier and cheaper to buy through Amazon. From tennis balls to totem poles, with just one click, they delivered them to me. The thing is, I am just one of five million other “primers.” And the group is growing at more than +50% a year.\r\n\r\nThat spells a heap of trouble for big box retailers who are paying rent on hundreds, if not thousands, of expensive locations and doling staff salaries to run those stores. Just ask Best Buy, JCPenney, Sears, Rite Aid, Staples. If I don’t have to, I don’t want to drive, park and search the aisles of warehouses (which have the ambiance of a hospital, by the way) to get what I can get cheaper, easier – and delivered! – from Amazon.\r\n\r\nDoes this mean our Main Streets and malls will become ghost towns? No, but most likely there will be a very painful transition for many unless they start selling goods, and especially experiences, which we can’t get anywhere else. To get me offline, my downtown will have to have places like a wine store that lets me taste before I buy. Or a hardware store with old wood floors that creak and crotchety men who will tell me what kind of latch to get and how to apply varnish correctly. It may be all in my head, but that hardware store I still drive to takes me back to some vague Jimmy Stewart-esque movie where the world was nicer, simpler and cozier. That’s something that I can’t get on Amazon – even with my Prime membership.', 'I Went Prime', '', 'publish', 'open', 'open', '', 'i-went-prime', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/i-went-prime', 0, 'thinking', '', 0), (946, 1, '2012-09-14 13:34:04', '2012-09-14 13:34:04', '\"\"\r\n\"\"\r\n\r\nNo two uniforms alike!\r\n\r\nFirst off, let me say how much I love the Olympics—I love the national spirit it induces, I love the competition, I love watching athletics at their purest form. However, a few weeks ago, while catching highlights of the 2012 Summer Games in London, I noticed something that I did NOT like about these Olympics (shocking, I know), and specifically, about the American athletic apparel: There was no consistency in their uniform design.\r\n\r\nAs a designer, I found myself watching more of the events just to see if my observations held true. Sadly, they did.\r\n\r\nDiving, swimming, gymnastics, track & field, volleyball (beach and indoor), soccer – none of these teams shared a consistent logo, color, pattern or anything else on their uniforms. How could this be? How could the “United” States of America have no unifying brand mark? Okay, so two sports had semi-similar uniforms: men’s track & field and men’s basketball. Their jersey logos seemed to reflect the same font, only laid out in different directions (see below top right photo and above top right photo).\r\n\r\n\"\"\r\n\r\nJust three little letters marching to the beat of their own drum\r\n\r\n“USA” was used in about eight different fonts and arrangements. Sometimes red was the dominant uniform color, sometimes blue (which ranged from navy to royal) and sometimes white. While I understand that different sports are sponsored by different companies (e.g., Speedo for swimming, Adidas for gymnastics), these companies still receive artwork for their apparel. And our dear old flag—well, Betsy Ross might have been upset to see that it was not used nearly as often as she might have thought.\r\n\r\nI find it hard to believe that there are no brand guidelines for Team USA. I’m not arguing that each sport’s uniform should’ve been a carbon copy of another, but there could’ve been at least a suite of apparel designs to choose from. Sure, we’re “the land of the free” but free should not imply “do whatever the heck you want with your uniform, just make our country proud.” Am I crazy to think that we can unite these United States? Has the Olympics Committee tried to no avail? Or am I just a designer at a brand agency who craves a semblance of consistency?\r\n\r\nI’d like to think that I’m not just moderately nuts, and that by the time the Winter Games roll around in 2014, I’ll be seeing some consistent branding across Team USA’s uniforms, speed skaters and downhill skiers alike.\r\n\r\nBut I won’t be holding my breath.', 'Where Did the “United” Go?', '', 'publish', 'open', 'open', '', 'where-did-the-united-go', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/where-did-the-united-go', 0, 'thinking', '', 0), (947, 1, '2012-09-26 19:33:50', '2012-09-26 19:33:50', '\"\"\r\nThe London Games was an extraordinary spectacle, to say the least. The Opening Ceremonies—from Her Majesty’s 007 helicopter mission to the grazing sheep in the stadium—poked fun at the host nation’s eccentric and quirky stripes. But what about the real stars of the show, the athletes?\r\n\r\nWe saw some new faces, and some familiar ones we’ve come to love, who represented their countries with grit and grace during competition. But the Games were not without its fair share of scandalous news—the Chinese Badminton team losing matches on purpose; soccer goalies cursing out other players; Olympians who rebelled against Rule 40 that prohibited athletic participants from appearing in advertising during the Games. Not to mention, all the supposed “hook-ups” going on in the Olympic village!\r\n\r\nBut now that the games have been over for a good month, my eyes turn to the after effects of the athletes-turned-celebrities. Which ones have and will work to turn themselves into brands and cash in? Can a person BE a “brand?” There is mixed opinions about this. Some argue that one needs to be able to physically purchase and own a “brand” for the individual to be labeled as one; others believe it’s more about what the “brand” is offering or the experience it’s providing. I tend to side with the latter.\r\n\r\nTake, for example, the Fierce Five gymnasts who grabbed the spotlight after the Games with their whirlwind media tour in NYC and elsewhere (they’ve been since seen on a variety of talk shows and even introduced Alicia Keys at the MTV Video Music Awards in Los Angeles). These girls have spunk, energy and are idolized by millions of girls everywhere Together, they have formed a collective brand that has great potential to succeed and inspire. But in the case of the gymnasts, McKayla Marone, we can also see what a little indiscretion can do to your image and how it can ultimately harm “brand value.”\r\n\r\n\"\"\r\n\r\nAmerican swimmer and 11-time Olympic medalist Ryan Lochte has also been all over the place in the media landscape—everything from his love interest in Blake Lively to his appearances at this fall’s New York Fashion Week to partying with Prince Henry in Las Vegas—and is an interesting test case for brand development. At this point, he’s really not delivering any type of consistent brand message. Consumers and fans aren’t really sure what they should expect from him, and thus haven’t developed a personal connection to him. Lochte might do well by modeling his brand strategy after more established star athletes like David Beckham, who’s been known for his, well um, good looks (his brand endorsements have consistently cast him in roles that showcase his “assets”). Tennis star Maria Sharapova is another. Known for being friendly but intense on court, Sharapova recently launched a line of candies called Sugarpova to reflect her personality and image.\r\n\"\"\r\nUltimately, a brand may not need to be something tangible. A person can act as “brand” as long as he or she positively conjures a memorable set of images and feelings, and can forge a personal connection between herself and her consumers. Just having status alone won’t cut it. Look at Martha Stewart or Oprah. They have to work hard to manage their brand identities and perceptions. It’ll be fun to see in the next few months which 2012 Olympians can successfully transition from athletes to celebrities to effective brands. This might be the biggest spectacle of them all.', 'Personal Branding and the 2012 Olympics', '', 'publish', 'open', 'open', '', 'personal-branding-and-the-2012-olympics', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/personal-branding-and-the-2012-olympics', 0, 'thinking', '', 0), (948, 1, '2012-10-03 15:34:47', '2012-10-03 15:34:47', '\"\"\r\nIf you are a fashionista and a designer at a brand agency, there are two things you look forward to every year: the visual tease of fall’s New York Fashion Week and the Annual Color Forecast by Pantone.\r\n\r\nOver the years, I’ve watched color decisions being made for countless package designs, from private label potato chip bags to plant food. So when Pantone comes into my life in the form of fashion, I’ve earned the right to get a little excited.\r\n\r\nFor decades, color forecasting has gone hand in hand with the fashion industry. In the 19th century, American fashion designers traveled to Paris to snatch up color cards that were issued by French textile mills. That tradition may be the reason why fashionistas today constantly reference Paris runways when gossiping about color.\r\n\r\nWho can forget the rant about Cerulean Blue that Miranda Priestly (Meryl Streep) gives in \"The Devil Wears Prada\"? She single-handedly embarrasses Andy (Anne Hathaway) for thinking that two blue belts looked exactly the same. The fact is, the average consumer would make the same mistake. The color Cerulean Blue, in fact, was birthed in an Oscar de la Renta gown in 2002, copied by countless designers and then, as Miranda quips, “trickled on down into a tragic Casual Corner.” Priceless.\r\n\r\nThat scene brings me to the importance of Pantone’s pick of the “it” color for 2013: “Monaco Blue”(Pantone 19-3964). And to Andy and the similarly color-challenged—no,  Monaco Blue isn’t “just another shade of navy.”  It’s a color that’s taking center stage on its own.\r\n\r\nMonaco Blue popped up everywhere at Fashion Week. Dior showed loose military jackets for men, Hervé Léger designed structured shift dresses and Monique Lhuillier created peplums all splashed with this color.\r\n\r\nHervé Léger was paired with the winning color in Pantone’s Fashion Color Report for Spring 2013. The designer believes blue grounds fashion collections together because of its versatile tone. Meanwhile, color forecasting experts predict the demure color will speak to the value of practicality in today’s culture.\r\n\r\nWhether it is versatile or practical, Monaco Blue will make a splash this coming year. The fashion designers have had their fun; now it’s up to the rest of us to see how successful this color can be.  My take is that Monaco Blue is a new spin on a classic color. It’s a great staple that works well with almost anything. Ten years from now, when you’re digging through the sales rack or looking through old package designs, remember what I told you! I wouldn’t want to embarrass you, Miranda Priestly-style, with a speech on the birthplace of Cerulean Blue, or Monaco Blue for that matter.\r\n\r\n \r\n\r\n\"\"\r\n\r\n\"\"\"\"', 'The Devil Wears Monaco Blue', '', 'publish', 'open', 'open', '', 'the-devil-wears-monaco-blue', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-devil-wears-monaco-blue', 0, 'thinking', '', 0), (949, 1, '2012-10-26 19:10:40', '2012-10-26 19:10:40', '\"\"\r\nHaving worked on \"Store of the Future\" gas station projects all over the world, I often encounter similar professional scenarios: Clients have an existing network, an old design and a need to attract new consumers to get more out of their existing one. They all want “a store design,” “forecourt design,” “new food offer” or “site plan” that “needs to start rolling out next year but also will need to be relevant in 10 years.” In other words, they want a store of the future.\r\n\r\nI love these projects. They are ambitious and necessary to help gas station companies and brands evolve. Reinvention is sometimes a goal, but moving the business is always a must. As creative director, one of the first things I aim to do is open a client’s eyes. After all, they may know their business inside and out and still not be students of the world. I caution them with this: \"If you want to reinvent the idea of a gas station but all you look at are other gas stations, you\'ll probably end up with a gas station.\" For example, if we were organizing a best-in-class tour, we’d begin with visits to Wawa, Sheetz, Litro, Topaz and Repsol (that is, if we can make it around the world). But there is much more to learn by looking outside the industry as well.\r\n\r\nAll companies need to ask themselves the same questions: How do we speak to our consumers? How is our business organized? Why are we developing these technologies? The good news is that someone else may have already figured out the answer, or at least the approach. And often, it comes from an unexpected place.\r\n\r\nWhile we plan and design stores, car washes and everything else at a gas station, I’d like to hone in on a few eye-opening, non-gas station innovations that we can learn from when thinking about forecourts:\r\n

    Sonic Drive-In\r\n\"\"What we can learn: Layout and Flow\r\nThriving Sonic locations can have, at times, more than a dozen cars pull up in a covered area, order food, be entertained by carhops or have the choice of patio seating or a drive-thru. And they do it all seamlessly.

    \r\n \r\n\r\n \r\n\r\nToll Booths\r\n\"\"What we can learn: Customization\r\nMotorists drive through E-ZPass lanes in upwards of 40 miles per hour. Can we leverage today’s sensors to reveal which drivers are at our pumps, how much gas their car needs, what music they like and what type of fuel they purchase without having them take out their wallets?\r\n\r\n \r\n\r\n \r\n\r\nFabric Architecture\r\n\"\"What we can learn: Material\r\nIf your station is located in a warmer climate and doesn\'t need to contend with snow, fabric architecture might be an interesting architectural trend to consider. It’s stable, cost-effective, and makes a bold brand statement.\r\n\r\n \r\n\r\n \r\n\r\nAirport Hangars\r\n\"\"What we can learn: Canopy Design\r\nWho said a canopy has to have columns in the middle? If airplanes can maneuver around in these structures, so can cars and trucks.\r\n\r\n \r\n\r\n \r\n\r\nNYC Subways\r\n\"\"What we can learn: At Pump Experience\r\nThe New York MTA is piloting a large, touchscreen kiosk that gives subway station alerts, information, news, local maps and third party apps. Sound like something your customers would want to experience while filling up? Yup.\r\n\r\n(Innovation can also be inspired by the past. \"Reach New York\" is an installation from 1996 – and still active today – where simple motion sensors linked to musical sounds let waiting passengers on subway platforms entertain themselves and each other.)\r\n\r\nArby\'s\r\n\"\"What we can learn: Main ID sign\r\nThis isn\'t just an ordinary sign but a sentence about the brand that screams at the top of its lungs. It\'s got personality and impact and gusto. I love it.\r\n\r\n \r\n\r\nClearly, I’m only talking about the forecourt here. Inspiration for store design, layout, food service, technology and customer service are around us, everywhere. My advice to oil companies: Get out there and look the other way. Then, and only then, will you truly be a “store of the future.”', 'Gas Station of the Future? Better Look the Other Way', '', 'publish', 'open', 'open', '', 'gas-station-of-the-future-better-look-the-other-way', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/gas-station-of-the-future-better-look-the-other-way', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (950, 1, '2012-11-06 21:07:43', '2012-11-06 21:07:43', 'It’s Election Day – and frankly, thank goodness. I mean, could you possibly take one more day of all the mudslinging, badmouthing and overall bad sentiment perpetuated by this election? More than anything, I’ve been sort of fascinated by how the candidates have chosen to build their brands this election. From my point of view, what it’s boiled down to is a game of celebrities versus billionaires.\r\nIn one corner, we had Obama and his celebs. I’m not gonna deny that it was sort of exciting to get an email from Sarah Jessica Parker, and then from Beyonce, then one from Anna Wintour inviting me to have dinner at her house (“Hell yes!” would be my RSVP), then the one from her majesty Oprah, and lastly, from Julianne Moore, just a few days after she won the Emmy. Here they all were, writing me (seemingly) personal emails, urging me to “make my voice heard” and support President Obama for President.\r\n\r\n\"\"It’s no secret that Hollywood is liberal, and that many of today’s hottest actors – Brad Pitt, George Clooney, Gwyneth Paltrow and Madonna among them – have been working hard to see that Obama gets reelected. But while companies have been using celebrities to endorse their products for years, I think there’s something slightly icky about their getting involved in my politics. First of all, I don’t think every celebrity out there shares my exact same values, and we certainly don’t have the same amount of money in our bank accounts. Secondly, while several of them have been very savvy in their career moves (nice move, Ben Affleck, transitioning from actor to director), they certainly don’t all have reputations for being the sharpest tools in the shed. And while I can’t deny that I am wooed by images of the President dancing with Bruce Springsteen, it also makes me feel like he’s having famous people do his heavy-lifting for him.\r\n\r\nThen, in the other corner, we had Mitt Romney. He may not have had celebrities promoting him – unless you count Clint Eastwood and his chair – but he certainly had the big bucks. Sheldon Adelson, the 12th wealthiest man in America, vowed to give as much as $100 million to keep a Republican in office (and as a result, received a hilarious proposition from Sarah Silverman). Donald Trump, another big Republican supporter, not only donated his riches but also his outlandish commentary (and awe-inspiring hairdo) to seeing that Obama doesn’t spend four more years in the White House. The relatively new “Super Pacs” brought in hundreds of millions of dollars in donations, often coming from individual donors, for Romney. And Wall Street has been largely anti-Obama since the president came down hard on the banks – at least in their opinion – after the sub-prime disaster of 2008. Unfortunately, it seems that all this money has resulted in is vicious TV commercials and slanderous ads for Republican candidates.\r\n\r\nAt the end of the day, I believe the best way to create a presidential brand isn’t by having billionaires OR celebrities do your shilling; it’s by coming out fighting with the best ammunition you have – your actions and beliefs. So on this 2012 Election Day, you can either vote with the brand endorsed by celebs, or the brand endorsed by billionaires. Or you can just do what people have been doing for hundreds of years, which is to vote with your heart. That’s what I just did, and it feels pretty darn good.', 'Celebrities VS. Billionaires 2012', '', 'publish', 'open', 'open', '', 'celebrities-vs-billionaires-2012', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/celebrities-vs-billionaires-2012', 0, 'thinking', '', 0), (951, 1, '2018-09-24 19:23:36', '0000-00-00 00:00:00', 'It’s not hard to point out what brands do right during the best of times. But what separates those brands that successfully make it through the worst of times?\r\nI’ve been thinking lately about the recent falls from grace by two powerhouse athlete brands: Tiger Woods and Lance Armstrong.  One cheated on his wife (a lot). The other cheated in sport. On its face, we should be much more offended by and ready to drop the athlete brand who cheated to win. After all, as an athlete brand, violating the most fundamental codes of fair play and sportsmanship seem to be much more problematic than infidelity (okay - LOTS of infidelity) off the field.\r\n\r\nBut in the case of Lance Armstrong, that doesn’t seem to be what’s happening. I am struck by how many yellow bands I still see, firmly secure, on the wrists of so many. Why?\r\n\r\nOne reason could be that most people really just don’t care that much about cycling as a sport. It’s simply not as popular and mainstream as golf (I mean, how many other cyclists can you name?). If you don’t care about the sport, then you don’t care if someone is cheating in it.\r\n\r\nYou could also argue that we’ve become so cynical and desensitized as a society to doping in professional sports that we assume everyone is doing it and therefore it’s just not that big of a deal. Fair enough.\r\n\r\nBut there’s also something fundamentally different in the way that the Tiger Woods and Lance Armstrong brands are built that I believe makes one much more vulnerable to personal failing than the other: One brand was built on a promise and the other was built on a purpose.\r\n\r\nThe Tiger Woods brand is built purely on the promise of his ability to win PGA majors and on the image of him as a well-grounded family. We’ve seen the obvious problem with this model when that promise is broken – we no longer believe in the brand the way we used to. Now winning is the only thing there is. And unless Tiger is doing that all the time, it’s hard to find a reason to stick with the brand. Since the scandal broke, six corporate sponsors (Tag Heuer, Gillette, Gatorade, Accenture and AT&T) have dropped him.\r\n\r\nLance Armstrong, on the other hand, built a brand that was larger than his talent, his trophies and even himself. Instead of a one-dimensional promise, LIVESTRONG is a brand built from a belief in life, energy, focus and the strength that comes with unity. It has a clearly defined purpose to inspire people to come together to fight cancer until there is no more cancer left to fight.\r\n\r\nLance’s story and athletic ability may have provided inspiration, but the brand was never just about him or his trophies. It was about a hero’s journey and fighting seemingly insurmountable obstacles in life. And it was an invitation for others who believe in that fight (whether directly affected by cancer or not) to join the brand.\r\n\r\nSo it’s no surprise the yellow bands are still on the wrists of so many people – even after the fallout from the doping scandal. For the supporters of Lance, there seems to be a new, more compelling fundamental rule – it’s not even about HOW you play the game that matters, but rather WHY you play.\r\n\r\nLIVESTRONG enthusiasts didn’t just buy a promise. They joined a purpose bigger than themselves. As a result, they now represent the brand just as much, if not more, than Lance. And they don’t look like they’re giving up on themselves anytime soon.', 'A Tale of Two Brands', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=951', 0, 'thinking', '', 0), (952, 1, '2012-11-15 20:25:48', '2012-11-15 20:25:48', ' \r\nTwitter did it. So did Instagram and Fab. Some of the most successful technology startups in recent memory have one thing in common: They’ve applied principles of creativity, innovation and design to their process in order to arrive at a winning idea.\r\n\r\nIf you’re wondering what’s in these companies’ secret sauces, just know that the ingredients are exactly what we practice in the creative agency world. Here are some centered design principles used by recent Silicon Valley startups to turn their brands into huge successes.\r\n\r\n#1. Don’t be afraid to create a beautiful experience.\r\n\r\n\"\"\"\"Fab was originally a niche social networking site, but they later pivoted based on a single insight: People want beautiful design in their everyday lives.\r\n\r\nThe fact that we are multisensory creatures should be a lesson to brands: When developing a new idea, prioritizing how design can enhance the overall experience is key to success. This might encompass the website experience itself, or the presentation of that experience (e.g., the look, tone, and feel of any and all of the brands’ visual elements). Fab capitalized on this fact, as did Pinterest, and both became online sensations as a result.\r\n\r\nKey takeaway: When thinking about how to innovate your brand, design should play a key role from the outset\r\n\r\n#2. Know what you are good at and build on that asset.\r\n\r\n\"\"Instagram famously started as a Foursquare-like copycat called Burbn. But by watching and listening to users, Burbn found that their users were taking advantage of the app’s photo-sharing feature and not much else. Recognizing they were savvy at enabling users to take and share photos, they scrapped the original concept and rebuilt it to be the best photosharing app it could be.\r\n\r\nKey takeaway: Knowing what you are good at is the first step to building something consumers love. Building on what drives users to your brand is a terrific starting point for making something even better—don’t chain yourself to your first idea.\r\n\r\n#3: Validating new ideas can be quick and painless.\r\n\r\n\"\"Twitter started out as Odeo, which was essentially a podcasting company. But when they realized podcasting was a dead end offering, they began ideating around what else they could do, and be.\r\n\r\nThe company held rapid-fire ideation sessions where they listened to their staff members’ ideas and realized several of them as low-fi prototypes.\r\n\r\nHere are the future multi-millionaires in action:\"\"\r\n\r\nThe site that eventually grew into Twitter was tested by only 50 people for qualitative feedback.\r\n\r\nKey takeaway: Ideation sessions can help brands quickly come up with concepts that can be prototyped and tested, sometimes with just paper sketches. All you have to do to test them is “get out of the building” and talk to people. And keep in mind, it doesn’t have to be a huge, significant number of users to let you know you’re onto something.', 'How to Innovate Like a Successful Startup', '', 'publish', 'open', 'open', '', 'how-to-innovate-like-a-successful-startup', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/how-to-innovate-like-a-successful-startup', 0, 'thinking', '', 0), (953, 0, '2018-09-24 18:19:22', '2018-09-24 18:19:22', '', 'Are-Amazon-Prime-perks-worth-cost-QL283KT5-x-large1-1', '', 'inherit', 'open', 'closed', '', 'are-amazon-prime-perks-worth-cost-ql283kt5-x-large1-1', '', '', '2018-09-24 18:19:22', '2018-09-24 18:19:22', '', 945, 'http://cbx.cappendev.com/app/uploads/2018/09/Are-Amazon-Prime-perks-worth-cost-QL283KT5-x-large1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (954, 0, '2018-09-24 18:19:22', '2018-09-24 18:19:22', '', 'Queen-Elizabeth-Prachute1-1', '', 'inherit', 'open', 'closed', '', 'queen-elizabeth-prachute1-1', '', '', '2018-09-24 18:19:22', '2018-09-24 18:19:22', '', 947, 'http://cbx.cappendev.com/app/uploads/2018/09/Queen-Elizabeth-Prachute1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (955, 0, '2018-09-24 18:19:23', '2018-09-24 18:19:23', '', 'TinaMonaco111-1', '', 'inherit', 'open', 'closed', '', 'tinamonaco111-1', '', '', '2018-09-24 18:19:23', '2018-09-24 18:19:23', '', 948, 'http://cbx.cappendev.com/app/uploads/2018/09/TinaMonaco111-1.jpg', 0, 'attachment', 'image/jpeg', 0), (956, 1, '2012-11-27 21:32:49', '2012-11-27 21:32:49', 'As a girl I was a massive Wonder Woman fan. I was particularly entranced by the idea of the utopian Paradise Island – the girl-only home to Wonder Woman and her Amazon sisters. According to the Wonder Woman story there were no men allowed on Paradise Island, but I always imagined that they kept the men around, housed in pens, and just let them out to mow the lawn and fix stuff.\r\nI am not alone in my fascination with utopias. It is actually an American phenomenon. We love the utopian ideal in this country. America was, early on, perceived as a utopian destination for Europeans – verdant, uncorrupted, and free. And America became a hotbed of utopian experimentation: Shakers, transcendentalists, socialists, free-sexers and free-thinkers.\r\n\r\nIt is partially the pro-utopian DNA in us that fuels our love affair with brands in this country. It is not a coincidence that the vast majority of the great global brands are American. Great brands, like utopians, offer the promise of an emotionally enriched, fundamentally better life – in other words, use this brand and your life will be better and different! For an Axe believer that means you can go from being a skinny kid with acne to a constantly-getting-laid-girl-magnet. Is there a better definition of utopia for the teenage boy? Starbucks actually puts us in charge of the utopia. The brand lets us each enjoy a few moments of complete sovereignty. I imagine the fantastic feeling of command I get when I order my half-caff Americano is eerily similar to the way I would feel were I to order the peasants taken to the dungeon and given only gruel. Well, maybe that’s just me.\r\n\r\nPerhaps the perfect founding metaphor for the relationship between branding and our utopian urge are brands that were literally birthed from utopian communities: Oneida flatware, the brand that sprang from the Oneida religious commune of the mid-nineteenth century and Amana, the corporate outgrowth of a Lutheran-inspired utopian community.\r\n\r\nAt CBX, we actually harness this utopian thinking to explore the power of brands. When developing a Brand Purpose, for example, we think about a brand’s vision for a better world – often in utopian terms -- and then show how the brand is pivotal in bringing this world into being. This grandeur of ambition is critical to driving consumer connection. People want to connect with brands that are trying to do more than just create shareholder value -- they want to connect with brands that have a meaningful role in, and make a meaningful contribution to, the world.\r\n\r\nWe recently undertook this exercise when working with the Independent Filmmaker Project (IFP). We created a utopian IFP world. And through that exploration we saw that opportunities to tell stories were paramount, which helped lead us to a Brand Purpose driven by the idea of creating “successful personal storytellers.”\r\n\r\nSo the next time you are trying to get your head around a brand, ask yourself what kind of world that brand would build. And let’s hope it’s a world where the men get let out of the pens more frequently.', 'Branding and American Utopianism', '', 'publish', 'open', 'open', '', 'branding-and-american-utopianism', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/branding-and-american-utopianism', 0, 'thinking', '', 0), (957, 0, '2018-09-24 18:19:23', '2018-09-24 18:19:23', '', 'FutureGas_1-1', '', 'inherit', 'open', 'closed', '', 'futuregas_1-1', '', '', '2018-09-24 18:19:23', '2018-09-24 18:19:23', '', 949, 'http://cbx.cappendev.com/app/uploads/2018/09/FutureGas_1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (958, 0, '2018-09-24 18:19:24', '2018-09-24 18:19:24', '', 'Obama2012-1', '', 'inherit', 'open', 'closed', '', 'obama2012-1', '', '', '2018-09-24 18:19:24', '2018-09-24 18:19:24', '', 950, 'http://cbx.cappendev.com/app/uploads/2018/09/Obama2012-1.jpeg', 0, 'attachment', 'image/jpeg', 0), (959, 1, '2012-12-06 20:26:29', '2012-12-06 20:26:29', 'Kanye West is a lot of things: self-centered pop icon, hip-hop groundbreaker, Taylor Swift hater, boo of Kim K. And who can leave “fashion visionary” off that list?\r\nAfter his infamous MTV Music Awards debacle involving Swift, Kanye wisely retreated from the scene, at least for a while, and moved to Rome to accept an internship with the fashion giant Fendi. It was a move that wasn’t completely unexpected. Kanye had already made a well-documented foray into fashion with sneaker design, launching the highly coveted Air Yeezy 1 and 2 for Nike, and later, inking a two-year deal with Louis Vuitton footwear.\r\n\r\nBut his biggest fashion coup came in the fall of 2011, when he enlisted internationally renowned Givenchy designer Riccardo Tisci to design the album art for \"Watch the Throne\", his much-hyped album collaboration with Jay-Z.\r\n

    \"\"

    \r\n\"\"\r\n\r\n \r\n\r\nDuring the \"Watch the Throne\" Tour (I attended two different dates) Kanye and Jay-Z, both sported Givenchy tees designed by Tisci, who had also designed the concert sets and marketing collateral. These tees, featuring stars, bold type and Kanye’s distorted visage, couldn’t be farther from the streamlined $2,500 handbags for which Tisci has become known. Still, they inspired a whole line of wear for Givenchy steeped in the hip-hop vein: \"\"\r\n\r\nCelebs began donning the Kanye-inspired Givenchy line, including this vest worn by New York Giants wide receiver Victor Cruz (it bears a striking resemblance to the concert tees and album art).\r\n\r\n\"\"\r\n\r\nSome argued that a French luxury fashion house “going hip-hop” could tarnish the brand’s status, but Tisci knew better. Priced between $400-800 an item, the Givenchy tees, sweatshirts and vests maintained their luxury status at a premium price point, ensuring that they were targeted for (and acquired by) true tastemakers, not 17-year-old Kanye fans.  Tisci also stayed true to the design facets – stars, chain links, flowers and animals – that put him on the map in the first place.\r\n\r\n\"\"\r\n\r\nOf course, the 17-year-olds covet these items, too -- and in a few years, they will be the tastemakers.\r\n

    \"\"

    \r\n

    \"\"

    \r\nFashion collaborations are nothing new, with fashion houses such as Versace, Martin Margiela and Missoni forging partnerships with such retail chains as H&M and Target. Givenchy’s collaboration with Kanye opened the brand up to an entirely new audience (and profits). And it looks like Tisci may not be stopping there; last week, rumors of a possible H&M and Givenchy collaboration had the Internet blowing up like, well, a hip-hop concert.  Who knows, maybe Tisci will bring in his good buddy Kanye as designer.', 'A Luxury Brand Gets a Good Rap', '', 'publish', 'open', 'open', '', 'a-luxury-brand-gets-a-good-rap', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/a-luxury-brand-gets-a-good-rap', 0, 'thinking', '', 0), (960, 0, '2018-09-24 18:19:24', '2018-09-24 18:19:24', '', 'band.photo_-1', '', 'inherit', 'open', 'closed', '', 'band-photo_-1', '', '', '2018-09-24 18:19:24', '2018-09-24 18:19:24', '', 951, 'http://cbx.cappendev.com/app/uploads/2018/09/band.photo_-1.jpg', 0, 'attachment', 'image/jpeg', 0), (961, 0, '2018-09-24 18:19:25', '2018-09-24 18:19:25', '', '201271-instagram-logo1-1', '', 'inherit', 'open', 'closed', '', '201271-instagram-logo1-1', '', '', '2018-09-24 18:19:25', '2018-09-24 18:19:25', '', 952, 'http://cbx.cappendev.com/app/uploads/2018/09/201271-instagram-logo1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (962, 1, '2012-12-21 21:11:41', '2012-12-21 21:11:41', 'If you haven’t heard of Johnny Manziel yet, you will. On December 8th, the 20 year-old from Texas A&M became the first freshman in college football history to win the Heisman Trophy. In a country where football is a religion, the kid with an arm of steel and a heart of gold represents a salvation for a sport still reeling from the aftermath of the Penn State tragedy, and the public controversies surrounding on-field concussions. Manziel represents a return to a squeaky clean Friday Night Lights brand of ball. His Aggie fans have even nicknamed him Johnny Football for goodness sake! It doesn’t get any more squeaky clean than that. And everyone wants a piece of the Johnny Football brand— from the NCAA to the university to the sport’s marketing machine at large. But who will win?\r\nIn November of 2011 the Johnny Football name was registered for trademark with the USPTO office for a variety of goods and services. Was it registered to Johnny himself? Nope. It was registered to Kenneth R. Reynolds Family Investments, an entity that appears to be attempting to pirate the trademark by taking advantage of an opportunity NCAA bylaws provide. The NCAA strictly forbids student-athletes from receiving compensation (beyond their athletic scholarships) for the duration of their collegiate careers. Furthermore, their athletic scholarships can\'t exceed the cost of tuition and fees, room and board, and books. Ironically, the cost of a thirty-second spot during the NCAA Men’s Final Four comes in at around $1.2 million, according to Bloomberg.com. Unfair to the players? Maybe. Okay, probably.\r\n\r\nBut here’s where things get murky. Can we really consider a trademark a profit? Like any brand name, the Johnny Football trademark is an asset that you build value in over time. Sure, it can help your brand build loyalty and command premium pricing in the future, but it’s not as simple as a paycheck. Moreover, by holding the Johnny Football trademark hostage in the short-term, the NCAA is hurting Manziel’s ability to profit from his own brand in the future, long after his college career is over. Instead of higher education increasing one’s earning potential, it’s actually diminishing it in the case of NCAA players like Johnny Manziel. It’s like the NCAA doesn’t want players to stick around after their freshman year anymore.\r\n\r\nLet’s take for example Anthony Davis, a one-and-doner from the University of Kentucky and this year’s No. 1 pick in the NBA Draft. You may remember Davis from his signature eyebrows, or should I say, eyebrow (singular). Davis trademarked his distinctive unibrow by registering the phrase “fear the brow” with the USPTO in June 2012. But if you look closely, you’ll see the same phrase was also registered to a company called Blue Zone, a sports outlet in Lexington, Kentucky back in 2011. So who would the Trademark and Patent Office support? The answer is actually a little surprising. In the US and most other countries, the law protects those who are the first to use a trademark, not the first to register. In order to have rights to the trademark, you have to use it publicly in association with a good or service. It’s what prevents companies from gobbling up all the good names and taglines for fictitious products and services that they’ll never launch just to keep their competition from having them. In this case, because Blue Zone was the first to use the “fear the brow” trademark, they actually may have rights to it under the strictest interpretation of the law. So for now, it looks like Davis and his brow are safe. But by preventing other players like Johnny Manziel from using their own nicknames and likenesses in the short-term, the NCAA could prevent them from being able to use them when they go pro.\r\n\r\nIt’s the complicated reality of collegiate and professional sports today that didn’t used to matter. It’s hard to imagine, but no one wanted to “be like Mike” when he was a North Carolina Tar Heel. Wilt wasn’t “Wilt the Stilt” when he was a Kansas Jayhawk. And Deion didn’t become “Neon Deion” until he left Florida State. But for Johnny Manziel, Anthony Davis and other freshman phenoms, their brands are created the second they start school. Currently the Manziel family is working with Texas A&M to protect the trademark (as well as his eligibility). Only time will tell who will prevail in the battle over Johnny Football.', 'The NCAA and the Tricky World of Trademarks', '', 'publish', 'open', 'open', '', 'the-ncaa-and-the-tricky-world-of-trademarks', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/the-ncaa-and-the-tricky-world-of-trademarks', 0, 'thinking', '', 0), (963, 1, '2013-01-09 21:57:48', '2013-01-09 21:57:48', 'It’s 2013, and time to set those New Year’s resolutions. But why stop at the individual ones? Every brand, whether a mom-and-pop store or a Fortune 500 company, should also be setting goals for the new year. So even if you fail to cut down on the red meat and hit the gym, at least your brand has a fighting chance to succeed with the following five resolutions:\r\n \r\n\r\n1. Lose Weight and Get Fit\"\"\r\n\r\nEven brands can get love handles. But unfortunately, theirs aren’t the type that can hide behind a winter sweater. So this year, do something about it. Pick up your Shake Weights and start Jazzercising!\r\n\r\nStart by imagining your ideal brand body image, the core of what your brand stands for. Then take a look in the mirror and get rid of everything else that doesn’t reinforce that image. Do away with embellishments on your graphics, cut down on bloated sub-brands and hit the stair stepper to whittle down claims and messaging communication.\r\n\r\n \r\n\r\n2. Organize your Home\"\"\r\n\r\nLike a newly purchased, vacant home, your brand starts off empty and clean. Over time, however, clutter builds and rooms get disorganized (maybe you’ve even put an addition on the house). Some brands need just a little spring cleaning while others desperately need to make a cameo on and episode of Hoarders. Either way, 2013 is a perfect time to get organized.\r\n\r\nTake a look at your brand home. Do you have overlapping products, features or offerings? Can you get rid of one and make the other stronger? Can they merge? How about your segmentation? Your brand segmentations or sub-brands function as the rooms in your home. These rooms can have distinction, but they should all feel as if they’re under the same roof. Embrace brand feng shui!\r\n\r\n \r\n\r\n3. Spend More Time with Family and Friends\r\n\r\n\"\"Marketing is no longer a one-way street, and people can no longer be labeled as “just consumers.” They’re part of your brand family, so take the time to reach out and connect with them.\r\n\r\nYour brand family’s ideas, joys and frustrations will give you valuable insights and help you steer your brand in the right direction. For instance, only someone close to you is going to alert you to that spinach stuck in your teeth. So whether it’s through Facebook, Twitter or an entirely new social medium, start engaging with the people who use your brands. And don’t forget to call your mother.\r\n\r\n \r\n\r\n4. Try Something New\"\"\r\n\r\nDon’t emulate, innovate. All too often, brands are content with “me, too,” playing it safe and sticking close to the pack. Trying something new means taking risks, but choosing to do nothing can also be a risk, so don’t let that stop you.\r\n\r\nIf you play it too safe, how can you expect to be a leader in your field? It is important, however, to stop short of recklessness. Innovations can be large or small, but they need to be formulated and implemented responsibly. That means figuring out if what you’re setting out to do fits with your brand persona. Trying something new for stunt daredevil Johnny Knoxville would be quite different than for renowned cellist Yo-Yo Ma.\r\n\r\n \r\n\r\n5. Don’t Fall Back into Old Habits\"\"\r\n\r\nAfter working your way through your 2013 goals, take a good look at your progress. Your brand now looks fit and trim, organized, socially connected and innovative, so don’t fall back into old habits! This is perhaps the most important New Year’s resolution of them all.\r\n\r\nWhen February 1st rolls around, 90% of the people who signed up for a gym membership in January  are nowhere to be found. Don’t let your brand be among the dropouts! Keep improving and creating a more positive and engaging brand experience, one that you can carry through many years to come.', 'A Brand New Year\'s Resolution', '', 'publish', 'open', 'open', '', 'a-brand-new-years-resolution', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/a-brand-new-years-resolution', 0, 'thinking', '', 0), (964, 1, '2013-01-15 21:13:13', '2013-01-15 21:13:13', 'SoulCycle, Reebok, Equinox… Oh, My!\r\nSo New Year’s came and went—as did our resolutions. I think we can all begrudgingly confess to having put more gym time on our lists. It’s the redheaded stepchild of all resolutions. Most loathe the thought of including it but feel obligated to anyway. Yet, year after year, while resolutions have stayed the same, the gyms have changed.\r\n\r\nIn New York City—a place once synonymous with prohibition, Studio 54, Times Square strip clubs and overall indulgence—gyms were a rarity. Today, they’re no longer just for the fitness obsessed. They say more about us than Facebook, LinkedIn or OkCupid.\r\n\r\nChoosing a gym is about as personal as choosing a doctor or church. No longer just an experiential brand, gyms have become your personal brand. They shape how you wake up in the morning and how you go to bed at night. You loathe it. You love it. You pay your dues. And you keep coming back.\r\n\r\nWhen I first moved to NYC as a naïve, spirited and broke college grad, I envied those who held the magical card that granted them access through the glamorous entryways of Equinox, Health & Racquet, Reebok Club and Soho House. My options, however, based solely on price, were limited to New York Sports Club (which was still a stretch), Crunch, and Boom. And naïve, I was—opting for a yearlong membership to New York Sports Club.\r\n\r\nYears later, due to stubborn loyalty, I’m still a member. It might be because New York Sports Club is the Starbucks of all gyms—I can’t go 10 blocks without one at my disposal. Or, maybe I feel like I’ve devoted too much of my time to the brand to give it up. Whatever the reason, my loyalty today is more questionable than ever. Boutique gyms are popping up everywhere. And not just their retail spaces but their cult-like followings, stylish apparel and social prestige.\r\n\r\nSoul Cycle, with its exclusive classes, bags, t-shirts, and general coolness, and CrossFit, with its warehouse-style, invite-only hardcore sessions, are two of many. Even Lululemon, which has in-store classes, pop-up sessions, and their  ‘Shit Yogis Say’ YouTube channel, is giving me second thoughts on my blind devotion. Yes, I may just want to be a yogi, but is it too late?\r\n\r\nWhat’s clear at NYSC is their lack of tribe. Rarely do I meet someone gushing about the gym or wearing branded apparel. NYSC doesn’t seem to get that gyms are no longer just a place to sweat—they’re now a social venue, as shown by Equinox’s cafes and Crunch’s quirky dance classes. Reebok, once exclusively a sneaker and apparel brand, now stands for NYC gym exclusivity and offers use of its unique Paul Labrecque Salon & Spa. Even less pricey gyms like Planet Fitness understand the “new gym normal.” Its recent ad campaign mocks fitness crazed folk and totes its “judgment-free zone.”\r\n\r\nSo, what does this mean for us? Whether spinning, lifting tires, pole dancing or yoga is your thing, there’s a gym for you. But remember, choose wisely.', 'It’s a jungle gym out there', '', 'publish', 'open', 'open', '', 'its-a-jungle-gym-out-there', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/its-a-jungle-gym-out-there', 0, 'thinking', '', 0), (965, 1, '2013-01-24 17:06:42', '2013-01-24 17:06:42', 'A recent trip to Kitty Hawk proved to be a lesson on how pioneering inventors make their innovations real. The Wright Brothers changed the course of history. Through insight, mechanical ingenuity and sheer determination, they brought people into the realm of flight. The world got smaller the day they flew.\r\nHere are 6 key takeaways from Wrights’ innovations for any marketer:\r\n\r\n1. Be Driven, Not Intimidated\r\nOrville and Wilbur were not the only ones who were working on powered flight. Many had come before them, and contemporaries had raced to see who could figure it all out first. Early pioneers also had to experiment with (and on) their new equipment themselves. Failure often meant death. Get it wrong once and you might not get a second chance. But rather than be intimidated by these consequences, the Wrights drew more fuel for their fire, giving their work an urgency to help other would-be aviators.\r\nFailure is more than \"not an option;\" it\'s a motivator.\r\n\r\n2. Build On What You Know\r\nOrville and Wilbur\'s fascination with flight began as children with a wind-up toy helicopter. They later made their living building bicycles, giving them a skill set in manufacturing, mechanics and fabrication. They also became self-sufficient, often building new machinery when none suited their needs. This proved invaluable when it came time to building a machine that had never been seen before.\r\nWhat you do today should inform and improve what you do tomorrow.\r\n\r\n3. Don\'t Trust Anyone\r\nOne of the Wright Brothers’ contemporaries was a German gliding expert named Otto Lilienthal, who had completed over 2,000 documented glider flights before 1900 and written extensively on rules for successful flight. The brothers used his work as a foundation for their first tests, all of which proved unsuccessful. Turns out, Herr Lilienthal\'s work was wrong––he ended up perishing during one of his test flights. Orville and Wilbur started fresh and came up with the rules of roll, pitch and yaw, the three critical flight dynamic principles that are still used today.\r\nDon\'t rely on experts; become one.\r\n\r\n4. Allow For Trial & Error\r\nThough the Wrights lived and worked in Dayton, Ohio, they had to find a location to test their new invention. They sent a letter to the Smithsonian asking for the windiest locations in the country. Though Chicago was at the top of the list, it proved too dangerous for a takeoff or landing. In the end, they chose Kitty Hawk, North Carolina (Kitty Hawk was sixth on the list). Kitty Hawk was windy but also coastal, giving them sand to land on that might help soften an inevitable crash landing.\r\nPlan to make and learn from mistakes.\r\n\r\n5. Never Give Up\r\nThe Wright Brothers worked for years before they had a successful flight, pouring all of their financial resources into a task that most thought would never succeed. The summer of 1902 was the year they almost quit. On their way back to Dayton following a glider crash, Orville was quoted as saying, \"Man will fly, but not for a thousand years.\" But after returning home, they got right back to work on their prototype. Twelve months later, they returned to Kitty Hawk and changed the world.\r\nFailure is not when you don\'t succeed but when you stop trying.\r\n\r\n6. There Is No Finish Line\r\nThe Wright Brothers\' story does not end after their first flight. They continued to refine their invention, making their plane go higher and faster, and enabling the pilot to have more control. Their early secrecy led to skepticism, with some journalists doubting their claims altogether. Legal wars over patents hurt their public image. They also had to find buyers (not an easy task when nobody in the world had ever been trained as a pilot). Safety problems with later models didn\'t help.\r\nReal innovation is a never-ending journey.\r\n\r\nInnovation is achieved on many different scales, and your challenge may not be to change the course of human history. But the lessons we can learn from those who did may help you reach your goals. Like Orville and Wilbur, the sky might quite literally be your only limit.', 'Learning to Fly: Principles of Innovation', '', 'publish', 'open', 'open', '', 'the-wright-brothers', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-wright-brothers', 0, 'thinking', '', 0), (966, 1, '2013-01-31 20:56:17', '2013-01-31 20:56:17', 'Social media platforms have begun to undermine conventional marketing strategies for traditional brands as Twitter feeds and YouTube parodies deconstruct and redefine their meaning via the almighty “world of mouth.” Where brand truisms were once decided over an afternoon Scotch with Don Draper, today we find ourselves belaboring over an Instagram hashtag to understand how it has so quickly re-purposed our brand essence without us. Not only must brands now continually keep tabs on their consumers but also on their clear and purposeful messaging across media platforms. If not, they risk having little impact or relevance, no matter how timely their Facebook responses or photo updates.\r\nAnd what about the influence of social media on our own personal brands? The same rules seem to apply.\r\n\r\nThe way corporate brands have sought to convey consistent messaging is similar to the way many millennials have begun to convey their own personal brands. And social media platforms have only fueled our desire to build social capital. The Web is no longer a place where anonymity rules or boorish alter egos come out to play. We now live in it and our identities have become bound and defined by it. Case in point: consider the amount of time we spend filtering Instagram pictures. Earlybird, Lo-fi, or Hefe? Alarming.\r\n\r\nThe world of nonstop status updates have forced us to be strategic and particular about the ways we self promote. How do we stick out? How are we going to be remembered? In the world of social media, lasting impressions are made only if we promote our brand consistently—across Pinterest, Facebook, Twitter, and now (drumroll) Tinder.\r\nNewly formed habits or unpredictable behaviors must be spared in order to leverage our ownable strengths. The Web is too big of a playground for people to showcase multiple areas of expertise. You can’t be seen as the funny friend if your personal media content ranges from self-deprecating humor to high-end fashion. Even more important than owning a descriptor is the integrity that’s at stake (albeit, online) with contradictory tendencies. Human beings are inclined to embrace consistency in their commitments, attitudes and actions in a variety of situations as it strengthens our identities. Nobody wants to bear the scrutiny of  “poser-like” behavior, especially online, where all of our worlds collide.\r\n\r\nFacebook’s imminent launch of “graph search”—a tool that allows users to locate any information relative to their friend’s photos and interests—will be akin to the ease of Googling a restaurant location nearby, and will further expose our online behaviors (assuming this information is shared, of course). These refined search methods will instantly reveal “Photos of Meg, from 2009-2011.” As our interests and online lives become more accessible and inextricable, will the pressure to withstand the creation of different online identities and images increase?\r\n\r\nAs is, our streamlined personalities are becoming self-contained and homogenous, reducing the reality of human complexity to “like” clicks, @ user names, RT’s and getting “linked in.”', 'Filter me this…', '', 'publish', 'open', 'open', '', 'filter-me-this', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/filter-me-this', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (967, 1, '2013-02-08 22:07:41', '2013-02-08 22:07:41', 'An Interview with CBX’s David Fung, the Human Behind Bodhi (aka Menswear Dog), the Fashionable Pooch Gone Viral.\r\nSaturday January 26th a picture was posted on Facebook, by Sunday it was submitted for trademarking along with debuting on Tumblr. Come Monday, GQ had blogged about it. The following week Anderson Cooper, The Today Show, The Daily Beast, GMA, Laughing Squid and many more were all a twitter with features of this viral pooch. CBX publicist Christine C. sits down with David Fung for the full story.\r\n\r\nCC: How did you come up with the idea of Menswear Dog? \r\n\r\nDF: It was the combination of a lazy Saturday, idle hands and a handsome 2-year-old Shiba. So we decided to dress him up in my clothes. Bodhi loved it! We posted the one photo on Facebook as a joke and our friends and family thought it was real!\r\n\r\nCC: Tell me what a typical day in Bodhi’s life is like\r\n\r\nDF: Bodhi (who’s named after Patrick Swayze’s character in the movie Point Blank, by the way) comes from a breed known for being stubborn and very independent. He exhibits all the classic traits. At first it was painful, but now he is this quirky dog who does his own thing. He spends his day sleeping and lounging around the house, with two long walks per day from his dog walker. He has gotten over the shoe chewing phase and just sticks to his toys now.\r\n\r\nCC: Perhaps that is where his love of fashion came from? The years of chewing on expensive Italian leather shoes?\r\n\r\nDF: HA! That just may be true!!\r\n\r\nCC: What are some of Bodhi’s daily fashion reads?\r\n\r\nDF: He loves blogs at the moment. His daily blog roll would be: Satorialist and a range of men blogs; he also has a big interest in street wear fashion and headwear. It’s more about looking cool, while still staying cool this season, and less about layering.\r\n\r\nCC: Are there any articles of clothing that he doesn’t dig ?\r\n\r\nDF: It’s all about trial and error. The success so far has to do with Bodhi being so emotive. It makes him more humanlike and creates this blurry line between man and dog. Bow ties, for example, are a little too cute and make him look simply like a dog that is wearing a bow tie.\r\n\r\nCC: What is the most surprising thing that has happened to you since the media frenzy?\r\n\r\nDF: We knew this would appeal to dog lovers, but what’s been most surprising has been how the fashion world has responded. The reaction has been very positive. The  “we want to dress like this dog” meme is almost hater proof. You kind of look like an asshole if you’re hating on a dog, right?\r\n\r\nCC: What brands would you like to see him in?\r\n\r\nDF: Come spring, fans can look forward to a wardrobe more street wear based— more urban wear, straight brim hats, and sneakers, special editions of course. The focus will shift from what he is wearing per se and more about how to pair outfits.\r\n\r\nCC: Does he have a favorite Pantone color?\r\n\r\nDF: Blue is his hot color. Royal blue looks magnificent paired with his golden tan fur.\r\n\r\nCC: What has been your fave appearance so far?\r\n\r\nDF: The first one—GQ—really meant a lot.  We were the first dog featured in GQ for style. Also, the milestone we hit and then everything else that’s followed.\r\n\r\nCC: If this fabulous dog could be the spokes-canine for any brand, which one would you want it to be and why?\r\n\r\nDF: We are really into these smaller brands like Gitman or the Hill-side. They do these really well made shirts and accessories. But we wouldn’t be opposed to Bodhi modeling on a larger stage.  A good match might be with Uniqlo, a Japanese brand that could feature a Japanese breed.\r\n\r\nCC: So what does the future hold for this fashionable fido? Is he thinking about expanding the brand?\r\n\r\nDF: It’s a learning process—whether Bodhi remains an impartial voice or whether he starts to curate his own sense of style of branded looks.\r\n\r\nCC: How is he on camera?\r\n\r\nDF: He’s been awesome, taking it in, smiling, energetic, and he LOVES attention. He is the type of dog that will jump up and lick your face. At the end of the day, Bodhi’s a complete diva.\r\n\r\nCC: Any final thoughts or anything you’d like to share?\r\n\r\nDF: Thanks to everyone for their support of such a quirky, obscure idea. The goal of this was to make people smile and get a giggle. We are trying to keep that original intent alive. When it becomes work, we will stop. And if people keep supporting, we will keep posting. So please stay tuned: we are not going to give away any appearances but there are going to be more conceptual posts coming soon.\r\n\r\nFor more information: mensweardog.tumblr.com, cbx.com, @CBXtweets', 'A Fashionable Pooch Gone Viral', '', 'publish', 'open', 'open', '', 'a-fashionable-pooch-gone-viral', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/a-fashionable-pooch-gone-viral', 0, 'thinking', '', 0), (968, 1, '2013-02-18 23:52:35', '2013-02-18 23:52:35', 'Growing fresh and healthy food is a founding value for the French. I grew up in a small town in the western region of France, and as a child, avoided eating processed foods until I moved to Paris at the age of 15. Even then, a healthy diet remained a part of my daily life. Paris today has 82 farmers’ markets and 3 organic farmers’ markets that run 2 to 3 days a week, all year round. The city also boasts around 675 large grocery stores.\r\nSo imagine my surprise when I first moved to the U.S. and learned that not everyone had equal access to healthy food. Neighborhood pockets in cities like New York seemed to offer little options for fresh and affordable food. (How’s this for a contrast: there are approximately 450 Dunkin’ Donuts locations in Manhattan alone; I could only imagine the impact each store might have should they carry pâté, cheese and other savory French delights instead!).\r\n\r\nCBX’s recent project for the hunger relief organization Philabundance—to design a prototype for Fare & Square, a not-for-profit grocery store in PA—has made me think about these inequities even more. In our work for Philabundance, I’ve also been introduced to phrases like “food deserts”—urban areas with little or no access to large grocery stores that offer fresh and affordable food choices necessary to maintain a healthy, balanced diet. According to American Journal of Preventive Medicine, the highest rates of obesity exist in areas that lack large supermarkets, while the lowest rates exist among residents who live close to (and thus have access to) these supermarkets. As filmmaker Byron Hurt recently observed in the award-winning documentary “Soul Food Junkies,” this disparity in access is tantamount to a “21st century genocide”.\r\n\r\nBut the good news is, trends are slowly shifting with a variety of new initiatives that aim to rebuild local food systems across the country.\r\n\r\nRecent initiatives here in New York City include:\r\n\r\n- FRESH, a city program that offers financial incentives to operators or developers who choose to open new grocery stores or help existing ones in neighborhoods that lack healthy food stores.\r\n- The Healthy Bodega Initiative, created jointly by the Department of Health and the Healthy Corner Stores Network, which educates local storeowners on the importance and benefits of selling fresh produce.\r\n- The GreenThumb initiative, in which the Department of Parks & Recreation assists in the development of community gardens throughout the city (today, GreenThumb oversees over 500 gardens, from schoolyard gardens to community gardens, and remains the largest urban gardening program in the nation).\r\n- The NYC Green Cart Initiative, another initiative from the Department of Health, which helps bring fresh fruits to underserved communities.\r\n\r\nNational food initiatives include:\r\n\r\n- Community Food Projects, a federal domestic assistance program that offers one-time grants to nonprofit organizations that aim to develop local solutions to food access in under-resourced areas (grant awards can total $250,000.)\r\n- Food Desert Oasis Act (pending). The bill identifies food desert zones nationwide and encourages individuals to open businesses in those areas; qualified businesses, in turn, become eligible for various benefits from the federal government.\r\n\r\nCreating awareness is ultimately the first step. The more people understand the issues and the consequences, the more progress can be made. First Lady Michelle Obama said it best in her address for the launch of the Let’s Move! campaign last fall:\r\n\r\n\"The physical and emotional health of an entire generation… is at stake. This isn\'t the kind of problem that can be solved overnight, but with everyone working together, it can be solved. So, LET’S MOVE.\"', 'Food for Thought', '', 'publish', 'open', 'open', '', 'food-for-thought', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/food-for-thought', 0, 'thinking', '', 0), (969, 0, '2018-09-24 18:19:32', '2018-09-24 18:19:32', '', 'Utopia_11-1', '', 'inherit', 'open', 'closed', '', 'utopia_11-1', '', '', '2018-09-24 18:19:32', '2018-09-24 18:19:32', '', 956, 'http://cbx.cappendev.com/app/uploads/2018/09/Utopia_11-1.jpg', 0, 'attachment', 'image/jpeg', 0), (970, 0, '2018-09-24 18:19:33', '2018-09-24 18:19:33', '', 'LuxuryBrand1-1', '', 'inherit', 'open', 'closed', '', 'luxurybrand1-1', '', '', '2018-09-24 18:19:33', '2018-09-24 18:19:33', '', 959, 'http://cbx.cappendev.com/app/uploads/2018/09/LuxuryBrand1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (971, 1, '2013-02-26 14:55:42', '2013-02-26 14:55:42', 'It seems as if the frozen yogurt craze—and talk about a franchise frenzy with all the Red Mangos, Pinkberrys and Yogurtlands across the country—is finally slowing down a bit! As much as Froyo might pick up again this summer, there’s been a bit of a step back to the basics: good ole yogurt.\r\nIf you’ve taken a look at the dairy aisle recently, you couldn’t have missed the plethora of new yogurts that have hit the shelf (if you’ve always thought of yogurt as a bit bland or boring, think again). There are drinkable yogurts, fruit- infused yogurts, Greek yogurts, protein yogurts… the list goes on and on. What’s remarkable is that here in New York we’ve even had two yogurt stores open up in the last year: The Yogurt Culture Company, which is a subsidiary of Dannon, and Chobani SoHo, a Mediterranean yogurt bar.\r\n\r\nWith its “good” bacteria, yogurt is not only healthy but a great base to “dress up” and pair with accent ingredients for a snack, or be used itself as an ingredient to supplement another dish. But with the great number of yogurt options for consumers to choose from, how will each yogurt brand differentiate itself?\r\n\r\nHere are a few that stand out:\r\n\r\n \r\n\r\nYoplait Simplait\r\n\r\n\"\"\r\nIt has “just 6 simple ingredients” and reminded me of the gimmicky Haagen-Dazs Five by trying to reinforce the product’s purity and simplicity (which of course should always be consumed in moderation). The handwritten name is easy and uncomplicated, and represents how the product is made.\r\n\r\n \r\n\r\nMüller FrütUp\r\n\"\"They claim to have turned yogurt on its head with a “luscious layer of fragrant fruit mousse.” This “sumptuous” yogurt lured me in by exposing its contents, which you rarely see in the yogurt category. Just by looking at its fruit imagery on pack, you get a good idea of what you can expect the mousse to taste like.\r\n\r\n \r\n\r\nChobani Bite\r\n\r\n\"\"\r\nThis is a new way to enjoy  the already popular Chobani Greek yogurt by dialing up its indulgence. The flavor variations of these little cups sure do pack a flavor punch. Adding a more premium flavor like fig makes this stand out from the rest.\r\n\r\n \r\n\r\nPowerful Yogurt\r\n\r\n\"\"Aimed specifically towards active men, this Greek yogurt holds 20 grams of protein per cup. Hailing from Miami Beach, it’s no wonder that this yogurt is positioned to motivate men to eat healthy and achieve abs like those we see on Greek sculptures. The dark colors definitely pop off shelf amid a mostly female dominated category.\r\n\r\nIt’ll be interesting to see how these new brands tell their stories and communicate to their intended consumer audience. These trends also serve as a lookout for old yogurt brands to review their portfolios and do whatever is necessary to stay ahead of the incoming competition. Whether you make yogurt a daily habit or only choose to have it once in a while, I’m sure there’s something out there that will tickle your taste buds.', 'Forget Froyo, Yogurt is Back in Style!', '', 'publish', 'open', 'open', '', 'forget-froyo-yogurt-is-back-in-style', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/forget-froyo-yogurt-is-back-in-style', 0, 'thinking', '', 0), (972, 0, '2018-09-24 18:19:33', '2018-09-24 18:19:33', '', 'Call_johnny_heisman-1', '', 'inherit', 'open', 'closed', '', 'call_johnny_heisman-1', '', '', '2018-09-24 18:19:33', '2018-09-24 18:19:33', '', 962, 'http://cbx.cappendev.com/app/uploads/2018/09/Call_johnny_heisman-1.jpg', 0, 'attachment', 'image/jpeg', 0), (973, 0, '2018-09-24 18:19:33', '2018-09-24 18:19:33', '', 'brandnewyears_650x379-1', '', 'inherit', 'open', 'closed', '', 'brandnewyears_650x379-1', '', '', '2018-09-24 18:19:33', '2018-09-24 18:19:33', '', 963, 'http://cbx.cappendev.com/app/uploads/2018/09/brandnewyears_650x379-1.jpg', 0, 'attachment', 'image/jpeg', 0), (974, 0, '2018-09-24 18:19:34', '2018-09-24 18:19:34', '', 'ElizaBlog1-1', '', 'inherit', 'open', 'closed', '', 'elizablog1-1', '', '', '2018-09-24 18:19:34', '2018-09-24 18:19:34', '', 964, 'http://cbx.cappendev.com/app/uploads/2018/09/ElizaBlog1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (975, 1, '2018-09-24 19:23:39', '0000-00-00 00:00:00', 'Thoughts on Corporate Naming\nWith daily news and outrage pouring in from all media sources, it\'s hard to focus on a story that doesn\'t involve life threatening issues or your favorite sports team. Recently however, a headline and photo captured my attention and got me thinking about how company names relate to brand names.\n\nThe horse meat scandal seems to keep growing. It started with hamburgers in Europe and just last week we learned that Ikea meatballs have been tainted. Holy VITTSJÖ, not the meatballs! Really, a horse is an animal like any other and acceptable sustenance in some countries but not many. In the US, horse meat is strictly taboo, which is why I stopped in my tracks when I saw the headline, \"Food giant Nestle recalls products after horse meat discovery.\" It was coupled with a getty stock photo of what looks like a loving horse family cuddling on a farm. What? Wait. Honey, come quick! Kids, put down those cookies and Crunch bars! They\'re full of horse meat!\n\n\"\"\n\nNestle, makers of products ranging from DiGiorno Pizza to Dreyer\'s Ice Cream and the famous Nestle Toll House Cookies have recalled products with traces of horse DNA. Personally, when I think of Nestle, I think of chocolate chip cookies and confections so I was a bit confused about how horse meat found its way in. I dove in to the article and upon further reading saw that the effected products are 2 types of pasta dishes under the Buitoni brand and only in Spain and Italy.\n\nThat headline sure worried me though. I won\'t comment on how certain news organizations sensationalize or mislead but while the headline and image above was from CNN, the one below is from The Washington Post.\n\n\"\"\n\nIt got me thinking about Corporate naming and why some companies want names that don\'t have a direct tie to one of their product brands. A house of brands has to roll with the punches. Good press flows both ways between product brand and corporate entity but so does bad news. It can be advantageous to have some separation but many companies also find value having their Corporate name build off of their hero product(s).\n\nWhile a corporation\'s audience used to center around shareholders and Wall Street, consumers are increasingly aware of the companies behind the brands they use. With blogging, fast news cycles and information readily accessible via the web, everything from scandals to sustainability and philanthropic efforts are seen by all. I believe it will be increasingly common for corporations to distinguish themselves from their brands. A recent example of this shift in thinking is the Kraft Foods name change to Mondelez.\n\nEnd consumers just aren\'t savvy enough to understand the difference when the name is the same. Is there a difference between The Coca-Cola Company and Coca-Cola? Pepsi and PepsiCo? Johnson\'s Baby and Johnson & Johnson? A prime example is when the Examiner ran the Horse Meat story, they used a Nestle product brand logo that usually goes on confections instead of the Nestle corporate logo for their article. Were they trying to be misleading? Probably not. It\'s hard to keep track.\n\n\"\"\n\n \n\nHere are a few examples of companies that see it both ways.\n\nThe Clorox Company\nEveryone knows Clorox bleach so the company uses different logos to differentiate the two entities. I\'m OK with The Clorox Company making Fresh Step but not so sure about Hidden Valley Ranch.\n\nMiller Coors\nMiller Coors just makes beer but a lot more than just Miller or Coors. About 30 more including Blue Moon and Foster\'s are made here.\n\nUnilever\nUnilever makes everything from food to personal care. They endorse most of them with a logo on pack but have no Unilever branded products.\n\nConAgra Foods\nIt\'s in the name. Food is the focus. They have a smiley face to their corporate logo and talk about “the foods you love.”\n\nSo, what should Nestle do in wake of the horse meat scandal? Should they change their name to separate themselves from their products? Would a headline that read \"Foodmaker NutriCorpa finds horse DNA in their Buitoni brand pasta\" have helped them a month ago?\n\nReally Nestle should just ride it out. They should cooperate in any investigations and even conduct their own. It doesn\'t seem to be their fault and since it involves many companies and brands, no one is concentrating solely on them. Nestle is huge, with 29 brands having over a billion dollars in sales. They shouldn\'t over-react and a name change right now would not suit a company of their size. In the future, though it should definitely be a consideration.', 'There\'s Horse Meat in Your Cookie', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=975', 0, 'thinking', '', 0), (976, 0, '2018-09-24 18:19:34', '2018-09-24 18:19:34', '', 'wright-brothers-flyer-1903-1', '', 'inherit', 'open', 'closed', '', 'wright-brothers-flyer-1903-1', '', '', '2018-09-24 18:19:34', '2018-09-24 18:19:34', '', 965, 'http://cbx.cappendev.com/app/uploads/2018/09/wright-brothers-flyer-1903-1.jpg', 0, 'attachment', 'image/jpeg', 0), (977, 0, '2018-09-24 18:19:35', '2018-09-24 18:19:35', '', 'Social-Media-Management-1', '', 'inherit', 'open', 'closed', '', 'social-media-management-1', '', '', '2018-09-24 18:19:35', '2018-09-24 18:19:35', '', 966, 'http://cbx.cappendev.com/app/uploads/2018/09/Social-Media-Management-1.jpg', 0, 'attachment', 'image/jpeg', 0), (978, 1, '2013-03-08 17:50:54', '2013-03-08 17:50:54', 'Sometimes, even a baby needs an update. Gerber Products Company was founded in 1927, and in 1931, the ubiquitous Gerber baby illustration was officially made the company trademark. Since then, the Gerber baby has been recognized as a sacred brand icon all over the world. According to Wikipedia (which means it may not be true), the company started looking at a new baby in 2011 but as of 2013, it appears that baby Ann still remains the Gerber trademark photo. As a worthwhile exercise, let’s play devil’s advocate concerning potential updates to the baby logo:\n\"\"\n\nArgument #1 – The baby is iconic. Everything points to an exploratory that started and culminated in a study that reached this conclusion: Don’t change the baby. At the same time, brands modernize logos all the time because they realize they need to stay relevant in an evolving consumer and cultural context. By not updating, Gerber runs the risk of losing relevance as women become moms. Gerber is pursuing other brand touch points, such as a slew of iPhone apps, so we know the brand is trying to stay relevant. However, Gerber should also consider the relevance of its overall look, tone and feel\n\n\"\"Argument #2 – The baby has global recognition. Gerber offers 190 products in 80 countries and the baby is already a widely recognized visual. However, this baby represents a small segment of the global population and may be missing out on that attribute of “a brand for me.” Elsewhere on their website, Gerber shows some diversity, but it is important to consider the overall imagery as well. Brands like Downy have continued to evolve the look and presentation of their toddler, including moving from illustration to photography.\n\n\"\"Argument #3 – The baby is our most powerful asset. This leads to the thinking that the baby doesn’t have to change if the brand expression surrounding it is updated. What happens next tends to feel a little like “Frankenbranding.” When a brand doesn’t bring every aspect of its visual expression into alignment, the overall impact is not as effective.\n\n\"\"We’re not saying that the baby shouldn’t be the hero, but it would be interesting to explore what modernizing the baby in line with an updated overall brand expression might do to bring Gerber more relevance in today’s changing consumer and cultural context.\n\np.s. Mystery novelist and retired English teacher Ann Turner Cook is the Gerber Baby.', 'Brand New Baby?', '', 'publish', 'open', 'open', '', 'brand-new-baby', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-new-baby', 0, 'thinking', '', 0), (979, 0, '2018-09-24 18:19:35', '2018-09-24 18:19:35', '', 'MenswearDog-1', '', 'inherit', 'open', 'closed', '', 'mensweardog-1', '', '', '2018-09-24 18:19:35', '2018-09-24 18:19:35', '', 967, 'http://cbx.cappendev.com/app/uploads/2018/09/MenswearDog-1.jpg', 0, 'attachment', 'image/jpeg', 0), (980, 0, '2018-09-24 18:19:36', '2018-09-24 18:19:36', '', '20120214_duluth-food-desert2_33-1', '', 'inherit', 'open', 'closed', '', '20120214_duluth-food-desert2_33-1', '', '', '2018-09-24 18:19:36', '2018-09-24 18:19:36', '', 968, 'http://cbx.cappendev.com/app/uploads/2018/09/20120214_duluth-food-desert2_33-1.jpg', 0, 'attachment', 'image/jpeg', 0), (981, 1, '2013-03-20 16:48:43', '2013-03-20 16:48:43', 'Honest. Loving. Cheerful. Friendly. Sincere. According to one personality trait study¹ these are the top five most socially desirable personality traits that a person can have. I would venture to guess that  half of all the brands that I have ever worked on had one of these five traits in their personality description. And another hefty percentage probably leveraged a personality trait from the next tier: “helpful,” “warm” or “broad-minded.”\nWhy are these personality traits so popular in the world of brands?\n\nThe obvious answer is that we want people to like our brands and these traits encourage liking. When people like a brand, they are more willing to believe what it says, think it is unique and even buy it. This is all good and important.\n\nAdditionally, people use brands to reflect and reinforce their own self-image or to project an image they hope to aspire to. Who wants to signal to the world with their brand choice, “I am prejudiced, crabby and dumb.” I totally get that.\n\nBut by stripping brands of their shadows are we inhibiting their ability to connect in an authentic and more human way? The people in our lives including the ones we love are full of light and shadows. Let’s talk about my mom for a moment. She is smart, resilient, super organized and a little anxious. It’s impossible for me to cull the anxiety from the good stuff because they’re entangled. For many of us, our faults are merely positive traits pushed to the extreme. P.S., No one is allowed to send this to my mom!\n\nBrands, like people, have shadows, too, and express their more negative personality traits on occasion (even though they are not in the official brand guidelines!). The sweet folksiness of my beloved credit union can come across as naiveté, while the tastefulness of my favorite coffee house can feel pretentious. The shadows are there. They can’t be helped but ultimately make for a more complex and human-like relationship.\n\nWe do need to do a better job of identifying and articulating these ever-lurking shadows: recognize how they are contributing and powering what is positive, understand where they want to take us, and be prepared to raise a warning flag when we are in their grips and heading to their rocky shoals. You can’t manage something you refuse to acknowledge even exists.\n\nThat said, I’d like to see a brand, just once, launch with a really negative personality. Think of the differentiation! A deceitful, cold and hostile shampoo. Or, perhaps, an unfriendly, treacherous and stubborn salty snack. Now that would be fun to watch,  and maybe out of sheer novelty, lead to a brand’s most successful launch ever.\n\n1. Bochner, S. \"Van Zyl, T.(1984). Desirability ratings of 110 personality-trait words.\" The Journal of Social Psychology 125: 459-465.', 'Where Are All the Crabby Brands?', '', 'publish', 'open', 'open', '', 'brand-personality-do-we-ignore-the-shadow-at-our-own-peril', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-personality-do-we-ignore-the-shadow-at-our-own-peril', 0, 'thinking', '', 0), (982, 1, '2013-03-22 20:35:05', '2013-03-22 20:35:05', 'What’s important to you? Being popular? Making money? Putting a product you believe in into the marketplace?\nAmerica’s homemaking icon, Martha Stewart, has managed yet again to get serious media attention by becoming the most popular girl on the department store playground.\n\nEarlier this year, J.C. Penney offered Martha millions of dollars for the rights to sell Martha Stewart-branded household products in their store to help with J.C. Penney’s turnaround strategy.\n\nThis would seem like a great business venture for Martha had she not already sold exclusive rights to her home products to Macy’s, and signed a contract that prohibited any other store from selling these exclusives.\n\nIn essence, Martha sold the same rights twice and offended Macy’s by making a deal with a less upscale department store. And all for a few extra million bucks\n\nSo what’s a girl to do? J.C. Penney claims that Martha is a critical piece of their turnaround strategy, while Macy’s says they need Martha products to drive growth. In Macy’s defense, they did take the initial risk  by selling her products post prison sentence. Does she owe Macy’s a thank you? Or is she simply saying, “It’s been real, I\'ll be moving on now.”\n\nThe battle over Martha makes me wonder, when a brand starts to grow up, should it pledge allegiance to the retailer who gave it its first break? Or should it consider financial gains and test other department store waters? Why should she be banned from J.C. Penney shoppers? Their consumers have homes to decorate and meals to cook, too. Why shouldn’t penny pincher Pam in the Midwest, who doesn’t have access to a Macy’s but has a Penney in her mall, be denied easy access to a jewel-toned casserole dish?\n\nFrom a branding standpoint, one can argue that long-term brand building equities wins over short-term financial gains. But since Martha Stewart Living is an established brand, can she afford to take more risks?\n\nDebate as you will. At the end of the day, Martha has managed to come out on top. Matt Lauer recently grilled her on her retailer popularity. He made an interesting analogy around his feelings being hurt if Martha did all cooking segments on the Today Show, and all decorating segments on CBS This Morning. In the fourth hour of that same Today Show segment, she was cheffing up some delicious meatloaf.\n\nSo I guess her brand lives on.', 'Martha: The Most Popular Girl in Retail', '', 'publish', 'open', 'open', '', 'martha-the-most-popular-girl-in-retail', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/martha-the-most-popular-girl-in-retail', 0, 'thinking', '', 0), (983, 1, '2013-04-01 14:19:59', '2013-04-01 14:19:59', 'It’s no secret that Nike is a marketing titan among the many sports brands that dot today’s competitive landscape. The activewear giant pioneered the idea of driving awareness through brand sponsorships by enlisting professional athletes to endorse its products. Romanian tennis player Ilie Nastase, track star Steve Prefontaine, basketball god Michael Jordan and golf great Tiger Woods all paved the way for Nike to become the international conglomerate it is today.\nFrom a brand perspective, introducing new products to the market is much easier and effective when you can hang your hat on a high-profile spokesman like LeBron James. But while that formula has proven successful for Nike, the brand hasn’t stopped there. It continues to innovate around the very sneakers, apparel and accessories these athletes use to compete and succeed at a high level, and has managed to stay on top by doing so.\n\nOver the years, Nike has strategically integrated specific proprietary technologies and created naming conventions that play a large role in establishing a unified portfolio architecture model and sustainable brand equities. If you visit nike.com, it’s easy to get lost in myriad styles, models and colors in the brand’s sneaker portfolio. But thanks to a smart and savvy research and development team, Nike has developed advanced products and subsequently coined sub-brands that convey athletic and technological superiority.\n\"\"\n\nThe first such example is the Nike “Air Max.” Introduced in 1987, the sneaker uses a large visible “air cushioning unit” at the heel for additional support. Since its inception, close to 50 different models have launched under the “Air Max” sub-brand. During the 25+ years of innovation, “Tube Air”, “Tuned Air” and “Total Air” have also emerged as iterations from Nike. The semantics behind “Air Max” is quite simple. Max is short for maximum, implying the greatest or highest amount possible to be attained. As a result, the consumer is buying into the notion that they are receiving the maximum amount of air in a sneaker. Either that, or the appearance of the shoe is just aesthetically pleasing to them. Regardless, the nomenclature is worth noting.\n\nNext up is the sub-brand that utilizes the word “Hyper.” Nike has really blown this one out of the park, incorporating apparel into the new innovation pipeline. Products include sneakers under the names “Hyperdunk,” “Hyperfuse,” “Hyperposite” and more. Clothing lines such as “Hyperwarm,” “Hypercool” and “Hyperstrong” can be purchased internationally for training and performance during extreme weather conditions. Hyper can be defined as “unusually energetic,” another word that feels on-brand for Nike given their athletic associations.\n\n\"\"\n\n“Lunar” foam is yet another technology created by Nike, and has now been integrated into the formerly Nike-owned company Cole Haan. According to Nike, “Lunar cushioning system comes in a \'bottomless\' carrier construction that delivers a lightweight, springy sensation and responsive yet soft shock absorption.” Does Nike believe it really feels like you are walking on the moon? Who knows, but they sure are comfortable. Models such as the LunarGrand Wingtip and Penny can be purchased on ColeHaan.com for a cool $248.\n\n\"\"\n\nThe most recent technology to be unveiled – and at the 2012 Olympic Games, no less – was Nike Flyknit. The technology features “yarns and fabric variations that are precisely engineered only where they are needed for a featherweight, form fitting and virtually seamless upper.” In other words, Nike balances the fine line of using an efficient amount of materials that provide enough support for world-class athletes. Furthermore, the sneaker is so light it feels as if you are wearing a sock, all the while communicating the intricacies of a high quality knitting process. Given that they were worn by Olympians Michael Phelps and Serena Williams, the volt/neon-colored “Flyknit Trainer+” sneakers ate up a ton of publicity during the games.\n\nThese four sub-brands illustrate how important nomenclature is when developing a portfolio architecture system. Associating complex and advanced technologies with simple yet relevant model names allow consumers to identify each sub-brand with ease.  The difficult part of leading an industry is sustaining the established equities you have built to date. Nike does an amazing job at bridging the gap between launching new innovations and creating a consumer experience. They even merge these sub-brands with one another: Witness the Nike Lunar Flyknit Chukka (red) and the 2013 Air Max with Flyknit technology (pink).\n\nOther sub-brands include the Nike+ (activity points system based on movement), Pro Combat (Deflex foam to help you stay fast and explosive through impact), Dri-FIT (high performance, microfiber, polyester fabric that has the properties and build quality to wick sweat away), Nike Free (a revolutionary sole that lets your feet move naturally and ultimately perform better) and Nike Shox (four circular columns in a square formation to provide cushioning).\n\nBrilliant branding or a simple marketing tactic to get us to spend more money on sneakers, apparel and accessories?', 'Ingredient Sub-Branding', '', 'publish', 'open', 'open', '', 'ingredient-sub-branding', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/ingredient-sub-branding', 0, 'thinking', '', 0), (984, 1, '2013-04-25 17:20:57', '2013-04-25 17:20:57', 'I was feeling lazy on another lazy spring afternoon. I had just finished watching \"The Lazy Song\" by Bruno Mars on YouTube. My kids love that song and the irony is that it\'s actually pretty clever with a well-choreographed video. I\'m not sure exactly why the monkeys are in there. Maybe to imply that Bruno \"monkeys around\" on his days off? What the monkeys do provide though is innocence. They don\'t know any better. Instead of judging Bruno for being lazy, they\'re just happy to be there, having a good time and eating things out of each other\'s hair.\nhttp://www.youtube.com/watch?v=fLexgOxsZu0\n\nThe next video I clicked on was a commercial for AT&T. It was one of many in their \"It\'s not complicated, faster is better\" campaign. Not quite a universal human truth but OK, I\'ll nod. It shows a man in a suit sitting with 4 kids and asking them simple questions like, \"Is saving money better than not saving money?\" and \"Is being fast better than being slow?\"\n\nhttp://www.youtube.com/watch?v=l61LjTwME7w\n\nThe kids are as funny as kids can be when you get them talking. They are answering questions correctly and incorrectly and saying funny things like \"pickle roll\" when they should be saying \"pick and roll\" when answering a basketball question. Much like the monkeys, the kids are there to get a point across––to play innocent, to play dumb. AT&T is telling the world that they are by far the best and even kids understand that (or don\'t). It\'s actually quite debatable whether AT&T is the fastest or the biggest. I\'m sure Verizon would take issue. Either way, by using kids, the AT&T campaign is telling us adults that what they are saying is soooo simple, soooo obvious, and if we\'re smarter than our kids, then we shouldn\'t even think twice about it. So just sign on the dotted line.\n\nJimmy Fallon stars in a similar spot for Capital One where he\'s trying to convince a sweet little baby that more cash is a good thing. And I\'ll be darned, but that baby just will not agree. How silly!\n\nhttp://www.youtube.com/watch?v=DyMSTfJEZfM\n\nA few years back, Ally Bank also used a similar construct using the tagline \"Even kids know…\" to highlight competitors\' hidden fees.\n\nhttp://www.youtube.com/watch?v=YkQR19WlqQE\n\nWhether using kids or monkeys, having an audience that doesn\'t understand your value proposition is an easy way to get your point across. Instead of coming up with a smart or clever way to talk about features or benefits, just tell your audience that if they don\'t buy what you\'re selling, they\'re dumb. Are using kids in commercials a trend? It\'s always a fine line between trend and laziness.\n\n\"Today I don\'t feel like doing anything.\" I love that song.', 'Kids are dumb and that\'s funny', '', 'publish', 'open', 'open', '', 'kids-are-dumb-and-thats-funny', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/kids-are-dumb-and-thats-funny', 0, 'thinking', '', 0), (985, 1, '2013-05-06 20:55:18', '2013-05-06 20:55:18', '“You’re not on OkCupid? Why the hell not?”Two years ago, a colleague of mine, her mouth agape, eyes widened and brow furrowed, posed this challenge about dating in an online age: “How else are you going to meet people?”\n\nAt the time, her concerns, and the prospect itself, seemed ridiculous. Little did I know that swarms of New Yorkers had already hooked up via digital means.\n\nSo here goes my “Hi, my name is Eliza and I have ‘dabbled’ in online dating” (cue awkward shrug and eye roll) confession.\n\nDuring the time that it’s taken me to become just partially cool with the whole thing, online dating has rapidly transformed.\n\nNo longer are people motivated out of desperation, a hook up or dare we say, companionship. Now, it’s all about the tribe. It’s about knowing what you want and clinging to people most like you. It’s about the shared band (or brand) of people. The mystery for the most part is gone (#tear). Just look at the new, tribe-specific sites popping up today:\n\n- If you consider yourself a classy lady (their words, not mine), specifically, an Ivy League student, aspiring model or young actress, and you want a sugar daddy, see seekingarrangement.com or richhookup.com\n- If having an affair is your thing, you’re amongst friends (well, more than friends) at ashleymadison.com\n- If you want a well-endowed man (yes, no lie), try 7orBetter.com (male measurement is required)\n- If you’re a music snob, find someone to share your mixed tape with at tastebuds.fm\n- If politics are your thing, try politicalmate.com\n- And if sports gets you hot, try MVPdate.com\n\nSo what happens now after vetting your prospective date through and through? Well, sadly, we risk losing our self, our personal brand. We put so much credence on belonging to the right cyber matchmaker that we forgo distinction and spontaneity, the very reasons we turned to online dating in the first place.\n\nAnd of course we even get sick of ourselves. (Imagine you had to date yourself or go on several blind dates with yourself. I’d rather pass.)\n\nBecause remaining loyal to a brand is as much about remaining loyal to yourself. If we overlook individuality for the greater whole, how devoted can we really be? So now I can’t help but wonder—how will cyber romance fare over the next decade? Will it become so polarizing that online sites will simply offer up our ‘one and only’ (with no room for error)? How can we know who we really are, if we define ourselves by those just like us? So I ask—how will future dating brands save us from ourselves?', 'Love at first type', '', 'publish', 'open', 'open', '', 'love-at-first-type', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/love-at-first-type', 0, 'thinking', '', 0), (986, 1, '2013-05-16 20:03:49', '2013-05-16 20:03:49', 'Recently, there have been a number of brands that had to apologize for campaigns that seemed to “take things too far,” and later offended somebody or a group. The mea culpa, usually issued by reps for celebrities fresh out of rehab, is now being offered by entire brands. \n\nMost recently, PepsiCo apologized for an online campaign featuring a Dew-obsessed goat who tries to jive his way out of being identified by a white woman in a police lineup comprising exclusively African American men.\n\n\nCritics have argued that the commercial portrays racial stereotypes and makes light of violence towards women. Dr. Boyce Watkins, an African American commentator and finance professor at Syracuse University, suggested, in fact, that the Dew commercial was one of the most racist spots he’d ever seen. The ad’s mastermind, Tyler, The Creator, also an African American, defended the storyline as so bizarre that it wasn’t meant to be taken seriously. \n\n\nSo is the ad really offensive? Maybe. Depends on how you look at it. That’s part of the beauty of an ad—viewer perceptions play a key role in how the message is unpacked and ultimately judged. Mountain Dew’s message may not appeal to Professor Watkins, but I doubt that he was the target audience Dew was going after. \n\n\nWe’ve seen this before, this revolving door of who’s offending whom. Kmart’s “I Shipped my Pants” ad featured its oddly familiar refrain to comic hilarity. It was such a hit (9.7 million views on YouTube in five days) that it even got the seal of approval from Matt Lauer on the Today Show. On the other hand, groups like One Million Moms were demanding apologies. \n\n\nEven the music industry hasn’t been immune to such outrage. Brad Paisley and LL Cool J’s collaborative single “Accidental Racist” has been drawing jeers for its frank discussion of prejudice and the connotations of the Confederate flag. The resulting media hoopla gave a bad song (in my opinion) way more airplay than it deserved.\n\n\nIt takes so much to stand out nowadays; the limits aren\'t being pushed unless someone is being offended. Brands can throw things out there and make an impact. And if someone gets offended, they can always pull it back and apologize. As long as the ad didn’t set out to intentionally harm or offend, all is forgiven. And in that brief shining moment, the public is reached and the marketing spend is justified, and the brand gets exactly what it was looking for—attention. No such thing as bad publicity! \n\n\nThere’s a fine line between pushing the envelope and pushing buttons. But as long as the benefits outweigh the negatives, and the majority of the public is in on the joke, there\'s no reason to think this won\'t continue.', 'Brands Behaving Badly', '', 'publish', 'open', 'open', '', 'brands-behaving-badly-for-your-attention', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/brands-behaving-badly-for-your-attention', 0, 'thinking', '', 0), (987, 0, '2018-09-24 18:19:42', '2018-09-24 18:19:42', '', 'fd2ba3d04f821e25c1980df854b15c12-1', '', 'inherit', 'open', 'closed', '', 'fd2ba3d04f821e25c1980df854b15c12-1', '', '', '2018-09-24 18:19:42', '2018-09-24 18:19:42', '', 971, 'http://cbx.cappendev.com/app/uploads/2018/09/fd2ba3d04f821e25c1980df854b15c12-1.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (988, 1, '2013-05-22 20:02:09', '2013-05-22 20:02:09', 'It’s 7:30 a.m. and I’m coming off my SoulCycle high, eager to seize the day. As I look around the main foyer of the NoHo location, the sunlit room is all smiles. I am truly in awe of this brand. In just six years Julie Rice has created a multi-million dollar fitness sanctuary; a place where a single class offering has amassed a cult-like following and put Exhale Spa addicts to shame. But why? The ambience is certainly a treat, with Verbena yellow candles infiltrating each room, neon words of encouragement covering the walls, and music playing so loud that the only thing you can focus on is the iconic yellow resistance knob on your bike. Still, this holistic health psyche is not new to the 21st century. Many other brands such as Lululemon and Organic Avenue have appropriated their brand meaning to the marriage of mind and body, a heavy-duty “mental floss” if you will. \nThinking on it more, I realized that SoulCycle has benefited from a cultural branding strategy that speaks to Millennials in a highly relevant way. Where brand meaning in the world of fitness is usually constructed by establishing associations between product and valued functional or emotional benefits (PX90 will transform your abs in three sessions, 60 minutes in an exhale class will give you peace of mind… etc.), SoulCycle has repurposed two cultural expressions that are special to the Gen Y identity - that being our sense of self as a result of growing up in teams, and our yearning for authenticity.\n\nI can still hear echoes of Miss Renkin’s strained voice bellowing in my fourth grade classroom “…a team win is a personal win…a team win is a personal win” as we greedy ten year-olds battled for possession over a science fair trophy. Our class would quickly learn to share this shiny gem and accept equal ownership. Because Millennial life experiences are perpetually understood in the context of a group, most of us have identified our role within group(s) from an early age. Rather than being encouraged to “do our own thing,” we are asked contribute to the clan in a meaningful and distinctive way. \n\nSoulCycle has capitalized on this behavior via class structure and communication. The bikes are situated close together and we all ride to the beat of the music, but this collective journey is tempered by the instructor asking us to focus on our individual energy, as a way of inspiring others. In one way or another, we are asked to feel and contribute to each other’s energy for an optimal ride. Sound cheesy? Don’t judge before you experience it for yourself!\n\nAs the Internet homogenizes culture, Millennials struggle to navigate the tension between individual and collective identity. Our seemingly distinctive ideas become retransmitted and cheapened across social media sites with each mouse click. More than ever, we seek the real and the authentic to resist a “wikification” attack on our personal character. Millennials will continue to invest in SoulCycle because the company markets their instructors as the brand’s most genuine property. Classes are tactful and engaging because of each instructor’s unique delivery of SoulCycle values. Depending on whose class you attend, the music, outfits, tempo and ‘grand narrative’ to motivate everyone will differ. These mini soul tribes that rally around instructors cater to that authentic experience Millennials crave under the larger brand vision…because nothing is more real than what makes us all different.\n\nBecause people override marketing messages in determining brand value today, products and experiences are purchased with the intent to join a brand – not just use it. For classes at $34 dollars a pop, there is every reason for me to spin elsewhere, but my loyalty to SoulCycle (along with many others) speaks to the importance of culture in branding – especially for Millennials.', 'A Culture Found', '', 'publish', 'open', 'open', '', 'a-culture-found', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/a-culture-found', 0, 'thinking', '', 0), (989, 1, '2013-05-28 20:43:01', '2013-05-28 20:43:01', '\"\"\nMuch like Duane Reade, one of the more defining NYC stores is Ricky’s NYC, the self-described “edgy, ultra-hip ‘beauty shop’ specializing in unique fashion accessories, cosmetics and beauty supplies.” After announcing an expansion in WWD in late 2011, however, updated stores are few and far between.\n\nIn the event Mr. Ricky Kenig, the eponymous founder and creative director, is reconsidering, I’d like to make a suggestion or two from a brand strategy perspective:\n\nDO acknowledge what defines the brand from a positioning standpoint.\n\nRicky’s NYC is mainly about beauty care that is a quirky, fun, rainbow of colors and a little risqué. When thinking about modernizing this brand, it’s extremely important to keep in mind what represents its true heart and soul. The original Ricky’s is the retail version of a John Waters movie (like Hairspray) meets the East Village’s (now) vintage retail punk scene from the late 80s.\n\n\"\"\n\nThis combination is what makes Ricky’s different and special compared to Sephora or MAC, especially if consumers are outside of NYC or have never experienced the brand, and need to “get” right away what makes Ricky’s special and unique.\n\nWhich brings me to the next stage: Once you’ve clearly acknowledged who you are and what makes you special, infuse that into the visual elements of the brand identity.\n\n \n\nDO identify what visual elements are iconic to the brand, starting with colors and shapes.\n\nTwo of the key Ricky’s NYC elements are the shape of the squirting tube and the contrasting fuchsia/teal color combination.\n\n\"\"\n\n\"\"\n\nI once met the man who helped create Maybelline’s Great Lash Mascara, and the pink and green colors for the pack were chosen because they are opposite colors on the spectrum and stand out. And everyone would agree that in mascara, this color combination is forever associated with the Maybelline Great Lash brand.\n\nThe same could be said for the Ricky’s tube and color scheme. We may not know exactly what is coming out of that package, but we know it’s something that will make us look or feel good. The effect is strong.\n\n\"\"\n\nThe new logos (glimpses available around NYC and on the web) show a tube-free version with uppercase block silver sans serif for the store name. Before moving away from the tube, it’s important to really understand what consumers identify the brand with and what makes the brand unique from a visual standpoint. (Image: new Ricky’s Logo & Store Front on First Ave. in Manhattan)\n\nAnd lastly, even though it sounds like modernizing is risky, it is a part of staying relevant. But that doesn’t mean you can’t still be who you are.\n\nDON’T be afraid to modernize and still represent your core brand identity. \n\nWhen you do, just do it in a way that is authentic to what the brand stands for as well as what is relevant for today’s culture. Ricky’s modernizing strategy doesn’t mean having to look like a better Sephora or MAC store. Below are two examples that might either be works in progress or the final design renderings (found on the web) that could still go further in representing brand\'s core meaning.\n\n\"\"\n\nIf Ricky\'s had been born in 2013, its visual design might incorporate the vintage, iconic aspects of what made Ricky’s part of NYC culture and lore reimagined with a modernized aesthetic. Based on what I’ve shared, the new look could easily be inspired by a combination of Nylon magazine covers and editorial content meets Katy Perry’s hair, makeup, wardrobe and stage sets meets Jean Paul Gaultier’s Spring/Summer 2013 line (which should look incredibly familiar).\n\n\"\"\n\nYou don’t need to and shouldn’t lose your brand when you make it more relevant to today’s consumer, if you have a strong foundation. In this case, what makes Ricky’s worthwhile is still there, in the foundation of the brand. The art and craft of branding is recognizing the foundations, and paying homage to them, while staying in step with the cultural moment.', 'Two DO\'s and a DON’T for Updating an Iconic Brand', '', 'publish', 'open', 'open', '', 'two-dos-and-a-dont-for-updating-an-iconic-brand', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/two-dos-and-a-dont-for-updating-an-iconic-brand', 0, 'thinking', '', 0), (990, 1, '2013-06-03 21:03:50', '2013-06-03 21:03:50', 'I love James Bond movies. All of them. Even the bad ones (think anything with Denise Richards or Tanya Roberts). And I have now done something either completely horrible—or fantastic and empowering—by introducing my tween daughters to Bond. We have been trolling the catalog together on Friday nights.\nAnd so it was to my horror that I found myself completely unable to name a whole swath of Bond films, despite the fact that I have probably seen each and every one of them five times or more.\n\nThere were the films that jumped to mind quickly:\n•    Goldfinger\n•    Octopussy\n•    Moonraker (yes, I know, horrible)\n•    Diamonds are Forever\n•    Casino Royale\n•    Even On Her Majesty’s Secret Service (you know, the one with the Bond actor no one can ever remember – it’s George Lazenby, BTW)\n\nAnd then there were the films I just couldn’t call up, although I had the vague recollection that they each had the words Live, Die or Tomorrow somewhere in the title. I even struggled with the recent Daniel Craig offering, Quantum of Solace. I mean, seriously, if you’re going to go there, why not just call it Spooky Action at a Distance?\n\nThe difference for me between the memorable and the less memorable is imagery. The Bond titles with words that sparked imagery, creating visual cues, simply stuck better. The highly generic and abstract titles, ones that don’t intuitively connect to an image, or even a sensation, are simply less memorable—less sticky.\n\nThis lesson is not new, but it is one that bears repeating. As marketers we often wade into our naming, copy and other verbal communications with high order ideas, and we use lots of abstract language to get them across. And it is a particular danger in the world of B2B.\n\nSo what is a brand to do?\n\nFirst off, talk like a human being. Imagine that you are talking to another person, not broadcasting a message out to the world.\n\nUse simple language.  I love big words. But save “peripatetic,” “precipitous” and “pernicious” for your diary.\n\nFinally, use imagery – create a mental picture. Don’t be afraid to use metaphors or similes that connect to the tangible world to help bring your ideas to life.\n\nA quick example: I recently saw a new product offering from Xerox called BenefitWallet, a tool to help people manage multiple health accounts. The name does a nice job of leveraging an imagistic metaphor, the wallet, to help communicate that the product is going to help organize things and be intuitive and simple. I’m just guessing here, but this is no doubt going to be stickier than “Health Aggregator,” “SimpliHealth” or any of the other more abstract, on-strategy names that Xerox could have developed.\n\nNow, that is not to say that there aren’t other tools that can be used to create memorability—sometimes sound or other disruptive elements can really help a name or an idea break through. But imagery is a great tool to have in the toolbox. So go forth and be imagistic. And definitely watch You Only Live Twice, even though it has a hard-to-remember name.', 'James Bond and the Power of Imagery', '', 'publish', 'open', 'open', '', 'james-bond-and-the-power-of-imagery', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/james-bond-and-the-power-of-imagery', 0, 'thinking', '', 0), (991, 1, '2013-06-14 17:30:28', '2013-06-14 17:30:28', 'Well, it’s over. The most wonderful faux-holiday of the year, National Donut Day, has come to a delicious close. Now that the powdered sugar has settled, let’s take a moment to loosen our belts and reflect on the biggest triumph of this faux-holiday season, the cronut. Part donut, part croissant, all kinds of crazy delicious, the cronut not only stirred all of NYC into a gluttonous frenzy, it also stirred up quite a bit of controversy. May we present to you the cautionary tale of the cronut, with two valuable lessons brands should know when it comes to defending trademarks and intellectual property?
    Lesson 1: Being first to market is a blessing and a curse
    \nThere’s a lot of debate on who was first to market with the cronut. Most media outlets covering Cronut Watch 2013 attribute the innovation to Dominique Ansel, a humble bakery in Greenwich Village. However, Najat Kaanache, chef at Private Social restaurant in Dallas, Texas, has recently taken to twitter to stake her claim as the true inventor of the cronut. While that social media debate rages, there’s the emergence of the knock-off versions calling themselves doissants, crowbars, or even fauxnuts, all trying to prove that a cronut by any other name can be just as sweet. All of this controversy proves that it’s not only a blessing to be first to market, but it’s also kind of a curse.
    \nFirst-to-market innovators bear the responsibility for educating consumers. Which is what makes descriptive names like “cronut” so appealing; they help clarify what the heck this flaky fried concoction really is without a lot of additional education. The problem is that these names quickly become generic, and people start using them to describe the category rather than a specific brand.
    \nLet’s think back to the SillyBand craze that captured our imagination a couple of years ago. “Silly bands” is the descriptor we all use to describe those colorful, adorably shaped rubber bands, but “SillyBand” is also a trademark. While the trademark may force other brands to call themselves FunBand or CrazyBand, it doesn’t force consumers not to call them “silly bands.” And that’s how it happens, the gradual process whereby brands lose their trademarks. It’s a process called “genericide,” where a term no longer stands for a brand but for the category at large. And trademark law is clear—no one can own a generic term. If consumers use a company’s trademarks descriptively for too long, they’ll lose the right to carry the trademark at all. Zipper, Aspirin, Kerosene, Escalator are all victims of genericide. And it looks like the cronut is well on its way to meeting a similar fate.
    \nFirst-to-market brands that successfully avoid genericide do one expensive but worthwhile task —they invest in two names, not just one. They create an industry category descriptor and a brand name, and continuously message to consumers that they are very different things. At launch, Tivo invested as much in the DVR category name as it did in its own brand name. Same with Intel and microprocessor; Google with search engine; RollerBlade with the in-line skate. It’s a headache, but them’s the breaks when it comes to being first to market.
    \nLesson 2: A trademark is not a patent
    \nAnd finally, to close out the conversation on cronuts and branding best practices, let’s offer a quick point of clarification. A trademark is not a patent. While they live in the same intellectual property world, they offer two different kinds of protection. A patent will prevent other brands from making the same product. In the case of a cronut, it would prevent other brands from making any donut-meets-croissant hybrid at all. A trademark will prevent other brands from using the same name for their product. In the case of a cronut, that’s why we see the emergence of doissants and fauxnuts, because Dominique Ansel’s innovation is protected by a trademark, not a patent. That said, patents are very hard to get, and it may be the case that the cronut doesn’t qualify for one. But for any innovation that does qualify, it’s always a good idea to seek trademark and patent protection.
    \nIn the meantime, the countdown to the next National Donut Day begins (for those counting we have a little under 360 more days to go). ', 'Innovation hurts, donut?', '', 'publish', 'open', 'open', '', 'innovation-hurts-donut', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/innovation-hurts-donut', 0, 'thinking', '', 0), (992, 1, '2013-06-20 16:36:39', '2013-06-20 16:36:39', 'After stepping outside of a Lower East Side restaurant one Sunday afternoon, I was struck by a New York moment. It was not my first, nor even my fiftieth, but this brief moment in time struck a chord and composed a beautiful symphony of discovery.\nThe rain felt like water balloons and my umbrella was nonexistent. As I scrambled to hail a cab on Orchard, a bright sign with a two-word logo lockup caught my eye. Reed Space, one of the world’s most innovative boutiques, became my safe haven that day.\n\nAs an enthusiast for this lifestyle brand, I am intrigued by the consumer experience Staple Design, the brand’s originator, has curated at retail. Reed Space is owned and operated by the agency’s founder Jeff Ng, who has expanded the company to three divisions since its inception in 1997: a creative agency, a clothing collection and a commercial store in NYC and Japan. This equation has positioned Staple as one of the more influential and trendsetting brands today.\n\nAfter stepping inside of their retail space for the first time, I found myself enthralled by the very items that Staple Design is NOT widely known for: art, gadgets and accessories. The door opens up to a long narrow corridor; the right wall is lined with book after book sitting atop about one hundred white chairs that are seamlessly woven together as elevated shelving.\n\nThe rest of the store carries a grip of art and merchandise that looks and feels on-brand. Is this surprising? No. Does it represent a best-in-class boutique experience at retail? Yes. Not only does Reed Space have an art gallery next door (Reed Space Annex), the minimalistic store design brings their product offerings front and center. Plush wood sits beneath collections of graphic tees and sneakers. Jackets and button-ups run parallel to the clean white walls that frame this mecca of streetwear.\n\n\"\"Google.com defines boutique as “a business that serves a sophisticated or specialized clientele.” The under-the-radar nature of these shops is both mysterious and fascinating. Across NYC and abroad, these formats make it a point to go unnoticed to the general public through innovative signage, faux storefronts and unique store locations. The end goal is not to earn extravagant profits but to connect with humans in new, engaging and innovative ways.\n\nReed Space and many other boutiques around the world have become a destination for consumers to discover, learn and educate themselves beyond the very products they purchase.', 'Chic Boutique', '', 'publish', 'open', 'open', '', 'chic-boutique', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/chic-boutique', 0, 'thinking', '', 0), (993, 1, '2013-07-03 16:11:39', '2013-07-03 16:11:39', 'We’re celebrating a birthday this week. That’s right, it’s the anniversary of the good ol’ US of A’s independence. It’s a celebratory time when Americans get together and share a strong national ethos of patriotism. It’s a time for questions like, hot dogs or hamburgers, where to see the fireworks and whether or not to take Friday off from work.\nBut while I was pondering these important questions along with the rest of the nation, something interesting on TV caught my eye. Between all those insanely annoying 4th of July discount mattress spots, the Fiat commercial got me to rewind, watch again and really think about what I had just seen.\n\nLet me quickly remind you that Fiat was reintroduced back into the U.S. in 2010. They adopted  the course of using celebrities as a shortcut to popularity, showing us people like Jennifer Lopez, Pitbull and even Charlie Sheen (which was either a genius or half-witted decision). And while it’s evident that they’re trying to capture the attention of Millennials, with those spokespeople, they’re clearly struggling to find their image and what they stand for.\n\nFiat’s latest, very strategically timed commercial, portrays Paul Revere galloping through town exclaiming to the townspeople that it’s not the British, but the Italians who are coming. What a revolution for Fiat! They’ve finally embraced where they come from and courageously flaunted it at a time when the nation is being inundated with Americana. They’re leveraging their Italian auto ingenuity and sleek designs.\n\n\"\"\n\nThis leads me to the point that a brand’s identity needs to be authentic and believable. It grows from the foundation and the soul of a company. Shifts in identity can occur over time, but they should always stem from a core truth.\n\nFiat’s relaunch into such an important market, has inevitably faced its fair share of challenges. But it seems as if they’ve finally done some deep soul searching to get the brand right. It’ll be interesting to see if Fiat can stay on brand, as well as Americans’ reaction to the Italian “invasion.”\n\nCheck out the commercial here.', 'Stars, Stripes and Cannolis', '', 'publish', 'open', 'open', '', 'stars-stripes-and-cannolis', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/stars-stripes-and-cannolis', 0, 'thinking', '', 0), (994, 1, '2013-07-03 16:15:16', '2013-07-03 16:15:16', 'Designing a compelling coffee program or retail coffee experience, you need to take into account the entire consumer journey. Everything from need state (Hmmm, I\'m getting tired, maybe I should go somewhere to get some coffee) to decision making (Hmmm, where should I go?) to consuming (Hey, this is good coffee) and connecting (I like those folks at Irving Farms). Depending on how you analyze the journey, there could be dozens of touchpoints along the way that each need to be carefully planned. To illustrate this, let\'s look at one of them.\nWe\'ll focus on something simple. The cup. A coffee cup can be an important tool and appears at a few points along a consumer journey map. Seeing someone with a cup on the street. Seeing the cups stacked in the store. Holding the cup and drinking the coffee, which may even involve reading the cup.\n\nDoes a cup design affect the consumer\'s coffee experience? Of course it does. A coffee cup is an interesting thing. It\'s a package but you don\'t buy it while it\'s on the shelf. It doesn’t need to compete on shelf with other coffee cups. It\'s a purchase reinforcement. It’s like when you buy Eleni\'s cookies online. It\'s the cookies you\'re buying but when you get that box, that incredible box, it reinforces the quality, the taste and the specialness of those cookies. Cups can also feel special, like when you hold a well-designed, double-insulated paper cup where the sleeve is attached and goes from top to bottom. Cups can also communicate. Often there are stories of heritage or origin on the cups. If you\'re sitting for 20 minutes with a cup, chances are you may read what\'s there. Coffee cups can also be status symbols, much like carrying around a Green LOVE juice from Organic Avenue.\n\nYou would think that coffee cups need to show taste appeal and therefore display dark and warm colors, but companies are doing very different things with coffee cups. They can be brand focused, story focused, coffee focused. Coffee cup design should in some way come back to brand strategy but also take consumer journey into account.\n\nSo what color is coffee? Well it\'s brown I guess but not all retailers are following along. I would say coffee definitely isn\'t white but look at Starbucks. They really stand for coffee and they are also a badge brand. People are proud of their Starbucks so they can get away with a logo on a plain white cup. Dunkin is actually missing an opportunity while doing the same thing. An opportunity exists for all brands to deliver an emotional benefit through these coffee cups. Dunkin is wrong for just putting a logo on a cup. It\'s not enough to identify with. Dunkin has rabidly loyal followers but they aren\'t a badge brand. They should be taking advantage of how many impressions they get from their cups and using them thoughtfully. People drink coffee every day and they need a daily affirmation of who we are and who they want to be. Why can\'t a coffee cup deliver that?\n\nHere is a look at some coffee cups that cover a range of strategies. Drink up!\n\n\"\"', 'What Color is Coffee?', '', 'publish', 'open', 'open', '', 'what-color-is-coffee', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/what-color-is-coffee', 0, 'thinking', '', 0), (995, 1, '2013-07-25 14:21:00', '2013-07-25 14:21:00', 'Hollywood has gone crazy for camp—camp TV shows, that is. A few weeks ago, two camp-centric shows premiered: the scripted Camp, a dramedy on NBC, and Summer Camp, a reality show featured on USA. In the latter, a group of twentysomethings return to their favorite place on earth to compete for big bucks. Think of it as Survivor with cabins.\r\nIt’s a goofy premise, but I was instantly hooked. I consider the summer camp of my youth to be my favorite place on earth. I went to camp for ten straight summers, from ages 7 to 16. And while my camp was filled mostly with upper middle class suburban kids who didn’t know nitty-gritty wilderness survival from Kumbaya, it was still a heck of a lot more rugged and bare bones than sleepaway camps today, they with their air- conditioned bunks, constant email communication with parents and Color War breakouts featuring celebrities like Rihanna and Jay Z.\r\n\r\nNot surprisingly, because of their hefty price tags (upwards of $10,000 for seven weeks), camps, like universities, are becoming increasingly specialized. There are thousands of different camps out there, with offerings to suit every kind of overscheduled, helicopter-parented, gluten-free, aspiring blogger/basketball player/performance artist. Camps have also gotten super savvy at branding. Many staffs employ people who tweet, blog and post on Facebook about camp activities, as a way to keep parents informed, but more, to spread the word about the awesomeness of their offerings.\r\n\r\nAnd just how awesome ARE they? Here’s a taste of some of the more unique camps out there and just who they are trying to reach with their branding efforts:\r\n\r\nPlantation Farm Camp\r\n\"\"What: A sustainable, environmentally conscious camp set on a farm in the Sonoma Redwoods\r\nWhere: Sonoma, California\r\nTarget audience: Parents who’ve read The Omnivore’s Dilemma\r\nWhy: Campers interact with plants, animals and nature and go to the roots – literally.\r\nUniform: Hemp t-shirts, TOMS shoes\r\nCamp menu: Raw, whole grain, gluten free\r\n\r\nSurf Diva\'s All-Girls Overnight Surf Camp\r\n\"\"What: An all-inclusive surf camp for girls\r\nWhere: San Diego, California\r\nTarget audience: Girls who’ve watched the movie Blue Crush ten times or more and who think Gabrielle Reece is a goddess\r\nWhy: Riding the waves is way cool, helps you get in great shape and builds self-confidence for girls who hope to be future Sheryl Sandbergs and Marisa Mayers.\r\nUniform: Quiksilver bikini\r\nCamp menu: Bananas, water and lots of carbs\r\n\r\nThrill Coaster Tours 
\r\n\"\"What: A roller coaster camp. I kid you not.\r\nWhere: Various cities across America (that have roller coasters, of course)\r\nTarget audience: Thrill-seekers, acrophobics 
Why: This is a teen tour with a spin; kids visit various amusement parks around the country and try out their roller coasters. Plus, they get to travel by luxury bus and stay at Marriott hotels along the way. Not exactly “roughing it.”\r\nUniform: Nothing too revealing, lest you have a wardrobe malfunction on the rides.\r\n
Camp menu: As little as possible; you don’t want to lose your lunch, so to speak!\r\n\r\nNew York Film Academy Camps \r\nWh\"\"at: camp for teen and tween cinephiles\r\nWhere: Film-loving cities around the world: New York, LA, Paris, London\r\n
Target audience: Aspiring Scorseses, Tarantinos and Coppolas (Sofia, of course)\r\nWhy: Because Hollywood’s a competitive place – why not get a head start?\r\nUniform: Hollywood casual, with a digital video camera on your shoulder\r\nCamp menu: Whatever you eat, you’ll be ordering it “off the menu.”\r\n\r\nOf course, there are plenty of plain old overnight camps out there, whether they are in Upstate New York, Northern Michigan or Santa Fe, New Mexico. Not all of them sell some kind of fancy hook to get kids packing their bags for the summer. But in this day and age, that certainly can’t hurt. Personally, I wouldn’t mind ditching my husband and kids for two months and trying out that surf camp. Or maybe I’ll just send in an audition tape for season two of Summer Camp.', 'The Branding of Camp', '', 'publish', 'open', 'open', '', 'the-branding-of-camp', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-branding-of-camp', 0, 'thinking', '', 0), (996, 1, '2013-08-05 19:44:28', '2013-08-05 19:44:28', 'It\'s really hard for consumers to remember most product names, but when companies get it right, it can really help their product gain traction. The companies that launched the brands Swiffer, Snuggie and Fitbit all did it remarkably well.\nIt’s especially difficult in cosmetics, where there can be multiple launches a year in face, eye, lip and nail. When I worked in marketing for a cosmetics brand, I learned that consumers only remember the basics, like colors and shapes. For Maybelline, the iconic Great Lash was memorable because of its contrasting colors of pink and green. But names? They are hard to retain, especially with so many shades to choose from.\n\nMost brands shy away from lengthier names, but they lose the richness and storytelling. The truth is, consumers often remember product or variant names when they touch and engage them. So how does a company solve the problem of ownable names? By enlisting brand, culture and people in the foundation of the name development.\n\nOPI and L\'Oreal are great examples of brands that have and continue to develop brand connections with consumers through unique names. OPI set the bar and others have followed. It must have been a big risk to put a six-word name on a tiny bottle, but it paid off—it\'s now a basic requirement in the nail category to have an interesting, fun and evocative name. When your boyfriend remembers the name of the polish \"Affair in Red Square\" you know they are on to something.\n\nHere is what you can learn from OPI that will help you if you are faced with the task of naming a product. First, stay true to the your brand’s core belief and purpose. In an interview for divinecaroline.com, Suzi Weiss-Fischmann, executive vice president and artistic director at OPI, says she tries to put the essence of the brand in each name. That can be hard with dozens of colors launching at a time. The brand’s purpose is “accessible escape” – the color “I’m really not a waitress” is the all time best seller (making the names is their own sort of brand – see the color below on the Dell laptop chassis).\n

      \"\"

    \n

    Second, consider the cultural context. Weiss-Fischmann says she looks into street fashion, food, music and movies, all of which helps her keep her finger on the pulse of popular culture. She also takes into account fashion and runway trends that are leading and uses them to influence naming. While your brand may not be involved in multiple launches a year, it does pay to take into consideration the cultural movements that are affecting the locus of your brand’s geographic market.

    \nLastly, you have to consider people, i.e., your specific target consumer. OPI nail color naming really keeps their target in mind as part of the name development process – Weiss-Fischmann says she creates nail color for the average woman, whom she observes as inspiration. This works out well for OPI, helping them stay grounded and understand what the consumer would consider an appealing, accessible escape.\n\nBrands can learn a thing or two about naming from winners like OPI, a leader in the nail category known for its unique and memorable monikers. The added benefit of phrasal names is that they are more ownable because they tell more of a story. Regardless of length, the key things to keep in mind throughout the naming process are how the brand, culture and people play a role in developing the right name for your product and help it stand out from the crowd.', 'Nailed it!', '', 'publish', 'open', 'open', '', 'nailed-it', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/nailed-it', 0, 'thinking', '', 0), (997, 1, '2013-08-26 14:28:31', '2013-08-26 14:28:31', 'Music is being consumed in a variety of ways in 2013. From set streams to podcasts and everything in between, technological advancements allow users to have unlimited access to their favorite artists in most, if not all settings. The occasions in which these collections of sonic rhythms are listened to are endless, but live performance still remains the optimal experience.\nA few weeks ago, I attended the Jay Z and Justin Timberlake “Legends of the Summer Tour” at Fenway Park, which sported an incredible and seamless collaboration of two totally different sounds. I wondered why more artists of different genres don’t tour together. In the context of today’s music festivals, I realized they actually do.\n\nAs festival season comes to a close this Labor Day, I decided to analyze the branding strategies and consumers behind a few that I experienced this summer, and a couple that I regretfully missed. With rumors swirling that EDC NY 2014 is moving locations to the campgrounds of Winston Farm in Woodstock (1994 location), these festival productions are starting to come full circle. What is EDC NY you ask? Read on!\n
    \n\"\"What: A mashup  of food, drinks and music, including 85 grub makers, 75 brews, 100 wines and 20 live performances.\nWhere: Brooklyn, NY (Prospect Park)\nTarget Audience: Hipsters and Foodies\nPrice: Free Giveaway Lottery with Preregistration\nMusic Genre(s): Indie\nLength: Two days\nWhy: Mainstream festivals have become glorified by the media and overpopulated by teenagers. This one flies under the radar in BK and allows first-movers to experience a variety of locally sourced food and beverages.\n
    \n\"\"What: Literally, an amusement park set up in stadium parking lots, boasting classic carnival rides like the ferris wheel and the zipper. Add multiple stages of electronic dance music (EDM) deejays and fireworks, and madness ensues.\nWhere: London, Puerto Rico, Orlando, New York, Chicago, Las Vegas (original site)\nTarget Audience: First-time ragers hoping to break into the EDM scene\nPrice: $159 for a one-day pass, $209 for a two-day pass\nMusic Genre(s): EDM\nLength: Two days\nWhy: Challenged by competitors, Insomniac Events has created an accessible and reasonably priced party. EDC NY was held at Citi Field this year. Las Vegas is a totally different animal with sets starting at midnight and running until six in the morning. Hotel pool parties (not included) own the daytime; most deejays in the festival participate in both slots.\n
    \n\"\"What: A prestigious, campground-heavy, three-day festival regarded by some as the holy grail of music events. With the festival set against a majestic landscape, attendees get to take in the beautiful California spring climate of the valley.\nWhere: Indio, California\nTarget Audience: Hardcore festivalgoers (yes, this a word) willing to travel and shell out a pretty penny to make memories that will last a lifetime.\nPrice: $399–$783 for one weekend (contingent on camping costs)\nMusic Genre(s): Rock, Indie, Hip Hop, Pop, Country, EDM\nLength: Three days, two weekends, back to back\nWhy: Because California does everything big, and in this case, since 1999.\n
    \n\"\"What: Similar to EDC Vegas, ULTRA is a grandiose electronic dance music spectacle. With over 100,000 attendees on any given day, expect overly crowded stages filled with soldiers draped in neon-clad uniforms.\nWhere: South Korea, Spain, Argentina, Brazil, Chile, Croatia, Miami, FL (original site)\nTarget Audience: EDM Enthusiasts and local teenagers with their parents’ plastic\nPrice: $399 for a three-day pass\nMusic Genre(s): EDM\nLength: Three days, two weekends, back to back\nWhy: Debated as one of the best nightlife cities in the world, Miami, the event’s original host city, also promotes professional music conferences associated with the festival. EDM’s popularity has allowed this festival to expand internationally.\n
    \n\"\"What: Embodying the same spirit as Coachella, this festival attracts the grungy, get- your-hands-dirty-type of attendee for the country camping experience.\nWhere: Manchester, TN on 700 acres of land\nTarget Audience: DIY campers looking to have a good time\nPrice: $224–$269 + parking passes\nMusic Genre(s): Indie, Rock & Roll, Hip Hop, Pop, Jazz, Bluegrass, Country, Folk, EDM\nLength: Four days\nWhy: Because bluegrass and knee-slapping tunes need their own local festival!\n
    \n\"\"What: Overlooking the Manhattan skyline, Electric Zoo attracts tens of thousands of “animals” who come to watch the most popular EDM deejays spin for twelve hours a day. Made Events has put together a festival full of food carts and interactive experiences, and one now regarded as one of the best productions in terms of operational efficiency.\nWhere: Randall’s Island, NYC\nTarget Audience: EDM enthusiasts and meatheads looking to flex their muscles in bro tanks one last time on Labor Day\nPrice: $179 for a single-day pass, $359 for a three-day pass\nMusic Genre(s): EDM\nLength: Three days\nWhy: Heralded as “New York’s Electronic Music Festival,” this event attracts a strong international presence similar to ULTRA. With 14 afterparties planned all over the city this year, the five-year anniversary production showcases five stages!\n
    \n\"\"What: Curated by none other than entertainment mogul Jay Z, this festival has become the main competition to Electric Zoo on Labor Day, luring some of the most talented EDM deejays around. Boasting acts from all genres, Made in America is the best bang for your buck.\nWhere: Philadelphia, PA\nTarget Audience: Fans of pop culture\nPrice: $106 for a one-day pass, $168 for a two-day pass\nMusic Genre(s): Indie, Hip Hop, Pop, EDM\nLength: Two days\nWhy: Whatever Jay Z touches has turned to gold, and Made in America is no different. It’s rapidly expanding and a boon to the local Philadelphia economy as the summer winds down.\n
    \nThese festivals are just a handful. Tomorrowland, Lollapalooza, Camp Bisco, Electric Forest and Firefly are others. As you can see by their logos and social media presence, each event is branded to find a niche for music fans. Unique festival equities and artwork are activated on tickets, wristbands, merchandise and the map design. In terms of the actual experience on the grounds, music festivals have grown to be more than just about the music. From silent discos to a glow-in-the-dark exotic animal farm, production companies are exhibiting their complex understanding on notions of audience connection.\n\nThe heart of CBX’s brand strategy is encapsulated in this motto: “Connecting to the lives of individuals is what matters most.” In this case, you can’t just connect to consumers by bringing huge artists to one location; you have to curate an integrated experience as well. Nothing compares to seeing 25 of my favorite artists at one venue.\n\nTo get smart and have a good laugh about all the different types of target audiences, check out this link!', 'The Branding of Music Festivals', '', 'publish', 'open', 'open', '', 'the-branding-of-music-festivals', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-branding-of-music-festivals', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (998, 1, '2013-09-26 15:49:39', '2013-09-26 15:49:39', 'Routine: It’s a sweet spot for brand penetration, with some brands striving to fit into consumers’ daily schedules (Facebook), and others wanting to disrupt it (like Red Bull). However, for those who are part of a couple, it’s a scary word. It can mean a rut, pending breakup, or just uncertainty about the future, and it’s something to avoid at all costs. After all, newlyweds live by their prenuptial advice: Despite being married, never stop dating. So, the pressure is on.\nSlowly but surely, brands have begun to answer this call, beginning with the inception of LivingSocial and Groupon. While not specifically targeted to people in relationships, they’ve become a couple’s best friend, offering promotions that aim to get couples away from their computers and TV screens and focused on each other in creative ways. As a result, it seems the culture has shifted, and brands are speaking more directly and frankly to couples and their respective needs.\n\nThis shift is especially evident in the online dating world. At one time, dating websites were only skewed toward singles, with differing tastes and/or interests, as highlighted in my last article. Now, though, dating sites are popping up and speaking to committed couples in one of three ways: as potential swingers, as those desperate to keep the fire alight, and/or as those simply looking to spice up their habitual dating schedule.\n\nMy research into these sites revealed a few gems. The first is Kupple, described as an “online community for couples seeking friendship, advice, or new restaurants.” Of course, next to this welcome description are two featured articles: “5 Phrases That Can Kill a Relationship” and “Why You Two Don’t Talk Anymore;” also, in bold letters, it reads “This is not a swingers site.”\n\nKupple is very much unlike Swingles, which is described as an “adult dating site for singles and naughty couples.” Plus, it’s a much more open community than ChristianSwingers, described as “devoted Christian couples who still want to have an active love life and share it with one another, in good faith!”\n\nThese dating brands, while speaking to specific preferences, don’t necessarily speak the language of 21st century relationships. Today, it’s all about being surprised, getting personal, and disrupting the norm. Datelivery sings this tune with its birchbox-like approach to making a date at home more than just popcorn and a movie. The subscription services sends the necessary ingredients and instructions for a night at home once a month, ranging from an iron chef pizza challenge to a 70’s themed disco night.\n\nMoreover, HowAboutWe — formally known for its unique dating platform of spontaneity and ideas — has extended its reach as a site devoted to couples. This site is described as a dating portal focused on “committed couples,” with offerings much like LivingSocial and Groupon, but with the perks of free dates and more unique excursions/events.\n\nEssentially, dating is no longer something for the lonely. Today, it’s very much about sustaining love for the long haul, but what does this say about the bigger picture? Are we so inundated with activities that we have zero energy to come up with our own date ideas? Have we just become lazy? Does relying on an online site make the act of dating less meaningful? How can we compete with a chef-led cooking experience and a private Broadway show viewing? I don’t have an answer yet, but what is clear is that now we all have to up our game — our dating game, that is.\n\n ', 'Happily Ever After Online?', '', 'publish', 'open', 'open', '', 'happily-ever-after-online', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/happily-ever-after-online', 0, 'thinking', '', 0), (999, 1, '2013-10-03 20:15:37', '2013-10-03 20:15:37', 'Before a wrestling match, I once told my younger boy – who was 5 at the time – that his opponent said he was going to take his toys from him. I’m pretty sure that’s the worst thing I’ve ever done in my life and I immediately decided that wasn\'t how I would coach him in the future.\nI’m one of the head coaches for our town’s youth wresting program, which includes kids in kindergarten through 5th grade. I also coach youth soccer and have coached tee ball as well. Keep in mind, I\'ve never played baseball before but I\'m pretty sure I could coach archery at the kindergarten level. I think back to one of the greatest sports movies of all time, Hoosiers, a movie that actually focused on the coach instead of the players. That coach knew how to get his team to perform beyond their means. What an amazing thing! You see, coaching isn\'t about a coach\'s physical skill, but about the motivation he provides his team.\n\nI\'ve realized that when I started coaching kids, I became a better creative leader at work. A better coach = a better motivator. I\'d like to share with you three rules I\'ve learned from coaching kids that have helped me coach creative teams.\n
    \n1. Motivation is Personal\"\"\n\nI often tell kids and parents that are thinking of signing up for wrestling, \"If you wrestle tough at home, you get in trouble. If you wrestle tough at matches, people clap for you!\" That usually widens some eyes.\n\nWhen I think of great coaches, I think of great motivators. Phil Jackson and Bill Parcells, both temporarily retired, had two very different styles, but were both great motivators. Phil, they called \"The Zen Master\" because he prepared his players but at game time sat back, didn\'t yell or scream and trusted that his players would work through the tough stretches. Bill Parcells on the other hand was a screamer and made sure everyone on the team knew he was in charge. What both coaches had in common is that they knew how to adjust their style. Bill would go easy on Terrell Owens because he was a superstar that usually delivered and Phil knew if he didn\'t occasionally bark at Kobe Bryant, he (Phil) would get walked on. They knew that each player needed to be motivated in a different way because motivation is personal.\n\n\"\"I often talk about design teams like sports teams. There are home run hitters who also strike out, workhorse running backs, pinch hitters, and every other cliché position of which you can think. Everyone needs to be motivated differently. Some creatives need to be told how brilliant they are. \"This is the perfect project for you! You\'re so good at that stuff, you\'ll nail this!\"\n\nSome creatives need to see that you doubt them. \"Hey, this is a tough one. Tough client and I need to know you can handle this on your own.\"\n\nSome even need to be reprimanded. \"Guys, I\'m disappointed. What the hell? This is a big opportunity.\"\n\nUnderstanding which person needs what motivation is the key. It\'s not always easy to figure out and it takes commitment to getting to know your creative team beyond skillset.\n
    \n2. Know When to Talk\n\nWhen you are in a huddle with ten 6-year-olds, you can have 100% control or 0% control. I\'ve found that there is really not a lot of middle ground.\n\nI\'ve always considered myself a bit socially awkward. I\'m not a Type A personality and will never be the first or loudest one talking at a party or dinner table. In what I am proficient, though, and at which I think I am better than anyone, is knowing when I should be the one talking, or when I need to be the one talking. For example, when I\'m in the huddle with the ten 6-year-olds, I need to be the one talking. No hesitation and with complete confidence, strength of voice, and assurance. I will have the game plan and the answers, 110% of the time because, if I don\'t, I\'ll lose them.\n\nThink of that situation at work – in a war room with a creative team that needs guidance, people who need a game plan, and a confident voice. Maybe the project isn\'t going well or there are conflicting opinions in the room. You may be the most senior person or just the one with the most expertise. If no one is speaking or knows what to do next, everyone is looking at you for resolution, the entire group is off track, and there is conflict, then you should be the one talking. You need to be the one talking. You need to be the one motivating.\n
    \n3. Sometimes, There is No \"Why?\"\n\nKids are inquisitive. There\'s always one player who has his hand up the entire time I\'m talking. Kids also like to get you into talking traps where they respond to every answer with another question:\n\nKid: \"Why does it rain?\"\n\nAdult: \"Because the clouds are full.\"\n\nKid: \"Why are the clouds full?\"\n\nAdult: \"Because water evaporates.\"\n\nKid: \"Why does water evaporate?\" … And on and on and on.\n\nWhat I learned from my neighbor, Bill, a Division 1 football player in his younger days, was that sometimes, there is no \"why.\" Sometimes, time is of the essence and the whole team just needs to listen, follow directions, and trust that I have a plan. There are also times in the workplace when the talking, theory, and brainstorming need to end and people need marching orders and to follow the plan to get work out the door:\n\nCoach: \"When you cross midfield, pass the ball to Jack.\"\n\nPlayer: \"Why do I have to pass the ball?\"\n\nCoach: \"Because Jack is always open.\"\n\nPlayer: \"Why is Jack open?\"\n\nCoach: \"There is no Why. Pass the ball.\"\n\nThe same applies in creative assignments:\n\nManager: \"It\'s late and this needs to go out the door. Make it blue. Change the order and get rid of that one.\"\n\nEmployee: \"Why?\"\n\nManager: \"There is no ‘why.’\"\n\n\"\"Sports teams, management teams, creative teams … they\'re all so similar: A group of talents coming together, each with their own personality, agenda, and skillset. Understanding what makes people tick and how to motivate them is the most important thing I\'ve discovered about coaching. Not all people realize that managing and coaching isn\'t about them, but about the players, the doers, and the creative-types.\n\n\"If you put your effort and concentration into playing to your potential, to be the best that you can be, I don\'t care what the scoreboard says at the end of the game, in my book, we\'re going to be winners.\" - Coach Norman Dale', 'What Coaching Taught Me About Coaching', '', 'publish', 'open', 'open', '', 'what-coaching-taught-me-about-coaching', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/what-coaching-taught-me-about-coaching', 0, 'thinking', '', 0), (1000, 1, '2013-10-16 15:46:18', '2013-10-16 15:46:18', 'I’ve gotten into the habit of reading the New York Times Real Estate section on Saturdays as a gentle form of self-punishment, since I’ll never be able to buy a home here. Along the same lines, a friend suggested I read Joan Didion’s famous 1967 essay about leaving New York, now known as “Goodbye to All That”.\nAs I read the essay, I laughed and felt closer to the author because of shared memories of the names of places and brands that were part of her life while living in New York City in her twenties, which still exist. Even though Didion’s essay was published forty-six years ago, I still felt a connection to her.\n\nWhat this connection reinforced for me as a marketer and strategist is that companies should think more about the association between brands, shared experiences, and location of origin as a powerful tool. It’s a trifecta and perfect storm all in one: a stronger brand connection is forged when it is linked to emotions from shared experiences and places.\"\"\n\nOne name she mentioned was Chock Full O’Nuts, a brand of coffee that originated in New York City coffee shops. It’s still around, and I felt a smile creep on my face when I read that part of her story since it’s one of the brands we have here in the office.\n\n\"\"If Joan were writing her essay today, some of the local brands she might mention are Ricky’s NYC where many of us buy our last-minute Halloween costumes and accessories, or the revamped Duane Reade, with cans of cashews depicting hanging out at a bar or nuts on a subway package, both typical experiences. (Disclosure: CBX designed the Duane Reade store and packaging – hell yeah!)\n\nShe might even mention how the timely New York Sports Clubs ads, particularly snarky and relevant, perked her up on a walk to work. Maybe, because of that strong connection and the memories associated with it, she would have felt more compelled to join the club at another city’s location after leaving the city. It would be all because of the strength of the branding and emotional connection to the location.\n\"\"\nTo sum it up, for anyone questioning living in New York, I understand. Fully 80% of the population probably questions it at one time or another, and there are some great articles that ponder the question, like this amusing one from The Onion titled “8.4 Million New Yorkers Suddenly Realize New York Is A Horrible Place To Live”.\n\"\"Having lived in many places, I can honestly say the tradeoffs are worth it – so far! However, for marketers questioning the importance and impact of location-based branding, think again: brands most definitely have the capacity to engender an authentic connection to and amongst people through places and shared experiences. I’m reminded of this whenever I savor a cup of Chock Full O’Nuts.', 'Nuts In New York', '', 'publish', 'open', 'open', '', 'nuts-in-new-york', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/nuts-in-new-york', 0, 'thinking', '', 0), (1001, 1, '2013-10-24 20:32:46', '2013-10-24 20:32:46', 'The 3% Conference was held in San Francisco last week and thanks to my forward-thinking thinking CBX bosses, I got the chance to go. For those who are not familiar with it, the 3% Conference is a forum dedicated to helping women ascend in the largely male dominated led businesses of marketing, advertising and branding. There are lots of women in the lower and mid ranks – but not so much at the top. The name “3% Conference” comes from a widely reported sad statistic that only about 3% of advertising creative directors are women. (I have to assume that this percentage applies to “Executive Creative Directors”; from my experience, the gender disparity is not as great at the CD level.)\nWhat was especially cool about the conference (beyond all the awesome girl power, of course) was that it was not just a conference. It was an invitation to join a movement. The organizers really understand that to create change, a broad swath of people need to recognize a problem, be inspired and take action. So if you are a brand in hopes of creating a movement, consider these 3% principles: \n\n- Choose an iconic way to show visible progress. I love the fact that we can expect the name of the movement itself to change over time and be a visible sign of progress. I can’t wait for the “5% Conference” next year, and then someday, the “50% Conference!” \n\n- Ask for “micro-actions.” The conference organizers and speakers were consistently asking participants to identify what actions they as individuals could undertake in order to help bring the desired future to life. They are asking us all take personal responsibility and be accountable. And by couching the requests in terms of “micro-actions” it helped show that the behaviors were attainable and realistic in scope and scale. \n\n- Create community. Tweeting, Facebooking and face-to-face connections were all highly encouraged. The conference is going on the road, doing a multi-city tour, and will provide more opportunities for participation and additional forums to connect. \n\n- Provide benefits for the participants. I won’t throw anyone under the bus but there are lots of brand-led movements out there that ask folks to take action and get engaged but fail to provide the participant with any intrinsic or external rewards. The 3% movement is flush with benefits. The conference provided models, tools and inspiration to advocate successfully for oneself in the workplace as well as some education on self-care. Well done!\n\nIf you are intrigued by the 3% Conference or its mission, I highly recommend checking out the keynote speech given by Cindy Gallop. She makes a fantastic case for why it is good for women, good for men and good for business when women have a seat at the table. Go ahead, watch it, it’s just a micro-action. \n', 'The 3% Conference', '', 'publish', 'open', 'open', '', 'the-3-conference', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-3-conference', 0, 'thinking', '', 0), (1002, 1, '2013-10-31 15:17:21', '2013-10-31 15:17:21', 'Halloween has become more than costume contests and candy devouring. It is now an important seasonal marketing opportunity for brands to increase their awareness and resonance with consumers.\nGrowing up in the suburbs of Massachusetts, I ditched my plastic pumpkin for a pillowcase to get my Halloween candy stash. Victory during my pre-teen years, it seems, meant having the heaviest pillowcase full of goodies. Now, three years out of college, living in NYC and world traveled, I’ve taken my intellectual curiosity beyond trick-or-treating gluttony to question the rationale behind Halloween marketing campaigns.\n\n\"\"\n\nJust the other day, I approached a cash register at a local Chipotle and caught the word “Boorito” on a sign next to it. And the copy beneath the headline read: “This Halloween come into any Chipotle dressed in costume from 4pm to close, and you’ll score a burrito, bowl, salad, or order of tacos for just $3.” I’ve never associated a holiday full of pumpkins and chocolate with guacamole and fajitas, but sure, everyone loves a discount. Plus, all of the proceeds on Halloween (up to $1,000,000) benefit the Chipotle Cultivate Foundation, “a non-profit organization established by Chipotle Mexican Grill to continue and strengthen its philanthropic efforts,” which, according to the company website, “helps fund initiatives that support sustainable agriculture, family farming, culinary education, and innovation that promotes better food.”\nThe name of this campaign (Boorito) is simple, brilliant and effective; the cause behind it is even better. But when I step back and think about the audience, who is Chipotle really trying to target? Parents who will bring in their kids after school? Millennials headed to a party? Supporters of Chipotle Cultivate? In my view, Chipotle may simply be attempting to throw its hat into the Halloween ring and capitalize on a seasonal marketing opportunity. While the occasion may not call for a burrito, Chipotle is backing the effort in collaboration with its nonprofit foundation, creating a perfectly balanced and executed promotional campaign.\n\n\"\"\n\nMenscience, a men’s grooming, skin and nutrition retail store in Soho is also banking on the holiday. A window display draped in cobwebs, spiders and pumpkins gives life to the illuminated “Menscience” signage and below it, in a green slime-like font is the tagline “Get Masked!” This is less an ode to Halloween and more a call to action for its in-store facial revitalization capabilities. Since when does men’s grooming go hand-in-hand with Halloween? These days, any holiday is an opportunity to make an extra buck.\n\nBoth of these Halloween branding efforts are unique and impactful in nature, but make me wonder about their ulterior motives. Are they in it to create an additional revenue stream, or attempting merely to stay relevant in the marketplace?\n\nThe methods in which companies communicate have drastically changed since my candy-by-pillowcase days. Social media has forced brands to stay agile and create their own unique voice in the marketplace. Chipotle and Menscience are but two examples that reflect the current state (and challenges) of branding. If companies can extend their message to suit a particular holiday, you can be sure they’re going to seize the day and do just that. I’m all for holiday spirit, especially when it leads to creative branding, and believe this is only the beginning for out-of-category brands attempting to capitalize on a marketing opportunity. The more the merrier! (Oops, wrong holiday.)', 'Scare Tactics', '', 'publish', 'open', 'open', '', 'scare-tactics', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/scare-tactics', 0, 'thinking', '', 0), (1003, 1, '2014-01-10 20:22:09', '2014-01-10 20:22:09', 'By Lulu Carter\r\nFor most millennials like myself, college graduation was nothing short of a rude awakening. With entry-level positions few and far between, we were pressured to settle for jobs unrelated to our bigger dreams and couldn\'t help but feel salty about our “over qualifications.” It was a hard pill to swallow after years of building our extracurricular resumes (and being constantly surrounded by people who seemed to have immeasurable faith in us). What was this liberal arts shenanigans we had put ourselves through? The endless exploration to find something that we were passionate about left us with extensive, and now useless, knowledge in postcolonial feminism or the art of Def Poetry Jam.\r\n\r\nBecause fulfilling our parents’ expectations is unlikely for many of us, we use self-deprecation as a way to make light of our lifestyles that have yet to pan out as gloriously as we’d hoped. The popularization of self-deprecating behavior in mass media has given rise to a new female millennial archetype; one that has been adopted as a personal brand by many young women today. She is known for her tendency to humble herself through humor, and has been dubbed by comedian Yael Kohen as “Brooklyn Girl... a well-educated liberal arts grad with a degree in English and no real skill set. Upon entering the real world, she eventually realizes that she has no plan or patience to pursue her dreams but has the endearing ability to laugh at herself.\"\r\n\r\nQuirky and shameless, “Brooklyn Girl”\' has a fast-growing fan base. She plays a lead role in HBO\'s “Girls,” Fox\'s “New Girl,” CBS\'s “Two Broke Girls,” and is the mastermind behind Tumblr\'s celebrated #whatshouldwecallme meme site that boasts over 1,000 retweets per day. Even famous fashion blogger Leandra Medine pays homage as expressed in her memorable title, The Man Repeller.\r\n\r\nIn “Girls,” Lena Dunham arguably plays the most raw and uncut version of this archetype. She embellishes her strange nervous ticks, and her inability to control her weight––occasionally lamenting over the internship that may never turn into a real job. It’s freakishly similar to how my friends and I talk about ourselves.\r\n\r\nStill, the “Brooklyn Girl” archetype, rooted in self-deprecation, is something to question and consider. Making fun of ourselves can be funny and diffuse doubts about the future, but are there repercussions to be had for a twentysomething girl who continually rants about her fears of living alone with twelve cats or being the world’s best 40 year-old intern? How long before these statements become more believable and true in our own minds than we\'re willing to admit?\r\n\r\nAs experts in brand, being tuned in to the \'“Brooklyn Girl” effect is important. While she evolves the playful, witty archetype of The Jester by poking fun at herself to help others have a good time, it may be at the expense of her own self-esteem in the long run.', 'Branding the New Girl', 'For most millennials like myself, college graduation was nothing short of a rude awakening. ', 'publish', 'open', 'open', '', 'branding-the-new-girl', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/branding-the-new-girl', 0, 'thinking', '', 0), (1004, 1, '2014-01-23 17:44:24', '2014-01-23 17:44:24', 'A few years ago fashion designers and editorial started labeling collections between summer and fall with “pre-fall” to acknowledge a need state for consumers to bridge the light fabrics and colors before Labor Day with the beginning of colder weather. What I’ve been noticing lately across other industries is how the notion of “pre” state insights is opening up marketing opportunities for hyper-targeted messages and products.\"\"\r\n\r\n\r\nThe other day I saw a commercial for Zicam that talked about how to avoid a “pre-cold.” What. Is. That. But of course, after I got over the ridiculousness of the marketing tactic, I realized that many people share the foreboding of a cold and can feel it before it happens, so it make sense that tapping into that dread could open up opportunities for new products and/or more tailored messaging.\r\n\r\n\"\"\r\n\r\nWhat are some other industries that might take advantage of this “pre” need state?\r\n\r\nBeauty: they have long been doing preparative and anticipatory tactics. Healthy and beautiful hair is one thing, but fighting pre-breakage? Let’s go. We want to avoid split ends and weak hair, so let’s talk that.\r\n\r\nFinance: we know we want retirement funds to grow over time, but what about our investments for “living the life” pre-retirement. Yes, that “pre-retirement” account is coming to an investment fund near you.\r\n\r\nFood: what snack maker doesn’t want to encourage more noshing. We already have the idea of pre-gaming, where presumably you indulge in nachos and beer before you have more nachos and beer. Well, pre-lunch or pre-dinner are two ways to talk about filling the gap before the big meal with something that will stave off hunger but not substitute a meal.\r\n\r\nRetail: it is only a matter of time when we have a pre-Christmas shopping season. I realize that anything before December 25 already qualifies, but since last year stores started Black Friday early, consumers started avoiding lines by going online. It’s only a matter of time when the pre-Christmas period starts right after Halloween.\r\n\r\n\"\"\r\nAny company looking to create a new need state that can later be used to sell more need should only look at what anxieties people have or things they try to avoid. For those hypochondriac or disaster scenario planners, “pre” products offer a world of solutions to problems because many are untapped insights that marketers can use to their advantage.', 'The “Pre” Condition', 'A few years ago fashion designers and editorial started labeling collections between summer and fall with “pre-fall” to acknowledge a need state for consumers to bridge the light fabrics and colors before Labor Day with the beginning of colder weather.', 'publish', 'open', 'open', '', 'the-pre-condition', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-pre-condition', 0, 'thinking', '', 0), (1005, 1, '2014-02-04 12:37:45', '2014-02-04 12:37:45', 'If you haven’t had the good fortune lately of experiencing an extreme and adventurous POV video in one of your news feeds, you’re missing out. GoPro, a fast-growing, U.S.-based camera company, is revolutionizing the way people capture life experiences and see the world.\r\nTake this lion safari for example:\r\n\r\n\r\n\r\nIn 2002, Nick Woodman, GoPro’s 38-year-old CEO, created a waterproof wrist camera as a way for amateur surfers to photograph their antics riding waves (at the time, only their professional counterparts were professionally photographed). The tiny, portable device became affectionately known as “GoPro.” After selling initial GoPro models out of his van to surf shops all around California, he later raised enough capital to create a smaller, more technologically sound product.\r\n\r\nA budding entrepreneur, Woodman later used his GoPro to hone his video-making skills on the Formula One racetrack. While event staff tried to charge him $100 for a rental and recording fee, Woodman kept recording… and the rest is history.\r\n\r\nToday, the GoPro brand has risen to impressive heights with professionals and novices alike. It has secured high-profile athletic sponsorships with such legendary surfers as Kelly Slater, and remained a favorite among countless content creators on YouTube. It’s even being used for research and fieldwork at the Scripps Institute of Oceanography in La Jolla, CA.\r\n\r\n\r\n\r\nIn the film, Charles and Ray Eames use the system of exponential powers at a rate of 10 (or the effect of adding or subtracting another zero) to visualize the importance of scale. The film begins with a close-up of a man sleeping on a blanket; the camera zooms out and away from Earth and into the atmosphere exploring the depths of the universe. Eventually, the camera descends back to Earth, proceeds to enter the human body and explores the very DNA that makes us who we are.\r\n\r\nAfter viewing the film, I asked myself how often we look beyond what’s right in front of us. The film isn’t only about the relative size of things in the universe but about changing your perspective, taking a step back from your everyday landscape and finding inspiration through a different lens. We\'re all professional multitaskers, often having conversations and sending emails simultaneously. But sometimes, falling into these habits can limit our ability to look at the big picture.\r\n\r\nAs creatives, changing perspectives is something we need to do. If we continue to approach a problem in the same way, every time, we are only going to get the same results.\r\n\r\nSince the Jason Mraz concert, I’ve been making a concerted effort to break old habits, freshen my perspective and subsequently, my work. I’ve found that inspiration comes from unexpected places, no matter how big or small. Here are a few, simple changes I’ve made and recommend, which have helped me expand my horizon:\r\n\r\n• Change your commute. Turn off autopilot and see something different on your way to work.\r\n• Disconnect. Put down the cell phone; it\'s life’s biggest distraction. Be present and observe your surroundings.\r\n• Mix it up. Stop looking for inspiration in the same places. Pick up the latest issue of Vogue, go to the Whitney, see an independent film or shop around. Our surroundings have so much to offer and more inspiration is waiting to be found.\r\n• Get in touch with Mother Nature. Get out of the artificial cloud and admire the real clouds! Feel a part of something alive and constantly changing.\r\n\r\nI didn’t go to the Jason Mraz concert expecting to walk out with a new perspective on life and my career, but somehow it inspired me to rethink my journey. Keep your eyes open, because inspiration might hit you when you least expect it.', 'Finding Inspiration When it\'s Least Expected', '', 'publish', 'open', 'open', '', 'finding-inspiration-when-its-least-expected', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/finding-inspiration-when-its-least-expected', 0, 'thinking', '', 0), (1027, 1, '2014-10-14 15:01:13', '2014-10-14 15:01:13', '\"\"\r\nAs long-standing partners to Big Heart Pet Brands, we are often privy to their promotional events and activities. So on one sunny August day, a group of CBXers participated in Meow Mix’s “It’s Meow Time” event at Columbus Circle. We went to show our loyalty and support the cause. And boy did we show spirit… in the form of song.\r\n\r\nThe event was part of a broader “It’s Meow Time” campaign, which has been a strategic opportunity for Big Heart Pet Brands to reinforce and modernize the classic heritage of the Meow Mix brand. The campaign launched with a video featuring a hilarious EDM version of the jingle, sung by rave cats and backed by DJ Ashworth’s exclusive remix. The event at Columbus Circle encouraged fans and consumers to enter a large, branded, recording booth truck and reinvent the beloved Meow Mix jingle to the tune of their choice.\r\n\r\n\"brandAmerican Idol’s Kellie Pickler was on hand for the day to show us all how it was done, as well as to greet fans and sign autographs. Also there to join the fun was Cleo, Meow Mix’s iconic spokescat.\r\nOur group selected a hip-hop song, but we had the option to choose from country music, punk rock, classical or electronic as the backing for our wonderful jingle. We happily punished the audience with our terribly out-of-tune “meow meows” and then burst into peals of giggles. You can watch us embarrass ourselves in the name of brand loyalty here. \r\n\r\nAnd thanks to the generosity of Big Heart Pet Brands, the event collected enough money to donate 100,000 meals to the Food Bank For New York City to help cats in need.', 'Embarrassing Ourselves in the Name of Brand Loyalty', '', 'publish', 'open', 'open', '', 'embarrassing-ourselves-in-the-name-of-brand-loyalty', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/embarrassing-ourselves-in-the-name-of-brand-loyalty', 0, 'thinking', '', 0), (1028, 1, '2014-10-16 15:17:05', '2014-10-16 15:17:05', 'Last week, senior designer Jonathon Jones was one of six NYC designers to participate in Shutterstock\'s Pixels of Fury live design battle. The competition was fierce: Participants had just 20 minutes to create a brand from scratch for a local brewery.\r\nCheck out the recap here.\r\n\r\nWe had a blast supporting our CBX teammate. Go team Double J!\r\n\r\n\"PixelsofFury_07\" \"PixelsofFury_08\" \"PixelsofFury_10\"', 'Pixels of Fury: Team Double J', '', 'publish', 'open', 'open', '', 'pixels-of-fury-team-double-j', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/pixels-of-fury-team-double-j', 0, 'thinking', '', 0), (1029, 1, '2014-11-25 17:41:28', '2014-11-25 17:41:28', 'I’m not sure if it was the crisp air slapping against my face or the rush of adrenaline, but during a recent game of flag football, I learned to appreciate something: I’ve been lucky to have a great group of friends who are also my co-workers.\r\nThe way that we rely on each other as teammates in a game – acting as a unit, trusting, supporting and looking out for each other – informs how we interact in life and at work. I hadn’t really put much thought into that connection before; I’ve simply enjoyed all of the activities, conversations and laughs we’ve had over the years. But as I analyze my post-college career, I can attribute much of my professional growth and success to these “teammates” I’ve met along the way. Every time they’ve talked me through a design rut, given me that much needed distraction, brightened my mood on a dreary Monday or compelled me to laugh until I had tears streaming down my face, they’ve kept me on track for success.\r\n\r\nWould all of the great ideas I’ve had been possible without this sympathetic and supportive atmosphere? I’m not so sure. Hearing other’s thoughts, experiences and points of view have allowed me to travel where I’ve never been, see the world through another’s eyes and connect emotionally through their experiences.\r\n\r\nSo I think it’s time to adjust our perspective: instead of focusing on “what” your team will be for your next project, focus on “who” your teammates will be and what you can learn from them (and they from you). Use this new outlook to break new ground at your next brainstorm – nothing brings out the extrovert in all of us quite like the ease of friendship.  Joking around and bantering frees us to let our guard down, take more risks, and develop real life bonds. And once you’ve solidified these bonds, take note of the “inspiration on the fly” atmosphere you’ve created.\r\n\r\nWe’re all subject to the daily grind and can easily lose sight of how we are influenced by those around us. But it’s important to remember that before becoming a “co-worker,” we are people with interests, hobbies and lives outside of the office. Breaking the ice to learn about who we are, rather than what we are hired to do, can create an invaluable bond with others and open doors to new solutions and possibilities. So take it outside the office. Take the time to discover that these are people you can lean on, depend on and trust – just as you would a friend or teammate on your sports team ­– to maximize personal growth and project potential.\r\n\r\nThe support and camaraderie of my teammates have not only made me a better person, designer and director, but have helped create a work environment that feels like so much more than a place to fulfill client needs. It feels like a place I can truly be myself… it feels like home.', 'Team vs. Teammates: The importance of friendship in the workplace', '', 'publish', 'open', 'open', '', 'team-vs-teammates-the-importance-of-friendship-in-the-workplace', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/team-vs-teammates-the-importance-of-friendship-in-the-workplace', 0, 'thinking', '', 0), (1030, 1, '2014-12-18 18:42:00', '2014-12-18 18:42:00', 'Wearable Coca-Cola you ask? Well, if you are a Gen Xer like me, you know that Coca-Cola was a big fashion trend back in the 1980s. You remember, the oversized rugby shirt with the large Coca-Cola logo on the front? The shirt came in many collectible colors (and yes, we collected them) that we mixed and matched with our Swatch watches and Converse sneakers. Having a bunch of energetic teenagers strut around as walking advertisements was the best promotion that this CPG company could hope for—and it actually lasted for a few years. Way to go Coca-Cola! You had us.\r\nFast forward 25 years: I’m at a shopping mall in São Paulo with my boyfriend’s 16-year-old Brazilian nephew when I found myself inside a Coca-Cola branded store. The store was full of youthful, urban, European-influenced clothes and shoes. A big consumer packaged goods brand has an entire clothing line? Not just a shirt with a logo but rather a popular fashion brand comparable to Aeropostale? I found the merchandise in the store to be a big disconnect from the consumer Coca-Cola beverage brand that I know here in the United States.\r\n\r\nIt made me wonder, would this Coca-Cola fashion line ever see the light of day here? Would the young American consumer market allow a CPG company like Coca-Cola to stretch its brand this far? I could be wrong, but knowing how difficult it is to get the U.S. market to accept a toothpaste brand to branch out to deodorant, I think it’s safe to say a Coca-Cola fashion line wouldn’t survive here.\r\n\r\nNevertheless, we should ask ourselves as marketers if this brand should have a  global, glocal or local brand strategy. We need to go case by case and category by category. Clearly, one strategy doesn’t fit all.', 'Wearable Coca-Cola?', '', 'publish', 'open', 'open', '', 'wearable-coca-cola', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/wearable-coca-cola', 0, 'thinking', '', 0), (1031, 1, '2015-01-29 19:12:55', '2015-01-29 19:12:55', 'Picture this—you’re hunched over your friend’s computer, looking over his shoulder as you see the 25th picture of the Eiffel Tower from his trip to France. Your cheeks are hurting from holding a smile, but you’re somehow able to keep saying “oh nice!” over again. Meanwhile, you haven’t even made it to the Louvre in your pictorial tour yet—better get comfy!
    I love still photography, but everywhere you look, the world is moving to video. Instagram, Facebook and Twitter are all using video. And YouTube uploads over 100 hours of video every minute. That’s a lot of cats! Video is increasingly used online to showcase consumer products, even real estate. (At CBX, we’re beginning to transition to video to highlight case studies of our work.) In fact, three-quarters of web traffic is predicted to be video related by 2017.
    \r\nNot to mention, anyone with a smartphone has a video screen in his or her pocket and the ability to shoot video at any moment. While mobile video isn’t particularly new, what’s remarkable is the access to and use of smartphones around the globe. In the US alone, two-thirds of the population uses a smartphone, including over 80% of young adults.
    \r\nOn a recent trip to Vietnam, I took over a thousand pictures but knew that nobody would actually want to see them all when I got home. So I used my iPhone instead to film different sights and cities and later edited the clips into a minute-long video. It turned out to be a much more effective and efficient way to capture the trip (and people were actually excited to see it).
    \r\nEnough with these oldfangled words… check out my video!
    \r\n', 'A Video is Worth a Thousand Pictures', '', 'publish', 'open', 'open', '', 'a-video-is-worth-a-thousand-pictures', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/a-video-is-worth-a-thousand-pictures', 0, 'thinking', '', 0), (1032, 1, '2015-02-09 23:41:47', '2015-02-09 23:41:47', 'For a Super Bowl decided by what some have called the worst play call in NFL history, it’s no surprise that tears were shed. But in a world where hundreds of people actually bet on the potential length of Katy Perry’s pants, few would have been able to predict the real cause of many viewers’ emotional afflictions.In what felt like a flood of serious advertisements, no brand pushed the envelope more than Nationwide Insurance. The 45-second spot “Make Safe Happen” aired halfway through the second quarter and immediately became what I like to call the “Marley & Me” of Super Bowl commercials, based purely on its heartbreak potential. The ad, which was intended to raise awareness of accidental child deaths, features a young boy listing the many accomplishments he will never achieve. Inspired by childlike wonder and accompanied by impressive special effects, the ad then takes a serious turn when the child actor coolly admits, “I couldn’t grow up, because I died from an accident.” An overflowing bathtub, poisonous cleaning supplies and overturned television set fill the frame as a narrator urges viewers to help “make safe happen.”\r\n\r\nThe reaction went over just about as well as you would expect an ad about accidental child death during the Super Bowl to go over. Thousands of viewers took to social media to express their dissatisfaction. Of the 300,000+ mentions on social media, 77% were negative, making Nationwide’s “Make Safe Happen” campaign one of the most talked about ads of the night.\r\n\r\nQuestions began to roll in. How could the brains behind the campaign have thought this was a good idea? Could they not foresee the reaction? Critics panned Nationwide as the “big loser” and viewers voted the commercial the worst ad of the night. It seemed like a massive failure for Nationwide and “Make Safe Happen.” Or was it?\r\n\r\nWithin minutes #Nationwide became one of the top trending hashtags on Twitter, and the campaign’s microsite, MakseSafeHappen.com, received nearly 60,000 visits. Since Super Bowl Sunday the ad has earned over 6.6 million views on YouTube and has been talked about relentlessly in major media outlets. If Nationwide wanted to raise awareness of accidental child deaths, there’s no question that it did.\r\n\r\nBut was it worth the backlash of #NationwideKills hashtags and accompanying memes? In a crowded space, disruptive messaging can be an efficient way to capture consumers’ attention, but with 75% of Americans already watching the big game, did Nationwide really need to resort to shock tactics? While having accomplished its goal, it may have unwittingly portrayed itself as a buzzkill in the process.\r\nSo is all publicity good publicity? Nationwide seems to think so. It later released a statement standing behind the ad, claiming that raising awareness is “good press.” I’m not sure I buy that. But I’m glad not to have that jingle stuck in my head anymore.\r\n\r\n[Hums jingle to myself] Ugh.', 'The Super Bawl: Nationwide Insurance’s Disruptive Campaign', '', 'publish', 'open', 'open', '', 'the-super-bawl-nationwide-insurances-disruptive-campaign', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/the-super-bawl-nationwide-insurances-disruptive-campaign', 0, 'thinking', '', 0), (1033, 1, '2015-02-11 21:18:17', '2015-02-11 21:18:17', 'CBX congratulates Smucker\'s on its forthcoming acquisition of Big Heart Pet Brands from a consortium of investors led by funds affiliated with Kohlberg Kravis Roberts & Co. L.P., Vestar Capital Partners, Centerview Capital, and AlpInvest Partners Inc., for approximately $5.8 billion.\r\nThe pet food and snacks giant changed its name from Del Monte Corporation to Big Heart Pet Brands following the sale of its fruit, vegetable, and other consumer foods portfolio in February 2014. CBX is proud to have collaborated with the management of Big Heart Pet Brands to create the company\'s new name and identity. We have also assisted on the redesign of Big Heart\'s headquarters, field offices, manufacturing plants, as well as certain product packaging and marketing materials.\r\n\r\nBig Heart Pet Brands is home to a number of iconic and beloved brands, including Milk-Bone, Meow Mix, Natural Balance, Kibbles \'n Bits, 9Lives, Milo\'s Kitchen, and Nature\'s Recipe, among others.', 'Smucker\'s Acquires Big Heart Pet Brands', '', 'publish', 'open', 'open', '', 'smuckers-acquires-big-heart-pet-brands', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/smuckers-acquires-big-heart-pet-brands', 0, 'thinking', '', 0), (1034, 1, '2015-02-19 17:13:30', '2015-02-19 17:13:30', 'I honestly don’t know how this happened but somewhere along my career path I became the food girl. Literally, from soup to nuts, I’ve worked on it. And besides being to blame for the many fluxes in my weight management (I challenge YOU to search for dumpling imagery and NOT eat them everyday for a week) I have enjoyed every minute of it.\r\nThe many restrictions put on food packaging that some might find challenging, I find exhilarating. Ad campaigns have free range to get creative––take, for example, the wonderful Oreo commercials that aired over the last year or so. And then compare that to the Oreo Packaging––it’s not BAD exactly––it’s just very literal. Because ambiguity is the enemy of food packaging and we don\'t want any surprises when we open that box, unless, you know, they are really GOOD surprises. But still it’s the possibilities that keep me intrigued. Some of my more brilliant ideas could see the light of day one day right (pig wearing a bow tie as a pork sausage mascot anyone?)?\r\n\r\nSome brands have successfully broken the paradigm, such as Campbell’s Go soup and the now defunct Kashi Good Friends cereal that feature people on the front of pack, but they are few and far between and it’s unclear what benefit they really serve.\r\n\r\nBecause the truth is beautiful food photography is what sells. As one of our clients calls it, we all “taste with our eyes,” and that is exactly why going grocery shopping when you’ve skipped lunch is a really bad idea. Gone are the days of badly clipped bowls of soup resting on a flat color background. Today’s food photography is next level, driven by a cultural trend that has gained momentum through celebrity chefs and endless TV food shows. Blogs like Smitten Kitchen, Spoon Fork Bacon, What Katie Ate and Drizzle and Dip do more than recite recipes; they feature works of art served up in delicious nuggets (chicken if you so desire), taking you carefully and beautifully through a process that looks impossibly easy in brightly lit, flawless kitchens. Highly aspirational and tugging at our core, we want to eat it AND have that life too!\r\n\r\nAnd this has lead to a fierce battle in social media between food companies looking to be the most creative, delicious, appealing or mouthwatering. And that’s a good thing. Packaging is often one of the last places we see cultural change, but it’s happening now. The big food guys are quickly realizing that the old way of food photography––counting vegetables making sure every ingredient is represented and flawlessly styled––is, well, table stakes. Great at representing what is in the pack but it’s no longer making it into shopping carts. We want an experience too!\r\n\r\nBritish retailers like Waitrose and Marks & Spencer, and PL stores like Trader Joe’s, have become experts at this––dialing up the appeal to compete with known brand trust. They know that sex isn’t the only thing that sells––people want a little wine and cheese with that, a slice of cake or a scoop of gooey caramel pudding. Damn, there I go again. Anyone hungry?\r\n\r\nSo maybe that pig in a bow tie is in poor taste. What I really want for dinner is an ooey-gooey, drippy, crunchy, sweet and salty, delicious, irresistible, truly scrumptious…\r\n\r\n \r\n\r\n(photo credit Francesco Tonelli)', 'Serving up a slice of delicious', '', 'publish', 'open', 'open', '', 'serving-up-a-slice-of-delicious', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/serving-up-a-slice-of-delicious', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1035, 1, '2015-03-10 21:04:44', '2015-03-10 21:04:44', 'A take on rebranding Hillary Clinton for 2016\r\nMy father, an unapologetic Fox News watcher, sent me an article last month that I actually read, The Making of Hillary 5.0 (originally published in the Washington Post). I’m guessing my father thinks that it would be nearly impossible for her to rebrand herself in time for the 2016 presidency, but that’s exactly what she and her staff are attempting.\r\n\r\nAs a brand strategist, what would I recommend her rebranding team do? Apply the three-pronged formula that we use with clients: role, personality, and behaviors.\r\n\r\n\"Role\"First, Ms. Clinton’s team has to define her role as presidential candidate. Let’s use ‘sage’ as an example. It’s believable, ownable, and authentic and shows that she is going to use intelligence and analysis to understand the world. She has unique experience across many branches of government in many capacities and over many years, definitely experience that she should tout.\r\n\r\nNext, the team has to decide which personality traits Ms. Clinton conveys that ladder up to her role as a ‘sage.’ In keeping with this choice, the presidential hopeful should embrace characteristics like self-awareness, discernment, and discipline in her rebranding efforts. Why these traits?\r\n\r\n• Self-awareness will allow her to confidently reflect what she knows to be true and the reasons for her actions\r\n• Discernment will allow her to exercise judgment as one who upholds the law and represents the needs of the American people\r\n• Discipline will allow her to capitalize on the perception that she gets things done\r\n\r\nThese characteristics would truly reflect her DNA and appeal to naysayers and fans alike.\r\n\r\nFinally, the team should focus on Ms. Clinton’s behaviors. The old adage “actions speak louder than words” rings true, and consistency is the best approach. To truly embody the attributes identified above, Ms. Clinton should do the following early and often:\r\n\r\n• Acknowledge her actions, rationale, and motivation (self-awareness)\r\n• Distill the American people’s highest priority needs—take advantage of her experience serving in public office (discernment)\r\n• Focus the message on how her presidency in particular will address the highest priority needs of the country as a whole and actually get them done (discipline)\r\n\r\nIt’s anybody’s guess at this early stage, but one thing we do know is that ‘Hillary Clinton for 2016’ is relying heavily on rebranding. The best advice I can give is to follow through on defining her role, personality, and behaviors to create a strong brand, and then––may the best candidate win.', 'Rebranding a person—is it possible?', '', 'publish', 'open', 'open', '', 'rebranding-a-person-is-it-possible', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/rebranding-a-person-is-it-possible', 0, 'thinking', '', 0), (1036, 1, '2015-03-19 13:37:01', '2015-03-19 13:37:01', 'As Milton Glaser once said, “The computer is to graphic design what the microwave is to food.” There was a time when our industry didn’t rely on technology, aka ‘Design B.C.’ (before computers). If you’re familiar with Mad Men, then you know exactly what I’m talking about. Illustration was an integral part of the design process. Today, the computer is our #1 source for inspiration and design. Why? Because it’s fast, reliable, and easy. Being a good illustrator isn’t essential for designers anymore, but that doesn’t mean we should abandon the skill all together. At CBX, one of our core values is ‘dirty hands’ so we made it our mission to break out the charcoal.\r\nCBX recently invested in a two-month still life refresher course (taught by SVA) to help bring us back to the basics.\r\n\r\nThroughout the course, we practiced a series of exercises like contouring, shading, deconstruction, perspective, proportion, and figure drawing. Some of these skills were new to us, and some were refreshers. But most importantly, we were forced to get out of our comfort zone – be looser in our execution and drop the need to be perfectionists. It was nice to be able to express our creativity in a laid back, deadline-less, and pressure-free environment.\r\n\r\nOne of our exercises consisted of deconstructing flowers. We were asked to slow down, focus on the details, and truly see the object for what it is. We needed to throw away any preconceived notions that we came with to the drawing table. That’s often what happens in our field of design because we seek a universal language that will appeal to the masses, and don’t always focus on our own personalization.\r\n\r\n\"Image2\"\"Image3\"\r\n\r\nSitting in the room, watching a group of 10 designers see and sketch the same object differently was an inspiring reminder that we are all unique, we all see things differently, and that’s exactly why we make such a great team.\r\n\r\nAs our industries evolve, so do we. While we adapt to the latest design programs, technology, and social media trends, it’s easy to lose sight of the skills and tools that got us started in design.\r\n\r\n\"Image5\"\r\n\r\n\"Image6\"\"Image7\"', 'Back to Basics', '', 'publish', 'open', 'open', '', 'back-to-basics', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/back-to-basics', 0, 'thinking', '', 0), (1037, 1, '2015-04-23 14:04:41', '2015-04-23 14:04:41', 'The recent emergence of craft beer illustrates the significance of branding. As many now know, craft beer has become one of the hottest growing categories on the market, and with this growth comes fierce competition.\r\nHere\'s a little bit of context: In the past four years alone, the craft beer industry has grown from 1,625 breweries in 2010 to 3,418 breweries in 2014. That’s an increase of almost 210%! Needless to say, this spurt has left brewers scrambling to find new ways to stand out on crowded shelves and rotating draft lines. But the question remains, how can small breweries drive brand awareness in an industry flooded with marketing dollars from beer giants like Anheuser-Busch and MillerCoors? Well, despite limited advertising budgets, craft brewers have quickly discovered that strong branding and packaging design can be their biggest ally for differentiating and promoting their product in market. According to Ian Knowles of Spruce & Norton, an NYC-based craft beer investment firm, “The new generation of beer drinkers are looking for depth of character in the brands they purchase, they look for sincerity in the product offering and how the story is being told. Ultimately, this starts with a strong brand identity, the ones that understand this and execute accordingly will be the ones to thrive.”\r\n\r\nTake, for example, the ever-crowded beer selection at your local grocery store. It can feel pretty intimidating. As a consumer, odds are that you’ve probably never heard of, let alone tasted, over 70% of the beers looking back at you. But this lack of bias is exactly what makes good branding all the more essential. One brewer who I’ve seen take this insight to heart is Uinta, a Utah-based craft brewer. With just one look at their packaging, one feels the vibe that the brewery offers its consumers. Bold, illustrative imagery of the great outdoors makes me picture fun activities such as hiking, fishing or camping during which Uinta would be most enjoyed. But what truly separates Uinta from other competing beer brands is its portfolio, which offers a consistent visual voice while never losing sight of each beer’s individual brand story.\r\n\r\n\"1\"\r\n\r\n\"2\"\r\nhttp://brewlust.com/uinta-brewing-makes-canning-look-good/\r\n\r\nThis shift in consumer preference for richer brand storytelling has not gone unnoticed amongst macro brewers. Beer giants like Budweiser, Miller and Busch have all recently updated their brands to compete with craft brewers like Uinta that are now considered a real threat. Each macro brewer has taken a different approach to address this new challenge.\r\n\r\nBudweiser has chosen to keep its classic packaging and double down on its existing brand story by promoting macro beer that is “Brewed the hard way.” This was best exemplified by its Super Bowl ad, which chided craft beer drinkers and brewers alike with the phrase, “Let them sip their pumpkin peach ale, we’ll be brewing us some golden suds.” By identifying itself as the tried-and-true, classic beverage choice, Budweiser has, in essence, given its consumer base a more personal narrative to identify with.\r\n\r\n\"3\"\r\nhttp://adage.com/article/special-report-super-bowl/bud-proudly-macro-swagger-filled-super-bowl-ad/296932/\r\n\r\nTo better compete with dynamic craft brands, Miller and Busch have also taken steps to make their brands feel more personal to consumers. Miller, which has experienced declining sales since 2009, recently saw a significant boost after redesigning its packaging to leverage the brand’s heritage more effectively. Its nostalgic packaging appeals particularly to millennial consumers, who are known to appreciate stories with more depth and authenticity. According to Ryan Reis, senior director for Miller’s family of brands, the packaging has even had a psychological effect on consumers, with some claiming, “I think the beer even tastes better.”\r\n\r\n\"4\"\r\nhttp://www.bloomberg.com/bw/articles/2014-09-11/miller-lites-original-label-sales-boost\r\n\r\nAnd similar to Uinta, Busch has redesigned its packaging to appeal to certain consumers’ unique lifestyles. This can be seen through its limited edition cans, which cater to its blue collar demographic by depicting activities such as hunting and fishing. In this way, Busch is giving its brand a more humanized personality while also inviting consumers to interact with the brand in new ways.\r\n\r\n\"5\"\r\nhttps://www.wideopenspaces.com/busch-beer-fishing-cans-return-with-a-chance-to-land-a-trophy-pics/\r\n\r\nSo what can we take away from this growing category? I find it particularly refreshing that small independent companies have the ability to disrupt an entire industry through branding and design. By focusing on good storytelling, craft brewers have pushed their macro competitors to be more creative, take greater risks and start to move away from their decades-old, largely stagnant branding campaigns. I can only hope more companies are inspired to catapult their brands forward by being brave and repositioning their brands to focus on a strong and connected brand story (or \"big idea\") that speaks to their consumers on a more personal level.\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'Craft Beer: How I Explain the Importance of Good Branding', '', 'publish', 'open', 'open', '', 'craft-beer-how-i-explain-the-importance-of-good-branding', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/craft-beer-how-i-explain-the-importance-of-good-branding', 0, 'thinking', '', 0), (1038, 1, '2015-04-27 17:28:10', '2015-04-27 17:28:10', 'My love affair with typography started like it does for most creatives with doodles. What young girl didn’t write her name all over her notebooks in school? Sounds like a cliché, I know, but movement of thick to thins, creating the drama of revealing shapes and forms just makes my heart beat faster. I must have known somewhere in my subconscious that these illustrative habits would transform into my future in use of visual communication.\r\nAs a result, I can’t hide my excitement for the recent rise of hand lettering in graphic design. Breaking out of the mechanical digital age in design has become a prevailing trend and is a new outlet for self expression. Even more than social media, blogs, and autobiographies self expression is evolving from verbal to visual through typography.\r\n\r\n\"AudraBlog-01\"\r\n\r\nThis new trend is signaling the need for originality in the DIY culture we are living in. Calligraphy and hand lettering styles have boomed in the industry in forms of personalization to emulate the handmade look. In a recent article, Martina Flor, a well known typographer, describes the two perfectly: “Calligraphy embraces randomness and surprise, while lettering decides exactly the shape that a certain gesture or letter should have.” You could compare a letterform or type style to any human trait, and that’s what makes them so intriguing.\r\n\r\n\"AudraBlog-05\"\r\n\r\nLast month I decided it was time to try it for myself and took a beginner level calligraphy class. Let’s just say the beautiful art form is much harder than it looks. But I’ll let you be the judge of character – below are some of my forms exploring the alphabet. I found the experience therapeutic, getting lost in the rhythm of up and down strokes while absorbing the smell of paper and ink; not to mention losing the felling in my hand after three hours of practice. The workshop covered a traditional alphabet and highlighted the differences in modern calligraphy (more expressive, with no baseline and less consistent than traditional), which is very on-trend right now. It’s hard to say when this trend will end, but for me this art form is the way to my heart and will continue to inspire me.\r\n\r\n\"AudraBlog-03\"\r\n\r\n \r\n\r\n ', 'Captivating Characters', '', 'publish', 'open', 'open', '', 'captivating-characters', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/captivating-characters', 0, 'thinking', '', 0), (1039, 1, '2015-05-08 18:21:09', '2015-05-08 18:21:09', 'Earlier this year, I commented on how I would advise the team responsible for branding Hillary Clinton’s political campaign. Well, last month Fast Company commissioned UK-based branding agency Moving Brands to rebrand Hillary after her 2016 bid announcement caused commotion in the design community. The hypothetical rebrand developed creative executions to bring it to life—and yielded a very similar conclusion to mine.\r\nI recommended applying a framework of the role, personality and behaviors that should be emphasized to create a unified presentation of Hillary’s beliefs. I said she should adopt the role of the “sage” and demonstrate personality traits of self-awareness, discernment and discipline to set herself apart from her contenders. Turns out, I was in good company.\r\n\r\nThe Fast Company article similarly suggests that Hillary demonstrate her role as the wise leader by showing that “there is a better way,” implying that she can help guide America there. Also, the main thrust of the campaign execution comes in the form of a tagline, “make it real.” This speaks to the personality traits I had suggested—discernment (being able to judge what people truly need) and discipline (making it happen). From a verbal style and tonality standpoint, using an imperative verb tense creates a command sentence structure, and the tonality of the language issues a confident challenge...as if encouraging readers to join a movement and take responsibility in being a part of the solution.\r\n\r\nWhat we can learn from the results of these efforts is that Hillary needs to convey authenticity, judgment, discipline, and assume the role of “wise leader.” There are different ways it can come to life creatively, but nailing her fundamental brand position is key.', 'First things first, nailing the brand called \"Hillary\"', '', 'publish', 'open', 'open', '', 'first-things-first-nailing-the-brand-called-hillary', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/first-things-first-nailing-the-brand-called-hillary', 0, 'thinking', '', 0), (1040, 1, '2015-05-11 18:54:35', '2015-05-11 18:54:35', 'First of all, I need to reveal that I am pro-beer -- in pretty much all situations. And that has colored my opinion here. And secondly, Ben & Jerry’s Salted Caramel Brownie Brown Ale sounds delicious.\r\nBut a lot of folks have wondered, “Is this a road too far?” Can an ice cream brand migrate into beer? And I think here the answer is a resounding, “yes.”\r\n\r\nWhen thinking about brand stretch there are a few big things to consider. The first is “brand fit.” Usually this is about identifying things the brand does well that can credibly migrate to other offerings. Often this is bringing a signature attribute, benefit or image association to a new category. Coach, for example, began as a luxury handbag maker and then used its expertise in leather, and its equity in luxury, to credibly launch a line of high-end shoes.\r\n\r\nIn this case Ben & Jerry’s is leveraging its expertise as a “craft” food manufacturer and its expertise in creating unique flavor combinations to enter a category that is all about “craft” and unique flavors. Oh, and they both come in pints! Ha!\r\n\r\nIt can also help if your new offering is targeting the same consumers as your more established offering – because hey, they already know and like you, so they are going to be more willing to give you the benefit of the doubt.\r\n\r\nNow, this might be where some of the detractors feel that Ben & Jerry’s missed the mark – perhaps thinking that because it is an ice cream brand that it is “for kids.” But while ice cream is a kid-friendly category, Ben & Jerry’s is not a kid brand. It’s the stuff you hide from your kids. This is a brand that assumes you like satirical late night TV and have at least a passing knowledge of derivative Grateful Dead bands. That does not sound like a brand targeting the under-12 set to me.\r\n\r\nAnd finally, and this one often gets overlooked, Ben & Jerry’s has a consumer base that is arguably more open to trying new things and perhaps seeing relationships between things that are a bit more conceptual or a bit more novel. At the end of the day, it’s about whether or not your consumer base will give you permission to go somewhere new – and some brands have consumer bases that are simply stingier than others on this count. I’m betting on the Ben & Jerry’s crowd to give this a chance.\r\n\r\nAnd if this doesn’t work, maybe they could try Ben & Jerry’s craft toilet paper next. It could be Forest Stewardship Council certified – you know, just like Ben & Jerry’s…\r\n\r\nphoto credit USA TODAY\r\n\r\n ', 'Ben & Jerry’s and beer: How stretchy can you get?', '', 'publish', 'open', 'open', '', 'ben-jerrys-and-beer-how-stretchy-can-you-get', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/ben-jerrys-and-beer-how-stretchy-can-you-get', 0, 'thinking', '', 0), (1041, 1, '2015-06-19 17:00:21', '2015-06-19 17:00:21', 'Remember when Domino’s dropped “Pizza” from its name back in 2012? You wouldn’t know it by all the signs with the old logo saying “Domino’s Pizza” still hanging out at its franchisee locations. Enter Domino’s new social media campaign encouraging the public to shame locations yet to embrace the new logo, arming them with the hashtag #logoinformants and the promise of free pizza for a year.\r\nBefore we start the play-by-play on Domino’s naming and messaging strategy—can we just take a minute to savor the delicious irony of this? Domino’s wants to be known for more than pizza so much that they are willing to entice customers to narc on franchisees with…wait for it…pizza—the very product they are trying to distance themselves from. Hilarious.\r\n\r\nAnyway, let’s carry on with brand analysis of this move.\r\n\r\nThe good: name-dropping\r\nWe are big fans of this type of name-dropping. In 2007, Apple dropped “Computers” from its name paving the way for greater innovation in everything from phones to tablets, even watches. In 2012, Starbucks decaffeinated its name by removing “Coffee” from its logo, a move that perhaps overshadowed the Domino’s name-drop that year. All of these brands did one very simple thing when they named themselves that set them up for future success—they treated category generic terms like computers, coffee, and pizza separately from their trademark names. The descriptors are there in the background clarifying what the brand offers but not dominating the conversation, easily disposable if their ambitions expand beyond their category. A decisive competitive advantage compared to brands like Computer Associates, Dunkin Donuts, Pizza Hut who embedded category descriptors into their trademark names and are still carrying them into the future like a millstone around the brand that limits potential for category expansion. Pizza Hut is forever limited to pizza. Their ill-fated attempt to make “The Hut” nickname happen in June of 2009 was met with so much ridicule that they were forced to issue a backpedaling press release claiming the switch was not a formal name change, but just light-hearted part of their marketing efforts.\r\n\r\nThe less good: the innovation and messaging strategy supporting the name change\r\nChanging a name is a big deal, and will buy lots press attention for a very brief moment in time. So the brand better be able to make the most of that moment by backing up the name change with big innovations. By the time Apple dropped Computers from its name, they were already leaders in the MP3 and mobile phone markets. The change felt more like an obvious afterthought. Compare that to Starbucks who used naming to set the stage for exploring new business opportunities, but has yet to innovate in a meaningful way beyond coffee. Three years have passed, and if they want to innovate big, they no longer have the marketing lever of a name change to pull to rally attention and permission. Unlike Starbucks, Domino’s has the innovation to justify a name change (chicken, sandwiches, pasta, cheesy bread). Why isn’t a name change and a respectable pipeline of innovation enough to win the hearts and minds of consumers and franchisees? The fact that old signs are still up means that franchisees haven’t bought into the brand beyond pizza. The fact that they are incenting tattling consumers with pizza rather than chicken or pasta indicates that consumers haven’t bought the big idea either (and Domino’s knows it).\r\n\r\nA humble recommendation:\r\nRather than engaging consumers in an online semantic argument about brand names, Domino’s should put innovations at the center of its messaging with consumers. When the brand repeats the mantra of “not just pizza” over and over in social media, it actually works against them. Every third word the consumer hears is “pizza.” And they hear it in a negative tone. The message undercuts their core offering without promoting their innovations in the process. The conversation should transition from the negative of what the brand is not into the positive of everything it is. Otherwise, they may win the battle of signage but lose the bigger campaign for hearts and minds.', 'Shame, Shame, we don’t know your name…', '', 'publish', 'open', 'open', '', 'shame-shame-we-dont-know-your-name', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/shame-shame-we-dont-know-your-name', 0, 'thinking', '', 0), (1042, 1, '2015-06-29 10:30:02', '2015-06-29 10:30:02', 'Who gets excited anymore when they open their mailbox? Do you welcome the mail from your cable company as a delightful surprise? Do you giggle and wiggle at the sight of a letter from the bank? How special does the finger-staining, “current occupant” addressed catalog from Cardboard & Plywood make you feel? And let’s be honest: when was the last time you received—let alone sent—a note just to say “Hi”?\r\nPixinote, a newly launched printing and mailing service, is changing the rules of correspondence. With your mobile device, you can go to www.pixinote.com (mobile apps are in the works), select a picture from your photo album and jot a note to a friend. Pixinote will then transform all of this into a physical, thoughtful, personalized little note in a cute, crafty looking envelope. It’s as simple and lovely as it gets.\r\n\r\nAt a time of fast and furious virtual communication, who takes the time to snail mail a note anymore? By putting together the best of two worlds—materialized emotions and dematerialized logistics—Pixinote is reinventing the category by creating a new physical format for the way data is consumed on people’s phones. It gives a body to Facebook status, tweets and Instagrams. It makes communication tactile and emotional again. In doing so, Pixinote also creates new consumption events: every day is an occasion and a blank canvas for people to be creative. No need to wait for a formal date to find yourself rushing to your favorite convenience store in a search of a “happy-belated-better-late-than-never” card. It’s basically offering a new life for love letters, cheerful cards, friendly notes, or anything “noteworthy” any time, from anywhere.\r\n\r\nWhile brands look for unique ways to connect with their consumers and create vibrant experiences, Pixinote is a great example of what bringing back emotions to the concept of connection can do: it elevates a positive, meaningful, and personal experience by giving us the power to do a little good every day.\r\n\r\nGet ready for sprinkles of happiness all over your mailbox!', 'You’ve got mail!', '', 'publish', 'open', 'open', '', 'youve-got-mail', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/youve-got-mail', 0, 'thinking', '', 0), (1043, 1, '2015-07-01 10:30:17', '2015-07-01 10:30:17', 'Choosing a place to eat in the ever-evolving and expanding food scene of New York City can be a daunting task. There are thousands of choices, many of which are convenient, affordable, and pretty tasty. But for myself and many of my peers, choosing a place to eat is about much more than the taste and price tag – it’s actually about being a part of a thoughtful dining experience. In addition to good food and good service, that experience is a result of good branding.\r\nCreating a memorable dining experience (or any type of physical experience for that matter) is done by making connections; connections between the identity of the brand and the physical space, connections from that brand to the customer. From a restaurant’s mission statement to its décor, right down to the logo and the menu, our expectations have changed, and we want that connection in our day-to-day dining experiences.\r\n\r\nThere is a scale of breadth and depth at which restaurateurs are using branding to create a unique experience that’ll make them top-of-mind. On the shallow end of the spectrum, the experience may be primarily aesthetic – a restaurant is memorable because of its use of integrated design elements in both the two- and three-dimensional domain. There are a couple of great examples of this tactic just a stone’s throw away from our office.\r\n\r\nOXIDO – 23rd & Broadway\r\nLoud and colorful, these guys aren’t taking themselves too seriously – which is what makes for such a memorable spot to grab a bite at lunchtime. The food is tasty, but it’s really the playful logo and menu, tone of voice (“Get sauced!” says too-cool mascot, El Jefe), and unconventional use of interior finishes that make this space a go-to spot for me.\r\n\r\n\"Untitled\"\r\n\r\nINDIKITCH – 23rd & Broadway (across the street from Oxido!)\r\nThis place does something that I’ve been hoping for since the dawn of assembly line style casual dining – it brings Indian cuisine into the mix! And it’s done in a really clever way. Indikitch uses simple illustration-style menus that make it easy for non-experienced diners by making the cuisine approachable. They also use their simple yet bold color palette of white, charcoal grey and red in a meaningful way to create playful queuing paths from the door to the counter.\r\n\r\n\"Untitled\"\r\n\r\nBeyond the approach of aesthetics, some restaurants use their mission, or reason for being, to drive the design decisions that form your experience. They really make their purpose come to life in the space they live in – using all avenues to be memorable and meaningful. Again, there are some good examples of this right around the corner.\r\n\r\nDIG INN – 17th & Broadway (with new shops popping up every few months)\r\nThe affordable “farm to counter” premise is not only brought to life in the wholesome food they serve, but also in its environments in many clever ways. One feels as if parts of the farmhouse have been dropped right into the surroundings. Reclaimed wood, country patterns and low lighting levels seem familiar and give you that warm & fuzzy feeling, all while gobbling up a delicious plate of fresh food.\r\n\r\n\"Untitled\"\r\n\r\nAnother lens that some restaurants use to make a connection to their customers is one of discovery – being that “found” neighborhood gem. With so many chain restaurants out there, the local connection can be a really strong one.\r\n\r\nPEL’S PIE CO – Rogers Ave & Lincoln Rd, Brooklyn (my hood!)\r\nServing up fresh pies and quiches daily is what this place is all about, but the charm of the shop and its design is undeniably a large part of why I keep going back, and it’s all related to their unique brand. This shop is located in a relatively sparse block of Brooklyn, and stands out as a one-of-a-kind friendly place to have a cup of coffee and a treat. The décor is that of a familiar country kitchen, but with a fresh color palette that feels bright and modern. A low long counter sits between you and the staff, where you can chat about what’s fresh and take your time choosing which treat to indulge in. The space also leaves one wall exposed to the original crumbling plaster, which brings you back to your urban locale.\r\n\r\n\"Untitled\"\r\n\r\nAnd there you have it – a few of this city’s finest examples of thoughtful dining experiences. Bon appétit!', 'Dining for Design’s Sake', '', 'publish', 'open', 'open', '', 'dining-for-designs-sake', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/dining-for-designs-sake', 0, 'thinking', '', 0), (1044, 1, '2015-06-30 21:20:10', '2015-06-30 21:20:10', 'Whiskey’s always been a bit of a troublemaker. From the Whiskey Rebellion of the 1790s to the freak-out over the whiskey made with antifreeze (Fireball), it’s the spirit that’s kept us on our toes the most (or at least with our heads in the toilet).\r\nIn recent years, whiskey’s been stirring up another controversy: What do you call American Scotch? Of course, those who know whiskey know there is no such thing. Scotch whisky is made in Scotland. It’s right there in the name. It’s as descriptive as it gets.\r\n\r\nBut we’re talking about those whiskeys that are made the exact same way as Scotch—the same recipe, the same process—but on American soil. At its essence, Scotch is single malt whiskey, which means the whiskey is made from malt and comes from a single distillery (again, whiskey wins at descriptive naming). So what do you call American single malt whiskey?\r\n\r\nA lot of American distillers just call it “single malt” or “American single malt.” Never mind that when whiskey drinkers think of “single malt,” they usually think of Scotch. American single malt whiskey is in a golden era. Micro-distilleries are popping up all over the United States and thriving. In 2012, a single malt produced by Balcones—its distillery was located under a bridge in Texas at the time—beat out revered Scotch brands like Macallan and Balvenie to win the Best in Glass competition. American “Scotch” is going global. So isn’t it time we settle the controversy once and for all and give American distillers a handle to call their own single malt whiskey? Here are a few ways we can do that:\r\n\r\nOwn the descriptor\r\nWe can think of this naming exercise as creating a new category and introducing a descriptor that tells consumers what the product is in a straightforward way. If we go in this direction, we could stay the course and continue to use “single malt” and “American single malt.” Through consistent use and reinforcement, the descriptor will come to be shorthand for any product of its kind—the way Coke is shorthand for soda, or Kleenex for tissue. And over time, “Scotch” will refer to Scotch from Scotland, and “single malt” will refer to “Scotch” from America.\r\n\r\nEvery brand for itself\r\nIn this scenario, each American distiller would have its own proprietary brand name for its single malt whiskey. Single malt would then become a product offering instead of a category. But this would bring a lack of consistency in how we refer to “single malt,” especially with distillers competing to get the most recognition for their own brand’s name (we wouldn’t recommend this approach).\r\n\r\nU.S.A.! U.S.A.!\r\nOr, we can take a cue from Scotch itself. “Scotch” as a name speaks to national ownership, to place of birth. If we take the same approach—use a name that speaks to where the product comes from, that evokes a culture—what would we call our single malt from the good old U.S. of A.? It could be a name like “Eagler.” It’s a coined name, because no one wants to drink an eagle, and it slightly plays off of a whiskey tumbler. It firmly places the product in the United States, and inspires images of the bald eagle—our living symbol soaring through our spacious skies—and of our flag, of Lady Liberty and Fourth of July parades. It’s one name to unite a category, and it’s a name that inspires pride.\r\n\r\nSo how about it? Pour yourself a nice glass of Eagler, sit by the fire, and have a drink and a think.', 'When Scotch Hops the Pond, What Do You Call It?', '', 'publish', 'open', 'open', '', 'when-scotch-hops-the-pond-what-do-you-call-it', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/when-scotch-hops-the-pond-what-do-you-call-it', 0, 'thinking', '', 0), (1045, 1, '2015-07-08 13:37:04', '2015-07-08 13:37:04', 'Bringing deeper meaning to branding isn’t exactly a groundbreaking idea (see Dove’s “Real Beauty,” Procter & Gamble’s “Thank you mom”, Chipotle’s commitment to Food with Integrity; all of the Google commercials…and almost any other successful effort over the past decade). Meaning is basically a necessary ingredient for branding that works.\r\nBut amid the celebrations for the Supreme Court’s decision on gay marriage last week, dozens of brands reacted in an incredibly poignant and noteworthy way—showcasing meaning and emotion and heart.\r\n\r\nThere was Ben & Jerry’s renaming of Chocolate Chip Cookie Dough ice cream to “I Dough, I Dough;” the rainbow that appeared trailing Uber’s vehicle icons as you waited for your ride; Google’s rainbow search bar, Facebook’s rainbow filter to add to profile pictures, and many, many more.\r\n\r\nThe tone was overwhelmingly consistent—inclusive and celebratory. Each brand just found its own way to express it. And as the responses poured in, they became part of the story.\r\n\r\nIn retrospect, their sentiment shouldn’t have been surprising. Many of these organizations openly supported gay marriage and partnerships (either in extending employee benefits to same-sex couples, or in publicly signing onto a legal brief in Massachusetts in 2011 asking an appeals court to overturn the Defense of Marriage Act, the law that defined marriage as between a man and a woman for the purposes of federal law).\r\n\r\nBut there was something about the general outpouring of brand support, and the way they individually marked such a momentous occasion that caused a lot of people—including me—to pause.\r\n\r\nIt’s difficult to think of another event that triggered such an outpouring of optimism and celebration across industries and brands. Or another opportunity for brands to showcase storytelling for something bigger than themselves.\r\n\r\nIt was branding at its best—simply connecting, having a conversation, and celebrating what’s right.', 'Showcasing branding at its best: reactions to the Supreme Court\'s ruling on gay marriage', '', 'publish', 'open', 'open', '', 'showcasing-branding-at-its-best-reactions-to-the-supreme-courts-ruling-on-gay-marriage', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/showcasing-branding-at-its-best-reactions-to-the-supreme-courts-ruling-on-gay-marriage', 0, 'thinking', '', 0), (1046, 1, '2015-07-14 16:21:00', '2015-07-14 16:21:00', 'Have you seen him? He’s on-air and online, wandering through highway underpasses and baseball fields with a big bucket of chicken.\r\nWhy, hello. It’s me. The Colonel. \r\n\r\nColonel Harland Sanders, the founder of Kentucky Fried Chicken (KFC), sold the company in 1964 but appeared in countless ads for the brand through the 60s and 70s – a big old-fashioned man with Southern fried charm. But Colonel Sanders was more than a real-life spokesperson for the brand – he became a larger-than-life brand equity, a Big Daddy Tennessee Williams style matriarch presented as master of his chicken universe. Even with cane in hand, the Colonel had a formidable power. You believed he was a trusted protector of real meals in the age of fast food, and a true chicken benefactor. In the days before Chick-fil-A and Church’s, when Americans wanted fried chicken, they went to the Colonel. They had a relationship with him.\r\n\r\nAlthough the Colonel passed in 1980, the power of his image continued as the central force in the brand’s identity – his smiling mug was part of the logo, on packaging, and in-store. But the meaning of the Colonel shifted with the passing of a real human presence. Gone was the man who built a business on a chicken recipe, and in its place was a genteel face that was no longer responsible for the chicken, just selling the chicken.\r\n\r\nToday, the Colonel is being resurrected in a 75th anniversary campaign where we are witness to a brand evolving, building new meaning from the old to evolve its brand equity.\r\n\r\nKFC is quite familiar with equity evolution. In the early 1990s, the company chose to drop the “Kentucky,” the “Fried,” and the “Chicken” in order to exist solely as KFC. Although the Colonel’s face still greeted us from every bucket, lost were those attributes that may have seemed culturally irrelevant (e.g. fried) or confining to a singular protein (e.g. chicken) or less meaningful to the brand (e.g. Kentucky).\r\n\r\n“That was a case of throwing the baby out with the bathwater,” said Rachel Bernard, VP, Verbal Strategy at CBX. “The distancing from fried in a culture consumed by Subway Eat Fresh campaigns seemed sound, but abstracting to initials, or empty vessel naming, makes your other equities have to work harder.”\r\n\r\nUltimately, the Colonel became the ONLY thing that spoke to the KFC brand’s robust heritage. With his vintage glasses and goatee, his graphic presence communicated the authentic southern pride behind this brand. We still imagined Colonel Sanders as a man of dignity, a man trusted for many years.\r\n\r\nWell, adios equity dignity.\r\n\r\nIn the new campaign, Colonel Sanders tours the American landscape in a dementia-like state, snickering like a cartoon farmer in the big city, using his cane to pull up lady’s skirts. It’s a pretty serious move. The brand is playing the strongest equity card it has for potentially polarizing laughs, essentially risking the power of its value.\r\n\r\nFrom an equity standpoint, there are a couple of best-case scenarios for the Colonel: either enough people appreciate this character to engender positive brand meaning for a new generation, or he just fades away without doing any major damage.\r\n\r\nAs any 75-year-old brand knows, only time will tell.', 'Evolving Brand Equity: The Resurrection of the Colonel', '', 'publish', 'open', 'open', '', 'evolving-brand-equity-the-resurrection-of-the-colonel', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/evolving-brand-equity-the-resurrection-of-the-colonel', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1047, 1, '2015-07-16 10:00:35', '2015-07-16 10:00:35', 'When we create brand and product names, we think about how they will travel—across different consumers and even across continents. We make sure they translate appropriately in all the languages that exist in targeted markets. But sometimes, even when you manage to tackle obvious linguistic disasters (no need to remind you of the Nova or Mondelez mishaps, right?), the subtlest pitfalls still lie in cultural savvy. Cultural fluency is key to relevant branding.\r\nLet me give you a personal example.\r\n\r\nAs a non-English native speaker and semiotician, I am constantly learning, observing, searching, studying, and dissecting new words and expressions that not only expand my vocabulary, but also uncover hidden meanings in my adopted culture.\r\n\r\nEverybody knows the importance of idioms when learning a new language. Idioms are your way into a culture; colloquialisms are your linguistic passport. I came from France to New York City seven years ago with the level of English you get out of schoolbooks. But as I was working my way up in my new linguistic environment, I knew I finally got street cred the day I heard myself commenting on my colleague’s work: “It’s awesome!” No more “zees eez hinteresting” or “zat eez not bad.” It was awesome. Now that I was seamlessly using this little trivial word, I thought I was on the right path to master the American culture and English language. But I realized my street cred was only relevant where I gained it. When I relocated to London a few years later, things were not “awesome.” They were “lovely.” No more awe, but love right away. Love from everybody: men and women, youth and less youthful, taxi drivers and the Queen. There, I was experiencing what George Bernard Shaw once said: “England and America are two countries separated by a common language.”\r\n\r\nSemiotics helps uncover the hidden meaning behind language in different cultures and environments. When looking at “awesome” versus “lovely”, it helps to identify the cultural gap between the use of each word. The intent is the same⎯to express excitement⎯but the cultural meaning is different.\r\n\r\nEtymologically, “awesome” means something impressive and/or inspiring. Pronounced in the US, the first syllable is usually heavily accentuated, coming directly from the back of the throat, like an onomatopoeic, emphatic, liberating sound for satisfaction: “awwww.” Then the teeth happily hiss the “s”, and the “m” nasally relieves the intensity of the word. From throat to nose, “awesome” is a multisensory adjective, and linguistics meets culture in the way Americans experience it: “awesome” acts like a rallying cry that reflects all the genuine enthusiasm that Americans can express spontaneously. Now across the pond, the origins of “lovely” are tightly linked to affection and desire. Embraced by British people, the word itself is a delectation: the alliteration of the “l” makes it a sensorial and delicate vessel to express enjoyment, and the final open “y” closes in a flight of lyricism. Here too, the content joins the form in a physical execution that fits the culture: the emotion is contained in the intimacy of the word, like a poem, which ties into the values that British culture is about⎯courtesy, politeness and self-control.\r\n\r\nNow back to not-so-candid naming faux-pas.\r\n\r\nI won’t go into such a detailed analysis of the following, but what could American consumers think they’re getting when they order Saag’s British Bangers (pardon my French) on Amazon? And on the other hand, what do you think comes to mind when a British audience hears about Wet Willies, an Alaskan car-wash company offering two different packages (pun unintended): the Little Willie and Big Willie?\r\n\r\nLanguage is fantastique.', 'Lost in translation', '', 'publish', 'open', 'open', '', 'lost-in-translation', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/lost-in-translation', 0, 'thinking', '', 0), (1048, 1, '2015-08-17 22:06:31', '2015-08-17 22:06:31', 'When you’re born, you’re given two things: a smack on the butt and a name. Whether you like it or not, that name is forever a part of your identity. And while we may like to think that our name bears no part in defining who we are, how we act and what we do; truthfully I don’t believe that’s entirely true. Have you ever heard something like this before?\r\n“She looks like a Becky.”\r\n“Really? She looks more like a Courtney to me.”\r\n\r\nWhile I can’t speak for everyone, I know that I’m guilty of it. By nature, humans lean towards association. We want to connect dots and make sense of the world around us. That’s what leads us to taking those ridiculous quizzes and watching videos that try to explain how our names impact our personalities.\r\n\r\nWhen you see a little baby called James, doesn’t that feel a little off? To me, ‘James’ is associated with power and presence, not cute and precious. It feels wrong for a baby. So, we nickname baby James to baby Jimmy. But then what about when baby Jimmy grows up and becomes adult Jimmy? Adults need to be taken seriously, to shed the baby fat of childhood, so baby Jimmy transitions to grown up James where he’ll likely remain.\r\n\r\nIn a similar vein, brands can have nicknames of their own. PricewaterhouseCoopers, a truly global institution with a name full of prestige often goes by the much more approachable nickname PwC. The names can be used interchangeably depending on the situation. While PwC might be the name of choice when recruiting college students on campus, take a moment to browse the latest news reports they’re cited in. The vast majority refers to PwC by their formal name, PricewaterhouseCoopers. When the name is shortened to PwC, it loses that same sense of power you felt just as it was with Jimmy and James.\r\n\r\nSometimes, it’s not just a nickname that informs an identity. Sometimes, it’s the pronunciation altogether.\r\n\r\nMy name is Ankur, pronounced “un-koor.” Like most kids with foreign names, I’ve had my name butchered beyond recognition: anchor and acorn most notably. Eventually I grew sick of it. Educating people on the correct pronunciation became too painful, so I now introduce myself as “encore,” a mispronunciation that I have come to love. When asked my name I’d say “It’s Encore, like ‘encore, encore!’” and what started as a way to get around incorrect pronunciations turned into a core part of my very own personal brand. I wasn’t Ankur the little Indian boy; I was Encore the fun kid down the block.\r\n\r\nMispronouncing brand names can have an equally powerful effect on their meaning. I’m an avid Target shopper. I love the deals, the bright colors and the fantastic ads they put out. It’s also the closest superstore in relation to my University. I don’t shop at Target because of its prestige; I shop there because it’s cheap and convenient. Where I’m from, it’s a common joke to switch the pronunciation of Target to “tar-jay.” Suddenly, Target no longer seems like a discount brand, it is said with the same air of superiority as any other luxury brand (jokingly, of course). A slight switch in pronunciation can drastically impact the perception of a brand, just as it did for my name.\r\n\r\nOwn your name. It’s part of who you are. And maybe think twice before naming your kid “Sauerkraut Applebottoms” because who knows what that’ll mean for their future identity.', 'James > Jimmy > James > ?!', '', 'publish', 'open', 'open', '', 'james-jimmy-james', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/james-jimmy-james', 0, 'thinking', '', 0), (1049, 1, '2015-08-26 01:43:52', '2015-08-26 01:43:52', 'Becoming a “licensee” allows brands the opportunity to extend into a new category or industry, modernize, stay relevant and build upon their brand value. When choosing the right licensing opportunity and when implemented effectively, it can have tremendous benefits. As of late, we’ve seen this with Minion-mania. It’s been said that Universal will make more off of licensed products than the Minions movie that just came out in July. Sounds tempting, right? But before jumping in, let’s take a step back and evaluate licensing.\r\nThe way I see it, licensing is a very personal tool used by brands. I often think of it as a relationship. Two people joining as one and representing what each other stands for. You look to benefit from each other, you meet each other’s friends and as a couple you work together to make each other happy. But unlike a relationship, you have the opportunity to plan for success prior to creating the partnership.\r\n\r\nHere are five guidelines for brands to keep in mind when thinking of entering a (licensed) relationship:\r\n\r\nWhat are you looking to get out of this?\r\n\r\nLicensing should be used as a strategic business tool. Brands that want to license someone else’s intellectual property should take a step back and understand what exactly they want out of this new relationship. Don’t just think of the why it is financially worth the investment, but instead and most importantly, how it is adding value to your brand.\r\n\r\nKnow your partner.\r\n\r\nWhile the brand you want to license is a big hit and seems like a no-brainer, you must do your homework. Is there anything in the brand’s past that would be harmful to yours? Has that brand been plastered all over other products? You don’t want to become a “me-too” brand that’s just finding an easy win. Consider if the licensed brand has become diluted or is at the end of its popularity.\r\n\r\nWhat emotions will be evoked?\r\n\r\nBrands elicit emotions in consumers. Think about the reaction you want at shelf and how that ties to your product. Does your soda brand with the Minions on it evoke a fun, Friday-night pizza party? Or a mischievous child that’s out of control? Predict how your consumers will relate to the partnership.\r\n\r\nDon’t overreach.\r\n\r\nWhile it might sound like a good bargaining tool for mom, Minions on cleaning products is probably stretching it. Make sure to have an evident connection between your brand and the licensed brand. It needs to be a partnership that doesn’t feel forced and easily allows consumers to understand why they are associated.\r\n\r\nKeep your target audiences in mind.\r\n\r\nYou have your current or primary consumers that you’d like to keep loyal, but the licensing opportunity gives you the chance to reach a secondary target. You’ve caught their eye and can start building new consumer recognition and affinity. Let the brand you license step up and attract that secondary target as long as it doesn’t alienate your current consumers.\r\n\r\nWhile you have the opportunity to plan for success before entering the partnership, keep in mind that it will most likely be for a limited time. Ensure that you get the most out of that time by keeping your brand strategy front and center, aligning on all levels at all times. Because let’s face it, Minions come and Minions go, but your brand is here to stay.\r\n\r\n \r\n\r\n ', 'Date At Your Own Risk: Licensing in Branding', '', 'publish', 'open', 'open', '', 'date-at-your-own-risk-licensing-in-branding', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/date-at-your-own-risk-licensing-in-branding', 0, 'thinking', '', 0), (1050, 1, '2015-09-02 19:06:02', '2015-09-02 19:06:02', 'This has been a month full of exciting changes for Google. First there was the announcement of a new parent company, Alphabet. Then there was the spinoff of Google X into a standalone life sciences company. And yesterday, users were greeted with a fresh and playful new evolution of the Google logo.\r\nSo what do all these changes mean for the future of the brand? I think Alphabet will spell out a new era in taking much bigger risks.\r\n\r\nCreating a new corporate entity is often a protective move to shield a brand from potential harm. The advent of Alphabet creates a separate place for the business to invest in the innovations that may seem too risky and perhaps too strange for a well-established and highly valued brand like Google to endeavor. Innovation is uncomfortable at first—it often looks scary or even silly until it becomes the new normal. For example, would a strange-at-first idea like Google Glass have earned greater permission if it had incubated in a start-up rather than Google, a brand that carries a defined set of expectations? Perhaps.\r\n\r\nThese changes should signal to investors that the brand is going to stretch significantly. In their announcement about the name change, Google mentioned the rationale behind the name as an Alpha-bet, a return investment above benchmark. But they left out a discussion of “Beta” which is also inherent in the new name. Beta stands for innovations that are still being tested and have yet to be proven—like a new life sciences business. Inherent in the name is a promise to have stable and highly protected Alpha businesses like Google. But it sets the stage for riskier Beta bets too.\r\n\r\nYeah, but what do you think about the name itself? I’m a fan.\r\n\r\nAlphabet is a very smart name that fits the character of the company. If we think back to the etymology of the name Google, they got it from the number “googol,” a number so large that it almost seems infinite—a great metaphor for Google itself, a business that seemed like it would stretch infinitely, until it couldn’t. Alphabet is the next part of that story. An alphabet is a finite set of characters that can be arranged in an infinite number of ways. The name succeeds in stretching beyond the bounds of Google to spell anything they want for the future.\r\n\r\nPhoto courtesy of Yonescat.', 'C is for Changes', '', 'publish', 'open', 'open', '', 'c-is-for-changes', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/c-is-for-changes', 0, 'thinking', '', 0), (1051, 1, '2015-09-14 10:31:56', '2015-09-14 10:31:56', 'We have all heard the well-known adage coined by Charles Caleb Colton, “Imitation is the sincerest form of flattery.” We can appreciate this concept in theory, but when it comes to design and ownership of original creative content, there is a very thin line between imitation and inspiration—the latter being fundamental to creative development.\r\nThere is a long history of image appropriation in the fine art world. Think Andy Warhol’s 1962 Campbell’s Soup Cans, one of the most recognized icons of the pop art movement. Even Picasso said, “Good artists copy, great artists steal.”\r\n\r\nAlthough commercial design is rooted in fine art, this “imitation” mindset does not translate. The world of commercial design comes with realities like legality and copyright infringement—which are not particularly swayed by the flattery argument. This “imitation vs. inspiration” argument is currently projected on the global stage with Japan’s recent retraction of the emblem for their 2020 Tokyo Olympic Games. The selected emblem (consisting of a “T” and a red dot symbolizing a beating heart) was scrapped amongst allegations that it was plagiarized from a logo that designer Olivier Debie created for the Belgian Theatre de Liege.\r\n\r\nSee for yourself.\r\n\r\nIt is virtually a carbon copy of Debie’s original design, down to the secondary slab serif typography. Unfortunately, stopping the presses on such a campaign is embarrassing and extremely costly for not only Japan, but also for their corporate partners who have already started to utilize the art in their own communications.\r\n\r\nFor the record, The Japanese designer responsible for the logo, Kenjiro Sano, denied plagiarizing this particular work, but has admitted to copying other works in the past for his clients.\r\n\r\nOn the brighter side, there has been an outpouring of new design submissions for the 2020 games on Japanese social media as the search for the next big idea is in the works.\r\n\r\nAs creative thinkers, we need to ask ourselves: can I build upon another’s work to create my own original? Does that constitute derivative work? How close is too close?\r\n\r\nAll great concepts come from somewhere, even if that somewhere is out of thin air. As designers in the commercial world, we are tasked to solve problems in new and creative ways faster, better and cheaper, which can compromise the creative process and result in direct or indirect imitation. We are constantly pulling from our go-to reference sites and resources for the next big idea. But we have to remember that in doing so, the creative gene pool gets smaller and smaller.\r\n\r\nSo the next time you are commissioned to design an Olympic emblem for the world stage, see it as an opportunity to visually celebrate the country’s heritage, culture, values, traditions and vision. Be inspired by everyone and everything, but utilize your influences to create a unique perspective that is all your own. This approach is the best form of flattery.', 'The Imitation Game', '', 'publish', 'open', 'open', '', 'the-imitation-game', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-imitation-game', 0, 'thinking', '', 0), (1052, 1, '2015-10-19 15:06:45', '2015-10-19 15:06:45', 'When Bic for Her hit it shelves, its intended audience did not rejoice. “Finally, a pen that’s designed just for lady-hands!” said absolutely no one. Instead, it was rightly ridiculed.\r\nWhen a brand tries to cross the gender divide, the number one rule is to make sure there actually is a divide. (And as far as science can tell, there are no differences in how men and women use pens.) After all, in the personal care category brands gender-bend all the time—for instance, Gillette crossing over to deliver razors for women when it was known primarily as a man-brand. There are enough perceived differences in how men and women care for their bodies to warrant these gender-specific products.\r\n\r\nSo how can a brand swing both ways, and do it well?\r\n\r\nFocus on the new benefit\r\nCommunicate the benefit in a way that’s appealing to whoever you’re targeting. The shapewear brand Spanx touts that its body-hugging under-shorts are soft and slimming when it’s speaking to women. But, its Spanx for Men line talks about making men “stand taller and feel stronger.” The brand is getting directly to the results that the different audiences (allegedly) want: Women want to feel slim and sexy, and men want to be strong and confident.\r\n\r\nThe key is to keep it positive and to focus on the outcome. Rather than messaging to hair loss, for example, speak to the luminous locks or the full head of hair that awaits. Latisse, an FDA-approved lash-treatment brand (“for inadequate or not enough lashes”) doesn’t spend all its time with medical-speak. It’s upfront about what you get when you use it: “Longer, fuller, darker” lashes. And isn’t that what everyone wants?\r\n\r\nMake it just for them\r\nNew audience? Try new packaging. Using an innovative structure or a new design not only communicates difference to a new audience—it also says that a brand’s put some thought behind the product. Dove, for example, built a new design system for its Men + Care line; its basic soap line and its women’s skin and hair care line have different looks as well. Women’s Rogaine, however, is sold in a box that is nearly identical to Rogaine for men. Graphically and structurally, it doesn’t look like a new product, and it doesn’t look like it’s been formulated for a new audience with new needs.\r\n\r\nIntroducing a new name could also signal a different product. Gillette—which we were told was the best a man could get—wanted to show it could please women as well, and so it gave us Venus. The name itself never stands alone (it’s always endorsed by Gillette), but it signals both more of an investment as well as more of a product difference. This is a razor that glides more smoothly, that addresses the unique problems that women face with shaving. (An article on the Gillette Venus site is alarmingly titled “Don’t Share His Razor!”.) \r\n\r\n\r\nChange the conversation\r\nJust a few shorts years ago, men wearing eyeliner would have been novel. Now, guyliner is totally normal. Brands like Calvin Klein are making mascara for men (or “manscara,” which apparently is interchangeable with guyliner) and changing the conversation around what is socially acceptable. Spanx is doing something similar, using targeted messaging to make men comfortable with wearing garments originally designed to address women’s insecurities (which, ironically, are traditionally inflicted upon them by men). Likewise, Rogaine has an opportunity to take a condition commonly seen as male—hair loss—and making its solution relevant to women. It’s an opportunity to transform a stigma into an innovative beauty product.\r\n\r\nMen may be from Mars, and women may be from Venus, but they both come to Earth to spend money. Brands that want to make a play for a new audience better have something different to offer—and show that audience number two is not just an afterthought. As long as they look both ways before they cross, they might just pull it off.\r\n\r\n\r\nPhoto courtesy of Reddit.', 'How Do Brands Cross the Gender Divide?', '', 'publish', 'open', 'open', '', 'how-do-brands-cross-the-gender-divide', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/how-do-brands-cross-the-gender-divide', 0, 'thinking', '', 0), (1053, 1, '2015-11-02 22:11:07', '2015-11-02 22:11:07', 'We’ve all experienced embarrassing moments; a clumsy misstep sends you tumbling to the floor; an errant turn of the fork transforms your new shirt into a Jackson Pollock painting; a faulty wheel on a push cart sends half a pitcher of sangria to the ground outside the elevators on CBX’s fourth floor… (OK, maybe that last one was just me).\r\nIt’s important to remember that embarrassing moments only define you when you let them. Compose yourself when your face is flushed and your ears are burning so that people laugh with, instead of at you. Being able to play off the moment and laugh with everyone demonstrates an authenticity that people find endearing.\r\n\r\nThis idea is not exclusive to human-to-human interactions. In a marketplace where consumers are constantly searching for real connections with brands, a little self-depreciation can go a long way.\r\n\r\nBrands using humor in their messaging is nothing new, but lately we’ve seen more brands turn the focus of the jokes back on themselves. Things that marketing teams would have once worked hard to hide are now leading the conversation.\r\n\r\nTake Dressbarn’s Fall 2015 campaign. After decades of battling consumers’ hesitancy to bridge the gap between women’s fashion and a place where animals live, Dressbarn decided enough was enough. The new campaign, photographed by acclaimed fashion photographer Patrick Demarchelier, shows Dressbarn’s newest clothing modeled by Hilary Rhoda posing with a variety of barnyard animals. The tagline informing consumers, “It’s our name. Deal with it,” showcases not only the brand’s ability to poke fun, but also a humanness that helps consumers see beyond the joke. The campaign demonstrates that honesty and openness can help create meaningful connections with consumers, and turn embarrassing perceptions into positive equities.\r\n\r\nBut keep in mind that being silly is not where the conversation ends. Words on a page fall flat when there’s nothing to support them. For example, taking a moment to laugh and dust yourself off might defuse an embarrassing situation, but people are still going to expect you to clean up the sangria you just spilled.\r\n\r\nDressbarn’s campaign works simply because the new collection is able to stand its ground against the embarrassing perceptions of the joke. The defense: Dressbarn actually sells nice clothing. Would this campaign have worked if Dressbarn only sold overalls and straw hats? Of course not. But by using a notable fashion photographer and model, Dressbarn is able to build credibility for their products and reinforce the fact that the only thing funny about the brand is the name.\r\n\r\nTake a few moments to watch South Dakota’s most recent economic development campaign. The campaign jokingly attempts to convince audiences that South Dakota is a better place to live than Mars. The narrator highlights some of state’s major selling points, including breathable air, to convince consumers that living in South Dakota is better than dying on Mars.\r\n\r\nHere’s why nobody is laughing with South Dakota; the advertisement doesn’t say anything to back up the claim that living in South Dakota is actually better than living on Mars. This campaign only leaves consumers questioning, “How bad is living in South Dakota that they would even compare it to living on Mars?” or “Why would I choose South Dakota over all the other places I could live that aren’t Mars?” South Dakota’s failure to follow up the joke with any serious claim leaves the audience with nothing more than unintended associations with words like “barren,” “cold,” and “dying.”\r\n\r\nUsing humor at your own expense can be a clever way to deflect and even correct embarrassing shortcomings. But before going there, make sure to ask yourself, “Will my consumers be laughing with me, or at me?”\r\n\r\nPhoto courtesy of DressBarn.com.', 'Laughing (With or) At You?', '', 'publish', 'open', 'open', '', 'laughing-with-or-at-you', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/laughing-with-or-at-you', 0, 'thinking', '', 0), (1054, 1, '2015-12-08 22:18:19', '2015-12-08 22:18:19', 'The New York Times headline was bold, “The 2016 Pirelli Calendar May Signal a Cultural Shift.” The piece went on to say that the Pirelli brand, a strong supporter and champion of the quintessential male gaze, had taken a radical departure for the 2016 calendar by featuring whole women of accomplishment vs. pieces of female endowment. Brought to you by Annie Leibovitz.\r\nAs a woman, there’s a lot I could say regarding this departure. As a brand strategist, I am interested in Pirelli’s brand message and behavior, and what that says about the brand and about us.\r\n\r\nIn releasing this calendar, it appears that Pirelli is a brand transformed. The New York Times piece presents this transformation in the form of commitment and responsibility. Yet Pirelli, and a few subjects of the calendar, do not necessarily agree. Both Mellody Hobson and Agnes Gund made it clear in The Times article that, “their relationship was with Ms. Leibovitz, not Pirelli.” And Artist Shirin Neshat said, “I didn’t feel like I was selling out by doing this as much as helping Annie support a new idea about female style and beauty.”\r\n\r\nThe piece also presents Pirelli’s perspective:\r\n\r\n“The company itself is careful to say the about-face was Ms. Leibovitz’s idea, and to paint the current calendar as part of a continuum, as opposed to a rejection of its former ways, thus leaving the door open for another switcheroo. Indeed, Marco Tronchetti Provera, the Pirelli chairman and chief executive, said that the pivot is simply another example of the way the calendar “reflects contemporary society.”\r\n\r\nWhat this tells me is that the Pirelli brand is comfortable reflecting contemporary society, and will potentially keep this current perspective as long as contemporary society chooses to represent what seems to be a modern view of women. It also tells me that the brand is uncomfortable taking on the role of leading any societal charge, or shaping how our culture transforms our view of women.\r\n\r\nI wonder if Pirelli, the cultural opportunist brand, even realized how seriously the message would reflect their brand. It could be assumed, without Ms. Leibovitz at the helm, Pirelli would have been happy to launch another artistic T&A pinup calendar. It’s as if the brand quite accidentally became a beacon of feminism, ironically presenting calendar subjects who are proof that first, second, and third wave feminism movements have taken a stronghold in our culture.\r\n\r\nSo perhaps by showing us this calendar, Pirelli is quite accidentally letting us know that we are on the cusp of a cultural shift into a final wave, where we no longer see the large gap in gender realities, where gender and feminism as we know it dissolves, and we are all seen as human beings making independent choices and having accomplishments and failures. Where brands simply speak to people.\r\n\r\nIn 1949, Simone de Beauvoir, the French philosopher stated, “…humanity is male and man defines woman not in relation to herself but as relative to him; she is not regarded as an autonomous being.” Today, the Pirelli brand, in showing us this calendar, has taken a huge leap from a 20th century feminist perspective to a place where humanity is relative not to man, but to our culture.\r\n\r\nThe brand is indeed signaling something. But we shouldn’t expect anything more from them. The Pirelli brand will be happy to signal something else if we—as a culture—let it.\r\n\r\nPhoto courtesy of New York Times', 'Pirelli Says Behind Every Great Tire Brand is a Great Woman – is the Brand Finally Catching Up with Culture or Leading it?', '', 'publish', 'open', 'open', '', 'pirelli-says-behind-every-great-tire-brand-is-a-great-woman-is-the-brand-finally-catching-up-with-culture-or-leading-it', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/pirelli-says-behind-every-great-tire-brand-is-a-great-woman-is-the-brand-finally-catching-up-with-culture-or-leading-it', 0, 'thinking', '', 0), (1055, 1, '2015-12-22 21:55:56', '2015-12-22 21:55:56', 'As the year comes to an end, we wanted to take a look back and recognize some naming work that, too often, goes under the radar. We want to give credit where credit is due and celebrate the strategies that go behind naming. Below are some of the names that caught our eye, made us smile and made us do a double take.\r\nBest name that would also work for a Bond girl:\r\nVerily, the new name for Google Life Sciences, has an archaic ring to it, an innocent tone that’s waiting to be sullied by some randy double entendre a la the James Bond movies of the Pierce Brosnan era. (Anyone remember “I thought Christmas only comes once a year?” No?) But it’s this old-fashioned sensibility—it’s how Shakespeare might have said “certainly” or “truly”—that gives the name a humanness, contrasting with the hard data and sterility that science is commonly associated with. This is life sciences, after all. It’s humans working to make human lives better. And that’s a truly worthwhile thing, isn’t it?\r\n\r\nBest new clever name:\r\nMove over millennials, it’s all about the centennials now. Centennials was the new name given this year to the generation that comes after millennials (currently aged 0-18, born 1997 to present). Why have they been so cleverly named? Centennials are “being born at the turn of the century.” They can keep up with the pace at which technology advances. The rationale was also given that one “cent” is smaller than one “mill.” Ah, so smart! I think marketers are also excited that this is the newest generation getting credit cards, which also starts with a “C.” Hmm…\r\n\r\nBest name you can project your own meaning onto:\r\nOn the face of it, Facebook M—the name for Facebook’s new digital assistant—has a frustrating lack of clarity. What’s the M supposed to stand for? Messenger? Me? But the name’s ambiguity is also its strength. M is a personal assistant, after all; it can mean anything you want it to mean. More time. Make it happen. Perform miracles for me. Sure, it’s ultimately just a truncated way of referring to Facebook Messenger, the app on which M lives, but let’s not be too hasty in considering this a lazy name. I prefer to think of it as meaningful, in my own way.\r\n\r\nBest name that shouts, “I’m wanna be cool:”\r\nFreeform is the new channel name that will replace the ABC Family name. Owned by Disney, the channel is rebranding in an effort to more closely speak to their target of 14- to 34-year-olds. They learned that some non-viewers found the word “family” off-putting, since they associated it with “family friendly” and “wholesome.” I guess we learn cooler, more modern values from Pretty Little Liars than from older shows like Gilmore Girls and Full House. While the channel’s strategy has evolved and grown up, Freeform helps speak to the idea of molding young minds and becoming your own self.\r\n\r\nBest name that’s pretty sure of itself:\r\nAnheuser-Busch’s new Best Damn Brewing platform aims “to bring you the Best Damn thing you’ve had all day,” and it’s launching with… root beer. (Don’t worry, it’s got alcohol.) The name has personality—it mirrors the confidence you get after you’ve downed a couple of drinks, after which anything you taste will probably be the best damn thing you’ve ever had. And the tone is fitting for the everyday machismo of a beer brand, while offering a flexible platform for the brand to experiment with different brews. After all, what better time to experiment than after you’ve knocked back a few?\r\n\r\nBest name that makes you think twice:\r\nAround October, Google launched a new service named YouTube Red. It allows users to stream ad-free content for $9.99 per month. At first thought, it made me think of “going into the red,” for another monthly streaming service we need to pay. But executives at YouTube said that fans associated the term “red” with YouTube and with love, with YouTube’s red carpet. While there’s a long list of other things that can be associated with the color red, I believe they missed an opportunity to speak to the benefit of getting ad-free content through the name. While YouTube has a very simple naming system, usually very descriptive, YouTube Red breaks the mold and gets more suggestive which, of course, leaves a little room for interpretation.\r\n\r\nWhile creating and choosing a name is a challenge, it’s important to make sure your communication objective is strategically being met. Does it make sense for the brand? Does it follow your naming system? Will consumers get it? Will new consumers be attracted to it? While we like to say that a name can only say one thing (maybe two) very well, brands need to make sure that their new name is telling their story in the right way.\r\n\r\nPhoto courtesy of JSA', 'What’s That Name?', '', 'publish', 'open', 'open', '', 'whats-that-name', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/whats-that-name', 0, 'thinking', '', 0), (1056, 1, '2016-02-16 19:07:03', '2016-02-16 19:07:03', 'In our last post, we looked back on naming and verbal trends for 2015. Now it’s time to look forward. In this first piece of a series of four blog posts, we share our predictions for what naming and verbal trends we can expect to see more of in 2016.\r\nIn this edition, technophile meets word-nerd. This is where CBX Verbal Strategy experts track the latest, most advanced, I-can’t-live-without-it devices and technologies unveiled by industry insiders in the New Year. We are excited and inspired by these cooler than cool innovations, and we are decoding their names to find out what’s hot in technology naming trends this year. Here is what we’ve seen, and what we would love to see going forward.\r\n\r\nSuper. Human. Technology: Show Your Human Side\r\nMove along Big Data, Artificial Intelligence (AI) is the hottest topic this year. AI is the graceful technology that gives computer systems human-like capabilities such as visual as speech recognition. AI is fast-moving into the mainstream and our everyday experiences, which we see reflected in the names. Say hi to some friendly new faces in AI: Amazon’s virtual assistant Alexa, Arlo Q the connected home camera, and Lily the drone. So cute. These have nothing to do with the intimidating robot-sounding names science fiction scared us with (e.g., C-3PO, R2D2, Tron, HAL 9000. Even Rocky IV had a SICO robot). These are ordinary, approachable, human names that are less about the artificial, and more about intellectual and emotional role these machines are already playing in our lives. Even Mark Zuckerberg says the AI he’s building for his home (and eventually for Facebook) is “like Jarvis in Iron Man”. Hey Mark, if you need a name, we can help (we’re on Facebook!).\r\n\r\n Worlds Apart: Don’t Scare Us Away\r\nHere is the reaction you’ll probably have the first time you experience Virtual Reality (VR): “oh my god, the future is here.” Bonus effect: “oh my god, this is only the beginning.” VR is about opposites: real and virtual, present and future, here and there, prelude and progress. Names created for the newest VR devices evoke these dichotomies. Oculus Rift keeps the perception of the real and virtual worlds apart. HTC’s Vive Pre plays with the notion of time, it says “stay with us, you’re just about to really live it.” To be honest, we would love to see more engaging names that make the category feel less scary. Magic Leap, a great example, one of the most advanced startups in Augmented Reality and 3D imagery, has a name that feels fun and inviting. It’s about meaningful connections and exciting experiences. Isn’t that what technology is all about?\r\n\r\nMan > Machine: Put People First\r\nThe machines might always become more powerful and more intelligent; we found a lot of names that give the power back to consumers by focusing on end benefits. Some brands (e.g., Kia Drive Wise, CleverPet, Samsung Family Hub Fridge) choose clarity over creativity with a descriptive approach to help consumers understand what these innovations will do for them. Other brands (e.g., TempTraq, Freefly VR) get a little more creative and suggestive, keeping up with the excitement for great innovations by creating ownable meaning around emotional benefits. Cutting-edge technology doesn’t mean the benefit shouldn’t be clearly communicated. In such a crowded and prolific environment, sometimes it’s nice to find simple, clear descriptions.\r\n\r\n2006 Called, They Want Their Names Back: Move on and Have Fun\r\nCome on, it’s 2016. Nobody wants to see names with over-used category markers like “e”, “i\", or “smart” anymore. They have long become obsolete and fall short in communicating what’s really innovative and differentiating. After all, isn’t everything supposed to be smart now? The Daqri Smart Helmet is described as “the most powerful augmented reality device on the market.” The name, however, doesn’t help explain what it actually means. Similarly, Zeiss Smart Lenses (a Google Glass challenger) offers seamless technology and stylish glasses that you can wear without looking like a dork – a unique point of differentiation that could have influenced the name. Volkswagen’s long-distance electric car has a great story to tell about emotional connection, but the name they chose, BUDD-e, is a little disappointing. A name can only say so much – but the name that you choose is the springboard for a great story to tell. So don’t be scared to break out of the usual industrial language with unexpected and metaphorical names. How fun and disruptive do Disco, Parrot’s new drone, and Toucan, Kuna’s latest security camera, sound? Very. And we want more of that. Everything is as possible with naming as it is with technology.\r\n\r\nIf technology is about connecting people and creating seamless experiences for a better and easier life, names should live up to that. An approachable tone will get you closer to consumers; a unique yet simple construct will spark interest; and a differentiating message will make your innovation stand out.\r\n\r\nPhoto courtesy of New Statesman.\r\n\r\n ', 'What Next? 2016 Predictions for Naming and Writing', '', 'publish', 'open', 'open', '', 'what-next-2016-predictions-for-naming-and-writing', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/what-next-2016-predictions-for-naming-and-writing', 0, 'thinking', '', 0), (1057, 1, '2016-02-22 19:58:27', '2016-02-22 19:58:27', 'Last week in our series of 2016 predictions, we took a look at coming trends in technology naming. This week, we’re turning our attention to B2B brands—and how they’re using verbal strategies to tell more human stories about who they are and what they do.\r\nBack in the day—when shoulder pads abounded and greed was good—the default personality for B2B brands was “big and powerful.” They had functional, impersonal, proudly corporate names like IBM, SAP, Qualcomm. The names—inscrutable acronyms and jargon to the Average Joe—were empty vessels that didn’t mean anything. They did their job, insinuating oversize presence and boundless reach. But they didn’t say anything about what the brands stood for.\r\n\r\nThese days, every brand—whether B2B or B2C—needs to have meaning, a reason to exist. Big and powerful, intimidating and impersonal—these are not the kinds of brands that businesses want to work with anymore, that consumers want to buy. In a landscape of more personal, more human, more local and transparent and approachable brands, B2B brands have needed to adopt new strategies. Using the same tools as B2C brands, B2Bs are starting to communicate what they stand for. Here are a few examples of brands that are already doing this, and the verbal tools they’re using to do it.\r\n\r\nThe tagline tells the story\r\nBrands with acronymic names are taking advantage of what once might have been considered a meaningless empty vessel—a string of random letters, leftovers of legacies or mergers—and turning it into the beginning of their story. DHI, for example, wanted to keep the equity built into its name. But it had a new strategy, a new brand meaning, that had to be conveyed. A tagline—“Delivering Hire Insights”—gave fresh meaning to its name, and introduced a new story for the brand. Similarly, UPS recently evolved from its “Logistics” campaign, debuting its “United Problem Solvers” tagline.\r\n\r\nGiving your brand a voice\r\nWhen it comes to B2B brands using voice to communicate who they are, there’s no cheekier money than Mailchimp. The email marketing brand sets itself apart with a fun, friendly, human voice that’s unexpected (for now) in its space. Newer B2B brands in general have used voice to good effect to bring a more human element to what that they do. Square uses a voice that’s simple and approachable and almost poetic—making credit card processing more exciting than ever. Slack—the real-time messaging tool—uses exactly the kind of conversational voice on its Twitter account that you’d expect to see scrolling down its IM windows in offices across the country.\r\n\r\nSend your message through social media\r\nOver the years, GE has mitigated its corporate conglomerate ethos through thoughtful and inspiring messaging built around its “Imagination at work” tagline. It continues to engage and educate through media like Facebook, where it posts about innovation and technology—creating meaning for its brand by helping others become more curious about life and science. Zendesk, a customer service platform, showcases its work culture through quirky posts of its employees on Instagram. And what better way to promote your dedication as a customer service platform than by celebrating the people behind it?\r\n\r\nAs more B2B brands are built or evolve in the coming year(s), we’ll see them become more expressive, trying to connect more to the people who work with them, as well as those who are their ultimate end-users. Because when brands have meaning and a story to tell, we’re more likely to listen.\r\n\r\nPhoto courtesy of Julie Christie Photography\r\n\r\n ', 'What Does Your Business Stand For?', '', 'publish', 'open', 'open', '', 'what-does-your-business-stand-for', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/what-does-your-business-stand-for', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1058, 1, '2016-02-23 17:32:51', '2016-02-23 17:32:51', 'Every year the Westminster Dog Show provides an opportunity to see the vast portfolio of dogs the canine species has to offer. From a brand perspective there’s a problem though – the brand portfolio architecture is stuck in the 1880s.\r\nSporting\r\nPhoto courtesy of USA Today\r\n\r\n\"Sporting\"\r\n\r\nWorking\r\nPhoto courtesy of PBS\r\n\r\n\"Working\"\r\n\r\nHound\r\nPhoto courtesy of Fox 5 San Diego\r\n\r\n\"Hound\"\r\n\r\nHerding\r\nPhoto courtesy of US News\r\n\r\n\"Herding\"\r\n\r\nToy\r\nPhoto courtesy of Forbes\r\n\r\n\"Toy\"\r\n\r\nWhat’s wrong with this list? It’s not nice to call your best friend a toy, for one thing. For another, herding is work; ask any parent. Most importantly, this is not how people shop for a dog. Brand architecture should reflect the decisions consumers make when deciding what to buy. So let’s look at this portfolio from the perspective of actual (or aspiring) dog owners and the questions in their minds as they shop.\r\n\r\nWill this dog fit in my living space?\r\n\r\nApartment dogs\r\nPhoto courtesy of Pinterest\r\n\r\n\"Italian\r\n\r\nSubset – New York City apartment dogs (aka, have enough head room to clear an Ikea coffee table) \r\n\r\nPhoto courtesy of Izismile\r\n\r\n\"Corgi\"\r\n\r\nTownhouse dog\r\nPhoto courtesy of Rssing\r\n\r\n\"Boxer\"\r\n\r\nSuburban dogs\r\nPhoto courtesy of Areawoods\r\n\r\n\"Border\r\n\r\nFree range dogs\r\nPhoto courtesy of Constant Contact\r\n\r\n\"Great\r\n\r\nHow will this dog make me look?\r\n\r\nFashionable\r\nPhoto courtesy of Ralphie the Cockapoo\r\n\r\n\"Ralphiethecockapoo\"\r\n\r\nFabulous\r\nPhoto courtesy of Poodle Forum\r\n\r\n\"Poodle\"\r\n\r\nIntimidating\r\nPhoto courtesy of Swiss Licks Wissies\r\n\r\n\"Greater\r\n\r\nApproachable\r\nPhoto courtesy of Oh Mi Dog\r\n\r\n\"Bichon\r\n\r\n \r\n\r\nI need a BFF and\r\n\r\nI\'m super needy\r\nPhoto courtesy of Petcha\r\n\r\n\"King\r\n\r\nI\'m low maintenance\r\nPhoto courtesy of Mental Floss\r\n\r\n\"English\r\n\r\nI have a tendency to talk myself into trouble\r\nPhoto courtesy of Buzzsharer\r\n\r\n\"Mastiff\"\r\n\r\nI\'m energetic\r\nPhoto courtesy of US News\r\n\r\n\"Agility\"\r\n\r\nI need something that will love me right back\r\nPhoto courtesy of Sugar Mutts Rescue. Bella and Sprout are both available for adoption!\r\n\r\n\"Shelter', 'Reimagining the Brand Architecture at the Westminster Dog Show', '', 'publish', 'open', 'open', '', 'reimagining-the-brand-architecture-at-the-westminster-dog-show', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/reimagining-the-brand-architecture-at-the-westminster-dog-show', 0, 'thinking', '', 0), (1059, 1, '2016-03-01 15:44:33', '2016-03-01 15:44:33', 'Last week in our series of 2016 predictions, we took a look at B2B companies to see how they use verbal strategies to communicate what they do in a more meaningful way. This week, we’re turning our attention to the new communication that’s emerged from the latest and greatest trends in healthcare. \r\nWe’ve seen a new wave of trends emerge that are changing the way we think about healthcare. What’s driving this change? People. As consumers, people are empowered by choice and are used to being heard. We’re now seeing patients engage with the healthcare system with their consumer expectations. While the industry has received a great deal of political attention with policy changes and debate over regulation, what’s remarkable, is that if we move past the political chatter, the healthcare industry’s voice is optimistic.\r\n\r\nEvolution MD\r\nOne company that’s leveraging smarter, more customized care is Sherpaa. Through their app, you can send a message to a physician to see if an emergency room visit is necessary or not. As the name cleverly suggests, this service acts as your guide to “smarter healthcare” and to hoping it’s not as bad as it looks. The company Medicast has shown that empowering caregivers can make a world of difference. With seamless mobile technology, the company provides caregivers the tools to offer home health services that are “extending care beyond the four walls.” The name itself is suggestive of the medical industry breaking through the traditional environment and casting the availability-of-care to a wider array of people.\r\n\r\nHidden In Plain Sight\r\nThe California start-up, Heal, paints a picture of a very promising outcome. They provide physicians that do on-demand house calls to your home in less than 60 minutes. What’s astonishing is that they were able to trademark their name. The healthcare industry is so used to having complicated, cryptic names (for example Pfizer, AstraZeneca, etc.) that are very hard to get approved by regulatory. It’s incredibly refreshing to see a name that’s going back to basics in a simple way that still holds meaning. I also can’t help but wonder if the name is a double-entendre for being “at your heel,” or at your beckon call. Another company that’s big on being clear and straightforward is PillPack, the online pharmacy. Their descriptive name really reflects how easy they want to make the experience for people. The full-service pharmacy sorts your medication by day and time and puts it in a convenient on-the-go pack. Simplicity at its finest.\r\n\r\nTake the Alternate Route\r\nIt’s too often we hear people say, “there has to be a better a way.” Finding a doctor, getting referrals, understanding drug tiers, etc. There are many complexities when dealing with the system and people really value painless experiences (pun intended). The company BetterDoctor is doing just that. With such a straightforward name, they can quickly and clearly communicate to people that they are here to help find and connect them to not just any old doctor, but a better doctor. By providing information on doctor’s education, experience and other patient’s reviews they increase transparency to help you make an easier decision. Taking a slightly different naming approach, the new health insurance company, Oscar, seeks to reinvent the way we think about health insurance. Their minimalist, but inviting communication takes insurance to a more humanized level. By using the name of a person, they help people think they’re dealing not with a money-hungry company, but more like a friend that’s looking out for you. It’s a service you’d actually want to opt in to.\r\n\r\nAs you can see, we’re hearing a different tune in the healthcare industry. Smart, simplified solutions are exactly what people are asking for and they’re being delivered in a more refreshing and break-through manner. As the industry continues to innovate around consumer-driven expectations, we expect to keep seeing companies push into more emotional and creative communications that are a departure from what we’ve traditional seen in the landscape.\r\n\r\nPhoto courtesy of Leadership HQ\r\n\r\n ', 'In 2016, Healthcare Is All About Optimism', '', 'publish', 'open', 'open', '', 'in-2016-healthcare-is-all-about-optimism', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/in-2016-healthcare-is-all-about-optimism', 0, 'thinking', '', 0), (1060, 1, '2016-03-15 20:23:40', '2016-03-15 20:23:40', 'Last week in our series of 2016 predictions, we took a look at coming trends in life sciences. This week, we’re turning our attention to consumer brands—what’s in and what’s out when it comes naming and writing for consumer goods and services. \r\nThe first millennials turn 35 this year. They are coming of age as leaders of industries and heads of movements, and nearing their maximum earning potential. They are now the holders of the average household’s purse strings. Not surprisingly, the way consumer goods like apparel, food or personal care products are marketed has shifted dramatically to appeal to a generational demand for transparency, authenticity, and purpose. Here is our take on what will be in and what will be out for consumers in 2016.\r\n\r\nOUT: Faux Founders \r\nIN: Mascots\r\nCreating a fictitious founder has long been a trick namers have pulled out of their magic naming hats as a shortcut to authenticity. Sadly, there is no Mrs. Paul cooking up fish sticks in a quaint seaside cottage. Betty Crocker? A figment of marketing imagination. Dr Pepper was never a real doctor, nor a real person, for that matter. This time-honored naming trope may have worked with Boomers and Gen Xers, but just doesn’t fly with Millennials. For them, there is no shortcut to heritage. So what’s a namer to do? This is where the mascot comes into play. Brands like Casper and Oscar use uncommon names as analogies that say, “If our brand were a person it would be this type of person.” The names paint a picture of the brand’s character without going as far as inventing a false identity. By the way, not all is lost. Sara Lee and Chef Boyardee? They’re real.\r\n\r\nOUT: Crazy Coined Names \r\nIN: Under-used real words\r\nNearly 400,000 new trademarks are filed every year in the US alone. Fitting into a trademark landscape that grows more and more crowded by the second takes creativity, and in some cases, an embrace of the absurd. This is what prompted the emergence of the crazy-coined-name boom born from the dot-com boom. Hallmarks of that era include naming gems like Razorfish, Flooz, Kazaa. All typify a reliance on coining and the liberal use of the letter “z”. Now, we are more likely to unearth a real word that perhaps hasn’t been in everyday use for a while. Take Gimlet Media – the name NPR’s Alex Blumberg selected this year for his new podcast media company. The name is a throwback to a Madmen era cocktail that fell from the mainstream decades ago. An old-fashioned name is refreshed in modern usage, signaling a new era in which sparkling conversation returns to media.\r\n\r\nOUT: Heavy-Handed Brands \r\nIN: Un-Brands\r\nIn the eighties and nineties consumers couldn’t get enough brand names. Every t-shirt, every purse, every box in the pantry had a big, impressive brand name or logo. The pendulum has most definitely swung. Enter the era of normcore, a fashion trend characterized by average and unpretentious style. The normcore lifestyle not only pervades the fashion world, but has seeped into all aspects of the consumer landscape. This year General Mills launched The Good Table, a straightforward, understated brand with a simple promise to put more good meals on the table. No pomp. No circumstance.\r\n\r\nAnd with that, we close out our predictions for naming and writing this year. Until next year.', 'Consumer Brands: You\'re Either In Or You\'re Out', '', 'publish', 'open', 'open', '', 'consumer-brands-youre-either-in-or-youre-out', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/consumer-brands-youre-either-in-or-youre-out', 0, 'thinking', '', 0), (1061, 1, '2016-03-22 15:23:57', '2016-03-22 15:23:57', 'First rule of the internet—don’t read the comments. Second rule of the internet—do not ask the internet to name your brand.\r\nThe Natural Environment Research Council (NERC) learned the second rule the hard way when they opened up suggestions to name their new ship to the internet. The ship is a £200 million polar research vessel described by NERC as “the most advanced floating research fleet in the world and will help put the UK at the forefront of ocean research for years to come.” The internet’s answer for such an esteemed vessel?\r\n\r\nBoaty McBoatface. By a landslide.\r\n\r\nHere is a list of things the internet cares about—cat videos, bacon, unclad celebrities. Here is a list of things the internet does not care about—your brand strategy, managing a complex trademark landscape, ensuring a name isn’t offensive culturally.\r\n\r\nThe internet cares about instant gratification. If you want someone to care about creating a name that lives up to your £200 million investment and will stand the test of time, call the professionals.\r\n\r\nPhoto courtesy of USA Today\r\n\r\n ', '3 Reasons Why You Should Not Ask The Internet to Name Your Brand', '', 'publish', 'open', 'open', '', '3-reasons-why-you-should-not-ask-the-internet-to-name-your-brand', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/3-reasons-why-you-should-not-ask-the-internet-to-name-your-brand', 0, 'thinking', '', 0), (1062, 1, '2016-04-15 20:12:17', '2016-04-15 20:12:17', 'Even mighty Anna Wintour with her power to make or break designers can’t kill the word athleisure. There was a time in 2015 she could have, but that time has passed. Beyonce just launched her brand of athleisure IVY PARK. And that has everyone using the word. And if anyone can SLAY Anna, it’s QUEEN BEY. It has 75K hashtags on Instagram, over 401K hits on Google. And the second entry hit on Google for the term—an article titled “The 5 Golden Rules of Athleisure” published in January this year by…wait for it…VOGUE. Wintour herself has contributed to the term becoming “in vogue” as they say.\r\nUsage in Vogue is all it takes to make Athleisure an official word in the fashion world. And its acceptance in Merriam Webster this year makes it an unofficial word for the rest of the world. That said, it’s not truly a real word until the Oxford English Dictionary makes it so. So far they are still holding out on Athleisure. However it’s only a matter of time. The OED loves “blend” or “portmanteau” words like Athleisure that bring two words together to create a completely new word. They brought Fauxhawk, Jorts, and Flatform shoes into the dictionary in 2014. And Hangry and Mansplain last year. We predict this is the year Athleisure is brought into the tome of the English language.\r\n\r\nMaybe Anna objects to wearing yoga pants all day, regardless of the word used to describe it. However, we suspect that the cutesy portmanteau style isn’t helping her embrace the trend. That said, it’s that adorable blending of the words that makes it attractive to the population at large and the linguists who document popular language. It’s what makes it impossible for even Anna to kill.\r\n\r\nNevertheless, who are we to refuse Ms. Wintour. If you want, Anna, we can create some less precocious options for the trend. Good luck getting them to stick. Our advice, just wait it out. Maybe Athleisure will go the way of peasant blouses and just fade away.\r\n\r\nPhoto courtesy of Today.', '\"Athleisure\", Not In Vogue', '', 'publish', 'open', 'open', '', 'athleisure-not-in-vogue', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/athleisure-not-in-vogue', 0, 'thinking', '', 0), (1063, 1, '2016-05-10 22:19:37', '2016-05-10 22:19:37', '“As Gregor Samsa awoke one morning from uneasy dreams he found himself transformed in his bed into a gigantic insect.” —The Metamorphosis, Franz Kafka\r\nIt’s morning in America, folks. And as America awoke this morning, it found itself transformed into the king of beers. Today, Budweiser announced that starting May 23rd they will henceforth be referred to as America. With that, our nation has manifested its destiny.\r\n\r\nE pluribus unum. Where there were once two brands. There is now one. If you think about it, the union between brand America and brand Budweiser could not be more perfect. Both are iconic. Both are red, white and blue. Both have moved their manufacturing bases overseas. And both can get you bombed. #Twinning.\r\n\r\nThis bud really is for you, America.\r\n\r\nPhoto courtesy of Entrepreneur.\r\n\r\n ', 'America: The Land Of The Beer', '', 'publish', 'open', 'open', '', 'america-the-land-of-the-beer', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/america-the-land-of-the-beer', 0, 'thinking', '', 0), (1064, 1, '2016-05-16 20:23:09', '2016-05-16 20:23:09', 'I spent this weekend at The Period Shop — the world’s very first pop up store dedicated to periods, created by our favorite period brand U by Kotex. To say that I\'m proud to work with the CBX U by Kotex project would be an understatement. The pop-up shop brings to life the brand mission in a tangible way, and the shelves were lined with our anti-stereotype package designs. See more about how these cool, colorful designs came to be here.\r\nThe Period Shop was inspired by a Tumblr post from a young woman, Sarah M., who partnered with U by Kotex to make her vision a reality on 5th Avenue in NYC. Part celebration, part proclamation, The Period Shop is proof that, together, we can change how we think about, talk about, and shop for periods. All proceeds benefit Susan’s Place, a NYC-based transitional residence for homeless women.\r\n\r\nAnd here are photos from my #PeriodProjects experience:\r\n\r\n\"IMG_20160515_143715180\"\"IMG_7876\" \"IMG_7877\"\"IMG_20160515_143925345\"\"IMG_20160515_144104014\"  \"IMG_20160515_143748645\" \"IMG_20160515_143759244\"\r\n\r\n ', 'The Start of Something Big', '', 'publish', 'open', 'open', '', 'the-start-of-something-big', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/the-start-of-something-big', 0, 'thinking', '', 0), (1065, 1, '2016-05-23 21:09:42', '2016-05-23 21:09:42', ' \r\nCBX is proud to sponsor the 100th lap of the 100th running of the Indianapolis 500.\r\n\r\nWho do you think will win?  Will Power?  (what a NAME!)\r\n\r\n#indy500 #100thlap #100x100', 'Indianapolis 500: 100th Running, 100th Lap', '', 'publish', 'open', 'open', '', 'indianapolis-500-100th-running-100th-lap', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/indianapolis-500-100th-running-100th-lap', 0, 'thinking', '', 0), (1066, 1, '2018-09-24 19:23:37', '0000-00-00 00:00:00', 'Gotta catch ‘em all? Since its release, Pokemon Go has reached over 30 million downloads worldwide, with over 11 million downloads in the US alone. Aside from breaking records as the most downloaded app within 7 days, the Nintendo game has sparked a contagious Pokemon fever, spreading through the nation one iPhone and Android at a time.\r\nWith this timely frenzy, it’s no surprise that brands and retailers alike are looking to capitalize on this trend and incorporate it into their marketing efforts. But how does one use this game as a tool? The easiest way is to purchase a “lure” for 10 dollars—these attract Pokemon to wherever the lure is placed for about 30 minutes. A manager at L’inizio Pizza Bar in Long Island City, Queens, told the NY Post that over the course of one weekend his shop saw a 75% increase in sales, just by attracting Pokemon and “trainers” (players of the game). It certainly makes sense: if trainers are out all day catching Pokemon there’s no time to stop home and feed themselves. The smell of pizza alone was probably enough to get them to stop for a slice.\r\n

    \"Screen\r\nA sign outside of L\'inzio Pizza Bar enticing Pokemon trainers

    \r\nIn addition to lures, other retailers are offering discounts to successful trainers that have caught Pokémon in their stores, and a café in Pennsylvania even offered a 10% discount to people just for having the app on their phone. Doughnut Plant in NYC used Facebook to promote their “Pokeseed” doughnut, while also emphasizing the fact that two of their locations are PokeStops (where trainers can get free pokeballs), and one is a gym (where trainers can battle other trainers with their Pokémon). With the upcoming launch in Japan, McDonald’s will be the first paying sponsor of the game by making 3,000 of its locations gyms.\r\n\r\n\"Screen\r\n\r\nHowever, with all the good it’s done for businesses that’s not to say using Pokémon Go as a marketing tool doesn’t come with some challenges. Some retailers have complained that these “trainers” have interrupted regular shoppers by blocking space without any awareness of their surroundings. The trick is to offer an incentive—if a retailer has Pokémon in their store then great, but it’s important to get trainers to stop playing the game and actually buy something. Formulating a solid plan of rewarding players for entering their location has thus far been proven successful, as well as incorporating Pokemon-themed food and merchandise. Brands should take note of these retailers, and use the advantages of this craze while it lasts.\r\n\r\nHappy hunting--for trainers, that is.', 'How Retailers Are Catching Trainers Instead of Pokemon', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=1066', 0, 'thinking', '', 0), (1067, 1, '2016-09-06 17:58:16', '2016-09-06 17:58:16', 'Marvel’s new Iron Man will be called…Ironheart. Well done, Marvel. You could have taken the well-worn and clichéd path for naming female superheroes by calling Riri, the new female hero wearing the iron suit, Iron Woman or Iron Maiden. And while my heavy metal heart may secretly yearn to see Iron Man (a well known Black Sabbath song) together with a hard rocking reference like Iron Maiden, Ironheart bounds over old-fashioned naming conventions and soars into the future.\r\nIronheart is a name that focuses on the history and soul of the franchise over gender—after all, Tony Stark first put on the iron suit to save his heart and Marvel indicates that Riri will also put it on for not-yet-disclosed heart-related reasons. A gender-neutral name like Ironheart says, this is a superhero. A gendered name like IronWoman would say, this a girl superhero. The implication being this is a franchise designed for a female audience only. By avoiding un-necessarily gendered naming, Marvel signals to a new generation of boys and girls that we can all look up to female superheroes.\r\n\r\nNow if only other brands would take Marvel’s cue. Ahem, I’m looking at you Bic Pens for Her and Forbes Woman.', 'Ironheart: Vanquisher of Pointlessly Gendered Names', '', 'publish', 'open', 'open', '', 'ironheart-vanquisher-of-pointlessly-gendered-names', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/ironheart-vanquisher-of-pointlessly-gendered-names', 0, 'thinking', '', 0), (1068, 1, '2016-11-01 20:42:34', '2016-11-01 20:42:34', 'Big news, food manufacturers, the FDA is making changes to the nutrition facts label. All food manufacturers will be expected to comply with these changes by July 26, 2018.\r\nWhat does this specifically mean for you? It means you’ll be:\r\n\r\n– highlighting calories and servings, so consumers can make more informed food choices\r\n– indicating “added sugars” instead of just “sugars”\r\n– disclosing “per serving” and “per package” calorie and nutritional information (because who ever really follows the recommended “per serving” information anyway)\r\n\r\n(as well as several other changes, but these three are the big ones)\r\n\r\nA few suggestions for you to consider when making these changes:\r\n\r\n1. Stay calm and be true to your brand\r\n\r\nRemember it’s all about authenticity these days. Don’t try to reinvent your brand as something it’s not. Consumers buy your brand and love it for a reason. Continue to do what you do best – stay true to you.\r\n\r\n2. Educate your consumers\r\n\r\nTell your consumers all the good stuff happening in your product. While many of the changes seem like doom and gloom (hello 45g of sugar in a 100% juice brand). There are a lot of great things to tell consumers about your brand too. Such as, despite being high in sugar, they get 100% of the daily value of vitamin C and there are 0 added sugars (zero, as in nada – nothing). You should also consider moving some of your brand’s positive attributes to the front panel.\r\n\r\n3. Plan ahead\r\n\r\nInstead of only making the changes required by the FDA, think ahead. Remember points 1 & 2 above (“be true to your brand” and “educate your consumers”), now is the time to plan and make global changes to your brand’s front and back panel labels at the same time. We see this as a time to get smart and maximize efficiencies.', 'Food for thought on the new FDA label', '', 'publish', 'open', 'open', '', 'food-for-thought-on-the-new-fda-label', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/food-for-thought-on-the-new-fda-label', 0, 'thinking', '', 0), (1069, 0, '2018-09-24 18:20:58', '2018-09-24 18:20:58', '', 'BlueFlame2-1', '', 'inherit', 'open', 'closed', '', 'blueflame2-1', '', '', '2018-09-24 18:20:58', '2018-09-24 18:20:58', '', 1016, 'http://cbx.cappendev.com/app/uploads/2018/09/BlueFlame2-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1070, 1, '2017-06-14 16:22:34', '2017-06-14 16:22:34', 'This year, we sent a group of CBXers to the Northside Festival, the innovation-centric conference in Brooklyn. The sessions featured brands and speakers spanning industries in technology, food, media, entertainment and politics discussing a wide variety of topics from AI, entrepreneurship, President Trump & James Comey, Instagram, and feminism to name a few. Whether it was discussing how technology would advance society, the implications of scaled information or how to innovate to tell better stories, regardless of industry, the root of all discussions rounded back to two fundamental questions: What are we creating and who are we creating it for?\r\nOur conclusion was this: As brands and agencies (and the people who shill for them) attempt to decipher how to operate in our changing times, both in business and society, it is clear that connection is what we are all seeking. At CBX, we pride ourselves in creating content, in various forms and delivered in various ways, with the belief that connecting to the lives of people is what matters most. In creating content made to share, inform, entertain and sell, we are informed and inspired by culture. It is when circumstances are uncertain, unclear, and sometimes even tumultuous, that innovating how we connect with one another in significant ways through meaningful experiences becomes all the more important.\r\n\r\nWhat is it?\r\nOne of the first sessions that kicked off the festival was “Transforming the Content Supply” featuring mostly speakers from the entertainment industry. Due to the resume of the speakers, the conversation addressed ‘content’ in relation to films and shows we consume in movie theaters, on television and computer screens. Addressing the importance of diversity and the need for stories told from difference perspectives, the conclusion from the speakers was how any form of significant content needed to be both a reflection of and mover of culture. As consumers of content (and consumers of what we’re being sold), we have the power- in the form of money and voice- to dictate what’s being created and brought to us.\r\n\r\nBut what happens when that content is misused? In a session coinciding with the former Director of the FBI James Comey’s Senate testimony, the subject of content- those who delivered it, their motivations and the repercussions of how it’s spread and shared- was unavoidable. In a session presented by news organizations The Intercept and Buzzfeed News, editors and writers debated the long term effects of not just the Russian hacking but its impact on how information is produced by its creators and processed by audiences. An interesting provocation was raised by The New Yorker’s Adrien Chen who drew parallels between marketing, Russian troll farms and former National Security Advisor Michael Flynn; his point was the people flooding the ‘Comments’ section of many online outlets were no different than those who worked in PR to try to “shape” mass opinion and that Flynn was essentially the ultimate “Influencer.” An ability to reach a wide audience or be seen as an authority in some way has always been a method used by brands. However, when we view what we do through the dangerous lens of information manipulation, perhaps we should give our methods a second thought.\r\n\r\nWho is it for?\r\n“When you’re a brand, you must accept that consumers own your brand,” was a statement kicking off a panel addressing start-ups featuring Julie Mossler, Head of Brand at Waze and Jackson Jeyanayagam, CMO of Boxed. Both companies addressed the specificities of scaling in their unique industries (in their cases, traffic & navigation and bulk wholesale retail) and how important it was to focus on iterating your product for the consumer. In the case of Waze, this meant not just for consumers in urban cities and developed countries but in locales where the need was most dire. In areas with the most congested traffic, it was pointed out that Waze was working with local governments to analyze driving and traffic patterns and data so more effective infrastructure could be built. Often times, innovation is the route in seeking additional ways of connection. However, brands could also benefit in surveying the current ways they connect with consumer and try to make it better, asking themselves “How can I provide more effective value…especially to those who need it most?”\r\n\r\nA similar sentiment was echoed by Justin Stanwiz, the CRO of Nanotronics, the nanotechnology company that self describes on its website as “Combining optical microscopy, computational super-resolution, artificial intelligence and robotics….bringing the world’s most advanced microscopy to every manufacturing sector. ” Nanotronics operates in the super niche world of industrial microscopes; however its technology and products are used by a wide spectrum of manufacturers, all aiming to operate more efficiently- this is a sentiment that can be shared by all business regardless of industry. Stanwiz, stated, “Where consolidation is happening is where you’ll see innovation.” If all companies can agree that providing maximum consumer ease is the best way to connect with them, the ways in which we all start innovating won’t be to just sell more but to make people’s lives better.\r\n\r\nHowever, while brands should aim to make people’s lives better, that doesn’t mean it should be everyone all at once. Sallie Krawcheck, the CEO and founder of Ellevest, an investment platform for women, recounted her journey of starting Ellevest and being met with skepticism of her “niche” target demographic by initial investors she pitched. Her belief was “If you’re targeting everyone, you’re targeting no one.”\r\n\r\nAs a brand, it’s wiser to target and communicate to a very focused group. But what if you’re the mass vehicle people are using to do so? Kevin Weil, Instagram’s Head of Product in a discussion with Buzzfeed News emphasized the company’s mission of “Strengthening relationships” which is clearly represented in the platform’s recent product releases from Stories, Live, Direct Message etc. He recalls the company’s initial offer as a platform for users to share highlights of their lives to their current ambition of being a place where users share ALL aspects of their lives. Whether it be sharing something in a DM versus to all your followers…or posting something you can recall ten years later versus one you recall for only 24 hours. Weil’s point is his brand is trying to find more ways to be apart of a person’s life which is the ambition all brands should have- how to design a product to be present in more touch points throughout a person’s life.\r\n\r\nOne industry grappling with multiple “connection” points with an added layer of context (the depth of the connection) is inarguably the music industry. In a robust conversation with executives from Beats1, Spotify and Soundcloud, the subject of streaming was addressed. While connecting people to music has never been a problem (ie. the radio, a live concert, a CD, a music video etc), the advent of Napster and streaming significantly changed the industry. Nowadays, the primary way to connect to music is through streaming services which has brought on concerns such as the decrease of album sales, the argument for/against music ownership, the heightened dependency of concerts as an income source amongst other things. As technology continues to evolve affecting the way music is made, marketed and shared, Beats1 Ebro stated, “Innovating how we connect with audiences is most important.” Again, as repeated in various session and speakers, innovating product and service is important but even more so, is innovating connection.\r\n\r\nWith contributions by:\r\nKent Lam, Associate Director Verbal Strategy\r\n\r\n \r\n\r\nPhoto courtesy of Northside Festival', 'CBX @ Northside', '', 'publish', 'open', 'open', '', 'cbx-northside', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-northside', 0, 'thinking', '', 0), (1071, 0, '2018-09-24 18:20:59', '2018-09-24 18:20:59', '', 'BJBlogFoodFight-1', '', 'inherit', 'open', 'closed', '', 'bjblogfoodfight-1', '', '', '2018-09-24 18:20:59', '2018-09-24 18:20:59', '', 1017, 'http://cbx.cappendev.com/app/uploads/2018/09/BJBlogFoodFight-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1072, 0, '2018-09-24 18:20:59', '2018-09-24 18:20:59', '', 'DreamHoodie2-1', '', 'inherit', 'open', 'closed', '', 'dreamhoodie2-1', '', '', '2018-09-24 18:20:59', '2018-09-24 18:20:59', '', 1018, 'http://cbx.cappendev.com/app/uploads/2018/09/DreamHoodie2-1.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1073, 1, '2017-06-15 17:11:55', '2017-06-15 17:11:55', 'At the Northside Festival, Shutterstock, the stock photography company, sponsored master classes by experts in the technology, design and production industries addressing different facets of content. The sessions we attended were taught by Lauren Reddy, Director of Audience & Development of T Studio (of The New York Times), Theo Ernstsson, CEO of Alpha, and Jason Schickle and Jesekeena Hahn of Shutterstock. The main takeaway from the sessions was the importance of creating content that would truly add value to a user’s lives. While each speaker represented different vantage points, courtesy of the industry they were speaking on behalf of, it was unanimously agreed upon that content is the future of marketing.\r\n1. Be useful\r\nNowadays, as a consumer, we have our pick of options. Any product or service, no matter its obscurity or location, is within arm’s reach due to the advances in technology. As technology continues to impact and shape a consumer perception and loyalties, how is a brand supposed to stand out in its value proposition? By being consistently useful. Theo Ernstsson’s session, ‘How to Cut Through Bullshit to Create Great Products,\' proposes that experimentation and execution was the path to usefulness. He believes that by rapid iteration and rollout, brands would be able to determine if they are indeed being useful to their consumer by “solving” a problem. In looking at content through the same lens, this would mean brands must aim to create content that not just entertains, but be useful in some way- educating, informing and inspiring- but most importantly improving their consumer’s lives.\r\n\r\n2. Be unique\r\nLauren Reddy’s session, \'Transforming Branded Content Topics Into Stories That Will Engage Your Audience,\' began with an unsurprising statistic, “70% of Internet users prefer engaging with branded content rather than traditional advertising.” As creators of one of the most widely-praised pieces of branded content in recent years with their \'Women Inmates\' article for Netflix, The New York Times clearly understands that while readers don’t necessarily mind marketing messaging, they just want the messaging to be more interestingly packaged. Developing unique, curated and fresh content that can strike an emotional chord will have a better chance of resonating. Additionally, in our Instagram and Twitter-trigger ready society, creating content primed for sharing that is also unique to each platform is important. It’s not a one-size-fits all if you’re priming your content to be scaled on social media so be weary of how it will look on Facebook versus Pinterest.\r\n\r\n3. Be mindful of trends\r\nA trend is defined as something current. But current isn’t forever. However, a trend occurs because there is a mass preference towards it, in some shape or form. While we err on caution when approaching something that feels trendy, it is important to be mindful of trends especially in the cultural and technology space. Shutterstock’s speakers point out a few key observations:\r\n\r\n Cultural trends: Nostalgia is at a high of 213% and brands across the board especially in the entertainment and fashion industries. Health and wellness – in the form of self-care and supplements and holistic and healing experiences and gatherings -see no loss in momentum with even more brands in disparate spaces such as the hotel and co-working industries entering the sphere. Design continues to become a mass-audience explored subject as consumers are more design-savvy than ever; specific design trends identified stated the inclination towards more color, textures and patterns as Shutterstock cited the footwear company, Havaianas as a brand reflecting colors erring towards brighter hues.\r\n\r\nTechnology trends: Apple’s revealing at WWDC 2017 their concerted push into VR is another example of brands eagerly exploring emerging technology. Immersive technology, specifically AR and VR will continue to thrive specifically as brands try to solve for how it will exist on mobile. More sophisticated immersive technology will allow for more exciting content which continues to become more visually impressive.\r\n\r\nNowadays, effective marketing messaging must incorporate content in some form. With so many points of access to a brand, whether it be physical or digital, consumers want information and imagery that will serve an additional purpose beyond just selling them something. In an era where competition is so stiff (especially against those with Amazon-ian reach and scale), brands must master content creation in order to resonate with consumers in the short-run and sustain their businesses in the long-run.\r\n\r\nWith contributions by:\r\nDamien Moore-Evans, Engagement Director\r\n\r\n \r\n\r\nPhoto courtesy of Northside Festival', '3 Keys to Creating Content that Gets Noticed', '', 'publish', 'open', 'open', '', '3-keys-to-creating-content-that-gets-noticed', '', '', '2018-09-24 19:23:36', '2018-09-24 19:23:36', '', 0, 'http://cbx.cappendev.com/thinking/16/3-keys-to-creating-content-that-gets-noticed', 0, 'thinking', '', 0), (1074, 0, '2018-09-24 18:20:59', '2018-09-24 18:20:59', '', 'world-cup-balls-1970-2014-1', '', 'inherit', 'open', 'closed', '', 'world-cup-balls-1970-2014-1', '', '', '2018-09-24 18:20:59', '2018-09-24 18:20:59', '', 1019, 'http://cbx.cappendev.com/app/uploads/2018/09/world-cup-balls-1970-2014-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1075, 0, '2018-09-24 18:21:00', '2018-09-24 18:21:00', '', 'DanBlog1-1', '', 'inherit', 'open', 'closed', '', 'danblog1-1', '', '', '2018-09-24 18:21:00', '2018-09-24 18:21:00', '', 1020, 'http://cbx.cappendev.com/app/uploads/2018/09/DanBlog1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1076, 1, '2017-06-16 20:36:45', '2017-06-16 20:36:45', 'Our strategy intern, Sarah Mitty recounts her most memorable sessions at the Northside Festival. \r\n\r\nOur culture is constantly evolving. Each day is a whirlwind of new consumer behavior trends, technological achievements and political updates. Keeping up with our world is challenging enough, how are brands supposed to ensure their output is culturally relevant? Last week, I attended the Northside Festival where some of the brightest minds in innovation discussed how to accomplish this feat.\r\n\r\nThink Tech\r\nThe amount of exciting new technology discussed at the conference was mind blowing. From artificial intelligence to augmented reality platforms, a hyper-technologized future seems very close to the horizon.\r\n\r\nAlex Chung, the CEO of GIPHY, was confident that augmented reality would be standard in four years. This means it will likely be integrated into all parts of life from music (a hologram Justin Bieber performing a concert in your bedroom) to sports (player statistics popping up in front of your eyes) and beyond. This leaves the question: What is the cultural value that AR technology will provide? The panelists, Alex Chung (GIPHY), Sofia Dominguez (Svrf), Raj Advani (Viro), Bill Marino (Uru), and Matt Hartman (Betaworks) debated the ideals of communication versus entertainment. Should research and marketing aim to make long distance communication more immersive? Or should the focus be gaming and user excitement? I believe the AR industry needs to narrow down its niche in society before biting off more than they can chew.\r\n\r\nJesse Redniss and David Beck of TNT/TBS are already excited about their idea of how to put AR/VR technology to use: personalization and immersion in television programming. Previously, creating a personalized experience through TV was nearly impossible as the purpose of TV programming is to appeal to large audiences. However, with the development of AR/VR technology, there are endless opportunities for after-show immersive experiences. Perhaps programs will create AR experiences bringing viewers into the story where they can interact with the environment and characters. This will allow diehard fans a personal experience to become more involved with programming, while not isolating viewers who cannot afford or don’t have interest in AR/VR equipment.\r\n\r\nThink Action\r\nShort and long-from documentaries were discussed as an effective form of communication increasingly on the rise. Documentaries have developed from art for art’s sake into agents of education and change. VICE, a long-form documentary platform (amongst many other things) has added a feature where after watching a segment, viewers are directed to a space where they can enact real change regarding the issue in the documentary - this may be a petition they can sign or a place to donate money. In whichever capacity they choose to act, viewers feel like they are making a change, which gives them greater purpose and keeps them coming back to VICE.\r\n\r\nThe newly heightened political atmosphere has also left certain groups needing to speak out now more than ever. In a panel entitled \'Shutting Down Sexism: Women in Media Get Loud,\' prominent female journalists including Liz Plank (Vox), Lauren Duca (Teen Vogue), Rebecca Carol (WNYC), and Jessica Bennet (author and writer, The New York Times) discussed how to combat sexism and racism in today’s society and how using social media could enact serious political change. Whether it is engaging with more diverse women or creating and participating in a social media movement (e.g. the “#notmylockerroom” campaign), the tools of our modern society can be used to rally mass voices and promote equality.\r\n\r\nAs different forms of media and technology continue to evolve and become more sophisticated, it is encouraging to see it also compel people to act, engage and participate in conversations and issues in positive ways.\r\n\r\nThink Culture\r\nConsumer preferences and expectations are changing at a rapid speed. What may have been all the rage last year may now be outdated, even for large-scale ideologies.\r\n\r\nIn a fireside chat, Fortune and Ian Schrager, creator of the “boutique hotel” concept, discussed how culture changes and as such, definitions of ideologies change alongside it; for example, such as what luxury means today (and to what groups of people). In witnessing the continued rise of the more economical Airbnb platform, Schrager has started reevaluating the role of hotels in society. He foresees an evolution of hotels as places for community and face-to-face interaction. Schrager mentioned the idea of country-club style hotels in the future, made to promote networking and social interaction. Perhaps he had in mind his recently opened “luxury for all” hotel PUBLIC in New York when discussing this subject.\r\n\r\nAs culture continues to progress, there are so many more ideas and tools for us to juggle. It’s easy to get lost in the shuffle of technology, current events, and consumer preferences. What I took away from the conference is this: It is crucial to make sure new products and experiences stay up-to-date with the changing times. Staying culturally relevant can bring any new development to the foreground of contemporary society, where it can make the most impact.\r\n\r\n \r\n\r\nPhoto courtesy of Northside Festival', 'Keeping Up With Culture: How to Stay Relevant', '', 'publish', 'open', 'open', '', 'keeping-up-with-culture-how-to-stay-relevant', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/keeping-up-with-culture-how-to-stay-relevant', 0, 'thinking', '', 0), (1077, 0, '2018-09-24 18:21:00', '2018-09-24 18:21:00', '', 'PeterblogImage-1', '', 'inherit', 'open', 'closed', '', 'peterblogimage-1', '', '', '2018-09-24 18:21:00', '2018-09-24 18:21:00', '', 1021, 'http://cbx.cappendev.com/app/uploads/2018/09/PeterblogImage-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1078, 1, '2017-07-10 20:35:13', '2017-07-10 20:35:13', 'As legacy brands continue to expand into different verticals and technology offering more choice and points of purchase for consumers, brands in all industries must reckon with the old adage faced in the modern business era: What comes next?\r\nThe concept of disruption is not a new one. But typically, it refers to a\r\nbrand attempting to make waves in a market it exists in. However, some of the biggest innovations in the past decades have been brands willing to foray into creating products and services not in their direct wheelhouse- who would’ve thought a computer hardware maker would have disrupted (and possibly saved) the music industry so massively and drastically? The act of disrupting your own brand- your value proposition, your core offering, your target demographic, the list goes on-is a harder path for brands. Understandably so, why would a brand risk the equity they’ve accumulated over the years in their category? Because, as Ted Minnini points out, “If a brand stakes out its ground as a disruptor, it has to build a culture that will keep on disrupting. Because if it doesn’t, another brand will come along and disrupt the disruptor.”\r\n\r\nAt CBX, we work with brands across the spectrum of food, health, retail and cosmetics just to name a few. Our specialties include everything from packaging design, branded environments, product innovation and experiential engagements amongst others. While our legacy is built on tackling these individual touch points, our bigger purpose has always been to architect strong brand universes. Whether it is naming a product, designing an identity or helping build stores, it is always apart of a bigger brand story built to be resilient over time. Essentially, the building blocks we help create for a brand are anticipatory of the fact that brands might want to disrupt themselves one day.\r\n\r\nSo how do you build a resilient brand? As an example, we’ll look at the typically tradition-adherent world of private labels. Most private labels work from the inside out: creating and designing products in service of financial goals and quantitative cues. Often, this means, products are rolled out with secondary regard to qualitative considerations and how much of a unique value proposition the item provides to the consumer other than price. Consequently, these private labels resonate with the consumer in generic less meaningful ways.\r\n\r\nHowever, there are standouts like Trader Joe’s, Sam’s Club and Lidl, the German supermarket chain that recently announced their official US entry, who allot themselves enough space to continually expand into different categories meaningfully but stay true to its core brand values. By diverging from the typical private label mindset, instead they begin at the foundation of their brand: Does the product perpetuate what we, as a company stand for?\r\n\r\nTrader Joe’s is a prime example of what is essentially a private label brand creating products that are competitive and differentiated with national brands (80% of its product bear the ‘Trader Joe’s’ brand name). As a brand, it is unified in its strategy, positioning, execution and marketing. Their product offer rollouts operate within clear guardrails of the brand while respecting the operational logistics of a private-label enterprise. Their merchandising is unique and diverse and the product rotation is swift and consistent. Trader Joe’s is able to innovate quicker than others because they think like a small manufacturer but operate like a big retailer. This can perhaps be attributed its current owners, Aldi, who operate over 10,000 stores in Europe with a similar model: private label focused and on-trend merchandise sold at lower prices presented in a well-designed setting.\r\n\r\nSimilarly, Member’s Mark from Sam’s Club is another brand built for resilience in both its operating structure and how it merchandises and markets products to consumers. With its recent “A Wonderful Quest” campaign, which emphasizes their commitment to sourcing unique and high-quality products in its Member’s Mark line, Sam’s Club has turned the mundane activity of grocery shopping into a journey of discovery for consumers.\r\n\r\nAdditionally, they use packaging not merely as a design exercise but a brand vehicle. The design, from a jar of olives to a pack of pasta, references a bigger story – whether it be the origin of where it came from or why it was unique enough to be selected for Member’s Mark.\r\n\r\nFrom its wide and eclectic product offering to its discerning packaging design, Sam’s Club has elevated private label items by introducing each item with a narrative whether be its origin, creation or otherwise. Because of this smart strategy, shoppers aren’t just buying another item, they are going through a culinary experience.\r\n\r\nLidl, the German grocery giant, entering the US market as of last week is another great example of a brand operating along the same lines as Trader Joe’s and Sam’s Club. The private-label based company’s approach to brand, design and product is driven by extremely high quality standards and limited but relevant variety. Simplicity and value are the cornerstones of their operating model and its packaging design is unique unless it’s used to call out a specific product value proposition like gluten-free. Its presence in the US will undoubtedly impact the aforementioned brands alongside numerous others.\r\n\r\nThe growth of omni-channel and blurring of retail channels is making brands redundant- in either operations or more literally, in its existence. Those brands failing to evolve and reinvent themselves within the changing shopping landscape are quickly disappearing. On the other hand, the ones who have designed their brands to be resilient by remaining focused and targeted on their core values and creating strong brand universes have been able to quickly expand and pivot as need be. Technology continues to enhance convenience making the need to physically step foot into a store obsolete. In the overwhelming choice-filled digital world, product differentiation is less clear and it is those brands that create experiences from their brands- through environment, packaging and unique value proposition- that will come out on top.', 'How Do You Create Brand Resilience?', '', 'publish', 'open', 'open', '', 'how-do-you-create-brand-resilience', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/how-do-you-create-brand-resilience', 0, 'thinking', '', 0), (1079, 0, '2018-09-24 18:21:01', '2018-09-24 18:21:01', '', 'CoffeeCups-1', '', 'inherit', 'open', 'closed', '', 'coffeecups-1', '', '', '2018-09-24 18:21:01', '2018-09-24 18:21:01', '', 1022, 'http://cbx.cappendev.com/app/uploads/2018/09/CoffeeCups-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1080, 0, '2018-09-24 18:21:02', '2018-09-24 18:21:02', '', 'PatrickblogImage-632x379-1', '', 'inherit', 'open', 'closed', '', 'patrickblogimage-632x379-1', '', '', '2018-09-24 18:21:02', '2018-09-24 18:21:02', '', 1023, 'http://cbx.cappendev.com/app/uploads/2018/09/PatrickblogImage-632x379-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1081, 0, '2018-09-24 18:21:03', '2018-09-24 18:21:03', '', 'Lego_blog-1', '', 'inherit', 'open', 'closed', '', 'lego_blog-1', '', '', '2018-09-24 18:21:03', '2018-09-24 18:21:03', '', 1024, 'http://cbx.cappendev.com/app/uploads/2018/09/Lego_blog-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1082, 1, '2017-08-24 14:20:04', '2017-08-24 14:20:04', 'Every summer at CBX, we welcome a talented group of interns to work across our design, strategy and client management departments. Alongside working on client projects, we task our interns with a group project to work on autonomously together. We ask them to combine their individual department expertise and work on the project as if it were a real-life client brief. Our ask: Develop a product and brand experience marketed to the C-suite.\r\nHere’s a recap from the group themselves. Thanks to our class of Summer 2017: Sarah Mitty, Marie Daigle, Megan Brown, Eric Higgins, Darby Philbrick, Lindsey Case, Rachel Bergmann, and Emily Schaefer.\r\n\r\nPhase 1: Assessing the ask\r\n\r\nAs a group that joined CBX eager to learn about as many aspects of branding and design as possible, we were excited about the broad and intriguing ask. Specifically, the opportunity to tackle an all-encompassing brief that would allow each of us to participate in duties beyond our departments. After our initial briefing, we collectively agreed the biggest challenge of the ask was how to market a product to a group we knew very little about. As a group of Millennials, we had few insights about C-suites, and realized our best bet would be to first learn and understand more about this very specific selection of people.\r\n\r\nPhase 2: Understanding our target\r\nOur first step was to focus in on our target demographic. In order to create a product that would appeal to them, we needed to understand the attitudes and behaviors of C-suites.\r\nAfter diving into research about this demographic, we gathered plenty of information on where our target liked to spend their time and income. However, we struggled to find a deeper insight that connected the C-suites on an emotional level. Through brainstorms with our mentors and individual soul searching, we realized the one thing that united them: the desire to accomplish great things through innovation.\r\n\r\nFrom this insight, we decided to create a product that would help increase mental power, leading us to the energy and nutrition category. We conducted a food and drink audit on various types of energy products from caffeinated ice cream to natural kombucha. Due to the oversaturation of energy foods and general lack of premium coffee replacements, we finally narrowed down our product to be a caffeinated energy drink. We divided the energy drink category into two audits: extreme (e.g. Red Bull, Moster) versus premium (e.g. Hackamore, Uptime). From these audits, we identified visual and verbal tonality and key messages that were working successfully and also took note of category generalizations to avoid.\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nPhase 3: Strategy\r\n\r\nOnce we finally decided on the energy drink category, we tackled strategy. We began with examining the white space in the category in combination with our target consumers to figure out how we could successfully position ourselves as a brand new option.\r\n\r\nOne strategic direction emerged: Positioning ourselves as a mental energy drink rather than promoting physical energy. From our competitive audits of both the extreme and premium energy categories, we identified that most other brands highlight physical energy, using sports imagery and messaging promoting motion and activity. Since our target consisted of high-aptitude people, we recognized the need for a drink that focused on mental energy. However, our challenge was to convince these A-type people who most likely believed they were already superior in their mental capabilities, that they needed more.\r\n\r\nThis led to our belief and purpose statement in communicating that the brain has an entire realm of untapped creative potential and our product would help facilitate the connection. We created the name, “nth°”, emphasizing uncapped energy and creativity. This strategy allowed us to focus on the science of the mind and potential for world-changing innovation as we entered the design phase.\r\n\r\n\"\"\r\n\r\nPhase 4: Design\r\n\r\nInitially, we designed two different concepts, “Down to a Science,” which focused on the world of untapped scientific brain power and “Mindful Minimalism,” which focused on sleek, straightforward intelligence. Our original sketches and renderings had a wide range of interpretations, with everything from intelligent symbols like light bulbs to fierce animals to creative patterns. Ultimately, we decided on Mindful Minimalism[SM1] , because it was unique to the category while still appealing to the C-suite consumer.\r\n\r\n\"\"\r\n\r\nOur final design was a perfect combination of all our ideas. From the structure to the degree sign, nth° owns the hexagon, which symbolizes an energy molecule. Much like our C-suite consumer, the front of the pack was clean and sleek. The flood of pattern that appears on the inside represents their creativity and innovation. The hexagonal pattern is infinite, conveying the limitless potential of the mind. The colors were inspired by premium whiskey packaging and the pop of gold gives the package an elite accent. Our copy is motivational, smart and confident , reflecting our brand personality.\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nPhase 5: Brand Activation\r\n\r\nFor the brand activation, we wanted to create a physical experience that reflected our brand values of innovation and intelligence while also making something that C-suites would take time out of their day to engage with.\r\n\r\nTo promote the idea of extraordinary innovation, we decided on creating the “nth° tour,” which would bring some of the world’s top innovators to speak at an event taking place in a unique hexagonal structure resembling our packaging. The top agencies in the area would be invited to the event, promoting an exclusive atmosphere that would be attractive to C-suites. The event would also feature free samples of our product and opportunity for the attendees to network and share ideas.\r\n\r\n\"\"', 'Summer 2017 Interns: Introducing nth°', '', 'publish', 'open', 'open', '', 'summer-2017-interns-introducing-nth', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/summer-2017-interns-introducing-nth', 0, 'thinking', '', 0), (1083, 0, '2018-09-24 18:21:03', '2018-09-24 18:21:03', '', '1-in-storeB-1', '', 'inherit', 'open', 'closed', '', '1-in-storeb-1', '', '', '2018-09-24 18:21:03', '2018-09-24 18:21:03', '', 1025, 'http://cbx.cappendev.com/app/uploads/2018/09/1-in-storeB-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1084, 0, '2018-09-24 18:21:04', '2018-09-24 18:21:04', '', 'InspirationBlog_Aimee-1', '', 'inherit', 'open', 'closed', '', 'inspirationblog_aimee-1', '', '', '2018-09-24 18:21:04', '2018-09-24 18:21:04', '', 1026, 'http://cbx.cappendev.com/app/uploads/2018/09/InspirationBlog_Aimee-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1085, 1, '2017-09-14 19:34:28', '2017-09-14 19:34:28', 'At CBX, we create brand experiences designed for cultural and commercial impact. What does this mean in our ever-changing landscape of evolving business, technologies and consumer interests? On a daily basis, we’ll continue to investigate and explore this notion through the brands and leaders we both work with and are inspired by. In a more straightforward and IRL experience, we decided to dig further into this via our first event series, #StraightTalk.\r\nPlain and simple, we see #StraightTalk as an opportunity to connect with disruptors and provocateurs in their industries to converse on all topics relating to business, culture and commerce. #StraightTalk is our way of facilitating an exchange of ideas from people spanning the spectrum of industry. We will be experimenting with different formats, video content and unexpected guests along the way. We don’t necessarily know where the road is headed but we promise, we’ll keep the talk straight and everything else crooked as hell.\r\n\r\n# 1: The Catch 22 of Big \r\n\r\nIn a recent study from CB Insights, global food and beverage funding since 2012 has added up to $5.9 billion across 1300 deals. Take a look around your grocery store and you’ll see hundreds of new brands with about $2 billion in fresh funding that didn’t exist 5-10 years ago. Unicorns like Sabra are on their way to $1 billion dollars in revenue while Chobani, heading towards a cooler $2 billion, is barely a decade old and currently sitting as the top yogurt company in the US. Retail channels like Trader Joe’s, Lidl and Aldi continue to disrupt the traditional supermarket and grocer category while eye-raising mergers and acquisitions such as the recent Amazon and Whole Foods deal promise to profoundly impact brand and consumer behavior and expectations.\r\n\r\nAs an agency that has worked with brands, big and small, up and down the shelf and aisle, we couldn’t help but wonder how these radical changes are affecting them. Whether you’re a legacy brand looking to evolve or a start-up looking to scale, the new landscape of seemingly limitless choices, new shopping platforms, and endless competitors encroaching your product and category territory, the old ways of maintaining and growing your companies are being challenged at every turn.\r\n\r\nIn our first #StraightTalk, we invited one of leading purveyors of the healthy snacking movement, Noha Waibsnaider, founder of Peeled Snacks for a conversation with her old friends, CBX’s CMO Dustin Longstreth to discuss their perspectives from opposite vantage points and answer: In the world of food, how do you think small when you’re big…and how do you go big when you’re small?\r\n

    Dustin: \"There is a paradox happening, big brands having to act small because small competitors are fiercely coming after them. It’s death by a thousand cuts.\"

    \r\nThe conversation kicked off with Noha addressing her pre-Peeled days. Prior to starting her company, she worked at a conglomerate that made products across categories. Interestingly, she mentioned interacting with food scientists in a lab that stated, in reference to the “foods” they were creating, that they “wouldn’t eat this stuff.” While at its inception, these “foods” might have been quality products, as each year progressed, engineering them to be more cost-effective was the recurring pattern with increasingly less consideration towards quality. Her experiences led to her lightbulb of an idea to create healthy, natural and importantly, real snacks.\r\n
    \r\n

    Noha: “When I started Peeled Snacks, people didn’t understand what I was saying. For instance, they didn’t know there was a difference between added sugar versus real sugar from fruit.”

    \r\n
    \r\nWhen she introduced Peeled Snacks back in 2005, it was just the beginning of more health-conscious eating attitudes. We forget that not long ago, items like Cheez Whiz where routinely featured at the forefront of the supermarket. While we believe this might have to do with a certain generation (and their mindset when it comes to brand values and money spent towards experiences,), both Dustin and Noha agreed the uptick in higher quality products was clearly reflective of the shift in consumers desiring more socially-conscious and purpose-driven brands. And bigger food conglomerates acted, and are continuing to act accordingly.\r\n\r\nBeloved “small” brands we’ve come to know and love such as Kind Snacks and Annie’s are no longer independently owned. The rise of these acquisitions are due to these companies understanding the shift and realizing their abilities to leverage their infrastructure to support these growing companies. Noha stated for a company like Peeled, which is still independently owned, that this is exciting for her as bigger budgets, operational capabilities and people are dedicating themselves to scoping out companies like hers. She maintains that savvier consumers nowadays demand trust from brands they consume which may be harder to cultivate from the ground up with bigger brands. The key with seeking out a smaller brand to align with is commonly shared roots and values that the consumer will then feel comes from a more authentic place.\r\n\r\nHowever, when a small company goes “big,” what happens to the culture? Dustin raised this issue as this is often a challenge CBX tackles for many of the brands we work with- how to maintain a bespoke culture while scaling. From the perspective of a smaller company, Noha was adamant that a successful company needed a mission aligned and driven purpose her employees understood and got behind. She brought up Peeled’s unique offer of additionally compensating her employees with stock options, as she truly wanted people to literally, feel part of the company.\r\n\r\nThe pattern of conversation seemed to follow that as companies grew, their behavior needed to harken that of much smaller, agile and employee-conscious brands, leading Dustin to ask, “Is the era of mega brands over?’ Our observation on the numerous grocer brands we work with, is that we’ve noticed the growing power of those brands at the perimeter of the stores, less so the center. The prevailing mentality of the consumer is the desire to discover within the store, or as Dustin put it, “Help me find you.” Because of this new mindset, the competition amongst both big and small brands to stand out on shelf and connect with the consumer is much more fierce. For a brand like Peeled, Noha stated that maintaining differentiation through a consistent stream of conversation with their consumers, specifically through digital channels like social media allows them to remain competitive.\r\n\r\nThe conversation wrapped with a Q&A session with audience members for Noha:\r\n\r\nQ: As a smaller brand without a lot of capital, what drives your decision-making?\r\n\r\nNoha: It has to be more qualitative than quantitative. As a smaller company, we don’t have the time to do long drawn out studies, layers of committee or board members to go through or as much money for R&D. We behave more agile for instance, innovating around what we discover at trade shows or teaming up with an array of partners.\r\n\r\nQ: Trends such as kale and charcoal have usurped the market lately. Do you believe consumers or brands are dictating this?\r\n\r\nNoha: Brands have some of the power but not all of it. I learned early that that brands alone can’t change the conversation, it requires many and much bigger parties. Peeled was one of the first brands to put “No added sugar” as a call out on our labels but everything didn’t change because of us. That involved government intervention about educating consumers on what this meant; additionally, doctors, nutritionists, retailers also had to get on board. Power comes in numbers and when many brands get together to try to make a change, grocers listen. Its less about a sole product but more “portfolio” based thinking. We’ve come to understand the importance of having really strong competitors because strong players make a strong impression and you can make a bigger impact when you’re not just a product, but also a category.\r\n\r\nThe importance of product differentiation, brand equity, and a strong business culture were the key takeaways of the night. A steadfast conviction in your unique product offer, and maintaining its integrity and quality as your company grows is a non-negotiatible –especially at a time when competition is so fierce. Ensuring your brand value is clear, both internally and externally, is integral; a company needs to focus on being purpose-driven so its activities aren’t dictated by fleeting trends or shaky markets but instead continually contribute towards what the company wants to stand for. To do this, it must create an infrastructure where a strong culture is cultivated with its talent truly understanding and feeling part of the company’s growth and well-being. Whether it be offering stock options like Peeled or creating other ways for employees to feel invested in the company, the old ways of employee engagement and interaction are no longer relevant especially as younger generations increasingly crave values from their employers similar to their own.\r\n\r\n ', 'Introducing #StraightTalk', '', 'publish', 'open', 'open', '', 'introducing-straighttalk', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/introducing-straighttalk', 0, 'thinking', '', 0), (1086, 0, '2018-09-24 18:21:04', '2018-09-24 18:21:04', '', 'Screen-Shot-2014-10-14-at-Tuesday-October-14-2014-10.53.09-AM-1', '', 'inherit', 'open', 'closed', '', 'screen-shot-2014-10-14-at-tuesday-october-14-2014-10-53-09-am-1', '', '', '2018-09-24 18:21:04', '2018-09-24 18:21:04', '', 1027, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2014-10-14-at-Tuesday-October-14-2014-10.53.09-AM-1.png', 0, 'attachment', 'image/png', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1087, 1, '2017-10-10 15:58:07', '2017-10-10 15:58:07', 'Our client services intern, Lindsey Case, shares her Millennial lens on \"old\" brands coming back in style. \r\nMarketing to Millennials is a hot topic across brand positioning and retail promotion. With lives founded in instant gratification and individuality, we’ve become a hard to reach demographic. What do we want? Where are we now? Millennials may be illusive, but are critical: now controlling half of all purchasing power in the United States, the engagement of young consumers is essential for success. As a 90’s kid, I set out to understand one youthful phenomenon in particular: Millennial obsession with what was, and how brands are repositioning things of the past for modern success.\r\n\r\nNostalgic marketing efforts strategically tap into romantic notions of old things . In building brand resilience with a particular audience, this is usually accomplished through wistful examples and emotions. More and more, in seeking to attract the attention of Millennials, brands are innovating products and perspectives. What was considered “old school” now reads on-trend. Outlined here are prominent Millennial preferences, how some reputable brands revamped, and how their work exemplifies the influence of reminiscence with Millennials.\r\n\r\nFad Infatuation\r\n\r\nStyles from the previous millennium are cycling back around. The apparel company, Champion – founded in 1919 as a producer of team uniforms – has come full circle from traditional gyms to trendy retailers. In the 1980s and 1990s, Champion produced sportswear for the NBA and NFL; their consumer-facing products targeted kid, teen and college-aged athletes. After league partnerships disintegrated, the apparel company sought to be accessible outside of sports retailers. Champion’s most recent push into the modern market came this April, announcing a collection with Urban Outfitters. The two brands collaborated to produce colorful sweats with vintage vibes, continuing Champion’s transition from active apparel to luxury loungewear. Positioning as high-end allows Champion to integrate with the mass of Millennials that value quality and exclusivity.\r\n\r\nActive & Amplified Experiences\r\n\r\nAs consumer appetite for digital grows, brands are acting accordingly and leaning into the mobile app, e-commerce and social media spheres. This accommodation is the key to accessing young consumers – according to Nielsen, 97% of Millennials are smartphone users. Additionally, The Entertainment Software Association identifies that 56% of Americans under 35 play video games. In short: gamer kids became tech-savvy twenty and thirty-somethings. Back in July 2016, The Pokémon Company and Niantic, Inc. launched Pokémon GO, a game that swapped Game Boy consoles for smartphones. Pokémon GO adapted content from original editions into an on-the-go application. But to resurrect Poké Balls was not enough: Pokémon GO includes augmented reality and location-based features, resonating intensely with digitally-minded Millennials. Young adults were able to experience a childhood craze in a modernized method. More than one year later, the community hosts 65 million monthly active users worldwide. Harnessing nostalgia, tech and the power of Pikachu has allowed Pokémon to re-engage a dwindling demographic.\r\n\r\nMe > We\r\n\r\nGratification and personalization are cornerstones of Millennial expectations. From subscription boxes to personal shoppers, brand experiences are evolving to meet the demand for quick customization. For the timeless name of Coca-Cola, the demand to blend classic and cool became apparent – the company needed to reposition a declining category, as only 18% of Millennials regularly engage with soft drinks. In a revival effort, summer 2014 brought “Share a Coke” to the United States. The campaign maintained the iconic red label and scripted brand mark, adding a name to each bottle or can. From “Anna” to “Zack,” Coke mass-produced personalization. Coke’s most recent extension now features 1000 first names, covering more than 77% of Millennials and teens. Just-for-me marketing is what brought the 131-year-old product sales growth for the first time in a decade. Ultimately, Coca-Cola set high shopper expectations for individualized experiences.\r\n\r\nWhy This Matters\r\n\r\nSome companies are able to upgrade from grandma status to with-it mom. But what does this mean in the greater scheme of brand and product positioning? You can teach an old brand new tricks. In fact, being trend conscious and adaptable in practice is essential to maintaining relevance with Millennials and Gen Z-ers. Perception is reality, and their sentiments towards a brand are what solidify young adults’ decisions to engage or evade. The more positive the associations, the better.\r\n\r\nAs a Millennial, I believe there are two things that speak volumes about brands and their consideration of young consumers. 1) a keen understanding (and successful execution) of innovation; as well as 2) an effort to meet me where I’m at. In both respects, Champion, Pokémon and Coca-Cola hit the nail on the head.\r\n\r\nFirst, nostalgia is enough to draw in, but not necessarily to make the catch. Disney Channel tugs at my eight-year-old heartstrings, but I refuse to give into That’s So Raven and Boy Meets World remakes. Reminiscent brand experiences need to be for me today – not me yesteryear. Pokémon Red 2.0, still on Game Boy SP, would bust; Pokémon GO, offering digital immersion from your professional device, is relevant to a demographic that never leaves their smartphone behind. Coke deems an old-school product oh-so desirable through the illusion of customization. Champion overhauls dyes and designs to make loungewear a luxury. Simply put: Millennials won’t fit the mold, so adapt the model to attract young minds.\r\n\r\nSecond, the potential for progress and an excess of technology has made Millennials both forward-thinking and impulse-acting. To be in, a brand must be similarly structured. I already have a smartphone in my hand; make an app. I shop at Urban Outfitters; get on their shelves. Nothing catches my eye in the beverage aisle; make your product pop. With busy schedules – and a tendency for brand loyalty – young consumers are likely to try something that stands apart, but unlikely to go out of their way to do it. Drop into the pre-existing path to get noticed and notarized.\r\n\r\nOverall, positioning based on reminiscing shows an understanding of the Millennial mindset. Feeling and functionality can create the perfect storm. Bringing a product of the past back and making it relevant indicates a great deal of consumer consciousness, as well as brand awareness. And who knows, maybe the next generation will think what we wore and did was cool, too. Or not. Hopefully not.\r\n\r\n \r\n\r\nPhotos courtesy of Champion, Coca-Cola, Pokemon', 'How Classic Brands Make a Comeback', '', 'publish', 'open', 'open', '', 'how-classic-brands-make-a-comeback', '', '', '2018-09-24 19:23:37', '2018-09-24 19:23:37', '', 0, 'http://cbx.cappendev.com/thinking/16/how-classic-brands-make-a-comeback', 0, 'thinking', '', 0), (1088, 1, '2017-10-11 16:49:28', '2017-10-11 16:49:28', 'Last week, I attended “Future of Connected and 5G,” a talk from Verizon in partnership with NYC Media Lab Summit and Alley. Presented by Verizon Open Innovation, a group within Verizon that collaborates with outside partners to explore challenging technology issues, the panel discussion and workshop focused on 5G technology and its ability to empower and revolutionize digital media and brand behavior.\r\nAccording to GSMA Intelligence, the mobile data analysis website, 5G will be available within the next three years. By 2025, 5G will cover one-third of the world’s population. The transfer rate of 5G networks will run at 1GB per second, which is essentially instantaneous speed. It will be interesting to see how IoT and emerging technology such as AI, AR and VR utilize the newfound speed. Interestingly, “previously-emerging” technology was brought back in the form of QR.\r\n\r\nWhen QR codes first debuted, many brands adamantly tried to incorporate the technology into their consumers’ purchasing experiences, seeing it as an opportunity to bridge the online and offline. However, due to a myriad of barriers – to name a few, the clunkiness and unreliability of mobile connectivity, the fact that QR technology was not pre-installed into phone devices- QR never quite took off (as documented on many a Tumblr websites such as this one). However, with the recent iOS 11 update, which includes an embedded QR scanner, perhaps this is the technology’s second chance? Apple’s concerted effort to work with the technology perhaps signals a more sophisticated iteration of the QR user experience. I’m particularly interested in how brands incorporate QR codes onto their packaging; specific to FMCG brands, the return of QR should permit a more interactive experience on shelf for the consumer (i.e. brands providing unique and more detailed content such as coupons or recipes).\r\n\r\nUltimately, the next iteration of technology should bring both consumer and brands unforeseen benefits, especially as hardware and software evolve in tandem. The increased speed of data transfer should acclimate technology like VR and AI more seamlessly into consumer’s lives, transforming them into less one-off experiences and instead being a part of their everyday lives. The “Expectation Economy” often discussed should become more heightened with consumers expectations sky-rocketing; after all, if they’re able to ask for their Uber quicker, shouldn’t it also arrive to them quicker?\r\n\r\nHopefully, brands are already thinking about how this technology can speed up processes and enhance their consumer interactions and experiences. Perhaps this will result in more satisfactory response rates, greater surprises and delights in the shopping experience- who knows? What’s important is for brands to realize that innovating your products and how your consumers interact with them is just as important as innovating the technology around us.', 'The Future of the Connected Consumer', '', 'publish', 'open', 'open', '', 'the-future-of-the-connected-consumer', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/the-future-of-the-connected-consumer', 0, 'thinking', '', 0), (1089, 1, '2017-10-16 15:10:36', '2017-10-16 15:10:36', '

    Last week, it was announced the company known as Coach Inc, would be re-named Tapestry, Inc. There is a distinction to be made – Coach (as its often referred to by its many fans) is the namesake fashion and accessories brand line and Coach Inc is the namesake “holding” company that actually owns Coach along with other brands including Kate Spade and Stuart Weitzman. Confusing? Probably why the name change.

    Tapestry’s CEO, Victor Luis stated the name change was intended to signal the company was a multi-brand entity that owned many unique brands and that no sole brand should be singled out. It is a move that mimics many of the European fashion conglomerates such as LVMH, Kering and Richmont, which are all holding companies that own multiple luxury brands. Tapestry’s bigger business goal is to perhaps, go directly after these companies with a similar business structure.

    \r\n

    If so, the name change is strategically aligned and is reminiscent of many corporate brands especially in CPG. For example, The Clorox Company, Campbell’s, Nestle, Smucker, and PepsiCo have been successful in expanding their portfolios beyond the titular brands. However, do their corporate names, tied to one brand, limit perceptions of the business’s financial communities? Perhaps. Do they prevent the corporate brands from playing an active role engaging with their audiences and building brand value? Absolutely. Companies like Unilever and P&G build value for the corporation and their individual brands because they are able to actively market themselves. Instead of solely resting on the laurels of say, one hero brand, they have a distinct name that champions each line of business equally lets them do that. However, while strategically sound, Tapestry could’ve upped the ante on the creative side. A few reasons on how the name could’ve done better:

    \r\n

    1. When corporations decide to rename, they often get caught up in the moment, pursuing names that convey the process of consolidating distinct silo’ed brands into one cohesive business. So we see lots of variations on themes of integration and harmony—you can expect cliché words like Tapestry, Mosaic, Kaleidoscope to be on every corporate rename list. I caution clients against focusing on a short-term situation and instead to focus on names rooted in long-term values that can last the life of the business.

    \r\n2. I agree with much of commentary surrounding the launch of the name—it carries too much baggage for the fashion category. It has very dated 70’s connotations with the textile. It’s much harder to see the metaphoric themes about integration and harmony in the name because it is speaking to a fashion audience. If they were a food or automotive business, the dusty 70’s connotations wouldn’t be as apparent and wouldn’t matter as much.\r\n\r\n3. I imagine part of the strategy in changing the name was a response to the acquisition of several high-end luxury brands into to portfolio—the association with a “masstige” brand like Coach could possibly drag down perceptions of luxury for the overall portfolio. I don’t think the name Tapestry improves on perceptions of quality and luxury. The name has very homespun folksy connotations and feels too accessible.\r\n

    Overall, although the name may be questionable, the move reflects the growing trend of treating corporate brands with the same care of consumer brands. While historically, the only population that would be cognizant of corporate names were say, those observing the stock market or the finance department, now more than ever, consumers are demanding more from the brands they buy (and buy into). People are much more discerning in looking at a company’s practices, purpose and values and won’t shy away at questioning a brand’s motives; a name change is one smart way for a brand to put a stake into the ground on what those motives are.

    \r\n

    My advice on once a name is determined: Don’t flinch. Don’t apologize. Ensure leadership will publicly stand by it. The upside of a new name far outweighs the negative feedback from critics. And besides, criticism always fades.

    \r\n \r\n\r\nPhoto courtesy of Tapestry, Inc', 'What’s in a Name? (Actually a lot)', '', 'publish', 'open', 'open', '', 'whats-in-a-name-actually-a-lot', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/whats-in-a-name-actually-a-lot', 0, 'thinking', '', 0), (1090, 1, '2017-10-30 18:00:55', '2017-10-30 18:00:55', 'At CBX, we come across some of the sharpest minds in a myriad of industries; from food, retail, life sciences and beyond, we\'ve been able to count these industry leaders and disrupters as both clients and friends of CBX. In our new \"Q&A with...\" series, we turn the spotlight on them. We speak with these experts in their respective fields to get their thoughts on their industry, how technology and societal behaviors have influenced them, and their reflections on our fast-changing cultural and business landscape.\r\nFor our launch Q&A, we wanted to explore innovation and design. The public’s understanding and appreciation for design continues to skyrocket as more everyday products are being sophisticatedly and discerningly designed and packaged. From innovative tech products to household pantry items, mass awareness of design has never been higher. Names like Jony Ive and Marc Newson have entered mainstream conversations similar to how tech heroes such as Mark Zuckerberg and Elon Musk are now common topics. We kick off with \"Q&A with David Dombrowski,\" in which we speak with David Dombrowski, Director of Industrial Design and Innovation at Pfizer to discuss the impact of design on consumer behavior and mindset.\r\n\r\n \r\n\r\n1. From fonts to packaging, everyone seems to have an opinion these days on design. What do you believe has contributed to the recent (if you believe it is recent?) rise in interest of design?\r\n\r\nDavid: Social media has proliferated design conversation and given more people the opportunity to contribute their opinions. They are exposed to more front-end aspects of design and are becoming much more aware of what they want than they realize. Our role as designers is to help them realize those wants.\r\n\r\n \r\n\r\n2. Why do you believe the public has become more sophisticated in their design eye and what do you believe are the implications for brands? \r\n\r\nDavid: I don’t necessarily think it’s the role of the public suddenly having a more sophisticated design eye, but rather a growing community of designers who are becoming more sophisticated in how they design and utilize tools to retrieve consumer input and then designing products people actually desire. Designers are continuously getting better and better at identifying what consumers want and repurposing their needs and wants into products. As a result, the public is benefiting from a far greater volume of well-designed products and services to choose from.\r\n\r\n \r\n\r\n3. In the health care and life sciences space, what are the advantages design can provide? What are your challenges of incorporating design to customer centric benefit? \r\n\r\nDavid: The landscape is changing and consumers are more intelligent than ever. Which is why the sophistication and perception of our brand and design in the OTC space is first and foremost about trust - specifically making sure our brands deliver on their promise. Did it take care of my headache- did it do what it said it was going to do?\r\n\r\nWhat is changing is the dramatic increase in information and personal choice consumers now have (and expect) with regard to their healthcare. For example, the consumer approach to OTC is essentially consumers “choosing” their own health care at the shelf. Most consumers select the option perhaps their parents used to give them. They are not necessarily savvy on which will actually solve their specific problem. Because of this, I’m interested in how design can educate and inform the consumer’s health care purchasing decision. Instead of recalling a parent recommendation, how can we design packaging to impact not solely their memory structure, but educate and aid in their shopping process.\r\n\r\n \r\n\r\n4. Having worked on design across the industry spectrum- from toys, razors and now in the life sciences category, do you see any sort of connecting thread in design?\r\n\r\nDavid: With CPG, it all comes down to understanding your consumer. The mindset is the same, what’s different is the delivery. Consumers are consumers and regardless of whether it’s designing toys or razors, it’s still about approaching the process with empathy and incorporating those rich anthropological insights gained from ethnographic research. Good design always starts with listening to consumers regardless of what you’re creating.\r\n\r\n \r\n\r\n5.What does this mean for how products are produced and packaged? And what most excites you? \r\n\r\nDavid: I’m excited when brands are able to embrace change and everyone can understand its value both to the consumer and the company.\r\n\r\nSo it always starts with the search for what would truly be of value to the consumer. With that insight, we then have the ability to design and demonstrate how a package can help a consumer choose the right product. All too often the packaging and design conversation is almost exclusively about cost reduction. That’s certainly important and necessary. But for me, the most exciting opportunities for design are in value creation.\r\n\r\nIn order to drive that kind of change in the world of mass CPG, it requires you to think in terms of scale. Any proposed change to a product or package must be able to be produced at scale, and often times at many different facilities with varying capabilities. Any improvement must therefore not be evaluated through the lens of our most advanced production capabilities, but rather the lowest common denominator.\r\n\r\nAdditionally, you have to think about how to scale your message and influence within a large manufacturing organization. Only the clearest, simplest ideas and messages that are intuitive and easy to process break through. This does not mean we, Design, should not challenge the system and strive to create new and exciting offerings to our consumer.\r\n\r\n \r\n\r\n5: CBX does a lot of packaging work and we are very much inspired by cultural cues in our process. How would you say the design culture at Pfizer, which you are helping create, plays a role in the overall business? \r\n\r\nDavid: We use design to bring business ideas to life. Innovation is woven into the culture of the company. The industrial design & innovation studio is literally located in the heart of the R&D innovation facility, so there is direct line of site to all the products teams. We’re not solely learning and working from inside our walls, but outside as well. Every month, our designers and R&D colleagues get out together and do ‘shop-alongs,’ where we go out alongside consumers to watch them shop and see their perspectives on packages, products and how colors, shapes and on-pack branding and communication effect the decision making process. Ultimately, we believe that in order to think like a consumer, you have to be the consumer. Create something to satisfy yourself and you will inevitably satisfy someone else. If you love it, someone else will love it too.', 'Q&A with David Dombrowski, Director of Industrial Design & Innovation at Pfizer', '', 'publish', 'open', 'open', '', 'introducing-qa-with', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/introducing-qa-with', 0, 'thinking', '', 0), (1091, 0, '2018-09-24 18:21:09', '2018-09-24 18:21:09', '', 'PixelsofFury_09-1', '', 'inherit', 'open', 'closed', '', 'pixelsoffury_09-1', '', '', '2018-09-24 18:21:09', '2018-09-24 18:21:09', '', 1028, 'http://cbx.cappendev.com/app/uploads/2018/09/PixelsofFury_09-1.jpeg', 0, 'attachment', 'image/jpeg', 0), (1092, 1, '2017-11-06 16:33:05', '2017-11-06 16:33:05', 'Technology has, and increasingly continues to, drastically change the way consumers interact with brands and products. No industry has been more impacted than retail. The “death of brick and mortar” is a hot button topic and we continue to see brands, both big and small, place their bets on digital. Additionally, nascent technology- AR, AI, VR- is a curiosity that brands are furiously trying to tackle with, unsurprisingly, the major tech players such as Amazon and Google ahead at the forefront. If you’re a brand these days, how are you supposed to keep up? If you don’t have the access or capital like the big guys, what do you need to be thinking about in order to remain relevant and competitive?\r\nIn gearing up for our second #StraightTalk event with Ben Running, Director of Innovation at Jet.com (Are you coming? Feel free to RSVP here), we decided to tackle a few questions in advance. Here are his thoughts on the future of the retail landscape:\r\n\r\n \r\n\r\n1. The current retail landscape is one that looks vastly different from that of ten years ago or even five years ago. What is your take on what’s currently happening and why people are so perplexed about it? \r\n\r\nBen: There is so much happening, and the pace is not slowing down. The big trends for me are the shaping up of the Amazon vs. Walmart fight, the store of the future and the experiences it provides, changes in logistics and delivery, the rise of private label and D2C and what it means for big brands, and finally, capturing bigger lifetime value of customers through great services. I’ll discuss each topic briefly:\r\n\r\nAmazon vs. Walmart\r\n\r\n“Amazon racing to become Walmart before Walmart can become Amazon” is a great headline, but I don’t think we’re going to end up with two identical e-com giants with B&M retail outlets across the country. Amazon has an undeniable digital advantage in almost every way. You see it in the Echo, AWS, drones, just about everything they do. Walmart needs to catch up, but also leverage (and not destroy) their human advantage. 94% of Americans live within 15 miles of a Walmart and this means very real and emotional human connections for many. Walmart’s challenge is going to be moving these shoppers online, especially lower-income shoppers. Their push to buy groceries online and pick up in-store is a big step in the right direction.\r\n\r\nStore of the Future\r\n\r\nThere are great opportunities for brick & mortar retail stores ahead, and we’re starting to see some interesting stuff. Retailers know that people are just going to buy the products online anyway, so instead of stores packed with products, you’re seeing brands using their physical presence to truly impress the experience of their brand upon visitors.\r\n\r\nIt’s often a fun, aspirational experience where the products are center-stage, but they’re demonstrated in the context of the wonderful life they’ll surely create for you. Bonobos Guideshops, Rent The Runway, Warby Parker, Sonos, and popups by Snap and Casper do a great job at creating spaces where you want to spend time.\r\n\r\nApple was an early leader 15 years ago, and they are still advancing. I think calling their stores “town squares” is a bit of a pretentious masquerade, but the core idea is great. It’s not shelves full of iPhones, it’s an aspirational, creative space where you can get a coffee, have fun, hear a talk by an interesting professional, and become immersed in the ethos of the brand for a time (and hopefully buy a $1000 phone!).\r\n\r\nThese are all brands driven by a why (see Simon Sinek’s TED talk \"How Great Leaders Inspire Action\"), and they are using their physical presence to showcase that why, instead of the what they would have traditionally shown.\r\n\r\nLogistics and Delivery\r\n\r\nShipping is everyone’s #1 expense, so it’s a big area of focus for Walmart, Amazon and everyone else.\r\n\r\nFast delivery (2 day or less) has become table stakes, shaken up fulfillment and logistics, and is driving retailers outside of traditional fulfillment channels. Look at what Walmart is doing with employee delivery, essentially repurposing available resources in a more consumer-centric manner. Amazon is building and contracting out delivery services with Prime Now, and even leased 40 Boeing 767s for Prime Air service. They claim they this helps them reduce cross-country delivery time from 48 hours to 36 hours.\r\n\r\nLast mile delivery is really coming into focus. It accounts for around 30% of the cost of a delivery and is an area every company wants to innovate around. Drones may not become a thing any time soon (at least not in dense metropolitan areas), but you’re going to see a big push for in-store pickup at Walmart and Whole Foods location, and more deals like the Amazon/Kohl’s in-store returns arrangement.\r\n\r\nPrivate label & D2C\r\n\r\nPrivate label is a huge initiative for Aldi/Trader Joe’s, Lidl, Kroger, Whole Foods, Walmart, Costco and just about everyone else. The quality of the products has increased, with natural and organic products commonly available to meet changing consumer demand. Lots of these brands have tremendous consumer loyalty, with retailers now acting more like D2C companies, and posing a big threat to FMCG and CPG companies like P&G, Unilever, Pepsico, Mondelez, etc.\r\n\r\nRetailers (e-com or B&M) controlling the display space have an upper hand in getting to decide what customers see. Amazon is well-known for diverting traffic away from hot-selling items on their marketplace in favor of 1P or Amazon Basics versions of the same product. This tactic can be used by anyone selling a private label, forcing traditional manufacturers to pay an increasingly high placement fee for space on the shelf.\r\n\r\nI think what we saw a few weeks ago at the P&G shareholders meeting was interesting. Activist shareholder Nelson Peltz very narrowly lost a vote for a seat on the P&G board. He advocates a break-up of the company into more agile units that can better compete and innovate faster. This action is being driven in part by D2C companies like Dollar Shave Club, and their acquisition by Unilever to directly compete against P&G’s Gillette.\r\n\r\nCapturing Lifetime Customer Value\r\n\r\nThis is about creating customer loyalty and bringing the user back again and again, making your store their obvious and default choice for future purchases. It manifests through service design, and is an idea that really originated in marketing some 30+ years ago - an ongoing conversation with the user. Companies give customers a seat at the table, customers do the same in return.\r\n\r\nToday, it happens through smart services that get you what you want, when you want it, at the location you want it. Listening to your experiences with products and services, iterating and evolving based on the needs of the customer, conceiving the entire service as a whole so everything works well together, and ensuring that the brand is always present, by providing some kind of value even when a consumer transaction isn’t taking place.\r\n\r\nFor retailers, it means more design thinking and innovation process, customer research, and rapid prototyping. Ways to move faster while mitigating risk.\r\n\r\n \r\n\r\n2. In terms of these beliefs, do you feel your diverse professional background- coming from publishing and digital- has anything to do with it? Do you believe those who’ve consistently worked in retail come with a different vantage point? \r\n\r\nBen: I think there are parallels in publishing and retail. Both industries were heavily disrupted by digital technologies over the last 15 years. New upstarts thrived, some old guard giants couldn’t figure out how to make the transition, some big players made the move a little late but are now re-gaining ground.\r\n\r\nA Pew Research study last year found young respondents generally preferred reading the news, rather than watching video or listening to audio. Though BuzzFeed rose to fame on lists and memes and GIFs, during my time there, we also saw that people really do spend a lot of time reading, so we developed long-form editorial content formats that performed well.\r\n\r\nBoth sectors have transformed radically, so if you’ve been in the industry for 30 years, you’ve obviously had to learn and evolve. In fact, I think there’s a “do or die” attitude in both retail and publishing that is driving change. If you don’t want to deal with it, you get out, otherwise, you accept the challenge and innovate.\r\n\r\nOf course there are fundamentals that continue to apply - operating retail supply chains and complex logistics operations takes tremendous experience, but don’t think there’s anyone working in retail with a “same as it ever was” attitude.\r\n\r\n \r\n\r\n3. In order to meet today’s changing landscape and consumer tastes, how should brands proceed? \r\n\r\nBen: In short, it’s about customer centricity. Consumers, especially younger generations, expect a premium feel and a bespoke experience. They are accustomed to the slick UI and perfect functionality of social and entertainment apps. They want brands that listen and interact via social media, act responsibly and ethically, and tailor their products to the needs of their customers.\r\n\r\nIs that your customer? Do you know?\r\n\r\nThe most important thing brands can do to understand their customers, and also one of the easiest, is to talk to them. Do it regularly, and talk to lots of them. The early Jet product leadership recognized this was important and invested in hiring a great team of researchers.\r\n\r\nJet researchers do in-home interviews with customers, email surveys, phone calls to follow up on issues, talk to customer support workers, listening in on customer support call, and two days every week, they host actual customers in the office.\r\n\r\nThose customers sit with a researcher and look at Jet products, competitors products, and just about anything else from physical packaging to design prototypes. Research sessions are streamed live internally and findings are shared company-wide.\r\n\r\nI also recommend Google’s Zero Moment of Truth work to anyone in product or marketing. There’s probably a discussion happening around your brand and if you’re not part of it, you need to be.\r\n\r\n \r\n\r\n4. What role does digital and technology need to play in all of this? \r\n\r\nBen: It’s everything. Though every touch point in your experience may not be a digital touch point, the mobile device is the frame through which it’s viewed. Even if you view yourself as an “offline” business that only sells a physical widget for cash in a physical store, it’s likely that most of the transaction happens digitally.\r\n\r\nYour user probably sees some stimulus or advertising online. They take part in research and discussions online, watch videos, read blogs, check ratings and reviews. They find information on your store on Google and navigate there via Google Maps. When in the store, they price check, do competitive research, or inform themselves on unfamiliar terms or technologies. The user then (hopefully) buys and becomes an advocate for your brand, telling their friends about it on social, reviewing your store on Yelp, maybe making an unboxing video on YouTube.\r\n\r\nCustomer journey mapping is a hugely useful tool for uncovering all of these points. It won’t solve your problems, but it can help uncover user behaviors and sentiment that never even occurred to you.\r\n\r\n \r\n\r\n5. In the big name retail wars, it is Walmart vs. Amazon with other brands far behind. What companies (or types of companies) do you see being able to catch up and truly compete with these titans and why do you believe so? \r\n\r\nBen: It’s hard to say, and predicting is generally only a way to look wrong in the future.\r\n\r\nThere are a lot of players out there, and I think we’re due for some consolidation or mergers. Will Target or Costco make a Jet-esque acquisition in an effort to compete? Alibaba is a huge business that doesn’t really operate in the US. The QVC/HSN merger is ostensibly designed to compete with bigger players, but I’m not really seeing that one happening yet. eBay is kind of still there doing its thing, it’s a huge marketplace that is more like an Amazon that people realize.\r\n\r\nAnother interesting idea is a decentralized blockchain based marketplace, but that’s a ways off.\r\n\r\nI’m interested in lower income and rural markets. It’s not a sexy problem, but I think there’s huge potential there. Amazon clearly wants this market, but they are having trouble breaking into it. They’ve cut the cost of Prime by half for Americans who receive government assistance and in September of 2017, Morgan Stanley Research said dollar stores were the sector that it would take Amazon longest to disrupt.\r\n\r\nIn addition to competing for the Prime customer, companies like Walmart should be working to win the dollar store customers, offering competitive products, and converting them to e-commerce and in-store pickup.\r\n\r\n \r\n\r\n6. What are you most excited for brands to explore and consumers to experience? \r\n\r\nBen: I’m a bit of an emerging tech geek and I’m really excited by augmented reality. It’s got the potential to be far more than another clever gadget, and actually add real value to the shopping experience.\r\n\r\nAR will help you conquer trust issues - when you shop online, you’re effectively buying a tiny picture on a white background. This is fine for CPG and some electronics, but makes it really hard to buy home decor, fashion, or clothing. Using AR to visual a couch in your living room, a new pair of sunglasses on your face, or comparing a 46” TV vs a 55” TV on your actual wall is going to close some of those trust gaps. You’ll be sure that you are going to like what you buy, and seeing (albeit virtually) a product in your living room can create a tempting incentive for customers.\r\n\r\nWayfair and Ikea are already doing great work with AR furniture previews. Amazon made a cool Google Tango-based app that lets you preview TVs of various sizes on your wall.\r\n\r\nVR is a less accessible technology, but also offers some great possibilities. You can sell a coffee machine by inviting a user to sit with a skilled barista while she personally demonstrates an espresso machine in a San Francisco coffee shop, or ride with a skilled mountain biker while he shows off features of a new bike on the red rocks of Moab.\r\n\r\nApple’s ARKit and Google’s ARCore software are making these things much easier to do. You used to need expensive hardware, but now it’s all on your phone, using AI-powered interpretations of  standard camera data, paired with accelerometer data. This takes the hard, technical part out of AR development and clears the way for the designers and artists to shine.\r\n\r\nAI is also a technology that is changing things in ways we can’t really grasp yet. However, I think the practical implications are going to be needing to shop less (let the machines do it for you), and only concentrate on the shopping you want to do. Of course this has huge implications for brands (would the AI buy a private label instead of brands?), retailers, privacy, and our identity as providers for our family (turns out, many people like to shop, even for basics!), but those will be fun questions we can grapple with in the coming years.\r\n\r\n \r\n\r\nThis Thursday, November 8, we are hosting Ben at the New York office for our second #StraightTalk, you can RSVP here- https://www.eventbrite.com/e/straight-talk-with-jetcom-tickets-38847195006', 'Q&A with Ben Running, Director of Innovation at Jet.com', '', 'publish', 'open', 'open', '', 'qa-with-ben-running-director-of-innovation-at-jet-com', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/qa-with-ben-running-director-of-innovation-at-jet-com', 0, 'thinking', '', 0), (1093, 0, '2018-09-24 18:21:10', '2018-09-24 18:21:10', '', 'offset_148002-copy-1', '', 'inherit', 'open', 'closed', '', 'offset_148002-copy-1', '', '', '2018-09-24 18:21:10', '2018-09-24 18:21:10', '', 1029, 'http://cbx.cappendev.com/app/uploads/2018/09/offset_148002-copy-1.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1094, 1, '2017-12-06 17:39:00', '2017-12-06 17:39:00', 'At this year’s Fast Company Innovation Festival, brands were inevitably at the center of conversation. The speakers all repping an array of industries were speaking either about OR on behalf of a brand analyzing, pontificating and at times, criticizing what the modern day brand is and how it should behave. All of it led to a diverse and passionate mosaic of opinions but there were some primary recurring themes such as Community, Context, and Purpose (specifically pertaining to social impact).\r\nThe most exciting, relevant, and interesting brands understand the power of all three- some incorporate all while others incorporate a minimum of one. Today’s consumer expect brands to go beyond the transaction; each purchase, point of purchase and even path to purchase is correlated to something much more personal to consumer. Today’s brands are now emblems of values and self-identification. Those brands that understand the landscape they now inadvertently live in find ways to leverage their newfound power to build more personal relationships with the consumer and thus gaining fans and evangelists for the long haul.\r\n\r\nCommunity\r\n\r\nThe new (or newish) brands unanimously fawned over nowadays - by the media, by the VC firms pouring Series A,B,C funding into them, by their rabid fan base- tend to have a connecting element: community. In the session \"How Glossier, Sweetgreen, Away and Walker & Co. Created Cult Brands\", the aforementioned companies discussed how they’ve created the cult-like following around their young brands. While each of these brands live in entirely different sectors- specifically beauty, luggage and restaurant- all of them have made conscious efforts to connect meaningfully (both in the digital and physical spaces) and continually cultivate conversations with their consumers; some take it a step further and even incorporate their feedback into products produced. Glossier mentioned that 8o% of their growth came from owned channels while Away discussed forming such close-knit relationships with their consumers that they’ve received calls to their sales reps for travel tips. Sweetgreen discussed how vested they are in making their consumers feel a part of their “cooking” process by opening up their kitchens to consumers and making a point to be transparent about local and regional suppliers they use. These are small moves that indicate a much bigger goal in their minds, as their founder, Nicholas Jammet stated, “We want to become the Starbucks of salads.”\r\n\r\nBuilding a community of likeminded fans and collaborators is a goal all these younger brands aim for. Whether it’s through demonstrating shared values or in the case of partnerships for Away, they see their community as apart of a bigger ecosystem they exist in, “We build our brands off the shoulders of the brands we respect. We look at the best brands in their verticals and collaborate with them; a big part of our customer base heard about us through these partnerships.” Similarly, for the fashion brands, Kenzo and Opening Ceremony, which are led by the same team, Carole Lim and Humberto Leon, the collaborators they bring on emphasize the type of community the brand is building and each partnership is a reiteration/reassurance to their core audiences that the brand is still speaking to them. For the Opening Ceremony founders, when they decided to join Kenzo, this meant bringing alongside the famous DNA of the brand they were known for to Kenzo but still respecting Kenzo’s decades-old Japanese heritage. Original fans of Kenzo were both nervous and suspicious of what would ensue but as Lim stated, ‘Being underestimated gave us ammunition. We saw the opportunity with Kenzo as doing something new but doing it our way. We also used it as an opportunity to collaborate with people to showcase our new vision.” Kenzo’s collaborations have resulted in partnerships with auteurs like director Spike Jonze and actress Margaret Qualley for Kenzo, which have undeniably introduced their cumulative audiences to the other and growing both communities.\r\n\r\nContext \r\n\r\nExperience is an oft-repeated marketing term; interestingly, at the festival, most brands explained that for them, they saw it as intrinsically linked to context. Context into the products/services sold by companies as well as the brand world in which those products/services lived. Providing an interesting experience is an additional layer of the narrative of the bigger brand story companies attempt to tell their consumers. For many DTC brands, this means, opening up physical spaces where interestingly, the primary goal isn’t to sell but instead to further story. For Away, only 30% of the space in their New York retail store is dedicated to selling luggage while the rest is a hybrid café/travel concierge. As their founder, Jen Rubio says, “The ability to build context is how we’ve grown, we’ve been able to build a community around one product. Our goal is to build an experience in each of our stores; sometimes the experience you think they want is not necessarily aligned with you. But our approach is consistently thinking about the story we want to tell around what we do.” Perhaps this is the reason why when referring to physical store or brick and mortar, most of today’s young brands instead call them showrooms (or if you’re a certain tech brand, you call it a “community space.”) Walker & Company (who’ve created the men’s grooming brand Bevel and hair care line, FORM) mentions being inspired by former JC Penny head honcho, Ron Johnson who declared that 90% of his spaces were dedicated to people to NOT buy products.”\r\n\r\nMany of these brands also see emerging technology as a big component of the next generation version of retail: in the session, \"Inventing the Future of Retail with Foursquare, brandless, Shea Moisture, and Lippencott,\" Jeff Glueck, the CEO of Foursquare stated, “According to our data, 92% of consumer activity is still out in the real world. Future AI will not just inform and affect how you live but how you consume; for instance, location data will play a big role in how you interact with a space.” Ideally, nascent technology will make the consumer purchasing experience so seamless that new opportunities in areas such as personal data or tracking will emerge for retailers to explore. While brands must be sensitive to how much information they collect and how transparent they are to consumers, Bonin Bough of Shea Moisture believes, “Consumers are okay with having their data known as long as they are ensured that it provides them value on the other side.” Because the ability to collect information is now so easily accessible to brands, it is incumbent upon them to use it responsibly and in turn, provide a deeper level of service and if they’re savvy, personalization, curation and education. The value exchange must be tipped towards the consumers and if it is, brands will not just obtain monetary gains but loyalty for life.\r\n\r\nPurpose\r\n\r\nIn two separate sessions featuring brands at very different points in their company trajectory, two brands emphasized the same North Star they were following: purpose. In the session,\"Inventing the Future of Retail with Foursquare, brandless, Shea Moisture, and Lippencott,\" interestingly, the youngest brand out of the group, brandless seemed to have the biggest goal for their company- to disrupt the economy of food. brandless is a company that debuted earlier this year to a lot of tech and media fanfare; their value proposition was a simple one of selling food and pantry items all priced at $3 direct to consumer via their website. However, as their co-founder Tina Sharkey says, their aim is to “democratize access” by society. While brandless is technically selling commodities in a straight-forward manner and admirable price-point, their bigger impact will be on how other brands react and change their business structure. The direct to consumer model will only continue to grow, encouraging (if not forcing) brands to upgrade their technology on how consumers browse, purchase and receive their goods. Additionally, an overall deduction of all goods may occur, giving a wider access to people of all socio-economic incomes.\r\n\r\nWhile the economical ambitions of brandless is admirable and possibly just another creative route to a quicker IPO, it is also a testament to the weight today’s consumers place on a brand’s value system. Consumers want to contribute towards brands that reflect the lives they want to live and for much of today’s younger generations, this consists of a purpose-driven life (discarding the material for the experiential). A brand that inarguable does one of the best jobs in modern-day business at embodying this mentality is Starbucks. In his own session, the company’s CEO, Kevin Jones declared that Starbucks’ ambition is to “redefine the role of a publicly traded company.” He went on to discuss the company’s long-practiced actions such as giving each barista (or as they call them “partners”) shares in the company, making the commitment to hire 10,000 veterans and their spouses and in Kevin’s case, personally visiting stores in disaster areas to connect with local employees. To today’s ethically and values-conscious consumer, the actions of a conglomerate like Starbucks humanizes the brand; the public doesn’t expect a coffee brand to save the world and they understand the motivations behind any social-impact actions are probably ones to help the company’s bottom line. Kevin admits, “In our social impact strategy, we think about two things: about building our business and growing the brand.” Now more than ever, companies understand their brand is a platform. They can use their platform to solely to sell, but they can also enact positive societal change and affect public sentiment at scale. By committing authentically to causes through actions all levels- from its local employees to leadership- companies can create a more bespoke perception of their brand that goes beyond selling. Consumers will commit themselves to a brand and be loyal to those brands that they ultimately see themselves in.\r\n\r\nNot to say that aligning your brand doesn’t come with consequences. In the session, \"How NeueHouse is Taking a Stand with Its Brand (and Why You Should too)\" with executives from NeueHouse, Sonos and Ivan Wicksteed (the former CMO of Old Navy), while it was agreed that brands do have a responsibility to take a stand on issues, they need to be sensitive to what those issues are and specifically how they insert themselves into the public conversation. For a brand like SONOS, the concept of listening is inherently a part of what the company is about; its CMO, Joy Howard stated, “The rise of authoritarianism and the emergence of big tech isolating people from one another from listening together, these are issues that are a threat to what our company represents. We see silence as a threat.” For a speaker company like Sonos, getting involved in these types of issues makes sense as they’re able to connect their brand to these values they are defending and are thus, are seen as authentic actions.\r\n\r\nPurpose and platform come with the territory as a modern brand today. With a consumer base also comes a microphone to a captive audience; it is debatable nowadays who has more reach and influence- Apple or the government? However, with brands more than over approaching their brands with purpose, on a multitude of platforms- whether it be digitally or physically- it evident that he/she who controls the media inevitably controls the message.\r\n\r\nWhat is clear is today’s brand and consumer landscape is unlike any other- not of just ten years ago but of five or even two years ago. The Internet and all forms of technology- from the existing to the emerging- are drastically changing what consumers want, expect and demand of brands. The shifting of the demographical majority are impacting how brands make and market their products and services. And most dramatically, but perhaps most excitingly, what is to come, has never been a bigger questions mark. In the future, will drones be a part of our shopping process? Who will become the next generation’s WalMart equivalent? And how else will the physical store continue to evolve? Only time will tell but at least we’ll know which brands will most likely be leading the way.\r\n\r\n \r\n\r\nPhoto courtesy of Fast Company', 'Thoughts from Fast Company Innovation Festival 2017', '', 'publish', 'open', 'open', '', 'thoughts-from-fast-company-innovation-festival-2017', '', '', '2018-09-24 19:23:39', '2018-09-24 19:23:39', '', 0, 'http://cbx.cappendev.com/thinking/16/thoughts-from-fast-company-innovation-festival-2017', 0, 'thinking', '', 0), (1095, 0, '2018-09-24 18:21:10', '2018-09-24 18:21:10', '', 'CocaCola2-1', '', 'inherit', 'open', 'closed', '', 'cocacola2-1', '', '', '2018-09-24 18:21:10', '2018-09-24 18:21:10', '', 1030, 'http://cbx.cappendev.com/app/uploads/2018/09/CocaCola2-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1096, 1, '2017-12-07 22:03:45', '2017-12-07 22:03:45', ' \r\nOver the past few years, design has increasingly becoming a topic of mass discourse. As consumers come to now expect Apple-esque precision in the design of their products and services, design as a concept is being appreciated and scrutinized on a much wider scale. It is impossible to discuss design without referencing Pantone and of course its “Color of the Year,” as what once was a tool used by printers and manufacturers is now a name that appears in the local Sephora as a make-up shade or a conversation topic debated by aesthetic connoisseur of all types. We celebrate the announcement of 2018\'s Color of the Year (It\'s Ultra Violet!) with this edition of our Q&A where we speak with Laurie Pressman, VP of Pantone Color Institute to understand the evolving nature of design in culture and what role a company like Pantone plays in it.\r\n\r\n \r\n\r\n1. Design, as concept/practice/expertise, continues to enter mass conversation and cultural and business activity. What are your thoughts on this?\r\n\r\nLaurie: As design and design thinking moves to the forefront of the conversation, the symbiotic nature between color thinking and design continues to strengthen.  We are living in an increasingly visual society, one where consumers have become more confident to visually self- express. At the same time, the ability to stand out and distinguish oneself and one’s brand has become that much more challenging.\r\n\r\nFrom Instagram and Snapchat to Tumbler, Twitter and Pinterest – not to mention blogs, print, TV, there is a treasure trove of destinations from which we can not only indulge and satisfy what seems to be an insatiable desire for new design and color inspiration, but one where each and every one of us can contribute as well.\r\n\r\nFrom a color and design perspective, I love to see design and the appreciation of the concept/practice/expertise of design continuing to be a part of mass conversation, cultural and business activity. The visionary aspect of creativity and design is what drives us forward.  It is what points us toward the future.  Not only from an aesthetic perspective but also from a technological innovation standpoint in terms of new materials and processes and just new ways of thinking and doing things.\r\n\r\n \r\n\r\n2. As such, what role does Pantone play in this current landscape? \r\n\r\nLaurie: Pantone’s role is to help educate about the role of color in design.  With approximately 80% of human experience filtered through the eyes, visual cues are vital in getting a message across.  Color creates associations and acts as a visual identifier. Color is the most powerful communication tool, even more important than shape or explanatory words in getting a message across.\r\n\r\nEach color contains its own unique message and meaning and has the ability to immediately broadcast who we are and the image we are looking to convey. From infancy through adulthood the colors in our environment affect or express our deepest impulses although this is not always readily verbalized or even consciously understood.  In fact, most of our reactions to the universal yet silent language of color operate outside of our conscious awareness.  From a cultural perspective, color reflects and communicates what is taking place in our culture at a particular moment in time; perceptions of color can remain fairly constant, change considerably or simply evolve.  Because of the fluidity of consumer color perception, we conduct ongoing consumer color preference studies at the Pantone Color Institute to ensure our color information is current and relevant.\r\n\r\n \r\n\r\n3. Last year, Pantone selected ‘Rose Quartz’ as one of the two colors of the year. As we all know, it was quickly renamed (albeit unofficially) ‘Millennial Pink’ and is now everywhere. Which came first — your crowning of the color and it appearing everywhere or your noticing of how prominent a role the color was playing in the world? \r\n\r\nLaurie: The PANTONE Color of the Year selection process is very thoughtful and a lot of consideration is given to our color choices.  It is not a prediction but rather a report on what we are seeing and why this is happening right here, right now. Keeping in mind that color is a language that reflects the global mood, the color we select to be our PANTONE Color of the Year is symbolic; a color that can communicate out the color message that best reflects what is happening in our global culture at a specific moment in time; a color we see crossing all areas of design that serves as an expression of a mood and an attitude; a color that will reflect what people are looking for, what they feel they need that color can help answer.   With color and context so intertwined, there are strong reasons why a color family or individual colors come into prominence when it does, and for the most part the popularity of a color reflects the age that we are living in.\r\n\r\nWith the selection of the combination or fusion of PANTONE 15-3919 Serenity and PANTONE 13-1520 Rose Quartz, we expressed the need for harmony in a chaotic world, reflecting a desire for balance and well-being as an antidote to the stresses of modern life, as well as the societal shift and fluid nature surrounding gender and identity.\r\n\r\n \r\n\r\n4. What role does color play in the world of marketing and branding?\r\n\r\nLaurie: Color plays an outsize role in the world of marketing and branding.  Specifically to branding, color is the first thing which people see and connect to so color choice is inextricably linked to consumer perception/brand visual identity and is a great way to transcend language barriers in our global world.\r\n\r\nThe marriage of color and design in packaging and marketing also plays a critical role in consumer engagement as it can bring cohesion or not.  This includes the integration of color into design as well as the backdrop of the color story to the message that is being communicated.   When product, package and message come together in such a way so as to effectively and seemingly effortlessly deliver the brand vision, it is pure magic, one whose beauty can be described as positively exquisite.\r\n\r\n \r\n\r\n5. What role does technology play at Pantone and how do you see Pantone’s activity present in technological advancements in recent years? \r\n\r\nLaurie: Technology plays a big role at Pantone and there are many areas in which we are working.  From our Pantone Studio app to help clients select color for design and PANTONELIVE which is a process that ensures color control across materials from the beginning of the design process through to production as well as something new we are working on which addresses color appearance throughout a wide range of material formats.\r\n\r\nHowever, with that said, the importance of a visual standard cannot be underestimated.  The gamut of color onscreen is different than what we see and can be achieved in the physical world.   It is the combination of the efficiency and scientific accuracy which technology has brought in combination with the physical PANTONE color standard that is the foundation for color success.\r\n\r\n \r\n\r\n6. You addressed the importance of color in the digital world in a LinkedIn article last year. How do you feel the migration of activity to online has affected design in general?\r\n\r\nLaurie: The migration of activity moving online has changed our approach to design in that it enables us to create possibilities and see virtual results more quickly.  I don’t see moving online as a replacement to tactility, materiality and craft but instead as an enhancement.   We do not live in a computer screen and what is being created is not flat but instead three-dimensional.  From ergonomics and touch to real life physical appearance, I feel what takes place in the physical world is very important to design and represents skill sets and processes which cannot afford to be lost.  What may appear well and useful on screen may not play itself out as well in the physical world so in that sense I see online design as a way to move things through more quickly but not as a replacement for materiality.', 'Q&A with Laurie Pressman, VP of Pantone Color Institute', '', 'publish', 'open', 'open', '', 'qa-with-laurie-pressman-vp-of-pantone-color-institute', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/thinking/16/qa-with-laurie-pressman-vp-of-pantone-color-institute', 0, 'thinking', '', 0), (1097, 0, '2018-09-24 18:21:11', '2018-09-24 18:21:11', '', 'Video-is-Worth-a-Thousand-1', '', 'inherit', 'open', 'closed', '', 'video-is-worth-a-thousand-1', '', '', '2018-09-24 18:21:11', '2018-09-24 18:21:11', '', 1031, 'http://cbx.cappendev.com/app/uploads/2018/09/Video-is-Worth-a-Thousand-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1098, 0, '2018-09-24 18:21:11', '2018-09-24 18:21:11', '', 'Nationwide-Commercial-Dead-Boy-Super-Bowl-2015-1', '', 'inherit', 'open', 'closed', '', 'nationwide-commercial-dead-boy-super-bowl-2015-1', '', '', '2018-09-24 18:21:11', '2018-09-24 18:21:11', '', 1032, 'http://cbx.cappendev.com/app/uploads/2018/09/Nationwide-Commercial-Dead-Boy-Super-Bowl-2015-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1099, 9, '2018-01-18 19:39:38', '2018-01-18 19:39:38', 'Last week, Diet Coke introduced four new flavors into the family of America’s largest low-calorie soft drink: Ginger Lime, Feisty Cherry, Zesty Blood Orange and Twisted Mango. Along with the robust new flavor offering came a sleek new look- a slimmer can, a focus on the iconic silver color and a more refined take on the font design. This is a big move from the brand, having originally introduced the “diet” version of its beloved drink originally back in 1982, which unlike its main competitor, Pepsi, wasn’t a modified version of the original but an entirely different formula altogether (its biggest differentiator was its use of the artificial sweeter, aspartame) Alongside its taste, its look and feel, while reminiscent of the original Coke, was distinct and over the years, hasn’t significantly changed even when offering new flavors such as Diet Cherry Coke or Diet Vanilla Coke. In summary, not much has been done to the brand…until now.\r\nThe cultural climate and sentiments towards health, wellness, diets and food and beverages in 2018 is one significantly different than that of the 1980’s. As it’s oft-repeated, we know now that consumers of today- especially younger demographics- are much more conscious and discerning of the ingredients they consume and how these brands contribute to their overall lifestyles. I did a quick-fire with two CBX’ers, Dustin Longstreth, Chief Marketing & Chief Strategy Officer and Satoru Wakeshima, Chief Engagement Officer to collect their thoughts on the topic.\r\n\r\nQ: What are your thoughts on both the design and flavor change/strategy?\r\n\r\nDustin: The design is effective because their strategy is flavor driven and their goal is to get people to see variety. They’ve also sought to incorporate a new multi-platform visual as they can re-use that visual in dynamic and static media. It’s smart, easy to shop and clearly communicates something new from Diet Coke. Ultimately, the Coke franchise is about as giving consumers as many ways to enter the franchise as possible. Whether through diet, cane sugar, classic, zero, size, they’re strategy is giving as many entry points into the brand as possible- now they’re doing it through flavor.\r\n\r\nSatoru: Considering Diet Coke\'s leadership position in the diet cola segment, I\'m surprised they waited so long to change.  While the redesign may seem dramatic to some, it actually retains many of the core color equities and the logo is very evolutionary.  The introduction of the vertical banding and slim can just provide a simple, clean platform for the brand.  The Coca-Cola Company was smart to introduce the four new flavors with the redesign - there’s new news to talk about other than just the packaging shift.\r\n\r\nQ: How do you think consumers, particularly the younger generations, will react to it?\r\n\r\nDustin: There is a population of the current generation of consumers that are probably suspicious of soft drink formulations in general - they equate it with something unnatural and overly processed product. However, the end of the day, regardless of their age, if people are skeptical of these diet drinks, they’re most likely avoiding it as much because it seems old and outdated and not solely because they\'re “diet.” This is an overall response to consumer’s desires for more interesting and adventurous flavor experiences across the board and not just in water- whether its gum, chips, burgers or CSD’s. People are looking for more bold and unique flavor experiences.\r\n\r\nSatoru: There’s still a stigma associated with sweeteners like Splenda in “diet” products.  It’s a bit of a Catch-22: change the formula and your loyal diet Coke drinkers will scream; keep it the same and it will still be outside of the beverage consideration set of many health-conscious consumers.  But the new flavors will at least get the occasional diet soda drinker to give them a try.\r\n\r\nQ: How risky do you think is this move and what type of impact could it have on the brand?\r\n\r\nSatoru: It’s not really that risky. The CSD category has been troubled for quite some time so it requires bolder and possibly riskier moves from brands to turn it around.  They didn’t change the diet Coke formula and whether people like it or not, they’ll get used to the new package design.  I think they’ll see a bump in sales because it was a very considered change.  New package graphics and new flavors in a category that hasn’t seen much change as of late is big news. But there will also be some flavors that perform better than others and I’m sure The Coca-Cola Company is anticipating that.  I wouldn’t be surprised if we saw more new flavors in the next year.\r\n\r\nDustin: Additionally, this move also seems to be setting them up on a roadmap of innovation; if any one flavor doesn’t succeed, they have opportunities to bring something new to the shelf. If they went with a re-formulation, it would be a tacit admission that it wasn’t good for you and they wouldn’t be addressing the challenge of excitement at shelf.\r\n\r\nQ: There have been instance when brands have tried to so something similar and its been met with backlash. Could Diet Coke face the same scenario?\r\n\r\nSatoru: I think we underestimate how, as a culture, we’re exposed to change at a much faster rate than ever before and the greater number of choices we have to today vs. in 2009, when the infamous Tropicana blunder happened.  Brands, especially leadership brands have an opportunity to flex their equities and be less precious with them, as long as the changes they make pay respect to what people love about the brand.\r\n\r\nQ: Any other closing thoughts on this topic?\r\n\r\nSatoru: Not every brand is in a position to make a dramatic change.  There has to be core users who will buy the product no matter what (as long as you don’t change the product) and there has to be significant investment behind supporting a dramatic graphics change.  This can be something like the choice to make the new diet Coke available in slim cans as well as standard 12 oz cans, to where the brand appears and how it’s presented.  The fact that they chose a simple color banded package design also signals that diet Coke is also considering how the brand could appear in small format, digital presentations like on a mobile device.  This is something they didn’t even think about when the brand was first launched in 1982.\r\n\r\n \r\n\r\nPhoto courtesy of Diet Coke', 'A New Look & Taste for Diet Coke', '', 'publish', 'open', 'open', '', 'a-new-look-feel-for-diet-coke', '', '', '2018-09-28 21:34:11', '2018-09-28 21:34:11', '', 0, 'http://cbx.cappendev.com/thinking/16/a-new-look-feel-for-diet-coke', 0, 'thinking', '', 0), (1100, 0, '2018-09-24 18:21:12', '2018-09-24 18:21:12', '', 'Smuckers_blogPost-1', '', 'inherit', 'open', 'closed', '', 'smuckers_blogpost-1', '', '', '2018-09-24 18:21:12', '2018-09-24 18:21:12', '', 1033, 'http://cbx.cappendev.com/app/uploads/2018/09/Smuckers_blogPost-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1101, 0, '2018-09-24 18:21:12', '2018-09-24 18:21:12', '', 'Food-photog_jane-blog_021915-1', '', 'inherit', 'open', 'closed', '', 'food-photog_jane-blog_021915-1', '', '', '2018-09-24 18:21:12', '2018-09-24 18:21:12', '', 1034, 'http://cbx.cappendev.com/app/uploads/2018/09/Food-photog_jane-blog_021915-1.png', 0, 'attachment', 'image/png', 0), (1102, 0, '2018-09-24 18:21:13', '2018-09-24 18:21:13', '', 'hillary-clinton-1', '', 'inherit', 'open', 'closed', '', 'hillary-clinton-1', '', '', '2018-09-24 18:21:13', '2018-09-24 18:21:13', '', 1035, 'http://cbx.cappendev.com/app/uploads/2018/09/hillary-clinton-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1103, 9, '2018-01-19 22:19:50', '2018-01-19 22:19:50', '

    At CBX, we are rigorous in our pursuit of being at the forefont of conversations in popular culture; our aim is to ensure our work is informed by and consequently, able to contribute to it. The topic of women in higher office in business and politics has been of particular interest when we began working with She Should Run, a non-partisan organization encouraging and equipping women with the community and tools to consider running for public office. On the eve of the Women\'s March, in this edition of our \"Q&A with...\" series, we speak with Erin Loos Cutraro, the CEO and Co-Founder of She Should Run on the importance of creating a brand that resonate in today’s communications-sensitive climate.

    \r\n

    1. Tell us what makes She Should Run unique?

    \r\n

    Erin: Throughout the nearly decade of She Should Run\'s work, we have been dedicated to encouraging women from all political parties, all geographies and all demographics to run for office. We firmly believe in the saying “you can’t be it if you don’t see it” so, for our sisters, mothers, and daughters, we are dedicated to getting more women to run for office - period.

    \r\n

    Women view us as a safe space where they can come and simply explore what it would mean to run for office and take the time to get specific about why they are running, what it would look like and how it affects them and their families without the added pressure of having to commit to a particular political party or group right off the bat.

    \r\n

    It’s also important to make it clear that we’re in this for the long haul. Our work has never been about one candidate, one office, or one election cycle. Our work is about getting more women to run for office at every level of government, which is why last year we launched #250KBY2030, our initiative to get 250,000 women running by 2030. We’re asking women to take a huge step by running for office so we decided to put our money where our mouth was and set our own huge goal.

    \r\n

    2. What compelled you to start She Should Run?

    \r\n

    Erin: After being directly involved in politics for a number of years, I decided that it was time to change the playbook because we needed different outcomes with who we saw on the ballot across the country.

    \r\n

    3. What are the differences you’re seeing in how people were interacting with She Should Run before and after Nov 8, 2016?

    \r\n

    Erin: Women are stepping up to run for office in greater numbers than ever before, and they aren’t necessarily waiting to be asked. Before Nov 8th, 2016 we had approximately 150 women come into our programs per month, since then we’ve had more than 16,000 women join our programs.

    \r\n

    We’re also seeing the number of independent women or women who don’t want to identify with a party increase. There is no one path to elected leadership and every day since the 2016 election, we\'ve seen more and more women realize that they are already qualified and ready to run for office—and there are no signs of that changing anytime soon.

    \r\n

    In our private community spaces, we\'ve also seen women feel empowered to speak candidly and openly about the difficulties and challenges they\'ve faced on their journeys to elected office and on the campaign trail.

    \r\n

    4. In our current political, media and business landscape where precise communications is paramount, how are you framing how you talk about and contextualize She Should Run?

    \r\n

    Erin: It\'s increasingly important to remind folks that She Should Run is an inclusive organization. We believe that women of all backgrounds, ethnicities, abilities, and all sides of the political spectrum should have an equal opportunity to lead. Running for office isn\'t easy, so it\'s critical that we frame She Should Run as a space where women are welcome who want to run now, in 5 years, 10 years, or even later. We provide women with resources, guidance, support, and community no matter where they are on your journey. We also realize that running for office isn\'t for everyone, so we provide ways for women and men in our community, eager to support the next generation of women leaders, to take action to bring us closer to women\'s equal representation in government.

    \r\n

    5. CBX was introduced to She Should Run to work on the branding and messaging system, as well as ongoing design work. What do you believe is the importance of the role brand and design plays in an organization like She Should Run?

    \r\n

    Erin: CBX has been instrumental in helping us position ourselves as the go-to organization for women who are considering a run for office. They’ve also created a branding and messaging system that has been critical in building and sustaining our highly engaged community of supporters—their work on our 500,000 Steps campaign for example. Over 16,000 women have reached out to She Should Run since the 2016 election alone and we would not be able to provide resources and guidance to those women without their generous support.

    \r\n

    6. What are your plans for She Should Run for 2018?

    \r\n

    Erin: The status quo for women is over. 2017 was a seminal moment and we’re only going up from here that’s why the better question is what are our plans for 2030! While 2018 is going to be another step forward, a record number of women running for office, our goal is to build a She Should Run infrastructure that support women when they want to run. It may be this year or 2020 but that’s their decision.

    \r\n

    But the surge of women exploring political leadership confirms that this is the right time to push for a major goal like getting 250,000 women to run by 2030. We plan to continue expanding the talent pool of women running for office in the United States while continuing to provide resources to the over 16,000 women and counting who have reached out to start their journeys to elected office with She Should Run’s programs. The need for a government that looks like the people it represents is more urgent than ever so we will also focus on making our programs accessible and attractive to even more women.

    \r\nFor more information on CBX\'s work with She Should Run, check our our Creative Director, Lesley Stordahl\'s interview with AIGA\'s Design Observer. ', 'Q&A with Erin Loos Cutraro, Founder & CEO of She Should Run', '', 'publish', 'open', 'open', '', 'qa-with-erin-loos-cutraro-founder-ceo-of-she-should-run', '', '', '2018-09-28 21:31:38', '2018-09-28 21:31:38', '', 0, 'http://cbx.cappendev.com/thinking/16/qa-with-erin-loos-cutraro-founder-ceo-of-she-should-run', 0, 'thinking', '', 0), (1104, 0, '2018-09-24 18:21:13', '2018-09-24 18:21:13', '', 'HeaderImage-1', '', 'inherit', 'open', 'closed', '', 'headerimage-1', '', '', '2018-09-24 18:21:13', '2018-09-24 18:21:13', '', 1036, 'http://cbx.cappendev.com/app/uploads/2018/09/HeaderImage-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1105, 1, '2018-02-01 17:24:50', '2018-02-01 17:24:50', 'In a new three-part series, we explore the many facets of design packaging. What is its significance in the digital age? How has it changed from previous generations and what does it mean to younger generations today? And ultimately, why should brands care about any of this? Our Chief Marketing & Strategy Officer, Dustin Longstreth introduces the series with his thoughts: \r\nIs Your Brand Ready for the Golden Age of Packaging? \r\n\r\nDisruption. It is perhaps both the most overused and most accurate word to describe the nature of what is occurring in almost every walk of life these days. Long held standards, rules of thumb and laws of nature are being replaced, seemingly overnight, by the new, the innovative, the revolutionary.\r\n\r\nWhile we are undeniably inundated with new, there is nothing new about creative destruction. Technological advances do and will continue to destroy businesses, and even industries, but in doing so they open up far more opportunities for those willing to think creatively and redirect their efforts.\r\n\r\nThe recent shifts in the entertainment industry provide us with a great example. For decades, the two hour major theatrical release dominated. The feature film industry attracted the best talent, received the most exposure, made the most money and had the greatest cultural impact because it was the most robust, accessible, mass format. Television couldn’t compete.\r\n\r\nUntil things changed.\r\n\r\nThe coming of age of cable along with the innovation of companies like HBO and CNN set a new standard of what television could be. Things changed even more, and faster, with mass adoption of digital streaming.\r\n\r\nEnter, The Golden Age of Television. Always-on distribution via digital streaming through personal devices has wreaked havoc on what was the traditional film studio model but has opened the floodgates for endless innovation in entertainment and storytelling. Technological disruption led to new levels of creative exploration, new models for value creation and a new set of competitors – from Netflix to Amazon to Apple and AT&T.\r\n\r\nWe believe the consumer packaged goods category is at this crossroads. The big box retail channels, formats and experiences that CPG packaging was designed for are in the midst of significant disruption. Tried and true ways of designing packaging and building brands are being challenged at every turn. But with the destruction of the old comes many more opportunities for the new.\r\n\r\nFor years, packaging has been a critical piece of brand communication – the one that truly needed to deliver at the first moment of truth. However, packaging for mass consumer product goods had to adhere to a number of constraints – largely driven by the big box retail channels in which they were distributed. Packaging needed to be an advertising billboard, a navigational tool to aid in shopping, a reliable means of shipping and a builder of experiential brand equity – all within the constraints of the uniformity that is required to serve the scale of the big box format.\r\n\r\nWhile brick and mortar shopping still remains dominant and many of those constraints aren’t going away anytime soon, in this series we will take a look at how new technologies and digital distribution channels are providing innovative packaging design opportunities for consumer product brands to explore. For example, as people are discovering products and brands as much through searching online as they are through browsing the aisle, how should we think about designing for the digital shelf? In our image-driven social media landscape, what are the new opportunities to design packaging that can serve as lifestyle content for consumers interested in curating their own personal brands? And what new functional packaging innovations await when designers are free to focus more on solutions for the shelves in your kitchen cabinet than the shelves at your local grocery store?\r\n\r\nWhen asked about the disruptive impact photography was going to have on art, Pablo Picasso famously responded, “Now at least we know everything that painting isn\'t.” There was no longer a need for him to paint realism. The camera had mastered it. But Picasso realized he was finally free to imagine and create everything that camera could not.\r\n\r\nDisruption in retail and CPG cannot be avoided. But a Golden Age of Packaging Design awaits for those brands with the imagination and creativity to seize it.\r\n\r\n***\r\n\r\nStay tuned as we post our first in the the series tomorrow: Package Functionality in the Digital World.\r\n\r\n ', 'The Golden Age of Packaging', '', 'publish', 'open', 'open', '', 'the-golden-age-of-packaging', '', '', '2018-09-28 21:29:11', '2018-09-28 21:29:11', '', 0, 'http://cbx.cappendev.com/thinking/16/the-golden-age-of-packaging', 0, 'thinking', '', 0), (1106, 0, '2018-09-24 18:21:14', '2018-09-24 18:21:14', '', 'header-1', '', 'inherit', 'open', 'closed', '', 'header-1', '', '', '2018-09-24 18:21:14', '2018-09-24 18:21:14', '', 1037, 'http://cbx.cappendev.com/app/uploads/2018/09/header-1.png', 0, 'attachment', 'image/png', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1107, 9, '2018-02-05 21:01:53', '2018-02-05 21:01:53', 'In Part 1 of our 3-Parter blog series examining packaging design, Sarah Mitty explores the necessary evolution of packaging design in order to survive  our digital-driven times. \r\n***\r\n\r\nIt is no secret online shopping creates an entirely new purchasing journey for the consumer. What was previously a physical experience of interacting with products has now become virtual as well. Nowadays, thumbnail icons are the new shelf-presence and 3-D zoom is the equivalent to picking up a product and holding it in your hands. Now, packaging not only needs to work on shelf—but also in the digital realm.\r\n\r\nWhile the online shopping revolution may make some nostalgic for the days of brick and mortar, online purchasing allows for exciting new opportunities in packaging functionality.\r\n\r\nFrom Shopability to Usability\r\n\r\nIn-store Functionality\r\n\r\nWhen considering in-store shopping as the primary avenue for consumer interaction, the function of package design is to attract attention on shelf and enhance the experience of in-person interaction. The purpose of packaging for in store is not only to create a visual experience but a tactile one as well.  \r\n\r\nProduct packaging needs to physically work in a store context. This means that a shape-shifting bag of cereal requires an upright box to sit on the shelf, a 12-pack beer needs handles so it can be easily carried and blister packs are a necessity for select products to prevent tampering.\r\n\r\nAdditionally, package design must aim to attract consumer attention. Through maximizing shelf space with attractive colors and unique designs, a product can stand out from the crowd; functional packaging accomplishes the feat of brand recognition. When loyal customers scan store aisles for their favorite product, they are looking for the distinct colors, imagery, and structures associated with the brand. Drastically changing packaging can be a dangerous gamble for in-store shopping. Failure to recognize brand packaging can send a message of inconsistency and confusion over brand personality and values.\r\n\r\nOn-line Functionality\r\n\r\nWith the imminent move to digital from all brands, we are not far from a full-blown e-commerce takeover. It’s hard to find something that cannot be purchased online, and more products are now exclusively sold direct to consumers via brand websites.\r\n\r\nPackage design now often lives on a jpeg, and delivery to doorstep is the norm. Many of those with store restraints can become non-issues if products are purchased online. Packaging no longer needs to work on shelf, which means goodbye nail breaking blister packs and hello clear plastic bags of cereal.\r\n\r\nWhile it may seem like an exaggeration, is there really problem with stamping your brand name on a non-descript bag and shipping it to consumers? Brand recognition online is all too easy—simply type “Cheerios” into Amazon and up pops every variation of the product you could ever dream of. If consumers see the iconic yellow box online, is it a problem if all they receive is a translucent bag with just the product?\r\n\r\nThere are pros and cons to such an approach of online packaging. A few pros: It can be much more cost efficient; by removing the extra cardboard box, the same product can be sold at a lower price. Additionally, it is much more sustainable. Ditch the box, save a tree.\r\n\r\nYet, it is not quite so simple. A possible con is that the product still needs to work in the home, and even if it doesn’t have to sit on shelf in a store, it has to sit on shelf at home. So maybe the flimsy bag of cereal will have to wait.\r\n\r\nThe shipping process also brings new meaning to functional packaging. Now, it is all about facilitating a speedy and damage-free journey for the product from manufacturer to consumer. Keeping products safe throughout shipping requires massive amounts of bubble wrap, cardboard, and other environmentally-damaging materials that would not have been needed in store. So, even if we got rid of the cereal box, we’d need an even stronger cardboard box around the cereal itself to protect it during shipping.\r\n\r\nPerhaps playing with packaging structure in this way is something that can be explored by brands selling online. Maybe boxes for shipping can become the branded packaging itself. Or packaging can move on from the traditional box structure and take a different form entirely. Without the restrictions of the demanding store shelf, brands can become creative with package design by taking advantage of the opportunities e-commerce brings.\r\n\r\nPurely Function to Functional Experience\r\n\r\nOn-line shopping both breaks down barriers and creates new ones for package design. Of those broken down, flexibility in package structure may be the most substantial. Although shipping a bag of cereal may not work (yet), the idea that packaging can break out of traditional molds is an interesting consideration. Product structure can be altered off shelf to better-fit consumer wants, such as ease of use, cost efficiency, and sustainability. While these practical advancements would undoubtedly improve the lives of consumers, even more exciting is the possibility for brands to play with structure in a way that reflects brand purpose.\r\n\r\nA great example is Thelma’s Treats, a small company out of Des Moines. For their deliveries, Thelma’s uses an  innovative box structure that looks like an oven to reflect the fresh-baked cookies inside. This structure would never fit nor be effective on a store shelf due to its size and shape. Yet, since the cookies are sent directly to the home, the oven shaped package provides an exciting unboxing experience that emphasizes brand personality and values.\r\n\r\nIn a similar vein, Trunk Club provides online personal shopping assistants that send hand picked clothing selections to homes in a trunk-shaped package. Consumers experience a unique unboxing moment when they open their trunk, revealing the surprise clothing pieces their stylist selected for them. Trunk Club uses packaging to enhance user experience in a category where packaging isn’t even entirely necessary. When you shop for clothing in store, there is no packaging involved. However, Trunk Club uses a combination of clever marketing and inventive packaging to send clothing to consumers in a way that is both interactive and exciting.\r\n\r\nFrom Excess to Eco-Friendly\r\n\r\nThere is also possibility to promote sustainability through e-commerce package design. While most brands opt to go the traditional route and ship products in heavily padded cardboard boxes, there is room for innovation to better resonate with environmentally conscious consumers. People want to purchase brands that reflect their values, so consumers who care about the environment may be more partial to a brand that emphasizes sustainable initiatives such as eco-friendly packaging. Zara, for example, recently launched their “boxes with a past life” campaign. When consumers order online from Zara, their purchases arrive in a 100% recycled cardboard box. With the parallel rise of digital commerce and environmental activism, sustainable campaigns are not only smart but culturally relevant. \r\n\r\nWhile some brands are already taking advantage of the opportunities that e-commerce packaging provides, many have still not altered their in-store packaging. Although in-store purchases account for 91% of sales, on-line sales are growing rapidly and staying ahead of the curve could have major pay offs.\r\n\r\nExpect to see many more brands playing with package functionality and structure in the near future. With the unavoidable digital revolution materializing before our eyes, it is crucial to keep up with brands that are providing a superior consumer experience through innovative online packaging.\r\n\r\n \r\n\r\nStay tuned for part 2 where we look at the new and and unique media and marketing opportunities afforded by smart and thoughtful packaging design. ', 'Design Packaging: Package Functionality in the Digital Age (Part 1 of 3)', '', 'publish', 'open', 'open', '', 'packaging-functionality-in-the-digital-age', '', '', '2018-09-28 21:27:44', '2018-09-28 21:27:44', '', 0, 'http://cbx.cappendev.com/thinking/16/packaging-functionality-in-the-digital-age', 0, 'thinking', '', 0), (1108, 9, '2018-02-07 16:10:38', '2018-02-07 16:10:38', 'In Part 2 of our 3-Parter blog series examining packaging design, Krisana Jaritsat discusses how thoughtful packaging can serve as a bigger marketing and media experience for consumers.\r\n***\r\n\r\nBack in early 2016, when Evan Spiegel, the co-founder and CEO of Snapchat (or more accurately, Snap, Inc) was asked to describe his Gen Z and Millennial favored social media platform, he stated “it was a camera company.” According to a Piper Jaffray Report in 2016, Spiegel’s “camera company” was named the most important social network by teenagers. Not the company whose mission was to help connect the world (that would be Facebook) nor the company cited years ago as an entertainment platform by its founders (that would be Instagram). No, the most important tool in a teenager’s arsenal was one that helped document and share their lives in ephemeral images (alongside a dancing hot dog) via their phone or a pair of circular $130 sunglasses.\r\n\r\nNow certainly, what a difference the past two years make. Once a darling of the tech world, the common conversation around Snap these days ranges from whether their IPO was overvalued, can the company innovate fast enough to compete with competitors or the increasing decline of their DAU’s amongst a slew of other topics. Regardless of whichever direction Snap goes, it is inarguable that the company has been one of the most influential companies in the past few years. And that such a company self-prescribes not to the technology, media, or entertainment worlds but instead, but as a visual documentation entity, should be a telling sign of demographical taste and behavior. And perhaps Spiegel senses a bigger opportunity for his brand in planting a firm stake in the world of visual communications.\r\n\r\nFor those aged 36 and younger (Millennials, Gen Z and ensuing demographics downwards), there has always existed some semblance of digital communications. For those skewing on the older scale, the painful sounds of dial-up connection were the route to connecting with friends and representing oneself through a clever AIM name. Those on the younger end have never known a life without carefully curated and discerningly filtered vacation pictures, feelings and statements expressed in 126 characters or less and seeing every activity of their friends and family represented in timeline-form. For the latter group, the habit of and familiarity with documentation has naturally progressed into that of self-representation.\r\n\r\nThe continued rise of social media platforms, in its increasingly sophisticated forms and features, have undeniably amplified both the means and desire to “self express” and the weight and benefits of those actions. Individuals who’ve figured out how to monetize these actions become “Influencers” with the rest of us following along, sharing our lives and those brands our lives intersect with. And those companies savvy enough to understand the opportunity this new mindset provides them? Well they get to see their brands live out in a myriad of additionally beneficial ways.\r\n\r\nUnsurprisingly, some of the best examples of brands creating unique ways of integrating into their consumer’s lives and personal brands are ones whose founders are apart of these generations. Brands such as Glossier, Warby Parker, Kylie Cosmetics  and Alexander Wang all provide interesting examples of leveraging their customer’s appetite for self-representation through the brands they consume. Using design as the primary tool, the brands packaging and points of purchase are tailored-made to be photographed and shared, cultivating a loyalty and affinity from its users and those literally, “Following” them.\r\n\r\nPackaging for the ‘Gramming\r\n\r\nGlossier is a digital-first and youth-targeted led beauty and lifestyle brand. Google “Glossier” and you can read a myriad of glowing articles and reviews on its products, business model or Millennial founder. In the articles, a handful of “product as porn” photographs accompany the copy; face lotions and lip balms meticulously shot and angled, with sunlight bouncing off its container or sitting amongst other beautifully “millennial pink” hued products. Most likely, you’ll see them set against a “millennial pink” place mat of sorts. It all looks professionally photographed. But, look again. See the familiar Instagram frame? The image isn’t from the company. It’s an image from one of the brand’s many countless fans.\r\n\r\n#glossierpink and #glossierinthewild are only two of the many hashtags on Instagram its fans tag of their newly purchased products or sometimes, of a similar pink hue they stumble upon in the world that reminds them of their preferred beauty brand. While the products themselves, which are meticulously and obsessively reviewed on many blogs and more Reddit threads you can count, are supposedly the “hero” of the brand, what’s more interesting is the community the brand has built that evangelizes the brand all on their own and mostly on visually-driven social media platforms. Creating a fan of one consumer through thoughtfully made products is great; equipping the same consumer with boxes, stickers and place mats so they can shout out their love to their followers…who in turn, shout out their love to their followers, that’s packaging that gets extra mileage.\r\n\r\nEquity through Affiliation\r\n\r\nSavvy brands understand the start of the product experience doesn’t begin solely at use. More accurately, it begins at point of purchase regardless of whether the item is bought IRL or URL. Warby Parker’s in-store retail experience and customer service is consistently lauded; but the first sole experience the buyer has with the product is the retrieval of the glasses from the Warby Parker branded cotton tote bag the purchase comes in. The glasses are the star but the package its housed in begs to be re-used and why wouldn’t you? It’s re-usable, well sized and the cache of being affiliated with a millennial-friendly non-conglomerate, socially conscious brand (as oft-told, an additional pair of glasses is donated alongside each purchase) reflects nicely off your personal brand.\r\n\r\nThe packaging bypasses its designated life as a disposable container. Instead, it both contributes to a more premium “un-packaging” experience and gets an extended presence into the user’s life. The brand is carried around like a badge and the user reaps the benefits of functionality and cache. And to think, it could have just been a plastic bag.\r\n\r\nPackaging as Access\r\n\r\nThe popularity of the Kardashian family backed, Kylie Cosmetics line has not been without its controversy. It’s faced many accusations, amongst them- re-packaging old colors and re-selling them to  re-appropriating another artists’ work. However, the brand, since its introduction in 2015 (initially as Kyle lip kits), was a hit from the start, amassing long queues of overnight campers at its sporadic pop-up shops and racking up pages of press-hype salivating at each of the brand’s product launches. Products sell out within hours of launch and social media images pop up shortly of ecstatic buyers gleefully showing off their new purchases.\r\n\r\nAlongside the product itself, the branded packaging serves up opportunities for social-media driven/social-media worthy attention. Visit the brand’s official website or official Instagram page and you’ll see as many product shots as you do packaging shows – all meticulously angled and beautifully lit. Visit any fan hashtagged paged on Tumblr and you’ll find similar shots. The many distinct design elements that make up the brand- from its main lip logo to her cursive signature not only adorn the products and packaging but the promotional swag sold along side the products themselves.\r\n\r\nThe product quality itself is oft questioned but it’s undeniable that its purchasers are buying the products, which apparently have many “dupes” in the market, for the brand equity. They’re not buying for the cosmetics, they’re buying the ability to flaunt access to the products. These coveted products are limited in quantity and only the diehard few get them…or more accurately, get to them.\r\n\r\nThe product provides function but the packaging serves as social currency representing access. Currency to the ‘Insta-Generation’ isn’t necessarily about high prices or exclusivity beholden to those high prices; instead it’s about accessibility. Or more accurately, the ability to access and consequent ability to document the access on social media.  \r\n\r\nDelivery as Brand \r\n\r\nCollaborations between perceived high and low fashion brands have increasingly permeated the industry the past couple of years. Billed as “exclusive,” the collaborations are typically released in limited supply leading to massive re-sales on websites like Ebay sometimes hours after a launch. Similarly, “sneakerheads” have perpetuated a similar re-sale culture but not necessarily for special collaborations but new releases in general. In both cases, while most brands were initially angered by their profit margin losses due to these re-sales, some have leveraged the unique “business model” to their advantage.\r\n\r\nA couple of seasons ago, streetwear inspired fashion designer Alexander Wang collaborated with Adidas to create the ‘adidas Originals by Alexander Wang Capsule Collection.’ The line was inspired by a subversive take on the storied sport branding; for instance, the Adidas logo was turned upside down and one shirt had a screen-printed contract between Wang and adidas. The guerilla-style marketing was inspired by the sporting goods re-sell market; a truck driving around New York would make stops, buoyed by seemingly obscure flyers and well-timed social media posts a few hours beforehand. Hypebeasts queued to buy the items handed to them in very distinct packaging:  black plastic garbage bags. As in the garbage bags you throw out, well…garbage in.\r\n\r\nThe re-sell market is a peculiar beast; it’s not necessarily illegal but it’s undoubtedly frowned upon as 13 year-old teenagers scoop up the merchandise in droves only to later sell it at 10 times the markup.\r\n\r\nThe entire transaction of the Alexander Wang and adidas collaboration was a nod to the re-sale culture- beginning with underground-like marketing and ending with the final garbage-bag designed encased wink to the unauthorized nature of the transactions.\r\n\r\nUltimately, brands miss out on integrating more deeply into their consumer’s lives when they fail to utilize aspects of the purchasing experience such as the transaction or packaging. It’s not a new notion that the brands consumers buy contribute to representing a certain image they want to convey; however, the proliferation of social media platforms has made self-representation easier to amplify and thus much more enticing. Last year, Instagram expanded its Instagram Direct messaging feature to incorporate a Snapchat-esque feature, Instagram Stories. When the company’s Product Lead for Sharing was interviewed by Techcrunch, he stated “There’s a shift right now… with a generation where the main way they communicate is their camera.” If visual imagery is indeed the main way current generations are choosing to “share about” themselves, it would be in a brand’s best interest to figure out how to play a better role so they become more integral in their consumer’s day to day. And if the solution is through a more thoughtfully designed package, perhaps one ready to be photographed, what’s stopping a brand from participating?\r\n\r\n \r\n\r\nStay tuned for part 3 where we look at how different design cues can serve a bigger purpose beyond \"packaging.\"', 'Design Packaging: Brand as Representation (Part 2 of 3)', '', 'publish', 'open', 'open', '', 'design-packaging-brand-as-representation-part-2-of-3', '', '', '2018-09-28 21:25:55', '2018-09-28 21:25:55', '', 0, 'http://cbx.cappendev.com/thinking/16/design-packaging-brand-as-representation-part-2-of-3', 0, 'thinking', '', 0), (1109, 0, '2018-09-24 18:21:17', '2018-09-24 18:21:17', '', 'AudraBlog-02-1', '', 'inherit', 'open', 'closed', '', 'audrablog-02-1', '', '', '2018-09-24 18:21:17', '2018-09-24 18:21:17', '', 1038, 'http://cbx.cappendev.com/app/uploads/2018/09/AudraBlog-02-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1110, 9, '2018-02-09 15:56:59', '2018-02-09 15:56:59', 'In Part 3 of our 3-Parter blog series examining packaging design, Vannett Li and Krisana Jaritsat look at emerging design cues brands are exploring as they try to stand out on both a literal and digital shelf.\r\n***\r\n\r\nPackaging’s role on shelf is to attract, engage, and sell. When brick and mortar was the de facto shopping destination for consumers, standing out on  sometimes, a literal shelf in a supermarket or grocery store was one of the primary goals of how brands approached traditional packaging.  Category cliches and functional claims were prioritized over the brand resulting in a sea of uniformity and neon violators shouting “NEW”, “ORGANIC”, “IMPROVED”. Physical constraints of the shelf discouraged innovative structures. An overwhelming amount of brands assaulting the consumer from every angle prevented marketers from launching bold and daring designs in fear that the consumer won’t be able to reliably find their brand. Shopping in store was purely transactional.\r\n\r\nHowever, as shopping migrated online and e-commerce exploding, new considerations had to be made by brands. Design decisions had to reflect and address such issues such as whether your goods were sold on websites like Amazon versus DTC on your own website or how your brands would spread via social media websites like Instagram or Pinterest. However, as result, it’s never been easier and cheaper for a new brand to speak to and build a customer base solely online. Suddenly, packaging design became free from the challenges of a crowded retail environment and the strict constraints of the shelf; instead it could solely focus on engaging the consumer. Brands began utilizing programmable algorithms and digital printing to create limitless design to delight consumers. Two great examples over the past few years was Absolut Vodka, one of the first brands to introduce a limited edition range of four million uniquely decorated bottles in 2012, and Coca-Cola which mass-personalize their bottles by replacing the logo with 250 of the most popular American names via their 2014 ‘Share a Coke’ campaign.\r\n\r\nMany other brands have taken advantage of the digital medium to create packaging that not only serves a function but further connect with their brands in interesting and experiential ways. We’ve identified three emerging visual codes – Personalized Flair, Unshackled Creativity, and No BS– that will be particularly interesting to keep an eye on.\r\n\r\nPersonalized Flair\r\n\r\nWhen something is made especially for you, it is instantly more special than any mass design – no matter how many million variations may be out there. It’s exactly how you want it, no alternations or adjustments needed. More importantly you’ve invested the time to create it and the brand has invested time in getting to know you. That’s a pretty powerful bond.\r\n\r\nKellogg\'s Bear Naked introduced their Custom Made Granola offering in 2016 with the help of IBM Watson. Consumers can choose from 50+ ingredients to create their custom blend or allow “Chef Watson” to suggest a blend based on their personal flavor preferences. After you finalized your custom blend, Bear Naked lets you to name your blend and select one of five bear illustrations to represent your creation.\r\n\r\nWithout the challenges and constraints of an in-store environment, Bear Naked’s Custom Made Granola packaging has the permission to take on a much more confident design. The Bear Naked bear is bear is front and center without being overcrowded by claims. The plastic pouch with a window has been traded up for a premium tin as communicating taste appeal is not a necessity. Paired with bold box and a handwritten note, Bear Naked’s Custom Made Granola is a superior brand experience.\r\n\r\nNew York based startup Function of Beauty is giving its consumers the ability to customize their shampoo and conditioner. Consumers start with a quiz to build your hair profile and tell the brand about your hair goals. Once your profile is complete, you can customize your formulas via scent, fragrance strength and color. A couple of days later, your shampoo and conditioner arrive in a beautifully designed box with directions for washing and conditioning, a full list of ingredients, and two pumps. The inside of the box reminds you to “celebrate individuality.\"\r\n\r\nUnshackled Creativity\r\n\r\nThe combination of digital disruption and the increasingly design-conscious consumer have both allowed and pushed brands to tinker with any traditional notions and constraints of packaging. A website like The Dieline provide forums for design lovers to analyze and comment on every single detail of a package from the front choices of the ingredients list, the merits logo sizes to the specific Pantone hue chosen for a carton label.\r\n\r\nDirty Lemon, a New York based beverage company specializing in detoxifying beverages infused with collagen, ginseng and charcoal, houses its liquids in bottles seemingly inspired by the artist Piet Mondrian .  The bright colors and geometric designs of the package are tailored-made for the “Instagram generation”- which may be apart of the business strategy itself. In an interview with the fitness and lifestyle blog, The Path, founder Zak Normadin (who comes from an advertising background nonetheless) admits the beginning of his product research started on Instagram, analyzing how his targeted Millennial demographic’s behavior on the platform.\r\n\r\nInterestingly, with close to 60K followers currently on the platform, the brand posts very few images of the hero bottle itself and instead, choose to highlight wellness and aspirational living. However, a quick search of the brand’s hashtag reveals numerous images of the bottle, carefully art directed against a bare background or lovingly held in hand, by it consumers.  Who would’ve thought charcoal-infused water could look so beautiful?\r\n\r\nDollar Shave Club, the razor and personal grooming products, began as a VC backed company with a humble value proposition. The brand, started in 2011 by founders who met at a party, delivered razors to consumers via a monthly subscription. The products had cheeky names like “The Humble Twin” or “The Executive” (razors) and “Boogie’s” (hair products); five years later, in 2016, they were acquired by Unilever for reportedly $1 billion in cash. \r\n\r\nDollar Shave Club’s unconventional journey, beginning with a unique DTC offer was perhaps indicative of its overall unique marketing. The brand’s irreverent sense of humor is clear in its initial efforts with video marketing - one of its first videos is titled “Our Blades are F***ing Great” – to its social media-ready Welcome Kits and various packaging collateral . By understanding that not only does an unconventional brand deserve unconventional branding but that its brand voice must be consistent throughout its marketing ecosystem, Dollar Shave Club uses its packaging as a method of reiterating its brand time and time again- and often in hilarious ways. \r\n\r\nThinx is a brand challenging not just traditional notions of product category but of how a product category can be marketed. Self described as period-proof underwear, Thinx is attempting to compete against the entire feminine product category. The majority of marketing for menstruation products is focused on empowerment, activity or the “logistics” of how the product works itself. Thinx approaches menstruation straightforwardly in both its marketing and packaging, sometimes in a cheeky manner (i.e grapefruit and eggs as subject matter, illustrated cartoons as directions) in elegantly muted and sophisticated color tones and photography. While the packages itself may not be as Instagrammable as other brands (which may be more so a result of societal attitudes towards mensturation), they do challenge how a product, often treated as a taboo product, is creatively presented, marketed and communicated about.\r\n\r\nNo BS\r\n\r\nAlongside bespoke-ness and creativity, we can address the opposite end of the spectrum: straight-forward, to-the-point, no BS branding. Nowadays, we are repeatedly told of the lack of loyalty customers seemingly have towards brands. The culprit?  Possibly a number of factors- newer generations valuing experiences thus paying less attention to stiff  (and the name on the stuff), more competitive pricing as a result of the number of SKU’s available, consumer desire to align with a brand’s bigger value and purpose to the world, who really knows?\r\n\r\nWhat we do know though is the marketplace’s reaction. Not just through products made and sold but how its marketed and packaged. A recent entry into essentially the private label business is Brandless. Launched in Spring/Summer 2017, the e-commerce DTC startup offered an interesting proposition: household and food items all priced at $3. Sans logo or “name” (Is Brandless the name or the notion? Both?), the company sells its products in minimally designed packaging with the product name “Maple Syrup” and “Gel Hand Soap” featured front and centered. Not to say the designs aren’t aesthetically pleasing, they are generic yet pleasant. In bypassing all traditional norms of what constitutes the beginnings of a brand- Logo? Name? Easily identifiable aesthetic? – instead, Brandless focuses its spotlight on its unique and peerless brand proposition. Perhaps the new emerging visual code of packaging is none at all?\r\n\r\nThe new opportunities that digital provides for brands to connect is unprecedented and uncharted. The traditional functionality that packaging previously provided is now replaced with various ways to entertain, inform, and thoughtfully market not just the product or service being sold but additionally, the brand’s values, intentions and point of view. If done correctly, the experience and design of a package can also have a second life as an emblem for the consumer. If you’re lucky, you too may find your bottle or bag on a buyer’s Instagram’s page….and hopefully they’re remember to hashtag your brand correctly. ', 'Design Packaging: Emerging Visual Codes (Part 3 of 3)', '', 'publish', 'open', 'open', '', 'design-packaging-emerging-visual-codes', '', '', '2018-09-28 16:27:22', '2018-09-28 16:27:22', '', 0, 'http://cbx.cappendev.com/thinking/16/design-packaging-emerging-visual-codes', 0, 'thinking', '', 0), (1111, 0, '2018-09-24 18:21:17', '2018-09-24 18:21:17', '', 'PastedGraphic-1-1', '', 'inherit', 'open', 'closed', '', 'pastedgraphic-1-1', '', '', '2018-09-24 18:21:17', '2018-09-24 18:21:17', '', 1039, 'http://cbx.cappendev.com/app/uploads/2018/09/PastedGraphic-1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1112, 0, '2018-09-24 18:21:18', '2018-09-24 18:21:18', '', 'PastedGraphic-11-1', '', 'inherit', 'open', 'closed', '', 'pastedgraphic-11-1', '', '', '2018-09-24 18:21:18', '2018-09-24 18:21:18', '', 1040, 'http://cbx.cappendev.com/app/uploads/2018/09/PastedGraphic-11-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1113, 1, '2018-02-20 15:15:35', '2018-02-20 15:15:35', 'A few weeks ago, it was announced that the Cleveland Indians would put an all-stop to using the Chief Wahoo logo on their uniforms by 2019. The cartoon-like logo depicting a Native American was first introduced in 1948 but over the years, the team name and symbol have been called out as insensitive and racist to Native Americans resulting in many a debate and protest. In fact, pressure to remove Cleveland Indian brand symbology has been ongoing for the past 50 years. So why the change today?\r\nIn our highly connected and attuned society, it is more important than ever that a brand be keyed-in and connected to the fast moving cultural barometer at-large. \r\n\r\nCulture inherently moves like an ocean, its forces and waves breaking as “a storm to the norm.” Think watershed or counter-culture movements.That’s why all brands, regardless of industry, should be paying attention to cultural conversations; and if brands are smart, they will be leading changes for good vs. reacting. When a brand doesn’t keep up with culture, it runs the risk of the worst brand offense: irrelevancy. We’ve seen our culture break many brands that were too slow to evolve. We’ve also seen culture reward brands that do-even if they were on the brink of extinction.\r\n\r\nBrands should keep three key things in mind when riding the cultural waves of relevancy:\r\n\r\n1. Brands need to be fast and flexible to stay culturally relevant\r\n\r\nRetail brands such as Abercrombie & Fitch and J.Crew were once attuned to how people wanted to dress and even helped dictate the trends. But as we evolved how we think about our identity and ourselves, and how we dress to communicate that identity, both companies have been slow to adapt their brand. Abercrombie and J.Crew market identifiable branded looks to masses that no longer care for identifiable branded looks. See the crazy?\r\n\r\nA strong brand point of view is good only if flexes with culture. A notable example is Barbie. We witnessed culture do a number on Barbie, turning a lifestyle aspiration for countless girls into the poster child of negative stereotypes pertaining to women. In response, Barbie has been slowly shifting. We’ve seen changes in the dolls’ body dimensions, the release of a more diverse lineup and last year’s debut of man-bun Ken. Seems like Barbie is fighting hard for relevance and listening to culture...at a girl!\r\n\r\n2. Brands need to deeply know their audience to stay culturally relevant\r\n\r\nThe teen-centric clothing retailer Brandy Melville launched their \"one size fits all\" sizing that was perceived by many as exclusive, exclusionary, and contributing to negative body images of women. However, the brand remained steadfast in their stance, maintaining that offering one size was their way of speaking to their specific tribe. While controversial, the strategy has paid off and mobilized a loyal teen army (3.8 million on their US Instagram alone) who love how the sizing makes it easier to shop. These evangelical fans are not only shoppers but primary content contributors, shaping the brand they love so dearly. Brandy Melville continues to ride this particularly controversial wave alongside their fan base overriding a cultural swell that isn’t quite big enough to swallow the brand whole.\r\n\r\n3. Brands need to play the culture card with savvy to stay relevant (or at least stave off a massive backlash)\r\n\r\nTo ride culture well, brands have to really understand the how the sea moves. Today, brand opinions can turn on a dime if a culture lens isn’t applied with utmost savvy. Leaning in the wrong way could be disastrous. And it doesn’t take much to be in and out of favor. \r\n\r\nFor example, PepsiCo waded into offensive territory with a television spot starring reality star Kendall Jenner last year, then stepped in it again when the announcement of their “Doritos for women” surfaced as a new snack platform. Dodge Ram released Super Bowl spots using a speech by Rev. Dr. Martin Luther King Jr. to sell cars and the torrential blow back through social media was fast and furious.\r\n\r\nJust as fast, Pirelli Tires switched gears, trading in their traditional girlie pin-up style calendar for more meaningful culturally driven content. The 2016 calendar shot by Annie Leibovitz became a brand game changer that stuck, and they’re not looking back.\r\n\r\nCan a brand always know when their culture card will be misplayed? Yes. And big brands have no excuse for appearing tone deaf when they have the resources and cash to obtain perfect pitch.\r\n\r\nBrands either move with culture or die. If they are flexible, deeply understand their tribes, and play their culture cards with utmost savvy, they will thrive.', 'How Culture Drives Brands', '', 'publish', 'open', 'open', '', 'culture-drive-brands', '', '', '2018-09-28 16:16:41', '2018-09-28 16:16:41', '', 0, 'http://cbx.cappendev.com/thinking/16/culture-drive-brands', 0, 'thinking', '', 0), (1114, 0, '2018-09-24 18:21:18', '2018-09-24 18:21:18', '', 'Screen-Shot-2015-06-19-at-Friday-June-19-2015-12.56.40-PM-1', '', 'inherit', 'open', 'closed', '', 'screen-shot-2015-06-19-at-friday-june-19-2015-12-56-40-pm-1', '', '', '2018-09-24 18:21:18', '2018-09-24 18:21:18', '', 1041, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2015-06-19-at-Friday-June-19-2015-12.56.40-PM-1.png', 0, 'attachment', 'image/png', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1115, 4, '2018-03-15 22:21:12', '2018-03-15 22:21:12', 'Last week, we sent a crew of five to Natural Products Expo West,  one of the leading trade shows in the natural, organic and health product industry where over 80,000 industry professionals gather each year. Our team was there to mingle with a few of our clients (hi Hain, Mission, General Mills and Hormel) and see what’s new and trending in the natural space. Here are some thoughts from Damien Moore-Evans, our Engagement Director and Vannett Li, Strategist: \r\nThis year, more than years past, we’re seeing brands make a more concerted effort to be culturally relevant, and a greater emphasis on activations that connect with audiences in  immersive experiences that reinforce the brand’s promise. \r\n\r\nWhile Expo West obviously showcases those in the natural and organic worlds, the breadth of brands/products and the differentiation of ingredients and benefits they’re touting only emphasizes the growing nature of this category. \r\n\r\nCollagen was an ingredient many brands highlighted which we found interesting as it is typically associated with beauty regimes; however, as we know the beauty sector only continues to soar, it makes all the more sense that collagen-infused products would find its ways to the supermarket aisle. And what to make of the rise of CBD oil which was a presence at the Expo? This makes us wonder: What other ingredients are people putting on their faces that could possibly be ingested? And should brands be exploring this as they innovate on product creation? Another “ingredient” (what does one call safe bacteria and yeast anyway?) is  Probiotics. We all know the supplements industry has been gaining popularity as of late, indicating consumers are adamant that what they are consuming not only satisfies their appetite but actually contributes to their body functionality and digestive system. In short, consumers don’t desire solely nourishment, they demand enhancement. \r\n\r\nThe relaunch and rebrand efforts of Boca, the meatless burger offer from Kraft Heinz was indicative by legacy CPB brands refusing to acquiesce to technologists and innovators in Silicon Valley on what non-meat “meats” should taste like. As one of the original leaders of the vegetarian burger, Boca is now facing fierce competition by newcomers like Impossible Burger, which is backed and supported by the like Bill Gates and David Chang who know a thing or two about innovating for consumers. We believe the newfound interest in this category is again a reflection of the Millennial generation (soon to be the most dominant in spending power) and their discerning taste and access to choice.\r\n\r\nOn-the-go foods, in the form of snacks and specialized water were prominent at the Expo. Healthy snack items such as yogurt and yogurt drinks (we’re excited to see the upcoming offering from Chobani). Portability and variety was key and it was most apparent in the increase in flavor offerings from protein and granola bar brands. The continued popularity of bar brands has paved the way to the introduction “kid” friendly bars with companies such as KIND and RX introducing their own versions. What we find interesting is the mindset and standards that consumers are applying to their own food consumption is spilling over to their their kin as well. Brands looking to enter the playing field of “kid food” should recognize the importance of tracking not just what’s popular with children’s diets but also,  their parents diets. Brands should ask themselves, “What food trends would parents most likely want to migrate over to their children?” \r\n\r\nWhile some may be apt to call it a “health and wellness” trend, as our co-worker Christina Papale addressed previously in her blog “How Culture Drives Brands”, it has become macro and is indicative of more accurately, a movement. Brands looking to capitalize on the movement should not just look at individual production creation nor even a portfolio re-assessment. Instead, they should consider how this movement should affect the entirety of how they manufacture and market their entire brand. \r\n\r\nBeyond the range of brands and products we were introduced to, the myriad of experiential activations further reiterated of one CBX’s core beliefs that the experience the consumer has with the brand, is the brand itself. From airstreams, food trucks, mascots and booths that touted product ingredients (Chobani and Nature’s Path) or the dominance of one ingredient over the other (Maranatha Butter and their “Too Good for Jelly” campaign brought to life by their Sad Jelly mascot). Activations that engaged were ones that educated and delighted, differentiating themselves from the over 3,000 other brands in attendance. Some of our favorites included the gigantic Sun Bum monkey, the flying wasps digital screen from General Mills and the instantly-noticeable energetic activation from Hippeas.\r\n\r\nFor CBX, an experience like Expo West always does the following - remind us of the unique ways brands are innovating and encourage us to think of how we can do the same for the brands on our roster. Whether it’s introducing a new product or finding a way to bring the products to life, it is pertinent for brands to continually seek ways to demonstrate quality, value and authenticity in what they do and how they communicate. After all, a great brand story can only be delivered by a great brand.\r\n\r\n \r\n\r\n ', 'Our Thoughts on Expo West 2018', '', 'publish', 'open', 'open', '', 'our-thoughts-on-expo-west-2018', '', '', '2018-09-28 16:26:19', '2018-09-28 16:26:19', '', 0, 'http://cbx.cappendev.com/thinking/16/our-thoughts-on-expo-west-2018', 0, 'thinking', '', 0), (1116, 9, '2018-04-02 16:36:55', '2018-04-02 16:36:55', 'At our third #StraightTalk event, we welcomed Evan Minskoff, Head of Marketing at Tumblr and Bryan Tucker, Co-Founder of  The Kicker and Head Writer at Saturday Night Live to discuss content and culture with CBX’s CMO, Dustin Longstreth. Before we kicked off the evening, we grabbed each of them for a quick-fire “Q&A With,” which we’ll be publishing separately.\r\nFirst up is Bryan Tucker, whose background reads like comedy gold: stand-up comedian and sketch actor, comedy writer for TV sketch shows including The Chris Rick Show and Chapelle’s Show. He is a nine-time Emmy nominee and the recipient of a Peabody Award and three Writers Guild Awards. Currently, when he’s not writing skits for Saturday Night Live, he is Editor in Chief of the sports comedy content website, The Kicker. In short, the guy knows content.\r\n\r\nWith Bryan, we were keen to get his unique point of view on the power and value of content in today’s information-rich and digitally-perpetuated landscape. Having created content for a variety of mediums for both a massive brand such as Saturday Night Live and a more nascent brand such as The Kicker, what was his take on how audiences interacted with brands nowadays? And more importantly, what is the role of brands in all of this?\r\n\r\n \r\n

    1.Tell us about The Kicker.

    \r\n

    Bryan: The Kicker is a sports comedy vertical, started by Above Average which is the digital arm from Lorne Michaels, the creator of Saturday Night Live. I helped create it because I believed there was an audience for this who were, at the time, underserved. We work with many brands and leagues.

    \r\n

    2.What is the role of a media platform in today’s content-rich digital landscape?

    \r\n

    Bryan: I’ve been at Saturday Night Live for 13 years and have witnessed the growth and evolution of digital comedy. When The Kicker first started, Youtube and Facebook were in its early stages and served as platforms to help share our content. Now we’re programming specifically FOR those platforms and the content we create varies for each of them- Twitter, Youtube, Instagram- it’s all very different. Brands will now come to us and say this is a “Facebook play” or a “Youtube play” so because of this, the platforms have become more involved in telling us what to do rather than us using them to do what we want.

    \r\n

    3.What is the significance of content to audiences today?

    \r\n

    Bryan: Things have become more narrowcast and you have to work with more specificity. Unlike Saturday Night Live which is such a big tent brand, today’s landscape means creating content for more narrow groups - we have The Kicker creating sports comedy, The Reductress creating comedy for younger women and so on. We are finding that being specific is how you cultivate a loyal audience because you’re programming for them.

    \r\n

    4.What is the role of brands in the content/audience relationship?

    \r\n

    Bryan: Brands have become more conscious of the mediums and understand the importance of programming for different platforms. Additionally, they are more willing to work with us to integrate their brands into the content- aiming to make it entertaining first, messaging second. They’ll come to us with their message but then ask us how we can help them deliver that message across in a way that makes sense for the platform and the audience.

    \r\n

    5. For both of your brands- Saturday Night Live and The Kicker- what are the short and long terms goals of the content for audiences?

    \r\n

    Bryan: Saturday Night Live has been on for 43 years and is a well-known brand everyone has an opinion on. Most of what we do digitally is to help support the central show and brand. For The Kicker, we are programming for all types of mediums with the intention to get it out in different ways. It’s not necessarily to help one central brand; The Kicker is a more fluid brand that shifts depending on the brand we’re currently working with at the time. With Saturday Night Live, it always goes back to the show.  

    \r\n \r\n\r\n**Stay tuned as we\'ll be posting Evan\'s Q&A soon as well as the full video from our #StraightTalk event!', 'Q&A with Bryan Tucker, Editor in Chief of The Kicker & Co-Head Writer of Saturday Night Live', '', 'publish', 'open', 'open', '', 'qa-with-bryan-tucker-editor-in-chief-of-the-kicker-co-head-writer-of-saturday-night-live', '', '', '2018-09-28 16:26:29', '2018-09-28 16:26:29', '', 0, 'http://cbx.cappendev.com/thinking/16/qa-with-bryan-tucker-editor-in-chief-of-the-kicker-co-head-writer-of-saturday-night-live', 0, 'thinking', '', 0), (1117, 9, '2018-04-04 17:26:07', '2018-04-04 17:26:07', 'When you look around the current media landscape, to says its “changed” would be an understatement. Over the past few years, there has been an explosion of new media platforms, content producers and content platforms all buttressed by technology. The sheer volume of content being produced by content creators (and who we deem as content creators) is hard to fathom and even harder to decipher in terms of its value, integrity and contribution to society. What we do know is there is an appetite for content from audiences. And no one party is more equipped to satiate those appetites than brands.\r\nAt CBX, we exist in the world of brands- how to make, shape and market them. As content becomes a more powerful and integral force in people’s lives, populating their conversations and day-today behavior, brands have an opportunity to insert themselves into those activities. But they need to do so carefully as audiences today are more discerning and apt to call BS should anything appear disingenuous or inauthentic.\r\n\r\nAt our third #StraightTalk event, where we invite thought leaders and experts we admire from their respective fields to banter and dissect a topic together, we recently welcomed two guests: Evan Minskoff, Head of Marketing at Tumblr and Bryan Tucker, Co-Founder of The Kicker and Co-Head Writer at Saturday Night Live. The topic was “Content and Culture” and each brought a somewhat similar perspective- that of a brand and a platform. The varying factor was while Saturday Night Live and The Kicker’s content come from its roster of esteemed writers and comedians, Tumblr’s content creators are its users. In a conversation with our CMO, Dustin Longstreth, both addressed this new dizzying state of brand affairs:\r\n\r\nWay back when (so maybe a few years ago?), brands had a soapbox approach to marketing. A one-way dialogue, in the form of a billboard or 60 second TV spot would convey a brand’s attributes and values leaving the consumer two choices- pay attention or don’t pay attention. Consume or don’t. Fast forward to today’s landscape where social media platforms, chat rooms and a dizzying array of ways to connect with other people dominate, brands are now forced to evolve their marketing strategies to accommodate this new era. However, many brands get it wrong; content is instead seen as a tactic that can be outsourced, brought back for a brand emblem to be applied, then delivered out into the world. This is incorrect.\r\n\r\n“The proliferation of creative expression tools has led to more open democratic platforms for people to self-express through user-generated content. Brands are now forced to think about how they want to be a part of that content – how to facilitate and fan the flames of those conversations,” says Minskoff. In an era where rabid conversations are happening – from the irreverent to the mundane to the serious- the opportunity for brands is not just in the background but to be an active player and participant in stoking those conversations. Minskoff discussed a recent campaign Tumblr did to support “March For Our Lives,” where the platform not only live-streamed the march but did a virtual march users could join in digitally as well. He believed it was important that “Tumblr put the runway in front of kids; we didn’t want to co-opt the movement.”\r\n\r\nUnderstanding who you’re trying to connect with, what they’re passionate about, and helping people further those conversations is the new form of marketing. As Tucker reiterates, “At The Kicker, we find the more specific we get, the more passionate the following. So instead of doing something broader with LeBron James, we instead do something with a Canadian hockey team and we’ll get 10 fans for life. If you can find places with communities and tap into them, that’s a good place to start.”\r\n\r\nSo if brands should now think of themselves as co-conspirators, are they supposed to provide messaging or tools? Can they do both? This is gray area that both Tumblr and The Kicker stated they were still trying to figure out, albeit with the understanding that entering and participating in conversations should be their new aim. Tucker states, “When we sit down with a brand, we look at it as partnership.” Because of the tight-knit and topics-focused community of The Kicker, its marketing department understand the value proposition of its platform and put it first. For a brand like The Kicker, their deep understanding of their nuanced community allows them to work with brands to craft the precise messaging to best impact them. On the other hand, with Tumblr’s value proposition is about “connecting people to their passion projects.” Tumblr sees itself as a tool for its users with Minskoff reiterating how the brand is constantly in pursuit of new technology to help further their goal. We wonder if perhaps Tumblr messenger is a not so distant option in our near future?\r\n\r\nTo cap off the night, both Evan and Bryan participated in a Q&A with our audiences:\r\n\r\nQ: Bryan, does addressing multi-cultural audiences influence your storytelling? How in-tuned is Saturday Night Live with diversity?\r\n\r\nBryan: Saturday Night Live has been around since 1975 and constantly renews and changes throughout its history. It has gotten more diverse, and not because of a quota, but because we wanted to tell more diverse stories.\r\n\r\nQ:  Bryan, when you create content, what is your main focus- to be funny or to think about how it will affect audiences? \r\n\r\nBryan: It’s to be funny. And to be true to my style of funny. It’s always a collaboration and both environments are very collaborative. I think your real question is: How does a goofy white guy write for comedians like Chris Rock and Dave Chapelle? My first day on The Chris Rock Show, I asked Chris what I shouldn’t write. He said to me, “Don’t write black, write funny and I’ll make it black.”\r\n\r\nQ: Evan, what is the main driver for change at Tumblr? Is it how people are using or other influences? \r\n\r\nEvan: I’m unsure whether its technology or people that drives the change. But I would root for people. I see technology as an enabler and amplifier. If technology wasn’t what it was, I’d like to think people would still find ways to bring out those inclinations of connecting.\r\n\r\nQ: Both, how do you get brands to buy into your vision? And how to get them to talk back? \r\n\r\nBryan: It’s a dialogue. The reason brands trust us is because we have years of experience; we have the proof of what’s worked for brands and that is our advantage.\r\n\r\nEvan: I hope that on a human level, brands are inclined to protect subcultures. We can never force brands to buy into our vision, but we can help them understand their vision and how our platform can help bring it to life. When we can understand the psychology of those brands, we can better help them achieve their goals.\r\n\r\n ', 'StraightTalk #3 Recap: Content & Culture', '', 'publish', 'open', 'open', '', 'straighttalk-vol-3-recap-content-culture', '', '', '2018-09-28 16:26:41', '2018-09-28 16:26:41', '', 0, 'http://cbx.cappendev.com/thinking/16/straighttalk-vol-3-recap-content-culture', 0, 'thinking', '', 0), (1118, 0, '2018-09-24 18:21:21', '2018-09-24 18:21:21', '', 'CELQTZLUkAAyvIy-1', '', 'inherit', 'open', 'closed', '', 'celqtzlukaayviy-1', '', '', '2018-09-24 18:21:21', '2018-09-24 18:21:21', '', 1042, 'http://cbx.cappendev.com/app/uploads/2018/09/CELQTZLUkAAyvIy-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1119, 0, '2018-09-24 18:21:22', '2018-09-24 18:21:22', '', '016cbf16367e003e5975647b45a03153-1', '', 'inherit', 'open', 'closed', '', '016cbf16367e003e5975647b45a03153-1', '', '', '2018-09-24 18:21:22', '2018-09-24 18:21:22', '', 1043, 'http://cbx.cappendev.com/app/uploads/2018/09/016cbf16367e003e5975647b45a03153-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1120, 9, '2018-04-11 16:40:47', '2018-04-11 16:40:47', 'Recently, we sent out Engagement Director, Damien Moore-Evans, to Chicago to attend Global Shop 2018, “the nation’s largest retail design industry trade show, which combines store design, visual merchandising, retail technology and shopper marketing leaders under one roof.” From our work redesigning the flagship Houston location of Saks Fifth Avenue, to more recently creating the bakery of our dreams for New York’s favorite miniature cupcake, Baked by Melissa, we’ve been thinking a lot lately about store experiences, community spaces, and the evolution of the brick-and-mortar. While the debate will undoubtedly continue on the path of the ‘store of the future,’ we’re pretty certain what we witnessed and heard at Global Shop will resonate in the years to come.\r\n\r\nHere were the most interesting findings from Damien:\r\n
      \r\n
    • Gen Z is shaped by 911, cyber bullying, and unpredictable political climate. In spite of this, they are ambitious realists.
      • \r\n
    • 64% cited shared values with a brand for the reason they engaged with that particular brand –Harvard Business Review
      • \r\n
    • From showrooms to ‘Do-rooms,’ retailers are making a bigger push for overall better shopping experiences -Eight Inc.
      • \r\n
    • The expectation economy continues on. Brands are shifting their behaviors to better coincide with shifting consumer expectations and behaviors.
      • \r\n
    • The future of retail is physical – the goal for brands must be to design “human experiences,” putting the human at the center.
      • \r\n
    • Defining the meaning of a ‘store’ today means behaving more experiential rather than transactional. A key consideration for brands should be to think about how to educate the customer on new products
      • \r\n
    • It\'s important for brands to be comfortable with launching imperfect products in the marketplace, allowing time to perfect.
      • \r\n
    • Retailers need to focus on shifting their innovation strategy in order to stay relevant and distinctive within the culture.
      • \r\n
    • Physical retail is not dying but rather shifting its presence.
      • \r\n
    • goPuff was introduced courtesy of Hershey’s – they displayed a fantastic VR experience, providing the “quick fix” that many of us want from candy. This is potentially the future of the convenience store experience.
      • \r\n
    • VR for brand storytelling is being used to promote new brand features and share impactful stories, i.e. in some Toms stores now, you can experience the village / meet the people that receive a pair of Toms when you buy a pair – bringing the experience to life.
      • \r\n
    • For the consumer market VR opportunity - retailers are seeking innovative ways to deliver memorable experiences
      • \r\n
    • With VR, we have the opportunity to create highly engaging experiences that consistently surprise, i.e. be “Virtually Amazing”
      • \r\n
    • Hardware, software, and design leaders should collaborate to overcome obstacles and make VR accessible.
      • \r\n
    • Telling a great brand story is important but the strength lies with telling a true and authentic brand story – if you achieve this, you can win forever.
      • \r\n
    • Many stores nowadays have forgotten about the customer. However, there are some exceptions: every Kendra Acott store is dedicated to the community it serves. “Those real world connections can insulate a brand from market turns.”-Tom Nolan, WWD, Global Shop keynote
      • \r\n
    • We must remember it’s not literally about the ‘brick-and-mortar,’ but rather what’s on the inside.
      • \r\n
    • Brands should try to remember that the ultimate measure of success is the impact you can have on people\'s lives. In customer service you can innovate everyday, whether it be in conversation with a customer or with a handwritten note to close the transaction.
      • \r\n
    ', 'A Glimpse into the Future of Retail Experience', '', 'publish', 'open', 'open', '', 'a-glimpse-into-the-future-retail-experience', '', '', '2018-09-27 22:07:03', '2018-09-27 22:07:03', '', 0, 'http://cbx.cappendev.com/thinking/16/a-glimpse-into-the-future-retail-experience', 0, 'thinking', '', 0), (1121, 0, '2018-09-24 18:21:22', '2018-09-24 18:21:22', '', 'expressions-2015b-1', '', 'inherit', 'open', 'closed', '', 'expressions-2015b-1', '', '', '2018-09-24 18:21:22', '2018-09-24 18:21:22', '', 1044, 'http://cbx.cappendev.com/app/uploads/2018/09/expressions-2015b-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1122, 3, '2018-04-16 19:34:11', '2018-04-16 19:34:11', 'Gaining new insight on design and brand strategy is essential for us to continue to be experts and innovators in our field. That’s why we sent our Engagement Director, Damien Moore-Evans, to the Fuse 2018 conference to observe the latest tools and knowledge leveraged by some of the top performers in the industry.\r\nA spotlight on pioneers and scene-stealers from both well-known brands and design startups, Fuse set to “celebrate disruptors and game changers within iconic and startup companies. Those who are changing the face of design and the way consumers experience and interact with the brand.”\r\n\r\nWith the fairly unpredictable nature of this industry, we understand the need for brands to cater to the ever-changing consumer. Even the most well-recognized brands have to be open to modifications, and we’ve seen it firsthand with recent redesigns including our work for Cheerios, Land O’Lakes, and Pillsbury. Many speakers at the conference stressed this importance for change, and the conference also included a multitude of other tips on how brands can stay at the top of their game.\r\n\r\nHere are some of our favorite takeaways:\r\n
      \r\n
    • Data-driven content is the only way to avoid failing behind
      • \r\n
    • Pantone: Color is the first thing you communicate. Make it the most important part of your design strategy. It is a way to connect and reflects what is happening in a particular culture and time
      • \r\n
    • Microsoft: Human-centered Design thinking (HCD) Is more important than user-centered design (UCD)
      • \r\n
    • “We’re fortunate to be in the business of wanting and having not needing. We do what we do for the connoisseur - not the consumer.” –Nike
      • \r\n
    • L’Oreal’s tips for today’s design leaders:\r\n
        \r\n
      • Think of design not as a discipline, but as experience
        • \r\n
      • Understand the business and be curious
        • \r\n
      • Challenge the status quote by reframing
        • \r\n
      • Be a Design Nomad!
        • \r\n
      \r\n
      • \r\n
    • Chobani: design is meaningful and inspires brand stories. It also speaks to the beliefs, wants, and means of customers
      • \r\n
    • Charity Water: choose to focus on hope rather than guilt. Photos should be rooted in hope, joy, and dignity.
      • \r\n
    • Hello Fresh: Do what’s right for your customers and don’t try to follow trends. They will pass.
      • \r\n
    • “We wanted to build a brand. Brands build relationships.” –Warby Parker
      • \r\n
    • User experience (UX) will be at the center of all activity driving marketing, technology operations and retail. One mustn’t forget that brand is likely to define UX, which means brands need to deliver a cohesive and coherent UX across all touch points.
      • \r\n
    • People remember stories, not ideas
      • \r\n
    • Two simple tips for great branding – Evolve and Surprise
      • \r\n
    • “If the story is compelling, people will build the road toward it.” – Robert Wong, VP Google Creative Labs
      • \r\n
    • Instagram’s approach to design thinking:\r\n
        \r\n
      • Consistency (across the product and UX)
        • \r\n
      • Clarity (use universally recognized functions and be clear)
        • \r\n
      • Constraint (limited and logically grouped functions)
        • \r\n
      • Design is the creation of desirable change
        • \r\n
      \r\n
      • \r\n
    • Purpose brings focus to a business, rallies leadership around a strong sense of direction, and helps staff to feel involved and motivated.
      • \r\n
    ', 'Fuse 2018: A Deep Dive into Design and Consumer Brand Experience', '', 'publish', 'open', 'open', '', 'fuse-2018-a-deep-dive-into-design-and-consumer-brand-experience', '', '', '2018-09-27 21:40:23', '2018-09-27 21:40:23', '', 0, 'http://cbx.cappendev.com/thinking/16/fuse-2018-a-deep-dive-into-design-and-consumer-brand-experience', 0, 'thinking', '', 0), (1123, 0, '2018-09-24 18:21:23', '2018-09-24 18:21:23', '', '1435410503_white-house-rainbow-scotus-gay-marriage_2-1', '', 'inherit', 'open', 'closed', '', '1435410503_white-house-rainbow-scotus-gay-marriage_2-1', '', '', '2018-09-24 18:21:23', '2018-09-24 18:21:23', '', 1045, 'http://cbx.cappendev.com/app/uploads/2018/09/1435410503_white-house-rainbow-scotus-gay-marriage_2-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1124, 0, '2018-09-24 18:21:24', '2018-09-24 18:21:24', '', 'kfc-750xx895-505-113-0-1', '', 'inherit', 'open', 'closed', '', 'kfc-750xx895-505-113-0-1', '', '', '2018-09-24 18:21:24', '2018-09-24 18:21:24', '', 1046, 'http://cbx.cappendev.com/app/uploads/2018/09/kfc-750xx895-505-113-0-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1125, 1, '2018-09-24 19:23:38', '0000-00-00 00:00:00', 'At our third #StraightTalk event we welcomed Evan Minskoff, Head of Marketing at Tumblr, and Bryan Tucker, Co-Founder of The Kicker and Head Writer at Saturday Night Live, to discuss content and culture with CBX’s CMO, Dustin Longstreth. Before we kicked off the evening, we grabbed each of them for a quick-fire “Q&A With.” See our first session with Bryan here.\r\nAs Head of Marketing at Tumblr, Evan Minskoff focuses on transforming insights into growth marketing that lifts mobile daily active users, revenue, and brand equity scores. With an impressive résumé under his belt, Evan’s background includes a number of senior marketing roles at top brands including Gilt Group, About.com, and Disney, as well as OvationTV where he served as SVP, Head of Marketing.\r\n\r\nBeing one of the most popular social media platforms out there today, Tumblr is a space for members to express themselves and connect with likeminded individuals who share similar passions and interests. But how can brands get involved in such a user-to-user based platform? Evan explains that the key is knowing their audience on a personal level, and keep the organic conversation flowing.\r\n\r\n1. Tell us about Tumblr’s brand mission.\r\n\r\nEvan: Tumblr is where your interests connect you to your people. The world’s most important passion-based conversations happen on Tumblr to the tune of a million a day from those who love Cosplay to super heroes to social justice or anything else- people are coming here to connect over the things they love. And that’s been our mission for a long time and we’re committed to that.\r\n\r\n2. What brands do you believe are using social media really well these days specifically Tumblr?\r\n\r\nEvan: All social media isn’t created equal. As it pertains to Tumblr, the brands that are using social media are those that help facilitate passion-based conversations. For example, Jolly Ranchers did a wonderful campaign during finals called “Keep On Sucking,” where they created content native to the platform that allowed students to express their frustrations and elations about finals. It was less about their product and more so facilitating conversations around studying. The brands who really understand their consumers and how they interact with their products in order to facilitate relevant conversations around that engagement are the ones succeeding.\r\n\r\n3. What are the ways in which users are interacting with Tumblr that excites you the most?\r\n\r\nEvan: What’s most exciting to me is members are using Tumblr to express themselves in an incredible array of ways about the things they are passionate about most. Whether it’s their love of social justice and raising women’s voices or advocating for LGBT rights, or its their love of Riverdale and crafting storylines around the characters that the writers had never even intended, they’re all showcasing and carrying their passions on Tumblr. Members are connecting with different people and POV’s with the same loves and in the process, they’re figuring out who they are and who they want to be.\r\n\r\n4. What are the opportunities brands should be looking into in social media to bring them closer to their users?\r\n\r\nEvan: On Tumblr, it’s less about a message about buying or selling stuff and more so about getting to know their users, what they’re passionate about, how they live their lives and figuring out how their brands can be used in ways that help people self-express. It’s really about understanding how to fan the flames of conversations.\r\n\r\n5. What most excites you about technology?\r\n\r\nEvan: I think a more open democratic world has to be the answer. People are using technology to connect with each other on the things they love and their shared interests in ways that’s weren\'t possible before. Bringing people from diverse points of views and backgrounds closer together is probably one of the best values that technology can offer.\r\n\r\n**Stay tuned for our next post to see the full video from #StraightTalk ', 'Q&A with Evan Minskoff, Head of Marketing at Tumblr', '', 'draft', 'open', 'open', '', 'qa-with-evan-minskoff-head-of-marketing-at-tumblr', '', '', '2018-09-24 19:23:38', '2018-09-24 19:23:38', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=1125', 0, 'thinking', '', 0), (1126, 0, '2018-09-24 18:21:24', '2018-09-24 18:21:24', '', 'Egyptian-hieroglyphics-1', '', 'inherit', 'open', 'closed', '', 'egyptian-hieroglyphics-1', '', '', '2018-09-24 18:21:24', '2018-09-24 18:21:24', '', 1047, 'http://cbx.cappendev.com/app/uploads/2018/09/Egyptian-hieroglyphics-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1127, 3, '2018-06-13 22:17:53', '2018-06-13 22:17:53', 'Last week, we immersed ourselves into the Northside Festival: a convergence of music, business, and art, that showcases the most creative minds and talent of the global innovation community. Through a series of keynotes and panel talks, the “best and brightest” congregated in North Brooklyn to share their latest insights on emerging tech, media innovations, creative design, and the culture changes emerging in our digital world.\r\nWith a constant aptitude to learn about industry trends and “the next big thing,” we spent the week carefully listening to the highly-credible speakers discuss their wisdom and future industry predictions at unique venues across Williamsburg and Greenpoint.\r\n\r\nIn true Brooklyn fashion we grabbed our 7-dollar locally-roasted coffee, popped open our tiny Macbook Airs, adjusted our Warby Parkers (ok, that one’s an exaggeration), and got to note-taking. Here are some of the trends and topics discussed:\r\n\r\nBrand Reputation\r\n
      \r\n
    • Brands are becoming patrons of culture rather than just facilitators
      • \r\n
    • Trust is the new currency: The New York Times has recently focused on labeling their articles more clearly to better distinguish news versus opinion pieces, resulting in better clarity for readers to help de-clutter the confusion on #fakenews.
      • \r\n
    • Brand loyalty can be created through proper dialogue
      • \r\n
    • Brands must be able to tell their story and provide meaningful connections to consumers through ad campaigns. And with dynamic formats on the rise, there is more opportunity than ever to be creative
      • \r\n
    • Refinery29, Inc. lives by their brand values they call the “4 I’s”: imagination, individuality, inclusivity and impact. They bring them to life through all the choices they make and what they do
      • \r\n
    • With the rise of social media, brands are starting to act like people, and people are starting to act like brands
      • \r\n
    • Brands should provide their audience with three pieces of their product to gain and sustain attention:\r\n
        \r\n
      • Media (because humans love great stories)
        • \r\n
      • Experience (because we enjoy coming together to tell/hear them)
        • \r\n
      • Artifact (to remind of, own, and share a piece of the experience)
        • \r\n
      \r\n
      • \r\n
    \r\nSustainability as a Message:\r\n
      \r\n
    • Every individual has a role to play within their company’s sustainability efforts. We can all make personal changes and also encourage our employers to do better and make little changes that can have big impact over time.
      • \r\n
    • Plastic is in everything including sea salt and our water. A recent sampling of 21 different salt brands resulted in all samples showing traces of plastic.
      • \r\n
    • You can start to reduce plastic by eliminating straw-usage
      • \r\n
    • Fear based marketing doesn’t work. Environmental change should be about providing alternative solutions, like providing reusable straws and charging for plastic bags
      • \r\n
    • To market sustainability your message should be about how to make people feel good versus making them feel guilty
      • \r\n
    • Making a sustainability plan:\r\n
        \r\n
      • Start with small, achievable steps
        • \r\n
      • Give an incentive to people to choose the more-sustainable option
        • \r\n
      • Make sustainability desirable by giving it a social cache
        • \r\n
      \r\n
      • \r\n
    \r\nCreativity\r\n
      \r\n
    • Encourage design thinking across your organization. Formulate a process and provide a platform internally to encourage ideation and creative thinking.
      • \r\n
    • Embrace the uncomfortable as part of your creative process
      • \r\n
    • Create the conditions for creativity - promote laughter and fun as part of the creative process
      • \r\n
    • Courageous creativity is contagious
      • \r\n
    • Design drives revenue and growth. Start within and encourage creativity as part of your cultural DNA.
      • \r\n
    \r\nHealth Care at the Office\r\n
      \r\n
    • Consumers are taking the initiative to take more control
      • \r\n
    • Massive companies are starting their own health and wellness systems and clinics (i.e. Disney, Comcast, Google, Amazon)
      • \r\n
    • Your wellness component should be more thought out and purposeful than something like “kombucha on tap.” For example, Google recently launched an initiative that pays for fertility treatments.
      • \r\n
    • The future of healthcare will be much more proactive, preventive, holistic and data driven
      • \r\n
    • Medical conditions like high cholesterol don’t happen overnight and preventative measures should be taken. Treatment shouldn’t be administered as an emergency with high impact drugs; it should treat as a gradual lifestyle shift to get back to normal levels
      • \r\n
    • Traditional health care doesn’t see mental and physical health as different—and that needs to change
      • \r\n
    \r\nPhysical vs. Digital Experiences\r\n
      \r\n
    • The physical retail experience needs to become the bridge to the digital experience to close the loop for the consumer
      • \r\n
    • Video can be used as a platform to create connections and conversations with your community while also telling immersive stories
      • \r\n
    • Experiential starts on digital platforms with inspiration from images, video, art etc. but the real magic happens in person
      • \r\n
    • To accelerate innovation in retail and consumer goods, businesses need to think digital first and truly know their customer’s habits, behaviors, and attitudes
      • \r\n
    • Digital and real-life experiences are becoming a symbiotic circle
      • \r\n
    \r\nTo access further insights from industry events, follow our Engagement Director, Damien, on Twitter @brand_me_', 'Brooklyn Inspires @ Northside Innovation Festival', '', 'publish', 'open', 'open', '', 'brooklyn-inspires-northside-innovation-festival', '', '', '2018-09-27 21:04:42', '2018-09-27 21:04:42', '', 0, 'http://cbx.cappendev.com/thinking/16/brooklyn-inspires-northside-innovation-festival', 0, 'thinking', '', 0), (1128, 0, '2018-09-24 18:21:25', '2018-09-24 18:21:25', '', 'whataboutnaming-1', '', 'inherit', 'open', 'closed', '', 'whataboutnaming-1', '', '', '2018-09-24 18:21:25', '2018-09-24 18:21:25', '', 1048, 'http://cbx.cappendev.com/app/uploads/2018/09/whataboutnaming-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1129, 0, '2018-09-24 18:21:26', '2018-09-24 18:21:26', '', 'image1-1', '', 'inherit', 'open', 'closed', '', 'image1-1', '', '', '2018-09-24 18:21:26', '2018-09-24 18:21:26', '', 1049, 'http://cbx.cappendev.com/app/uploads/2018/09/image1-1.png', 0, 'attachment', 'image/png', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1130, 1, '2018-08-14 21:03:13', '2018-08-14 21:03:13', '“All we want is to be treated like human beings, not to be experimented on like guinea pigs or patronized like bunny rabbits.” - Veronica Sawyer, Heathers\r\nThirty years ago, when Mark Zuckerberg was just another 4-year-old in Gymborees, the now cult classic movie, “Heathers,” hit the theaters. In it, a clique of quintessential mean girls, each named Heather, outwardly present themselves as the embodiment of well-intentioned social graces, while behind the scenes they fine-tune their expertise in the dark arts of social manipulation.\r\n\r\nToday Mark is one of the richest, most successful tech-entrepreneurs in the history of the world. And the company he created, Facebook, is a full-on Heather – treating the world as its very own Westerburg High.\r\n\r\nOver the past decade or so, we’ve seen Facebook go from being the cute and innocent new kid on the block, to the wunderkind for savvy marketers looking to connect with the young and educated, to the most dominant company in the world when looking to target…anyone.\r\n\r\nNow every brand out there wants Facebook as a friend or a fuck. They’re worshiped at Westerburg…. and they’re only a junior.\r\n\r\nBut their meteoric rise has come with some galactic-size problems. Journalists and industry insiders have been highly critical of The Social Network for some time now (see Kara Swisher, Jaron Lenier, Nikhil Sonnad).\r\n\r\nThoughts on the root cause of their troubles are many: a bad business model that’s predicated on manipulation, a naïve bro-culture drunk on their own Kool-Aid, the sheer unwieldy size of the global Facebook community (2B+ members). All these factors are undeniably key contributors to the hot mess the company has on its hands today. But I’ll offer up one more:\r\n\r\nFacebook is not a brand. And for those responsible for building brands, this should cause concern.\r\n\r\nUm, Did you have a brain tumor for breakfast? Interbrand listed Facebook as the 8th most valuable brand in the world (Lick it up, Disney. #14) And Zuck wrote a 6,000 word essay to introduce their wonderfully noble and ambitious purpose “to give people the power to build community and bring the world closer together” (which no doubt is memorialized in a super slick brand book, so there ya go).\r\n\r\nFacebook does, indeed, have the pieces in place to give it the appearance of being a brand. But it only exhibits the shape of the thing – in reality, it’s pure imitation. This is because, at its very core, Facebook is an algorithm. And the painful irony is that while the algorithm we call Facebook is highly effective at behavior modification and human surveillance, it has no more sense of what it means to be human than a slot machine or a satellite dish.\r\n\r\nSo, what’s your damage?\r\n\r\nFor starters, Facebook has never been willing to define exactly what it is. Insiders have described it as a social network, a social platform, an online community, even a utility. Many outsiders claim Facebook is a media company, pointing to content distribution and its ad model as evidence of its truest nature. But it’s this pattern of an unwillingness to commit to any clear definition that is most telling. The only true commitment the company has shown is to growth itself, which is a perfectly fine direction for an algorithm. But it’s deadly for a brand. Without a clear sense of self and the guardrails to keep you centered, you’re not a brand - you’re an opportunist.\r\n\r\nFacebook’s undefined “what” has led to questionable “hows.” In his new book, “10 Arguments Why You Should Delete Your Social Media Accounts Now”, Jaron Lanier, refers to products like Facebook as B.U.M.M.E.R. Machines - Behaviors of Users Modified, and Made into an Empire for Rent. Doesn’t have quite the pep of “bringing the world closer together,” does it? But it’s a much more accurate description of their model. Growth in users and time spent on Facebook is paramount. More people and more time spent means more data and more value to marketers and politicians seeking to connect with their target audience.\r\n\r\nSo how do they maximize engagement? By “exploiting vulnerability in human psychology” to make it more addictive, according to Facebook’s founding president, Sean Parker. Features such as the “like” button give you the high and positive feedback loop that makes you want to come back for more.\r\n\r\nBut even more addictive than hits of positivity are hits of rage. As J.D., the teenage anarchist in “Heathers,” points out, “The extreme always seems to make an impression.” Facebook’s algorithm is designed to continually adapt user feeds in ways that maximize engagement. And as humans, we tend to feel a greater sense of urgency to express our disgust than our gratitude. Therefore, bad behavior is often rewarded more than good. Given that, it’s no wonder the platform has been weaponized by bad actors like Alex Jones of Infowars and hostile foreign powers like Russia’s GRU. Facebook was designed for them.\r\n\r\nThe net effect has been clear. Studies show time and again that Facebook makes us feel bad. It’s become a genuine threat to liberal democracies around the world. And it has even been used as tool to distribute disinformation and hate speech that fueled mass chaos and murder in Myanmar. But hey, that’s life at Westerburg, amirite?\r\n\r\nTo be fair, Facebook has of late acknowledged the mistakes it has made and has taken some steps to address them. Alex Jones is no longer on the platform. They have invested in identifying and removing fake accounts and limiting the misinformation. But this has only come as a result of investigative journalists exposing, time and again, the glaring lack of responsibility and accountability (not to mention self-awareness) that we would ordinarily expect of a trusted brand.\r\n\r\nIn order to be a brand you not only have to state what you’re for, you have to take a stand on the things that you’re against. You have to have the courage of your convictions – especially when it’s most difficult. Patagonia’s CEO, Rose Marcario, in a recent Recode Decode interview stated, “You can’t call Facebook a community, and then say I’m the leader of this company but I have no responsibility to what happens in the community. You know?”\r\n\r\nBut I guess you can, if you’re not really a brand.\r\n\r\nWhich brings us back to their shiny new purpose: “To give people the power to build community and bring the world closer together.” It has the sound of a noble ambition but substance of a lab experiment. Giving people the power to build community is not the same as actually building community – it’s not the same as defining what community should be and taking responsibility for its impact.\r\n\r\nDoes Facebook care about the type of communities being built? If they are true or false? Benign or malignant? Peaceful or violent? Is giving the power to build white supremacist communities on par with giving the power to build knitting communities? Shouldn’t the quality of communities matter more than the sheer volume?\r\n\r\nSimilarly, progress made in bringing the world closer together doesn’t automatically need to be measured in volume and scale. It could, and rightly should, be measured in the quality of connections and the positive impact made as a result of those connections. By these standards, Facebook is a complete disaster.\r\n\r\nAnd that’s because Facebook’s code is not derived from a universal human need for community, but rather from engineers tasked with trying to own every human connection in the world – a goal that is as hollow as it is destructive.\r\n\r\nSo now ask yourself: How tight should your brand be with this Heather? When another disaster hits – and it surely will – how long before the community at Westerburg not only looks to take down the Heathers, but their enablers as well?', 'Facebook Me Gently With A Chainsaw', '', 'publish', 'open', 'open', '', 'facebook-me-gently-with-a-chainsaw', '', '', '2018-09-27 20:59:45', '2018-09-27 20:59:45', '', 0, 'http://cbx.cappendev.com/thinking/16/facebook-me-gently-with-a-chainsaw', 0, 'thinking', '', 0), (1131, 13, '2018-09-10 17:53:17', '2018-09-10 17:53:17', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\r\n\r\nIn a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”, Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\r\n\r\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\r\n\r\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\r\n\r\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\r\n\r\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\r\n\r\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'publish', 'open', 'open', '', 'authenticity-marketings-biggest-phony', '', '', '2018-09-27 20:49:27', '2018-09-27 20:49:27', '', 0, 'http://cbx.cappendev.com/thinking/16/authenticity-marketings-biggest-phony', 0, 'thinking', '', 0), (1132, 0, '2018-09-24 18:21:28', '2018-09-24 18:21:28', '', 'g-is-for-google-1', '', 'inherit', 'open', 'closed', '', 'g-is-for-google-1', '', '', '2018-09-24 18:21:28', '2018-09-24 18:21:28', '', 1050, 'http://cbx.cappendev.com/app/uploads/2018/09/g-is-for-google-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1133, 4, '2018-09-18 18:08:23', '2018-09-18 18:08:23', 'Weed Rules, Collagen Is Hot, and Organic Goes Digital\r\nI love attending Expos. I bounce off the energy created by the thousands of attendees walking the floors and the hordes of vendors that fill the Convention Center. I love engaging with the diverse array of brands; from natural and organic foods to health and beauty products; from the big power house brands to the small startups. There is so much activity – you feel the genuine passion of those who tell you their stories and what inspired them to create their brand. You’re exposed to great design and an entrepreneurial spirit that’s contagious. You meet a never-ending stream of amazing, culturally diverse people from the time you enter to the time you leave. Expos are a place where you can kick off your day with an organic, fair-trade coffee (complete with an uplifting brand backstory), let your taste buds roam wild, learn about the latest food and technology trends, and if you’re feeling extra adventurous, start your next morning with a work out class at 7.30am (promise I’ll make it next year!) All this under one roof!\r\n\r\nYes, Expos are awesome. And for those with an open mind and a willingness to listen and learn, they can be an incredibly uplifting and positive experience.\r\n\r\nHere are some takeaways from this year’s Expo East…\r\n\r\nGrowing Like A Weed\r\nMost notable movement for me is the rise of Hemp based products both in food and beauty (CBD oil also very prominent in beauty). Hemp based products are very high… in protein and Omega 3 and 6 (at least this is the message being pushed). Brands are definitely seeking ways to better educate both customers and retailers on the health benefits Hemp provides. There is certainly an opportunity in this space for the existing brand leaders to continue educating as well as exploring new ways to better communicate all the health benefits through more engaging branding and messaging. The Hemp movement is here to stay and will only keep growing.\r\n\r\n\"\"\r\nPlants. It’s What’s For Dinner.\r\nThis leads nicely into the continuous growth of plant-based products. There were more brands this year than last promoting the benefits of plant based ingredients across food and beauty with lots of product innovation including plant based pizzas and burritos to drinks and healthcare/beauty products.\r\n\r\nGet A Collagen Education\r\nStaying with the healthy movement. Collagen is another hot ingredient becoming more prominent in the supplements sector. Brands including ZINT, VP and Nordic Naturals were all promoting the benefits of Collagen for your body’s joints, skin care, hair care and nails. Apparently it will help you ‘glow’ and also better your skins moisture within 6 weeks (by up to 11% - I’m sold!). I was well educated by some of these brands on the benefits of Collagen and have enough samples to test the 6 weeks challenge for myself! Certainly an interesting movement and one that follows the overall health and wellness trend, which is driving so much brand innovation across all sectors.\r\n\r\nBrands Taking Stands\r\nOn a very positive note, I met three brands (Cure, This Bar Saves Lives, The Soulfull Project) promoting ‘buy our product and we’ll donate one to a food bank or a person in need’. This giving back to the community is certainly one way of making your brand stand out from the rest and is making a truly positive impact in the world. Very encouraging to see and great that these brands are leveraging Expo East for exposure and support. You have my full support and will turn to these brands for my snacking needs :)\r\n\r\n\"\"\r\nOrganic Goes Digital\r\nOrganic Valley once again delivered, in my opinion, the best booth of the Expo. Last year they had a VR experience where customers experienced a virtual tour of a farm. This year you could Facetime a Farmer. Genius! Great how Organic Valley have married their authentic and organic brand image with smart and modern technology. They are delivering on their brand promise of bringing customers closer to their farmers and the farming process both in an educational and fun way.\r\n\r\n\"\"\r\n…To A Tea\r\nFinally, being a Brit – I have to make some small observations about the Tea industry considering this is our national drink of choice. One of my favorite brands I met was a tiny tea brand from Korea – IDO-TEA. Their small booth was highly educational with their ingredients on display to touch and smell. They visualized their brand story and tea fermentation process at their booth and recently got approved to distribute via Amazon, which is awesome news for them. And their teas tasted great!\r\n\r\n\"\"\r\nIn other Tea news - cold brew Nitro Tea is making moves to compete with the cold brew Nitro Coffee trend. Harney & Sons have launched a Nitro Tea in a can – hot cinnamon spiced (served cold). It tasted absolutely delicious! The core benefits being less caffeine and more refreshing than cold brew coffee. Will be interesting to watch this movement - not sure how popular it will be in the US.\r\n\r\nThank you to all those that made this year’s event another great show and for all the hard work it takes to make these show happen. Hope to see many of you at Expo West in March!', 'CBX Explores Expo East', '', 'publish', 'open', 'open', '', 'cbx-explores-expo-east', '', '', '2018-09-27 20:48:25', '2018-09-27 20:48:25', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-explores-expo-east', 0, 'thinking', '', 0), (1134, 0, '2018-09-24 18:21:28', '2018-09-24 18:21:28', '', 'tokyo-1', '', 'inherit', 'open', 'closed', '', 'tokyo-1', '', '', '2018-09-24 18:21:28', '2018-09-24 18:21:28', '', 1051, 'http://cbx.cappendev.com/app/uploads/2018/09/tokyo-1.png', 0, 'attachment', 'image/png', 0), (1135, 0, '2018-09-24 18:21:30', '2018-09-24 18:21:30', '', '5202ea1c82c63c9baab4f985d4ce46e9-1', '', 'inherit', 'open', 'closed', '', '5202ea1c82c63c9baab4f985d4ce46e9-1', '', '', '2018-09-24 18:21:30', '2018-09-24 18:21:30', '', 1052, 'http://cbx.cappendev.com/app/uploads/2018/09/5202ea1c82c63c9baab4f985d4ce46e9-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1136, 0, '2018-09-24 18:21:30', '2018-09-24 18:21:30', '', '12038002_968828993177659_5718693889310473931_n-1', '', 'inherit', 'open', 'closed', '', '12038002_968828993177659_5718693889310473931_n-1', '', '', '2018-09-24 18:21:30', '2018-09-24 18:21:30', '', 1053, 'http://cbx.cappendev.com/app/uploads/2018/09/12038002_968828993177659_5718693889310473931_n-1.jpeg', 0, 'attachment', 'image/jpeg', 0), (1137, 0, '2018-09-24 18:21:30', '2018-09-24 18:21:30', '', '30UNBUTTONED-PIRELLI2-COMBO-articleLarge-1', '', 'inherit', 'open', 'closed', '', '30unbuttoned-pirelli2-combo-articlelarge-1', '', '', '2018-09-24 18:21:30', '2018-09-24 18:21:30', '', 1054, 'http://cbx.cappendev.com/app/uploads/2018/09/30UNBUTTONED-PIRELLI2-COMBO-articleLarge-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1138, 0, '2018-09-24 18:21:31', '2018-09-24 18:21:31', '', 'RTEmagicC_PPI-Platform_star_award__Elnur_01-1.jpg-1', '', 'inherit', 'open', 'closed', '', 'rtemagicc_ppi-platform_star_award__elnur_01-1-jpg-1', '', '', '2018-09-24 18:21:31', '2018-09-24 18:21:31', '', 1055, 'http://cbx.cappendev.com/app/uploads/2018/09/RTEmagicC_PPI-Platform_star_award__Elnur_01-1.jpg-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1139, 0, '2018-09-24 18:21:31', '2018-09-24 18:21:31', '', 'ces_2016-1', '', 'inherit', 'open', 'closed', '', 'ces_2016-1', '', '', '2018-09-24 18:21:31', '2018-09-24 18:21:31', '', 1056, 'http://cbx.cappendev.com/app/uploads/2018/09/ces_2016-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1140, 0, '2018-09-24 18:21:32', '2018-09-24 18:21:32', '', 'file0002083689554-1', '', 'inherit', 'open', 'closed', '', 'file0002083689554-1', '', '', '2018-09-24 18:21:32', '2018-09-24 18:21:32', '', 1057, 'http://cbx.cappendev.com/app/uploads/2018/09/file0002083689554-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1141, 0, '2018-09-24 18:21:33', '2018-09-24 18:21:33', '', 'Hound-1', '', 'inherit', 'open', 'closed', '', 'hound-1', '', '', '2018-09-24 18:21:33', '2018-09-24 18:21:33', '', 1058, 'http://cbx.cappendev.com/app/uploads/2018/09/Hound-1.png', 0, 'attachment', 'image/png', 0), (1142, 0, '2018-09-24 18:21:38', '2018-09-24 18:21:38', '', 'shutterstock_345947987-1', '', 'inherit', 'open', 'closed', '', 'shutterstock_345947987-1', '', '', '2018-09-24 18:21:38', '2018-09-24 18:21:38', '', 1059, 'http://cbx.cappendev.com/app/uploads/2018/09/shutterstock_345947987-1.jpeg', 0, 'attachment', 'image/jpeg', 0), (1143, 0, '2018-09-24 18:21:41', '2018-09-24 18:21:41', '', 'The-Good-Table-1-1', '', 'inherit', 'open', 'closed', '', 'the-good-table-1-1', '', '', '2018-09-24 18:21:41', '2018-09-24 18:21:41', '', 1060, 'http://cbx.cappendev.com/app/uploads/2018/09/The-Good-Table-1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1144, 0, '2018-09-24 18:21:46', '2018-09-24 18:21:46', '', 'BoatyMcB-1', '', 'inherit', 'open', 'closed', '', 'boatymcb-1', '', '', '2018-09-24 18:21:46', '2018-09-24 18:21:46', '', 1061, 'http://cbx.cappendev.com/app/uploads/2018/09/BoatyMcB-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1145, 0, '2018-09-24 18:21:46', '2018-09-24 18:21:46', '', 'tdy_guth_vogue_160414.today-vid-canonical-featured-desktop-1', '', 'inherit', 'open', 'closed', '', 'tdy_guth_vogue_160414-today-vid-canonical-featured-desktop-1', '', '', '2018-09-24 18:21:46', '2018-09-24 18:21:46', '', 1062, 'http://cbx.cappendev.com/app/uploads/2018/09/tdy_guth_vogue_160414.today-vid-canonical-featured-desktop-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1146, 0, '2018-09-24 18:21:47', '2018-09-24 18:21:47', '', 'Budweiser_America-1', '', 'inherit', 'open', 'closed', '', 'budweiser_america-1', '', '', '2018-09-24 18:21:47', '2018-09-24 18:21:47', '', 1063, 'http://cbx.cappendev.com/app/uploads/2018/09/Budweiser_America-1.jpeg', 0, 'attachment', 'image/jpeg', 0), (1147, 0, '2018-09-24 18:21:47', '2018-09-24 18:21:47', '', 'IMG_20160515_144027692-1', '', 'inherit', 'open', 'closed', '', 'img_20160515_144027692-1', '', '', '2018-09-24 18:21:47', '2018-09-24 18:21:47', '', 1064, 'http://cbx.cappendev.com/app/uploads/2018/09/IMG_20160515_144027692-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1148, 0, '2018-09-24 18:21:48', '2018-09-24 18:21:48', '', 'Screen-Shot-2016-05-23-at-Monday-May-23-2016-5.13.55-PM-1', '', 'inherit', 'open', 'closed', '', 'screen-shot-2016-05-23-at-monday-may-23-2016-5-13-55-pm-1', '', '', '2018-09-24 18:21:48', '2018-09-24 18:21:48', '', 1065, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2016-05-23-at-Monday-May-23-2016-5.13.55-PM-1.png', 0, 'attachment', 'image/png', 0), (1149, 0, '2018-09-24 18:21:51', '2018-09-24 18:21:51', '', 'Screen-Shot-2016-07-21-at-2.14.30-PM-1', '', 'inherit', 'open', 'closed', '', 'screen-shot-2016-07-21-at-2-14-30-pm-1', '', '', '2018-09-24 18:21:51', '2018-09-24 18:21:51', '', 1066, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2016-07-21-at-2.14.30-PM-1.png', 0, 'attachment', 'image/png', 0), (1150, 0, '2018-09-24 18:21:51', '2018-09-24 18:21:51', '', 'ironheart-1', '', 'inherit', 'open', 'closed', '', 'ironheart-1', '', '', '2018-09-24 18:21:51', '2018-09-24 18:21:51', '', 1067, 'http://cbx.cappendev.com/app/uploads/2018/09/ironheart-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1151, 0, '2018-09-24 18:21:52', '2018-09-24 18:21:52', '', 'PastedGraphic-2-1', '', 'inherit', 'open', 'closed', '', 'pastedgraphic-2-1', '', '', '2018-09-24 18:21:52', '2018-09-24 18:21:52', '', 1068, 'http://cbx.cappendev.com/app/uploads/2018/09/PastedGraphic-2-1.png', 0, 'attachment', 'image/png', 0), (1152, 0, '2018-09-24 18:21:52', '2018-09-24 18:21:52', '', 'NSide17_Innovation_06082017_NextWaveIndustrialInternet_ColeGiordano-702102-1', '', 'inherit', 'open', 'closed', '', 'nside17_innovation_06082017_nextwaveindustrialinternet_colegiordano-702102-1', '', '', '2018-09-24 18:21:52', '2018-09-24 18:21:52', '', 1070, 'http://cbx.cappendev.com/app/uploads/2018/09/NSide17_Innovation_06082017_NextWaveIndustrialInternet_ColeGiordano-702102-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1153, 0, '2018-09-24 18:21:53', '2018-09-24 18:21:53', '', 'unnamed-4-1', '', 'inherit', 'open', 'closed', '', 'unnamed-4-1', '', '', '2018-09-24 18:21:53', '2018-09-24 18:21:53', '', 1073, 'http://cbx.cappendev.com/app/uploads/2018/09/unnamed-4-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1154, 0, '2018-09-24 18:21:54', '2018-09-24 18:21:54', '', '2766_SHUTTINGDOWN-SEXISM_TNTCONTENTSTAGE_20170609-1', '', 'inherit', 'open', 'closed', '', '2766_shuttingdown-sexism_tntcontentstage_20170609-1', '', '', '2018-09-24 18:21:54', '2018-09-24 18:21:54', '', 1076, 'http://cbx.cappendev.com/app/uploads/2018/09/2766_SHUTTINGDOWN-SEXISM_TNTCONTENTSTAGE_20170609-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1155, 0, '2018-09-24 18:21:54', '2018-09-24 18:21:54', '', 'brand-res-1', '', 'inherit', 'open', 'closed', '', 'brand-res-1', '', '', '2018-09-24 18:21:54', '2018-09-24 18:21:54', '', 1078, 'http://cbx.cappendev.com/app/uploads/2018/09/brand-res-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1156, 0, '2018-09-24 18:22:07', '2018-09-24 18:22:07', '', 'b1-', '', 'inherit', 'open', 'closed', '', 'b1', '', '', '2018-09-24 18:22:07', '2018-09-24 18:22:07', '', 1082, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/b1-.jpg', 0, 'attachment', 'image/jpeg', 0), (1157, 0, '2018-09-24 18:22:12', '2018-09-24 18:22:12', '', 'straight-talk', '', 'inherit', 'open', 'closed', '', 'straight-talk', '', '', '2018-09-24 18:22:12', '2018-09-24 18:22:12', '', 1085, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/straight-talk.jpg', 0, 'attachment', 'image/jpeg', 0), (1158, 0, '2018-09-24 18:22:19', '2018-09-24 18:22:19', '', 'AnnouncementTemplate_17-10-09_BLOG-03', '', 'inherit', 'open', 'closed', '', 'announcementtemplate_17-10-09_blog-03', '', '', '2018-09-24 18:22:19', '2018-09-24 18:22:19', '', 1087, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/AnnouncementTemplate_17-10-09_BLOG-03.jpg', 0, 'attachment', 'image/jpeg', 0), (1159, 0, '2018-09-24 18:22:25', '2018-09-24 18:22:25', '', 'AnnouncementTemplate_17-10-11-03', '', 'inherit', 'open', 'closed', '', 'announcementtemplate_17-10-11-03', '', '', '2018-09-24 18:22:25', '2018-09-24 18:22:25', '', 1088, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/AnnouncementTemplate_17-10-11-03.jpg', 0, 'attachment', 'image/jpeg', 0), (1160, 0, '2018-09-24 18:22:29', '2018-09-24 18:22:29', '', 'tapestry', '', 'inherit', 'open', 'closed', '', 'tapestry', '', '', '2018-09-24 18:22:29', '2018-09-24 18:22:29', '', 1089, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/tapestry.jpg', 0, 'attachment', 'image/jpeg', 0), (1161, 0, '2018-09-24 18:22:34', '2018-09-24 18:22:34', '', 'H-C_logo-02-copy', '', 'inherit', 'open', 'closed', '', 'h-c_logo-02-copy', '', '', '2018-09-24 18:22:34', '2018-09-24 18:22:34', '', 1090, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/H-C_logo-02-copy.jpg', 0, 'attachment', 'image/jpeg', 0), (1162, 0, '2018-09-24 18:22:38', '2018-09-24 18:22:38', '', 'H-C_logo-01-1-copy', '', 'inherit', 'open', 'closed', '', 'h-c_logo-01-1-copy', '', '', '2018-09-24 18:22:38', '2018-09-24 18:22:38', '', 1092, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/H-C_logo-01-1-copy.jpg', 0, 'attachment', 'image/jpeg', 0), (1163, 0, '2018-09-24 18:22:42', '2018-09-24 18:22:42', '', 's8uzzrstrzfjkbreigpu', '', 'inherit', 'open', 'closed', '', 's8uzzrstrzfjkbreigpu', '', '', '2018-09-24 18:22:42', '2018-09-24 18:22:42', '', 1094, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/s8uzzrstrzfjkbreigpu.png', 0, 'attachment', 'image/png', 0), (1164, 0, '2018-09-24 18:22:47', '2018-09-24 18:22:47', '', 'H-C_logo-02-copy-1', '', 'inherit', 'open', 'closed', '', 'h-c_logo-02-copy-1', '', '', '2018-09-24 18:22:47', '2018-09-24 18:22:47', '', 1096, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/H-C_logo-02-copy-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1165, 0, '2018-09-24 18:22:53', '2018-09-24 18:22:53', '', 'Screen-Shot-2018-01-18-at-2.31.10-PM', '', 'inherit', 'open', 'closed', '', 'screen-shot-2018-01-18-at-2-31-10-pm', '', '', '2018-09-24 18:22:53', '2018-09-24 18:22:53', '', 1099, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/Screen-Shot-2018-01-18-at-2.31.10-PM.png', 0, 'attachment', 'image/png', 0), (1166, 0, '2018-09-24 18:22:58', '2018-09-24 18:22:58', '', 'H-C_logo-01-copy', '', 'inherit', 'open', 'closed', '', 'h-c_logo-01-copy', '', '', '2018-09-24 18:22:58', '2018-09-24 18:22:58', '', 1103, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/H-C_logo-01-copy.jpg', 0, 'attachment', 'image/jpeg', 0), (1167, 0, '2018-09-24 18:23:03', '2018-09-24 18:23:03', '', 'Screen-Shot-2018-02-01-at-12.27.52-PM', '', 'inherit', 'open', 'closed', '', 'screen-shot-2018-02-01-at-12-27-52-pm', '', '', '2018-09-24 18:23:03', '2018-09-24 18:23:03', '', 1105, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/Screen-Shot-2018-02-01-at-12.27.52-PM.png', 0, 'attachment', 'image/png', 0), (1168, 0, '2018-09-24 18:23:09', '2018-09-24 18:23:09', '', 'offset_comp_399473-2', '', 'inherit', 'open', 'closed', '', 'offset_comp_399473-2', '', '', '2018-09-24 18:23:09', '2018-09-24 18:23:09', '', 1107, 'http://cbx.cappendev.com/app/uploads/2018/09/offset_comp_399473-2.jpg', 0, 'attachment', 'image/jpeg', 0), (1169, 0, '2018-09-24 18:23:09', '2018-09-24 18:23:09', '', 'offset_comp_399473', '', 'inherit', 'open', 'closed', '', 'offset_comp_399473', '', '', '2018-09-24 18:23:09', '2018-09-24 18:23:09', '', 1107, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/offset_comp_399473.jpg', 0, 'attachment', 'image/jpeg', 0), (1170, 0, '2018-09-24 18:23:12', '2018-09-24 18:23:12', '', 'offset_comp_643827-6-2', '', 'inherit', 'open', 'closed', '', 'offset_comp_643827-6-2', '', '', '2018-09-24 18:23:12', '2018-09-24 18:23:12', '', 1108, 'http://cbx.cappendev.com/app/uploads/2018/09/offset_comp_643827-6-2.jpg', 0, 'attachment', 'image/jpeg', 0), (1171, 0, '2018-09-24 18:23:13', '2018-09-24 18:23:13', '', 'offset_comp_343871-2', '', 'inherit', 'open', 'closed', '', 'offset_comp_343871-2', '', '', '2018-09-24 18:23:13', '2018-09-24 18:23:13', '', 1110, 'http://cbx.cappendev.com/app/uploads/2018/09/offset_comp_343871-2.jpg', 0, 'attachment', 'image/jpeg', 0), (1172, 0, '2018-09-24 18:23:16', '2018-09-24 18:23:16', '', 'offset_comp_191880-2-2', '', 'inherit', 'open', 'closed', '', 'offset_comp_191880-2-2', '', '', '2018-09-24 18:23:16', '2018-09-24 18:23:16', '', 1113, 'http://cbx.cappendev.com/app/uploads/2018/09/offset_comp_191880-2-2.jpg', 0, 'attachment', 'image/jpeg', 0), (1173, 0, '2018-09-24 18:23:15', '2018-09-24 18:23:15', '', 'offset_comp_643827-6', '', 'inherit', 'open', 'closed', '', 'offset_comp_643827-6', '', '', '2018-09-24 18:23:15', '2018-09-24 18:23:15', '', 1108, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/offset_comp_643827-6.jpg', 0, 'attachment', 'image/jpeg', 0), (1174, 0, '2018-09-24 18:23:17', '2018-09-24 18:23:17', '', 'IMG_1090-2', '', 'inherit', 'open', 'closed', '', 'img_1090-2', '', '', '2018-09-24 18:23:17', '2018-09-24 18:23:17', '', 1115, 'http://cbx.cappendev.com/app/uploads/2018/09/IMG_1090-2.jpg', 0, 'attachment', 'image/jpeg', 0), (1175, 0, '2018-09-24 18:23:19', '2018-09-24 18:23:19', '', 'H-C_logo-02-copy-3', '', 'inherit', 'open', 'closed', '', 'h-c_logo-02-copy-3', '', '', '2018-09-24 18:23:19', '2018-09-24 18:23:19', '', 1116, 'http://cbx.cappendev.com/app/uploads/2018/09/H-C_logo-02-copy-3.jpg', 0, 'attachment', 'image/jpeg', 0), (1176, 0, '2018-09-24 18:23:20', '2018-09-24 18:23:20', '', 'Unknown-1', '', 'inherit', 'open', 'closed', '', 'unknown-1', '', '', '2018-09-24 18:23:20', '2018-09-24 18:23:20', '', 1117, 'http://cbx.cappendev.com/app/uploads/2018/09/Unknown-1.png', 0, 'attachment', 'image/png', 0), (1177, 0, '2018-09-24 18:23:22', '2018-09-24 18:23:22', '', 'offset_comp_343871', '', 'inherit', 'open', 'closed', '', 'offset_comp_343871', '', '', '2018-09-24 18:23:22', '2018-09-24 18:23:22', '', 1110, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/offset_comp_343871.jpg', 0, 'attachment', 'image/jpeg', 0), (1178, 0, '2018-09-24 18:23:28', '2018-09-24 18:23:28', '', 'GS2018_horz_780x500-1', '', 'inherit', 'open', 'closed', '', 'gs2018_horz_780x500-1', '', '', '2018-09-24 18:23:28', '2018-09-24 18:23:28', '', 1120, 'http://cbx.cappendev.com/app/uploads/2018/09/GS2018_horz_780x500-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1179, 0, '2018-09-24 18:23:27', '2018-09-24 18:23:27', '', 'offset_comp_191880-2', '', 'inherit', 'open', 'closed', '', 'offset_comp_191880-2', '', '', '2018-09-24 18:23:27', '2018-09-24 18:23:27', '', 1113, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/offset_comp_191880-2.jpg', 0, 'attachment', 'image/jpeg', 0), (1180, 0, '2018-09-24 18:23:28', '2018-09-24 18:23:28', '', 'Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-1', '', 'inherit', 'open', 'closed', '', 'fuse-twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-1', '', '', '2018-09-24 18:23:28', '2018-09-24 18:23:28', '', 1122, 'http://cbx.cappendev.com/app/uploads/2018/09/Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1181, 0, '2018-09-24 18:23:29', '2018-09-24 18:23:29', '', 'H-C_logo-01-1-copy-2', '', 'inherit', 'open', 'closed', '', 'h-c_logo-01-1-copy-2', '', '', '2018-09-24 18:23:29', '2018-09-24 18:23:29', '', 1125, 'http://cbx.cappendev.com/app/uploads/2018/09/H-C_logo-01-1-copy-2.jpg', 0, 'attachment', 'image/jpeg', 0), (1182, 0, '2018-09-24 18:23:29', '2018-09-24 18:23:29', '', 'no-1', '', 'inherit', 'open', 'closed', '', 'no-1', '', '', '2018-09-24 18:23:29', '2018-09-24 18:23:29', '', 1127, 'http://cbx.cappendev.com/app/uploads/2018/09/no-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1183, 0, '2018-09-24 18:23:30', '2018-09-24 18:23:30', '', 'heathers-1', '', 'inherit', 'open', 'closed', '', 'heathers-1', '', '', '2018-09-24 18:23:30', '2018-09-24 18:23:30', '', 1130, 'http://cbx.cappendev.com/app/uploads/2018/09/heathers-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1184, 0, '2018-09-24 18:23:32', '2018-09-24 18:23:32', '', 'Factory-Floor-2-1', '', 'inherit', 'open', 'closed', '', 'factory-floor-2-1', '', '', '2018-09-24 18:23:32', '2018-09-24 18:23:32', '', 1131, 'http://cbx.cappendev.com/app/uploads/2018/09/Factory-Floor-2-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1185, 0, '2018-09-24 18:23:33', '2018-09-24 18:23:33', '', 'image1-1', '', 'inherit', 'open', 'closed', '', 'image1-1-2', '', '', '2018-09-24 18:23:33', '2018-09-24 18:23:33', '', 1133, 'http://cbx.cappendev.com/app/uploads/2018/09/image1-1.jpeg', 0, 'attachment', 'image/jpeg', 0), (1186, 0, '2018-09-24 18:23:37', '2018-09-24 18:23:37', '', 'H-C_logo-02-copy-2', '', 'inherit', 'open', 'closed', '', 'h-c_logo-02-copy-2', '', '', '2018-09-24 18:23:37', '2018-09-24 18:23:37', '', 1116, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/H-C_logo-02-copy-2.jpg', 0, 'attachment', 'image/jpeg', 0), (1187, 0, '2018-09-24 18:23:47', '2018-09-24 18:23:47', '', 'GS2018_horz_780x500', '', 'inherit', 'open', 'closed', '', 'gs2018_horz_780x500', '', '', '2018-09-24 18:23:47', '2018-09-24 18:23:47', '', 1120, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/GS2018_horz_780x500.jpg', 0, 'attachment', 'image/jpeg', 0), (1188, 0, '2018-09-24 18:23:51', '2018-09-24 18:23:51', '', 'Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2', '', 'inherit', 'open', 'closed', '', 'fuse-twitter-header-2-22c119f4ea112e57349aa011f6eff0b2', '', '', '2018-09-24 18:23:51', '2018-09-24 18:23:51', '', 1122, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2.jpg', 0, 'attachment', 'image/jpeg', 0), (1189, 0, '2018-09-24 18:23:56', '2018-09-24 18:23:56', '', 'H-C_logo-01-1-copy-1', '', 'inherit', 'open', 'closed', '', 'h-c_logo-01-1-copy-1', '', '', '2018-09-24 18:23:56', '2018-09-24 18:23:56', '', 1125, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/H-C_logo-01-1-copy-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1190, 0, '2018-09-24 18:24:00', '2018-09-24 18:24:00', '', 'no', '', 'inherit', 'open', 'closed', '', 'no', '', '', '2018-09-24 18:24:00', '2018-09-24 18:24:00', '', 1127, 'http://localhost/repositorio-cbx/web/app/uploads/2018/09/no.jpg', 0, 'attachment', 'image/jpeg', 0), (1191, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'By David K.\n\"\"\n\nWhen exactly did our beloved ballers become viewed, exclusively, as BRAND?\n\nWas it 1984, when David Falk took a lanky, Carolina Airness into the endorsement stratosphere and turned Swoosh into fan-crazed sacrament?  (The same birth year, I might add, of another mind-controlling, trance-inducer—the first Mac. Maybe Orwell had it right: Is it too far-fetched to cast corporate marketers in the role of “Big Brother?”) Or, was it much, much later—July 8, 2010—at the altar of ESPN’s The Decision, the Net Generation’s re-enactment of Greek myth-temple worship masquerading as slam dunk reality TV?\n\n“I’m taking my talents to South Beach,” revealed LeBron James on the program, officially driving a stake into the aortas of the Cleveland faithful.  With that, a bewildered 10 million viewers were then lured into a bath of brand-baptism following his on-air announcement—10 minutes of some peripheral, some explicit brand exposure on the tube, the equivalent of roughly $3 million of comparable broadcast-exposure value. VitaminWater, the University of Phoenix, and Bing, were just a few.\n\nReactions to LeBron’s logorama-confessional have been swift and critical: “the Championship of Me,” “sycophantish idolatry,” and “arrogant exercise,” were but a few, and downright genteel compared to Cavs owner Dan Gilbert’s LeBron-thrashing rant.\n\nAnd we have Maverick Carter to thank. Carter, LeBron’s boyhood friend and overseer of everything LeBron-and-brand, is widely credited with growing and solidifying LeBron’s stakes in major brand players—Bubblicious, Upper Deck Cards, Microsoft, McDonald’s, State Farm—while honing a golden laser towards the ultimate global cash cow: the Chinese Market. He’s also partly responsible for hatching ESPN’s bumbling spectacle. In other words, Carter is an unapologetic brand man, and the brand’s the thing. But maybe in this case, as the public and media backlash have shown, that posture became the problem. “We created this monster, and [LeBron’s] just playing along,” ESPN’s Jackie MacMullan observed (as noted in the New York Times). And as one NBA official concluded, as quoted by sports writer Adrian Wojnarowski, “[LeBron’s] brand is [bleep] now. He’s destroyed everything.”\n\nLeBron James—Akron-bred wunderkind, high-flying, otherworldly acrobat, dust-throwing charismatic and local hero—\'Bron the human being, wasn’t apparently enough, so he (we?) destroyed his brand instead. But does that even matter? When we make brands of everything, including the over-branding of people (who, contrary to marketers\' fantasies, are individuals first, not merely entities), we trade humanity and virtue for our thirst for the transactional kill.\n\nOr, let me risk professional ridicule and steal from the playbook of fictional brander and mega-agent Jerry Maguire, who incidentally took one primary client, like Maverick Carter, and went all the way, albeit in a more soul-saving, only-in-a-movie kinda way. Here’s my corollary to Jerry’s original mission statement: in the quest for branding athletes/celebrities/stars (read: people), how about toning down hype, minimizing myth … how about less branding.\n\nSometimes, there\'s a great cost to be paid for human brand perpetuation: an audience gets fed otherworldly illusion, then winces when that illusion comes back down to earth as merely mortal, embodying—not just projecting—both vice and virtue (recall Nike god Tiger Woods). Is it any surprise then that we’ve lost the ability to differentiate brand from human being, or, brand values from human values? Are we doomed to live in an age where that division has long since blurred?\n\nNo, it\'d be better to let some brands die, I think. In LeBron’s case, his hometown “brand” faced a quick burial. But the potential winners in the grander sweepstakes would be us, the fans, and we, the people … the only witnesses that matter.', '‘Bron Brand Bumble', '', 'inherit', 'closed', 'closed', '', '939-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 939, 'http://cbx.cappendev.com/939-revision-v1', 0, 'revision', '', 0), (1192, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'Even mighty Anna Wintour with her power to make or break designers can’t kill the word athleisure. There was a time in 2015 she could have, but that time has passed. Beyonce just launched her brand of athleisure IVY PARK. And that has everyone using the word. And if anyone can SLAY Anna, it’s QUEEN BEY. It has 75K hashtags on Instagram, over 401K hits on Google. And the second entry hit on Google for the term—an article titled “The 5 Golden Rules of Athleisure” published in January this year by…wait for it…VOGUE. Wintour herself has contributed to the term becoming “in vogue” as they say.\r\nUsage in Vogue is all it takes to make Athleisure an official word in the fashion world. And its acceptance in Merriam Webster this year makes it an unofficial word for the rest of the world. That said, it’s not truly a real word until the Oxford English Dictionary makes it so. So far they are still holding out on Athleisure. However it’s only a matter of time. The OED loves “blend” or “portmanteau” words like Athleisure that bring two words together to create a completely new word. They brought Fauxhawk, Jorts, and Flatform shoes into the dictionary in 2014. And Hangry and Mansplain last year. We predict this is the year Athleisure is brought into the tome of the English language.\r\n\r\nMaybe Anna objects to wearing yoga pants all day, regardless of the word used to describe it. However, we suspect that the cutesy portmanteau style isn’t helping her embrace the trend. That said, it’s that adorable blending of the words that makes it attractive to the population at large and the linguists who document popular language. It’s what makes it impossible for even Anna to kill.\r\n\r\nNevertheless, who are we to refuse Ms. Wintour. If you want, Anna, we can create some less precocious options for the trend. Good luck getting them to stick. Our advice, just wait it out. Maybe Athleisure will go the way of peasant blouses and just fade away.\r\n\r\nPhoto courtesy of Today.', '\"Athleisure\", Not In Vogue', '', 'inherit', 'closed', 'closed', '', '1062-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 1062, 'http://cbx.cappendev.com/1062-revision-v1', 0, 'revision', '', 0), (1193, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'Marketers know that moms are usually the primary shoppers in a household. CBX develops an array of strategic brand design to appeal to these moms. But to really understand our target audience, we need to recognize that the term \"mom\" is no longer gender specific. It\'s a state of mind, an emotional state and a way of life that crosses gender norms.\r\nAs traditionally understood, moms have usually been women. But in today’s world, men have also been filling these “mom” roles. Plenty of men, single or otherwise, deal with the same drivers as women. They may work part time, full time or stay home to take care of the kids (which is a full-time job in itself that doesn\'t get enough credit!).\r\n\r\nWhat women and men both share are the drive and dedication to take care of their families, to use the resources they have at hand to feed, clothe and provide the emotional support that any family unit needs to thrive.\r\n\r\nThis paradigm shift is happening at the same time as the definition of family continues to evolve. Our culture’s understanding of gender roles and marriage are shifting literally in real time. Lines are being blurred and family roles are becoming more open and customizable. Families are defining their own ways of caring for one another. It\'s a beautiful time.\r\n\r\nNonetheless, on a brand level, challenges remain with these fluid definitions, particularly, of “mom.” CBX is constantly engaging consumers across many categories to understand social context and the broader audience. The more we understand the underlying motivators that drive “moms,” the more effectively we can create a deeper meaning for a brand, it role in the larger, cultural context and its purpose for the consumer.\r\n\r\nBrands that continually reevaluate their consumers, not in terms of demographics but their mindsets, have the opportunity to help change how our society thinks about families from the inside out—to appeal to more, to stand for more, to mean more.', '“Mom” is a Mindset', '', 'inherit', 'closed', 'closed', '', '1006-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 1006, 'http://cbx.cappendev.com/1006-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1194, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'By Rachel K.\n\"\"\n\nThese days, it’s rare to see an event that isn’t jam-packed with sponsorship logos. Sporting events are branded. Concerts are branded. Schools are branded. Even war is branded. So why wouldn’t a spectacle like the Times Square New Year’s Eve Ball Drop be branded?\n\nWith its massive electronic screens and giant billboards, Times Square is one of, if not the, most desirable piece of outdoor advertising real estate in the world – and the ball drop is its biggest event. The Times Square Advertising Coalition, a group created in 2009, works to ensure that Times Square “remains the most colorful and vibrant commercial corridor on earth,” and a single cab ride through Times Square proves that the coalition is doing its job really, really well.\n\nEspecially when it comes to New Year’s. For the past ten years, Waterford has sponsored the actual crystal ball (or at least, its surface; the ball itself went LED in 2007). For the third year straight, Nivea is the official sponsor of the New Year’s Eve celebration, and along with sponsoring a stage called the Nivea Kiss Platform, it will hand out about 30,000 samples of lip balm to revelers in the hours before the countdown. The Duracell Power Lab in Times Square, which opened on November 30th, consists of four stationary bikes that when pedaled charge batteries that will subsequently be used to light the New Year’s sign behind the ball drop. And for the first year, Get Married Media, which publishes Get Married magazine and hosts a Web site, GetMarried.com, is helping sponsor the event, including a contest for a New Year’s Eve wedding in Times Square.\n\nBut whereas sponsorships at other events usually irk me to no end, I’m not upset about all these New Year’s Eve Ball Drop sponsorships. In fact, quite the opposite; I actually think they’re kind of fun. Why? Because the events’ producers – the Times Square Advertising Coalition and Countdown Entertainment – insist that its sponsors be organically integrated into the event, rather than just slapping any ole logo onto the crystal ball. And this requires a certain amount of creativity on the part of brands, which is really the way it should be. “There are some sponsors that we say no to because it’s not a natural fit,” said Jeffrey Straus, president of Countdown Entertainment in a New York Times’ article published on Tuesday. “This is first and foremost a civic event for New York City and sponsors have to tie into that event without it being a commercial message.”\n\nGotta love that kind of integrity, in an era when money talks, no matter what the occasion. But it’s still not enough to draw me out into those crowds on New Year’s. I may like to have soft lips…but fortunately, I can have them in the comfort and warmth of my own home.', '10, 9, 8, 7, 6, 5 4, 3, 2…HAPPY TIMES SQUARE SPONSORSHIP!', '', 'inherit', 'closed', 'closed', '', '863-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 863, 'http://cbx.cappendev.com/863-revision-v1', 0, 'revision', '', 0), (1195, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'At the Northside Festival, Shutterstock, the stock photography company, sponsored master classes by experts in the technology, design and production industries addressing different facets of content. The sessions we attended were taught by Lauren Reddy, Director of Audience & Development of T Studio (of The New York Times), Theo Ernstsson, CEO of Alpha, and Jason Schickle and Jesekeena Hahn of Shutterstock. The main takeaway from the sessions was the importance of creating content that would truly add value to a user’s lives. While each speaker represented different vantage points, courtesy of the industry they were speaking on behalf of, it was unanimously agreed upon that content is the future of marketing.\r\n1. Be useful\r\nNowadays, as a consumer, we have our pick of options. Any product or service, no matter its obscurity or location, is within arm’s reach due to the advances in technology. As technology continues to impact and shape a consumer perception and loyalties, how is a brand supposed to stand out in its value proposition? By being consistently useful. Theo Ernstsson’s session, ‘How to Cut Through Bullshit to Create Great Products,\' proposes that experimentation and execution was the path to usefulness. He believes that by rapid iteration and rollout, brands would be able to determine if they are indeed being useful to their consumer by “solving” a problem. In looking at content through the same lens, this would mean brands must aim to create content that not just entertains, but be useful in some way- educating, informing and inspiring- but most importantly improving their consumer’s lives.\r\n\r\n2. Be unique\r\nLauren Reddy’s session, \'Transforming Branded Content Topics Into Stories That Will Engage Your Audience,\' began with an unsurprising statistic, “70% of Internet users prefer engaging with branded content rather than traditional advertising.” As creators of one of the most widely-praised pieces of branded content in recent years with their \'Women Inmates\' article for Netflix, The New York Times clearly understands that while readers don’t necessarily mind marketing messaging, they just want the messaging to be more interestingly packaged. Developing unique, curated and fresh content that can strike an emotional chord will have a better chance of resonating. Additionally, in our Instagram and Twitter-trigger ready society, creating content primed for sharing that is also unique to each platform is important. It’s not a one-size-fits all if you’re priming your content to be scaled on social media so be weary of how it will look on Facebook versus Pinterest.\r\n\r\n3. Be mindful of trends\r\nA trend is defined as something current. But current isn’t forever. However, a trend occurs because there is a mass preference towards it, in some shape or form. While we err on caution when approaching something that feels trendy, it is important to be mindful of trends especially in the cultural and technology space. Shutterstock’s speakers point out a few key observations:\r\n\r\n Cultural trends: Nostalgia is at a high of 213% and brands across the board especially in the entertainment and fashion industries. Health and wellness – in the form of self-care and supplements and holistic and healing experiences and gatherings -see no loss in momentum with even more brands in disparate spaces such as the hotel and co-working industries entering the sphere. Design continues to become a mass-audience explored subject as consumers are more design-savvy than ever; specific design trends identified stated the inclination towards more color, textures and patterns as Shutterstock cited the footwear company, Havaianas as a brand reflecting colors erring towards brighter hues.\r\n\r\nTechnology trends: Apple’s revealing at WWDC 2017 their concerted push into VR is another example of brands eagerly exploring emerging technology. Immersive technology, specifically AR and VR will continue to thrive specifically as brands try to solve for how it will exist on mobile. More sophisticated immersive technology will allow for more exciting content which continues to become more visually impressive.\r\n\r\nNowadays, effective marketing messaging must incorporate content in some form. With so many points of access to a brand, whether it be physical or digital, consumers want information and imagery that will serve an additional purpose beyond just selling them something. In an era where competition is so stiff (especially against those with Amazon-ian reach and scale), brands must master content creation in order to resonate with consumers in the short-run and sustain their businesses in the long-run.\r\n\r\nWith contributions by:\r\nDamien Moore-Evans, Engagement Director\r\n\r\n \r\n\r\nPhoto courtesy of Northside Festival', '3 Keys to Creating Content that Gets Noticed', '', 'inherit', 'closed', 'closed', '', '1073-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 1073, 'http://cbx.cappendev.com/1073-revision-v1', 0, 'revision', '', 0), (1196, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'First rule of the internet—don’t read the comments. Second rule of the internet—do not ask the internet to name your brand.\r\nThe Natural Environment Research Council (NERC) learned the second rule the hard way when they opened up suggestions to name their new ship to the internet. The ship is a £200 million polar research vessel described by NERC as “the most advanced floating research fleet in the world and will help put the UK at the forefront of ocean research for years to come.” The internet’s answer for such an esteemed vessel?\r\n\r\nBoaty McBoatface. By a landslide.\r\n\r\nHere is a list of things the internet cares about—cat videos, bacon, unclad celebrities. Here is a list of things the internet does not care about—your brand strategy, managing a complex trademark landscape, ensuring a name isn’t offensive culturally.\r\n\r\nThe internet cares about instant gratification. If you want someone to care about creating a name that lives up to your £200 million investment and will stand the test of time, call the professionals.\r\n\r\nPhoto courtesy of USA Today\r\n\r\n ', '3 Reasons Why You Should Not Ask The Internet to Name Your Brand', '', 'inherit', 'closed', 'closed', '', '1061-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 1061, 'http://cbx.cappendev.com/1061-revision-v1', 0, 'revision', '', 0), (1197, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', '\"\" By Rick F.\n\"\"\n\nWhen I discovered my latest blog entry would be published in mid-June, I thought there was no way that another article on BP could still be relevant. Well, unfortunately, I was wrong.\n\nAmazingly, BP continues to oversaturate, among other channels, the news cycle.  In the past few months, heated discussion and debate have honed in on BP’s dividends, its seemingly out-of-touch CEO, and the US government response to the environmental crisis in the Gulf.\n\nToday, I chime in with another angle to this tragic saga: differentiating BP as ‘commodity’ from BP as ‘brand.’\n\nWhile growing up in Cincinnati, I remember seeing a gas station that sat at the bottom of a hill near my house called Sohio, Standard Oil of Ohio; it didn’t get any more American than Mr. John D. Rockefeller. And in the early-1990s, long after its merger with a company called British Petroleum, this once-quaint Sohio station became BP. Its new green & yellow sign couldn’t have appeared more foreign. So much for good ‘ol (or, is it good oil?) Americana. \n\nThe product remained the same, but the brand experience had changed completely. Inevitably, over time, this new BP station became my brand. I bought my first set of baseball cards, filled up my first tank of gas, and picked up my first six-pack right there. Am I alone in my attachments to the BP brand experience? Will other American consumers abandon this behemoth altogether? As an all-encompassing brand, I would argue, yes—BP is clearly in big trouble with consumers like me—but as a petroleum product, it is relatively safe.\n\nSo does BP the brand actually matter? Maybe.\n\nLike the three T’s (Tylenol, Toyota, and Tiger), BP has work to do.  It is, however, lucky to be in a business that is almost completely driven by price and real estate, not brand.  Interestingly enough, BP has survived disasters in the past and just last year, was again ranked the #1 petroleum brand in South Africa. And what about the other notable case study in oil company hubris and resuscitation? In 1989, following the Exxon Valdez oil spill in Alaska, 20% of Exxon’s customers staged a “boycott,” and yet only 3-7% stopped frequenting it.\n\nIn a country full of “save money, live better” shoppers, BP will likely continue to capture our wallets, without having to capture our hearts and minds.  But I think I’ll buy my baseball cards elsewhere.', '4 Dead in Sohio', '', 'inherit', 'closed', 'closed', '', '936-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 936, 'http://cbx.cappendev.com/936-revision-v1', 0, 'revision', '', 0), (1198, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', '\"\"\r\n\"\"\r\n\r\nIf you’re a woman of a certain age (or the boyfriend/partner/husband of that woman), there’s a good chance you’ve heard about “50 Shades of Grey\", the literary sensation that has been called “Mommy porn” and “Twilight for grownups.” Several women in our office (who shall go unnamed) have read this book recently, and will not shut up…I mean, will not stop talking about its erotic content.\r\n\r\nAs a writer, a mother and woman pushing “a certain age,” I’m definitely skeptical about this book, namely because I am always skeptical of hyped-up literature. But as a branding professional, I have to confess that I am totally impressed by the way that this book is being marketed to consumers.\r\n\r\n“50 Shades” was originally published by a tiny independent press in Australia, and the print distribution was extremely limited, leaving bookstores deprived of copies. Whether or not this was a deliberate ploy of the writer and publisher I’m not sure, but the fact that “50 Shades of Grey” was initially hard to find (and therefore expensive) gave it the same limited edition cache that has made signature collections (like the recent H&M for Marni) so coveted and sought out on eBay. They adhere to a simple marketing formula: The less available the product, the more people want said product.\r\n\r\nOf course, “50 Shades” is now available on eReaders like the Kindle, the Nook and the iPad, and the fact that women can read their erotica discreetly is another reason why this book has become such a phenomenon. Now, the person sitting next to you on Metro-North need not know why your cheeks are blushing so profusely, and why you are asking, “Is it hot in here?” while wiping sweat off your brow. In the past, women may have hesitated to purchase a book by Jackie Collins or Sidney Sheldon due to fear of being labeled “a sex-deprived housewife”; today, there is no shame, simply because people have no idea what you are reading.\r\n\r\nIt also seems that there has been a deliberate grassroots campaign for the book, headed up by a few handpicked “tastemakers” who are appearing on TV shows and in well-placed articles. Lyss Stern, the founder of Divalysscious Moms, has talked about the book on local news stations and in a recent NY Times article (“It’s relighting a fire under a lot of marriages,” she was quoted as saying). These women are virtual ambassadors of “50 Shades of Grey,” and are preaching the gospel about the book in any way they can.\r\n\r\nAll of this has triggered an unbelievable amount of chatter for “50 Shades” on Facebook, Twitter and numerous blogs (many of them mommy-focused). According to a VP of marketing for Barnes & Noble, conversation about the book online has fed many of the sales. “I think this shows very clearly what the blog network can do,” said Patricia Bostleman. “The word-of-mouth so thoroughly outpaced the availability.”\r\n\r\nBut that won’t be the case for long, as distribution rights to the book were just sold to Vintage, a division of Knopf Doubleday. Publishing executives are comparing the anticipation of the newly printed books with the hoopla that surrounded “The DaVinci Code” and “Eat, Pray, Love,” and I can’t help but wonder: Once “50 Shades” is more visible and accessible, will it still have the same allure? Will there be a “50 Shades” backlash? Perhaps, but with Hollywood producers engaged in bidding wars for the movie rights, it’s unlikely that “50 Shades of Grey” is going anywhere soon, which is testament to a few smart marketing executives working behind the scenes…somewhere.', '50 Shades of…Marketing Brilliance', '', 'inherit', 'closed', 'closed', '', '913-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 913, 'http://cbx.cappendev.com/913-revision-v1', 0, 'revision', '', 0), (1199, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', '\"\"\r\nBranding is a team sport, and one of the star players is the consumer. If you don\'t attempt to know your consumers, you can\'t build great brands together. Several weeks ago I had the opportunity to travel to Shanghai to learn from Chinese consumers. As part of my field research, I walked as far as I could and took as many pictures as I could to get a feel for the city and the people. My goal was to have a fraction more understanding when approaching the development of meaningful, relevant brands. At the end of my travels I find myself back at the beginning, faced with the realization that there is so much more to learn beyond the conspicuous contrasts of modern and traditional, megalithic and minuscule, and Eastern and Western. I can\'t wait for the next opportunity and my next lesson.  Enjoy the snaps!\r\n\r\nClick on the pictures to view the sideshow, then click the arrows that appear to the left and right of each slide.\r\n\r\n\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"\r\n\r\n\"\"\"\"\"\"', '72 Hours in Shanghai', '', 'inherit', 'closed', 'closed', '', '876-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 876, 'http://cbx.cappendev.com/876-revision-v1', 0, 'revision', '', 0), (1200, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'It’s 2013, and time to set those New Year’s resolutions. But why stop at the individual ones? Every brand, whether a mom-and-pop store or a Fortune 500 company, should also be setting goals for the new year. So even if you fail to cut down on the red meat and hit the gym, at least your brand has a fighting chance to succeed with the following five resolutions:\r\n \r\n\r\n1. Lose Weight and Get Fit\"\"\r\n\r\nEven brands can get love handles. But unfortunately, theirs aren’t the type that can hide behind a winter sweater. So this year, do something about it. Pick up your Shake Weights and start Jazzercising!\r\n\r\nStart by imagining your ideal brand body image, the core of what your brand stands for. Then take a look in the mirror and get rid of everything else that doesn’t reinforce that image. Do away with embellishments on your graphics, cut down on bloated sub-brands and hit the stair stepper to whittle down claims and messaging communication.\r\n\r\n \r\n\r\n2. Organize your Home\"\"\r\n\r\nLike a newly purchased, vacant home, your brand starts off empty and clean. Over time, however, clutter builds and rooms get disorganized (maybe you’ve even put an addition on the house). Some brands need just a little spring cleaning while others desperately need to make a cameo on and episode of Hoarders. Either way, 2013 is a perfect time to get organized.\r\n\r\nTake a look at your brand home. Do you have overlapping products, features or offerings? Can you get rid of one and make the other stronger? Can they merge? How about your segmentation? Your brand segmentations or sub-brands function as the rooms in your home. These rooms can have distinction, but they should all feel as if they’re under the same roof. Embrace brand feng shui!\r\n\r\n \r\n\r\n3. Spend More Time with Family and Friends\r\n\r\n\"\"Marketing is no longer a one-way street, and people can no longer be labeled as “just consumers.” They’re part of your brand family, so take the time to reach out and connect with them.\r\n\r\nYour brand family’s ideas, joys and frustrations will give you valuable insights and help you steer your brand in the right direction. For instance, only someone close to you is going to alert you to that spinach stuck in your teeth. So whether it’s through Facebook, Twitter or an entirely new social medium, start engaging with the people who use your brands. And don’t forget to call your mother.\r\n\r\n \r\n\r\n4. Try Something New\"\"\r\n\r\nDon’t emulate, innovate. All too often, brands are content with “me, too,” playing it safe and sticking close to the pack. Trying something new means taking risks, but choosing to do nothing can also be a risk, so don’t let that stop you.\r\n\r\nIf you play it too safe, how can you expect to be a leader in your field? It is important, however, to stop short of recklessness. Innovations can be large or small, but they need to be formulated and implemented responsibly. That means figuring out if what you’re setting out to do fits with your brand persona. Trying something new for stunt daredevil Johnny Knoxville would be quite different than for renowned cellist Yo-Yo Ma.\r\n\r\n \r\n\r\n5. Don’t Fall Back into Old Habits\"\"\r\n\r\nAfter working your way through your 2013 goals, take a good look at your progress. Your brand now looks fit and trim, organized, socially connected and innovative, so don’t fall back into old habits! This is perhaps the most important New Year’s resolution of them all.\r\n\r\nWhen February 1st rolls around, 90% of the people who signed up for a gym membership in January  are nowhere to be found. Don’t let your brand be among the dropouts! Keep improving and creating a more positive and engaging brand experience, one that you can carry through many years to come.', 'A Brand New Year\'s Resolution', '', 'inherit', 'closed', 'closed', '', '963-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 963, 'http://cbx.cappendev.com/963-revision-v1', 0, 'revision', '', 0), (1201, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', '\"\"\r\n \r\n\r\nWhen October rolls around, most think about carving pumpkins and dressing up in costumes. But for a diehard NFL fan like myself, pink has replaced Halloween’s iconic black and orange as the unofficial colors of the month.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nIn partnership with the American Cancer Society, the National Football League is wrapping up their third annual “A Crucial Catch” campaign. This national platform enhances Breast Cancer Awareness both in and out of stadiums, urging women aged 40+ to undergo annual mammogram screenings.\r\n\r\n \r\n\r\nDuring this month players and coaches have been wearing exclusive pink apparel ranging from hats and jerseys to towels and cleats. Referees are flipping commemorative coins and ribbon stencils hug the 50-yard line every Sunday. Special game balls, along with on-field authentic apparel are being auctioned off (www.NFL.com/auction) to benefit the American Cancer Society.\r\n\r\n \r\n\r\nSimilar to all TV infomercials, but wait - there’s more! The NFL has also partnered with corporate sponsors P&G, PepsiCo, Barclays, and others to launch strategically targeted campaigns. New York quarterbacks Eli Manning and Mark Sanchez teamed up with PepsiCo to meet Breast Cancer survivors and convey to a national audience the inspiration they received in this video (Please mind the ad).\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nIn the sports video game world, Madden NFL is the most highly anticipated release of the year. Millions of kids and adults reserve copies and pick them up at midnight on the night of the launch, just to play a few games hours before the rest of the world. The most popular feature in Madden NFL is the “Franchise Mode.” Gamers are given the ability to play the actual 2011 NFL season schedule with their favorite team. So what did I find out a few weeks into my franchise with the New England Patriots. Yup, you guessed it: the players, referees, and coaches are fully garbed in pink gear. Is Madden NFL the right target audience? No. Does it create a buzz and topic of conversation between all ages of gamers? Yes.\r\n\r\n \r\n\r\n“A Crucial Catch” is now three years strong, and growing exponentially. The NFL has done an unbelievable job marketing the strategic partnership between the NFL and National Breast Cancer month. Other than non-melanoma skin cancer, breast cancer is the most common cancer among women in the United States. It is remarkable how many media outlets “A Crucial Catch” has touched…so kudos to the NFL, an organization that, while already dear to my heart, has become even more so thanks to this campaign.\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'A Crucial Catch', '', 'inherit', 'closed', 'closed', '', '901-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 901, 'http://cbx.cappendev.com/901-revision-v1', 0, 'revision', '', 0), (1202, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'It’s 7:30 a.m. and I’m coming off my SoulCycle high, eager to seize the day. As I look around the main foyer of the NoHo location, the sunlit room is all smiles. I am truly in awe of this brand. In just six years Julie Rice has created a multi-million dollar fitness sanctuary; a place where a single class offering has amassed a cult-like following and put Exhale Spa addicts to shame. But why? The ambience is certainly a treat, with Verbena yellow candles infiltrating each room, neon words of encouragement covering the walls, and music playing so loud that the only thing you can focus on is the iconic yellow resistance knob on your bike. Still, this holistic health psyche is not new to the 21st century. Many other brands such as Lululemon and Organic Avenue have appropriated their brand meaning to the marriage of mind and body, a heavy-duty “mental floss” if you will. \nThinking on it more, I realized that SoulCycle has benefited from a cultural branding strategy that speaks to Millennials in a highly relevant way. Where brand meaning in the world of fitness is usually constructed by establishing associations between product and valued functional or emotional benefits (PX90 will transform your abs in three sessions, 60 minutes in an exhale class will give you peace of mind… etc.), SoulCycle has repurposed two cultural expressions that are special to the Gen Y identity - that being our sense of self as a result of growing up in teams, and our yearning for authenticity.\n\nI can still hear echoes of Miss Renkin’s strained voice bellowing in my fourth grade classroom “…a team win is a personal win…a team win is a personal win” as we greedy ten year-olds battled for possession over a science fair trophy. Our class would quickly learn to share this shiny gem and accept equal ownership. Because Millennial life experiences are perpetually understood in the context of a group, most of us have identified our role within group(s) from an early age. Rather than being encouraged to “do our own thing,” we are asked contribute to the clan in a meaningful and distinctive way. \n\nSoulCycle has capitalized on this behavior via class structure and communication. The bikes are situated close together and we all ride to the beat of the music, but this collective journey is tempered by the instructor asking us to focus on our individual energy, as a way of inspiring others. In one way or another, we are asked to feel and contribute to each other’s energy for an optimal ride. Sound cheesy? Don’t judge before you experience it for yourself!\n\nAs the Internet homogenizes culture, Millennials struggle to navigate the tension between individual and collective identity. Our seemingly distinctive ideas become retransmitted and cheapened across social media sites with each mouse click. More than ever, we seek the real and the authentic to resist a “wikification” attack on our personal character. Millennials will continue to invest in SoulCycle because the company markets their instructors as the brand’s most genuine property. Classes are tactful and engaging because of each instructor’s unique delivery of SoulCycle values. Depending on whose class you attend, the music, outfits, tempo and ‘grand narrative’ to motivate everyone will differ. These mini soul tribes that rally around instructors cater to that authentic experience Millennials crave under the larger brand vision…because nothing is more real than what makes us all different.\n\nBecause people override marketing messages in determining brand value today, products and experiences are purchased with the intent to join a brand – not just use it. For classes at $34 dollars a pop, there is every reason for me to spin elsewhere, but my loyalty to SoulCycle (along with many others) speaks to the importance of culture in branding – especially for Millennials.', 'A Culture Found', '', 'inherit', 'closed', 'closed', '', '988-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 988, 'http://cbx.cappendev.com/988-revision-v1', 0, 'revision', '', 0), (1203, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'An Interview with CBX’s David Fung, the Human Behind Bodhi (aka Menswear Dog), the Fashionable Pooch Gone Viral.\r\nSaturday January 26th a picture was posted on Facebook, by Sunday it was submitted for trademarking along with debuting on Tumblr. Come Monday, GQ had blogged about it. The following week Anderson Cooper, The Today Show, The Daily Beast, GMA, Laughing Squid and many more were all a twitter with features of this viral pooch. CBX publicist Christine C. sits down with David Fung for the full story.\r\n\r\nCC: How did you come up with the idea of Menswear Dog? \r\n\r\nDF: It was the combination of a lazy Saturday, idle hands and a handsome 2-year-old Shiba. So we decided to dress him up in my clothes. Bodhi loved it! We posted the one photo on Facebook as a joke and our friends and family thought it was real!\r\n\r\nCC: Tell me what a typical day in Bodhi’s life is like\r\n\r\nDF: Bodhi (who’s named after Patrick Swayze’s character in the movie Point Blank, by the way) comes from a breed known for being stubborn and very independent. He exhibits all the classic traits. At first it was painful, but now he is this quirky dog who does his own thing. He spends his day sleeping and lounging around the house, with two long walks per day from his dog walker. He has gotten over the shoe chewing phase and just sticks to his toys now.\r\n\r\nCC: Perhaps that is where his love of fashion came from? The years of chewing on expensive Italian leather shoes?\r\n\r\nDF: HA! That just may be true!!\r\n\r\nCC: What are some of Bodhi’s daily fashion reads?\r\n\r\nDF: He loves blogs at the moment. His daily blog roll would be: Satorialist and a range of men blogs; he also has a big interest in street wear fashion and headwear. It’s more about looking cool, while still staying cool this season, and less about layering.\r\n\r\nCC: Are there any articles of clothing that he doesn’t dig ?\r\n\r\nDF: It’s all about trial and error. The success so far has to do with Bodhi being so emotive. It makes him more humanlike and creates this blurry line between man and dog. Bow ties, for example, are a little too cute and make him look simply like a dog that is wearing a bow tie.\r\n\r\nCC: What is the most surprising thing that has happened to you since the media frenzy?\r\n\r\nDF: We knew this would appeal to dog lovers, but what’s been most surprising has been how the fashion world has responded. The reaction has been very positive. The  “we want to dress like this dog” meme is almost hater proof. You kind of look like an asshole if you’re hating on a dog, right?\r\n\r\nCC: What brands would you like to see him in?\r\n\r\nDF: Come spring, fans can look forward to a wardrobe more street wear based— more urban wear, straight brim hats, and sneakers, special editions of course. The focus will shift from what he is wearing per se and more about how to pair outfits.\r\n\r\nCC: Does he have a favorite Pantone color?\r\n\r\nDF: Blue is his hot color. Royal blue looks magnificent paired with his golden tan fur.\r\n\r\nCC: What has been your fave appearance so far?\r\n\r\nDF: The first one—GQ—really meant a lot.  We were the first dog featured in GQ for style. Also, the milestone we hit and then everything else that’s followed.\r\n\r\nCC: If this fabulous dog could be the spokes-canine for any brand, which one would you want it to be and why?\r\n\r\nDF: We are really into these smaller brands like Gitman or the Hill-side. They do these really well made shirts and accessories. But we wouldn’t be opposed to Bodhi modeling on a larger stage.  A good match might be with Uniqlo, a Japanese brand that could feature a Japanese breed.\r\n\r\nCC: So what does the future hold for this fashionable fido? Is he thinking about expanding the brand?\r\n\r\nDF: It’s a learning process—whether Bodhi remains an impartial voice or whether he starts to curate his own sense of style of branded looks.\r\n\r\nCC: How is he on camera?\r\n\r\nDF: He’s been awesome, taking it in, smiling, energetic, and he LOVES attention. He is the type of dog that will jump up and lick your face. At the end of the day, Bodhi’s a complete diva.\r\n\r\nCC: Any final thoughts or anything you’d like to share?\r\n\r\nDF: Thanks to everyone for their support of such a quirky, obscure idea. The goal of this was to make people smile and get a giggle. We are trying to keep that original intent alive. When it becomes work, we will stop. And if people keep supporting, we will keep posting. So please stay tuned: we are not going to give away any appearances but there are going to be more conceptual posts coming soon.\r\n\r\nFor more information: mensweardog.tumblr.com, cbx.com, @CBXtweets', 'A Fashionable Pooch Gone Viral', '', 'inherit', 'closed', 'closed', '', '967-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 967, 'http://cbx.cappendev.com/967-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1204, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'Recently, we sent out Engagement Director, Damien Moore-Evans, to Chicago to attend Global Shop 2018, “the nation’s largest retail design industry trade show, which combines store design, visual merchandising, retail technology and shopper marketing leaders under one roof.” From our work redesigning the flagship Houston location of Saks Fifth Avenue, to more recently creating the bakery of our dreams for New York’s favorite miniature cupcake, Baked by Melissa, we’ve been thinking a lot lately about store experiences, community spaces, and the evolution of the brick-and-mortar. While the debate will undoubtedly continue on the path of the ‘store of the future,’ we’re pretty certain what we witnessed and heard at Global Shop will resonate in the years to come.\r\nHere were the most interesting findings from Damien:\r\n
      \r\n
    • Gen Z is shaped by 911, cyber bullying, and unpredictable political climate. In spite of this, they are ambitious realists.
      • \r\n
    • 64% cited shared values with a brand for the reason they engaged with that particular brand –Harvard Business Review
      • \r\n
    • From showrooms to ‘Do-rooms,’ retailers are making a bigger push for overall better shopping experiences -Eight Inc.
      • \r\n
    • The expectation economy continues on. Brands are shifting their behaviors to better coincide with shifting consumer expectations and behaviors.
      • \r\n
    • The future of retail is physical – the goal for brands must be to design “human experiences,” putting the human at the center.
      • \r\n
    • Defining the meaning of a ‘store’ today means behaving more experiential rather than transactional. A key consideration for brands should be to think about how to educate the customer on new products
      • \r\n
    • It\'s important for brands to be comfortable with launching imperfect products in the marketplace, allowing time to perfect.
      • \r\n
    • Retailers need to focus on shifting their innovation strategy in order to stay relevant and distinctive within the culture.
      • \r\n
    • Physical retail is not dying but rather shifting its presence.
      • \r\n
    • goPuff was introduced courtesy of Hershey’s – they displayed a fantastic VR experience, providing the “quick fix” that many of us want from candy. This is potentially the future of the convenience store experience.
      • \r\n
    • VR for brand storytelling is being used to promote new brand features and share impactful stories, i.e. in some Toms stores now, you can experience the village / meet the people that receive a pair of Toms when you buy a pair – bringing the experience to life.
      • \r\n
    • For the consumer market VR opportunity - retailers are seeking innovative ways to deliver memorable experiences
      • \r\n
    • With VR, we have the opportunity to create highly engaging experiences that consistently surprise, i.e. be “Virtually Amazing”
      • \r\n
    • Hardware, software, and design leaders should collaborate to overcome obstacles and make VR accessible.
      • \r\n
    • Telling a great brand story is important but the strength lies with telling a true and authentic brand story – if you achieve this, you can win forever.
      • \r\n
    • Many stores nowadays have forgotten about the customer. However, there are some exceptions: every Kendra Acott store is dedicated to the community it serves. “Those real world connections can insulate a brand from market turns.”-Tom Nolan, WWD, Global Shop keynote
      • \r\n
    • We must remember it’s not literally about the ‘brick-and-mortar,’ but rather what’s on the inside.
      • \r\n
    • Brands should try to remember that the ultimate measure of success is the impact you can have on people\'s lives. In customer service you can innovate everyday, whether it be in conversation with a customer or with a handwritten note to close the transaction.
      • \r\n
    ', 'A Glimpse into the Future of Retail Experience', '', 'inherit', 'closed', 'closed', '', '1120-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 1120, 'http://cbx.cappendev.com/1120-revision-v1', 0, 'revision', '', 0), (1205, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', '\"\"\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nDear Pret a Manger,\r\n\r\n \r\n\r\nThere’s something I’ve been keeping to myself for a while now, quite possibly since the first time we met, about seven years ago. But after our last rendezvous – during which one of your cashiers complimented my dress, and offered me a free ice tea – I just need to make my feelings clear.\r\n\r\n \r\n\r\nIn a nutshell, you are the bomb, Pret a Manger.\r\n\r\n \r\n\r\nYour beautiful, subtle branding. Your streamlined, perfect packaging. Your delicious, fresh sandwiches. Your friendly, conversational voice. Your warm, down-to-Earth, happy staff. Your simple “M.O.”: Pret creates handmade, natural food, avoiding the obscure chemicals, additives and preservatives common to so much of the \'prepared\' and \'fast\' food on the market today.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nThe first time I visited one of your stores was in a London Tube station, seven years ago. How could a tiny convenience store be so good-looking, and feature fresh, tasty food to boot? This was something I hadn’t experienced in America, and I was floored. Yes, I’ll have a Prawn Sandwich! Yes, I’ll have a Fresh Lemonade! Yes, I’ll have a Yogurt Pot! Yes, I’ll have a Love Bar!\r\n\r\n \r\n\r\nWhile all your items looked terrific in their streamlined, bare bones packaging, I braced for the way they would actually taste. To my surprise, your food was actually good. Damn good. And fresh. It was love at first bite.\r\n\r\n \r\n\r\nOne day a few months later, I was meeting a friend who worked near Macy’s. “Wanna have lunch at Pret?” she asked.\r\n\r\n \r\n\r\nPret? My Pret? In America?\r\n\r\n \r\n\r\n“There’s one around the corner,” she said. We went, and it was just as good as the one in the London Tube station.\r\n\r\n \r\n\r\nWhich is why I was shocked when America didn’t fall in love with you as instantly as I did. Every time I mentioned your stores to friends, they either hadn’t heard of you or hadn’t tried you yet. How could they not be seduced in the same way I was, I wondered? Was I blowing things out of proportion?\r\n\r\nIt turns out that Americans – and particularly New Yorkers, who are used to food made at a counter, in the model of the archetypal New York delicatessen – weren’t ready for the idea of pre-packaged food. In recent years, however, “the company educated the American consumer on the value of its freshly prepared food, which is made in on-site kitchens before being boxed and displayed,” according to Clive Schlee, Pret’s chief executive. It also changed its product mix, increasing the number of soups it sells and focusing on filter coffee rather than more elaborate drink options for which customers have to wait on line. They’ve even dropped the “a Manger” on the name – perhaps because it is too exotic, or confusing? – and now go by the more minimalist “Pret.” Mr. Schlee admitted that the chain’s story wasn’t right for the US consumer, but since they’ve adjusted the model, they’ve been met with success.\r\n\r\nThat success was evident during two different visits I made to new Pret stores, one in Union Square and the other on West 23rd Street, not far from CBX. In them, the vibe was festive, the employees were happy, and people were practically fighting to get to your fresh salads and sandwiches.\r\n\r\nSo now, apparently, the secret is out, my beloved Pret. But hopefully our relationship will remain the same, and you will continue to feel “prêt a moi” – made for me.\r\n\r\n\"\"', 'A Love Letter to Pret a Manger', '', 'inherit', 'closed', 'closed', '', '890-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 890, 'http://cbx.cappendev.com/890-revision-v1', 0, 'revision', '', 0), (1206, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'Kanye West is a lot of things: self-centered pop icon, hip-hop groundbreaker, Taylor Swift hater, boo of Kim K. And who can leave “fashion visionary” off that list?\r\nAfter his infamous MTV Music Awards debacle involving Swift, Kanye wisely retreated from the scene, at least for a while, and moved to Rome to accept an internship with the fashion giant Fendi. It was a move that wasn’t completely unexpected. Kanye had already made a well-documented foray into fashion with sneaker design, launching the highly coveted Air Yeezy 1 and 2 for Nike, and later, inking a two-year deal with Louis Vuitton footwear.\r\n\r\nBut his biggest fashion coup came in the fall of 2011, when he enlisted internationally renowned Givenchy designer Riccardo Tisci to design the album art for \"Watch the Throne\", his much-hyped album collaboration with Jay-Z.\r\n

    \"\"

    \r\n\"\"\r\n\r\n \r\n\r\nDuring the \"Watch the Throne\" Tour (I attended two different dates) Kanye and Jay-Z, both sported Givenchy tees designed by Tisci, who had also designed the concert sets and marketing collateral. These tees, featuring stars, bold type and Kanye’s distorted visage, couldn’t be farther from the streamlined $2,500 handbags for which Tisci has become known. Still, they inspired a whole line of wear for Givenchy steeped in the hip-hop vein: \"\"\r\n\r\nCelebs began donning the Kanye-inspired Givenchy line, including this vest worn by New York Giants wide receiver Victor Cruz (it bears a striking resemblance to the concert tees and album art).\r\n\r\n\"\"\r\n\r\nSome argued that a French luxury fashion house “going hip-hop” could tarnish the brand’s status, but Tisci knew better. Priced between $400-800 an item, the Givenchy tees, sweatshirts and vests maintained their luxury status at a premium price point, ensuring that they were targeted for (and acquired by) true tastemakers, not 17-year-old Kanye fans.  Tisci also stayed true to the design facets – stars, chain links, flowers and animals – that put him on the map in the first place.\r\n\r\n\"\"\r\n\r\nOf course, the 17-year-olds covet these items, too -- and in a few years, they will be the tastemakers.\r\n

    \"\"

    \r\n

    \"\"

    \r\nFashion collaborations are nothing new, with fashion houses such as Versace, Martin Margiela and Missoni forging partnerships with such retail chains as H&M and Target. Givenchy’s collaboration with Kanye opened the brand up to an entirely new audience (and profits). And it looks like Tisci may not be stopping there; last week, rumors of a possible H&M and Givenchy collaboration had the Internet blowing up like, well, a hip-hop concert.  Who knows, maybe Tisci will bring in his good buddy Kanye as designer.', 'A Luxury Brand Gets a Good Rap', '', 'inherit', 'closed', 'closed', '', '959-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 959, 'http://cbx.cappendev.com/959-revision-v1', 0, 'revision', '', 0), (1207, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'Mary: “I can’t text, you know, I’m not charming via text.”Anna: “Well maybe you should just stop texting.”\r\nMary: “But it’s not just texting, it’s email, it’s voicemail, it’s snail mail…”\r\nAnna: “That’s regular mail.”\r\nMary: “Whatever, none of it’s working. I had this guy leave me a voicemail at work, so I called him at home, and then he emailed me to my blackberry, and so I texted to his cell and then he emailed me to my home account and the whole thing just got out of control… and I miss the days where you had one phone number and one answering machine, and that one answering machine housed one cassette tape and that one cassette tape either had a message from the guy or it didn’t. And now you have to go around checking all these different portals just to get rejected by seven different technologies. It’s exhausting.”\r\n\r\nIn 2009, He’s Just Not That Into You changed many women’s perspectives on what it means to “date” a man–or at least mine. In the film, Mary, played by Drew Barrymore, grapples with the numerous channels of communication that she has to worry about when choosing to interact in the social sphere.\r\nToday, the idea of a home phone or an answering machine with a cassette tape is now a distant memory, and instead has been replaced by social interaction portals such as Facebook, Twitter, Instagram, Foursquare, Snapchat, Pinterest, Tumblr, Vine, LinkedIn, Tinder… the list goes on as new websites and apps are being developed daily. (Mary is breaking out in a nervous sweat.)\r\nFor millennials, the content produced on these social platforms becomes the paint you use to brand to the outside world. Each post, picture, tweet or snap must be carefully crafted to build and support your personal brand. (Mary is becoming short of breath.)\r\nNot only do millennials feel that they have to create content but also aggregate existing content that supports their brand. They have to interact with friends in an on-brand manner and perhaps the most hairy of all, distinguish which pieces of content belong on which platforms, and on which platforms to share content and when. Talk about exhausting. (Mary is now having a full on panic attack.)\r\nFor instance:\r\nLadies: You’re at brunch with your girlfriends for Katy’s birthday and you take a group photo.\r\nGentlemen: You’re at a Rangers game with your bros. Do you:\r\nA) Facebook a photo\r\nB) Instagram a photo (make sure you pick the right filter though and the right hashtag)\r\nC) Tweet the photo\r\nD) Snapchat a photo\r\nE) A & B – if this is your choice, will you tag your friends via Instagram or Facebook (this matters, because handles aren’t the same for both)\r\nF) A, B & C – same hashtag dilemma as E\r\nG) B & C – again, see E’s dilemma\r\nH) All of the above\r\nOR\r\nYou’re reading Slate and come across a phenomenal write-up about the latest True Detective episode. Do you:\r\nA) Post to Facebook\r\n

    a. Via Slate\r\nb. On your own – do you really want the Slate caption?\r\nc. Tag your True Detective fanatic friends\r\nd. Write a witty caption or just post the article and let is speak for itself

    \r\nB) Tweet the article (All options from question A apply)\r\nC) Tumble on Tumblr\r\nD) A & B - don’t forget to consider all of the sub-options from A and B\r\nE) All of the above – that’s right, the possibilities are endless\r\nAnd then:\r\nYou are on your lunch break and happen to see Beyoncé, Jay-Z AND Blue Ivy taking a walk through Madison Square Park. The actually agree to take a photo with you (just go with it). Do you: \r\nA) Post to Facebook\r\nB) WHO ARE YOU KIDDING? You are posting this to every single social media site you are on—even the ones you haven’t been on in ages—and watch your Klout score rise.\r\nI’m with Mary. There are far too many portals, choices and things to consider. Yet, I admit that I Instagrammed a picture of the sunrise in Brooklyn this morning (I did not however link it to any other form of social media–do with that what you will). Since everything you do online is a reflection of who you are, there is much to consider when engaging in social media. At the same time, the importance of having a defined “personal brand persona” is becoming more important as technology becomes the dominant form of communication. To not engage is to not have a brand and in turn, become obsolete in the social sphere, a millennial’s worst nightmare. So we continue to put more importance on choosing the right Instagram filter than we do paying off our credit card bills, and we get more excitement from the popularity of our posts than we do free healthcare.', 'A Millennial’s Dilemma', '', 'inherit', 'closed', 'closed', '', '1009-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 1009, 'http://cbx.cappendev.com/1009-revision-v1', 0, 'revision', '', 0), (1208, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'Last week, Diet Coke introduced four new flavors into the family of America’s largest low-calorie soft drink: Ginger Lime, Feisty Cherry, Zesty Blood Orange and Twisted Mango. Along with the robust new flavor offering came a sleek new look- a slimmer can, a focus on the iconic silver color and a more refined take on the font design. This is a big move from the brand, having originally introduced the “diet” version of its beloved drink originally back in 1982, which unlike its main competitor, Pepsi, wasn’t a modified version of the original but an entirely different formula altogether (its biggest differentiator was its use of the artificial sweeter, aspartame) Alongside its taste, its look and feel, while reminiscent of the original Coke, was distinct and over the years, hasn’t significantly changed even when offering new flavors such as Diet Cherry Coke or Diet Vanilla Coke. In summary, not much has been done to the brand…until now.\r\nThe cultural climate and sentiments towards health, wellness, diets and food and beverages in 2018 is one significantly different than that of the 1980’s. As it’s oft-repeated, we know now that consumers of today- especially younger demographics- are much more conscious and discerning of the ingredients they consume and how these brands contribute to their overall lifestyles. I did a quick-fire with two CBX’ers, Dustin Longstreth, Chief Marketing & Chief Strategy Officer and Satoru Wakeshima, Chief Engagement Officer to collect their thoughts on the topic.\r\n\r\nQ: What are your thoughts on both the design and flavor change/strategy?\r\n\r\nDustin: The design is effective because their strategy is flavor driven and their goal is to get people to see variety. They’ve also sought to incorporate a new multi-platform visual as they can re-use that visual in dynamic and static media. It’s smart, easy to shop and clearly communicates something new from Diet Coke. Ultimately, the Coke franchise is about as giving consumers as many ways to enter the franchise as possible. Whether through diet, cane sugar, classic, zero, size, they’re strategy is giving as many entry points into the brand as possible- now they’re doing it through flavor.\r\n\r\nSatoru: Considering Diet Coke\'s leadership position in the diet cola segment, I\'m surprised they waited so long to change.  While the redesign may seem dramatic to some, it actually retains many of the core color equities and the logo is very evolutionary.  The introduction of the vertical banding and slim can just provide a simple, clean platform for the brand.  The Coca-Cola Company was smart to introduce the four new flavors with the redesign - there’s new news to talk about other than just the packaging shift.\r\n\r\nQ: How do you think consumers, particularly the younger generations, will react to it?\r\n\r\nDustin: There is a population of the current generation of consumers that are probably suspicious of soft drink formulations in general - they equate it with something unnatural and overly processed product. However, the end of the day, regardless of their age, if people are skeptical of these diet drinks, they’re most likely avoiding it as much because it seems old and outdated and not solely because they\'re “diet.” This is an overall response to consumer’s desires for more interesting and adventurous flavor experiences across the board and not just in water- whether its gum, chips, burgers or CSD’s. People are looking for more bold and unique flavor experiences.\r\n\r\nSatoru: There’s still a stigma associated with sweeteners like Splenda in “diet” products.  It’s a bit of a Catch-22: change the formula and your loyal diet Coke drinkers will scream; keep it the same and it will still be outside of the beverage consideration set of many health-conscious consumers.  But the new flavors will at least get the occasional diet soda drinker to give them a try.\r\n\r\nQ: How risky do you think is this move and what type of impact could it have on the brand?\r\n\r\nSatoru: It’s not really that risky. The CSD category has been troubled for quite some time so it requires bolder and possibly riskier moves from brands to turn it around.  They didn’t change the diet Coke formula and whether people like it or not, they’ll get used to the new package design.  I think they’ll see a bump in sales because it was a very considered change.  New package graphics and new flavors in a category that hasn’t seen much change as of late is big news. But there will also be some flavors that perform better than others and I’m sure The Coca-Cola Company is anticipating that.  I wouldn’t be surprised if we saw more new flavors in the next year.\r\n\r\nDustin: Additionally, this move also seems to be setting them up on a roadmap of innovation; if any one flavor doesn’t succeed, they have opportunities to bring something new to the shelf. If they went with a re-formulation, it would be a tacit admission that it wasn’t good for you and they wouldn’t be addressing the challenge of excitement at shelf.\r\n\r\nQ: There have been instance when brands have tried to so something similar and its been met with backlash. Could Diet Coke face the same scenario?\r\n\r\nSatoru: I think we underestimate how, as a culture, we’re exposed to change at a much faster rate than ever before and the greater number of choices we have to today vs. in 2009, when the infamous Tropicana blunder happened.  Brands, especially leadership brands have an opportunity to flex their equities and be less precious with them, as long as the changes they make pay respect to what people love about the brand.\r\n\r\nQ: Any other closing thoughts on this topic?\r\n\r\nSatoru: Not every brand is in a position to make a dramatic change.  There has to be core users who will buy the product no matter what (as long as you don’t change the product) and there has to be significant investment behind supporting a dramatic graphics change.  This can be something like the choice to make the new diet Coke available in slim cans as well as standard 12 oz cans, to where the brand appears and how it’s presented.  The fact that they chose a simple color banded package design also signals that diet Coke is also considering how the brand could appear in small format, digital presentations like on a mobile device.  This is something they didn’t even think about when the brand was first launched in 1982.\r\n\r\n \r\n\r\nPhoto courtesy of Diet Coke', 'A New Look & Taste for Diet Coke', '', 'inherit', 'closed', 'closed', '', '1099-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 1099, 'http://cbx.cappendev.com/1099-revision-v1', 0, 'revision', '', 0), (1209, 1, '2018-09-24 18:48:55', '2018-09-24 18:48:55', 'It’s not hard to point out what brands do right during the best of times. But what separates those brands that successfully make it through the worst of times?\r\nI’ve been thinking lately about the recent falls from grace by two powerhouse athlete brands: Tiger Woods and Lance Armstrong.  One cheated on his wife (a lot). The other cheated in sport. On its face, we should be much more offended by and ready to drop the athlete brand who cheated to win. After all, as an athlete brand, violating the most fundamental codes of fair play and sportsmanship seem to be much more problematic than infidelity (okay - LOTS of infidelity) off the field.\r\n\r\nBut in the case of Lance Armstrong, that doesn’t seem to be what’s happening. I am struck by how many yellow bands I still see, firmly secure, on the wrists of so many. Why?\r\n\r\nOne reason could be that most people really just don’t care that much about cycling as a sport. It’s simply not as popular and mainstream as golf (I mean, how many other cyclists can you name?). If you don’t care about the sport, then you don’t care if someone is cheating in it.\r\n\r\nYou could also argue that we’ve become so cynical and desensitized as a society to doping in professional sports that we assume everyone is doing it and therefore it’s just not that big of a deal. Fair enough.\r\n\r\nBut there’s also something fundamentally different in the way that the Tiger Woods and Lance Armstrong brands are built that I believe makes one much more vulnerable to personal failing than the other: One brand was built on a promise and the other was built on a purpose.\r\n\r\nThe Tiger Woods brand is built purely on the promise of his ability to win PGA majors and on the image of him as a well-grounded family. We’ve seen the obvious problem with this model when that promise is broken – we no longer believe in the brand the way we used to. Now winning is the only thing there is. And unless Tiger is doing that all the time, it’s hard to find a reason to stick with the brand. Since the scandal broke, six corporate sponsors (Tag Heuer, Gillette, Gatorade, Accenture and AT&T) have dropped him.\r\n\r\nLance Armstrong, on the other hand, built a brand that was larger than his talent, his trophies and even himself. Instead of a one-dimensional promise, LIVESTRONG is a brand built from a belief in life, energy, focus and the strength that comes with unity. It has a clearly defined purpose to inspire people to come together to fight cancer until there is no more cancer left to fight.\r\n\r\nLance’s story and athletic ability may have provided inspiration, but the brand was never just about him or his trophies. It was about a hero’s journey and fighting seemingly insurmountable obstacles in life. And it was an invitation for others who believe in that fight (whether directly affected by cancer or not) to join the brand.\r\n\r\nSo it’s no surprise the yellow bands are still on the wrists of so many people – even after the fallout from the doping scandal. For the supporters of Lance, there seems to be a new, more compelling fundamental rule – it’s not even about HOW you play the game that matters, but rather WHY you play.\r\n\r\nLIVESTRONG enthusiasts didn’t just buy a promise. They joined a purpose bigger than themselves. As a result, they now represent the brand just as much, if not more, than Lance. And they don’t look like they’re giving up on themselves anytime soon.', 'A Tale of Two Brands', '', 'inherit', 'closed', 'closed', '', '951-revision-v1', '', '', '2018-09-24 18:48:55', '2018-09-24 18:48:55', '', 951, 'http://cbx.cappendev.com/951-revision-v1', 0, 'revision', '', 0), (1210, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', ' \"By By Lauren L.\n\"\"\n\nToday, I got a Lululemon gift card from a good friend. She knows that I’m an avid runner and practice yoga, so seeing as how Lululemon makes \"technical clothing for yoga, dancing, running, and most other sweaty pursuits,\" it seems like an ideal gift. But at the risk of sounding ungrateful, it’s not. The brand really turns me off.\n\nNow before I say why, let me preface review by saying that I know a lot of people who love their lulu.\n\nThey claim that no pants fit better, no tank tops are more breathable, and that no workout clothes are more stylish. Admittedly, I’d probably notice a difference and look cuter if I traded in my $20 Danskin leggings for a pair of $98 Lululemon Astro Pants, but I can’t bring myself to buy into the holier-than-thou, preachy Lululemon brand. Case in point, the Lululemon \"manifesto\".\n\nWhen you enter a Lululemon store or website, you’re immediately bombarded with their message. Phrases from the manifesto such a \"Write down your short and long-term goals four times a year… Goal setting triggers your subconscious computer, \"Dance, sing, floss and travel,\" or \"Successful people replace the words \'wish,\' \'should\' and \'try\' with \'I will,\'\" are scattered across all their brand touch points— their website, store windows, shopping bags, etc. They’re unavoidable and annoying. Maybe it’s just me, but I want workout clothes, not an unsolicited diatribe on how to live my life.\n\nWhich brings me to my larger point. The idea of a \"lifestyle\" brand has become a goal for many brands. These brands want to become an icon for a way of life, to be the next Apple or Ace Hotel. To accomplish this, I often say that brands need to have a point of view—to stand for something—in order to connect with consumers. Here is where I think Lululemon has gone too far. They’ve crossed the line between having an opinion to being downright bossy, and as result, come across as a brand that is trying too hard to be a “lifestyle” brand. Instead of feeling authentic and inspiring, the brand feels contrived and patronizing. It’s a thin line, but it’s there—and for me it means the difference between love and hate.', 'A thin line between love and hate: a watch out for “lifestyle” brand wannabes', '', 'inherit', 'closed', 'closed', '', '933-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 933, 'http://cbx.cappendev.com/933-revision-v1', 0, 'revision', '', 0), (1211, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'Picture this—you’re hunched over your friend’s computer, looking over his shoulder as you see the 25th picture of the Eiffel Tower from his trip to France. Your cheeks are hurting from holding a smile, but you’re somehow able to keep saying “oh nice!” over again. Meanwhile, you haven’t even made it to the Louvre in your pictorial tour yet—better get comfy!
    I love still photography, but everywhere you look, the world is moving to video. Instagram, Facebook and Twitter are all using video. And YouTube uploads over 100 hours of video every minute. That’s a lot of cats! Video is increasingly used online to showcase consumer products, even real estate. (At CBX, we’re beginning to transition to video to highlight case studies of our work.) In fact, three-quarters of web traffic is predicted to be video related by 2017.
    \r\nNot to mention, anyone with a smartphone has a video screen in his or her pocket and the ability to shoot video at any moment. While mobile video isn’t particularly new, what’s remarkable is the access to and use of smartphones around the globe. In the US alone, two-thirds of the population uses a smartphone, including over 80% of young adults.
    \r\nOn a recent trip to Vietnam, I took over a thousand pictures but knew that nobody would actually want to see them all when I got home. So I used my iPhone instead to film different sights and cities and later edited the clips into a minute-long video. It turned out to be a much more effective and efficient way to capture the trip (and people were actually excited to see it).
    \r\nEnough with these oldfangled words… check out my video!
    \r\n', 'A Video is Worth a Thousand Pictures', '', 'inherit', 'closed', 'closed', '', '1031-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1031, 'http://cbx.cappendev.com/1031-revision-v1', 0, 'revision', '', 0), (1212, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\"\r\n\"\"\r\n\r\nCan a brand “own” a color? While traveling on business recently, I actually had time to read the entire paper, from front to back. As a working mom of a toddler, a true luxury, I assure you.\r\nAnyway, I was enthralled by an article that started with the question, “Can you trademark the color red?”.\r\n\"\"As some of you may know, last year Christian Louboutin attempted unsuccessfully to stop YSL from selling red-soled shoes, claiming infringement of its “federally registered Red Sole Mark.” YSL shot back with “Dorothy is the original,” as in,  The Wizard of Oz. Classy stuff.\r\nMore importantly, the court’s answer was essentially that color is functional, meaning that it is a tool to which all designers should have access. But, the article also goes onto say that Burberry’s famous plaid is theirs and theirs alone. A contradiction of terms…or is a pattern more “ownable” than a chinese red, the official shade of the red sole itself?\r\n\r\nI would beg to differ on both accounts. Ask anybody to close their eyes and say the first thing that comes to mind when you say Target or Coke. Inevitably, they will say “red” over the bullseye or the bottle, right? That is because color is the most potent design tool at our disposal, deeper than symbol, deeper than pattern. It taps into emotions that most of us didn’t even know we had about,say,  purple vs. periwinkle. Colors have universal meaning, cultural meaning, physiological reactions and yes, personal reactions. It is downright scary how many people choose a color in a professional arena, based on personal bias.\r\n\r\n\"\"Anyway, let me ask again: Can a brand “own” a color and what exactly does that mean? The Louboutin brand has become equivalent with the red sole through their legacy and style, and the shoes have come to represent a key piece of the Wall Street power suit uniform. Below is a Louboutin and a YSL -- which would you choose? Call me a purist, but I know the real thing when I see it.', 'A Well-Heeled Debate', '', 'inherit', 'closed', 'closed', '', '909-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 909, 'http://cbx.cappendev.com/909-revision-v1', 0, 'revision', '', 0), (1213, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '

    \"\" By Lauren K.

    \"\"

    \nIn 2010 consumers have an enormous amount of brand awareness, and are looking on some level for an emotional connection. Last year we saw many brands eliminating the clutter in visuals and messaging. Now, it’s time to get consumers excited when they least expect it in a time where people are working more than ever and yearn for human connection.\n\nBrightly colored graphics, patterns and icons. Happy, playful patterns in unexpected places like the above kate spade store interior or a coffee cup stealing cues from interior design. Bright, pop colors are embraced but always with a sense of balance to maintain maturity and avoid a circus effect.\n\nEasy to handle, slimmer, greener structures. Consumers are looking for simple structural solutions that can make their experience unique, whether it’s convenience driven or something more indulgent that draws them in. Method kicks of 2010 with a ground breaking laundry detergent. It’s greener, concentrated and has a squirt bottle design that eliminates the messy drip from the bottle. They took the ever so boring experience of doing laundry and introduced something that solved multiple problems. Who wouldn’t be excited about that?\n\nRemovable and minimal branding continues to be a positive for consumers seeking discretion and trust. Removable sleeves (like Cleangenuity above), belly bands, stickers, tags, and embossing are just around the corner.\n\nTiring to inspiring Private Labels. Target’s re-invented value brand “up &up” clearly marks every package with a large color coded bold arrow icon paired with a sometimes clever product photograph. It brings vibrancy to the shelf and also helps target shoppers shop smarter, quicker and most importantly makes consumers feel good about purchasing a value brand.', 'Adios to 2009, Say hello to a bright start!', '', 'inherit', 'closed', 'closed', '', '832-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 832, 'http://cbx.cappendev.com/832-revision-v1', 0, 'revision', '', 0), (1214, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '“As Gregor Samsa awoke one morning from uneasy dreams he found himself transformed in his bed into a gigantic insect.” —The Metamorphosis, Franz Kafka\r\nIt’s morning in America, folks. And as America awoke this morning, it found itself transformed into the king of beers. Today, Budweiser announced that starting May 23rd they will henceforth be referred to as America. With that, our nation has manifested its destiny.\r\n\r\nE pluribus unum. Where there were once two brands. There is now one. If you think about it, the union between brand America and brand Budweiser could not be more perfect. Both are iconic. Both are red, white and blue. Both have moved their manufacturing bases overseas. And both can get you bombed. #Twinning.\r\n\r\nThis bud really is for you, America.\r\n\r\nPhoto courtesy of Entrepreneur.\r\n\r\n ', 'America: The Land Of The Beer', '', 'inherit', 'closed', 'closed', '', '1063-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1063, 'http://cbx.cappendev.com/1063-revision-v1', 0, 'revision', '', 0), (1215, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\"\r\n\"\"\r\n
    \r\n
    \r\nApple Inc. is the world\'s second most valuable company, recently passing PetroChina and trailing only ExxonMobil. Much of Apple\'s growth in the last 10 years has come not from desktop computer sales but from consumer electronics such as the iPod, iPhone and iPad. Apple has been able to convince millions of folks to trade up and pay more. There is still, however, huge room for growth.\r\n\r\nApple long stood for products that were user-friendly. Apple was a club and like most clubs, it was exclusive. The problem is that \"user-friendly\" is now the cost of entry for electronics. Today, Apple is focused on product innovation and expansion of their customer base for existing products. To take the next leap, Apple will have to move from the original club members—tech-savvy urbanites—to other consumer targets: Soccer Moms, Plumber Dads, Investment Banker Uncles, Awkward Aunts, Cuddly Kids and Boring Brothers… Everyone.\r\n\r\nApple needs to target EVERYONE. The business demands it. Apple can no longer be a club; they need to be a mass consumer brand and they are well on their way. Apple products will no longer make you cool. They will however solve your \"what should I get Mom for Mother\'s Day\" dilemma this year.\r\n\r\nFor proof, look no further than their ads. Apple has always pushed concept and design boundaries in their advertising. They have lived by \"Think Different,\" and like many successful brands, are selling an idea, a transformation and lifestyle. Starting with the 1984 TV ad and onto the flower arrangements of colorful iMacs, Apple always surprises, reinvents and delights. Until now.\r\n\r\n\r\n\r\nApple has officially sold out. They\'ve decided to offend no one and push no boundaries. Think Different? How about don\'t think at all. Look at an iPad ad and Apple won\'t show you attitude; they will show you how to point to a touchscreen with your finger in case you didn\'t know how touchscreens worked. Lie on the couch and relax, no thought required. Apple\'s latest ads have no point of view. No promise of transformation, club or lifestyle. The iPad ads could have come from anyone—Barnes & Noble, Jennifer Convertibles, Dockers… anyone.\r\n\r\nScroll down memory lane and view some of Apple’s print, online bus shelter and billboard ads throughout the years in  \"approximate reverse chronological order.\" Take a closer look at the iPad ads and then enjoy the trip back in time. Reminisce about what Apple used to be.\r\n\r\n[caption id=\"attachment_2172\" align=\"alignnone\" width=\"433\" caption=\"iPad\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2170\" align=\"alignnone\" width=\"433\" caption=\"iPad\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2174\" align=\"alignnone\" width=\"433\" caption=\"iPhone\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2180\" align=\"alignnone\" width=\"433\" caption=\"MacBook Air\"]\"\"[/caption]\r\n\r\n \r\n\r\n[caption id=\"attachment_2176\" align=\"alignnone\" width=\"433\" caption=\"iPod\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2178\" align=\"alignnone\" width=\"433\" caption=\"iTunes\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2164\" align=\"alignnone\" width=\"433\" caption=\"PowerMacs\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2158\" align=\"alignnone\" width=\"433\" caption=\"Apple Store\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2166\" align=\"alignnone\" width=\"433\" caption=\"iBook\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2168\" align=\"alignnone\" width=\"433\" caption=\"iMac\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2182\" align=\"alignnone\" width=\"433\" caption=\"Think Different\"]\"\"[/caption]\r\n\r\n[caption id=\"attachment_2184\" align=\"alignnone\" width=\"433\" caption=\"Vintage\"]\"\"[/caption]', 'Apple Tosses its Core', '', 'inherit', 'closed', 'closed', '', '869-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 869, 'http://cbx.cappendev.com/869-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1216, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\r\nIn a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”, Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\r\n\r\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\r\n\r\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\r\n\r\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\r\n\r\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\r\n\r\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'inherit', 'closed', 'closed', '', '1131-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1131, 'http://cbx.cappendev.com/1131-revision-v1', 0, 'revision', '', 0), (1217, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'As Milton Glaser once said, “The computer is to graphic design what the microwave is to food.” There was a time when our industry didn’t rely on technology, aka ‘Design B.C.’ (before computers). If you’re familiar with Mad Men, then you know exactly what I’m talking about. Illustration was an integral part of the design process. Today, the computer is our #1 source for inspiration and design. Why? Because it’s fast, reliable, and easy. Being a good illustrator isn’t essential for designers anymore, but that doesn’t mean we should abandon the skill all together. At CBX, one of our core values is ‘dirty hands’ so we made it our mission to break out the charcoal.\r\nCBX recently invested in a two-month still life refresher course (taught by SVA) to help bring us back to the basics.\r\n\r\nThroughout the course, we practiced a series of exercises like contouring, shading, deconstruction, perspective, proportion, and figure drawing. Some of these skills were new to us, and some were refreshers. But most importantly, we were forced to get out of our comfort zone – be looser in our execution and drop the need to be perfectionists. It was nice to be able to express our creativity in a laid back, deadline-less, and pressure-free environment.\r\n\r\nOne of our exercises consisted of deconstructing flowers. We were asked to slow down, focus on the details, and truly see the object for what it is. We needed to throw away any preconceived notions that we came with to the drawing table. That’s often what happens in our field of design because we seek a universal language that will appeal to the masses, and don’t always focus on our own personalization.\r\n\r\n\"Image2\"\"Image3\"\r\n\r\nSitting in the room, watching a group of 10 designers see and sketch the same object differently was an inspiring reminder that we are all unique, we all see things differently, and that’s exactly why we make such a great team.\r\n\r\nAs our industries evolve, so do we. While we adapt to the latest design programs, technology, and social media trends, it’s easy to lose sight of the skills and tools that got us started in design.\r\n\r\n\"Image5\"\r\n\r\n\"Image6\"\"Image7\"', 'Back to Basics', '', 'inherit', 'closed', 'closed', '', '1036-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1036, 'http://cbx.cappendev.com/1036-revision-v1', 0, 'revision', '', 0), (1218, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '

    \"\" By Ty T.

    \"\"

    \nWhen is the last time a brand made you talk and talk and keep talking? Bazaar, Los Angeles?, part of Jose Andres\' collection of restaurants just may be the most experiential meal I\'ve consumed in my life - and I\'ve been talking about it!  From the moment you walk into the restaurant, you feel like you\'ve stepped into an Alice in Wonderland novel.  Thanks to Philippe Starck\'s design of very eclectic pieces mixed in with pieces of art with Moss tchochkies being sold, you feel as though you\'ve literally stepped into a bazaar....but that\'s just the beginning!  Do you ever walk into a restroom in a lounge or restaurant and think, \"I need to take pictures of this awesome restroom\"?  I did!\n\nSo besides the entire ambience, the main character in this story is the food.  The food quite certainly will keep your attention and keep you engaged from beginning to end.  The menu at Bazaar is split into two different sections - Traditional Tapas and Modern Tapas.  The traditional tapas is very much like you would see at any tapas style restaurant, although the flavors and forms seem to be a bit more cutting edge.  The modern tapas, however, blew me away!\n\nBy taking everyday ingredients, deconstructing them and then reconstructing them, Jose Andres creates an experience in your mouth like you\'ve never had before. Once dinner was concluded, they whisked me away to another location in the restaurant for their desserts.  Sitting on the steel silver sofa with a mirrored coffee table in front of me, I couldn\'t decide what to have since everything looked amazing.  The apothecary jars were filled with different types of cookies, chocolates and madelines.\n\nLight pink tile reminiscent of old Hollywood reflected the lights from the chandeliers.  They started me off with dark chocolate pop rocks - which I\'ve had before, but none this good.  He then brought out the piece de la resistance - the Nitro Coconut Floating Island.  Imagine passion fruit, coconut and vanilla formed into an island/cloud shape with nitrogen.\n\nMr. Andres has created a dining experience that will have me talking for a long time to come.  It\'s a winning combination for a brand to engage a consumer through an experience like this and have that consumer talk about it for months to come.  So as a food company, how can you take the familiar and put a new twist on it to engage your consumer?  How can you take what is common and make it uncommon to help differentiate from the competition?', 'Bazaar or Bizarre?', '', 'inherit', 'closed', 'closed', '', '833-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 833, 'http://cbx.cappendev.com/833-revision-v1', 0, 'revision', '', 0), (1219, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\" By Sandra C.\n\"\" \nLiberty of London – latest prestige brand to be featured at Target\n\nA good friend of mine is working on a very famous beauty brand that recently has attempted to go from selling exclusively in prestige channels to selling in the mass market.  Unfortunately, the entire product line was dropped almost immediately by a major prestige retailer and post launch, is already on promotion in a major mass retailer. Needless to say, the process still presents many risks.\n\nOn ther other hand, several premium brands have been successful going into mass: Loeffler Randall, Proenza Schouler, and Vera Wang to name a few. These brands from high-end designers are inspired by, rather than direct copies of, the designer’s original items. In some instances, the design house didn’t actually take the lead in creating the items; instead, they were designed by the retailer itself.  The benefit for retailers like Target and Kohl’s is that designer-name products offer more flair and maintain some hints of a designer’s trademark, and therefore stand out from the pack of basic clothes and accessories normally carried.\n\nBut not all brands follow the ideal formula, and thus can suffer consequences.  Michael Graves, an architect and designer with a line of home goods at Target, has suffered a decline in his premium products, largely because the items offered at Target were too similar, according to some.  And shampoo brands notoriously lose their cachet when they move to mass. The disdain from the stylist community is overt.\n\nSo, can a brand that has had success in the prestige market really do well by “descending” to the mass consumer market? Yes, if it behaves more like a tease. Give the mass consumer a taste of what the real brand is like but don’t make it exactly like the prestige experience. Success lies in the balance.', 'Beauty and the Mass Market Beast', '', 'inherit', 'closed', 'closed', '', '842-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 842, 'http://cbx.cappendev.com/842-revision-v1', 0, 'revision', '', 0), (1220, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\" by S. Creamer\n\"\"\n\nHow should American beauty companies approach the copious business opportunities that await them in Asia? What is the right mix of regional vs. global branding? These are just a few of the questions weighing heavily on marketers’ minds right now, and they will be broached at the HBA Global Expo – held June 28th to the 30th – during a session titled China, Japan, Korea: East Asian Markets. CBX will appear at this session along with a panel of other experts.\nBeauty companies sell their products to help women achieve a dream appearance and lifestyle. (And of course, make money.) The way these companies go about doing so varies greatly from country to country and continent to continent, and depends on cultural norms. There’s no doubt that the East is influenced by the West, most notably by the fashion and entertainment industries (not surprisingly, we see this influence most strongly in Japan). But while consumers in Asia are turning more to plastic surgery, such as eyelid and breast enhancements, an analysis of recent beauty imagery of mass and prestige products in Asia shows the perceived aspirations around beauty are still very feminine and innocent. Take these visuals for example:\n\n \n\n\"\"\n\n\"\"\n\n \n\n \n\n \n\n \n\n \n\n \n\n \n\n\"\"\n\nKOREA: The image on the left shows innocence through little makeup and the bucolic setting. The image on the right shows a more empowered woman, who still has an innocent expression, but because the man is seductively close, she displays more power and confidence.\n\n \n\n\"\"\n\n\"\"\n\n \n\n \n\n \n\n \n\n \n\n \n\n \n\n\"\"\n\nCHINA: I liked these images because of the similar poses and the different effect. These photographs show a demure subject, each looking away from the camera. The one on the left is for a hair care brand, and the woman looks innocent and optimistic. The one on the right shows a mysterious glow around a beautiful and delicate woman. Both of these women convey different perspectives on virtue.\n\n \n\n\"\"\"\"\n\n \n\n \n\n \n\n \n\n \n\n \n\n \n\n\"\"JAPAN: Japan is an interesting (and slightly disturbing) example, because of the overtly girl-oriented image of beauty. On the one hand, a girl is the epitome of innocence, yet a woman dressed as a girl suggests playful fun to a woman and a fantasy for a man. In this case the ad is targeted at women, but perhaps the appeal to men is the reason the trend is so appealing. Interestingly enough, premium products haven’t made the move yet toward overt sexuality. Rather, there continues to be evidence of softness and delicateness.\n\n \n\nSo while Western cultural influences, like more overt display of sexuality, are starting to influence beauty communication, but haven\'t taken a strong foothold yet. This is just one of the many considerations that beauty companies and ad agencies should keep in mind when targeting the Asian consumer market. ?', 'Beauty is as Beauty Does', '', 'inherit', 'closed', 'closed', '', '879-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 879, 'http://cbx.cappendev.com/879-revision-v1', 0, 'revision', '', 0), (1221, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'A sweet swirl of flavor & strategy\r\nProduct naming typically involves hard decisions between corporate objectives and customer appeal. Renaming tends to come only after careful consideration of the equity that’s lost along with an abandoned name.\r\n\r\nEnter Ben & Jerry’s. It’s finding ways to have its cake and eat it too by introducing new flavor names that both delight customers and serve business interests at the same time. Its latest genius move has been the “renaming” of Chocolate Fudge Brownie to “Food Fight! Fudge Brownie” in support of the Vermont Food Fight initiative, which has been working to defend a state law that requires labeling of GMOs (genetically modified organisms) in food.\r\n\r\nThe new name doesn’t confuse loyal customers because it retains the crucial words “Fudge Brownie.” It is also limited in scope: Ben & Jerry’s is only renaming the flavor in its company-owned stores in Vermont. (In grocery stores you’ll still see regular old “Chocolate Fudge Brownie.”)\r\n\r\nSo why go to all the trouble of “renaming” if the rollout is so limited? By announcing a renaming and donating a portion of its proceeds, Ben and Jerry’s draws attention to its larger corporate initiative to remove GMOs from all of its ice cream.\r\n\r\nNot only is this a great cause, it’s one perfectly aligned with the Ben & Jerry’s brand. We expect it to be about purity and homespun quality. Customers like being reminded that their ice cream comes from Vermont. And it puts some much-needed distance between Ben and Jerry’s and its parent company, Unilever (which actually spent $450,000 working against GMO labeling in California). The fact that the new flavor sounds more fun than ever is the cherry on top.\r\n\r\nOf course, this isn’t the first time Ben and Jerry’s has found naming nirvana: It has co-branded with a sense of humor (from “Stephen Colbert’s AmeriCone Dream” to “Lazy Sunday,” a new flavor named after an SNL sketch). Its new product line, “Core,” is a study in simple, irresistible branding.\r\n\r\nThe lesson here is that carefully crafted names can be both appealing and in line with corporate strategy. But it’s important to note that Ben & Jerry’s doesn’t try to say everything in its names. They whet your appetite, and leave it to you to discover that Hazed and Confused contains hazelnut ice cream. It’s not about cramming everything into a name but about selecting the top priorities that let you tell your story the right way.', 'Ben & Jerry’s “Food Fight! Fudge Brownie\"', '', 'inherit', 'closed', 'closed', '', '1017-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1017, 'http://cbx.cappendev.com/1017-revision-v1', 0, 'revision', '', 0), (1222, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'First of all, I need to reveal that I am pro-beer -- in pretty much all situations. And that has colored my opinion here. And secondly, Ben & Jerry’s Salted Caramel Brownie Brown Ale sounds delicious.\r\nBut a lot of folks have wondered, “Is this a road too far?” Can an ice cream brand migrate into beer? And I think here the answer is a resounding, “yes.”\r\n\r\nWhen thinking about brand stretch there are a few big things to consider. The first is “brand fit.” Usually this is about identifying things the brand does well that can credibly migrate to other offerings. Often this is bringing a signature attribute, benefit or image association to a new category. Coach, for example, began as a luxury handbag maker and then used its expertise in leather, and its equity in luxury, to credibly launch a line of high-end shoes.\r\n\r\nIn this case Ben & Jerry’s is leveraging its expertise as a “craft” food manufacturer and its expertise in creating unique flavor combinations to enter a category that is all about “craft” and unique flavors. Oh, and they both come in pints! Ha!\r\n\r\nIt can also help if your new offering is targeting the same consumers as your more established offering – because hey, they already know and like you, so they are going to be more willing to give you the benefit of the doubt.\r\n\r\nNow, this might be where some of the detractors feel that Ben & Jerry’s missed the mark – perhaps thinking that because it is an ice cream brand that it is “for kids.” But while ice cream is a kid-friendly category, Ben & Jerry’s is not a kid brand. It’s the stuff you hide from your kids. This is a brand that assumes you like satirical late night TV and have at least a passing knowledge of derivative Grateful Dead bands. That does not sound like a brand targeting the under-12 set to me.\r\n\r\nAnd finally, and this one often gets overlooked, Ben & Jerry’s has a consumer base that is arguably more open to trying new things and perhaps seeing relationships between things that are a bit more conceptual or a bit more novel. At the end of the day, it’s about whether or not your consumer base will give you permission to go somewhere new – and some brands have consumer bases that are simply stingier than others on this count. I’m betting on the Ben & Jerry’s crowd to give this a chance.\r\n\r\nAnd if this doesn’t work, maybe they could try Ben & Jerry’s craft toilet paper next. It could be Forest Stewardship Council certified – you know, just like Ben & Jerry’s…\r\n\r\nphoto credit USA TODAY\r\n\r\n ', 'Ben & Jerry’s and beer: How stretchy can you get?', '', 'inherit', 'closed', 'closed', '', '1040-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1040, 'http://cbx.cappendev.com/1040-revision-v1', 0, 'revision', '', 0), (1223, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\" By Karen S.\n\n \n\n\"\"\n\nI’m not a fan of Best Buy. My opinion has come from years of retail frustration. I find the stores difficult to navigate, the sales people either apathetic or in your face, the product selection for many categories,  so-so, and the checkout process can feel a bit like Waiting for Godot. The store’s only redeeming value to me is its convenient location just two blocks from my apartment, so I find myself in there from time to time, like it or not.\n\nBut recently I had an experience there that changed my perspective, and I’m now reconsidering Best Buy.\n\nA couple of months ago, my Dell laptop died (a story for another time), and I started searching for a new computer.  I did my usual e-trolling of Consumer Reports, PC Report and other consumer-reporting sites. By the time I got to CNET, I was able to narrow my selection; That’s when I noticed an option in the corner to purchase at Best Buy. The price was right, but I expected that almost anything I bought would need to be shipped. But to my pleasant surprise, among the shipping options was an offer to pick up my computer in-store. Now, I know this isn’t a new concept, but given that I believed my options would be 1) waiting several days to have a computer delivered; 2) going to Best Buy and dealing with their sales team and the register lines, this was an unexpected bonus.\n\n\"\" So, a couple of clicks later to confirm that the unit was available at my closest store and complete the financial transaction, I bought a new computer. A few minutes later, I got an e-mail from Best Buy, confirming that my computer was ready for pick up with all my order information. I went in to the store, found the “in-store pick up” counter, showed them my e-mail, received my computer, and was on my way in less than 10 minutes.\n\nSo here’s what I took away from all this: I don’t like the Best Buy in-store experience. But the reality is that they do have some of the products and brands that I prefer and because I’m pre-disposed to expecting a bad experience, I perceive that they don’t. However, a simple online experience, combined with a super-convenience in-store pick up, helped change my point of view; and place them squarely in the “friend” category for me.\n\n\"\"', 'Best buys got it goin’ on-line', '', 'inherit', 'closed', 'closed', '', '849-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 849, 'http://cbx.cappendev.com/849-revision-v1', 0, 'revision', '', 0), (1224, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '2014 marks a significant birthday in my life—all 14,610 days of it. That’s right. Some would refer to this milestone as now being “over the hill,” but I prefer it to be the “starting line” for the rest of my life. Even so, having this 40th birthday under my belt made me reflective, and inspired me to dig through the proverbial mementos of my past in my parents’ attic. I found dusty vintage hat boxes and one of a kind antique tins that my mother never threw away, filled with vintage pictures of a bygone era—pre-braces, frosted bangs, shaved head, pegged Z Cavariccis, XXL Buggle Boy Sweaters, stacks of skateboards, tins of Legos, Topps Garbage Pail Kids, and Wacky Pack stickers. Digging more I came across countless relics of fads from a consumer’s past. It reminded me of how strong a legacy brand has to be in order to withstand the test of time.The brands that we were all raised on and that have transcended generations are the ones that have evolved through the years without losing their relevancy. Every year a handful of these unique brands celebrate their centennial history in some way, shape or form. Whether through advertising, social media, traditional media promotional giveaways, events, sweepstakes, commemorative packaging or on and off-premise activation, utilizing the right touch points can make the difference between just another birthday party and a multi-faceted celebration that leaves a lasting impression on consumers’ hearts and minds.\r\nRecently, a few of my favorite brands have created this type of authentic connection with consumers.\r\n\r\nMorton Salt Co.: When it Rains, it Pours\r\n2014 marks one such birthday for Chicago-based Morton Salt Co. You may remember its iconic young girl wearing the yellow rain slicker and umbrella with the tagline, “When it rains it pours.” For 100 years, America has celebrated life’s moments with the Morton Salt Girl—from birthdays and holidays to the every day. This year, Morton Salt is inviting America to celebrate her.\r\nTo commemorate the 100th anniversary of its debut advertisement in the 1914 issue of Good Housekeeping magazine, the salt company is refreshing with specially designed birthday packaging (replete with fireworks), a refreshed girl and logo, parties (Morton will throw 100 parties for consumers in 100 cities over 100 days this year), and partnerships (Chicago\'s Wrigley Field, which also celebrates its 100th anniversary this year, is on tap to host a “Morton Salt Girl Day”). The birthday girl will also be prominently featured on Morton\'s Facebook, Twitter, Instagram, and Pinterest pages, as well as on her very own microsite.\r\nFor those of us who appreciate design subtleties, Morton Salt is also marking this milestone year with the first of many new product innovations: Morton® Garlic Sea Salt, an industry first, and Morton® Sea Salt, Roasted Garlic Sea Salt, and Black Peppercorn Grinders in stylish, tabletop-ready glass bottles. These products will be available nationally in 2014.\r\n\r\n\"\"\r\n\r\nPlanters: Fresh-tennial\r\nFor history buffs, the name Amedeo Obici may ring a bell. If not, maybe you’re familiar with the brand he created over 100 years ago, Planters. The nut brand has also been celebrating its anniversary (not just this year but for the last seven years, which Planters referred to as “Fresh-tennial”). The company kicked off festivities by rolling out a limited edition portfolio of can designs by nationally established artists who they commissioned. The series celebrates four areas of American culture— \"Boardwalk,\" \"Baseball,\" \"Circus,\" and \"Times Square\"—and the unique role that Planters has played in making them worth celebrating.\r\nMore recently, Planters created exhibits and collaborated with local communities that played integral roles in Planters’ history. Maybe you’ve seen the Peanut Fest Parades in your hometown with Mr. Peanut as the Grand Marshal, or the Peanut Pals, a nonprofit organization with more than 500 collectors of Mr. Peanut memorabilia, which is hosting various “swap meets” around the country.\r\nMr. Peanut himself is actually just shy of his 100th birthday, and Planters likewise has been using this milestone as an opportunity to become more socially integrated with its consumers. In anticipation of the birthday celebration, Mr. Peanut’s fans were invited to vote on how his outfit should be updated to keep his look fresh, whether by adding a bow tie, pocket watch or cufflinks. This was a great way to allow consumers to get their own skin in the game and feel their personal connection with the brand.\r\nFor road trippers, Planters also introduced the Nut Mobile, which embarked on a cross-country trip stopping at festivals and fairs. Fans were able to take an interactive journey down memory lane using green screen technology to insert themselves into significant moments and events throughout Planters’ and America’s history over the last century. Atlantic City got involved in the action. They carted in a life-sized Mr. Peanut to greet visitors and actually renamed part of their boardwalk, “Planters Way.” Planters has made connections with their fans literally every step of the way.\r\n\"\"\r\n\r\nAston Martin\r\nThe luxury automobile brand rang in its 100th birthday with a yearlong program of centennial celebrations throughout the UK patronized by tens of thousands of eager owners and enthusiasts in Kensington Gardens, London.\r\nThe program featured “a unique display of some of the finest British sports cars ever made—which included a timeline of highly significant Aston Martin models as well as displays dedicated to the brand’s 50-year love affair with James Bond, its proud motorsport heritage and much else besides—drew exhibitors and visitors from across the UK, and far beyond.\"\r\nThey hosted specially designed driving tours across Europe as well as a host of unique events at the brand’s headquarters, which represented the largest single gathering of Aston Martins in history.\r\nA brilliantly executed unveiling of the CC100 speedster concept car designed for the centennial also matched the cutting-edge technology and expert craftsmanship that Aston Martin stands for. The new model was transported by helicopter and landed gracefully on the rooftop helipad of Burj Al Arab hotel in Dubai.\r\nWhat better way to celebrate a global automotive icon. James Bond could not have done it better if he tried.\r\n\"\"\r\n\r\nOver the course of 100 years, society, technology, and consumer behaviors have inevitably changed, and in order to last another hundred years, the brands we love will need to work even harder to attract and maintain a loyal customer base. When a brand comes across the rare opportunity to celebrate its legacy with a well choreographed, multi-faceted branded experience, not only is it able to connect with its most loyal consumers, but it may just open the door to a whole new generation of enthusiasts. And what better way to do that than by throwing a really good party.', 'Birthday Branding: Designing a Brand’s Legacy', '', 'inherit', 'closed', 'closed', '', '1007-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1007, 'http://cbx.cappendev.com/1007-revision-v1', 0, 'revision', '', 0), (1225, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'Guess whose phone we won’t be talking about (much) next year\r\nIt would be easy to dismiss the timing of last week\'s announcement of the Amazon Fire smartphone as a cheap attempt to deflect attention from all the bad PR Amazon has been getting lately. Yet, even if it were true, that would be the only cheap thing about it. Turns out the phone is super expensive, especially considering its vendor.\r\n\r\nAnyone who follows Amazon\'s business knows it is the most horizontally expansive retailer out there and that it deliberately doesn’t make much money on anything. Instead, Amazon is playing a very long, low-margin game of nickels and dimes from repeat consumption across as many product lines as it can offer, at scale. With over 200 million credit cards on file, it will make it up in volume, the story goes, which is why creating as many Amazon shopping venues as possible (Mac, Windows, iOS, Android, Kindle) is key to its model.\r\n\r\nTo wit, when Jeff Bezos introduced the Kindle Fire tablet in the fall of 2012, he said, “We want to make money when people use our devices, not when they buy our devices.” That’s smart positioning against an online shopping market share monster like the iPad, and investors have loved that stance overall for years, even after repeatedly reporting low profits and smokescreen unit sales and share figures. It all makes sense. But, wait: $649 phone… from… Amazon?\r\n\r\nWhere does a company that prides itself on lowering the barrier for consuming its offerings come off launching a $649 smartphone in 2014? More importantly, years from now, are all of today’s skeptics going to sound as foolish criticizing the Fire\'s price (and therefore odds of success) as ex-Microsoft CEO Steve Ballmer does now for literally laughing at the iPhone’s intro price in 2007?\r\n\r\nThe answer to the first question isn\'t too hard to figure out. Rather than race to the bottom of the already (over)commoditized low-end market to get some scale, Amazon is trying to elbow in next to Apple and Samsung at the high end—those two companies alone make up more than 100% of the entire smartphone segment\'s profits after all (yes, >100%, because everybody else is losing money)—but Amazon is offering it in a way that channels the entire experience through a narrow lens that can only focus on Amazon’s purchase ecosystem. And hey, free Prime! And 3D! And shiny!\r\n\r\nYou can just hear the marketing meetings in your head, can’t you? Very engagement! So profit! There’s just one problem. In its hubris, Amazon seems to have missed something: Setting aside its minor scope in apps and entertainment content (raise your hand, guy who has used Prime to stream a movie), even the bread-and-butter Amazon store we all use isn’t well-liked, it’s well-tolerated. And it’s just a store, not some experience we want to repeat all day, every day.\r\n\r\nDisney, maybe. Amazon? Not like this.\r\n\r\nRemember the Facebook Home phone? We don’t really either, but we bet HTC does. That and the Fire phone will share a thesaurus entry soon enough. Amazon will artificially keep it alive, of course, and the ginned-up, “Customers Also Bought” popularity of the Fire phone will undoubtedly lurch through the increasing amount of interstitial interruptions to the Amazon shopping experience like Kindle Fire’s zombie cousin, irrespective of what device you’re using, annoying and alienating informed shoppers apace.\r\n\r\nSerious questions: Why’d these guys patent One-Click payment if all they want to do is interrupt the path to payment? Is the Fire smartphone just a giant interstitial ad between the user and the material world?\r\n\r\nWait, what if they sold it for $649 with the guarantee of no interstitial ads?\r\n\r\nSomewhere, Steve Ballmer is laughing his ass off.', 'Blue Flame', '', 'inherit', 'closed', 'closed', '', '1016-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1016, 'http://cbx.cappendev.com/1016-revision-v1', 0, 'revision', '', 0), (1226, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\" By Lucien E.\n[media-credit align=\"aligncenter\" width=\"449\"]\"\"[/media-credit]\n\nLast week, BP issued a statement saying that they were close to a solution that could halt the seemingly uncontrollable oil spill in the Gulf of Mexico that has horrified the world – yours truly included – since April 20th. This catastrophe, which occurred at an offshore drilling rig and killed 11 people, has caused more than 200,000 gallons of oil per day to leak into the waters near Louisiana, Mississippi, Alabama, and Florida, and is on track to eclipse the Exxon Mobil oil spill in terms of size. The damage of such a spill will be felt for years, and will unquestionably affect the economics of the Gulf Coast.\n\nFrom a marketing standpoint this is very, very bad news for BP, especially because it has spent the better part of the last 10 years trying to evolve its public image. Their campaign began in 2000 with the unveiling of a new global brandmark – a sunburst of green, yellow and white – that was intended to symbolize dynamic energy in all its forms. As a designer I loved this mark; it became the envy of the petroleum community for conveying a friendly, accessible, and green message. In a press release announcing the new design, the group said that BP stood for the company’s new aspirations: “better people, better products, big picture, beyond petroleum.”\n\nBut the company never really went “beyond petroleum” (and was anything but green), and now, thanks to the Deepwater Horizon fiasco, BP stands for something entirely different: BIG Problem. Not just for the Gulf…but for the world and future generations as well. How can the company possibly recover, now?\n\nPerhaps, the only way for BP to recover from this devastating natural disaster is to metaphorically “die” (like so much wildlife in the Gulf) or to reinvent itself, and its mission, under a new name just as the Phillip Morris Companies did in 2003. Having endured decades of legal battles and (dare I say rightly deserved) bad press, Phillip Morris had wished to emphasize that its business consisted of more than tobacco; at the time, it owned an 84% stake in Kraft. So they re-branded themselves under the name Altria—Latin for \"high\"—accompanied by a brightly colored, abstract brandmark, projecting a friendly image to the public.\n\nBut if BP does go that route, I suggest that they take it one step further and consider embracing alternative forms of energy. That way, they really will move “Beyond Petroleum,” which would be a very, very good thing for them…and the rest of the world.', 'BP = Big Problem', '', 'inherit', 'closed', 'closed', '', '932-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 932, 'http://cbx.cappendev.com/932-revision-v1', 0, 'revision', '', 0), (1227, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\" By Brian M.\n\"\"\n\nI say “Brand Experience” and You say this, that, and other things which partly to mostly confuse me. Yes, And, none of the above is possible if a brand can’t deliver. Consider one case … literally. At first glance it might read like a tired tale of the now clichéd brick and mortar struggling to stay in the game against the click and order set. “Technology Once and for all Conquers Humans.” Nah, it’s more than that.  After all, you can still fail online – even if you\'re Google. (In fact, it’s easy to blame technology when maybe the story is just another chapter in “Humans: Getting in Our Own Way for Millennia.”) So, I see it as a question of focus. Not, ‘Do what you do well’, but, ‘What do you do, really?’ Here’s the lowdown:\n\nFADE IN ON: Me. A typical morning. I am not at home cozily luxuriating over the choice between a drive to the local big box and a visit to a virtual wonder world. I am simply a guy who needs a book—right away—whose immediate instincts tell him, “Get off your butt and walk down the street if you need it now.” Right.  I’ll call first.\n\nMonday\n\n9:00 AM Me calling Barnes & Noble … “You have reached….store hours are 10:00AM…”\n\n10:42 AM (Let’s give’em a chance to sip some coffee first)\nMe: Hey I am looking for this book.\nB&N: Uh, we don’t have it in stock.\nMe: How soon?\nB&N: The closest one is in Illinois, so……\nMe: (Soooooo? Not soon, then.)\nB&N: A week?\nMe: Is that the soonest?\nB&N: Uh, yeah.\nReally? There are no copies at the Upper East Side location? What about Fifth Ave? Queens? Newark? Philly?!\nI am bewildered.\nWith four floors worth of books they didn’t have room for one small book weighing in at 7.2 ounces, less than an inch thick? It’s not like I was looking for the rarest book in the world. And really, the next closest copy was in Illinois? Should I just call Illinois directly?\nIt’s time to give the disembodied machines (and the very real behind-the-scenes people) a chance.\n\n10:51 AM\nMe: Skeptical that Amazon is going to be able to do much better than the behemoth down the street.\n<Click> <click>, Cliiiiiick> Click?!> <clikclickclcikclcicklcickcl> CLICK!\nTranslation:\nAmazon: Here’s the book you are looking for and here are your delivery options, oh by the way if you order it in the next 13 minutes we guarantee delivery today. So……what do you think?\nMe: Heck yes.\n\n10:52 AM – 5:15 PM\nMe checking the delivery status every five minutes. Can they really do this? Can they really pull this off? I need a Tums.\nIn an age where we have the ability to monitor every piece of communication and make it look like a real person is reading your email … I‘m skeptical that there really is a live human on the other end of the “Submit” button who is going to take my request seriously – and DO something about it.  “Yes, we did say we’d get you the book today, but you’re the one who was gullible enough to have believed us.”\n\n5:16 PM\nMe: Despair. The great experiment has failed. Close that tab on my browser, it’s over. There’s no need to track the <sniff> guaranteed delivery anymore.\n\nBrand meltdown or consumer meltdown?  Stay tuned for the ending to my book-hunting misadventures.  Yes, you’ll have to wait a week … but every experience is worth waiting for, is it not?', 'Brand experienced: When local is not enough (Part 1 of 2)', '', 'inherit', 'closed', 'closed', '', '940-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 940, 'http://cbx.cappendev.com/940-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1228, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\" By Brian M.\n\"\"\n\n(...) This is the continuation of last week\'s blog article \" Brand experienced: When local is not enough\" by Brian M. This is part 2, part 1 should be read first (...) \n\nI guess I am not too upset—it’s to be expected. I mean, how can some intangible entity do better than a flagship store full of people less than a ½ mile away who have access to the inventory of 11 other stores within a 10 mile radius?  It would have been superhuman.\n\nEven so there are opportunities for both Amazon and B&N to think bigger about who they are and how much more they could mean to consumers like me:\n\nAmazon has the opportunity to become a new iteration of the personal shopper—the logistics alone for this are huge, but by celebrating the human element , not the algorithmic one, it offers a great moment to make a real connection.\n\nSlap RFID tags in the boxes and make the processes trackable in a more concrete, personal way. It’s one thing to watch the transaction-abstraction of the slow but steady progress of a UPS or Fedex package making its way across our interstate system and networks of warehouses and shipping facilities by reading about each handoff taking place at strange hours of the day.  It would be another brand experience entirely if you could watch a little blinking dot move down your local streets and avenues as it gets nearer and nearer your desk. Maybe the name of the guy carrying your book pops up with a picture and a link to his Facebook profile. It could help Amazon stand out a little bit more as online purchases might themselves be considered a commodity (Overstock.com, theFind.com, Shop.com, Google Shopping, PricerGrabber.com, not to mention eBay, craigslist, ShopIt and any retailer’s online destination.) We all really like Amazon because it works so swell—now maybe there is a way to love it.\n\nB&N, on the other hand, obviously has an opportunity to rethink its logistics, the priorities of its customer care, and what value 8 Manhattan locations brings. Clearly it has a lot of books, both in Illinois and right down the street, but is it really a bookstore? The big thing it should consider: what does it want to be? My bet is that it sells less coffee than Starbucks, fewer books than Amazon, and fewer chotchkies than well, these guys. Is it a case of being everything to everyone? Struggling to find an analogue place in a digital world? Or, is it just a case of not being as relevant as it could?\n\nWhat if B&N re-imagined itself as more than a purveyor of books, nooks, coffee, etc.  because purveying doesn’t seem to be its strong suit, and instead focused on being the trusted curator of the very real and powerful ideas contained in all those books and discussions over coffee? Forego quantity (and alacrity for that matter) for quality and meaning and relevance.\n\nHost debates. Reintroduce the soapbox. Be the unofficial corporate sponsor of the 1st Amendment. Be a little controversial. Get people talking. Be the place where ideas start and notions take hold. Be the place where innovation happens, start-ups are started, political careers are launched. Be a place people want to go to be inspired.\n\nWhat if B&N found that it had more in common with the local public library or traditional coffeehouses that it does Amazon?\n\n5:29 PM\n\nBook. Here on my desk. Decidedly before the end of a New York day.\n\nGranted it’s NYC—you can get anything delivered to your door, but Barnes, really, being outdone in your own backyard?\n\nPlus with the population densities of cities growing, I am guessing this same-day expectation is going to become less of an NYC–esque experience and more generally an urban one.\n\nThe real irony is that the people at Amazon have probably read the book I was looking for but the people at B&N have not.\n\nScore:\n\nHumans who innovate to deliver on a promise—with or without technology: 1\n\nHumans who use bureaucracy as an excuse not to innovate: 0', 'Brand experienced: When local is not enough (Part 2 of 2)', '', 'inherit', 'closed', 'closed', '', '941-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 941, 'http://cbx.cappendev.com/941-revision-v1', 0, 'revision', '', 0), (1229, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'Sometimes, even a baby needs an update. Gerber Products Company was founded in 1927, and in 1931, the ubiquitous Gerber baby illustration was officially made the company trademark. Since then, the Gerber baby has been recognized as a sacred brand icon all over the world. According to Wikipedia (which means it may not be true), the company started looking at a new baby in 2011 but as of 2013, it appears that baby Ann still remains the Gerber trademark photo. As a worthwhile exercise, let’s play devil’s advocate concerning potential updates to the baby logo:\n\"\"\n\nArgument #1 – The baby is iconic. Everything points to an exploratory that started and culminated in a study that reached this conclusion: Don’t change the baby. At the same time, brands modernize logos all the time because they realize they need to stay relevant in an evolving consumer and cultural context. By not updating, Gerber runs the risk of losing relevance as women become moms. Gerber is pursuing other brand touch points, such as a slew of iPhone apps, so we know the brand is trying to stay relevant. However, Gerber should also consider the relevance of its overall look, tone and feel\n\n\"\"Argument #2 – The baby has global recognition. Gerber offers 190 products in 80 countries and the baby is already a widely recognized visual. However, this baby represents a small segment of the global population and may be missing out on that attribute of “a brand for me.” Elsewhere on their website, Gerber shows some diversity, but it is important to consider the overall imagery as well. Brands like Downy have continued to evolve the look and presentation of their toddler, including moving from illustration to photography.\n\n\"\"Argument #3 – The baby is our most powerful asset. This leads to the thinking that the baby doesn’t have to change if the brand expression surrounding it is updated. What happens next tends to feel a little like “Frankenbranding.” When a brand doesn’t bring every aspect of its visual expression into alignment, the overall impact is not as effective.\n\n\"\"We’re not saying that the baby shouldn’t be the hero, but it would be interesting to explore what modernizing the baby in line with an updated overall brand expression might do to bring Gerber more relevance in today’s changing consumer and cultural context.\n\np.s. Mystery novelist and retired English teacher Ann Turner Cook is the Gerber Baby.', 'Brand New Baby?', '', 'inherit', 'closed', 'closed', '', '978-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 978, 'http://cbx.cappendev.com/978-revision-v1', 0, 'revision', '', 0), (1230, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 'Brand That!', '', 'inherit', 'closed', 'closed', '', '835-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 835, 'http://cbx.cappendev.com/835-revision-v1', 0, 'revision', '', 0), (1231, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\"\r\n \r\n\r\nDo cities have their own brand? Personality? Style of storytelling? The resounding answer is yes. Close your eyes and what do you see when your hear the \"City of Lights\"? Rain bouncing on cobblestoned streets? Parisians riding around on bicycles with baguettes sticking out of their baskets? Paris was a central character in Woody Allen’s Midnight in Paris. So much, in fact (spoiler alert!) that the viewer was taken through a portal to the city during its bohemian heyday. Who wouldn\'t want to chum around with Picasso, Dali or Hemingway?\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nCarrie Bradshaw constantly referred to New York City as a central character in Sex in the City. These days, romantic comedies seem destined to be centered around the Big Apple. Is it the smell of the roasted cashews, the provoking museums, sumptuous restaurants, horse riding through Central Park? Maybe it\'s that great tap water that gets the heart pumping.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nLast month, I saw Drive. Now, let me say, I\'m not an LA girl but Ryan Gosling? (Thank you sir, may I have another). Drive reminded me of my curious but detached attitude to the \"City of Angels\". Some people love it. Anthony Keidis loves it so much that he partnered with Ed Ruscha, a famous local artist, to create a video and provide interest to the museums in town.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nWhat exactly is LA known for beyond Hollywood and sweet beaches? Lately, with Carmageddon, the omnipresent car culture is on our radar and Drive helped put it in a romantic, 80\'s tinged neon light. With so much time spent driving in LA, it can be lonely, and Drive speaks to that with a noir lens, featuring darkness and intrigue, bad guys and power.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nAs brands, cities have to capitalize on the experiences that differentiate themselves to others, in order to attract future visitors and potential inhabitants. According to NYC & Company, New York City attracted over 48 million tourists in 2010 who spent $31 billion. Dang, that\'s no chump change.\r\n\r\n \r\n\r\n \r\n\r\n ', 'Branded Cities', '', 'inherit', 'closed', 'closed', '', '900-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 900, 'http://cbx.cappendev.com/900-revision-v1', 0, 'revision', '', 0), (1232, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'As a girl I was a massive Wonder Woman fan. I was particularly entranced by the idea of the utopian Paradise Island – the girl-only home to Wonder Woman and her Amazon sisters. According to the Wonder Woman story there were no men allowed on Paradise Island, but I always imagined that they kept the men around, housed in pens, and just let them out to mow the lawn and fix stuff.\r\nI am not alone in my fascination with utopias. It is actually an American phenomenon. We love the utopian ideal in this country. America was, early on, perceived as a utopian destination for Europeans – verdant, uncorrupted, and free. And America became a hotbed of utopian experimentation: Shakers, transcendentalists, socialists, free-sexers and free-thinkers.\r\n\r\nIt is partially the pro-utopian DNA in us that fuels our love affair with brands in this country. It is not a coincidence that the vast majority of the great global brands are American. Great brands, like utopians, offer the promise of an emotionally enriched, fundamentally better life – in other words, use this brand and your life will be better and different! For an Axe believer that means you can go from being a skinny kid with acne to a constantly-getting-laid-girl-magnet. Is there a better definition of utopia for the teenage boy? Starbucks actually puts us in charge of the utopia. The brand lets us each enjoy a few moments of complete sovereignty. I imagine the fantastic feeling of command I get when I order my half-caff Americano is eerily similar to the way I would feel were I to order the peasants taken to the dungeon and given only gruel. Well, maybe that’s just me.\r\n\r\nPerhaps the perfect founding metaphor for the relationship between branding and our utopian urge are brands that were literally birthed from utopian communities: Oneida flatware, the brand that sprang from the Oneida religious commune of the mid-nineteenth century and Amana, the corporate outgrowth of a Lutheran-inspired utopian community.\r\n\r\nAt CBX, we actually harness this utopian thinking to explore the power of brands. When developing a Brand Purpose, for example, we think about a brand’s vision for a better world – often in utopian terms -- and then show how the brand is pivotal in bringing this world into being. This grandeur of ambition is critical to driving consumer connection. People want to connect with brands that are trying to do more than just create shareholder value -- they want to connect with brands that have a meaningful role in, and make a meaningful contribution to, the world.\r\n\r\nWe recently undertook this exercise when working with the Independent Filmmaker Project (IFP). We created a utopian IFP world. And through that exploration we saw that opportunities to tell stories were paramount, which helped lead us to a Brand Purpose driven by the idea of creating “successful personal storytellers.”\r\n\r\nSo the next time you are trying to get your head around a brand, ask yourself what kind of world that brand would build. And let’s hope it’s a world where the men get let out of the pens more frequently.', 'Branding and American Utopianism', '', 'inherit', 'closed', 'closed', '', '956-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 956, 'http://cbx.cappendev.com/956-revision-v1', 0, 'revision', '', 0), (1233, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\" \r\n\"\"\r\n\r\nNothing makes me laugh quite like a #whatshouldwecallme .gif that mirrors my roommate’s reaction to someone changing her 90’s playlist in the car, or one that calls to mind the feeling of selfish despair, after I have discovered that my last single friend in New York City found a new boyfriend .\r\n\r\nThere is something so on point and discerning that .gif provides, other than filling the void of bland text humor. Not only has the self-deprecating theme of whatshouldwecallme.tumblr.com allowed thousands to relate on a more personal and honest premise through animated visuals, it has also inspired so many people to re-blog these notorious .gifs, possibly distilling a “truer self” along the way.\r\n\r\nThe flood of new .gif based Tumblr sites:\r\n
      \r\n
    • dontsonsultme.tumblr.com
      • \r\n
    • howdoiputthisgently.tumblr.com
      • \r\n
    • wheninnewyorkcity.tumblr.com)
      • \r\n
    \r\nare essentially branding situations rich in emotional context through visual personas and facial idiosyncrasies. These .gifs run the gamut of highlighting our darkest hours, daily victories, and subtle annoyances, entertaining “a day in the life” spectacle that most of us can identify with.\r\n\r\nFrom the beginning of mankind, we have attributed complex meaning to facial expressions, an extraordinary and progressive trait unique to human beings. Expressions have always served as a chief social device for emotional connectivity with others, be it our desire to influence others or reflect our innermost feelings. This human quality alone may play a key role in the attractiveness of these sites as we relive and share feelings of joy or humiliation…We are all fallen to the tendency of the seven deadly sins, so why not laugh about it?\r\n\r\nThe success and excitement of animated .gifs is two-fold: they challenge the face-to-face disconnect between people that technology has created, and their content is chock full of emotional relevance surrounding an event or situation…No wonder .gifs, a digital space that was popular in 1995, is having such a colossal comeback.\r\n\r\nAs for brands, .gifs present an excellent opportunity to capitalize and expand on visual voice. They bring to light the power of expression and the importance of situational relevance for people. How can brands dial up expression in their visual voice so that it is engaging across all platforms? Are there certain elements of design that are highly associated with human traits, or trigger deeper rumination? With regards to brand positioning, can we create influential meaning around a situation or experience that is not necessarily a concrete idea or concept?.Exploring the holistic and human experience that .gifs provide may spark ideas for branding.', 'Branding in a gif.fy', '', 'inherit', 'closed', 'closed', '', '924-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 924, 'http://cbx.cappendev.com/924-revision-v1', 0, 'revision', '', 0), (1234, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\nAgainst Tiger’s titillating descent into 21st century digital-tabloid vortex, Nike was busy hedging its bets on its iconic brand with a simply and skillfully produced 30-second spot that has set critics and pundits afire.\n\nDid Nike’s sparse video have game?  Let’s break it down:\n\na) Use of black-and-white.  Reflects and deconstructs the black and whites of classic mores, morals, and tradition.  (Public rebuke or poetic irony?)\n\nb) From Medium to Close-up.  Lures the skeptic into a gradual acceptance of global icon as sullen and fallen hero, Tiger framed dead center, no doubt.\n\nc) Voice from God (Earl Woods).  Evokes paternalism, rehashes athletic myth, and frames interior monologue as brand-to-consumer dialectic.\n\nd) Brand image.  Treats video like a tagline and punctuates it, no less, with a SWOOSH.\n\nTaken together then, Nike’s attempt at brand resuscitation assumes that today’s consumer—\n\na) Prefers to live in grays, separating the blacks and whites of private life with public persona, and later re-samples them to the whims of temperamental commodification.\n\nb) Wearies of his own outrage – likely, after 154 days! – that eventually gives way to pity and later, empathy.\n\nc) Delights in memory loss and revisionism.  Who doesn’t like a good story – especially, a father-son tale – no matter its out-of-context voiceover (lifted from a 2004 documentary, Earl Woods’ remarks were originally directed at Tiger’s mother, Kultida) or character inaccuracies.\n\nDid Nike assume rightly or wrongly?\n\nAnd how will the Tiger brand fare in the months ahead?  As case study in blind corporate blunderism or as paragon of tactical, re-branding genius?\n\nConsidering Tiger’s Augusta run ended 5 shots back of Lefty (who, in ironic twist, solidified his posture as most family-friendly brand), we’ll have to wait and see.', 'Branding Indiscretion as a Postmodern Video Spot', '', 'inherit', 'closed', 'closed', '', '845-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 845, 'http://cbx.cappendev.com/845-revision-v1', 0, 'revision', '', 0), (1235, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\" \r\n \r\n\r\nPaula, Mario, Giada, Tyler, Ina, Jamie, Emeril. No, not the names of the new 7 dwarfs but of some of the most famous celebrity chefs who started at the stove, made their way onto your television screen and then into your cupboards and refrigerators. These people are living examples of a brand in 360 degrees. From an action (cooking) they turned themselves into entertainment (a cooking show) and then into an actual product.\r\n\r\n \r\n\r\nIt is these actual products I want to share. As an avid fan of all things related to cooking (the Food Network, the new Cooking Channel, Bon Appetit magazine, food blogs, etc), I love to check out the packaging in gourmet food stores and specialty shops as well as just in the basic grocer’s. I stumbled upon Giada Delaurentiis’ olive oil just a couple of weeks ago. My first thought was “Wow! Giada has olive oil now?” and then this: “Why is her face on the label?”. If you know her name, then you know her face so why make a product that is most likely high-end quality and bring down the design with a photo of the chef promoting it?\r\n\r\n \r\n\r\nAfter a review of the seven chefs and their specialty food products , I noticed a common thread – their faces were on the packaging! In almost all cases, the design of the box or bottle would be a lot nicer if their faces weren’t covering it (with the exception of Jamie Oliver’s line). This led me to think about what the marketing teams were thinking. When I say ‘Emeril’, what do you see? Likely a portly Portuguese man throwing spices and yelling “BAM!”. You don’t need his mug on the sauce jar to remind you of that.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nI\'m pretty sure this lady, lovely and all, could have done without her face on the olive oil and balsamic vinegar bottles.\r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nMario, Mario, Mario. I get a kick out of you. I loved your show about your travels to Spain on PBS. I love your restaurants in NYC. But why not have your sauce bottles promote the same clean design as your fabulous Italian megastore Eataly?\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nPaula Deen is the Queen of Butter and I love watching her cheerful persona on her show but I’d prefer her packaging to show that love without showing her. I love to see her add butter, mayo and sugar to almost everything (not USUALLY all three at once), but does this packaging design make me want to buy it?\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nThough this next design shows the chef’s face (which I still believe to be a no-no in food packaging), it has a clean design aesthetic that I appreciate.\r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nLast but not least, there are two celebrity chefs that break the mold when it comes to “typical” packaging for this category – Tyler Florence and Ina Garten. Tyler’s packaging places his name in a small, unintrusive type, while the ever-amazing Ina Garten (aka Barefoot Contessa) relies only on her namesake for branding – no photo of her at all (just a photo of the end product of her food).\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nHere’s hoping that this trend of face-on-food packaging ends soon. As someone who cooks and loves learning about cooking, I want the chefs to take a stand and let their ingredients (and not their celebrity) lead their packaging systems. Do you also get annoyed seeing mugshots in the sauce aisle?\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'Branding the Chef', '', 'inherit', 'closed', 'closed', '', '899-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 899, 'http://cbx.cappendev.com/899-revision-v1', 0, 'revision', '', 0), (1236, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'By Lulu Carter\r\nFor most millennials like myself, college graduation was nothing short of a rude awakening. With entry-level positions few and far between, we were pressured to settle for jobs unrelated to our bigger dreams and couldn\'t help but feel salty about our “over qualifications.” It was a hard pill to swallow after years of building our extracurricular resumes (and being constantly surrounded by people who seemed to have immeasurable faith in us). What was this liberal arts shenanigans we had put ourselves through? The endless exploration to find something that we were passionate about left us with extensive, and now useless, knowledge in postcolonial feminism or the art of Def Poetry Jam.\r\n\r\nBecause fulfilling our parents’ expectations is unlikely for many of us, we use self-deprecation as a way to make light of our lifestyles that have yet to pan out as gloriously as we’d hoped. The popularization of self-deprecating behavior in mass media has given rise to a new female millennial archetype; one that has been adopted as a personal brand by many young women today. She is known for her tendency to humble herself through humor, and has been dubbed by comedian Yael Kohen as “Brooklyn Girl... a well-educated liberal arts grad with a degree in English and no real skill set. Upon entering the real world, she eventually realizes that she has no plan or patience to pursue her dreams but has the endearing ability to laugh at herself.\"\r\n\r\nQuirky and shameless, “Brooklyn Girl”\' has a fast-growing fan base. She plays a lead role in HBO\'s “Girls,” Fox\'s “New Girl,” CBS\'s “Two Broke Girls,” and is the mastermind behind Tumblr\'s celebrated #whatshouldwecallme meme site that boasts over 1,000 retweets per day. Even famous fashion blogger Leandra Medine pays homage as expressed in her memorable title, The Man Repeller.\r\n\r\nIn “Girls,” Lena Dunham arguably plays the most raw and uncut version of this archetype. She embellishes her strange nervous ticks, and her inability to control her weight––occasionally lamenting over the internship that may never turn into a real job. It’s freakishly similar to how my friends and I talk about ourselves.\r\n\r\nStill, the “Brooklyn Girl” archetype, rooted in self-deprecation, is something to question and consider. Making fun of ourselves can be funny and diffuse doubts about the future, but are there repercussions to be had for a twentysomething girl who continually rants about her fears of living alone with twelve cats or being the world’s best 40 year-old intern? How long before these statements become more believable and true in our own minds than we\'re willing to admit?\r\n\r\nAs experts in brand, being tuned in to the \'“Brooklyn Girl” effect is important. While she evolves the playful, witty archetype of The Jester by poking fun at herself to help others have a good time, it may be at the expense of her own self-esteem in the long run.', 'Branding the New Girl', 'For most millennials like myself, college graduation was nothing short of a rude awakening. ', 'inherit', 'closed', 'closed', '', '1003-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1003, 'http://cbx.cappendev.com/1003-revision-v1', 0, 'revision', '', 0), (1237, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'Recently, there have been a number of brands that had to apologize for campaigns that seemed to “take things too far,” and later offended somebody or a group. The mea culpa, usually issued by reps for celebrities fresh out of rehab, is now being offered by entire brands. \n\nMost recently, PepsiCo apologized for an online campaign featuring a Dew-obsessed goat who tries to jive his way out of being identified by a white woman in a police lineup comprising exclusively African American men.\n\n\nCritics have argued that the commercial portrays racial stereotypes and makes light of violence towards women. Dr. Boyce Watkins, an African American commentator and finance professor at Syracuse University, suggested, in fact, that the Dew commercial was one of the most racist spots he’d ever seen. The ad’s mastermind, Tyler, The Creator, also an African American, defended the storyline as so bizarre that it wasn’t meant to be taken seriously. \n\n\nSo is the ad really offensive? Maybe. Depends on how you look at it. That’s part of the beauty of an ad—viewer perceptions play a key role in how the message is unpacked and ultimately judged. Mountain Dew’s message may not appeal to Professor Watkins, but I doubt that he was the target audience Dew was going after. \n\n\nWe’ve seen this before, this revolving door of who’s offending whom. Kmart’s “I Shipped my Pants” ad featured its oddly familiar refrain to comic hilarity. It was such a hit (9.7 million views on YouTube in five days) that it even got the seal of approval from Matt Lauer on the Today Show. On the other hand, groups like One Million Moms were demanding apologies. \n\n\nEven the music industry hasn’t been immune to such outrage. Brad Paisley and LL Cool J’s collaborative single “Accidental Racist” has been drawing jeers for its frank discussion of prejudice and the connotations of the Confederate flag. The resulting media hoopla gave a bad song (in my opinion) way more airplay than it deserved.\n\n\nIt takes so much to stand out nowadays; the limits aren\'t being pushed unless someone is being offended. Brands can throw things out there and make an impact. And if someone gets offended, they can always pull it back and apologize. As long as the ad didn’t set out to intentionally harm or offend, all is forgiven. And in that brief shining moment, the public is reached and the marketing spend is justified, and the brand gets exactly what it was looking for—attention. No such thing as bad publicity! \n\n\nThere’s a fine line between pushing the envelope and pushing buttons. But as long as the benefits outweigh the negatives, and the majority of the public is in on the joke, there\'s no reason to think this won\'t continue.', 'Brands Behaving Badly', '', 'inherit', 'closed', 'closed', '', '986-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 986, 'http://cbx.cappendev.com/986-revision-v1', 0, 'revision', '', 0), (1238, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '

    \"By

    \"\"

    \r\n

    After years of ordering from drugstore.com, I recently ordered from a new, “rival” website, SOAP.com. Enticed by a direct mail coupon that said ”20% off your first purchase and free shipping,” I felt no guilt as I created a new SOAP.com account. However, it did make me think of how disloyal I’ve been to brands this year. And not just to any brands - brands with which I’ve had deep connections and longtime relationships.

    \r\n

    Here is my 2010 ditch-list, and the brands I ditched them for:

    \r\n

    • Asics for Mizuno: In the running community, individuals identify themselves as “An Asics person,” “A Nike person,” “An Adidas person,” and so on. Until recently, I’d been running in Asics for over 10 years. Buying shoes was always simple: I’d go to the shoe store, ask for my size, and then buy a pair without trying them on. However, there was a fateful day when the shoe store didn’t have my size in Asics, and – given that I was feeling lazy and didn’t want to go to another store – I was open to trying on a new brand. Since then, I’ve been a Mizuno person, 10 months and counting…

    \r\n

    • Apple TV for Netflix: We’ve been downloading movies from Apple TV for 1.99 or 4.99 at a time, but now we’re hooked on Netflix’s streaming service that allows you to watch unlimited TV shows and movies for $7.99 a month.  Amazing.

    \r\n

    • Barnes and Noble for Greenlight bookstore: Sorry, B&N…my desire to support Greenlight, my fantastic local bookstore, wins over my desire to save 30% off the list price.

    \r\n

    • Tampax for Seventh Generation: I may be getting a bit personal here, but yes, I recently left a trusted brand I had been using for 13 years for an un-proven, chlorine-free brand.

    \r\n

    If you look at my list through a marketer’s eyes, it’s pretty scary. I’ve left brands that I’ve been loyal to for years, in matters of seconds. And scarier still, you can’t look at my list and say I’m driven by the lowest-price, or that I’m someone who is always trying new things. My list reflects today’s consumer reality: our values (and therefore drivers) evolve over time, we’re not predictable, we’re always looking for a better consumer experience, and we increasingly have greater choice in every category.

    \r\n

    So what does this all mean for brands and brand-builders? It’s a reminder that we have to work just as hard at retaining existing consumers as we do trying to win new consumers. And that doesn’t mean, “Leave the brand alone.” It means investing in consumer insights and innovation.

    \r\n

    Now that I’ve confessed my disloyalties, tell me: what brands have YOU ditched in 2010, and why?

    \r\n', 'Brands I Ditched in 2010', '', 'inherit', 'closed', 'closed', '', '864-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 864, 'http://cbx.cappendev.com/864-revision-v1', 0, 'revision', '', 0), (1239, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\"\r\nIt has snowed in Manhattan already and it is only October. Add to that the fact that I am incredibly lazy and hate the cold, and you get a person who is not exactly excited for winter. That is why I love three technology brands that have made, and will continue to make, my life much easier and more enjoyable, no matter what the weather.\r\n\r\n \r\n\r\nNumber 1: FreshDirect\r\n\r\n\"\"\r\n\r\nFreshDirect is such a smart web site. The company knows that people don’t want to go out and shop, and they know people don’t plan ahead for food, so this brand makes it easier to do both. I can order my entire week’s worth of meals and have it delivered simply by clicking a button. For one, it is like having one of those fancy meal diet home delivery services, for much less money. I order salads, soups, healthy snacks, stir frys, fruits and vegetables, and it is always so convenient. I sometimes have the delivery scheduled as my wake up call – when they knock on my door I get up. Best of all, I can easily order from my iPhone, so boring work meetings are much more productive! (Just kidding, CBX).\r\n\r\n \r\n\r\nNumber 2: The Logitech Squeezebox Touch\r\n\r\n\"\"\r\n\r\nThe tagline for the Logitech Squeezebox Touch literally says “discover a world of music,” and it indeed helps you do just that. I bought this from Amazon and within minutes of setting it up music came back into my life with a vengeance. Using this small device, I stream music wirelessly with the touch of a finger from my laptop to my speakers, and suddenly my apartment is filled with the latest music, talk radio, news or my existing music collection. I can even use it to stream the sound of “rain falling outside” and sleep like a baby all night long. Divine. I am a music lover once again.\r\n\r\n \r\n\r\nNumber 3: Apple TV\r\n\r\n\"\"\r\n\r\nI abandoned cable when I moved to Manhattan, instead opting for Blockbuster’s mail-order DVDs, but ultimately I ditched that too. And once the bed bug epidemic hit some theatres in the city, I thought,  “Forget it! There must be a better way.” I then found Apple TV, which advertises “now there is always something good on TV.” Apple TV has delivered on that insight in a very clever way. With a box that fits in the palm of my hand and rests neatly near my TV, I can control my programs with my iPhone and watch any content I want to, or just stream my photos from Flickr for the viewing pleasure of my guests (assuming they’re as interested in my recent trip to Bangkok as I am!). I disliked paying over $100 for unused programming and truly felt there wasn’t really anything good on TV except for a few choice options. Now I can watch only what I want to. The sleek black box fits right in with my other electronics and the usability makes watching downloaded content so much easier and more comfortable. It’s yet another reason to love Apple.\r\n\r\nThanks to these technological inventions, I will have enough food and entertainment options to hunker down comfortably during what is starting to be a long, arduous winter. So, bring it on, Mother Nature! I’m good, no matter what you have in store.', 'Brands I Love: Three Technology Brands That Make My Life Easier', '', 'inherit', 'closed', 'closed', '', '902-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 902, 'http://cbx.cappendev.com/902-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1240, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'Last week, we immersed ourselves into the Northside Festival: a convergence of music, business, and art, that showcases the most creative minds and talent of the global innovation community. Through a series of keynotes and panel talks, the “best and brightest” congregated in North Brooklyn to share their latest insights on emerging tech, media innovations, creative design, and the culture changes emerging in our digital world.\r\nWith a constant aptitude to learn about industry trends and “the next big thing,” we spent the week carefully listening to the highly-credible speakers discuss their wisdom and future industry predictions at unique venues across Williamsburg and Greenpoint.\r\n\r\nIn true Brooklyn fashion we grabbed our 7-dollar locally-roasted coffee, popped open our tiny Macbook Airs, adjusted our Warby Parkers (ok, that one’s an exaggeration), and got to note-taking. Here are some of the trends and topics discussed:\r\n\r\nBrand Reputation\r\n
      \r\n
    • Brands are becoming patrons of culture rather than just facilitators
      • \r\n
    • Trust is the new currency: The New York Times has recently focused on labeling their articles more clearly to better distinguish news versus opinion pieces, resulting in better clarity for readers to help de-clutter the confusion on #fakenews.
      • \r\n
    • Brand loyalty can be created through proper dialogue
      • \r\n
    • Brands must be able to tell their story and provide meaningful connections to consumers through ad campaigns. And with dynamic formats on the rise, there is more opportunity than ever to be creative
      • \r\n
    • Refinery29, Inc. lives by their brand values they call the “4 I’s”: imagination, individuality, inclusivity and impact. They bring them to life through all the choices they make and what they do
      • \r\n
    • With the rise of social media, brands are starting to act like people, and people are starting to act like brands
      • \r\n
    • Brands should provide their audience with three pieces of their product to gain and sustain attention:\r\n
        \r\n
      • Media (because humans love great stories)
        • \r\n
      • Experience (because we enjoy coming together to tell/hear them)
        • \r\n
      • Artifact (to remind of, own, and share a piece of the experience)
        • \r\n
      \r\n
      • \r\n
    \r\nSustainability as a Message:\r\n
      \r\n
    • Every individual has a role to play within their company’s sustainability efforts. We can all make personal changes and also encourage our employers to do better and make little changes that can have big impact over time.
      • \r\n
    • Plastic is in everything including sea salt and our water. A recent sampling of 21 different salt brands resulted in all samples showing traces of plastic.
      • \r\n
    • You can start to reduce plastic by eliminating straw-usage
      • \r\n
    • Fear based marketing doesn’t work. Environmental change should be about providing alternative solutions, like providing reusable straws and charging for plastic bags
      • \r\n
    • To market sustainability your message should be about how to make people feel good versus making them feel guilty
      • \r\n
    • Making a sustainability plan:\r\n
        \r\n
      • Start with small, achievable steps
        • \r\n
      • Give an incentive to people to choose the more-sustainable option
        • \r\n
      • Make sustainability desirable by giving it a social cache
        • \r\n
      \r\n
      • \r\n
    \r\nCreativity\r\n
      \r\n
    • Encourage design thinking across your organization. Formulate a process and provide a platform internally to encourage ideation and creative thinking.
      • \r\n
    • Embrace the uncomfortable as part of your creative process
      • \r\n
    • Create the conditions for creativity - promote laughter and fun as part of the creative process
      • \r\n
    • Courageous creativity is contagious
      • \r\n
    • Design drives revenue and growth. Start within and encourage creativity as part of your cultural DNA.
      • \r\n
    \r\nHealth Care at the Office\r\n
      \r\n
    • Consumers are taking the initiative to take more control
      • \r\n
    • Massive companies are starting their own health and wellness systems and clinics (i.e. Disney, Comcast, Google, Amazon)
      • \r\n
    • Your wellness component should be more thought out and purposeful than something like “kombucha on tap.” For example, Google recently launched an initiative that pays for fertility treatments.
      • \r\n
    • The future of healthcare will be much more proactive, preventive, holistic and data driven
      • \r\n
    • Medical conditions like high cholesterol don’t happen overnight and preventative measures should be taken. Treatment shouldn’t be administered as an emergency with high impact drugs; it should treat as a gradual lifestyle shift to get back to normal levels
      • \r\n
    • Traditional health care doesn’t see mental and physical health as different—and that needs to change
      • \r\n
    \r\nPhysical vs. Digital Experiences\r\n
      \r\n
    • The physical retail experience needs to become the bridge to the digital experience to close the loop for the consumer
      • \r\n
    • Video can be used as a platform to create connections and conversations with your community while also telling immersive stories
      • \r\n
    • Experiential starts on digital platforms with inspiration from images, video, art etc. but the real magic happens in person
      • \r\n
    • To accelerate innovation in retail and consumer goods, businesses need to think digital first and truly know their customer’s habits, behaviors, and attitudes
      • \r\n
    • Digital and real-life experiences are becoming a symbiotic circle
      • \r\n
    \r\nTo access further insights from industry events, follow our Engagement Director, Damien, on Twitter @brand_me_', 'Brooklyn Inspires @ Northside Innovation Festival', '', 'inherit', 'closed', 'closed', '', '1127-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1127, 'http://cbx.cappendev.com/1127-revision-v1', 0, 'revision', '', 0), (1241, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\"\r\n\"\"\r\n\r\nBranding a building. Museums do it all the time because they have the luxury to stake ownership of their four walls (plus, they don’t have any pesky neighbors upstairs to contend with) and use them as a \"branding canvas.\" Restaurants and shops, on the other hand, can brand interior spaces but can’t make broad, self-promoting adverts on their edifices. Buildings, especially here in New York, which are free-standing enough to talk about themselves literally from the ground up (and some of these go very far up) are a rarefied group.\r\n\r\nTake one example: the residential high rises in Brooklyn of the pre-real estate bust variety. “What? High rises in Brooklyn?” Yes, high rises. And in this age of a still-lagging real estate market, these buildings have to be even more particular about how they brand themselves.\r\n\r\n\"\"A small sampling of buildings in four distinct Brooklyn neighborhoods reveal four very different brands of living: Edge in Williamsburg, Toren in Downtown Brooklyn, The Argyle in Park Slope and DKLB BKLN in Fort Greene. These buildings are selling a lifestyle filled with amenities like roof decks, indoor pools and social spaces that might be identical to those from a building a neighborhood over, or in some cases, right down the block. But it’s how they are speaking to prospective buyers that’s making the difference.\r\n\r\nTake each building’s tagline: Edge “Hardcore Luxury;” Toren “A New Angle on Modern Living;” The Argyle “It Looks Good on You;” and DKLB BKLN “Live Your Way.” Each has specifically chosen to “speak” to the prospective resident and be frank about what they offer. Is it personal or more professional? Do their logos have a little attitude and nightlife or do they feel more casual?\r\n\r\nThese high rises are just another example of how in everyday life (or, the moment  you’re in the market for an apartment!), acts of branding become reflexive: consumers choose brands, but more often than not, brands choose their consumers.', 'Building a Brand (literally) Brick by Brick', '', 'inherit', 'closed', 'closed', '', '868-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 868, 'http://cbx.cappendev.com/868-revision-v1', 0, 'revision', '', 0), (1242, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'As the festivities wound down at my daughter’s first birthday party, I noticed a pattern. The guests, ranging in ages 1 to 60, all started to play with Legos. Though the main attraction was my daughter’s new pink DUPLO Tub (the larger bricks complete with girly flowers and pet rabbit), my son’s ginormous tub of miscellaneous bits and pieces did not go unnoticed. This simple brick was somehow capturing the attention and imagination of young and old alike.\r\nAnd of course that’s precisely the appeal and genius of Lego, a company that is as relevant to this generation as it has been to previous ones. It’s an empire that has morphed into a thriving subculture reflected in movies, games, specialty stores, competitions, six themed amusement parks and an adult fan club.\r\n\r\nAdult fans of Lego, or AFOLs as they’ve come to be known, understand that the very appeal of Lego isn’t just in initial creations but in the destruction and recreation process. As every parent who has a Lego kit in her house knows, the fun begins when the first piece gets lost or breaks off and the kids start over, use their imagination and make something new.\r\n\r\nThe Lego brand has been smart enough to capitalize on this. Even as they continue to market kits of all shapes, sizes and themes, the message is clear: follow the easy instructions, but more importantly, don’t be afraid to experiment and actually create something new. (In case you’re dubious, the enemies in The Lego Movie were “collectors” who would dare to [gasp] GLUE your Lego together to keep for eternity [hilariously played by Will Ferrell and worth renting, even if you don\'t have kids]).\r\n\r\nIt’s a good lesson for us all: don’t be afraid to create. So for marketers, pick up on these natural human inclinations and give people an outlet. Lego could have easily been overtaken by imitators and simply stayed put in a child’s world. Its brilliance was to recognize and act on what was already happening organically (in hundreds of thousands of YouTube Lego videos or Banksy- themed Lego murals – Friesen\'s \"Bricksy\"). Lego intrinsically understands that creating is a basic human need not just for kids but for grown-ups, too.', 'Building Blocks of Creativity', '', 'inherit', 'closed', 'closed', '', '1024-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1024, 'http://cbx.cappendev.com/1024-revision-v1', 0, 'revision', '', 0), (1243, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'This has been a month full of exciting changes for Google. First there was the announcement of a new parent company, Alphabet. Then there was the spinoff of Google X into a standalone life sciences company. And yesterday, users were greeted with a fresh and playful new evolution of the Google logo.\r\nSo what do all these changes mean for the future of the brand? I think Alphabet will spell out a new era in taking much bigger risks.\r\n\r\nCreating a new corporate entity is often a protective move to shield a brand from potential harm. The advent of Alphabet creates a separate place for the business to invest in the innovations that may seem too risky and perhaps too strange for a well-established and highly valued brand like Google to endeavor. Innovation is uncomfortable at first—it often looks scary or even silly until it becomes the new normal. For example, would a strange-at-first idea like Google Glass have earned greater permission if it had incubated in a start-up rather than Google, a brand that carries a defined set of expectations? Perhaps.\r\n\r\nThese changes should signal to investors that the brand is going to stretch significantly. In their announcement about the name change, Google mentioned the rationale behind the name as an Alpha-bet, a return investment above benchmark. But they left out a discussion of “Beta” which is also inherent in the new name. Beta stands for innovations that are still being tested and have yet to be proven—like a new life sciences business. Inherent in the name is a promise to have stable and highly protected Alpha businesses like Google. But it sets the stage for riskier Beta bets too.\r\n\r\nYeah, but what do you think about the name itself? I’m a fan.\r\n\r\nAlphabet is a very smart name that fits the character of the company. If we think back to the etymology of the name Google, they got it from the number “googol,” a number so large that it almost seems infinite—a great metaphor for Google itself, a business that seemed like it would stretch infinitely, until it couldn’t. Alphabet is the next part of that story. An alphabet is a finite set of characters that can be arranged in an infinite number of ways. The name succeeds in stretching beyond the bounds of Google to spell anything they want for the future.\r\n\r\nPhoto courtesy of Yonescat.', 'C is for Changes', '', 'inherit', 'closed', 'closed', '', '1050-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1050, 'http://cbx.cappendev.com/1050-revision-v1', 0, 'revision', '', 0), (1244, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\"\r\n \r\n\r\n\"\"\r\n\r\n\r\n\r\n\r\nPurchasing a car can be a very selective process. Price range, make, model, size, color, trim, GPS, iPod adapter, XM radio, rear-view camera, collision avoidance system, heated seats, etc. It’s all about customizing! While making these decisions, it’s important to know exactly what you want. It’s a big investment and a long-term purchase, but also a representation of your personality and your style. And if you’re interested in purchasing an electric car, well, you’ll also have to think about what sound represents you.\r\n\r\n \r\n\r\nElectric cars have been around for a while now. They’re a great environmentally friendly option, cheaper in the long run and virtually silent while running. But there is one tiny problem with them being silent. It’s a danger to everyone outside of the car, according to the National Highway Traffic Safety Administration. So now it seems that manufacturers will have to include a mechanism that will produce a sound that can be heard when the car approaches.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nWithout being given a specific sound to use, each car company is being left to it’s own accord to choose a noise for their electric cars, in turn creating a great opportunity for a new form of advertising. Why, just think about the strong association with sounds we have today! The unlocking of an iPhone, the logging-in on Skype, the beeping of subway doors…all easily identified by most people.\r\n\r\n \r\n\r\nFord has shared with the public 4 different options that are undergoing market testing. Right now they are all very similar, but what if they break out of the typical engine noise. Will Ford Electric be distinguishable from a Nissan Leaf or the GM Volt? Will cars start to be identified by their sound instead of their looks? Will a customer be able to change their car’s sound depending on their mood or preferences, as if it were a ringtone? It’s a whole new arena that’s opened up and will be interesting to learn about as new developments occur.\r\n\r\nHere’s a few possibilities:\r\n\r\n \r\n\r\nFord \r\n\r\n\r\n\r\n\r\n\"\"\r\n\r\n \r\n\r\nhttp://bit.ly/oGWU92\r\n\r\nA little like aliens invading earth right?\r\n\r\n \r\n\r\n \r\n\r\nNissan Leaf\r\n\r\n\r\n\r\n\r\n\"\"\r\n\r\n \r\n\r\nhttp://bit.ly/qivdhs\r\n\r\nReminds me of a chirping tractor backing up.\r\n\r\n \r\n\r\n \r\n\r\nChevy Volt\r\n\r\n\r\n\r\n\r\n\"\"\r\n\r\n \r\n\r\nhttp://bit.ly/6sLA4d\r\n\r\nInvolving the blind in the decision.\r\n\r\n \r\n\r\nIn my opinion, they should have some fun with it, while they can!\r\n\r\nhttp://bit.ly/iJL1JQ\r\n\r\n \r\n\r\n\r\n\r\n\r\n\r\n', 'Can You Hear Me Now?', '', 'inherit', 'closed', 'closed', '', '894-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 894, 'http://cbx.cappendev.com/894-revision-v1', 0, 'revision', '', 0), (1245, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'My love affair with typography started like it does for most creatives with doodles. What young girl didn’t write her name all over her notebooks in school? Sounds like a cliché, I know, but movement of thick to thins, creating the drama of revealing shapes and forms just makes my heart beat faster. I must have known somewhere in my subconscious that these illustrative habits would transform into my future in use of visual communication.\r\nAs a result, I can’t hide my excitement for the recent rise of hand lettering in graphic design. Breaking out of the mechanical digital age in design has become a prevailing trend and is a new outlet for self expression. Even more than social media, blogs, and autobiographies self expression is evolving from verbal to visual through typography.\r\n\r\n\"AudraBlog-01\"\r\n\r\nThis new trend is signaling the need for originality in the DIY culture we are living in. Calligraphy and hand lettering styles have boomed in the industry in forms of personalization to emulate the handmade look. In a recent article, Martina Flor, a well known typographer, describes the two perfectly: “Calligraphy embraces randomness and surprise, while lettering decides exactly the shape that a certain gesture or letter should have.” You could compare a letterform or type style to any human trait, and that’s what makes them so intriguing.\r\n\r\n\"AudraBlog-05\"\r\n\r\nLast month I decided it was time to try it for myself and took a beginner level calligraphy class. Let’s just say the beautiful art form is much harder than it looks. But I’ll let you be the judge of character – below are some of my forms exploring the alphabet. I found the experience therapeutic, getting lost in the rhythm of up and down strokes while absorbing the smell of paper and ink; not to mention losing the felling in my hand after three hours of practice. The workshop covered a traditional alphabet and highlighted the differences in modern calligraphy (more expressive, with no baseline and less consistent than traditional), which is very on-trend right now. It’s hard to say when this trend will end, but for me this art form is the way to my heart and will continue to inspire me.\r\n\r\n\"AudraBlog-03\"\r\n\r\n \r\n\r\n ', 'Captivating Characters', '', 'inherit', 'closed', 'closed', '', '1038-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1038, 'http://cbx.cappendev.com/1038-revision-v1', 0, 'revision', '', 0), (1246, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'This year, we sent a group of CBXers to the Northside Festival, the innovation-centric conference in Brooklyn. The sessions featured brands and speakers spanning industries in technology, food, media, entertainment and politics discussing a wide variety of topics from AI, entrepreneurship, President Trump & James Comey, Instagram, and feminism to name a few. Whether it was discussing how technology would advance society, the implications of scaled information or how to innovate to tell better stories, regardless of industry, the root of all discussions rounded back to two fundamental questions: What are we creating and who are we creating it for?\r\nOur conclusion was this: As brands and agencies (and the people who shill for them) attempt to decipher how to operate in our changing times, both in business and society, it is clear that connection is what we are all seeking. At CBX, we pride ourselves in creating content, in various forms and delivered in various ways, with the belief that connecting to the lives of people is what matters most. In creating content made to share, inform, entertain and sell, we are informed and inspired by culture. It is when circumstances are uncertain, unclear, and sometimes even tumultuous, that innovating how we connect with one another in significant ways through meaningful experiences becomes all the more important.\r\n\r\nWhat is it?\r\nOne of the first sessions that kicked off the festival was “Transforming the Content Supply” featuring mostly speakers from the entertainment industry. Due to the resume of the speakers, the conversation addressed ‘content’ in relation to films and shows we consume in movie theaters, on television and computer screens. Addressing the importance of diversity and the need for stories told from difference perspectives, the conclusion from the speakers was how any form of significant content needed to be both a reflection of and mover of culture. As consumers of content (and consumers of what we’re being sold), we have the power- in the form of money and voice- to dictate what’s being created and brought to us.\r\n\r\nBut what happens when that content is misused? In a session coinciding with the former Director of the FBI James Comey’s Senate testimony, the subject of content- those who delivered it, their motivations and the repercussions of how it’s spread and shared- was unavoidable. In a session presented by news organizations The Intercept and Buzzfeed News, editors and writers debated the long term effects of not just the Russian hacking but its impact on how information is produced by its creators and processed by audiences. An interesting provocation was raised by The New Yorker’s Adrien Chen who drew parallels between marketing, Russian troll farms and former National Security Advisor Michael Flynn; his point was the people flooding the ‘Comments’ section of many online outlets were no different than those who worked in PR to try to “shape” mass opinion and that Flynn was essentially the ultimate “Influencer.” An ability to reach a wide audience or be seen as an authority in some way has always been a method used by brands. However, when we view what we do through the dangerous lens of information manipulation, perhaps we should give our methods a second thought.\r\n\r\nWho is it for?\r\n“When you’re a brand, you must accept that consumers own your brand,” was a statement kicking off a panel addressing start-ups featuring Julie Mossler, Head of Brand at Waze and Jackson Jeyanayagam, CMO of Boxed. Both companies addressed the specificities of scaling in their unique industries (in their cases, traffic & navigation and bulk wholesale retail) and how important it was to focus on iterating your product for the consumer. In the case of Waze, this meant not just for consumers in urban cities and developed countries but in locales where the need was most dire. In areas with the most congested traffic, it was pointed out that Waze was working with local governments to analyze driving and traffic patterns and data so more effective infrastructure could be built. Often times, innovation is the route in seeking additional ways of connection. However, brands could also benefit in surveying the current ways they connect with consumer and try to make it better, asking themselves “How can I provide more effective value…especially to those who need it most?”\r\n\r\nA similar sentiment was echoed by Justin Stanwiz, the CRO of Nanotronics, the nanotechnology company that self describes on its website as “Combining optical microscopy, computational super-resolution, artificial intelligence and robotics….bringing the world’s most advanced microscopy to every manufacturing sector. ” Nanotronics operates in the super niche world of industrial microscopes; however its technology and products are used by a wide spectrum of manufacturers, all aiming to operate more efficiently- this is a sentiment that can be shared by all business regardless of industry. Stanwiz, stated, “Where consolidation is happening is where you’ll see innovation.” If all companies can agree that providing maximum consumer ease is the best way to connect with them, the ways in which we all start innovating won’t be to just sell more but to make people’s lives better.\r\n\r\nHowever, while brands should aim to make people’s lives better, that doesn’t mean it should be everyone all at once. Sallie Krawcheck, the CEO and founder of Ellevest, an investment platform for women, recounted her journey of starting Ellevest and being met with skepticism of her “niche” target demographic by initial investors she pitched. Her belief was “If you’re targeting everyone, you’re targeting no one.”\r\n\r\nAs a brand, it’s wiser to target and communicate to a very focused group. But what if you’re the mass vehicle people are using to do so? Kevin Weil, Instagram’s Head of Product in a discussion with Buzzfeed News emphasized the company’s mission of “Strengthening relationships” which is clearly represented in the platform’s recent product releases from Stories, Live, Direct Message etc. He recalls the company’s initial offer as a platform for users to share highlights of their lives to their current ambition of being a place where users share ALL aspects of their lives. Whether it be sharing something in a DM versus to all your followers…or posting something you can recall ten years later versus one you recall for only 24 hours. Weil’s point is his brand is trying to find more ways to be apart of a person’s life which is the ambition all brands should have- how to design a product to be present in more touch points throughout a person’s life.\r\n\r\nOne industry grappling with multiple “connection” points with an added layer of context (the depth of the connection) is inarguably the music industry. In a robust conversation with executives from Beats1, Spotify and Soundcloud, the subject of streaming was addressed. While connecting people to music has never been a problem (ie. the radio, a live concert, a CD, a music video etc), the advent of Napster and streaming significantly changed the industry. Nowadays, the primary way to connect to music is through streaming services which has brought on concerns such as the decrease of album sales, the argument for/against music ownership, the heightened dependency of concerts as an income source amongst other things. As technology continues to evolve affecting the way music is made, marketed and shared, Beats1 Ebro stated, “Innovating how we connect with audiences is most important.” Again, as repeated in various session and speakers, innovating product and service is important but even more so, is innovating connection.\r\n\r\nWith contributions by:\r\nKent Lam, Associate Director Verbal Strategy\r\n\r\n \r\n\r\nPhoto courtesy of Northside Festival', 'CBX @ Northside', '', 'inherit', 'closed', 'closed', '', '1070-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1070, 'http://cbx.cappendev.com/1070-revision-v1', 0, 'revision', '', 0), (1247, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'Weed Rules, Collagen Is Hot, and Organic Goes Digital\r\nI love attending Expos. I bounce off the energy created by the thousands of attendees walking the floors and the hordes of vendors that fill the Convention Center. I love engaging with the diverse array of brands; from natural and organic foods to health and beauty products; from the big power house brands to the small startups. There is so much activity – you feel the genuine passion of those who tell you their stories and what inspired them to create their brand. You’re exposed to great design and an entrepreneurial spirit that’s contagious. You meet a never-ending stream of amazing, culturally diverse people from the time you enter to the time you leave. Expos are a place where you can kick off your day with an organic, fair-trade coffee (complete with an uplifting brand backstory), let your taste buds roam wild, learn about the latest food and technology trends, and if you’re feeling extra adventurous, start your next morning with a work out class at 7.30am (promise I’ll make it next year!) All this under one roof!\r\n\r\nYes, Expos are awesome. And for those with an open mind and a willingness to listen and learn, they can be an incredibly uplifting and positive experience.\r\n\r\nHere are some takeaways from this year’s Expo East…\r\n\r\nGrowing Like A Weed\r\nMost notable movement for me is the rise of Hemp based products both in food and beauty (CBD oil also very prominent in beauty). Hemp based products are very high… in protein and Omega 3 and 6 (at least this is the message being pushed). Brands are definitely seeking ways to better educate both customers and retailers on the health benefits Hemp provides. There is certainly an opportunity in this space for the existing brand leaders to continue educating as well as exploring new ways to better communicate all the health benefits through more engaging branding and messaging. The Hemp movement is here to stay and will only keep growing.\r\n\r\n\"\"\r\n\r\nPlants. It’s What’s For Dinner.\r\nThis leads nicely into the continuous growth of plant-based products. There were more brands this year than last promoting the benefits of plant based ingredients across food and beauty with lots of product innovation including plant based pizzas and burritos to drinks and healthcare/beauty products.\r\n\r\nGet A Collagen Education\r\nStaying with the healthy movement. Collagen is another hot ingredient becoming more prominent in the supplements sector. Brands including ZINT, VP and Nordic Naturals were all promoting the benefits of Collagen for your body’s joints, skin care, hair care and nails. Apparently it will help you ‘glow’ and also better your skins moisture within 6 weeks (by up to 11% - I’m sold!). I was well educated by some of these brands on the benefits of Collagen and have enough samples to test the 6 weeks challenge for myself! Certainly an interesting movement and one that follows the overall health and wellness trend, which is driving so much brand innovation across all sectors.\r\n\r\nBrands Taking Stands\r\nOn a very positive note, I met three brands (Cure, This Bar Saves Lives, The Soulfull Project) promoting ‘buy our product and we’ll donate one to a food bank or a person in need’. This giving back to the community is certainly one way of making your brand stand out from the rest and is making a truly positive impact in the world. Very encouraging to see and great that these brands are leveraging Expo East for exposure and support. You have my full support and will turn to these brands for my snacking needs :)\r\n\r\n\"\"\r\n\r\nOrganic Goes Digital\r\nOrganic Valley once again delivered, in my opinion, the best booth of the Expo. Last year they had a VR experience where customers experienced a virtual tour of a farm. This year you could Facetime a Farmer. Genius! Great how Organic Valley have married their authentic and organic brand image with smart and modern technology. They are delivering on their brand promise of bringing customers closer to their farmers and the farming process both in an educational and fun way.\r\n\r\n\"\"\r\n\r\n…To A Tea\r\nFinally, being a Brit – I have to make some small observations about the Tea industry considering this is our national drink of choice. One of my favorite brands I met was a tiny tea brand from Korea – IDO-TEA. Their small booth was highly educational with their ingredients on display to touch and smell. They visualized their brand story and tea fermentation process at their booth and recently got approved to distribute via Amazon, which is awesome news for them. And their teas tasted great!\r\n\r\n\"\"\r\n\r\nIn other Tea news - cold brew Nitro Tea is making moves to compete with the cold brew Nitro Coffee trend. Harney & Sons have launched a Nitro Tea in a can – hot cinnamon spiced (served cold). It tasted absolutely delicious! The core benefits being less caffeine and more refreshing than cold brew coffee. Will be interesting to watch this movement - not sure how popular it will be in the US.\r\n\r\nThank you to all those that made this year’s event another great show and for all the hard work it takes to make these show happen. Hope to see many of you at Expo West in March!', 'CBX Explores Expo East', '', 'inherit', 'closed', 'closed', '', '1133-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1133, 'http://cbx.cappendev.com/1133-revision-v1', 0, 'revision', '', 0), (1248, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'It’s Election Day – and frankly, thank goodness. I mean, could you possibly take one more day of all the mudslinging, badmouthing and overall bad sentiment perpetuated by this election? More than anything, I’ve been sort of fascinated by how the candidates have chosen to build their brands this election. From my point of view, what it’s boiled down to is a game of celebrities versus billionaires.\r\nIn one corner, we had Obama and his celebs. I’m not gonna deny that it was sort of exciting to get an email from Sarah Jessica Parker, and then from Beyonce, then one from Anna Wintour inviting me to have dinner at her house (“Hell yes!” would be my RSVP), then the one from her majesty Oprah, and lastly, from Julianne Moore, just a few days after she won the Emmy. Here they all were, writing me (seemingly) personal emails, urging me to “make my voice heard” and support President Obama for President.\r\n\r\n\"\"It’s no secret that Hollywood is liberal, and that many of today’s hottest actors – Brad Pitt, George Clooney, Gwyneth Paltrow and Madonna among them – have been working hard to see that Obama gets reelected. But while companies have been using celebrities to endorse their products for years, I think there’s something slightly icky about their getting involved in my politics. First of all, I don’t think every celebrity out there shares my exact same values, and we certainly don’t have the same amount of money in our bank accounts. Secondly, while several of them have been very savvy in their career moves (nice move, Ben Affleck, transitioning from actor to director), they certainly don’t all have reputations for being the sharpest tools in the shed. And while I can’t deny that I am wooed by images of the President dancing with Bruce Springsteen, it also makes me feel like he’s having famous people do his heavy-lifting for him.\r\n\r\nThen, in the other corner, we had Mitt Romney. He may not have had celebrities promoting him – unless you count Clint Eastwood and his chair – but he certainly had the big bucks. Sheldon Adelson, the 12th wealthiest man in America, vowed to give as much as $100 million to keep a Republican in office (and as a result, received a hilarious proposition from Sarah Silverman). Donald Trump, another big Republican supporter, not only donated his riches but also his outlandish commentary (and awe-inspiring hairdo) to seeing that Obama doesn’t spend four more years in the White House. The relatively new “Super Pacs” brought in hundreds of millions of dollars in donations, often coming from individual donors, for Romney. And Wall Street has been largely anti-Obama since the president came down hard on the banks – at least in their opinion – after the sub-prime disaster of 2008. Unfortunately, it seems that all this money has resulted in is vicious TV commercials and slanderous ads for Republican candidates.\r\n\r\nAt the end of the day, I believe the best way to create a presidential brand isn’t by having billionaires OR celebrities do your shilling; it’s by coming out fighting with the best ammunition you have – your actions and beliefs. So on this 2012 Election Day, you can either vote with the brand endorsed by celebs, or the brand endorsed by billionaires. Or you can just do what people have been doing for hundreds of years, which is to vote with your heart. That’s what I just did, and it feels pretty darn good.', 'Celebrities VS. Billionaires 2012', '', 'inherit', 'closed', 'closed', '', '950-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 950, 'http://cbx.cappendev.com/950-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1249, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\"\r\n \r\n\r\n\r\n\r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nWhen two brands agree to merge, I can’t help but wonder: Why would one agree to be bought by another?  The most obvious reason is a financial one; one brand is barely treading water and is skimmed up from oblivion to survive another day (albeit another day in a sea of products).  Sometimes it’s because there is strength in numbers; it’s better for a company with one area of expertise to come together with another to “crush the competition.” A third reason companies merge is that it enables both brands to increase their product lines, enter new categories and, ideally, woo new and potential customers.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nSo after the merger, what happens? In the Eighties’ movie “Working Girl,” mergers and acquisitions were commonplace and companies were bought up, renamed and soon forgotten. I liken it to sands in an hourglass, except instead of sand, you have tiny companies blending together until they lose their identities completely. Such was the case when Cingular Wireless (formally a SBC Communications and Bellsouth joint venture), bought AT&T – Cingular who? – or when Google bought up, well, just about everything.\r\n\r\n \r\n\r\nUnfortunately, what we often see is the same tired story: Insert new CEO who promises “we will never change the brand you know and love!,” and then poof…a few years, or maybe just months, pass and you start to notice something is a little different. Perhaps it is an ingredient, or the packaging (off with their heads!), something you can’t exactly put your finger on. And before you know it, the new parent company goes ahead and changes or modifies you beloved product. You, the consumer, feel helpless and alone, not to mention irritated, annoyed and betrayed. (Great emotions, eh?) In actuality, the brand’s identity, essence, and everything you knew and loved has changed. These changes can potentially help a brand firm acquire new work, but has the brand been tarnished completely? If you are feeling “ill,” you can fight back via the Internet…but is anyone listening?\r\n\r\n \r\n\r\nApparently someone from Colgate-Palmolive was listening last year when the Tom’s of Maine loyalists took to the Internet to bemoan recent changes to the recently bought brand. Their beef: under Colgate ownership, Tom’s of Maine has changed the toothpaste formula as well as its “environmentally correct” packaging. If you know anything about Tom’s, then you’ll know this was a big problem for many. Consumers expressed their annoyance; take these blog posts, for example: “Thanks for selling out. I\'ve noticed more stores stopped stocking your \"fluoride free brand\"....I remember for awhile you guys didn\'t have a fluoride version.” And: “Tom\'s had great toothpastes, then it was sold to Colgate-Palmolive, which has gradually destroyed it.” And “One of the main reasons I purchased Tom\'s toothpaste was the aluminum tube. Why the change?” You can see how this drama played out here.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nBut mergers don’t always have to be horror shows, and many brands have escaped the “hourglass” plague. They have succeeded in keeping their brand identity and their reason for existence.  Perhaps you don’t even know that Ben and Jerry’s is owned by Unilever or that Odwalla is owned by Coke. In these scenarios, little has changed. Ben and Jerry are still trucking around in their VW van, Odwalla is still “Nourishing the Body Whole” and Burt’s Bees, now owned by Clorox, is still making its honey-centric products. In fact, for many fans of these brands, the most that has changed about them under new ownership is their distribution. Truth is, many of us could care less who owns what or who said what to who, as long as the product we know and love is not subjected to change.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nAll that said, I leave you with this question: Why are companies buying, and then changing, great brands? Are they willing to forgo loyalists in the name of a few bucks? And what about you: As a consumer, are you willing to part ways with your favorite brand if something does cha-cha-cha-change?\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n\r\n\r\n', 'Cha-cha-cha-changing', '', 'inherit', 'closed', 'closed', '', '895-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 895, 'http://cbx.cappendev.com/895-revision-v1', 0, 'revision', '', 0), (1250, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'After stepping outside of a Lower East Side restaurant one Sunday afternoon, I was struck by a New York moment. It was not my first, nor even my fiftieth, but this brief moment in time struck a chord and composed a beautiful symphony of discovery.\nThe rain felt like water balloons and my umbrella was nonexistent. As I scrambled to hail a cab on Orchard, a bright sign with a two-word logo lockup caught my eye. Reed Space, one of the world’s most innovative boutiques, became my safe haven that day.\n\nAs an enthusiast for this lifestyle brand, I am intrigued by the consumer experience Staple Design, the brand’s originator, has curated at retail. Reed Space is owned and operated by the agency’s founder Jeff Ng, who has expanded the company to three divisions since its inception in 1997: a creative agency, a clothing collection and a commercial store in NYC and Japan. This equation has positioned Staple as one of the more influential and trendsetting brands today.\n\nAfter stepping inside of their retail space for the first time, I found myself enthralled by the very items that Staple Design is NOT widely known for: art, gadgets and accessories. The door opens up to a long narrow corridor; the right wall is lined with book after book sitting atop about one hundred white chairs that are seamlessly woven together as elevated shelving.\n\nThe rest of the store carries a grip of art and merchandise that looks and feels on-brand. Is this surprising? No. Does it represent a best-in-class boutique experience at retail? Yes. Not only does Reed Space have an art gallery next door (Reed Space Annex), the minimalistic store design brings their product offerings front and center. Plush wood sits beneath collections of graphic tees and sneakers. Jackets and button-ups run parallel to the clean white walls that frame this mecca of streetwear.\n\n\"\"Google.com defines boutique as “a business that serves a sophisticated or specialized clientele.” The under-the-radar nature of these shops is both mysterious and fascinating. Across NYC and abroad, these formats make it a point to go unnoticed to the general public through innovative signage, faux storefronts and unique store locations. The end goal is not to earn extravagant profits but to connect with humans in new, engaging and innovative ways.\n\nReed Space and many other boutiques around the world have become a destination for consumers to discover, learn and educate themselves beyond the very products they purchase.', 'Chic Boutique', '', 'inherit', 'closed', 'closed', '', '992-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 992, 'http://cbx.cappendev.com/992-revision-v1', 0, 'revision', '', 0), (1251, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\"\r\n\"\"\r\n\r\nBrands continually add new ingredients, flavoring and benefits to their products in order to get consumers to think they are new, different and worthy of their dollars. They know that consumers respond to innovation; they want “new news.” But for certain categories, there’s only so far they can go with innovation.\r\n\r\nThis idea struck me this morning as I was shaving, because let’s face it (pun intended): the need state of that category hasn’t changed in about a thousand years. Hair grows on face. Man solves problem by shaving hair off of his face. Hair still grows at the same speed. The desired effect hasn\'t changed. Comfort has always been an issue, which is why – while you used to buy aftershave to soothe your skin --  shavers now have lubricant built in. And whereas there used to only be one blade, now there are five, plus an extra one on back for precision (and yes, the extra blades DO make a difference). Unfortunately, no one can really own the idea of how many blades there are. So where to now? Gillette already tried putting a battery in their shaver and had to settle a class action lawsuit challenging their claims as false.\r\n\r\nThe truth is, razors don\'t really need to be that different – which is why brands have made this into what I call a “confusion category.” Too much overcompensation to make every aspect of a product seem innovative only serves to confuse the consumer. To see what I mean, take a look at these offerings from  Bic, Schick and Gillette. Notice how many brands and trademarks are layered on each product.\r\n\r\nBIC® Comfort 3® Advance™ shavers\r\n BIC® Soleil® Bella™ scented shaver\r\n\r\n\"\"\r\n\r\n \r\n\r\nSchick® Xtreme3® FITstyle® refresh shavers\r\n Schick® Quattro® Titanium® Trimmer shavers\r\n\r\n\"\"\r\n\r\n \r\n\r\nGillette® Fusion® ProGlide™ Power razor with MicroComb™\r\n Gillette® Venus® Spa Breeze™ razor\r\n Gillette® Fusion® ProGlide™ Hydra Smooth™ Shave Gel\r\n\r\n\"\"\r\n\r\nSeveral other “confusion categories” come to mind: toothpaste, laundry detergent and cold remedies, to name a few. Is it really necessary for certain brands to force innovation? Or do you think it’s all leading to a dulling of these brands, instead of making them stand out on shelves?', 'Confusion Branding, or, My Brands Have Brands', '', 'inherit', 'closed', 'closed', '', '905-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 905, 'http://cbx.cappendev.com/905-revision-v1', 0, 'revision', '', 0), (1252, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', '\"\"\r\n\"\"\r\n\r\nEveryone is talking about Charlie Sheen and what is interesting is that people really want to know about this guy. The digital world has been set on fire in anticipation and observation as he rants his way out of a career or into eternal career enhancing notoriety.\r\n\r\nHe is, as we speak, creating his own PR machine to manage his direct line to people so he can continue to have his say. On March 1, 2011 Sheen joined twitter and by 6pm @charliesheen had 108,000 followers and had not yet tweeted a single thing. He was accumulating followers at a rate of 1,000 a minute while we were watching. In fact, by midday March 2nd he had over 840,000 followers and had begun tweeting with the likes of Floyd Mayweather and inviting @iamdiddy over to hang out.\r\n\r\nWhile it is fun to watch this unfold, it is also a lesson for brands. Companies with big names and some notoriety like Delta, Amex, and Best Buy, all of which seem hard to reach and larger than life (much like Sheen) are also notable for being highly responsive on their twitter feeds. Within minutes of a post you can get a personal reply. Here are a couple of examples from a colleague’s twitter feed:\r\n

    \"\"

    \r\nIn case you’re wondering which brands are winning in this channel, Mashable gives a good roundup of the best twitter brands, which includes Chevrolet, Marriott Hotels and the Detroit Pistons. These brands are connecting with consumers in a very public yet personal way. Those that continue to proactively pursue these interactions and build a closer connection with consumers will be the winning brands in the future. The question remains however, what will become of Charlie, but we’ll be right there following him.', 'Connecting with Consumers, the Charlie Sheen Way', '', 'inherit', 'closed', 'closed', '', '872-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 872, 'http://cbx.cappendev.com/872-revision-v1', 0, 'revision', '', 0), (1253, 1, '2018-09-24 18:48:56', '2018-09-24 18:48:56', 'Last week in our series of 2016 predictions, we took a look at coming trends in life sciences. This week, we’re turning our attention to consumer brands—what’s in and what’s out when it comes naming and writing for consumer goods and services. \r\nThe first millennials turn 35 this year. They are coming of age as leaders of industries and heads of movements, and nearing their maximum earning potential. They are now the holders of the average household’s purse strings. Not surprisingly, the way consumer goods like apparel, food or personal care products are marketed has shifted dramatically to appeal to a generational demand for transparency, authenticity, and purpose. Here is our take on what will be in and what will be out for consumers in 2016.\r\n\r\nOUT: Faux Founders \r\nIN: Mascots\r\nCreating a fictitious founder has long been a trick namers have pulled out of their magic naming hats as a shortcut to authenticity. Sadly, there is no Mrs. Paul cooking up fish sticks in a quaint seaside cottage. Betty Crocker? A figment of marketing imagination. Dr Pepper was never a real doctor, nor a real person, for that matter. This time-honored naming trope may have worked with Boomers and Gen Xers, but just doesn’t fly with Millennials. For them, there is no shortcut to heritage. So what’s a namer to do? This is where the mascot comes into play. Brands like Casper and Oscar use uncommon names as analogies that say, “If our brand were a person it would be this type of person.” The names paint a picture of the brand’s character without going as far as inventing a false identity. By the way, not all is lost. Sara Lee and Chef Boyardee? They’re real.\r\n\r\nOUT: Crazy Coined Names \r\nIN: Under-used real words\r\nNearly 400,000 new trademarks are filed every year in the US alone. Fitting into a trademark landscape that grows more and more crowded by the second takes creativity, and in some cases, an embrace of the absurd. This is what prompted the emergence of the crazy-coined-name boom born from the dot-com boom. Hallmarks of that era include naming gems like Razorfish, Flooz, Kazaa. All typify a reliance on coining and the liberal use of the letter “z”. Now, we are more likely to unearth a real word that perhaps hasn’t been in everyday use for a while. Take Gimlet Media – the name NPR’s Alex Blumberg selected this year for his new podcast media company. The name is a throwback to a Madmen era cocktail that fell from the mainstream decades ago. An old-fashioned name is refreshed in modern usage, signaling a new era in which sparkling conversation returns to media.\r\n\r\nOUT: Heavy-Handed Brands \r\nIN: Un-Brands\r\nIn the eighties and nineties consumers couldn’t get enough brand names. Every t-shirt, every purse, every box in the pantry had a big, impressive brand name or logo. The pendulum has most definitely swung. Enter the era of normcore, a fashion trend characterized by average and unpretentious style. The normcore lifestyle not only pervades the fashion world, but has seeped into all aspects of the consumer landscape. This year General Mills launched The Good Table, a straightforward, understated brand with a simple promise to put more good meals on the table. No pomp. No circumstance.\r\n\r\nAnd with that, we close out our predictions for naming and writing this year. Until next year.', 'Consumer Brands: You\'re Either In Or You\'re Out', '', 'inherit', 'closed', 'closed', '', '1060-revision-v1', '', '', '2018-09-24 18:48:56', '2018-09-24 18:48:56', '', 1060, 'http://cbx.cappendev.com/1060-revision-v1', 0, 'revision', '', 0), (1254, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'The recent emergence of craft beer illustrates the significance of branding. As many now know, craft beer has become one of the hottest growing categories on the market, and with this growth comes fierce competition.\r\nHere\'s a little bit of context: In the past four years alone, the craft beer industry has grown from 1,625 breweries in 2010 to 3,418 breweries in 2014. That’s an increase of almost 210%! Needless to say, this spurt has left brewers scrambling to find new ways to stand out on crowded shelves and rotating draft lines. But the question remains, how can small breweries drive brand awareness in an industry flooded with marketing dollars from beer giants like Anheuser-Busch and MillerCoors? Well, despite limited advertising budgets, craft brewers have quickly discovered that strong branding and packaging design can be their biggest ally for differentiating and promoting their product in market. According to Ian Knowles of Spruce & Norton, an NYC-based craft beer investment firm, “The new generation of beer drinkers are looking for depth of character in the brands they purchase, they look for sincerity in the product offering and how the story is being told. Ultimately, this starts with a strong brand identity, the ones that understand this and execute accordingly will be the ones to thrive.”\r\n\r\nTake, for example, the ever-crowded beer selection at your local grocery store. It can feel pretty intimidating. As a consumer, odds are that you’ve probably never heard of, let alone tasted, over 70% of the beers looking back at you. But this lack of bias is exactly what makes good branding all the more essential. One brewer who I’ve seen take this insight to heart is Uinta, a Utah-based craft brewer. With just one look at their packaging, one feels the vibe that the brewery offers its consumers. Bold, illustrative imagery of the great outdoors makes me picture fun activities such as hiking, fishing or camping during which Uinta would be most enjoyed. But what truly separates Uinta from other competing beer brands is its portfolio, which offers a consistent visual voice while never losing sight of each beer’s individual brand story.\r\n\r\n\"1\"\r\n\r\n\"2\"\r\nhttp://brewlust.com/uinta-brewing-makes-canning-look-good/\r\n\r\nThis shift in consumer preference for richer brand storytelling has not gone unnoticed amongst macro brewers. Beer giants like Budweiser, Miller and Busch have all recently updated their brands to compete with craft brewers like Uinta that are now considered a real threat. Each macro brewer has taken a different approach to address this new challenge.\r\n\r\nBudweiser has chosen to keep its classic packaging and double down on its existing brand story by promoting macro beer that is “Brewed the hard way.” This was best exemplified by its Super Bowl ad, which chided craft beer drinkers and brewers alike with the phrase, “Let them sip their pumpkin peach ale, we’ll be brewing us some golden suds.” By identifying itself as the tried-and-true, classic beverage choice, Budweiser has, in essence, given its consumer base a more personal narrative to identify with.\r\n\r\n\"3\"\r\nhttp://adage.com/article/special-report-super-bowl/bud-proudly-macro-swagger-filled-super-bowl-ad/296932/\r\n\r\nTo better compete with dynamic craft brands, Miller and Busch have also taken steps to make their brands feel more personal to consumers. Miller, which has experienced declining sales since 2009, recently saw a significant boost after redesigning its packaging to leverage the brand’s heritage more effectively. Its nostalgic packaging appeals particularly to millennial consumers, who are known to appreciate stories with more depth and authenticity. According to Ryan Reis, senior director for Miller’s family of brands, the packaging has even had a psychological effect on consumers, with some claiming, “I think the beer even tastes better.”\r\n\r\n\"4\"\r\nhttp://www.bloomberg.com/bw/articles/2014-09-11/miller-lites-original-label-sales-boost\r\n\r\nAnd similar to Uinta, Busch has redesigned its packaging to appeal to certain consumers’ unique lifestyles. This can be seen through its limited edition cans, which cater to its blue collar demographic by depicting activities such as hunting and fishing. In this way, Busch is giving its brand a more humanized personality while also inviting consumers to interact with the brand in new ways.\r\n\r\n\"5\"\r\nhttps://www.wideopenspaces.com/busch-beer-fishing-cans-return-with-a-chance-to-land-a-trophy-pics/\r\n\r\nSo what can we take away from this growing category? I find it particularly refreshing that small independent companies have the ability to disrupt an entire industry through branding and design. By focusing on good storytelling, craft brewers have pushed their macro competitors to be more creative, take greater risks and start to move away from their decades-old, largely stagnant branding campaigns. I can only hope more companies are inspired to catapult their brands forward by being brave and repositioning their brands to focus on a strong and connected brand story (or \"big idea\") that speaks to their consumers on a more personal level.\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n ', 'Craft Beer: How I Explain the Importance of Good Branding', '', 'inherit', 'closed', 'closed', '', '1037-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1037, 'http://cbx.cappendev.com/1037-revision-v1', 0, 'revision', '', 0), (1255, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'Becoming a “licensee” allows brands the opportunity to extend into a new category or industry, modernize, stay relevant and build upon their brand value. When choosing the right licensing opportunity and when implemented effectively, it can have tremendous benefits. As of late, we’ve seen this with Minion-mania. It’s been said that Universal will make more off of licensed products than the Minions movie that just came out in July. Sounds tempting, right? But before jumping in, let’s take a step back and evaluate licensing.\r\nThe way I see it, licensing is a very personal tool used by brands. I often think of it as a relationship. Two people joining as one and representing what each other stands for. You look to benefit from each other, you meet each other’s friends and as a couple you work together to make each other happy. But unlike a relationship, you have the opportunity to plan for success prior to creating the partnership.\r\n\r\nHere are five guidelines for brands to keep in mind when thinking of entering a (licensed) relationship:\r\n\r\nWhat are you looking to get out of this?\r\n\r\nLicensing should be used as a strategic business tool. Brands that want to license someone else’s intellectual property should take a step back and understand what exactly they want out of this new relationship. Don’t just think of the why it is financially worth the investment, but instead and most importantly, how it is adding value to your brand.\r\n\r\nKnow your partner.\r\n\r\nWhile the brand you want to license is a big hit and seems like a no-brainer, you must do your homework. Is there anything in the brand’s past that would be harmful to yours? Has that brand been plastered all over other products? You don’t want to become a “me-too” brand that’s just finding an easy win. Consider if the licensed brand has become diluted or is at the end of its popularity.\r\n\r\nWhat emotions will be evoked?\r\n\r\nBrands elicit emotions in consumers. Think about the reaction you want at shelf and how that ties to your product. Does your soda brand with the Minions on it evoke a fun, Friday-night pizza party? Or a mischievous child that’s out of control? Predict how your consumers will relate to the partnership.\r\n\r\nDon’t overreach.\r\n\r\nWhile it might sound like a good bargaining tool for mom, Minions on cleaning products is probably stretching it. Make sure to have an evident connection between your brand and the licensed brand. It needs to be a partnership that doesn’t feel forced and easily allows consumers to understand why they are associated.\r\n\r\nKeep your target audiences in mind.\r\n\r\nYou have your current or primary consumers that you’d like to keep loyal, but the licensing opportunity gives you the chance to reach a secondary target. You’ve caught their eye and can start building new consumer recognition and affinity. Let the brand you license step up and attract that secondary target as long as it doesn’t alienate your current consumers.\r\n\r\nWhile you have the opportunity to plan for success before entering the partnership, keep in mind that it will most likely be for a limited time. Ensure that you get the most out of that time by keeping your brand strategy front and center, aligning on all levels at all times. Because let’s face it, Minions come and Minions go, but your brand is here to stay.\r\n\r\n \r\n\r\n ', 'Date At Your Own Risk: Licensing in Branding', '', 'inherit', 'closed', 'closed', '', '1049-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1049, 'http://cbx.cappendev.com/1049-revision-v1', 0, 'revision', '', 0), (1256, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '\"\" By Sandra C.

    \"\"

    \n

    \n

    The company that owns the long standing Max Factor brand, Procter & Gamble, is discontinuing the line in the US as of this year, signaling the death of an American icon. It doesn’t count that Max Factor is still going to be distributed globally in over 60 markets (it has a different look and feel outside the US and has for some time), it will still disappear entirely from the US market. So, for most American women, this is a sad event.

    \n

    Max Factor has been around since the beginning of Hollywood, and up until the brand’s relaunch in 2005, it conveyed aspects of that legendary Hollywood glamour in its marketing efforts. As a result, it gained nostalgia with a heritage that other makeup brands would love to have. Its extermination, for many consumers, it is like experiencing the death of a Hollywood legend. In fact, many women who feel upset are not even current Max Factor consumers.

    \n

    So the question remains, when a brand dies with such a strong equity, should it be buried and forgotten, or resuscitated? Should P&G hold on to the name and not allow anyone else to bring the brand back to life? I don’t think so.

    \n

    There are many women who are disappointed (just read posts on blogs and you’ll see: Bellasugar.com and Confessions of a Mommy Makeup Addict and if there was a way to distribute this brand through channels that are open to the brand, it could make money. Perhaps it could be repositioned and repackaged as a higher end brand and made exclusive? Even though this may not be possible at the moment due to ownership rights, a strong brand equity, which is so hard to build, is more than enough reason to think of new ways to keep the brand alive and find new avenues to capitalize on its recognition.

    ', 'Death of An American Icon', '', 'inherit', 'closed', 'closed', '', '830-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 830, 'http://cbx.cappendev.com/830-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1257, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'In Part 2 of our 3-Parter blog series examining packaging design, Krisana Jaritsat discusses how thoughtful packaging can serve as a bigger marketing and media experience for consumers.\r\n***\r\n\r\nBack in early 2016, when Evan Spiegel, the co-founder and CEO of Snapchat (or more accurately, Snap, Inc) was asked to describe his Gen Z and Millennial favored social media platform, he stated “it was a camera company.” According to a Piper Jaffray Report in 2016, Spiegel’s “camera company” was named the most important social network by teenagers. Not the company whose mission was to help connect the world (that would be Facebook) nor the company cited years ago as an entertainment platform by its founders (that would be Instagram). No, the most important tool in a teenager’s arsenal was one that helped document and share their lives in ephemeral images (alongside a dancing hot dog) via their phone or a pair of circular $130 sunglasses.\r\n\r\nNow certainly, what a difference the past two years make. Once a darling of the tech world, the common conversation around Snap these days ranges from whether their IPO was overvalued, can the company innovate fast enough to compete with competitors or the increasing decline of their DAU’s amongst a slew of other topics. Regardless of whichever direction Snap goes, it is inarguable that the company has been one of the most influential companies in the past few years. And that such a company self-prescribes not to the technology, media, or entertainment worlds but instead, but as a visual documentation entity, should be a telling sign of demographical taste and behavior. And perhaps Spiegel senses a bigger opportunity for his brand in planting a firm stake in the world of visual communications.\r\n\r\nFor those aged 36 and younger (Millennials, Gen Z and ensuing demographics downwards), there has always existed some semblance of digital communications. For those skewing on the older scale, the painful sounds of dial-up connection were the route to connecting with friends and representing oneself through a clever AIM name. Those on the younger end have never known a life without carefully curated and discerningly filtered vacation pictures, feelings and statements expressed in 126 characters or less and seeing every activity of their friends and family represented in timeline-form. For the latter group, the habit of and familiarity with documentation has naturally progressed into that of self-representation.\r\n\r\nThe continued rise of social media platforms, in its increasingly sophisticated forms and features, have undeniably amplified both the means and desire to “self express” and the weight and benefits of those actions. Individuals who’ve figured out how to monetize these actions become “Influencers” with the rest of us following along, sharing our lives and those brands our lives intersect with. And those companies savvy enough to understand the opportunity this new mindset provides them? Well they get to see their brands live out in a myriad of additionally beneficial ways.\r\n\r\nUnsurprisingly, some of the best examples of brands creating unique ways of integrating into their consumer’s lives and personal brands are ones whose founders are apart of these generations. Brands such as Glossier, Warby Parker, Kylie Cosmetics  and Alexander Wang all provide interesting examples of leveraging their customer’s appetite for self-representation through the brands they consume. Using design as the primary tool, the brands packaging and points of purchase are tailored-made to be photographed and shared, cultivating a loyalty and affinity from its users and those literally, “Following” them.\r\n\r\nPackaging for the ‘Gramming\r\n\r\nGlossier is a digital-first and youth-targeted led beauty and lifestyle brand. Google “Glossier” and you can read a myriad of glowing articles and reviews on its products, business model or Millennial founder. In the articles, a handful of “product as porn” photographs accompany the copy; face lotions and lip balms meticulously shot and angled, with sunlight bouncing off its container or sitting amongst other beautifully “millennial pink” hued products. Most likely, you’ll see them set against a “millennial pink” place mat of sorts. It all looks professionally photographed. But, look again. See the familiar Instagram frame? The image isn’t from the company. It’s an image from one of the brand’s many countless fans.\r\n\r\n#glossierpink and #glossierinthewild are only two of the many hashtags on Instagram its fans tag of their newly purchased products or sometimes, of a similar pink hue they stumble upon in the world that reminds them of their preferred beauty brand. While the products themselves, which are meticulously and obsessively reviewed on many blogs and more Reddit threads you can count, are supposedly the “hero” of the brand, what’s more interesting is the community the brand has built that evangelizes the brand all on their own and mostly on visually-driven social media platforms. Creating a fan of one consumer through thoughtfully made products is great; equipping the same consumer with boxes, stickers and place mats so they can shout out their love to their followers…who in turn, shout out their love to their followers, that’s packaging that gets extra mileage.\r\n\r\nEquity through Affiliation\r\n\r\nSavvy brands understand the start of the product experience doesn’t begin solely at use. More accurately, it begins at point of purchase regardless of whether the item is bought IRL or URL. Warby Parker’s in-store retail experience and customer service is consistently lauded; but the first sole experience the buyer has with the product is the retrieval of the glasses from the Warby Parker branded cotton tote bag the purchase comes in. The glasses are the star but the package its housed in begs to be re-used and why wouldn’t you? It’s re-usable, well sized and the cache of being affiliated with a millennial-friendly non-conglomerate, socially conscious brand (as oft-told, an additional pair of glasses is donated alongside each purchase) reflects nicely off your personal brand.\r\n\r\nThe packaging bypasses its designated life as a disposable container. Instead, it both contributes to a more premium “un-packaging” experience and gets an extended presence into the user’s life. The brand is carried around like a badge and the user reaps the benefits of functionality and cache. And to think, it could have just been a plastic bag.\r\n\r\nPackaging as Access\r\n\r\nThe popularity of the Kardashian family backed, Kylie Cosmetics line has not been without its controversy. It’s faced many accusations, amongst them- re-packaging old colors and re-selling them to  re-appropriating another artists’ work. However, the brand, since its introduction in 2015 (initially as Kyle lip kits), was a hit from the start, amassing long queues of overnight campers at its sporadic pop-up shops and racking up pages of press-hype salivating at each of the brand’s product launches. Products sell out within hours of launch and social media images pop up shortly of ecstatic buyers gleefully showing off their new purchases.\r\n\r\nAlongside the product itself, the branded packaging serves up opportunities for social-media driven/social-media worthy attention. Visit the brand’s official website or official Instagram page and you’ll see as many product shots as you do packaging shows – all meticulously angled and beautifully lit. Visit any fan hashtagged paged on Tumblr and you’ll find similar shots. The many distinct design elements that make up the brand- from its main lip logo to her cursive signature not only adorn the products and packaging but the promotional swag sold along side the products themselves.\r\n\r\nThe product quality itself is oft questioned but it’s undeniable that its purchasers are buying the products, which apparently have many “dupes” in the market, for the brand equity. They’re not buying for the cosmetics, they’re buying the ability to flaunt access to the products. These coveted products are limited in quantity and only the diehard few get them…or more accurately, get to them.\r\n\r\nThe product provides function but the packaging serves as social currency representing access. Currency to the ‘Insta-Generation’ isn’t necessarily about high prices or exclusivity beholden to those high prices; instead it’s about accessibility. Or more accurately, the ability to access and consequent ability to document the access on social media.  \r\n\r\nDelivery as Brand \r\n\r\nCollaborations between perceived high and low fashion brands have increasingly permeated the industry the past couple of years. Billed as “exclusive,” the collaborations are typically released in limited supply leading to massive re-sales on websites like Ebay sometimes hours after a launch. Similarly, “sneakerheads” have perpetuated a similar re-sale culture but not necessarily for special collaborations but new releases in general. In both cases, while most brands were initially angered by their profit margin losses due to these re-sales, some have leveraged the unique “business model” to their advantage.\r\n\r\nA couple of seasons ago, streetwear inspired fashion designer Alexander Wang collaborated with Adidas to create the ‘adidas Originals by Alexander Wang Capsule Collection.’ The line was inspired by a subversive take on the storied sport branding; for instance, the Adidas logo was turned upside down and one shirt had a screen-printed contract between Wang and adidas. The guerilla-style marketing was inspired by the sporting goods re-sell market; a truck driving around New York would make stops, buoyed by seemingly obscure flyers and well-timed social media posts a few hours beforehand. Hypebeasts queued to buy the items handed to them in very distinct packaging:  black plastic garbage bags. As in the garbage bags you throw out, well…garbage in.\r\n\r\nThe re-sell market is a peculiar beast; it’s not necessarily illegal but it’s undoubtedly frowned upon as 13 year-old teenagers scoop up the merchandise in droves only to later sell it at 10 times the markup.\r\n\r\nThe entire transaction of the Alexander Wang and adidas collaboration was a nod to the re-sale culture- beginning with underground-like marketing and ending with the final garbage-bag designed encased wink to the unauthorized nature of the transactions.\r\n\r\nUltimately, brands miss out on integrating more deeply into their consumer’s lives when they fail to utilize aspects of the purchasing experience such as the transaction or packaging. It’s not a new notion that the brands consumers buy contribute to representing a certain image they want to convey; however, the proliferation of social media platforms has made self-representation easier to amplify and thus much more enticing. Last year, Instagram expanded its Instagram Direct messaging feature to incorporate a Snapchat-esque feature, Instagram Stories. When the company’s Product Lead for Sharing was interviewed by Techcrunch, he stated “There’s a shift right now… with a generation where the main way they communicate is their camera.” If visual imagery is indeed the main way current generations are choosing to “share about” themselves, it would be in a brand’s best interest to figure out how to play a better role so they become more integral in their consumer’s day to day. And if the solution is through a more thoughtfully designed package, perhaps one ready to be photographed, what’s stopping a brand from participating?\r\n\r\n \r\n\r\nStay tuned for part 3 where we look at how different design cues can serve a bigger purpose beyond \"packaging.\"', 'Design Packaging: Brand as Representation (Part 2 of 3)', '', 'inherit', 'closed', 'closed', '', '1108-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1108, 'http://cbx.cappendev.com/1108-revision-v1', 0, 'revision', '', 0), (1258, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'In Part 3 of our 3-Parter blog series examining packaging design, Vannett Li and Krisana Jaritsat look at emerging design cues brands are exploring as they try to stand out on both a literal and digital shelf.\r\n***\r\n\r\nPackaging’s role on shelf is to attract, engage, and sell. When brick and mortar was the de facto shopping destination for consumers, standing out on  sometimes, a literal shelf in a supermarket or grocery store was one of the primary goals of how brands approached traditional packaging.  Category cliches and functional claims were prioritized over the brand resulting in a sea of uniformity and neon violators shouting “NEW”, “ORGANIC”, “IMPROVED”. Physical constraints of the shelf discouraged innovative structures. An overwhelming amount of brands assaulting the consumer from every angle prevented marketers from launching bold and daring designs in fear that the consumer won’t be able to reliably find their brand. Shopping in store was purely transactional.\r\n\r\nHowever, as shopping migrated online and e-commerce exploding, new considerations had to be made by brands. Design decisions had to reflect and address such issues such as whether your goods were sold on websites like Amazon versus DTC on your own website or how your brands would spread via social media websites like Instagram or Pinterest. However, as result, it’s never been easier and cheaper for a new brand to speak to and build a customer base solely online. Suddenly, packaging design became free from the challenges of a crowded retail environment and the strict constraints of the shelf; instead it could solely focus on engaging the consumer. Brands began utilizing programmable algorithms and digital printing to create limitless design to delight consumers. Two great examples over the past few years was Absolut Vodka, one of the first brands to introduce a limited edition range of four million uniquely decorated bottles in 2012, and Coca-Cola which mass-personalize their bottles by replacing the logo with 250 of the most popular American names via their 2014 ‘Share a Coke’ campaign.\r\n\r\nMany other brands have taken advantage of the digital medium to create packaging that not only serves a function but further connect with their brands in interesting and experiential ways. We’ve identified three emerging visual codes – Personalized Flair, Unshackled Creativity, and No BS– that will be particularly interesting to keep an eye on.\r\n\r\nPersonalized Flair\r\n\r\nWhen something is made especially for you, it is instantly more special than any mass design – no matter how many million variations may be out there. It’s exactly how you want it, no alternations or adjustments needed. More importantly you’ve invested the time to create it and the brand has invested time in getting to know you. That’s a pretty powerful bond.\r\n\r\nKellogg\'s Bear Naked introduced their Custom Made Granola offering in 2016 with the help of IBM Watson. Consumers can choose from 50+ ingredients to create their custom blend or allow “Chef Watson” to suggest a blend based on their personal flavor preferences. After you finalized your custom blend, Bear Naked lets you to name your blend and select one of five bear illustrations to represent your creation.\r\n\r\nWithout the challenges and constraints of an in-store environment, Bear Naked’s Custom Made Granola packaging has the permission to take on a much more confident design. The Bear Naked bear is bear is front and center without being overcrowded by claims. The plastic pouch with a window has been traded up for a premium tin as communicating taste appeal is not a necessity. Paired with bold box and a handwritten note, Bear Naked’s Custom Made Granola is a superior brand experience.\r\n\r\nNew York based startup Function of Beauty is giving its consumers the ability to customize their shampoo and conditioner. Consumers start with a quiz to build your hair profile and tell the brand about your hair goals. Once your profile is complete, you can customize your formulas via scent, fragrance strength and color. A couple of days later, your shampoo and conditioner arrive in a beautifully designed box with directions for washing and conditioning, a full list of ingredients, and two pumps. The inside of the box reminds you to “celebrate individuality.\"\r\n\r\nUnshackled Creativity\r\n\r\nThe combination of digital disruption and the increasingly design-conscious consumer have both allowed and pushed brands to tinker with any traditional notions and constraints of packaging. A website like The Dieline provide forums for design lovers to analyze and comment on every single detail of a package from the front choices of the ingredients list, the merits logo sizes to the specific Pantone hue chosen for a carton label.\r\n\r\nDirty Lemon, a New York based beverage company specializing in detoxifying beverages infused with collagen, ginseng and charcoal, houses its liquids in bottles seemingly inspired by the artist Piet Mondrian .  The bright colors and geometric designs of the package are tailored-made for the “Instagram generation”- which may be apart of the business strategy itself. In an interview with the fitness and lifestyle blog, The Path, founder Zak Normadin (who comes from an advertising background nonetheless) admits the beginning of his product research started on Instagram, analyzing how his targeted Millennial demographic’s behavior on the platform.\r\n\r\nInterestingly, with close to 60K followers currently on the platform, the brand posts very few images of the hero bottle itself and instead, choose to highlight wellness and aspirational living. However, a quick search of the brand’s hashtag reveals numerous images of the bottle, carefully art directed against a bare background or lovingly held in hand, by it consumers.  Who would’ve thought charcoal-infused water could look so beautiful?\r\n\r\nDollar Shave Club, the razor and personal grooming products, began as a VC backed company with a humble value proposition. The brand, started in 2011 by founders who met at a party, delivered razors to consumers via a monthly subscription. The products had cheeky names like “The Humble Twin” or “The Executive” (razors) and “Boogie’s” (hair products); five years later, in 2016, they were acquired by Unilever for reportedly $1 billion in cash. \r\n\r\nDollar Shave Club’s unconventional journey, beginning with a unique DTC offer was perhaps indicative of its overall unique marketing. The brand’s irreverent sense of humor is clear in its initial efforts with video marketing - one of its first videos is titled “Our Blades are F***ing Great” – to its social media-ready Welcome Kits and various packaging collateral . By understanding that not only does an unconventional brand deserve unconventional branding but that its brand voice must be consistent throughout its marketing ecosystem, Dollar Shave Club uses its packaging as a method of reiterating its brand time and time again- and often in hilarious ways. \r\n\r\nThinx is a brand challenging not just traditional notions of product category but of how a product category can be marketed. Self described as period-proof underwear, Thinx is attempting to compete against the entire feminine product category. The majority of marketing for menstruation products is focused on empowerment, activity or the “logistics” of how the product works itself. Thinx approaches menstruation straightforwardly in both its marketing and packaging, sometimes in a cheeky manner (i.e grapefruit and eggs as subject matter, illustrated cartoons as directions) in elegantly muted and sophisticated color tones and photography. While the packages itself may not be as Instagrammable as other brands (which may be more so a result of societal attitudes towards mensturation), they do challenge how a product, often treated as a taboo product, is creatively presented, marketed and communicated about.\r\n\r\nNo BS\r\n\r\nAlongside bespoke-ness and creativity, we can address the opposite end of the spectrum: straight-forward, to-the-point, no BS branding. Nowadays, we are repeatedly told of the lack of loyalty customers seemingly have towards brands. The culprit?  Possibly a number of factors- newer generations valuing experiences thus paying less attention to stiff  (and the name on the stuff), more competitive pricing as a result of the number of SKU’s available, consumer desire to align with a brand’s bigger value and purpose to the world, who really knows?\r\n\r\nWhat we do know though is the marketplace’s reaction. Not just through products made and sold but how its marketed and packaged. A recent entry into essentially the private label business is Brandless. Launched in Spring/Summer 2017, the e-commerce DTC startup offered an interesting proposition: household and food items all priced at $3. Sans logo or “name” (Is Brandless the name or the notion? Both?), the company sells its products in minimally designed packaging with the product name “Maple Syrup” and “Gel Hand Soap” featured front and centered. Not to say the designs aren’t aesthetically pleasing, they are generic yet pleasant. In bypassing all traditional norms of what constitutes the beginnings of a brand- Logo? Name? Easily identifiable aesthetic? – instead, Brandless focuses its spotlight on its unique and peerless brand proposition. Perhaps the new emerging visual code of packaging is none at all?\r\n\r\nThe new opportunities that digital provides for brands to connect is unprecedented and uncharted. The traditional functionality that packaging previously provided is now replaced with various ways to entertain, inform, and thoughtfully market not just the product or service being sold but additionally, the brand’s values, intentions and point of view. If done correctly, the experience and design of a package can also have a second life as an emblem for the consumer. If you’re lucky, you too may find your bottle or bag on a buyer’s Instagram’s page….and hopefully they’re remember to hashtag your brand correctly. ', 'Design Packaging: Emerging Visual Codes (Part 3 of 3)', '', 'inherit', 'closed', 'closed', '', '1110-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1110, 'http://cbx.cappendev.com/1110-revision-v1', 0, 'revision', '', 0), (1259, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'In Part 1 of our 3-Parter blog series examining packaging design, Sarah Mitty explores the necessary evolution of packaging design in order to survive  our digital-driven times. \r\n***\r\n\r\nIt is no secret online shopping creates an entirely new purchasing journey for the consumer. What was previously a physical experience of interacting with products has now become virtual as well. Nowadays, thumbnail icons are the new shelf-presence and 3-D zoom is the equivalent to picking up a product and holding it in your hands. Now, packaging not only needs to work on shelf—but also in the digital realm.\r\n\r\nWhile the online shopping revolution may make some nostalgic for the days of brick and mortar, online purchasing allows for exciting new opportunities in packaging functionality.\r\n\r\nFrom Shopability to Usability\r\n\r\nIn-store Functionality\r\n\r\nWhen considering in-store shopping as the primary avenue for consumer interaction, the function of package design is to attract attention on shelf and enhance the experience of in-person interaction. The purpose of packaging for in store is not only to create a visual experience but a tactile one as well.  \r\n\r\nProduct packaging needs to physically work in a store context. This means that a shape-shifting bag of cereal requires an upright box to sit on the shelf, a 12-pack beer needs handles so it can be easily carried and blister packs are a necessity for select products to prevent tampering.\r\n\r\nAdditionally, package design must aim to attract consumer attention. Through maximizing shelf space with attractive colors and unique designs, a product can stand out from the crowd; functional packaging accomplishes the feat of brand recognition. When loyal customers scan store aisles for their favorite product, they are looking for the distinct colors, imagery, and structures associated with the brand. Drastically changing packaging can be a dangerous gamble for in-store shopping. Failure to recognize brand packaging can send a message of inconsistency and confusion over brand personality and values.\r\n\r\nOn-line Functionality\r\n\r\nWith the imminent move to digital from all brands, we are not far from a full-blown e-commerce takeover. It’s hard to find something that cannot be purchased online, and more products are now exclusively sold direct to consumers via brand websites.\r\n\r\nPackage design now often lives on a jpeg, and delivery to doorstep is the norm. Many of those with store restraints can become non-issues if products are purchased online. Packaging no longer needs to work on shelf, which means goodbye nail breaking blister packs and hello clear plastic bags of cereal.\r\n\r\nWhile it may seem like an exaggeration, is there really problem with stamping your brand name on a non-descript bag and shipping it to consumers? Brand recognition online is all too easy—simply type “Cheerios” into Amazon and up pops every variation of the product you could ever dream of. If consumers see the iconic yellow box online, is it a problem if all they receive is a translucent bag with just the product?\r\n\r\nThere are pros and cons to such an approach of online packaging. A few pros: It can be much more cost efficient; by removing the extra cardboard box, the same product can be sold at a lower price. Additionally, it is much more sustainable. Ditch the box, save a tree.\r\n\r\nYet, it is not quite so simple. A possible con is that the product still needs to work in the home, and even if it doesn’t have to sit on shelf in a store, it has to sit on shelf at home. So maybe the flimsy bag of cereal will have to wait.\r\n\r\nThe shipping process also brings new meaning to functional packaging. Now, it is all about facilitating a speedy and damage-free journey for the product from manufacturer to consumer. Keeping products safe throughout shipping requires massive amounts of bubble wrap, cardboard, and other environmentally-damaging materials that would not have been needed in store. So, even if we got rid of the cereal box, we’d need an even stronger cardboard box around the cereal itself to protect it during shipping.\r\n\r\nPerhaps playing with packaging structure in this way is something that can be explored by brands selling online. Maybe boxes for shipping can become the branded packaging itself. Or packaging can move on from the traditional box structure and take a different form entirely. Without the restrictions of the demanding store shelf, brands can become creative with package design by taking advantage of the opportunities e-commerce brings.\r\n\r\nPurely Function to Functional Experience\r\n\r\nOn-line shopping both breaks down barriers and creates new ones for package design. Of those broken down, flexibility in package structure may be the most substantial. Although shipping a bag of cereal may not work (yet), the idea that packaging can break out of traditional molds is an interesting consideration. Product structure can be altered off shelf to better-fit consumer wants, such as ease of use, cost efficiency, and sustainability. While these practical advancements would undoubtedly improve the lives of consumers, even more exciting is the possibility for brands to play with structure in a way that reflects brand purpose.\r\n\r\nA great example is Thelma’s Treats, a small company out of Des Moines. For their deliveries, Thelma’s uses an  innovative box structure that looks like an oven to reflect the fresh-baked cookies inside. This structure would never fit nor be effective on a store shelf due to its size and shape. Yet, since the cookies are sent directly to the home, the oven shaped package provides an exciting unboxing experience that emphasizes brand personality and values.\r\n\r\nIn a similar vein, Trunk Club provides online personal shopping assistants that send hand picked clothing selections to homes in a trunk-shaped package. Consumers experience a unique unboxing moment when they open their trunk, revealing the surprise clothing pieces their stylist selected for them. Trunk Club uses packaging to enhance user experience in a category where packaging isn’t even entirely necessary. When you shop for clothing in store, there is no packaging involved. However, Trunk Club uses a combination of clever marketing and inventive packaging to send clothing to consumers in a way that is both interactive and exciting.\r\n\r\nFrom Excess to Eco-Friendly\r\n\r\nThere is also possibility to promote sustainability through e-commerce package design. While most brands opt to go the traditional route and ship products in heavily padded cardboard boxes, there is room for innovation to better resonate with environmentally conscious consumers. People want to purchase brands that reflect their values, so consumers who care about the environment may be more partial to a brand that emphasizes sustainable initiatives such as eco-friendly packaging. Zara, for example, recently launched their “boxes with a past life” campaign. When consumers order online from Zara, their purchases arrive in a 100% recycled cardboard box. With the parallel rise of digital commerce and environmental activism, sustainable campaigns are not only smart but culturally relevant. \r\n\r\nWhile some brands are already taking advantage of the opportunities that e-commerce packaging provides, many have still not altered their in-store packaging. Although in-store purchases account for 91% of sales, on-line sales are growing rapidly and staying ahead of the curve could have major pay offs.\r\n\r\nExpect to see many more brands playing with package functionality and structure in the near future. With the unavoidable digital revolution materializing before our eyes, it is crucial to keep up with brands that are providing a superior consumer experience through innovative online packaging.\r\n\r\n \r\n\r\nStay tuned for part 2 where we look at the new and and unique media and marketing opportunities afforded by smart and thoughtful packaging design. ', 'Design Packaging: Package Functionality in the Digital Age (Part 1 of 3)', '', 'inherit', 'closed', 'closed', '', '1107-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1107, 'http://cbx.cappendev.com/1107-revision-v1', 0, 'revision', '', 0), (1260, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'Choosing a place to eat in the ever-evolving and expanding food scene of New York City can be a daunting task. There are thousands of choices, many of which are convenient, affordable, and pretty tasty. But for myself and many of my peers, choosing a place to eat is about much more than the taste and price tag – it’s actually about being a part of a thoughtful dining experience. In addition to good food and good service, that experience is a result of good branding.\r\nCreating a memorable dining experience (or any type of physical experience for that matter) is done by making connections; connections between the identity of the brand and the physical space, connections from that brand to the customer. From a restaurant’s mission statement to its décor, right down to the logo and the menu, our expectations have changed, and we want that connection in our day-to-day dining experiences.\r\n\r\nThere is a scale of breadth and depth at which restaurateurs are using branding to create a unique experience that’ll make them top-of-mind. On the shallow end of the spectrum, the experience may be primarily aesthetic – a restaurant is memorable because of its use of integrated design elements in both the two- and three-dimensional domain. There are a couple of great examples of this tactic just a stone’s throw away from our office.\r\n\r\nOXIDO – 23rd & Broadway\r\nLoud and colorful, these guys aren’t taking themselves too seriously – which is what makes for such a memorable spot to grab a bite at lunchtime. The food is tasty, but it’s really the playful logo and menu, tone of voice (“Get sauced!” says too-cool mascot, El Jefe), and unconventional use of interior finishes that make this space a go-to spot for me.\r\n\r\n\"Untitled\"\r\n\r\nINDIKITCH – 23rd & Broadway (across the street from Oxido!)\r\nThis place does something that I’ve been hoping for since the dawn of assembly line style casual dining – it brings Indian cuisine into the mix! And it’s done in a really clever way. Indikitch uses simple illustration-style menus that make it easy for non-experienced diners by making the cuisine approachable. They also use their simple yet bold color palette of white, charcoal grey and red in a meaningful way to create playful queuing paths from the door to the counter.\r\n\r\n\"Untitled\"\r\n\r\nBeyond the approach of aesthetics, some restaurants use their mission, or reason for being, to drive the design decisions that form your experience. They really make their purpose come to life in the space they live in – using all avenues to be memorable and meaningful. Again, there are some good examples of this right around the corner.\r\n\r\nDIG INN – 17th & Broadway (with new shops popping up every few months)\r\nThe affordable “farm to counter” premise is not only brought to life in the wholesome food they serve, but also in its environments in many clever ways. One feels as if parts of the farmhouse have been dropped right into the surroundings. Reclaimed wood, country patterns and low lighting levels seem familiar and give you that warm & fuzzy feeling, all while gobbling up a delicious plate of fresh food.\r\n\r\n\"Untitled\"\r\n\r\nAnother lens that some restaurants use to make a connection to their customers is one of discovery – being that “found” neighborhood gem. With so many chain restaurants out there, the local connection can be a really strong one.\r\n\r\nPEL’S PIE CO – Rogers Ave & Lincoln Rd, Brooklyn (my hood!)\r\nServing up fresh pies and quiches daily is what this place is all about, but the charm of the shop and its design is undeniably a large part of why I keep going back, and it’s all related to their unique brand. This shop is located in a relatively sparse block of Brooklyn, and stands out as a one-of-a-kind friendly place to have a cup of coffee and a treat. The décor is that of a familiar country kitchen, but with a fresh color palette that feels bright and modern. A low long counter sits between you and the staff, where you can chat about what’s fresh and take your time choosing which treat to indulge in. The space also leaves one wall exposed to the original crumbling plaster, which brings you back to your urban locale.\r\n\r\n\"Untitled\"\r\n\r\nAnd there you have it – a few of this city’s finest examples of thoughtful dining experiences. Bon appétit!', 'Dining for Design’s Sake', '', 'inherit', 'closed', 'closed', '', '1043-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1043, 'http://cbx.cappendev.com/1043-revision-v1', 0, 'revision', '', 0), (1261, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'I recently underwent the second most painful renovation a homeowner can experience: the kitchen remodel. (The most painful one, of course, is remodeling the only bathroom in the house.)\r\nAs somebody who works in a client services role, I found it interesting to be on the other side of the coin. Undertaking a home renovation served as a great refresher for some basic, client services tenets:\r\n\r\n1. Have a clear sense of vision.\r\nOne of the best ways to ensure success of any redesign project is to have a strong sense of the end goal. In my case, I moved forward with the remodeling in order to enjoy the house for another decade, not to quickly upgrade and sell. That realization helped me tailor the budget, design choices and expectations.\r\n\r\n2. Hire the right people to guide you through the project, and listen to them.\r\nHaving grown up with a carpenter father, and having done a number of smaller projects in my home and duplex, I was fortunate to come into this process with a pretty good set of expectations. But it was my first kitchen, and the people I worked with provided a wealth of additional ideas and suggestions. The end result exceeded my wildest expectations because of their input.\r\n\r\n3. Know your budget, and know when to break it.\r\nIn looking at countertops, I had planned on going with the decent offerings at a local hardware superstore before finding a company in MN that serves as one of the only American manufacturers of quartz countertops. Through them I found a color and pattern I liked even better, and in the process, got the chance to support an American company and the local economy. It did increase the cost about 15%, but it was a triple win in my book.\r\n\r\n4. Saving money is great, but sometimes you get what you pay for.\r\nFor the electric installation, I got estimates from two companies and one journeyman who came recommended from an acquaintance. The journeyman came in at half the price. Everything started great, but then made way to five broken deadlines, multiple no-shows and seven visits when he promised two. It’s now been five weeks since the rest of the project was completed and he’s still not done. The discounted choice cost me an immeasurable amount of personal time, which also has value.\r\n\r\n5. Plan ahead, and work with all involved to stay on track with timing.\r\nBeing three steps ahead of the next phase of your project is vital. You can’t install your appliances next week if they take 6-8 weeks to deliver. How will you cut the hole for the sink if you haven’t purchased it yet? Thinking through all the details before you begin will help you a ton in the end.\r\n\r\nOf course, now that I have a kitchen I love, I’m starting to look at those tired hardwood floors. And isn’t that how it always seems to go?', 'Dream Kitchen Nightmares: 5 Lessons My Kitchen Remodel (Re)Taught Me About Client Services', '', 'inherit', 'closed', 'closed', '', '1020-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1020, 'http://cbx.cappendev.com/1020-revision-v1', 0, 'revision', '', 0), (1262, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '\"\" By David W.

    Marketers have long been renaming and reclassifying products that are underperforming.  Instead of phasing out unwanted products or overhauling factories, smart branding can help convince consumers that products are new and beneficial.  Not that long ago, nonfat milk was called “skim milk” and low fat cookies, “diet cookies.”  Ugh, who wants a diet cookie?  Here are my top 5 favorite recent product reclassifications of once-unloved products:

    \n\"\"\n\nActual Description: Station Wagons\nReclassified Name: Crossovers\n\nCrossover to what?  Middle age?  Soccer practice?  They\'re not as boxy as they used to be, but they are what they are.  Station wagons.  Available from Porsche and BMW all the way down to Honda, these cars are all over the road.\n\n\"\"\n\nActual Description: Laptops with minimal features\nReclassified Name: Netbooks\n\nIs this really a whole new category or just a watered down laptop?  We’ll have to wait and see as the shelf life of netbooks may be short, depending on how popular the iPad and other tablets become.\n\n\"\"\n\nActual Description: Milkshakes\nReclassified Name: Smoothies\n\nSmoothie sounds healthy right?  Ok, there are some smoothies out there made exclusively from fruit, but more and more these things are filled with fat and calories.  Jamba Juice\'s Chocolate Moo\'d Smoothie, for example, has been ranked the Worst Drink in America with 166 grams of sugar.  That’s as much sugar as 4 cans of coke!\n\n\"\"\n\nActual Description: Watered Down Juice\nReclassified Name: Juice and Water Blend\n\nJuice and water brands like Apple & Eve built themselves on being 100% juice.  Recently however, juice has been getting a bad rap for its sugar contents.  So, several juice makers are touting Juice and Water blends.  Even the word \"blend\" make these drinks sound special.\n\n\"\"\n\nActual Description: Cookies\nReclassified Name: Breakfast Cookies ­- Are you kidding me?\n\nAs a parent, these things infuriate me.  Should anyone really be eating a \"Double Chocolate Chunk\" cookie for breakfast?  How about breakfast cake or breakfast ice cream?  Do we really need to fabricate a new usage occasion for desserts?', 'Dude, You Just Bought a Station Wagon!', '', 'inherit', 'closed', 'closed', '', '929-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 929, 'http://cbx.cappendev.com/929-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1263, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '\"\" by Brian M.\n\"\"\n\nIn 1986, it was a Mad Dog 20/20… in 1997, a Natural light (or, that one time, when Colt 45 was on the menu)… in 2002, Mike’s hard Lemonade… and, as of last week, Four Loko.\n\nRecently, I had the chance to speak with dozens of patrons stopping in to convenience stores across the southeast. And I asked them what they thought.\n\nLove it  (“I am going to get effed-UP!”) or hate it (“That stuff is nasty!”), everyone had an immediate opinion.\n\nWhat strikes me is that during all these years of “it drink” evolution, nothing much about the target demographic has changed all that much: I am poor and I want to be drunk.\n\nFor some, that is a depressing reality of a life without hope, the coping with a disease without help. For others, it’s a young drinker’s need to budget dollars per percent alcohol, i.e., college.\n\nWhat has changed is the perfect storm of elements that then converged to form a combination so effective that it forced the inevitable – a ban.\n\nWith Four Loko, several key barriers to consumption were removed, maliciously or not, from our target demo’s path:\n\n1. The Image barrier. There is no perceived lower class stigma of consuming a large can of this alcohol—it’s a bright, fun, youthful looking can. The name itself suggests party not poverty.  Schlitz this is not.\n\"\"\n\n\n2. The Taste barrier. Purply, fruity, bubbly and sweet. Why should you have to teach yourself to like beer?\n[media-credit id=  align=\"aligncenter\" width=\"300\"]\"\"[/media-credit]\n\n3. The Potency barrier. Party time is now and later. Four Loko’s more juiced than a Red Bull and vodka. There’s no question that you will be well on your way after just one of these.\n\n4. The Difficulty barrier. No drinks to mix, no spirits to master. The whole stimulant-packed booze enchilada is a pop-top away.\n\n5. The Price barrier. At $2.50-3.00 per can—which breaks down to roughly 75 cents per serving of alcohol—it’s ideal for the cash-strapped.\n\n6. The “Placement” barrier. There, in the nether regions of the convenience store cold case—half way between beer and energy drinks—Four Loko lives in a perceptually gray area: not beer and sort of an energy drink with more. It’s only a few facings away from Heineken—surely one is meant to ingest the whole can just as quickly.\n\n[media-credit id= align=\"aligncenter\" width=\"300\"]\"\"[/media-credit]\n\nIt’s not going to win any design awards or product innovation recognition, but Four Loko gets A’s for understanding the desire of its target for cheap, easy to swallow thrills and delivering.\n\nHowever, people have died. Someone probably should have checked in with the FDA. But given that particular agency’s typical response time (it’s been developing guidelines for SPF since 1978!), it’s no surprise the higher-ups at Four Loko didn’t bother.', 'Easy drinking, cheap thrills.', '', 'inherit', 'closed', 'closed', '', '861-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 861, 'http://cbx.cappendev.com/861-revision-v1', 0, 'revision', '', 0), (1264, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '\"\"\r\n\"\"\r\n\r\nWho doesn\'t want to eat well? And for that matter, have great sex? Baby boomers are starting to age into their sixties and Americans are hitting retirement age in record numbers. This group will influence the majority of new products which will be introduced in 2011, including food. Because of the economy, many of these individuals will continue to work and will require foods that provide their bodies with energy and stamina to get them through the day and night. As sales of Viagra and other sexual dysfunction medication are on the rise, boomers want to eat foods that help them stay in shape for their nighttime activities, too.\r\n\r\nLook for food products to make bedroom performance claims in the years to come. Obviously there\'s the old standbys of chocolate, wine and oysters.  However, there are many more foods that help keep the engine running. Honey, certain teas, figs and pomegranates are loaded with vitamins and minerals required to produce sex hormones. Nutmeg has gained press coverage recently for its reputation as a female aphrodisiac. And some people find produce erotic—bananas, cucumbers and carrots really speak for themselves.\r\n\r\nThe term \"honeymoon\" supposedly came from Europeans who drank honey wine during the first part of their marriage to improve their sexual moxie. Although there\'s probably more old wives tales than proof of the link between food and passionate sex, that\'s no reason why you should shy away from these love potions and sex-enhancing foods. Can you really cook up a great orgasm in the kitchen? I\'d say the answer is, “yes.”', 'Eat your way to good health…and great sex', '', 'inherit', 'closed', 'closed', '', '866-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 866, 'http://cbx.cappendev.com/866-revision-v1', 0, 'revision', '', 0), (1265, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '\"\"\r\nAs long-standing partners to Big Heart Pet Brands, we are often privy to their promotional events and activities. So on one sunny August day, a group of CBXers participated in Meow Mix’s “It’s Meow Time” event at Columbus Circle. We went to show our loyalty and support the cause. And boy did we show spirit… in the form of song.\r\n\r\nThe event was part of a broader “It’s Meow Time” campaign, which has been a strategic opportunity for Big Heart Pet Brands to reinforce and modernize the classic heritage of the Meow Mix brand. The campaign launched with a video featuring a hilarious EDM version of the jingle, sung by rave cats and backed by DJ Ashworth’s exclusive remix. The event at Columbus Circle encouraged fans and consumers to enter a large, branded, recording booth truck and reinvent the beloved Meow Mix jingle to the tune of their choice.\r\n\r\n\"brandAmerican Idol’s Kellie Pickler was on hand for the day to show us all how it was done, as well as to greet fans and sign autographs. Also there to join the fun was Cleo, Meow Mix’s iconic spokescat.\r\nOur group selected a hip-hop song, but we had the option to choose from country music, punk rock, classical or electronic as the backing for our wonderful jingle. We happily punished the audience with our terribly out-of-tune “meow meows” and then burst into peals of giggles. You can watch us embarrass ourselves in the name of brand loyalty here. \r\n\r\nAnd thanks to the generosity of Big Heart Pet Brands, the event collected enough money to donate 100,000 meals to the Food Bank For New York City to help cats in need.', 'Embarrassing Ourselves in the Name of Brand Loyalty', '', 'inherit', 'closed', 'closed', '', '1027-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1027, 'http://cbx.cappendev.com/1027-revision-v1', 0, 'revision', '', 0), (1266, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'Have you seen him? He’s on-air and online, wandering through highway underpasses and baseball fields with a big bucket of chicken.\r\nWhy, hello. It’s me. The Colonel. \r\n\r\nColonel Harland Sanders, the founder of Kentucky Fried Chicken (KFC), sold the company in 1964 but appeared in countless ads for the brand through the 60s and 70s – a big old-fashioned man with Southern fried charm. But Colonel Sanders was more than a real-life spokesperson for the brand – he became a larger-than-life brand equity, a Big Daddy Tennessee Williams style matriarch presented as master of his chicken universe. Even with cane in hand, the Colonel had a formidable power. You believed he was a trusted protector of real meals in the age of fast food, and a true chicken benefactor. In the days before Chick-fil-A and Church’s, when Americans wanted fried chicken, they went to the Colonel. They had a relationship with him.\r\n\r\nAlthough the Colonel passed in 1980, the power of his image continued as the central force in the brand’s identity – his smiling mug was part of the logo, on packaging, and in-store. But the meaning of the Colonel shifted with the passing of a real human presence. Gone was the man who built a business on a chicken recipe, and in its place was a genteel face that was no longer responsible for the chicken, just selling the chicken.\r\n\r\nToday, the Colonel is being resurrected in a 75th anniversary campaign where we are witness to a brand evolving, building new meaning from the old to evolve its brand equity.\r\n\r\nKFC is quite familiar with equity evolution. In the early 1990s, the company chose to drop the “Kentucky,” the “Fried,” and the “Chicken” in order to exist solely as KFC. Although the Colonel’s face still greeted us from every bucket, lost were those attributes that may have seemed culturally irrelevant (e.g. fried) or confining to a singular protein (e.g. chicken) or less meaningful to the brand (e.g. Kentucky).\r\n\r\n“That was a case of throwing the baby out with the bathwater,” said Rachel Bernard, VP, Verbal Strategy at CBX. “The distancing from fried in a culture consumed by Subway Eat Fresh campaigns seemed sound, but abstracting to initials, or empty vessel naming, makes your other equities have to work harder.”\r\n\r\nUltimately, the Colonel became the ONLY thing that spoke to the KFC brand’s robust heritage. With his vintage glasses and goatee, his graphic presence communicated the authentic southern pride behind this brand. We still imagined Colonel Sanders as a man of dignity, a man trusted for many years.\r\n\r\nWell, adios equity dignity.\r\n\r\nIn the new campaign, Colonel Sanders tours the American landscape in a dementia-like state, snickering like a cartoon farmer in the big city, using his cane to pull up lady’s skirts. It’s a pretty serious move. The brand is playing the strongest equity card it has for potentially polarizing laughs, essentially risking the power of its value.\r\n\r\nFrom an equity standpoint, there are a couple of best-case scenarios for the Colonel: either enough people appreciate this character to engender positive brand meaning for a new generation, or he just fades away without doing any major damage.\r\n\r\nAs any 75-year-old brand knows, only time will tell.', 'Evolving Brand Equity: The Resurrection of the Colonel', '', 'inherit', 'closed', 'closed', '', '1046-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1046, 'http://cbx.cappendev.com/1046-revision-v1', 0, 'revision', '', 0), (1267, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '“All we want is to be treated like human beings, not to be experimented on like guinea pigs or patronized like bunny rabbits.” - Veronica Sawyer, Heathers\r\nThirty years ago, when Mark Zuckerberg was just another 4-year-old in Gymborees, the now cult classic movie, “Heathers,” hit the theaters. In it, a clique of quintessential mean girls, each named Heather, outwardly present themselves as the embodiment of well-intentioned social graces, while behind the scenes they fine-tune their expertise in the dark arts of social manipulation.\r\n\r\nToday Mark is one of the richest, most successful tech-entrepreneurs in the history of the world. And the company he created, Facebook, is a full-on Heather – treating the world as its very own Westerburg High.\r\n\r\nOver the past decade or so, we’ve seen Facebook go from being the cute and innocent new kid on the block, to the wunderkind for savvy marketers looking to connect with the young and educated, to the most dominant company in the world when looking to target…anyone.\r\n\r\nNow every brand out there wants Facebook as a friend or a fuck. They’re worshiped at Westerburg…. and they’re only a junior.\r\n\r\nBut their meteoric rise has come with some galactic-size problems. Journalists and industry insiders have been highly critical of The Social Network for some time now (see Kara Swisher, Jaron Lenier, Nikhil Sonnad).\r\n\r\nThoughts on the root cause of their troubles are many: a bad business model that’s predicated on manipulation, a naïve bro-culture drunk on their own Kool-Aid, the sheer unwieldy size of the global Facebook community (2B+ members). All these factors are undeniably key contributors to the hot mess the company has on its hands today. But I’ll offer up one more:\r\n\r\nFacebook is not a brand. And for those responsible for building brands, this should cause concern.\r\n\r\nUm, Did you have a brain tumor for breakfast? Interbrand listed Facebook as the 8th most valuable brand in the world (Lick it up, Disney. #14) And Zuck wrote a 6,000 word essay to introduce their wonderfully noble and ambitious purpose “to give people the power to build community and bring the world closer together” (which no doubt is memorialized in a super slick brand book, so there ya go).\r\n\r\nFacebook does, indeed, have the pieces in place to give it the appearance of being a brand. But it only exhibits the shape of the thing – in reality, it’s pure imitation. This is because, at its very core, Facebook is an algorithm. And the painful irony is that while the algorithm we call Facebook is highly effective at behavior modification and human surveillance, it has no more sense of what it means to be human than a slot machine or a satellite dish.\r\n\r\nSo, what’s your damage?\r\n\r\nFor starters, Facebook has never been willing to define exactly what it is. Insiders have described it as a social network, a social platform, an online community, even a utility. Many outsiders claim Facebook is a media company, pointing to content distribution and its ad model as evidence of its truest nature. But it’s this pattern of an unwillingness to commit to any clear definition that is most telling. The only true commitment the company has shown is to growth itself, which is a perfectly fine direction for an algorithm. But it’s deadly for a brand. Without a clear sense of self and the guardrails to keep you centered, you’re not a brand - you’re an opportunist.\r\n\r\nFacebook’s undefined “what” has led to questionable “hows.” In his new book, “10 Arguments Why You Should Delete Your Social Media Accounts Now”, Jaron Lanier, refers to products like Facebook as B.U.M.M.E.R. Machines - Behaviors of Users Modified, and Made into an Empire for Rent. Doesn’t have quite the pep of “bringing the world closer together,” does it? But it’s a much more accurate description of their model. Growth in users and time spent on Facebook is paramount. More people and more time spent means more data and more value to marketers and politicians seeking to connect with their target audience.\r\n\r\nSo how do they maximize engagement? By “exploiting vulnerability in human psychology” to make it more addictive, according to Facebook’s founding president, Sean Parker. Features such as the “like” button give you the high and positive feedback loop that makes you want to come back for more.\r\n\r\nBut even more addictive than hits of positivity are hits of rage. As J.D., the teenage anarchist in “Heathers,” points out, “The extreme always seems to make an impression.” Facebook’s algorithm is designed to continually adapt user feeds in ways that maximize engagement. And as humans, we tend to feel a greater sense of urgency to express our disgust than our gratitude. Therefore, bad behavior is often rewarded more than good. Given that, it’s no wonder the platform has been weaponized by bad actors like Alex Jones of Infowars and hostile foreign powers like Russia’s GRU. Facebook was designed for them.\r\n\r\nThe net effect has been clear. Studies show time and again that Facebook makes us feel bad. It’s become a genuine threat to liberal democracies around the world. And it has even been used as tool to distribute disinformation and hate speech that fueled mass chaos and murder in Myanmar. But hey, that’s life at Westerburg, amirite?\r\n\r\nTo be fair, Facebook has of late acknowledged the mistakes it has made and has taken some steps to address them. Alex Jones is no longer on the platform. They have invested in identifying and removing fake accounts and limiting the misinformation. But this has only come as a result of investigative journalists exposing, time and again, the glaring lack of responsibility and accountability (not to mention self-awareness) that we would ordinarily expect of a trusted brand.\r\n\r\nIn order to be a brand you not only have to state what you’re for, you have to take a stand on the things that you’re against. You have to have the courage of your convictions – especially when it’s most difficult. Patagonia’s CEO, Rose Marcario, in a recent Recode Decode interview stated, “You can’t call Facebook a community, and then say I’m the leader of this company but I have no responsibility to what happens in the community. You know?”\r\n\r\nBut I guess you can, if you’re not really a brand.\r\n\r\nWhich brings us back to their shiny new purpose: “To give people the power to build community and bring the world closer together.” It has the sound of a noble ambition but substance of a lab experiment. Giving people the power to build community is not the same as actually building community – it’s not the same as defining what community should be and taking responsibility for its impact.\r\n\r\nDoes Facebook care about the type of communities being built? If they are true or false? Benign or malignant? Peaceful or violent? Is giving the power to build white supremacist communities on par with giving the power to build knitting communities? Shouldn’t the quality of communities matter more than the sheer volume?\r\n\r\nSimilarly, progress made in bringing the world closer together doesn’t automatically need to be measured in volume and scale. It could, and rightly should, be measured in the quality of connections and the positive impact made as a result of those connections. By these standards, Facebook is a complete disaster.\r\n\r\nAnd that’s because Facebook’s code is not derived from a universal human need for community, but rather from engineers tasked with trying to own every human connection in the world – a goal that is as hollow as it is destructive.\r\n\r\nSo now ask yourself: How tight should your brand be with this Heather? When another disaster hits – and it surely will – how long before the community at Westerburg not only looks to take down the Heathers, but their enablers as well?', 'Facebook Me Gently With A Chainsaw', '', 'inherit', 'closed', 'closed', '', '1130-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1130, 'http://cbx.cappendev.com/1130-revision-v1', 0, 'revision', '', 0), (1268, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'Social media platforms have begun to undermine conventional marketing strategies for traditional brands as Twitter feeds and YouTube parodies deconstruct and redefine their meaning via the almighty “world of mouth.” Where brand truisms were once decided over an afternoon Scotch with Don Draper, today we find ourselves belaboring over an Instagram hashtag to understand how it has so quickly re-purposed our brand essence without us. Not only must brands now continually keep tabs on their consumers but also on their clear and purposeful messaging across media platforms. If not, they risk having little impact or relevance, no matter how timely their Facebook responses or photo updates.\r\nAnd what about the influence of social media on our own personal brands? The same rules seem to apply.\r\n\r\nThe way corporate brands have sought to convey consistent messaging is similar to the way many millennials have begun to convey their own personal brands. And social media platforms have only fueled our desire to build social capital. The Web is no longer a place where anonymity rules or boorish alter egos come out to play. We now live in it and our identities have become bound and defined by it. Case in point: consider the amount of time we spend filtering Instagram pictures. Earlybird, Lo-fi, or Hefe? Alarming.\r\n\r\nThe world of nonstop status updates have forced us to be strategic and particular about the ways we self promote. How do we stick out? How are we going to be remembered? In the world of social media, lasting impressions are made only if we promote our brand consistently—across Pinterest, Facebook, Twitter, and now (drumroll) Tinder.\r\nNewly formed habits or unpredictable behaviors must be spared in order to leverage our ownable strengths. The Web is too big of a playground for people to showcase multiple areas of expertise. You can’t be seen as the funny friend if your personal media content ranges from self-deprecating humor to high-end fashion. Even more important than owning a descriptor is the integrity that’s at stake (albeit, online) with contradictory tendencies. Human beings are inclined to embrace consistency in their commitments, attitudes and actions in a variety of situations as it strengthens our identities. Nobody wants to bear the scrutiny of  “poser-like” behavior, especially online, where all of our worlds collide.\r\n\r\nFacebook’s imminent launch of “graph search”—a tool that allows users to locate any information relative to their friend’s photos and interests—will be akin to the ease of Googling a restaurant location nearby, and will further expose our online behaviors (assuming this information is shared, of course). These refined search methods will instantly reveal “Photos of Meg, from 2009-2011.” As our interests and online lives become more accessible and inextricable, will the pressure to withstand the creation of different online identities and images increase?\r\n\r\nAs is, our streamlined personalities are becoming self-contained and homogenous, reducing the reality of human complexity to “like” clicks, @ user names, RT’s and getting “linked in.”', 'Filter me this…', '', 'inherit', 'closed', 'closed', '', '966-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 966, 'http://cbx.cappendev.com/966-revision-v1', 0, 'revision', '', 0), (1269, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'Last week I took my Mom (at her request, of course) to see one of her favorite artists, Jason Mraz. Since I wasn\'t really familiar with his music, I found myself concentrating less on his melodies and more on his stories. There was one song in particular that really captured my attention––“Shine,” inspired by the short film Powers of Ten by Charles and Ray Eames.\r\n\r\n\r\nIn the film, Charles and Ray Eames use the system of exponential powers at a rate of 10 (or the effect of adding or subtracting another zero) to visualize the importance of scale. The film begins with a close-up of a man sleeping on a blanket; the camera zooms out and away from Earth and into the atmosphere exploring the depths of the universe. Eventually, the camera descends back to Earth, proceeds to enter the human body and explores the very DNA that makes us who we are.\r\n\r\nAfter viewing the film, I asked myself how often we look beyond what’s right in front of us. The film isn’t only about the relative size of things in the universe but about changing your perspective, taking a step back from your everyday landscape and finding inspiration through a different lens. We\'re all professional multitaskers, often having conversations and sending emails simultaneously. But sometimes, falling into these habits can limit our ability to look at the big picture.\r\n\r\nAs creatives, changing perspectives is something we need to do. If we continue to approach a problem in the same way, every time, we are only going to get the same results.\r\n\r\nSince the Jason Mraz concert, I’ve been making a concerted effort to break old habits, freshen my perspective and subsequently, my work. I’ve found that inspiration comes from unexpected places, no matter how big or small. Here are a few, simple changes I’ve made and recommend, which have helped me expand my horizon:\r\n\r\n• Change your commute. Turn off autopilot and see something different on your way to work.\r\n• Disconnect. Put down the cell phone; it\'s life’s biggest distraction. Be present and observe your surroundings.\r\n• Mix it up. Stop looking for inspiration in the same places. Pick up the latest issue of Vogue, go to the Whitney, see an independent film or shop around. Our surroundings have so much to offer and more inspiration is waiting to be found.\r\n• Get in touch with Mother Nature. Get out of the artificial cloud and admire the real clouds! Feel a part of something alive and constantly changing.\r\n\r\nI didn’t go to the Jason Mraz concert expecting to walk out with a new perspective on life and my career, but somehow it inspired me to rethink my journey. Keep your eyes open, because inspiration might hit you when you least expect it.', 'Finding Inspiration When it\'s Least Expected', '', 'inherit', 'closed', 'closed', '', '1026-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1026, 'http://cbx.cappendev.com/1026-revision-v1', 0, 'revision', '', 0), (1270, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'Earlier this year, I commented on how I would advise the team responsible for branding Hillary Clinton’s political campaign. Well, last month Fast Company commissioned UK-based branding agency Moving Brands to rebrand Hillary after her 2016 bid announcement caused commotion in the design community. The hypothetical rebrand developed creative executions to bring it to life—and yielded a very similar conclusion to mine.\r\nI recommended applying a framework of the role, personality and behaviors that should be emphasized to create a unified presentation of Hillary’s beliefs. I said she should adopt the role of the “sage” and demonstrate personality traits of self-awareness, discernment and discipline to set herself apart from her contenders. Turns out, I was in good company.\r\n\r\nThe Fast Company article similarly suggests that Hillary demonstrate her role as the wise leader by showing that “there is a better way,” implying that she can help guide America there. Also, the main thrust of the campaign execution comes in the form of a tagline, “make it real.” This speaks to the personality traits I had suggested—discernment (being able to judge what people truly need) and discipline (making it happen). From a verbal style and tonality standpoint, using an imperative verb tense creates a command sentence structure, and the tonality of the language issues a confident challenge...as if encouraging readers to join a movement and take responsibility in being a part of the solution.\r\n\r\nWhat we can learn from the results of these efforts is that Hillary needs to convey authenticity, judgment, discipline, and assume the role of “wise leader.” There are different ways it can come to life creatively, but nailing her fundamental brand position is key.', 'First things first, nailing the brand called \"Hillary\"', '', 'inherit', 'closed', 'closed', '', '1039-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1039, 'http://cbx.cappendev.com/1039-revision-v1', 0, 'revision', '', 0), (1271, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'Growing fresh and healthy food is a founding value for the French. I grew up in a small town in the western region of France, and as a child, avoided eating processed foods until I moved to Paris at the age of 15. Even then, a healthy diet remained a part of my daily life. Paris today has 82 farmers’ markets and 3 organic farmers’ markets that run 2 to 3 days a week, all year round. The city also boasts around 675 large grocery stores.\r\nSo imagine my surprise when I first moved to the U.S. and learned that not everyone had equal access to healthy food. Neighborhood pockets in cities like New York seemed to offer little options for fresh and affordable food. (How’s this for a contrast: there are approximately 450 Dunkin’ Donuts locations in Manhattan alone; I could only imagine the impact each store might have should they carry pâté, cheese and other savory French delights instead!).\r\n\r\nCBX’s recent project for the hunger relief organization Philabundance—to design a prototype for Fare & Square, a not-for-profit grocery store in PA—has made me think about these inequities even more. In our work for Philabundance, I’ve also been introduced to phrases like “food deserts”—urban areas with little or no access to large grocery stores that offer fresh and affordable food choices necessary to maintain a healthy, balanced diet. According to American Journal of Preventive Medicine, the highest rates of obesity exist in areas that lack large supermarkets, while the lowest rates exist among residents who live close to (and thus have access to) these supermarkets. As filmmaker Byron Hurt recently observed in the award-winning documentary “Soul Food Junkies,” this disparity in access is tantamount to a “21st century genocide”.\r\n\r\nBut the good news is, trends are slowly shifting with a variety of new initiatives that aim to rebuild local food systems across the country.\r\n\r\nRecent initiatives here in New York City include:\r\n\r\n- FRESH, a city program that offers financial incentives to operators or developers who choose to open new grocery stores or help existing ones in neighborhoods that lack healthy food stores.\r\n- The Healthy Bodega Initiative, created jointly by the Department of Health and the Healthy Corner Stores Network, which educates local storeowners on the importance and benefits of selling fresh produce.\r\n- The GreenThumb initiative, in which the Department of Parks & Recreation assists in the development of community gardens throughout the city (today, GreenThumb oversees over 500 gardens, from schoolyard gardens to community gardens, and remains the largest urban gardening program in the nation).\r\n- The NYC Green Cart Initiative, another initiative from the Department of Health, which helps bring fresh fruits to underserved communities.\r\n\r\nNational food initiatives include:\r\n\r\n- Community Food Projects, a federal domestic assistance program that offers one-time grants to nonprofit organizations that aim to develop local solutions to food access in under-resourced areas (grant awards can total $250,000.)\r\n- Food Desert Oasis Act (pending). The bill identifies food desert zones nationwide and encourages individuals to open businesses in those areas; qualified businesses, in turn, become eligible for various benefits from the federal government.\r\n\r\nCreating awareness is ultimately the first step. The more people understand the issues and the consequences, the more progress can be made. First Lady Michelle Obama said it best in her address for the launch of the Let’s Move! campaign last fall:\r\n\r\n\"The physical and emotional health of an entire generation… is at stake. This isn\'t the kind of problem that can be solved overnight, but with everyone working together, it can be solved. So, LET’S MOVE.\"', 'Food for Thought', '', 'inherit', 'closed', 'closed', '', '968-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 968, 'http://cbx.cappendev.com/968-revision-v1', 0, 'revision', '', 0), (1272, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'Big news, food manufacturers, the FDA is making changes to the nutrition facts label. All food manufacturers will be expected to comply with these changes by July 26, 2018.\r\nWhat does this specifically mean for you? It means you’ll be:\r\n\r\n– highlighting calories and servings, so consumers can make more informed food choices\r\n– indicating “added sugars” instead of just “sugars”\r\n– disclosing “per serving” and “per package” calorie and nutritional information (because who ever really follows the recommended “per serving” information anyway)\r\n\r\n(as well as several other changes, but these three are the big ones)\r\n\r\nA few suggestions for you to consider when making these changes:\r\n\r\n1. Stay calm and be true to your brand\r\n\r\nRemember it’s all about authenticity these days. Don’t try to reinvent your brand as something it’s not. Consumers buy your brand and love it for a reason. Continue to do what you do best – stay true to you.\r\n\r\n2. Educate your consumers\r\n\r\nTell your consumers all the good stuff happening in your product. While many of the changes seem like doom and gloom (hello 45g of sugar in a 100% juice brand). There are a lot of great things to tell consumers about your brand too. Such as, despite being high in sugar, they get 100% of the daily value of vitamin C and there are 0 added sugars (zero, as in nada – nothing). You should also consider moving some of your brand’s positive attributes to the front panel.\r\n\r\n3. Plan ahead\r\n\r\nInstead of only making the changes required by the FDA, think ahead. Remember points 1 & 2 above (“be true to your brand” and “educate your consumers”), now is the time to plan and make global changes to your brand’s front and back panel labels at the same time. We see this as a time to get smart and maximize efficiencies.', 'Food for thought on the new FDA label', '', 'inherit', 'closed', 'closed', '', '1068-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1068, 'http://cbx.cappendev.com/1068-revision-v1', 0, 'revision', '', 0), (1273, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'Are graphic designers weakening their own artistic talents? Are new digital tools stripping away fundamental skill sets? Are we becoming an unoriginal, regurgitated production line?\r\nMy belief has always been that “design is a great idea.” Execution is important, but the process is paramount. To generate an idea, one has to shuffle through her imagination as well as outside influences. That’s the easy part. Translating that into a clear and tangible thought, and then onto paper, is the challenge. To be able to sketch what’s in one’s own head is far more convincing than just referencing other peoples’ work.\r\n\r\nAm I the only one who fears that the tools we use today are taking away from fundamentally important skill sets? For example, keyboards are now affecting the original art form of clear and legible handwriting. As Paul Bloom of Yale University notes, “With handwriting, the very act of putting it down forces you to focus on what’s important... maybe it helps you think better.”\r\n\r\nTo cap it off, the digital tools and programs of today are mesmerizing but poor substitutes for individuality and thought. This could be a trap into which the next generation of designers and artmakers is falling. We end up producing “robotic”, and often too similar, designs.\r\n\r\n“No one will be able to tell a machine-man from mortal.” - \'Metropolis\', film, 1927', 'Food for Thought: Man vs. Machine', '', 'inherit', 'closed', 'closed', '', '1021-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1021, 'http://cbx.cappendev.com/1021-revision-v1', 0, 'revision', '', 0), (1274, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'It seems as if the frozen yogurt craze—and talk about a franchise frenzy with all the Red Mangos, Pinkberrys and Yogurtlands across the country—is finally slowing down a bit! As much as Froyo might pick up again this summer, there’s been a bit of a step back to the basics: good ole yogurt.\r\nIf you’ve taken a look at the dairy aisle recently, you couldn’t have missed the plethora of new yogurts that have hit the shelf (if you’ve always thought of yogurt as a bit bland or boring, think again). There are drinkable yogurts, fruit- infused yogurts, Greek yogurts, protein yogurts… the list goes on and on. What’s remarkable is that here in New York we’ve even had two yogurt stores open up in the last year: The Yogurt Culture Company, which is a subsidiary of Dannon, and Chobani SoHo, a Mediterranean yogurt bar.\r\n\r\nWith its “good” bacteria, yogurt is not only healthy but a great base to “dress up” and pair with accent ingredients for a snack, or be used itself as an ingredient to supplement another dish. But with the great number of yogurt options for consumers to choose from, how will each yogurt brand differentiate itself?\r\n\r\nHere are a few that stand out:\r\n\r\n \r\n\r\nYoplait Simplait\r\n\r\n\"\"\r\nIt has “just 6 simple ingredients” and reminded me of the gimmicky Haagen-Dazs Five by trying to reinforce the product’s purity and simplicity (which of course should always be consumed in moderation). The handwritten name is easy and uncomplicated, and represents how the product is made.\r\n\r\n \r\n\r\nMüller FrütUp\r\n\"\"They claim to have turned yogurt on its head with a “luscious layer of fragrant fruit mousse.” This “sumptuous” yogurt lured me in by exposing its contents, which you rarely see in the yogurt category. Just by looking at its fruit imagery on pack, you get a good idea of what you can expect the mousse to taste like.\r\n\r\n \r\n\r\nChobani Bite\r\n\r\n\"\"\r\nThis is a new way to enjoy  the already popular Chobani Greek yogurt by dialing up its indulgence. The flavor variations of these little cups sure do pack a flavor punch. Adding a more premium flavor like fig makes this stand out from the rest.\r\n\r\n \r\n\r\nPowerful Yogurt\r\n\r\n\"\"Aimed specifically towards active men, this Greek yogurt holds 20 grams of protein per cup. Hailing from Miami Beach, it’s no wonder that this yogurt is positioned to motivate men to eat healthy and achieve abs like those we see on Greek sculptures. The dark colors definitely pop off shelf amid a mostly female dominated category.\r\n\r\nIt’ll be interesting to see how these new brands tell their stories and communicate to their intended consumer audience. These trends also serve as a lookout for old yogurt brands to review their portfolios and do whatever is necessary to stay ahead of the incoming competition. Whether you make yogurt a daily habit or only choose to have it once in a while, I’m sure there’s something out there that will tickle your taste buds.', 'Forget Froyo, Yogurt is Back in Style!', '', 'inherit', 'closed', 'closed', '', '971-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 971, 'http://cbx.cappendev.com/971-revision-v1', 0, 'revision', '', 0), (1275, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '\"\"\r\n\"\"\r\n\r\nIs it me, or does the new Target “Fresh” advertising campaign leave you feeling a little flat? I have walked by countless ads in subway stations, and driven by billboards on the BQE and West Side Highway, and for the life of me, I just can’t get over how bad they are.\r\n\r\nLet me clarify: By other brand standards, these ads would be fine – vast improvements, perhaps. They feature beautiful photography, Target’s trademark use of white space, and clean messaging. But because I have such high expectations for Target’s campaigns (and also because I am a copywriter by trade), I’ve been hypercritical about what I’m seeing. I guess my criticism says a lot about Target. How many brands consistently put out award-winning advertising campaigns, ones that make you want to immediately run out to the store and buy the latest products and capsule collections (see my past blog, “Missoni Madness”)? The fact that they consistently inspire such excitement in consumers is precisely what makes me wish they’d tried a little harder with these ads.\r\n\r\nBut let me give you a little history. Target launched the campaign in 2010, keeping some of the copy lines universal while customizing others for specific cities, as Target started offering fresh food in their stores there.\r\n\r\nThe fresh campaign hit the New York metropolitan area this summer, and suddenly it seems like it is everywhere. The general lines, such as “Get ready, Get fresh” (or sometimes just, “Fresh”) are okay, but certainly not up to par with what I’ve come to expect from Target. And some of the more specific lines – like the one on a billboard on the Brooklyn-Queens Expressway that reads, “From the Sound to the Bay” left me perplexed for hours. What exactly does that mean? Clearly they are not insinuating that bananas and spinach come from the Long Island Sound?\r\n\r\n\"\"\r\n\r\n“Cut ‘em some slack,” you’re probably saying right about now. But my ranting is really just a word of warning to Target. Part of the reason why the Fresh campaign is on my radar in the first place is because of the terrific work CBX has done this year with Duane Reade and Walgreen’s, both of which have already ramped up their fresh offerings. So while Target has been a big box leader for many years, I think the retailer will likely need to look over its shoulder a little more frequently now that drugstores are infringing on their territory. In the meantime, I will keep my eyes peeled for its holiday advertising campaign, which is almost guaranteed to be awesome.', 'Fresh? I\'m not sure about that', '', 'inherit', 'closed', 'closed', '', '903-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 903, 'http://cbx.cappendev.com/903-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1276, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '\"\"\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nWalking through Chicago O’Hare the other day I noticed a cute pop-up style shop for a fancy looking, seemingly imported chocolate brand called Vosges. Much to my surprise, the back of the Mo’s Bacon Bar featured the story of the founder, Katrina, as well as her inspiration for the recipe and her company.\r\n\r\n \r\n\r\nI checked the production location, expecting to see an exotic French address, given that Vosges is a department in northeast France. But alas! Vosges is from Chicago in the good old US of A!\r\n\r\n \r\n\r\nSo what can we learn from a Midwestern candy entrepreneur about branding? The answer is – a lot!\r\n\r\n \r\n\r\nThe overall branding makes Vosges seem exotic, artisanal and giftable, with an underlying nod to indulgent luxury mixed with approachability. This combination is what makes the brand stand out.\r\n\r\n \r\n\r\nLet’s take a quick look at how Vosges does this in five easy steps.\r\n\r\n \r\n\r\nStep 1: Use a foreign name, real or made up.\r\n\r\nLet’s be honest. Anything French that is related to food sounds tasty. Chocolate has long been part of the French elite, with King Louis XV eating it regularly at breakfast, and we have the French to thank for that irresistible treat, the chocolate croissant! Plus, the made-up name (intended to look Scandinavian) worked really well for Haagen-Dazs, so why not?\r\n\r\n \r\n\r\nStep 2: Use supporting design elements.\r\n\r\nThe website conveys 19th century aesthetic and fonts with extravagant flourish, and the logo uses that 19th century French “metropolitain” font. The choice of purple signals luxury, and the gifting packaging (stripes, bows) suggest indulgence.\r\n\r\n \r\n\r\nStep 3: Leverage language to the fullest.\r\n\r\nThe linguistic elements of the brand include prolific adjectives for embellishment, such as the description that “dark chocolate surrounds the molten, salt-spiked, soft caramel center.” Every aspect of the language makes the taste experience sound delectable.\r\n\r\n \r\n\r\nStep 4: The product must support the brand objective (duh!).\r\n\r\nIn this case, Vosges uses exotic ingredients, some of which are imported (better stated – “flown in”) from far away countries, even if they might be ordered online and Fedexed in. Far away ingredients sound better paired with country of origin, like African rooibos tea, Tibetan goji berries, or even an appealing adjective, like the more common sweet Indian curry. Heck, even “local” ingredients sound exotic, like Michigan cherries or Black Hawaiian sea salt. All of these elements combine to form an air of excitement. However, part of the uniqueness of Vosges is conveyed through the pronunciation guide of the exotic ingredients (e.g., the phonetic spelling of “Oaxaca”). It’s not so fancy that you are looked down upon for not knowing how to pronounce what’s inside.\r\n\r\n \r\n\r\nStep 5: Include a compelling story that connects with consumers.\r\n\r\nThe Vosges brand story is one of the unique aspects of the brand. Katrina shares her personal story and is pictured on the packaging itself, lending an intimate feel to the brand. This makes the chocolate seem real, hand-made -- not like something manufactured by a large corporation but by an actual human being! Plus she is promoting causes she cares about, which makes her seem like a good person who is not just out to make money. We live in an age where we want to know about people’s personal lives, so it is intriguing, compelling and refreshing to see this on a chocolate bar.\r\n\r\n ', 'From France (Er, I mean Chicago) With Love, Home Grown VOSGES Brand Gets It Right', '', 'inherit', 'closed', 'closed', '', '891-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 891, 'http://cbx.cappendev.com/891-revision-v1', 0, 'revision', '', 0), (1277, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'Gaining new insight on design and brand strategy is essential for us to continue to be experts and innovators in our field. That’s why we sent our Engagement Director, Damien Moore-Evans, to the Fuse 2018 conference to observe the latest tools and knowledge leveraged by some of the top performers in the industry.\r\nA spotlight on pioneers and scene-stealers from both well-known brands and design startups, Fuse set to “celebrate disruptors and game changers within iconic and startup companies. Those who are changing the face of design and the way consumers experience and interact with the brand.”\r\n\r\nWith the fairly unpredictable nature of this industry, we understand the need for brands to cater to the ever-changing consumer. Even the most well-recognized brands have to be open to modifications, and we’ve seen it firsthand with recent redesigns including our work for Cheerios, Land O’Lakes, and Pillsbury. Many speakers at the conference stressed this importance for change, and the conference also included a multitude of other tips on how brands can stay at the top of their game.\r\n\r\nHere are some of our favorite takeaways:\r\n
      \r\n
    • Data-driven content is the only way to avoid failing behind
      • \r\n
    • Pantone: Color is the first thing you communicate. Make it the most important part of your design strategy. It is a way to connect and reflects what is happening in a particular culture and time
      • \r\n
    • Microsoft: Human-centered Design thinking (HCD) Is more important than user-centered design (UCD)
      • \r\n
    • “We’re fortunate to be in the business of wanting and having not needing. We do what we do for the connoisseur - not the consumer.” –Nike
      • \r\n
    • L’Oreal’s tips for today’s design leaders:\r\n
        \r\n
      • Think of design not as a discipline, but as experience
        • \r\n
      • Understand the business and be curious
        • \r\n
      • Challenge the status quote by reframing
        • \r\n
      • Be a Design Nomad!
        • \r\n
      \r\n
      • \r\n
    • Chobani: design is meaningful and inspires brand stories. It also speaks to the beliefs, wants, and means of customers
      • \r\n
    • Charity Water: choose to focus on hope rather than guilt. Photos should be rooted in hope, joy, and dignity.
      • \r\n
    • Hello Fresh: Do what’s right for your customers and don’t try to follow trends. They will pass.
      • \r\n
    • “We wanted to build a brand. Brands build relationships.” –Warby Parker
      • \r\n
    • User experience (UX) will be at the center of all activity driving marketing, technology operations and retail. One mustn’t forget that brand is likely to define UX, which means brands need to deliver a cohesive and coherent UX across all touch points.
      • \r\n
    • People remember stories, not ideas
      • \r\n
    • Two simple tips for great branding – Evolve and Surprise
      • \r\n
    • “If the story is compelling, people will build the road toward it.” – Robert Wong, VP Google Creative Labs
      • \r\n
    • Instagram’s approach to design thinking:\r\n
        \r\n
      • Consistency (across the product and UX)
        • \r\n
      • Clarity (use universally recognized functions and be clear)
        • \r\n
      • Constraint (limited and logically grouped functions)
        • \r\n
      • Design is the creation of desirable change
        • \r\n
      \r\n
      • \r\n
    • Purpose brings focus to a business, rallies leadership around a strong sense of direction, and helps staff to feel involved and motivated.
      • \r\n
    ', 'Fuse 2018: A Deep Dive into Design and Consumer Brand Experience', '', 'inherit', 'closed', 'closed', '', '1122-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 1122, 'http://cbx.cappendev.com/1122-revision-v1', 0, 'revision', '', 0), (1278, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '\"\"\r\nHaving worked on \"Store of the Future\" gas station projects all over the world, I often encounter similar professional scenarios: Clients have an existing network, an old design and a need to attract new consumers to get more out of their existing one. They all want “a store design,” “forecourt design,” “new food offer” or “site plan” that “needs to start rolling out next year but also will need to be relevant in 10 years.” In other words, they want a store of the future.\r\n\r\nI love these projects. They are ambitious and necessary to help gas station companies and brands evolve. Reinvention is sometimes a goal, but moving the business is always a must. As creative director, one of the first things I aim to do is open a client’s eyes. After all, they may know their business inside and out and still not be students of the world. I caution them with this: \"If you want to reinvent the idea of a gas station but all you look at are other gas stations, you\'ll probably end up with a gas station.\" For example, if we were organizing a best-in-class tour, we’d begin with visits to Wawa, Sheetz, Litro, Topaz and Repsol (that is, if we can make it around the world). But there is much more to learn by looking outside the industry as well.\r\n\r\nAll companies need to ask themselves the same questions: How do we speak to our consumers? How is our business organized? Why are we developing these technologies? The good news is that someone else may have already figured out the answer, or at least the approach. And often, it comes from an unexpected place.\r\n\r\nWhile we plan and design stores, car washes and everything else at a gas station, I’d like to hone in on a few eye-opening, non-gas station innovations that we can learn from when thinking about forecourts:\r\n

    Sonic Drive-In\r\n\"\"What we can learn: Layout and Flow\r\nThriving Sonic locations can have, at times, more than a dozen cars pull up in a covered area, order food, be entertained by carhops or have the choice of patio seating or a drive-thru. And they do it all seamlessly.

    \r\n \r\n\r\n \r\n\r\nToll Booths\r\n\"\"What we can learn: Customization\r\nMotorists drive through E-ZPass lanes in upwards of 40 miles per hour. Can we leverage today’s sensors to reveal which drivers are at our pumps, how much gas their car needs, what music they like and what type of fuel they purchase without having them take out their wallets?\r\n\r\n \r\n\r\n \r\n\r\nFabric Architecture\r\n\"\"What we can learn: Material\r\nIf your station is located in a warmer climate and doesn\'t need to contend with snow, fabric architecture might be an interesting architectural trend to consider. It’s stable, cost-effective, and makes a bold brand statement.\r\n\r\n \r\n\r\n \r\n\r\nAirport Hangars\r\n\"\"What we can learn: Canopy Design\r\nWho said a canopy has to have columns in the middle? If airplanes can maneuver around in these structures, so can cars and trucks.\r\n\r\n \r\n\r\n \r\n\r\nNYC Subways\r\n\"\"What we can learn: At Pump Experience\r\nThe New York MTA is piloting a large, touchscreen kiosk that gives subway station alerts, information, news, local maps and third party apps. Sound like something your customers would want to experience while filling up? Yup.\r\n\r\n(Innovation can also be inspired by the past. \"Reach New York\" is an installation from 1996 – and still active today – where simple motion sensors linked to musical sounds let waiting passengers on subway platforms entertain themselves and each other.)\r\n\r\nArby\'s\r\n\"\"What we can learn: Main ID sign\r\nThis isn\'t just an ordinary sign but a sentence about the brand that screams at the top of its lungs. It\'s got personality and impact and gusto. I love it.\r\n\r\n \r\n\r\nClearly, I’m only talking about the forecourt here. Inspiration for store design, layout, food service, technology and customer service are around us, everywhere. My advice to oil companies: Get out there and look the other way. Then, and only then, will you truly be a “store of the future.”', 'Gas Station of the Future? Better Look the Other Way', '', 'inherit', 'closed', 'closed', '', '949-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 949, 'http://cbx.cappendev.com/949-revision-v1', 0, 'revision', '', 0), (1279, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '\"\"\r\n\"\"\r\n\r\nI don’t know if you’ve noticed, but a ton of companies have popped up in the past few years that bank on people’s desire to broadcast their whereabouts. Unfortunately, a lot of these applications make it more confusing than necessary to do just that, begging the question, “What’s the point?”\r\n\r\nThe first time I ever used Facebook’s \"Check In\" application was when I was sitting at an airport in Argentina. It wasn\'t the best experience since, ironically enough, Facebook couldn\'t track down my location and I got an error message. The next (and only other) time I used it was when I discovered a really neat movie theater where the waiters brought food to your seat. I jumped on FB Check-In to let my friends know about it, but as soon as I did, FB shared with me all the other people that had also checked in and were only a few feet from me. That weirded me out, because I had no desire to let strangers in such close proximity know about my whereabouts and all my information.\"\"\r\n\r\nAnother popular check-in company is Foursquare, which markets itself as a location-based mobile platform to help you \"explore\" your city. As opposed to Facebook, where you simply broadcast your location, Foursquare turned the whole idea of “being found” into a game, by allowing you to become the \"mayor\" of the location(s) you frequent the most and to collect an array of badges. But the whole concept, while unquestionably creative, ultimately left me feeling confused.\r\n\r\nAnd tons of other companies – such as  GetGlue, Shopkick, Foodspotting, Gowalla & Tunerfish – have also jumped onto this trend with targeted niches that allow you to not only share where you are, but what music you’re listening to and what TV show you’re currently watching.\r\n\r\n\"\"\r\n\r\nAll this seems a bit vain to me, but there are certain times when these applications are used for more than egotism. Google’s Person Finder is currently being used to help locate victims of the horrific earthquake and tsunami that occurred in Japan. This user-populated search tool, in which people can post their location and report their status, was also set up for disasters in Haiti, Chile and New Zealand.\r\n\r\nIn these cases, it’s pretty amazing that technology can be used to find missing people; as of Monday afternoon, Google helped track down about 162,200 records. Can Facebook or Foursquare make such a claim? Google’s first core principle for all its offerings is \"Focus on the user and all else will follow.\" They put their customers first and foremost, are quick on their feet in times of crisis and keep impressing people with their numerous projects. The company’s use of their software for humanitarian causes should be an example to the rest of these \'check-in\" programs, whose applications just end up making me a little more lost.', 'Getting Lost in Being “Found”', '', 'inherit', 'closed', 'closed', '', '874-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 874, 'http://cbx.cappendev.com/874-revision-v1', 0, 'revision', '', 0), (1280, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '

    \n\"By By Lauren L.\n\n\"\"\n

    Bravo, Google. While I have always admired Google for their innovation and ability to simplify the complex, I am even more enamored with the brand now that they have done what very few other brands have done. They have demonstrated the confidence and guts to take a stand for what they believe in at the risk of losing money.

    \n

    As many of you may know, Google recently threatened to pull their presence out of China due to assaults from hackers to it’s computing systems and China’s attempt to “limit free speech on the Web.” NY Times, “Google, Citing Attack, Threatens to Exit China,”  After spending years in China to become one of the top three searches in Chinese, what it stands to lose by exiting the Chinese marketplace is what their competitors want: China’s 300 million Web users and the revenue that comes with them.

    \n

    However, what they have already accomplished by threatening to leave China is much more valuable – they have redefined what it means to be a leader in the 21st Century:

    \n

    1. Honest: By taking a stand for human rights, they are being true to their company’s official motto, “Don’t be evil.”

    \n

    2. Inspirational: By showing the world that they’re willing to forgo profits for ethics, they are doing what many of us wish we could do, but often do not – NOT SELL OUT. They have the confidence and guts to stay true themselves.

    \n

    3. Innovative: Their bold move has changed the game. A leader is no longer responsible for just creating profits for shareholders. A leader must now take ownership of their actions and the consequent causes and effects their actions have around the world.

    \n

    In my mind there is now Google, and everyone else. In our increasingly complex and connected global society, consumers have more choice than ever and are voting with their dollars. While some organizations have gotten away with wishy-washy policies and talking out of both sides of their mouths, I think Google’s recent actions not only send a message to China, they send a message to corporations and consumers. Take a stand. Practice what you preach. Own your actions.

    \n

    Go Google Go!

    ', 'Go Google Go!', 'Google grows a pair; Redefining leadership; There’s Google, then there’s everyone else.', 'inherit', 'closed', 'closed', '', '829-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 829, 'http://cbx.cappendev.com/829-revision-v1', 0, 'revision', '', 0), (1281, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', '\"\"\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nLast week, the world took a collective gasp when Steve Jobs announced he would be stepping down as Apple’s all-knowing CEO. People had anticipated this announcement for years, given his battle with pancreatic cancer and other ailments, but it still came as a surprise to hear that the man behind the iMac, iPhone, iPod and iPad would no longer be the head honcho.\r\n\r\n \r\n\r\nI was one of the gaspers, for I am an avid Apple fan who often pops into the Soho Apple store just for fun. What would happen to my beloved brand? That announcement, along with the minor earthquake at the beginning of the week and potentially catastrophic hurricane threat at its end, seemed to signal the apocalypse for me.\r\n\r\n \r\n\r\nCall me crazy, but the day after Steve Jobs stepped down, my iPhone suddenly started to act funny. The screen froze, the microphone stopped working, my camera was on the fritz. (I admit, this may have had less to do with Steve Jobs’ announcement and more to do with having a two-year-old who thinks bathtime is iPhone time.) While resorting to any and every kind of entertainment for Ryder during the storm weekend, he “accidentally” broke my InCase protective shell, leaving my phone vulnerable to damage. Well, guess what happened? The next day, I dropped the phone on the street and the screen shattered into several dozen shards of glass.\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nSo, at 3:30 on Monday afternoon, I found myself at the Genius Bar at Apple’s Meatpacking District location, along with hundreds of other New Yorkers who’d had problems with Apple products over the storm weekend. (The store was closed on Sunday.) After “checking in” with a cute employee, I waited at the bar for a half hour, until one of those awesome Genius Bar elves (I’m sorry, they have an elf-like presence to me) told me I would have to pay $200 to replace my phone. They didn’t cover damage this extensive, she explained. “Oh, Steve Jobs,” I thought, “where are you when I need you?”\r\n\r\n \r\n\r\nAnd then – perhaps seeing this helplessness in my eyes – my “elf” (her name was actually Lauren) disappeared behind a door for a few minutes. When she returned, she informed me that I could have a new phone, free of charge! Since this was my first iPhone offense in three and a half years, they were giving me a “pass,” she explained. We synced my information (fortunately I had my laptop with me), transferred it to a new phone, and I was good to go, without spending a penny (although I did buy a new case…a child-friendly rubber one this time).\r\n\r\n \r\n\r\n\"\"\r\n\r\n \r\n\r\nThe whole experience restored my faith in Apple as a company, and made me realize that just because one person is gone at the company – albeit, the most high profile one – doesn’t mean that the brand is going to crumble to the ground. In all likelihood, Tim Cook has likely been running the company for a while now, anyways, and the dude seems pretty damn capable. So while the world bemoans the lose of the Apple innovator who has changed life as we know it, I look forward to seeing how the inheritors of his legacy will carry his torch into the next several decades, and how they will continue to shape the life of my iPhone-obsessed toddler.\r\n\r\n \r\n\r\n \r\n\r\n\r\n\r\n\r\n', 'Gone, But Not Forgotten', '', 'inherit', 'closed', 'closed', '', '893-revision-v1', '', '', '2018-09-24 18:48:57', '2018-09-24 18:48:57', '', 893, 'http://cbx.cappendev.com/893-revision-v1', 0, 'revision', '', 0), (1282, 1, '2018-09-24 18:48:57', '2018-09-24 18:48:57', 'If you haven’t had the good fortune lately of experiencing an extreme and adventurous POV video in one of your news feeds, you’re missing out. GoPro, a fast-growing, U.S.-based camera company, is revolutionizing the way people capture life experiences and see the world.\r\nTake this lion safari for example:\r\n\r\n\r\n\r\nIn 2002, Nick Woodman, GoPro’s 38-year-old CEO, created a waterproof wrist camera as a way for amateur surfers to photograph their antics riding waves (at the time, only their professional counterparts were professionally photographed). The tiny, portable device became affectionately known as “GoPro.” After selling initial GoPro models out of his van to surf shops all around California, he later raised enough capital to create a smaller, more technologically sound product.\r\n\r\nA budding entrepreneur, Woodman later used his GoPro to hone his video-making skills on the Formula One racetrack. While event staff tried to charge him $100 for a rental and recording fee, Woodman kept recording… and the rest is history.\r\n\r\nToday, the GoPro brand has risen to impressive heights with professionals and novices alike. It has secured high-profile athletic sponsorships with such legendary surfers as Kelly Slater, and remained a favorite among countless content creators on YouTube. It’s even being used for research and fieldwork at the Scripps Institute of Oceanography in La Jolla, CA.\r\n\r\n\r\n\r\nLA Talk Live! Radio: http://latalklive.com/new/what-catches-fire\r\n\r\nYou Tube: http://youtu.be/0Y883Hu3xgY', 'Rick Barrack on LA Talk Live Radio', '', 'publish', 'open', 'open', '', 'rick-barrack-on-la-talk-live-radio', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/rick-barrack-on-la-talk-live-radio', 0, 'thinking', '', 0), (1791, 4, '2012-12-14 17:25:22', '2012-12-14 17:25:22', 'I’m 10 minutes early for my interview with Rick Barrack as my cab pulls up to the East 21st Street office of CBX in Manhattan. He is standing outside, about a building or so away from the entrance; we haven’t met prior, and he looks to be enjoying his moment in the sun, so I leave him to it and go inside.CBX is one of my clients through my day job at Inwork, so I know the drill. The elevator opens into a second floor hallway, where I buzz through an enormous glass door leading to their lobby.\r\n
    \r\n\"\"\r\n\r\nI’ve been here before, but I’ve never had opportunity to meet Rick, the agency co-founder —and mention-worthy— one of Fast Company\'s “100 Most Creative People in Business.” I’m curious to hear more about what makes CBX tick, Rick’s business philosophy, and how his teams support it.\r\n
    \r\n\"\"\r\nWildly impressive and understated all at once, the CBX “Big Red Curtain\".\r\n
    \r\nI am welcomed by the receptionist, who is sitting behind a crescent antique desk of dubious yet stately origin. She is sitting before a red velvet curtain worthy of a 1930s Zeigfield stage production, above which is a glittering crystal chandelier.\r\nIt’s a stunning first impression, dramatic still upon repeat visits. I am offered a seat, but prefer to take a few minutes to poke around the lobby. It is littered with rustic relics, a Persian rug, a frat-house “dream chair” constructed from as-yet-untapped Bud Light 12-Packs, a giant, weathered garage door, and a 1920s shopping cart—which is super cool, but looks far too tiny to be very useful to my 2012 consumer eye.\r\n
    \r\n\"\"\r\nThe Garage.\r\n
    \r\n

    The space is nothing short of eclectic theatre—a sophisticated carnival vibe, a calculated amalgam of “high and low” put on by CBX aesthetes who knew exactly what they were doing.

    \r\n
    \r\n\"\"\r\nAs Rick enters the room, I’m taken by his ease. He has the inviting air of someone comfortable in his own skin, without a hint of pretense. His greeting mimics the sentiments artfully rendered in chalk on the west-facing wall, which serve as CBX’s cultural touchstones: “Straight Talk,” “Dirty Hands,” “Hello There,” “Come Right In,” “Have a Seat!” “Welcome One & All”.\r\n
    \r\n\"\"\r\nJoe Violante: Executive Creative Director, Rick Barrack: CCO, Allison Koller: Creative Director.\r\n
    \r\nThere are no fake smiles here and certainly no finger guns (except in jest).\r\nWhile many of the questions posed are admittedly self-indulgent, I come away with some golden nuggets about what sets the tone at CBX.\r\nThe first thing I noticed stepping behind the “big red curtain” and walking into the belly of the whale are workstations with obligatory “dividers.” However, they are significantly lower than those in most offices, and surrounded by walls of image galleries, which are visible everywhere in the room.\r\n
    \r\n

    \"\"

    \r\n\"\"\r\n\r\n\"\"\r\n\r\nProjects in progress are not just living on computer screens or tucked away in folders. Design iterations, their alternatives and various components are on display for all employees to see. For larger and more complicated initiatives, formalized ”Immersion Rooms” are dedicated to discovering a given brand’s past, present, and potential future, in depth.\r\n
    \r\n

    \"\"

    \r\nThe overriding theme here is transparency—right down to the clear corrugated plastic walls of the door-less immersion rooms. Intelligence is a shared, and readily exchanged commodity across different brand teams and open to interdisciplinary exchanges that could not take place otherwise.\r\n
    \r\n\"\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nInfo sharing is second nature. Pinboards extend well into CBX’s kitchen.\r\n
    \r\nYou’ve heard the old cliché “There is no “I” in team.” Well, CBX uses this language and they really, REALLY mean it.\r\n\r\n\"\"\r\n\r\nCBX teams are like pro-racing pit crews and its no surprise, given Rick himself, is a dedicated auto enthusiast and Indy 500 aficionado.\r\n
    \r\nThe teams have a “crew chief” who is instrumental in assigning specialists from their multidisciplinary talent pool. Great care is taken to match the right CBX resource to the proper client. Think “the right tool for the right job.”\r\n
    \r\nTeam communication is centralized; they’re all “on the radio” listening to the race progress, keeping in constant contact, so when a driver pulls into the pit and it’s time to get to work, nothing goes unconsidered or unresolved.\r\nYou see plenty of “dirty hands” here, and you’ll never find them idle. Even though it’s not stated explicitly, it seems very clearly ingrained in the culture that failure is not an option on CBX’s watch.\r\n
    \r\nBut it’s not just about “winning” with this crew, it’s as much about performance. That is to say, if your brand were Humpty Dumpty, and he were to fall off a wall, CBX’s brand zealots would rally around and put you back together again--only, you’d emerge having a shell more akin to Titanium-Kevlar, than calcium composite, and CBXers would have likely souped it up with an aftermarket anti-gravity device just to be 100% sure you never fell off that bloomin’ wall again.\r\n
    \r\nThat’s just what CBX does.\r\n
    \r\n\"\"\r\nAn exemplary outcome at the hands of this CBX teamwork, in collaboration with Joe Jackman, can be easily seen in their brand renovation of Duane Reade.\r\n
    \r\nThe Duane Reade initiative, “New York Living Made Easy” was a multi-faceted brief requiring a complete reinvention of the Duane Reade drugstore concept. Under the brief’s umbrella lay a mission to rebrand four Duane Reade private label brands, and fundamentally elevate the in-store experience to one that was nothing less than channel-changing.\r\nCBX nailed it.\r\nAfter all, how many drugstores offer you unexpected touches like a frozen yogurt bar, a sushi bar, or a growler bar, all of which are targeted to the needs and demands of any given store location’s specific neighborhood clientele.\r\n
    \r\n\"\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nI asked Rick to share a little about Duane Reade as he sees it -- an interesting case study in immersion.\r\n
    \r\nRB: “They (DR) came to us because of our NY chops--a small agency that could be nimble while also having the capability to address the massiveness of the initiative.\r\nBut most importantly what was really interesting is, from a cultural perspective, we’re often asked to put our “New Yorkness” in our back pocket in order to appeal to Omaha and Ohio and Florida, and so on so forth…\r\nIn this case they (DR) actually asked us to step out of that, and get back to NY, and celebrate our New Yorkness. So we were really able to let it fly, completely let it fly—I mean, they gave us full liberty to partner with them on their vision of what Duane Reade could be.\r\nThey were great. Great partners and great clients who allowed us the liberty to do what we do best and trusted us in helping them navigate down the garden path.”\r\n
    \r\nLM: So, what do you do in cases where you don’t have as much control over a brand?\r\n
    \r\nRB: We’re a very humble company in the way we approach our clients, and I think that humility allows us to understand what the client needs. While we are the stewards of brands and we should and do help guide, and aim, and shoot, occasionally, we are required to “play nice in the sand box” with good manners.\r\n
    \r\n LM: OK, but what if you have a project that you think is going to reflect poorly on your own brand, what do you do about that?\r\n
    \r\nRB: Our first criteria is not “How this going to look in a portfolio?” or “What awards s are we going to win?” It’s just not in our nature; nobody here thinks that way.\r\nThe first order of business is, has the client gotten what they needed? Are we addressing the objective, are they happy with the result and will they come back and work with us again?\r\nAt the end of the day, we are in the service business and we don’t forget that!\r\n
    \r\n“Arrogance is an enemy to most initiatives—we just don’t approach things that way.”\r\n
    \r\nWe like to “get our hands dirty” and there’s a reason we use this language. It manifests itself into a philosophy. We live and breathe it. It’s not just words that we shove down the throats of people who work here.\r\nIt’s the nature of the way we think, our teams know these brands are living and breathing, entities and this is not art school.\r\nWe’re not in the business of making pretty pictures just because we like them. Our work has got to be grounded in some rationalization of why we did what we did. The most important thing is— the people buying these brands and these products will not have us standing up in front of them spinning it and selling it. It has to sell itself.\r\nWe look at the role of branding through that lens—knowing what is responsible and what is irresponsible—and I think when you have that ingrained in a culture like we do, it becomes second nature into everything we touch.”\r\n
    \r\n\"\"\r\n\r\nCBX Offers Staffers “A wall of their own” called “The Family tree” where they can showcase artwork or an artifact that embodies their own personal brand.\r\n
    \r\n
    \r\n\"\"\r\nAt the end of the day, CBX is all about connection.\r\n
    \r\nSo, what’s behind the big red curtain at CBX?\r\n
    \r\nIn my opinion, it isn’t theatre at all, nor is it a circus, a carnival, or the great and powerful Oz. It’s a collective, orchestrated exercise in strategy, brand immersion, and design, executed by talented, hard-working people buzzing with hive mentality but without all the Borg-like assimilation nonsense.\r\nAnd with that I will bid you adieu, and “Be Awesome! “\r\nClick Here for more information about CBX and Rick Barrack.\r\nMany thanks to Rick Barrack, Christine Coppinger, Tina Rosenbaum, and all the other fine folks at CBX who made this article possible.\r\n
    \r\n-LM\r\n\r\nhttp://www.thedieline.com/blog/2012/12/12/inside-the-studio-behind-the-big-red-curtain-at-cbx-nyc-with.html', 'Behind the big red curtain at CBX', '', 'publish', 'open', 'open', '', 'inside-the-studio-behind-the-big-red-curtain-at-cbx-nyc-with-rick-barrack', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/inside-the-studio-behind-the-big-red-curtain-at-cbx-nyc-with-rick-barrack', 0, 'thinking', '', 0), (1792, 4, '2013-01-04 18:44:03', '2013-01-04 18:44:03', 'Gregg S. Lipman:\r\nFor years, I always thought my friends up in Canada were exaggerating when they\'d talk about how fiercely protective the province of Quebec -- through its official language watchdog The Office québécois de la langue française (OQLF) -- was of its French language. There were stories filled with references to eating chiens chauds (literally \'hot... dogs\'), watching their favorite quart-arrière (quarterback) and having to stop for signs that read \"Arrêt,\" despite the fact that they say \"Stop\" in every other French-speaking country in the world.\r\n\r\nI always found these anecdotes simply funny, until I heard about the office\'s recent attempt to force major American retailers like Walmart, Costco, The Gap, Guess, Old Navy and Best Buy, to amend their brand names to include a French phrase/slogan that would clearly articulate what the company is selling. Not only would these brands have to change their signage -- they\'d also have to spend millions of bucks to update all their marketing materials, packaging, labels, price tags, and so on. All for what? To dilute their trademarks?\r\n\r\nAnd that was when the brand guy in me got a little -- how do you say -- \"PO\'ed\" (pardon my French). I mean, if I moved to Quebec, would I have to change my name to Gregoire?\r\n\r\nThe OQLF claimed they were just ensuring their Francization laws were now simply being respected, even though it had not uttered a peep when those companies first started operating in the province. But their attempt was made very adversarial by threats of fines, denial of government subsidies/contracts or even suspension of the certificates of compliance necessary to operate a business in Québec.\r\n\r\nNot surprisingly, the American companies targeted responded with a stinging lawsuit, questioning the entirety of the premise and timing of the OQLF\'s nefarious undertaking. And why wouldn\'t they?\r\n\r\n- We know full well it often takes years and many millions of marketing dollars, to create a distinctive and memorable brand\r\nname. It is a huge investment that cannot be toyed with on what appears to be a whim.\r\n- The strength of a trademark -- especially an international one -- correlates most strongly with its consistent, if not uniform,\r\npresentation and application throughout its markets.\r\n- Brand equity, brand recognition and brand valuation are now readily acknowledged as vitally important elements of a brand\'s\r\noverall worth.\r\n\r\nThe OQLF outlined four ways for brands to alter their names. Unfortunately, each and every one of them poses serious threats to their brand trademarks and global credibility. Here\'s how:\r\n\r\n1. Attaching a French word that would describe what the American company sells/does\r\n\r\nHolds great potential to be visually awkward on signage. How would French descriptors even help in the first place? Would Habits The Gap (literally \'Clothes The Gap\') or Le Magasin Walmart somehow get a potential Quebec shopper any closer to understanding what either company sells (assuming they\'ve never heard of them)?\r\n\r\n2. Creating a French version of the American Trademark\r\n\r\n- Doable and not altogether uncommon (see Green Giant/Géant Vert in France or KFC/Poulet Frit Kentucky in Quebec).\r\n- But this option would not work for a Walmart or J. Crew or Starbucks or any proper name brand.\r\n- You risk creating a name that has no visual or etymological connection to its original brands at all (see Staples/Bureau en Gros. Can Whole Foods/Nourritures Entières be far behind?).\r\n\r\n3. Creating a multiple word slogan, all in French that would describe what the American Company sells\r\n\r\nIf a single French word could potentially be awkward, imagine what multiple descriptive words will look like! With modern retailers increasingly broadening their product mixes (Urban Outfitters -- to pick just one example -- sells everything from clothing to books to jewelry to cameras and vinyl records) to include complementary and lifestyle products, how could this strategy effectively communicate the totality of a retailer\'s offerings?\r\n\r\n4. Keeping the original American brand name but reducing its size dramatically and slotting it under its far larger, translated-into-French name\r\n\r\nThis is clearly the worst option of the bunch. Imagine a sign with two brands on it, one saying Vieille Marine and directly below it, in much smaller letters, the words Old Navy. It would be chaos on signage, nor would that in any way clarify to a potential consumer what it is the brand sells or does.\r\n\r\nSo nice of you to offer these suggestions, Quebec. But do you really think that Walmart is going to become Le Magasin Walmart just for your shoppers? Even the \"real\" French are less stringent about their language laws -- and that\'s saying a lot. Don\'t get me wrong: I find it admirable of you to want to preserve your French heritage. But as a brand professional I also find it wholly naïve. I mean, when a brand invests millions and millions of dollars in establishing a name, why would they risk devaluing its international recognition by changing it for one small region of the world?\r\n\r\nFurthermore, while there was certainly a time in our civilization\'s history where a language only applied to a specific, corresponding culture, in this day an age, the high degree of exposure, interaction and connectivity afforded us (in large part thanks to technology) has allowed language to mutate to such a high degree that it has effectively decoupled from culture. That is to say: a culture that spawned a language, no longer necessarily defines it.\r\n\r\nLanguage adapts very quickly to changing environments and imports heavily from other languages it comes in contact with. And we know that centuries of close proximity to America has enabled many English words to migrate over into French. To assume that they would need English retail signage translated into French is thus, well, silly. After all, over here in America, we\'re not translating Le Pain Quotidien into \"The Daily Bread\" or \"Le Chateau\" to \"The Castle.\" Trying to legislate language is not only virtually impossible, it shows a willful disregard for the power of language and its free exchange between societies, as a continuing catalyst for cultural and creative growth.\r\n\r\nAnd for the record, I think that Gregg is a helluva nicer name than Gregoire. Just saying.\r\n\r\n \r\n\r\nhttp://www.huffingtonpost.com/gregg-s-lipman/pardon-my-french-quebec_b_2396822.html\r\n\r\n ', 'Pardon My French...', '', 'publish', 'open', 'open', '', 'pardon-my-french-quebec-but-your-language-laws-are-ridiculous', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/pardon-my-french-quebec-but-your-language-laws-are-ridiculous', 0, 'thinking', '', 0), (1793, 4, '2013-01-04 19:10:45', '2013-01-04 19:10:45', 'By Nancy Brown:\r\nThe consumer trend toward locally grown fresh food has infiltrated the mass market. Learn how to utilize your packaging to convey premium, farm-fresh authenticity.\r\n\r\n\"Farm-to-fork\": It’s the foodie buzz term of recent years, the hip culinary expression on everyone’s lips. New restaurants boasting farm-fresh ingredients are popping up in neighborhoods all over the country, greenmarkets are hotter than ever, and farm-to-fork ambassadors like chefs Dan Barber of Blue Hill, British sensation Jamie Oliver, and Alice Waters of Chez Panisse have become bona fide celebrities.\r\n\r\nAnd now, this movement is starting to infiltrate the mass market.\r\n\r\nIt’s no surprise. With E. coli outbreaks happening every few months (it seems) and books like The Omnivore’s Dilemma making people fearful of what they put in their bodies, today’s consumers want to know exactly where their food comes from. Farm-to-fork delivers on that need. It is defined as “food that has come to your table from a specific farm,” and more often than not, these are greenmarket-bought fruits, vegetables, and meats that come from farms within a certain distance from one’s home.\r\n\r\nSure, it seems that consumer packaged goods would be the antithesis of farm-to-fork, but the truth is that certain CPG brands—such as Land O’Lakes and Ocean Spray—have been offering farm-fresh products for years. Now other brands, many with the word “farm” in their names, are pinpointing a need in the market to not only use the highest-quality, farm-fresh ingredients, but also to provide consumers with information about the origins of those ingredients.\r\n\r\nThere are a few different ways that companies are interpreting farm-to-fork for the mass audience. Some brands, like Green Giant, focus on the farm-fresh aspect, while others, like Cabot Creamery dairy products from Vermont, focus on local. Kashi—whose tagline is “seven whole grains on a mission”—is all about sourcing authentic ingredients from around the world. Häagen-Daz’ Five ice cream brands and Yoplait’s Simplait yogurt are stripping down the ingredients to the bare essentials.\r\n\r\nConveying farm-fresh through packaging\r\n\r\nA lot of brands have been conveying the “farm-to-fork/local/sourced/simple ingredients” aspects of their offerings through advertising, but how are they communicating the fresh, farm-to-fork aspect of their offerings through their packaging? For starters, they’re making it more premium. Consumers seem to be willing to pay a bit more for the quality aspect of farm-to-fork offerings, and the upscale design of these products reflects this. Quite simply, the products cost more because people are willing to pay more. But there are many more ways that brands can capitalize on this trend to try and seize some of the $860 million worth of unmet demand for farm-fresh products (according to Farm2Table Co-Packers, a company in upstate New York).\r\n\r\nHere are five lessons the “big boys” can learn from some of today’s smaller, but well-established, farm-to-fork brands.\r\n\r\n1. It’s all in a name. For many CPG products, you can just envision the dozens of meetings and focus groups that it took to come up with a snazzy name for some new beverage or cleaning product. But farm-to-fork is all about origins, first and foremost. Farm-to-fork product names just say it like it is: Ronnybrook Farm milk, from Ronnybrook Farm Dairy in the Hudson Valley; Dorset Cereals, named for the county of Dorset in England, where it is made; The Immaculate Baking Company, made with only all-natural ingredients. With names like these, the products speak for themselves, because they are that fresh, that good, that worthy of your dollars.\r\n\r\n2. Tell your story. Farm-to-fork products don’t have the most creative stories in the books—they just have honest stories that make us trust their brands. And since the products are so proud of where they’ve come from, these stories tend to be featured front-and-center on their packaging. Why, Green Giant has been telling their “picked at the peak of perfection” story—about how farmers who grow vegetables for the company receive a knock on their doors from company representatives who tell them, “It’s time to pick the peas!”—for several decades now. And why not? It’s a terrific story to tell.\r\nSiggi’s Icelandic-style yogurt features its story—about a guy who missed the thickness of skyr, the yogurt from his native country, and now makes it here in America with milk from family farms in New York State—on the back of its label, which consumers are encouraged to tear off and read via a little paper tab.\r\n\r\n3. Talk up your strengths. Farm-to-fork products tend to be superior to other products due to their fresh, often organic natures, and brands have every right to talk up these benefits. Bellwether Farms, an “artisan creamery” out of Sonoma, CA, promotes the fact that those who are intolerant to cow’s milk can enjoy their sheep-milk products, which are made from the milk of “healthy, pastured animals” and are “an excellent source of B vitamins.”\r\nHäagen-Daz’ Five ice cream line lists all five of its ingredients on its container, complemented by a photograph of one key ingredient (e.g., a mound of brown sugar). On its Web site and promotional materials, Frito-Lay boasts that many of its products consist of only three ingredients, but this claim has yet to turn up on its packaging…yet.\r\n\r\n4. Hype the goods. Since farm-to-fork products are all about authenticity, it makes perfect sense for brands to showcase their farm-fresh products and sources of origin on their packaging. Siggi’s yogurt features a lovely illustration of a key ingredient, such as blueberries. Red Jacket Juices, made at the Red Jacket Orchard, feature a large apple that reflects the all-natural flavor of the juice. Ronnybrook Farm features cows on its packaging, while Old Chatham Sheepherding Company and Bellwether Farms feature sheep. Packaging for Kate’s Homemade Butter boasts a photo of a little girl, presumably Kate herself, who the consumer is led to believe may have churned the butter inside.\r\n\r\n5. Don’t skimp on the details. Details like package structure and printing methods signal the quality, upscale nature of farm-to-fork products to consumers. Rick’s Picks pickles and Ronnybrook Farm’s milk products are both housed in ball jar-type glass bottles that reference the farm-fresh aspect of the offerings, let consumers see their freshness, and harken back to their greenmarket origins. Siggi’s yogurt has a matte-paper wrapper that is both incredibly spare and undeniably upscale. Dorset Cereals come in uncoated paper boxes with peak-a-boo windows that let you see the product and mirror the natural nature of the oats, grains, and dried fruits inside.\r\n\r\nOf course, not all CPG companies will be able to bring their products to consumers straight from the farm. But by following the lead of some of the successful farm-to-fork companies out there right now and by utilizing at least a few of the five steps mentioned, they can definitely capitalize on the movement and take measures to make their products seem as local, simple, and authentic as possible.\r\n\r\nhttp://www.packworld.com/package-design/graphic/farm-fork-drives-consumer-packaging', '\'Farm-to-fork\' drives consumer packaging', '', 'publish', 'open', 'open', '', 'farm-to-fork-drives-consumer-packaging', '', '', '2018-09-27 20:48:05', '2018-09-27 20:48:05', '', 0, 'http://cbx.cappendev.com/thinking/16/farm-to-fork-drives-consumer-packaging', 0, 'thinking', '', 0), (1794, 4, '2013-01-10 15:41:06', '2013-01-10 15:41:06', 'The seventh of the Pennsylvania-based fuel and convenience store operator’s locations in the sunshine state, opened on Monday (7 January 2013), with 25 more scheduled to open in the Orlando/Tampa area in 2013.\r\nLike the six sunshine state locations that opened last year, Wawa’s latest store in Apopka features a design intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\nOnce inside, customers will immediately notice the vibrant red-tiled wall placed front and centre highlighting the new centre island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order more than 20 custom-made varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a sense of place. Overall, Wawa’s new prototype is characterised by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space.\r\n\r\nNew York City-based CBX worked with Wawa to create the fresh, new prototype store. CBX created a new colour and materials palette emphasising natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store’s warm and welcoming aura while complementing the look and feel of the sunshine state.\r\n\r\n“We are thrilled to be doing business in Florida and look forward to setting a new standard of quality and appetising convenience for Floridians,” said Chris Gheysens, Wawa President.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states, 300+ of which offer fuel. The chain is revered equally for its wide variety of coffee and smoothies, fresh salads and built-to-order hoagies, as well as its fast and friendly service, available all day, every day.\r\n\r\nCBX: provided design expertise for Wawa\'s Florida market entrance.\r\n\r\nhttp://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201301&this_page=8', 'WAWA opens latest prototype in Apoka, FL', '', 'publish', 'open', 'open', '', 'wawa-opens-latest-prototype-in-apoka-florida-the-companys-seventh-location-in-the-sunshine-state', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/wawa-opens-latest-prototype-in-apoka-florida-the-companys-seventh-location-in-the-sunshine-state', 0, 'thinking', '', 0), (1795, 0, '2018-09-27 16:51:45', '2018-09-27 16:51:45', '', 'froyo2', '', 'inherit', 'open', 'closed', '', 'froyo2', '', '', '2018-09-27 16:51:45', '2018-09-27 16:51:45', '', 1581, 'http://cbx.cappendev.com/app/uploads/2018/09/froyo2.jpg', 0, 'attachment', 'image/jpeg', 0), (1796, 4, '2013-01-18 17:14:42', '2013-01-18 17:14:42', 'By Nancy Brown:\r\nThe consumer trend toward locally grown fresh food has infiltrated the mass market. Learn how to utilize your packaging to convey premium, farm-fresh authenticity.\r\n\r\n\"Farm-to-fork\": It’s the foodie buzz term of recent years, the hip culinary expression on everyone’s lips. New restaurants boasting farm-fresh ingredients are popping up in neighborhoods all over the country, greenmarkets are hotter than ever, and farm-to-fork ambassadors like chefs Dan Barber of Blue Hill, British sensation Jamie Oliver, and Alice Waters of Chez Panisse have become bona fide celebrities.\r\n\r\nAnd now, this movement is starting to infiltrate the mass market.\r\n\r\nIt’s no surprise. With E. coli outbreaks happening every few months (it seems) and books like The Omnivore’s Dilemma making people fearful of what they put in their bodies, today’s consumers want to know exactly where their food comes from. Farm-to-fork delivers on that need. It is defined as “food that has come to your table from a specific farm,” and more often than not, these are greenmarket-bought fruits, vegetables, and meats that come from farms within a certain distance from one’s home.\r\n\r\nSure, it seems that consumer packaged goods would be the antithesis of farm-to-fork, but the truth is that certain CPG brands—such as Land O’Lakes and Ocean Spray—have been offering farm-fresh products for years. Now other brands, many with the word “farm” in their names, are pinpointing a need in the market to not only use the highest-quality, farm-fresh ingredients, but also to provide consumers with information about the origins of those ingredients.\r\n\r\nThere are a few different ways that companies are interpreting farm-to-fork for the mass audience. Some brands, like Green Giant, focus on the farm-fresh aspect, while others, like Cabot Creamery dairy products from Vermont, focus on local. Kashi—whose tagline is “seven whole grains on a mission”—is all about sourcing authentic ingredients from around the world. Häagen-Daz’ Five ice cream brands and Yoplait’s Simplait yogurt are stripping down the ingredients to the bare essentials.\r\n\r\n\"\"\r\n\r\nConveying farm-fresh through packaging\r\n\r\nA lot of brands have been conveying the “farm-to-fork/local/sourced/simple ingredients” aspects of their offerings through advertising, but how are they communicating the fresh, farm-to-fork aspect of their offerings through their packaging? For starters, they’re making it more premium. Consumers seem to be willing to pay a bit more for the quality aspect of farm-to-fork offerings, and the upscale design of these products reflects this. Quite simply, the products cost more because people are willing to pay more. But there are many more ways that brands can capitalize on this trend to try and seize some of the $860 million worth of unmet demand for farm-fresh products (according to Farm2Table Co-Packers, a company in upstate New York).\r\n\r\nHere are five lessons the “big boys” can learn from some of today’s smaller, but well-established, farm-to-fork brands.\r\n\r\n1. It’s all in a name. For many CPG products, you can just envision the dozens of meetings and focus groups that it took to come up with a snazzy name for some new beverage or cleaning product. But farm-to-fork is all about origins, first and foremost. Farm-to-fork product names just say it like it is: Ronnybrook Farm milk, from Ronnybrook Farm Dairy in the Hudson Valley; Dorset Cereals, named for the county of Dorset in England, where it is made; The Immaculate Baking Company, made with only all-natural ingredients. With names like these, the products speak for themselves, because they are that fresh, that good, that worthy of your dollars.\r\n\r\n\"\"\r\n\r\n2. Tell your story. Farm-to-fork products don’t have the most creative stories in the books—they just have honest stories that make us trust their brands. And since the products are so proud of where they’ve come from, these stories tend to be featured front-and-center on their packaging. Why, Green Giant has been telling their “picked at the peak of perfection” story—about how farmers who grow vegetables for the company receive a knock on their doors from company representatives who tell them, “It’s time to pick the peas!”—for several decades now. And why not? It’s a terrific story to tell.\r\nSiggi’s Icelandic-style yogurt features its story—about a guy who missed the thickness of skyr, the yogurt from his native country, and now makes it here in America with milk from family farms in New York State—on the back of its label, which consumers are encouraged to tear off and read via a little paper tab.\r\n\r\n\"\"\r\n\r\n3. Talk up your strengths. Farm-to-fork products tend to be superior to other products due to their fresh, often organic natures, and brands have every right to talk up these benefits. Bellwether Farms, an “artisan creamery” out of Sonoma, CA, promotes the fact that those who are intolerant to cow’s milk can enjoy their sheep-milk products, which are made from the milk of “healthy, pastured animals” and are “an excellent source of B vitamins.”\r\nHäagen-Daz’ Five ice cream line lists all five of its ingredients on its container, complemented by a photograph of one key ingredient (e.g., a mound of brown sugar). On its Web site and promotional materials, Frito-Lay boasts that many of its products consist of only three ingredients, but this claim has yet to turn up on its packaging…yet.\r\n\r\n\"\"\r\n\r\n4. Hype the goods. Since farm-to-fork products are all about authenticity, it makes perfect sense for brands to showcase their farm-fresh products and sources of origin on their packaging. Siggi’s yogurt features a lovely illustration of a key ingredient, such as blueberries. Red Jacket Juices, made at the Red Jacket Orchard, feature a large apple that reflects the all-natural flavor of the juice. Ronnybrook Farm features cows on its packaging, while Old Chatham Sheepherding Company and Bellwether Farms feature sheep. Packaging for Kate’s Homemade Butter boasts a photo of a little girl, presumably Kate herself, who the consumer is led to believe may have churned the butter inside.\r\n\r\n\"\"\r\n\r\n5. Don’t skimp on the details. Details like package structure and printing methods signal the quality, upscale nature of farm-to-fork products to consumers. Rick’s Picks pickles and Ronnybrook Farm’s milk products are both housed in ball jar-type glass bottles that reference the farm-fresh aspect of the offerings, let consumers see their freshness, and harken back to their greenmarket origins. Siggi’s yogurt has a matte-paper wrapper that is both incredibly spare and undeniably upscale. Dorset Cereals come in uncoated paper boxes with peak-a-boo windows that let you see the product and mirror the natural nature of the oats, grains, and dried fruits inside.\r\n\r\nOf course, not all CPG companies will be able to bring their products to consumers straight from the farm. But by following the lead of some of the successful farm-to-fork companies out there right now and by utilizing at least a few of the five steps mentioned, they can definitely capitalize on the movement and take measures to make their products seem as local, simple, and authentic as possible.\r\n\r\n \r\n\r\nhttp://www.thedieline.com/blog/2013/1/14/farm-to-fork-drives-consumer-packaging.html\r\n\r\n ', '\'Farm-to-fork\' drives consumer packaging', '', 'publish', 'open', 'open', '', 'farm-to-fork-drives-consumer-packaging-2', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/farm-to-fork-drives-consumer-packaging-2', 0, 'thinking', '', 0), (1797, 0, '2018-09-27 16:51:46', '2018-09-27 16:51:46', '', 'JanKotex', '', 'inherit', 'open', 'closed', '', 'jankotex', '', '', '2018-09-27 16:51:46', '2018-09-27 16:51:46', '', 1582, 'http://cbx.cappendev.com/app/uploads/2018/09/JanKotex.jpg', 0, 'attachment', 'image/jpeg', 0), (1798, 4, '2013-02-01 18:36:11', '2013-02-01 18:36:11', 'Philabundance pursuing new model to serve people in need in Delaware Valley food deserts through attractive, convenient and friendly stores.\r\nCBX, the brand agency and retail design consultancy based in New York, has been retained by hunger relief organization Philabundance to design a prototype for Fare & Square, a not-for-profit grocery store slated to open this summer in Chester, Pa.\r\n\r\nFare & Square will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester--one of the 35 food deserts in the Delaware Valley according to the USDA--the access to “good food right around the corner” that has not been available since the town’s last full-scale grocer closed in 2001.\r\n\r\nPhilabundance recently purchased the town’s former grocery building at 3109 West 9th St., and gave CBX the assignment to create a colors and materials palette as well as signage and graphics for the 13,000-square-foot store. CBX will also design perimeter departments and the store’s center core. All creative work will be based on collaboration between CBX and Philadelphia-based LevLane Advertising, which designed the Fare & Square logo with Philabundance. The colorful logo features a simple drawing of a purple carrot (with green tops attached) and the words “Fare & Square” set in an outlined box with rounded edges, plus the tagline “good food right around the corner.”\r\n\r\n“We’ll be drawing heavily on both the Fare & Square brand direction as envisioned by LevLane and the existing supermarket footprint of the Chester space,” said Joseph Bona, president of CBX branded environments. The design will incorporate functional merchandise fixtures, flooring, lighting and signage.\r\n\r\nUnder its not-for-profit grocery store model, Fare & Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way. One notable aspect of the overall design “is that it will reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” Bona explained. “Ultimately, we’re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection.”\r\n\r\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley. “Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of the Philadelphia-based organization. “Philabundance has worked on this concept for five years, and we are thrilled to see it coming to fruition to help the residents of Chester.”\r\n\r\nAbout Philabundance:\r\n\r\nPhilabundance reduces hunger and food insecurity in the Delaware Valley by providing food access to people in need in partnership with organizations and individuals. Philabundance provides a full plate of services through neighborhood distribution programs and a network of close to 500 member agencies in 9 counties. Philabundance serves approximately 65,000 people per week at a cost of 50 cents per meal. There are more than 900,000 people in the Delaware Valley who are at risk for chronic hunger and malnutrition. In 2011, Philabundance distributed 21 million pounds of food. For more information about Philabundance, visit www.philabundance.org or call 215-339-0900. Visit us on Facebook, Facebook.com/Philabundance and follow us on Twitter, Twitter.com/Philabundance. If you or someone you know is in need of food assistance, please call Philabundance’s Food Help Line, 800-319-Food (3663).', 'CBX Tapped to Design Prototype for Fare & Square', '', 'publish', 'open', 'open', '', 'cbx-tapped-to-design-prototype-for-fare-square', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-tapped-to-design-prototype-for-fare-square', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1799, 4, '2013-02-01 20:31:53', '2013-02-01 20:31:53', 'Assignment Focuses on Total Site Design and Brand Strategies for Terpel Operation in Colombia.\r\nCBX, the brand agency and retail design consultancy based in New York, is working with Organizacion Terpel S.A., to completely update the company\'s Terpel gas and diesel fuel station sites in Colombia.\r\nLike many global petroleum companies, the Bogota-based Organizacion Terpel is hoping to expand its customer base by increasing its appeal to women, families and young consumers, explained Joseph Bona, president of branded environments at CBX. The firm\'s design and strategy teams worked with the company to take a fresh look at everything from updating the corporate identity and logo to creating new architecture for the forecourt and retail shops and how each can support Organizacion Terpel\'s corporate strategy for growth. A leading fuel supplier in Colombia, Terpel\'s network includes 1,460 service stations, 28 supply plants and operations in 20 Colombian airports. The company also sells fuels for automobiles, aircraft and motorboats in other Central and South American markets.\r\nWith a goal of creating a compelling design for the next 10 years, the entire forecourt for the company\'s retail fuel network has been completely reinvented, including canopy, pylon and fuel island design along with other customer touch-points, Bona noted. CBX also designed graphics and architecture for a newly revamped convenience store, branded car wash and service bays. The first complete site with a new c-store, canopy, lube bay and car wash is expected to open this year.\r\n\"Our role was to reinforce Terpel\'s ongoing commitment to providing quality products and services, but with a new view toward being one of Colombia\'s most innovative and forward thinking companies,\" Bona continued. \"We examined the entire customer journey experience from the curb to the pump and convenience store, to the car wash and lube bay. Equally important, while designing the new ground-up prototype, we also developed a \'retro-fittable\' design approach for adaptation to the existing portfolio of facilities.\"\r\nCBX worked closely on the project in association with The Murphy Group LLC, Ashburn, Va., which has independently served as a consultant to Organizacion Terpel S.A. on a wide range of strategic business activities.\r\n\r\nAbout Organizacion Terpel S.A.\r\nOrganizacion Terpel S.A. is a privately held Colombian oil and gas company founded in 1968. Formerly known as Terpel Bucaramanga, the company changed its name to Organizacion Terpel S.A. in 2001. Based in Bogota, Colombia, Organizacion Terpel S.A. distributes and sells fuel products for automobiles, aircraft and motorboats. It also produces and sells lubricants for marine and industrial use as well as for vehicles using diesel, gasoline and natural gas; and distributes natural gas for vehicles in Colombia, Mexico, Peru and Chile. The company also offers fuel and lubricants to sugar mills, oil and mining markets. The company operates service stations in Colombia, Ecuador, Chile and Panama. It also manages fuel supplies for two airports in the Dominican Republic. Organizacion Terpel S.A. is a subsidiary of Sociedad De Inversiones En Energia S.A., which is a subsidiary of Compania de Petroleos de Chile COPEC S.A.', 'CBX Assists Organizacion Terpel S.A.', '', 'publish', 'open', 'open', '', 'cbx-assists-organizacion-terpel-s-a', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-assists-organizacion-terpel-s-a', 0, 'thinking', '', 0), (1800, 4, '2013-02-01 21:32:25', '2013-02-01 21:32:25', 'Hunger relief organization Philabundance here has retained retail design consultancy CBX to design a prototype for Fare & Square, a not-for-profit grocery store slated to open this summer in Chester, Pa.Fare & Square, a 13,000-square-foot store, will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester — one of the 35 food deserts in the Delaware Valley according to the U.S. Department of Agriculture — easy access to fresh foods for the first time since the town’s last full-scale grocer closed in 2001. Philabundance recently purchased the town’s former grocery building.\r\nUnder its not-for-profit grocery store model, Fare & Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community.\r\nOne aspect of the overall design “is that it will reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” said Joseph Bona, president of CBX branded environments, in a statement. “Ultimately, we’re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection.”\r\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley. “Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of Philabundance. “Philabundance has worked on this concept for five years, and we are thrilled to see it coming to fruition to help the residents of Chester.”\r\n\r\nhttp://supermarketnews.com/retail-amp-financial/non-profit-store-open-pa-food-desert#ixzz2JgWNt1KE', 'Non-Profit Store to Open in Pa. Food Desert', '', 'publish', 'open', 'open', '', 'non-profit-store-to-open-in-pa-food-desert', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/non-profit-store-to-open-in-pa-food-desert', 0, 'thinking', '', 0), (1801, 4, '2013-02-04 21:58:08', '2013-02-04 21:58:08', 'ACCOUNT\r\nNissan Motor Company expanded its relationship with TBWA Worldwide, part of the Omnicom Group, by naming TBWA as the global marketing agency for the reintroduction of the company’s Datsun brand. Spending has not been determined. Datsun was the original name for the Nissan brand; it is being brought back as a lower-price car line aimed at young, middle-class drivers in fast-growing markets like India, Indonesia and Russia. The worldwide creative and strategic work for Datsun will be led by TBWA Hakuhodo, Tokyo, and TBWA London. TBWA is also the creative agency for the Nissan and Infiniti brands sold by Nissan Motor.
    \r\nVonage Holdings, Holmdel, N.J., selected two agencies for assignments that had been handled by agencies owned by the Omnicom Group. Spending was estimated at $150 million. JWT New York, part of WPP, will handle the Vonage creative account, which had been handled by TBWA/Chiat/Day, part of the TBWA Worldwide division of Omnicom. And Horizon Media, New York, will handle the Vonage media account, which had been handled by PHD, part of the Omnicom Media Group division of Omnicom.
    \r\nChopin, the Polish vodka owned by Tadeusz J. Dorda, named Clarity Coverdale Fury, Minneapolis, as its worldwide agency of record. Spending has not been determined. Clarity Coverdale helped introduce Chopin in North America in 1997 and was the brand’s agency for eight years; recently, the account had been handled internally.\r\n\r\nPEOPLE
    \r\nDeanie Elsner, president for the beverages business at the Kraft Foods Group, Northfield, Ill., was named the company’s first chief marketing officer. The Kraft Foods Group was formed after Kraft Foods spun off its snack foods brands into a stand-alone company, Mondelez International. The Kraft Foods Group sells former Kraft Foods products like Kraft cheeses, Maxwell House coffee and Oscar Mayer meats.
    \r\nChris Tussing rejoined DDB Worldwide, New York, part of the Omnicom Group, as global business director, overseeing the agency’s new Reebok account. He had most recently been account managing director at the Chicago office of McGarryBowen, part of the Dentsu Network unit of Dentsu, and earlier in his career was group account director at the DDB West division of DDB, based in San Francisco.
    \r\nLori Erdos, business development director for digital at Smithsonian Media, based in the New York office, was named to a new post, publisher for media and business development. Smithsonian Media is part of the Smithsonian Enterprises unit of the Smithsonian Institution.
    \r\nMISCELLANY
    \r\nPeter Arnell, who in 2011 left his agency, the Arnell Group, New York, in a dispute with its parent, the Omnicom Group, has returned to the industry, working on his own on a new campaign for a former Arnell Group client, GNC Holdings. The campaign, carrying the theme “Respect yourself,” is being created by Mr. Arnell and an internal marketing and communications team at GNC, the company said. A lawsuit between Mr. Arnell and Omnicom was settled last year. “We are pleased to once again be working directly with Peter,” Joseph Fortunato, chief executive of GNC, said in a statement.
    \r\nParry Branding Group, a brand identity agency for the health and wellness market, was opened in Brooklyn by Vince Parry.
    \r\nPhilabundance, Philadelphia, an organization that specializes in hunger relief, named CBX, New York, a brand agency and retail design consultancy, to design a prototype for Fare & Square, a nonprofit grocery store that is scheduled to open this summer in Chester, Pa. The store will sell staples like produce, dairy and meats at everyday low prices to residents of Chester, which has been identified as a so-called food desert.\r\n\r\nhttp://www.nytimes.com/2013/02/04/business/media/news-from-the-advertising-industry.html?_r=0', 'News From the Advertising Industry', '', 'publish', 'open', 'open', '', 'news-from-the-advertising-industry', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/news-from-the-advertising-industry', 0, 'thinking', '', 0), (1802, 4, '2013-02-05 15:28:57', '2013-02-05 15:28:57', 'Some of the best and brightest from Bloomingdale’s, Costco, Wal-Mart, Facebook and other companies will participate at The Global Retailing Conference of the University of Arizona’s Terry J. Lundgren Center for Retailing. 

The conference — a forum bringing business leaders and academia together — will be held April 11 and 12 at Loews Ventana Canyon in Tucson, Ariz.

“Retailing continues to evolve rapidly, with new techniques, processes and technologies emerging virtually every day — all being driven by our customer’s changing habits and preferences. We all must be diligent in understanding what our customers want today and what they will want tomorrow,” said Terry J. Lundgren, chairman, president and chief executive officer of Macy’s Inc., who will deliver opening remarks. Others will address retail innovation, digital advancement, marketing strategies and consumer behavior. 

Set to speak: Tory Burch; retail presidents Bonnie Brooks of The Hudson’s Bay Co. and Tony Spring of Bloomingdale’s, as well as Jonathan Zrihen of the Clarins Groupe North America, Neil Cole of Iconix, Gary Talarico of Gordon Brothers, Scott Hardy of Polaroid, and Matthew Shay of the National Retail Federation, who all hold the titles of president and ceo.

Also on the speaker roster: Jim Sinegal, Costco’s cofounder; Ira Kalish, director of global economics, Deloitte Consulting; Doug Mack, ceo of One Kings Lane; Kevin Sterneckert, vice president of research, Gartner; Rob Garf, vice president, Demandware; Anita D. Bhappu, PetSmart Associate Professor of Retailing and Consumer Sciences, The University of Arizona; Joe Bona, president, Branded Environments, CBX; Wanda Young, Wal-Mart’s vice president of media and digital marketing; Kerry Lakin, senior account manager at Facebook; and Jack Tretton, ceo of Sony Playstation.

For information and registration, visit globalretailingconference.org or e-mail Martha Van Gelder, director of the Terry J. Lundgren Center for Retailing, at mvangelder@email.arizona.edu.\r\nhttp://www.wwd.com/retail-news/retail-features/lundgren-conference-attracts-industrys-heavy-hitters-6683172?module=Retail-hero', 'Conference Attracts Industry\'s Heavy Hitters', '', 'publish', 'open', 'open', '', 'lundgren-conference-attracts-industrys-heavy-hitters', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/lundgren-conference-attracts-industrys-heavy-hitters', 0, 'thinking', '', 0), (1803, 4, '2013-02-13 20:23:19', '2013-02-13 20:23:19', 'Limited access to healthy, affordable food choices, is an oft-cited reason for poor food habits among the nation\'s less fortunate. In order to address this issue, hunger relief organization Philabundance has teamed up with retail design consultancy CBX to create a prototype for a not-for-profit grocery store.
    Slated to open this summer in Chester, Pa., Fair & Square will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester -- one of the 35 “food deserts” in the Delaware Valley according to the USDA -- the access to \"good food right around the corner\" that has not been available since the town\'s last full-scale grocer closed in 2001.
    \r\nPhilabundance recently purchased a former grocery building in the town of Chester and gave CBX the assignment to create a colors and materials palette as well as signage and graphics for the 13,000-sq.-ft. store. The firm will also design perimeter departments and the store\'s center core.
    \r\nAll creative work will be based on collaboration between CBX and Philadelphia-based LevLane Advertising, which designed the Fare & Square logo with Philabundance.\r\n\"We\'ll be drawing heavily on both the Fare & Square brand direction as envisioned by LevLane and the existing supermarket footprint of the Chester space,\" said Joseph Bona, president of CBX branded environments. The design will incorporate functional merchandise fixtures, flooring, lighting and signage.
    \r\nUnder its not-for-profit grocery store model, Fare & Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way.
    \r\n“Ultimately, we\'re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona said.\r\n\r\nhttp://www.retailingtoday.com/article/new-grocery-concept-offers-relief-pa-food-desert', 'New grocery concept offers relief to PA', '', 'publish', 'open', 'open', '', 'new-grocery-concept-offers-relief-to-pa-food-desert', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/new-grocery-concept-offers-relief-to-pa-food-desert', 0, 'thinking', '', 0), (1804, 4, '2013-02-14 20:43:50', '2013-02-14 20:43:50', 'By Gregg S. Lipman\r\nOn a brisk fall day in 1869, the Rutgers football club (the Scarlet Knights nom de plume would follow much later) defeated the Princeton club 6-4 in the first intercollegiate football game. Such glory has been rare at my alma mater. And while it\'s been a few years (please don\'t ask just how many) since I graduated from Rutgers, my fandom for my school\'s teams, and collegiate athletics in general, has remained steadfast. Even as the college football season has ended, I get myself psyched up for college hoops and March Madness -- I\'m in a bit of a tizzy, as they say. But what the heck is happening at the NCAA? The \"venerable\" National Collegiate Athletic Association, it appears, has a branding dilemma on their hands.
    \r\nDespite having the enormous advantage of built-in \"brand\" loyalty (e.g., fans support teams for years, generations even, regardless of whether they win or lose), the NCAA and its sub-brands -- the conferences that lie under the NCAA banner -- are having a bit of an identity crisis. The organizational efficiency and rich regional rivalries steeped in tradition, once hallmarks of the NCAA brands, have eroded into something approaching, well, meaninglessness.
    \r\nHistorically, the amazing thing about the NCAA has been its ability to take its student-athletes and leverage its competitive conferences. Today it represents the interests of over 400,000 such student-athletes grouped into 95 competitive, regional athletic leagues and conferences that comprise over a thousand colleges and universities. The organization has been like the Procter & Gamble of aggregate athletic organizations -- full of trusted, colorful and evocative name brands like the Ivy League, the Patriot League and \"The Valley,\" and lots of Bigs, i.e., the Big Ten, the Big East, the Big South, the Big 12 and the Big Sky. Not to mention conferences that became such household names that we\'d only refer to them by their geographical acronyms: the SEC (Southeastern Conference), ACC (Atlantic Coast Conference), MAC (Mid-American Conference), PAC-12 (Pacific-12) and C-USA (Conference USA), to name a few.
    \r\nThose names initially made sense because they connected the schools in some way to the culture of the participants and/or geography. The Big East has long stood for tough, gritty, relentless play sprinkled with a dash of flash and pizzazz; think Tony Soprano meets Jay-Z. The SEC is all about that uniquely Southern, borderline pathological obsession with football and longstanding rivalries that would make the Hatfield-McCoy feud feel downright \"Downton Abbey\" polite (the 115-year-old Georgia vs. Georgia Tech game is now colloquially known as \"Clean, Old-Fashioned Hate\"). Pac-12 games are generally more freewheeling, with a certain creative elegance and laid-back West Coast flair (think Palo Alto, Los Angeles, Berkeley, Seattle). And the Big Ten is the perfect name for a Midwestern-based conference that regularly features serious power rushing and some of the largest young athletes in the country.\r\nThe strength of these NCAA conference brands was how personal, real and honest each felt. Even if you didn\'t have a personal stake in a particular school or game, as a college sports fan, you were still able to see yourself, your daily grind and your region\'s pulse reflected in your regional league or conference. And let\'s not forget that for the many states lacking a professional sports team, college sports are the highest profile games in town. This in turn ensured enormous brand loyalty.
    \r\nThere was a time when all the schools in the Big East (originally, Providence, St. John\'s, Georgetown, Seton Hall, Connecticut, Boston College, and later, Villanova and Pittsburgh) were East Coast schools, or at the very least Eastern Standard Time-based, and when there were actually ten schools in the Big 10, all flagship schools in their respective states, all within a few hours drive from one another. If your school played in the Big Ten, you could easily rattle off all the other school names, their mascots and where their campuses were located. Fast forward to today, and you\'ll see that there are currently 12 schools in the Big Ten, and the Big Ten can\'t change its name to the Big 12 because there is already a conference called the Big 12. Not to mention, they will soon be 14: the University of Maryland and yes, my Scarlet Knights of Rutgers will join their ranks starting in 2014.\r\nWhy has this happened? Yep, folks... follow the money. The need to generate revenue and the dramatic influx of TV money (mostly from college football broadcasting rights) have made it particularly lucrative for schools to abandon their traditional conferences in order to align themselves with conferences that make no sense regionally or from a historical or cultural standpoint. And this is happening all over the country.
    \r\nPersonally, I think the NCAA should call \"time-out!\" and figure out a way to preserve some of the principles its conferences were founded upon. Or, at minimum, set guidelines for a way forward -- competition, tradition, rivalry, discipline, hope and camaraderie -- before the organization turns into a corporate behemoth bent on maximizing its assets. The recent decision by the seven Catholic schools, which were part of the original Big East, to get out of the TV money-grab vortex, leave the conference and form a new one (the Psalm Pseven, perhaps?) is a direct response to that. Don\'t get me wrong, I\'m all for adapting to modern times and shifting business needs and/or consumers wants/habits. But I also believe the NCAA college sports brand represents something true and great and emotional and inspiring. As such, it is a brand worth preserving for every incoming class as well as us alumni, and should continue to strive to define the idea that \"winning isn\'t everything,\" even if that\'s not the case (marketing is in fact theater).
    \r\nSo we decided to have a little fun and rename a few of the conferences:
    \r\nFor example, the Mountain West Conference, which currently includes the Air Force Academy, Boise State, Colorado State, New Mexico, Utah State, Wyoming, Fresno State, Hawaii (football only), Nevada, San Diego State, San Jose State and UNLV, would be renamed The Wild Wild West Conference. We believe this accurately reflects the style of play in that conference, namely, very high scoring, trick plays and other surprises.
    \r\nOr what about the Pugilist Conference, made up of schools across all divisions whose mascots won\'t back down from a fight? This would include the Campbell Fighting Camels (that is an amazing name: Fighting. Camels), Illinois Fighting Illini, North Dakota Fighting Sioux, Notre Dame Fighting Irish, Lynn Fighting Knights, Western Illinois Fighting Leathernecks, Muskingum Fighting Muskies, Carroll College Fighting Saints (a bit of an oxymoron perhaps?), Gordon College Fighting Scots, Edinboro Fighting Scots, Macalester Fighting Scots, McHenry County College Fighting Scots, Monmouth College Fighting Scots, Ohio Valley Fighting Scots and Wooster Fighting Scots.
    \r\nReally, the point is, and as these examples illustrate, there\'s clearly a lot of room to improve upon the mess that\'s been created over the years with the various realignments. I would strongly urge the NCAA to take back some branding equity building control and start thinking about how these haphazard groupings of schools will affect their brands -- and its own organization -- in the long run. Oh, and if you\'re looking for someone to help with the renaming/reorganization, I\'m happy to throw my own hat in the ring... just as long as it\'s not during this year\'s Big East hoops championship at MSG -- the last year that my Scarlet Knights will have a chance to come up short in the tourney again.
    \r\n\r\nhttp://www.huffingtonpost.com/gregg-s-lipman/conference-realignment_b_2671585.html', 'Is the NCAA Losing Its Identity?', '', 'publish', 'open', 'open', '', 'is-the-ncaa-losing-its-identity', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/is-the-ncaa-losing-its-identity', 0, 'thinking', '', 0), (1805, 4, '2013-02-21 16:54:26', '2013-02-21 16:54:26', 'By Christina P.\r\nJust because a brand may feel like your baby, doesn’t mean you should become an overbearing parent. Here’s how to let go of the reins, for long-term benefit.\r\n\r\nA famous piece of wisdom from child-rearing expert Dr. Benjamin Spock is making the rounds again: “Better to relax and make a few mistakes than to try too hard to be perfect … Children are driven from within themselves to grow, explore, experience, learn, and build relationships with other people. A lot of good parenting lies in simply allowing your child to go with these powerful drives.”\r\n\r\nIt’s refreshing to see the parental pendulum swinging to the point where mistakes are now considered a key aspect of growth. Let’s hope it doesn’t take too long for this trend to trickle into the world of brand innovation. Unfortunately, it seems that “helicopter branding” still continues to thrive in corporate America, as companies hover protectively over their successful brands, sometimes stifling growth in the process.\r\n\r\nLike helicopter parenting, helicopter branding actually comes from a positive space: The deep love for--and, therefore, drive to protect--a successful brand. Counterintuitive to any “brand parent” is a willingness to set their “brand child” up for potential innovation failure. Often we hear that it’s an overall low appetite for risk that’s to blame. But a brand’s crash can also stem from its company’s inability to give that brand the freedom to grow.\r\n\r\nHere are four Dr. Spock-esque ways to loosen the parenting reigns to raise healthy, growing brands and foster innovation:\r\n\r\n1. Remember that every child brand is driven to explore boundaries\r\n\r\nManufacturers who deliver one specific offering might not realize that there are plenty of in-between ways to stretch the brand and push the boundaries of that core product or service. Developing adjacent product ideas that align with brand and business models can breed creativity within existing capability and unlock ideas that not only are doable but also change the game for a brand.\r\n\r\nLook at Tide, for example. Expanding from laundry clean to fabric care through form and function innovation, the company stretched its one key offering--detergent--into several things: pods, sprays, stain sticks, and more. In doing so, Tide changed consumer perceptions of their own idea of what doing laundry means.
    \r\n2. Let your child brand negotiate the landscape\r\n\r\nAllow a toddler innovation to find its own road, while sticking around for course correcting. Sometimes brands surprise us by slipping into our behavior unannounced--and sometimes the brands surprise themselves (who knew we’d be running our homes with iPads?). Sometimes a parent notices an opportunity and gives the brand a little push in the right direction.\r\n\r\nWe can see this through the lens of Instagram. The photosharing sensation started out as a Foursquare-esque app called Burbn, until the business noticed that the photosharing capability was getting all the action. So the brand insta-evolved into what it is today, and hasn’t looked back since (certainly not after it was purchased by Facebook for a cool $1 billion).
    \r\n3. Nurture your child brand through all developmental stages\r\n\r\nParental guidance is invaluable as innovation passes through subsequent growth stages. Needs may change depending on the stage, but continuing to nurture breakthroughs through transitions, post-commercialization, is part of the process. Don’t let poor marketing strategy and execution errors or distribution challenges curtail development. Test, analyze, guide, and re-tack in real time.\r\n\r\nThat’s what happened with Dr. Scholl’s, which launched its Custom Fit Orthotic products in retail kiosks equipped with diagnostic foot-mapping technology that can “see” through stockinged feet. Unfortunately, in test markets, a merchandising flaw came to light: When people took off their shoes, there was nothing to stabilize them in the kiosk space. Dr. Scholl’s went back and overhauled the units to rectify the problem and make the kiosks more consumer-friendly. The company also raised the pricing by 30%, to reflect the premium nature of its offering, without losing volume--a literal return on nurturing investment.\r\n\r\n4. Allow your child brand to skip math finance class occasionally\r\n\r\nKnow what the innovation goals are for your brand, apart from profit targets, and calibrate financial expectations against important metrics that will affect brand growth over the long haul. Maybe it’s a door-opener in a new category, maybe it’s sexy flypaper in a merchandising brand block, maybe it’s a way to slowly take over the universe. Whatever the tactic, it may very well lead to big money down the road, if not in the immediate future.\r\n\r\nRed Bull has been back on people’s lips again, thanks to its Red Bull Media House. This business model departure into content has a finger on the pulse of sports and culture. Red Bull Stratos dropped a guy from outer space and became the most buzzed-about brand in the social-networking stratosphere. Is Media House turning a profit? Not yet. But is it garnering attention for the brand? Absolutely.\r\n\r\nSure, these are the success stories, but we’ve all seen how helicopter parenting can get in the way of growth. The fear associated with loss of control keeps some brand folks up at night (much like a newborn would keep up first-time parents) and makes them hesitant to do anything at all. Unfortunately, this can lead to the creation of disastrous offspring. Whether supporting ideas for growth or supporting mistakes, letting go of the reins a little--and supporting the brand-child as it naturally evolves--is essential for long-term success.\r\n
    \r\nhttp://www.fastcodesign.com/1671881/helicopter-branding-why-it-s-bad-and-how-to-avoid-it\r\n', 'Helicopter Branding: Why It’s Bad...', '', 'publish', 'open', 'open', '', 'helicopter-branding-why-its-bad-and-how-to-avoid-it', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/helicopter-branding-why-its-bad-and-how-to-avoid-it', 0, 'thinking', '', 0), (1806, 4, '2013-02-28 19:33:36', '2013-02-28 19:33:36', 'Marketers of ice cream, beer, soup and even shampoo are discovering what stylish women everywhere know: It\'s totally awkward when two guests show up at the party wearing the same little black dress.
    Anheuser-Busch InBev recently introduced its first black beer bottle, complete with a black label, for Beck\'s Sapphire. Häagen-Dazs, owned by General Mills Inc., has just brought out a gelato line in black containers.
    \r\nEven the once-cheery laundry detergent aisle, a veritable \'60s kaleidoscope of blues, greens and oranges, is going darker. So is soup.
    \r\n\"The use of black has really exploded,\" says Mike Cecil, senior brand manager of Renuzit air freshener from Henkel AG\'s Dial Corp., which in August introduced a new line of cone fresheners packaged in black.
    \r\nBut a Renuzit rival, Air Wick from Reckitt Benckiser, launched its own black packaging for a line of air fresheners named for the national parks last month. Black helps companies \"break through the clutter,\" says Domenick Tiziano, senior brand manager for Air Wick.
    \r\nBig supermarket brands invest countless hours and dollars studying which colors and graphics will grab the eye of hurried shoppers maneuvering through crowded store aisles. So the more-or-less simultaneous adoption of black by a brand and its rival would seem like an unfortunate coincidence.
    \r\nNot at all, Renuzit\'s Mr. Cecil says. His competitor Air Wick is using black for candles, scented oils and automatic sprayers—but not cones.
    \r\nBecause most stores stock air fresheners according to form, not brand, the two brands say their black packages are unlikely to sit next to each other on shelves.
    \r\nSome marketers say black\'s popularity is a reaction to the continued lackluster economy, which has consumers gravitating to lower-priced items. Black subtly conveys \"premium,\" they say.
    \r\nPeople want premium products so long as they don\'t cost too much, says Pat McGauley, vice president of innovation at Anheuser-Busch. Consumers are saying, \"I can\'t drive a high-end car but I can drink a slightly more premium beer without breaking the bank.\"
    \r\nBeck\'s Sapphire, which Anheuser-Busch says is brewed with \"German sapphire aroma hops,\" costs 20% to 25% more than regular beer.
    \r\nShampoo rivals are also dressing alike for the packaging prom. In January, L\'Oréal SA launched Advanced Haircare shampoos and conditioners, a new line in sleek black bottles—the same month when Procter & Gamble Co. brought Pantene\'s black-clad Expert Collection to stores.
    \r\nThe use of black is especially striking for Pantene, which has relied on white for its packages for so long. People inside P&G even sometimes use the phrase \"wall of white\" to refer to Pantene\'s territory in the shampoo section.
    \r\nKevin Crociata, marketing director of P&G\'s North American Hair Care business, wouldn\'t comment as to whether he is worried about Pantene\'s and L\'Oréal\'s dueling black packages. A spokeswoman for L\'Oréal declined to comment.
    \r\nWith so many brands in black, there is always a danger consumers will be turned off, or worse, simply won\'t notice.\r\nRenuzit is already updating its black air-freshener packages, which hit store shelves in summer, adding brightness to the images and text to help them pop even more on store shelves.
    \r\n\"Our launch packaging ended up a bit darker than we set out,\" says Dial\'s Mr. Cecil. \"Being lead to market with black in a category brings with it some learning curves.\"
    \r\nBlack has been a packaging standard in consumer electronics for years but once was considered taboo for other products, including food, packaging experts say.
    \r\n\"You wouldn\'t even have the conversation about the color because it had too much negative baggage,\" says Rick Barrack, chief creative officer at CBX, a packaging design firm in New York.
    \r\nThat changed in the economic boom of the 1980s, when more companies adopted black packages to signal luxury, says David Turner, partner at the package-design firm Turner Duckworth.
    \r\nBreyers ice cream from Uniliver was among the products in that wave, he said. The trend eventually lost steam.
    \r\nAn early sign of black\'s comeback came in 2010, when Kimberly Clark Corp., working with CBX, introduced a black package for U by Kotex. In the feminine-protection aisle, the product was a contrast to the pastel hues typically used on products there.
    \r\nU by Kotex has built up a 7% market share in the $2.6 billion U.S. business.
    \r\nFor Beck\'s Sapphire, Anheuser-Busch did extensive testing, showing consumers computer simulation of store shelves and using eye-tracking technology to observe how well they saw the product compared with others.
    \r\nAnheuser\'s Mr. McGauley says his company had \"some reservations\" when it was contemplating using a black bottle and black label because, he says, \"black can look heavy.\"
    \r\nIt added an image of a glass of golden beer to the six-pack holder, reassuring consumers that the beer itself wasn\'t black.
    \r\nPantene\'s Expert Collection products sell for about $8.99, compared with a base price of about $3.99 for regular Pantene. \"The technology inside is really breakthrough,\" says Mr. Crociata at P&G. One of the formulas has a thickening agent that \"gives you the feeling of 6,500 more hair strands in your ponytail.\"
    \r\nDial says the new Renuzit air fresheners have roughly 25% more premium fragrance oils and cost about 25 cents more than the company\'s existing cone fresheners.
    \r\n\"It\'s about finding new ways to signal affordable luxury,\" says Mr. Cecil at Dial.
    \r\nIn summer 2011, P&G brought out Downy Unstopables, a line of black-packaged scent boosters that claims to give laundry \"up to 12 weeks of freshness.\"
    \r\nThe product has exceeded expectations, generating $50 million in sales in the first year, a Downy brand spokeswoman said, and it\'s on track to double sales this year. It sells for about 32 cents an ounce, compared with 9 cents an ounce for regular Downy.
    \r\nProduct makers are under unrelenting pressure to differentiate their products in the sea of cardboard and plastic in supermarkets.
    \r\nThe number of new product introductions has exploded over the past decade. In 2012, 40,194 new products hit the market, up 52% from 2002, when 26,412 products were introduced, according to market research firm Mintel.
    \r\n\"Packaging needs to work harder now,\" says Benjamin Punchard, Mintel\'s senior global packaging analyst.
    \r\nFor Häagen-Dazs, it\'s critical to catch shoppers\' attention fast. \"A lot of people don\'t enjoy walking down the frozen-food aisle. It\'s cold and you are slightly uncomfortable,\" says Cady Behles, brand manager for Häagen-Dazs, which just launched a gelato line in black containers.
    \r\nHäagen-Dazs conducted focus groups with 150 consumers last June, months ahead of the gelato launch.
    \r\nParticipants in one group saw the new black packages nestled amid other ice creams in mock store shelves. A second group saw a gold-and-white container.
    \r\nOverwhelmingly, Ms. Behles says, consumers found the black packages were more eye-catching and appealing.
    \r\n\r\nhttp://online.wsj.com/article/SB10001424127887324662404578330162064184332.html?cb=logged0.12677355729725215#articleTabs%3Darticle\r\n\r\n ', 'Packaging Noir', '', 'publish', 'open', 'open', '', 'packaging-noir', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/packaging-noir', 0, 'thinking', '', 0), (1807, 4, '2013-04-16 15:21:44', '2013-04-16 15:21:44', 'CBX OVERHAULS THE ORTHO® BRAND WHILE SIMPLIFYING THE SHOPPING EXPERIENCE IN A COMPLICATED CATEGORY
    CBX, a brand agency based in New York City, collaborated with The Scotts Miracle-Gro Company to launch the packaging redesign of the Ortho® brand, the product line providing solutions for pest problems inside and outside your home.\n\nThe goal was to simplify the shopping experience for consumers. Consumer research showed that communication on shelf was overly complicated, leading to a 30% walk-away rate, and requiring a cleaner way of communicating product benefits while improving the shopability.\n\n“CBX developed a visual strategy to communicate the Ortho® repositioning by simplifying the architecture which improved the shopping experience,” says Rick Barrack, Chief Creative Officer, CBX. “By making the master and sub-brand of equal importance, it was easier to read and therefore shop on shelf.”\n\nThe CBX team redesigned the brand mark to reflect that of a home, communicating the benefits of this contemporary household brand. This subtle, yet innovative shift, reassures consumers that Ortho® is the singular, effective brand to have in and around their homes.\n\nCommunication on-pack was a key focus. The CBX team cleaned up the design by simplifying font treatments and implementing color changes. Meaningful visual equities such as photography were incorporated to communicate the problems consumers face and the end solution desired.\n\nStructure was an essential component in the redesign. A redesigned bottle structure, launched in 2012, has a unique shape differentiating it from category standards. This makes for a greater impact at shelf and separates Ortho® from its competitors. The arcs within the artwork were meant to mimic the shape of the bottles, providing a clean, simple feel in contrast to the complex shopping experience typically found in this category.\n\n“The redesigned packaging instantly communicates that we are taking the guesswork out of the controls aisle and inviting consumers to choose Ortho® for their insect, weed, and animal control needs,” says Clary Leffel, Director, Ortho Marketing, The Scotts Company. “Once again, we are offering the simplest, most effective, do-it-yourself solutions from a brand that consumers know they can trust.”', 'CBX Overhauls the Ortho® Brand', '', 'publish', 'open', 'open', '', 'cbx-overhauls-the-ortho-brand-2', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-overhauls-the-ortho-brand-2', 0, 'thinking', '', 0), (1808, 4, '2013-04-17 14:29:59', '2013-04-17 14:29:59', 'Gregg S. Lipman, Managing Partner, CBX and Joe Bona, President of Branded Environments, CBX, spoke about how retail is changing.\nThe fundamentals of retail today are the same as they were 2,000 years ago. It\'s only the way brands go to market and communicate with consumers that have changed.\nIn today\'s \"always on\" market, it\'s more dynamic and every one is communicating at once. We\'ve moved to multi-channel, to hyper-channel to omni-channel. The brand needs to communicate on each channel without losing its essence.Everything is retail because of digital.\nProducts will exist in a cloud that will aggregate data, provide insights, customer service, etc, the internet of things is coming, if not already on its way.\nWhat will drive and motivate consumers to drive to a brick and mortar store in this age?\nCreate 3D experiences that 2D cannot achieve, stimulate all the physical senses.\nPeople still seek experiences. That entertain, inspire & delight. Provide consumers with a \"special treat.\"\nGuest experience: community, product, service, shared values/experiences\n\n3 Case Studies were examined:\n\nDuane Reade:\n\nReinvented themselves around Pharmacy, beauty needs, and daily living/convenience needs expressly for New Yorkers.\n\nPhilabundance:\n\nWanted to offer happy, fresh, approachable foods to food desert communities.\n\nTerpel/Copec:\n\nWanted to make the motor oil pump experience very different, branding itself as the leader, future of fuel.\n\nExperience, design, and physical rich experience is what will lead vibrant retail in the future.\n\n \n\nhttp://www.thenextbigdesign.com/2013/04/live-from-fuse-2013-brand-xperience.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed:+NextBigDesign+%28Next+Big+Design%29', 'Live from FUSE: Changing the Face of Retail', '', 'publish', 'open', 'open', '', 'live-from-fuse-changing-the-face-of-retail', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/live-from-fuse-changing-the-face-of-retail', 0, 'thinking', '', 0), (1809, 0, '2018-09-27 16:51:50', '2018-09-27 16:51:50', '', 'HistoryChannelLogo', '', 'inherit', 'open', 'closed', '', 'historychannellogo', '', '', '2018-09-27 16:51:50', '2018-09-27 16:51:50', '', 1583, 'http://cbx.cappendev.com/app/uploads/2018/09/HistoryChannelLogo.gif', 0, 'attachment', 'image/gif', 0), (1810, 4, '2013-04-17 17:33:41', '2013-04-17 17:33:41', 'Brand agency in New York City, CBX has joined forces with consumer products marketing company The Scotts Miracle-Gro to launch the packaging redesign of the household brand Ortho product line, which provides solutions for pest problems.\nCBX chief creative officer Rick Barrack said the agency developed a visual strategy to communicate the brand repositioning by simplifying the architecture.\n\"By making the master and sub-brand of equal importance, it was easier to read and therefore shop on shelf,\" Barrack said.\nThe CBX team redesigned the brand mark by communicating the benefits of the household brand and refreshed the design by simplifying font treatments and implementing color changes.\nThe agency also incorporated visual equities such as photography to communicate the problems faced by consumers and the desired end solution.\n\nhttp://householdelectronicsproducts.packaging-business-review.com/news/cbx-redesigns-packaging-for-household-brand-160413', 'CBX redesigns packaging for household brand', '', 'publish', 'open', 'open', '', 'cbx-redesigns-packaging-for-household-brand', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-redesigns-packaging-for-household-brand', 0, 'thinking', '', 0), (1811, 4, '2013-04-17 17:12:40', '2013-04-17 17:12:40', 'Q: How do you make sure new hires will mesh well with your other employees and with your company\'s culture?
    A: Gregg S. Lipman\'s hiring motto has always been: \"Prima donnas need not apply.\" That should tell you all you need to know about the spirit of collaboration at CBX, the New York City-based brand agency where Lipman is managing partner.\nLike all good entrepreneurs, Lipman has learned from his mistakes. He once tried to hire what he calls \"disrupters and agitators\"--folks whose personalities, work habits and sundry intangible qualities would clash with the existing work force. He figured those disrupters would create new energy. He was right. Problem was, it was the wrong kind of energy.\n\"We actually taught ourselves how important culture was to the organization,\" Lipman says. \"Their inability to mesh with the culture actually provided a disservice to the organization. Rather than dealing with business issues, we found we were dealing, a lot of time, with personality conflicts.\"\nLesson learned, Lipman set about hiring only candidates he believed would fit comfortably within CBX, \"using culture as a guidepost.\" He looks for employees who communicate effectively, resolve conflict peaceably and--just as important--haven\'t forgotten their manners.\nTo do that, Lipman engages job applicants in what he calls a \"transparent conversation.\" He tries to go beyond the résumé--way beyond. He might ask about a candidate\'s preferred brand of candy bar, bottled water or toothpaste.\n\"I\'ll say, \'Let\'s talk like real human beings. Why are you here? Why do you do what you do?\'\" Lipman says.\n\"I\'m trying to get a sense of whether they\'re passionate for what they do or if it\'s just a job. Ultimately, what I try to do in my hiring practice is to get beyond the cliché.\"\nFor Lipman, the off-kilter line of questioning reveals a candidate\'s ability to clearly express his or her thoughts, and that ability inevitably contributes to the company\'s internal chemistry. \"You want to be in an environment where communication becomes second [nature],\" he says, \"where you have the ability to anticipate and read each other\'s minds.\"\nOf course, no hiring system can prevent an occasional clash of wills. Lipman might understand this fact of business life better than most, which is why he places such value on an employee\'s ability to deal with discord. \"We\'re looking for folks that understand that conflict and challenge happen but are capable of taking the high road and handling conflict professionally, in an adult manner,\" he says.\nLipman clearly knows this isn\'t going to be possible unless employees show respect--for their co-workers, supervisors and clients. But that doesn\'t mean he runs a shop full of pushovers. \"It really stems from an understanding that no matter what business you\'re in, you\'re really in the people business,\" he says. \"If you don\'t have mutual respect, it makes it difficult to traffic things from A to B to C.\"\nIn other words, just remember his motto.
    \n\nhttp://www.entrepreneur.com/article/225751', 'Finding the Right Hire for Your Company', '', 'publish', 'open', 'open', '', 'finding-the-right-hire-for-your-company', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/finding-the-right-hire-for-your-company', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1812, 0, '2018-09-27 16:51:51', '2018-09-27 16:51:51', '', 'limited-edition-kotex-pic1', '', 'inherit', 'open', 'closed', '', 'limited-edition-kotex-pic1', '', '', '2018-09-27 16:51:51', '2018-09-27 16:51:51', '', 1585, 'http://cbx.cappendev.com/app/uploads/2018/09/limited-edition-kotex-pic1.jpg', 0, 'attachment', 'image/jpeg', 0), (1813, 4, '2013-04-24 16:46:35', '2013-04-24 16:46:35', 'CBX EXECUTIVE HIGHLIGHTS ROLE OF SHOPPER ENGAGEMENT DURING SPEECH AT GLOBAL SHOP 2013\nFuturistic gizmos and fast-paced tech trends loom large in the strategic thinking of retail leaders today. But according to Joseph Bona, President of Branded Environments at brand agency and retail design consultancy CBX, key insights for competitive store design over the next few years might just come from some unexpected sources—including the traditional gathering spots of the past.\n\n“Even in this digital age, like-minded people still enjoy being together amid a sense of community in tried-and-true gathering places like football stadiums, churches, concert halls and cafes,” Bona said during an April 18 presentation at Global Shop, the annual retail design and shopper marketing show. “The real opportunity for retailers moving forward is to leverage their stores in ways that lead to meaningful social engagements in just the same way. The look and feel of the store should encourage shoppers to linger, interact with one another and, ultimately, form a strong identification with the brand.”\n\nIt is no accident that Lululemon’s highly profitable stores happen to call to mind the yoga lofts of New York or San Francisco, Bona told the audience at Chicago’s McCormick Place convention center. “With its in-store yoga classes, Lululemon has done a really good job of making connections to its community of like-minded shoppers, and the company has skillfully enlisted both technology and store design to complement this effort,” the veteran store designer said. “There’s a lot of opportunity for other retailers to make the in-store experience richer by doing the same. After all, this is precisely what can motivate someone to get in the car and make that trip to the mall.”\n\nThe rise of free shipping, mobile retail, “show-rooming” and the like means that stores are now just one of many different purchase options, Bona added, but this does not mean technology should be considered a death knell for brick and mortar. “To be sure, the pressure is on for stores to be more meaningful and experiential,” he said. “But the digital sphere has actually enhanced brick-and-mortar operations, because it has allowed retailers to connect with consumers in ways they never could before. This translates into incremental purchases, long-term loyalty-building opportunities and other benefits.”\n\nIndeed, Macy’s and other chains are now using brick-and-mortar assets as shipping and distribution centers for online orders, in-store pickups and same-day delivery, he noted. “Such channel-neutral strategies, sometimes dubbed ‘omni-channel retail,’ are empowering retail companies to react more nimbly to the marketplace,” Bona said. “Technology is helping retailers to become dramatically more efficient.”\n\nThese developments mean that cohesive brands and uniform customer experiences are more important than ever—regardless of whether the channel is in cyberspace or a real-world mall, Bona said. “The imagery, colors and graphics associated with the brand—the whole sensory experience, with sights, sounds, fonts, lighting, you name it—should be an integral part of each channel,” he advised. “Today, everything is retail. A shopper could scan a QR code in a print ad and, literally, be a click away from buying that item with her phone. The emotional resonance always counts.”\n\nDuring the Global Shop presentation, Bona showed images of successful gathering places that evoke various emotional responses in consumers—from magnificent cathedrals, to inviting theaters, to historic sports stadiums, to sumptuous stores. “People still like emotion,” he noted. “They still want to connect in a social way. Branding and store design can and should reflect this reality.”\n\nBona gave a similar presentation earlier this month in Tucson, Ariz., during the Global Retailing Conference of the University of Arizona’s Terry J. Lundgren Center for Retailing. The annual conference brings together CEOs, retail technologists, brand strategists and other thought leaders for discussions on winning strategies, retail trends and the global outlook.', 'Hotspots Past Hint at Retail Design of the Future', '', 'publish', 'open', 'open', '', 'hotspots-of-the-past-hint-at-the-future-of-retail-design', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/hotspots-of-the-past-hint-at-the-future-of-retail-design', 0, 'thinking', '', 0), (1814, 0, '2018-09-27 16:51:51', '2018-09-27 16:51:51', '', '217_gdusa-logo-e1297702494434-1', '', 'inherit', 'open', 'closed', '', '217_gdusa-logo-e1297702494434-1', '', '', '2018-09-27 16:51:51', '2018-09-27 16:51:51', '', 1587, 'http://cbx.cappendev.com/app/uploads/2018/09/217_gdusa-logo-e1297702494434-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1815, 4, '2013-04-25 16:57:42', '2013-04-25 16:57:42', 'It’s not every weekend that Kerri Gristina, a schoolteacher living in the Bronx, manages to round up her three daughters and load them into the car for a Manhattan outing. When she does, she’ll take them to a Broadway play, to a museum or just to frolic around Central Park. But no matter what else they do that day, the busy mom always manages to carve out some time for one special stop along the way.\n“They have natural options, organic options,” Ms. Gristina, who writes a blog called Raising Three Savvy Ladies, told The New York Observer of her favorite place to buy beauty products in NYC. “It’s like a designer store. Maybe it costs more, but having more variety is worth it.”\n\nNo, it’s not the Laura Mercier or Bobbi Brown counter at Bergdorf’s. Ms. Gristina’s guilty primping pleasure is Duane Reade.\n\nSeriously.\n\n“I can’t always go to a Sephora with three kids,” she said, praising the chain store’s LOOK Boutiques, where quickie makeovers are provided for free by professionals. “At Duane Reade, I can still get a mom moment—a me-time moment.”\n\nAnd Ms. Gristina isn’t the only one singing hymns at the altar of the mega-chain. “I have been in NYC less than a month and they recognize me when I go there. It’s like Cheers. It’s awesome,” reads one recent Yelp review. “A girl I dated once called Duane Reade her secret lover for all that he provided for her,” another enthusiast wrote about the franchise’s 42nd Street location. “At first a joke, I started to get jealous after a while.”\n\n“They really are like a literal urban oasis,” said Mary Elizabeth Williams, a culture writer at Salon who has spent the past two years battling stage IV melanoma. “They have this neutral quality of an airport lounge,” she told The Observer. “When you’re in a real crisis moment of your life, the mundane becomes the most important.”\n\nBut Duane Reade has done more than just master the mundane. This is a drugstore whose flagships offer everything from sushi and fro-yo stations to juice bars and in-store nail and hair salons. If you need assistance, you can ask a hologram floor greeter. Or you can help yourself at the digital makeup counter, where, via a computerized snapshot of your face, you can see what new products would look like without ever having to use a tester.\n\nThe 40 Wall Street location in particular, which opened in 2011, resembles a futuristic shopping mall or an underground Japanese city more than a place to pick up prescriptions. The reaction to a chain store opening in a landmark location could have gone either way, but this ribbon-cutting proved an unmitigated success: customers loved it, the store won a prestigious design award, and the critics were raving. The New Yorker and Women’s Wear Daily both gave the store high marks, but really, the litmus test was the fact that such publications wrote about the opening of a franchise drug store in the first place.\n\nThe party thrown for the opening of the 40 Wall Street flagship—attended by bloggers, journalists (The Observer included), design students and busy attorneys alike—wasn’t just a game-changer. It was a mood-changer.\n\nIf ever there was a store in need of a makeover, it was Duane Reade. The problems the franchise faced—both before and after it was acquired by Walgreens in 2010 from Oak Hill Capital Partners—have been well documented. Former CEO Anthony Cuti and CFO William Tenant were sentenced to three years in prison for fraudulently misrepresenting the companies finances. The pharmacies were ranked dead last in customer satisfaction, according to J.D. Power and Associates, and the stores frequently received low health grades. (Duane Reade was once forced to pay $200,000 out in civil court for peddling drugs and products past their expiration date.)\n\nThe blog I Hate Duane Reade, founded in 2007, served as a mouthpiece for customers and employees who had complaints about the mega-chain—and they had many. The combination of photos of the understocked, overcrowded stores and relatable tales of misery made the site a viral hit, garnering mentions in The New York Times, Gawker, USA Today and The Wall Street Journal. It was the quintessence of what was wrong under the old regime.\n\nThe most damning bit of criticism came from Martha Plimpton in a 2007 New York magazine interview. Asked what she hated most about the city, she replied: “The dead-eyed pharmacy people at Duane Reade … It’s always a journey into the heart of darkness.”\n\nThe founder of IHDR (who wished to remain anonymous) told The Observer that the idea came while sitting with friends and comparing horror stories about the drugstore. “[We] realized that we all had the same issues. We wondered if everyone else felt the same way. Turns out they did.”\n\nThe Walgreens buyout had an immediate effect, curbing the criticism. IHDR published its penultimate post in February 2010. And four months after the purchase, Walgreens boasted in a quarterly meeting that sales were up, with Duane Reade contributing 2.8 percent to the total increase.\n\nStill, altering the essence-du-Duane took more than a quick-fix change of ownership. It’s been a long road back to Gotham’s good graces for the store that boasts the most sales per square foot in the industry.\nWhile still under the aegis of Oak Hill Capital Partners, Duane Reade began its facelift, courtesy of the strategic branding firm CBX. The mission: redesign its stores and rehabilitate its personal brand. No easy task.\n\nJoe Bona, president of the retail division at CBX, worked closely on the in-store redesigns and in-house brands. “People need to still walk in and recognize that it’s a Duane Reade,” he said of the new and improved stores. In other words, it was all about atmosphere. Or as the franchise’s revamped slogan put it, “New York Living Made Easy.”\n\n“One of things we know through research,” Mr. Bona said, “is that when you create a wider aisle, [customers] feel less pressured and they tend to linger a bit longer.”\n\nAnd relaxation is a key theme at the new Duane Reade: a luxury that hints at the store’s new upscale aspirations. After all, as any New Yorker knows, time equals money. So if you have time to meander and browse instead of rushing to the express lane, you must have minutes—and therefore cash—to burn.\n\nWhen Ms. Williams ducks into her favorite Duane Reade location, right next to Sloan-Kettering, where she receives cancer treatment, for example, she is always amazed to see how many customers just seem to be loitering. “At least 50 percent of the people are just hanging out,” she marveled.\n\n“I guess that’s what’s in it for me too,” she added. “I need to regroup.”\nMs. Williams’s reaction to Duane Reade is no accident: through wider aisles and warmer fluorescent lighting, landscape windows and perfumeries, Duane Reade represents the latest triumph of psychographics, a research field specifically tailored to the psychological states of customers in retail environments.\nDr. Archana Kumar, an assistant professor in the department of marketing at Montclair State University, might be described as a psychographicist. In a phone call with The Observer, she broke down this almost-subliminal messaging.\n“Blue, green and violet are calming colors,” she said, explaining that to create a “calming effect,” a store like Duane Reade would have to change its color palette from “agitating” colors, like red, to warmer ones that are “associated with feelings of peacefulness and happiness.”\nIs it any coincidence that Dr. Kumar’s calming colors are the exact three that Duane Reade happened to choose for its redesign? Probably not.\nOther subtle changes have been effective as well. By designing and promoting the Duane Reade food-and-beverage brand DR Delish as a more expensive alternative to its other off-label brand, Cityscape, for example, CBX was able to convince customers that the store’s self-made tiers correspond to product quality. It sacrificed one label to the hordes of coupon-clippers so that DR Delish might fare better against the big-name brands.\nBut here’s the weird thing: sales of both DR Delish and Cityscape doubled between 2009 and 2011. People, it seemed, were ready to pledge allegiance not only to Duane Reade as a store, but to its products as well—and across all price points.\nSome of Duane Reade’s newfound fans may also be attributed to the store’s vastly improved social media presence. On Ms. Gristina’s blog, she’s penned such lyrical posts about the Walgreens-owned chain that you might believe she was being paid by the company.\n\nIn fact, she attempted to become one of the store’s 10 “VIP NYC Bloggers”—a contest whose winners would receive $200 a month in store credit in exchange for blogging, tweeting and Facebooking their love for the store.\nWhile some might read this contest as part of a cynical branding attempt by a faceless corporate entity, Duane Reade seems to be investing a huge amount of time and considerable effort to draw in digital consumers, most of whom are happy to receive the love and give it back.\nLast year, the Duane Reade Twitter feed—which often promotes local events like readings at Housing Works—surpassed even its parent company’s by skyrocketing from 15,000 to 390,000-plus followers in seven months, making it the most popular drugstore on Twitter. (Pretty impressive when you consider that Duane Reade only has stores in the New York City area.)\n\nThere have been celebrity endorsements too, like when Glee actor Cory Monteith, who is based in L.A., tweeted “Yeah, I actually started following @DuaneReade. so what? what if I need a heads up on everyday products I need.” That comment has been retweeted more than 350 times.\n\nAs silly as this all might sound, these efforts have translated into revenue: when the store put forth another Internet-based contest last year as part of its “Show Us Some Leg” campaign, sales of Duane Reade-brand hosiery jumped 40 percent.\n\nStill, none of this Web 2.0 magic would work if people had a negative impression of the stores themselves. But the rehabilitation is working, and once again Duane Reade feels like an integral part of the city. What’s more, individual store locations have taken to embracing the character of different NYC neighborhoods.\n\nAt the Soho location (on Spring Street, another repurposed former bank), for instance, you can find obscure art and fashion magazines. The Times Square location sells a ton of “I Love New York” memorabilia. Wall Street has its shoe-shine parlor and nail salon. And in Brooklyn, as much as they fought it, hipsters have found the growler bar and walk-in beer fridge in Williamsburg a highly persuasive reason to shop at a chain.\n\nAs Ms. Williams put it, “Duane Reade provides a safeness: If you’re picking up your cancer medication while someone else is picking up tampons and there’s a guy picking up a six pack, it’s like this great big circle of life.”\n\nAnd that’s something you can’t put a price on.
    \n\nhttp://observer.com/2013/04/the-re-education-of-duane-reade-a-drugstore-as-retail-therapy/?show=all', 'Duane Reade: A Drugstore as Retail, Therapy', '', 'publish', 'open', 'open', '', 'the-re-education-of-duane-reade-a-drugstore-as-retail-therapy', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/the-re-education-of-duane-reade-a-drugstore-as-retail-therapy', 0, 'thinking', '', 0), (1816, 4, '2013-05-10 16:38:56', '2013-05-10 16:38:56', 'By Gregg S. Lipman\nManhattan, you\'re losing your edge.\n\nOnce upon a time, you were the place to be, home of cool restaurants, stylish stores, landmark brownstones, enviable lofts, beautiful people and driver-driven Escalades.\n\nActually, that place still exists - but now it\'s called Brooklyn.\n\nYup, Brooklyn has become so synonymous with all things cool -- and also \"artisanal,\" \"DIY,\" \"indie,\" \"handcrafted,\" and \"foodie\" - that the New York Times recently deemed it its own brand. The Brooklyn Flea, which has been written about in so many publications, is thinking about branching out into other non-New York markets. The Brooklyn Nets won\'t be celebrating a championship this year at the brand-spanking new Barclays Center, but the team definitely has cool cache (helped in part by Jay-Z and Beyonce). And the 25-year-old Brooklyn Brewery is going to open its first outpost in Stockholm this year. Brooklyn is also a verb, as in \"Brooklynizing,\" and an adjective, as in \"Brooklynish.\" Los Feliz has been called the \"Brooklyn\" of Los Angeles, Kreuzberg is the Brooklyn of Berlin, Jersey City is the Brooklyn of...well, maybe not, but you get the picture.\n\nFor someone who always considered Manhattan the holy grail, all this hype around Brooklyn leaves me feeling twisted. Full disclosure: My formative first half-dozen years of life were in Brooklyn, before I was banished to the foreign land called New Jersey. Maybe this dates me, but when I first moved back into the city (aka, \"The City\"), Brooklyn was where people went simply because they couldn\'t afford Manhattan. Manhattan had the glamour, the edge, the energy, the style. It was Tiffany\'s, it was Bloomies, it was CBGB and The Bottom Line. It\'s where Dylan got his start and where Warhol incubated The Velvet Underground. But now, 7-Elevens have taken over, exorbitant apartment prices have ensured that only bankers can live there, Elmos have replaced the hookers in Times Square (and not necessarily for the better!) and celebrities are hopping on the F train to their brownstones in Brooklyn Heights and Boerum Hill. Manhattan looks like a sad little wannabe.\n\nSo how can the Bronx (which has Arthur Avenue and the Cloisters, c\'mon), Queens (home of the potentially hip Astoria and Long Island City) and Staten Island (which is ripe for a remodel after Hurricane Sandy) take a page out of Brooklyn\'s book? And how can Manhattan get back on top? Here are some tips from the reigning New York borough:\n\n1. Forge alliances.\nBrooklyn businesses and business owners tend to stick together, and these relationships have helped the borough project an image of unity and pride. Brooklyn Flea founder Eric Demby used to work for Borough President Marty Markowitz. Andrew Tarlow, of Williamsburg\'s Diner and Marlow & Sons restaurants, partnered with Dumbo\'s real estate heir, Jed Walentas, to open the Wythe Hotel. Barclays Center has joined forces with hot Brooklyn food retailers like Calexico and Blue Marble to sell their offerings at the new stadium. Partner and you shall prosper.\n\n2. Keep it real.\nRather than forcing out old populations to make room for new ones, Brooklyn has stayed true to its old-school roots and promoted the cultural diversity of its neighborhoods. Hassidim still live alongside hipsters in Williamsburg, Poles still live alongside, well, more hipsters in Greenpoint, and yuppie families live alongside old Italian butchers in Carroll Gardens. There\'s an overall down-to-Earthness in Brooklyn that might not be found on the Upper East Side; there, sneakers and jeans are the norm, not Chanel suits.\n\n3. Enlist ambassadors.\nWhether they are celebs, restaurant owners or 80-year-old men sitting on their Carroll Gardens brownstone stoops, the residents of Brooklyn are a proud bunch. And they are quite vocal about their love for where they live. Ingenues Michelle Williams and Anne Hathaway are often photographed at the Brooklyn Flea. Ethan Hawke, who came to symbolize Chelsea in the \'90s (so much so that he made a movie, \"Chelsea Walls\"), recently bought a brownstone in Boerum Hill. And hey, stylish Brits David and Victoria Beckham thought Brooklyn so cool that they named their firstborn for the borough. Celebs like Barbara Streisand and Larry David may have gotten out of Brooklyn, but they often talk about their Brooklyn roots in interviews.\n\n4. Think local.\nWhen it comes to retail, Brooklyn is the Etsy of neighborhoods. The main drags of Carroll Gardens, Park Slope and Williamsburg don\'t tout the chain retailers like Manhattan, but instead boast smaller boutiques peddling wares that are made right there in Brooklyn. (Smith Street\'s By Brooklyn calls itself \"the only store dedicated to the sale of fine goods made across the great Borough of Brooklyn.\") At Brooklyn Larder, a specialty food shop opened by Franny\'s owners Francine Stephens and Andrew Feinberg, many of the offerings come from Brooklyn-based brands. And restaurants like iCi in Ft. Greene and Frankie\'s 457 in Carroll Gardens use produce from Red Hook\'s Added Value farm on their menus.\n\n5. Tout your lineage.\nHave you noticed just how many brands there are out there right now with the name \"Brooklyn\" in the title? Beer company Brooklyn Lager is one of the oldest and most visible, but there is also Brooklyn Industries, Brooklyn Bowl, the Brooklyn Flea, the Brooklyn Home Company, to name a few. And nearly every brand based in Brooklyn -- from Mast Brothers Chocolate to McLure\'s Pickles -- proudly boasts its \"Made in Brooklyn\"-ness on its packaging.
    \nBut Brooklyn shouldn\'t get too comfy with its current cool status; it\'s just a matter of time before the borough suffers a backlash as well, and the cool hunters go in search of the next big thing. So get moving, Bronx, Queens and Staten Island and, yes, Manhattan....this is your time. In the immortal words of Queens\' residents Run DMC, \"\'I\'m going back to Brooklyn, to Brooklyn, I\'m going back to Brooklyn (I don\'t think so...).\'\" Okay, I took a little creative license with that one.\n\nhttp://www.huffingtonpost.com/gregg-s-lipman/can-manhattan-get-its-gro_b_3246495.html?view=print&comm_ref=false', 'Can Manhattan Get Its Groove Back?', '', 'publish', 'open', 'open', '', 'can-manhattan-get-its-groove-back', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/can-manhattan-get-its-groove-back', 0, 'thinking', '', 0), (1817, 4, '2013-05-16 15:20:29', '2013-05-16 15:20:29', 'By Rick Barrack\nYou can learn about branding and brand loyalty from the unlikeliest places.\n\nTake “The Newlywed Game.” (Bet you didn’t see that one coming – but I did say \'unlikeliEST\'!) Specifically the original version that premiered in 1966, with the eternally young Bob Eubanks as host.\n\nI happened to catch a re-run of it on the Game Show Network recently, and for those of you who aren’t familiar with the show, the premise is as simple as it is effective: recently married couples are split apart in two rooms and asked questions to determine how well they know their spouse. They are then each put in front of a live studio audience and asked to guess their spouse’s answers.\n \nHilarity, as well as full-on yelling matches and actual divorces, ensues.\nIt’s not only terrific entertainment, but a show that contains some fascinating things that the astute observer can pick up on and still relate to today. Namely, how HARD it is to remember little details about your spouse! Especially in the hyper-branded world we live in.\n \nFor example, my wife is working out five days a week now—she’s an absolute machine, and the results are simply phenomenal, Olympian even. If she were to come home one day and say, “Rick, I think I can do a little better than this,” I would absolutely pack my bags and go. She looks that good.\n \nBut do I even know what model sneakers she wears to the gym?\nWhat her favorite soap is?\nWhat her preferred choice of deodorant is?\nWhich fragrance she’s currently wearing?\nWhat her favorite Snapple flavor is?\nWhich brand of toothbrush she uses?\nWhat her favorite clothing brand is?\n \nAnd how long has she been using those specific brands and products? Has she always used them? I don’t really know. And yes, we’ve been married twelve years.\n \nCome to think of it, I have no idea what my kids’ top brands are right now. And I buy most of them! \n \nAs designers, we have access to acres upon acres of macro-information, quantitative and qualitative research, trends reports, competitive analyses and psychographics, but do we even know which brands the people closest to us are loyal to and why?\n\nNot to say that I know NOTHING about the brands my wife uses. Indeed, I DID notice recently that she had started using a new health and beauty brand.  Now, truth be told, I only knew this because I oversaw the redesign of the package. But I still thought, with a smile: “Cool, sleek, breakthrough modern packaging wrapped around high performance and efficacy. Nicely done, Rick. Nicely done, indeed.” However, she soon went to another brand. (Was it the one she’d been using all along?) Should I have been a little offended? Why, yes!\n \nOr actually, no, as I’m not exactly the target market for the product. But it goes to show that even though her husband, her partner in life and love and laughter, oversaw the redesign of the package, for whatever reason it didn’t fit her needs. In other words, she made the leap of faith, landed, gave it a shot and turned right back around.\n \nThat package design can play a crucial role in influencing consumer purchasing decisions is undeniable, but as my own anecdote shows, refreshing or reinventing a brand’s visual language is no guarantee of loyalty. Certainly it’ll get someone to try a product, but there are myriad other factors (price, performance, culture, availability, etc.) involved in making that relationship work. Not unlike a marriage, if you think about it. \n \nWhich got me thinking. . . if brand loyalty can be compared to marriage. . . wouldn’t it be great to see a spin-off of that 60s TV show called “The Brand Newlywed Game”? A show where designers are paired up with consumers and asked to guess each other’s answers to brand questions? I’m not sure what would ensue, but it would be riveting TV.\n\nhttp://www.thedieline.com/blog/2013/5/16/i-brand-take-thee.html?utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer&utm_content=buffer545b5\n', 'I Brand, Take Thee...', '', 'publish', 'open', 'open', '', 'i-brand-take-thee', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/i-brand-take-thee', 0, 'thinking', '', 0), (1818, 0, '2018-09-27 16:51:52', '2018-09-27 16:51:52', '', 'MILOS1_single', '', 'inherit', 'open', 'closed', '', 'milos1_single', '', '', '2018-09-27 16:51:52', '2018-09-27 16:51:52', '', 1588, 'http://cbx.cappendev.com/app/uploads/2018/09/MILOS1_single.jpg', 0, 'attachment', 'image/jpeg', 0), (1819, 4, '2013-05-21 18:27:58', '2013-05-21 18:27:58', 'CHICAGO -- The restaurant industry ranges from ultra casual fast-food joints to premium fine dining, and more than ever, convenience stores are earning a seat at the table. This is apparent at the 2013 National Restaurant Association (NRA) Show, which began Saturday and runs through tomorrow, May 21, at Chicago\'s McCormick Place.\nIn the first of two convenience store-specific panels that are part of the show\'s educational track, Convenience Store News Editor-in-Chief Don Longo teamed up with Sheetz Inc. Executive Vice President and soon-to-be CEO Joe Sheetz to discuss the future of convenience stores as it relates to fresh, prepared food. Foodservice is more important than ever and has remained the most profitable category at c-stores for the past five years, according to CSNews research.\n\nLongo presented select insights from CSNews’ 2013 Realities of the Aisle consumer study, showing that sandwiches, hot dogs and pizza are among the most popular prepared food items at c-stores, yet offering healthier options appears to be paying off with increased sales. Other opportunities for growth in prepared food can be found through connecting with the right shoppers, optimizing promotions to drive trips, and reaching consumers in flexible ways.\n\nOf the total foodservice category, \"prepared food is the shining star\" at convenience stores, Longo said.\n\nSheetz concluded the presentation with a retrospective on the beginnings of Sheetz Inc. as a business and its evolution into an extremely foodservice-focused chain that considers itself a \"convenience restaurant\" chain. \"Everything we do is through restaurant glasses,\" he commented.\n\nThe family-owned, Altoona, Pa.-based retailer has found success through its Made To Order (MTO) program, which offers customized menu items through touchscreen ordering, as well as its subsequent Made To Go premade food program. Its loyalty program has also done well.\n\nThe company keeps a close eye on the future, reinventing itself and always striving to become the Sheetz that will put the Sheetz of today out of business.\n\nThe notion of c-stores being competition in the foodservice market was expanded upon during a panel entitled, \"The Convenience Store Competition: What You Can Learn From C-store Foodservice?”, presented by Nancy Caldarola, education director for NACS, the Association for Convenience & Fuel Retailing; Bill Reilly, senior vice president of marketing, GPM Investments LLC, owner of Fasmart/Shore Stop Convenience Stores; and Joseph Bona, president, branded environments, CBX.\n\nWhile convenience stores are facing a number of new challenges as the foodservice category grows, such as handling space and new equipment requirements, rising food costs and needing additional skilled labor beyond their comfort zone, c-stores are also seeing some exciting positive changes, including expanded menus and product offerings, technology to enhance the order process and expanded fresh and healthy offerings, according to the panelists.\n\nTo create a positive impression and combat the fact that gas pumps often turn customers off of c-stores as a foodservice destination, they said operators must use the retail environment to set the stage for the promise of freshness and use the layout to create a strong first impression. Bundled offerings and establishing a sense of place through localized products can also be effective. Most importantly, c-store operators must remember to refine, refresh and revitalize — and don\'t stop.\n\nHeld annually, the National Restaurant Association Restaurant, Hotel-Motel Show is the largest single gathering of restaurant, foodservice and lodging professionals and is held in conjunction with the International Wine, Spirits & Beer Event (IWSB). Together, they attract more than 61,000 attendees from over 100 countries.\n\nhttp://www.csnews.com/top-story-foodservice-the_future_of_convenience_stores__food_destination-63687.html', 'Future of Convenience Stores', '', 'publish', 'open', 'open', '', 'the-future-of-convenience-stores-food-destination', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/the-future-of-convenience-stores-food-destination', 0, 'thinking', '', 0), (1820, 4, '2013-05-22 17:08:54', '2013-05-22 17:08:54', 'CHICAGO – With convenience stores adding more prepared food, the comparison to restaurants is inevitable. Foodservice at c-stores now accounts for 15.18% of annual sales, with beverages garnering 14.65%. Those numbers are only predicted to go up, which means the competition between restaurants and convenience stores will increase, too, Nation’s Restaurant News reports.
    During a workshop at the National Restaurant Association Show, which ended yesterday in Chicago, industry experts gathered to discuss what restaurants and c-stores could learn from each other. “We are the place you go to refuel, refresh and reward yourself,” said Dr. Nancy Caldarola, education director at the NACS Center for Achieving Foodservice Excellence (NACS CAFÉ). Convenience stores offer prepared food as one more way of meeting customer needs through convenience.
    \nOne lesson convenience stores are learning is how to neutralize the “gasoline penalty,” said Joseph Bona, president of branded environments at CBX. “You can have the best turkey sub in the world, but if I can’t get people to understand that we’re a legitimate destination for that, I can’t get them in the front door,” he said.
    \nRestaurant innovations have pushed convenience stores to expand their offerings and include fresher ingredients, said Caldarola. Having a clean, welcoming store with food ready fast is also important, said Bona. “Consumers eat with their eyes,” he said. “They buy with their eyes.”\nMost convenience stores have recognized that having prepared food is a huge advantage, said Bill Reilly, senior vice president of marketing GPM Investments. “Female shoppers are a big [on their] wish list as far as reaching new customers,” he said.
    \nTechnology, such as electronic ordering stations, gives convenience stores an advantage over restaurants while controlling labor expenses. “Who am I to tell you how to make your turkey sandwich?” said Reilly. “We gave the power to the consumer.”
    \n\nhttp://www.nacsonline.com/News/Daily/Pages/ND0522133.aspx?utm_content=newsarticle2&utm_source=NACS%20Daily&utm_campaign=NACS%20Daily%20052213&utm_medium=email&utm_term=455699&src=newsarticle2#.UZzxgoU2ptR', 'What Convenience Stores Can Teach Restaurants', '', 'publish', 'open', 'open', '', 'what-convenience-stores-can-teach-restaurants-and-vice-versa', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-convenience-stores-can-teach-restaurants-and-vice-versa', 0, 'thinking', '', 0), (1821, 4, '2013-03-07 14:32:31', '2013-03-07 14:32:31', 'Four-floor Wilshire Boulevard location is being called The Fifth Man.\r\nSaks Fifth Avenue (New York) has completed renovation of its men’s store on Wilshire Boulevard in Beverly Hills, Calif. It’s calling the 54,000-square-foot, four-level store The Fifth Man.\r\nRead more: http://vmsd.com/content/saks-renovates-its-beverly-hills-men-s-store', 'Saks Renovates its Beverly Hills Men’s Store', '', 'publish', 'open', 'open', '', 'saks-renovates-its-beverly-hills-mens-store', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-renovates-its-beverly-hills-mens-store', 0, 'thinking', '', 0), (1822, 4, '2013-05-30 19:38:47', '2013-05-30 19:38:47', 'By Crosby Renwick,\nThe pundits say retail, as we’ve known it since the ancient Egyptians, is coming to an end. Ouch. That’s big. You have to admit the logic is not bad: When retail is literally everywhere, when we can buy virtually anything off our phones and have it delivered, why go to a store?\n\nThis recalls when Pablo Picasso was asked if painting human figures was still possible after the technologies of photography and cinema were depicting them much more truly. His response was, “Now at least we know everything that painting isn\'t.” Technology had killed painting’s previous purpose: depiction. But, on the other hand, technology freed painting to become something else.\n\nRetail has always been about bringing mostly other people’s goods together at a location convenient for your customers. Throughout history, retailers added value by giving consumers easy access to a variety of goods. Whether it was a town marketplace, a store, or a mall, consumers had to go to the purveyors of physical goods. Now, retailers come to us through our digital devices.\n\nSo, is retail really dead? No, but its role is changing. Many stores will close in the decades to come. But like painting in the time of Picasso, retail real estate has greater freedom to become something new. Sure, demand will persist for restaurants, haircutters, masseurs and healthcare providers — all of which provide things that cannot be obtained in the digital world — but the likes of pharmacies, banks, apparel stores and electronics outlets will close by the thousands because they can’t boost their margins to pay for the space and staff. Once their leases are up, retailers will downsize physical stores to upsize their digital presences. Why pay rent and salaries when consumers are ordering from their phones?\n\nWhat to do with the empty storefronts? The success of social media provides the clue because it highlights the deep desire for human connection. People get lonely. They’ll pay for the chance to enjoy real-world social experiences with others who have similar interests.\n\nWhat do I mean by social experiences?\n\nThink of sporting events. You can see most New York Giants games on high-definition TV at no additional cost — and you’re so close to the action you can see the bead of sweat on the quarterback’s forehead. Actually going to a Giants game will run you at least $100 with parking, and you’re unlikely to even be able to make out the numbers on the jerseys. But even with hi-def TV, most of the tickets to the actual experience are sold months in advance. Why? Because of the energy, excitement, vibe and buzz of the like-minded people around you. Memories are made at experiences like these, not in front of the TV. The ceremony of putting your hand on your heart and singing “The Star Spangled Banner” along with the players is a time of reflection, connection and patriotism. And for many of us, the bragging rights of being able to talk about the game in the office the next day is worth the money alone.\n\nAnd think of some of your fondest college memories — the parties, the autumn leaves in the quad, spring break, football games, not to mention lifelong friends. Today, online education allows millions of people to go to college at a fraction of the cost, and in the comfort of their own homes. However, getting an online degree forces the student to miss out on all of the social and sensory elements of actually going to school. Much like online retail, you can get the “product” in the comfort of your living room, but you miss out on the actual experience of getting a four-year degree on an actual college campus.\n\nIf you’re religious you could get all the sermons you want online or on TV. And yet we still like to go. Again, it feels good to be around people who affirm what you believe, and a religious service offers some of the best people-watching in town, along with soaring architecture, stained-glass windows and a pitch-perfect choir — pretty emotional stuff. And let’s not forget the post-service coffee gathering, where there’s always good gossip, new business contacts and donuts.\n\nFinally, a few years ago I paid $75 to go to a Bruce Springsteen concert where I was so far from the stage I couldn’t make out the Boss’s face even with binoculars. I loved it. Hanging out with 70,000 others who think the same thing visibly and powerfully is completely validating to your belief system and your allegiances. You can’t buy that on your phone for all the money in the world.\n\nThese are the kinds of social experiences people pay money for. Am I suggesting a chain of stores that hosts rock concerts? No. But lessons drawn from these social experiences can and should be applied to retail. Lululemon has already done so with its in-store yoga classes. Likewise, I’d love a store where I could buy clothes that speak to the sensibilities of the classic rock fan. Where the staff would “get” me. Where I could hook up with other classic rock fans to take a road trip to some cool concert. Where I could make friends with people who appreciate what I appreciate. I’ll pay much more for jeans from there than from anywhere else.\n\nAt the very least, shopping in a physical store has to be as much about social experiences, unique environments and customer validation as it is about the merchandise. After all, today’s shoppers can have nearly any merchandise brought right to their doors with little more than the swipe of a finger. But if we can bring them the kinds of experiences that forge memories, friendships and lifelong brand loyalties, they will keep getting in their cars and coming to us — just as they have since the days of the pharaohs.\n\nhttp://chainstoreage.com/article/%E2%80%98social-retail%E2%80%99-rescue', '‘Social Retail’ to the Rescue', '', 'publish', 'open', 'open', '', 'social-retail-to-the-rescue', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 0, 'http://cbx.cappendev.com/thinking/16/social-retail-to-the-rescue', 0, 'thinking', '', 0), (1823, 4, '2013-06-04 19:43:30', '2013-06-04 19:43:30', 'By Nancy Brown\nCPGs forge emotional connections with consumers through products that contain minimal ingredients and streamlined packaging.\n\nBack in the 1960s, the acronym “KISS”—”Keep it simple, stupid”—began showing up on bumper stickers, billboards, and t-shirts across the country. A design principle first used by the U.S. Navy, “Keep it simple, stupid” is defined by the belief that most systems work best if they are kept simple rather than made complex.
    \nThroughout history, this sentiment has been championed by many esteemed artists and thinkers, among them Leonardo da Vinci (“Simplicity is the ultimate sophistication”) and Mies Van Der Rohe (“Less is more”). And in the decades since it became a cultural touchstone, everyone from software designers to animators has hopped on the KISS bandwagon.
    \nToday, simple is still better, and now consumers have caught the KISS fever as well. After all, everyone today wants their lives to be simple—especially busy moms and dads who want to give their families simple, healthy, wholesome meals without all the fuss. Simple is now mainstream, not alternative, and it has become synonymous with imperfect and raw, not perfect and quiet. So it’s no surprise that consumer packaged goods companies have taken notice of this fact and are forging emotional connections with consumers through products that contain minimal ingredients and streamlined packaging.
    \nMost significantly, “simple” brands are showcasing their simplicity on pack, putting their single most important idea front-and-center through photography and copy. Brands such as Simply juice, Simplait yogurt, Simple Skincare, Wellness Simple dog food, and Lay’s Simply Natural Potato Chips wear their simple pride on their chests with packaging that is minimal, elegant, and free of all the fuss.
    \nHere are five “ingredients” that brands can use to communicate the simple ethos on-pack:
    \n 1. Put your simplicity front-and-center.\n\n\n“Simple” and “simply” are being used both in product names and in their subheads. Pillsbury Simply touts its simple status right there in the title, while Dorset Cereals modifies its brand name by calling itself “simply delicious muesli.” Simple is becoming mainstream consumer language now, and can be found on more products than you may realize.
    \n2. List your ingredients.\n\nSimple products usually contain just a handful of ingredients, which they put front-and-center on their packaging. For example, Simplait from Yoplait has “just 6 simple ingredients,” as indicated in copy sandwiched between the brand name and a large product illustration. Lay’s Simply Natural Potato Chips lists just three ingredients—potatoes, expeller-pressed sunflower oil, and sea salt—on its bag…although that still doesn’t exactly make them good for you!
    \n 3. Show your product.\n\n\nTo cue appetite appeal, simple brands are literally and figuratively showing their products on their packaging. Simply Juice from Simply Orange Juice Co. uses fruit photography on its labels to convey that there’s not much more inside their bottles than the purest form of the product. Dorset Farms cereal boxes feature peek-a-boo windows that let you see the all-natural granola inside…and not much else.
    \n4. Go heavy on the white space.\n\nNothing conveys simple like a whole lot of white space. Many brands try to pack a lot of claims and visuals on their products, but simple brands make it clear that they are really just about offering the good stuff—no misleading claims or unnecessary graphics to bog them down. Ceres All-Natural Juices takes this approach, and as a result, really makes the product the star.
    \n5. Stress your single most-important message.\n\n\nSimple products focus their brands on one concise message and then drive that message home. Simple Skincare products from Unilever put the copy, “No perfume, no colour” on its packaging, telling you what’s not inside, as opposed to what is. Wellness Simple Dog Food puts its “SIMPLE” moniker in large, capital letters, and also adds “Limited Ingredient Diet” directly underneath, to make it known that Fido is getting only the very best, curated ingredients in his food.\n\n \n\nhttp://www.packworld.com/package-design/strategy/when-it-comes-package-design-keep-it-simple-stupid', 'When it comes to package design, \'Keep it simple\'', '', 'publish', 'open', 'open', '', 'when-it-comes-to-package-design-keep-it-simple-stupid', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/when-it-comes-to-package-design-keep-it-simple-stupid', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1824, 4, '2013-06-04 20:40:09', '2013-06-04 20:40:09', 'By Nancy Brown\nClaims are popping up everywhere on packaging, and brands are using them for education, not just attention.\n\nMichael Pollan is at it again. His new book, “Cooked,” is guaranteed to be a runaway hit, largely because Pollan has become the high priest of ethical eating ever since he published “The Omnivore’s Dilemma” in 2006. So, I guess we have him to thank for the fact that we now spend $2 more per gallon on organic milk, suddenly believe the world should be gluten-free and think twice before reaching for that hot dog at summer barbecues.\n\nWe have him to thank for one other thing: The fact that pretty much everything we eat now touts its lineage right front and center on its packaging. Back in the ‘80s and ‘90s, food claims were mainly about how products would make you look, e.g., they were low calorie and fat free. Today, claims are all about where your food actually came from — in other words, how your food was grown or what your food ate before it landed on your plate (in the case of meat and eggs). Have you ever seen the “Portlandia” sketch with the couple at a restaurant asking about the lineage of its farm-raised chicken? I highly recommend you Google it for a good laugh.\n\nConsumers are now way more educated and care much more than ever about where their food is coming from and how it’s raised. As a result, there has been a surge of better-for-you claims on food packaging, everything from “gluten-free,” “cage-free” and “no GMOs (genetically modified organisms)” to “organic,” “100 percent real” and “grass-fed.” Whereas packaging of the past simply put a burst on the box and called it a day, packaging is now being used to educate consumers about the importance of knowing where their food came from and why that makes it better. Consumers are not just embracing it — they are actively looking for it. According to a recent\nExaminer.com article, more than 90 percent of Americans support the labeling of genetically modified foods.\n\nPeople are not only buying these foods, but they are also making them an entire way of life — e.g., joining “claim clubs.” Last week, a woman in line with me at Trader Joe’s talked about how thrilled she was with all the gluten-free offerings at that store, not because she suffered from celiac disease, but because she voluntarily opted to stop eating gluten to feel better. Michael Pollan and his protégés are vehemently “no GMO,” and this movement has spawned many organizations and websites. Twenty first century moms wouldn’t dream of serving their children anything but grass-fed milk, cheese and meat.\n\nSo what exactly do all these things mean? Here’s a guide to some of the new terminology popping up in the supermarket aisle.\n\nGRASS-FED\nWondering why you’re seeing blades of grass on so much packaging lately? It’s because companies want to show off just what they’re feeding the animals who made your food.\nAccording to the American Grass-fed Association, grass-fed products are better for people, animals, the planet and communities. It defines grass-fed animals as those that have eaten nothing but grass and forage from weaning to harvest, have not been raised in confinement and have never been fed antibiotics or growth hormones. Grass visuals are prominently featured on packaging for Organic Valley milk, Pat LaFrieda meat, Big Gorilla beef jerky and Vital Farms’ eggs, which put a creative spin on the grass-fed message by saying, “Our hens live outdoors.” They also use the term “ethical eggs,” which is as catchy as all get-out. Not coincidentally, Vital Farms was “Est. 2007,” the year after “The Omnivore’s Dilemma” was published. Just call this the pasture that Michael Pollan built.\n\nGLUTEN-FREE\nYou’d have to be living under a loaf of bread to not know that the anti-gluten movement has been raging for a while now. Sufferers of celiac disease have been avoiding gluten — a substance present in cereal grains, especially wheat, that is responsible for the elastic texture of dough — for years, but in the past decade, it seems that gluten has been shouldering the blame for a whole plethora of other illnesses, and many Americans are voluntarily cutting it out of their diets. In fact, TIME magazine labeled the gluten-free movement second on its top 10 list of food trends for 2012. It’s questionable (and often controversial) that gluten-free’s popularity is here to stay, but many brands, from Applegate to Newman’s Own to Annie’s Homegrown, are counting on it, offering gluten-free variations on their most popular offerings. Grain loving company General Mills offers more than 200 gluten-free products. But perhaps the best-named gluten-free product is Goodbye Gluten bread. How’s that for telling it like it is?\n\nNO GMO\nA few weeks ago, U.S. Senator Barbara Boxer and Congressman Peter DeFazio introduced the Genetically Engineered Food Right-to-Know Act, a bipartisan legislation that would require the Food and Drug Administration to label clearly GMOs in food so that consumers can make informed choices about what they eat. For the past few decades, the FDA has allowed genetically modified foods to be marketed without labeling, saying they were not materially different from other foods because the genetic differences could not be recognized by taste, smell or other senses. But today’s research shows that\nGMOs are harmful to both people and the environment, and the public is demanding to know which products contain them. Brands like Silk, Earth Balance, Nature’s Path and Amy’s Kitchen are not only proudly GMO-free, but they also feature sections on their websites explaining what this claim means. Even if they don’t say “no GMOs” on their packaging, nearly all organic brands — like Cascadian Farm and Applegate — are GMO-free, and my guess is they’ll soon be wearing that badge very proudly.\n\nBut this new claims terminology is not just being used by in-the-know, farm-to-table foodies. People’s Most Beautiful Person Alive, Gwyneth Paltrow, just published “It’s All Good,” a cookbook that shares the gluten-free recipes she makes for her own children. The book just topped the New York Times bestseller list, further proof that the general public is developing a greater interest in high-quality, well-grown, well-fed food. Michael Pollan, eat your heart out.\n\n \n\nhttp://www.brandpackaging.com/articles/84488-getting-to-the-root-of-2013-claim-trends', 'Getting to the Root: 2013 Claim Trends', '', 'publish', 'open', 'open', '', 'getting-to-the-root-2013-claim-trends', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/getting-to-the-root-2013-claim-trends', 0, 'thinking', '', 0), (1825, 4, '2013-06-05 16:05:21', '2013-06-05 16:05:21', 'By Gregg S. Lipman\nChallenger soda brands, take note: there seems to be a tremor in the force of the beverage world. I\'m talking, of course, about the war being waged on \"big sugar\" -- sugary beverages like Coke and Pepsi, namely -- by one Mr. Michael Bloomberg (that\'s \"Mayor\" to you). Sugar is the devil these days, thanks in large part to widespread campaigns against childhood obesity, the trendy farm-to-table movement and an uptick in healthy eating in general. Soda sales dropped 1.2 percent in 2012, compared with declines of 1 percent in 2011 and .5 percent in 2010. New York has been embroiled in a battle over \"to tax or not to tax\" for the past year, and 33 other states are giving the thumbs down to soda and its sugary counterparts. And it\'s not just America that\'s giving these beverages the boot. Since 2012, France has imposed a \"fat tax\" on sugary beverages as well.\n\nNot that we should really feel that bad for Coke and Pepsi, who\'ve done a great job of expanding their portfolios to include water (now the #1 beverage in the world), juices and energy drinks. Apparently they knew the day would come when the tide would turn against soda, and it\'s paying off. They seem more focused on just maintaining the audience they have for their soda brands rather than necessarily growing that audience.\n\nThis means there\'s an opportunity for you, challenger brand, to take advantage of the backlash and create a little niche for yourself. Innovate around where the audience is, from Gen Y- and Z-ers to helicopter parents who couldn\'t imagine anything as toxic as soda touching their children\'s lips. Here are some tips we\'ve gleaned from the \"little guys\" -- many of whom seem to be doing this beverage thing right.\n\nShow you love the planet.\nEco-friendly packaging may have backfired for a snack brand like Sun Chips, but it presents a huge opportunity for beverage makers. SodaStream, a product that forces carbon dioxide gas into water, has become a worldwide sensation with messaging that is morally and economically attractive to younger generations. Owners of SodaStream makers can eliminate dollars spent and bottles wasted while enjoying the hand-crafted experience of making their own sodas. Coke and Pepsi might consider making their bottles refillable, a la growlers, with retailers allowing customers to bring their empty bottles to the store to be refilled at taps.\n\nStay trendy.\nIf you think that fashion is temperamental, try the beverage industry. What\'s cool one season is suddenly passé the next, so it\'s important to keep abreast of what consumers want in the here and now. Remember when Snapple Ice Tea first came out? And VitaminWater? And Zico coconut water? At the moment, fizzy drinks are all the rage...even IF it was recently proven that one fizzy drink a day can raise the diabetes risk by a fifth.\n\nOffer your product in small batches.\nSmall-batch beer brewing is huge; why not small-batch soda-making? Jones Soda offers 12-packs of quirky flavors like Berry Lemonade and Fufu Berry (what the what?) on its Internet site, and also allows you to design your own label for your bottles. Boylan Sodas calls itself \"a full line of hand-crafted small batch sodas and mixers to please any palate.\" Everything about Stewart\'s Fountain Classics, from its name to its bottles to its logo, harkens back to a more personal time. In this age of artisanal everything, a Starbucks-style soda shop - like the old-fashioned soda fountains - seems like a brilliant idea.\n\nProduce products the way nature intended.\nSince everyone assumes that soda is the unhealthiest product known to man, it would behoove companies making more natural beverages to say how their products are made. Virgil\'s Root Beer brews its combination of herbs and spices naturally, rather than concocting a chemistry experiment of artificial flavorings, dyes, and additives. Hot Lips Soda\'s lineup changes with the seasons, based on what\'s locally available; to make the soda, the company takes fruit, cooks it, adds water and cane sugar then bottles it, with much of the fiber-rich pulp intact, and carbonates it.\n\nPack them full of good things (or, without any bad things).\nThese days, people want to know not only where their food came from but just what their food ATE before it arrived on their plates. So it\'s no surprise that people want the best, most natural ingredients packed into their beverages. Oogave, a soda that incorporates agave nectar as a sweetener, was started by a natural foods restaurant owner in Denver, and dubs itself \"the purest, best-for-you soda without chemicals or GMO products.\" Steaz is a family of \"all-natural, organic and fair tea-based beverages.\" Hot Lips sodas contain organic lemon juice as a preservative, rather than ascorbic or citric acid, both of which can be derived from genetically modified corn and soy.\n\nThese small guys may not be trying to be the next Coke or Pepsi, but they are doing a great job of making names for themselves in a crowded market. Utilizing one or several of these tips could help you snag a few customers from those beverage giants, and feel better about your brand in the process. Because let\'s face it...it\'s unlikely that people will ever STOP drinking soda, but they certainly are clamoring for more alternatives. The beverage options mentioned here are options that even sugar hater Mike Bloomberg can live with.Who knows - they may distract him long enough to stop hating on soda and seek out a new target - butter, perhaps?\n\n\nhttp://www.huffingtonpost.com/gregg-s-lipman/whats-the-future-of-soda_b_3384797.html', 'What\'s the Future of Soda?', '', 'publish', 'open', 'open', '', 'whats-the-future-of-soda', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/whats-the-future-of-soda', 0, 'thinking', '', 0), (1826, 4, '2013-06-05 20:09:53', '2013-06-05 20:09:53', 'THE ‘DEATH OF RETAIL’ HAS BEEN GREATLY EXAGGERATED, RENWICK WRITES--But CBX strategist cites need for socially relevant stores in new column for Chain Store Age Online.\n\nPessimistic pundits claim that “show-rooming” and the explosive growth of ecommerce will be the death of brick-and-mortar retail. But by drawing inspiration from the kinds of social experiences Americans crave—live-action football games, rousing concerts, moving religious services and the like—retailers stand to reap big profits even as they prove the pundits wrong, writes Crosby Renwick, executive director of strategy at brand agency and retail design consultancy CBX, in a May 30 column published at Chain Store Age Online.\n\n“Is retail really dead?” Renwick asks in the piece. “No, but its role is changing.” The veteran CBX strategist begins the column—titled “ ‘Social Retail’ to the Rescue”—by outlining the basic problem as just about everyone sees it: “When retail is literally everywhere, when we can buy virtually anything off our phones and have it delivered, why go to a store?” he writes.\n\nBut while Renwick concedes that many stores will close in the decades to come—particularly those focused on commoditized goods that shoppers can easily buy online—he describes the rise of ecommerce as an opportunity for retail to refocus. “When Pablo Picasso was asked if painting human figures was still possible after the technologies of photography and cinema were depicting them much more truly, his response was, ‘Now at least we know everything that painting isn\'t,’” Renwick writes. “Technology had killed painting’s previous purpose: depiction. But, on the other hand, technology freed painting to become something else.”\n\nLikewise, the proper role of retail in the 21st century is not to sell humdrum commodities in cavernous, uninspiring big-box stores, Renwick writes. “What to do with the empty storefronts?” he asks in the piece. “The success of social media provides the clue because it highlights the deep desire for human connection. People get lonely. They’ll pay for the chance to enjoy real-world social experiences with others who have similar interests.”\n\nRenwick describes several popular—and in some case, expensive—social experiences that continue to inspire consumers. But the point is not to try replicate, say, a Bruce Springsteen concert, but to tap into the brand-, traffic- and loyalty-building potential that is inherent to such an experience. “These are the kinds of social experiences people pay money for,” he writes. “Am I suggesting a chain of stores that hosts rock concerts? No. But lessons drawn from these social experiences can and should be applied to retail. Lululemon has already done so with its in-store yoga classes. Likewise, I’d love a store where I could buy clothes that speak to the sensibilities of the classic rock fan. Where the staff would ‘get’ me.”\n\nShopping in a physical store has to be as much about social experiences, unique environments and customer validation as it is about the merchandise, Renwick notes in the conclusion to the piece. “Today’s shoppers can have nearly any merchandise brought right to their doors with little more than the swipe of a finger,” he writes. “But if we can bring them the kinds of experiences that forge memories, friendships and lifelong brand loyalties, they will keep getting in their cars and coming to us.”\n', 'The Death of Retail Has Been Greatly Exaggerated', '', 'publish', 'open', 'open', '', 'the-death-of-retail-has-been-greatly-exaggerated', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/the-death-of-retail-has-been-greatly-exaggerated', 0, 'thinking', '', 0), (1827, 4, '2013-06-14 14:19:26', '2013-06-14 14:19:26', 'WHEN RETAIL IS LITERALLY EVERYWHERE, WHEN WE CAN BUY VIRTUALLY ANYTHING OFF OUR PHONES AND HAVE IT DELIVERED, WHY GO TO A STORE?
    Pessimistic pundits claim that “show-rooming” and the explosive growth of ecommerce will be the death of brick-and-mortar retail. But by drawing inspiration from the kinds of social experiences Americans crave—live-action football games, rousing concerts, moving religious services and the like—retailers stand to reap big profits even as they prove the pundits wrong, writes Crosby Renwick, executive director of strategy at brand agency and retail design consultancy CBX, in a May 30 column published at Chain Store Age Online.\n\n“Is retail really dead?” Renwick asks in the piece. “No, but its role is changing.” The veteran CBX strategist begins the column—titled “‘Social Retail’ to the Rescue”—by outlining the basic problem as just about everyone sees it: “When retail is literally everywhere, when we can buy virtually anything off our phones and have it delivered, why go to a store?” he writes.\n\nBut while Renwick concedes that many stores will close in the decades to come—particularly those focused on commoditized goods that shoppers can easily buy online—he describes the rise of ecommerce as an opportunity for retail to refocus. “When Pablo Picasso was asked if painting human figures was still possible after the technologies of photography and cinema were depicting them much more truly, his response was, ‘Now at least we know everything that painting isn\'t,’” Renwick writes. “Technology had killed painting’s previous purpose: depiction. But, on the other hand, technology freed painting to become something else.”\n\nLikewise, the proper role of retail in the 21st century is not to sell humdrum commodities in cavernous, uninspiring big-box stores, Renwick writes. “What to do with the empty storefronts?” he asks in the piece. “The success of social media provides the clue because it highlights the deep desire for human connection. People get lonely. They’ll pay for the chance to enjoy real-world social experiences with others who have similar interests.”\n\nRenwick describes several popular—and in some case, expensive—social experiences that continue to inspire consumers. But the point is not to try replicate, say, a Bruce Springsteen concert, but to tap into the brand-, traffic- and loyalty-building potential that is inherent to such an experience. “These are the kinds of social experiences people pay money for,” he writes. “Am I suggesting a chain of stores that hosts rock concerts? No. But lessons drawn from these social experiences can and should be applied to retail. Lululemon has already done so with its in-store yoga classes. Likewise, I’d love a store where I could buy clothes that speak to the sensibilities of the classic rock fan. Where the staff would ‘get’ me.”\n\nShopping in a physical store has to be as much about social experiences, unique environments and customer validation as it is about the merchandise, Renwick notes in the conclusion to the piece. “Today’s shoppers can have nearly any merchandise brought right to their doors with little more than the swipe of a finger,” he writes. “But if we can bring them the kinds of experiences that forge memories, friendships and lifelong brand loyalties, they will keep getting in their cars and coming to us.”\n\nhttp://www.furninfo.com/Furniture%20Industry%20News/1866', 'Need For Socially Relevant Stores', '', 'publish', 'open', 'open', '', 'need-for-socially-relevant-stores', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/need-for-socially-relevant-stores', 0, 'thinking', '', 0), (1828, 4, '2013-06-10 18:45:11', '2013-06-10 18:45:11', 'A push for more efficient healthcare challenges designers to bring medical services to retail\r\nAny Lab Test Now is probably your doctor’s worst nightmare. The service, which allows patients to request their own lab tests without a physician’s order, has even trademarked the phrase “No insurance? No problem.” It’s like Googling your own symptoms on steroids: Instead of a rumpled printout (apology expected), you can hand your physician a crisp set of lab results to back up your self-diagnosis.\r\n\r\nRead more: http://vmsd.com/content/doctor', 'The Doctor Is In', '', 'publish', 'open', 'open', '', 'the-doctor-is-in', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-doctor-is-in', 0, 'thinking', '', 0), (1829, 4, '2013-06-26 16:46:56', '2013-06-26 16:46:56', 'New York-based CBX has designed a fresh, new prototype store for Wawa Inc.’s Florida-market entry. The seventh of the Wawa, Pa.-based fuel and convenience store operator’s locations in Florida opened in early January. Twenty-five more units are scheduled to debut in the Orlando/Tampa area in 2013.\nWawa’s Florida stores feature a design intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central-Florida building types.\n\nTravelers from the Mid-Atlantic will find Wawa\'s familiar “winged” gas canopy, a welcoming, centrally located entry portal, ample up-front parking and the chain’s familiar Canada Goose logo. The new Florida prototype also features expansive windows that provide a clear view to the new interior design.\n\nCBX created a new color and materials palette, emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and copper accents. Elements were selected to create a warm, welcoming atmosphere.\n\nA vibrant red-tiled wall highlights the new center-island kitchen. Guests can order using Wawa’s touchscreen system, with screens prominently positioned at the food service/specialty beverage counters.\n\nThe coffee and fountain beverage sections feature a backdrop of a warm taupe wall tile. Red drum shades are used over the coffee area to create a “sense of place.”\n\nWawa’s new Florida prototype is characterized by a spacious, open layout, with high ceilings and abundant natural lighting contributing to the comfortable, inviting space. The store features made-to-order food and beverages, as well as pantry basics and convenience foods for travelers.\n\nAs in the coffee/fountain beverage section, red drum shades help create a “sense of place” in the cooler area, located on the opposite side of the store.\n\n \n\nhttp://www.ddionline.com/displayanddesignideas/galleries/Wawa-Apopka-Fla-9705.shtml#8', 'DDI Project Gallery: Wawa, Apopka, Fla.', '', 'publish', 'open', 'open', '', 'ddi-project-gallery-wawa-apopka-fla', '', '', '2018-09-27 17:58:40', '2018-09-27 17:58:40', '', 0, 'http://cbx.cappendev.com/thinking/16/ddi-project-gallery-wawa-apopka-fla', 0, 'thinking', '', 0), (1830, 4, '2013-07-10 18:07:16', '2013-07-10 18:07:16', 'As the Marketplace Fairness Act, otherwise known as the online sales tax, moves to the House, brick-and-mortar retailers should understand how it could affect their operations if it passes.\n\nThe new kid on the retail block is here to stay. As consumers’ shopping habits shift toward mobile and web purchases, traditional brick-and-mortar retailers continuously feel e-commerce’s tightening grip on consumer pocketbooks, and pet stores are no exception.\n\nThe pet industry has seen an uptick in online competition over the last few years as retailers like PetMed Express, Foster and Smith, and Wag.com gain market share. Online sales of pet food and supplies reached $2 billion in 2011, and are expected to rise to $2.5 billion by 2016, according to a December 2011 report from IBIS World, a Santa Monica, Calif.-based market research firm. PetMed Express and Foster and Smith were top earners online, earning an estimated $168.9 million and $162 million in sales in 2011, respectively.\n\nWith little overhead and smaller staffs, online retailers can offer pet owners lower prices. And, under a precedence set by a Supreme Court ruling in 1992, Internet sellers are exempt from collecting state sales tax; except in states where the business has a physical presence.\n\n“The Internet is a terrific marketplace for comparing prices,” says Joe Dowley, a partner who monitors tax law for clients at international firm McKenna Long & Aldridge, based in Washington, D.C. “If you add that on top of the fact that you don’t have to pay the sales tax, then you’re really cooking.”\n\nThese online advantages make competition stiff for Main Street, which is why many traditional retailers are hoping new legislation will help level the playing field. In May, the U.S. Senate passed the Marketplace Fairness Act (MFA), a bill that would require states to collect sales tax from online retailers at the time of the transaction—no matter where the business is located. Only online businesses with less than $1 million in annual sales would be exempt from the law.\n\nFor pet specialty retailers with stores in states that have a high sales tax, passage of the MFA could offer a break from online competitors. Teresa Miller, owner of Treats Unleashed, a St. Louis-based pet retail store with seven locations, says the nearly 10-percent sales tax her customers pay in some locations makes it harder for her to compete with online retailers. “At 10 percent [sales tax], it’s almost a premium if you’re buying local, and it becomes a complete disadvantage when you’re trying to compete online,” she says.\n\nMiller—who lobbied for passage of the bill in Washington, D.C., in April—says the Marketplace Fairness Act is important because it sets a standard and provides consistency across all states. “If passed, it will level the playing field with some of those gigantic online companies, who right now are strategically putting themselves [in locations] where they don’t have to pay the sales tax,” she adds.\n\nOther provisions of the bill could help brick-and-mortar pet retailers, like Miller, looking to add or grow an online store of their own. Under the MFA, states would be required to simplify their sales tax laws in an effort to make multi-state collection easier, or can join the Streamlined Sales and Use Tax Agreement (SSUTA)—a governing board that harmonizes the administration and collection of sales and use taxes among member states, of which 24 are currently members.\n\n“The Streamlined Sales Tax and Use agreement would make [this collection] easier for online sellers. It makes it easier for states to calculate who gets what in a transaction, and it makes it easier for retailers to purchase a software, which gives them the opportunity to determine how to assess the tax in a particular state or jurisdiction,” Dowley says.\n\nThat simplification, says Miller, will help her develop a business plan for growth of Treats Unleashed’s online store. While her online sales are still under $1 million, the MFA’s requirements of states to simplify their tax laws or join SSUTA, would help Miller move forward with her plans to grow the online store.\n\n“If it doesn’t get passed, I’m scared the states will develop their own enforcement policies, and I’m going to have to keep track of 50 different states with 50 different polices,” Miller says. “[The Marketplace Fairness Act] would give us a consistent way to put this in place, with a standard software and practice so retailers can collect [the taxes] without 50 different rules.”\n\nWhile the MFA awaits its vote in the House of Representatives, Dowley says the bill is inevitable. “The [Supreme Court] left it open for Congress to change the law, and it has been brewing for several years, particularly since the Internet has grown by leaps and bounds,” he says.\n\nStill, Miller recognizes that customers will continue to make purchases online. “It’s not really about brick-and-mortar versus the Internet sellers,” she says. “It’s about fairness or at least a consistency across both mediums.”\n\n \n\nAnother Piece to the Puzzle\nWhile passage of the Marketplace Fairness Act (MFA) could offer brick-and-mortar pet specialty retailers more equality with their online competitors, online sales will continue to grow at double-digit rates over the next 10 years—and in order to stay competitive, traditional retailers will need to offer pet owners what online retailers simply cannot.\n\n“Retailers should not be looking at the Marketplace Fairness Act as any kind of relief from Internet competition,” says Crosby Renwick, executive director of strategy at CBX, a New York City-based brand agency and retail design consultancy. “It will level the field on sales tax, but that’s a small piece of the puzzle.”\n\nIn order to break through the barrier and ease the competition, asserts Renwick, Main Street retailers need to reinvent what their purpose is on the retail landscape. Services like grooming and daycare are benefits online retailers cannot offer, however many retailers may not realize that the greatest asset they have over their competitors is their physical space.\n\n“Retailers can use their physical space to their advantage to make their store a social meeting place,” Renwick says. Bringing pet owners together through events—for example, hosting an event that exclusively gathers Boston Terrier lovers—gives customers a reason to make an extra trip to the local pet store. And while customers are basking in Boston Terrier glory, they will browse and most likely make a purchase, Renwick says.\n\n“Retailers have their ace in the hole being a physical place where people of like minds can get together,” he says. “What they have to sell is a social connection and a relationship. The goods will surround that, and it will engender the sales of those goods.”\n\nhttp://www.petbusiness.com/articles/2013-07-01/A-Move-Toward-Equality', 'A Move Toward Equality', '', 'publish', 'open', 'open', '', 'a-move-toward-equality', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/a-move-toward-equality', 0, 'thinking', '', 0), (1831, 4, '2013-07-10 18:28:17', '2013-07-10 18:28:17', 'THE PRODUCT
    Inspired by the colorful and dimensional illustrations in pop-up books, Savvi’s senior designer Rob Backues aimed to create tattoo packaging that was markedly different from its competitors. As he describes it, the tattoo section of the toy aisle falls flat with an overly simple packaging approach.
    \nInstead, he wanted to bring depth to tattoo packaging in a very literal sense. This, he explains, gives Savvi’s packaging the “wow factor” that attracts both the end consumers, children aged three to 10, and the primary purchasers, their parents.
    \nWorking with Savvi senior illustrator Pete Arriola, Backues designed a low-depth paperboard carton that comprises up to seven panels. Each panel contains part of an illustration, with the lowermost panels printed with background images and the top-panels cut and printed with an image that boldly depicts the tattoos’ theme.
    \nThis  approach is time consuming and laborious, but Backues contends it is worth it. Savvi has expanded the design system to 18 Savvi products and approximately 10 licensed products.
    \nBut what do Package Design readers think?
    \nTHE VERDICT
    \nI can’t believe I’m going to say this, but this is the rare instance where the brand takes a back seat to selling the product. The central thought? “Boy, my kids are going to have a field day with these! Where do I buy one?” The packaging is exciting and vibrant, and personally, I know my kids would not be able to get enough of these littering the house. The versioning is also wonderful. The experience and the fantastical feel are transportive and incredibly appealing. What kid doesn’t love butterflies, flowers and pink hearts—more is definitely better here.\n Rick Barrack, chief creative officer and managing partner at CBX
    \nThis packaging is unique and clever in its construction. The illustration style fits the category as being bright, detailed and layered with lots to see bringing the tattoos to life for the kids, by complimenting the contents nicely.
    \nWhere the design falls flat for me is the front top panel and the type treatment. The fonts paired with each collection name, Star Brite, Pirates, Surf, etc., feel expected and dated. I would love to see all the typography revisited with the same level of consideration, uniqueness and creativity as they clearly did designing the package construction.
    \nEverything supporting the product should have a pint-sized hip vibe that would raise the excitement of the product for everyone—especially moms. I would be much more willing to purchase this product for my kids or for party goody bags if the tattoos looked and felt current and cool.\n Amy Graver, president and creative director at Elements
    \nThese boxes are well marketed to their primary audience. The hanging feature increases visibility to the primary display panel combined with colorful graphics gives the graphic design on this product line a leg up on the competition.
    \nBut I question if the increase in retail space allocated to these boxes will be validated with a comparable sales lift over the competitions’ flat pouch packaging formats in dollars per sq. ft.\n Leon Hall, president and CEO of Terra Nova Business Solutions Inc.
    \nhttp://www.packagedesignmag.com/content/pop-up-appeal', 'Pop-up Appeal', '', 'publish', 'open', 'open', '', 'pop-up-appeal', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/pop-up-appeal', 0, 'thinking', '', 0), (1832, 0, '2018-09-27 16:51:57', '2018-09-27 16:51:57', '', 'Pentawards2011', '', 'inherit', 'open', 'closed', '', 'pentawards2011', '', '', '2018-09-27 16:51:57', '2018-09-27 16:51:57', '', 1590, 'http://cbx.cappendev.com/app/uploads/2018/09/Pentawards2011.jpg', 0, 'attachment', 'image/jpeg', 0), (1833, 4, '2013-07-23 14:32:39', '2013-07-23 14:32:39', 'A new generation of specialty carts and kiosks is generating big revenues in small spaces.\nBack when giant televisions and stereo systems were at the top of shoppers\' must-have lists, electronics chains shelled out millions of dollars for big-box stores manned by oodles of employees. But these days a kiosk staffed with just one person can rake in huge amounts of cash by selling tiny gizmos and accessories. After all, when powerful computers are small enough to put in a pair of eyeglasses - as with the much anticipated Google Glass, the head-mounted device set to go on sale in 2014-who needs all that shelf space? \"Size doesn\'t matter anymore,\" said Don Gregor, national vice president at Canada\'s Aurora Realty Consultants. \"lt\'s profitability.\"\n\nAnd according to the pros, the powerful punch of smaller spaces is just one of many factors contributing to the ongoing vibrancy of specialty leasing in today\'s technology-driven, post-recession economy. With their high traffic, low overhead and short-term leases, carts and kiosks are a perfect way for entrepreneurs to test new concepts and otherwise respond creatively to the ever-shifting marketplace, observers say. Thanks to technology, even mainstays of the business are managing\nto make more money, Gregor says. \"Look at the T-shirt kiosks - they\'ve been around at every mall for 20 or 30 years,\" he said. \"But they no longer print up the T-shirts in advance, except for the ones on display. Now they have a computer, so people can press a button and create their own shirts using hundred of customizable designs. Blank shirts are the only thing in the actual booth--no inventory and no wastage.\"\n\nAnd though kiosks hawking cellphone accessories have been around nearly as long, the continual release of new-model gizmos keeps stir ring demand for chargers, cases and more, particularly among status-conscious young people. \"Some of the cart people do incredible number,\"Gregor said. \"We have a client that does cellular-phone faces. You might think, \'Why would anyone be in the cellular-phone face business?\' But if you look at a little tiny piece of plastic that I molded, colored and with some bedazzled jewelry on it kids are buying these things for $25 or $30 bucks each. The profit margin is so incredible that effective sales per square foot of some of the cart operators would rival that of any of the major international brands.\"\n\nBut technology is not the only innovative force in the world of specialty leasing. Landlords’ leasing teams, for one, are scouring local markers to find new categories of colorful and compelling specialty leasing concepts. Carts and kiosks with a retro focus are a prime example. \"Sometimes it\'s actual vintage furniture where the operators will repurpose things,\" said Michael J. Anderson, assistant vice president of leasing development at Macerich. \"Other times it\'s things like vintage or reproduction clothing. The e types of stores are really popping up in urban shopping areas, and so now we\' re adding them to our centers.\"\n\nMacerich leveraged both the \"buy local\" trend and the strategic advantages of smaller spaces when it created The\nUnion, an alternative retail concept that opened last year at Biltmore Fashion Park, in Phoenix. The idea was to give shoppers a mix of 18 distinctive boutiques, some of which were as small as 200 square feet. The roster of kiosk like tenants now includes businesses that may be found along any city street in d1e world: newsstands, flower sellers, gift shops and clothiers among them. \"We basically took a 7,000-square-foot empty shell and created a group of individual stores,\" Anderson said. \"It\'s a great concept. Some of these tenants have other stores wid1in the city, but they\'re all local retailers and entrepreneurs.\"\n\nMeanwhile, many of the same trends that are making an impact elsewhere in the retail universe - such as the rise of medical and service-oriented tenants, or the growing popularity of the franchise model among entrepreneurs- are equally visible in specialty leasing, observers say. Health care spending will rise by about $600 billion over the next three years alone, according to CBRE. Little wonder that leasing teams, including those responsible for carts, kiosks and temporary in line spaces, are doing more deals with medical-related users. \"With key parts of Obamacare coming to fruition in 2014, we are seeing a lot of the health care companies want to have a presence in our centers,\" Anderson said. \"They want to explain the process to the consumer, face-to-face.\"\n\nBranding is also hugely important to health care companies and other non-traditional users these days- especially in those markers where they happen to be locked in battle for market share with one or two competitors. Leasing carts and kiosks gives these tenants the ability to accomplish two goals at once: making money by selling in high-traffic parts of the mall, and boosting their brands against those of their rivals, says Jeffrey L. Gregerson, vice president of specialty retail at CBL & Associates Properties. He cites the trend of colleges and universities that hoist their banners at the mall. \"There are a lot more adults going back to school, especially after the recess ion, and we arc now finding that more colleges want to advertise to our shoppers,\" Gregerson said. \"They see this as a great way to go after prospective students.\" Doing kiosk deals with the likes of d1iropractors, masseurs, manicurists and gel-nail artists also holds the promise of driving traffic to the center, he says. After all, shoppers cannot enjoy much real-world services by touch screen.\n\nMalls are also benefiting from greater interest in kiosks on the part of entrepreneurs hard-pressed for startup funds, observers say. Amid the volatility in retail in recent years, many of these business people are keen on buying established franchises rather than creating their own concepts, Gregerson says. In Canada particularly, hardworking immigrants tend to see a lot of upside to operating mall kiosks. \"These are smart people who are looking to advance,\" Gregerson said. \"Instead of driving a cab or opening a restaurant, many of them might want to buy their way into a small franchise system, which often is a kiosk style of business.\" And while nicer kiosks can cost upwards of $40,000, entrepreneurs who work with the Canadian Franchise Association typically can obtain $150,000 small-business loans. \"This is another driving factor toward small-style retail operations here,\" Gregerson said.\n\nSpecialty leasing professionals also see plenty of room for future growth. Burlington Coat Factory, Harry & David and Toys \'R\' Us, to name a few, have experimented with temporary spaces in the mall. But other national retailers could reap strategic advantages by ramping up the visibility of their products in mall common areas, Gregerson says. \"What better way to test something than to take it out of your inline store, or even a department store, and bring it out into the middle of the mall?\" he said. \"You can see how people respond to the product.\" And on this score, established chains enjoy clear advantages over kiosk startups. \"If shoppers are seeing you for the first time, then you really have to find a hook, because you need to give them a reason to say, \'I will rake a chance and buy your product,\' \" Gregerson said. \"A permanent, national tenant like Macy\'s already has the advantage of brand-name recognition; customers are comfortable with the brand and feel that it will be a high-quality product.\"\n\nIn other words, in today\'s era of omni-channel retail- the notion that products should be sold anywhere and everywhere shoppers want to buy them, not just in typical storefronts- carts and kiosk could be seen as an untapped channel for a host of products and companies.\n\nAnd when it comes to the future of mailer retail spaces, U.S. landlords may be able to learn a thing or two from what retailers and developers in China, the Philippines, South Korea and other places are already doing, says Peter Burgoyne, creative director at New York City-based ~ a global branding and retail consulting firm. One mall owner in the Philippines is working with CBX to create kiosk locations for well-known restaurants at a new mall, Burgoyne says. The goal is to help the mall bolster its brand with local shoppers and add to the overall atmosphere. Likewise, South Korean department store Shinsegae makes especially creative use of carts, kiosks and other small-scale retail spaces, he says. \"Shinsegae has lots of island spaces and kiosks throughout the building- areas for [product] launch, visual merchandising, events,\" he said. \"They call these \'spice\' locations. These kiosks in the store aren\'t static- it could be a large area for sunglasses and accessories one day, an ice-cream smoothie bar the next. The point is to have something exciting and new all the time. This creates energy. The architecture can be pretty adventurous, too.\"\n\nBy contrast, U.S. developers sometimes have relatively li near groupings of similar-looking kiosks. When they redevelop their properties or build new wings, U.S. mall owners might consider taking some alternative approaches to the placement and design of such small-scale retail spaces, Burgoyne says. \"Make these kiosks destinations in their own right, because they are almost as important as the [in-line retail] brands,\" he said. \"They can add to the total experience of going to the mall\"', 'Specialty Retail Revolution', '', 'publish', 'open', 'open', '', 'specialty-retail-revolution', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/specialty-retail-revolution', 0, 'thinking', '', 0), (1834, 0, '2018-09-27 16:51:58', '2018-09-27 16:51:58', '', 'limited-edition-kotex-pic1-1', '', 'inherit', 'open', 'closed', '', 'limited-edition-kotex-pic1-1', '', '', '2018-09-27 16:51:58', '2018-09-27 16:51:58', '', 1591, 'http://cbx.cappendev.com/app/uploads/2018/09/limited-edition-kotex-pic1-1.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1835, 4, '2013-07-26 20:47:15', '2013-07-26 20:47:15', 'By Meg A.\nLast week, after taking the train to the \'burbs and then picking up my four-year-old son from preschool, I was lucky enough to witness a tender moment. A father and his kids were sitting on their stoop, barefoot, happily watching the world go by. The dad was dressed casually, the toddler was in shorts and the baby was hanging in his diapers. They clearly had been home all day -- you could tell that they had happiness and rhythm in their world, a successful hallmark of being a stay-at-home parent. The only thing \"unusual\" about this scene was that a man was in the nurturing role, traditionally embodied by a woman.\n\nThis scene got me thinking about how gender roles have shifted, even reversed -- and how as a result, advertising is challenged in authentically portraying these roles today.\n\nSo much of the dialogue today is around the rise of women: Look at them break through that glass ceiling! I remember my mom going to work. One day, she sat me up on the washing machine, showed me how to use it and said, \"I’m going to work now so you are going to have to learn how to take care of yourself.\" I was in third grade and welcomed the responsibility, I learned independence and self-reliance, says the former latchkey kid. Looking back, I see that my mom taught me that women can do, get and be whatever they want. But where do men fit in this equation? Especially now that women are being raised to be self-sufficient, heroes in their own right that don’t need a man to save the day? With every action comes a reaction. Where are men in this ongoing cultural shift?\n\nAs culture shifts, so do brands. Let’s look through the lens of traditional female roles to see how they are portrayed in brand messaging and advertising today. Female roles tend to fall into two camps: the madonna or the whore. Can men wear these shoes?\n\nLet\'s start with the whore. (I promise not to get too dirty.) We see this role portrayed by women all the time when products are marketed to men -- namely beer or HBA products that tempt men with the idea that they might “get some.” Let’s hire us a hottie to move some cases. Easy!\n\nBut can the same visual strategy apply to products traditionally marketed to women? Brands such as Liquid Plumbr and Velveeta are giving it a whirl. Clearly, it is quite entertaining to reverse the roles but does it work? With an air of self-deprecation about them, these ads seem forced and inauthentic. Perhaps taking it to humor instead of to sexy is more palatable for mainstream America, but it does feel a bit more Chippendales than Magic Mike. Perhaps this is still an unnatural role for men to play or even to be viewed in? Basically, unless the man wants to be an object of desire (we love you, Channing Tatum) this image won’t ring true to the viewer.\n\nLet\'s now look to the madonna role. Madonna (no, not that one) is the quintessential nurturer -- a caring persona whose goal is to care for or help others. In modern-day layman terms, the mom role. But today, with approximately 20% of men who are stay-at-home dads, these waters are getting rather muddied. Part of this is due to the “mancession” (yes, that’s a word) but part of it is choice. “There are a lot of guys out there that had remote relationships with their own fathers and they don’t want that with their kids,” according to Jeremy Adam Smith, author of The Daddy Shift.\n\nWhich brings us back to that guy on the stoop. What did I love so much about that moment? It was real. Men as nurturers might not have a historical precedent, but it is a role that is becoming more and more authentic today. Ask yourself, what is more attractive to a female eye? A man in a uniform or a man with a baby? The times they are a changin\'.\n\nWe see this in advertising more and more today, especially around Father\'s Day, with brands like Wells Fargo, Huggies and Oral-B, the latter of which showcased this trend in its Power of Dad spot.\nBy elevating the conversation to the concepts of nurturing and love, we find a universal story that speaks to anybody with a heart. Screw the stereotypes -- the heart wins every time. Who are these ads resonating with most, mom or dad? The answer is both, methinks. \n\nhttp://www.mediapost.com/publications/article/204771/the-great-role-reversal.html?print#ixzz2a9vpBNf4', 'The Great Role Reversal', '', 'publish', 'open', 'open', '', 'the-great-role-reversal', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-great-role-reversal', 0, 'thinking', '', 0), (1836, 0, '2018-09-27 16:51:58', '2018-09-27 16:51:58', '', 'AG-K-N-8854_53_lg_1', '', 'inherit', 'open', 'closed', '', 'ag-k-n-8854_53_lg_1', '', '', '2018-09-27 16:51:58', '2018-09-27 16:51:58', '', 1593, 'http://cbx.cappendev.com/app/uploads/2018/09/AG-K-N-8854_53_lg_1.jpg', 0, 'attachment', 'image/jpeg', 0), (1837, 4, '2013-04-16 15:29:02', '2013-04-16 15:29:02', 'Did the recession have a lasting impact on luxury?Peter Burgoyne\r\n\r\nNow that the U.S. economy is recovering (albeit slowly) from the economic crash, there’s been lots of buzz about the rebound in luxury retail. Certainly, the sector has been outperforming other retail categories, with analysts pointing to luxury as a safe harbor amid disruptive factors like rising oil prices and the chaos in Libya. One CNNMoney story, in fact, referred to investors hopping on a “luxury bandwagon” and noted that Louis Vuitton’s London boutique has limited shoppers to a maximum of three purchases for fear of running out of inventory. The report also cited China’s thriving economy as a key driver of global demand for luxury goods.\r\n\r\nRead more: http://vmsd.com/content/the-luxury-rebound', 'The Luxury Rebound', '', 'publish', 'open', 'open', '', 'the-luxury-rebound-2', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-luxury-rebound-2', 0, 'thinking', '', 0), (1838, 4, '2013-07-31 15:24:11', '2013-07-31 15:24:11', 'Fine-tuning a luxe mall in Manila—with the help of a homegrown genius.\r\nBy Peter Burgoyne\r\n\r\nIf you’ve ever spent time in Manila, you know how its broiling streets can make you want to duck into a climate-controlled mall—and stay there. Little wonder the likes of Power Plant Mall at Rockwell Center draw such crowds. But this isn’t value shopping: At Manila’s malls, shoppers tend to be either privileged members of the local moneyed class or jet-setting tourists and businesspeople from around the globe; building a box and filling it with brands like Starbucks or North Face is simply not enough.\r\n\r\n\r\nhttp://vmsd.com/content/virtuoso-rattan', 'The Virtuoso of Rattan', '', 'publish', 'open', 'open', '', 'the-virtuoso-of-rattan', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/the-virtuoso-of-rattan', 0, 'thinking', '', 0), (1839, 0, '2018-09-27 16:51:59', '2018-09-27 16:51:59', '', 'pl-buyer-awards', '', 'inherit', 'open', 'closed', '', 'pl-buyer-awards', '', '', '2018-09-27 16:51:59', '2018-09-27 16:51:59', '', 1594, 'http://cbx.cappendev.com/app/uploads/2018/09/pl-buyer-awards.jpg', 0, 'attachment', 'image/jpeg', 0), (1840, 4, '2013-08-01 15:23:00', '2013-08-01 15:23:00', 'CSNews\' Don Longo and Sheetz EVP Joe Sheetz discussed the future of prepared food\nThe restaurant industry ranges from ultra casual fast-food joints to premium fine dining, and more than ever, convenience stores are earning a seat at the table. This was apparent at the 2013 National Restaurant Association Show (NRA Show), held May 18-21 at Chicago\'s McCormick Place.\n\nIn the first of two convenience store-specific panels that were part of the show\'s educational track, Convenience Store News Editor-in-Chief Don Longo teamed up with Sheetz Inc. Executive Vice President and soon-to-be CEO Joe Sheetz to discuss the future of convenience stores as it relates to fresh, prepared food.\n\nLongo presented select insights from CSNews\' 2013 Realities of the Aisle consumer study, showing that sandwiches, hot dogs and pizza are among the most popular prepared food items at c-stores, yet offering healthier options appears to be paying off with increased sales. Other opportunities for growth in prepared food can be found through connecting with the right shoppers, optimizing promotions to drive trips and reaching consumers in flexible ways.\n\nOf the total foodservice category, \"prepared food is the shining star\" at c-stores, Longo said.\n\nSheetz concluded the presentation with a retrospective on the beginnings of Sheetz Inc. as a business and its evolution into an extremely foodservice-focused chain that considers itself a \"convenience restaurant\" chain. \"Everything we do is through restaurant glasses,\" he commented.\n\nThe family-owned, Altoona, Pa.-based retailer has found success through its Made To Order (MTO) program, which offers customized menu items through touchscreen ordering, as well as its subsequent Made To Go premade food program. Its loyalty program has also done well.\n\nThe company keeps a close eye on the future, reinventing itself and always striving to become the Sheetz that will put the Sheetz of today out of business.\n\nThe notion of c-stores being competition in the foodservice market was expanded upon during another NRA Show panel entitled, \"The Convenience Store Competition: What You Can Learn From C-store Foodservice?\" This session was presented by Nancy Caldarola, education director for NACS, the Association for Convenience & Fuel Retailing; Bill Reilly, senior vice president of marketing at GPM Investments LLC, owner of Fas Mart and Shore Stop convenience stores; and Joseph Bona, president of branded environments for CBX.\n\nWhile convenience stores are facing a number of new challenges as the foodservice category grows, such as handling space and new equipment requirements, rising food costs and needing additional skilled labor beyond their comfort zone, c-stores are also seeing some exciting positive changes, including expanded menus and product offerings, technology to enhance the order process, and expanded fresh and healthy offerings, according to the panelists.\n\nThis year\'s NRA Show attracted more than 62,500 registrants from all 50 states and 100-plus countries.\n\nhttp://www.csnews.com/article-c_store_foodservice_served_up_at_nra_show-5980.html', 'C-store Foodservice Served Up at NRA Show', '', 'publish', 'open', 'open', '', 'c-store-foodservice-served-up-at-nra-show', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/c-store-foodservice-served-up-at-nra-show', 0, 'thinking', '', 0), (1841, 0, '2018-09-27 16:51:59', '2018-09-27 16:51:59', '', 'FreeVector-Kimberly-Clark', '', 'inherit', 'open', 'closed', '', 'freevector-kimberly-clark', '', '', '2018-09-27 16:51:59', '2018-09-27 16:51:59', '', 1595, 'http://cbx.cappendev.com/app/uploads/2018/09/FreeVector-Kimberly-Clark.jpg', 0, 'attachment', 'image/jpeg', 0), (1842, 4, '2013-05-15 16:17:51', '2013-05-15 16:17:51', '\"\"\nJoe Bona, President, Branded Environments, CBX - Speaking at the Global Retailing Conference 2013 about \"Format Reinvention in the Retail Space\"', 'Joe Bona at the Global Retailing Conference 2013', '', 'publish', 'open', 'open', '', 'joe-bona-at-the-global-retailing-conference-2013', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/joe-bona-at-the-global-retailing-conference-2013', 0, 'thinking', '', 0), (1843, 4, '2013-08-06 20:15:52', '2013-08-06 20:15:52', 'By Christina Papale\nThe exhilarating rush of new love often feels like it will last forever. But anyone in a long-term relationship knows that love\'s initial flames often die down, replaced by a more stable bond that needs some juicing to stay healthy for the long haul.\nBrand relationships are no different. Keeping a fiery connection takes some work.\nTo unlock long-term love for our brands and set the stage for strong lasting connections, one simply has to look at and apply basic human relationship principles. Here are five ways you can keep the spark alive and forge a devoted, lasting connection to consumers.\n\n1. Spend quality time together\nCompanies work really hard and spend a lot of time marketing brands. But you can also spend one-on-one active time with your own brand to understand and experience its core behaviors, benefits, and experiences. As a result, you\'ll truly feel its value and make sure it hasn\'t lost its way. Whether your category is technology, CPG, or retail, sit with your products, experiences, and expressions and bring an open, objective eye.\nReality show Undercover Boss puts senior management in the trenches to understand the day-to-day realities of experiences they provide, and the people who manage those experiences.\n\"\"\nFast food giants are known for putting management boots on the ground. Domino\'s CEO and franchise leaders created major waves of change after eating a lot of pizza (and commercialized the transformation) while McDonald\'s regularly sends corporate staffers into the field to serve.\nIt\'s never a loss; the time you spend can reveal strengths and weaknesses you never new you had.\n\n 2. Delight with novelty\"\"\nBrands tend to have the same routines. Changing things up a bit and adding a little variety to your world can really spice things up: a seasonal play, a promotional \"wow,\" an event that\'s out of the ordinary—what might seem like a gimmick is actually a good thing, as long as it\'s on brand—to make the bond even stronger.\nStarbucks consistently takes the holiday season to a whole new level by creating expectations around an extended theme; everything from product offerings to design gets a merry lift.\nBrillo recently went back in time and featured Warhol-inspired packaging to mark its 100th anniversary. The retro-cool design made a splash and reminded us that Brillo offers something beyond products for daily chores: post-modern art—and a connection to our own pasts.\n\n3. Know when to over-communicate and when to listen (genuinely)\n\"\"Brands believe they have an ear to ground via Facebook and Twitter, but successful engagement requires open, two-way communication. Have a robust, transparent dialogue with your consumers to showcase how good you are at listening and at being emotionally honest.\nTropicana\'s famous packaging redo a few years ago not only brought the power of the consumer voice front and center but also solidified the new two-way street in brand relationships.\nOreo\'s \"Dunk in the dark\" real-time response to the Super Bowl blackout, using social media outlets such as Twitter and Facebook, showed that it not only listens to culture but also has finely tuned brand behavior reflexes to prove it is present in and part of, the customer\'s life.\n\nOn the flip side, the owners of Amy\'s Baking Company in Arizona missed an opportunity to use constructive criticism to their benefit—and possibly led to the demise of their own company—when they engaged in a social media war with critics of the brand on Facebook, Twitter, and Reddit.\nTuning in to your audience through modern marketing tools is more than a box to check in a media plan. It is a way to validate what consumers experience and to make a connection that much stronger.\n

    4. Create surprise that\'s emotionally relevant\nWhen is the last time your brand did something surprising that reactivated a relationship or brought consumers back into the franchise through emotional depth? An unexpected move can be disruptive, but it can also lengthen an emotional bond to become lasting.\nDove\'s recent beauty social experiment was a wow that hit an emotional cord and sealed the deal that Dove owns empathetic female empowerment.\n\"\"\nHuggies has developed a sensor device called the Huggies Tweet Pee that attaches to baby\'s diaper to notify parents via text or Twitter that it\'s time for a change. It\'s an innovation that understands how 21st century parents relie on technology to connect them to parenting basics and creates all-too-real empathetic understanding of how busy parents are.\nLet your brand surprise with product innovation or commercial ingenuity that keeps communication fresh, relevant and empathetic.

    \n5. Embrace companion love\nIn brand love, there\'s nothing like true loyalists. They get deeply and emotionally involved with your brand, and they spread the word; and, even if passion dies, the promise of companionship remains.\nDon\'t take loyalists for granted! Reward or harness that connection to further advance the bonds of love—and more deeply.\nMaker\'s Mark created its famous brand ambassador program not to reward long-term companions with custom batch bourbon (which it does) but to keep positive vibes going strong.\nRecently, Disney\'s Star Wars Weekends campaign used 3D printing so hardcore Star Wars fans can have their face on a life-size Stormtrooper figurine. It\'s a super-smart transfer of Star Wars loyalty to the Disney brand. These kinds of fans invest their time and energy and become deeply vested in the relationship. Focusing on those who love you deeply can grow more of those who love you deeply.\n\nNobody would possibly wish that their bond with consumers become fractured over time. But should your brand hit a bump in the road (as all good relationships do at some point), you can take a step back and look at it from a human perspective.\nMaking it work is work—but fun work. So crack open the bubbly, put on a little Marvin Gaye, and get ready to woo your consumers as if you were falling in love all over again.\n\nwww.marketingprofs.com/articles/2013/11352/brand-love-for-the-long-haul-five-tips-for-lasting-connections-with-customers?adref=nl080613', 'Brand Love for the Long Haul', '', 'publish', 'open', 'open', '', 'brand-love-for-the-long-haul', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-love-for-the-long-haul', 0, 'thinking', '', 0), (1844, 4, '2013-08-07 17:32:54', '2013-08-07 17:32:54', 'Manufacturers and retailers are partnering to create innovative ideas that have a big impact\nRetailers continue to refine their private label strategies, with packaging playing an essential role. The latest package designs put the \"brand\" in store brands, with smart looks that convey differentiated quality. And in some cases, the packaging also offers environmental benefits.\nChanges in the retail environment, supply chain and consumer preferences have paved the way for today\'s private label designs. \"From a packaging standpoint, consolidation on the manufacturing side, coupled with consolidation on the retail side, has given an opportunity to innovate more and be more strategic,\" says Todd Maute, partner at branding firm CBX, New York.
    \nRather than mimicking the packaging of national brand owners, \"Retailers [are] partnering with manufacturers to innovate and create unique and differentiated items and trying to be first to market versus second or third,\" Maute adds. That \"has a significant impact on the strategic value of the package.\"
    \nThe Simply Balanced brand from Minneapolis-based Target Corp. illustrates the shift. This new, healthier-for-you store brand launched in June 2013 and replaces the retailer\'s Archer Farms Simply Balanced and Archer Farms Organic private labels. The new brand includes beverages as well as grocery items.
    \nTarget is \"strategically creating brands and unique package designs based off of what the consumer\'s expectation is in that marketplace. I call that a \'control brand\' strategy -- individual control brands that when created and designed and packaged are really there to support what they want that bull\'s-eye to mean in the customer\'s mind,\" Maute says, referring to the red bull\'s-eye logo that appears in Target\'s advertising and stores—but not on its private-label packaging.
    \nChristopher Durham, president and chief strategist at My Private Brand, Omaha, Neb., notes the innovative graphics Target chose for its Simply Balanced packaging.
    \n\"It\'s a very clean line, it\'s very simple,\" Durham says. \"The design certainly is a bit more whimsical or playful than we\'ve seen [with] a lot of the natural and organic designs … over the last few years, [which has] nothing fun about it.\" He explains that most natural and organic packaging, private label and otherwise, tends to \"lean on the ingredients and the seriousness of everything they\'re doing.\"
    \nIn contrast, Durham says, the Simply Balanced package design is \"fun\" and seems designed to \"appeal to \'her,\' our shopper that\'s … trying to take better care of her family. To me, that comes to life in that packaging. Even the photography is not so serious. If you look at how that brand is positioned, Simply Balanced, it\'s very straightforward and direct and makes it easier for \'her.\'\"
    \nMany Simply Balanced packages also incorporate a teaser of nutritional data on the front panel or label -- \"36g whole grains per serving\" or \"100 percent juice,\" for example -- to give consumers essential information without needing to turn the package over. The brevity of the data keeps the front panel from getting cluttered.
    \nSignature store brands\nPrivate label-driven retailer Aldi, Batavia, Ill., also launched an organic store brand recently plus specialty product lines, each with its own brand identity. \"Today, retailers like Aldi are realizing the importance and impact of creating and building brands,\" says Richard Barkaway, creative director at Studio One Eleven, a division of Berlin Packaging, Chicago.
    \n\"A good example of this is Aldi\'s Asian-inspired line, called Fusia, or their all-natural Simply Nature healthy line of products. Aldi even developed a premium line called Specially Selected, which [is] an origin-inspired line of imported products,\" Barkaway says.\nIn each case, packaging graphics establish a distinctive look and feel for the brand. The Specially Selected packaging, for example, uses script in the logo, a \"Passion for Food\" stamp-like icon and banners of bold color on an elegant black background. Launched this April, the Specially Selected line features specialty and imported products such as gourmet salad dressing, coffee, pasta, cookies, meats and cheeses.
    \nThe marketplace reality -- and not just for Aldi -- is that \"consumers have become far more sophisticated shoppers over the past decade and are no longer looking for just the convenient value brand,\" Barkaway says. Consequently, \"retailers are no longer interested in the [me-too] strategy and are now developing believable, authentic brands that consumers resonate with.\"
    \nWaste not\nA brand attribute with resonance for consumers in both the U.S. and the United Kingdom is environmental consciousness. For that reason, and as a matter of corporate citizenship, more retailers are taking the environment into account as they design, or redesign, their private-label packaging.\nAs part of a larger environmental mission, U.K. grocery retailer Waitrose has in recent years focused on reducing the amount of packaging it uses for its private-label products. In an announcement earlier this year, the company pledged to reduce its packaging by half by 2016 (compared with 2005).\nRecent changes to the packaging for three of Waitrose\'s private label product lines will save almost 100 tonnes of packaging annually, according to the company.
    \nThe retailer relaunched its Menu from Waitrose line of prepared meals, which includes 49 products, reducing the package\'s sleeve width. This change will eliminate 33 tonnes of packaging annually, which translates into a 20 percent weight reduction overall.\nThe redesigned Menu from Waitrose packaging uses a lacquered aluminum tray, which lets consumers cook the products in a conventional oven and serve them in the package -- no baking or serving dishes required. The tray is recyclable.
    \nIn addition, for its Good to Go private label sandwiches and snacks, Waitrose redesigned the packaging to reduce materials use. For example, it increased the size of windows on sandwich packs and switched from labeled packaging to printed bags for fruit portions. Thanks to these kinds of changes, Good to Go packaging has been reduced by 25 tonnes per year.
    \nThe third change is an extension of the flow-wrap package that Waitrose rolled out three years ago for private label minced and diced beef. The retailer now also packages lamb and pork in the pouch, eliminating the plastic trays typically used in meat packaging. By getting rid of the pork and lamb trays, Waitrose says it will reduce its meat packaging by 38 tonnes per year.
    \nIn addition to helping at the macro level by keeping trash out of landfills, Waitrose\'s packaging changes make life easier for consumers. They have less trash to deal with, and the flow-wrap meat packs take up less space in the refrigerator than the old meat packs did. There\'s also the green glow that comes from buying a package that\'s more environmentally responsible.
    \nThis consumer angle is essential, Barkaway says: \"Designing a successful package is all about shoppability and making the user experience enjoyable for the consumer.\"
    \nhttp://www.foodprocessing.com/articles/2013/private-label-packaging.html', 'Private Label Packaging Playing an Essential Role in Retailer Brand Strategies', '', 'publish', 'open', 'open', '', 'private-label-packaging-playing-an-essential-role-in-retailer-brand-strategies', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/private-label-packaging-playing-an-essential-role-in-retailer-brand-strategies', 0, 'thinking', '', 0), (1845, 4, '2013-08-15 15:40:52', '2013-08-15 15:40:52', 'By Rick Barrack\nAt the end of the day, we’re in the interpretation business. In many cases, good design is a sign of how well a client and agency work together. I can almost envision the behind-the-scenes interactions that went on to land at the end results. And I’m willing to bet my girls’ college tuitions that the most successful designs are the result of the agency and the client knowing exactly where each other stands.\nRick Barrack, Chief Creative Officer and Founder of CBX, plays out a scenario for you on his personal life experience with clients and gives you five tips in how to avoid the \"WTF\" moments.\nOkay, here’s the scenario:\nWife wants to redecorate the bedroom, complete with hardwood floors, wallpaper and furniture. Thinking of summer camp tuition for my two girls (not to mention their eventual college tuitions), I quote the immortal Tom Waits: “Let’s put a new coat of paint on this lonesome old town.” Bickering ensues, we call a truce, and I ring the contractor. Explain the general vibe we’re going for. Ask him to bring us some paint samples.\nSo I’m all “WTF?” when he shows up a few days later with three samples in varying shades of blue: navy, cobalt and robin’s egg. And they are in an eggshell finish, not the flat we’d wanted.\n“Dude,” I say, motioning to the paints.\n“What?”\n“I hate blue.”\n“Oh. Sorry. You didn’t say that.”\nAnd that’s when it hit me: For a guy who spends his days trying to meet his client’s objectives, I completely forgot to provide my contractor with a clear creative brief, as we say in our business. Here I thought I was communicating my wants, when I’d obviously underestimated the details I’d provided during our conversation. The guy’s not a mind reader, so he did what he thought was right – anticipated my preferences – and told me what he thought would look best. Which was NOT what we were expecting – and actually pretty ballsy.\nHow many times have clients thought the very same way about design work presented to them by an agency? And how many brand managers, marketing VPs and CEOs have sat across from creative directors like myself and wondered, “Why couldn’t they make the package XX like we wanted, instead of YY?”\nSo there I was, having my second “WTF?” moment of the day. Because I’m definitely guilty of providing new ideas in a phase two presentation, even though the client never asked to see any. Or showing the client black along with the red they asked for. Probably because my personal philosophy is: Give them what they ask for, give them what they need. I’ll get an understanding of their creative brief so that I can then provide solutions they want as well as a few that maybe they haven’t thought of before. The riskiest proposition you can encounter is “change for change’s sake,” regardless of the clients’ personal preferences and business challenges. We need to listen to what’s been asked for and then deliver what we think is best.\nAt the end of the day, we’re in the interpretation business. In many cases, good design is a sign of how well a client and agency work together. I can almost envision the behind-the-scenes interactions that went on to land at the end results. And I’m willing to bet my girls’ college tuitions that the most successful designs are the result of the agency and the client knowing exactly where each other stands.\n \nHere are five fundamentals for clients and agencies to consider so they can avoid a “WTF” moment:\n \n1. Meet face-to-face.\nHad my contractor and I met in person to discuss what I wanted, there would have been little-to-no room for misinterpretation\n \n2. Play-it-back.\nAfter telling my contractor what I wanted, I should have made sure that he heard me, loud and clear, so that we were on the same page. After all, not everyone hears things the same way. It’s important to ask as many questions as you need to in order to reach a solution. (head nodding is the critical sign. . . Is everyone saying the same thing)\n \n3. Trust them.\nI hired my contractor for a reason – I should have trusted that any recommendation he made was considered and professional. Same goes for clients and agencies. Agencies may give you something different from what you asked for, but you can rest assured it is the result of thoughtful consideration.\n \n4. Think macro, not micro.\nI may not like the color blue provided to me by my but separating one’s own personal taste is critical to success.\n \n5. Don’t be too prescriptive.\nWhile we want a brief to be tight, you also want to have the freedom to be able to interpret that brief in creative ways. In retrospect, I should have left the door open a little so my contractor didn’t feel too confined, and had enough leeway to flex his muscle.\n \nFor your information, we ended up painting the bedroom grey, though I’m happy to say that a shade of blue was one of our Top Three choices. In the process, I learned two important lessons. #1: Always make your wife happy (while spending the least amount of money possible). And #2: Whenever you’re about to say “WTF?” to anyone – a contractor, a client, your kid – make sure you’ve been crystal clear in your expectations of them.\n\nhttp://www.thedieline.com/blog/2013/8/7/a-client-is-a-client-is-a-client.html\n', 'A Client is a Client is a Client', '', 'publish', 'open', 'open', '', 'a-client-is-a-client-is-a-client', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/a-client-is-a-client-is-a-client', 0, 'thinking', '', 0), (1846, 4, '2013-08-15 20:33:43', '2013-08-15 20:33:43', 'Two key objectives are driving new packaging design strategy for own-label products at retail. Eye-catching, stand-out-from-the crowd identities are partnering with environmental-friendliness. Designers are tasked with establishing a distinctive look and feel, while materials are minimized and those used selected for their recyclability.\nThe consumer angle is essential, according to Food Processing. Richard Barkaway, creative director at Studio One Eleven, a division of Berlin Packaging, Chicago, believes, \"Designing a successful package is all about shoppability and making the user experience enjoyable for the consumer. ... Retailers are no longer interested in the [me-too] strategy and are now developing believable, authentic brands that consumers resonate with.\"\n\nPackaging Digest\'s editors, who judged some 200 American retailers\' submissions for the 2013 private label packaging awards, noted several trends: unique fonts, warm earth tones, stylized photography, high-quality printing for maximum shelf impact, whimsical designs targeted across age groups and limited editions which they said were \"previously the domain of national brands.\"\n\nAs Kate Bertrand Connolly wrote last year in Food Processing, \"Private label products are no longer the dowdy stepsisters of national brands.\" Using graphics to create identities easily spotted across the store gives an impression of both quality and consistency while emphasizing what she describes as the \"\'brand\' component of the store brand.\"\n\nTodd Maute, of New York branding firm CBX, emphasized that if customers are satisfied with one private label product and then see similar packaging on a different shelf, \"They\'ll get the same perception. ... The primary driver behind line looks is ... to build a common story for the brand.\"\n\nTarget\'s Simply Balanced brand, launched in June, was cited as an example of \"strategically creating brands and unique package designs based off of what the consumer\'s expectation is in that marketplace.\" Graphics were described as innovative by My Private Brand\'s president, Christopher Durham, adding that the package design is \"fun, straightforward and direct.\"\n\nhttp://www.retailwire.com/news-article/16961/whats-the-story-retailers-build-brand-identities-on-store-shelves', 'What\'s the Story? Retailers Build Brand Identities On Store Shelves', '', 'publish', 'open', 'open', '', 'whats-the-story-retailers-build-brand-identities-on-store-shelves', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/whats-the-story-retailers-build-brand-identities-on-store-shelves', 0, 'thinking', '', 0), (1847, 4, '2013-08-23 18:09:26', '2013-08-23 18:09:26', 'By Todd Maute\nGo beyond national-brand ‘best practices’ to create a superior private-label brand by leveraging package design that is seen by consumers as having meaning and purpose.\n\nAre private-label brand development best practices beneficial or not? I say maybe not so much. Why? Well, let’s start by looking at the definition of “best practice”: a method or technique that has consistently shown results superior to those achieved with other means; and that are therefore used as a benchmark.\n\nIf you think about it, since their inception, retailers have been developing private-label product brands and packaging designs by following a “benchmark” that’s been set by national brands. Historically, they benchmark product spec, and follow packaging spec and color cues, and even the communication hierarchy on packaging.\n\nBut just what has this yielded for private label? I’ll tell you: on average, less than 20% to 25% of market share, depending on how you look at the numbers. Do you think that is a superior return on investment? I’d say probably not.\n\nThe issue is this: When it comes to brand development and package design, the process is really personal, emotional, and very specific to each individual brand. Of course there are some fundamental creative problem-solving processes that will help to develop great brands and great packaging—and if you insist on calling them “best practices,” then be my guest and go ahead.\n\nBut regarding private-label packaging, the term “best practices” really describes a situation where everyone ends up following the same processes and ends up developing the same end result. Let’s face it, brand and package designs that yield truly superior results are ones that have been developed “out of the box” instead of by following the leader.\n\nSo I’m saying that retailers need to take more risks by breaking the mold and doing things differently. This is the only way you will truly achieve brand status in the consumer’s mind—where brands have meaning and purpose, and where they stand for something. But a private-label brand will never reach that hallowed status by benchmarking itself against standards that other brands have already determined.\n\n\nPrivate-label brands blazing their own trail\n\nOne retailer that dared to look at branding, package design, and structure a bit differently, and has achieved brand status, is the Duane Reade/Walgreens’ Good n’ Delish brand. From a product perspective, the fundamentals of this brand were “benchmarked” against other successful premium private-label brands. Yet the company did push the envelope by developing unique and differentiated products that were sourced from local as well as international vendors.\n\nWhen it comes to premium brands, most all retailers develop unique and differentiated products, but the core difference with Duane Reade/Walgreens’ products is the way in which they were branded and packaged. Yes, some fundamental brand development “best practices” were used—including understanding who the consumer is; analyzing category and market data; a deep study of the competition; and evaluating other successful private-label programs—yet in the end, Duane Reade/Walgreens traveled down its own path to create brand meaning and purpose that would uniquely belong to its own brand and enhance its desired market positioning.\n\nThe design, for example, was a combination of gut feeling and market insights. To start, Good n’ Delish as a brand name just felt right for the unique New York City market. CBX knew that the design strategy for premium goods involves setting the product as a hero and developing a very high-quality product appeal. Yet in this case, the product depiction was more about what the brand stands for—Making NY Living Easy—and giving New Yorkers, who are notoriously demanding and expect the best, just what they wanted—a New York brand image they could relate to.\n\nThat kind of fast-forward personality is why you see a chessboard made of dark chocolate squares, salsa using street lights to depict heat levels, and cashews in cabs in New York City—the city’s residents can relate and emotionally connect with these images, bringing Duane Reade a step closer to brand status.\n\nWalgreens also made this brand connection with Ology, a nationally accessible and affordable private-label brand that’s free of harmful chemicals. The core essence is about good for you and good for the environment. It has an easy-to-remember name that means “the sciences” and a unique recyclable structure—all the elements of a successful brand, and one that stands for something that consumers can relate to and support.\n\nRetailers like Trader Joe’s also march to their own beat. Their brand stands for things like sustainability and natural living, and so does their private-label and package design strategy. Other retailers that “get” private label are Whole Foods, Target, and Safeway, all of which have created unique brands and great design that has their own image, is centered on the consumer, and supports their desired positioning in the marketplace.\n\n\nTips on leveraging package design\n\nSo what do you do after you’ve chucked the proverbial “best practices” out the window? Start by gathering good information about your customers so you know them deeply. Then find out all you can about your category. Then, as you build a private-label brand, leverage design as a powerful marketing tool that can tell your brand story and can also support your market position.\n\nIf you ignore this, and simply keep your private-label design functional and benchmark it against national brands, you might be able to get your brand to a “national average” position; but is that what you’re really looking to do? I doubt it.\n\nDon’t be afraid to look at analogous brands outside your category or area of business. You might just get inspired. Think about how truly powerful great design can be, and how far it can take your private-label brand. Think about the technology and fashion fields, and how forward-thinking design can help make people want to associate with and buy your brand.\n\nWe all know that the shopping behaviors by channel category (for example) vary. Shopping for headphones has different cues than the dynamics of shopping for a battery. Headphones are an emotional choice in which performance and style are important, while battery purchases are functional. So understanding the way design can be leveraged by category is extremely important in trying to make a solid connection with a customer. Using a single packaging design across all products, where consumer purchase intent varies, could potentially be a mistake. Instead, develop a brand and package design that communicates excitement for each product, in each category, and potentially, in each channel.\n\nYou can create that level of excitement for your products, too, if you’re willing to step outside of the box and go for it. So when you approach a private-label design initiative, I would challenge you to set a goal for the brand, understand your customer, dive into the category, and look at the world outside your business. And then push the design approach far past the functional strategy and think about how you can leverage that package to truly make an emotional connection with your customer. This will lead your program to achieve brand status and provide superior results.\n\nhttp://www.packworld.com/package-design/strategy/create-benchmark-busting-private-label-brand\n\n \n\n\"\"\n\n\"\"\n\n\"\"\n\n\"\"\n\n \n\n \n\n \n\n ', 'Create a benchmark-busting private-label brand', '', 'publish', 'open', 'open', '', 'create-a-benchmark-busting-private-label-brand', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/create-a-benchmark-busting-private-label-brand', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1848, 4, '2013-09-06 16:56:39', '2013-09-06 16:56:39', 'By Rick Barrack\nWhy “something old is new again” works every time with design.\n\nWhenever I hear the word “nostalgia,” an image of grumpy old Archie Bunker and his dowdy wife Edith sitting on their musty old furniture in their Queens house singing “Those Were the Days,” pops into my head. But the truth is there’s nothing old-fashioned about nostalgia, which Webster’s calls “a wistful or excessively sentimental yearning for return to or of some past period.”\n\nNostalgia has been a staple marketing and branding tactic for decades, but lately it seems like every product in the supermarket aisle is borrowing something from years gone by. Why does nostalgia speak so strongly to us as consumers? Because it taps into the fundamental human need to feel safe and secure, in our lives and in our choices. It’s like that old pair of blue jeans you never want to take off — it just feels cozy, familiar and right. And it speaks to me the way it speaks to all of us: I’m wild about Stewart’s soda bottles; I keep my receipts in an Altoids tin on my nightstand, and I’ve always loved the look of Jack Daniel’s bottles. But while existing brands are using the retro-ssaince to bring back old, and often beautiful, designs, new brands are taking retro elements and creating something entirely new, often combining these elements with undeniably modern touches.\n\nTo the first point, General Mills kicked off the recent reissue trend when it re-released its original designs for brands including Lucky Charms, Trix, Wheaties and Kix. Featuring bold graphics on bright backgrounds, these boxes were originally designed to pop on TV sets — TV being a relatively new technology at the time — but they made as big a splash when the boxes were reintroduced nearly 40 years later. Brillo is currently riding on nostalgia’s coattails in honor of its 100th birthday; earlier this year, the brand released an awesome-looking limited-edition box featuring Andy Warhol’s iconic interpretation of the brand. In 2011, Coca-Cola marked its 125th birthday by reissuing the Hutchinson, its first ever glass bottle, released in 1899.\n\nSo why do people love nostalgic packaging, other than it looks fantastic? In my opinion, it boils down to three significant points:\n\n1. It speaks to a simpler time, before our daily lives became saturated by an abundance of overt marketing messages and promotional speak.\n\n2. It helps us trust the products, because they feel personal, as if someone took the time to create them just for us.\n\n3. It validates a brand or product by appearing as if it’s been (or actually has been) around for years, in turn conveying that it has stood the test of time.
    \n\n\nREMINISCENT OF SIMPLER TIMES \n\nIt’s hard to imagine a time other than the one we’re currently living in, where young kids have iPhones and people take photos of themselves savoring their daily lives in order to post them on Instagram (not to actually savor their daily lives). I mean, I barely remember what it was like not to have email. That’s why there’s something so refreshing about packaging that is streamlined and simple. And not just packaging — food products are now marketed on the simplicity of their ingredients.\n\nRonnybrook Farm Dairy capitalizes on this trend perfectly. The brand sells its milk in classic glass bottles, which catapults us back to the days when a milkman dropped off your milk at your door. The logo is incredibly simple, featuring two cows and the product name, as well as the town where the farm is located. A simple line, “Bottled on the farm,” appears under the logo, which also speaks to the “personalized” aspect so prevalent in products that speak to nostalgia.\n\nAnother example of the simpler-times trend is the packaging that was introduced this past August for Kellogg’s Frosted Flakes, Froot Loops and Rice Krispies. Sold exclusively at Target to celebrate Froot Loops’ 50th anniversary, it marks the first time in Kellogg’s history that they have introduced retro-inspired packaging (I wonder if the General Mills’ boxes had anything to do with that?). The boxes were designed to allow each brand to stay true to its core equity while also reminding consumers of their beloved cereal as children (which has been with them for years), and of what life was like before they were bombarded by text messages and Facebook updates. I love how these boxes tap into their historical roots while also looking totally updated and modern, and the use of their famous taglines (“They’re Gr-r-reat!”) in a larger font than the actual logo is really novel and eye catching. They’re definitely worth a special trip to Target to collect them all. Similarly, Oscar Mayer put a fresh spin on retro-inspired packaging last year, when it released playfully illustrated boxes that contained vintage-style trinkets like a bike horn, a dart board and a yo-yo.
    \n\n\nFEELS PERSONAL AND HOMEMADE \n\nThere’s a built-in trust level in products inspired by nostalgia, because they seem as if they were made especially for us. J.R. Watkins, a manufacturer of health remedies, baking products and other household items, has — according to its packaging — been around since 1868, but the public has only taken notice of the brand in the past few years. Why? Because it reintroduced its body-care line in 2008 with packaging that has an apothecary feel, as if each product — from body lotion to baby oil — was specially formulated for you by a pharmacist. In fact, the word “Apothecary” appears front-and-center on the packaging. The logo incorporates an old-style illustration of founder J.R. Watkins himself, yet feels totally modern thanks to its choice of fonts and decorative background graphics. Each product has its “variety” called out in English and French on the bottom of the bottle in a typewriter-style font, as well as its own product number, which makes it feel as if it has been made in a small batch just for you.\n\nSimilarly, Civilized Spirits, a maker of whiskey, rum and gin based in Michigan, has a small-batch feel that instantly forges trust between the product and the consumer. Its eye-catching logo is reminiscent of another era yet undeniably modern, as is its classically beautiful bottle. The Civilized Spirits’ brand story is told through minimal copy that salutes the distillery, Mission Microdistillery, where the product is made. In my opinion, this brand, and many other liquor brands, takes a page out of the Jack Daniel’s school of branding, in which its old-school look and brand story makes it seem almost like moonshine — crafted not only especially for you but also illegally in someone’s basement!
    \n\n\n\nHAS STOOD THE TEST OF TIME \n\nProducts use nostalgia to show that they’re a trusted source that has stood the test of time. In a market where new products pop up every day and try to claim their share of their respective category, having a rich heritage goes a long way.\n\nMilk-Bone has been a trusted dog food brand since 1908, and it puts that fact right on its packaging (admittedly designed by CBX). The original logo remains, but has been enhanced to reinforce its “right to own” in the pet aisle. By reminding us of Milk-Bone’s heritage of 100-plus years, it fortifies the brand in our minds as a trusted and honest source. And when juxtaposed against a fire-engine red box, that bone and the trust factor make an even bigger visual and literal statement and more indelible mark in the mind of consumers.\n\nHow many brands can say they’ve been around since the reign of King George III? (Not that I really know much about King George III … but it sounds like he’s been around for a while.) Altoids, one of my personal favorites, was introduced in 1780 — yes, 1780! It’s made very few changes to its original design over the years, namely moving from a cardboard box to a metal tin in 1920 and introducing its now-legendary tag line, “Curiously Strong Mints.” That line and the overall design — with its classically elegant logo, a simple illustration of a peppermint plant and a “Made in Great Britain” phrase — harken back to its quintessentially British lineage. By rooting its story and design in this history, Altoids has become one of the world’s most iconic brand identities.\n\nOf course, not all retro design is good design, especially in a time when so many brands are manufacturing nostalgia as a marketing tactic. In order to incorporate nostalgia in a way that looks distinctive, not copycat, you’ll need to keep the following pointers in mind:\n\n1. Use a little of this, a little of that.\nBrands like J.R. Watkins and Civilized Spirits take the best elements of the past and combine them with modern elements of today to create something own able and distinctive.
    \n2. Practice restraint.\nWhether we’re talking about design or copy, less is always more. Altoids’ classic “Simply Curious” line and Ronnybrook’s “Bottled on the farm” message are memorable by brevity, choice in their executions and focused in their deliveries.
    \n3. Don’t throw out the baby with the bathwater.\nOften, a company’s original design — à la Coke’s original glass bottles or Froot Loops’ Toucan Sam illustration — can retain its charm from generation to generation. Brands like Heinz ketchup and Campbell Soup Company, for example, have kept the same design for many decades. They are effective, and they look as modern today as when they were first introduced. I would urge brands to think twice before eliminating original elements in their designs, and that when introducing a new visual asset, they carefully assess its timelessness.
    \n\nLet me apologize now if I’ve gone overboard waxing poetically about all these terrific examples of nostalgic design. Given that our agency is celebrating its 10th anniversary this year, I can’t help but find myself a little bit nostalgic for my early days in the industry. Man, maybe I’m undergoing a little retro-ssaince of my own these days — though that’s certainly not a bad thing.\n\n \n\nhttp://www.brandpackaging.com/articles/84549-nostalgic-packaging-those-were-the-days', 'Nostalgic Packaging: Those Were the Days', '', 'publish', 'open', 'open', '', 'nostalgic-packaging-those-were-the-days', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/nostalgic-packaging-those-were-the-days', 0, 'thinking', '', 0), (1849, 4, '2013-09-09 21:14:49', '2013-09-09 21:14:49', 'By Gregg S. Lipman\nIn the ten years since I co-founded a brand agency, I\'ve often been asked, \"Who or what is your greatest professional influence?\" And while I\'d love to say something intellectual or provocative like \"Steve Jobs,\" \"David Ogilvy\" or \"my father,\" the truth is, much of the wisdom I refer to on a daily basis comes from the comedic films of the 1980s.\n\nYup. Believe it.\n\nCall me what you want -- guy with a Peter Pan syndrome, John Hughes junkie, whatever -- but for me, these films spewed a kind of rare wisdom that no amount of \"T&A\" could diminish. And I try to manage my company and my staff with that same respect for the fundamentals that these films all had -- because in order to create a forum where good ideas can flourish, you need to have a good foundation. Okay, so maybe Belushi didn\'t always represent that in Animal House, but a lot of the characters in my favorite 80s films -- movies like Spring Break, Revenge of the Nerds and the film Tim Robbins never acknowledges on his resume, Fraternity Vacation -- had a disarming sweetness about them that I think is incredibly effective in the branding world.\n\nSo, skinny ties and big hair aside, here are five quotes from 80s movies that I refer to on a weekly basis when making management decisions.\n\nCaddyshack: \"Let\'s pretend like we\'re real human beings.\"\nChevy Chase\'s Ty Webb in Caddyshack is one of my favorite characters ever; he utters this line while trying to bed Lacey Underall (don\'t get me started). And this quote has total relevance in my day-to-day, as I often try to remind my staff that at the end of the day, we\'re all just real people. If we can simply cut out the bullshit that stops us from connecting, we have an amazing opportunity to do great things. Whether or not that work is as important as bedding Lacey Underall...well, that\'s for you to decide.\n\nRisky Business: \"Sometimes you gotta say, \'What the f&8ck.\'\"\nBefore cute, relatively unknown tom cruise was the scary Scientology mega-star Tom Cruise, he made what many consider the greatest coming-of-age movie since The Graduate. The naiveté of his Joel Goodsen character in Risky Business is precisely why he was a keen businessman, and ultimately a prime candidate for Princeton (he utters this line to the admissions officer, though it is his friend Miles -- who other 80s movie fans will remember as Booger in Revenge of the Nerds -- who initially imparts this wisdom to Joel). And in my day-to-day, I definitely encourage my team to say, \"What the f&8ck,\" in order to take risks and produce work that\'s not only distinctive, but often game-changing. In fact, the longer version of that quote has this at the end: \"Saying \'What the Fuck\' brings freedom. Freedom brings opportunity, opportunity makes your future.\" Precisely.\n\nBack to the Future Part I: \"Roads? Where we\'re going, we don\'t need roads.\"\n\"Doc\" Brown, one of my favorite film characters ever, utters this legendary line at the very end of the first Back to the Future movie (I don\'t even acknowledge the sequel), right before he and Marty McFly jet off in their DeLorean time machine to 1988 -- \"the future.\" And the notion that you really can\'t predict what\'s coming down the line, no matter how hard you try, is so integral to the kind of work we do every day. We always need to focus on the task at hand, and not pretend like we know what\'s going to happen the day after tomorrow. At the same time, it\'s important to create work that stands the test of time, and which will still be around if and when you do go Back to the Future.\n\nThe Breakfast Club: \"You see us as you want to see us, in the simplest terms, in the most convenient definitions. But what we found out, is that each one of us is a brain, and an athlete, and a basket case, a princess and a criminal.\"\nThis quote comes from the letter that The Breakfast Club writes to Principal Vernon at the end of the detention day. Quite literally, it speaks to the fact that nobody -- including the misfits in the film -- is as they seem. And as far as organizational structure goes, it also speaks to the fact that everybody in our company has value, based on who they are and the experience they bring. While each has an area of expertise, the melting pot of perspectives and the open environment in which to express them provides a grounding to our work -- we are different, but we are the same.\n\nStripes: Winger: C\'mon, it\'s Czechoslovakia. We zip in, we pick \'em up, we zip right out again. We\'re not going to Moscow. It\'s Czechoslovakia. It\'s like we\'re going into Wisconsin. Russell: Well, I got the shit kicked out of me in Wisconsin once.\nWhat can I say about a movie whose tagline was, \"The story of a man who wanted to keep the world safe for democracy...and meet girls\"? Well, a lot actually. This quote is so fitting to what we do every day, because having realistic expectations for any given project is key to getting the job done, and done well. You can never really predict how things will turn out, but going into a job knowing what could happen helps mentally prepare you for possible pitfalls along the way.\n\nOkay, so I know what you\'re thinking: This grown man (me) has based his whole management style on those dirty, ridiculous movies from a decade that most people mock? Well, I\'m here to tell you there\'s a helluva lot more than just silly banter in these films; if you look deeply enough, you can find the meaning of life. Or at least, enough wisdom to keep a company going for 10 years, keep employees feeling inspired about their day-to-day, and keep me laughing my butt off in good times and bad. \"Razzle, Dazzle...and that\'s the fact, Jack.\"\n\nhttp://www.huffingtonpost.com/gregg-s-lipman/risky-business-management_b_3868895.html?view=screen', 'Risky Business: Management Wisdom Gleaned From 80s Movies', '', 'publish', 'open', 'open', '', 'risky-business-management-wisdom-gleaned-from-80s-movies', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/risky-business-management-wisdom-gleaned-from-80s-movies', 0, 'thinking', '', 0), (1850, 4, '2013-09-10 14:17:30', '2013-09-10 14:17:30', 'By Joseph Bona\nConsumer product manufacturers have historically focused on just one type of “real estate” — namely, that relatively small amount of shelf space where their brands jockey for attention in the store. But over the past few years, a few manufacturers have been doing deals with landlords to launch spacious retail stores focused exclusively on brands like Chobani Greek Yogurt, McCormick seasonings or Spanx hosiery. Is the goal here to dive into commercial real estate and blanket the country with storefronts along the lines of a Dollar General or a Walgreens? Not likely. However, by opening retail stores focused exclusively on their brands, these companies do stand to accomplish something important: Deepening their connections with consumers.\n\nWhen Chobani launched its New York City yogurt store back in August 2012, it created a kind of church dedicated specifically to the conversion of legions into Chobani evangelists. At the bustling Prince Street store, Chobani fans — foodies, dieters, health nuts and everything in between — delight in sampling and buying all kinds of yogurt creations whipped up on site by highly trained associates. The store may or may not turn a profit, but it definitely tells a good story.\n\nThe most successful stories are often those that can be summed up in just a sentence (“It’s about this 10-year-old wizard who has to stop the world’s most evil villain”). Honing and clarifying the message in this way takes lots of practice. By opening retail stores, in other words, brands gain the opportunity to experiment with their storytelling. The store is, in a sense, a lab in which the company can tinker with product offerings, tweak marketing messages, and absorb data related to the behavior and preferences of loyal customers.\n\nIn Baltimore, McCormick World of Flavors gives McCormick & Co. the opportunity to highlight all of its products in a colorful space filled with the sights, sounds and aromatic smells associated with cooking, baking and grilling. It’s one thing to see an ad for McCormick brands like Old Bay, Vahiné or Grill Mates; it’s quite another to taste expertly seasoned food spiced up on site in the McCormick store. The storefront, which opened in August 2012, even boasts its own line of flavored salsas, olive oils, vinegars and tapenades.\n\nThis is not to suggest that profit is never part of the picture for brand-focused retail stores. The products of the Atlanta-based hosiery company Spanx are famously popular, and so it wouldn’t be a surprise if the company’s stores in Pennsylvania, Virginia, New Jersey and Atlanta actually make money. According to NPD Group, consumers spent $725 million on Spanx and Spanx-like hosiery in the 12-month period that ended on June 30.\n\nHigh-traffic sites such as McCormick’s store — which is located in Harborplace at Baltimore’s Inner Harbor, one of the most photographed and visited places in the city —do create another interesting possibility. Because the experience is still fresh in their minds, the thousands of tourists and locals who visit places like McCormick World of Flavors might actually be more likely to shop this brand the next time they go back to their local supermarkets.\n\nBut even if such efforts fail to drive profits for the likes of Spanx, McCormick and Chobani, they can certainly help manufacturers learn valuable lessons about how to be as focused and brand-centric as possible. This is no small feat in an economy in which many brands struggle to connect with customers.\n\nOf course, question marks continue to loom over brick-and-mortar real estate. Critics point out that we now live in a world in which Amazon Prime subscribers can have anything and everything shipped to their homes — for free — with just a few swipes on their iPhones or iPads. But after talking with a few Chobani evangelists about their experiences with the New York store, it seems clear that something clicked for these consumers once they spent some time in that space. With its clarity of message and novel offerings, the store took the brand loyalty of these customers to a new level.\n\nTheoretically, a brick-and-mortar store is the last place you might expect to see buyers of the Apple iPad or Google Glass (the eyeglasses-mounted computer set to go on sale next year), because these are among the most tech-savvy shoppers around. But look at how profitable and jam-packed Apple’s stores happen to be. And consider all the rumors swirling about Google’s alleged plans to sell its Android products and Google Glass in branded retail stores. It all speaks to the advantages of brick-and-mortar real estate.\n\nThrough their experiments as commercial real estate leaseholders, manufacturers can export the most successful experiential elements from their stores — imagery, themes, displays, samples, demonstrations and more — back to the supermarkets or other outlets where their products are sold.\n\nToday, retailers are adopting channel-neutral approaches in which they do their best to reach consumers in whatever ways the consumers prefer. Likewise, manufacturers now appear to be taking something similar to an “omni-channel” approach to brand building. In other words,they see offshoot retail locations as just one of many points of consumer contact, along with the likes of YouTube videos, Facebook pages and, of course, the all-important shelf space in other companies’ stores.\n\nhttp://www.cpgmatters.com/In-StoreMarketing0913.html', 'From Shelf to Storefront: Brand-Building via Retail', '', 'publish', 'open', 'open', '', 'from-shelf-to-storefront-brand-building-via-retail', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/from-shelf-to-storefront-brand-building-via-retail', 0, 'thinking', '', 0), (1851, 4, '2013-08-14 15:18:25', '2013-08-14 15:18:25', 'By Peter Burgoyne\nCurating the in-store experience is about much more than aesthetics. This can be tough for some designers to swallow. Aesthetic experience, after all, is the reason many of us get out of bed in the morning. For better or for worse, the truth is that everything the customer experiences in the store must reflect the brand experience.\n\nFor example, a few years ago many retailers became obsessed with the idea of marrying nicer visual presentations with exacting approaches to \"SKU rationalization.\" For upscale chains in particular, this disciplined approach was often a good way to improve the look, feel and functionality of the store. But over time, value chains that tried this approach often ended up wanting an annulment. They loved the look of those wide aisles and the minimalist chic of those barebones merchandising strategies. But, the marriage of SKU rationalization and hipness tended to send consumers an unintended message-namely, that this was not a store for bargain-hunters. Value shoppers don\'t mind sasquatch-high shelves heaped with merchandise. If the presentation feels too precious, in fact, they\'ll sense that something is wrong.\n\nDesigners also need to think about how their work will affect those who work inside the store, because virtually every element of the in-store design graphics, lighting, architecture, you name it-will affect how employees feel about the brand.\n\nSo, it is little wonder brand consultants spend so much time encouraging clients to define exactly what they stand for. Once those brand attributes are honed to diamond-like clarity, they can be used to sharpen all other facets of the in-store experience. When a luxe department store chain asked us to DDI I August 2013 redevelop the men\'s collection at its Beverly Hills store, the company had a clear idea-it wanted to present the merchandise \"as a fusion of an and fashion.\" So, we created several unexpected sculptural elements. For example, we fused glowing, translucent, acrylic surfaces into the wood lattice structure of the fitting room. These and other architectural moments sent the message the chain wanted: \"You will find the very best fashion here.\"\n\nFor Duane Reade, our rebranding campaign emphasized the local connection, not only to New York, but also to specific neighborhoods within it. For the Wall Street store, (or instance, we brought in on-the-go elements, like a shoeshine stand, a sushi bar, a cafe, and a hair and nail salon. In hip Williamsburg, we created a growler bar with gritty urban graphics. When supported by a strong, foundational brand strategy, such amenities can bring real relevance.\n\nAnd, of course, the look and feel of any and all apps, mobile-optimized websites and the like must also be brand-resonant, because these days the customer experience tends to begin long before the shopper walks into the store. Hair Cuttery is working with us to develop a new app that allows customers to book appointments right from their phones. When you wait one or two minutes instead of 30, it is a very different in-store experience indeed.\n\nDesigners tend to derive a lot of joy from aesthetics. But, the good ones also tend to love storytelling every bit as much. This is precisely what makes curating the in-store experience so much fun. After all, it takes a lot of creativity to weave compelling narratives out of such disparate elements.\n\nhttp://www.nxtbook.com/nxtbooks/nielsen/ddi_201308/#/74', 'Curating the in-store experience', '', 'publish', 'open', 'open', '', 'curating-the-in-store-experience-2', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/curating-the-in-store-experience-2', 0, 'thinking', '', 0), (1852, 4, '2013-08-19 19:59:25', '2013-08-19 19:59:25', 'By Todd Maute\nCompetition has always been heavy in retail. But, for a variety of reason, it has turned into a veritable slugfest over the past few years. Amid such trends as consolidation, Internet retailing and product commoditization, retailers have just a few ways in which to set themselves apart. Virtually all of these differentiators hinge on one thing: brand.\n\nThis is why pharmacies have been working so hard to make progress in brand development and private label branding in particular. The goal is twofold: First, drug chains aim to strengthen consumer impressions in ways that have more to do with emotions and psychology than mechanistic, tactical approaches along the lines of, \"Can we have the lowest price on the street?” Second, they want to capture incremental share from other trade classes, and even health services companies.\n\nAnd so, certain chains are now being far more precise about private label branding in the pharmacy context. Walmart, for one, uses its catchall Equate brand for generalized, over-the counter products such as medicine, vitamins and personal care items. But the discounter doesn’t just segment by category: Its ReliOn brand speaks to a specific customer segment -people with diabetes.\n\nOther chains have created multiple tiers of attractive, high-quality brands, from value all the way up to premium. In June, for example, CVS/ pharmacy announced that it had added a premium tier to its redesign Gold Emblem consumables brand. The company also offers more than 100 beauty products via Nuance Salma Hayek. Duane Reade\'s DeLish is another example of a private label brand carefully tiered to the preferences and needs of specific consumers.\n\nAll of this is taking place, of course, amid a revolution in private label that has evolved over the past 20 years or so. Thanks to this revolution, the product and packaging quality of private label brands has risen dramatically.\nLittle wonder the consumer perception of these products is so favorable. Studies have shown that most shoppers now believe private label brands are every bit as good as the nationals. Research also shows that companies with the strongest private label brands also tend to have the highest customer loyalty. And isn\'t that what everyone is shooting for?\n\nIn general, though, pharmacies still have a way to go on private label. Some chains are weak in certain categories and strong in others, but the improvements in private label image have to do with the bigger picture.\n\nAll too often, pharmacies rely on what might be described as product-led strategies. In a product-led approach, somebody else develops the product and it\'s the retailer\'s job to determine what brand it might fit in (often driven purely by the quality level of the product itself) and then roll out the line. In a brand-led strategy, by contrast, the pharmacy relies on market and customer research to develop a long-term branding initiative specifically matched to its core customers, the consumers it wants to woo moving forward, as well as the overall brand image it wants to promote.\n\nWhen Walgreens wanted to cultivate health and wellness as a platform, for example, it looked first at research demonstrating the big population of health conscious and environmentally aware people who shopped the store. Only after creating and developing Ology, its green-and healthy private brand, did Walgreens go looking for products.\n\nSuch brand-led strategies can yield a host of benefits. A few years ago, A&P started a health-and-wellness program called Live Better! It was more a marketing platform than a true brand, but Live Better! proved a big hit with shoppers. This persuaded A&P to transform it into a private label brand by bringing Live Better! to the 0-T-C drug arena. And so now, instead of generic aspirin, consumers shop for Live Better! Aspirin. They have grown accustomed to a lifestyle brand that speaks to their needs. A&P has continued this initiative by expanding Live Better! to the perimeter fresh department and even perish able produce items. And why not? Eating fresh fruits and vegetables is part and parcel of a healthier lifestyle, and that makes it a natural extension of Live Better!\n\nAnother example is Duane Reade\'s Good & DeLish. Created in partnership with CBX, this brand demonstrates how customer insights and desired positioning can drive brand development. Here, the New York City chain took a close look at its affluent customer base and saw an opportunity to sell more premium food. Duane Reade had a deep understanding of its customers and their preferences. DeLish as a brand name offers a touch of urban slang that you would hear in the city. For Duane Reade, this positioning is all about the tag line \"New York living made easy.\" By offering a premium brand of food that New Yorkers could relate to, Duane Reade saw a surefire way to connect with its core customers. With each product addition to this brand – premium cookies, candies, pastas - Duane Reade has been able to make this brand\'s story come to life in its customers\' minds.\n\nThis is an approach to private label in which brands are literally regarded as assets. A few short years ago Duane Reade was a different chain. Its New York City stores were located on some fantastic corners, but the experience inside them was anything but inspiring. Then its owners made a serious investment in customer-facing improvements geared toward reinvigorating the stores. A key part of this strategy was a brand-led approach to private label.\n\nIn creating DeLish, Duane Reade knew it had a target customer who would buy premium- type products. It then sourced products for the brand rather than going the other way around. When Walgreens acquired Duane Reade in 2010, CEO Greg Wasson lauded this brand-led strategy, citing Duane Reade\'s \"recent initiatives in urban retailing, customer loyalty and private brand products.\" The Duane Reade nameplate had been transformed into an asset, and private label had a lot to do with it.\n\nBy thinking about private label a bit differently - namely, as a marketing tool versus a margin enhancer- pharmacies can set themselves apart, bolster shopper loyalty, improve price perception and, at the same time, boost their bottom lines through the higher gross margins private label products deliver. But they can\'t do this alone. Operationally, it is critical to partner with the right set of manufacturers and to rely on best-in-class consumer metrics. The best pharmacies think of their private label vendors as partners, not as mere procurement sources. They work together to create a reason for customers to believe in a brand. They also merchandise with pride, and promote their brands as though they were national leaders - not lower-tier alternatives.\n\nIn reality, the statistics for private label are positive, but should retail pharmacies be satisfied with the considerable progress they have made thus far? Clearly there is more work to be done. By taking a step back and working with brand-led approaches, pharmacies can push private label to the next level.\n\nChain Drug Review, August 19th 2013', 'Time is now for pharmacies to ramp up private label', '', 'publish', 'open', 'open', '', 'time-is-now-for-pharmacies-to-ramp-up-private-label', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/time-is-now-for-pharmacies-to-ramp-up-private-label', 0, 'thinking', '', 0), (1853, 4, '2013-09-17 16:32:40', '2013-09-17 16:32:40', 'Chobani, Spanx and other brands are learning valuable lessons by launching their own brick-and-mortar stores, writes CBX executive in online column for CPGmatters.\nBy opening storefronts focused exclusively on their own brands, the likes of Chobani Greek Yogurt, McCormick seasonings and Spanx hosiery are showing other consumer product manufacturers how brick-and-mortar real estate can be used creatively to strengthen ties to consumers, writes Joseph Bona, President of Branded Environments at brand agency and retail design consultancy CBX, in the early September issue of CPGmatters, a twice-monthly e-zine designed to help makers of consumer packaged goods build brands through retail.\n\n“By opening retail stores, brands gain the opportunity to experiment with their storytelling,” writes the veteran store designer. “The store is, in a sense, a lab in which the company can tinker with product offerings, tweak marketing messages, and absorb data related to the behavior and preferences of loyal customers.”\n\nIn the column, titled “From Shelf to Storefront: Brand-Building via Retail,” Bona notes that few consumer product manufacturers aim to blanket the country with retail stores along the lines of Dollar General or Walgreens. Rather, the focus is on sharpening the brand and learning as much as possible about the tastes and preferences of their loyal customers.\n\n“When Chobani launched its New York City yogurt store back in August 2012, it created a kind of church dedicated specifically to the conversion of legions into Chobani evangelists,” Bona writes. “At the bustling Prince Street store, Chobani fans—foodies, dieters, health nuts and everything in between—delight in sampling and buying all kinds of yogurt creations whipped up on site by highly trained associates. The store may or may not turn a profit, but it definitely tells a good story.”\n\nLikewise, Baltimore’s McCormick World of Flavors gives McCormick & Co. the opportunity to highlight all of its products in a colorful space filled with the sights, sounds and aromatic smells associated with cooking, baking and grilling, Bona writes. “It’s one thing to see an ad for McCormick brands like Old Bay, Vahiné or Grill Mates; it’s quite another to taste expertly seasoned food spiced up on site in the McCormick store,” he notes.\n\nQuestion marks continue to loom over the ultimate fate of brick-and-mortar real estate, with critics pointing to the efficiency and tremendous growth of Amazon and the rise of mobile commerce via smartphones and tablets. “But after talking with a few Chobani evangelists about their experiences with the New York store, it seems clear that something clicked for these consumers once they spent some time in that space,” Bona writes. “With its clarity of message and novel offerings, the store took the brand loyalty of these customers to a new level.”\n\nEven tech giants like Apple and Google see the upside of brick-and-mortar, Bona writes. Rumors are swirling about the possibility of brick-and-mortar stores focused on selling Google’s Android products and Google Glass, the eyeglasses-mounted computer set to go on sale next year, he notes. “And look at how profitable and jam-packed Apple’s stores happen to be. It all speaks to the advantages of brick-and-mortar real estate.”\n\nThrough their experiments as commercial real estate leaseholders, manufacturers can export the most successful experiential elements from their stores—imagery, themes, displays, samples, demonstrations and more—back to the supermarkets or other outlets where their products are sold, Bona adds. Indeed, these companies appear to be embracing something similar to retailers’ increasingly popular “omni-channel” focus. “In other words,” Bona writes in the conclusion to the piece, “they see offshoot retail locations as just one of many points of consumer contact, along with the likes of YouTube videos, Facebook pages and, of course, the all-important shelf space in other companies’ stores.”', 'Consumer Brands Boots Loyalty by Opening Storefronts, Bona writes', '', 'publish', 'open', 'open', '', 'consumer-brands-boots-loyalty-by-opening-storefronts-bona-write', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/consumer-brands-boots-loyalty-by-opening-storefronts-bona-write', 0, 'thinking', '', 0), (1854, 4, '2013-09-18 16:23:26', '2013-09-18 16:23:26', 'Headquarters:New York\n\nKey Projects:\nSaks Fifth Avenue, Beverly Hills, Calif. (shown); Duane Reade, multiple New York locations; Lord & Taylor, Philadelphia; RadioShack, multiple U.S. locations; Terpel, Colombia\n\nhttp://www.nxtbook.com/nxtbooks/nielsen/ddi_201309/#/46', 'CBX Design Firm of the Year', '', 'publish', 'open', 'open', '', 'cbx-design-firm-of-the-year', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-design-firm-of-the-year', 0, 'thinking', '', 0), (1855, 4, '2013-09-09 17:28:22', '2013-09-09 17:28:22', 'A weekly roundup of small-business developments.What’s affecting me, my clients and other small-business owners today.\n\nWashington\nHere are four charts that will help you track whether the Federal Reserve will taper its quantitative easing.\nIt seems the sequestration budget cuts are hurting small consulting firms: “The $85 billion in budget cuts officially began March 1, but owners like LaJuanna Russell started feeling the effect last summer. Government employees cut contracts in advance, anticipating they’d lose funding. Among those badly hurt were businesses that provide training and consulting services not considered essential. Like Russell, they’ve had to lay off workers as their revenue plunged.”\n\nStart-Ups\nMark Cuban’s 12 rules for starting a company.\n\nEmployees\nThis infographic examines whether employees and business owners see eye-to-eye when it comes to how they view their companies.\nAn organization with 30 employees wastes more than 150 hours — or four weeks — every year tracking vacations.\n\nManagement\nResearch reveals that more business travelers are taking time for themselves as well.\nGregg S. Lipman says there is much management wisdom that you can glean from ’80s movies like “Stripes”: “What can I say about a movie whose tagline was, ‘The story of a man who wanted to keep the world safe for democracy … and meet girls’? Well, a lot actually. This quote is so fitting to what we do every day, because having realistic expectations for any given project is key to getting the job done, and done well.”\n\nAround the Country\nMore than a thousand people near Los Angeles stood in a line on Saturday to get a taste of the Ramen Burger.\n\nSocial Media\nHere are 15 brands doing great on Vine.\nBelle Beth Cooper sums up the best times to tweet, post, blog and send your e-mails. For example: “Seventy percent of users say they read blogs in the morning, and Mondays are the highest traffic days for an average blog.”\n\nTechnology\nApple’s new iPhone will read your fingerprints, but Amazon may be building a smartphone that will sell for … nothing.\n\nhttp://boss.blogs.nytimes.com/2013/09/09/today-in-small-business-mark-cubans-rules/?_r=1', 'Today in Small Business: Mark Cuban’s Rules', '', 'publish', 'open', 'open', '', 'today-in-small-business-mark-cubans-rules', '', '', '2018-09-27 17:42:13', '2018-09-27 17:42:13', '', 0, 'http://cbx.cappendev.com/thinking/16/today-in-small-business-mark-cubans-rules', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1856, 4, '2013-09-24 20:35:38', '2013-09-24 20:35:38', 'This year\'s Store Design Contest winners represent a whole new class of convenience\nAs the convenience store industry continues to elevate its offerings, consumers are continuously raising their expectations. Some might say they\'re becoming \"convenience connoisseurs.\"\n\nC-store retailers, as a result, are churning out new stores that are larger than ever before, made with higher-quality materials than ever before, offer more products and services than ever before – and perhaps most importantly, tap into the spoken and unspoken desires of customers.\n\nThe winners of this year\'s Convenience Store News Store Design Contest reinvent the corner store and redefine what a c-store should be. From Bolla Market\'s marble bathrooms, wood-grain gondolas and black tile flooring, to Wawa\'s \"fresh and inviting\" point of view, to Jubitz Travel Center\'s ability to bring the natural outdoor beauty of Oregon inside, these award-winning designs are sure to please even the most discerning convenience connoisseur.\n\nThe CSNews design awards, now in their eighth year, honor convenience retailers who have created the most exciting, innovative and shopper-friendly looks for their stores. Entries are judged on innovation, creativity and the positive impact of the overall design on the business.\n\nHere, we highlight the winners and honorable mentions for Best Original Store Design (a new build), Best Interior Design (also a new build), Sky\'s the Limit Remodel (more than $250,000), Best Mid-Budget Remodel ($100,000 to $250,000) and Best Low-Cost Remodel (less than $100,000).\n\nThe winners in specialty categories, such as Best Exterior Design and Best Fountain Presentation, will be featured in the October issue of Convenience Store News.\n\nBest Original Store Design\nHonorable Mention: Wawa\nOrlando, Fla.\n\nAlready deeply entrenched in the Mid-Atlantic market, Pennsylvania-based Wawa Inc. approached design firm CBX in 2009 for help in writing the next chapter in the convenience store chain\'s story – expansion into a new market for the first time in its 200-year history.\n\nWawa\'s plans to enter Florida, specifically the Orlando and Tampa areas, served as a catalyst for it to reexamine its brand equity not only for the Sunshine State, but also in its core market.\n\nCBX was called upon to help the retailer figure out how to successfully evolve the \"fresh and inviting\" essence and personality of the Wawa brand to be relevant in the new market, while at the same time taking a synergistic approach in its core market to ensure brand consistency.\n\nWawa\'s new store design was developed by staying true to the overarching point-of-view of \"fresh and inviting.\" After exploring how far it could stretch the unique customer experience on both an emotional and functional spectrum, the concept of \"residential\" was chosen.\n\nThe residential design utilizes familiar architecture for the exterior, evoking the feeling of home by using a creamy, soft color palette and natural finishes. For the interior, natural light, high ceilings, architectural detailing and rich textures are used to harmoniously tie back to the exterior.\n\nThe new concept also positions Wawa as a food destination rather than just another c-store through the use of \"fresh cues.\" Natural materials, warm colors and ties to the kitchen bring a sense of freshness to the interior. In addition, the visible food preparation area, coffee section, fresh baked goods and walk-in refreshment cooler further speak to the concept of communal kitchen.\n\nWawa\'s first Florida store sporting this design debuted in Orlando on July 18, 2012.\n\nBest Low-Cost Remodel, Honorable Mention\nTerpel\nBogota, Columbia\nOwner: Organizacíon Terpel\nDesigner: CBX\n\nIt was a collaboration that transcended continents, with the common goal being to create a compelling design that Bogota, Colombia-based Organización Terpel could implement for the next 10 years. Working with New York-based design firm CBX, Terpel was able to create a fresh new look, from its corporate logo to the architecture of its retail locations.\n\n\"Our role was to reinforce Terpel\'s ongoing commitment to providing quality products and services, but with a new view toward being one of Colombia\'s most innovative and forward-thinking companies,\" said Joseph Bona, president of branded environments at CBX. \"We examined the entire customer journey experience, from the curb to the pump and convenience store, to the car wash and lube bay. Equally important while designing the new ground-up prototype, we also developed a ‘retrofittable\' design approach for adaptation to [its] existing portfolio of facilities.\"\n\nCBX\'s design and strategy teams worked closely with Asburn, Va.-based The Murphy Group LLC, which independently consulted Terpel on business strategies. The collaborative result is a modern and low-cost solution to remodel Terpel\'s retail network, which includes 1,460 service stations, 28 supply plants and operations in 20 Colombian airports.\n\nThe outdoor station upgrades include a reinvented canopy, LED lighting, a pylon and fuel island, as well as a high-tech car wash that can clean a car in 3.5 minutes.\n\nInside, Terpel is rolling out four convenience store formats – alto, toque, altoque and deuna – each with \"impeccable restrooms\" and their own amenities. Descriptions for altoque and deuna stores are not yet available, but according to Terpel\'s corporate website, alto stores currently offer customers \"the best traditional Colombian food, snacks, refreshing beverages and sweets,\" as well as Wi-Fi and ATMs. At toque stores, customers will be able to use Skype while touchscreen ordering beverages, snacks and coffee.\n\nTerpel\'s new design debuted in January. As of June, the company had remodeled 27 stations. Its first complete site with a new c-store, canopy, lube bay and car wash is expected to open this year.\n\nBest Original Store Design\nNOCO Express\nLancaster, N.Y.\nOwner: NOCO Inc.\nDesigner: Paragon Solutions Inc., TRM Architects\n\nBest Original Store Design, Honorable Mention\nWawa\nOrlando, Fla.\nOwner: Wawa Inc.\nDesigner: CBX\n\nBest Interior Design\nCorner Store\nHarris County, Texas\nOwner: CST Brands Inc.\nDesigner: Antista Fairclough\n\nBest Interior Design, Honorable Mention\nBolla Market\nBrooklyn, N.Y.\nOwner: Bolla Management Corp.\n\nSky\'s the Limit Remodel\nJubitz Travel Center\nPortland, Ore.\nOwner: Jubitz Corp.\nDesigner: Paragon Solutions Inc.\n\nSky\'s the Limit Remodel, Honorable Mention\nCruizers\nRaleigh, N.C.\nOwner: Holmes Oil Co.\nDesigner: Paragon Solutions Inc.\n\nBest Mid-Budget Remodel\nHigh\'s\nEdgewater, Md.\nOwner: High\'s of Baltimore LLC\nDesigner: L2M Architects\n\nBest Mid-Budget Remodel, Honorable Mention\nIdaza\nRio do Sul and Curitiba, Brazil\nOwner: Idaza Distribuidora de Petróleo\nDesigner: Gabriela Cervi, Gge Design\n\nBest Low-Cost Remodel\nEarth Market\nFrankfort, Ill.\nOwner: Atlas Oil Co.\nDesigner: Xcel Construction, Paragon Solutions Inc., GSP Marketing\n\nhttp://www.csnews.com/article-reinventing_the_corner_store-6196.html', 'Reinventing the Corner Store', '', 'publish', 'open', 'open', '', 'reinventing-the-corner-store', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/reinventing-the-corner-store', 0, 'thinking', '', 0), (1857, 4, '2013-10-01 17:14:58', '2013-10-01 17:14:58', 'Retailer Innovator of the Year Wawa recreates and enhances its brand in a new market\nTo say that Floridian consumers were desperately in need of a Wawa fix might be an overstatement. But then again, maybe not, according to posts on the Pennsylvania-based chain\'s heavily trafficked Facebook page.\n\n\"Desperately waiting for Sarasota FL Wawa\'s! Since moving from NJ having serious withdrawal!!!\" wrote one Florida convenience store customer.\n \n\n\"Can\'t wait until the one opens on 301 and MLK and the one on Hillsborough across from the Hard Rock – that will be TWO Wawas within a mile of me – doin\' the happy Wawa dance,\" another giddy Floridian recently posted on Wawa\'s Facebook page, which has accumulated more than 1 million \"likes.\" The only convenience store retailer with more Facebook likes is 7-Eleven. The international retailer has more than 3 million likes, but 10 times as many stores as Wawa.\n\n\nWawa opened its first Florida store – and first store outside its traditional Pennsylvania-New Jersey-Delaware-Maryland-Virginia market area – on July 18, 2012, in Orlando. The chain opened its 25th Sunshine State store just last month, also in the central Florida area, and now operates more than 630 convenience stores.\n\n\nThe fact that Wawa\'s leap of almost 1,000 miles south of its traditional markets has met or exceeded all expectations is \"frankly humbling,\" Wawa President and CEO Chris Gheysens said in an exclusive interview with Convenience Store News.\n\n\n\"From the beginning, one of our mantras was that we had only one chance to make a great first impression,\" said Gheysens, who noted that the expansion has not been without its \"learning experiences\" for the company.\n\n\nTo make this great first impression, Wawa needed to do more than just transplant its Mid-Atlantic store model to the South. \"We felt we needed a fresh design, driven by the psychology of the Florida customer. The new store design has really informed the majority of people who didn\'t previously know Wawa and what the brand stands for: fresh, great-quality food and beverages, and convenience.\"\n\n\nAlways one of the leading innovators in the c-store industry, Wawa in the past year seems to be taking convenience retailing to a new level. With its successful entry into Florida, innovative use of social media, a mobile app initiative and continued focus on the consumer, Wawa has been selected by the editors of CSNews as the 2013 Retailer Innovator of the Year.\n\n\nTo introduce itself to customers in central Florida, Wawa worked with store design firm CBX to unveil the retailer\'s first major new store concept since the late 1990s. The new design uses \"fresh\" decorating cues such as natural materials, floor to ceiling glass windows, warm colors, an outdoor seating area and a redesigned, highly visible kitchen/sandwich-making area.\n\n\n\"When you walk into the store, you see people making food, as well as digital signs romancing the offer,\" said Gheysens. \"There\'s no mistaking that we are in the fresh food and fresh beverage business.\" (Editor\'s note: Wawa\'s new store concept won an Honorable Mention award in September in the 2013 CSNews Store Design Contest.)\n\n\nAnother new innovation at its Florida stores is the institution of \"ambassadors\" at the front door to introduce people to the Wawa experience as they walk in. These associates are armed with an iPad-type, touchscreen ordering device. \"They have been very successful at walking customers through our offer, our culture and helping show them how to shop at a Wawa. They help to demystify the Wawa experience,\" the chief executive explained.\n\n\nAs mentioned earlier, Wawa\'s expansion into Florida didn\'t happen without resulting in \"learning experiences\" for the c-store retailer. But it\'s a testament to the company\'s innovative thinking that it has turned potential pitfalls into opportunities.\n\n\n\"We\'ve learned quite a bit,\" Gheysens noted. \"We hold ourselves to high standards for customer service and we found we did not build the associate side of the store sufficiently to handle the high volume of business we did right out of the gate in Florida.\"\n \n\nThe retailer found itself scrambling from the grand opening on July 18, 2012. To get customers in and out of the store within five minutes, Wawa quickly put in a speaker system for announcing to customers by order number when their food was ready for pickup at the counter.\n\n\nThe chain also needed to redesign the kitchen layout to make room for more sandwich-making equipment in order to handle orders more quickly. Subsequent Florida stores were built with more kitchen space to handle the high-velocity sandwich operation. Unexpectedly high initial sales also spurred the company to expand in other areas, such as its specialty espresso drinks and new milkshakes. Backroom storage space was also expanded at some stores.\n\n\nThe brand ambassador idea spurred more creative thinking as the retailer introduced expediters to work alongside the customer lines and take orders before they get to the counter.\n\nEven the outdoor seating concept has proven to be a happy \"learning experience\" for the retailer. Originally installed in the Florida stores to reinforce the food and beverage message, the seating areas are becoming very popular and heavily used by customers. So now, \"we are asking ourselves, how can we make it more functional?\" Gheysens told CSNews.\n\nAfter opening 25 stores in its first 13 months in Florida, Wawa expects to have 30 to 45 stores in the central Florida region by the end of this year. The company is currently pursuing more sites for ground-up units and its goal is to open between 20 and 25 stores per year in the area.\n
    \nGETTING SOCIAL & GOING MOBILE\n\n\"People love to engage with our brand,\" Gheysens said.\n\nThe company sees the benefits of using social media from both a community and brand perspective. Wawa\'s 1 million-plus likes puts it among the top 1 percent of pages on Facebook. It also has more than 23,000 Twitter \"followers.\"\n\n\nThe secret to its success? \"We try to let our authentic voice come through and you can see that customers really love to have a personal engagement with us,\" the CEO said.\n\nWawa\'s call center monitors all its social media sites on a 24/7 basis and attempts to respond to all customer feedback in a voice consistent with the company\'s brand message.\n\nUnlike many other c-store retailers who struggle with measuring their return on investment from social and digital media, Wawa feels it has a good handle on its social media investments. \"We measure all our advertising media and we feel the return we get on social media is one of the highest of any media we utilize,\" said Gheysens.\n\nIn the future, he said Wawa will be more focused on doing product promotions online and through social media, but the ultimate aim of its social and digital media initiatives is to help the retailer \"simplify our customers\' daily life.\"\n\nToward that end, Wawa is currently in the process of developing its first mobile app, which is expected to debut next year. \"We\'re taking our time with this,\" cautioned Gheysens. \"We want to integrate our app completely with the experience at the store level.\"\n\nWithout getting into specifics, he ticked off some of the possible app components that would fulfill its mission:\n\n Provide the ability to order and pay via the customer\'s mobile device. This could even be triggered automatically within a geographic perimeter of the store to which the customer is headed, or by a touch of the thumb.\n Provide nutritional information for food offerings.\n Find the lowest gas prices within a geographic range of the customer\'s mobile device.\n\n\"We know that 70 percent of our customers have a smartphone,\" noted Gheysens. \"And we know that a significant number of people at 4 p.m. don\'t know what they are having for dinner that evening. What Amazon.com has done to online retailing [in terms of speed of delivery and customizing offerings to customers] is going to happen to brick-and-mortar retailing. Mobile offers us the opportunity to do tailored marketing to customer-specific needs and to target offers to them that resonate better than anyone else\'s.\"\n\nGheysens described Wawa as more of a \"fast follower\" than a leader in innovation. Nevertheless, the c-store retailer\'s decentralized innovation process has made it \"very successful.\"\n\nMost of the focus of the past few years has been on product innovation, according to Gheysens. \"But now, we are thinking more about the process of innovation with the aim of getting ideas through the pipeline faster,\" he said. So, in addition to the product innovation being explored in the food area, the company is also looking at innovation in customer technology.\n\nGheysens expects product innovation will always be important, but customer technology and innovations in customer experience will be new areas that will extend and enhance the Wawa brand going forward.\n\nThe leap into Florida was certainly the high point of the past year for Wawa. Gheysens believes Wawa has not only made a great first impression, but it is continuing to build brand awareness and satisfaction with customers for the long term.\n\nhttp://www.csnews.com/article-a_great_first_impression-6321.html', 'A Great First Impression', '', 'publish', 'open', 'open', '', 'a-great-first-impression', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/a-great-first-impression', 0, 'thinking', '', 0), (1858, 4, '2013-10-02 20:14:26', '2013-10-02 20:14:26', '
    \nA new 16,000-square-foot grocery store in Chester, Pa., is the city’s first in a decade. And although it boasts a design reminiscent of what consumers would find in a for-profit supermarket, the store — which made its debut in late September — is claiming to be the first nonprofit grocery store of its kind.\n\nFare & Square opened in a former grocery building purchased by hunger relief organization Philabundance. It gives residents of Chester — one of 35 food deserts in the Delaware Valley, according to the USDA — easy access to a full range of fresh and nutritious national brand and private label foods, said CBX, a New York-based brand agency and retail design consultancy involved with the store’s development. The store places a special focus on offering fresh produce and meats, deli, dairy, seafood, frozen foods and a full range of food staples at everyday low prices.\n\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley region.\nWhen planning the prototype, the organization asked CBX to create an environment that would “reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” explained Joseph Bona, CBX president of branded environments. In the works for nearly a year, the resulting store features fixtures, lighting, flooring and other elements that would be at home in for-profit supermarkets. It also boasts a one-of-kind mural designed to showcase the spirit of Chester.\n\nThe colorful Fare & Square logo — a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square — designed by Philabundance and LevLane Advertising, provided CBX inspiration for the overall palette of bright green and shades of saturated purple with splashes of yellow and orange. Modern elements such as light wood and stainless steel trim round out the palette, CBX stated.\n\n“The palette is designed to make Fare & Square an energizing and inspiring, but comfortable, place to shop and congregate,” Bona said.\n\nCustomers entering the store will immediately see large displays of produce arrayed on tilt-style tables, while pendant lighting above the displays draws attention to its freshness and quality, CBX noted. A wide variety of additional fruits and vegetables can be found in fresh food fixtures lining the walls. Consistent with for-profit grocery stores, Fare & Square perimeter departments also include dairy, deli, fresh meat and seafood.\n\nShoppers easily can navigate the store’s central core for canned and packaged staples, as well as frozen foods, thanks to hanging aisle-marker signage and enticing end-cap displays, CBX explained. Flooring throughout is vinyl, which is easy on both the backs and feet of employees and customers. Near the store’s exit, a centralized checkout with multiple lanes has been designed to quickly assist shoppers through the bagging process.\n\n“In the same spirit as we welcome customers through the front door, we also wanted that last image as they exited the store to leave a positive impression,” Bona noted.\n\nUnder its not-for-profit grocery store model, Fare & Square strives to provide a customer-focused shopping experience and partners with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way, CBX said.\n\n“We designed a neighborhood store that’s clean, well lit, functional, convenient and friendly, but it’s also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona pointed out.\n\nBill Clark, president and executive of Philadelphia-based Philabundance, noted that the project has been in the works for a number of years, and he’s glad to see it fully built.\n\n“Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” Clark said. “We have worked on this concept for seven years, and are thrilled to see it come to fruition to help the residents of Chester.”\n\n \n\nhttp://www.plstorebrands.com/top-story-philadelphia_area_food_desert_welcomes_nonprofit_grocer-4357.html', 'Philadelphia-area food desert welcomes nonprofit grocer', '', 'publish', 'open', 'open', '', 'philadelphia-area-food-desert-welcomes-nonprofit-grocer', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/philadelphia-area-food-desert-welcomes-nonprofit-grocer', 0, 'thinking', '', 0), (1859, 0, '2018-09-27 16:52:06', '2018-09-27 16:52:06', '', 'DUANEREADE9_brewyork1', '', 'inherit', 'open', 'closed', '', 'duanereade9_brewyork1', '', '', '2018-09-27 16:52:06', '2018-09-27 16:52:06', '', 1597, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE9_brewyork1.jpg', 0, 'attachment', 'image/jpeg', 0), (1860, 4, '2013-10-01 16:06:18', '2013-10-01 16:06:18', 'Philadelphia-based hunger relief organization Philabundance has opened a new grocery store called Fare & Square in Chester, Pa. The 13,000-sq.-ft. store marks the country’s first-ever nonprofit grocery concept. The company brought in New York-based CBX to help design the new store, which features six departments: produce, deli, fresh meat, seafood, dairy, frozen and dry goods, featuring brand name and private labels. With a free annual membership, customers will have access to fresh produce, meats, dairy, seafood and frozen foods at low prices.\nhttp://www.ddionline.com/displayanddesignideas/industry-news/Philabundance-Opens--10259.shtml', 'Philabundance Opens First U.S. Nonprofit Grocery Store', '', 'publish', 'open', 'open', '', 'philabundance-opens-first-u-s-nonprofit-grocery-store', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/philabundance-opens-first-u-s-nonprofit-grocery-store', 0, 'thinking', '', 0), (1861, 4, '2013-10-03 16:03:06', '2013-10-03 16:03:06', 'Celebrating its 10th anniversary this month, the New York City-based brand agency and retail design firm is among the winners of DDI’s prestigious Portfolio Awards 2013.\nCBX was named a “Design Firm of the Year” in Display & Design Ideas magazine’s Portfolio Awards 2013. The New York-based brand agency and retail design consultancy, which is celebrating its 10th anniversary this month, was also lauded for its contribution to one of the “Best Store Designs of the Year”—the redesign of Saks Fifth Avenue’s men’s store in Beverly Hills, Calif.\n\nDDI’s annual Portfolio Awards are the result of a reader-driven survey in which high-level retail and contract design professionals offer their picks for the best in design and branding over the past year. “The people, projects and companies highlighted in this annual awards program directly reflect what the readers of this magazine—your retail design peers—think to be the best and the brightest in the industry,” write DDI’s editors in the introduction to the awards feature, which appears in the magazine’s September issue.\n\nIn recognizing CBX as one of the five Design Firms of the Year, DDI’s editors pointed to CBX’s work on such diverse projects as Duane Reade’s New York City stores; Lord & Taylor, metro Philadelphia; Saks Fifth Avenue’s Beverly Hills men’s store; Radio Shack locations across the United States; and the Terpel convenience stores and fuel centers in Columbia.\n\nIn the “Best Store Designs of the Year” category, the firm was recognized for its contribution to the transformation of Saks’ men’s store in Beverly Hills into The Fifth Man, a 54,000-square-foot, four-level lifestyle store. The project was led by Saks’ in-house design team with the assistance of CBX and Los Angeles-based Marmol Radziner.\n\n“The article quoted one of the slogans that guide us when we’re working on such projects: ‘Engage customers with the brand and every touch-point,’” noted CBX’s Joseph Bona, President of Branded Environments. “We’re proud to have been able to achieve this goal for our clients. We’re also very grateful for receiving this recognition from our colleagues in the industry, who live and breathe design and branding and do not give kudos lightly.”\n\nCBX’s leadership team is celebrating the brand agency’s tenth anniversary this month, and reflecting back on a decade of growth in the areas of consumer branding, corporate branding and retail environments. The agency was founded in 2003 by four of the partners who continue in senior leadership roles today – Gregg Lipman, Managing Partner; Nancy Brown, Managing Director/Partner; Rick Barrack, Chief Creative Officer/Partner, and Richard Villante, Partner. A fifth partner, Todd Maute, Chief Retail Officer, joined the firm in 2007. Today, CBX is based in New York\'s Flatiron District, with another office in Minneapolis, and has more than 130 employees. Nearly a quarter of these professionals have been with the firm for more than seven years, Lipman noted.\n\n“By pushing the bounds of creativity to help our clients innovate and expand, we have grown tremendously over the past decade—personally, professionally and as a company,” he said. “But to a remarkable extent, our evolution has and continues to be client-driven. During an early-stage planning session years ago, we asked, ‘What does CBX want to be when it grows up?’ We continue to believe in our answer: ‘We will go where our clients allow us and trust us to go.’”', 'Retail Experts Name CBX A \"Design Firm of the Year\"', '', 'publish', 'open', 'open', '', 'retail-experts-name-cbx-a-design-firm-of-the-year', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-experts-name-cbx-a-design-firm-of-the-year', 0, 'thinking', '', 0), (1862, 4, '2013-10-01 15:07:47', '2013-10-01 15:07:47', 'Using sights, sounds and smells to enliven a Manila mall.\r\nBy Peter Burgoyne\r\n\r\nIf the age of the category killers and cookie-cutter retail lineups flattened the customer experience, our job today is to make it three-dimensional again. As I detailed in an earlier post, this was our strategy in Oct. 2011 after the Philippine conglomerate Store Specialists Inc. (SSI) hired us to design the interior of a luxe mall in Manila.\r\n\r\nhttp://vmsd.com/content/uncommon-areas', 'Uncommon Areas', '', 'publish', 'open', 'open', '', 'uncommon-areas', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/uncommon-areas', 0, 'thinking', '', 0), (1863, 4, '2013-10-03 16:59:44', '2013-10-03 16:59:44', 'Convenience store and retail designer CBX was named Design Firm of the Year in Display & Design Ideas magazine\'s Portfolio Awards 2013. The New York-based brand agency and retail design consultancy, which is celebrating its 10th anniversary this month, was also lauded for its contribution to one of the Best Store Designs of the Year--the redesign of Saks Fifth Avenue\'s men\'s store in Beverly Hills, Calif.\nDDI\'s annual Portfolio Awards are the result of a reader-driven survey in which high-level retail and contract design professionals offer their picks for the best in design and branding over the past year.\n\nCBX was recognized for work on such diverse projects as Duane Reade\'s New York City stores; Lord & Taylor, metro Philadelphia; Saks Fifth Avenue\'s Beverly Hills men\'s store; Radio Shack locations across the United States; and the Terpel convenience stores and fuel centers in Columbia.\n\nIn the \"Best Store Designs of the Year\" category, the firm was recognized for its contribution to the transformation of Saks\' men\'s store in Beverly Hills into The Fifth Man, a 54,000-square-foot, four-level lifestyle store. The project was led by Saks\' in-house design team with the assistance of CBX and Los Angeles-based Marmol Radziner.\n\nCBX is celebrating the brand agency\'s 10th anniversary this month and reflecting back on a decade of growth in the areas of consumer branding, corporate branding and retail environments. The agency was founded in 2003 by four of the partners who continue in senior leadership roles today--Gregg Lipman, managing partner; Nancy Brown, managing director/partner; Rick Barrack, chief creative officer/partner, and Richard Villante, partner. A fifth partner, Todd Maute, chief retail officer, joined the firm in 2007.\n\nToday, CBX is based in New York\'s Flatiron District, with another office in Minneapolis, and has more than 130 employees. Nearly a quarter of these professionals have been with the firm for more than seven years, Lipman said.\n\n\"By pushing the bounds of creativity to help our clients innovate and expand, we have grown tremendously over the past decade--personally, professionally and as a company,\" he said. \"But to a remarkable extent, our evolution has and continues to be client-driven. During an early-stage planning session years ago, we asked, \'What does CBX want to be when it grows up?\' We continue to believe in our answer: \'We will go where our clients allow us and trust us to go.\'\"\n
    \n\nhttp://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/cbx-wins-design-firm-year-honor?utm_source=SilverpopMailing&utm_medium=email&utm_campaign=Daily%20News%2010-04-2013%20%281%29&utm_content=&spMailingID=43153793&spUserID=MjU0MDQ1OTQxMTgS1&spJobID=206166616&spReportId=MjA2MTY2NjE2S0', 'CBX Wins Design Firm of the Year Honor', '', 'publish', 'open', 'open', '', 'cbx-wins-design-firm-of-the-year-honor', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-wins-design-firm-of-the-year-honor', 0, 'thinking', '', 0), (1864, 4, '2013-10-04 16:55:18', '2013-10-04 16:55:18', 'Philabundance, a nonprofit agency that seeks to reduce hunger in the Delaware Valley region near Philadelphia, has opened what has been described as the nation’s first not-for-profit supermarket here.\nThe 16,000-square-foot Fare & Square outlet features an array of traditional offerings, including fresh meats and produce, frozen foods and dry grocery product. The store is the only supermarket in this town of 34,000 people that had been classified as a “food desert.” Chester had been without a grocery store for 12 years.\n\nFare & Square seeks to offer product at a discount compared with traditional supermarkets, and in addition, customers can also reduce their grocery bill by joining the store’s “Carrot Club.” Members are eligible to earn rewards through in-store promotions and other offers, and Carrot Club members whose households earn 200% of the poverty line or less can also receive Carrot Cash benefits, a 7% credit towards future purchases.\n\nThe store was funded through government, foundation, corporate and individual contributions.\n\nNew York-based retail design and branding firm CBX developed the prototype, which was modeled to be similar in appearance to traditional supermarkets. The Fare & Square logo — a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square — was designed by Philabundance and LevLane Advertising, and provided the inspiration for the color palette of the store.\n\nhttp://supermarketnews.com/photo-gallery/gallery-nonprofit-supermarket-debuts-pa#slide-1-field_images-444422', 'Nonprofit Supermarket Debuts in Pa.', '', 'publish', 'open', 'open', '', 'nonprofit-supermarket-debuts-in-pa', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/nonprofit-supermarket-debuts-in-pa', 0, 'thinking', '', 0), (1865, 4, '2013-10-08 13:35:42', '2013-10-08 13:35:42', 'To differentiate in the pet food aisle, brands are taking cues from successful design trends of food packages for people.
    Once upon a time, if you were shopping for pet food, you\'d immediately be overwhelmed by a case of \"cute overload.\" It seemed every bag (with the exception of the always clinical Science Diet brand) featured a photo of a ridiculously adorable pooch or pussycat, looking out at you with soft, adoring eyes and fur you wanted to reach out and stroke. Even the most cold-hearted of individuals would find themselves crooning \"Awww!\" when walking down the pet food aisle.
    \nThe problem with those packages was that there was no differentiation-and more importantly, no real information-on the bags. But over the years, pet food marketers have come to recognize that people are trained to shop a certain way for their own food and they apply these same behaviors when shopping for their pets. That means that the same visual and verbal cues are turning up on Casey the Calico\'s and Dexter the Doberman\'s dinners.
    \nA deep dive into the current state of pet food packaging shows that there\'s really not much difference between marketing pet food and human food today. Among some of the most significant cues-which also turn up on the food humans purchase-are these five nutritional tables or food pyramids; photography and food styling that conveys appetite appeal and freshness of ingredients; brand stories; on-pack language that tells you not only what\'s inside, but what\'s not inside a bag; and imagery that speaks to animals\' true natures.\n
    \n1. Nutritional tables/food pyramids
    \nPet food consumers are now more educated than they were in the past, about their own food and about their pets\' food. They harbor the same concerns for their pets as they do for themselves, and with good reason: Issues like obesity and allergies, so prevalent among today\'s children, are now also major concerns for dogs and cats. In 2012, the majority of adult dogs and cats-53 percent of dogs and 55 percent of cats-were classified as overweight or obese by their veterinarians.
    \nTo educate consumers, companies are featuring nutritional tables and food pyramids prominently on pack, letting consumers know what allowances of vitamins and nutrients they will find inside. Nutro Ultra\'s food pyramid on the front of pack breaks down the product into three categories: \"Powerful Antioxidants,\" \"Whole Grains & Natural Oils\" and \"3 Lean Proteins.\" On the back, the bag features illustrations for 12 ingredients found inside the product, including whole flaxseed, pure sunflower oil and rolled oats.\n
    \n2. Better photography/food styling
    \nPhotography and photo styling have moved away from the pet-centric or pet-plus-owner-centric photography of recent years and are now more focused on the actual food. Photography styling is less propped and more real, with food appearing the way you\'d see it in real life-scattered across a table, as opposed to perfectly (and fakely) sitting in a bowl. The goal: for consumers to think, \"That looks good, that looks tasty, that looks healthy\" in the same way they do when they see something appetizing for themselves. Nature\'s Variety Homestyle by Prairie is one of several brands that showcase food the way it really looks: fresh, raw and being prepared by a human on a kitchen table.\n
    \n3. Brand story
    \nThe artisanal, small-batch trend is huge in human food and, not surprisingly, it\'s also beginning to carry over to pet food. Consumers are more apt to buy something that feels like it\'s been made by the \"little guy,\" and to attach themselves to brand\'s with compelling brand stories. Consumers are asking \"Where does it come from?\" \"How is it made?\"
    \n\"What\'s it going to do for me?\" and companies are answering by putting their stories on pack and on their web sites, making their brand purpose undeniably clear.
    \nMerrick Grain Free dog food feels more artisanal and local, with its use of a family name, a smaller bag (for small batch feel), call out of ingredients like \"Real Texas Beef,\" and touchy-feely copy such as \"From our kitchen to yours.\" And speaking of copy, companies are now adding more modifiers before ingredients, so that what was once just \"chicken\" and \"beef\" is now \"Chicken Dinner Recipe\" and \"Country Beef Grill.\" Once again, they are making things more like human food and tapping into verbal cues consumers have been grown accustomed to hearing for their own food. Of course, your dog doesn\'t care where it came from-but you do.\n
    \n4. \"No\" language
    \nConsumers are avoiding the same things for their pets that they do in their own meals, so at the same time they want to know what\'s in pet food, they also want to know what\'s not inside. Many brands are calling out things like \"no meat by-products,\" \"no wheat,\" \"no gluten\" and \"no artificial preservatives.\" In fact, some packages simply feature an oversized \"NO\" on bag.
    \nIams Sensitive Naturals\' bag, for example, features an image of a fish-its primary ingredient-alongside four circles with slashes through their simple graphics, to convey \"No chicken,\" \"No corn,\" \"No wheat\" and \"No soy.\" Copy correlates to these visuals: \"Specially formulated with fish to limit ingredients that may cause itching and scratching.\"\n
    \n5. Animal nature
    \nThere is a recent movement in the pet food world to give animals the foods they were meant to eat in the wild. By recognizing the physiology of pets as animals, we can treat dogs as dogs and cats as cats, which means giving them high-protein diets with limited ingredients. This trend toward the \"limited ingredient diet\" (LID) and giving animals what they instinctually want is promoted on packaging and illustrations that show animals in the wild, sometimes hunting the food they consume, such as fish.
    \nNatural Balance dog food features a huge \"LID\" on several of its bags. Purina ONE SmartBlend\'s newest line, True Instinct, combines an illustration of an elk and photography of a turkey in the wild and raw chicken and beef chunks in a bowl to convey that this is the food of a dog\'s natural instinct.
    \nAnd pet food isn\'t the only packaging that\'s changed. Pet treats, which used to be considered like Doritos or Twinkies for dogs, are now being made from better ingredients and linked to a specific benefit. For example, Dogswell\'s chicken and duck jerky treats promote things like Happy Hips and Vitality. This moment of emotional connection for pet owner and pet, which used to be all about indulgence, is now also about health: \"I want the enjoyment of treating my dog, but I also want it to be good for him.\"
    \nAll of these changes point to one almost certain fact: If there is a trend blowing through the food and beverage aisle, chances are pretty strong that you\'re going to see them turning up in the pet food aisle. If the design of today\'s packaging is any indication, this is a good thing-though I must confess I\'ll miss all those cute little dog and cat faces. Guess that\'s why the website Cute Overload still exists. \n
    \n\nhttp://www.packagingdigest.com/article/print/523780-Pet_food_packaging_gets_real.php', 'Pet food packaging gets real', '', 'publish', 'open', 'open', '', 'pet-food-packaging-gets-real', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/pet-food-packaging-gets-real', 0, 'thinking', '', 0), (1866, 4, '2013-10-15 13:40:27', '2013-10-15 13:40:27', 'Ever talk to someone who shops at Lululemon? It’s simply not normal how emphatically the brand’s customers -- my wife included -- talk about their leggings (even if they are sheer in all the right places). The Lululemon brand connection is forged on something more than yoga clothing and gear -- it is forged on a lifestyle of health and well-being that makes shoppers feel that they are part of the “tribe.” In fact, Lululemon employs “ambassadors” -- really just adoring fans -- to spread the word about the brand in cities around the U.S. and Canada.\nLululemon knows one important fact about branding today: In order to resonate with consumers, you cannot simply offer products and services. You need to offer a way of life -- an emotional bond that connects one shopper to the next and makes them want to return, again and again. Here are some pointers for brands looking to create a tribe through a total experience.\n
    \nLet your tribe connect with each other\nSeveral fairly recent online communities, including Etsy, Pinterest and Airbnb, are giving their users online spaces where they can connect with like-minded individuals. Etsy calls itself “more than a marketplace: we\'re a community of artists, creators, collectors, thinkers and doers.” Airbnb calls itself “a community marketplace for unique spaces,” while Pinterest puts all the power in users’ hands: “Pinterest is a tool for collecting and organizing things you love.” Users of these sites go to them knowing they will find people with similar tastes to their own, which perhaps grants them permission to spend time there -- and spend time they do, making Pinterest one of the fastest-growing social networks out there right now.\n
    \nElevate your tribe’s purpose\n\nCertain brands approach customers so that their experiences leave them feeling like a better person. At MAC Cosmetics, the attention showered upon you and the personal service allows you to feel comfortable, confident and free to express your desires without judgment. Celebrity endorsers like RuPaul, Lady Gaga and Elton John preach inclusivity and are atypical “beauties” -- a fresh departure from beauty brands that feature flawless, airbrushed models. MAC’s social media efforts, “Back to MAC” social responsibility program and friendly makeup artists create a tribe that is totally inclusive.\n
    \nCreate a community in your brandspace\n\nSoulCycle has turned legions of New Yorkers and Los Angelenos into spin worshippers by offering an experience that elevates exercise to a whole new level. Instead of pushing “celebrity,” SoulCycle markets “real.” People bond on favorite instructors and playlists, and popular classes sell out in minutes. Walls, t-shirts and products are covered with inspiring words, and it would be easy for a new visitor to forget that SoulCycle is actually about spinning. There are celebrity endorsers up the wazoo, like Kelly Ripa and Lena Dunham, but they endorse at their own volition. Once you are inside their studios, there’s no attitude whatsoever…just a group of like-minded people looking to clear their minds and have a bad-ass workout.\n
    \nOffer unforgettably unique experiences\n\nTo create its tribe, American Girl taps into the imaginations of little girls and offers experiences at its stores that doll owners can’t find anywhere else (sorry, Barbie). In the brand’s own words, it is “more than just a store -- it’s a place where her imagination can soar.” Doll owners can take a cooking class with their dolls, or eat next to their dolls at the restaurant, or wait months for a highly coveted appointment at the Doll Hair Salon. American Doll owners spend thousands of dollars to make pilgrimages across the country to the flagship store on Fifth Avenue. Members of the American Girl tribe can bond with one another at historical scavenger hunts and events that revolve around specific dolls, like Julie and Saige.\n\nBut here’s the thing about tribes: They need to stand for something. They need to have a common spirit that pervades a group and the physical trappings that unify, and they need to evolve over time. Brands that don’t do so start to lose their relevancy, and in turn their followers. Don’t believe me? Just ask the Catholic Church.\n
    \nhttp://www.mediapost.com/publications/article/209592/immersive-brand-experience-as-a-way-of-life.html?print#ixzz2hKzQbaKu', 'Immersive Brand Experience As A Way Of Life', '', 'publish', 'open', 'open', '', 'immersive-brand-experience-as-a-way-of-life', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/immersive-brand-experience-as-a-way-of-life', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1867, 4, '2013-10-16 19:39:53', '2013-10-16 19:39:53', 'PE firms can maximize returns by focusing on the customer experience of retail chains\nBy Todd Maute\n\nSome observers apparently think that brick-and-mortar retail businesses are a bad bet for private equity.\n\nBut by paying close attention to the customer-facing side of the chains they invest in, private equity firms stand a much greater chance of maximizing returns - even in the face of the admittedly daunting challenges arising from e-commerce. After all, high-definition broadcasts haven\'t killed live sporting events, and TV evangelists haven\'t stopped people from going to church.\n\nWhen retailers emphasize the point of differentiation their brand offers, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way. Brand loyalty is a huge factor in the value of any retailer, and Forrester Research has found that the customer experience is the driving factor in determining brand loyalty. \"This means companies can\'t expect to outperform competition on price while ignoring their customers\' experience,\" wrote senior analyst Maxie Schmidt-Subramanian in a May 2013 report.\n\nA report from earlier this year highlighted the particular struggles of specialty retail \"category killers\" like Toys \"R\" Us, Sports Authority, Petco, Burlington Coat Factory and Guitar Center, arguing that the private equity heavy hitters that had invested in these chains had, to date, come up short. With the likes of Amazon on a veritable tear, it is certainly valid to question investments in certain specialty retail formats. But because the $10 trillion U.S. economy is consumer-driven to a remarkable extent, retail is too huge a sector for private equity firms to ignore altogether.\n\nClearly, these firms will continue to sink billions of dollars into retail investments of various kinds. So asking whether retail amounts to a bad bet might be the wrong question. It is more productive to ask if private equity firms are playing their hand correctly in this arena, and if they are doing all they can to maximize retail returns. Many private equity firms have yet to focus on the creative, customer-facing side of retail. Are some brick-and-mortar chains too vulnerable to Amazon and its ilk? Certainly. But this hardly means all of retail amounts to a bad bet. Risk can never be eliminated, but by taking a holistic approach that includes the brand and its customers, private equity firms can boost their odds of walking away from the table as big winners.\n\nConsider another, very different, analysis: \"Vindicated,\" runs the headline of Mergers & Acquisitions magazine\'s March 2011 cover story. \"Oak Hill Capital\'s sale of Duane Reade - the 2010 \'Deal of the Year\'- highlights the perseverance of the PE model.\" Here the reporter focuses on Walgreen Co.\'s 2010 acquisition of New York\'s largest drugstore chain, which gave Oak Hill a return of about 1.5 times its approximately $400 million investment in Duane Reade. In the context of the challenges Duane Reade had faced prior to Oak Hill\'s stewardship, this was an impressive result. CBX worked with Duane Reade on its private label, store design and other branding initiatives.\n\nIt was a move that took some courage. Oak Hill had initially invested $239.5 million in Duane Reade, followed by an additional $39.5 million. But it was in the late summer of 2009 when, heartened by a new strategy, Oak Hill risked another $125 million.\n\nWhat was so different about this new approach? It was customer-facing.\n\nTo back up for a moment, when most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale. These back-end changes, which are mostly invisible to the customer, hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain - just about any process improvements that could make the company more profitable. This is part of the standard playbook because it mostly works.\n\nBut, as mentioned, the customer does not usually see or feel these changes directly. Realizing this, Oak Hill decided to go further. A critical part of its approach was to invest in the customer-facing side of the business to drive top-line growth. The chain\'s New York City stores were located on some fantastic corners, but the experience inside them was anything but inspiring, with excessively high gondolas, inaccessible pharmacy counters and dirty floors. Oak Hill\'s 2009 investment was geared toward reinvigorating the stores, as well as the Duane Reade brand.\n\nIn the company\'s press release announcing the acquisition, Walgreens CEO Greg Wasson lauded Duane Reade\'s recent initiatives in urban retailing, customer loyalty and private brand products. He noted that, in the prior fiscal year, Duane Reade had posted \"the highest sales per square foot in the retail drugstore industry nationwide.\"\n\nOak Hill had used consumer and market insights to make dramatic, customer-facing improvements at Duane Reade. As Walgreens noted in the announcement, these included new store designs with wide aisles and contemporary décor, a much improved pharmacy featuring lower service counters for more personalized patient interaction, introduction of \"Doctor on Premises\" walk-in health care and a store-within-a-store prestige beauty concept called \"Look Boutique.\" Walgreens also lauded the launch of a family of exciting new private brands, including food and beverage brand DR Delish and a much expanded customer loyalty program called FlexRewards.\n\nThe Duane Reade nameplate had been transformed into an asset, and so had its private label line - a novel change for a retailer. Now, Walgreens is leveraging many of these brighter, more relevant brands across its portfolio.\n\nDollar General is another example of a private equity firm using customer-facing changes with a powerful effect. When Kohlberg Kravis Roberts & Co. (NYSE: KKR) acquired Dollar General in 2007 for $7.3 billion, the chain was hardly a dog. But KKR was not content to focus on back-end efficiencies alone.\n\nInstead, the firm took an aggressive approach to the customer-facing side of Dollar General\'s business. It elevated the look and feel of the stores, seeking to make them fresh, bright and clean, and launched a rebranding initiative with shiny yellow carts and baskets. It updated signage with messaging trumpeting \"the new Dollar General,\" and launched customer-centric store formats with smarter merchandise adjacencies, wider aisles and more convenient checkout.\n\nDollar General also expanded its consumables presentation, ramping up its emphasis on packaged foods, snacks, beverages, beauty aids and more. In its 2009 annual report, the chain noted that its new crop of private-label brands in particular had gone a long way toward boosting gross profits.\n\nBuoyed by these changes, Dollar General went public in November 2009 - the largest retail IPO in nearly 14 years. Today, Dollar General continues to build sales per square foot and generate solid same-store sales on top of one prior-year gain after another. And of course, the chain continues to show enviable earnings growth and profit margins: In fiscal 2012, net income climbed 24.3 percent to $973.1 million on an 8.2 percent increase in sales to $16.02 billion. With that, net margin expanded to 6 percent of sales from 5.2 percent in fiscal 2011 and 4.8 percent in 2010. This attests to Dollar General\'s ability to engage customers with the right product mix and pricing.\n\n\nhttp://www.themiddlemarket.com/maj/2011_61/the-secret-to-success-in-retail-pe-backed-retail-243989-1.html\n', 'The Secret to Success in Retail', '', 'publish', 'open', 'open', '', 'the-secret-to-success-in-retail', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/the-secret-to-success-in-retail', 0, 'thinking', '', 0), (1868, 4, '2013-10-18 21:03:37', '2013-10-18 21:03:37', 'Convenience Store News cites CBX’s foodie-friendly design for Wawa’s new Florida stores, along with chain’s social media strategy, mobile app and strong focus on customers.
    \n\nThanks in part to a new store prototype created by New York-based brand agency and retail design firm CBX, Wawa was named Convenience Store News magazine’s “Innovator of the Year.”\n\n“Always one of the leading innovators in the c-store industry, Wawa in the past year seems to be taking convenience retailing to a new level,” the magazine wrote in its October cover story. “With its successful entry into Florida, innovative use of social media, a mobile app initiative and continued focus on the consumer, Wawa has been selected by the editors of CSNews as the 2013 Retailer Innovator of the Year.”\n\nIn describing the Pennsylvania-based chain’s rapid rollout in the Florida market, the magazine noted: “To make this great first impression, Wawa needed to do more than just transplant its Mid-Atlantic store model to the South…To introduce itself to customers in central Florida, Wawa worked with store design firm CBX to unveil the retailer\'s first major new store concept since the late 1990s. The new design uses ‘fresh’ decorating cues such as natural materials, floor to ceiling glass windows, warm colors, an outdoor seating area and a redesigned, highly visible kitchen/sandwich-making area.”\n\nThe article goes on to quote Wawa President and CEO Chris Gheysens on the integral role the design played in capturing the imagination of Sunshine State shoppers. (This work also previously earned CBX an Honorable Mention in the magazine’s 2013 Retail Design Awards.)  “We felt we needed a fresh design, driven by the psychology of the Florida customer,” explained Gheysens.  “The new store design has really informed the majority of people who didn’t previously know Wawa and what the brand stands for: fresh, great-quality food and beverages, and convenience…When you walk into the store, you see people making food, as well as digital signs romancing the offer. There’s no mistaking that we are in the fresh food and fresh beverage business.”\n\nVeteran c-store designer Joseph Bona, President of Branded Environments at CBX, added: “With its signature coffee bar, open kitchen, fresh-baked goods and other distinguishing characteristics, Wawa needed to makes sure Floridians understood this new entry was a cut above other convenience stores. People tend to think of any building with gas pumps as a run-of-the-mill convenience store, but we were intent on making sure Wawa’s brand did not fall victim to this ‘gas penalty.’ We’re delighted that customers and peers are giving Wawa’s design rave reviews.”\n\nWith more than 600 stores in Pennsylvania, New Jersey, Delaware, Maryland and Virginia, Wawa has rolled out 25 stores in Florida since entering the state in July 2012. Demand at many of these locations was so great that staff had to be beefed up and kitchen and stockroom areas expanded, the magazine notes.\n\nAs noted, among other things, Convenience Store News also lauded the chain for its innovative use of social media, a mobile app initiative and continued focus on the consumer. Those endeavors have helped Wawa’s Facebook page accumulate more than 1 million “likes.”\n\n ', 'Store Design by CBX Helps Wawa Take \"Retail Innovator of the Year\"', '', 'publish', 'open', 'open', '', 'store-design-by-cbx-helps-wawa-take-retail-innovator-of-the-year', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/store-design-by-cbx-helps-wawa-take-retail-innovator-of-the-year', 0, 'thinking', '', 0), (1869, 4, '2013-10-17 15:27:06', '2013-10-17 15:27:06', 'NACS Show: It\'s more than a logo or a look, experts say \n\nA once-bitten fruit. A red bull\'s eye. A green mermaid.\n\nThey are not just an apple or a dart\'s destination or a mythical creature of beauty and mystery. They are the iconic signatures that require neither words nor clues to know their owners.\n\nAre these images what made Apple, Target and Starbucks the irresistible brands they are today, or are they the embroidery woven into a culture--the cues of brands we trust?\n\nThis critical question was the subject in a provocative session called CEO\'s Own Your Brand. The 50-minute session, which many executives later hailed as the best among a rich schedule of education at the NACS Show, featured Quinn Ricker , president and CEO at Anderson, Ind.-based Ricker Oil Co.; Joe Bona, retail division president at New York City-based designers CBX; and Scott Willy, co-owner of Indianapolis-based creative specialists Three Sixty Group.\n\nTo many, brand is synonymous with logo. Wrong, said Bona.\n\nLogos are the signposts, the winks of a brand with which you want to do business. \"Apple has changed the meaning of an apple,\" he said. \"Sometimes, [logos] are the symbol without the word. They\'re the personality and sign that I immediately know it\'s Target.\"\n\nSimply put, the brand is your promise. And if the promise is kept, the logo is that evocative emotional connection.\n\nActing Big\n\nRicker speaks eloquently from the point of view of a multi-generational, family-run business that has long successfully competed against chains more than four or five times its size. But such measures of assurance were disrupted when Quinn\'s share group visited his family\'s Ricker\'s stores in Indiana.\n\n\"They blistered us,\" he said of his group\'s members. The stores were not cohesive, the brand was not cohesive, they told him.\n\nAdding to the challenge was that the operator had acquired a fleet of ampm stores in 2008 as BP divested its company-owned units. Suddenly, Ricker\'s possessed multiple formats with a wide range of architectural and design motifs.\n\nRicker contracted the Three Sixty Group and the team undertook a detailed introspection. What kind of stores do we want to be? How does the appearance convey a promise and what is that promise?\n\nRicker\'s invested significantly in upgrading the exterior and interior of its stores, adding an elegant brick accent to the exterior, a palate of warm colors that not only would be employed inside, but would become the color scheme to all marketing and communication materials.\n\nIndeed, when the company opened a store in Feb. 2012, Ricker at the time heralded it as a the new flagship store, one substantially larger than the legacy network that ranged up to 2,400 square feet. The new unit, topping 4,000 square feet, ushered in a more relaxing atmosphere anchored in a dynamic foodservice program, higher-scale flooring and granite countertops.\n\nAugmenting the expanded store is Ricker\'s Rewards, one of the industry\'s most promising loyalty programs bolstered by a 10-cent-per-gallon savings in exchange for users\' banking information. The program is backed by an aggressive media campaign and, in a bold move for the upcoming NBA season, Ricker\'s is paying the Indiana Pacers to promote its Ricker\'s Rewards Get Pumped loyalty program as the commercial between third and fourth quarters of all home games.\n\n\"I have to look bigger than I am,\" Ricker said, later adding, \"I compete against Speedway and some other pretty good companies. I can\'t afford to look small. The customers need to think of me as one of the big boys.\"\n\nAnd that point is key. Your brand is not restricted by size--you don\'t have to be big to act big, said Willy.\n\n\"We live in a time when we are highly visual,\" Willy said. \"Design is the new currency we are all living in.\"\n\nhttp://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/defining-your-brand', 'Defining Your Brand', '', 'publish', 'open', 'open', '', 'defining-your-brand', '', '', '2018-09-27 17:58:40', '2018-09-27 17:58:40', '', 0, 'http://cbx.cappendev.com/thinking/16/defining-your-brand', 0, 'thinking', '', 0), (1870, 4, '2013-10-21 15:43:14', '2013-10-21 15:43:14', 'By Satoru Wakeshima\nSo, you go through the long, arduous task of an agency selection process. “We’re not looking for just a great agency,” you say. “We’re looking for someone that will truly partner with us.”\nThe agencies go through a rigorous request-for-information (RFI) and request-for-proposal (RFP) process that involves lots of important people who have little time for this kind of thing, but “this will affect the future of our organization and our brands!” Then each agency is brought in to demonstrate how it is different, answer questions with all the right answers, and put on a show. Finally, you’ve found them—the agency you’ve been searching for. Great people, incredible talent, the right experience, and, thanks to procurement, a great price! You’re excited and they’re excited, too. “We love these guys! GREAT! (pause) Now, we can’t stand them.”\n\nUnfortunately, those quickly changing feelings are common. Why?\n\nLet’s look at how a partnership between an agency and a client compares to other partnerships in our lives.\n
    \n1. Money Matters\n\nMost people don’t have to pay someone to be their friend, mate, or partner. Money makes a relationship awkward. But here’s the truth: The creative folks aren’t in it for the money. The money is a necessary means for people to be creative for a living. Creative people are motivated by the opportunity to do great work. We want the work to be great, not for our clients, but for us. Why is this important? Because to get the best work out of a creative agency, you have to get past any misconception that they’re out to get you. They’re not. A creative agency’s work is its calling card. The more successful the work, the better we look. The better we look, the better we feel.\n
    \n2. Expertise and Experience Means Something\n\nThink about other relationships where your expectation is that the person you’re paying has specific expertise or experience—doctors, lawyers, mechanics, accountants, etc. These people “work for you,” but you’re likely to want to work with them because they’re trying to help you. You don’t usually tell a doctor or lawyer how to do their job because they’re experts. Are the folks in your agency experts in what they do? They should be. And didn’t you just go through a very rigorous process in hiring them?\n
    \n3. Your Partner Wants to Help You\n\nHow is your relationship with your doctor different than your relationship with your gardener? You have a much more respectful relationship with someone who’s trying to help you solve bigger problems. There’s a lot more on the line when you’re dealing with your health or legal matters, than if your grass is cut too short. Your agency is trying to help you solve brand problems—that’s pretty important.\n
    \n4. Respect One Another\n\nThere are also relationships where you’re paying someone to do something that you know how to do, but don’t really want to do, like cutting your lawn. Unfortunately, you’re not likely to show these people the same respect you would your doctor. (Truth.) But these people are likely to want to do a better job for you. Whether you’re asking your agency to help you with highly strategic, creative work, or maintenance work, you want them to feel like everyone’s on the same side. Because ultimately, you’re all working towards the same objective: great work.\n\nWe agency people are like puppy dogs; we want you to love us and we want to please you more than anything. Tell us you love us, treat us with love and respect, and we’ll bend over backwards for you. Hell, we’ll even give you extra work for free! Treat us like we’re on opposing sides and… well, we’re less likely to want to please you.\n\nYou don’t need to show your agency “who’s boss.” Trust me, we already know. Because without our clients, we have no business.\n
    \n5. Good Partnerships Are Fair\n\nIn any partnership, there’s give and take. Each partner needs to feel like they’re getting something in return for what they’re giving. Like in any business partnership, there’s a value associated with time. If something requires a lot of time or needs to be done in a really short amount of time, it generally costs more. But being fair isn’t just about money. One of the most important factors in making either scenario work is the amount of your time you invest in setting your agency up to succeed. Your time in planning, preparing, organizing, gathering, and explaining will directly impact their performance.\n\nBeing fair also means being loyal. When you’re loyal in a relationship, it can prosper. Play the field, and the relationships become less meaningful. It’s common for clients to require their agencies to sign contracts that prohibit them from working with their direct competitors. But is that a commitment from both partners? Just like a person who dates too many people at the same time, gets a reputation, so can business partners. Just like in a good personal relationship, with commitment comes trust.\n
    \n6. Trust Is Everything\n\nThe best partnerships are founded on trust. Trust is earned over time and demonstrated by actions. We typically enter a partnership cautiously—that’s natural. But just as agency needs to earn a client’s trust, clients can do things to earn an agency’s trust, whether by helping them communicate their perspective to senior leadership, working with them to secure more time for the project, or just truly listening to what they’re saying. Trust is what makes each partner feel like they’re on the same side.\n
    \n7. Don’t Forget to Appreciate Your Partner\n\nI really appreciate great clients who exemplify the word “partnership,” and I let them know how much we appreciate their support. I tell them and I show them by treating their business like our business. Saying thanks, dropping a little love note, and showing your partner how much you appreciate them goes a long way. Don’t worry—you don’t need to remember birthdays or buy flowers. But like a good marriage, a good business partnership does take effort.\n\nSo in the end, the client and agency partnership is actually quite a lot like the other relationships in one’s life. There will be bumps in the road, walks in the park, celebrations, and sometimes tears along the way. But with the right partner, the work is worth it.\n
    \nRead more: http://www.mpdailyfix.com/seven-things-marketers-need-to-know-about-agency-partnerships/\n', 'Seven Things Marketers Need to Know About Agency Partnerships', '', 'publish', 'open', 'open', '', 'seven-things-marketers-need-to-know-about-agency-partnerships', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/seven-things-marketers-need-to-know-about-agency-partnerships', 0, 'thinking', '', 0), (1871, 4, '2013-10-25 16:38:24', '2013-10-25 16:38:24', 'In blog post for MarketingDaily, veteran CBX brand consultant offers advice on using immersive brand experiences to create a ‘way of life’ for consumers.\nAs they seek to capture the imaginations of consumers, today’s brands cannot simply offer products and services. Instead, writes CBX Managing Partner Gregg S. Lipman in an Oct. 9 blog post published by MediaPost’s MarketingDaily, the onus is on brands to offer a way of life—an emotional bond that connects one shopper to the next and makes people want to return to the store, again and again. \n\n“Ever talk to someone who shops at Lululemon?” writes Lipman, the veteran brand consultant and co-founder of the New York-based brand agency. “The Lululemon brand connection is forged on something more than yoga clothing and gear—it is forged on a lifestyle of health and well-being that makes shoppers feel they are part of the ‘tribe.’ ”\n\nIn the post (“Immersive Brand Experience as A Way of Life”), Lipman offers pointers for brands that aim to create a Lululemon-like tribe of their own. The first is “Let your tribe connect with each other.” Citing online communities such as Etsy, Pinterest and Airbnb, Lipman emphasizes the importance of creating online spaces that enable shoppers to connect with like-minded individuals. “Users of these sites go to them knowing they will find people with similar tastes, which perhaps grants them permission to spend time there,” he writes, “and spend time they do.”\n\nThe next is “Elevate your tribe’s purpose.” Here, Lipman describes how certain brands craft uplifting customer experiences in ways that leave people feeling better about themselves. “At MAC Cosmetics, the attention showered upon you and the personal service allows you to feel comfortable, confident and free to express your desires without judgment,” he writes. “Celebrity endorsers like RuPaul, Lady Gaga and Elton John preach inclusivity and are atypical ‘beauties’—a fresh departure from beauty brands that feature flawless, airbrushed models.” \n\nAnother pointer is “Create a community in your brand space.” Lipman cites the highly popular spinning classes of SoulCycle, which have turned legions of New Yorkers and Los Angelenos into spin worshippers. “People bond on favorite instructors and playlists, and popular classes sell out in minutes,” Lipman explains. “Walls, t-shirts and products are covered with inspiring words, and it would be easy for a new visitor to forget that SoulCycle is actually about spinning.”\n\nLastly, Lipman encourages brands to “Offer unforgettably unique experiences.” For example, American Girl offers experiences at its stores that doll owners cannot find anywhere else. “Doll owners can take a cooking class with their dolls, or eat next to their dolls at the restaurant, or wait months for a highly coveted appointment at the Doll Hair Salon,” he notes. \n\nIn the conclusion to the piece, Lipman cautions that brands will fail at creating tribes if the effort is inauthentic. “Here’s the thing about tribes: They need to stand for something,” he writes. “They need to have a common spirit that pervades a group and the physical trappings that unify, and they need to evolve over time. Brands that don’t do so start to lose their relevancy, and in turn their followers.”\n\nRead more: http://www.mediapost.com/publications/article/209592/immersive-brand-experience-as-a-way-of-life.html#axzz2i072nrGG\n', 'Brands Should Be In The \"Tribe-Building\" Business, Lipman Writes', '', 'publish', 'open', 'open', '', 'brands-should-be-in-the-tribe-building-business-lipman-writes', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/brands-should-be-in-the-tribe-building-business-lipman-writes', 0, 'thinking', '', 0), (1872, 4, '2013-10-25 17:20:49', '2013-10-25 17:20:49', 'By Crosby Renwick\nSure, the Internet plays an aggressive game. It’s looking like the Internet business is trouncing the retail business. However vast an assortment or low the prices a retailer offers, the Internet does it better and cheaper. The prognosticators all say the same thing: What little growth there will be in consumer spending over the next five years is mostly going to happen online.\n\nBut, the bricks-and-mortar model can start winning again by leveraging its natural talent with the changing conditions.\n\nChanging conditions? Well, that would be the aging of the marketplace. It’s a fact: Got to go with it. On the face of it, this changing condition looks threatening versus assistive because older people don’t spend as much on goods — they’ve pretty much already bought everything they really need. But they buy services. In fact, for several decades households have been increasing their expenditures on services while expenditures on goods as a percent of all spending have been going down.\n\nNatural talent of retail? That would be service. Yes, service. Haven’t bricks-and-mortar retailers been in the service business all along? Especially mom-and-pop stores, who buy, edit, arrange, display and demonstrate an array of products while bringing them close to the customers. That’s service, I think. It’s a natural talent missing from the Internet; you can’t click and order services. Services most likely require in-person experiences within bricks-and-mortar.\n\nServices for the aging population already happening at retail\nWe’re already seeing a lot of healthcare coming to retail — from walk-in clinics and urgent care centers to large insurance companies opening storefronts to counsel on health policies. Even laboratory testing has gone this route: AnyTestNow, a national chain of walk-in labs offering any blood or urine tests without a doctor’s prescription, already has over 100 retail sites.\n\nBut the explosive growth of the senior population brings with it opportunities that go well beyond storefront medical and insurance services. Here’s just a few of the concepts that could help fill some of those vacancies on Main Street, in malls or in strip centers:\n\nSenior Social Clubs\nOne of the biggest services retail can provide is bringing like-minded people together. Just like those yoga fans who flock to Lululemon for classes — and, of course, the store’s yoga wear — lots of seniors are going to be looking for company. Here’s the idea: group senior care packaged as “Senior School” or “Senior Social Club” — complete with a gym, reading class, art programs, a woodshop, talent shows. Where do I sign up?\n\nBut why locate in retail space? Couldn’t this be done in a church basement or on any other location besides Main Street? Yes, but by being front-and-center, by being at the core of a community rather than hidden away, you increase awareness and acceptance. By being in the center of it all with retail locations, the Senior Social Club doesn’t get forgotten — it’s right in front of you everyday. Drive by, walk by and you’re reminded it’s there. And when Mom or Dad have left the stove on again, the solution is right there.\n\nIntegrative Pharmacy\nSimple idea: Look at what Whole Foods Market has done to the supermarket industry by specializing in pure, natural and/or organic. The boomer generation fell for it hard and fueled their growth. In comparison, “conventional” supermarkets now look a little un-natural.\n\nThe same opportunity exists in the drugstore business. All the big drug chains turned themselves into convenience stores in the past 20 years. Pharmacy is still a major part of their business, but nobody specializes in it anymore. And, what a giant, dependable business it is. Indeed, the elderly average six prescriptions per person, to be taken every day for the rest of their lives. \n\nThe people who shop at Whole Foods, Trader Joe’s and the like are believers in “integrative medicine” — the best of both the eastern and western worlds of healing — naturopathic (plant-based) remedies combined with western pharmaceuticals. The problem is those folks won’t find any national or regional chains that could be deemed ‘The Whole Foods of drug stores.’ To those shoppers, a drug store featuring a ‘natural’ front end amply stocked with herbal remedies, teas, vitamins, supplements, and organic beauty/personal care items, the clinical pharmacy department would appear safer, better, smarter. Staffed with knowledgeable people, an “Integrative Pharmacy” could be a national hit.\n\nSenior Living Superstore\nIf you’re over 50, you or one of your friends is likely thinking about moving to a house that is more “senior-friendly” — more accessible, no stairs, higher toilets, showers instead of tubs, etc. A Home Depot-type store that could help you modify your existing house could potentially save you thousands of dollars. This one-stop emporium would be a place where you can get a stair lift, grab bars, motion-sensitive lighting or even arrange to have an elevator installed. While we’re at it, let’s surround these home-modification products and services with the thousands of items that have been specifically designed for an aging population — from large-type books to invisible hearing aids. Today, the only retail place where you can access even a modest assortment of these products is a hospital supply store. It’s probably located on the wrong side of town, it’s grey, badly lighted and there’s a wheelchair and toilet seat in the window — and probably a dirty window, to boot. Instant downer.\n\nThe opportunity is to bring it all together under one roof, clean it up and make it a pleasant place to shop.\n\nWhen you think about it, the only place where the Internet beats bricks-and-mortar is on low prices for commodity goods. Who wants to be in that business anyway? Let ‘em have it and let’s get on to targeting growing markets with high-margin services.\n\nLet’s apply what retail really already does better — servicing its clientele — and focus those services on the exploding aging population.\n\nRead more: http://chainstoreage.com/article/advantage-retail', 'Advantage: Retail', '', 'publish', 'open', 'open', '', 'advantage-retail', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/advantage-retail', 0, 'thinking', '', 0), (1873, 0, '2018-09-27 16:52:12', '2018-09-27 16:52:12', '', 'Logo_OxxoGAS', '', 'inherit', 'open', 'closed', '', 'logo_oxxogas', '', '', '2018-09-27 16:52:12', '2018-09-27 16:52:12', '', 1599, 'http://cbx.cappendev.com/app/uploads/2018/09/Logo_OxxoGAS.png', 0, 'attachment', 'image/png', 0), (1874, 4, '2013-10-25 19:00:31', '2013-10-25 19:00:31', 'East Coast-based convenience store operator WaWa is expanding through the state of Florida with a new prototype designed to reflect the language and style associated with Floridian vernacular architecture. \nOn the exterior, pastel colors, clapboard siding, pitched roofs and front porches reference historic south and central Florida building types. At the same time, travelers from the Mid-Atlantic states will find the chain’s familiar “winged” gas canopy, the welcoming centrally located entry portal and familiar Canada Goose logo\n \nA spacious open layout, with high ceilings and abundant natural lighting, gives the interior an inviting, modern feel. Digital signage is used to highlight the store’s food and beverage offerings in a fun, appetizing way\n \nA vibrant red-tiled wall placed front and center highlights the new center island kitchen. Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch-screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\n\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers to create a sense of place.\n\nWith more than 600 stores in Pennsylvania, New Jersey, Delaware, Maryland and Virginia, Wawa has rolled out 25 stores in Florida since entering the state in July 2012.\n\nDesign: CBX, New York City\n\nRead more: http://chainstoreage.com/article/wawa-various-locations-florida', 'WaWa, various locations in Florida', '', 'publish', 'open', 'open', '', 'wawa-various-locations-in-florida', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/wawa-various-locations-in-florida', 0, 'thinking', '', 0), (1875, 4, '2013-10-30 20:26:46', '2013-10-30 20:26:46', 'After seven years in concept and nearly a year in construction, it’s finally here!\r\nThe new Fare & Square grocery store in Chester, Pa., has opened to serve the residents of this city without a supermarket for nearly 12 years. Once a center of shipbuilding, Chester lost industry and half its population after World War II. Today, Chester’s population numbers around 33,000 people, but it was nearly impossible to buy a head of lettuce or anything else fresh until Fare & Square opened for business. Chester had become a food desert—one of the 35 food deserts in the Delaware Valley, according to the USDA.\r\n\r\nAbout 200 people gathered for the ribbon cutting held Sept. 28, followed by lines of customers waiting to shop the new 13,000-sq.-ft. store. Once inside, they immediately could see generous displays of produce arrayed on tilt-style tables, while pendant lighting called attention to freshness and quality. But there was more: a wide variety of additional fruits and vegetables lining the walls was both inspiring and appetizing—as well as staples and additional specialty departments.\r\n\r\nThe new store represents Chester’s first grocery store in more than a decade and gives residents of Chester easy access to a full range of fresh and national brand foods that have not been available since its last full-scale grocer closed in 2001.\r\n\r\nPhilabundance, a hunger-relief organization located in the Delaware Valley behind the non-profit store, commissioned New York based branding and design firm CBX to handle the design.\r\n\r\nNow, what’s interesting about that is not just the fact that CBX has years of experience in the supermarket and c-store industry, but that Philabundance wanted to create an environment that would reflect the hopeful and respectful nature of its goal to create a store that could look at home in any community. Translated that means no cut cartons or obvious cutting corners on the look and feel. And, while it’s no Dean & Deluca, the store’s fixtures, lighting, flooring and décor package would be at home in for-profit supermarkets. Consistent with for-profit grocery stores, Fare & Square specialty departments include not only produce but also dairy, deli, meat and seafood.\r\n\r\nf&s 2.JPGThe colorful Fare & Square logo—a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square—designed by Philabundance and LevLane Advertising—provided CBX inspiration for the overall palette of bright green and shades of saturated purple, with splashes of yellow and orange. Modern elements, such as light-colored woods and stainless steel trim, round out the colors and materials. Lending a local connection is the one-of-kind murals designed and executed by area artists.\r\n\r\nIn the end, CBX was asked to make Fare & Square an energizing and inspiring, but comfortable, place to shop and congregate. Philabundance hopes to replicate this model in other communities in the Delaware Valley region.\r\n\r\nHere’s a big salute to the new Chester store and its residents. While your juices are flowing, we’d love to read your thoughts. Leave any taste in the comments section.\r\n\r\nRead more: http://retaildesigndiva.ddionline.com/2013/10/dignity-by-design-at-fare-square.html', 'Dignity by Design at Fare & Square', '', 'publish', 'open', 'open', '', 'dignity-by-design-at-fare-square', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/dignity-by-design-at-fare-square', 0, 'thinking', '', 0), (1876, 4, '2013-10-31 20:42:26', '2013-10-31 20:42:26', 'By Todd Maute\nWith upwards of 12 million viewers, AMC’s “The Walking Dead” certainly gives advertisers access to hordes of American consumers. But of course, it all depends on the target demographic you’re trying to reach. If the agency is peddling the likes of Ax Body Spray, the new “Assassin’s Creed” videogame or the Hollywood remake of Stephen King’s “Carrie,” then buying time on a show filled with brain-eating zombies is … well, a no-brainer. After all, “The Walking Dead” is a massive hit with the 18-to-49 rating. But of course, if you’re pitching products such as Celebrex or subscriptions to Readers Digest, you might want to steer clear of horrific gore fests and go with the kind of traditional sitcoms and dramas proffered by CBS.\n\nReach plus the target demographic. It’s advertising 101. And yet even as they spend vast sums on both traditional and digital media buys, many American retailers could reap powerful benefits by using private brands to deliver targeted messages right to their most valued customers. The key is to start thinking differently about the role of those private brands. Yes, these are products. But private brands also represents a medium of mass communication unto itself—with a targeted reach that can be as impressive as any traditional media buy.\n\nAd campaigns are all about consumer impressions. But think about the multiple impressions created, day in and day out, by the Private Brand lineup in retail environments. To be specific, every private brand purchase carries with it three distinct impressions:\n\nWhen the consumer sees the product on the shelf (presentation);\nwhen the shopper buys the product (purchase);\nand, finally, when the consumer actually consumes or uses the item (product experience).\n\nLet’s say a major national grocery chain happens to sell 50 million units annually across a broad spectrum of private brands. Not only will this translate into a whopping 150 million impressions annually, it will also give the company the ability to precisely target those impressions: For example, a grocer aiming to woo more affluent shoppers and compete with the likes of Whole Foods could ramp up its organic, non-GMO, premium line, all the while smartly branding it to send a clear message to these consumers about the chain’s commitment to quality and sustainability.\n\nIn this way, presentation, purchase and product experience can powerfully shape customer loyalty and bolster the company’s brand. This is a big departure from the traditional, product-led approach to private brand: “How do we source product at a good price, get it on the shelf as quickly as possible and sell as much of it as we can?” Where is the brand building in such an approach? Where is the appreciation for the sales and marketing value of well-executed private brands?\n\nA brand-led strategy is one in which you consciously tell a story. Every part of the process—the packaging, merchandising, product type (organic, natural, premium, etc.)—is seen as an opportunity to create a favorable impression.\n\nChains such as Safeway, Trader Joe’s, Wegmans and Kroger understand these dynamics. They have been using private brand to build stronger loyalty. The benefits here are twofold: It allows them to enjoy the profits generated by higher private brand sales, but it also helps them save money on traditional (and often extremely expensive) media spends. Indeed, private brand stalwart Trader Joe’s doesn’t even bother with traditional media. Its newsletter, The Fearless Flyer, isn’t the company’s primary ad vehicle—that role is played by the private brands in Trader Joe’s stores.\n\nFor years now, brands have used traditional media to tell a single story. For Volvo, that story hinges on safety. For Geico, it’s all about saving money. Likewise, you can use a diverse array of private brands to weave a thematically coherent narrative, so long as consistent elements of that story—i.e. particular brand attributes—echo throughout the respective private brands. For example, Walgreens brands—names like Nice, Good & Delish, Ology, Pet Shoppe and more—combine to form a go-to-market strategy that supports a happy and healthy lifestyle. Walgreens has developed a private brand portfolio based on its target consumer, not just on category-related considerations.\n\nA Super Bowl ad makes lots of impressions, but only lasts 30 seconds. A brand-led private brand strategy will deliver results over the long term. This is simply a more powerful approach than the traditional focus on securing low cost product and putting it on the shelf without leveraging its sales, marketing and branding potential. Amid tenacious competition as well as trends such as consolidation, Internet retailing and product commoditization, can today’s retailers really afford to take such old-school strategies into the 21st century? Well, it’s important to play nice, so we’ll avoid calling them “The Walking Dead.”\n\nRead More: http://mypbrand.com/2013/10/30/private-brand-as-media-using-your-brands-to-build-customer-loyalty/', 'Private Brand as Media: Using Your Brands to Build Customer Loyalty', '', 'publish', 'open', 'open', '', 'private-brand-as-media-using-your-brands-to-build-customer-loyalty', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/private-brand-as-media-using-your-brands-to-build-customer-loyalty', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1877, 4, '2013-11-04 17:08:48', '2013-11-04 17:08:48', 'Even seemingly commonplace products feel premium with the right narrative.
    By Nancy Brown\n\nHave you ever found yourself telling an elaborate story at a dinner party, all eyes on you, when you realize … you have no idea where the story is going? That’s precisely what it’s like when your brand doesn’t have a good story to tell: It falls flat with its audience. And if your brand doesn’t have a good story, chances are your packaging doesn’t, either.\n\nMost brands and many of our clients have been working on focusing their stories and delivering them on pack. Even if they don’t have a riveting backstory, they strive to forge an emotional connection with consumers through narrative. In fact, “narrative” and “storytelling” are two of the biggest buzzwords in the branding world right now.\n\nLuxury brands know that in order to get people to shell out the big bucks, they have to create a world that makes people aspire to live a certain lifestyle. A recent Louis Vuitton ad showcased Angelina Jolie on a boat in Cambodia, and Tiffany ads have always evoked a romantic, fairytale mood, long before the store was immortalized by Audrey Hepburn. But it’s interesting to see masstige brands now using storytelling on pack to attract and keep consumers. Mars’ American Heritage Chocolate, Walgreens’ Ology, Harney Teas and The Art of Shaving brands all use unique narratives to elevate their brands and connect with audiences.
    \nAMERICAN HERITAGE CHOCOLATE\n\nThere have always been premium chocolate brands. Godiva set the original gold standard, and with the advent of the artisanal, small-batch food movement, a whole new generation of chocolate brands, such as Vosges, Mast Brothers and MarieBelle, have taken these confections to a new prestige level. These products feature well-crafted stories and beautiful packaging that elevate the chocolates to art. It seems that masstige brands are following suit. The recently redesigned American Heritage Chocolate — a gifting chocolate from Mars, for which my company did the redesign — puts its heritage story front-and-center. Only colors, typefaces and imagery found during the 1800s were used for the new design, yet they seem totally modern. “From the historic division of Mars” is prominently highlighted on pack. Actual writing — in a cursive reminiscent of the Declaration of Independence — appears behind a brightly colored illustration that speaks to the era and pops against an otherwise neutral palette. This historic, yet modern, look is a differentiator in the category and a more upscale direction for the brand.
    \nWALGREENS’ OLOGY\n\nA few years ago, people would have laughed if you told them that in 2013, a private-label brand would be considered upscale, let alone have a strong narrative to its brand. And yet, Walgreens’ Ology line of products has completely elevated the categories of baby, personal care and household cleaners to new levels, with a narrative that communicates the importance of a healthier, happier world through great design. Ology products are all about “well. being.” and as such, the messaging on pack plays into the origin of the product (e.g., toilet paper made from sugarcane husk and bamboo), what’s not inside (“100% Tree Free”) and just why it is good for environment (“Traditional paper is made from trees that take up to 35 years to replace.”). The packaging is meant to appear handmade, and the design CBX crafted has a hand-drawn feel that is playful, approachable and above all, really conveys the brand’s story.
    \nHARNEY & SONS FINE TEAS\n\nHarney & Sons Fine Teas recently entered the bottled iced tea and juice market with organic tea and juice flavors. The company, which previously just sold tea bags and loose tea, went for a more premium direction for its bottled beverages by giving the product labels the look of a Far East tea company, a direct reference to the tea’s Indian origins. This plays into the company’s brand mission to “educate the world of tea history and taste.” Clear bottles are distinctly upscale, as is Harney’s softer color palette and minimal text that lets the product speak for itself. In truth, Harney & Sons is a family-owned and operated company based in upstate New York, but it is telling a different, larger scale story — about the exotic world of teas in general — with these products.
    \nTHE ART OF SHAVING\n\nHow’s this for a story? “A loving wife with a background in the spa industry makes her husband, with sensitive skin, a special oil to use before shaving. Husband realizes this oil is something special; the couple sells their car to fund the business, and they open a boutique that becomes a New York sensation. Eventually, company gets bought by P&G, and the couple lives happily ever after.” Sound like a fairytale? Well, it’s the true story of The Art of Shaving. Fortunately, the packaging’s clean, classic, barbershop feel has not been lost in the translation from boutique to mass brand. Neither has the “Art” in The Art of Shaving’s name, which refers to the brand’s heritage, and the line has a small-batch feel that references its origin in the owners’ kitchen. Through the premium cosmetic story it tells on the packaging, The Art of Shaving has been able to break out of a commodity category and position itself as an essential part of men’s everyday routines.\n\nDon’t get me wrong: I’m not claiming that the design of these brands is on par with those of Gucci and Prada. But there is something to their packaging that feels undoubtedly premium, draws me in and makes me want to know more about their stories. These days, it’s all about the world you craft, the story you tell and how you use your packaging to tell it. It may not be Capote’s “Breakfast at Tiffany’s,” but chances are, if you have a good narrative, consumers will keep coming back for more.\n\nRead more: http://www.brandpackaging.com/articles/84651-elevating-everyday-products-to-extraordinary-indulgences', 'Elevating Everyday Products to Extraordinary Indulgences', '', 'publish', 'open', 'open', '', 'elevating-everyday-products-to-extraordinary-indulgences', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/elevating-everyday-products-to-extraordinary-indulgences', 0, 'thinking', '', 0), (1878, 4, '2013-11-05 15:53:36', '2013-11-05 15:53:36', 'Innovation is key in retail — so long as it is rooted in realism\nBy Joseph Bona,\n\nIn media interviews of late, Beth Newlands Campbell, the new CEO of Food Lion, has been offering reporters a frank assessment of the supermarket chain’s ho-hum, middle-of-the-road situation: “Staying the same,” she explains, “is not an option.”\n\nSlogans such as these can only go so far. But in the topsy-turvy world of 21st-century retailing, you could do a lot worse than Campbell’s mantra. Retailing, after all, continues to be rife with homogeneity, commoditization and redundancy. Imagine a team of researchers conducting a blindfold test. They strip the logos from inside a wide range of drugstores, supermarkets and big boxes. Then they bring in some blindfolded consumers. Would these shoppers, once their blindfolds were lifted, actually know where they were? Arguably, many would not have the foggiest idea whether they were in chain X, Y or Z.\n\nSuch is the sameness of the shopper experience today. While there are leaders in various retailing categories — among supermarkets, for example, chains like Whole Foods, Trader Joe’s and Fairway have carved out distinct identities — many other operators would likely flunk the blindfold test. Their stores are neither good nor bad. They utilize similar layouts, offer basically the same type and level of customer service, sell the same products at the same or similar price and their store environments are generic at best.\n\nTo be stuck in the middle in this way is to be on a clear path to irrelevance. For the likes of Food Lion, the trick is to figure out how to give consumers a clear reason to drive past the competition and stroll into your store. Retailers are in control of their own destinies, but to be competitive they need to exercise that control in creative and strategic ways.\n\nGone are the days when a lagging chain can take a “me, too” approach and try to eke out an existence by copying successful innovators. Nor can you save a bad retail proposition by making incremental improvements alone — things like cleaner floors, brighter lighting or a new customer-service manual geared toward plastering smiles on the faces of your employees. Basic tweaks such as these might have worked 10 or 15 years ago. Today these kinds of changes are table stakes.\n\nRetailing today is hyper-competitive. The bar is higher than in the past. But if staying the same is not an option, how should retailers tackle the challenge of change?\n\nStart with another timeworn slogan: “Know thyself.” Once you identify an opportunity in the marketplace — something like the brand-building and cost-saving potential of private-label products, or the trend toward prepared food — the next step is to take an honest look at whether this opportunity matches your capability. Do you have the corporate culture, backend systems, financial strength, human capital and other resources needed to pull off the reinvention? If not, is the opportunity you have identified so great that it would be worth the herculean effort required to raise those capabilities?\n\nBrand attributes are an important consideration here. Let’s say a chain is widely regarded for its fast, hands-on service. In focus groups, consumers say things along the lines of, “I go to you because you get me in and out of there in a snap.” It would be a disaster to adopt a new program designed to, say, slow the entire experience down under the pretext that longer dwell times translate into greater spending.\n\nConsider the road taken by William Ackman, manager of the $11 billion hedge fund Pershing Square Capital. At the end of August, Ackman announced that he had finally sold his entire stake in J.C. Penney Co. — about 18 percent of the company — amid internal squabbling over strategy. Ackman, of course, had brought in Apple’s Ron Johnson in a failed bid to remake Penney, which saw its sales and stock-price take a nosedive. As CEO of Penney, Johnson had sought to enrich the customer experience, redesign the stores, beef up the roster of brands and otherwise reinvigorate the chain. Unfortunately, though, there was a mismatch between the perceived opportunity and Penney’s capability to execute on it. Johnson’s vision had merit, but it was an expensive and ambitious about-face that required securing the buy-in of shoppers, employees, shareholders and the media. With a clearer message and greater reserves of time and money, the strategy might have worked. Unfortunately, this was not to be.\n\nThe Penney saga also highlights the pitfall of launching a reinvention after the company’s market position has deteriorated. A weak position translates into a reduced capability for serious change. And so, even when times are good, true leaders tend to think hard about where they will be, not just a year or two from now, but also 10 or 15 years down the road. They understand that, regardless of how swimmingly things might seem today, a fierce competitor could rear its head tomorrow. As a result, leaders see innovation as a necessity. They constantly look for ways to improve design, product delivery, customer service and more.\n\nThis involves risk. A product line might fizzle. A test-store rollout might go nowhere. A ballyhooed mobile app or in-store technology program might fail to live up to its promise. But this is just part of the cost of admission in retailing today. Ultimately, what matters most is the willingness to keep looking forward so that you can move the needle in the direction of the next big idea. This does not have to mean chasing one tech trend du jour after another. If your business is not particular visual in nature, forget about the Pinterest page. The focus should be on how individual technologies and services can bolster and fit into the overall mission. Where does the company need to be in the marketplace? Who does it most want to serve? What do these customers want, and how can you meet or exceed their expectations?\n\nStaying the same is easy. Innovating is hard. But by being honest and realistic about the limits of the brand and the actual capabilities of the company, it is possible to stay on the leading edge. Otherwise you fall prey to inertia, which is no option at all.\n\nRead more: http://chainstoreage.com/article/staying-same-not-option', 'Staying the Same is not an Option', '', 'publish', 'open', 'open', '', 'staying-the-same-is-not-an-option', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/staying-the-same-is-not-an-option', 0, 'thinking', '', 0), (1879, 4, '2013-11-07 14:27:24', '2013-11-07 14:27:24', 'The key is a sharp focus that extends to often-ignored customer-facing side of the business, writes veteran CBX brand consultant in the October issue of M&A magazine.\nPrivate equity’s disappointing investments in several specialty retailers have led some pundits to question whether retail “category killers” are simply a bad bet for PE investors. But in a column published in the October issue of Mergers & Acquisitions magazine, CBX’s Todd Maute reframes the question to focus on whether investors pay enough attention to the customer-facing side of the retail business.\n\n“When most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale,” Maute writes. “These backend changes hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain—just about any process improvements that could make the company more profitable. But the customer does not usually see or feel these changes directly.”\n\nIn the piece (“The Secret to Success in Retail”), the veteran brand consultant points to the central importance of brand strength and customer loyalty in today’s marketplace. Retail acquisitions that build a sterling reputation for both, he notes, tend to yield a higher return.\n\nTo illustrate this point, Maute cites Oak Hill Capital’s sale of Duane Reade, which gave the PE firm a return of about 1.5 times its approximate $400 million investment in the New York City drugstore chain. Prior to the overhaul, Duane Reade had floundered, Maute notes. “In the context of the challenges Duane Reade had faced prior to Oak Hill’s stewardship, this was an impressive result,” he writes. “What was so different about this new approach? It was customer-facing.”\n\nAs Maute outlines in the piece, the customer-facing changes at Duane Reade included: reinvigorating store interiors with a host of shopper-friendly design changes, launching a suite of successful private-label brands, and introducing new services such as “Doctor on Premises” walk-in healthcare, along with stores-within-stores such as the “Look Boutique” beauty concept.\n\nWhen Walgreen’s acquired Duane Reade from Oak Hill, Maute notes, its CEO made specific reference to the way these changes had boosted the attractiveness of the New York drugstore chain. “The Duane Reade nameplate had been transformed into an asset, and so had its private label line—a novel change for a retailer,” writes Maute, whose firm continues to work with Duane Reade on private label and store design initiatives.\n\nLikewise, Dollar General, which was acquired by KKR for $7.3 billion in 2007, became even more of a powerhouse by elevating the look and feel of its stores, launching a rebranding initiative, adopting customer-centric store formats, and more. “Dollar General went public in November 2009—the largest retail IPO in nearly 14 years,” writes Maute, whose firm did not work with that chain.\n\nIn the conclusion to the piece, he points to the considerable room for similar improvements at other, PE-operated retail chains.\n\n“By paying close attention to the customer-facing side of the chains they invest in, PE firms stand a much greater chance of maximizing return—even in the face of the admittedly daunting challenges arising from e-commerce,” Maute writes. “After all, high-def broadcasts haven’t killed live sporting events and TV evangelists haven’t stopped people from going to church. When retailers emphasize the point of differentiation their brands offer, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way.”', 'Private Equity Could Supercharge its Retail Returns, Maute writes', '', 'publish', 'open', 'open', '', 'private-equity-could-supercharge-its-retail-returns-maute-writes', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/private-equity-could-supercharge-its-retail-returns-maute-writes', 0, 'thinking', '', 0), (1880, 4, '2013-11-06 22:19:12', '2013-11-06 22:19:12', '3 simple rules to help brand marketers apply psychology principles to create the most successful gift sets.\r\nBy Sandra Creamer\r\n\r\nWhy do bad gifts happen to good people? It’s amazing how some of us are so bad at picking out gifts for others, and beauty products are no exception (soap on a rope, anyone?)\r\n\r\nUntil recently in the beauty category, fragrances were the top gifts. By expanding the role of gifting in the portfolio beyond seasonal, it can become a solid brand builder.\r\n\r\nBeauty brands have been expanding the breadth of products that they promote as gift sets across skin, body care and men’s beauty -- and consumers are responding, to the tune of $871MM in prestige – up +16% in 2012 from the same period in 2011.\r\n\r\nIn a move to diminish the practice of White Elephant Gift exchanges throughout the land, beauty brands (and frankly all categories) can help solve the problem of bad gifting by applying the principles of psychology to the practice of good branding through three simple rules.\r\n\r\nRule #1 - Breathe life into the right benefits.\"\"\r\n\r\nPsychology studies have proven that more often than not, givers and receivers have a hard time understanding each other’s mindsets, meaning the giver usually doesn’t choose something the receiver will enjoy.\r\n\r\nOn the other hand, the NPD reports that more than 50% of consumers who use mass body care products once a week often give them as gifts, so beauty brands are smart to target their current consumer. The trick is to make it easy for current consumers to find a broadly appealing gift; that way the giver won’t have to guess (and mistake) what the receiver might want.\r\n\r\nBrands can help by leveraging universal benefit visual language and on-pack selling copy more effectively. For example, recent Olay body care gift sets had design themes exemplified by the headlines “smoothing delights,” “simply beautiful” and “soothing moments,” launched in an aggressive gift set rollout during 2011 that spanned 24 sets across men’s and women’s beauty.\r\n\r\nWhile some may argue these themes aren’t exciting, they work because they are on-brand and also address universally desired emotional and functional benefits through communication, which is key to succeeding with both parties. Not to mention that the snowflakes and magenta silk bow secondary pack also make it look more special.\r\n\r\n \r\n\r\n\"\"Rule #2 - Don’t shy away from highlighting less expensive brands as part of gift sets.\r\n\r\nThere is now scientific proof that most people don’t care how much someone spends on their gift, they simply prefer to get something they would actually enjoy using.\r\n\r\nAffordable beauty brands take note! Any mass skin care brand aimed at women can leverage the fact that glowing skin is the #1 benefit women desire.\r\n\r\nCase in point: I just had a big birthday, and one of my dearest friends, who is neither cheap nor one who skimps out on things, gave me a St. Tropez “Party Perfect Glow Kit” that retails for $35 online (yes, I checked). Ultimately, I was grateful to have a way to get a sun-kissed glow safely from a gradual tan lotion, and have since bought the products on my own. The brand just gained a new consumer by offering an easy way for a current user to delight someone else with an affordable gift. Speaking of delight…\r\n\r\n \r\n\r\nRule #3 - Invest in the “delight transfer factor” through packaging.\"\"\r\n\r\nThe Journal of Experimental Psychology General found that the act of finding the perfect present gives the giver a greater sense of delight – more so than the emotional benefit the receiver gets.\r\n\r\nI call this the “delight transfer factor” – the initial dopamine shot the giver has about the possible gift followed by the tail of positive emotion, and the subsequent desire to transfer this feeling to the receiver. A brand can hone in on this neurological trigger point by through visual and verbal brand assets. The key consideration is how to enhance the look and feel from every day to special occasion -- and brands have permission to go to great lengths to achieve this and charge richly for it.\r\n\r\nCase in point – prestige skin care brand La Prairie offers the Skin Caviar Luxe Cream, normally priced at $410, as a gift set in a special box described as a “stunning and fiery crystal” sparkling blue and white mosaic case. La Prairie has more than doubled the price to $950.\r\n\r\nIt worked: this was a top-selling combination according to NPD. The decision on the design direction could easily be attributed to a dramatization of the benefit of luxurious experience and it complements the product positioning perfectly.\r\n\r\nIn conclusion, brand managers looking to grow gift set sales should know that conveying universally desired emotional and functional beauty benefits on packaging is much more important than getting someone to spend a lot on a gift set - though of course, the right glitzy present can work!\r\n\r\nToo often, gift set development is an afterthought within an organization’s marketing department, demonstrated when CPG companies relegate the responsibility to non-core teams whose strengths lie more in execution that in strategy. Don’t fall into this trap!\r\n\r\nThe best way forward is to combine strategic thinking across both human behavior and leverage key brand visual and verbal elements to communicate your message. This all but mandates that gifting product design should be in the hands of capable marketers or anyone with the right training to be the brand steward.\r\n\r\n \r\n\r\nOriginally printed in Beauty Packaging.', 'Better Gifting Through Smart Branding', '', 'publish', 'open', 'open', '', 'better-gifting-through-smart-branding', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/better-gifting-through-smart-branding', 0, 'thinking', '', 0), (1881, 4, '2013-11-08 20:57:40', '2013-11-08 20:57:40', 'By Dustin Longstreth\r\nAs the son of a basketball coach, many of life’s lessons were taught to me on the court. One of the biggest lessons the game of basketball has to offer brands is this: Agility is the single most sustainable competitive advantage.\r\n\r\nIn basketball, agility is honed not in the controlled environments of practice or even league play, but on playgrounds in pickup games. This same scrappy mentality holds true for branding. The world brands must live in is more reflective of pickup ball at the playground than ever before. Here are five fundamentals that can help brands thrive \"on the court.\"\r\n\r\n \r\n\r\n1. Adopt a tribal mentality\r\n\r\nLike pickup ball, building brand agility is a team effort. It starts with a mindset of living for your people, not off them. You have to be one with your pack in order to build the trust, empathy and intuition needed to quickly act and react in ways that add value and build loyalty.\r\n\r\nBurton Snowboards gets this. For Burton, there is no “them” that they market to -- only a “we” that they live to serve. They’re able to maintain relevance and loyalty among pros, novices, young, old, male, female (even those who don’t snowboard!).\r\n\r\n \r\n\r\n2. Stay tuned in to culture\r\n\r\nPaying attention to shifts in the game is what allows you to pivot and adjust without losing sight of the ultimate goal. Brands that understand this are able to maintain their relevance even as cultural tastes evolve. Brands that don’t will die.\r\n\r\nWeight Watchers has successfully evolved with culture. The brand has remained focused on our intrinsic motivations to be in control and be part of a community. However, as science, access to foods, and attitudes around weight management itself continue to shift, so has the brand. As a result, Weight Watchers continues to grow new generations of loyalists.\r\n\r\n \r\n\r\n3. Know your purpose\r\n\r\nWhy do you play the game? Seems like a simple question, but it’s amazing how many brands don\'t have an answer. For brands, getting to a level of inspired play starts with knowing your purpose.\r\n\r\nNo brand understands this more than Nike. It has long since given up trying to differentiate through positioning and benefits. It believes that if you have a body, you’re an athlete, and its purpose is “to bring inspiration and innovation to every athlete in the world.” This purpose-driven leadership has allowed Nike to grow its brand by not only increasing share, but by growing the pie.\r\n\r\n \r\n\r\n4. Act on your best behavior\r\n\r\nIf purpose is the articulation of your brand’s ultimate goal, then behaviors are the fundamentals that your brand should practice day-in, day-out.\r\n\r\nJetBlue is “dedicated to bringing humanity back to air travel.” Its personality could be described as genuine, fun, and passionate. In order to be described as “genuine,” it practices the behavior of “keeping it human” -- namely by admitting mistakes, like when it left passengers on the tarmac for hours without food or water back in 2007. To be fun, JetBlue has its pilots and staff engage passengers with their overhead announcements at takeoff. And to be “passionate,” it takes care with every detail, from distributing Terra Blue Chips to crediting passengers if the DirecTVs are not working properly.\r\n\r\n \r\n\r\n5. Hustle\r\n\r\nWhether we’re talking pickup ball or the world of brands, the undeniable truth is that the game is fast and highly situational. Every shift in events, every new moment is a new opportunity.\r\n\r\nOreo has been doing a masterful job of hustling. Its focus had it “in the zone” when the lights went out at the Super Bowl. Oreo immediately knew how to seize the opportunity in a way that was on brand and relevant to the context. Its “You can still dunk in the dark” tweet was retweeted more than 16,000 times and even more important, became an authentic moment of the Super Bowl experience.\r\n\r\nTaken together, these pointers can help brands get both the home and away court advantage in an always-on world that is getting faster and more dynamic each day. The brands that can thrive in this new environment -- the brands with agility -- will continue to win.\r\n\r\n \r\n\r\nRead More: http://www.mediapost.com/publications/article/211827/brand-agility-how-good-is-your-brand-at-pickup-ba.html?print', 'Brand Agility: How Good Is Your Brand At Pickup Ball?', '', 'publish', 'open', 'open', '', 'brand-agility-how-good-is-your-brand-at-pickup-ball', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-agility-how-good-is-your-brand-at-pickup-ball', 0, 'thinking', '', 0), (1882, 4, '2013-11-12 14:25:54', '2013-11-12 14:25:54', 'The key is a sharp focus that extends to often-ignored customer-facing side of the business, writes veteran CBX brand consultant in the October issue of M&A magazine.\nPrivate equity’s disappointing investments in several specialty retailers have led some pundits to question whether retail “category killers” are simply a bad bet for Private Equity investors. But in a column published in the October issue of Mergers & Acquisitions magazine, branding agency CBX’s Todd Maute reframes the question to focus on whether investors pay enough attention to the customer-facing side of the retail business.\n\n“When most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale,” Maute writes. “These backend changes hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain—just about any process improvements that could make the company more profitable. But the customer does not usually see or feel these changes directly.”\n\nIn the piece “The Secret to Success in Retail”, the consultant points to the central importance of brand strength and customer loyalty in today’s marketplace. Retail acquisitions that build a sterling reputation for both, he notes, tend to yield a higher return.\n\nTo illustrate this point, Maute cites Oak Hill Capital’s sale of Duane Reade, which gave the PE firm a return of about 1.5 times its approximate $400 million investment in the New York City drugstore chain. Prior to the overhaul, Duane Reade had floundered, Maute notes. “In the context of the challenges Duane Reade had faced prior to Oak Hill’s stewardship, this was an impressive result,” he writes. “What was so different about this new approach? It was customer-facing.”\n\nAs Maute outlines in the piece, the customer-facing changes at Duane Reade included: reinvigorating store interiors with a host of shopper-friendly design changes, launching a suite of successful private brands, and introducing new services such as “Doctor on Premises” walk-in healthcare, along with stores-within-stores such as the “Look Boutique” beauty concept.\n\nWhen Walgreen’s acquired Duane Reade from Oak Hill, Maute notes, its CEO made specific reference to the way these changes had boosted the attractiveness of the New York drugstore chain. “The Duane Reade nameplate had been transformed into an asset, and so had its private label line—a novel change for a retailer,” writes Maute, whose firm continues to work with Duane Reade on private label and store design initiatives.\n\nLikewise, Dollar General, which was acquired by KKR for $7.3 billion in 2007, became even more of a powerhouse by elevating the look and feel of its stores, launching a rebranding initiative, adopting customer-centric store formats, and more. “Dollar General went public in November 2009—the largest retail IPO in nearly 14 years,” writes Maute, whose firm did not work with that chain.\n\nIn the conclusion to the piece, he points to the considerable room for similar improvements at other, PE-operated retail chains.\n\n“By paying close attention to the customer-facing side of the chains they invest in, PE firms stand a much greater chance of maximizing return—even in the face of the admittedly daunting challenges arising from e-commerce,” Maute writes. “After all, high-def broadcasts haven’t killed live sporting events and TV evangelists haven’t stopped people from going to church. When retailers emphasize the point of differentiation their brands offer, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way.”\n\n \n\nRead more: http://mypbrand.com/2013/11/11/private-brand-could-supercharge-private-equity-returns/', 'Private Brand Could Supercharge Private Equity Returns', '', 'publish', 'open', 'open', '', 'private-brand-could-supercharge-private-equity-returns', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/private-brand-could-supercharge-private-equity-returns', 0, 'thinking', '', 0), (1883, 0, '2018-09-27 16:52:16', '2018-09-27 16:52:16', '', 'SHINSEGAE_feature5', '', 'inherit', 'open', 'closed', '', 'shinsegae_feature5', '', '', '2018-09-27 16:52:16', '2018-09-27 16:52:16', '', 1602, 'http://cbx.cappendev.com/app/uploads/2018/09/SHINSEGAE_feature5.jpg', 0, 'attachment', 'image/jpeg', 0), (1884, 4, '2013-11-14 17:32:04', '2013-11-14 17:32:04', 'The Storenvy Online Market place is a virtual mall brimming with funky fashions and jewelry, nifty gizmos, artisan soaps and other eclectic merchandise from some 52,000 independent retailers. And now this San Francisco-based dot-com which enables shoppers to fine-tune the stuff they see by \"envying\" the products in the manner of a Facebook \"like\" - is bringing its user-driven model to the brick and-mortar world. Storenvy\'s 1,700-square-foot store opened at the beginning of the year in downtown San Francisco\'s Crocker Galleria. Initially, the idea was for a popup shop on a 30-day trial run, bur shoppers at the boutique-focused mall responded so enthusiastically that the plans were quickly changed, says founder and CEO Jon Crawford. \"Crocker Galleria came to us and said, \'Hey, we love you guys and want you to stay,\'\" he said.
    \nAll the merchants in the physical store are popular sellers at Storenvy.com, which launched in 2009 and now has upwards of one million registered shoppers. These plugged-in users create detailed profiles and curate the products they peruse by envying their favorite items and merchants and following other shoppers whose tastes jibe with their own. These users spend some $2.5 million in total with Storenvy sellers in a given month, according to Crawford. At the Crocker Galleria store, meanwhile, Storenvy strives to maintain a similarly engaging mix by frequently varying the offering. \"Every 30 clays we roll in a new batch of five or six of our online merchants into the space,\" Crawford said. The company, named one of Forbes magazine\'s 10 Greatest Industry-Disrupting Startups of 2012, has thus far attracted some $6.5 million in venture capital from the likes of First Round Capital, Intel Capital, Kleiner Perkins Caufield & Byers and Spark Capital. The company is open to launching additional stores, Crawford says.
    \n\nWhile Storenvy specializes in what Crawford describes as \"unique, original and authentic stores and artists,\" a big reason for its success is the way it handles \"discovery\": the process whereby users learn about particular merchants and products. Whether browsing online or in the physical world, shoppers face the overwhelming conundrum of figuring out exactly what to buy amid nearly unlimited options. \"Discovery is the final frontier of retail shopping,\" Crawford said. \"If you know where the cool things are, and the right things are put in front of you more often, you\'ll actually spend more of your money.\" Sites like Amazon.com and Netflix try to tackle this challenge by monitoring the browsing and buying habits of the users and by tailoring the product pitches to match. Storenvy\' model is more like that of the blogging website Tumblr, which makes it easy for people to share their favorite finds with their social-media friends. \"We believe that crowd-curating through social [medial] is one of the most scalable forms of discovery,\" Crawford said. \"It is just a lot more interesting to pair you up with people who have similar styles, tastes and moral views as you do. Whatever they think is cool, you get to see.\"
    \n\nNot all tech startup stay around for the long haul, but Storenvy\'s use of a social-media-like model to curate merchandise offerings is intriguing, says Joseph Bona, president of branded environments at CBX, a New York City-based branding and retail-design consulting firm. \"Given the homogenization and commoditization in conventional retailing today, many retailers are struggling to give people a reason to walk through the door,\" Bona said. \"Arguably, staying the same is no longer a viable option in retailing today. A model in which the fast-turning merchandise on the shelf is partly or wholly determined by shoppers\' \'likes\' - that is different and unusual.\" In today\'s world of omni-channel retailing, it makes sense for independent retailers to use tools like Storenvy to gain a foothold online, Bona say. Storenvy builds customized, e-commerce- enabled websites for its sellers for free, making money by charging for upgrades and, starting in January, by taking a cut of any sales that occur in Storenvy\'s separate online marketplace. \"You never know which of these tech tools will explode to become the next big thing,\" Bona said. \"But when these tools are affordable and showing signs of growth, smaller retailers have every reason to experiment and try to leverage interesting online channels, in addition to the brick-and-mortar side.\"
    \n\nJust about any seller can join the site, and many of these independent retailers do lease space at shopping centers, Crawford says. He is a web designer and engineer who conceived of Storenvy while building online tares for small businesses. \"These were all really passionate people who just wanted to sell their stuff on the Internet and create a branded retail experience online,\" he said. \"They didn\'t want to be on eBay or Amazon, because they did not feel like it fit their brand experience.\" Crawford says he grew increasingly annoyed that there was no easy way for these smaller stores to launch attractive, ecommerce- enabled websites without first sorting thorough costly and time-consuming issues- multiple decisions related to such things as web-hosting and publishing, and payment-processing. Even today small businesses pay specialists huge sums to launch a website when there are simpler solutions available, Crawford says. \"You don\'t have to pay someone to build your online store from scratch,\" he said. We see people spending $5,000 or $10,000 to get a website built that they cannot even update themselves. That makes us very sad. These people could be empowered by using a platform like Storenvy.\"
    \n\nThe Storenvy online marketplace aims to help smaller retailers solve another problem: attracting the attention of target customers. \"People end up making sales through Storenvy.com in addition to the sales that they are driving tl1rough the customized websites that we create for them,\" Crawford said.
    \n\nStorenvy currently employs l8 people and has plans to add 15 or 20 more over the next year or so, Crawford says. \"We are in business to help people express their ideas and create amazing online businesses,\" he said. \"And we\'re just warming up. The product that is online right now is just the beginning. We\'re learning a lot about physical retail, discovery, storytelling and mobile. We invite people who want to create strong community and tell their stories to be part of what we\'re doing.\nBut we try to stay away from sellers who just want to be on 50 different websites to make money as fast as they can. This is for businesses with soul.\"\n\nRead more: http://sct.icsc.org/sct/', 'Turning Clicks to Bricks', '', 'publish', 'open', 'open', '', 'turning-clicks-to-bricks', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/turning-clicks-to-bricks', 0, 'thinking', '', 0), (1885, 4, '2013-11-14 16:36:30', '2013-11-14 16:36:30', 'Retailers need to create an emotive connection, in store and out.By Peter Burgoyne\r\n\r\nUnlike design professionals, the left-brained coders who create today’s omni-channel tools have not spent their lives learning how to use the five senses to manipulate mood in three dimensions. And yet the pixelated experiences that emerge from all those ones and zeros can affect how people feel about brands. So even when the design team crafts an in-store environment that perfectly reflects the brand’s attributes, this could easily be undermined by unfortunate experiences with other channels outside of the store.\r\n\r\nRead more: http://vmsd.com/content/omni-channel-challenge', 'The Omni-Channel Challenge', '', 'publish', 'open', 'open', '', 'the-omni-channel-challenge', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-omni-channel-challenge', 0, 'thinking', '', 0), (1886, 4, '2013-11-15 21:54:15', '2013-11-15 21:54:15', 'Leveraging Their Talent for Providing Customer Service and Developing Innovative New Concepts Can Help Brick-and-Mortar Merchants Cultivate the Older Populations, CBX Executive Writes.\r\nWhile lower prices and broader assortments of merchandise will continue to give Internet retailers a leg up on their brick-and-mortar counterparts, the latter can thrive by using customer service and innovative new concepts to cater to the growing senior citizen market, writes Crosby Renwick, Executive Director of Strategy at brand agency and retail design consultancy CBX, in a guest commentary that appeared in late October on www.chainstoreage.com, a retail management publication.\r\n\r\n\"The prognosticators all say the same thing: What little growth there will be in consumer spending over the next five years is mostly going to happen online,\" writes the veteran marketing executive. \"But the bricks and mortar model can start winning again by leveraging its natural talent with the changing conditions\" -- the graying of the American marketplace.\r\n\r\nIn the column, titled, \"Advantage: Retail,\" Renwick notes that retailers may perceive the increasing number of older Americans as a disadvantage to their business because these consumers do not spend as much money on goods as their younger counterparts. However, senior citizens do buy services. Brick-and-mortar retailers are in an ideal position to leverage their natural talent to provide these services, in turn distinguishing themselves from merchants that only conduct business online.\r\n\r\n\"Haven\'t bricks and mortar retailers been in the service business all along?\" Renwick asks. \"Especially mom-and-pop stores, who buy, edit, arrange, display and demonstrate an array of products while bringing them close to the customers. That\'s service. It\'s a natural talent missing from the Internet; you can\'t click and order services. Services most likely require in-person experiences within bricks and mortar.\"\r\n\r\n\"The explosive growth of the senior population brings with it opportunities that go well beyond storefront medical and insurance services,\" he notes, outlining several concepts that can be employed to fill vacancies in malls, strip centers and business districts. These include storefront \"Senior Social Clubs\" complete with gyms, reading and art programs, wood shops, talent shows, and other features intended to bring together like-minded individuals. Although services of this type could be placed in church basements and other locations off Main Street, being in the center of everything, with retail locations, ensures maximum visibility, Renwick contends.\r\n\r\nAnother option are service-driven integrative pharmacies that stock naturopathic (plant-based) remedies as well as Western pharmaceuticals, and concentrate on the pharmaceutical side of the business, \"All the big drug chains turned themselves into convenience stores in the past 20 years,\" Renwick writes. \"Pharmacy is still a major part of their business, but nobody specializes in it anymore. And, what a giant, dependable business it is. Indeed, the elderly average six prescriptions per person, to be taken every day for the rest of their lives.\"\r\n\r\nRenwick also advocates the launch of \"senior living superstores\" targeted towards individuals over 50 years of age. He describes these stores as \"one-stop emporiums\" whose merchandise mix would include all the items necessary for modifying a home to accommodate older residents (e.g., grab bars, motion-sensitive lighting and chair lifts). Shoppers could also arrange for home-modification services, like elevator installation. Related products, such as large-print books and invisible hearing aids, would be available as well. \"Today, the only retail place where you can access even a modest assortment of these products is a hospital supply store,\" Renwick writes. \"It\'s probably located on the wrong side of town, it\'s grey, badly lighted and there\'s a wheelchair and toilet seat in the window -- and probably a dirty window, to boot.\"\r\n\r\nRenwick notes that touting low prices on commodities is the only arena in which Internet retailers triumph over brick-and-mortar retailers. \"Who wants to be in that business anyway?\" he writes in the conclusion to the piece. \"Let\'s apply what retail really already does better -- servicing its clientele -- and focus those services on the exploding aging population.\"\r\n\r\nThe full article is available at: http://chainstoreage.com/article/advantage-retail?ad=exclusives-analysis. ', 'Smart Retailers Target Seniors With Service', '', 'publish', 'open', 'open', '', 'smart-retailers-target-seniors-with-service-advises-renwick', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/smart-retailers-target-seniors-with-service-advises-renwick', 0, 'thinking', '', 0), (1887, 4, '2013-11-18 16:59:42', '2013-11-18 16:59:42', 'Dr Pepper Snapple Group aims to engage a fresh young generation with the redesigned graphics for the number one orange soda brand.\r\nCBX, a brand agency based in New York City, recently collaborated with Dr Pepper Snapple Group to refresh the packaging graphics for Sunkist® Soda, the number-one orange soda brand. Introduced in 1978, Sunkist Soda was once known for its California style.\r\n\r\nPrior to engaging CBX, Dr Pepper Snapple Group recognized an opportunity to reposition the Sunkist Soda brand, going back to its “fun in the sun” roots and targeting teens with a bull’s-eye age of 16 years, in order to better differentiate from competitors within the orange segment. There was then the opportunity to better align the packaging graphics with the revised brand positioning – “Sunkist Soda lets you shine.” CBX was engaged for this challenge.\r\n“Since 2008, our packaging has been missing the original sun graphic, an equity that has been present for much of the brand’s history. Without it, we lost a connection to our California beach story and lacked differentiation within the orange segment,” said Eric Blackwood, Director of Brand Marketing, Core Flavored Soft Drinks at Dr Pepper Snapple Group.\r\nWith this in mind, the CBX team worked with Dr Pepper Snapple Group to determine the visual opportunity areas for Sunkist Soda. “The sun graphic provided us with a great platform for expressing the brand. Our opportunity was to visually express the idea of ’liquid sunshine’ – it was all about harnessing the positivity and vitality we associate with the sun and using that energy to gain relevancy with our target,” said Satoru Wakeshima, CBX General Manager.\r\nThe design solution – the playful script brandmark was refined to capture a California surf vibe, and fresh flavor colors were introduced to give the package a sun-like glow. The reintroduction of a vibrant sun and refreshing condensation convey summer beach energy. By reversing the blue and white brand colors, and staging the logo right on the sun, CBX helped Sunkist Soda embody \"liquid sunshine\" and stand out on the shelf.\r\n\r\nRead More: http://www.packworld.com/package-design/graphic/liquid-sunshine-refresh-sunkist-soda', 'A \'Liquid Sunshine\' refresh for Sunkist Soda', '', 'publish', 'open', 'open', '', 'a-liquid-sunshine-refresh-for-sunkist-soda', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/a-liquid-sunshine-refresh-for-sunkist-soda', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1888, 4, '2013-11-19 14:49:21', '2013-11-19 14:49:21', 'Rick Barrack, Chief Creative Officer and Founder of CBX, has over ten years experience working in the creative industry. In this article, he describes the ten lessons he has learned over ten years in design.I have two young daughters, and every year at their birthday parties, as they lean in to blow out the candles on their cakes, I find myself reflecting back on every single year of their lives. So you might imagine that I’m also feeling sentimental about the tenth anniversary of CBX, the brand agency I helped found with some colleagues back in 2003.\nI’ve seen a lot of changes in the branding game over the course of a decade, and I’ve seen even more changes within our own company. My staff, my clients and my fellow partners have all taught me valuable lessons – at least one per year for the last ten years. And let me tell you: They’re not at all what you’d expect. Along the way, we’ve made Fem Care cool, drug stores chic and learned the hard way to “Keep it simple, stupid” (what I say to myself, not to my staff).\nSo here are some of the most significant things I’ve learned, in no particular order:
    \n1. Black is the new black.\nIn 2009, CBX was asked to help position Kimberly-Clark’s U by Kotex* brand for Millennials, an audience who previously hadn’t given Kotex the time of day. After research proved that this audience wanted products that reflected who they really are (not just their mother’s daughters), we made a bold decision to use black packaging – the polar opposite of the whites and pastels used by other brands – in our packaging. The boxes popped off the shelf and had real attitude, and as a result, U by Kotex* shook up the category and created a new paradigm in feminine care.
    \n\"\"
    \n
    \n2. Design can feel good.\nWe all know that design can look good – but it can also feel good, which I learned when CBX create a strategy and retail presence for Fare & Square, a supermarket in Chester, PA, for non-profit organization Philabundance. Located in a Delaware Valley “food dessert,” Fare & Square helps the residents of Chester – which has been without a grocery store since 2001 – gain convenient access to “good food right around the corner,” including fresh produce, meats, dairy, seafood, and frozen foods. We helped establish a warm look and feel for this prototype store, and it felt damn good to be involved in such a kick-a&* project.
    \n\"\"
    \n
    \n3. You can improve upon a classic.\nIf you told me when I was 25 that I’d be working with M&M/Mars one day, I would’ve said, “Come on.” Helping iconic brands stand the test of time and continue to attract new audiences is my passion. Our packaging for M&Ms put a fresh spin on a beloved classic. By playing into the Pavlovian reaction that customers have when they hear the product being poured into a bowl, we’ve featured a bowl full of M&Ms right on pack. Our seasonal designs also personified the candies in a way that had applications across various holidays, including Christmas, Halloween and Valentine’s Day.
    \n\"\"
    \n
    \n4. Pets are people, too.\nOne of the categories that’s seen the most growth since CBX’s inception is the pet food category. Our packaging design for Milo’s Kitchen, a new brand in the “real meat treat” category for dogs, was built around the idea that dog owners treat their pets as members of their family, and as such, want to give them the kind of food they themselves eat. The final brand name and packaging graphics highlight the connection between human beings and their dogs, one that I totally relate to now that we’ve added a dog into our family mix.
    \n\"\"
    \n
    \n5. Beverage tastes come and go, and go, and go.\nOur clients are always telling us that our people are what make CBX so special, and why they come back to us again and again. We’ve been lucky enough to work with Snapple continually since our inception, and have seen the brand go from beverage leader during the ice tea boom days to a brand moving into new territory such as bottled water. From redesigning a new Snapple iced tea to Snap2O, we’re happy to ride the kooky refreshment wave with Snapple, no matter what is going on in the industry.
    \n\"\"
    \n
    \n6. Drug stores can be chic.\nChic, you say? Yes, chic – and cool, too. We helped NYC’s biggest drug store chain stave off the competition and bring its new positioning, New York Living Made Easy, to life by rolling out new and innovative designs for more than 250 stores; creating five private label brands with a distinctly New York sensibility; and developing unique marketing collateral like The Duane Reader. Products ranging from coffee to nuts got a dose of New York iconography and branding on their package. We also created my personal favorite, Brew York City – a growler bar where customers can fill growlers with dozens of different beers.
    \n\"\"\n
    \n7. Private label design is the new luxury.\nIt takes a lot to surprise me – but perhaps the biggest surprise I’ve had in the last ten years is the way that the private label category has stepped up its branding and design, giving national brands a reason to shake in their boots. It’s been an honor and a privilege to create amazing work for Duane Reade, Walgreens, Giant Eagle, and KMart. By seizing the day and recognizing what it takes to stand out in the drug store aisle (smart strategy, kick ass design), these private label brands have reinvented the way we think about the category.
    \n8. Less is more.\nThere is a saying, “Keep it simple, stupid,” that gained popularity in the 1960’s, and I must think about that saying on a daily basis. Brands like Apple and Target have always recognized that it’s better to create a clear, concise message and design with a lot of white space than the bog down packaging with text and overwrought design. Fortunately, in the past ten years since CBX was created, a lot of brands have jumped on the KISS bandwagon, and I believe this is for the better. We’ve incorporated “KISS” into our work for so many of our clients, namely Walgreens Nice!, Milo’s Kitchen, Pillsbury Simply and Miracle-Gro Culinary Herb Garden, all of which utilize considerable white space, bold photography and clear messaging to make the product the star.
    \n\"\"
    \n
    \n9. Condom packaging can be hot (outside the bedroom).\nI could make some lewd jokes about our work for LifeStyles condoms, but the truth is, it’s one of the projects that makes me feel incredibly proud. Like our work for U by Kotex*, Lifestyles presented an opportunity to speak to a new audience through a bold new look, naming convention and package design. By highlighting the “Y” in some of the sub-brand names – Kyng, Wyld, Thryll – (for Y chromosome), communicating the brand’s sensorial promise, and switching to all-vertical packaging that maximized shelf space, we were able to help alter the LifeStyles brand perception and its place in the market. And there’s nothing hotter than that.
    \n\"\"
    \n
    \n10. Politics are anything but boring.\nLook, I’m not really a political guy. But I AM a design guy, which is why I sit up and take notice during election years – of the party logos, that is. In 2010, after the Democratic and Republican parties unveiled boring new logos, my team and I took a stab at redesigning them, as well as one for the Tea Party (which still had credibility at the time). Posted on the FastCoDesign blog, our designs generated a good amount of debate, proving my belief that controversy is not just a stage for politicians. Design can create debate too.
    \n\"\"
    \n
    \nSo there you go – my top ten lessons from the past ten years. Thanks for taking a trip down memory lane with me in honor of CBX’s 10th anniversary. The truth is, there are dozens of invaluable lessons I’ve learned, and each one is more inspiring than the next. Now bring on the next ten!
    \n
    \nRead more: http://www.thedieline.com/blog/2013/11/19/ten-years-ten-lessons-in-design.html', 'Ten Years, Ten Lessons in Design', '', 'publish', 'open', 'open', '', 'ten-years-ten-lessons-in-design', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/ten-years-ten-lessons-in-design', 0, 'thinking', '', 0), (1889, 4, '2013-11-22 17:52:59', '2013-11-22 17:52:59', 'Merchants Must Assess Whether There Is a Match Between Opportunities to Distinguish Themselves From the Competition as Well as Their Capability to Leverage These Opportunities, CBX Executive Writes\nWhile savvy merchants go out of their way to differentiate themselves from the pack, a strategic approach to change is essential to survival in today\'s increasingly competitive retail environment, writes Joseph Bona, President of Branded Environments at brand agency and retail design consultancy CBX, in a guest commentary that appeared earlier this month on www.chainstoreage.com, a retail management publication.\n\nIn the column, titled, \"Staying the Same is Not an Option,\" Bona states that retailers can neither afford to operate stores whose appearance, merchandise mix, level of service and other attributes closely resemble or mirror those of their counterparts, nor rely on previously effective tactics to sharpen their competitive edge. \"Gone are the days when a lagging chain can take a \'me, too\' approach and try to eke out an existence by copying successful innovators,\" writes the veteran store designer. \"Nor can you save a bad retail proposition by making incremental improvements alone -- things like cleaner floors, brighter lighting or a new customer-service manual geared toward plastering smiles on the faces of your employees. Tweaks such as these might have worked 10 or 15 years ago. Today these kinds of changes are table stakes.\"\n\n\"But if staying the same is not an option, how should retailers tackle the challenge of change?\" he asks, noting that the first step for merchants entails assessing whether they possess the prerequisites for capitalizing on opportunities for transformation. \"Once you identify an opportunity in the marketplace -- something like the brand-building and cost-saving potential of private-label products or the trend toward prepared food -- the next step is to take an honest look at whether this opportunity matches your capability,\" he advises. Retailers must determine if they have the corporate culture, back-end systems, financial strength and human resources necessary to support the potential change and, if not, whether the opportunity merits the effort required to attain them, Bona contends.\n\nEnsuring that changes under consideration jibe with \"brand attributes\" is equally important, Bona observes. For example, he notes that a chain widely regarded for its fast, personalized service would be ill-advised to implement a new program designed to slow down the shopping experience, under the pretext that longer dwell times will lead to increased customer spending.\n\nBona also counsels retailers to accept that change entails risks, but does not necessitate embracing every trend. \"The focus should be on how individual technologies and services can bolster and fit into the overall mission,\" he writes. \"Where does the company need to be in the marketplace? Who does it most want to serve? What do these customers want, and how can you meet or exceed their expectations?\"\n\nThe executive concedes that although innovating in retail is hard work compared with staying the same, remaining on the leading edge is possible when retailers are honest and realistic about the limits of their brand and the actual capabilities of the company. \"Otherwise,\" he concludes, \"you fall prey to inertia, which is no option at all.\"\n', 'Careful Approach to Change Is Key for Retailers', '', 'publish', 'open', 'open', '', 'careful-approach-to-change-is-key-for-retailers-bona-advises', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/careful-approach-to-change-is-key-for-retailers-bona-advises', 0, 'thinking', '', 0), (1890, 4, '2013-12-04 21:55:41', '2013-12-04 21:55:41', 'By Joe Bona\r\nPanera Bread recently announced plans to open hundreds of branded convenience stores in major markets across the United States. The Chicago-based chain, which posted sales of $3.7 billion in 2012, said the new stores will be hybrid versions of its popular fast-casual restaurants, but with fuel pumps, snacks and other c-store mainstays as part of the mix. The rollout could begin as early as 2014.\r\n\r\nBefore you react with alarm or bewilderment to the paragraph above, I should point out that nothing in it is true — except for the part about Panera generating $3.7 billion in 2012. But if the idea of going head-to-head with Panera made you uneasy, even for a moment, this is understandable.\r\n\r\nUse a Venn diagram to compare the attributes of c-store and fast-casual food strategies and the overlap is considerable. Both sectors target on-the-go shoppers who need to get in and out in a flash. Both aim to broaden their appeal by combining higher-quality food ingredients with sparse, easy-to-understand menus. And as they seek to innovate, both c-stores and fast-casual chains are paying much closer attention to brand-reinforcing graphics, store design and the total customer experience.\r\n\r\nFor its part, the fast-casual sector has honed this formula to near-perfection, with impressive results. According to research firm Technomic Inc., “Fast-casual makes up just 14 percent of the total $223 billion limited-service restaurant segment, but its sales continue to outpace other operators. Fast-casual sales increased 13 percent in 2012, and the largest chains did even better, growing by 16 percent.”\r\n\r\nBut despite all the overlap in the aforementioned Venn diagram, rarely if ever does the c-store sector look outside itself for new and innovative approaches. For years now, a few chains — the likes of RaceTrac, Wawa and QuikTrip, to name a few — have led the pack and spawned quite a bit of imitation, with some of their competitors repeatedly taking “best practice tours” in which they visit these innovators’ new stores in search of creative ideas.\r\n\r\nInnovation is different from imitation, however. Given all the channel blurring in food today — with dollar stores, drugstores, c-stores, quick-service restaurants and other businesses increasingly competing for the same customer — looking outside your own sector is arguably not just a best practice; it is a strategic imperative.\r\n\r\nIf c-stores want to build their brands around stronger food offerings, they would do well to branch out and study what is happening in sectors with which they share some commonalities. Panera and Pret A Manger sell sandwiches, which are precisely what so many of the better c-store retailers are focused on these days.\r\n\r\nWhy have consumers responded so enthusiastically to fast-casual chains? How do these chains approach preparation, distribution, traffic flow, presentation and signage? Like c-stores, today’s fast-casual chains contain a number of self-serve elements, such as fountain-drink stations, coffee services and beverage coolers. Pret A Manger, in particular, is all grab-and-go — a convenience store, minus the smokes and the gas.\r\n\r\nWhat successful elements from this could be adapted for a c-store context? Picture what Panera or Chipotle might actually look like as a hybrid convenience store/fast-casual restaurant. What would have to change? What could stay the same? Operationally, how large would a c-store company have to be before it could launch its own commissary and begin stocking its stores with prepared foods worthy of the best in fast-casual?\r\n\r\nIn all likelihood, asking such questions would not lead to a total remake of the decades-old c-store model. But it could very well spark some creative approaches that yielded real benefits for those brave enough to try.\r\n\r\nNaturally, risk-taking is a part of this. The typical evolution involves launching a test concept and spending a lot of money to work out the kinks. Tests fail, which is perhaps why so many c-store chains tend to favor low-risk, equipment-based solutions to their foodservice offers. But the upside of automated approaches, such as savings on labor and storage space, should be considered along with the potential downside: namely, a perpetuation of the consumer perception that c-store food is greasy, unhealthy and stale.\r\n\r\nStealing pages from Panera Bread or Pret A Manger, by contrast, would entail a high level of commitment, with different skill positions, a bigger investment in people and infrastructure, additional training and more storage space. And yet, you can bet the millions of Americans who regularly patronize fast-casual restaurants spend plenty of time visiting c-stores as well. These consumers have more choices today than ever. They are accustomed to switching from one brand to the next. And their frantic schedules actually favor more one-stop shopping at convenience stores.\r\n\r\nConsider Technomic’s 10 Trends for 2014 report. Published in November, it highlights the breakdown of traditional meal times as a trend to watch. “Consumers are less likely to eat according to a three-square-meals schedule; they nosh, skip meals, eat breakfast for dinner and vice versa,” the researchers explain. “More restaurants are introducing innovative breakfast items…often available all day. And while breakfast- and lunch-only concepts are building a niche, other operators are promoting late-night breakfast menus, often in conjunction with 24-hour drive-thru service.”\r\n\r\nThat sounds an awful lot like a national to-go order for more convenient approaches to food. Will the c-store sector rise to the challenge?\r\n\r\nRead more: http://www.csnews.com/print-topstory-lessons_from_fast_casual-64892.html', 'Lessons from Fast-Casual', '', 'publish', 'open', 'open', '', 'lessons-from-fast-casual', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/lessons-from-fast-casual', 0, 'thinking', '', 0), (1891, 4, '2013-12-15 20:36:41', '2013-12-15 20:36:41', 'By Sandra Creamer\r\nSandra Creamer looks at how elf cosmetics has reinvented its image for its flagship store.\r\n\r\nConsumer products companies occasionally take brands from the shelf to a freestanding retail store to elevate their offerings in the eyes of consumers and establish a stronger connection.\r\n\r\nThe Chobani store in Soho, Spanx mall outposts and the McCormick World of Flavors store in Baltimore’s Inner Harbor are three terrific examples that have helped each brand boost its caché.\r\n\r\nIn the beauty category, we’ve seen prestige brands go from shelf to store, but for mass brands this is less common.There is one value brand in particular that is breaking this prestige shelf-to-store mold in a very big way: e.l.f. Makeup & Cosmetics.\r\n\r\ne.l.f. cosmetics Opens Its Flagship\r\n\r\nDrugstore makeup brand e.l.f. (which stands for eyes, lips, face) opened a flagship called e.l.f. Studio this past spring in New York City.\r\n\r\ne.l.f. was once a small, independently owned brand, started by an NYU student and a veteran of the cosmetics brand Hard Candy, that first offered products online before getting mass distribution. The story goes that a major beauty magazine wanted to ensure, prior to providing national PR for the brand, that e.l.f. products – at that point only sold regionally – would be available nationally to their 2MM+ reader base.\r\n\r\nTo do so, e.l.f. quickly established an online outpost and was on its way. It was 2004, after all. Interest grew, and e.l.f. was able to gain distribution at mass retail. Then, quite a few years later – May of 2013 – e.l.f. officially opened its flagship doors.\r\n\r\n\r\nEnhancing the Brand\'s Image\r\n\r\nWhat makes this shelf-to-storefront tale so unusual is that e.l.f. had launched originally as an “extreme value” brand, with most products at $1 or $3.\r\n\r\nOpening a flagship would seem unusual for such a low-cost brand, except for this fact: Having real estate and a retail presence would enhance consumer perception of the brand, and allow e.l.f. to showcase new, more expensive product lines that might seem out of place/difficult to merchandise next to cheaper products at, say, a Target or a Walmart.\r\n\r\nMuch like the shelf-to-storefront objectives of other category brands, the e.l.f. Studio environment serves to up e.l.f.’s cool caché and enhance the perception of the brand.\r\n\r\nThe store vibe is clean and inviting, with shiny floors, white fixtures and a row of flat panel screens flanking the aisles reminiscent of the Saks or Bloomingdale\'s cosmetics floor.\r\n\r\nThe product packaging also paves the way to reach for the premium pricing tier: Sleek solid black packs are on par with the standard for premium products set by M*A*C, Chanel and popular European brand FACE Stockholm.\r\n\r\n\r\nThe Strategy\r\n\r\nFor a brand such as e.l.f., which is seeking to expand beyond its value play, opening a flagship store serves a very strategic purpose.\r\n\r\nIt not only connects with the consumer in an upscale, controlled environment, but it also allows the coexistence of low and more expensive lines to tackle the barrier of up-selling for a value brand, which is very challenging indeed.\r\n\r\nValue brands should take note!\r\n\r\nOriginally printed in Beauty Packaging.', 'From Mass to Class: A Beauty Brand that Breaks the Mold', '', 'publish', 'open', 'open', '', 'from-mass-to-class-a-beauty-brand-that-breaks-the-mold', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/from-mass-to-class-a-beauty-brand-that-breaks-the-mold', 0, 'thinking', '', 0), (1892, 4, '2013-12-19 21:01:57', '2013-12-19 21:01:57', 'By Gregg S. Lipman\r\nI\'ve often equated growing a business to raising a kid (much to my staff\'s chagrin). At first, she needs your utmost attention -- feed her, nurture her, coddle her. Pookie can\'t survive without you. Your influence will help shape what she will become.\r\n\r\nAt every stage of development, the relationship you have with your child changes, your role changes and his/her needs change, too. I\'m happy to say that I\'ve got two relatively happy (hey, they\'re teenagers), healthy, productive kids. I also have a relatively happy healthy, productive company (it\'s also a teenager). Having given birth to CBX with my co-parents, uh, co-founders just over ten years ago, I feel qualified to share some of our parenting experiences.\r\n\r\nAll companies face significant challenges as they go from startup to grown-up. Most of them are not unique, but they are unique to you -- especially when you are a first-time parent (I still have nightmares about the period right after my daughter was born). Success is not without its pitfalls and roadblocks, but the companies that succeed are the ones that have the wherewithal to be open-minded, introspective, and have the resolve to push through the hard times and, importantly, learn from these experiences.\r\n\r\nFive things to consider in raising a company:\r\n\r\nStay True to Your Culture\r\n\r\nYour child has innate traits and will also be influenced by her environment. I can\'t tell you how many times our clients have said to me, \"You know why we keep coming back to you guys? Yes, it\'s the work -- but it\'s also the people.\"\r\n\r\nAnd those people were all asked to join our team because they fit into a particular culture we try to cultivate here -- one built on the philosophy of \"dirty hands, creative minds, straight talk, and good manners.\" (I\'m quoting our web site, where we call out \"Culture\" as its own category).\r\n\r\nSure, it\'s important that they fit the job description, but it\'s almost more important that we understand how they conduct themselves as human beings. We are definitely not looking to create the Stepford Company at CBX -- we are the proverbial melting pot of approaches and experiences. But we\'ve definitely made the mistake in the past of hiring disruptors -- people who wowed us with their resumes and accomplishments, but not, once they actually worked here, with their personalities.\r\n\r\nPlan to Grow, and Shrink, and Grown Again\r\n\r\nEvery kid goes through growing pains. Some even discover beer. From physical space to managing people, it\'s always crucial to plan for growth, whether that means having enough space for the staff (real estate commitment is a Top 5 \"watch out\" for businesses) to providing training for staff (at some point osmosis doesn\'t quite cut it).\r\n\r\nInfrastructure changes by the numbers: five is different than 15, than 25, than 50 than 100, and so on. Putting the right structure in place for your business and modifying the rules of engagement in digestible doses makes all the difference. Businesses that evolve with purpose tend to adapt to a future state more comfortably and sustainably than those that wretch forward and use a lot of duct tape to keep things together.\r\n\r\nAnd while you\'re planning for the good, don\'t forget to plan for the bad. Clients and customers are fickle and the market changes. Yes, you could have a bad year. Think about what you\'ll do now, should that happen -- hopefully, you won\'t go down that road. But if and when you do, it won\'t be a shock and you\'ll better prepared to deal with it and move forward.\r\n\r\nStrike a Balance Between Fluid and Structured\r\n\r\nKids ride their scooters at breakneck speeds and snowboard down mountains with abandon. They\'re not scared to take risks, even if it means getting lots of bruises in the process. Of course, good parents make sure the kid has a helmet on and some pads.\r\n\r\nWith growth comes complexity. Fifteen people? You\'re in each other\'s business, so rules need not apply. Twenty-five or more? Process and protocols are in your future, but how do you maintain the entrepreneurial spirit while establishing the structure that allows things to run smoothly?\r\n\r\nHere\'s a clue: the truth is usually in the middle. I\'m usually interested in the results over the process, and to empower your staff, they need to be able to create their own navigation. That said, we try a codified approach with the caveat that it\'s a guideline more than a rule, and we want people to be able to get where they\'re going through their own style (as long as the expected results are there).\r\n\r\nBe Able to Let Go and Trust Your People\r\n\r\nYeah, I cried watching Finding Nemo, too. The whole idea of a parent trusting their child really got me choked up. It sort of reminds me of that classic corporate retreat game where you close your eyes, fall backwards and hope that your co-workers will catch you. I basically play that game every day because I have to trust the people we\'ve hired to be responsible for the business I helped found. It\'s one of the reasons why we lean so much on culture -- mutual respect over a period of time leads to trust, and with trust you can do great things.\r\n\r\nPresident Reagan had a phrase that we put to use at our agency as well: \"Trust, but verify.\"\r\n\r\nWhile we preach individual empowerment and responsibility, we also build in a system of checks and balances to protect each other.\r\n\r\nKeep Things Sexy (So to Speak)\r\n\r\nEnough with the kids already. Any marriage therapist will advise her patients to \"keep things sexy,\" and the same holds true for a business. The early days of a start-up, like a relationship, are energized, vibrant and unpredictable. It\'s all passion, all the time. Everybody\'s in it together.\r\n\r\nBut as time goes by, things become a little more -- let\'s face it -- ho-hum and expected. The excitement is gone, replaced by the day-to-day reality... or as some call it, the \"rude awakening.\" The real challenge is to shake things up every once in a while, keep things sexy, and your employees on their toes. Present a challenge to the staff. Throw a party. Change the seating arrangements (we\'re actually doing this right now). Whatever it takes to get people engaged and excited to come to work each day.\r\n\r\nSo now that CBX is ten years old, do I consider it a fully functioning \"grownup,\" as the title of this piece would imply? Well, no, not exactly. I suppose I would say we are entering into those awkward tween years, where we know in our heart what we do best, but are still pushing the boundaries to be as good as we can be. Personally, I\'m excited for the uncertainty that lies ahead, and plan to use the top five lessons above to guide me through the next ten years.\r\n\r\nRead More: http://www.huffingtonpost.com/gregg-s-lipman/5-challenges-agencies-face-as-they-mature_b_4454516.html', 'From Startup to Grownup: 5 Challenges Agencies Face as They Mature', '', 'publish', 'open', 'open', '', 'from-startup-to-grownup-5-challenges-agencies-face-as-they-mature', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/from-startup-to-grownup-5-challenges-agencies-face-as-they-mature', 0, 'thinking', '', 0), (1893, 4, '2013-12-06 21:40:31', '2013-12-06 21:40:31', 'By Nancy Brown\r\nFind creative new ways to celebrate holidays, seasons, and special occasions through your product and packaging to keep your brand top-of-mind all year long.\r\n\r\nBrands have long capitalized on those holidays for which their products are well suited, such as candy for Halloween, Easter, and Valentine’s Day, snacks and beverages for the Super Bowl and the NCAA Final Four, and stationery products for Back-To-School.\r\n\r\nBut with every brand in a category providing a seasonal offering, how can you avoid simply being just another “me too”? How can your brand leverage holidays and other relevant opportunities to break through at shelf and drive incremental sales?\r\n\r\nThere are several approaches brands can use to move beyond the obvious—and limited—seasonal merchandising strategies they’ve been using, and instead keep their brands fresh, relevant, and top-of-mind throughout the year.\r\n\r\nCapitalize on your season\r\n\r\nThanksgiving is a natural promotional fit for every food brand out there, which is why it’s exciting to see brands thinking out-of-the-box when it comes to this holiday. One of the best examples of this kind of creativity is the holiday-themed packs put out by Jones Soda a few years ago. Thanksgiving flavors included Tofurky & Gravy Soda (a vegan-friendly, sugar-free flavor), Green Bean Casserole, and Mashed Potato & Butter…and believe it or not, Tofurkey wasn’t that awful.\r\n\r\nThe offerings were so successful that Jones followed them up with a Christmas edition, including Christmas Tree, Egg Nog, and Sugar Plum sodas, and a Chanukah package with Latke, Apple Sauce, Chocolate Coins, and Jelly Doughnut sodas. Other special occasion series include Halloween flavors, a Valentine’s Pack, Easter flavors, and a Dessert Pack. The package designs all play into the look of the holiday, and are completely on brand with Jones’ typically fun spin.\r\n\r\nMake it your season too\r\nBrands have figured out that you don’t necessarily need to be an obvious fit with a holiday/season in order to “own it.” Certain unexpected partnerships use promotions as a way to capitalize on special occasions. For example, a Kraft string cheese/Crayola crayon promo for “back-to-school” that makes the string cheese look as if it were packaged in a Crayola crayon box, comes to mind, while others simply do this through packaging (see pwgo.to/316).\r\n\r\nOne of the best back to school promotions is the Bath & Body Works “lunch box bundle” of hand sanitizers. In scents including Marshmallow Treat, PB&J, Honey Pretzel, Juice Box, and Bag of Grapes, these sanitizers were a huge hit with young girls (and their moms) everywhere.\r\n\r\nAnother brand that has figured out ways to “own” certain holidays and seasons is Lego. For example, Lego has gotten in on the Easter action by creating a product and special packaging for a bunny with his Easter basket made out of Legos. Kleenex “slice” boxes—made to look like watermelon, lime, and orange wedges—were created exclusively for Target to sell during the summer months, and injected new life into the brand in the off-season, making them mouthwatering in more ways than one. Kleenex followed up the designs the next year with equally adorable boxes that featured scoops of ice cream.\r\n\r\nCreate (and leverage) seasonal assets\r\nSome people bemoan the commercialization of the holidays—especially Christmas. But it’s interesting to note that one of the most cherished icons of that holiday, Santa Claus, was actually a marketing creation of the Coca-Cola Company in the 1930s. By promoting Santa—who up until that point had been visually portrayed in many different ways—as a big, jolly man in a red suit with a white beard, Coca-Cola not only created an emotional link with one of the world’s most recognized holidays and created brand associations in its “off-season,” but it also commercialized the gift-bearing folklore with an accessible personification. This visual was so strong that it could have become a brand character, but instead, it transcended that role to be much more universal. Years later, Coca-Cola did for polar bears what it had done for Santa:\r\nmade them synonymous with Christmas.\r\n\r\nIn the same vein, M&Ms has leveraged its personified M&Ms characters and placed them into holiday and seasonal situations (such as a yellow M&M getting frisky with holiday lighting) to take ownership of these holidays in a way that seems honest and innovative.\r\n\r\nCreate new holidays\r\nThese days, special events can be created, or novel ways of promoting less mainstream events established, to connect with consumers. For example, Solo cups posts ideas on Facebook for how to use its products to honor unexpected events like National Boss’ Day and National Hamburger Day.\r\n\r\nMany brands show their support for Breast Cancer Awareness Month by creating some form of pink packaging in October, but Danish bread manufacturer Kohberg went one step further by packaging their Rye Bread Buns in a pink bag that made the buns look like breasts in a bra. While understandably controversial, it did get noticed and created attention for the cause as well as the company.\r\n\r\nNo matter what holiday, season, or occasion you choose for your brand, there are options for forging authentic connections on-pack. Here are five guidelines that will help you get noticed on shelf at all times of the year:\r\n\r\n1. Engage your audience: Create something that shoppers will not only notice, but will also talk about, laugh about, and best of all, care about enough to want to buy.\r\n\r\n2. Stay true to your brand: Build long-term equity, not just short-term sales boosts, by figuring out a connection that seems authentic, not hokey.\r\n\r\n3. Be controversial: Whether it’s the holiday you select for your brand or what you do with that holiday tie-in, go for it and push the envelope. A little controversy can go a long way.\r\n\r\n4. Create an idea with longevity: Get consumers excited about your season, create buzz around your brand, and make them look forward to and anticipate next year’s offering.\r\n\r\n5. Spare no expense: Graphics and structure matter, so dream big with a unique structural package and proprietary graphics that take your package to the next level.\r\n\r\nRead More: http://www.packworld.com/package-design/promotional-package/every-brand-there-season', 'To every brand, there is a season', '', 'publish', 'open', 'open', '', 'to-every-brand-there-is-a-season', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/to-every-brand-there-is-a-season', 0, 'thinking', '', 0), (1894, 4, '2013-12-12 21:57:41', '2013-12-12 21:57:41', 'By Peter Burgoyne\r\nAs we approach the New Year, I’ve been taking a step back and take the proverbial “30,000 foot view” of where things stand in the world of retail design.\r\nI spent a lot of time over the past year flying around the world to visit stores and malls in France, Turkey, the Philippines, Morocco, Spain, Italy, the U.K., Canada and on both coasts of the United States. Again and again on these travels, I was struck by creative, high-quality retail design and architecture.\r\n\r\nRead More: http://vmsd.com/content/grand-tour', 'Grand Tour, Why you should feel bullish about retail in 2014', '', 'publish', 'open', 'open', '', 'grand-tour-why-you-should-feel-bullish-about-retail-in-2014', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/grand-tour-why-you-should-feel-bullish-about-retail-in-2014', 0, 'thinking', '', 0), (1895, 0, '2018-09-27 16:52:21', '2018-09-27 16:52:21', '', 'DR_bag_logo', '', 'inherit', 'open', 'closed', '', 'dr_bag_logo', '', '', '2018-09-27 16:52:21', '2018-09-27 16:52:21', '', 1603, 'http://cbx.cappendev.com/app/uploads/2018/09/DR_bag_logo.jpg', 0, 'attachment', 'image/jpeg', 0), (1896, 0, '2018-09-27 16:52:21', '2018-09-27 16:52:21', '', 'DR_bag_logo-1', '', 'inherit', 'open', 'closed', '', 'dr_bag_logo-1', '', '', '2018-09-27 16:52:21', '2018-09-27 16:52:21', '', 1603, 'http://cbx.cappendev.com/app/uploads/2018/09/DR_bag_logo-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1897, 0, '2018-09-27 16:52:22', '2018-09-27 16:52:22', '', 'LIFESTYLES3_mainline', '', 'inherit', 'open', 'closed', '', 'lifestyles3_mainline', '', '', '2018-09-27 16:52:22', '2018-09-27 16:52:22', '', 1605, 'http://cbx.cappendev.com/app/uploads/2018/09/LIFESTYLES3_mainline.jpg', 0, 'attachment', 'image/jpeg', 0), (1898, 4, '2014-01-07 20:42:59', '2014-01-07 20:42:59', 'To start off the New Year and lead up to the judging of the first annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer & Managing Partner, CBX of the U.S.\r\n\r\n1. What do you look for in great Brand design?\r\nBreaking through the obvious.\r\nDesign that communicates a clear and concise message with a point of difference. Something that differentiates in the marketplace and from the competition. Don’t just push product with basic product shots, benefit statements and a cheaper price. Look to make a paradigm shift in a category, celebrate your brand’s unique difference in the marketplace.\r\n\r\n2.How can Design help retailers and their brands differentiate?\r\nRetailers all have some attributes that are unique to them — whether that be the way the arrange their goods, the way they make their goods, their service, etc. Design shows how to put those unique attributes on a pedestal — make those unique elements the hero and thus create a lasting image in consumers’ minds as to why they can get something from that retailer that they can’t get from anyone else — and that’s the most important piece of retail today because if they can get it someplace else, it’s a price game.\r\n\r\n3. How do you help retailers select great design instead of obvious or easy design?\r\nReminding our clients the value of good brand design is not just about being a national brand equivalent, but standing for something more than that and building brand equity and loyalty.\r\n\r\nDesign is about solving a particular puzzle (all the variables: physical, merchandising needs, space constraints, consumer desires, etc.) in an elegant way where the end solution makes a total impact greater than the sum of all the parts. Design is about creating more for less. Design puts together a puzzle of needs in a way that creates more impact with less resources. Great design has to solve for certain challenges within certain constraints. If it does that well, in a way where the investment is less than the net experience, then you have great design. However, great design doesn’t have to mean design that’s never been done before. Great design takes the core idea of “obvious” and makes it special, unique, nuanced and desired.\r\n\r\n4. What advice do you have for retailers working with design consultancies/branding agencies?\r\n\r\nTrust them. Partner with them. Trust in the process and recognize that the creative process is iterative.\r\n\r\nTake the time upfront to work with the team to understand what all the possible opportunities are. Only then will you be able to make decisions confidently along the way because you’ve explored the alternative paths and know why you did or didn’t pursue them. If you dive right into design, thinking you know what you want, in the short term you may have less confidence in all the decisions that must be made along the way, and in the long run you might regret not stretching your ideas further because retail design is a long term investment.\r\n\r\n5. How can retailers avoid the mistakes of the past and the missteps of national brands?\r\n\r\nThe biggest mistake national brands make is not “sticking with it”. Whether that be good values, advertising, their customer base, their long-term equities or any other unique-ness. Particularly in public companies where the pressure to grow is constant, too many brands and retailers will try anything new to light sales. But, creating consumer awareness of what you’re doing is quite expensive and is likely to wipe out the margin that might have been gained in increased sales. When brands “Stick with it,” they build on the momentum that has been banked over the long-term.\r\n\r\nRead More: http://mypbrand.com/2014/01/07/5-questions-the-vertex-judges-rick-barrack/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+mypbrand+%28Myprivatebrand%27s+Blog%29', 'The Vertex Judges: Rick Barrack', '', 'publish', 'open', 'open', '', '5-questions-the-vertex-judges-rick-barrack', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/5-questions-the-vertex-judges-rick-barrack', 0, 'thinking', '', 0), (1899, 0, '2018-09-27 16:52:22', '2018-09-27 16:52:22', '', 'LIFESTYLES3_mainline', '', 'inherit', 'open', 'closed', '', 'lifestyles3_mainline-2', '', '', '2018-09-27 16:52:22', '2018-09-27 16:52:22', '', 1605, 'http://cbx.cappendev.com/app/uploads/2018/09/LIFESTYLES3_mainline.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1900, 4, '2013-11-26 21:23:40', '2013-11-26 21:23:40', 'Interested in investing in beverage companies Coca-Cola , SodaStream , and Dr Pepper Snapple Group ? Exploring this week\'s news in the beverage industry may help you decide.\r\nPartnerships and innovation\r\nCoca-Cola\'s Honest Tea subsidiary recently took its zero-calories Unsweet Lemon Tea national. Feeling good about the success of its Just Green Tea drink, Honest Tea thinks it can capitalize on the robust tea market. On the innovation front, Drinks Business Review nominated Coca-Cola for the 2013 DBR Drink Innovation Award. Last month in Japan, Coca-Cola introduced a Canada Dry Hot Ginger Ale drink in a can designed to maintain the carbonation when the drink gets heated from a \"chemical concoction\" within the container.\r\n\r\nSodaStream increased the convenience of making soda at home in the United States by introducing SodaStream caps. You essentially take the pre-measured one-use capsule and pour it in the bottle to make a drink. This will certainly add to its appeal for the environmentally conscious consumer. Moreover, it may appeal to the convenience-oriented consumer who doesn\'t want to measure the amount of syrup to make a drink.\r\n\r\nIn an effort to expand their presence as well as combat waning sales in the perceived \"unhealthy drinks\" arena, beverage companies -- via partnerships or their own research team -- are bringing new products to market to entice consumers. Dr Pepper Snapple Group intends on using excess distribution capacity to expand the range of products it sells. Last month, the company partnered with Sunny Delight Beverages to sell the Sparkling Fruit2O flavored water. More recently, Dr Pepper Snapple teamed up with Bai Brands, makers of Bai 5-Calorie Antioxidant Infusions to bring its natural beverages to major markets.\r\n\r\nPackaging and advertising\r\nAccording to a Beverage World article, Dr Pepper Snapple has engaged brand agency CBX to revamp its Sunkist logo and bring back its iconic sun ball graphic. D. Pepper Snapple felt that its current packaging lacked differentiation and lost connection with its \"California beach story.\" The company wants the brand revitalized for the younger demographic. With that said, it can use all the help it can get, considering that its carbonated soda volume fell flat in its most recent quarter.\r\n\r\nCoca-Cola invested in its first dairy cooperative, Fair Life, which owns Core Power, a high-protein shake. With the resources of Coca-Cola, Core Power executives want to sell the public on the \"sex appeal of vitality\" that comes from drinking the protein shake, according to Beverage Daily. Core Power executives utilized Coca-Cola\'s distributions system to take its brand national.\r\n\r\nTrends\r\nIn a recent article, Beverage World cited statistics that offer reassurance to the long-term shareholders of eco-friendly companies such as SodaStream. According to the article, over 75% of the 4,000 people polled increasingly consider environmental factors such as recyclability and environmental friendliness of packaging in their purchasing decisions. In an interesting contrast, another Beverage World article talks about the falling rate of recycling during the 10-year period from 2000 to 2010. The article cited a \"national wasting rate for 2010 at 63 percent\" versus 59% in 2000. The article suggests that if recycling became more convenient via the increased availability of recycling bins, then the rate of recycling might follow. If more consumers can incorporate an eco-friendly mentality, then companies like SodaStream may thrive even more.\r\n\r\nFoolish takeaway\r\nThese headlines point to the understanding on the part of the beverage industry that consumers increasingly want healthier drinks and eco-friendly packaging. As a result, companies are stepping up with new products either internally generated or through partnerships and acquisitions.\r\n\r\nRead More: http://www.dailyfinance.com/2013/11/26/the-latest-news-in-the-beverage-industry-coca-cola/', 'The Latest News in the Beverage Industry: Coca-Cola, SodaStream, and Dr Pepper Snapple', '', 'publish', 'open', 'open', '', 'the-latest-news-in-the-beverage-industry-coca-cola-sodastream-and-dr-pepper-snapple', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-latest-news-in-the-beverage-industry-coca-cola-sodastream-and-dr-pepper-snapple', 0, 'thinking', '', 0), (1901, 0, '2018-09-27 16:52:23', '2018-09-27 16:52:23', '', 'T1', '', 'inherit', 'open', 'closed', '', 't1', '', '', '2018-09-27 16:52:23', '2018-09-27 16:52:23', '', 1606, 'http://cbx.cappendev.com/app/uploads/2018/09/T1.jpg', 0, 'attachment', 'image/jpeg', 0), (1902, 4, '2014-01-16 17:17:52', '2014-01-16 17:17:52', 'By Joe Bona\r\n“City hardware store survives despite bigger retail options.” So ran the headline last November in the local newspaper for Pottsville, Pa. (population 14,229). The story focused on the seemingly unlikely survival of Pottsville’s Centre Street Hardware, which had managed to keep its doors open since 1992 despite the rise of price-busting big-box hardware stores.\r\n\r\nJason Brown, a crack mechanic who manages the family business, told the newspaper its success owes to diversification. “We sell multiple things, such as bagged coal and wood pellets, all along with the regular hardware retail,” he said. “The small engine repair and service work we do, that’s our biggest thing, really.”\r\n\r\nWalk into Roswell Hardware Co., in Roswell, Ga., and the story is much the same. It happens to be an exclusive dealer of a best-in-class barbecue grill called the Big Green Egg. It is a hot item, no pun intended, and about half the store is filled with BBQ-related stuff. By the way, good luck finding Big Green Egg in the big-box stores.\r\n\r\nThe notion of connecting with customers comes up so often in retail these days that it might seem like a meaningless cliché. But as the examples above illustrate, when a business can build strong relationships with local consumers, it can do what some consider nearly impossible—compete with the biggie chains. Indeed, the cavernous big-box stores might even be at a disadvantage in this regard. In a world of commoditized and homogenized retail, there is undeniable appeal to walking into your corner hardware store and chatting with people who know your name.\r\n\r\nBut you cannot just look the part. The key is to actually elevate service in ways that are immediately recognizable to your shoppers. When they ask for help finding an item, walk them to the exact spot. Once there, engage with them by asking about the project they are working on. Find out if they need other help—and make sure you know enough to actually help them. Aside from service, organize your store so that it works for shoppers, not against them. Remove clutter, set store shelves so that categories are easy to navigate, and give those who want to be left alone lots of easy-to-read, way-finding signage.\r\n\r\nBut having clean, bright and organized stores is just cost of entry. More important is to have a differentiating strategy along the lines of the examples above. Find your own Big Green Egg. Maybe it is a top-tier leaf-blower or weed-trimmer that is unavailable in the big boxes but the clear favorite of professional landscapers. Maybe you offer the quickest, best and most affordable equipment repair services in town. And don’t be afraid to steal a few pages from the big boys: Hold classes and other events that drive traffic and simultaneously educate people about your store. Such outreach helps forge even closer ties to the community, which is precisely your goal.\r\n\r\nFor local independents, find your unique story, history or special service and celebrate it. Let your store symbolize all that is good about one of America’s most cherished values: independence.\r\n\r\nRead More: http://www.hardwareretailing.com/independents-day-smaller-stores-can-stand-up-to-their-behemoth-rivals/', 'Independents’ Day', '', 'publish', 'open', 'open', '', 'independents-day-smaller-stores-can-stand-up-to-their-behemoth-rivals', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/independents-day-smaller-stores-can-stand-up-to-their-behemoth-rivals', 0, 'thinking', '', 0), (1903, 4, '2013-12-10 17:23:13', '2013-12-10 17:23:13', 'CBX, a brand agency based here, recently assisted start-up company LIQS™ with the design of innovative packaging and the formulation of other branding initiatives for its eponymous line of super-premium, ready-to-drink cocktail shots.\r\nThe CBX design team worked with LIQS Co-founders Michael Glickman and Harley Bauer on a variety of efforts, including strategic alignment and development of the LIQS’ brand mark and package design. “We took our design cues from LIQS’ target customer, a sophisticated millennial who loves spontaneous get-togethers with friends, whether poolside, at the beach or boating,” said Gregg S. Lipman, CBX managing partner.\r\n\r\nSunny and stylish Miami, where LIQS was launched and is based, offered CBX inspiration for the package designs. The firm reinterpreted a sunburst in a series of colorful graphic bursts to correspond with each LIQS flavor -- red-orange for Tequila Cinnamon Orange; yellow-green for Vodka Cucumber Lime; aqua-blue for Vodka Kamikaze; and red-pink for Vodka Lychee Grapefruit.\r\n\r\nProduced in the USA, each LIQS product comes in a 50ml recyclable, crystal polystyrene shot glass that’s sealed and tamper-resistant. The product is sold in a multi-unit package that offers three individually sealed shots of a single flavor. Each shot, as well as the outer packaging, carries the burst graphic.\r\n\r\n“After many years of witnessing the love that consumers have with shots, and the lack of being able enjoy them at home as if made by a bartender, we set out for a solution that would give people access to quality shots they can take anywhere,” explained Glickman. “LIQS is a convenient and attractive alternative to a bartender and bar setup and a far cry from ‘test-tube’ style shooters. With the new packaging, we’re delivering mixology with the mixologist.”\r\n\r\nLIQS is currently available at numerous liquor stores in Florida in advance of a strategic regional rollout.\r\n\r\nAbout LIQS™\r\nFounded in 2013 by Michael Glickman and Harley Bauer, LIQS developed and markets its eponymous line of super-premium, handcrafted cocktail shots. Innovation, quality and convenience are the core principles for which LIQS has been created. LIQS is the first of its kind, offering customers a handcrafted, portable shot made from only the highest quality ingredients and spirits. www.LIQSshot.com', 'CBX Designs Innovative Packaging for Liqs™ Super-Premium, Ready-to-Drink, Cocktail Shots', '', 'publish', 'open', 'open', '', 'cbx-designs-innovative-packaging-for-liqs-super-premium-ready-to-drink-cocktail-shots', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-designs-innovative-packaging-for-liqs-super-premium-ready-to-drink-cocktail-shots', 0, 'thinking', '', 0), (1904, 4, '2013-10-02 17:34:26', '2013-10-02 17:34:26', 'With a design reminiscent of what consumers would find in a for-profit supermarket, Fare & Square debuted in this metro-Philadelphia area food desert last week. The nation’s first nonprofit grocery store of its kind is housed in a former grocery building purchased by hunger relief organization Philabundance and offers nutritious food with a focus on fresh produce, fresh meats, deli, dairy, seafood, frozen foods and a full range of food staples at everyday low prices. \nThe new 16,000-square-foot store represents Chester’s first grocery store in more than a decade. Fare & Square gives residents of Chester — one of the 35 food deserts in the Delaware Valley according to the USDA — easy access to a full range of fresh and national and private brand foods that have not been available since its last full-scale grocer closed in 2001. Philabundance hopes to replicate this model in other communities in the Delaware Valley region. \n\nWhen planning the prototype, the organization asked New York City-based CBX, the brand agency and retail design consultancy, to create an environment that would “reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” explained Joseph Bona, CBX president of branded environments. In the works for nearly a year, the resulting store features fixtures, lighting, flooring and other elements that would be at home in for-profit supermarkets, but includes a one-of-kind mural designed to showcase the spirit of the City of Chester.\n\nThe colorful Fare & Square logo—a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square—designed by Philabundance and LevLane Advertising, provided CBX inspiration for the overall palette of bright green and shades of saturated purple with splashes of yellow and orange. Modern elements such as light wood and stainless steel trim round out the palette. “The palette is designed to make Fare & Square an energizing and inspiring, but comfortable, place to shop and congregate,” said Bona. \n\nCustomers entering the store will immediately see large displays of produce arrayed on tilt-style tables, while pendant lighting above the displays draws attention to its freshness and quality. A wide variety of additional fruits and vegetables can be found in fresh food fixtures lining the walls. Consistent with for-profit grocery stores, Fare & Square perimeter departments also include dairy, deli, fresh meat and seafood. \n\nShoppers can easily navigate the store’s central core for canned and packaged staples as well as frozen foods, thanks to hanging aisle-marker signage and enticing end-cap displays. Flooring throughout is vinyl, which is easy on both the backs and feet of employees and customers. \n\nNear the store’s exit, a centralized checkout with multiple lanes has been designed to quickly assist shoppers through the bagging process. “In the same spirit as we welcome customers through the front door, we also wanted that last image as they exited the store to leave a positive impression,” Bona noted.\n\nUnder its not-for-profit grocery store model, Fare & Square strives to provide a customer-focused shopping experience and partners with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way. “We designed a neighborhood store that’s clean, well lit, functional, convenient and friendly, but it’s also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona summed up. \n\n“Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of the Philadelphia-based Philabundance. “We have worked on this concept for seven years, and are thrilled to see it come to fruition to help the residents of Chester.”\n\nAbout Philabundance\nPhilabundance reduces hunger and food insecurity in the Delaware Valley by providing food access to people in need in partnership with organizations and individuals. Philabundance provides a full plate of services through neighborhood distribution programs and a network of close to 500 member agencies in 9 counties. Philabundance serves approximately 72,000 people per week at a cost of 50 cents per meal. There are more than 900,000 people in the Delaware Valley who are at risk for chronic hunger and malnutrition. In 2012, Philabundance distributed nearly 25 million pounds of food. For more information about Philabundance, visit www.philabundance.org or call 215-339-0900. Visit us on Facebook, Facebook.com/Philabundance and follow us on Twitter, Twitter.com/Philabundance. If you or someone you know is in need of food assistance, please call Philabundance’s Food Help Line, 800-319-Food (3663).\n', 'New Prototype for Fare & Square, a Not-for-Profit Grocery Store Targeting Food Deserts, Opens in Chester, PA', '', 'publish', 'open', 'open', '', 'new-prototype-for-fare-square-a-not-for-profit-grocery-store-targeting-food-deserts-opens-in-chester-pa', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/new-prototype-for-fare-square-a-not-for-profit-grocery-store-targeting-food-deserts-opens-in-chester-pa', 0, 'thinking', '', 0), (1905, 4, '2013-03-08 17:15:08', '2013-03-08 17:15:08', 'Saks Fifth Avenue has completed a major renovation of its Beverly Hills men’s store, creating what it calls a “stand-alone lifestyle store” under the name The Fifth Man.\nThe 54,000-square-foot, four-level unit on Wilshire Boulevard opened in 1995 in a landmark building that was designed by Timothy Pflueger and formerly housed an I. Magnin. The revamp includes several new designer shops, the largest men’s shoe presentation on the West Coast and a new underground home for denim and cocktails, called D-Bar.\n\n“The store has very beautiful bones,” said Tom Ott, senior vice president and general merchandise manager of men’s wear. When it opened, Saks “put in some shops and enhancements to make it more masculine. But the business has changed and we’re trying to create a wonderful store that caters to the Beverly Hills and California market and is not New York-centric.” Ott said the redesign was executed by Los Angeles-based designers to ensure it has “a local flair. Even though we’re a big national company, we pride ourselves on understanding and assorting for local markets.”\n\nArchitectural features include exposed ceilings, hand-distressed European white oak floors that lead customers through the selling floor, as well as sustainable composite flooring. It features furniture from Matter, Porro, Boffi NY and Julian Chichester, and custom fixtures designed with Amanueal, Van Stry and CBX.\n\nIn terms of merchandise, Ott said the first floor now offers “a big sportswear statement,” with new or renovated shops for Salvatore Ferragamo, Giorgio Armani and Brunello Cucinelli. “This sends a message of a more-casual lifestyle in Beverly Hills,” he said. “It’s still all about luxury, but it’s less serious.” He said a Zegna shop on the main floor will be renovated this spring.\n\n“And we’ve really enhanced our footwear presentation,” Ott continued. “We have 680 sku’s of shoes, which our intelligence tells us is the most pairs of men’s shoes on the West Coast. It flows from sneakers to fine dress shoes. There are sneakers for $100 to hand-made Kiton shoes in the high-$3,000s. And there’s a big statement in designer footwear. It’s very dramatic.”\n\nNewly added brands include Del Toro, Giuseppe Zanotti, Kiton, Louis Leeman, Martin Margiela, Pirelli and Riviera. Lanvin will be added to the mix in the future. The space is divided into three sections, one for classic brands such as Ferragamo, Rosetti and Pierre Corthay; one for designer brands including Gucci, Prada, Dior and Alexander McQueen, and one for contemporary brands such as Paul Smith, Vintage, Viktor & Rolf and Marc Jacobs.\n\nThe shoe department opened last week, Ott said, and business is “off the charts. We’re trying to push the envelope so it’s not so predictable.”\n\nAlso on the main floor, the company is opening the first hard shop for the Saks Fifth Avenue Men’s Collection, a line that  has grown into the company’s largest men’s resource since its introduction in 2009. The 2,000-square-foot boutique has taken the space formerly devoted to shoes. Ott said the New York flagship will add a boutique for the collection over the summer.\n\nThe lower level is now home to the company’s assortment of denim collections and contemporary apparel. D-Bar was designed by California architecture and design firm Marmol Radziner and includes a lounge with an orange-felt-top pool table; a floor-to-ceiling, street-art-inspired mural by artist Karl Clay; boardwalk wood walls; a neon light installation; custom and found furniture in velvet and leather, as well as decorative lighting from Marmol Radziner, Organic Modernism, Pfeifer and Moooi. A John Allan’s Salon was added as well.\n\n“We really believe in the denim and contemporary business,” said Ott. “It’s been one of the fastest-growing categories for us over the last several years. This is our opportunity to take Beverly Hills to the next  level.”\n\nAmong the brands that are being offered are AG Adriano Goldschmied, Diesel, DL196, J Brand, Joe’s, Hudson, Nudie, Prps, Rag & Bone, Seven For All Mankind and True Religion, as well as new offerings from up-and-coming Los Angeles-based designers such as Diana Keinejad. “There’s a lot of exclusive product,” he added. “The assortment will be different than the other stores, even New York.”\n\nOn the second floor, which is devoted to more-classic vendors, the store has introduced Charvet, redone the Armani clothing shop, is planning a renovation of the Zegna shop and will install a Kiton boutique. “This is the floor for the guy who is more suited up,” Ott said.\n\nThe third floor is now devoted exclusively to “pure designer” merchandise. “Without denim and contemporary there, the offering is more polished. We have a designer room like we do in New York and there’s a new Hugo Boss Red shop.” Other vendors on that floor include Burberry, Dsquared2 and Ralph Lauren Black Denim.\n\nIn its totality, the store is being called The Fifth Man, a tag line conceived by Terron Schaefer, executive vice president and chief marketing officer, that is short for The Saks Fifth Avenue Man. “It calls attention to us as a men’s store,” Ott said.\n\nAlthough the company declined to provide a volume figure for the store, Ott believes the renovation is “a great opportunity to showcase these brands.” He said the location in Beverly Hills is one of the “most competitive strips” in the country, with Neiman Marcus and Barneys New York flanking the unit. “We have to offer something new and unique,” he said. “So we’ll have the large brands we’re known for, but inject [the store] with some newness.”\n\nOtt declined to say if any of the concepts that are being unveiled in Los Angeles will be rolled out to other stores in the chain. Saks operates men’s-only stores in San Antonio, Boston, Chevy Chase, Md., Chicago and Palm Beach, Fla. He also declined to provide details on plans for the company’s men’s store on North Michigan Avenue in Chicago, which sources said is the next unit slated for a change. “Chicago will be one notch up,” Ott said. \n\n“\n\nThere are a lot of things out there for men’s in the next 12 to 18 months,” he added. “Men’s has outpaced growth [at the company] and Steve [Sadove, chief executive officer] and Ron [Frasch, president and chief merchant] are putting capital into men’s. We have a lot of great stores, but they were built in the Nineties. They stood the test of time but we’re updating them to do something fresh and unpredictable.”\n\nHe said that while the other upscale retailers are strong competitors, “our biggest competition is online. So to drive traffic to our stores, we have to create theater and a certain service standard for our customer. That’s our great differentiator.”\n\n \n\nhttp://www.wwd.com/menswear-news/retail-business/saks-revamps-beverly-hills-mens-store-6833449', 'Saks Fifth Avenue Renovates Men\'s Store', '', 'publish', 'open', 'open', '', 'saks-fifth-avenue-renovates-beverly-hills-mens-store', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenue-renovates-beverly-hills-mens-store', 0, 'thinking', '', 0), (1906, 4, '2013-04-08 19:48:51', '2013-04-08 19:48:51', 'Food companies are launching campaigns for products they call crazy. Instead of grossing out consumers, it\'s creating a nation of \'loco-vores.\'\nAt a certain point, we mature past eating food on a dare. If someone describes something by using the phrase, \"That\'s crazy,\" you generally wouldn\'t put it in your mouth. But some food companies are making money hand over fist on products that they freely admit you have to be kind of nuts to eat. Why does this work?\n\nFirst, let\'s take a look at the masters. Yum Brands (YUM), which owns KFC, Taco Bell, and Pizza Hut, has nailed this formula. On April 3 the company introduced its \"Crazy Cheesy Crust\" Pizza, which it deemed \"an explosion.\" In Pizza Hut\'s own language from the press release:\n\n\"The mere name of the pizza is quite fitting. It\'s Crazy -- featuring 16 dough pockets at its outer edge -- Cheesy -- each pocket is filled with a blend of five Italian cheeses -- and Crust(y) -- the element of a pizza that Pizza Hut has a rich tradition of revolutionizing all around the world.\"\n\nYum, it would seem, is bilingual in \"Crazy.\" During its fourth-quarter earnings call on February 5, President Richard Carucci trumpeted the success of its \"Doritos Locos Tacos,\" -- essentially a meat, cheese, and salt bomb wrapped in a taco shell made from a Doritos chip. Yuck, right? Wrong. Genius.\n\n\"During 2012, Taco Bell sold 325 million Doritos Locos Tacos,\" Carucci said. \"That\'s more tacos than there are people in the United States and makes it one of the most successful product launches in [quick service restaurant] history.\n\nCompanies besides Yum have gone the crazy route. Four Loko was wildly popular before the FDA deemed it dangerous, banning the caffeinated sugar booze in 2010. Kellogg\'s (K) Pop-Tarts breathed life into the brand with their \"Crazy Good\" campaign, which launched back in 2004 and is still  going today. Kellogg\'s maintains its marketing strategy -- in which \"crazy\" is a positive modifier -- by various means including sponsoring concerts by the likeable, saccharine Carly Rae Jepsen\n\nThe word \"crazy\" works particularly well for food because it hones in on the current zeitgeist. \"I think \'crazy\' is definitely skewing towards millennials and even younger,\" says Andrew Pierce, U.S. President of brand consultancy firm Prophet. \"If you do a Google Image search for the word \'crazy\' (please turn your safe search filter ON) all you see is Homer Simpson, cats, and cartoon characters.\" These are things young people like.\n\nThus, \"crazy\" food can mean fun, creative food, which lines up with our evolving national taste. \"What\'s happening is that the American palate has moved from boring to bold,\" says Nancy Brown, a partner at branding firm CBX.  About six years ago, she says, marketers went after teen males by calling products \"extreme.\"\n\n\"I think \'crazy\' is what \'extreme\' was because \'extreme\' has kind of run its course,\" Brown says. And trends do. Companies should beware, says Pierce, because just as \"OMG\" is now old news in the youth lexicon, \"crazy\" too, shall pass.\n\nThese promotions tend to take that factor into account. Doritos Locos and the new \"crazy\" crust pizza are billed as limited-time-only engagements. These are flash-in-the-pan hot items that companies can yank from the shelves before the branding strength of \"crazy\" runs out.\n\nWorst-case scenario, these promotions create buzz for the brand in the fiercely competitive quick-service restaurant category, which always runs the risk of becoming mundane. If, like Taco Bell, you hit gold, the sales boost is just Dorito-encrusted icing.\n\nSo \"crazy\" works on two kinds of consumers, suggests Pradeep Chintagunta, a marketing professor and consumer behavior expert from the University of Chicago\'s Booth School of Business. One is the heavy junk food consumer, generally young and male, who is looking for new ways to spice up his favorite foods. Convincing him a product is \"crazy\" can get him in the store or at least generate buzz.\n\nBut the second target group for \"crazy\" food marketing reflects an interesting trend in our national food psyche. That is, people tend to perceive their eating habits as a kind of balance, says Chintagunta. And many consumers are waking up to the country\'s issue with obesity-related heart disease and diabetes. They really are working hard to eat healthier. So when they want to splurge, they don\'t just want a Snickers bar, they want something so crazy that it balances out the rigidity of the rest of their diet.\n\n\"People like to balance virtue and vice,\" says Chintagunta.  \"They\'ll say, \'During the week, I was a good person. I ate my lettuce, I ate my salad. Now it\'s the weekend, and I want to cut loose a little bit. If I try something, I want to try something a little bit crazy.\'\"\n\nLucky for them, there\'s a cheese-pocket filled pizza with their name on it. Problem solved.\n\n \n\nhttp://management.fortune.cnn.com/2013/04/08/crazy-cheesy-crust-pizza/', 'Why pizza, tacos, and Pop-Tarts have gone \'crazy\'', '', 'publish', 'open', 'open', '', 'why-pizza-tacos-and-pop-tarts-have-gone-crazy', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/why-pizza-tacos-and-pop-tarts-have-gone-crazy', 0, 'thinking', '', 0), (1907, 0, '2018-09-27 16:52:25', '2018-09-27 16:52:25', '', 'Brooks-External', '', 'inherit', 'open', 'closed', '', 'brooks-external', '', '', '2018-09-27 16:52:25', '2018-09-27 16:52:25', '', 1607, 'http://cbx.cappendev.com/app/uploads/2018/09/Brooks-External.jpg', 0, 'attachment', 'image/jpeg', 0), (1908, 4, '2013-04-16 13:55:21', '2013-04-16 13:55:21', 'CBX, a brand agency based in New York City, collaborated with The Scotts Miracle-Gro Company to launch the packaging redesign of the Ortho(R) brand, the product line providing solutions for pest problems inside and outside your home.The goal was to simplify the shopping experience for consumers. Consumer research showed that communication on shelf was overly complicated, leading to a 30% walk-away rate, and requiring a cleaner way of communicating product benefits while improving the shopability.\n\"CBX developed a visual strategy to communicate the Ortho(R) repositioning by simplifying the architecture which improved the shopping experience,\" says Rick Barrack, Chief Creative Officer, CBX. \"By making the master and sub-brand of equal importance, it was easier to read and therefore shop on shelf.\"\nThe CBX team redesigned the brand mark to reflect that of a home, communicating the benefits of this contemporary household brand. This subtle, yet innovative shift, reassures consumers that Ortho(R) is the singular, effective brand to have in and around their homes.\nCommunication on-pack was a key focus. The CBX team cleaned up the design by simplifying font treatments and implementing color changes. Meaningful visual equities such as photography were incorporated to communicate the problems consumers face and the end solution desired.\nStructure was an essential component in the redesign. A redesigned bottle structure, launched in 2012, has a unique shape differentiating it from category standards. This makes for a greater impact at shelf and separates Ortho(R) from its competitors. The arcs within the artwork were meant to mimic the shape of the bottles, providing a clean, simple feel in contrast to the complex shopping experience typically found in this category.\n\"The redesigned packaging instantly communicates that we are taking the guesswork out of the controls aisle and inviting consumers to choose Ortho(R) for their insect, weed, and animal control needs,\" says Clary Leffel, Director, Ortho Marketing, The Scotts Company. \"Once again, we are offering the simplest, most effective, do-it-yourself solutions from a brand that consumers know they can trust.\"\n\nhttp://online.wsj.com/article/PR-CO-20130415-905872.html?mod=googlenews_wsj', 'CBX Overhauls the Ortho Brand', '', 'publish', 'open', 'open', '', 'cbx-overhauls-the-ortho-brand', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-overhauls-the-ortho-brand', 0, 'thinking', '', 0), (1909, 4, '2013-04-16 14:22:57', '2013-04-16 14:22:57', 'You’re not crazy. The words premium and snack really are popping up on chain-restaurant menus everywhere. Crazy is making some appearances too.Why are these the latest restaurant buzzwords? And why are they supposed to resonate with customers? Let’s take a look.
    \nCrazy\n\n\nSensible food is boring. Fast-food fans — young ones especially — supposedly want something different, something a little, well, crazy. A Fortune post noted that crazy and similar terms have accordingly been showing up on chain-restaurant menus. Most obviously, there’s Pizza Hut’s new Crazy Cheesy Crust Pizza, which features 16 dough pockets stuffed with extra cheese around the pizza — a design that indeed seems pretty crazy.\nWhy has crazy become the menu term du jour? “What’s happening is that the American palate has moved from boring to bold,” Nancy Brown, a partner at branding firm CBX, told Fortune. “I think crazy is what extreme was because extreme has kind of run its course.”\n\nOne of the fast-food players known for being “extreme” a few years back was Pizza Hut’s sister at Yum Brands, Taco Bell. The chain began offering items like the Extreme Cheese and Beef Quesadilla in the late ’00s. It has since moved on to menu offerings that are “crazy,” or more precisely “loco,” with last year’s introduction of the highly successful Doritos Locos Taco.
    \nPremium\n\n\nA 2011 Technomic report found that premium was the most persuasive menu term for getting customers to order an item with beef; 28% of surveyed consumers said they’d be more likely to order beef with the word premium, and they’d be willing to pay a 5% premium for their premium order. Well, surprise, surprise, a study conducted by Mintel for BurgerBusiness last year reported that usage of the word premium on restaurant-chain menus has soared. By its count, there were 138 “premium” offerings on chain menus last year, compared with just 69 in 2007.\nThe word premium “connotes high quality or high price without committing to being either,” BurgerBusiness noted. “Premium sounds upscale, special, with a sophistication that deluxe lacks.”\n\nToday’s fast-food “premium” selections go well beyond beef. In a recent count at the McDonald’s menu, there were 12 “premium” sandwiches and wraps, plus nine “premium” salads, as well as “premium” roast coffee and “premium” roast iced coffee. Burger King, meanwhile, boasts the Premium Alaskan Fish Sandwich, and Sonic Drive-In has a lineup of “premium beef” hotdogs.
    \nSnack\n\n\nSnack has been proliferating at restaurants for several years now, with usage of the word tripling from 2007 to 2010 on fast-food menus. McDonald’s now has 10 varieties of “snack wraps” and snack-size orders of items like Fish McBites. For that matter, bites, a word that signifies food that’s easy for snacking, is also popular on menus — Pretzelmaker Bites, KFC Original Recipe Bites and so on.\nWhy the rise in menu items that aren’t quite meals? One reason is that restaurants are trying to attract customers during the normally dead moments of the day that aren’t quite mealtimes — the in-between hours when diners aren’t up for a full meal, but could go for a quick snack. Snacks can also serve as up-sell items that customers add on in addition to their meal order. And, most of all, snack is spreading because the word is appealing to consumers on two key levels: it’s easy on the waistline and wallet alike. It’s “just a snack,” after all.\n\nNation’s Restaurant News reported that Arby’s is now testing the possibility of launching a “snack ’n’ save” menu as a replacement for its value menu — value being another buzzword that fast-food customers are well acquainted with.\n\n \n\nhttp://business.time.com/2013/04/11/latest-unavoidable-fast-food-buzz-words-the-rise-of-crazy-premium-snacks/', 'The Rise of Crazy, Premium, Snacks', '', 'publish', 'open', 'open', '', 'the-rise-of-crazy-premium-snacks', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-rise-of-crazy-premium-snacks', 0, 'thinking', '', 0), (1910, 4, '2013-04-16 14:50:28', '2013-04-16 14:50:28', 'By Gregg S. Lipman\nRecently, I’ve noticed that charity, that noble concept of giving back to those less fortunate, has fallen to victim to—no surprise here—commercialism.
    \nCharitable efforts continue to play a significant role in our culture, traditions, and identity, as they have since the beginnings of civilization. According to Giving USA’s Annual Report on Philanthropy, Americans donated nearly $300 billion dollars in 2012. (BILLION, folks. That’s more than the GDP of say Greece. Or Finland. Or the Kardashians.)
    \nAs you’ve probably noticed, there’s been a veritable explosion of charitable initiatives in recent years. Not from your local church, Red Cross, or United Way, or even the Girl Scouts (Thin Mint or maybe the nouveau Dulce de Leche, anyone?) but from the vast galaxy of for-profit consumer brands. Why this explosion? Call me a cynic, but we marketers have the data to back up the fact that Americans across socio-economic strata want to get involved and make an impact, and will reward a company that they perceive as making charitable contributions on their behalf. Good for the consumer–good for the brand—good for those in need. A win-win-win.
    \nOne noteworthy example is the venerable Newman’s Own, which started giving away all of its after-profits to charity way back in 1982.
    \nPaul Newman’s brainchild paved the way for hundreds of other companies, and it inspired the one-for-one purchase-to-donation model practiced today by TOMS shoes and trendy eyewear company Warby-Parker. Most recently, the (RED) campaign has partnered with companies including Nike, Gap, Bugaboo and Starbucks to help eliminate HIV/AIDS in Africa, and the One Laptop Per Child and Charity. Water initiatives have both achieved a great deal of success and garnered enormous amount of media attention and goodwill. Each of those campaigns appear to provide seemingly altruistic programs for the common good, without an overly zealous attachment to its host.
    \nBut has the whole idea of branded charity and its almost ubiquitous presence at retail, on packaging, in advertising, on television, via celebrity endorsements, on apparel, etc. become so widespread, so expected that consumers will become progressively numb to it? Are charitable campaigns perilously close to becoming counter-productive? Have they become white noise that actually begins to demotivate consumer behavior?
    \nTake, for example…
    \nStreetKing, an energy drink that wears its gang-cred on its graffitied sleeve, is endorsed by 50-Cent and, by the way, also provides a meal to a hungry child through the United Nations’ World Food Programme, with every purchase made.\n\"\"
    \nSheet\"\"z, the massive convenience store chain, sells two private label charity products: Buy this Water. Help Kids. (water) and Buy this Energy Drink. Help Kids. (Yup, this is an energy drink talking.) That reminds me of the original cover of National Lampoon: ‘Buy this magazine or I shoot this dog.’
    \n\"\"The Oregon Public House, a pub in Portland, purports a lovely sentiment and/or subversive marketing ploy.\nHmmm. Drinking for charity? I’ll buy into that, however far-fetched it may be.
    \nSo, I ask, what’s next? Fly Business Class, Give Hope? File your Taxes, Prevent Malaria?
    \nLook, I get it. Businesses are playing a relevant role in helping pull the loose change out of your pocket (which you might not have done on your own) and redistributing it to a worthy cause. But given this undeniable rise in branded charity, can marketers simply choose charity as a marketing strategy without the gimmicks, the spin, and the self-congratulatory back-patting?
    \nTell me that your charity work is a pillar of your brand. Tell me you do it all the time instead of sometimes. To be effective, differentiated, and become a positive voice for change, branded charity–like “regular” charity—needs to be well intentioned and believable. Not accompanied by a shot of 50 Cent’s favorite energy drink.\n
    \nhttp://www.mpdailyfix.com/corporate-charity-work-give-back-without-gimmicks-or-give-me-a-break/?adref=nlt041613', 'Give Back Without Gimmicks', '', 'publish', 'open', 'open', '', 'give-back-without-gimmicks-or-give-me-a-break', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/give-back-without-gimmicks-or-give-me-a-break', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1911, 4, '2013-04-16 16:06:43', '2013-04-16 16:06:43', 'By Joseph Bona\nSurvey the retail landscape in Europe or the United States and you might conclude that unprecedented shifts are under way that promise to change the basic dynamics of the business from now until the end of time.\n\nIn the United States, for example, the term “showrooming” has become one of the biggest retail buzzwords. The basic idea is that smartphone-addicted shoppers are waltzing into big-box stores, scrutinizing various flat-screen TVs and other merchandise in person, and then buying these items on their phones for the cheapest possible prices.\n\nIn the wake of the Wall Street meltdown and the collapse of the housing market, meanwhile, American consumers are watching their suburban regional malls lose tenant after tenant.\nSome of these 20- or 30-year-old malls — primarily in secondary and tertiary markets — clearly are doomed and will have to be converted into outlets or nonretail uses. U.S. strip center landlords, too, are wringing their hands as big-box chains such as Walmart, Target and Best Buy shrink their store footprints, in part as a response to both the rise of online shopping and the implosion of consumer demand.\n\nSomething similar is happening in Europe and elsewhere with the slowdown of hypermarket expansion. Such factors as pricing pressures, the drive to maximize shareholder value, spiraling labor costs, economic uncertainty and the high barriers to entry have all conspired against the hypermarkets. Headlines about Carrefour’s Singapore pullout; Auchan’s struggles in Spain, Portugal and Italy; and Tesco’s slashed expansion plans in Britain have prompted some observers to ask, “Is this the beginning of the end of the hypermarket?”\n\nWith the high cost of gasoline and the growing concerns about climate change, fewer consumers are keen on driving miles from town to shop at cavernous hypermarkets. They would much rather stay at home and shop local alternatives.\n\nWhile such changes might seem seismic in their scope and scale, they should be kept in proper perspective. Retail has always been in flux and has always been a cyclical business. Change — along with the sense of newness and excitement that accompanies it — is, in fact, part of what keeps retail vibrant. And yet sometimes we forget about the positive side of change.\n\nTechnology is a good example of this. For far too long, online shopping and mobile commerce have been seen as threats to the vibrancy of brick-and-mortar retail. But what about the myriad ways in which the rapid evolution of technology has allowed retailers to reach new audiences and improve customer service? This is not to mention the dramatic improvements in back-office logistics, fulfillment and more.\n\nEarlier this month Bloomingdale’s 59th Street store in New York debuted something called FaceCake — a virtual fitting room that allows shoppers to “try on” clothes without taking off what they’re actually wearing. The device uses Microsoft’s Kinect sensor and camera along with a high-resolution, flatscreen display. As shoppers stand in front of the screen they can make various hand gestures to see what different outfits would look like on their bodies.\nThey can move around, change the angles and experiment with a wide variety of colors and styles. It is an engaging, fun experience that also happens to be a convenient time-saver. In other words, we are starting to see technology that makes a difference at the store level and is neither a threat nor a mere marketing tool. This technology, along with everything else, will evolve and improve over time, creating new possibilities for brick-andmortar stores.\n\nThe movement toward smaller-format stores is often cast as a negative (see business headlines trumpeting “The Death of Big-Box Retail”). But destruction and creativity are always intertwined in retail. By spending less on massive store rollouts and investing more time, money and energy in smaller-format, well-located stores, retailers can dramatically improve both the quality of the in-store experience and their level of customer service. Done right, this should translate into greater productivity. A 200,000-square-foot hypermarket has less appeal today than, say, a smaller format specialty food store along the lines of Trader Joe’s — the Aldi-owned U.S. chain known for its engaging signage, quirky products and gregarious clerks. Rather than wandering aimlessly through endless hypermarket aisles, the Trader Joe’s shopper can partake of the “thrill of the hunt” and come home with something new and novel.\n\nBut there is no reason why the large emporiums of today cannot reinvent themselves along these smaller-format lines, and this is precisely what we are now seeing in the United States from Target, Walmart and Best Buy. Back in April, Tesco announced plans to sink more than $1.6 billion into store improvements in a bid to revive its declining market share. The strategy has shown some early signs of success. Over the long term, however, hypermarket chains such as Tesco might consider shrinking their retail space to food and perishables. This would allow them to sublease more space to branded players in other categories — a great way to drive traffic and differentiate from the competition. One could even imagine a small-format Best Buy moving into a Tesco or a Carrefour.\n\nRetail purists in the United States sometimes fret about the fate of older brands such as J.C. Penney, Kmart or Sears. It is true that these decades-old nameplates do face challenges.\n\nIf Starbucks is about gourmet coffee and Apple is about cutting-edge computing devices, then the Penneys of the world have much more complicated brand identities. A retailer like Penney is essentially a house of brands. How can it set itself apart from its competition? As a Forbes magazine columnist recently put it, Penney chief Ron Johnson, the former Apple executive, has a vision for Penney’s stores that includes “wider aisles encircling a central location called The Square, a place where moms practice yoga and children receive haircuts. The individual modules that ring The Square will be grouped by brands or by theme, accompanied by spiffy technology — iPads, of course … and impressive Oracle gadgets.”\n\nDon’t be fooled — the iPads here are not the point. What Johnson is really trying to do is find meaningful connection points with Penney’s consumers. Ditto for Target, which is bringing in mini-shops that will sell exclusive merchandise as part of sublease agreements. As noted by Reuters, “The Shops at Target” concept features boutiques such as Boston’s Polka Dog Bakery, Miami’s The Webster and San Francisco’s The Candy Store.\n\nBy contrast, a retailer such as Kmart appears to be doing precious little to update and improve its stores, which increasingly seem tired and irrelevant. This helps illustrate the truth that change, far from being a threat, is actually a necessary part of running a successful retail business. In the case of Kmart, lack of change — which is another way of saying the absence of newness — is the cause of a relevance crisis.\n\nUltimately, those retailers that understand technology and know how to use it in service to the fundamentals of retail (having the right product at the right price in the right location with an engaging in-store experience and topnotch customer service) will win.\n\nThe iPad will eventually give way to something else, but these fundamentals go back millennia to the very beginnings of retail itself. Imagine walking up to the Roman Coliseum in, say, 80 AD. The place would have been teeming with shoppers (indeed, you could think of the Coliseum as a prototypical mall or supermarket) with market stands out front selling anything and everything. When a retailer like Target brings in a novel and new mini-shop, is it any different than adding, say, a new saffron vendor out in front of the Coliseum?\n\nSet and setting will inevitably change, but the retail fundamentals are as stable and constant as the law of supply and demand.', 'Change Helps Keep the Retailing Scene Vibrant', '', 'publish', 'open', 'open', '', 'change-helps-keep-the-retailing-scene-vibrant', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/change-helps-keep-the-retailing-scene-vibrant', 0, 'thinking', '', 0), (1912, 1, '2014-01-17 16:55:04', '2014-01-17 16:55:04', 'Actually, scratch that. RadioShack\'s new top management pulled the plug on \"The Shack\" moniker when they green lighted a brand overhaul just shy of a year ago.\r\nAnd change was needed. The storied Fort Worth, Texas-based retailer that ushered in the personal computing era with its TRS-80 microcomputer in 1977-once dominating Apple, IBM, Commodore and Wang-had been struggling for years against vertically integrated brands, as well as big-box and mass merchants.\r\n\r\nBut industry veteran and current Radio Shack CEO Joe Magnacca is working to change that. With more than 20 years in retailing, Magnacca joined RadioShack from Walgreens, where he is credited for the turnaround of its Duane Reade stores. Magnacca in turn recruited Mike DeFazio, also a key player in the Duane Reade reinvention effort, as senior vice president, store concepts.\r\n\r\nLast year, Magnacca created a buzz with a fast track plan to reinvent the company. Founded in 1921, RadioShack is one of the country\'s oldest retail brands and one of the largest, not to mention ubiquitous. It operates some 4,300 stores stretching across the United States, as well as more than 1,200 international units. The retailer\'s merchandise includes 7,000 SKUs-from adapters and antennas to flashlights, batteries, radio-controlled toys and two-way radios-nearly 70 percent of which are private label.\r\n\r\nRationalizing Radio Shack\'s assortment was a big part of Magnacca\'s vision, although RadioShack will continue to sell mainline brands, such as Apple. \"We wanted to become a destination for our own brands, because that will keep customers coming back to just us,\" DeFazio says. For that reason, RadioShack merchants are working to source new and proprietary goods.\r\n\r\nMagnacca also wanted to pay homage to the brand\'s heritage as a place for fun and Innovative products, and a \"Let\'s Play\" platform became the foundation on which to build an advertising campaign, as well as in-store communication. However, both stores and merchandise needed to be embraced by existing mobility customers while wooing women and younger customers who were not Radio Shack loyalists. So, the CEO tamed to New York-based CBX for Its store design and packaging expertise.\r\n\r\nThe first remodeled RadioShack store opened at Sundance Square In Fort Worth last May, followed by a New York location at Broadway and 81st Street In June. Both concept stores, averaging 2,000 sq. ft., showcase a number of new features to be rolled out throughout the Un1ted States and internationally over time. At the end of 2013, the retailer had made Improvements to nearly every one of its stores, ranging from new paint and graphics in it’s \"Brand Statement\" stores, which represent its smallest footprints or revenue generators, to major resets that include custom fixturing in the higher-volume\r\nconcept stores.\r\n\r\nThe 2,357-sq.-ft. Fort Worth flagship sports a mid-century modem feel, and has been dubbed a \"retro\" store. It features an authentically styled \"radio shack\" inside-a nod to the structure that houses a ship\'s radio equipment, complete with retro knobs and dials, and the term that supplied the chain\'s name 92 years ago.\r\n\r\nInside, a variety of vintage photos, old radios and technology as door suggest the store is part museum. \"It\'s all about playing on our name and heritage, while telling a whole new consumer base who we are and what we stand for, \" DeFazio says.\r\n\r\nWhile the Fort Worth store clearly is a customized homage to its headquarters, all stores will eventually feature a refreshed color palette and logo. The former red, black and white palette Radio Shack signature colors-has given way to burnt orange, deep metallic brown and stainless steel. Inside, customers will find a well-lit, visually open store with plenty of room to move, as well as a reordered experience.\r\n\r\nThe new design is easier to navigate thanks to large, simplified departmental signage calling out \"Power It, \" \"Rock It, \" \"Create It\" and \"Discover It.\" From a product point of view, the store Is no longer overwhelming,\" says Joseph Bona, president of branded environment, CBX. \"We wanted customers to easily find what they\'re looking for, but we also wanted to encourage Interaction with the products, so the displays needed to be\r\nmore accessible. \"\r\n\r\nNewly configured custom fixtures highlight a wide range of products from mobile phones to flat screen TVs. A conveniently located touchscreen computer allows customers an opportunity to enter their choice of phone or other device, and have their technical questions answered, or learn product benefits. A new speaker wall with a control console allows customers to test any or all speakers 1nd1vidually by playing music from their own Bluetooth-enabled mobile devices. A 65-ln. television allows customers to control the size of what\'s displayed (all the way down to 19 in.) In order to give them a sense of how televisions of various sizes will look In their home. There\'s also a headphone display with working headphones ranging In style and price, as well as a presentation of several GoPro camera models.\r\n\r\nBut, it\'s not only high touch. Helpful \"Texperts\" can answer shoppers\' question about RadioShack services and products. There\'s also an in-store kiosk that makes it convenient and easy fur customers to order items not in stock. Given its prime real estate, Radio Shack customers can stop by stores to place orders by kiosk for home delivery. And because part of Magnacca\'s vision included omnichannel selling, product packaging, already part of the RadioShack reinvention plan took on additional importance. In the months following the launch of the first amped-up stores, DeFazio explains, \"We\'ve made some tweaks. We feel we\'ve done all the things necessary to make it a good interactive experience, a comfortable environment that\'s easy to navigate and get around.\r\n\r\nWill it be enough to regain a share of consumers\' wallets in the highly competitive electronics sector? Only time will tell, but DeFazio says customers already are showing the love by spending money and driving revenue up in these first remodeled stores. So, when the time comes, don\'t call it a comeback-RadioShack\'s been here for years.', '\"The Shack\" is back and on a roll', '', 'publish', 'open', 'open', '', 'the-shack-is-back-and-on-a-roll', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/the-shack-is-back-and-on-a-roll', 0, 'thinking', '', 0), (1913, 1, '2018-09-27 17:56:32', '0000-00-00 00:00:00', 'To start off the New Year and lead up to the judging of the first annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer & Managing Partner, CBX of the U.S.\r\n\r\n1. What do you look for in great Brand design?\r\nBreaking through the obvious.\r\nDesign that communicates a clear and concise message with a point of difference. Something that differentiates in the marketplace and from the competition. Don’t just push product with basic product shots, benefit statements and a cheaper price. Look to make a paradigm shift in a category, celebrate your brand’s unique difference in the marketplace.\r\n\r\n2.How can Design help retailers and their brands differentiate?\r\nRetailers all have some attributes that are unique to them — whether that be the way the arrange their goods, the way they make their goods, their service, etc. Design shows how to put those unique attributes on a pedestal — make those unique elements the hero and thus create a lasting image in consumers’ minds as to why they can get something from that retailer that they can’t get from anyone else — and that’s the most important piece of retail today because if they can get it someplace else, it’s a price game.\r\n\r\n3. How do you help retailers select great design instead of obvious or easy design?\r\nReminding our clients the value of good brand design is not just about being a national brand equivalent, but standing for something more than that and building brand equity and loyalty.\r\n\r\nDesign is about solving a particular puzzle (all the variables: physical, merchandising needs, space constraints, consumer desires, etc.) in an elegant way where the end solution makes a total impact greater than the sum of all the parts. Design is about creating more for less. Design puts together a puzzle of needs in a way that creates more impact with less resources. Great design has to solve for certain challenges within certain constraints. If it does that well, in a way where the investment is less than the net experience, then you have great design. However, great design doesn’t have to mean design that’s never been done before. Great design takes the core idea of “obvious” and makes it special, unique, nuanced and desired.\r\n\r\n4. What advice do you have for retailers working with design consultancies/branding agencies?\r\n\r\nTrust them. Partner with them. Trust in the process and recognize that the creative process is iterative.\r\n\r\nTake the time upfront to work with the team to understand what all the possible opportunities are. Only then will you be able to make decisions confidently along the way because you’ve explored the alternative paths and know why you did or didn’t pursue them. If you dive right into design, thinking you know what you want, in the short term you may have less confidence in all the decisions that must be made along the way, and in the long run you might regret not stretching your ideas further because retail design is a long term investment.\r\n\r\n5. How can retailers avoid the mistakes of the past and the missteps of national brands?\r\n\r\nThe biggest mistake national brands make is not “sticking with it”. Whether that be good values, advertising, their customer base, their long-term equities or any other unique-ness. Particularly in public companies where the pressure to grow is constant, too many brands and retailers will try anything new to light sales. But, creating consumer awareness of what you’re doing is quite expensive and is likely to wipe out the margin that might have been gained in increased sales. When brands “Stick with it,” they build on the momentum that has been banked over the long-term.\r\n\r\nRead More: http://mypbrand.com/2014/01/07/5-questions-the-vertex-judges-rick-barrack/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+mypbrand+%28Myprivatebrand%27s+Blog%29', '5 Questions The vertex Judges: Rick Barrack', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=1913', 0, 'thinking', '', 0), (1914, 1, '2014-05-29 20:26:38', '2014-05-29 20:26:38', 'Every year, millions of people shop at Walmart -- but few of them are as inspired by what they find in the aisles as artist Brendan O\'Connell. O\'Connell, who has been the focus of several TV news segments and magazine articles, has been painting on canvas what he finds there: everyday household products like JIF peanut butter, Velveeta cheese and Wonder bread, as well as the people who go there to purchase them. O\'Connell\'s subject matter is not dissimilar from that of Andy Warhol, another artist who made a career out of portraying the designs that our agency, and others like it, spend days and late nights creating as art. But do we -- or even the brands that engage us -- get any benefit or credit (or even compensation) from Mr. O\'Connell for the subject matter that so inspired him?\r\nIn the age of Pinterest, Instagram, YouTube, et al., there seems to be an ever-growing blur between art and commerce. Except for when it comes to the business (i.e., the money part) behind the creativity. There the lines become pretty black and white. While artists -- like illustrators, photographers and musicians -- who develop commercial materials continue to leverage business concepts around copyright usage and the like (Shutterstock founder Jon Oringer just made the billionaire\'s club), clients have put more and more demands on agencies in order to get the work they want for the price they want. Agencies generally perform under \'work for hire,\' relinquishing ownership over final creative product (online you can get it for $399). It\'s a competitive environment, but creativity, at least quality creativity, continues to be commoditized.\r\n\r\nCan anyone really divine how long it will take to develop a logo? More importantly, what will its worth be in market? One of my idols, the agency legend David Ogilvy, once advised prospective clients to \"insist on paying 16% to your agency [ed. note: 15% commission was once a standard in advertising]. The extra 1% won\'t kill you...and you will get better service.\" I couldn\'t agree more -- but then again, I\'m the agency.\r\n\r\nRead more: <a href=\"www.huffingtonpost.com/gregg-s-lipman/art-vs-commerce_b_5399195.html\" target=\"_blank\">www.huffingtonpost.com/gregg-s-lipman/art-vs-commerce_b_5399195.html</a>\r\n\r\n&nbsp;', 'Art vs. Commerce', '', 'publish', 'open', 'open', '', 'art-vs-commerce-2', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/art-vs-commerce-2', 0, 'thinking', '', 0), (1915, 1, '2014-05-29 20:16:40', '2014-05-29 20:16:40', 'Food and beverage packaging is providing product support, with designs that call out to targeted segments.\r\nWith natural and organic brands continuing to inundate the marketplace, processors are turning to market segmentation to claim their niches. Packaging is providing essential support, with designs that call out to targeted segments.\r\n\r\nThe trend is occurring in both North America and Europe, within natural and organic categories ranging from peanut butter to sparkling water. In some instances, segmentation hinges on consumer values — like a desire for on-the-go convenience or locally sourced food. In other cases, demographic segmentation is the preferred strategy.\r\n\r\nIn the U.S., Hain Celestial Group Inc., Lake Success, N.Y., recently redesigned the distinctive black packaging for its Terra brand chips to emphasize the root vegetables from which the product is made. The new package graphics, which feature elegant photography of the chips and a fresh visual architecture, also reinforce the brand’s positioning as a premium, gourmet-quality natural snack.\r\n\r\nIn the redesign, “there were three key elements that we wanted to focus on,” says Sam Garfinkel, senior brand manager for the Terra brand. “The biggest thing we wanted to communicate was … our real vegetables. That gets to the heart of what separates us from all the other players in the snack category.”\r\n\r\nSecond, he says, “we wanted to modernize the brand. We had a brand that was so premium, but wasn’t as modern as some of the other players in the category.”\r\n\r\nRunning “a close third” was improved \"portfolio navigation.\" To help consumers navigate the Terra portfolio, which includes more than 20 varieties and some 50 stock-keeping units in various sizes, the package redesign changed how product varieties and seasonings are presented.\r\n\r\n“I think the clearest example of how we standardized and improved navigation was with our flavor banner,” Garfinkel says. On the old package, the location and size of the flavor banner varied by flavor. On the new bag, the product variety appears immediately below the Terra logo, and the seasoning cue is right under the variety: “Terra,” “Exotic Potato” and “Sea Salt,” for example.\r\n\r\n“We set up a clear architecture for communicating brand, flavor and seasoning, all in a very structured manner … across the brand, so that people would get to the shelf, quickly recognize it as Terra and then easily navigate to their flavor of choice,” Garfinkel explains.\r\n\r\nThe package’s glossy black surface and high-quality rotogravure printing position Terra as a premium brand, and artistic photography on the bags supports the modernization and real-vegetable communication.\r\n\r\n“Stylistically, it’s a very modern angle and look, but [the photography] also helps us highlight all those diverse vegetables that you see in the blend,” Garfinkel says. “It really helps tell that full story in just one image.”\r\n\r\nAugmenting the large product photo on the bag, a row of icons across the bottom of the package shows which vegetables are included in that particular flavor.\r\n\r\nBrand agency CBX, New York, worked with the brand team on the strategy for the redesign and also created the new package design.\r\n\r\n\"\"Meanwhile, on-the-go consumers are the target market for a different type of natural snack — peanut butter. In May 2014, Hormel Foods Corp., Austin, Minn., launched Skippy Natural Creamy Peanut Butter Spread and Skippy Creamy Peanut Butter in single-serving multipacks. The company calls the format Skippy Singles.\r\n\r\nEach resealable canister of Skippy Singles holds six 1.5-oz. cups of peanut butter. The small, sealed, individual cups make it easy to transport the product for an away-from-home treat teamed with other foods, or as a snack unto itself.\r\n\r\nThe canister, with a transparent front panel that displays the cups, simplifies pantry storage and also provides a visual reminder to restock the product as the supply dwindles.\r\n\r\nHappy European cows and bees\r\n\r\nRørosmeieriet, Røros, Norway, that country’s largest organic dairy, is redesigning all its packaging to attract consumers interested in locally produced organic products.\r\n\r\nThe first of the dairy’s redesigns, for its one-liter cartons of milk, launched this March throughout Norway. The company worked with Stockholm-based brand development agency Grow to execute the redesign.\r\n\r\nAll of Rørosmeieriet’s products “are organic and based on milk from farms in the Røros region and surrounding counties,” says Kjersti Svang Olsen, account director/director brand development at Grow.\r\n\r\nThe brand’s identity is wrapped up in the “culinary traditions and professional craftsmanship that the area is famous for,” she adds. These include dairy techniques that have been used for many generations in the region.\r\n\r\nTo communicate these local and traditional attributes to its target market, Rørosmeieriet’s new milk cartons are decorated with a full-size image of an old-fashioned glass milk bottle.\r\n\r\n“Compared to the general packaging in the milk [section] in Norwegian grocery stores, it represents a distinctive expression through the use of different graphical means,” says Olsen.\r\n\r\nA combination of photography and hand-painted watercolors communicates the milk’s provenance, with an emphasis on Røros, cows and traditional dairy equipment. Inspiration for the new logo came from dairy tools and milk-pail lids.\r\n\r\nGoing forward, Rørosmeieriet will work with Grow to redesign packaging for the dairy’s sour cream, cottage cheese, skjørost cheese, yogurt and butter.\r\n\r\n\"\"Also looking to capture local-minded aficionados is Nectaflor, Biel/Bienne, Switzerland. This natural-food company chose a simple but upscale package design for the launch of its limited-quantity, regional honey varieties. Each of the three varieties is named for its region of origin: the Swiss Jura Mountains, the Ticino region or eastern Switzerland. The products launched in summer 2013.\r\n\r\nNectaflor’s local honey “is a modest luxury product … for people who appreciate good local products,” says Christoph Schlatter, creative director at creative agency Allink GmbH, Zurich, Switzerland, which designed the packaging.\r\n\r\nThe 225g honey package is a stock container, a glass flip-top jar decorated with an elegant letterpress-printed tag. This design emphasizes the product’s natural quality and the brand’s personality.\r\n\r\nThe tag, which is attached to the jar by hand, “conveys the personal attribute,” Schlatter says. “The product does not assert itself as [a] mass product but as a product from your local beekeeper. The ‘non-design’ puts emphasis on the honey.”\r\n\r\nBabies and children\r\n\r\nDemographic segmentation is another way processors are slicing and dicing the natural/organic market.\r\n\r\n\"\"Babies and kids — and their parents — are demographics of keen interest at Stonyfield Farm Inc., Londonderry, N.H. The company recently took a page from the baby food category’s packaging playbook, launching Stonyfield Organic YoToddler, YoBaby and YoKids refrigerated yogurts in spouted stand-up pouches. The company will continue to sell the products in multipacks of cups.\r\n\r\nStonyfield’s pouch products for babies and kids launched in the U.S. earlier this year. A co-branded version, created in partnership with organic food processor Happy Family, New York, will launch in July 2014. Both Stonyfield and Happy Family are owned by Danone, Paris.\r\n\r\nThe co-branded pouch products will be sold under the brand names YoTot, YoBaby and YoKids Squeeze! in pouches carrying both the Stonyfield and Happy Family logos. Fill size for the YoTot and YoKids pouches will be 3.7 oz., and for YoBaby, 3.4 oz. The reclosable stand-up pouches will be sold in four-packs and individually.\r\n\r\nAlthough the babies/kids market segment is not a new one for either of these brand owners, the products and packaging are pioneering new territory in their own way.\r\n\r\n“This is the first organic, refrigerated pouch yogurt, and what that allows us to do is have the real, live, active cultures” in the yogurt, says Seth Beamer, brand manager for the babies’ and kids’ products at Stonyfield. Other pouched organic yogurts on the market, including Happy Family’s, are shelf-stable.\r\n\r\nThe pouch format also provides parents with functional benefits vs. yogurt cups. “Convenience is certainly at the forefront,” says Beamer. “We know how busy moms are, and this gives them a convenient offering [for] yogurt on the go. It’s much easier for parents to feed their kids with these hand-held pouches.” In addition, the pouch products are “less-mess — almost mess-free.”\r\n\r\nFilm for Stonyfield’s form-fill-seal pouches is supplied by Clear Lam Packaging Inc., Elk Grove Village, Ill.; the caps are from Georg Menshen GmbH & Co., Finnentrop, Germany. The pouch material is a multilayer film made from linear low-density polyethylene (LLDPE) and polyester, and the closures are polyethylene.\r\n\r\nWomen with a thirst\r\n\r\nFor Something Natural brand sparkling water, a new focus on the female demographic led to a recent packaging redesign.\r\n\r\n\"\"Something Natural, Boston, launched the product in 2010 in a cobalt-blue glass bottle printed with the abstract image of a flock of birds. The product is now distributed throughout the U.S. in chains such as Safeway, Target and Stop & Shop and also in local natural-foods stores.\r\n\r\n“Through being in the marketplace … they had identified a couple areas where we could strengthen the design,” says Pamela Long, director/client services at Little Big Brands, White Plains, N.Y. Little Big Brands created the original package design, and the redesign, for Something Natural.\r\n\r\nMaking the color coding for the five flavors more prominent was one focus of the redesign. “But more importantly, [Something Natural] decided to put a stake in the ground in terms of their target audience. Instead of being for everyone, they really felt like they had a bigger opportunity with the female market,” Long explains.\r\n\r\n“They were getting some sales data and some anecdotal data back from stores that … purchasing was 90 percent female,” she adds. “[They thought,] that’s who’s picking us up, so maybe we could skew a little more in that direction.”\r\n\r\nRather than throw out the original design and start over, Something Natural elected to evolve the brand’s look and feel. The result, graphically, was to keep the birds but make a more female-oriented statement with them.\r\n\r\n“Initially they had this blue bottle, and they had the name ‘Something Natural.’ The thing that came to mind to us was: What’s more natural than a flock of birds?” recalls John Nunziato, Little Big Brands’ founder and creative director.\r\n\r\nIn the redesign, the 11-oz. bottle remained the same, but the graphics changed from a flock of birds to five individual birds color-coded by flavor. And the new logo is more feminine than the old one, using a hand-drawn cursive font drawn out as a mono-weight line. The old logo was rendered in a rectilinear, businesslike sans serif font.\r\n\r\nNow “each logo is a piece of string that’s in the bird’s mouth, and each one ends differently on the ‘L’ in ‘Natural,’ so that piece of string runs a little bit differently to meet up with the bird,” Nunziato says. The concept plays to the female market in that “the bird is collecting string to build [a] nest.”\r\n\r\nThe bottles were decorated using applied ceramic labeling (ACL), a screen-printing technique. The designers leveraged the strengths and limitations of ACL to give the printed graphics a natural look while making the color coding more noticeable.\r\n\r\n“We switched to color coating a larger area of the bird to get a larger area of ink,” says Nunziato. “But we knew it was going to misregister. This type of printing has a tendency as it goes through the run to register an eighth of an inch left of center and an eighth of an inch right. So when we drew the [birds’] color coding, we drew it irregularly knowing that sometimes it would register and sometimes it wouldn’t.”\r\n\r\nHe adds that the variability of the printed design is “the beauty of it,” echoing the brand premise of “something natural.”\r\n\r\nLong characterizes the redesign as “a good example of a brand owner who listened to [its] retail partners and tried to capitalize on what was working for the brand and improve upon what they were hearing from the marketplace — how the brand could grow and become more powerful for consumers.\r\n\r\n“It’s a pretty simple package,” she says, with “just a couple main elements. They had a beautiful structure to begin with. It was really just about decorating it in a beautiful way.”\r\n\r\nRead more: www.foodprocessing.com/articles/2014/packaging-for-organic-and-natural-foods/', 'Packaging Provides A Segment-Specific Billboard For Organic And Natural Foods', '', 'publish', 'open', 'open', '', 'packaging-provides-a-segment-specific-billboard-for-organic-and-natural-foods', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/packaging-provides-a-segment-specific-billboard-for-organic-and-natural-foods', 0, 'thinking', '', 0), (1916, 1, '2018-09-27 17:42:11', '0000-00-00 00:00:00', 'Friendly Express is joining forces with global brand agency CBX to update the design and branding of its 42-store network of convenience stores in southeast Georgia.\r\nAccording to CBX, its assignment is to update the chain’s logo and redesign the interiors and exteriors of Friendly Express\' convenience stores, which range in size from 2,000 to 3,500 square feet. The stores, which offer gasoline, are located in several different southeast Georgia communities, including Waycross, Jesup, Folkston, Brunswick and St. Simons Island.\r\n\r\n“Friendly Express, which has been in business for more than 25 years, is known for its strong commitment to the communities it serves,” said Joseph Bona, president of branded environments at New York-based CBX, which has extensive experience in the energy and convenience store channel. “In keeping with that commitment, the company’s management team is eager to exceed customer expectations by working with CBX to adopt next-generation approaches to the c-store experience.”\r\n\r\nThe strategic goals of the project include bolstering design and branding elements of important categories and areas of the store, particularly the coffee and overall foodservice experience, noted Bona.\r\n\r\nThis is in keeping with broader trends across the U.S. convenience store sector, in which higher-quality foodservice is one of the biggest growth areas, he added. “Nowadays, consumers expect more from convenience stores, in part because so many players out there — names like Wawa, RaceTrac, Sheetz and Thorntons — continually seek to innovate and push the boundaries,” he explained.\r\n\r\nFriendly Express has already scored a hit with its loyal customers through its proprietary and locally produced DeDe’s doughnut brand. “There is an authenticity to DeDe’s and we might well incorporate elements of this story into the rebranding project,” Bona said. “Today’s c-stores really need to ‘own’ coffee and bakery and, among other improvements, we aim to help Friendly Express do precisely that.”\r\n\r\nAs befits its name, Friendly Express is known for its friendly customer service, as well as its strong commitment to local communities. From providing coats for children in need to supporting research to fight breast cancer, giving back is one of the retailer\'s top priorities.\r\n\r\n“Friendly Express is excited to team up with such a reputable company as CBX,” said Danny Smith, CEO of Friendly Express. “After checking their references and meeting with them personally, we realized they have a passion for what they do and a willingness to do whatever it takes to deliver on their service. They understand our business, our financial challenges and our desire to evolve without reinventing ourselves. Most importantly, they listen and they always, always ask questions to better understand what we want to be when we grow up.”\r\n\r\nFriendly Express traces its origins to Lewis Oil Co. (now Lewis and Raulerson Inc.).\r\n\r\nCBX specializes in corporate identity, consumer branding and retail. The company\'s client base includes Wawa, BP, Aloha Petroleum and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis and operates offices around the globe through the CBX Worldwide Partnership.\r\n\r\nRead more: <a href=\"http://www.csnews.com/industry-news-and-trends/corporate-store-operations/friendly-express-enlists-cbx-chainwide-makeover?cc=3\" target=\"_blank\">www.csnews.com/industry-news-and-trends/corporate-store-operations/friendly-express-enlists-cbx-chainwide-makeover?cc=3</a>', 'Friendly Express Enlists CBX for Chain wide Makeover', '', 'draft', 'open', 'open', '', 'friendly-express-enlists-cbx-for-chain-wide-makeover', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=1916', 0, 'thinking', '', 0), (1917, 0, '2018-09-27 16:52:30', '2018-09-27 16:52:30', '', 'T1-1', '', 'inherit', 'open', 'closed', '', 't1-1', '', '', '2018-09-27 16:52:30', '2018-09-27 16:52:30', '', 1606, 'http://cbx.cappendev.com/app/uploads/2018/09/T1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1918, 1, '2014-05-29 07:19:50', '2014-05-29 07:19:50', 'CBX to help with design and branding initiative focusing on next-generation approaches to the c-store experience.\r\nGlobal brand agency CBX will help Friendly Express update the design and branding of its 42-store network of community-focused convenience stores in southeast Georgia.\r\n\r\n“Friendly Express, which has been in business for more than 25 years, is known for its strong commitment to the communities it serves,” said Joseph Bona, president of Branded Environments at CBX, which has extensive experience in the energy and convenience store channel. “In keeping with that commitment, the company’s management team is eager to exceed customer expectations by working with CBX to adopt next-generation approaches to the c-store experience.”\r\n\r\nUnder the assignment, the firm will update the chain’s logo and redesign the interiors and exteriors of its convenience stores, which range in size from 2,000-3,500 square feet. Friendly Express stores, which also offer gasoline, are located in several different southeast Georgia communities, including Waycross, Jesup, Folkston, Brunswick, and St. Simons Island.\r\n\r\n“The strategic goals here include bolstering design and branding elements of important categories and areas of the store,” Bona noted. “In particular, we will be working with the company to improve and highlight the coffee and overall foodservice experience.” This is in keeping with broader trends across the U.S. c-store sector, in which higher-quality foodservice is one of the biggest growth areas, he added. “Nowadays, consumers expect more from convenience stores, in part because so many players out there—names like Wawa, RaceTrac, Sheetz and Thorntons—continually seek to innovate and push the boundaries,” Bona said.\r\n\r\nBut CBX will not need to create new brands from scratch: Friendly Express has already scored a hit with its loyal customers through its proprietary and locally produced DeDe’s doughnut brand. “There is an authenticity to DeDe’s, and we might well incorporate elements of this story into the rebranding project,” Bona said. “Today’s c-stores really need to ‘own’ coffee and bakery and, among other improvements, we aim to help Friendly Express do precisely that.”\r\n\r\nMany of Friendly Express’ rural stores already serve as community focal points where people congregate, eat and shop, noted David Weinberger, vice president, engagement director at CBX. “I visited one store that had a separate dining area, which is unusual even for many of today’s best-known c-store chains,” he said. “That speaks to the already strong commitment to food at Friendly Express.”\r\n\r\n“Friendly Express is excited to team up with such a reputable company as CBX,” said Danny Smith, CEO of Friendly Express. “After checking their references and meeting with them personally, we realized they have a passion for what they do and a willingness to do whatever it takes to deliver on their service. They understand our business, our financial challenges and our desire to evolve without reinventing ourselves. Most importantly, they listen and they always, always ask questions to better understand what we want to be when we grow up.”\r\n\r\nRead more: www.csdecisions.com/2014/05/29/friendly-express-updating-georgia-c-stores/#_', 'Friendly Express Updating Georgia C-stores', '', 'publish', 'open', 'open', '', 'friendly-express-updating-georgia-c-stores', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/friendly-express-updating-georgia-c-stores', 0, 'thinking', '', 0), (1919, 1, '2014-05-28 21:35:07', '2014-05-28 21:35:07', 'Design and Branding Initiative Focuses on Next-Generation Approaches to the C-Store Experience\r\nGlobal brand agency CBX will help Friendly Express update the design and branding of its 42-store network of community-focused convenience stores in southeast Georgia.\r\n\r\n\"Friendly Express, which has been in business for more than 25 years, is known for its strong commitment to the communities it serves,\" said Joseph Bona, President of Branded Environments at CBX, which has extensive experience in the energy and convenience store channel. \"In keeping with that commitment, the company\'s management team is eager to exceed customer expectations by working with CBX to adopt next-generation approaches to the c-store experience.\"\r\n\r\nUnder the assignment, the firm will update the chain\'s logo and redesign the interiors and exteriors of its convenience stores, which range in size from 2,000 to 3,500 square feet. Friendly Express stores, which also offer gasoline, are located in several different southeast Georgia communities, including Waycross, Jesup, Folkston, Brunswick, and St. Simons Island.\r\n\r\n\"The strategic goals here include bolstering design and branding elements of important categories and areas of the store,\" Bona noted. \"In particular, we will be working with the company to improve and highlight the coffee and overall foodservice experience.\" This is in keeping with broader trends across the U.S. c-store sector, in which higher-quality foodservice is one of the biggest growth areas, he added. \"Nowadays, consumers expect more from convenience stores, in part because so many players out there -- names like Wawa, RaceTrac, Sheetz and Thorntons -- continually seek to innovate and push the boundaries,\" Bona said.\r\n\r\nBut CBX will not need to create new brands from scratch: Friendly Express has already scored a hit with its loyal customers through its proprietary and locally produced DeDe\'s doughnut brand. \"There is an authenticity to DeDe\'s, and we might well incorporate elements of this story into the rebranding project,\" Bona said. \"Today\'s c-stores really need to \'own\' coffee and bakery and, among other improvements, we aim to help Friendly Express do precisely that.\"\r\n\r\nMany of Friendly Express\' rural stores already serve as community focal points where people congregate, eat and shop, noted David Weinberger, VP, Engagement Director at CBX. \"I visited one store that had a separate dining area, which is unusual even for many of today\'s best-known c-store chains,\" he said. \"That speaks to the already strong commitment to food at Friendly Express.\"\r\n\r\n\"Friendly Express is excited to team up with such a reputable company as CBX,\" said Danny Smith, CEO of Friendly Express. \"After checking their references and meeting with them personally, we realized they have a passion for what they do and a willingness to do whatever it takes to deliver on their service. They understand our business, our financial challenges and our desire to evolve without reinventing ourselves. Most importantly, they listen and they always, always ask questions to better understand what we want to be when we grow up.\"\r\n\r\nAbout Friendly Express\r\nFriendly Express is a community-focused convenience store network with 42 locations across southeast Georgia. As befits its name, the company is known for its friendly customer service as well as its strong commitment to local communities: From providing coats for children in need, to supporting research to fight breast cancer, giving back to the southeast Georgia community is one of Friendly Express\' top priorities. The company, which traces its origins to Lewis Oil Company (now Lewis and Raulerson, Inc.), has operated in southeast Georgia for more than 25 years.\r\n\r\nAs seen in:\r\nYahoo Finance\r\ndesign:retail', 'CBX to Help Friendly Express Update Its Georgia C-Store Network', '', 'publish', 'open', 'open', '', 'cbx-to-help-friendly-express-update-its-georgia-c-store-network', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-to-help-friendly-express-update-its-georgia-c-store-network', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1920, 1, '2014-05-20 19:08:25', '2014-05-20 19:08:25', 'By Todd Maute\r\nPrivate label emerged when retailing was still relatively straightforward. Today, the proliferation is such that we are no can longer rationalize creating a new brand for countless categories. “I have 21 brands and I don’t know what half of them are,” an executive recently said to me. “If I don’t know what these brands mean, how are our shoppers going to?” Every private brand in a retailer’s portfolio needs to tell a compelling story. They also need to have a strategy that addresses consumer mindsets, as well as items that give shoppers a reason to return.\r\n\r\nAs consumer trends have diversified, product categories have expanded to the nth degree. Historically, with each new trend (organic, natural, gluten free, low fat, high protein, etc.) came a new private brand. And with time, this strategy resulted in extreme brand proliferation. Now that companies have upwards of 10 to 20 unique brands in their private brand portfolios, they should start to consider a new paradigm. Move away from product-led strategies and instead focus on brand-led strategies that deliver against business goals. Instead of creating a new brand for every product, consider developing a brand centered around a role, purpose or consumer target brand, and use design as a marketing tool to communicate differences not just communicate functional attributes. Will consumers be able to discern between organic and low sodium, even if they come from the same brand? If you do it right… you bet. So what’s the challenge? Determining how to measure success.\r\n\r\nIf you don’t have a brand for every trend, are you more or less successful than if you do? I’m arguing that you can be more successful, if you look at the measurement criteria with a new lens. Most companies focus on quantitative data – share and penetration. But is penetration enough? Is share of market enough? What about qualitative metrics – equity and loyalty? Private brands can have high penetration, but zero loyalty. Hardly a secure position. But think of the difference a brand-led strategy can make: If that gluten-free customer simply can’t find your private brand elsewhere –that “gets her” like yours does – you win. Penetration and share of market are important, of course, but “mind share” means consumers are coming back to you specifically to get the products that speak directly to them. Go for mind share first and market share will follow and give you the credibility to grow and expand the brand if you thought it out properly.\r\n\r\nLittle wonder more retailers are going through brand-led, brand-consolidation processes that make more practical and emotional sense. So next time you have a conversation around private label metrics for success, think about these questions: How are you going to market? What are the roles of the brands? Have you considered the power of equity and loyalty? Who are we creating this brand for and why? Once you do…chances are your bottom line will thank you.\r\n\r\nRead more: www.mypbrand.com/2014/05/19/how-do-you-measure-success', 'How Do You Measure Success?', '', 'publish', 'open', 'open', '', 'how-do-you-measure-success', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-do-you-measure-success', 0, 'thinking', '', 0), (1921, 0, '2018-09-27 16:52:32', '2018-09-27 16:52:32', '', 'DUANEREADE11_delishonwhite', '', 'inherit', 'open', 'closed', '', 'duanereade11_delishonwhite', '', '', '2018-09-27 16:52:32', '2018-09-27 16:52:32', '', 1608, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE11_delishonwhite.jpg', 0, 'attachment', 'image/jpeg', 0), (1922, 1, '2014-05-15 21:48:37', '2014-05-15 21:48:37', 'About(Previously Del Monte Foods’ Pet Products) “Big Heart Pet Brands is the largest standalone producer, distributor and marketer of premium quality, branded pet food and pet snacks for the U.S. retail market. The company’s brands include Meow Mix®, Kibbles ‘n Bits®, Milk-Bone®, 9Lives®, Natural Balance®, Pup-Peroni®, Gravy Train®, Nature’s Recipe®, Canine Carry Outs®, Milo’s Kitchen® and other brand names. Big Heart Pet Brands’ portfolio enjoys strong U.S. market share, and is #1 in the dog snacks category, #2 in Dry/Wet Cat and #3 in Dry Dog.”\r\n\r\nDesign by\r\nCBX\r\n\r\nRelated link: CBX Press release\r\nAt the core of the visual system is a dynamic new \"heartpaw\" logo that reinforces the company\'s love for pets and desire to continually create better solutions for them. The logo represents both a pawprint—to root the company in the pet category—and a heart to convey the bond between pet and pet parents. The highlight \"shine\" marks used within the broader visual identity symbolize positivity, energy and innovative thinking. \"Simple yet impactful, the identity signals a strong position in the pet space and a bright future for the company and the pets it supports,\" said Rick Barrack, Founding Partner and Chief Creative Officer at CBX.\r\nRead the full press release: CBX Collaborates on New Company Name and Identity for Big Heart Pet Brands\r\n\r\nLogo detail:\r\n\"\"\r\n\r\nBusiness cards:\r\n\"\"\r\n\r\nBrochure:\r\n\"\"\r\n\r\nReception:\r\n\"\"\r\n\r\nCafeteria:\r\n\"\"\r\n\r\nOpinion/notes\r\nThe \"heartpaw\" icon is kind of cute, except that it\'s not really a paw and it barely registers as a heart. Look at how paw prints are usually represented and here the toes are far too thin and the forced heart is the inverted paw pad — before reading the release I thought it was a dog snout, shiny from the wetness of dog snouts and the sunburst-y rays were the dog smelling. The typography is fairly serious and heavy-handed for the fun-loving attitude they were aiming for. At least it\'s not called the prescriptive \"Del Monte Foods\' Pet Products\" anymore.\r\n\r\nRead more: www.underconsideration.com/brandnew/archives/new_name_logo_and_identity_for_big_heart_pet_brands_by_cbx.php#.U3TVMy8meSD', 'New Name, Logo, and Identity for Big Heart Pet Brands by CBX', '', 'publish', 'open', 'open', '', 'new-name-logo-and-identity-for-big-heart-pet-brands-by-cbx', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/new-name-logo-and-identity-for-big-heart-pet-brands-by-cbx', 0, 'thinking', '', 0), (1923, 0, '2018-09-27 16:52:32', '2018-09-27 16:52:32', '', 'Brooks-External-1', '', 'inherit', 'open', 'closed', '', 'brooks-external-1', '', '', '2018-09-27 16:52:32', '2018-09-27 16:52:32', '', 1607, 'http://cbx.cappendev.com/app/uploads/2018/09/Brooks-External-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1924, 1, '2014-05-14 21:52:53', '2014-05-14 21:52:53', 'Coca-Cola, Tiffany & Co., and John Deere have all leveraged color to a point where it has become synonymous with their brand identities. But just how does a brand go about identifying color and trends that generate relevance in order to connect with consumers in a meaningful way? Start by using color resources and listening to what consumers have to say about their favorite brands.\r\nOne such resource is the Color Marketing Group (CMG), a non-profit association that provides color direction and forecasting for a broad range of industries, products and services—including branding and packaging. The group’s forecasts, which are released under the NEXT moniker, detail colors that have made their way into the marketplace or are about to be introduced.\r\n\r\n“CMG forecasts are considered color directions and are not directives,” John West, vice president of color forecasting explains. “They show the course that colors are likely to take and are open for interpretation across industries, products and packaging.”\r\n\r\nWest goes on to explain that CMG members collaborate at regional color workshops called ChromaZones which take place throughout the year to determine the NEXT colors. These outputs are then collectively shared at an end-of-year international summit conference. Members interpret the direction of color based on many types of global influences. These are consolidated into a final color forecast of about 60 to 70 total colors that will influence Asia Pacific, Europe, North America and Latin America regions.\r\n\r\nDifferentiation and disruption\r\n“Memory structures in the brain are what cause us to recall a product, package or an advertisement,” Donna Sturgess, executive in residence at Carnegie Mellon University, and president and co-founder of Buyology, says. “Color is an aid to creating and refreshing the memory structures that are an important component of decision-making and buying. Our non-conscious mind processes color at a subliminal level and reinforces a brand framework and cues that leads to long-term distinctiveness. Brands need to look towards distinction and to find a place to be. This can be achieved through the use of form and color choice.” She goes on to add, “Brands must stand out with distinctiveness, and without confusion for customers to recognize and recall the brand in buying situations. Color is a meaningful element to deliver upon this distinction.”\r\n\r\nBack in black\r\nOne color making a bold statement across several categories is black. In combination with bright, vibrant colors, or with spot varnishes, patterns and textures, black is showing up in unusual verticals—such as personal hygiene, produce and nuts, and dairy— to convey a sense of luxury, youthfulness, beauty, fashion, power, and in some cases, masculinity.\r\n\r\nDanone Yogurt for Men is a perfect example. When Danone wanted to release a yogurt specifically marketed to young men, it found that men not only had specific preferences when it comes to product—a distinctive taste, higher fat content and thicker consistency—but also wanted clearer, simpler and bolder packaging.\r\n\r\nWorking with development partner Greiner Packaging, Danone created a stylish, sleeved yogurt cup with a deep black color scheme. The minimalistic graphics and text combinations applied to the cups communicated a sense of strength.\r\n\r\nThe black packaging used by Wonderful brands to market its pistachios and almonds makes the brand stand out in the food aisle. The solid black packs combined with neon green and orange copy offers a minimalistic, impactful brand blocking presentation at shelf. This youthful, bold-and-upscale looking approach is something that has gained noticeable traction with the millennial audience.\r\n\r\nCutting through a sea of sameness\r\nWhen Kimberly Clark enlisted CBX as the branding firm to design its U by Kotex line of women’s personal care products, it became evident to them that to compete with brands such as Always and Carefree, the packaging was going to have to find a way to connect and relate to 18- to 24-year-old females. Consumer research found that the target market had an innate sense of collectivism and characteristic of sharing everything. It became imperative that the brand become something worthy of being shared.\r\n\r\nIn an effort to break through traditional conventions and the preconceptions of women’s personal care products being branded in pink and pastel color palettes, CBX developed a black pack design that felt more like a beauty cosmetic, trendy and fashion forward that challenged the category norm and created disruption. “Research results suggested that consumers were giving us permission to go with the black packaging,” Allison Koller, creative director at CBX, says.\r\n\r\nCombined with distinctive patterns, vivid accent colors and consistent brand messaging, the packaging and colored product wrappers offer up an unexpected surprise and delight. Taking this contrarian approach has paid off.\r\n\r\nKoller reports that consumer feedback showed that women would be comfortable displaying U by Kotex products in their bathrooms or taking the women’s personal care products out of their purses in public, which was really something the category had not experienced before.\r\n\r\nIn today’s marketplace, it is becoming more and more difficult for brands to be distinctive and standout on shelf. As the retail space becomes more and more saturated with competing brands and private label offerings, product packaging needs to be disruptive in order to capture the attention of consumers. When done in the right manner, this can be achieved through the use of form and color. While color can often be a subjective topic of debate, especially when developing packaging and branding, it is hard to argue the fact that it holds the power to persuade, stimulate and connect with consumers, on both physical and emotional levels.\r\n\r\nRead more: www.packagedesignmag.com/content/the-hue-for-you', 'The Hue for You', '', 'publish', 'open', 'open', '', 'the-hue-for-you', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-hue-for-you', 0, 'thinking', '', 0), (1925, 0, '2018-09-27 16:52:33', '2018-09-27 16:52:33', '', 'nov2010_12', '', 'inherit', 'open', 'closed', '', 'nov2010_12', '', '', '2018-09-27 16:52:33', '2018-09-27 16:52:33', '', 1609, 'http://cbx.cappendev.com/app/uploads/2018/09/nov2010_12.jpg', 0, 'attachment', 'image/jpeg', 0), (1926, 1, '2014-05-08 13:29:34', '2014-05-08 13:29:34', '<strong>Dan Munford, Insight managing director, <a href=\"http:// http://bit.ly/SAXSzL. \" target=\"_blank\">introduces Retail Vision viewers to Wawa’s Florida store</a>.</strong>\r\nThe millennial generation just don’t eat at home much any more, he says.\r\n\r\n“Eating out is the new eating in and that presents a huge opportunity for convenience retail. Let’s take a look at one of the best in the US - Wawa.”\r\n\r\nWawa opened its first, new large store in Florida about one and a half years ago.\r\n\r\nCustomers clearly rate the store, praising its reasonable prices and very friendly staff.\r\n\r\nCustomers frequent Wawa regularly, visiting daily for breakfast and lunches, for example.\r\n\r\nShoppers Munford speaks to say they love the freshness of the offer versus pre-packed products at rivals. The coffee offer is a favourite too; while the store’s lay out is another bonus.\r\n\r\n“You can find everything you need and it’s a place with everything in it, all in one shop,” customers tell Munford.\r\n\r\nMunford notes that customers love the service but suggests that’s no accident and Wawa has done that by design because it puts so much effort into looking after its employees.\r\n\r\n<strong>Investment in staff</strong>\r\n\r\nMunford interviews a colleague, with a career in foodservice, who says he’s never worked in a better place and that Wawa is now paying and supporting him through college.\r\n\r\nTodd Souders, director of operations at Wawa in Florida, provides insight into Wawa’s history. He has worked for the company for 14 years.\r\n\r\nWawa was founded in 1964 in Pennsylvania and is celebrating its 50th birthday this year.\r\n\r\nWhen Souders joined the business in 2000, Wawa was just getting the fuel side of the business up and running.\r\n\r\nNow Wawa has well over 300 fuel stores, up from 20 locations at the turn of the century.\r\n\r\nWawa has also been busy advancing its foodservice offer with fresh foods and more variety to cater for all the day parts.\r\n\r\n<strong>The leap to Florida</strong>\r\n\r\nSouders reveals why Wawa took the leap from Pennsylvania to Florida.\r\n\r\nThe company had put together a team and researched the market in a hunt for the best food and fuel potential. It decided Florida was the state to enter, Souders says.\r\n\r\nThe move introduced a step change in store design, which showcases the fresh food offer, with a more upscale, relaxing look and a calming exterior.\r\n\r\nSouders tells Munford Wawa worked hard to develop a 5,600sq ft store format, which was able to accommodate the full offer but could be flexed, according to property lots.\r\n\r\nInside the store features a super sized customer service counter plus touch screens for ordering, delivering a highly efficient service.\r\n\r\nCustomers refer to the store as a restaurant with gas pumps rather than forecourt with food, Munford says.\r\n\r\nAccording to Souders, that has been a clear aim - to get customers beyond the fuel pumps and to think about fresh food.\r\n\r\n“The focus has been on fresh foods and convincing customers about the quality of the offer,” he says.\r\n\r\nAccording to Munford, the industry is at a crossroads as gas stations strive (and succeed) in being famous for fresh food and reckons the future will see more stores emerging like Wawa.\r\n\r\n<strong>Local store design</strong>\r\n\r\nJoe Bona, president of branded environments at CBX, worked with Wawa on the Florida store format.\r\n\r\nBona thinks Wawa’s new store represents the state of the industry and that in future stores will have a more developed food offer. As a result, stores such as Wawa will be competing with retailers like Subway as well as traditional convenience chains.\r\n\r\nElevating the food experience within a convenient environment will be key going forward, Bona says.\r\n\r\nBona says Wawa’s entry into Florida was eased by making it look like a local retailer. The store design features a clapboard siding, pastel colours and an open porch, reflective of the local architecture. The aim was to “communicate from the street” that Wawa was a local retailer, he says.\r\n\r\nCBX was able to be a collaborative partner with Wawa on the store project. According to Bona, Wawa doesn’t do anything casually. Attention to detail is paramount and the resulting store is a true test of Wawa’s expertise and knowledge to really make things work.\r\n\r\n<strong>Future expansion plans</strong>\r\n\r\nMunford questions Souders on Wawa’s expansion plans. Souders reveals the company built 27 stores last year, representing an investment of over $100m.\r\n\r\nHe praises the effort on the the ground in Florida and the teams back at Wawa’s HQ for the success of the opening.\r\n\r\n“We are extremely happy about how it’s working out today,” he says.\r\n\r\nExpansion beyond Florida is not ruled out but is not likely for five to 10 years, Souders says.\r\n\r\n<strong>The immediate focus is firmly on Florida.</strong>\r\n\r\n“Florida is a big state. We feel we could get hundreds of sites in Florida, which could be very profitable and accepting to the customers,” Souders says. “The focus is on making Florida successful and spreading as many Wawas as possible.”\r\n\r\nSource: Global Convenience Store Focus, May 2014 issue', 'Retail Vision: Inside Wawa’s New Florida Store Format', '', 'publish', 'open', 'open', '', 'retail-vision-inside-wawas-new-florida-store-format', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-vision-inside-wawas-new-florida-store-format', 0, 'thinking', '', 0), (1927, 0, '2018-09-27 16:52:33', '2018-09-27 16:52:33', '', '0011', '', 'inherit', 'open', 'closed', '', '0011', '', '', '2018-09-27 16:52:33', '2018-09-27 16:52:33', '', 1610, 'http://cbx.cappendev.com/app/uploads/2018/09/0011.jpg', 0, 'attachment', 'image/jpeg', 0), (1928, 1, '2014-05-07 13:29:38', '2014-05-07 13:29:38', 'Wawa is one of the US market\'s leading convenience store retailers. This exclusive Retailvision film introduces viewers to its highly successful new large store format in Florida, featuring interviews with customers and Wawa\'s Director of Operations in Florida.\r\nWatch the full video: www.youtube.com/watch?v=IPE_xyABACk', 'Wawa', '', 'publish', 'open', 'open', '', 'wawa', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/wawa', 0, 'thinking', '', 0), (1929, 1, '2014-05-06 17:50:00', '2014-05-06 17:50:00', 'The beleaguered electronics retailer wants to get back to its roots: being MacGyver to MacGyvers.\r\nDuring the Super Bowl, RadioShack aired an ad that kicked off the retailer\'s new \"Do It Together\" marketing campaign. Two zoned-out red shirts stand in an old outlet-mall RadioShack store. The doors bust open. Enter Hulk Hogan, Cliff from Cheers, Mary Lou Retton, Alf, Sargeant Slaughter, and others. They scour the premises for their favorite stuff and carry everything out the door, leaving the red shirts standing alone in the dust. The tagline? \"The \'80s called. They want their store back.\"\r\n\r\n\r\n\r\nCool ad, but it missed the point. It\'s the Radio Shack of the 2000s, and even the 2010s, that people hate. Some crappy smartphone outlet store replaced the RadioShack many of us knew and loved. Many of us are still nostalgic for the original do-it-yourself store of the \'80s--a place of weird computers, cool robot kits, strange circuit breakers, and random electronic circuitry that taught many of us to love tech. That\'s the store--in spirit, at least--that we want back. And thanks to a team-up with CBX, the same branding firm that reimagined Duane Reade, RadioShack is trying to get back to the roots of what made the company great.\r\n\r\nIn recent years, RadioShack has found itself in serious trouble. In fact, compared to what its stock was worth in July 2007, RadioShack\'s stock has lost more than 95% of its value in just the past seven years. In 2013, RadioShack lost $3.04 per share; the losses causes the once ubiquitous electronics outlet in March to announce the closure of 1,100 stores. And in 2012, the board fired the company\'s CEO as well as replaced most of the senior executive team. The message was clear: RadioShack either needs to find its way in a post-Apple age, or die out for good.\r\n\r\nAs part of an aggressive redesign across its 8,000 retail locations, the electronics retailer is trying to marry the RadioShack of the \'80s--a neighborhood meeting hall for tinkerers, makers, and electronics enthusiasts--with the sophisticated experiential design today\'s consumers have come to expect.\r\n\r\n\"When we started talking to customers to see how to remake RadioShack, what we discovered was whether they loved us or hated us, they still had a lot of passion for the brand,\" says RadioShack chief marketing officer Jennifer Warren. \"For the people who hated it when RadioShack started focusing on smartphones, they still had positive memories of RadioShack from the \'80s as this place where inventors and makers got their start.\"\r\n\r\n\"\"\r\n\r\nFor its rebranding, RadioShack is trying to get this mojo back. The company is embracing the maker spirit, turning space back over to such gear as 3-D printers and robot sets. In RadioShack\'s new Boston custom concept store, there is meeting space in the back to encourage DIY types to come in and collaborate on projects. And although much of RadioShack\'s floor space still goes to smartphones, the company is trying to do a better job of integrating the phones into the company\'s maker heritage.\r\n\r\n\"It\'s important to realize that mobility has been a part of RadioShack\'s heritage ever since the days of pocket FM radios,\" says Merianne Roth, RadioShack\'s vice president of communications. \"We might not have gotten the balance right in the past, but if you look at how people use smartphones these days, it\'s the thing that connects all these other things in your life. It\'s how makers control all of the cool things that they make. And that\'s something we really want to highlight.\"\r\n\r\nAnother central tenet of the RadioShack redesign is interactivity. In an age of ubiquitous online shopping, people go into physical stores to experience the products they want to buy before actually buying them. The new RadioShack lets customers try out headphones or speakers for themselves and lends a hand with sleek touchscreen displays that let shoppers compare and contrast different models with just a tap.\r\n\r\n\r\n\r\nAs part of its rebrand, RadioShack is also trying to more clearly establish the store\'s position as a part of local heritage. In three custom concept stores, the nearly 100-year-old chain incorporates distinctive visual elements of each location--Fort Worth, Manhattan, and Boston--into the in-store aesthetic. Not every store will get this personalized treatment, but in the case of the recently opened Boston custom concept store, the store\'s sleek interactive interior is set in relief by reclaimed wood and hemp rope evocative of the tall clipper ships of Boston Harbor\'s famous waterfront.\r\n\r\nBut, ultimately, the rebrand is about is getting back to a place where makers once more feel comfortable walking into a RadioShack and making their inventions a reality. RadioShack intends to rigorously pursue this initiative as it continues to rebrand its retail stores in 2014.\r\n\r\n\"Historically, RadioShack has been the MacGyver for MacGyvers, the place where makers who know how to do 80 percent of what they want to accomplish go to get the next 20 percent,\" Roth says. \"So that\'s what we\'re trying to get back to. The only difference is that everyone is a MacGyver now, which means we\'ve got to step up our game.\"\r\n\r\nRead more: www.fastcodesign.com/3029533/with-rebranded-stores-radioshack-tries-to-find-its-way-in-a-post-apple-age#8', 'How RadioShack Got Its Groove Back', '', 'publish', 'open', 'open', '', 'how-radioshack-got-its-groove-back', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-radioshack-got-its-groove-back', 0, 'thinking', '', 0), (1930, 1, '2014-04-28 20:01:04', '2014-04-28 20:01:04', 'By Joseph Bona\r\nWhen Norman Rockwell’s portrait of a pharmacist appeared on the cover of The Saturday Evening Post back in 1939, it rang true to readers. The painting showed a moustached pharmacist mixing up a concoction for a child with a doozy of a toothache. It reminded people of their own local druggists, who played central roles in the town and donned many hats in a given day—weatherman, advisor, storyteller, comedian and debate moderator, among them. At the typical small-town drug store, the pharmacist stood behind the counter all day filling prescriptions and chatting with regulars. Old-timers told fish stories and lounged on benches out front. Children filed in after school to buy penny candy from glass jars.\r\n\r\nBut if this sounds like an era long past, think again. While the setting has certainly changed remarkably since Rockwell’s time, community pharmacies still boast many of the same characteristics that made drug stores such iconic hubs of American life during the 20th century.\r\n\r\nFor starters, Americans continue to report feeling extraordinarily connected to their local pharmacists. Some consumers will even change stores to follow a transferred pharmacist to another location. And just as they always have, Americans still shop drug stores for sodas, snacks and any number of daily needs items, candy included.\r\n\r\nNonetheless, today’s chains aim to strengthen this sense of community even more. In our Twittering, Facebooking, smartphone-obsessed age, they are wisely focusing on strategic initiatives geared toward humanizing the in-store experience.\r\n\r\nRite Aid’s “Wellness Ambassadors” are but one example. The basic idea is to use these friendly, knowledgeable associates as a kind of bridge between the front of the store and the pharmacy. Wearing light-blue coats and armed with iPads, the ambassadors help people find products and are there to answer questions about over the counter medications, vitamins and supplements. They act as liaisons between consumers and the stores’ licensed pharmacists, and they even go out to visit senior communities and fitness centers to discuss wellness, set up flu clinics and organize health fairs.\r\n\r\nRite Aid recognizes how frustrating it can be for time-pressed shoppers to stand in the middle of the store feeling ignored. “What it comes down to is being able to talk to the customer,” says Amanda Morrison, an ambassador profiled on Rite Aid’s website. “You really do have to care about people.” Rite Aid is on the right track here.\r\n\r\nSo, too, is Walgreen Co., which has redesigned its stores to lower the wall between pharmacists and customers. This physical barrier might not seem so important at first glance, but the imposing wall formerly created emotional distance between druggists and their regulars. Bringing down the wall and lowering the counters sent a new message: “We can see and hear each other. Let’s talk.” You cannot have a strong sense of community without accessibility.\r\n\r\nAnd as they seek to build community even further, chains might consider reinforcing that Main Street vibe by exploring such initiatives as:\r\n\r\n• Taking a Starbucks-like approach to employee training. Your local barista has been carefully trained to learn the first names of regulars and to show “emotional intelligence.” Good baristas know that folks who walk into Starbucks at 7:30 a.m. are more likely to be grumpy and impatient without that first jolt of java; the same is true of a harried mom stuck in the drug store drive-through line after a hard day at the office.
    \r\nBest-in-class customer service involves much more than repeating pat greetings and behaving in prescribed ways. It is as deep, rich and complex as the gamut of our daily social interactions. From a hiring and training perspective, your employees’ felicity with social interactions is critically important; give it the weight and attention it deserves.
    \r\n• Strengthening all things local both inside the store and out. When Duane Reade rebranded its New York City stores, the chain took a savvy, locally oriented approach to the marketing, packaging and merchandising of private label brands such as Delish. The goal was to convey a New York attitude and feel. In addition, Duane Reade\'s newsletter/circular, The Duane Reader, was full of city-specific information like the skate times at Rockefeller Center. The logic here is catching on across retail.
    \r\nSan Francisco International Airport, for one, has ramped up the selection of local vendors in its retail areas. When you shop or dine inside the airport, the thinking goes, you should know you’re in San Francisco. For drug store chains with hundreds of locations across the country, this is admittedly a more challenging undertaking. But when managers are encouraged to find ways to make the in-store experience reflect the local community, good ideas will bubble to the surface. Could a digital bulletin board be installed to allow locals to post their “lost dog” signs or notices about bike club outings or upcoming volunteer opportunities? Could the pharmacist be more visible out in the community? Individual markets have unique needs. Empower store managers to find ways to recognize those needs and respond to them.\r\n\r\n• Consider the role of design in your community-building strategy. In the c-store sector, the Pennsylvania-based chain Wawa has scored a hit with shoppers through its stronger emphasis on community and customer.
    \r\nFor its rollout in the Florida market, Wawa used natural materials, floor-to-ceiling glass windows, warm colors, an outdoor seating area and a redesigned, highly visible kitchen/sandwich-making area to turn its stores into comfortable hangouts. Demand at many of these locations was so great Wawa had to beef up the staff and expand the kitchen and stockroom areas.
    \r\nThe chain has been innovative with social media as well. To date, Wawa’s Facebook page has racked up more than 1.1 million “likes.” Visit a Wawa store on a Saturday morning, and you’ll likely find the place packed with contractors contractors, outdoors men, families and other locals gearing up for their busy day.
    \r\nIn some markets, chain drug stores could strengthen their community feel by installing benches and tables, serving hot coffee and making other hangout-friendly design changes. These stores are already loaded with convenience items. In select markets, there is an opportunity to further engage.
    \r\nVisually, the community pharmacy will never be able to return to the Norman Rockwell era, of course, but the industry is smart to recognize that despite all the talk about technology, people still crave human connection. By some estimates, in fact, Internet sales still account for only 6% of total retail sales. Yes, online sales are rising at an eye-popping rate, but the vast majority of retail transactions still happen inside brick and- mortar stores, just as they did in the 1940s.\r\n\r\nBy bolstering community, today’s drug store chains stand to give their customers even more reason to shut down the laptop and head to the store.
    \r\n
    \r\nSource: Chain Drug Review - April 28, 2014', 'Community Sense Key to Today’s Pharmacy', '', 'publish', 'open', 'open', '', 'community-sense-key-to-todays-pharmacy', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/community-sense-key-to-todays-pharmacy', 0, 'thinking', '', 0), (1931, 0, '2018-09-27 16:52:35', '2018-09-27 16:52:35', '', 'DUANEREADE14_skyline', '', 'inherit', 'open', 'closed', '', 'duanereade14_skyline', '', '', '2018-09-27 16:52:35', '2018-09-27 16:52:35', '', 1611, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE14_skyline.jpg', 0, 'attachment', 'image/jpeg', 0), (1932, 1, '2014-04-24 17:22:19', '2014-04-24 17:22:19', 'By Gregg S. Lipman\r\nI asked a contractor doing some work on our house for an estimate. The first pass was a lump sum, and he was reticent to line item it. I explained that I too am in the service business, and that I had no issue with him making a fair profit. I just needed to know what the base cost was, and what premium my wife was adding to the party. I\'m sure my clients sometimes wonder the same. So here are three things to keep in mind when dealing with your agency.\r\n\r\n1. Talk About Value... Even if It\'s Awkward\r\n\r\nValue is generally understood as the ratio between price and quality. We get it -- in the service business, the value equation is hard to peg. In work for hire, agency models are most often based on time -- the goal is to get the best work in the shortest amount of time. Clients use leverage to minimize cost (and therefore time). But, fact of life, creativity needs time to \"bake\" -- it is an iterative science where mistakes are made (see Creative Inc., Ed Catmull\'s [head of Pixar and Disney\'s] new book about creative management], since the creative idea is not a tangible thing, it is not as efficient as, say, making widgets).\r\n\r\nEven though we all know that value often boils down to dollars, it\'s a known fact: Whether in friendship, marriage or business, money makes things a little more awkward. But while money is necessary to keep companies afloat, at the end of the day, the opportunity to do great work simply jazzes us creative types up. So please, let\'s have a candid conversation. We recently went through an RFP process where the client was moving to an agency relationship (from working with individual freelance vendors), for stability and consistency of high-quality work and service. The budget, however, did not change to address the new strategic partnering objective. Champagne taste: beer pocket, as they say. To be clear, you needn\'t kill a fly with a bazooka either. Define your own expectations, and recognize the market parameters.\r\n\r\n2. Good Partnerships Are Mutually Beneficial\r\n\r\nIn most healthy relationships, there\'s a fair amount of give and take. Each partner needs to feel like they\'re getting something in return for what they\'re giving. In the service business, however, the requirement is to give before receiving. The truth is, most agency people -- I\'ll speak for CBX -- are like puppy dogs; we want you to love us and give us treats because we want to please you more than anything (it is an emotional business, and trust me, you want it that way). It is amazing what the little things mean, like saying \"thanks for the effort,\" or saying you\'re sorry that the team worked the weekend. Don\'t worry -- you don\'t need to remember birthdays or buy flowers (that\'s our job). Just be aware and respectful and we\'ll bend over backwards for you. Hell, like a well-treated waiter who offers dessert on the house, we\'ll even give you more than you were looking for. After all, there\'s nothing like working for someone who appreciates what you\'re doing. We\'re currently working with a client who was formerly on the agency side. He\'s good enough to verbalize that he is empathetic because he\'s been on our side. He then unapologetically asks for deliverables in unreasonable amounts of time. The thing is, we are more than pleased to deliver as best we can because our client, while demanding, is straight with us. He\'s part of the process, quick to praise and as a result, our relationship is strong.\r\n\r\n3. Trust\r\n\r\nRespect is something earned everyday. Respect earned over time equals trust. And trust is everything. As an agency guy, I\'m most proud of our long-standing relationships with clients. Nice guys who do mediocre work don\'t last too long. Great work done by jerks is not sustainable either. Truly great firms have a secret sauce -- a magical combination of business-oriented thinking driven through a highly creative environment with delightful white glove service. We strive to be intimate with our clients -- because our relationships are where the value truly lies. Signs of a trusting relationship show that we can anticipate on your behalf, communicate without speaking, motivate teams on all sides, and innovate to further the business without formalities. Added bonus -- trust is wonderful in good times, but its value is clearly felt in the toughest situations.\r\n\r\nThe results of our work together will be judged by the success or failure of your brand and its products. At CBX, we believe that connectivity to the lives of people is what matters most -- it is our mandate. But make no mistake, the metric that underscores these connections is money, and that\'s the truth.\r\n\r\nRead more: www.huffingtonpost.com/gregg-s-lipman/the-business-of-creativity-partnership_b_5198129.html', 'The Business of Creativity: 3 Ways for the Client/Agency Relationship to Work', '', 'publish', 'open', 'open', '', 'the-business-of-creativity-3-ways-for-the-clientagency-relationship-to-work', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-business-of-creativity-3-ways-for-the-clientagency-relationship-to-work', 0, 'thinking', '', 0), (1933, 1, '2014-04-17 14:22:22', '2014-04-17 14:22:22', 'Wal-Mart’s bold entry into the booming organic food market sets a lofty goal for the company: offering a wide range of products bearing the coveted USDA certified organic seal at stores across the United States.\r\nBut experts say that the target may be impossible to live up to in a country where less than two percent of farms grow organic crops.\r\n\r\n“There\'s no way in hell that Wal-Mart is going to be able to carry a line of organic products that all bear the certified-organic USDA seal,” Darrin Duber-Smith, president of the natural and organic products strategic planning firm Green Marketing and marketing professor at Metropolitan State University of Denver, told IBTimes. “There’s a huge supply problem in organics. Demand outstrips supply by 25 percent in the industry.”\r\n\r\n\"Organic\" is a loaded term with specific meanings outlined and regulated by the USDA. While most USDA-approved products made with at least 70 percent certified organic ingredients can print the words “made with organic” on their labels, in order for a product to carry the USDA’s green “Organic” seal, it must contain at least 95 percent certified-organic ingredients.\r\n\r\nWal-Mart contends that it will be able to meet its goal of selling a line of nearly 100 products -- of which nearly 90 percent are certified organic -- at all of its stores as well as on its popular website. The company hopes to achieve this goal through an exclusive supply partnership with Wild Oats, a brand owned by the Los Angeles-based investment firm Yucaipa Companies.\r\n\r\n“They are USDA certified-organic products. Ninety percent are USDA-certified organic,” Wal-Mart spokeswoman Danit Marquardt told IBTimes via phone, adding later that “it will initially roll out to 2,000 stores. The intention is to roll out across the chain. It will also be available on Walmart.com later this summer.”\r\n\r\nThat imminent launch appears on its face to be untenable given the shortfall in organic farms’ productivity. But Duber-Smith offered a caveat to his assertion that the chain will not be able to pull off such an ambitious organic roll-out, saying that Wal-Mart may have quietly laid the groundwork necessary to do just that. And the evidence suggests that he might be right.\r\n\r\nThe process for converting a traditional farm to an organic-certified one lasts a minimum of three years, which means that the plans any new organic farms Wal-Mart may be relying on for the ingredients in its organic foods would need to have been underway since 2011 at the latest. According to Bill McCue, a spokesman for Wild Oats, that is the year “Wild Oats Marketing LLC was formed by the Yucaipa Companies … to bring back the much-loved and trusted Wild Oats brand.”\r\n\r\nThe company has not explicitly stated whether or not it or Wild Oats has set up a network of new organic producers to supply the ingredients needed to make the certified-organic goods it plans to sell, and Marquardt would not say what the company has done to ensure a supply of organic ingredients. But she did state that Wild Oats is “a company that we’ve been working with for the past couple years on this project.”\r\n\r\nThe Bentonville, Ark.-based retail chain has also indicated that it will be offering Wild Oats products at rock-bottom prices, in keeping with its corporate mantra. For instance, the company wrote on its website that Wal-Mart’s six-ounce cans of Wild Oats tomato paste will sell for 58 cents, which is 41 percent cheaper than that of other national organic brands sold at competing groceries. Likewise, 32-ounce cans of organic chicken broth will cost 88 cents -- 43 percent less than equivalent products elsewhere.\r\n\r\nThat Wal-Mart -- the second-largest company on Fortune’s Global 500 list, with more than $469 billion in revenues and $17 billion in profits -- hopes to sell large quantities of the nation’s limited supply of organic goods at prices far below what the market currently bears is a courageous gamble on its own.\r\n\r\nThe company reported that 91 percent of Wal-Mart customers it polled said they would be interested in purchasing reasonably priced organic goods. But in order to turn that interest into sales, Wal-Mart also needs to convert a swath of shoppers who are not used to purchasing organic goods into doing so at its stores, which may be a tough sell given that organic goods are typically more expensive than their nonorganic counterparts.\r\n\r\n“How will that translate to actual sales? Of the 91 percent that say they’d like organic products at a reasonable price, what’s reasonable?” asked Nancy Brown, a founding partner at the global brand agency CBX. “How low will Wal-Mart need to go to convince their customers to try organics? Because you know there’s still going to be a price differential.”\r\n\r\nBut if it does work, the surge in sales and possible expansion of consumer base will increase demand and drive prices for organic ingredients even higher, potentially adding further strain to its commitment to offer inexpensive organic products. Certainly, a network of its own organic farms would go a long way toward addressing that issue.\r\n\r\n“I think in the short run prices will go up because supply has been so squeezed. It’s going to mean much higher prices in the whole industry,” Duber-Smith predicted, adding that the company’s massive size does give the company a unique ability to keep its prices low.\r\n\r\n“They must control their supply chains. When you have control over them you control pricing. As the head of the channel they can dictate price points … Wal-Mart has all the power, which means they can squeeze every penny out of organic suppliers the way they have with conventional suppliers for years.”\r\n\r\nThat could be the key to success for its Wild Oats plan. Marquardt emphasized that the way the company is able to leverage its position as the nation’s largest retailer, and the demand assurances that come with such prominence, to sell products at lower price points than smaller groceries can offer.\r\n\r\n“The benefit that we have is that we’re able to use our scale to deliver quality organic products to our customers for less. And when we do this it’s a win-win-win situation for our customers, our suppliers and our company,” she explained.\r\n\r\n“Our customers can trust that they’ll save money at Wal-Mart, our suppliers can count on us for the demand and we’re able to offer innovative new products. At Wal-Mart, we’re able to make agreements with our suppliers to provide scalable savings to our customers.”\r\n\r\nRead more: www.ibtimes.com/wal-mart-quietly-building-organic-empire-fuel-its-wild-oats-rollout-1570870', 'Is Wal-Mart Quietly Building An Organic Empire To Fuel Its Wild Oats Rollout?', '', 'publish', 'open', 'open', '', 'is-wal-mart-quietly-building-an-organic-empire-to-fuel-its-wild-oats-rollout', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/is-wal-mart-quietly-building-an-organic-empire-to-fuel-its-wild-oats-rollout', 0, 'thinking', '', 0), (1934, 0, '2018-09-27 16:52:36', '2018-09-27 16:52:36', '', 'pentawards_reminder', '', 'inherit', 'open', 'closed', '', 'pentawards_reminder', '', '', '2018-09-27 16:52:36', '2018-09-27 16:52:36', '', 1612, 'http://cbx.cappendev.com/app/uploads/2018/09/pentawards_reminder.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1935, 1, '2014-04-14 14:32:01', '2014-04-14 14:32:01', '

    Brand agency, CBX, received awards from Graphic Design USA for 8 recent projects. The annual competition celebrates well-designed graphics, in addition to the power of using design to advance a brand\'s promise and to forge an emotional link with consumers.

    The awarded projects include:\r\n\r\n \r\n\r\nGold Bond Men’s Essentials\r\n\"\"\r\n\r\n \r\n\r\nGreen Giant Veggie Chips\r\n\"\"\r\n\r\n \r\n\r\nPillsbury Baguette Chips\r\n\"\"\r\n\r\n \r\n\r\nBertolli Frozen Dinners\r\n\"\"\r\n\r\n \r\n\r\nAmerican Heritage Chocolate\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nPyrex\r\n\r\n\"\"\r\n\r\n \r\n\r\nNature’s Recipe Cat & Dog Food\r\n\r\n\"\"', 'Graphic Design USA awards American Package Design Awards to CBX work', '', 'publish', 'open', 'open', '', 'graphic-design-usa-awards-american-package-design-awards-to-cbx-work', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/graphic-design-usa-awards-american-package-design-awards-to-cbx-work', 0, 'thinking', '', 0), (1936, 0, '2018-09-27 16:52:37', '2018-09-27 16:52:37', '', 'UBK5_atshelf', '', 'inherit', 'open', 'closed', '', 'ubk5_atshelf', '', '', '2018-09-27 16:52:37', '2018-09-27 16:52:37', '', 1613, 'http://cbx.cappendev.com/app/uploads/2018/09/UBK5_atshelf.jpg', 0, 'attachment', 'image/jpeg', 0), (1937, 1, '2014-04-04 21:01:38', '2014-04-04 21:01:38', 'You\'ll never have breakthrough ideas if you\'re living life entirely through a screen. Which is why Rick Barrack, chief creative officer at branding firm CBX, recently dumped 10 pounds of sand on a conference room floor.\r\nBy Rick Barrack\r\n\r\nRick Barrack, the chief creative officer at the branding firm CBX and the man responsible for Duane Reade\'s successful redesign, believes that a life lived entirely through a screen is one that\'s probably short on genuine creative output. Which is why at CBX, it\'s all about the tactile. The objects around his team, Barrack says, help them dream up new directions and identities for their clients\' products. CBX\'s office, he says, is \"built around the spirit of theatrics\" that has gone as far as filling a room full of sand to re-create the feel of a beach. Here, he shares his creative case for stuff.\r\n\r\nThis conversation has been condensed and edited for clarity.\r\n\r\nStuff Is The Stuff Of Inspiration\r\n\r\n\"One of the areas that we find really important, particularly in this day and age of the computer and social media and such, we find it necessary and critical to get back to our roots. What I mean by that is, as a branding agency, our consumers and the audience that we speak to are picking up product and living with brands that are tangible and are not necessarily always viewed through a monitor. We find it really important when being briefed and initiated into a given project to immerse ourselves in what we call \"stuff\"--stuff that inspires us, stuff that motivates us, stuff that provokes thought and interest, and helps us live the brands that we\'re so lucky to initiate with.\"\r\n\r\nReally Live The Brand\r\n\r\n\"I think living the brand is really important and you can live the brand in many ways. What we really ask people here to do is to immerse themselves in analysis and thought through physical and tangible tools. We\'ve even set the culture up in a manner that manifests that, such as having areas within the company that are more communal, that allow for the collection of material products, analogs, and other things that you would find out in the marketplace off the shelf.\r\n\r\n\"It doesn\'t stop there. It goes as far as having examples and representative materials that would speak to what a given consumer would be experiencing in their lives that would be associated with or adjacent to the product or brand initiative that we\'re engaged in. If we\'re being asked to create a new brand for a liquor product, for example, we would immerse ourselves in products that would be associated with those liquor products, or products that people would experience adjacent to those liquor products. So that\'s things such as glasswear or tobacco products, or things that would be found at a typical bar.\r\n\r\n\"We are pushing out on this idea much further than we ever have before. We are creating not only war rooms but conference rooms that are experiential in everything not just from the work, but the products that are adjacent.\"\r\n\r\nAn Experiential Office Space Is a Creative Office Space\r\n\r\n\"Our office is built around the spirit of theatrics. Much of the work that we do needs to create or provoke an experience. In our office, we want people to feel from the moment they walk in that they are stepping into an experience. And that experience is one that is comfortable to them, is familiar to them. We have living room space throughout the office--little living rooms that are set up not only for communal ideation but also to provoke free thought. Our furniture themes are very warm and living-room like. Our space is very communal.\r\n\r\n\"We do not have necessarily specific breakout rooms, where ideation needs to happen. Ideation can happen anywhere. I have my own office; I work around a circular dining room table versus a traditional desk. It helps foster the same spirit that the rest of the office provokes: communal conversation, ease and approachability, and the ability to have free thought.\r\n\r\n\"It\'s really important for people, in order to inspire creativity, to have comfort and familiarity. If people are familiar and comfortable in their environment it actually allows for free thought and it allows for people to take a breath and relax and think through things. My office is my comfort zone.\"\r\n\r\nGet Creative Tools\r\n\r\n\"I encourage my teams to live the brands that they are working with every day, to use the products that we\'re actually working on, and to shop at the stores where the products are sold that we\'re working on. While I don\'t have a specific recommendation on how to get inspired, I do know what has worked for us: Think freely about how one immerses in problem solving and think about the tools differently.\r\n\r\n\"The analogs can provide greater insight than the actual product. Another good example, for a beverage project that we did here at the office: as opposed to building a conference room and pinning up designs on the wall, we actually created an entire experience within that conference room. We brought in paraphernalia and accessories and tools. We even changed the color of the conference room, painted the conference room, laid sand in the conference room. The product was having fun in the sun, so we brought in things that were about what people have fun with in the sun and what people’s perceptions were. Instead of having an area rug in the conference room, we brought in 10 pounds of sand. It was a nightmare to clean up at the end, but during the process it got people into the mindset immediately.\r\n\r\n\"Find the tools that allow you to get into the mindset of what that brand is about. That’s what my idea of living the brand is: transforming experience.\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nRead more: www.fastcompany.com/3028545/agendas/the-creative-case-for-stuff', 'The Creative Case For Stuff', '', 'publish', 'open', 'open', '', 'the-creative-case-for-stuff', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-creative-case-for-stuff', 0, 'thinking', '', 0), (1938, 1, '2014-04-04 20:26:55', '2014-04-04 20:26:55', 'By Brian M.\r\nBrand agency author suggests putting the patient at the center of pharmaceutical product/package design rather than the condition.\r\n\r\nThe drugs and therapies developed by pharmaceutical [companies] often fail to meet expectations, and not just because of their formulations, dosing regimens, or side effects. They fail because the industry at large operates in a way that still believes that once the drug is approved by the FDA, makes it to a pharmacist\'s dispensary, and is accompanied by a rockstar ad campaign, the job is done.\r\n\r\nAnd to be fair it is a long haul from discovery to approval—anywhere from 12 to 20 years and up to $1BB. But that\'s precisely when the critical job of connecting with people—motivating, inspiring, educating, and cajoling them into following their treatment regimen—begins.\r\n\r\nAfter all, what good to anybody is an untaken drug? Not to the pharmaceutical [industry], which loses an estimated $188 BB in revenue in the U.S. alone,[1] and not to patients and their payers who spend $290 BB[2] on otherwise unnecessary medical care as a result of untaken drugs. More unfortunate is the added irony that the very skills and processes of laboratory science that are foundational to developing these new drugs for patients are antithetical to the making of empathetic connections with people.\r\n\r\nIt used to be called compliance, and today, professional caregivers still speak of a patient\'s “non-compliance\" with a recommended therapy. In another era, doctors alone had the last word on what was best for the patient. But new philosophies for approaching holistic patient care, patient bills of rights, and the growth of technologies that ping, call, and nag us to take our medicine have converged to make compliance not just paternalistic, but dated.\r\n\r\nToday, the term of choice for those in the know is adherence. It\'s a more accurate term in its nuanced understanding of the balance of power between prescriber and prescribee. We are no longer compliant to another\'s orders, we are adherent—we literally stick—to the agreed to plan. If there were a scale that measured warm and fuzzies, adherence would barely register much higher than compliance. It almost sounds like it was produced on the same machine that spits out the pills we have been prescribed. Adherence XQ, the pill that helps you take your other pills.\r\n\r\nUltimately, what word we use to describe it is less important than how we define it. Commonly we shorthand it by thinking of it as simply “remembering to take our meds,” but there\'s more to it than that.\r\n\r\nTake, for example, The Adherence Estimator®,[3] a three-item scale that is useful in predicting any given patient\'s propensity for intentional non-adherence: How convinced am I that this med is important? How concerned am I that it is harming me in some way? Is it going to be too painful to my wallet? Its cousin, unintentional non-adherence, also a clinically cold mouthful, covers plain old forgetfulness, accidentally taking a med the wrong way, or at the wrong time, or storing it incorrectly, all of which lead to reduced overall adherence.[4]\r\n\r\nShouldn’t we also include all of the gradations of our messy, real lives? The moments that may not be completely thought out but are more semi-conscious? Call it spontaneous non-adherence, like when you get an unexpected, unpleasant reaction, which albeit is within normal range but freaks the beans out of you causing you to chuck the rest in trash?\r\n\r\nIntentional, yes, but not really intended. Or it tastes bad or depresses you or there’s a social stigma attached to your diagnosis or its packaging is just a pain in the glutes.\r\n\r\nHow about we continue the work of evolving adherence by drawing on the tools of brand development? For starters, we can begin to think of patients as consumers and approach adherence much like consumer brands would approach retention or loyalty.\r\n\r\nJust as Starbucks defines coffee as everything that goes on around the actual cup of joe, let’s define adherence holistically.\r\n\r\nLet\'s define adherence from a consumer-first point ov view as: any barrier that will get in the way of a consumer’s well-being and best interests. Cost and education, for sure. Imperfect memories, you bet. But let’s also add to that the realities of our hectic lives, cultural dynamics, and throw in a general mistrust of “Big Pharma” for good measure. Let’s make it about them and their real lives, not just a hypothesis on what’s preventing them from achieving their best selves.\r\n\r\nJust as Help Remedies thinks of the person first when designing its products, let’s put the person at the center of the process, not the disease.\r\n\r\nLet’s reframe how we address the entire arc of drug development: from targeting a disease to marketing a brand-name pharmaceutical. Keep in mind that a drug is not just the unpronounceable chemical compound in small print. It’s also the What (form), the When (frequency) and the How Much (dose), all the stuff that we need to be able to incorporate into our lives. Let’s aim to develop solutions that are based on the person and not solely the condition.\r\n\r\nJust as Method Home designs décor you want to display first and household cleaners you need to use second, let’s aim to fit into our patients’ lives.\r\n\r\nLet’s really understand their lives not as patients but as people whose identities are only partially defined by whatever ails them. What motivates them? What do they think and feel about their lives? What hopes and dreams do they have? How do they live their day to day? What makes them feel whole? Let’s aim to fit into their lives instead of asking them to adhere to a new, incremental behavior.\r\n\r\nJust as Blueprint Cleanse connects to our desire to socialize dieting, let’s find a way to connect with our consumers’ deeper motivations.\r\n\r\nLet\'s look beyond the rational, cognitive drivers of adherence, what we consciously agree to, what we say we understand, what we promise to do but then somehow don\'t for no reason at all. Let’s consider how emotional, non-verbal arguments can be made with design and the language of form so that we only design brands that connect with people emotionally and get invited into their lives, brands that say, “You’re doing great, Good Job, Keep Going!”\r\n\r\nLet’s build brands, not just drugs. Let’s help people help themselves. Let’s solve holistically.\r\n\r\nReferences:\r\n[1] Capgemini Consulting: Estimated Annual Pharmaceutical Revenue Loss Due to Medication Non-Adherence, 2012\r\n[2] New England Healthcare Institute: Thinking Outside the Pillbox: A System-wide Approach to Improving Patient Medication Adherence for Chronic Disease, 2009.\r\n[3] Merck Sharp & Dohme Corp, 2008\r\n[4] Gadkari and McHorney: Unintentional non-adherence to chronic prescription medications: How unintentional is it really? BMC Health Services Research 2012 12:98\r\n\r\nRead more: www.healthcarepackaging.com/package-feature/safety/approaching-patient-adherence-challenges-through-consumer-lens', 'Approaching Patient Adherence Challenges Through a Consumer Lens', '', 'publish', 'open', 'open', '', 'approaching-patient-adherence-challenges-through-a-consumer-lens', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/approaching-patient-adherence-challenges-through-a-consumer-lens', 0, 'thinking', '', 0), (1939, 1, '2014-03-31 19:07:59', '2014-03-31 19:07:59', 'TERRA® CHIPS INTRODUCES NEW LOOK FOR ITS ICONIC BLACK BAGNew Packaging Design to Spotlight Unique Root Vegetables in Every Bag\r\n\r\nLake Success, NY, March 4, 2014—The Hain Celestial Group, Inc. (NASDAQ: HAIN), a leading organic and natural products company providing consumers with A Healthier Way of Life™, today announced a packaging refresh for its TERRA® brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand’s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\n\r\nFor more than two decades, TERRA® snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables – including taro, kabocha squash, parsnip and beets – in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n“The root vegetables that go into TERRA® set it apart from ordinary chips,” said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\n\r\nIn January 2014, TERRA® introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA® Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA® Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\nRead more: www.thedieline.com/blog/2014/3/24/before-after-terra-chips', 'Before & After: Terra Chips', '', 'publish', 'open', 'open', '', 'before-after-terra-chips', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/before-after-terra-chips', 0, 'thinking', '', 0), (1940, 0, '2018-09-27 16:52:38', '2018-09-27 16:52:38', '', 'DUANEREADE14_skyline-1', '', 'inherit', 'open', 'closed', '', 'duanereade14_skyline-1', '', '', '2018-09-27 16:52:38', '2018-09-27 16:52:38', '', 1614, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE14_skyline-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1941, 1, '2014-03-24 14:03:34', '2014-03-24 14:03:34', 'By Peter Burgoyne\r\nU.S. Vice President Joe Biden raised some hackles in early February by likening New York’s LaGuardia Airport (LGA) to that of “some third-world country.” But few could dispute Biden’s overall point – namely, that too many U.S. airports are in desperate need of modernization. And yet this is not just a stateside phenomenon: Aging airports around the globe are begging to be brought into the 21st Century.\r\n\r\nRead more: www.vmsd.com/content/truth-hurts', 'The Truth Hurts', '', 'publish', 'open', 'open', '', 'the-truth-hurts', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/the-truth-hurts', 0, 'thinking', '', 0), (1942, 1, '2018-09-27 17:58:42', '0000-00-00 00:00:00', 'Friendly Express has enlisted global brand agency CBX to help update the design and branding of its convenience stores. Friendly Express operates a 42-store network in southeast Georgia. CBX will update the chain’s logo and redesign the interiors and exteriors of its convenience stores, which range in size from 2,000 sq. ft. to 3,500 sq. ft. Friendly Express stores, which also offer gasoline, are located in several different southeast Georgia communities, including Waycross, Jesup, Folkston, Brunswick and St. Simons Island.\r\nRead more: www.designretailonline.com/displayanddesignideas/industry-news/Friendly-Express-to--11596.shtml', 'Friendly Express to Refresh Stores', '', 'draft', 'open', 'open', '', 'friendly-express-to-refresh-stores', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=1942', 0, 'thinking', '', 0), (1943, 0, '2018-09-27 16:52:39', '2018-09-27 16:52:39', '', 'landing-fs', '', 'inherit', 'open', 'closed', '', 'landing-fs', '', '', '2018-09-27 16:52:39', '2018-09-27 16:52:39', '', 1615, 'http://cbx.cappendev.com/app/uploads/2018/09/landing-fs.jpg', 0, 'attachment', 'image/jpeg', 0), (1944, 1, '2014-03-18 16:51:30', '2014-03-18 16:51:30', 'Philabundance recently opened the nation\'s first non-profit grocery store, Fare & Square.Located in Chester, Pa., a metro-Philadelphia area food desert, the 16,000-sq.-ft. store offers nutritious food at low prices, marking the city\'s first grocery store in more than a decade.\r\n\r\nPhilabudance enlisted New York-based brand agency and retail design consultancy CBX to create an environment that would \"reflect the hopeful and respectful nature ofPhilabundance\'s goal to serve Chester residents through a store that could look at home in any community,\" says Joseph Bona, president of branded environments for CBX.\r\n\r\nThe colorful Fare & Square logo was the design team\'s inspiration for the overall color palette of bright green, purple, yellow and orange, which is complemented by light wood and stainless steel elements. \"The palette is designed to make Fare & Square an energizing and inspiring, but comfortable, place to shop and congregate,\" Bona says.\r\n\r\nThe store\'s design elements are consistent with for-profit stores, including hanging aisle-marker signage, end-cap displays, vinyl flooring, large displays of produce on tilt -style tables and pendant lighting. Additionally, dairy, deli, fresh meat and seafood fill the perimeter of the store. There also are local touches, such as a one-of-kind mural demonstrating the spirit of Chester. \"We designed a neighborhood store that\'s clean, well-lit, functional, convenient and friendly, but it\'s also a place that the community can call their own, instilling a sense of optimism, pride and connection,\" Bona says.\r\n\r\nPhilabundance hopes to roll out this model in other communities in the Delaware Valley region.\r\n\r\nSources: design:retail, March 2014', 'Hunger-Relief Organization', '', 'publish', 'open', 'open', '', 'hunger-relief-organization', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/hunger-relief-organization', 0, 'thinking', '', 0), (1945, 0, '2018-09-27 16:52:39', '2018-09-27 16:52:39', '', 'ea32f_saks-fifth-avenue-590072810', '', 'inherit', 'open', 'closed', '', 'ea32f_saks-fifth-avenue-590072810', '', '', '2018-09-27 16:52:39', '2018-09-27 16:52:39', '', 1616, 'http://cbx.cappendev.com/app/uploads/2018/09/ea32f_saks-fifth-avenue-590072810.jpeg', 0, 'attachment', 'image/jpeg', 0), (1946, 1, '2014-03-17 16:45:42', '2014-03-17 16:45:42', 'Brand agency CBX has given TERRA® root vegetable chips a brand refresh. The new look puts a modern spin on the traditional black bag with dramatic food photography and a clean architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag. The vegetable chips are made from a diverse set of root vegetables #8210; including taro, kabocha squash, parsnip and beets #8210; in a variety of colors and blends. “The root vegetables that go into TERRA® set it apart from ordinary chips,” says Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\nRead more: www.gdusa.com/egdusa/2014/0313e/design-gets-to-root-of-matter.php', 'Design Gets to Root of Matter', '', 'publish', 'open', 'open', '', 'design-gets-to-root-of-matter', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/design-gets-to-root-of-matter', 0, 'thinking', '', 0), (1947, 0, '2018-09-27 16:52:40', '2018-09-27 16:52:40', '', 'u-by-kotex-1', '', 'inherit', 'open', 'closed', '', 'u-by-kotex-1', '', '', '2018-09-27 16:52:40', '2018-09-27 16:52:40', '', 1617, 'http://cbx.cappendev.com/app/uploads/2018/09/u-by-kotex-1.jpg', 0, 'attachment', 'image/jpeg', 0), (1948, 1, '2014-03-17 16:36:37', '2014-03-17 16:36:37', 'By Rick Barrack\r\nBrangelina, George Clooney, Justin Timberlake and other stars who lend their names to liquor brands are designing the packaging to be consistent with the personalities we see on the red carpet.\r\n\r\nA few months ago, megastars Brad Pitt and Angelina Jolie added another accolade to their long list of joint accomplishments. No, they didn’t become parents for the umpteenth time—they won “Best Rose in the World” in Wine Spectator’s Top 100 Wines of the Year issue.\r\n\r\nYou heard me right; Brangelina is now a premiere winemaker, which is further proof that alcohol is the new perfume, with more celebrities opting to lend their personas to spirits than scents. Stars such as George Clooney, Justin Timberlake and Sofia Coppola also are lending their names (and possibly, expertise) to wine and liquor brands, making the local wine store shelf resemble an issue of US Weekly. So how do these stars—who have an army of publicists and Tweeters shaping their public personas—protect their images when it comes to the packaging and marketing of their liquor brands?\r\n\r\nGeorge Clooney is a lover of women, Italian villas and—as nightclub impresario Rande Gerber knows—tequila. It seems that while the two were just hanging out being dudes in Cabo San Lucas, they hatched an idea to launch a tequila brand; in fact, the name of their brand, “Casamigos,” means “House of Friends.”\r\n\r\nPartying celebrities starting a liquor brand may not be surprising—but what will surprise you about George’s brand is the way it looks. The design is very simple, even bordering on—I’ll say it—feminine. A typewriter font gives the brand a handmade feel, informs buyers of the ingredients and where/when the tequila was bottled, and features an edition number. Consistent with the intimate feel is the fact that every bottle label is signed by the two founders. As for the aqua blue logo, one can only assume that it reflects the Blue Weber Agave from which the product is made.\r\n\r\nWhile this bottle may not reflect George’s masculine persona, it is definitely charming and refined, adjectives often used to describe the actor/director (at least by the media).\r\n\r\nAnother celebrity, Justin Timberlake, is trying to give George a run for his money with his tequila brand, Sauza 901. With a name that’s a nod to the area code of JT’s hometown of Memphis, TN, Sauza 901 is definitely catering to a younger, hipper, clubbier audience.\r\n\r\nJustin may claim to be a spirits aficionado (his song “Drink You Away” has a line about trying “Jack, Jim..all of their friends”), but he’s also the consummate performer. With this tequila, he’s trying to get people to party and drink along with him. The bottle’s long hexagonal shape and an oversized “901” graphic is edgy, sexy and slightly mysterious. Justin is likely modeling his public persona (if not his film career) after George’s, but his tequila brand feels a lot more mass—and the fact that it is being marketed by Sauza suggests just that. This is not the homemade, small batch tequila touted by George, but a mainstream tequila for those who love a good time (and in all likelihood, Justin’s music).\r\n\r\nDirector Sofia Coppola was blessed with talent, good looks and a father who is not only an incredible director but who also owns a vineyard. As a gift to his daughter, Francis Ford bestowed her with her own champagne, named—what else?—Sofia.\r\n\r\nGiven that Sofia is something of a fashion brand herself—she has designed handbags for Louis Vuitton, been a guest editor at French Vogue and starred in a Marc Jacobs ad campaign—one would assume that she had a definite hand in the creation of the Sofia champagne brand.\r\n\r\nMy favorite aspect of the champagne is the fact that it is packaged in a metal can, the perfect mix of “mass” and “class.” The white logo, in a sanserif font, contrasts against a metallic raspberry color, as does a romanticized illustration of a grapevine. The can is undoubtedly feminine, but it’s sleek enough to be held by a guy. And it comes with a matching plastic straw, in a cardboard box that is so attractive, it could be a gift under a Christmas tree. Yes, Sofia gives a winning performance on this one—too bad they don’t give out Oscars for alcohol brands.\r\n\r\nSince we’ve tackled tequila and champagne, let’s look at Sean Combs’ vodka brand, Ciroc. This brand is a little bit different from the others, because the product was created by Diageo before the former P. Diddy came on as brand ambassador in 2007.\r\n\r\nThe bottle is hip enough to suit his persona, with a slender, towering shape that is as imposing on shelf as the entrepreneur himself. And the blue circle on the bottle makes an eye-catching bulls eye behind the bar.\r\n\r\nWhere Combs really gets to shine is in the marketing for the vodka. Ad campaigns feature him as a modern day Sinatra, sitting around a table with his very own Rat Pack. Few celebrities today know more about branding than Diddy, who not only created his own hip-hop “brand” but also created the successful Sean John fashion line, a movie production company, a men’s perfume and two nightclubs, among other ventures. By partnering with Ciroc, Combs has used his prowess to turn a 50,000 case per year vodka brand into a 2 million case per year spirits superstar.\r\n\r\nThe list could go on and on. Dan Ackroyd launched Crystal Head Vodka in 2008, and his vodka, is filtered through 500-million-year-old quartz crystals that have supposed spiritual qualities. (Inspired by “Ghostbusters,” Dan?)\r\n\r\nFinding the spirits category no laughing matter, Ackroyd’s buddy and co-star Billy Murray founded Slovenia Vodka with dancer Mikhail Baryshnikov in the most bizarre celebrity partnership ever.\r\n\r\nDrew Barrymore went from wild child to wife/mother to vintner, with her brand Barrymore Wines.\r\n\r\nAnd who can forget that “Real Housewife” of New York, Bethenny Frankel, launched her Skinny Girl Margaritas while starring on the show? Hey, when reality TV gives you lemons, why not make lemonade-flavored cocktails?\r\n\r\nSo, what does Brad and Angie’s brand look like, you may ask? An actor who fancies himself a design aficionado and art collector, Brad likely had a hand in the design—as he did with houses in New Orleans for his Make It Right initiative, his Pitt-Pollaro furniture collection and even Angie’s engagement ring.\r\n\r\nThe Miraval Rosé bottle, named for their estate in Provence (excuse me…), is sophisticated and streamlined, with a bodacious shape that brings a particular actress to mind—and I’m not talking about Jennifer Aniston. Although don’t be surprised if Smartwater millionairess Jen launches her own alcohol brand in the near future—it seems to be a trend that’s caught a lot of (TMZ) buzz.\r\n\r\nRead more: www.packagingdigest.com/beverage-packaging/dressing-celebrity-alcohol-packaging-style', 'Dressing Up Celebrity Alcohol Packaging in Style', '', 'publish', 'open', 'open', '', 'dressing-up-celebrity-alcohol-packaging-in-style', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/dressing-up-celebrity-alcohol-packaging-in-style', 0, 'thinking', '', 0), (1949, 1, '2014-03-14 15:23:10', '2014-03-14 15:23:10', 'By Joseph Bona\r\nChalk it up to the law of unintended consequences. Forward-thinking limited-service chains have spent the past few years searching for ways to ramp up the customer experience — up to and including encouraging people from all walks of life to use their stores as hangouts and even Wi-Fi-enabled \"third place\"-style offices. But now the likes of Starbucks and McDonald\'s face a chorus of criticism from camps with opposite agendas.\r\n\r\nOn one side are those who are outraged by the decision these chains have made to oust certain loiterers. A Jan. 27 article in The New York Times (\"The Food May Be Fast, but These Customers Won\'t Be Rushed\") called attention to the trend. It cited PR nightmares such as the Starbucks store that kicked out a group of deaf people who were not ordering enough coffee, and the McDonald\'s restaurant that ushered out a group of older Koreans, sparking a worldwide boycott in the bargain.\r\n\r\nDon Mitchell, a professor at Syracuse University, was among those none too pleased. He told the newspaper: \"Taking up space is a way to claim a right to be, a right to be visible, to say, \'We\'re part of the city too.\' \"\r\n\r\nBut the online comments triggered by the article were full of exactly the opposite sentiment.\r\n\r\n\"Too often I\'ve had to walk out of a Starbucks without buying a coffee and pastry because all tables and chairs are taken by people just reading books or laptops,\" noted one reader. Another said his local McDonald\'s was inhabited by scary-looking drug addicts: \"Nothing makes a customer like me take his food and leave like a scary, skinny, dirty guy staring angrily at me while I am eating because I am in \'their\' side of the restaurant.\"\r\n\r\nKick loiterers out, and you get slammed. Ditto if you let them stay. So how can restaurants create an inviting customer experience without playing socio-economic favorites and incurring the wrath of the politically correct on one side, and their better customers on the other?\r\n\r\nThere are no easy answers here. Today\'s chains face a massive threat from Amazon and other ecommerce retailers, which is why brick-and-mortar retail CEOs constantly talk about \"place-making\" and \"destination retail.\" Walk into the Nordstrom store at Bellevue Square in Seattle and you\'ll find a full-fledged cocktail bar. Even some c-store chains now strive to create café-style atmospheres.\r\n\r\nBut chains cannot have their cafés and tell people to \"beat it,\" too. Once you start offering free Wi-Fi and putting in soft-seating lounges, you have to stand by your commitment to customers. Setting blanket time limits on how long people can stay is a formula for driving your customers to your rivals.\r\n\r\nBut limited-service chains do have every reason to protect their customers from behaviors that cross the lines of societal acceptability. If someone is drunk, loud, malodorous or abusive, that person can and should be shown the door. The trick is to train employees and managers, not only in how to recognize this behavior, but also in how to deal with it safely, sensitively, fairly and legally. The handbook should be explicit: People can stay here as long as they want, so long as their behaviors are consistent with societal norms and the law.\r\n\r\nThis is not about how much time or money people spend. It\'s about making people feel valued and welcome — a legitimate basis for long-term customer loyalty if ever there was one.\r\n\r\nRead more: www.fastcasual.com/article/229399/Loitering-Critics-on-both-sides-of-the-fence-slam-limited-service-chains', 'Loitering: Critics on both sides of the fence slam limited-service chains', '', 'publish', 'open', 'open', '', 'loitering-critics-on-both-sides-of-the-fence-slam-limited-service-chains', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/loitering-critics-on-both-sides-of-the-fence-slam-limited-service-chains', 0, 'thinking', '', 0), (1950, 0, '2018-09-27 16:52:41', '2018-09-27 16:52:41', '', 'DUANEREADE15_drbrand', '', 'inherit', 'open', 'closed', '', 'duanereade15_drbrand', '', '', '2018-09-27 16:52:41', '2018-09-27 16:52:41', '', 1618, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE15_drbrand.jpg', 0, 'attachment', 'image/jpeg', 0), (1951, 1, '2014-03-14 14:44:57', '2014-03-14 14:44:57', 'Veteran store designer’s EuroShop presentation highlights the need for stores to emotionally connect with shoppers by creating unforgettable experiences.\r\nReinvention has been part of retail at least since the days of ancient Rome. But as technology transforms multi-channel retail into hyper-channel, “always-on” retailing, chains must emotionally connect with consumers as never before, advised veteran store designer Joseph Bona during a Feb. 19 speech at EuroShop, the global trade fair.\r\n\r\n“Emotion plus theatrics equals experience,” said Bona, President, Branded Environments for CBX, the New York City-based brand agency and retail design consultancy. “Storytelling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions. Ultimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.”\r\n\r\nBona’s presentation—“Format Reinvention: the Changing Face of Retail”—highlighted the need for retailers to further rethink the function of their brick-and-mortar stores. Today’s “always on” environment doesn’t only mean that people can buy whatever they want using their phones and tablets—it also means they can use GPS- and cloud-enabled tools to find the very best retail and dining experiences available to them, wherever they happen to be in the world, Bona said.\r\n\r\n“Physical stores can longer be what they used to be—namely, distributors of other people’s goods at reasonable prices in convenient locations,” Bona explained. “They must offer sights, sounds, tastes, touch, emotion—3D experiences that 2D can’t achieve. When your customers look at Yelp! or Google Reviews, you want them to read about how your in-store experience was entertaining and inspiring. You want them to read about how going to your store is always a special treat.”\r\n\r\nTo illustrate this point, Bona showed the audience examples of redesign work CBX has completed for clients such as Duane Reade, RadioShack and Terpel.\r\n\r\nIn its newly designed flagship stores, RadioShack now has hands-on stations organized around themes such as “Build It,” “Play It,” “Rock It,” Power It” and “Connect It.” These new layouts are open, inviting and experiential, he noted. “It’s all about higher engagement points and making RadioShack stores much more interactive,” Bona said. “Shoppers can touch and play with the products and interact with store associates in new and richer ways. The point is to bring the experience to life and make it fun, as opposed to the old approach of having a bunch of static stuff, locked down and inaccessible.”\r\n\r\nLikewise, CBX helped major Columbian gas station operator Terpel reinvent the experience of fueling up your car and grabbing convenience items on the go. The chain’s new c-store designs include futuristic, wing-like canopies flying over the pumps, with service bars, modern furniture and other unexpected flourishes inside its stores. In helping Terpel contemplate “the fuel station of the future,” CBX even produced designs with green roofs, solar panels, recycled asphalt pavement and sky- and LED-lit canopies.\r\n\r\n“Overall, retailers need to push the envelope and keep asking one basic question: ‘How do you maintain a pillar of affection and human touch while there’s a simultaneous shift to increasing human interaction with technology?’ ” Bona said. “On a strategic level, we think the answer is fairly simple: Make your customer experience second-to-none in authenticity and relevance. Execution is all about thoroughly understanding who your customer is, and what your customer wants and needs from a retail experience.”\r\n\r\nBilled as “the world’s leading retail trade fair,” EuroShop ran Feb. 16-20 in Düsseldorf. The massive event drew some 2,000 exhibitors from more than 50 countries and more than 100,000 trade visitors from across the globe.\r\n\r\nRead More: www.furninfo.com/Furniture%20Industry%20News/2922', 'Retail Must Reinvent Itself Amid ‘Always-On’ Trend, Bona Says', '', 'publish', 'open', 'open', '', 'retail-must-reinvent-itself-amid-always-on-trend-bona-says', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-must-reinvent-itself-amid-always-on-trend-bona-says', 0, 'thinking', '', 0), (1952, 0, '2018-09-27 16:52:41', '2018-09-27 16:52:41', '', 'vmsd_logo', '', 'inherit', 'open', 'closed', '', 'vmsd_logo', '', '', '2018-09-27 16:52:41', '2018-09-27 16:52:41', '', 1619, 'http://cbx.cappendev.com/app/uploads/2018/09/vmsd_logo.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1953, 1, '2014-03-11 20:30:13', '2014-03-11 20:30:13', 'By Nancy Brown\r\nThere are brands that have lived in our hearts for decades, which we have stocked in our pantries and come to depend on year after year. Marketers call these heritage, or classic, brands. They’re the ones loyalists will continue to buy no matter what. Or, will they?\r\n\r\nWith more competition in virtually every category in the store and the elevation of private label to private brand status, some of these classic brands need to re-examine their recipes for success. By doing so, they will stay relevant with their loyal consumers while demonstrating a reason to be considered by newcomers.\r\n\r\nSome truly iconic companies — such as Hamburger Helper and Ritz — have kept their brands fresh and remained favorites with consumers. How? By applying one or more of the following four fundamental strategies: maintaining relevance, leveraging their equities, differentiating themselves from their competitors, and innovating.\r\n\r\nMAINTAIN RELEVANCE\r\n\r\nIn today’s ever-changing world, there are many different ways of learning about and purchasing products. Additionally, today’s consumer behavior is increasingly influenced by time-management pressures, changing taste preferences and nutritional concerns such as organic, gluten-free, local grown, etc., etc., etc. To stay relevant under these conditions, even trusted and familiar brands must adapt. They can do so via product reformulations, line extensions, new usage occasions, repositioning or simply updating their brand presentations.\r\n\r\nHamburger Helper provides a good example. The brand was launched when “convenience” was a new concept, and Hamburger Helper became shorthand for quick and easy meals consumers had a hand in preparing. In recent years, however, the brand has faced significant competition from a wide range of new meal solution products. To keep its core consumers and attract new ones, Hamburger Helper went on the offensive. With all of this new competition, it needed to reclaim its territory. For starters, the packaging was dramatically redesigned, including a significant rebranding. “Helper” was enlarged to reinforce the convenience aspect, and the helping hand character — an iconic representation of the brand proposition — was given significantly more prominence. New product introductions like single-serve microwave cups, Helper Complete Meals (which include the protein) and whole grain varieties address consumers’ evolving tastes while still “helping” get dinner on the table.\r\n\r\nOrganic Valley, founded in 1988 (a “classic” as far as organic products go), has become a leader in the production of organic milk products. But in the age of organic everything (so much so that the claim has become a bit untrustworthy and vague), Organic Valley needed to do something to define itself in terms that really meant something to consumers. For the 2013 redesign of the brand’s milk cartons, the entire back panel is devoted to a statement — in an oversized font — about the product’s origin: “We Give Our Animals the Greenest Pastures and They Give You Delicious and Nutritious Milk.” A paragraph speaks to the way the cows are raised, sent out into “lush, organic pastures for fresh air, exercise and grazing,” and another panel describes what the cows eat (and don’t eat) and the vitamins found in the milk. To be a leader in this category, Organic Valley knows it has to give customers the proof they need to believe the brand proposition.\r\n\r\nEMBRACE YOUR EQUITIES\r\n\r\nThe idea of capitalizing on one’s equities — the design elements consumers associate with your brand — seems rather obvious. But, in fact, it’s not always so easy to determine which elements should be retained, which need enhancement, and which ones are actually detrimental and should be abandoned — even if they’ve been around for a long time.\r\n\r\nKraft Macaroni & Cheese was always known as “the blue box.” This is great in terms of having strong associations but is limited in terms of being distinctive; any private label maker of macaroni and cheese could make its box blue and thereby ride on Kraft’s coattails. So, Kraft did something about it. First, the brand updated the specific treatment of blue it was using. Then, it created an iconic expression of its brand proposition by instituting a new brand equity element — the elbow macaroni smile — and incorporating it into its brandmark. The move was brilliant, and consumers responded enthusiastically.\r\n\r\nM&M’S is another iconic brand that re-examined what had made it so successful. The brand had been playing up its colorful candy characters for years, but to its surprise, a strong consumer finding in equity research was that people experience a warm sense of nostalgia when they hear M&M’S being poured into a bowl. A-ha! Why not combine the bowl and the candy? The redesigned packaging did just that, by showcasing the characters having fun in various bowl scenarios that highlighted the candy variety and seasonal occasions.\r\n\r\nDIFFERENTIATE FROM COMPETITION\r\n\r\nConsumers today have more choices than ever before, and most brands’ competitive sets have changed dramatically over the years. As a result, it is more important than ever to stand out on shelf and provide a compelling reason for consumers to consider your brand as a viable choice. It is crucial to understand how you can stand apart from your competitors while still being appropriate in the category.\r\n\r\nKotex was a brand that had basically disappeared in the feminine hygiene aisle. With a quiet design that was consistent with the category norms of pastel colors and floral designs, there was nothing that made a customer stop in her tracks and choose Kotex over the competition. That was, until the day when a sassy black box showed up on shelf and made everyone take notice. By introducing all-black packaging, bold type and a new name that spoke to the current generation of millennial girls, we helped U by Kotex* revolutionize the category and usher in a whole new era for feminine care products.\r\n\r\nAnother brand that shook up its category in a big way was Splenda. For many years, users of artificial sweeteners knew to “look for the pink packet,” which was how Sweet’N Low was known. When Equal — a different type of artificial sweetener — was introduced, it easily differentiated itself by using a blue package. Then came Splenda, a sweetener that was closer to real sugar in format and whose taste consumers overwhelmingly preferred. In order to stand out on shelves among the well-established pink and blue offerings, Splenda needed its own strong visual presence and chose the color yellow to make its stand. It was a prophetic choice. The brand not only stood out on shelf, but its distinctive yellow packets were easily recognized on restaurant tables and quickly found in the bottoms of large purses. And the yellow brand soon shot past pink and blue to overtake the category.\r\n\r\nREMEMBER TO INNOVATE\r\n\r\nInnovation can mean adding a new flavor, changing form, delivering new functionality — or it can simply mean thinking of something that nobody has thought of before.\r\n\r\nRitz, America’s favorite cracker, has successfully innovated through form and function. Faced with a plethora of competition in the snack food aisle, the product has changed form through Ritz Bits, Crackerfuls (sandwiches with cheese, peanut butter or chocolate in their centers) and Toasted Chips in flavors like Sweet Home Sour Cream & Onion and Western Ridge Peppercorn Ranch. But the brand hasn’t stopped there. Ritz looked at the way consumers used and consumed its products and introduced Fresh Stacks, smaller rolls of the crackers that can be easily packed in lunchboxes or thrown into mom’s bag for car trips.\r\n\r\nGerber, the longtime leader in baby food, has innovated to meet consumer demands for organic foods with a line of organic products, as well as new product forms. Its growing organic line includes everything from cereals to snacks to meal options.\r\n\r\nResponding to consumers’ desire for portability, the company now provides baby food offerings in a pouch format that is demonstrably distinctive from the mainstay glass jars.\r\n\r\nAnd going beyond food for infants, Gerber provides products for all phases of a child’s life: Birth, Supported Sitter, Sitter, Crawler, Toddler and Toddler 2+. By looking at changes in the category and thinking about busy parents’ lives, Gerber is now trusted by a whole new generation of parents who want to feed their babies and children the very best food possible.\r\n\r\nA deep-seated brand in the laundry detergent aisle, Tide has innovated by combining Downy fabric softeners and Febreze odor remover into its mainstay detergent product. Additionally, the brand has created convenient new forms such as pods (no measuring required) and Tide to Go stain sticks, where the Tide product is in a handy pen form that can be used for quick touchups anywhere, anytime.\r\n\r\nThe brands cited here have all learned that being a “classic” doesn’t have to mean you are stodgy, boring or outdated. By staying in step with current trends, remembering what made you so special in the first place, keeping an eye on the competition, and investing in innovation, you can ensure that your brand ages not only gracefully but also profitably as well.\r\n\r\nRead More:www.brandpackaging.com/articles/84704-how-to-contemporize-a-classic-brand', 'How to: Contemporize a Classic Brand', '', 'publish', 'open', 'open', '', 'how-to-contemporize-a-classic-brand', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-to-contemporize-a-classic-brand', 0, 'thinking', '', 0), (1954, 1, '2014-03-07 16:55:32', '2014-03-07 16:55:32', 'The Hain Celestial Group, Inc., a leading organic and natural products company providing consumers with A Healthier Way of Life, today announced a packaging refresh for its TERRA brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand\'s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\nFor more than two decades, TERRA snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables -- including taro, kabocha squash, parsnip and beets -- in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n\"The root vegetables that go into TERRA set it apart from ordinary chips,\" said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. \"Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.\"\r\n\r\nIn January 2014, TERRA introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\nRead more: http://online.wsj.com/article/PR-CO-20140304-908603.html', 'TERRA Chips Introduces New Look', '', 'publish', 'open', 'open', '', 'terra-chips-introduces-new-look', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/terra-chips-introduces-new-look', 0, 'thinking', '', 0), (1955, 0, '2018-09-27 16:52:42', '2018-09-27 16:52:42', '', 'DUANEREADE12_delish', '', 'inherit', 'open', 'closed', '', 'duanereade12_delish', '', '', '2018-09-27 16:52:42', '2018-09-27 16:52:42', '', 1621, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE12_delish.jpg', 0, 'attachment', 'image/jpeg', 0), (1956, 1, '2014-03-07 16:36:08', '2014-03-07 16:36:08', 'Veteran store designer highlights the need to emotionally connect with shoppers\r\nAs technology transforms multi-channel retail into hyper-channel, “always-on” retailing, chains must emotionally connect with consumers as never before, advised veteran store designer Joseph Bona during a Feb. 19 speech at EuroShop, the global trade fair.\r\n\r\n“Emotion plus theatrics equals experience,” said Bona, president, branded environments for CBX, the New York City-based brand agency and retail design consultancy that has had a hand in numerous convenience store designs.\r\n\r\n“Storytelling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions,” Bona said. “Ultimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.”\r\n\r\nBona’s presentation—“Format Reinvention: the Changing Face of Retail”—highlighted the need for retailers to further rethink the function of their brick-and-mortar stores. Today’s “always on” environment doesn’t only mean that people can buy whatever they want using their phones and tablets, it also means they can use GPS- and cloud-enabled tools to find the very best retail and dining experiences available to them, wherever they happen to be in the world, Bona said.\r\n\r\n“Physical stores can no longer be what they used to be—namely, distributors of other people’s goods at reasonable prices in convenient locations,” Bona said. “They must offer sights, sounds, tastes, touch, emotion—3D experiences that 2D can’t achieve. When your customers look at Yelp! or Google Reviews, you want them to read about how your in-store experience was entertaining and inspiring. You want them to read about how going to your store is always a special treat.”\r\n\r\nTo illustrate this point, Bona showed the audience examples of redesign work CBX has completed for clients such as Duane Reade, RadioShack and South American c-store retailer Terpel.\r\n\r\nIn its newly designed flagship stores, RadioShack now has hands-on stations organized around themes such as “Build It,” “Play It,” “Rock It,” Power It” and “Connect It.” These new layouts are open, inviting and experiential, he said. “It’s all about higher engagement points and making RadioShack stores much more interactive,” Bona said. “Shoppers can touch and play with the products and interact with store associates in new and richer ways. The point is to bring the experience to life and make it fun, as opposed to the old approach of having a bunch of static stuff, locked down and inaccessible.”\r\n\r\nLikewise, CBX helped major Columbian gas station operator Terpel reinvent the experience of fueling up your car and grabbing convenience items on the go. The chain’s new c-store designs include futuristic, wing-like canopies flying over the pumps, with service bars, modern furniture and other unexpected flourishes inside its stores. In helping Terpel contemplate “the fuel station of the future,” CBX produced designs with green roofs, solar panels, recycled asphalt pavement and sky- and LED-lit canopies.\r\n\r\n“Overall, retailers need to push the envelope and keep asking one basic question: ‘How do you maintain a pillar of affection and human touch while there’s a simultaneous shift to increasing human interaction with technology?’ ” Bona said. “On a strategic level, we think the answer is fairly simple: Make your customer experience second-to-none in authenticity and relevance. Execution is all about thoroughly understanding who your customer is, and what your customer wants and needs from a retail experience.”\r\n\r\nCBX, New York, is a brand agency specializing in corporate identity, consumer branding and retail.\r\n\r\nRead more: www.cspnet.com/industry-news-analysis/marketing-strategies/articles/retailer-challenge-reinvent-yourself', 'Retailer Challenge: Reinvent Yourself', '', 'publish', 'open', 'open', '', 'retailer-challenge-reinvent-yourself', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/retailer-challenge-reinvent-yourself', 0, 'thinking', '', 0), (1957, 1, '2014-03-07 16:07:01', '2014-03-07 16:07:01', 'CBX, a leading brand agency based in New York, announced today their collaboration in the creation of a new name and identity for Big Heart Pet Brands, previously Del Monte Foods’ (DMF) Pet Products business. Big Heart Pet Brands is home to a number of iconic and beloved brands, including Milk-Bone®, Meow Mix®, Natural Balance®, Kibbles \'n Bits®, 9Lives®, Milo’s Kitchen®, and Nature’s Recipe®, among others. The development of the new name and identity, unveiled late last month, follows the company’s sale of its Consumer Products division to Del Monte Pacific Limited (DMPL).\r\nCBX used their rigorous naming methodology to help Big Heart Pet Brands arrive at a name that would be unique within the pet category, yet remain relatable and relevant for all audiences. The firm built the creative foundation for naming based on the company’s purpose and broad, accessible portfolio of pet food and treats brands. The name Big Heart Pet Brands showcases the company’s desire to nurture the bond between pets and the people who love them. “Big Heart Pet Brands doesn’t believe in owning pets. They believe in loving them. We strongly believed the name should live up to this core belief,” said Rachel Bernard, Strategy Director at CBX New York, “The objective to show an unparalleled passion for pets truly inspired us—the result is a unique name that we believe advances the strategic vision of this category leader.”\r\n\r\nCBX also developed a new visual system for the company. At the core of the visual system is a dynamic new “heartpaw” logo that reinforces the company’s love for pets and desire to continually create better solutions for them. The logo represents both a pawprint—to root the company in the pet category—and a heart to convey the bond between pet and pet parents. The highlight “shine” marks used within the broader visual identity symbolize positivity, energy and innovative thinking. “Simple yet impactful, the identity signals a strong position in the pet space and a bright future for the company and the pets it supports,” said Rick Barrack, Founding Partner and Chief Creative Officer at CBX.\r\n\r\nThe CBX design and environments team collaborated with Big Heart Pet Brands to redesign the San Francisco headquarters over President’s Day weekend in the new visual identity system, so employees started day-one at Big Heart Pet Brands fully immersed in the new company.\r\n\r\n“The launch of Big Heart Pet Brands is a landmark event. Our partners at CBX worked closely with our creative services and consumer insights groups and with our executive team to create a name and visual identity that truly captures the spirit of our organization and our vision for the future,” said Carl Johnson, EVP, Marketing & Chief Growth Officer at Big Heart Pet Brands.\r\n\r\nAs seen in:\r\nBloomberg\r\nGDUSA\r\nCPG Matters\r\n\r\n ', 'CBX Collaborates on New Company Name and Identity for Big Heart Pet Brands', '', 'publish', 'open', 'open', '', 'cbx-collaborates-on-new-company-name-and-identity-for-big-heart-pet-brands', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-collaborates-on-new-company-name-and-identity-for-big-heart-pet-brands', 0, 'thinking', '', 0), (1958, 1, '2014-03-07 15:49:15', '2014-03-07 15:49:15', 'New Packaging Design to Spotlight Unique Root Vegetables in Every Bag \r\nThe Hain Celestial Group, Inc., a leading organic and natural products company providing consumers with A Healthier Way of Life™, today announced a packaging refresh for its TERRA® brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand’s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\n\r\nFor more than two decades, TERRA® snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables – including taro, kabocha\r\n\r\nsquash, parsnip and beets – in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n“The root vegetables that go into TERRA® set it apart from ordinary chips,” said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\n\r\nIn January 2014, TERRA® introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA® Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA® Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\nAs seen in:\r\nYahoo Finance\r\nFood and Beverage News\r\n\r\n ', 'TERRA Chips Introduces New Look For Its Iconic Black Bag', '', 'publish', 'open', 'open', '', 'terra-chips-introduces-new-look-for-its-iconic-black-bag', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/terra-chips-introduces-new-look-for-its-iconic-black-bag', 0, 'thinking', '', 0), (1959, 1, '2014-03-05 21:40:51', '2014-03-05 21:40:51', 'SPECS 2014\r\nThe Gaylord Texan Convention Center, Grapevine, TX\r\nMarch 11, 2014 - 1:40 PM to 2:30 PM\r\n\r\nOffline and Online Retail: Bridging the Gap\r\n\r\nThe digital explosion has led to smaller physical footprints, an influx of in-store technologies, and reduced staffing - while at the same time an emerging group of pure-play concepts is entering the brick-and-mortar space. Hear insights on how to fuse brick-and-mortar with online, and present a seamless customer experience.\r\n\r\nLearn more about SPECS: www.specsshow.com', 'Joseph Bona speaking at SPECS', '', 'publish', 'open', 'open', '', 'joseph-bona-speaking-at-specs', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/joseph-bona-speaking-at-specs', 0, 'thinking', '', 0), (1960, 1, '2014-02-25 20:59:54', '2014-02-25 20:59:54', 'How Independent Toy Stores Can Outwit, Outplay, and Outlast Their Big-Box Rivals\r\nBy Joe Bona\r\n\r\nMore than 600 independent toy stores threw a party on November 9 to celebrate Neighborhood Toy Store Day. This publicity event triggered some heartwarming media coverage and was surely lots of fun for all involved. However, when you survey the retail landscape with which today’s independent toy retailers are forced to contend, you might wonder whether or not celebration is in order.\r\n\r\nEven mass retailers such as Target, Walmart, and Toys “R” Us are nervous about the dawning of an era in which Mom and Dad can get all their Christmas shopping done in an hour or two simply by visiting amazon.com. In this $22 billion industry, how could an independent toy store hope to compete? The answer might just lie in the massive proportions of the toy business itself.\r\n\r\nAmerican consumers are rapidly becoming overwhelmed by the confusing array of choices in the marketplace. They live hectic, over scheduled lives, which makes the gridlocked drive to a cavernous big box store an unsavory option for many parents. The glut of homogenized, commoditized retail products has triggered a bit of backlash among some consumers. More people are now demanding authenticity and uniqueness from the shopping environments they visit and the products they buy. This is the potential sweet spot for independent toy stores—the market position in which small, local operators can enjoy a distinct advantage.\r\n\r\nThe trick is to actually narrow your focus rather than broaden it— to become the source in your community for a particular category of merchandise, and to build a brand for your store based on top-notch customer service, sincere community involvement, and impressive knowledge of the category itself. Selling the same products as Walmart and Target is not an option anymore; instead, you should specialize in one or two specific product categories.\r\n\r\nImagine a store focused exclusively on nifty, harder-to-find toys related to science, mathematics, DIY construction, and IQ-building puzzles and games. With a demeanor akin to that of Bill Nye the Science Guy, the owner holds special events in the store and at local schools. If Target has three telescopes, the Science Guy has 12. Need a space poster for you nephew but can’t find one at Walmart? You know where to go.\r\n\r\nThe store is loaded with cool and unique stuff, so much so that kids enjoy hanging out there. Pleased by the uplifting atmosphere, parents also like that the store is local. This might sound antiquated, but it is right in line with retail trends.\r\n\r\nNot so long ago, you could walk into a cellphone store and all the products were tightly sealed in the kind of packaging that requires a sharp knife to get open. These days, more retailers are talking about “high touch,” the notion that people should be able to play with the products. Our science store could have all kinds of toys and games out for the kids. Would Target and Walmart do the same? Not likely. The typical employee at a big-box store also lacks the motivation to build personal relationships with regulars, and they know little about individual product categories, such as science toys.\r\n\r\nWhen you are passionate about your products and your community, it is obvious to customers who walk in the door. With Amazon chatting up the media about delivery via intense-looking drones, such human qualities might be far more valuable than any of us know.\r\n\r\nThe Toy Book, February 2014', 'Narrow Your Focus, Expand Your Reach', '', 'publish', 'open', 'open', '', 'narrow-your-focus-expand-your-reach', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/narrow-your-focus-expand-your-reach', 0, 'thinking', '', 0), (1961, 0, '2018-09-27 16:52:44', '2018-09-27 16:52:44', '', 'Brooks-External-2', '', 'inherit', 'open', 'closed', '', 'brooks-external-2', '', '', '2018-09-27 16:52:44', '2018-09-27 16:52:44', '', 1622, 'http://cbx.cappendev.com/app/uploads/2018/09/Brooks-External-2.jpg', 0, 'attachment', 'image/jpeg', 0), (1962, 1, '2014-02-13 17:47:45', '2014-02-13 17:47:45', 'By Julie D.\r\nPeople tend to think naming is magic, that the “right name” is a secret sauce that will make a product succeed. But the truth is, you can have all the clever word play in the world, and it won’t save your product if it fails to deliver on the promises your name implies. Words have power — the power to paint a picture in the mind. That picture needs to be something your brand or product can live up to. You need to choose a name strategically, and make a strategic plan to support it, launch it, and stick by it.\r\n\r\nI was reminded of this during the State of the Union address when President Obama introduced the name “myRA” for a new category of retirement savings accounts. The name has a lot going for it. It is short and easy to remember, repurposing a woman’s name in a way that feels instantly familiar. The lowercase letters give it a modern feel. It rhymes with “IRA,” placing the new offer in the IRA family. And it draws on our understanding of MySpace, My Verizon, myCigna and all the other “my” names, with their messages of personal customization and accessibility.\r\n\r\nKnowing nothing other than the name, we can conclude that myRA is a friendly, personal type of IRA. This gives it a head start over programs first introduced bearing the number for part of the tax code (401K).\r\n\r\nIt does have a few downsides, though. The pharmaceutical industry is already using “RA” as catchier way to talk about Rheumatoid Arthritis. And there are pronunciation issues—in fact, the president stumbled on his first mention of name, starting to call it “My IRA” before correcting to “my-R-A.” These tripping points are easy to predict — we often test for such issues. Once you identify potential sticking points, the next step is to do a realistic analysis. Is the flaw necessarily fatal? Can it be planned for and mitigated? In myRA’s case, minor pronunciation issues seem unlikely to be a problem long-term.\r\n\r\nNike, Google, Ikea, Etsy have taught us how to pronounce their names correctly over time. When the iPad was launched, there was a backlash — to some, the name sounded like a feminine hygiene product. Today, we can’t imagine the word “iPad” meaning anything other than a sleek interactive device. These companies were able to stick to their message, keep repeating their name, and bring us along for the ride. It was a good first step that President Obama repeated the name multiple times, correctly, after his initial mistake.\r\n\r\nWhat might be more of a problem is if myRA doesn’t live up to the promises implied by its name. If it isn’t personal and easy. If it doesn’t act like an IRA. Names that fail to fulfill their promises often invite ridicule, and this is particularly true in the political area, where Washington tends to jump on awkward monikers (The Patient Protection and Affordable Care Act) and spin them into short, pejorative nicknames with sticking power (Obamacare).\r\n\r\nThe right name can help you take control of the conversation about a new offer. If you choose a name that delivers the tone and message you’re looking for, you get a jumpstart on building meaning in your audience’s mind. But introducing that new name is also an act of leadership. You have to pick the right promises to make. You have to have to look beyond initial reactions. And you need a strategic plan to introduce your name in a way that can survive a few bumps in the road.\r\n\r\nRead more: http://www.mediapost.com/publications/article/219449/whats-in-a-name.html', 'What\'s In A Name?', '', 'publish', 'open', 'open', '', 'whats-in-a-name-2', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/whats-in-a-name', 0, 'thinking', '', 0), (1963, 1, '2014-02-11 16:00:45', '2014-02-11 16:00:45', 'By David W.\r\nLooking ahead at a year that will most certainly see a continued evolution of what retail is and what it does, I am excited at the prospects of participating in, toying with and influencing that evolution. For this forecast, I am concentrating on physical retail since I believe this is where the innovation will — and indeed, must — occur. E-tailers and hybrid-tailers will continue to make transactions easier and safer while adding algorithms that suggest products and services tailored to the individual. Online purchasing will become more intuitive and smarter, connecting you with various electronic devices, apps and, soon, even your refrigerator and closet.\r\n\r\nBecause of this, retail designers will focus on humanizing the in-store experience. The goal is to give consumers a reason to get out of their pajamas and walk into a store. Here are five trends likely to influence the evolution of retail in 2014.\r\n\r\n1. ‘Pop Up’ turns to ‘Drop Off’\r\nPop-up stores have traditionally taken advantage of empty storefronts for short periods of time and have been used to promote products and generate buzz. This year we’ll see a dramatic increase, not of pop-ups, but of “drop-offs”: storage container-sized retail spaces dropped off in the middle of public spaces. If successful, these concepts will stay for months or even years.\r\n\r\nIn the shadows of the Flatiron building in Manhattan are two examples of this trend: Flatiron Green Cafe, which offers a wide variety of natural, local and organic foods, and Ilili Box, which bills itself as “inspired Mediterranean takeaway.” Both are small and placed in the tourist oasis where Broadway crosses Fifth Avenue. Keep an eye on highly trafficked parks, urban gathering spots and similar locales in the coming year you’ll likely see more concepts dropped off in 2014.\r\n\r\n2. Enhanced person-to-person interaction\r\nCash wraps are getting smaller or being replaced altogether by roaming sales people armed with iPads. Apple instigated this “death of checkout,” and many other tech-related retailers have followed suit. We also see this in smaller retailers where two or three associates cover the store. The trick with larger stores is having enough associates, otherwise, shoppers are forced to jockey for position and form impromptu queues in the middle of the aisles. Burberry recently opened a technology-enhanced store with no checkouts, and larger retailers such as Nordstrom and The Home Depot have offered mobile POS checkout for a couple of years now. This trend will continue in 2014.\r\n\r\nRemoving the sales counter allows for more human interaction — the feeling that you’re in this together. Thanks to this trend, sales associates are becoming more knowledgeable. The best of them become de facto consultants. Why is this important? The proliferation of underwhelming, online review sites is part of the reason. Consumers are waking up to the reality that the likes of Yelp are only as good as the mass of people participating in them (“Hey, this dish stinks. How can @slickharvey57 have been so wrong?”). Little wonder in-store help will come back into vogue in 2014.\r\n\r\n3. Use of emotion\r\nRetro versions of consumer packaged goods — throwback Pepsi, old Doritos and Miller Lite retro cans — have grown increasingly popular over the years. CPG companies have learned this is a way to reconnect with consumers through emotion. I see retailers trying their hands at this game in the coming year. It is much more costly to build a retro store, but the gamble might just pay off by creating nostalgic spaces that consumers want to linger in. RadioShack, for example, recently opened CBX-designed retro stores in Texas and New York. They play up the retailer’s history and all the fun stuff we remember about technology.\r\n\r\n4. Wasting real estate\r\n“Stack it high and let it fly” has long been the battle cry of retailers. Walk into your local grocer and chances are this applies (unless it is Mrs. Greens or Fresh Market). In 2014, we\'ll see more retailers devoting space to things that don’t sell: Art-like exhibits, entertainment and lounges will all find their way into retail spaces in order to draw people in and connect. One example of this is Uniqlo. While the international retailer does have massive amounts of product in its stores, it also devotes huge areas to art exhibit-like sculptures.\r\n\r\nWith online saturation of gorgeous product photography from Instagram and Pinterest, consumers also have elevated expectations of presentation. Because of this, more and better propping is being used in stores. One example is Brumby’s Bakeries, one of Australia’s largest franchise groups, whose new stores bank heavily on attractive visuals.\r\n\r\n5. Unexpected use of materials\r\nBuilding on your brand strategy is the right place to begin for store design, but I see the physical design of many retailers zigging and zagging in 2014. This will be true, not just of retro stores, but also of unexpected use of materials.\r\n\r\nA new Pep Boys concept store in Tampa made me do a double take when I drove by. The exterior makes heavy use of wood (or, more likely, an aluminum panel that looks like wood). I don’t know about you, but nothing about wood makes me think of automotive design, which focuses on sleekness, technology and the appearance of speed. And yet wood is a material that feels inviting. The Tampa store even includes wood in the interior — no doubt an attempt to make an intimidating selection of merchandise more palatable. This store even has a lounge, which could be an attempt to make this experience easier for other family members and, by extension, Dad.\r\n\r\nIncidentally, Pep Boys also brought Manny, Mo and Jack out of retirement for the new stores. Quite nostalgic.\r\n\r\nAll of these trends relate in one way or another to a basic imperative in retail today — humanizing the shopping experience. Some of these efforts will fail. Others will conquer. But take note of both the winners and losers as they emerge in 2014. After all, this amounts to a glimpse into the fast-changing future of retail.\r\n\r\nRead more: http://chainstoreage.com/article/humanizing-retail-five-design-trends-likely-loom-large-2014#', 'Humanizing Retail: Five design trends likely to loom large in 2014', '', 'publish', 'open', 'open', '', 'humanizing-retail-five-design-trends-likely-to-loom-large-in-2014', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/humanizing-retail-five-design-trends-likely-to-loom-large-in-2014', 0, 'thinking', '', 0), (1964, 1, '2014-02-07 14:09:03', '2014-02-07 14:09:03', 'Rick Barrack, Chief Creative Officer of CBX, was among those recently honored at Fast Company’s Most Creative People in Business 1000 (MCP 1000) event in New York.\r\nHosted by Diane von Furstenberg, the Jan. 31 event in New York and a Feb. 4 event in San Francisco helped launch Fast Company’s MCP 1000, a new resource that defines the influential, diverse group of modern Renaissance men and women driving change across the economy and around the globe. This new editorial initiative, anchored on FastCompany.com, was created in the spirit of Fast Company’s annual 100 Most Creative People in Business franchise, which recognized Barrack in 2012 for “helping to make retail exciting again,” citing his work on the redesign of drug store chain Duane Reade in New York City.\r\n\r\nThe MCP 1000 coverage includes profile pages for all honorees, daily news posts, live chats, videos, polls, events, and more. Fast Company will also bring the members of the world’s most creative community together to facilitate the spread of innovation and the sharing of expertise. MCP 1000 honorees will have access to exclusive Fast Company content, as well as private MCP 1000 events.', 'Rick Barrack Honored at Fast Company’s Event', '', 'publish', 'open', 'open', '', 'rick-barrack-honored-at-fast-companys-event', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/rick-barrack-honored-at-fast-companys-event', 0, 'thinking', '', 0), (1965, 1, '2014-02-03 23:21:22', '2014-02-03 23:21:22', 'How names can make or break government programs\r\nFinancial experts are quickly evaluating President Obama’s newly proposed “myRA” savings program , determining whether or not it will be a boon to the millions of Americans who haven’t adequately funded their retirements.\r\nBut marketing and branding professionals are weighing in on an altogether different aspect. Forget what the program can accomplish from a dollars-and-cents perspective, many say; the real problem is that the name itself may not add up.\r\nThe issues are varied. Sure, the name is supposed to be read as “My RA,” but because it’s a play on the popular IRA program, there’s a temptation to read it as “My IRA.” President Obama himself made this slip when he spoke of the program during Wednesday night’s State of the Union address.\r\nAs “a general rule of thumb, if a gifted orator like President Obama struggles to pronounce it, you may want to look into other naming options,” says John Paolini, a partner with Sullivan, a New York-based branding and marketing firm.\r\nPlus, on paper, the name looks like a woman’s name — Myra (a name shared by such figures as the famed British classical pianist Myra Hess and the title character in Gore Vidal’s novel-turned-film Myra Breckinridge). And to make matters more confusing, the abbreviation RA already has competing meanings in the American vernacular: For instance, it denotes both a dormitory’s residential assistant and the painful disease rheumatoid arthritis. Consider: If you go to TrackMyRA.com , you won’t be gathering information about rates of return. Instead, you’ll be learning about a medical smartphone app “developed specifically with RA patients in mind.”\r\nThat website alone makes Marlin Collingwood, president of the Boston-based communications firm CHT Group, question the branding savvy of the president’s team. “I have to wonder how much research and testing — if any — they did on the name,” Collingwood said.\r\nThe White House did not immediately respond for comment about the “myRA” name.\r\nIt’s not as if the names of government programs or bills don’t matter, marketing experts say. True, many names are fairly innocuous or hard to understand on face value — the name 401(k) actually derives from a subsection of the Internal Revenue Service code — but they still somehow become embraced by the public, often simply as a function of being heard again and again. But other names don’t catch on, so they become what amounts to a missed marketing opportunity. (Yes, bills and government programs must be “marketed,” political pros note.)\r\nEven worse, a name that isn’t quite right invites ridicule: That was the case with the Patient Protection and Affordable Care Act (also known as Obamacare), argues Julie Doughty, a director of verbal identity for CBX, a New York-based branding agency. “If you choose a name that is awkward, long or difficult to remember, then you run the risk that someone else will give you a nickname that sticks — and take the conversation in a direction you didn’t intend,” she says.\r\nConversely, a cleverly crafted name can help a bill or program succeed — in spite of the fact that legislators or the public might not be all that supportive of it. The classic case that’s cited? The USA Patriot Act of 2001. To be against it was to seemingly imply that one wasn\'t “patriotic,” a 2010 Northwestern University report noted. The naming was “an act of public relations genius,” government relations expert Peter Peyser wrote in the report.\r\n\r\nRead more: www.marketwatch.com/story/will-unwieldy-name-doom-obamas-myra-plan-2014-01-29?link=MW_latest_news', 'Will unwieldy name doom Obama’s myRA plan?', '', 'publish', 'open', 'open', '', 'will-unwieldy-name-doom-obamas-myra-plan', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/will-unwieldy-name-doom-obamas-myra-plan', 0, 'thinking', '', 0), (1966, 1, '2014-02-03 23:18:22', '2014-02-03 23:18:22', 'LIQS come in sealed and tamper-resistant 50ml recyclable, crystal polystyrene shot glasses.Brand agency CBX recently assisted start-up company LIQS with the design of innovative packaging and the formulation of other branding initiatives for its eponymous line of super-premium, ready-to-drink cocktail shots.\r\n\r\nThe CBX design team worked with LIQS cofounders Michael Glickman and Harley Bauer on a variety of efforts, including strategic alignment and development of the LIQS’ brand mark and package design. “We took our design cues from LIQS’ target customer, a sophisticated millennial who loves spontaneous get-togethers with friends, whether poolside, at the beach or boating,” says Gregg S. Lipman, CBX managing partner.\r\n\r\nSunny and stylish Miami, where LIQS was launched and is based, offered CBX inspiration for the package designs. The firm reinterpreted a sunburst in a series of colorful graphic bursts to correspond with each LIQS flavor — red-orange for Tequila Cinnamon Orange; yellow-green for Vodka Cucumber Lime; aqua-blue for Vodka Kamikaze; and red-pink for Vodka Lychee Grapefruit.\r\n\r\nProduced in the U.S., each LIQS product comes in a 50ml recyclable, crystal polystyrene shot glass that’s sealed and tamper-resistant. The product is sold in a multi-unit package that offers three individually sealed shots of a single flavor. Each shot, as well as the outer packaging, carries the burst graphic.\r\n\r\n“After many years of witnessing the love that consumers have with shots, and the lack of being able enjoy them at home as if made by a bartender, we set out for a solution that would give people access to quality shots they can take anywhere,” explains Glickman. “LIQS is a convenient and attractive alternative to a bartender and bar setup and a far cry from ‘test-tube’ style shooters. With the new packaging, we’re delivering mixology with the mixologist.”\r\n\r\nLIQS is currently available at numerous liquor stores in Florida in advance of a strategic regional rollout.\r\n\r\nRead More: http://www.brandpackaging.com/articles/84694-liqs-shots', 'LIQS Shots', '', 'publish', 'open', 'open', '', 'liqs-shots', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/liqs-shots', 0, 'thinking', '', 0), (1967, 1, '2014-02-03 23:16:30', '2014-02-03 23:16:30', 'Rick Barrack is the chief creative officer at branding firm CBX, which recently helped Duane Reade do the impossible: execute a redesign to become cool (at least, as much as any drugstore can be cool). Established in 2003, CBX has worked with popular consumer brands ranging from Arby\'s to M&M\'s to Snapple.\r\nQuote\r\n\r\n\"The dynamics of e-commerce, as it has evolved, created a new shopping behavior. People demand more information. And now, outside of e-commerce, we have to provide that as well.\" »\r\n\r\n \r\n\r\nRead More: www.fastcompany.com/person/rick-barrack\r\n\r\nRick Barrack on FastCo', 'Rick Barrack', '', 'publish', 'open', 'open', '', 'rick-barrack', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/rick-barrack', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1968, 1, '2014-01-27 16:48:51', '2014-01-27 16:48:51', 'Recyclable polystyrene shot glass with colorful graphic bursts aims to attract sophisticated millennial consumers.\r\nFounded in 2013 by Michael Glickman and Harley Bauer, two born and raised New Yorkers with a passion for premium spirits, LIQS worked with brand agency CBX on the design of innovative packaging and the formulation of other branding initiatives for its eponymous line of LIQS™ super-premium, ready-to-drink cocktail shots.\r\n\r\nLIQS products are packaged in a 50-mL recyclable, crystal polystyrene shot glass that weighs 21 g. It is sealed and tamper-resistant. Three individually sealed shots of a single flavor are sold in a 24-pt SBS multi-unit pack, printed in four colors with an aqueous coating. Each shot, as well as the outer packaging, carries the burst graphic. Three packs sell for $9.99. LIQS retailers include Crown Wine & Spirits, Big Daddy’s Liquors, I Love Liquor, and other South Florida retailers, which was the market targeted in advance of a strategic regional rollout.\r\n\r\nOn the LIQS website, Bauer says, “The sophisticated drinker is no longer satisfied with low-grade spirits and artificial ingredients. Our blend of premium spirits and natural flavors make enjoying expertly mixed shots convenient in any setting, from boating, pool or beach parties, home entertaining and catered affairs to music festivals and sporting events.”\r\n\r\n“We were inspired by the growth and trends taking place within the premium cocktail and ready-to-drink markets,” adds Glickman. “After witnessing the love consumers have with shots for years, we wanted to disrupt that market by offering a solution that would give people access to delicious shots in any setting and without a bartender.”\r\n\r\nLIQS and CBX partnered on a variety of efforts, including strategic alignment and development of the LIQS’ brand mark and package design. “We took our design cues from LIQS’ target customer, a sophisticated millennial who loves spontaneous get-togethers with friends, whether poolside, at the beach, or boating,” says Gregg S. Lipman, CBX Managing Partner.\r\n\r\nSunny and stylish Miami, where LIQS was launched and is based, offered CBX inspiration for the package designs. The firm reinterpreted a sunburst in a series of colorful graphic bursts to correspond with each LIQS flavor—red-orange for Tequila Cinnamon Orange; yellow-green for Vodka Cucumber Lime; aqua-blue for Vodka Kamikaze; and red-pink for Vodka Lychee Grapefruit. The cocktail shots use 45-proof vodka and 55-proof tequila.\r\n\r\n“After many years of witnessing the love that consumers have with shots, and the lack of being able enjoy them at home as if made by a bartender, we set out for a solution that would give people access to quality shots they can take anywhere,” says Glickman. “LIQS is a convenient and attractive alternative to a bartender and bar setup and a far cry from ‘test-tube’-style shooters. With the new packaging, we’re delivering mixology with the mixologist.”\r\n\r\nRead More: http://www.packworld.com/package-design/graphic/innovative-package-design-dazzles-liqs-rollout', 'Innovative package design dazzles for LIQS', '', 'publish', 'open', 'open', '', 'innovative-package-design-dazzles-for-liqs', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/innovative-package-design-dazzles-for-liqs', 0, 'thinking', '', 0), (1969, 1, '2014-01-01 17:11:55', '2014-01-01 17:11:55', '\r\nThe nonprofit Fare & Square is a culinary diamond in a rough-and-tumble neighborhood, enriching residents with affordable fresh food and grocery staples.\r\n\r\nIn most of the country, that commodity is viewed as a produce department stalwart, though a dwindling one, losing sales and shelf space to more fashionable and higher-margin bagged salads. However, for residents of Chester, Pennsylvania, a gritty industrial city of 34,000 just south of Philadelphia, iceberg lettuce used to be an unattainable luxury. That was because Chester was in the midst of a food desert—one of 35 in the Delaware Valley.CBX_FareSquare_1869\r\n\r\nAt one time Chester was home to five supermarkets. Over the years they closed one by one as jobs and population fled and crime increased. The last supermarket in town, West End Food Center, permanently shut its doors in 2001.\r\n\r\nCitizens in this hardscrabble, but proud town—the oldest city in Pennsylvania, settled in 1644, and the birthplace of the Mother’s Day Parade, Scott toilet tissue, jazz great Ethel Waters, rock-and-roll pioneer Bill Haley & His Comets and allegedly the hoagie—were relegated to buying groceries from dirty corner stores or having to trek out of town, even to Delaware, to find a supermarket.\r\n\r\nThat changed in September when Fare & Square opened its doors—in the same building that had housed West End Food Center—allowing Chester residents to once again purchase fresh produce, along with meat, seafood, deli, bakery, frozen and dry grocery items.\r\n\r\n“When we were interviewing prospective employees and talking about the mission of our store, somebody made a statement that really opened my eyes,” says Paul Messina, Fare & Square’s store director. “They said, ‘Do you know you can’t buy a head of lettuce in the City of Chester?’”\r\n\r\nThat is when Messina’s outlook on the importance of the store changed.\r\n\r\n“It hit me that what we were doing became that much more of a mission of love,” he says. “We had to get this done for the people. It was ridiculous that you couldn’t buy a head of lettuce here.”\r\n\r\nPointing to a cooler case filled with heads of crisp, fresh lettuce, collard greens, kale, broccoli crowns, green bell peppers and other produce staples, Messina proudly says, “Now you can’t say that anymore. Now you can buy a head of lettuce in the City of Chester. It is a good feeling.”\r\n\r\nBefore Fare & Square, grocery shopping was a major time consuming chore—especially for those without cars. A good number of people in Chester are living below the poverty level; the average annual household income in Chester is $19,000. “I had a woman come in the other day and say, ‘Do you know how much money I am saving because I don’t have to take two buses to get to Essington and then take a hack back,” Messina says, using the Philadelphia parlance for a freelance, often unlicensed taxi cab.\r\n\r\nGranted, at 16,000 square feet with only four aisles, Fare & Square is noticeably smaller than a Pathmark Supercenter, but it still manages to offer a full selection of produce, seafood, butcher-cut meats, a Dietz & Watson-branded deli, frozen foods, dry grocery, pet foods, cleaning essentials and some other nonfoods.\r\n\r\nFare & Square is notable for two other facts. It is owned and operated by Philabundance, the Philadelphia-based food bank that services the Delaware Valley, and is being billed as the nation’s first not-for-profit grocery store.\r\n\r\nIf the prototype is successful—and early indications are that it is a hit—the template will be rolled out to other food deserts in the Delaware Valley and copied by other food banks across the country.\r\n\r\nBecause of its unique situation and location, Fare & Square operates on a premise that is different than traditional supermarkets.\r\n\r\n“Pretty much in an urban store like this the merchandising basics are price. Price. Price,” says Bill Clark, president and executive director of Philabundance. “People don’t really care about organic and they don’t really care about local or energy footprint or being green. It is basically, ‘I’ve got to feed my family on a limited amount of money and I want to do it well, and I want to be respected when I do it.’”\r\n\r\nThat reason—not crime—is one of the key reasons that traditional supermarkets have not been able to make a go of it in inner cities, Clark says.\r\n\r\n“We believe it is harder for a commercial grocery store to operate in a community like this because the gross operating margin on $100 million in sales in the inner city is different than in the suburbs,” he says. “In the suburbs there are much more prepared foods, value-added foods, premium foods. In here some of our biggest sellers are 5-pound bags of flour and sugar, cooking oil and Jiffy corn muffin mix.”\r\n\r\nClark says the idea for Fare & Square came about because just-in-time delivery, better inventory control and less recovery for dented product are all having a hand in leading to less donations being available for food banks.\r\n\r\n“We were having an increasing problem as a food bank because shelf stable products have been flat to declining across the country,” Clark says, noting that the problem is exacerbated by the growth of food deserts, described by the USDA as a low-income census tract where a substantial number or share of residents have low access to a supermarket or large grocery store. In an urban area like Chester, that is considered a one-mile radius.\r\n\r\n“As a food bank we have been trying to support food cupboards and when a commercial food desert happens the demand on the charitable food distribution system skyrockets,” Clark says. “All of the food banks are having a hard time dealing with the growing demand or need and we had to figure out some way of addressing the problem of access, and providing a safety net of food for people that need it.”\r\n\r\nPrior to Fare & Square’s opening, Philabundance donated about one million pounds of food a year to churches and other charities in town, and Clark expects that figure will remain constant.\r\n\r\n“What Fare & Square does is lower the barrier to get food before people are so desperate that they have to go to a charitable-only distribution center,” he says.\r\n\r\nFare & Square has several advantages that will help it thrive in a food desert that otherwise might not support a traditional for-profit store because it is owned by the nonprofit Philabundance, Clark says. “One is that I do not have to make a profit,” he says.\r\nFunds were raised to purchase the building, which is now tax-exempt, and additional income is derived from tenant Family Dollar, which shares the building. Equipment and fixtures were donated or purchased at a significant charitable discount.\r\n\r\n“All of our grocery carts were donated by Giant [Carlisle],” Clark says. “Even people who would normally be seen as competitors were involved. We got financial support from Wawa, Giant, Acme.”\r\n\r\nIn fact, it is Wawa convenience store milk sold in the dairy case. “We’ve had a very, very close working relationship with Wawa for the longest time,” Clark says. “They are an investor in the store and in Pennsylvania we have minimum milk price laws, so we asked them if they wanted to participate.”\r\n\r\nIn addition to Wawa, strategic manufacturing partners include Goya, Kimberly-Clark and Bimbo Bakeries.\r\n\r\n“Everything in our store is purchased by us through wholesalers and resold,” Clark says. “We do not make a profit and we cannot sell any product that is donated to Philabundace. It is illegal for us to sell donated product.”\r\n\r\nBut some manufacturers will give Fare & Square a discount on product.\r\n\r\n“Spots within the store will get very good pricing offered to us by partner vendors who realize that we are actually a different class of trade,” Clark says. “They can support us with prices that are very attractive.”\r\n\r\nPrices are cheaper, compared to suburban Pathmark and Giant stores surveyed, and Fare & Square even stocks some items that those stores did not. Oxtails, smoked turkey tails, Bosco or Borden Singles were not available at Giant, for example.\r\n\r\nFare & Square stocks a large assortment of premium brands. When asked by an observer why both Jiffy Baking Mix and Bisquick were carried when the Jiffy was clearly the better deal for impoverished shoppers, Clark replies, “When you talk to people in a community that has been without a supermarket for a while, they will voluntarily tell you up front that they don’t want you to be an Aldi or Save-A-Lot. They want the national brands. It is a question of respect. That said, the shelf movement on the national brand isn’t what you’d expect if you were in Villanova,” he says, referencing a ritzy Main Line suburb.\r\n\r\nHowever, like on the Main Line, just about everyone at Fare & Square belongs to a club. “This store is a membership operation,” Clark says. “We don’t charge for membership, but by asking people to sign up and get a membership card, and then using that card to identify their household, we have access to consumer purchasing data.”\r\n\r\nFare & Square has 7,688 members as of last count. Not bad, considering there are 10,000 households in the entire city. “We are pulling from a larger area than just Chester, including Trainer, Marcus Hook, Upper Chichester and surrounding areas,” Clark says, adding that product selection coupled with low prices is drawing the shoppers in.\r\n“With our relatively small footprint, the key is to be staples with a little bit of drama so that people enjoy the shopping experience,” Clark says. “You don’t want the food section to look as if it was chosen by a food bank and be all bunker food with the largest selection of varietal beans and rice.”\r\n\r\nC-store on steroids\r\nBased on the initial success and customer feedback about Fare & Square, Philabundance is looking to open more stores.\r\n\r\n“There are plenty of areas within our zone, like Camden, Moorestown and Philadelphia’s got multiple opportunities,” Clark says. “But there are also areas within striking distance, whether that is Wilmington, Atlantic City or Trenton.”\r\n\r\nClark concedes that Philabundance will not be opening any “150,000-square-foot Wegmans-type” stores, but likely more outlets in the 20,000-square-foot or smaller range. “If we can achieve some kind of scale in our supply chain, we may be able to augment the distribution of smaller, somewhat C-store on steroids formats,” Clark says. “Like a 6,000-square-foot footprint specializing in perishables.”\r\n\r\nSimilar stores may be cropping up around the nation.\r\n\r\n“We’ve had a lot of inquiries from other cities,” Clark says. “People who live in these [impoverished] communities have much higher incidence of dietary-based disease, obesity, hypertension, diabetes, fatty liver. Diet is creating much higher medical costs. We think it is better to reestablish normal nutritional access than it is to throw pills at the problem.”\r\n\r\nBefore expansion takes placein other areas Fare & Square first needs to work out the kinks in its initial location.\r\n\r\n“The merchandise mix is one of the things that has to be tuned,” Clark says. “Because we’re a nonprofit a lot of people thought we were going to have gluten-free this and organic-that, but that is dead. We have crates in the back room filled with stuff we are pulling from the shelves because it did not sell. Whoever thought we’d be selling Robinson’s Lemon Curd? Are you crazy?”\r\n\r\nPenn-ing a renovation\r\nBefore it was Fare & Square it was West End Food Center. Before that Shop ‘n Bag, and before that it was an outlet of Penn Fruit Co., once one of Philadelphia’s most prominent supermarket chains, known for low prices, flashy promotions and innovative architecture.\r\n\r\nAfter West End closed in 2001, the store sat vacant for a dozen years. “In a space left vacant for so long, you never know what surprises you may uncover,” says Joseph Bona, president, branded environments, at CBX, the New York-based firm that designed the store. Because the project was being undertaken by a nonprofit organization, a tight budget came into play.\r\n\r\n“When the old suspended ceiling system was removed, a fantastic original vaulted ceiling was discovered,” Bona says. “However, age, disrepair and neglect had left the task of renovating it too costly, so up went a new, more affordable suspended ceiling system. The replacement ceiling provided exactly what we wanted to achieve for Fare & Square—the sense of a new, bright and updated market.”\r\n\r\nFactory fresh\r\nWhat does the one-unit Fare & Square have in common with multi-thousand store Kroger and Safeway chains? Like its two larger compatriots, Fare & Square may one day operate its own factory.\r\n\r\nCurrently using the IGA label from its supplier Bozzuto’s, Fare & Square is looking to create its own line of products in certain categories. “We are going to be looking at doing small scale manufacturing ourselves,” says Bill Clark, president and executive director of Philabundance, the Philadelphia-based food bank that operates the store. “We have already trademarked a number of brands, like Community Farms and Community Kitchens.”\r\n\r\nClark says it is getting increasingly difficult for food banks to source staples, like rice and dry beans. “We are starting to do is buy rice and beans in large 2,000-pound bins and use our staff and volunteers to pack them off into one-pound bags as a way to drive down costs,” he says.\r\n\r\nIn addition to repackaging staples like rice, Clark sees Philabundance one day getting into more detailed manufacturing. “Frozen pizza is a big item in any inner city market,” he says. “Why would I want to go and buy frozen pizza from another state when I could make it and put another 20 people to work? And because we are a food bank, we can make the frozen pizza nutritious and still keep our costs low,” he says.\r\n\r\nRead more: http://www.groceryheadquarters.com/2014/01/chesters-little-gem/', 'Chester\'s little gem', '', 'publish', 'open', 'open', '', 'chesters-little-gem', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/chesters-little-gem', 0, 'thinking', '', 0), (1970, 4, '2014-06-17 15:16:31', '2014-06-17 15:16:31', 'Morocco’s pioneering duty free store operator will continue renovation of its Mohammed V International Airport stores through later this year\r\nCBX, the New York-based brand agency and retail design consultancy, has completed the initial phases of design work on duty free stores operated by IDFS at Casablanca’s Mohammed V International Airport (CMN). IDFS, Morocco’s first duty free store company, maintains 926 square meters (9,967 square feet) of selling space divided among a trio of stores at the country’s busiest international airport.\r\n\r\nWhile IDFS remains the dominant duty free operator in Morocco with a total of 10 shops at all major airports, competitors have entered the market with new locations. To best serve its loyal and growing clientele of discriminating international travelers, the 25-year-old company turned to CBX to strategically reposition its stores and to establish new identity standards, including a new logo that, while heavy in Moroccan influence, has been modernized and thus sets a differentiated tone for the new shops.\r\n\r\n“IDFS has embarked on a considerable strategic new store and remodeling program aimed at creating memorable environments,” noted store designer Joseph Bona, president of branded environments at CBX. “They wanted to redefine the brand to be more in tune with the high-end specialty stores that its well-traveled customers shop across the globe.”\r\n\r\nThe fast-track project, begun last July, required a world-class design to increase store shopability as well as a smart and flexible fixturing system to handle a variety of merchandise from tobacco products, wines and spirits, to watches, handbags, cosmetics and fragrances. The first phase was completed earlier this year with the unveiling of a new, 162-square-meter (1,743-square-foot) wall shop featuring fragrances (Tom Ford, Bulgari, Hermes, Lacoste & Marc Jacobs) as well as confectionery and gifts.\r\n\r\nInspired by Moroccan architecture most recognized by its royal arches, CBX created a series of “Riads”—a traditional Moroccan residential design featuring an interior garden or courtyard – rendered in a modern way. The firm’s design scheme references the layout of a classic Riad and further delineates merchandise categories and assists wayfinding with stylized silhouettes, pylons and forms within the shop’s open plan. The plan further employs vertical breaks to create segmented shops to best highlight each merchandise category. Customer journeys through the space are facilitated by overhead departmental signage and internally lit tower fixtures clearly marked with designer brand logos. Abundant LED ambient light punctuated with softly luminous ceiling-hung pendants enhances the welcoming effect. Underfoot, the ever-changing Moroccan desert inspired a circulation path which features flooring transitions from dark tile to lighter colored ones. To further reflect the country’s rich culture and natural beauty, an indigenous color palette featuring shades of rich ivory with sea- and sky-inspired blues is combined with classic Moroccan graphical design motifs.\r\n“We wanted travelers to have a lasting impression of Morocco as they were leaving the country,” Bona explained. “By recalling the country’s traditional architecture along with its luxurious natural palette in a modern way within IDFS stores, we believe we’ve accomplished that objective while also reinforcing IDFS’ position as Morocco’s leading travel retailer.”\r\n\r\nThe second phase of the project was completed in May with a remodeled and expanded wall shop, which is being tied to a celebration of the company’s 25th anniversary. This 330-square-meter (3,552-square-foot) shop is devoted to an expanded selection of prestige fragrances and cosmetics (Chanel, Clarins, Dior, Givenchy, Guerlain, YSL and more) as well as confectionery (Ferrero Rocher, Lindt, Toblerone, Cadbury, and Kinder), cigarettes (Marlboro, Winston, Camel, Vogue, and others), cigars, liquors, wines and gifts.\r\n\r\nMeanwhile, design work is underway for the renovation of IDFS’ 434-square-meter (4,672-square-foot) inline shop featuring handbags, sunglasses, watches, apparel and giftware from such brands as Bulgari, Dolce & Gabbana, Lacoste, Longchamp and Swarovski—a number of which are exclusive to IDFS in Morocco’s airport retail market. This third location at CMN is expected to be completed later this year.\r\n\r\nIDFS’ latest strategic design initiatives is led by Executive Vice President Christopher Tantoco, who grew up in the business under the mentorship of his grandparents and IDFS founders Bienvenido Tantoco, Sr. and his late wife, Gliceria Tantoco.\r\n\r\n“We have made significant investments in the improvement of our stores.  To strengthen our position in Morocco’s competitive duty free industry, we commissioned specialists CBX and New Store Europe to execute the major transformation of our brand through our flagship store in Casablanca,” said Christopher Tantoco. “We wanted to differentiate ourselves from our competitor by adding local flavor to our shops and create an environment that will maximize dwell time, customer flow, and properly present each brands’ products creating a memorable shopping experience. I am very excited as this is only the first step to the robust future of IDFS.   Through this project, we have further strengthened our claim of being the ‘Last good buy before you fly!’”\r\n\r\nAs seen in:\r\nThe Moodie Report\r\nYahoo Finance UK\r\nAirport World\r\nVMSD\r\nRetail Customer Experience\r\nDuty Free Magazine', 'CBX Completes Initial Phases of Multi Store Projects for IDFS', '', 'publish', 'open', 'open', '', 'cbx-completes-initial-phases-of-multi-store-projects-for-idfs', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-completes-initial-phases-of-multi-store-projects-for-idfs', 0, 'thinking', '', 0), (1971, 0, '2018-09-27 16:52:48', '2018-09-27 16:52:48', '', 'SHINSEGAE2_womens1', '', 'inherit', 'open', 'closed', '', 'shinsegae2_womens1', '', '', '2018-09-27 16:52:48', '2018-09-27 16:52:48', '', 1623, 'http://cbx.cappendev.com/app/uploads/2018/09/SHINSEGAE2_womens1.jpg', 0, 'attachment', 'image/jpeg', 0), (1972, 4, '2014-06-18 15:25:52', '2014-06-18 15:25:52', 'Mom is no longer the only consumer shopping the retail aisle. Changing consumer demographics mean brand owners must rethink their packaging to hit a new bull’s-eye.\r\nNot long ago, it seemed that supermarkets were designed to speak to one audience, and one audience alone: Mothers. Nearly every product in every aisle was designed for Mom and her family. But today, it’s not all about Mom. Consumers are changing and so are brands. There are new generations, new behaviors, new attitudes, and ultimately new target audiences to consider\r\n\r\nSuccessful brands are finding unique ways to reach and attract new consumers to their brand. That often means shifting a brand’s focus away from the traditional bread-and-butter audience, toward another audience that could generate a new revenue stream. This is more than thinking out-of-the-box; this is creating a new box altogether, and it is the way that industry leaders have managed to stay on top of the competition in an age when competition is fierce.\r\n\r\nRethinking gender stereotypes\r\nOne exciting example of this kind of retargeting is the proliferation of playthings and weaponry targeting young girls. Toy companies such as Hasbro, and Zing have retargeted their typically male audiences after the popularity in recent years of fighting-centric female heroines in movies such as The Hunger Games, Divergent, and Brave, and are now creating weaponry and action figures specifically for young girls.\r\n\r\nWhile it is extremely welcome to see such a shifting of gender stereotypes, especially in a category known for gender socialization, these products—which include bows and arrows, shooters, and action figures—are still luring their audience with “girlie” colors like pink and purple, and patterns including hearts, stars, and animal prints. Nerf’s Rebelle line of weapons skillfully incorporates “belle” into its name; another company’s “action shooter” shoots marshmallows. While this may make feminist mothers cringe, the truth is, these toy companies are aware of a new female archetype that is emerging for today’s young girl, one who can be both tough and aggressive yet also feminine and demure. The Hunger Games’ Katniss Everdeen perfectly embodies this dichotomy, and so do thousands of young women who worship her across the country.\r\n\r\nWhile a rise in female pop culture heroines has brought about new types of toy products, the feminine hygiene category had a different challenge: How do you attract younger consumers to your brand who perceive it to be dated and old-fashioned? Brands like U by Kotex* revolutionized the category by moving away from the demure messaging and understated, pastel packaging that was typical of the category in previous decades, and instead targeting a new generation—Millennials—with bold graphics, black packaging, and down-to-earth, honest messaging. These were not your mother’s tampons; in fact, U by Kotex* offers special, limited-edition tin cases that you actually want to show off inside your bag, rather than hiding them in embarrassment\r\n\r\nRemember the day when metrosexual was a new idea? Today, the beauty industry has recognized that men who care about the way they look are just…men who care about the way they look, which accounts for the majority of men today. Brands like Dove and Nivea have identified a new target in men, and acknowledge that yes, they are just as interested in hair care, skin care, and shaving as women are. This is more than Dove going after men with gray packaging and adding the word “Men” to the brand name; this is about a shifting point of view in sexuality and gender stereotypes, just as it is with girls and weaponry. The fact that nearly every skin-care and hair-care company is going after this audience leads you to wonder: When is Cover Girl going to come out with Cover Boy?\r\n\r\nSeize the moment\r\nThese brands are examples of how to successfully expand your audience and reach new consumers. Every single demographic—Millennials, Gen Xers, Baby Boomers, toddlers, at-home dads, and so on—has considerable purchasing power. So how can your brand seize this moment and continue to grow with these consumers?\r\n1. Rethink your audience.\r\n2. Think outside the box.\r\n3. Be daring.\r\n4. Have fun.\r\n\r\nIf you do, you may just hit the bull’s-eye like Katniss Everdeen—and possibly start a (brand) revolution of your very own.\r\n\r\nRead more: www.packworld.com/package-design/strategy/ready-reaim-fire-targeting-new-audiences-through-package-design\r\n\r\n ', 'Ready, (Re)aim, Fire: Targeting New Audiences Through Package Design', '', 'publish', 'open', 'open', '', 'ready-reaim-fire-targeting-new-audiences-through-package-design', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/ready-reaim-fire-targeting-new-audiences-through-package-design', 0, 'thinking', '', 0), (1973, 4, '2014-06-17 15:48:21', '2014-06-17 15:48:21', 'CBX has appointed Anthony Simon as Group Director of its branded environments team.\r\nThe retail and restaurant design industry veteran brings more than 20 years of experience to CBX, where he will provide creative leadership, oversee process and operations, as well as drive business development efforts. He reports to Joseph Bona, President, CBX Branded Environments\r\n\r\nSimon joined CBX from TPG Architecture, an architecture and design firm in New York City, where, as Design Director, he was a responsible for business development, direction and management of design concepts and staff, and account relationships. His key accounts included Perry Ellis, Original Penguin, Crocs, Adidas, Charming Charlie, HTC, RXR and The Empire State Building.\r\n\r\nPrior to his time at TPG, Simon developed a rich background in project and studio management, creative direction, and relationship building at New York design firms 212 Design Inc. and TSC Design Associates. His key accounts at those firms included Starbucks, Heineken, T Anthony Luggage, Dylans Candy Bar, Quiksilver, Payless, Revel Beach & Nightclub, Sean John, L\'Occitane, and numerous independent restaurants. Earlier in his career, he was a project manager with L\'Oreal USA\'s Lancôme store planning division.\r\n\r\nA resident of Maplewood, N.J., Simon studied at the Pratt Institute School of Architecture, Brooklyn.\r\n\r\n\"Anthony brings a diverse perspective to CBX. He has an impressive background and has worked with a broad spectrum of specialty retail and restaurant clients,\" said Bona. \"We look forward to his leadership and creative contributions to our team.\"\r\n\r\nAs seen in:\r\nVMSD\r\nChain Store Age\r\nREW\r\ndesign:retail', 'CBX Appoints Retail Veteran to Branded Environments Team', '', 'publish', 'open', 'open', '', 'cbx-appoints-retail-veteran-to-branded-environments-team', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-appoints-retail-veteran-to-branded-environments-team', 0, 'thinking', '', 0), (1974, 4, '2014-07-02 16:20:50', '2014-07-02 16:20:50', 'Raybern\'s®, the company behind the #1 U.S. selling Philly Cheesesteak sandwich (Source: Nielsen xAOC ending June 7, 2014), stands out in the frozen food cases more than ever thanks to a newly completed packaging graphic redesign by leading global brand agency CBX.\r\n\"Raybern\'s has provided families with delicious, and convenient sandwiches, snacks and appetizers for more than 30 years and is famous for inventing the frozen deli sandwich,\" said Rob Leibowitz, CEO, Raybern Foods. \"Consumers consistently describe our handcrafted sandwiches as hearty and delicious. The goal of our partnership with CBX and this graphic redesign project was to ensure that our exceptional product delivery and consumer experience were significantly more visually apparent and appealing at shelf.\"\r\n\r\n\"Elements of the redesign included a new graphics system and typography, a strong focus on mouth-watering food photography, as well as messaging that emphasizes the handcrafted nature of the company\'s sandwiches,\" noted CBX Chief Creative Officer, Rick Barrack.\r\n\r\nCreated by the company\'s founder more than 30 years ago, Raybern\'s original bread recipe delivers a deli-soft roll after just 90 seconds in the microwave. To this day, the bread is baked daily onsite and is one of the key components of the sandwiches. The meats are artisanally seasoned, cooked and sliced deli thin. To complete the authentic experience, the sandwiches are handcrafted and individually wrapped in butcher paper. \"New customers were often surprised at just how great the sandwiches actually tasted,\" said Barrack. \"Meanwhile, the old packaging design was functional, but lacked true stand-out appetite appeal. The graphics system was also a bit fragmented at shelf.\"\r\n\r\nCBX\'s redesign focused on clarity and consistency as well as the artistic and emotive side of the Hayward, Calif.-based brand. \"We reorganized the packaging information and added more romance and food appeal to convey the satisfying and satiating experience of these artisanal products,\" Barrack explained. \"For example, we used parchment paper for the backdrop, with the sandwich beautifully photographed along with \'perfectly imperfect\' nuances such as crumbing on the surface.\" The branding firm\'s introduction of classic typographical elements also helped increase shelf presence and enhance the overall impression.\r\n\r\nAt a time when more consumers put high value on authenticity, the CBX team felt it made good sense to better articulate Raybern\'s authentic story. \"That\'s why you\'ll see the term \'handcrafted\' more prominently on the new packaging,\" Barrack said. \"We wanted to move toward something that felt more authentic, real and genuine.\"\r\n\r\nToday, Raybern\'s continues to support its best-selling items as well as introducing new sandwiches, snacks and appetizer varieties to best satisfy America\'s ever-evolving tastes and preferences. \"This strategy is sure to appeal to current fans and win new customers,\" said Barrack. \"By offering more \'pop\' at shelf, the comprehensive redesign will no doubt contribute to these efforts by increasing product trial.\" Raybern\'s sandwiches are found in the freezer and deli sections of retailers including Walmart, Costco, Sam\'s Club, Smart & Final, HEB, ShopRite, Ahold, BI-LO, Lucky\'s, Savemart, Raley\'s, Wakefern, Carrs-Safeway, Randalls, Tom Thumb and select Safeway locations.\r\n\r\nAbout Raybern Foods:\r\nRaybern\'s is a 30-year-old family founded company that hand crafts millions of sandwiches every month. Available in deli and freezer sections at retailers nationwide, Raybern\'s sandwiches include the #1 selling Philly Cheesesteak sandwich in the U.S. (Source: Nielsen xAOC ending June 7, 2014). Raybern\'s invented the frozen deli sandwich, using top quality meats, delicious sauces and hearty cheeses and a unique bread recipe that cooks up \'bakery soft\' after just 90 seconds in the microwave. Learn more at www.Rayberns.com or www.facebook.com/Rayberns.\r\n\r\nAs seen in:\r\nYahoo Biz\r\nBoston.com\r\nPackaging World\r\nFood & Beverage Packaging\r\nBrandpackaging', 'A Tasty New Look for Raybern\'s', '', 'publish', 'open', 'open', '', 'a-tasty-new-look-for-raybernsr-thanks-to-packaging-redesign-by-cbx', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/a-tasty-new-look-for-raybernsr-thanks-to-packaging-redesign-by-cbx', 0, 'thinking', '', 0), (1975, 4, '2014-06-10 16:52:05', '2014-06-10 16:52:05', 'It\'s widely believed that men are faster, more time- efficient shoppers than women and that unlike their female counterparts, they don\'t like to linger in stores but instead prefer to find an item, buy it and get in and out as quickly as possible. But with the arrival of department store Saks Fifth Avenue\'s new men\'s standalone lifestyle concept The Fifth Man at its historic Beverly Hills location, that gender-based retail truism may soon be turned on its ear.\r\nOpened in February 2014 and short for \"The Saks Fifth Avenue Man,\" the renovated and renamed Fifth Man space covers 6,000 sq. feet (557 sq. meters) and features three key highlights: a downstairs premium denim bar that is adjoined by an actual bar in an area called D-Bar, a shoe shop that is among the biggest for men on the West Coast and designer shop-in-shops and a prototype space dedicated to the store\'s in-house Saks Fifth Avenue Men\'s Collection on the main floor.\r\n\r\nThe denim-and-drinks D-Bar concept was designed by the California-based architectural firm Marmot Radziner and feature a lounge area with a custom-made pool table, a street-art mural by artist Karl Clay and walls covered in boardwalk wood. An onsite John Allan\'s Salon offers customers both grooming services and beverages.\r\nThe adjoining denim bar\'s product assortment is a virtual who\'s who of the top premium denim brands and includes AG, Diesel, DL 1961, Joe\'s, Hudson, Nudie, PRPS, Rag & Bone, 7 for All Mankind, A.P.C. and True Religion. Also featured are a revolving selection of up-and coming jeans brands such as Diana Keinejad, Baldwin and BLK Denim. \"Customers are very impressed with the product offered and people really seem to like the underground vibe,\" says Amber Ayala, fashion and public relations coordinator for the Beverly Hills location, about the overall reaction to the new space.\r\n\r\nUpstairs, the new Shoes On the Main Floor area features more than 600 styles divided across three sections. The first is for classic brands such as Salvatore Ferragamo and Rosetti, the second includes designer footwear from the likes of Gucci, Prada and Dior while the third, the contemporary area, has names such as Paul Smith, Viktor & Rolf and Marc Jacobs. Newly added brands to Shoes on the Main Floor include Del Toro, Martin Margiela and Pirelli, among others.\r\n\r\nElsewhere on the floor is the latest prototype shop for the store\'s in-house men\'s collection, an assortment Saks has been putting special emphasis on of late. New York-based design and architecture firm CBX created this area. It features exposed ceilings and white oak flooring. According Ayala, The Fifth Man concept, which reties heavily on art installations and residential-style furniture that welcomes guys to stay awhile, will be carried over to other Saks locations and has already been implemented at its Chicago store. \"Through these innovative renovations, Saks is thrilled to offer our customers exciting new lifestyle shopping experiences,\" adds Tom Ott, senior vice president and GMM for men\'s, home and gifts at Saks Fifth Avenue. \"0-Bar and the men\'s shoe salon in particular are sure to become iconic West Coast shopping destinations.\"\r\n\r\nSource: Sportswear International, Issue #261, Page 44 - Jul/Aug 2014\r\n\r\n ', 'For The Boys Saks Fifth Avenue Rolls Out Its New Men\'s Store Concept In Beverly Hills', '', 'publish', 'open', 'open', '', '%ef%bb%bffor-the-boys-saks-fifth-avenue-rolls-out-its-new-mens-store-concept-in-beverly-hills', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/%ef%bb%bffor-the-boys-saks-fifth-avenue-rolls-out-its-new-mens-store-concept-in-beverly-hills', 0, 'thinking', '', 0), (1976, 0, '2018-09-27 16:52:50', '2018-09-27 16:52:50', '', 'Brooks-External-3', '', 'inherit', 'open', 'closed', '', 'brooks-external-3', '', '', '2018-09-27 16:52:50', '2018-09-27 16:52:50', '', 1624, 'http://cbx.cappendev.com/app/uploads/2018/09/Brooks-External-3.jpg', 0, 'attachment', 'image/jpeg', 0), (1977, 4, '2014-06-01 19:47:45', '2014-06-01 19:47:45', 'Design firm brings California cool to a legacy brand\r\n\"Orange is orange is orange is orange.\" That was the challenge design firm CBX faced last year when it was tasked with giving the Sunkist soda brand a redesign. \"Unlike the stalwarts of Coke and Pepsi, or even specific flavors like Dr Pepper ... the three orange [soft-drink] players are perceived as similar,\" says Satoru Wakeshima, general manager at New York-based CBX.\r\n\r\nCBX had to take its client Dr Pepper Snapple Group\'s venerable Sunkist brand and elevate it above all other orange sodas. In order to do that, says Wakeshima, \"you need to give people a reason to believe.\"\r\n\r\nThe brand\'s heritage stems from the original Sunkist fruit growers. And a certain segment of the population still has a nostalgic fondness for that brand legacy. But that\'s not whom the company was targeting.\r\n\r\n\"How can we make people fall in love with Sunkist again? How do we make it relevant to a younger audience?\" says Wakeshima. \"How can we get them to really feel like this is a brand that is relevant attitudinally?\"\r\n\r\nTo help get inspired, CBX designers decked out their studio war room in California \"beach chic.\" Real sand was poured on the floors. Beach scenes and sunsets covered the windows. Beach balls, surfboards, beach chairs and towels were thrown across the tables. The result of all that method design is a bright, sunny, mouthwatering representation of the California sunshine. \"There\'s an appeal to that kind of California cool attitude that is laid-back, easygoing, but still has a lot of energy,\" Wakeshima says. \"That\'s very, very relevant to a millennial market. The personality of the brand is radiant, driven and optimistic.\"\r\n

    \"Sunkist2\"

    \r\n

    Source: CSP, Issue: May June 2014 - Page 104

    \r\n \r\n\r\n \r\n\r\n ', 'Putting the Sun Back in Sunkist', '', 'publish', 'open', 'open', '', 'putting-the-sun-back-in-sunkist', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/putting-the-sun-back-in-sunkist', 0, 'thinking', '', 0), (1978, 4, '2018-09-27 17:58:45', '0000-00-00 00:00:00', 'TBD', 'NACS Insight International Convenience Retail Awards Announced', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=1978', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1979, 4, '2014-07-22 14:33:26', '2014-07-22 14:33:26', 'Vacation rental service Airbnb unveiled a new logo last week that generated a wave of criticism for its design. Some likened it to a triangular paperclip or, even more crudely, to certain female anatomy. But the company still stands by the logo, which it calls Bélo and says represents belonging. “It’s a symbol for people who want to welcome into their home new experiences, new cultures, and new conversations,” Airbnb said on its blog. Well, maybe if you squint.\r\nAs to be expected, branding experts aren’t exactly thrilled by the design. Their verdict: Why futz with something that seemed to work just fine.\r\n

    “My issue is that the original logo was pretty good to begin with,” said Rick Barrack, chief creative officer at CBX, a brand agency.

    \r\nAirbnb’s prior logo – the company’s name in light blue lettering – was simple and something that more start-ups should do, he said. It communicated the brand and stuck in the mind of its users. Despite backlash, Barrack said that Airbnb should now stay the course. “The outrage will go away very quickly,” he predicted.\r\n\r\nAgainst the backdrop of Airbnb’s logo Fortune is exploring other examples of corporate branding that – at least according to popular opinion – missed the mark. Here are a few examples.\r\n\r\n \r\n\r\n \r\n

    \"new-logos-tropicana\"\r\nTropicana

    \r\n

    Date released: 2009\r\n Lifespan: Nearly two months

    \r\nThe Pepsico-owned juices PEP -0.51% , which claims to deliver \"100% pure squeezed Florida sunshine\" to its customers, had somewhat of a cloudy day branding-wise five years ago when it introduced new packaging. The company replaced its iconic logo - an orange-with-a-straw-stuck-in-it - in favor of a glass filled with juice. The backlash was fierce: Sales by Tropicana rivals increased, while its own fell 20%, according to AdvertisingAge. A little over a month later, it switched back to its previous design.\r\n\r\n \r\n

    \"new-logos-gap\"\r\nGap

    \r\n

    Date released: 2010\r\n Lifespan: A week

    \r\nClothing store Gap GPS 0.41% tried to recast its image from \"classic, American design to modern, sexy, cool,\" a company spokesperson said at the time. That ended in failure, however. The retail store has always been known for the elegant and elongated letters of its font. But it switched to lowercase black letters with an awkwardly placed blue box atop the letter.\r\n\r\nIn reaction to the outcry, the company used Facebook to solicit its customers for advice. \"We know this logo created a lot of buzz and we’re thrilled to see passionate debates unfolding!” the company wrote. \"So much so we’re asking you to share your designs. We love our version, but we’d like to see other ideas.\" The call for help didn\'t amount to much and the company later returned to its \"classic\" roots.\r\n

    \"new-logos-jc-penney\"\r\nJCPenney

    \r\n

    Date released: 2012\r\n Lifespan: A year

    \r\nFor JCPenney JCP -0.35% , the logo woes were many. In fact, the company switched up its design every year for four years. In 2011, it threw out its classic logo for another featuring lower case letters and a red box. It then held a competition for a new design. The winner? A lowercase \"jcp\" in a blue box, bordered by a bigger red box. The tweak didn\'t make customers happy, however, and they changed the design back a year later (having also changed the logo a year before that in 2011). Of course, all these redesigns came as the company stumbled financially, capped by a $550 million loss in the fourth quarter of 2012.\r\n

    \"new-logos-starbucks\"\r\nStarbucks

    \r\n

    Date released: 2011\r\n Lifetime: Still alive

    \r\nStarbucks SBUX 1.13% switched its logo to something simpler to celebrate its 40th anniversary. The company added a lot of green to the design and removed the \"Starbucks Coffee\" phrase that had wrapped around the company\'s signature symbol - a siren. CEO Howard Kurtz said that the mascot had \"been through it all\" over the last four decades, and needed a \"small but meaningful update.\" Reactions were initially mixed, although the criticism has since died down.\r\n\r\n \r\n\r\nRead more: http://fortune.com/2014/07/21/branding-gone-wrong-when-bad-logos-strike-back/', 'Branding gone wrong: When bad logos strike back', '', 'publish', 'open', 'open', '', 'branding-gone-wrong-when-bad-logos-strike-back', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/branding-gone-wrong-when-bad-logos-strike-back', 0, 'thinking', '', 0), (1980, 4, '2014-07-22 15:25:28', '2014-07-22 15:25:28', 'Columbia Crest’s Grand Estate line of wines is a best-seller at Kreston Wine & Spirits, but owner Bob Kreston did a double take when a shipment arrived not that long ago. “I thought it was a mis-shipment,” recalls Kreston, who owns two full-service stores in Dover, Delaware. “I was ready to send it back, tell them I hadn’t ordered that. And if I was confused… I had customers coming up to me to ask why we had stopped carrying Columbia Crest.”\r\nThe new Grand Estate label, with its shield shape, clean lines and dominant “C,” was night-to-day from the old one. “Sometimes I wonder,” says Kreston, “why they need to fix something that isn’t broken.”\r\n\r\nThat’s a question that more and more retailers are asking—more and more often. It may be that a brand that has fallen out of favor, or they may be aiming at a different demographic target. Some suppliers make small changes to their labels regularly, as part of an overall marketing plan. While the motivations may be diverse, the packaging adjustments can add up—and it’s retailers who wind up having to deal with it.\r\n\r\nIn fact, say a number of branding and marketing experts, this re-jiggering is likely to continue apace. Producers (and not just the multinationals) are bigger, have deeper pockets, and are better able to revise their brands when they see a need. Also, as the number of wine SKUs, which may be high as 15,000, continues to grow, producers large and small will keep striving to stand out from the pack.\r\n\r\nThree-Tier Effect\r\n\r\nLabel tweaks are generally more common than wholesale changes, notes Courtney Holmes of Talk is Sheep Marketing in Sacramento: “The goal is to shake the brands up, and sometimes they achieve the objective, but some don’t. But when they confuse the buyers, they’re not helping themselves.”\r\n\r\nA wine’s label is its identity, and in a category where consumers are often faced with a literal wall of wine, many shoppers are more likely to remember the label rather than the name of the product (or recognize). Says Chris Battista, who owns the 7,500-square-foot Ledgebrook Spirit Shop in Winsted, CT, “A decent amount of consumers, they don’t know a lot about wine, but the label will catch them up to what they’ve bought in the past.”\r\n\r\nScott Stern, of the CBX marketing consultancy in New York City, who has worked with drinks companies Allied Domecq, Miller Brands, LVMH and Gallo, points out that wine makeovers are a special case. With typical consumer goods, the consumer is the primary target audience for the new label. In wine, though, thanks to the three-tier distribution system, a new label first has to appeal to the distributor, says Stern, and the retailer almost as much as the distributor.\r\n\r\n“The distributor has to buy in to what’s going on. They have to be excited about what’s happening,” says Stern. “Otherwise, they don’t have any motivation about the new label.”\r\n\r\nCarmen Castaldi, senior vice president of sales and marketing at Rodney Strong Wine Estates in Healdsburg, CA, says “distributor fatigue” is an ongoing concern for suppliers. “And it’s a vicious circle,” he adds. “They have so many SKUs that they’re cutting them, so when someone says, ‘Sell our wine,’ they need a good, compelling reason to do so.”\r\n\r\nHence, the pressure to re-jigger a product to earn the attention of the distributor, who then, at least in theory, transfers enthusiasm for the new look to the retailer. Unfortunately, word of Columbia Crest’s new label never made it to Bob Kreston before the first case of “C” wine arrived.\r\n\r\nRetailers, to their credit, say they understand much of what is going on and why it is happening. But they still have concerns—not only for themselves, but for their customers.\r\n\r\n“Some brands may need a boost,” says Megan Shervin, a partner in the 5,400-square-foot The Liquor Store in Jackson Hole, Wyoming. “Normally, when someone changes a label, they’re changing the face of their brand. So they wouldn’t go to all that trouble unless they really needed to. But it’s scary when they do it. We changed the store’s logo after 29 years, and I know how much trouble that was.”\r\n\r\nCBX’s Stern cautions that brands who leave retailers out of the makeover process risk having their wine suffer as a result. Understandably, Kreston wonders why brands publicize their changes to the media and distributors, so why not at the retail front line, with straightforward POS material? “I’ve always thought a case card with the two labels—what it was and what it is—would help people recognize the new label,” he says.\r\n\r\nChris Battista, in Connecticut, shares Kreston’s frustration: “I’m seeing new products almost weekly,” says Battista. “The distributors are choked up. Is this a new wine, or the same juice with a new label?”\r\n\r\nIt’s surprising that suppliers don’t consistently make a more concerted effort to pre-publicize a label change. Because the whole idea of a re-jiggered label is to sell more wine. And retailers, distributors and suppliers all like the idea of that.\r\n\r\n \r\n\r\nRead more: http://www.beveragemedia.com/index.php/2014/07/the-revolving-door-of-wine-labels/', 'The Revolving Door of Wine Labels', '', 'publish', 'open', 'open', '', 'the-revolving-door-of-wine-labels', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/the-revolving-door-of-wine-labels', 0, 'thinking', '', 0), (1981, 4, '2014-07-23 16:48:01', '2014-07-23 16:48:01', 'With Its New Brand-Consistent Graphics, Logo and Voice, the Twin Cities Nonprofit Is Better Able to Serve Homeless Youth, Executive Director Says\r\nWith the help of leading brand agency CBX, the Twin Cities nonprofit YouthLink has undergone the type of rebranding project normally reserved for savvy commercial clients such as General Mills, Best Buy or ConAgra.\r\n\r\n\"Already, the changes are helping YouthLink better serve homeless youth in the Twin Cities,\" said Dr. Heather Huseby, YouthLink\'s Executive Director. \"Our brand now stands out and is consistent and unique, which has helped us better communicate with clients, the media, other nonprofits and our donors and volunteers. CBX has helped us learn how to tell our story, and that can actually help us save lives.\"\r\n\r\nWinner of \"Nonprofit of the Year\" in 2013, YouthLink is known for its effort to empower homeless or otherwise disadvantaged youth from the Minneapolis-St. Paul region. Despite having a strong purpose, \"the brand was inconsistent and lacked a common visual and verbal voice across various communication channels prior to the branding exercise,\" said Nancy Brown, Managing Partner of CBX\'s Minneapolis office. The purpose of the redesign was to solve this problem by creating a new logo and unifying YouthLink\'s graphics, voice and messaging.\r\n\r\n\"Either you take a conscious approach to telling your story, or your story gets lost amid a sea of competing messages,\" Brown explained. \"In the commercial marketplace, having an inconsistent brand message is a major hindrance to clear communication with your intended audience. Smart nonprofits know this is true in their space as well.\"\r\n\r\nDuring the research phase of the project, CBX brand experts encouraged the whole organization to engage in a dialog about YouthLink\'s mission and messaging. This in turn helped guide and shape the rebranding effort, Dr. Huseby noted. \"It led to thoughtful conversations throughout our organization, including among the youth themselves,\" she said. \"Every nonprofit should go through this kind of process. It taught us to look inside of ourselves and ask who we really are.\"\r\n\r\nAbout YouthLink\r\nYouthLink builds healthy relationships with youth and the community to address youths\' urgent needs so that doors of opportunity are opened to futures of empowerment, connectedness, and self-reliance. They serve as a critical resource for homeless, precariously housed and marginalized young people ages 16 to 23 by providing a safe, supportive refuge where youth can find help meeting basic needs. You can find more information at www.youthlinkmn.org.', 'YouthLink Rebrands With Help From Brand Agency CBX', '', 'publish', 'open', 'open', '', 'youthlink-rebrands-with-help-from-brand-agency-cbx', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/youthlink-rebrands-with-help-from-brand-agency-cbx', 0, 'thinking', '', 0), (1982, 4, '2014-08-01 15:06:33', '2014-08-01 15:06:33', 'By Todd Maute\r\nWhere on “The Spectrum of Love” does your private label brand live? After all, if you think about how people relate to brands, there really is quite a broad array of possibilities, from the cynical (“I couldn’t care less about that brand.”) to the quasi-mystical (“The brand and I are one.”).\r\n\r\nOn one end of this spectrum — call it the left side — you start with brands that are sadly lacking for love stories of any kind. These are brands people know about but rarely or never use. On the other side of the scale are those beloved, even iconic, brands people gladly identify with and use.\r\n\r\nUnfortunately, the ho-hum side of the spectrum happens to be where a great many private label brands reside. This includes everything from below-average product quality to meet a price point to the merely functional. The common thread is the lack of inspiration in packaging and overall product and brand vision. There is simply nothing interesting or enticing about many of these products; they elicit a “So what?” type of response from consumers.\r\n\r\nFor the most part, private label branding continues to be rooted in appeals to the price-conscious buyer, in a relationship that feels more transactional than emotional. When it comes to private label brands, one could ask, “Where’s the love?”\r\n\r\nA prerequisite is persuading retailers of the need for private label to transcend the mundane in the first place. After all, if the retailer sees its brands through the functional lens, its customers are bound to do the same. By contrast, when retailers embrace and love their brands, consumers will as well.\r\n\r\nSome might not see anything wrong with accepting private label as merely functional. However, would they actually go on the record to admit that their highest aspirations are to be followers rather than leaders? In what other competitive arena is this passive mentality considered acceptable? Imagine being a brand manager at Apple, Nike or some other national brand and saying to the c-suite execs: “Sure, people like those other products way better than ours, but our latest sales are still OK.” Cut to the scene where you head out to your car with the contents of your desk in a cardboard box.\r\n\r\nThe question, then, is how to find a way to make private label brands live in consumers’ hearts and minds?\r\n\r\nThe uninspiring part of the spectrum is about low or nonexistent expectations. Happier with a name-brand light bulb because of its aura of greater longevity, a customer nonetheless grabs a private label brand on the way out of the store; it was the first one she saw, and it might be as good as the national brand — it’s only a light bulb after all. Intent on buying some Ben & Jerry’s “Karamel Sutra,” another disappointed shopper grabs a private label brand she has never heard of; they were out of Karamel Sutra, and the retailer’s brand looks kind of similar and is cheaper, to boot.\r\n\r\nMoving to the more emotionally resonant part of the spectrum, you start to find brands that people actually enjoy or even love to use. One example is Trader Joe’s, where lively atmosphere and enthusiastic customer service help make up for the shortcomings of the company’s whimsical but imperfect packaging. Nonetheless, most consumers are happy with the net effect, and the chain’s hardcore fans really do love going to Trader Joe’s and buying their products. Consider that in May, Trader Joe’s once again came out on top after Market Force Information asked 6,200 consumers to name their overall favorite grocery store.\r\n\r\nThe research firm noted in a release: “With its quirky branding, unique private label products such as Speculoos Cookie Butter and Green Tea Mints, and a constantly rotating array of merchandise, Trader Joe’s has amassed a loyal following of shoppers looking for an unconventional grocery shopping experience with a neighborhood feel. The national chain is regularly recognized for delivering a level of service and customer satisfaction that exceeds expectations.”\r\n\r\nLikewise, Amazon’s Kindle is a private label brand beloved by millions of digital bibliophiles. These on-the-go readers will never forget that first experience of, say, getting stuck with a lengthy flight delay but then, within seconds, downloading a juicy book to help them while away the hours at the airport (and it would be much easier to read, if only CNN wasn’t blaring over the TVs). Building on this initial masterstroke of innovation, Amazon has retained these customers’ loyalty by continually upgrading Kindle technology and, much to the chagrin of Amazon’s rivals, doing everything it can to corner the market on digital books.\r\n\r\nAnother example of an emotive private label brand is Duane Reade’s deLish, which scored a hit by speaking to New Yorkers in their own language (“delish” is a legitimate adjective among native New Yorkers of all stripes) and offering convenient, sophisticated food options.\r\n\r\nWith this spectrum in mind, here are few big-picture approaches that can move private label brands toward the emotional end.\r\n\r\nEmbrace your  hometown and bring it to life on pack.\r\n\r\nHave you ever heard of a hyper-local restaurant? That’s a trendy way of describing a restaurant that has its own garden — onsite. In today’s marketplace, consumers are in love with all things local. If your private label narrative includes a hometown-oriented origin story or founder, consider making it a part of the package as Duane Reade has done with Skyline, which features a UPC code in the shape of the city’s famous horizon. Most retailers are regional. Why shouldn’t they make a bigger regional play with their private label?\r\n\r\nHave fun.\r\n\r\nBranding is always serious business. But this doesn’t mean your private label brands have to be prim and proper. Bright colors are no longer sufficient to pop at shelf. The wry wit of a standup comedian? That is something people don’t expect on the product aisle. Done right, humor and lightness can be a differentiator.\r\n\r\n It’s OK to be bold and beautiful.\r\n\r\nDesign matters. Consider the simple white packaging at Waitrose. This is elegance in action. When you create a new brand, the results of your approach don’t have to be measured solely in terms of sales or market share; there is also the dimension of aesthetic success and the pursuit of broader goals such as customer loyalty and long-term brand building. (Remember, too, that good design doesn’t have to be expensive. Even chains with small budgets can leverage design and shopper insights to create love affairs with their customers.) How invested are you in making sure the brand is forward-looking and relevant? Are you taking any risks? How do you want the brand to make people feel?\r\n\r\nIndeed, many retailers would do well to think more about the role of emotion and personality. Find out not just how much money your core customers want to spend, but also learn what kind of statements they want to make about themselves. Study what makes them laugh or causes them to roll their eyes. If something about the product is awkward or embarrassing — maybe it’s in the hygiene or cleaning category — would trying to hide this aspect of the product really work? Or, would it be better to “keep it real” by taking the unconventional route in a way that causes your consumers to smile or even laugh?\r\n\r\nCan every private label brand move up the spectrum? No doubt. There is clearly a huge amount of room for private brands to bolster their emotional appeal. If you ignore the emotional side of the spectrum by sticking with a functional approach, how can you take your brand to the next level?\r\n\r\nRead more: www.brandpackaging.com/articles/84832-wheres-the-private-label-love', 'Where\'s the (Private Label) Love?', '', 'publish', 'open', 'open', '', 'wheres-the-private-label-love', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/wheres-the-private-label-love', 0, 'thinking', '', 0), (1983, 4, '2014-08-06 13:38:47', '2014-08-06 13:38:47', 'As it seeks to tweak its image, Lyft announced its hire of Jesse McMillin, a former Virgin America employee.\r\nRide-hailing service Lyft is bringing in top talent with its recent hire of Jesse McMillin, the former creative director at Virgin American who had helped to transform that company’s image.\r\n\r\nLyft announced the hire in a blog post on July 29, giving McMillin a platform to introduce himself and his mission for the company. “It’s not every day that all of the ingredients for an amazing brand perfectly align and create a space where the potential and opportunity is entirely limitless,” he wrote. “To be a part of shaping the path for where such an exciting brand will go is not only a special opportunity, it’s the chance of a lifetime.”\r\n\r\nDuring his tenure at Virgin America, McMillin was responsible for projects including a new in-flight safety video that drew praise for its entertainment value. In fact, the video went viral, and was viewed nearly 10 million times on YouTube.\r\n\r\nAs he attempts to make his mark on Lyft, especially as it tries to grow amid legal problems and a rocky start to service in New York City, McMillin has bold plans. In an interview with Wired on Tuesday, McMillin called Lyft an “underdog,” and that the company’s signature pink, fluffy mustache attached to the front of its driver’s cars may evolve in the future. “There are different ways you might execute the power of an icon. We’ll be thinking about the next life of the mustache,” he told Wired.\r\n\r\nGregg Lipman, a managing partner at the branding firm CBX, called Lyft’s hire a strong one. “Virgin is a pretty good training ground to choose from,” he told Fortune in an email.\r\n\r\nLipman praised the company’s current image as “quirky, unique and ownable.” He added that the decision to hire McMillin may be a solid choice, especially if Lyft hopes to reach a wider range of customers. “The question will be, as competition with Uber increases, and they both deal with regulation and the inevitable backlash, will this cute, perky persona be adaptable to a broader ubiquitous audience – and will it need to?” he said.\r\n\r\nAnd like with McMillin, the mustache became a focal point for Lipman when discussing Lyft’s look going forward. “I can’t see them losing the mustache in the near future. Maybe a dye job would do, but not a shave,” he added.\r\n\r\nBut, interestingly, the company has seemingly already begun distancing itself from the pink appendage. In its newly minted New York City service, for instance, cars are without the signature mustaches attached to the grilles. Instead, a small, pink one will hang on the windshield, according to Bloomberg. Maybe it’s a signal of what’s to come.\r\n\r\nRead more: http://fortune.com/2014/08/06/lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone/', 'Lyft\'s new creative director: Trim the pink mustache or leave it alone?', '', 'publish', 'open', 'open', '', 'lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone', 0, 'thinking', '', 0), (1984, 4, '2014-08-14 16:38:57', '2014-08-14 16:38:57', 'Brands are telling consumers how they will feel if they buy their product—and are doing it front and center on their packages.\r\nMaybe it’s me, but it seems like everywhere you look these days, there’s bad news: war, domestic shootings, political unrest, Middle East Respiratory Syndrome (okay, so that was a false alarm, but still…). With headlines like these, is it any wonder that people are grasping for positivity wherever they can find it? Not surprisingly, Pharrell Williams’ “Happy” song is the anthem of 2014, the one that got Meryl Streep dancing in the aisles at the Oscars. Pharrell is proud to tell everyone that he’s happy, and you should be too, dammit.\r\n\r\nPop songs have no problem telling you how you should be feeling, and now brands are following suit by staging end benefits front and center on pack. A recent trip down the supermarket aisle proves how brands are leveraging this strategy. Several can be seen using a strong end benefit to make the consumer believe they need to buy these products to feel better about life. To feel refreshed, optimistic, energized and—you guessed it—happy. Instead of human behavior driving brands, as they once did, it now seems that brands are the ones driving human behavior.\r\n\r\nAnd when I say they are “on pack,” I’m not saying that these messages are simply tertiary copy buried beneath a brand, sub-brand or claim. In many instances, the end benefits are promoted prominently, and have even become part of the brand name.\r\n\r\nCrest recently launched a new line, “Be,” that lets consumers define themselves based on the products they are using. Forget about getting clean teeth and fresh breath—now, you can recalibrate your psyche with just one brush! Be INSPIRED, in a Vanilla Mint Spark flavor, is for those who feel their dental routine is a little, well, underwhelming. Be ADVENTUROUS, in a Mint Chocolate Trek flavor, takes your mouth on an exhilarating ride. And Be DYNAMIC, with its unusual Lime Spearmint Zest combination, tingles the senses with bold and unexpected flavors. The thing that gets consumers’ attention is the prominent sub-brand “Be”; and the end benefit that follows reinforces who and what they should be (inspired, adventurous, dynamic). Crest believes that the emphasis on the potential of what one could be will ultimately drive sales.\r\n\r\nDietary supplement brand, Neuro, prominently features its end benefit front and center on its bottles. In fact, this benefit is so much larger than the actual brand name that you might think that SLEEP (with the tagline “Sweet Dreams”) is the brand, rather than a sub-brand. With this approach, Neuro is trying to lure consumers who are looking for an end benefit, not a specific brand. It’s a great strategy because who wouldn’t be attracted to a product that has the ability to change one’s behavior for the better? Hell, any drink that would help me sleep more soundly is one I’d happily give a shot.\r\n\r\nI have to admit, there’s something incredibly appealing about a brand trying to enhance my well-being. But I also can’t help but wonder: Is it realistic to expect a brand to make us feel a certain way about ourselves? Most people would say no, but in a time when books like “The Happiness Project” put a premium on feeling happy, I guess my response is: Why not? After all, Coca-Cola, Apple and Betty Crocker—three of the biggest brand names of our time—have been asking us to feel and behave in certain ways for years, but have limited the use of these messages to their advertising campaigns.\r\n\r\n“Have a Coke and a Smile”—a slogan that embodied Coke’s M.O. to spread happiness around the world—has appeared in Coke ads and on promotional collateral for years but rarely on actual bottles. Ditto for Apple, who used “Think Different” in its groundbreaking ad campaign, and put the letter “i” before its product names. (They claim the “i” stands for “interactive,” but there’s no question it also references the individual who puts his/her own stamp on whatever Apple device they are using.) For years, Betty Crocker inspired consumers to “Bake Someone Happy.” What heartless soul wouldn’t bake a dozen cupcakes to make their kids smile?\r\n\r\nSo, at the end of the day, I wholeheartedly welcome this movement. It’s a lot easier and cheaper than paying a therapist $200 an hour to have you vent about your emotions or complain about why you’re not sleeping at night.\r\n\r\nI can’t wait for the day when I can buy a shampoo that will make me feel more creative or use a deodorant that not only helps with perspiration but also makes me feel like a better parent. Soon, we might not even need to analyze how we’re feeling at all—the brands can just do that for us. And singers like Pharrell, of course.\r\n\r\nRead more: www.packagingdigest.com/packaging-design/the-era-of-feel-good-packaging140814', 'The era of feel-good packaging', '', 'publish', 'open', 'open', '', 'the-era-of-feel-good-packaging', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-era-of-feel-good-packaging', 0, 'thinking', '', 0), (1985, 4, '2014-08-20 13:52:27', '2014-08-20 13:52:27', 'By Joe Bona
    “If you’ve seen one chain drug store, you’ve seen them all.”\r\n\r\nSuch was the prevailing attitude just a few years ago. And while it is still true that pharmacy sections do tend to be fairly similar from location to location, over the past few years chain drug stores have been tinkering with their front end as never before.\r\n\r\nWalgreens’ smaller-format “food desert” stores, which are designed to bring fresh food to underserved urban neighborhoods, are but one example. And in New York City, Walgreens’ Duane Reade stores customize offerings from one neighborhood to the next.\r\n\r\nAfter data showed significant differences in customer needs in various parts of the city, Duane Reade responded by changing the front end of the store to better reflect the character of the local community. Drive across the bridge to Duane Reade’s Williamsburg, Brooklyn, location and you find a hip store replete with a beer growler section; head to Wall Street and the offerings include sushi amid sumptuous environs befitting the financial industry’s “masters of the universe.”\r\n\r\nBut as the industry looks to the future, how will its newfound flexibility — the basic willingness to abandon cookie cutter store formats and experiment with new and innovative designs — shake out? We can extrapolate from existing trends to make some loose predictions.\r\n\r\nGiven all of the overlap in food today — with dollar stores, drug stores, convenience stores, quick-serve restaurants and other businesses increasingly competing for the same customer — the national drug chains and some of the remaining regional players are almost certainly looking outside of their own sector to find new ideas. The overlap between c-stores and chain drug stores is particularly pronounced, and so it is quite possible that drug stores will make front-of-the-store improvements that echo certain innovations in the c-store sector.\r\n\r\nFor example, the c-store chain Wawa has racked up one award after another for its newly introduced store design, which strategically highlights the idea of fresh food. By making liberal use of natural materials, floor to-ceiling windows and warm colors, and by adding an open, highly visible kitchen/sandwich-making area and outdoor seating areas, Wawa is sending patrons of its newest stores (many of them in new markets, such as Florida) a clear message: “You haven’t seen this before. We are a cut above.”\r\n\r\nIndeed, today’s shoppers can find higher-quality food offerings nearly everywhere they look. They are starting to expect better coffee, bagels, sandwiches — you name it — and even local and organic produce. And health isn’t just important to the 80 million-or-so baby boomers hitting retirement age. Members of the Millennial generation have grown up feeling that food variety and quality is virtually the price of admission. They will continue to feel this way for the rest of their lives. Looking ahead, it seems inevitable that chain drug stores will start to cater to foodie tastes by doing even more to ramp up front of the store food offerings.\r\n\r\nMeeting the needs of increasingly time-pressed shoppers is another imperative that will continue well into the future. When people are pressed for time, they start looking for ways to save it. In a growing number of communities today, it makes little sense to brave nerve-frazzling gridlock and drive from one store to the next to meet daily needs.\r\n\r\nThus, chain drug stores will continue to see good reason to ramp up the convenience and product diversity of the front end. You can almost hear the kitchen table conversations that will ensue as they do so: “Wow, honey. The drug store actually had everything on my list today. It actually saved me a trip to the grocery store.”\r\n\r\nStrategic partnerships are another important consideration for drug stores. For years now, hybrid c-stores have been pairing, say, a Texaco with a Taco Bell, or a Subway with a 7-Eleven. In coming years, drug stores could consider embracing the same idea by teaming with the likes of Starbucks, Dunkin’ Donuts or any number of other complementary businesses. When many c-store chains first jumped into the food business, they did so by exploring these types of partnerships. This enabled them to learn the food business and, eventually, strike out on their own. Conceivably, the drug store of the future could sharpen the front of the store through strategic partnerships followed by an informed approach to a proprietary food program.\r\n\r\nAnd why stop at fueling shoppers’ bodies? Walgreens is already installing electric-vehicle charging stations at some of its stores. It isn’t hard to imagine a person sitting at a café table outside a drug store and watching his e-vehicle charge as he sips on a tall hazelnut latte. Can gasoline pumps be next?\r\n\r\nFinally, one has to assume that the ongoing evolution of technology — and “omnichannel” retailing in particular — will continue to affect the way drug stores do business. Such chains as Office Depot and Staples now do nearly half of their business online. Why drive to the big-box store for a ream of paper and a printer cartridge when you can have those items show up on your doorstep?\r\n\r\nWhether Amazon will one day deliver goods by drone is an open question. But one thing is for sure — the company is scrambling to get merchandise to people as quickly as possible by building distribution centers across the country.\r\n\r\nYet, nobody has a bigger real estate footprint than brick-andmortar retailers, including the national drug chains. Indeed, these “distribution centers in waiting” are already right where customers live. It is theoretically possible, then, that square footage at chain drug stores will increasingly be set aside for tech-based fulfillment programs.\r\n\r\nMaybe it’s a staging area where associates put together orders for people who want to pick up their prescriptions, along with their milk, eggs, shampoo or other necessities.\r\nMaybe it’s an “Amazon locker” area where urbanites, who hate the idea of packages being stolen from their doorsteps while they’re at work, can have stuff dropped off and securely stored. Thus, drug stores will continue to experiment with alternate drive-through windows and other approaches to “buy now, pick up in store” that could augment their front-of-store sales.\r\n\r\nNotice the overlap among all these trends: One-stop shopping not only is a time-saver, but also saves fuel and is better for the environment. Online fulfillment, likewise, feeds directly into concerns over time or gas. Strategically, too, what better way to compete with your direct and indirect rivals than by giving your consumers more of what they want and need?\r\n\r\nAnd while some of this might sound like pie in the sky, remember: In a certain sense, America has been here before. There used to be a place where people went to get just about anything they needed — the general store.\r\n\r\nRead more: Chain Drug Review/August 25, 2014', 'Front end of the store is a focal point for innovation', '', 'publish', 'open', 'open', '', 'front-end-of-the-store-is-a-focal-point-for-innovation', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/front-end-of-the-store-is-a-focal-point-for-innovation', 0, 'thinking', '', 0), (1986, 0, '2018-09-27 16:52:54', '2018-09-27 16:52:54', '', 'SNAPPLE2_threeteas', '', 'inherit', 'open', 'closed', '', 'snapple2_threeteas', '', '', '2018-09-27 16:52:54', '2018-09-27 16:52:54', '', 1626, 'http://cbx.cappendev.com/app/uploads/2018/09/SNAPPLE2_threeteas.jpg', 0, 'attachment', 'image/jpeg', 0), (1987, 4, '2014-08-20 09:47:37', '2014-08-20 09:47:37', 'Lemonade stand open Aug. 20 at Broadway and 23rd St., Manhattan\r\nWhen 826 NYC, a nonprofit organization that fosters creative writing skills, asked children ages 9-12 to dream up the ultimate lemonade stand, the responses were huge. The winning project of  The Great Lemonation Imagination Collaboration was turned into a real lemonade stand complete with free lemonade in Manhattan\'s Flatiron District. The organization\'s members were also required to help run the stand that went up at Broadway and 23rd Street on Wednesday. The free lemonade giveaway begins at 10 a.m. and ends at 6 p.m. Donations for 826 NYC will be accepted.\r\n\r\nClick here to see the footage from Good Day New York.\r\n\r\nClick here to see the footage from New York Minute.', 'Ultimate lemonade stand in Flatiron District', '', 'publish', 'open', 'open', '', 'ultimate-lemonade-stand-in-flatiron-district-2', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/ultimate-lemonade-stand-in-flatiron-district-2', 0, 'thinking', '', 0), (1988, 4, '2014-08-18 20:22:20', '2014-08-18 20:22:20', 'WHO: 826NYC, an organization founded by celebrated author Dave Eggers to foster creative writing skills in under-resourced students, and CBX, a Manhattan-based branding agency..\r\nWHAT: The students and agency joined together for \'The Great Lemonation Imagination Collaboration\' workshop, a two-month project to create a dream lemonade stand. Students, aged 9-12, from 826NYC will operate the stand for a day in Flatiron Plaza, the culmination of a pro-bono effort led by CBX in which the children\'s creative energies were tapped for everything from the naming of the business to the design of the logo, stand, product packaging, and uniforms. Students and 826NYC supporters will be on hand to give away the lemonade and collect donations. Executives from CBX and 826NYC will be available for interviews, along with the students. To view a 1-minute video of the project, visit: www.cbx.com.\r\n.\r\nWHEN: Wednesday, August 20, from 10:00 a.m. to 6:00 p.m..\r\n.\r\nWHERE: Flatiron Plaza (SW corner of Broadway and 23rd Street in Manhattan).\r\n.\r\nMORE DETAILS: 826NYC (www.826nyc.org) is a nonprofit organization dedicated to helping under-resourced students, ages 6-18, strengthen their writing skills and improve their academics through evening and weekend workshops, afterschool tutoring, in-schools projects, and creative writing field trips. The Brooklyn-based organization specializes in writing-based projects including college essays, student publications, creative-writing assignments, and expository papers. The 826 organization was launched by Dave Eggers, author of best-seller \"A Heartbreaking Work of Staggering Genius\" and founder of publishing house McSweeney\'s..\r\n.\r\nCommenting on the project, Eggers said: \"As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. So, over the years, the students at 826NYC have made incredible short films, written novels, produced radio shows and made hundreds of chapbooks. The lemonade stand project with CBX is right in keeping with this idea -- how do you make writing feel electric and essential and how do you give students an authentic outside audience? This project works on so many levels. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.\"', 'Lemonade!', '', 'publish', 'open', 'open', '', 'lemonade', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/lemonade', 0, 'thinking', '', 0), (1989, 0, '2018-09-27 16:52:55', '2018-09-27 16:52:55', '', '960b83c436e34f5ea4a1e5c7e6d5191e', '', 'inherit', 'open', 'closed', '', '960b83c436e34f5ea4a1e5c7e6d5191e', '', '', '2018-09-27 16:52:55', '2018-09-27 16:52:55', '', 1627, 'http://cbx.cappendev.com/app/uploads/2018/09/960b83c436e34f5ea4a1e5c7e6d5191e.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (1990, 4, '2014-09-04 20:21:35', '2014-09-04 20:21:35', 'Summer Project Unites NYC Grade-Schoolers With Leading Brand Agency to Create and Operate \'Dream\' Lemonade Stand in Heart of the City\r\nWhen one thinks of a lemonade stand, images come to mind of children looking to pass a summer afternoon by selling homemade drinks along sleepy suburban or rural roads. For children from 826NYC, an organization founded by celebrated author Dave Eggers to foster creative writing skills in under-resourced students, this summer rite of passage provided the opportunity to work with leading brand agency CBX on a project to create and operate a colorful tropical oasis-style stand at a busy Manhattan plaza -- exposing their group\'s mission to thousands of people.\r\n\r\nThrough \'The Great Lemonation Imagination Collaboration\' workshop, the students and agency joined together for a two-month project to develop a dream lemonade stand and raise awareness for 826NYC. The students, who range in age from nine to 12, worked side-by-side with the CBX creative team on everything from the naming of the business to the design of the logo, stand, signage, product packaging, and uniforms.\r\n\r\nOn August 20th, 11 students from the organization came to Manhattan\'s Flatiron Plaza (Broadway and 23rd Street) to see the culmination of their efforts, operating the \'Sweet \'n Sour Chillville\' stand and collecting donations to support the organization\'s work. They and 826NYC officials also had a chance to talk with the public about the group\'s after-school programs. All told, between 10 a.m. and 6 p.m., the students handed out their full supply of 3,000 bottles of \'Lemon826 Sweet \'n Sour Lemon Twist\' branded lemonade, raising nearly $3,000 for their Brooklyn-based organization.\r\n\r\nUnder the students\' vision, the 10-ft. by 20-ft. installation was designed to resemble \"a tropical oasis hidden in the heart of New York City\'s steamy concrete jungle,\" complete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and \"Welcome to Paradise\" signage. Information on the project and 826NYC was provided on a TV monitor and additional signage.\r\n\r\n\"The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,\" noted Joshua Mandelbaum, executive director of 826NYC. \"All of the participating students were regulars in our after-school program and it was inspiring to see them out in Flatiron Plaza boldly telling New Yorkers about their experience in our after-school program and workshops. It is no wonder that, with such enthusiastic promoters, we were able to raise close to $3,000 and had countless conversations about volunteering with folks from all over the city.\"\r\n\r\n826 founder Dave Eggers added: \"As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. So, over the years, the students at 826NYC have made incredible short films, written novels, produced radio shows and made hundreds of chapbooks. The lemonade stand project with CBX was right in keeping with this idea -- how do you make writing feel electric and essential and how do you give students an authentic outside audience? This project works on so many levels. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.\"\r\n\r\n\"Our purpose in taking part in this project was to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,\" said Gregg S. Lipman, Managing Partner of the Manhattan-based CBX, which provides a variety of branding services to the organization on a pro-bono basis. \"We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life. I\'m proud that CBX was able to make a difference in these kids\' lives, and we will continue to work with the organization in the future. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place.\"\r\n\r\nAlong with CBX, two New York City firms, Big Apple Visual Group and Suite Spot lent their services on a pro-bono basis. Big Apple Visual, which specializes in all types of architectural, way finding and retail signage, manufactured all of the components and built the lemonade stand. Suite Spot, a full-service video production company, created a video about the project that was shown at the lemonade stand and provided onsite filming for a video that will be used in the future by 826NYC.', '\'The Great Lemonation Imagination Collaboration\'', '', 'publish', 'open', 'open', '', 'the-great-lemonation-imagination-collaboration', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/the-great-lemonation-imagination-collaboration', 0, 'thinking', '', 0), (1991, 0, '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 'Freson_Bros_Logo', '', 'inherit', 'open', 'closed', '', 'freson_bros_logo', '', '', '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 1628, 'http://cbx.cappendev.com/app/uploads/2018/09/Freson_Bros_Logo.jpg', 0, 'attachment', 'image/jpeg', 0), (1992, 4, '2014-09-08 17:46:07', '2014-09-08 17:46:07', 'Created in collaboration with CBX (New York), the upper floors house the Fifth Avenue Man collection and the largest shoe assortment at any Saks to-date. Wound copper and stainless steel mesh material on the walls visually unites rooms. \"We wanted something with a little sparkle that could still feel raw and masculine,\" Harry Cunningham, svp store planning and design, says.\r\nRead more about the robust reinvention of the Beverly Hills Saks here.', 'Saks Fifth Avenue\'s Fifth Avenue Man/D-Bar takes VMSD\'s 2014 Retail Renovation of the Year', '', 'publish', 'open', 'open', '', 'saks-fifth-avenues-fifth-avenue-mand-bar-takes-vmsds-2014-retail-renovation-of-the-year', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenues-fifth-avenue-mand-bar-takes-vmsds-2014-retail-renovation-of-the-year', 0, 'thinking', '', 0), (1993, 0, '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 'AandP_Grocery_NY_LOGO', '', 'inherit', 'open', 'closed', '', 'aandp_grocery_ny_logo', '', '', '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 1629, 'http://cbx.cappendev.com/app/uploads/2018/09/AandP_Grocery_NY_LOGO.jpg', 0, 'attachment', 'image/jpeg', 0), (1994, 4, '2014-09-10 19:56:08', '2014-09-10 19:56:08', 'Brand agency CBX collaborated with 826NYC, an organization that helps under-resourced students in New York, to create design and packaging for a tropical oasis-style lemonade stand in New York City. The project was part of a special collaboration to support 826NYC\'s project-based learning format.\r\n\"LemonadeStand_2\"\r\n\r\nFor two months, students and agency creatives developed concept and design for the ‘Sweet ‘n Sour Chillville’ lemonade stand. The goal of the project was to spread the word about 826NYC\'s mission while giving children of the program, who range in age from nine to 12, the chance to work side-by-side with the CBX creative team on everything from the naming of the business to the design of the logo, stand, signage, product packaging, and uniforms.\r\n\r\nThe stand was unveiled at Manhattan’s Flatiron Plaza on August 20, and 11 students from the organization interacted with the public, collecting donations and sharing the organization\'s mission with their customers. The effort raised nearly $3,000 for the Brooklyn-based organization.\r\n\r\n\"LemonadeStand_3\"\r\n\r\nUnder the students’ vision, the  10-ft. by 20-ft. installation was designed to resemble “a tropical oasis hidden in the heart of New York City’s steamy concrete jungle,” complete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and “Welcome to Paradise” signage. Information on the project and 826NYC was provided on a TV monitor and additional signage.\r\n\r\n“The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,” noted Joshua Mandelbaum, executive director of 826NYC.\r\n\r\n826 founder Dave Eggers added: “As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.”\r\n\r\n“Our purpose in taking part in this project was to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,” said Gregg S. Lipman, Managing Partner of the Manhattan-based CBX. “We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life.  I\'m proud that CBX was able to make a difference in these kids’ lives, and we will continue to work with the organization in the future. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place.”\r\n\r\n\"LemonadeStand_4\" \"LemonadeStand_5\" \"LemonadeStand_6\" \"LemonadeStand_7\"\r\n\r\n\"LemonadeStand_8\"\r\n\r\n\"LemonadeStand_9\"\"LemonadeStand_11\"\"LemonadeStand_10\"\r\n\r\n826NYC is a nonprofit organization dedicated to helping under-resourced students, ages 6-18, strengthen their writing skills and improve their academics through evening and weekend workshops, afterschool tutoring, in-schools projects, and creative writing field trips.\r\nAlong with CBX, two New York City firms, Big Apple Visual Group and Suite Spot lent their services on a pro-bono basis.\r\n\r\nRead more: www.thedieline.com/blog/2014/9/9/the-great-lemonation-imagination-collaboration?utm_content=buffer9edc9&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer', 'The Great Lemonation Imagination Collaboration', '', 'publish', 'open', 'open', '', 'the-great-lemonation-imagination-collaboration-2', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-great-lemonation-imagination-collaboration-2', 0, 'thinking', '', 0), (1995, 0, '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 'streamlight-wins-award', '', 'inherit', 'open', 'closed', '', 'streamlight-wins-award', '', '', '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 1630, 'http://cbx.cappendev.com/app/uploads/2018/09/streamlight-wins-award.jpg', 0, 'attachment', 'image/jpeg', 0), (1996, 4, '2014-08-27 14:31:42', '2014-08-27 14:31:42', 'While they’re loyal to their favorite brands, millennials reserve the right to cheat on them, says Nancy Brown, managing partner at New York-based CBX. Early adopters who constantly look for “the next new thing,” millennials want to be the first of their friends to try the latest, greatest product — and are willing to switch brands to do so.\r\nMillennials also are savvy shoppers who love a good value, says Jennifer Gaeto, creative director for Chicago-based Equator Design. And being used to having unlimited choices among brands, they have no problem turning to high-quality and unique store brand products, which already have a large following among this group.\r\n\r\nBut retailers need to do more than develop high-quality, unique products for these shoppers. They also need to focus on designing packaging that speaks to and engages with millennials to help build a solid relationship with this consumer group.\r\n\r\nBe unique, interactive\r\n\r\nPreviously, packaging’s only purpose (beyond product protection) was to help a product stand out on the shelf, Brown says. But today, millennials want more than just attractive packaging — they also want packaging that engages them. An engaging package persuades them to learn more about the brand.\r\n\r\nAccording to Gaeto, a package that engages millennials is unique and different. For example, some millennials gravitate toward designs that have a handmade and non-mass-produced feel. Such a design can be achieved via typography that looks like handwriting or kraft paper. Millennials also enjoy limited-edition packaging, as it has a “feeling of exclusivity” and taps into their desire for discovery.\r\n\r\nAs for colors, some millennials are interested in brighter, more vibrant palettes that are less “serious,” says Glenn Pfeifer, executive creative director, Galileo Global Branding Group, Daymon Worldwide, Stamford, Conn. Some newer brands that appeal to millennials use colors that reflect their optimistic mood.\r\n\r\nOne example is Kimberly-Clark’s feminine hygiene line U by Kotex, Brown says. Young millennials told CBX, which designed the line’s packaging, that although they purchased the same feminine hygiene products as their mothers, they wanted packaging to be more interesting. The women weren’t interested in pastels; instead, they were interested in a black package with a window showing bright neon colors surrounding the tampons and pads.\r\n\r\nSpeak their language\r\n\r\nBut for millennials, a specific color palette or design style is only one important aspect. They also want packaging that is visually smart and surprising, says Tessa van Asselt, insights strategist at TrendsActive, a Dutch trend interpretation agency. “Retailers often forget that this generation is growing up in a world that is more and more visual, and this generation longs for an innovative approach to visual communication,” she explains. “Smart visual communication means really understanding this generation’s symbols, icons and visual language.”\r\n\r\nKees Elands, founder and CEO of TrendsActive, gives the example of two store brand concepts that TrendsActive created for a retailer in the Netherlands, each of which relies heavily on iconography. One is a package of ground coffee that features the image of a giant battery, similar to the icon found on electronic devices. In this case, the bars indicating the power level of the battery are clear and colorless, letting the ground coffee show through.\r\n\r\n“The battery on the coffee package [immediately communicates] the energizing and recharging qualities of coffee,” he says.\r\n\r\nThe other is of a beer bottle with “play” and “pause” button icons. These icons, in particular, help to show the product proposition, Elands says. The beer allows the consumer to either unwind and relax by “hitting the pause button” or start the party by “pressing play.”\r\n\r\nSpeaking of hitting buttons, packaging for millennials also needs to be interactive, not just clever. Millennials have become so accustomed to interactivity in every part of their lives that they expect everything to be interactive, van Asselt adds.\r\n\r\nAnd they want to help develop and evolve a brand. Jeff Fromm, co-author of the book Marketing to Millennials and president of Kansas City, Mo.-based FutureCast, a marketing consultancy dedicated to researching millennial trends, notes that millennials created the “participation economy.” And if a retailer reaches out to them for brand design advice or simple feedback via social media, millennials will want to respond.\r\n\r\nBe transparent, purposeful\r\n\r\nBut just as they want to be honest to brand owners about their products, they want brands to be honest in return. So when it comes to the message on the pack¬age, millennials desire authenticity and transparency.\r\n\r\nInstead of using typical marketing ploys, which millennials can immediately spot and will reject, retailers need to have an authentic story when creating something new and trendy, Gaeto says. For example, when it comes to photography on food packaging, millennials are not interested in seeing a “perfect-looking meal.” They want to see how the food, in reality, will look when prepared at home.\r\n\r\nRetailers also need to clearly communicate a product’s tier on packaging, Fromm says. Is the product under a bargain brand or an affordable luxury brand? Millennials want packaging to tell them if they’re trading up or trading down. And don’t try to fool them — they crowd-source a lot of information from their peer network, so they’ll know when a retailer isn’t being honest with its brand story.\r\n\r\nMillennials also want to understand the back story of what they are buying, Fromm says. Retailers could effectively use packaging to tell them about a product’s origin or how it is produced.\r\n\r\n“Millennials prefer brands that have a purpose,” he adds. “The more meaningful a brand is, the more it’s going to win with millennials.”\r\n\r\nBut retailers don’t necessarily have to work with charities to make a brand purposeful. Sustainability is another area that, if linked to a retailer’s store brands, could resonate with millennials as they continue, as a group, to value sustainable packaging options.\r\n“Sustainability is important to this group, as they were raised with the notion of recycling and making the world a better place as a normal way of life,” Gaeto says. “Packaging that is eco-friendly connects and creates a positive image for the brand.”\r\n\r\nBut an eco-friendly package does not necessarily have to be 100 percent “green,” Fromm says. The packaging just has to be “less bad” than the alternatives.\r\nOffer convenience\r\n\r\nMillennials are no longer just the young kids that marketers might think they are, says Nancy Brown, managing partner for New York-based CBX. The oldest of them are in their thirties and are starting to settle down and have families. They are busy, therefore, and looking for products that will make their lives easier, so any type of packaging that is convenient will win big with this group.\r\n\r\nBut the definition of “convenient packaging” could differ from person to person in this group. Millennials are creative in the kitchen and enjoy cooking, so convenient packaging to some could mean helpful hints or recipe suggestions on packaging, Brown adds. Or it could mean packaging that directs them online to easily find answers to questions or product reviews.\r\n\r\nConvenient packaging could also refer to functionality. Here, Glenn Pfeifer, executive creative director, Galileo Global Branding Group, Daymon Worldwide, Stamford, Conn., gives the example of packaging for soups, chewing gum and snacks that is designed to fit in car cup holders to better cater to millennials’ on-the-go lifestyle.\r\n\r\nRead more: www.storebrands.info/engage-them', 'Engage them', '', 'publish', 'open', 'open', '', 'engage-them', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/engage-them', 0, 'thinking', '', 0), (1997, 0, '2018-09-27 16:52:57', '2018-09-27 16:52:57', '', 'American_Cancer_Society_Logo2', '', 'inherit', 'open', 'closed', '', 'american_cancer_society_logo2', '', '', '2018-09-27 16:52:57', '2018-09-27 16:52:57', '', 1632, 'http://cbx.cappendev.com/app/uploads/2018/09/American_Cancer_Society_Logo2.jpg', 0, 'attachment', 'image/jpeg', 0), (1998, 4, '2014-09-11 16:30:33', '2014-09-11 16:30:33', 'The average lemonade stand is usually pretty humble, but this one made quite the splash on the streets of NYC. With the help of CBX, this lemonade stand was developed for 826NYC, an organization that supports kids with skills that will enrich their futures. The kids got involved in all aspects of the creative process, including everything from the design of the logo, packaging, t-shirts and the lemonade stand itself.\r\nThe lemonade was branded to give a taste of \'Sweet \'n Sour Chillville\' and the surrounds were made to look like a refreshing oasis in the city, complete with palm trees, treasure chests and flamingos. The lemonade stand was set up in NYC, collecting nearly $3,000 in donations for the organization from the sales of lemonade.\r\n\r\nRead more: www.trendhunter.com/trends/lemonade-stand', 'CBX Collaborated with Kids to Create an Epic Lemonade Stand in the City', '', 'publish', 'open', 'open', '', 'cbx-collaborated-with-kids-to-create-an-epic-lemonade-stand-in-the-city', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-collaborated-with-kids-to-create-an-epic-lemonade-stand-in-the-city', 0, 'thinking', '', 0), (1999, 0, '2018-09-27 16:52:57', '2018-09-27 16:52:57', '', 'Lifestyles_X2', '', 'inherit', 'open', 'closed', '', 'lifestyles_x2', '', '', '2018-09-27 16:52:57', '2018-09-27 16:52:57', '', 1633, 'http://cbx.cappendev.com/app/uploads/2018/09/Lifestyles_X2.jpg', 0, 'attachment', 'image/jpeg', 0), (2000, 4, '2014-09-11 19:54:19', '2014-09-11 19:54:19', 'By Rick Barrack\r\nBack when I was growing up, the only water I ever drank came from the kitchen sink. Every once in a while, I’d go to a friend’s house or a restaurant and see a bottle of water with the name Evian or Perrier across the front, but I didn’t know what it was, partially because my parents didn’t pay for water and partially because I didn’t speak French.\r\n\r\nBut then, in the late 80s, a new water brand, Poland Spring, appeared on the scene, and by the early 90s, the market became saturated (pun intended) with brands like DASANI, Aquafina and FIJI Water. These waters were differentiated by their brand stories, which were featured on their packaging, rather than the way they tasted.\r\n\r\nEvian was known as the first premium water; drinking it projected a certain kind of Reagan-era wealth. Poland Spring was earthier and came from a spring in Maine (although that source has recently been debated). Aquafina, with its exotic-sounding but vague name, was Pepsi’s attempt to snag some of bottled water’s market share, and DASANI — equally vague — was Coca-Cola’s attempt to compete with Pepsi in the water arena.\r\n\r\nThen, in the early 2000s, water went from just being a commodity to being a social badge. Designer water entered the scene with slick packaging and expensive price tags. VOSS, with its slender glass bottles, SEI, which came in a bottle resembling a flask, and T? Nant, in bright blue bottles that looked great on a windowsill, all made people look twice and dip into their wallets.\r\n\r\nBut with the proliferation of the organic movement, consumers started to expect more out of their products, water included. Enter flavored and vitamin-rich waters like vitaminwater, which not only delivered on taste but also on vitamins and nutrients with end-benefit product names like “energy” and “multi-v.”\r\n\r\nCoconut water was the next craze, a potassium-rich beverage with South American roots, endorsed by the likes of Madonna and Demi Moore. The product claimed to have more potassium than a banana and to cure certain ailments.\r\n\r\nTwo competing brands, ZICO and Vita Coco, were suddenly stocked in every market, and everyone, from marathon runners to pregnant women, was attesting to its strengths. Unfortunately, it turned out that coconut water didn’t really have the health benefits the producers initially claimed (per a recent article in The New York Times), and those claims have been greatly scaled back.\r\n\r\nWith people tiring and becoming skeptical of vitamin and coconut waters, it seems the time is right for some new trends in the water category. Several new water offerings with provocative names, ingredient stories and packaging are generating buzz. Among the most intriguing new offerings are watermelon water, maple syrup water and artichoke water.\r\n\r\nBut hold on a minute: When did these fruits, natural sweeteners and vegetables become waters? Are people just looking to be the first in with a bizarre new water offering? Is water — that age-old source of refreshment — having an identity crisis?\r\n

    \"BP0914_Feat_Water_Img2_S\"

    \r\n WATERMELON WATER\r\nWTRMLN WTR, a product made of 100 percent raw fruit, knows that there are few things as appealing as watermelon on a hot summer’s day. The packaging focuses on its strongest asset — watermelon — by staging the entire fruit right on the front of the label. Its tag line, “Summer in Your Mouth,” seems mildly amusing to me, but there’s no question that one sip of the drink brings memories of my days at summer camp.\r\n\r\nWTRMLN WTR’s claims may sound awfully familiar: The 12-fluid ounce bottle supposedly has almost double the potassium of a single banana, and it is reportedly rich in antioxidants such as vitamin C, vitamin A and lycopene, which help protect against breast and prostate cancer as well as heart disease and aging. Heck, if half of WTRMLN WTR’s claims are true, sign me up for a few dozen cases, ASAP.\r\n

    \"BP0914_Feat_Water_Img3_S\"

    \r\nMAPLE SYRUP WATER\r\nContrary to how it may sound, maple syrup water is not water with maple syrup added (although I will confess, that sounds pretty good to me). Maple water is water that has been naturally filtered by maple trees, which gives it a lightly sweet taste and fortifies it with nutrients.\r\nAs of now, two brands seem to be vying for the king of maple syrup water position — Vertical Water and DRINKmaple — and they market disparate messages with their branding. Both are packaged in cardboard boxes, but Vertical Water espouses a sustainability message, claiming that “sharing the maple water from forest owners’ trees gives them a financially viable reason for keeping their trees vertical longer” while DRINKmaple purports that you should drink its maple water to “hydrate and nourish your body the same way it nourishes the maple trees.”\r\n

    \"BP0914_Feat_Water_Img4_S\"

    \r\n BOXED WATER\r\nAnd speaking of cardboard boxes, it seems like there’s a major bottle backlash going on. The boxed water trend was kicked off by a brand called “Boxed Water is Better,” which launched in 2009 and packages its water in a small box reminiscent of a milk carton, claiming that it is better for the environment. The design of these boxes is refreshingly simple, featuring bold letters that make it clear that water is inside, and a little water drop to further drive that point home. I definitely looked twice the first time I saw this carton on a café counter. But to be honest, it does feel innately strange to drink water out of what appears to be a milk box. Once I got beyond that, however, it was just good old water, in a novel and environmentally sustainable package.\r\n

    \"BP0914_Feat_Water_Img5_S\"

    \r\nARTICHOKE WATER\r\nI never really liked artichokes, so the idea of ARTY Water — “the world’s first premium artichoke beverage” — doesn’t exactly get my mouth watering. But the brand, which comes in a bottle shaped like an actual artichoke, claims that “this delicious blend of artichokes, lemon, apple and mint provides nutritious, multifunctional hydration” and is loaded with essential vitamins A, E, C, B1, B2, B3, B6 and B9, along with vital minerals sodium, potassium, calcium and iron.\r\n\r\nThis is a benefit story similar to that of coconut water, but hopefully unlike its predecessor, ARTY Water can support its claims with real science. The packaging features an artsy artichoke graphic and is appealing, but I fear that unless you are a person who really likes artichokes, this might be a hard sell.\r\n\r\nIf artichoke water is now a viable beverage option, what’s next — peanut water, dark chocolate water … kale water? Nothing would surprise me at this point. Companies seem to be seeking new ways to bring the next great water sensation to the market, which makes me wonder if the beverage is having an identity crisis.\r\n\r\nDon’t get me wrong, each of the waters I mentioned intrigue me, and I’d be willing to try them at least once. But at the end of the day, I like my water to taste like water and my food to taste like food, although from a branding point of view, I’m excited to see what the new water brands will come up with next.\r\n\r\nRead more: www.brandpackaging.com/articles/84868-branding-new-product-sensations-in-exciting-ways', 'Is Water Having an Identity Crisis?', '', 'publish', 'open', 'open', '', 'branding-new-product-sensations-in-exciting-ways-by-rick-barrack', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/branding-new-product-sensations-in-exciting-ways-by-rick-barrack', 0, 'thinking', '', 0), (2001, 0, '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', 'delmonte-r2e', '', 'inherit', 'open', 'closed', '', 'delmonte-r2e', '', '', '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', 1637, 'http://cbx.cappendev.com/app/uploads/2018/09/delmonte-r2e.jpg', 0, 'attachment', 'image/jpeg', 0), (2002, 4, '2014-09-17 13:41:21', '2014-09-17 13:41:21', 'Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique hair care portfolio—with award-winning structural packaging and graphics created by leading global brand agency CBX.\r\nThe project—which took top design honors in the hair care category this past June at HBA Global, the Health & Beauty Aids Expo and Conference—will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, said Gregg S. Lipman, Managing Partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through global research as well as input from a team of Amway regional affiliates. The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners, as well as a host of styling gels and serums, final-touch sprays, mousse and other products. For the new logo, CBX added a touch of uniqueness to the ‘q’ in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of rejuvenated or free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes. “Because Amway is a $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing,” Lipman explained. “And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\nStarting in 2010, CBX participated in Amway’s global research study that identified universally appealing characteristics to Amway’s diverse consumers across markets such as Russia, China and Southeast Asia. The research was followed by an audit of the premium or prestige beauty and hair care category internationally in a bid to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category, Lipman noted.\r\n\r\nThis research, as well as quantitative testing, revealed that consumers universally favored a simple, sleek and streamlined design. As a direct result, feminine lines and an upward sweeping movement characterize the Satinique cleansing bottles’ silhouette. “This energy emphasizes the cleansing product\'s breakthrough ability to rejuvenate hair from the inside out while staying true to the positive transformation beautiful hair provides,” Lipman said. “The ergonomics of the feminine shape also creates a comfortable feeling in hand, and an easy grip in the shower or bath.”\r\n\r\nWhile competing with other products at shelf was not part of the challenge for CBX on this project, Amway agreed that the structural packaging and graphics were no less important than with a typical CPG. “Strong design helps provide reassurance that this is a good brand and that it is delivering on quality,” Lipman concluded. “It also helps convey things like usability and shower-worthiness.”\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” explained Maud Pansing, Amway VP Global Beauty. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”', 'Amway\'s Satinique Hair Care Portfolio Debuts a Sleek New Look', '', 'publish', 'open', 'open', '', 'amways-satinique-haircare-portfolio-debuts-a-sleek-new-look', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/amways-satinique-haircare-portfolio-debuts-a-sleek-new-look', 0, 'thinking', '', 0), (2003, 0, '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', '217_gdusa-logo-e1297702494434-2', '', 'inherit', 'open', 'closed', '', '217_gdusa-logo-e1297702494434-2', '', '', '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', 1639, 'http://cbx.cappendev.com/app/uploads/2018/09/217_gdusa-logo-e1297702494434-2.jpg', 0, 'attachment', 'image/jpeg', 0), (2004, 4, '2014-09-17 16:29:37', '2014-09-17 16:29:37', 'While the news about a thriving airport market is worth celebrating, the challenge for designers and retailers alike is striking a balance between two very different customers with needs that are essentially polar opposites of one another.\r\n“We’ve got two core travelers,” explains George Waite, program manager at Columbus, Ohio-based Chute Gerdeman. “The rushed or hurried person who might be late or stressed on the way to a quick connection—maybe doesn’t have a lot of time, wants to have grab-and-go options, get in and out—vs. the more leisurely traveler. How do you entertain them, let them relax and enjoy themselves as much as they can in that kind of a situation?”\r\n\r\nCatering to differing end users may seem tricky, but it need not be overly complicated. People carrying multiple pieces of baggage or traveling with children likely experience additional stress, so a few simple design decisions can go a long way to alleviate their tension, says Melissa Mizell, senior associate at Gensler.\r\n\r\n“As much as we can make the airport environment and the retail and concessions environment as easy as possible to navigate, as clutter-free, well curated, with plenty of space to walk by with your luggage—all of these things can help entice people in and help them relieve stress,” she says.\r\n\r\n“Removing the stress from travel is a key objective,” adds Nick Giammarco, creative principal of retail strategies for studioH2G. “Relaxation areas, piano bars, entertainment, and social zones along with the use of technology are key components to successful retail environments.”\r\n\r\nHis firm has created gate-hold seating areas as part of the brand experience. “One will be able to sit in a branded gate-hold area, order online from integrated iPads, and the food can be either delivered to your seat or you will be notified that your order is ready,” he explains.\r\n\r\nPlanning for technology is also about removing pain points. Among the biggest complaints from travelers about airports is the lack of places to charge mobile devices, which exacerbates their stress. So architects and designers need to pay careful attention to space planning that supplies easy access to power.\r\n\r\n“As we move to a more digital age, everyone has a digital device with them. So how do you create zones that let customers sit down and plug in or feel safe to leave their device if they were to charge it and grab a couple of things in a retail store or restaurant?” muses Waite. “Adding power is not even a bonus anymore. It’s an expected amenity.”\r\n\r\nThe reason for the improvement in the quality of airport retail is twofold: the massive increase in the number of travelers and delays resulting from airline consolidations, according to Joseph Bona, president of branded environments at New York-based design firm CBX Retail. “Shopping is sort of a social behavior even under normal, everyday life, so airport retail is a way of getting people to take advantage of the time they have waiting for delayed flights or for families on vacation,” he says.\r\n\r\nTightened security requirements also have changed travelers’ schedules and habits, prolonging the amount of time they spend in airports. “Pre-9/11, you could probably get to the airport maybe a half hour before, sort of run through and just barely make it on the plane, and you’d be OK,” Bona recalls. “Well, those days are long gone.”\r\n\r\nRead the full article here.\r\n\r\n ', 'Airport Retail Takes Off', '', 'publish', 'open', 'open', '', 'airport-retail-takes-off', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/airport-retail-takes-off', 0, 'thinking', '', 0), (2005, 0, '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', 'joy-of-cooking', '', 'inherit', 'open', 'closed', '', 'joy-of-cooking', '', '', '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', 1640, 'http://cbx.cappendev.com/app/uploads/2018/09/joy-of-cooking.jpg', 0, 'attachment', 'image/jpeg', 0), (2006, 0, '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', 'petro-canada-1-470x309', '', 'inherit', 'open', 'closed', '', 'petro-canada-1-470x309', '', '', '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', 1641, 'http://cbx.cappendev.com/app/uploads/2018/09/petro-canada-1-470x309.jpg', 0, 'attachment', 'image/jpeg', 0), (2007, 4, '2018-09-27 17:58:50', '0000-00-00 00:00:00', 'Packaging speaks volumes about a brand’s worth and appeal. We love a good-looking or smart package, but a pretty face or all brains doesn’t mean much if they aren’t backing up brand goals. The Design Gallery honors packaging that most effectively tells a brand’s story through design and structure to connect with consumers.\r\nA package from each category – Metal, Paperboard, Flexible, Rigid and Glass – will be presented a People’s Choice award on Wednesday, October 15 at 8:30 a.m. at Packaging That Sells in Chicago. Register to attend the show to see the presentation, plus benefit from all speaker sessions and networking!\r\n\r\nThen, stay tuned to see which packages are worthy of the esteemed Design Gallery annual, out in December.\r\n\r\nHow to Vote\r\nRead the statement about the packages to learn more of the brand’s story\r\nVote for the package you feel best represents the brand and its purpose in reaching customers. Polls are located at the bottom of each category.\r\n\r\nNaturally Sweetened\r\nBrand owner: Dr Pepper Snapple Group\r\nNaturally Sweetened spans three brands — 7UP, Dr Pepper, and Canada Dry — and gives consumers  a “better for you” choice in the spectrum of brands they know and love. The new packaging of a slim, sleek can with simple design mirrors the better offering of the product while standing out at shelf. Click here to vote.\r\n\r\n\"Screen\r\n\r\n ', 'Vote for the People’s Choice Awards 2014', '', 'draft', 'open', 'open', '', 'vote-for-the-peoples-choice-awards-2014', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=2007', 0, 'thinking', '', 0), (2008, 0, '2018-09-27 16:52:59', '2018-09-27 16:52:59', '', 'testgroup1-v3', '', 'inherit', 'open', 'closed', '', 'testgroup1-v3', '', '', '2018-09-27 16:52:59', '2018-09-27 16:52:59', '', 1642, 'http://cbx.cappendev.com/app/uploads/2018/09/testgroup1-v3.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2009, 4, '2014-10-09 16:07:25', '2014-10-09 16:07:25', 'As the petroleum retail market becomes ever more competitive, the winners in today’s economy will be the ones who go beyond service to deliver a satisfying retail experience. And one way to do that is through paying attention to the retail trends affecting the industry.\r\nTrends in Store Design\r\n\r\nAsk yourself what attracts you to your favorite retail store? Is it the choice of products? The level of customer service? Or the functionality of the space? Today’s c-stores often lack the store design ‘wow’ factors that improve consumers’ shopping experience. From cluttered POP displays to confusing traffic flow, many c-stores leave store design at the proverbial front door. According to Joseph Bona, president branded environments at CBX, however, the retail landscape within the convenience retailing environment is becoming more sophisticated and focused on meeting consumer expectations. “Competition for convenience is everywhere—from drugstores and dollar stores to the smaller formats being opened by traditional Big Box retailers,” Bona says. “As a result, c-stores that don’t take steps to remain relevant in an ever-demanding, consumer-driven marketplace will be left behind.”\r\n\r\nBona says the most important aspect of today’s fuel marketing/c-store retail environment is the ability to connect with consumer emotions. “It’s no longer just about selling like items at like prices in like environments,” Bona says. “Today’s consumers have far too many choices where they can go to meet their everyday convenience needs, so those retailers who can provide value beyond selling goods and move toward selling experiences are the ones who will survive and succeed in the future.” This will require engaging all the senses and bringing an element of entertainment into the retail space.\r\n\r\nOutside the c-store arena, there are several prime examples of retailers that have embraced this trend in making an emotional connection with consumers. In grocery, Trader Joe’s provides a quirky attitude with quirky named products that you can only find at their stores.\r\n\r\n“It’s the overall adventure of seeing what’s new and the thrill of the hunt for proprietary ‘indulgent’ specialty items that you can’t get at your local supermarket,” Bona says. Indeed, as Brad Panarese, vice president, retail design at Tris3ct, a Chicago-based independent ad agency that specializes in retail marketing, explains, shopper expectations continue to evolve related to convenience, better quality foods/products and integration with technology, forcing retailers to respond with designs that speed checkout and navigation.\r\n\r\n“This is true in nearly every category of retail,” Panarese says. “The shift in demographics is a major contributor to shopper expectation as female and Millennial shoppers comprise a significant portion of today’s category consumers.”\r\n\r\nPanarese agrees that the biggest change in c-store environments is being caused by the introduction of smaller formats by retailers such as Wal-Mart and Target. “Building on the trend of international retailers such as Tesco, RetailNet Group research estimates that 95% of net new store growth between now and 2017 will come from small store footprints—5,000 square feet or smaller,” Panarese says.\r\n\r\nMichael Harris, managing partner at Boston-based Match Marketing Group, says one of the hottest trends is the creation of a “local marketplace” ambience within the c-store format.\r\n\r\n“The idea is to create an environment that appeals to the changing demands of shoppers with a format that is operational but conveys the perception of constantly changing products and services—hence the marketplace motif,” Harris says.\r\n\r\nConvenience retailers also see an opportunity to get a greater share of trips. Today’s fuel marketers have moved far beyond their original reason for being—GLT (Gas, Liquor, Tobacco). Partly this is in response to changing consumer trends and desires, but also as a response to greater competition from large format stores and chains opening local small footprint stores, as well as greater competition from the rapidly expanding drug store convenience and dollar store formats.\r\n\r\n“The overriding dynamic is ‘quick trip’—in/out mission based shopping,” Harris says. “The perception of convenience stores has been reversed in recent years—from a gas station with a convenience store attached to a local store with a gas station attached. We’ve seen convenience retailers embrace everything from premium coffee to artisan and craft beers to become more of a destination in their local market.”\r\n\r\nTrends in Offering Fresh Products\r\n\r\nThese days, more and more fuel marketers see foodservice, specifically fresh food options, including deli programs, as an excellent way to grow their business. Operators have valid, bottom-line reasons for offering enhanced fresh, healthy items, including saving labor, saving time, and maintaining consistency of menu offerings.\r\n\r\nAs consumers are inundated with the importance of embracing healthy lifestyles —eating more fresh and less “fast” food—fuel marketers and their c-store counterparts are jumping on the fresh product “bandwagon” like never before.\r\n\r\nSo why should marketers pay attention to this trend? Quite simply, it offers a new revenue stream that had previously been ignored by the c-store segment.\r\n\r\n“This trend has to do with what customers are asking for and the general health consciousness of consumers as a whole,” Bona says. “Traditional traffic drivers, such as cigarettes, have been in steady decline along with retail margins, leaving c-store operators little choice but to look elsewhere to recapture business.”\r\n\r\nThe desire for shoppers to have more fresh premium products is still an expectation that impacts c-stores. According to Panarese, research confirms that more than 60% of shoppers think that convenience stores should offer more healthy foods.\r\n\r\n“Retailers such as 7-Eleven and Casey’s General have responded with staff to prepare new products, such as egg white sandwiches for breakfast, custom deli sandwiches during lunchtime, as well as fresh pasta, pizza, and burgers,” Panarese says.\r\n\r\nAdditionally, with people eating and snacking multiple times a day or week, foodservice, when executed to high standards, can provide the impetus for replacing lost volume and driving higher sales.\r\n\r\n“As a result, c-stores now find themselves competing with the likes of Quizno’s, Subway, and McDonalds, offering freshmade salads, cut fruit, yogurt bars, and higher quality sandwiches, wraps and paninis,” Bona says.\r\n\r\nSo how are consumers responding to this trend toward fresh product offerings in the c-store marketplace? “I always believe that people eat with their eyes before they taste their food, so if the store environment, beginning from the curb, doesn’t convey a sense of being a professional food establishment, customers will keep driving by,” Bona says. “The best-in-class retailers like Wawa, Sheetz, and Rutters, have proven that, when done right, customers will return more often.”\r\n\r\nBona says it’s all about making a promise on the outside and then, once over the threshold, delivering on that promise through experience, quality of products, and great customer service.\r\n\r\n“The competitive landscape will continue to shape and drive change in the industry,” Bona says. “With discount stores and drugstores competing for fill-in occasions, QSRs developing stronger coffee and breakfast offers, and big box retailers building small format stores, c-stores have to move beyond selling daily commodities and concentrate more on serving the many different meal occasions that people have everyday.”\r\n\r\nAnd while some retailers are moving the needle on premium offerings, shoppers still look for the big sellers that have made c-stores popular, such as slushies and oversized sodas.\r\n\r\n“Consumers have responded favorably to new menu offerings, but still desire more traditional tactics that are still effective for grocery, such as coupons and special promotions,” Panarese says. “Given that loyalty programs continue to be effectively associated with gas purchase, broadening offers to include special meal deals will expand sales and maintain shopper interest.”\r\n\r\nTrends in Technology\r\n\r\nWith each new day, technology brings fuel marketing businesses exciting opportunities for growth and success. As businesses grow, they encounter tough decisions regarding how to best use the technology available. Within the c-store environment, technology needs to provide one key attribute: enable and support the speed of service and customer engagement.\r\n\r\nThat said, mobile wallets, dispenser technology, reward programs to entice gasoline purchasers to set foot in the actual store for additional purchases, and remote couponing, are all technology trends being implemented across the category.\r\n\r\n“National and local retailers understand that shoppers are leveraging multiple screens even when visiting their locations,” Panarese says. “Speedway and Shell have both leveraged social media to feed content that appears at the pump. Shell has continued to evolve their omni-channel experience by tying-in their POS system to mobile and tablets apps, allowing for both gas purchase at the pump as well as in-store including food products.”\r\n\r\nExperts advise fuel marketers to keep in mind that social technology will continue to play a critical role in how shoppers interact with retail brands. “Having the ability to respond more effectively with more relevant digital content will be key,” Panarese says. “Monitoring social channels and understanding when shoppers visit or intend to visit c-stores can provide key learning to optimize future content. This approach can also help improve customer service experiences when shoppers visit the stores—reducing perception of wait times and improving satisfaction.”\r\n\r\nAs shoppers become more familiar and more comfortable with payment apps, marketers will need to find the right balance between rewarding shoppers for their core purchase of gasoline and identifying ways to drive consideration of food/beverage products.\r\n\r\n“There will continue to be a challenge between how far retailers stray from core drivers in the category, such as gasoline and foodservice, versus evolving store footprints that include lounges and other amenities meant to entice new shoppers,” Panarese says.\r\n\r\nSome industry experts see technology as a double-edged sword—especially for fuel marketers. For instance, Pay at Pump technology is extremely valued by the “on-the-go” consumer (and convenience store operator) but can result in less in-store foot traffic.\r\n\r\nBut on the other, hand convenience retailers can take advantage of new location-based digital/mobile technologies as added incentives to bring traffic to the store. Furthermore, through these technologies they can promote exclusive products, the increasing range and variety of fresh options, unique services, such as pick up/drop off deliveries including dry cleaning, loyalty rewards, and many more.\r\n\r\n“Technology can give convenience retailers a unique opportunity—the ability to really transform their store using technology such as digital communications and media to create a store that has a completely different look/feel through different day parts—a morning café, a fresh lunch stop, an evening dinner solver,” Harris says. “They also need to connect this to the external audience via localized social and digital engagement and solutions.” Experts agree that gas is and will increasingly become a less significant part of the convenience/fuel marketing format. Long term trends, such as fewer miles driven per capita per year as well as the potential increase in electric powered cars, mean that fuel marketers need to provide additional reasons to visit.\r\n\r\n“Their locations—easy in/easy out—give them an advantage with the quick trip shopper,” Harris says. “To capitalize, c-store operators will need to continue to move further into local, fresh, unique products and services—in essence a holistic interpretation of the word ‘convenience.’”\r\n\r\n \r\n\r\nSource: Independent Gasoline Magazine Sept/Oct issue', 'Retail Trends', '', 'publish', 'open', 'open', '', 'retail-trends', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-trends', 0, 'thinking', '', 0), (2010, 0, '2018-09-27 16:52:59', '2018-09-27 16:52:59', '', 'reynolds-foil', '', 'inherit', 'open', 'closed', '', 'reynolds-foil', '', '', '2018-09-27 16:52:59', '2018-09-27 16:52:59', '', 1643, 'http://cbx.cappendev.com/app/uploads/2018/09/reynolds-foil.jpg', 0, 'attachment', 'image/jpeg', 0), (2011, 4, '2014-10-09 17:41:47', '2014-10-09 17:41:47', 'by Meg Asaro,\r\nCulture has become quite the buzz word as of late. The word itself has been trending on Merriam-Webster as the third most popular on their site (06.26.14). Is it because culture is literally expanding in size or because it is one of those words that has different meanings and needs clarification? I believe the root cause is related to both.\r\n\r\nThe dictionary definition of culture is “the beliefs, customs, arts, etc. of a particular society, group, place or time.” That makes total sense but, as a brander, I see culture as the palpable environment in which brands gain or lose relevance and meaning. For my work, the definition needs be more specific and actionable, setting up a call and response between culture and consumer, with brand smack dab in the middle of that conversation.\r\n\r\nSomething along the lines of “culture is the fusing of opportunity and motivations through mass behavior.” Redefining culture in this way makes room for the ever-changing symbiotic relationship between consumer and culture, humans and their environment and allows brands to connect on a deeper level. Deconstructing the definition a bit for clarity, motivations refer to the consumer need and opportunity to the shifting white space that brands inhabit in order to best satisfy that need.\r\n\r\nOnly by connecting a human need to a brand truth can brands hope for solid traction. Think of a brand that moves you. For me, it is Target. Experiencing awesome design at affordable prices, with modernized version of songs from my past (“Unbelievable,” 1991 from their back-to-school clothes spot) totally yins my yang.\r\n\r\nBut, today, there is a big challenge looming. We live in a time of constant content bombardment. Perpetual information is bought and sold, repurposed, consumed and more and more, forgotten. Ray Kurzweil’s “accelerating intelligence” is here. It is not a cultural shift of tomorrow but a reality of today. Culture is accelerating and is now much more fractured, splintered and well, weak. As the connective tissue between brand and consumer, it is getting stretched so thin that it is becoming more difficult to know what is true, what to latch onto and ultimately, what to leverage. Basically, it is becoming harder to find true relevance as cultural relevance itself is becoming less potent.\r\n\r\nI stumbled on cultural strategy as a profession by happenstance about 16 years ago when I worked as a cultural curator: someone who defines and re-appropriates cultural meat for brand strategy and, ultimately, expression. At the time, Naomi Klein came out with No Logo and stated, “Whoever produces the most powerful images, as opposed to products, wins the race.” Tracking cultural shifts back then was dare I say, easy. You could see them coming from Technohuman (the melding of technology and humanity) to S/he (gender bending) to Mass Class (the democratization of design - thanks Martha).\r\n\r\nWe talked of white space and penetrating gray matter because we could with culturally relevant image and design. Culture had gravitas and weight and we had water cooler moments to discuss and dissect. But progressively, these moments got fractured. Common cultural stories were told in smaller like-minded tribes. And those bigger cultural moments? They got uglier. The squeaky wheel tends to get the grease, or the loudest voice the mic, more appropriately. Examples that come to mind range from the Real Housewives juggernaut to Miley’s twerking to the unfortunate nature of the coverage of our beloved Robin Williams‘ death. We don’t need all the gory details but the school of thought that’s winning today says: sensationalism sells.\r\n\r\nI look back at 1998 with rose-tinted glasses. We saw the future through brightly colored iMacs and Woody from “Toy Story.” But, we could also turn ourselves off and just be human, find some peace. Cyber reality was just that, another world to enter and leave. Today, we are never unplugged, the thought is foreign as our smartphones get smarter and our addiction grows. Google Executive Chairman Eric Schmidt is famously quoted as saying, “Every two days, we create as much information as we did from the dawn of civilization up until 2003.” Because of this, I sometimes find myself feeling overwhelmed and overloaded. I worry that we are experiencing a cultural fracturing, and that perhaps a deep cavernous disconnection has begun.\r\n\r\nSo, in this world where overload is the new normal, what is a brand to do? How can brands connect with consumers and actually, really, still break through?\r\n\r\nI have a few thoughts:\r\n\r\n1. Be strong\r\n\r\nIt is brand’s role to act as a stabilizer in this cultural uncertainty. JC Penney illustrated what happens when a brand radically departs from what they know. They crumbled fast but thankfully are back on track, returning to their original logo and common industry practices.\r\n\r\n2. Be true to your brand’s roots\r\n\r\nDon’t act upon a cultural shift that is not true to the DNA of your brand. Remember Pepsi’s Refresh Project? It didn’t resonate because cause marketing was not core to the brand. Once they started embodying being “timely” to Coke’s “timeless”, did Pepsi gain traction. They now message “current” to go up against Coke’s “classic”, leveraging a rich history of using “of the moment” musicians to retain cultural relevancy.\r\n\r\n3. Be ahead of the curve\r\n\r\nBrands that follow by nature tend to get swallowed up in the abyss and don’t truly stand for something. Yesterday’s low fat is today’s whole grain.\r\n\r\n4. Research culture relevant to your tribe\r\n\r\nContinually monitor your core constituents, their behaviors and needs. With today’s cultural fracturing, staying close to those who love your brand allows you to stay at the heart of the conversation and respond with culturally relevant stories. Only then are we truly allowing brands to do their thang.\r\n\r\nRead the full article here.', 'The Fragility Of Culture', '', 'publish', 'open', 'open', '', 'the-fragility-of-culture', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-fragility-of-culture', 0, 'thinking', '', 0), (2012, 4, '2018-09-27 17:58:46', '0000-00-00 00:00:00', 'Last week, senior designer Jonathon Jones was one of six NYC designers to participate in Shutterstock\'s Pixels of Fury live design battle. The competition was fierce: Participants had just 20 minutes to create a brand from scratch for a local brewery.\r\nCheck out the recap here.\r\n\r\nWe had a blast supporting our CBX teammate. Go team Double J!', 'Pixels of Fury: Team Double J', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=2012', 0, 'thinking', '', 0), (2013, 0, '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 'Aloha-logo_lg_8', '', 'inherit', 'open', 'closed', '', 'aloha-logo_lg_8', '', '', '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 1644, 'http://cbx.cappendev.com/app/uploads/2018/09/Aloha-logo_lg_8.jpg', 0, 'attachment', 'image/jpeg', 0), (2014, 4, '2014-10-17 20:33:27', '2014-10-17 20:33:27', 'Innovators Are Pushing the Envelope With Elevated Foodservice, Sleek Architecture, Savvy Brand Partnerships and More, Say Experts From CBX and Insight\r\nToday\'s convenience stores face growing pressure to evolve amid the ramped-up expectations of global consumers, according to an Oct. 8 NACS Show presentation by Joseph Bona, president of branded environments at brand agency and retail design consultancy CBX, and Dan Munford, Managing Director of U.K.-based convenience and petroleum retail strategy specialists Insight.\r\n\r\n\"Strategic insight has never been more important, precisely because the retail world is changing so fast,\" Munford told the audience at the National Association of Convenience Stores\' annual convention, which ran Oct. 7-10 at The Las Vegas Convention Center.\r\n\r\nThose changes, Bona added, extend well beyond the fallout from the rise of ecommerce. \"For example, the phenomenon of channel-blurring has led to a proliferation of competitors from outside the traditional c-store sector,\" he said. \"Whether you\'re talking about c-stores, QSR and fast food chains or pharmacies and grocery stores, all of these retail categories are chasing the same consumers. C-stores must raise their game.\"\r\n\r\nIn Europe and the United States alike, a growing number of c-store chains now aim to accomplish this by offering dramatically improved food offerings, often in sumptuous settings relative to the c-stores of the past, Munford said. According to a September 2014 report by Nielson, fresh foods will account for up to 50 percent of category sales in Europe\'s next-generation c-stores, he noted.\r\n\r\nMeanwhile, U.S.-based chains such as Wawa, Sheetz and Rutter\'s are developing increasingly sophisticated store designs centered on higher-quality food, Bona said. \"These chains understand that time-pressed consumers crave healthier and better offerings in both the foodservice and grocery areas,\" he said. Indeed, in one Technomic survey, a sizeable majority -- 64% -- said eating healthy was important. And earlier this year, two-fifths of consumers told the research firm they would visit convenience stores for prepared foods more often if freshness and quality were improved, Bona noted. \"But bear in mind, convenience-sector foodservice is already a $10.9 billion industry, according to Technomic,\" he said.\r\n\r\nHowever, the trick is not just to offer higher-quality food, but also to elevate the overall customer experience. \"Coffee shops in the U.K., for example, are booming, not because consumers are drinking more coffee, but because they fill a \'social venue\' gap in society -- one that used to be met by pubs,\" Bona said. \"Today\'s c-stores have the opportunity to do the same thing.\"\r\n\r\nAdding to the pressure is the reality that brick-and-mortar retail in general is becoming more disciplined, articulate and differentiated, largely in response to ecommerce. In this context, c-stores that fail to innovate are at risk of falling behind. \"What are you doing to become more differentiated?\" Bona asked the audience. \"What improvements are you making in the area of customer service? Through innovation, you can actually transcend old perceptions of what convenience means and forge a new paradigm.\"\r\n\r\nOver the course of the presentation, Bona and Munford cited a raft of research illustrating rapidly changing consumer tastes and preferences. They also pointed to smart use of technology by Rutter\'s and Tesco Express. The latter chain, Munford noted, has been experimenting with self-checkout stations that are half the size of standard units, with an overall goal of slashing wait times.\r\n\r\nWith respect to foodservice, Bona and Munford noted, a central issue facing the industry is whether to develop their own foodservice brands or to engage in brand partnerships. \"In Europe, two of the most interesting partnership models to date are the Euro Garages \'convenience malls\' and the \'brand implant\' model being developed by Tesco,\" Munford related. \"The Euro Garages are essentially a branded partner offer. Picture a hip-looking, corrugated building alongside the road, with the likes of Starbucks Coffee or Subway inside.\"\r\n\r\nEuro Garages has already rolled out hundreds of these locations, Munford said. For its part, Tesco has partnered with foodservice brands such as Harris & Hoole, Giraffe Cafe, Euphorium and Fred\'s to good effect. \"This use of the \'friendly culture\' of popular partner brands was a savvy move that is proving popular with consumers,\" Munford said. Likewise, European convenience retailer SPAR has partnered with independent U.K. retailer Eat17 to create a retail destination that combines convenience, restaurant and grocery.\r\n\r\nIn the conclusion to the presentation, Bona summed up the takeaway from these trends. \"In the old days, people went to c-stores simply because they were easy to shop,\" he said. \"Today, they\'re looking for something more. They want a pleasant environment, high-quality food, convenient locations, and, yes, good deals. The challenge moving forward is to exceed these rising expectations on all fronts.\"\r\n\r\nAs seen in:\r\nCSPnet\r\nC Store Decisions\r\nCarwash.com\r\nIndividual', 'C-Stores Are Evolving Quickly Amid Rising Expectations, Experts Say', '', 'publish', 'open', 'open', '', 'c-stores-are-evolving-quickly-amid-rising-expectations-experts-say', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/c-stores-are-evolving-quickly-amid-rising-expectations-experts-say', 0, 'thinking', '', 0), (2015, 0, '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 'petrochina_logo', '', 'inherit', 'open', 'closed', '', 'petrochina_logo', '', '', '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 1645, 'http://cbx.cappendev.com/app/uploads/2018/09/petrochina_logo.jpg', 0, 'attachment', 'image/jpeg', 0), (2016, 0, '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 'Poland-PKN-Orlen-Enters-to-Wind-Energy-Market-22', '', 'inherit', 'open', 'closed', '', 'poland-pkn-orlen-enters-to-wind-energy-market-22', '', '', '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 1646, 'http://cbx.cappendev.com/app/uploads/2018/09/Poland-PKN-Orlen-Enters-to-Wind-Energy-Market-22.jpg', 0, 'attachment', 'image/jpeg', 0), (2017, 4, '2014-10-22 16:29:29', '2014-10-22 16:29:29', 'Smart retailers are using design and technology to attract and influence the newest generation of buyers.\r\nRetail store presentation is radically evolving. The traditional planning of store designs to appeal to the now-retiring Baby Boomers has given way to the influx of new buyers: Millennials. These customers, who have become the dominant force in retail, see, think, behave and buy differently than previous generations. Accordingly, owners and managers have to plan their stores, merchandise displays and, most importantly, interact with customers in new ways if they expect to grow their business.\r\n\r\nWhile marketing to Millennials includes technology outreach such as cell phones and social media, experiential marketing inside stores is also important. While providing shoppers with an environment that is sophisticated, attractive and friendly, presentation and attention to detail are critical.\r\n\r\nMillennial Impact\r\n\r\nMillennials have become a dominant buying force. A 2014 study by Accenture described them as \"a trillion-dollar demographic\" that has transformed shopping. Accenture\'s study put the number of Millennials in the United States at 80 million and estimated their annual domestic spending at $600 billion. \"If retailers want to give Millennials the seamless experience they have come to expect, they must radically change the way they operate,\" the study warned. Agencies helping stores transition from traditional marketing agree. \"You need to connect on some level because there has to be engagement,\" says Christina Papale, vice president of strategy for CBX, a New York-based brand agency.\r\n\r\nNot surprisingly, this demographic group stays on top of prices and promotions, usually through cell phones and/or social media. Respondents to the survey said that real-time product availability impacts their choice of where they will spend. Other business analysts believe a non-traditional store environment is necessary to entice Millennials.\r\n\r\nRetailers from the big boxes to smaller convenience outlets are catching on. Sheetz Inc., a chain of gas station/convenience stores, initiated computerized sandwich orders inside its facilities well before the practice became widespread.\r\n\r\nThe Millennial impact is evident as newly conceived designs make their way into the marketplace. Convenience is particularly important to Millennials who are coming to buy a specific product they\'ve researched via cell phone. Sometimes, that product is food. Perhaps that explains the rationale behind Target\'s debut of its first Target Express store near the University of Minnesota. The location is only 20,000 square feet and is stocked with food (we are talking about college students), electronics and includes a pharmacy and beauty department. The store contains touchscreens for buyers to access special discounts. Walmart has opened its first Express store in Arkansas. These are more signs of growing change in retail outreach.\r\n\r\nConvenience stores are beginning to rethink their layouts because of these trends, according to Michael Lawshe, president and chief executive officer of Paragon Solutions in Fort Worth, Texas. His firm has suggested moving refrigeration and food service to the middle of convenience stories. \"Food service should be the biggest growing thing in the store,\" Lawshe says.\r\n\r\nMillennial Expectations\r\nWhat is it that they want? Don\'t discount the \"cool factor.\" The Accenture study and others like it confirm that the store can be just as important as the products. Consider the now ever-present \"beer cave. \"When first introduced, it was a welcome alternative: to routinely stocked shelves because it had become a destination. Lawshe thinks the concept should expand. \"Millennials don\'t want the cave to be just a dark corner because they want an experience,\" he said.\r\n\r\nMany Millennials are green-oriented. They are likely to take note of energy inefficiency and talk about it on social media. Energy-efficient LED lighting is not subtle for these very aware people; it\'s a requirement. Surveys show that Millennials pay close attention to business\' envirorunental footprints. Execution of sensory and conceptual stimulation must occur within a technological framework that resonates with buyers.\r\n\r\nHere is where many retailers are lagging. For them, change is a very slow process, and that can be costly. The longer it takes to change, the more likely these consumers and their purchasing power will go elsewhere. \"You have to know your audience and understand what is important in their lives,\" Papale says. One way to expedite the process is to partner with design vendors during the planning process. Vendor expertise can provide a number of cost-efficient choices when they are most needed - before installation and not after when changes tend to be more costly.\r\n\r\nNew alternatives and choice\r\nEvolving technology that appeals to Millennials - and those significantly older - has changed everything from cases to lighting. There is, for example, the intelligent sealed-glass door with an embedded, translucent LCD panel. Within this new casing design is a media player with wireless connectivity, capable of delivering content to the door, allowing consumers easy product information access. Another alternative is LED lighting. LEDs aren\'t new, but marketers have found that varying lighting colors ranks high in the Millennials\' sensory attraction. Retailers are also advised to remember the point about destinations. It worked for beer caves and can have the same impact for other products.\r\n\r\nAnother new design revelation is the ability to change merchandise at different times of the day. Specially designed shelving for a minimal staff enables the retailer to change and re-set the product mix as needed based upon the popularity of certain products at various hours.\r\n\r\nTechnology is inherent with Millennials, so it makes sense for retailers to take advantage of sophisticated high-tech tools that will appeal to their lifestyles. Those tools should be part and parcel of the design of retail operations. Energy-efficient cases, lighting and specialized destinations eliminate clutter and influence consumer behavior during a visit, especially at the point of sale.\r\n\r\nThe latest wave of technological options resonates with a buying public that wants the cool factor and more. At a time when it is so difficult to get messages across to people because of the plethora of communication and message outlets, designs that attract and relate through technology send a clear signal that the retailer understands its Millennial customers. This is a strategy that can help ensure the growth of a loyal customer base. products.\r\n\r\nRead the full article in Retail-Merchandiser, September/October 2014 issue', 'Marketing to Millennials', '', 'publish', 'open', 'open', '', 'marketing-to-millennials', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/marketing-to-millennials', 0, 'thinking', '', 0), (2018, 0, '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 'ecuador-gas-prices-primax', '', 'inherit', 'open', 'closed', '', 'ecuador-gas-prices-primax', '', '', '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 1647, 'http://cbx.cappendev.com/app/uploads/2018/09/ecuador-gas-prices-primax.jpg', 0, 'attachment', 'image/jpeg', 0), (2019, 4, '2014-10-23 15:39:55', '2014-10-23 15:39:55', 'CBX reported that modern convenience stores face pressure to evolve amid the ramped-up expectations of global consumers, according to an Oct. 8 NACS Show presentation by Joseph Bona, president of branded environments at CBX, and Dan Munford, Managing Director of Insight.\r\n\"Strategic insight has never been more important, precisely because the retail world is changing so fast,\" Munford told the audience at the National Association of Convenience Stores\' annual convention, which ran Oct. 7-10 at The Las Vegas Convention Center.\r\n\r\n\"For example, the phenomenon of channel-blurring has led to a proliferation of competitors from outside the traditional c-store sector,\" he said. \"Whether you\'re talking about c-stores, QSR and fast food chains or pharmacies and grocery stores, all of these retail categories are chasing the same consumers. C-stores must raise their game.\"\r\n\r\nAccording to a release from the company, in Europe and the United States alike, a number of c-store chains now aim to accomplish this by supplying food offerings, often in sumptuous settings relative to the c-stores of the past\r\n\r\nAccording to a September 2014 report by Nielson, fresh foods will account for up to 50 percent of category sales in Europe\'s next-generation c-stores, he noted.\r\n\r\nMeanwhile, U.S.-based chains such as Wawa, Sheetz and Rutter\'s are developing store designs centered on higher-quality food, Bona said.\r\n\r\n\"These chains understand that time-pressed consumers crave healthier and better offerings in both the foodservice and grocery areas,\" he said. Indeed, in one Technomic survey, a sizeable majority -- 64 percent -- said eating healthy was important. And earlier this year, two-fifths of consumers told the research firm they would visit convenience stores for prepared foods more often if freshness and quality were improved, Bona noted. \"But bear in mind, convenience-sector foodservice is already a $10.9 billion industry, according to Technomic,\" he said.\r\n\r\nOver the course of the presentation, Bona and Munford cited a raft of research illustrating changing consumer tastes and preferences. They also pointed to smart use of technology by Rutter\'s and Tesco Express. The latter chain, Munford noted, has been experimenting with self-checkout stations that are half the size of standard units, with an overall goal of slashing wait times.\r\n\r\n\"This use of the \'friendly culture\' of popular partner brands was a savvy move that is proving popular with consumers,\" Munford said. Likewise, European convenience retailer SPAR has partnered with independent U.K. retailer Eat17 to create a retail destination that combines convenience, restaurant and grocery.\r\n\r\nRead the full article here.', 'CBX President and Insight Managing Director Present at NACS Show', '', 'publish', 'open', 'open', '', 'cbx-president-and-insight-managing-director-present-at-nacs-show', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-president-and-insight-managing-director-present-at-nacs-show', 0, 'thinking', '', 0), (2020, 4, '2014-10-28 16:01:13', '2014-10-28 16:01:13', 'Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique hair care portfolio—with award-winning structural packaging and graphics created by leading global brand agency CBX.\r\nThe project—which took top design honors in the hair care category this past June at HBA Global, the Health & Beauty Aids Expo and Conference—will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, said Gregg S. Lipman, managing partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through global research as well as input from a team of Amway regional affiliates. The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners, as well as a host of styling gels and serums, final-touch sprays, mousse and other products.\r\n\r\nFor the new logo, CBX added a touch of uniqueness to the ‘q’ in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of rejuvenated or free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes.\r\n\r\nRead the full article here.', 'Amway Hair Care Debuts New Look', '', 'publish', 'open', 'open', '', 'amway-hair-care-debuts-new-look', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/amway-hair-care-debuts-new-look', 0, 'thinking', '', 0), (2021, 0, '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 'TOPAZ2_canopy', '', 'inherit', 'open', 'closed', '', 'topaz2_canopy', '', '', '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 1648, 'http://cbx.cappendev.com/app/uploads/2018/09/TOPAZ2_canopy.jpg', 0, 'attachment', 'image/jpeg', 0), (2022, 4, '2014-10-28 16:33:52', '2014-10-28 16:33:52', 'Veteran designer Joseph Bona believes grocers need to reinvent their stores. As technology transforms multi-channel retail into hyper-channel \"always-on\" retailing, chains must emotionally connect with consumers like never before, he says.\r\nHe presented his views in a recent speech at EuroShop, the global trade fair in Dusseldorf, Germany, where he urged retailers to rethink the function of their brick-and-mortar stores.\r\n\r\n\"Emotion plus theatrics equals experience;\' says Bona, president, branded environments for CBX, a New York-based retail design consultancy and brand agency. \"Story-telling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions.\r\nUltimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.\'\r\n\r\nToday\'s \"always-on\" environment is not restricted to people buying whatever they want using their phones and tablets. It also means they can use GPSand cloud-enabled tools to find the very best retail experiences available wherever they happen to be, Bona says.\r\n\r\n\"Physical stores can no longer be what they used to be-namely, distributors of other people\'s goods at reasonable prices in convenient locations;\' he adds. \"They must offer sights, sounds, tastes, touch, and emotion-3D experiences that 2D can\'t achieve.\'\r\n\r\nBona points to Trader Joe\'s and Wegmans as retailers using design to create a sense of adventure and discovery. He says they are not just resellers of other branded products, but are destinations dedicated to providing truly unique and memorable experiences.\r\n\r\n\"They encourage you to browse, touch, feel and see what\'s new and on display;\' Bona says. \"They make shopping fun and engaging.\'\r\n\r\nHe says grocers should bring some of the excitement of food TV to stores or add tasting stations, growler bars and restaurants in new or remodeled stores.\r\n\r\n\"Overall, retailers need to push the envelope and keep asking one basic question: \'How do you maintain a pillar of affection and human touch while there\'s a simultaneous shift to increasing human interaction with technology?\" says Bona.\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Emotional shopping', '', 'publish', 'open', 'open', '', 'emotional-shopping', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/emotional-shopping', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2023, 4, '2014-10-28 17:51:09', '2014-10-28 17:51:09', 'Grocers are designing stores to meet the needs of today\'s omnichannel shopper.\r\nFor the longest time, the traditional grocery store has flourished as one of the pillars of both small towns and big cities across the country. It has been more than the source of provisions for families. The supermarket has anchored shopping centers and often served as a social gathering place and sponsor of community events.\r\n\r\nWhile many of those functions endure, there is a growing consensus across the food industry that grocery stores must redesign and reinvent themselves to relate to today\'s omnichannel consumers who want a seamless shopping experience through all available channels-from the traditional bricks-and-mortar store to smartphones, tablets and computers.\r\n\r\nMost of all, grocery stores must blend the digital world with the physical store while incorporating more design elements that offer sights, sounds and touch as well as emotional experiences. This transformation extends beyond digital add-ons such as online grocery shopping.\r\n\r\nMichael Harris, managing partner of Match Shop Lab, a shopper marketing agency with offices across North America, says stores need to be reconceived to be sensorial environments as opposed to just efficient distributors of products. He expects to see a massive reduction in nondescript pre-packaged items and an increase in unique, perishable and emotionally driven products and categories.\r\n\r\n\"Grocers who fail to merge the digital and physical worlds will watch their sales erode as more consumers use digital channels to research and buy;\' says Steve Cole, CMO of Gladson, a Lisle, Ill.-based provider of syndicated product images and information and category management services. \"The way consumers will use digital for shopping in the next few years will change drastically. This includes what products consumers will buy in store versus what products will be purchased online. With items such as paper products and toiletries hanging in the balance, e-tailers and traditional grocers will battle for the sales of these high-margin items.\'\r\n\r\nJuan Perez, president and CEO of ADUSA, a Hoffman Estates, IlL-based provider of self-service systems for grocery stores, provides a glimpse of what happens in the evolving supermarket: An office worker receives a coupon on her smartphone for a sandwich that is on special at a local supermarket. She uses the omni channel fresh foods selforder app on her smartphone to order the sandwich and schedule a pick-up time during her lunch break. While in the store to pick up her sandwich, she decides to use a self-order app on a convenient in-store kiosk to place an order for a party tray she will pick up over the weekend. She then also decides to print her shopping list and pick up a few items she had added to that list the previous day while at home.\r\n\r\nNot futuristic enough? Here is how Eran Sharon, vice president of product management for YCD Multimedia, based in New York, envisions such a grocery store: The use of audio-visual media is an integral part of the shopping environment. The buying process combines messaging to the client during her visit to the store to strengthen the brand and assist in her decision making, as well as to entertain and make the visit an enjoyable experience.\r\n\r\nAudio-visual displays are located in various areas of the store, such as delicatessen, meat and bakery. Displays are also installed at the points-of-sale and in aisles; that is, in areas that offer an opportunity to high-impact advertising and impulse purchasing. Stores create a digital multimedia ecosystem that includes regular screens, video walls, kiosks and interactive applications, using tablets. Customers experience content ranging from entertainment, advertising and promotion to brand video and tablet-based resources. QR codes extend digital signage beyond the boundaries of screens and video walls into mobile devices. They remind shoppers of offers and coupons by exact location according to GPS. Shoppers then share this adventure with their friends on Facebook and Twitter.\r\n\r\nDOING DIGITAL\r\nSound far-fetched? Not so much, since many these digital elements are entertaining and informing shoppers in two leading supermarket and hypermarket chains in Istanbul, Turkey: Migros and Macrocenter. YCN is negotiating with a major supermarket chain in the U.S. for a similar installation.\r\n\r\nMeanwhile, Westside Market, a family-owned and operated chain of neighborhood stores in New York, will be opening a new location equipped with new technologies. Shoppers there will be able to connect to Wi-Fi via smartphones and tablets. Technology will create faster checkout counters and an app will enable customers to learn about specials and products sold at the store while shopping.\r\n\r\n\"At this time, the areas in which digital and physical most logically intersect are in tracking consumers\' purchasing activity and pushing individualized content based on past purchasing behavior;\'says Joseph Bona, president, Branded Environments for CBX, the New York based retail design consultancy and brand agency. \"This could include weekly specials, shopping list management, menu/ingredient ideas for a family of two, four or more, introduction of new products and recipes and a host of other specifically targeted service offerings. Additionally, linking health and nutritional information with eating habits may provide more meaningful connections other than offering a list of packaged commodities online.\r\n\r\n\"Chain drug stores are adding health advisors armed with digital tablets as a way of elevating personalized service levels in-store;\' he adds. \"Likewise, supermarkets could add a nutrition advisor or a meal ambassador with an iPad as a way of elevating in-store engagement. Why do customers always need to go through a checkout lane? As successfully done in other retail sectors, can\'t roaming clerks check you out with a portable scanner if you\'re just picking up tonight\'s meal of five items or less?.\"\r\n\r\nCole agrees that the key consideration when implementing technologies that bridge digital and physical worlds is to enhance the shopper\'s buying journey, not complicate it. For starters, he says grocers should understand how digital technologies can best support their shoppers\' current habits.\r\n\r\n\"This can lead to introducing mobile apps for recipes and shopping lists, weekly circulars available on digital platforms and digital coupons;\' says Cole. \"For retailers looking ahead to futuristic technology, Apple\'s iBeacon is an example of technology that hopes to blend in-store and digital realms. iBeacon, and other in-store location devices, push offers to shoppers\' smartphones based on both the store they are in and, crucially, their location within the store:\' ·currently, the technology is being tested by Giant Eagle and Safeway.\r\n\r\nIn the fresh foods departments of grocery stores, Perez says well-placed self-ordering kiosks, attractive digital menu boards, and digital queue management systems can make shopper traffic flow smoothly, and web/mobile ordering apps give consumers all of the tools they need to engage the supermarket on their terms. \"After all, that\'s the power of the omni-channel;\' he says.\r\n\r\nSo much focus is centered on what is happening in the digital world that it is easy to forget that the physical world is still what offers us the best way to interact with brands, products and services. Supermarkets are selling an experience, not just products, says Cole. Leading grocers are accomplishing this with instore design elements such as kitchens for culinary workshops, ask-the-expert stations, elaborate food sampling displays and other features that engage the shoppers\' senses.\r\n\r\n\"In the uber-connected, myriad product world, shoppers need more from retailers than the ability to quickly, efficiently and cost effectively purchase the items on their list;\' says Harris, adding they increasingly will be able to do that from the comfort of their armchair. \"The tone needs to be authentic and natural, conjuring in the mind of shoppers real people toiling to grow and harvest their food. Other design elements would be those that break up the monotony of aisles and fridges- an artisan cheese maker, a local farmers market, an aspiring chef from a local culinary school.\'\r\n\r\nDesigner Juan Romero takes it one step further. The president and CEO of api( + ), based in Tampa, Fla., says stores can leverage welldesigned and maintained environments by sharing images through omni-channel efforts and encouraging social media activity.\r\n\r\n\"Images of grocery store interiors are rarely used in promotional efforts;\' he says, \"but they can be a draw for customers who choose their shopping destination based on environment. Images are especially compelling for consumers who have not yet shopped the store.\r\n\r\n\"Well-designed environments can encourage social media activity, which creates buzz and brings in more shoppers:\' he adds. \"Social media users frequently check in and share \'selfies\' with their social media networks when they visit unique or beautiful restaurants. There is no reason a grocery store can\'t also leverage this free third-party promotion. To boost in-store social media use, retailers need to become destinations that consumers want to talk about, and they must create photo opportunities, which can be done via design. Retailers can also promote social media shares by providing loyalty program incentives for photo shares, check-ins and tweets.\'\r\n\r\nLiz Crawford, vice president of strategy and insights for Match ShopLab, presents a creative and radical way that grocery stores will be redesigned. She says that \"grocerants\" will be the new norm. A grocerant is a store that combined a supermarket and a restaurant. The key here is that most \"grocers\" will no longer sell .\"ingredients\" such as flour or cake mix, but will sell prepared food for consumption within a few days. Cooking itself will become the purview of the hobbyist, as real culinary skills and time become scarcer. She lists two megatrends that support this prediction:\r\n\r\n• Consumers are urbanizing. The Brookings Institute reports that large American cities are growing faster than the suburbs for the first time in almost a century. That is important because city dwellers use prepared foods to a greater extent than ingredients, and they do not have the storage or cooking facilities that their suburban counterparts do.\r\n• Demographics are changing. There are more single adults now than ever before. In 1960, 60% of adults 18 - 29 were married, according to the Pew Research Center-a fact tank focusing on attitudes and trends shaping America-today only 20% are. In 1970, over 72% of all adults were married; today that number is 50%. And, as a rule, single adults do not cook as much as families or even couples do. Finally, Millennials do not have the same cooking skills as previous generations did.\r\n\r\n\"So, taken holistically, the picture is changing;\' she says. \"Shoppers will increasingly look for prepared foods to heat-and-eat during the week. Grocerants will fill the need.\'\r\n\r\nAt the same time, she says restaurant design will influence supermarkets. From themed restaurants such as Tex-Mex to broad-appeal, low-cost diners, grocers selling prepared foods will adapt new designs to sell their goods.\r\n\r\n\"There may be a convergence of some popular restaurant chains with grocers to create a new format for grocerY:\' she says. \"Imagine Applebee\'s and Kroger joining forces to sell prepared foods to go in mid-size cities throughout the Midwest. Maybe the shopper could pick up nonfoods while in the store, such as personal care items. It would neither be a typical grocery store, nor a typical restaurant, like today. It would be a re-invention to fill the needs of a new generation.\'\r\n\r\nAnother grocery format that Crawford envisions is the nearly completely self-serve food warehouse. This selfserve retailer will resemble \"automated retail\" without much human interaction at all. Instead of relying on people to work, it will rely on digital technology for product information, ordering and payment.\r\n\r\n\"I believe the era of self-service retail is close; she says. \"This may serve a certain cost-conscious segment of the population, while grocerants may serve a more affluent segment. Will there be retail experiences in between? Sure, but what\'s different is that those traditional stores may not dominate the food retail landscape in 15 years.\'\r\n\r\nDespite such far-flung formats of the future and the growing technological wizardry of today, success often comes down to people. Jeff Weidauer, vice president of marketing and strategy for Vestcom, a Little Rock, Ark.-based provider of shelf-edge marketing solutions, says that a major element in the brick-and-mortar store experience is the availability of knowledgeable sales people who can help shoppers.\r\n\r\n\"In a world that is focused on labor cost reduction, the use of technology can help, but live people are still necessary to engage with shoppers and provide advice and support:\' he says. \"Brick-and-mortar stores have a major opportunity as online continues to grow, but connecting the virtual and real worlds requires dedication, investment, and, most of all, a willingness to look at the entire shopping trip holistically to see where technology makes sense and where it doesn\'t.\'\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Retail reinvented', '', 'publish', 'open', 'open', '', 'retail-reinvented', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-reinvented', 0, 'thinking', '', 0), (2024, 0, '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 'AsstTapas-1-copy', '', 'inherit', 'open', 'closed', '', 'assttapas-1-copy', '', '', '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 1649, 'http://cbx.cappendev.com/app/uploads/2018/09/AsstTapas-1-copy.jpg', 0, 'attachment', 'image/jpeg', 0), (2025, 4, '2014-10-29 20:23:43', '2014-10-29 20:23:43', 'Project: Duty-free shops, Muhammed V International Airport, CasablancaDesign: CBX\r\nCompletion: Spring 2104 (phase 1), Summer 2014 (phase 2)\r\nSize: 9,967 sf\r\nRetailer: IDFS\r\n\r\nInspired by Moroccan architecture most recognized by its royal arches,these duty-free shops give shoppers one last look at Morocco as they leave the country. Luxury purchases of perfume, wines, chocolates, and other international items become souvenirs of their stay in an exotic and storied locale.\r\n\r\nSeparate shopping areas (all owned by IDFS, Morocco’s oldest duty-free retailer) give the feel of shops in a bazaar, while architectural touches such as stylized courtyards and arches recreate the feel of traditional Moroccan homes or “riads.” Rendered in a modern style accessible to the most international taste, the stores feature a color pallet based on the local landscape: desert colors for the floors, rich ivory and sea blue for the accents.\r\n\r\nLED lighting shows off the products to best advantage while large, warm pendant lights bring the scale down to human size and further recall local architecture. Overhead signs identify departments while internally illuminated display towers highlight logos of designer brands.\r\n\r\nThe first two stages of the fast-track project were completed in May and June. The third, a handbag shop, will be finished later this year.\r\n\r\nRead the full article here.', 'Local inspiration', '', 'publish', 'open', 'open', '', 'local-inspiration', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/local-inspiration', 0, 'thinking', '', 0), (2026, 0, '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 'DUANEREADE9_brewyork1-632x420', '', 'inherit', 'open', 'closed', '', 'duanereade9_brewyork1-632x420', '', '', '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 1651, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE9_brewyork1-632x420.jpg', 0, 'attachment', 'image/jpeg', 0), (2027, 4, '2014-11-05 17:24:48', '2014-11-05 17:24:48', 'By Sandra Creamer\r\nI’m a strong believer in the notion that brands – whether you’re talking about products or companies – should be “single-minded” about who they are. But what about social media, programmatic media buys and the proliferation of touch points created by the trend toward omni-channel marketing? Don’t you need to sacrifice the brevity and clarity of a single, overarching idea if you are to have any hope of coping with the complexity of today’s media environment? Not at all. The key is to take a more nuanced view of the challenge.\r\n\r\nFor starters, single-minded doesn’t mean a single benefit. Plenty of longstanding and popular brands tout their multifaceted upsides (see the popularity of “all-in-one” or “3-in-one” statements, etc.). At the same time, however, all of these brands can explain themselves with clear, simple words or a single, straightforward phrase. This enables them to stay focused whether the channel is TV, print, packaging, store displays or digital media. After all, competing for the attention of today’s multi-tasking, time-pressed, driven-to-distraction consumers requires nothing if not brevity and clarity. Effective marketing necessitates well-chosen language. And yet a great many clients still ask for the “kitchen-sink concept.” They seem to believe that appealing to a broad audience means explicitly stating everything you can think of about the brand’s upside. It’s very tempting, but according to experts, this approach always tests poorly with consumers; they get confused and don’t take away anything at all.\r\n\r\nCompanies like P&G practically mandate that communication strategies have one idea that gets played out across all touch points to reinforce the main reason consumers should or will want to buy the product (they do a lot of testing to get there). Mega brand Tide launched Pods to great fanfare with a functional description on pack: “detergent + stain remover + brightener.” It’s an example of the 3-in-1 approach delivered in the context of a single-minded focus. Likewise, lucky number 7 appears across categories in P&G products, including newer products like Pantene Age Defy, which “fights the 7 signs,” and Total Effects, which was one of the first brands to kick off the multiple benefit idea with 7-in-1 anti-aging. A third P&G brand, Crest, relies on a modified approach: The new Sensi-Stop Strips have a simplified set of claims and benefits: 1 strip, 10 minutes, up to 1 month of protection. Lastly, Cover Girl, a P&G color cosmetic brand, launched Lip Perfection lip color a couple of years ago with the marketing line “softer lips in 7 days.” To this day, Cover Girl continues to use the copy “create soft, smooth, beautiful lips in just 7 days” (there’s that 7 again). Imagine how easy it is to use this communication message across all touch points.\r\n\r\nWhat you see in the examples above is what I call “choicefulness,” applied at the brand level. But choicefulness also lives at a deeper level – in the brand’s DNA. While it is possible to be single-minded and still have broad appeal, this does not mean the brand should, in its earliest stages of development, be designed for the masses. Who hasn’t heard a marketing executive say “Well, we want to appeal to everyone.” We know. But how you get there is a different consideration. The Apple iPod, Starbucks and Target brands were not designed with everyone in mind. Eventually the crowds came, but at the beginning, more than likely each brand had an “aspirational design target” – a hypothetical composite person – in mind for the design. It makes sense that industry insiders believe that Apple engineers designed their products for themselves. It’s impossible to imagine that “Joe the Plumber” could have inspired Apple, high-end coffee or Target’s accessible high-end design idea. But what these brands did embrace was the principle of choicefulness – conveying multiple benefits without sacrificing the clarity of a single, overarching idea.\r\n\r\nThere are many reasons why corporate and individual brands don’t automatically apply the principle of choicefulness. First, it’s counterintuitive and paradoxical to believe successfully appealing to a broad market means designing for a non-majority. Second, it feels too simplistic, warranting defensive cries of “but we’re a large complex business/brand/offering.” In reality, neither complexity nor size actually matters. Just look at GE (“imagination at work”) and IBM (“smarter planet”). Another perceived barrier: that being choiceful will somehow “limit our future options.” And yet consumers don’t miss a beat when brands modify themselves over time. Amazon used to describe itself as “a retail bookseller that provides instant access to over 1.1 million books.” Today, Amazon “seeks to be Earth’s most customer-centric company.” This is definitive, memorable and clear.\r\n\r\nIf you are not choiceful in your strategy and design, you’ll have difficulty aligning on a whole host of branding tactics: including naming, messaging and design, to name a few. And it will be much more difficult to have a unique and ownable point of view across all touch points. But it certainly doesn’t have to be that way.\r\n\r\nRead the full article here.', 'Should Brands Be Single-Minded in a Multi-Touch-Point World?', '', 'publish', 'open', 'open', '', 'should-brands-be-single-minded-in-a-multi-touch-point-world', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/should-brands-be-single-minded-in-a-multi-touch-point-world', 0, 'thinking', '', 0), (2028, 4, '2014-11-08 18:02:55', '2014-11-08 18:02:55', 'The story: Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique haircare portfolio — with award-winning structural packaging and graphics created by leading global brand agency CBX, which specializes in corporate identity, consumer branding and retail. Amway is one of the world’s dominate direct selling businesses, founded in 1959 by entrepreneurs Rich DeVos and Jay Van Andel, and based in Ada, Michigan, U.S.\r\nThe challenge: The project — which took top design honors in the haircare category this past June at HBA Global, the Health & Beauty Aids Expo and Conference — will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, says Gregg S. Lipman, managing partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through both global research as well as input from a team of Amway regional affiliates.\r\n\r\nThe solution: The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners as well as a host of styling gels and serums, final?touch sprays, mousse and other products.\r\n\r\nFor the new logo, CBX added a touch of uniqueness to the “q” in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of renewed and free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes.\r\n\r\n“Because Amway is an $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing,” Lipman explains. “And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\nStarting in 2010, CBX participated in Amway’s global research study that identified universally appealing characteristics to Amway’s diverse consumers across markets such as Russia, China and Southeast Asia. The research was followed by an audit of the premium or prestige beauty and haircare category internationally in a bid to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category, Lipman notes.\r\n\r\nThis research, as well as quantitative testing, revealed that consumers universally favored a simple, sleek and streamlined design. As a direct result, feminine lines and an upward sweeping movement characterize the Satinique cleansing bottles’ silhouette.\r\n\r\n“This energy emphasizes the cleansing product’s breakthrough ability to rejuvenate hair from the inside out while staying true to the positive transformation beautiful hair provides,” Lipman says. “The ergonomics of the feminine shape also create a comfortable feeling in hand and an easy grip in the shower or bath.”\r\n\r\nWhile competing with other products at shelf was not part of the challenge for CBX on this project, Amway agreed that the structural packaging and graphics were no less important than with a typical CPG.\r\n\r\n“Strong design helps provide reassurance that this is a good brand and that it is delivering on quality,” Lipman concludes. “It also helps convey things like usability and shower?worthiness.”\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” explains Maud Pansing, VP Global Beauty. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”\r\n\r\n1. The brand moved away from its previous stouter structures in favor of slimmer, streamlined packaging. Research and testing proved consumers were partial to a simple, sleek design that feels comfortable in hand.\r\n2. The “q” in Satinique mimics the rejuvenating drop’s shape that sits with the brand mark.\r\n3. Rich jewel tones and metallic touches grace the new bottles and coordinate the cleansers and conditioners. The new color palette gives the products a fresh, revitalized look.\r\n\r\nRead the full article here.', 'Good Grooming: Haircare Line Debuts Polished New Look', '', 'publish', 'open', 'open', '', 'good-grooming-haircare-line-debuts-polished-new-look', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/good-grooming-haircare-line-debuts-polished-new-look', 0, 'thinking', '', 0), (2029, 0, '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 'BP1012_PlasticSurgery_Img1_I', '', 'inherit', 'open', 'closed', '', 'bp1012_plasticsurgery_img1_i', '', '', '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 1652, 'http://cbx.cappendev.com/app/uploads/2018/09/BP1012_PlasticSurgery_Img1_I.jpg', 0, 'attachment', 'image/jpeg', 0), (2030, 4, '2014-10-29 22:10:45', '2014-10-29 22:10:45', 'By Todd Maute\r\nCommitment can be a sticking point when it comes to retailers and their private label brands. After all, making a serious commitment usually requires a willingness to sacrifice and take risks—and that can be scary.\r\n\r\nTrue commitment also needs to be multidimensional. In retail, this involves fully supporting the brand, not just at shelf, but also within the broader context of the store and through the full gamut of available advertising, marketing and branding channels. Yes, the shelf is (and will continue to be) extremely important. But if merchandise amounts to, say, 80 percent of what consumers see in the store, what about the other 20 percent of that multi-sensorial customer experience? If a retailer has a clearly tepid commitment to their private label, it is hard for consumers to be passionate about the products. What has the retailer done with its signage, décor, graphics, color schemes or even olfactory environment to reinforce its private label brands? How many touch points inside or outside the store offer cues that reinforce the carefully selected attributes of that private label line?\r\n\r\nWhen retailers do take the plunge and fully commit their resources to a portfolio of private label brands, they are often surprised by the way this “multiplier effect” yields a host of benefits. From a branding standpoint, they often discover that it is much easier to tell a consistent story if you commit to presenting your private label narrative in the store, in your circulars, online and at shelf. They also find that “owning” particular categories can become quite doable—and profitable—whenever you fully commit. To be sure, this is easier for private label–dominant retailers like Trader Joe’s, ALDI or Body Shop, all of which see their stores as blank canvases for their private label merchandising and branding strategies. Unlike typical mass-market grocers—where private label accounts for just 10 percent or so of the 40,000 SKUs—these chains are never forced to make tough choices about whether to commit square footage to a national brand in exchange for cash.\r\n\r\nNonetheless, plenty of retailers have managed to make strong commitments to private label even as they carry lots of national brands. The Home Depot, for one, puts heavy emphasis on the Behr portfolio, its exclusive private label paint partner, while also selling a whole host of name brand options. The Home Depot supports Behr by spending money on sumptuous, visually engaging advertisements that, in in turn drives traffic to the store. Stroll into the paint department at The Home Depot, and it is clear that Behr owns the category. This took commitment. National brands would pay good money for the perks now enjoyed by Behr, but The Home Depot continues to be faithful to its private label partner. There is even a mobile app geared toward fans of Behr paints. Along the same lines, Ace Hardware was committed enough to its Clark & Kensington paint brand that it redesigned certain stores to better show off the line.\r\n\r\nThese approaches are about investing in product innovation and understanding the broader context in which the private label brand lives, not just the appearance at shelf. To that end, it is important to think about how people actually shop the store. The centrality of the paint department at The Home Depot is no accident—it is meant to be a visual showpiece with bright colors and an interactive paint-mixing counter.\r\n\r\nEven smaller gifts to the brand can yield dividends. That could mean putting more thought and creativity into end cap presentations (glance at the end caps at Trader Joe’s and you might just see some of the same products featured in the chain’s latest Fearless Flyer) or making sure your product demonstrations are a rich, brand-reinforcing experience (Costco’s Kirkland Signature line is a case in point).\r\n\r\nBut these connections can be subtle, too. If a national grocery chain were to launch a new line of natural products geared toward Baby Boomers, it could certainly take a traditional approach by mailing out coupons. A more subtle alternative, however, would be to produce a health-oriented magazine that happens to reinforce the brand attributes of that line, perhaps with no more than a tasteful mention or two of the new products. This would be a long-term strategy—again, a reflection of commitment to concept.\r\n\r\nThe point is to think in terms of touch points, which extend from the circular at the kitchen table, to the in-store experience, to the point of purchase, and even to the sight of the store in the rearview mirror. At Fairway Markets, the multiplicity of experiences creates positive private label brand associations almost through sheer osmosis. Fairway takes pride in carrying or importing new and delicious foods. It bills itself as “the only market to roast hand-selected coffee beans of the highest quality on premises” and boasts of “a selection that all other grocery stores are absolutely envious of.” Hyperbolic? Maybe. But there is theater in this, too. The unspoken message is that, if you find a product in Fairway, it is likely to be worthwhile. This gives Fairway’s private label brands a head start when it comes to winning credibility with consumers.\r\n\r\nSo retailers, you need to think about the importance of commitment and avoid being myopic and overly focused on the package at shelf. Context counts. Don’t be afraid to take the plunge.\r\n\r\nRead the full article here.', 'Take the Plunge: Fully Commit to Private Brands and Reap the Benefits', '', 'publish', 'open', 'open', '', 'take-the-plunge-fully-commit-to-private-brands-and-reap-the-benefits', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/take-the-plunge-fully-commit-to-private-brands-and-reap-the-benefits', 0, 'thinking', '', 0), (2031, 0, '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 'ADFLOW-Digital-Signage-rolls-out-across-600-Wawa-stores-_2', '', 'inherit', 'open', 'closed', '', 'adflow-digital-signage-rolls-out-across-600-wawa-stores-_2', '', '', '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 1653, 'http://cbx.cappendev.com/app/uploads/2018/09/ADFLOW-Digital-Signage-rolls-out-across-600-Wawa-stores-_2.jpg', 0, 'attachment', 'image/jpeg', 0), (2032, 4, '2014-11-17 20:03:52', '2014-11-17 20:03:52', 'A handful of kids got a taste of retail branding in the recent creation of the ultimate lemonade stand at a busy Manhattan plaza, thanks to two A.R.E. members based in the area. Brand agency CBX worked with a team of 9- to 12-year-olds for two months to develop the concept, while Big Apple Visual Group manufactured and built the stand. The project was organized by 826NYC, an organization fostering creative writing skills in under-resourced students.\r\n“Having the students plan with the professionals at CBX, execute, and then interact with the general public … will have a profound effect on these young people,” said 826NYC Founder Dave Eggers.\r\n\r\nThe students worked side-by-side with the CBX creative team on the business name and design of the logo, stand, signage, product packaging, and uniforms. The 10-ft.-by-20-ft. stand resembled “a tropical oasis hidden in the heart of New York City’s steamy concrete jungle,” replete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and “Welcome to Paradise” signage.\r\n\r\nCBX sought “to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,” said Gregg S. Lipman, managing partner of CBX. “We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life.”\r\n\r\n“Sweet ’n Sour Chillville” was open for eight hours at Broadway and 23rd Street on a warm August day. Staffed with 11 students, it sold 3,000 bottles of Lemon826 Sweet ’n Sour Lemon Twist, raising nearly $3,000 for the Brooklyn-based nonprofit. A video and signage about 826NYC helped students discuss their experiences as part of the group’s after-school programs with the public.\r\n\r\n“The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,” said Joshua Mandelbaum, executive director of 826NYC.\r\n\r\nCBX provides pro bono branding services to the organization, and Lipman said the agency plans to continue working with the group. “I’m proud that CBX was able to make a difference in these kids’ lives. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place,” Lipman said.\r\n\r\nRead the full article here.', 'Pint-size Retail', '', 'publish', 'open', 'open', '', 'pint-size-retail', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/pint-size-retail', 0, 'thinking', '', 0), (2033, 0, '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 'PHILADELPHIA-CREAM-CHEESE-large570', '', 'inherit', 'open', 'closed', '', 'philadelphia-cream-cheese-large570', '', '', '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 1654, 'http://cbx.cappendev.com/app/uploads/2018/09/PHILADELPHIA-CREAM-CHEESE-large570.jpg', 0, 'attachment', 'image/jpeg', 0), (2034, 4, '2014-11-14 15:30:32', '2014-11-14 15:30:32', 'Senior executives at Golub Corp. have said the Price Chopper name no longer reflects the chain\'s broad range of products and services. Instead, it conveys the image of a no-frills or deep-discount supermarket, especially in areas beyond the Albany region where the brand is not as well-known.\r\nTwo national retail branding consultants who had no role in Price Chopper\'s decision to change its name to \'Market 32 by Price Chopper\' both question the reference to \'32,\' but one was more critical than the other about the supermarket chain\'s new title.\r\n\r\n\"The name they chose boggles my mind,\" said Laura Ries, co-owner of Ries & Ries in Georgia, a consulting firm whose recent clients include Ford, Doritos and Samsung. \"They have not completely dropped \'Price Chopper.\' They\'ve made it longer and more confusing. They\'ve added terms that people aren\'t going to really completely understand.\"\r\n\r\nShe added: \"It\'s easier to remember Price Chopper than it is Market 32. I think they\'re going in the wrong direction. In fact, it\'s a weaker name. Price Chopper is a stronger name, it\'s just not the position they want to own.\"\r\n\r\nRies has never been to a Price Chopper, nor had she heard of the brand prior to being contacted by the Albany Business Review. She said the Market 32 name doesn\'t communicate a specific identity or what the chain provides to customers.\r\n\r\n\"In the supermarket business, you\'ve got Whole Foods at the high end, Walmart at the low end, and everyone else fighting in that mushy middle. You have to really think hard, and, we say, narrow the focus to build a brand and then pick a name that\'s unique and memorable.\"\r\n\r\nAnother retail consultant, Joseph Bona, said the \'32\' -- which references 1932, the year the company was founded by brothers Ben and Bill Golub -- \"seems a little esoteric.\"\r\n\r\n\"Do people even know or care that\'s when the brothers started the company?\" said Bona, regional division president at CBX, a New York City firm that has done work for Dr. Scholl\'s, Snapple, Wrangler and others.\r\n\r\nBona, however, wasn\'t dismissive of the new name, saying the consultants who worked with the supermarket chain on the rebranding \"did their homework and based it on some foundational knowledge of the existing base.\"\r\n\r\nMona Golub, spokeswoman of The Golub Corp. in Schenectady, New York, owner of Price Chopper, issued this statement when asked to respond to criticisms from branding consultants:\r\n\r\n\"How can a consultant from outside of the area, who hasn\'t visited our stores, doesn\'t know our current brand architecture, essence, voice, and personality, and didn\'t receive information about the extensive modernization plan that prompted the name change, possibly render an opinion about it?\"\r\n\r\nSenior executives at Golub Corp. have said the Price Chopper name no longer reflects the chain\'s broad range of products and services. Instead, it conveys the image of a no-frills or deep-discount supermarket, especially in areas beyond the Albany region where the brand is not as well-known.\r\n\r\nThe new name is part of a $300 million-plus strategy that will include renovations and upgrade s to half of the 135 stores over the next five years. The remaining stores will also be converted, a process that could take eight to nine years, officials have said.\r\n\r\nThere have been plenty of opinions voiced about the rebranding since it was announced earlier this week, something that company officials fully expected after more than 40 years of using the Price Chopper name. Jerry Golub, president and CEO, is hosting a live Facebook chat today to answer questions and further explain the changes.\r\n\r\nMona Golub declined a request to speak directly with the consultants who worked on the rebranding. The firm, Watt, has offices in Toronto and China and has done brand development for large supermarket chains Safeway and A&P and many other companies including Home Depot and Hallmark.\r\n\r\nGolub officials have said they worked for about two years on the rebranding, a process that included extensive customer research and consideration of numerous names before settling on Market 32 by Price Chopper. The \'by Price Chopper\' will be dropped after officials believe customers have become accustomed to the new name.\r\n\r\n\"The 100,000-plus customers whose insight guided our process are thrilled that we\'re investing in improving their stores and creating a more modern shopping experience,\" Mona Golub said. \"And many more have expressed their enthusiasm since we made the announcement. We\'re gratified by the passion our customers feel about our current brand and confident that when they see the transformation and experience Market 32, the name will define itself.\"\r\n\r\nRead the full article here.', 'National branding experts question Price Chopper\'s new name', '', 'publish', 'open', 'open', '', 'national-branding-experts-question-price-choppers-new-name', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/national-branding-experts-question-price-choppers-new-name', 0, 'thinking', '', 0), (2035, 0, '2018-09-27 16:53:05', '2018-09-27 16:53:05', '', '4390389419_10c0e00250_z', '', 'inherit', 'open', 'closed', '', '4390389419_10c0e00250_z', '', '', '2018-09-27 16:53:05', '2018-09-27 16:53:05', '', 1655, 'http://cbx.cappendev.com/app/uploads/2018/09/4390389419_10c0e00250_z.jpg', 0, 'attachment', 'image/jpeg', 0), (2036, 4, '2014-11-25 18:21:55', '2014-11-25 18:21:55', 'By David Weinberger\r\nAs consumer expectations continue to evolve, brick and mortar retailers are elevating experience. Clearly. They are not only fighting for your attention and your dollars. They’re also fighting for your stomach.\r\n\r\nRetailers understand that they have to offer more than just goods and services in order to thrive. Consumers are perfectly comfortable skipping trips to the store, and ordering online has become common behavior. To combat this, some retailers are adding entertainment value as a means to draw consumers in. Increasingly, however, retailers are adding some form of strategic foodservice in order to attract and retain customers and keep them satisfied. What’s that old saying about a way to a man’s heart?\r\n\r\nThere are three reasons to add foodservice to a store:\r\n\r\n1. To increase foot traffic\r\n\r\nSeems obvious, but foodservice can give customers a reason to walk in, and a reason to stay longer. Barnes & Noble Cafes featuring Starbucks beverages are a great example. Teaming with a branded partner can make a lot of sense and give people a reason to come to you. With coffee in hand, customers are more likely to browse the store and make a purchase.\r\n\r\n2. To create incremental revenue\r\n\r\nCreating this new source of revenue is possible if you are really in tune with your customers and understand their shopping habits. Equinox fitness clubs recognized that after a workout, many gym-goers immediately grab lunch or a smoothie. Instead of sending them on their way to find nourishment off the premises, Equinox leases space to operators who deliver healthy, high-protein options right in the club. They’ve made a conscious decision to not take on the job in-house. They are sticking with what they know — fitness — and making money from the third party. Whether being led by an in-house team or a third-party vendor, it’s the consumer who benefits.\r\n\r\n3. To extend visit time\r\n\r\nThis means keeping customers in the store longer and spending more money, which can be done in several ways. You could argue that the Barnes & Noble Cafe does this during quick shopping sprees, but let’s also look at longer trips. Large department stores such as Nordstrom and Selfridges are adding integrated dining experiences to offer opportunities to break up the shopping day and keep people on-site rather than go out for lunch (and potentially not come back). Extending in-store time can also come from offering a diversion to family members of your customers. Retailers like Pep Boys have recently added lounges to their new stores. And Bob’s Discount Furniture has a complementary cafe with coffee, ice cream, cookies and candy. In this case, parents have more time to browse for living room sets while Bob’s is keeping the kids from jumping on the couches.\r\n\r\nBefore taking on any foodservice offer, you must also realize that ancillary issues will arise, and there are elements of the new offer that you must be aware of. You now have new electrical and refrigeration needs, health and safety issues. Spoilage and sanitation. Layout. Operations. Ventilation. Look at your bathrooms — consumers won’t trust you for anything food related if you don’t have clean bathrooms. Operationally, do you think you can handle it? Just keep in mind — there is risk here.\r\n\r\nSo should every retailer clear out a few hundred square feet of merchandise and set up a restaurant? You better understand your customer first. Knowing exactly who they are through a customer segmentation study is key. Understanding what they are looking for and what they are open to is also vital. It may take some research and help to really understand what customers are doing immediately before and after they walk into your store. However this type of research can help determine whether foodservice will be a success or failure.\r\n\r\nIf all of your ducks are in order, try a pilot location and see how it goes. Are your employees able to handle it? Are consumers responding? Be honest with yourself and don’t bite off more than you can chew. If you can’t get drip coffee right, don’t bother with shrimp scampi.\r\n\r\nRead the full article here.', '3 Reasons to add Foodservice to a Store, and How to Make it a Success', '', 'publish', 'open', 'open', '', '3-reasons-to-add-foodservice-to-a-store-and-how-to-make-it-a-success', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/3-reasons-to-add-foodservice-to-a-store-and-how-to-make-it-a-success', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2037, 4, '2014-11-25 20:30:27', '2014-11-25 20:30:27', 'By Gregg S. Lipman\r\nThe running joke in the retail world is that the battle to entice shoppers with heavy discounts starts earlier each year. It\'s no longer a matter of deep discounting on Black Friday, or even Hurry-Up-and-Finish-Your-Turkey-So-We-Can-Start-Shopping Thursday. In fact, a recent Google survey finds that half of all shoppers start scouting for deals before Thanksgiving -- 26 percent of them even start before Halloween. Retailers are more and more extending Black Friday-like discounts through at least the entire month of November.\r\n\r\nWho doesn\'t love a deal? David Ogilvy wasn\'t a big fan, or at least he wasn\'t very keen on brands partaking in them. \"Any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand,\" the late advertising legend said at a New York City luncheon in 1986.\r\n\r\nBut here we are, already into the holiday season, a time of family gatherings, peppermint lattes and deliriously deep discounting. But beware marketers: From a brand equity perspective the implications of \"discount creep\" on brands should not be overlooked. Discounting will give retailers a short-term advantage over competitors, but it can come with perhaps unforeseen consequences.\r\n\r\nTruth: Leading with low prices cheapens your brand. Sure, people will rush out to buy your product, prompting a spike in sales. But at the same time, customers will be so focused on price they will lose sight of the intrinsic value in paying full retail price.\r\n\r\nThe biggest risk to relying on discounts to drive sales is that it becomes the definitive narrative in your brand story. \"On sale\": Are those the words you want instantly popping in heads when consumers think about your product? Maybe they\'ll think, \"I\'ll wait to buy, it\'ll be on sale again in two weeks\", or they\'ll wait for that time of year when your category is in discount land. And how \'bout everyone\'s favorite: \"BOGO\"?! As Entrepreneur\'s Dan Kennedy and Jason Marrs explain in the The Dark Side of Discounts: \"When you offer a discount, you are taking the focus from the value you provide and placing it squarely on your price. There is no way to escape that.\" And even after the sale ends, the customer will continue to evaluate your product in terms of price instead of centering his attention on a more enticing benefit.\r\n\r\nWhen selling on price, you\'re not selling on a product\'s unique attributes. Worse still, you\'re not selling on emotional benefit. The more scientists understand about human behavior, the more they understand that basic motivational forces, based on primal desires and fears, determine our actions. What makes branding a powerful tool is the way it uses the psychology of images, words, colors, fonts and patterns to fill a product with value that transcends rational calculations. Does the product add experience, create a memory, spark a wonderful feeling, enhance a moment, inspire personal growth? Does it foster feelings of belonging, worth and well-being? Engaging in a discount-focused strategy neglects the power of brand and is likely destined to fail over time.\r\n\r\nAs discounting has become more prevalent, many have forgotten that making a sale should not be about discounts and concessions that devalue your brand. Instead, it is a challenge to create more demand within your target audience to inspire purchase at the posted price. Ogilvy was a master at creating an insatiable demand for his client\'s products, making everything he sold a must-have, from Hathaway shirts to Rolls Royce.\r\n\r\nWhat consumers demand from brand is not unlike what they expect from a good friend -- to show empathy and kinship, to engage on a deeply personal level. A good friend plays an active role in your life. A good friend is fascinated by what you have to say, makes your moments better, your experiences more interesting and helps gear your creativity into overdrive. The guy who does none of these things but offers to pay for your beer -- that\'s an acquaintance. And at some point when the tides change you\'ll think, \"Hey, wasn\'t that the guy who used to buy me beers but now doesn\'t (a la JC Penney circa 2012)? Screw that guy!\"\r\n\r\nGranted, luxury brands (real or perceived) have a better shot at defending their price position. Let\'s give credit to a brand like Perrier, the French mineral water. The now iconic green teardrop-shaped bottle, the chic logo, their 24-year-old status as the \"official bubble\" of the French Open -- has all reinforced the brand\'s personality: Elegant, glamorous and oh so French.\r\n\r\nLike many brands, Perrier is looking to expand its consumer set. Perrier could of course entice new natural mineral water sippers through discounting. Perhaps a social media campaign that offers a taste of the elegant life through a buy two get one free deal. Now they could try addressing a new audience by putting on an ultra hip façade. Such a move would not jibe with Perrier\'s identity as a stalwart of class, unapologetically cool and timeless, and would come off like Charlie Rose eating tacos with Justin Bieber on the street in Brooklyn. Discounting and tactical pandering result in brand dilution, and losing your brand\'s identity is one-way ticket to irrelevancy.\r\n\r\nSo what does a brand like Perrier do? They go deep in their ethos and find fresh ways to elevate the brand and keep it relevant. Recently, Perrier teamed up with contemporary artists on limited-edition series of Perrier bottles, including Agnès B, Sophia Wood, Paul & Joe and burlesque beauty Dita Von Teese. The stylish designs add to the Perrier narrative, with just the right amount of sex appeal and chic glamour without losing any of the sophistication. \"The newsprint pattern of the Paparazzi décor beautifully reveal Dita\'s vintage sensuality and underline the legendary pleasure experienced with each sip of Perrier,\" the water giant said in a press release. Newsprint pattern, paparazzi décor, right brain emotions -- and right on brand.\r\n\r\nIn addition to the limited-edition bottles, brand initiatives such as Societe Perrier, a series of high-end lifestyle sites devoted to \"what\'s hot around the world\" in nightlife and culture, reinforce the core identity of elegance while providing an added value -- being a fashionable, sexy and in-the-know friend. By focusing on elevating their brand through smart packaging, positive associations and high impact content, Perrier has experienced a resurgence, selling one billion units in 2013 in over 140 countries.\r\n\r\nIn a world where a CEO\'s life expectancy averages well under five years and brand marketers are measured by short-term financial results, the seductiveness of selling out to sell more is hard to resist. For a long-term strategy, consider striving for the things that create brand value. Otherwise it becomes a race to zero. And that\'s no way to spend the holidays.\r\n\r\nRead the full article here.', 'The Race to Zero: Time to Rethink \'Discount\' Mentality', '', 'publish', 'open', 'open', '', 'the-race-to-zero-time-to-rethink-discount-mentality', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-race-to-zero-time-to-rethink-discount-mentality', 0, 'thinking', '', 0), (2038, 0, '2018-09-27 16:53:06', '2018-09-27 16:53:06', '', 'ND091012_storeinterior', '', 'inherit', 'open', 'closed', '', 'nd091012_storeinterior', '', '', '2018-09-27 16:53:06', '2018-09-27 16:53:06', '', 1656, 'http://cbx.cappendev.com/app/uploads/2018/09/ND091012_storeinterior.jpg', 0, 'attachment', 'image/jpeg', 0), (2039, 4, '2014-12-01 16:10:20', '2014-12-01 16:10:20', 'By Satoru Wakeshima\r\nWe\'ve all seen the movie: ugly duckling struggles to fit in, until one day she takes off her glasses, gets a makeover and presto, she\'s transformed into the beautiful swan she was always meant to be. She’s turning heads as she walks down the hallway, and now the cool kid is asking her to the prom (cue music).\r\n

    BRANDS DON\'T HAVE PROMS\r\nBut like the ugly duckling, many brands could use a transformation. Far too many brands are neglected and left to languish in a perpetual state of blah. Or even worse: their managers continue to invest time, budget and resources in a message that\'s taking them down the wrong path.  Before a brand can arrive at the makeover moment, they must overcome a few common pitfalls that lead to being neglected.

    \r\n\"BrandOH, HOW YOU\'VE CHANGED\r\nMost brands started with something unique that made them relevant: a product, a successful advertising campaign, or even a catchy jingle. But that uniqueness has a finite lifespan - brands lose relevancy over time because of changes in market dynamics, human behavior and culture. As the world changes, so must brands.\r\n\r\nOnce upon a time, Twinkies were packed in lunch boxes across America and moms had no qualms about giving their kids these fat-laden, sugary treat with enough preservatives to remain “fresh” indefinitely. Over decades, eating habits and the acceptability of such products changed, and Twinkies didn’t just become irrelevant, they became taboo. “Twinkies” have become synonymous with \"bad for you\". When the public found out about the potential death of the Twinkie, the outcry wasn\'t about the product; what they feared losing was the brand.\r\n\r\n\"BrandCONSUMERS NEED A REASON TO ENGAGE WITH YOUR BRAND.\r\nIn the visual equity research we do, an astounding number of consumers have difficulty discerning between the current and past expressions of the brand.  If they haven\'t engaged with the brand in a meaningful way recently, they default to their own memories. Whether that memory is relevant…or not.\r\n\r\nThe world is flat… and so is your category. In some instances, people have changed, but the category norms have become so established by category leaders that there’s little room for change – so all the brands say the same things in similar ways.  In these situations, the brands that break the molds, succeed. They defy category norms and let go of their \"equities\" to create a new future.\r\n\r\n\"BrandMONEY MAKES THE WORLD GO \'ROUND\r\nIn every organization with multiple brands, there are \"A list\" brands that get all the attention and marketing budgets, and then there are the \"B list\" brands that… well, don’t. That just means the brands with smaller budgets need to work all that much harder to get noticed. But the brands that have smaller marketing budgets are usually the ones who don\'t change much.  The logic is \"if we can\'t support the change, we should stay close to what we currently have\". And that can work for a brand that\'s doing well - for now. But stay the same course too long and people will simply stop noticing you.\r\n\r\n\"BrandWHAT HAVE YOU GOT TO LOSE?\r\nMaybe everything. Being radical could save your brand, and turning around steadily declining sales require radical thinking. Even if a brand\'s equity once held great value, consumers want brands to have a distinct voice that speaks to them right now - a brand\'s equities aren\'t precious to them if they aren\'t even relevant.\r\nSo herein lies the conundrum: Undergo a radical brand change and you risk losing your current core customers. Change too little and you risk becoming irrelevant.\r\n\r\n\"BrandCHANGE HAPPENS FAST\r\nConsumer acceptance for change is greater now, more than ever, simply because the rate at which we are exposed to new things, including brands, has grown exponentially. Yes, people will continue to want their favorite brands to remain true to the image they know and love. But marketers of brands that aren\'t category leaders should be more willing to take risks and make bolder changes if for no other reason than to get noticed in a growing world of brands consumers encounter every day. In most instances, the opportunities outweigh the risks.\r\n\r\nSo, if you find yourself managing a brand that’s struggling to hold onto it\'s faded glory, consider the following: I encourage you to take the risk and enact radical change. Get new clothes, throw away your glasses for contact lenses and transform into a beautiful swan - because the truth is you\'ve had it within you all along.\r\n\r\nRead the full article here.', 'Brand Transformation: What Have You Got to Lose?', '', 'publish', 'open', 'open', '', 'brand-transformation-what-have-you-got-to-lose', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-transformation-what-have-you-got-to-lose', 0, 'thinking', '', 0), (2040, 4, '2014-12-03 16:06:13', '2014-12-03 16:06:13', 'Despite the Mounting Pressure to Discount in Order to Make a Sale, Marketers Must Beware of Cheapening Their Brand Permanently in The eyes of the Consumer, CBX Executive Writes\r\nAlthough deep discounting can give retailers a short-term edge over their rivals, from a brand equity standpoint, relying solely on lower prices can have unforeseen consequences, writes Gregg Lipman, Managing Partner at brand agency and retail design consultancy CBX, in a guest commentary that appeared November 25 in the Business section of the Huffington Post.\r\n\r\nIn the column, titled, \"The Race to Zero: Time to Rethink \'Discount\' Mentality,\" Lipman contends that allowing a brand to become subject to \"discount creep\" will ultimately cheapen it by training customers to focus exclusively on price rather than the brand\'s intrinsic value. \"The biggest risk to relying on discounts to drive sales is that it becomes the definitive narrative in your brand story,\" warns the veteran brand marketer. \"When selling on price, you\'re not selling on a product\'s unique attributes. Worse still, you\'re not selling on emotional benefit.\"\r\n\r\nLipman points out that the power of branding resides in the way it uses the psychology of images, words, colors, patterns and fonts to create a value that transcends rational calculations. \"Does the product add experience, create a memory, spark a wonderful feeling, enhance a moment, inspire personal growth?\" he asks. \"Engaging in a discount-focused strategy neglects the power of brand and is likely destined to fail over time.\"\r\n\r\nIn a retail environment increasingly characterized by competition on price alone, it is easy to forget that a sales strategy should not rely exclusively on discounts and concessions that ultimately devalue a brand. Rather, Lipman argues, the challenge is to create more demand for the product. The executive evokes the message of legendary advertising exec David Ogilvy, who declared in 1986: \"any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand.\"\r\n\r\nAnd in fact, Lipman goes on, consumers look for more from brands than just a bargain. He likens the relationship of consumer and brand to friendship, describing it as engagement on a deep, personal level. Like a good friend, a brand can play an active role in one\'s life.\r\n\r\nLipman concedes that luxury brands have an easier path in defending and justifying their price position. He points to a campaign by natural mineral water brand Perrier to refresh its identity and attract new customers -- without resorting to discounts or adopting a new, ultra hip image. Under the campaign, the company teamed up with contemporary artists on limited-edition series of Perrier bottles. \"By focusing on elevating their brand through smart packaging, positive associations and high impact content, Perrier has experienced a resurgence, selling 1 billion units in 2013 in over 140 countries,\" he notes.\r\n\r\nThat kind of approach is not, however, restricted to high-end brands. And despite the pressure on them to produce impressive short-term financial results, Lipman urges brand marketers to resist selling out. \"For a long-term strategy, consider striving for the things that create brand value,\" he concludes, \"Otherwise it becomes a race to zero.\"\r\n\r\nThe full article is available here.', 'Focusing on Discounting Can Dilute Brand Equity, Warns Lipman', '', 'publish', 'open', 'open', '', 'focusing-on-discounting-can-dilute-brand-equity-warns-lipman', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/focusing-on-discounting-can-dilute-brand-equity-warns-lipman', 0, 'thinking', '', 0), (2041, 1, '2014-12-08 20:20:26', '2014-12-08 20:20:26', 'As the Baby Boomer population grows, brands relevant to their demographic use youthful packaging that highlights health and wellness, without emphasizing age.\r\nIn early September, Apple introduced the highly anticipated Apple Watch. Naturally, the world was buzzing with the news, but what exactly is the defining difference? The Apple Watch helps consumers manage their health, which is of particular interest to aging populations like Baby Boomers. Even disruptive brands like Apple are seeing value in expanding their target audience to include Baby Boomers, in addition to Millennials. With its youthful ad campaigns and cutting-edge products, Apple doesn’t feel like a Boomer-centric brand, but it does make consumers of all ages feel cool and intentionally included in their tribe.\r\n\r\nIt is estimated that from 2010 to 2050, those aged 65 and older in developed regions will grow from 197 million people to 337 million people. And with people living longer, older generations are trying to hold on to their youth and vitality longer than ever before. How many times have you heard a 60-year-old say, “I feel like I’m 35”? It’s no surprise then that this generation is concerned with things like maintaining their appearance—hence the success of brands like “Not Your Daughter’s Jeans,” which applies youthful styles to older body types, and Eyebobs, a line of fashion-forward reading glasses that offers products called Peckerhead, Geek Girl, and Style Guy with designs reminiscent of Warby Parker.\r\n\r\nThis is proof that Baby Boomers are trying to stay on top of trends even as they enter their so-called “twilight years” (a phrase, by the way, that you’re unlikely to hear uttered by a Baby Boomer). This consumer segment is looking for brands that will help them take care of themselves and better their lives, without constantly reminding them that they aren’t actually as young as they think they are.\r\n\r\nPackaging is a strategic tool that brands can use to connect with this audience. After all, this demographic still likes to touch actual products (as opposed to younger generations, who are more comfortable with online shopping), and the right visuals and copy can nab these consumers right there in the aisle. Whether a brand is trying to appear more youthful, reinventing a product commonly associated with aging, or subtly conveying that they just happen to tackle the issues that are relevant to this age group, there are a variety of ways to go about reaching this growing audience of older consumers.\r\n\r\nFollowing are a few strategies that are proving successful in garnering brand loyalty from this target.\r\n\r\n\"poise_hourglass_moderate1\"Be modern and relevant\r\nLet’s face it: None of us is excited by the prospect of purchasing incontinence products. But in all likelihood, we’ll have to—so why should we feel embarrassed about it? Brands like Poise are doing their part to make their packaging more appealing to Baby Boomers. The new logo feels younger and more approachable than before. The pack is sleek and fresh, and uses bright, rich, youthful colors. It fits in right next to the pantyliners targeted at Millennials. The tone of voice is straightforward and inclusive. The graphics are feminine and approachable, clearly conveying the product’s purpose without suggesting a medical problem that comes with age.\r\n\r\n\"meta_edgefade_1\"Some market leaders, such as Metamucil, benefit from their longevity, but can also feel old and tired because they have been around for so long. In an effort to seem more relevant in today’s wellness era, Metamucil recently changed its packaging to highlight “Meta,” shifting its focus from a fiber additive to whole health. Now, Metamucil’s line up includes Metabiotic Probiotic Supplements, Meta Health Bars, Meta Fiber Wafers, Meta Fiber Capsules, and Meta Fiber Singles, in addition to their original Metamucil Powder. The new packaging clearly communicates the product’s health benefits, which are important for Boomers. With its bright, sunny colors and modern “Meta” font, this redesign feels totally of-the-moment and makes fiber a cross-generational product. People are even willing to keep it out on their countertop.\r\n\r\n\"crest_2_edgefade\"Bring them along\r\nWe’ve seen examples of brands modifying their packaging structure to accommodate consumer needs. Retailer Target developed easy-open prescription bottles, which influenced a trend stretching all the way to Maxwell House coffee’s EZ open grip. But we’ve noticed some less obvious adjustments too. Without calling attention to it, Arm & Hammer has been slowly increasing the font size on their packaging to make the labels easier to read, therefore maturing with their consumers.\r\n\r\nIn addition, Crest is working on maintaining their broad-based appeal while also catering to the evolving needs of their older consumers…without making them feel old. The packaging for Crest Pro Health, a toothpaste geared toward these consumers, includes many familiar cues such as the Crest logo and blue background—so that it’s clearly still Crest—and adds a few distinctive touches to set it apart from the other blue tubes that are used by the rest of the family.\r\n

    \"1aday_edgefade\"Stage a role reversal\r\nLots of movies depict young kids fast-forwarding ahead to adulthood, à la “Big” and “13 Going on 30.” But what if you were 65 going on…5? That’s the way One A Day’s gummy vitamins, called VitaCraves, make Baby Boomers feel: Like they’re sneaking one of their grandkids’ gummy vitamins. Offered in several varieties, including Men’s, Women’s, Adult, and Immunity, the packaging features bright colors and illustrations of fruit that reflect the fun VitaCraves flavors. The gummy facet of the offering is called out in the same size font as the product name, without alluding to the fact that there’s anything childlike about them.

    \r\nBrands realize they must find ways to connect with boomers or risk missing out on huge sales opportunities. Packaging is clearly a key vehicle for doing so, whether it makes products seem less stodgy, expands a brand’s essence, or retains familiarity with a new twist. Importantly, in doing so, brands must speak to boomers in their language— realizing that they think of themselves as still being in their 40s, rather than in their 60s, living full and active lives. They must know that certain products will help them deal with some effects of aging and new conditions and maladies, but they don’t want to be made to feel feeble. After all, this is the “Woodstock generation,” and they still rock and roll!\r\n\r\nThe full article is available here.', 'Ageless and Timeless: Packaging for Boomers', '', 'publish', 'open', 'open', '', 'ageless-and-timeless-packaging-for-boomers', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/ageless-and-timeless-packaging-for-boomers', 0, 'thinking', '', 0), (2042, 4, '2014-12-11 16:18:31', '2014-12-11 16:18:31', 'New Design Gives A&P\'s Popular America\'s Choice Brand a Cohesive, Visually Consistent Identity at the ShelfCBX, the brand agency and retail design consultancy based here, has been recognized by Store Brands magazine for the new packaging design it created for The Great Atlantic & Pacific Tea Company\'s (A&P) America\'s Choice brand. A&P was named winner of the Redesigned Product Line award in the Packaging Design category as part of Store Brands\' fifth annual Innovation Awards program.\r\n\r\nAccording to CBX\'s entry, the America\'s Choice brand enjoyed a high level of recognition and trust for its quality and affordability among A&P customers, but its visual presentation was disparate and inconsistent across different product categories, causing the brand identity to be lost at shelf.\r\n\r\nThe new design developed by CBX presents the America\'s Choice name in white against a bright red banner that is featured on all products in the line. \"The new look and feel captures the innocence and cheerfulness of the America\'s Choice brand and better connects with the consumer at an emotional level,\" the magazine noted. \"The new, consistent, dependable visual architecture, meanwhile, improves shopability and brand loyalty.\"\r\n\r\nCBX Partner Todd Maute added: \"The redesign created a visually consistent brand with a unique personality that is maintained throughout the store.\"', 'CBX Packaging Redesign for A&P Honored in Store Brands Magazine\'s Annual Innovation Awards', '', 'publish', 'open', 'open', '', 'cbx-packaging-redesign-for-ap-honored-in-store-brands-magazines-annual-innovation-awards', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-packaging-redesign-for-ap-honored-in-store-brands-magazines-annual-innovation-awards', 0, 'thinking', '', 0), (2043, 4, '2014-12-11 18:11:57', '2014-12-11 18:11:57', '\"In naming this year’s Vertex Awards judging panel, we have expanded the international voice,” said Christopher Durham, founder of My Private Brand and Vice President of Private Brand, Theory House. “We have added judges from China, Canada and Japan to expand the global perspective of the judging panel.”\r\nDurham, and competition co-sponsor, Phillip Russo, Publisher, Global Retail Brands, searched out design luminaries from eight countries and tasked them with holding entrants to a higher standard for private brand design. “Every year we strive to bring together the creative dream team of packaging design. Several of last year’s winners agreed to come back this year as judges.\"\r\n\r\nClick here to see the judges for this year\'s competition.', '2014 Vertex Awards Judging Panel Announced', '', 'publish', 'open', 'open', '', '2014-vertex-awards-judging-panel-announced', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/2014-vertex-awards-judging-panel-announced', 0, 'thinking', '', 0), (2044, 0, '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 'SCOTTS_feature', '', 'inherit', 'open', 'closed', '', 'scotts_feature', '', '', '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 1657, 'http://cbx.cappendev.com/app/uploads/2018/09/SCOTTS_feature.jpg', 0, 'attachment', 'image/jpeg', 0), (2045, 4, '2018-09-27 17:42:11', '0000-00-00 00:00:00', 'Progresso introduces two varieties of chili packaged in a convenient, flexible pouch decorated with graphics designed to appeal to ‘a die-hard chili cook-off contestant.’\r\nProgresso has extended its expertise in soup to two new “homemade-quality” chili products packaged in a flexible standup pouch decorated with bold, rustic graphics. Offering unique ingredient combinations—Smokehouse Pork and Beef Chili with Beans, and Southwest Style White Chicken Chili with Beans—the line was launched in July to address consumers’ growing interest in tasty dinner options that are easy to prepare.\r\n\r\nAccording to Associate Marketing Manager for Progresso Jill Haspert, the company selected the 20-oz, two-and-a-half-serving standup pouch to improve the consumer experience as well as shelf impact. “Pouches are a convenient and user-friendly format for our consumers, while also standing out on shelf,” she says.\r\n\r\nAlthough material and supplier information for the pouch is proprietary, Haspert does say that the package construction was chosen for product protection, and ease of consumer identification and opening. “Product protection is an important responsibility of the package,” she explains. “The package design and construction help maintain the quality and the excellent taste of the chili over its [18-month] shelf life. The standup pouch format allows consumers to quickly identify the product on shelf. The material makeup of the pouch allows for consistent seal quality and allows our consumers to easily open the package without the use of tools.”\r\n\r\nThe pouch is designed with a tear notch at the top for opening and a clear bottom that allows consumers to see the quality ingredients inside. For product preparation, the consumer pours the chili into a microwave-safe bowl and heats for 5½ minutes—a significant time saver versus making chili from scratch, Progresso notes.\r\n\r\nTo convey the chili culture through its package graphics, Progresso selected brand agency CBX, which selected a hearty, inviting bowl of chili as the primary graphic. The bowl is set against a warm wood-grain table—a background that is also used for the “Chili” copy. The border and top of the pouch use the Progresso blue, with the brand logo in the top left-hand corner.\r\n\r\n“The design intent was to represent the sensory cues that one associates with the occasion of eating chili: warmth, slow cooking, the melding of spicy, hearty flavors with fresh toppings” explains Haspert.“We were inspired by thinking about and researching the type of visual language a die-hard chili cook-off contestant might be attracted to.” The pouch is rotogravure-printed in seven colors by a proprietary converter.\r\n\r\nHaspert says that since it was launched last summer, Progresso™ Chili has been well received by consumers. “It’s clear that consumers are seeking quick, simple meal ideas that taste like homemade, and Progresso Chili is a great option.” The product is available nationwide in the chili and soup aisle of major grocery chains for $4.99 per pouch.\r\n\r\n \r\n\r\nThe full article is available here.', 'Chili in a Pouch Stands Out', '', 'draft', 'open', 'open', '', 'chili-in-a-pouch-stands-out', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=2045', 0, 'thinking', '', 0), (2046, 0, '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 'Duane-Reade_UpMarket_D_Hires', '', 'inherit', 'open', 'closed', '', 'duane-reade_upmarket_d_hires', '', '', '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 1658, 'http://cbx.cappendev.com/app/uploads/2018/09/Duane-Reade_UpMarket_D_Hires.jpg', 0, 'attachment', 'image/jpeg', 0), (2047, 1, '2015-01-08 21:17:40', '2015-01-08 21:17:40', 'Have you read any 2015 retail trend forecasts lately? Let’s face it, many so-called trends for the year ahead — the need to focus on things like mobile payment, customization, foodservice, smaller formats or millennial shoppers, to name a few — are at this point just the cost of doing business.\r\nYes, technology will be a part of retailing in 2015, just as it was in 2013 or, for that matter, 2010. These days, the story is more about real estate: As pressure on sales per square foot increases and retailers hunt for smaller footprints in higher-density areas, chains are getting increasingly creative. Some are even partnering with each other to compete. Here are four trends to watch for in the months ahead:\r\n\r\nTheme Park-ifying\r\nConsumers are shopping more often and making smaller trips. Because of this, retailers are not just shifting to smaller formats; they are also taking increased note of how people shop and why their habits are changing. Given the glut of empty big boxes in otherwise-healthy strip malls and shopping centers across the country, large-format seekers should look to New York and Chicago’s Eataly for inspiration. Sometimes likened to a grocery store with tasting rooms, the Italian food and wine emporium offers a compelling mix of retail, restaurants, food and beverage stations, a bakery and cooking schools, all under one roof. Such themed and curated shopping experiences are precisely the types of brick-and-mortar concepts that can inspire people to close their MacBook Pros, get off the couch and drive to the mall.\r\n\r\nIn the year ahead, don’t be surprised to see retailers put their own spins on creative curation and theming. The likes of Babies “R” Us, for example, could take over a large-footprint and create an experience built around a theme such as “motherhood,” with a Babies “R” Us, a Starbucks, a Lululemon, a Massage Envy and a wine shop with open eating areas—all inside a vacant big-box store.\r\n\r\nCorner Grabbing\r\nHuge shifts that are underway in the rapidly consolidating gas and convenience industry, where big players are snapping up street corners to create land banks that give them the freedom to either develop the properties or keep them out of competitors’ hands. But as good street corners get scarce, this strategy will have to adjust.\r\n\r\nDrug stores have long had great dirt, but that business is booming, riding the wave of increased prescriptions and convenience items. Banks, by contrast, are ubiquitous and have set up shop over the last 50 years on some of the best corners out there. And yet consumers have fewer and fewer reasons to go to a branch. In 2015, as the major convenience players jockey for position, look for c-store companies such as Couche-Tard, 7-Eleven or CST brands to make big real estate deals with banks as they seek to seize such coveted real estate.\r\n\r\nRebooting\r\nIt\'s hard to stay relevant today. Traditional brick and mortar stores have a more difficult time keeping up to date. Instead of slowly dying, look for some retailers to shut down, get out of their real estate commitments and reboot. Six months ago, Authentic Brands Group announced it was shutting down all Juicy Couture locations, with a re-launch of the brand planned for 2015. Store-in-store deals are part of the proposal as well. Is this strategy high-risk? Sure. But it is potentially high reward as well. Indeed, a variety of retailers are likely to embrace similar approaches in the year ahead. My money is on Abercrombie & Fitch and American Eagle Outfitters being next. However, rebooting won’t be confined to apparel retail: After shutting down more than eight months ago, specialty bookstore Rizzoli has a New York flagship opening in the spring.\r\n\r\nSide Selling\r\nRetail is all around us. You used to have to seek it out by going to the store or the mall. Now, retail drives down the street and also has set up shop in your phone. Look for this to ramp up even more. Retail is currently popping up in parks and other public spaces. We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers. More businesses, too, will open up their extra space for retail. Eventually, gyms that don’t have a vitamin shop, apparel store and juice bar will be seen as a thing of the past. In 2015, we could even see walls of merchandise from Walgreens or Rite Aid in high-traffic doctor\'s offices.\r\n\r\nI firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015. Channel lines will continue to blur as retailers invite, not only more consumer brands and tech vendors, but also other retailers into their stores. It should be an exciting year.\r\n\r\nThe full article is available here.\r\n\r\nAs seen in:\r\nNACS Online', 'Four 2015 Retail Trends You Haven’t Already Heard About', '', 'publish', 'open', 'open', '', 'four-2015-retail-trends-you-havent-already-heard-about', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/four-2015-retail-trends-you-havent-already-heard-about', 0, 'thinking', '', 0), (2048, 4, '2015-01-12 17:45:30', '2015-01-12 17:45:30', 'Firm Wins Six Awards for Packaging, Environmental Graphics, Displays and Logos in Graphic Design USA\'s American Graphic Design Awards 2014\r\nCBX, the brand agency and retail design consultancy, was a big winner in the American Graphic Design Awards 2014, a 50-year-old national design competition conducted by the editors of Graphic Design USA.\r\n\r\nThe firm won a total of six awards in the contest for environmental graphics, packaging and other touch points created on behalf of a wide range of clients.\r\n\r\nIn the category of P-O-P, sign design, displays and environmental graphics, CBX won awards for the \'Super J\' P-O-P display it developed for ASICS footwear and for the environmental graphics it created for RadioShack\'s new Sundance, Texas store. The environmental graphics were part of the striking prototype designs CBX developed for the chain\'s new and remodeled stores.\r\n\r\nThe editors also recognized CBX for its packaging designs for Scotts Miracle-Gro\'s new Nature\'s Care product line as well as for the new line of LIQS pre-made cocktail shots.\r\n\r\nFinally, in the logo design category, CBX earned recognition for its work on behalf of Gamco Investors, a diversified global financial services company, and ReefGen, which sells premium ornamentals for aquariums.\r\n\r\nViewable online at gdusa.com, the Getty Images-sponsored contest honors outstanding new work of all kinds, including print, packaging, point-of-purchase, Internet, interactive and motion graphics. Entrants include advertising agencies, graphic design firms, publishing departments and others from across the country.\r\n\r\n\"As a firm of dedicated creatives who live and breathe our profession, we\'re extremely proud to receive this recognition,\" said Rick Barrack, Chief Creative Officer and co-founder of CBX.\r\n\r\nSee more here.\r\n\r\nAs seen in:\r\nBrandPackaging\r\nTopix\r\nVMSD', 'National Design Contest Honors CBX for Creativity, Innovation', '', 'publish', 'open', 'open', '', 'national-design-contest-honors-cbx-for-creativity-innovation', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/national-design-contest-honors-cbx-for-creativity-innovation', 0, 'thinking', '', 0), (2049, 0, '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', 'drupmarket', '', 'inherit', 'open', 'closed', '', 'drupmarket', '', '', '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', 1659, 'http://cbx.cappendev.com/app/uploads/2018/09/drupmarket.jpg', 0, 'attachment', 'image/jpeg', 0), (2050, 0, '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', '101', '', 'inherit', 'open', 'closed', '', '101-2', '', '', '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', 1662, 'http://cbx.cappendev.com/app/uploads/2018/09/101.jpg', 0, 'attachment', 'image/jpeg', 0), (2051, 4, '2015-01-12 18:21:59', '2015-01-12 18:21:59', 'Fitness dance company Jazzercise has rebranded and updated its visual identity, with the aim of modernising the image of the dance style.\r\nThe revamped design of the brand includes bright colours and sharp lettering, focused on “intensity and results”, the company says. The branding is understood to have been created by CBX in New York.\r\n\r\nThe identity includes a new logo and brand mark, which Jazzercise founder and CEO Judi Sheppard Missett says reflects the brand’s new message – “You think you know us but you don’t” – incorporated to represent change in the company.\r\n\r\n\"NewLogo_Jazzercise\"\r\n\r\n“Some people still think legwarmers and leotards when they hear Jazzercise, but we left the 80s behind a long time ago,” Missett says. “We’ve recharged our brand to reflect the edge, energy and intensity of our classes and to reach out to a new audience.”\r\n\r\nAlongside the new identity, Jazzercise has also updated its class portfolio, expanding their offering from four to five different dance classes.\r\n\r\n\"OldLogo_Jazzercise\"\r\n\r\nThe 45-year-old dance style is a mixture of cardio and resistance training, Pilates, yoga and kickboxing. The company has more than 8,300 franchises in 32 countries worldwide.\r\n\r\n \r\n\r\nThe full article is available here.', 'Jazzercise Reveals New Visual Identity', '', 'publish', 'open', 'open', '', 'jazzercise-reveals-new-visual-identity', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/jazzercise-reveals-new-visual-identity', 0, 'thinking', '', 0), (2052, 0, '2018-09-27 16:53:10', '2018-09-27 16:53:10', '', 'hotcereal-pouch', '', 'inherit', 'open', 'closed', '', 'hotcereal-pouch', '', '', '2018-09-27 16:53:10', '2018-09-27 16:53:10', '', 1664, 'http://cbx.cappendev.com/app/uploads/2018/09/hotcereal-pouch.jpg', 0, 'attachment', 'image/jpeg', 0), (2053, 4, '2015-01-08 18:42:55', '2015-01-08 18:42:55', 'In preparation for the judging of the annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nThe competition closes January 15th so ENTER TODAY.\r\n\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer & Managing Partner, CBX New York, United States\r\n\r\nWhat was your first memory/experience of Private Brand?\r\nMy mom serving me Kroger’s Frosted Flakes.\r\n\r\nWhat does the future of retail owned brands look like?\r\nIn the future, I predict that “retail owned brands” will be hardly distinguishable from national brands. We’re seeing more and more that retailers are treating their owned brands as importantly as their national brand counterparts. Take Walgreens – this summer they created a TV ad to promote the Ology brand. Does that sound like a national brand move or what?\r\n\r\n\"WalgreenOlogy_Video\"\r\n\r\nHow important is strategy to the success of a Private Brand?\r\nStrategy is incredibly important – at CBX we like to say that without strategy, design is just a bunch of pretty pictures. But arguably even more important for a private brand to be successful is having commitment from the retailer. Not just at shelf, but also within the broader context of the store and through advertising, marketing and branding channels.\r\n\r\nWhat role should design play in solving retail problems?\r\nDesign is a tool that can make private label brands connect with their consumers on an emotional level – which is a huge hurdle to overcome. Once your brand has secured a loved place in your consumers’ hearts and minds, you’ll be one step closer to gaining brand loyalists – a goal for all retailers.\r\n\r\nWhat advice do you have for retailers trying to take their brands to the next level?\r\nCommit to your private brand and to telling the brand’s narrative consistently at all touch points. Try hero-ing your private label brands like The Home Depot heroes the Behr paint portfolio (from TV ads, to print marketing, to in-store displays, Behr is strongly and beautifully promoted). Or try investing in product demonstrations, or an industry-focused magazine that tastefully reinforces the brands you’re trying to push. Success in elevating your private brands takes hard work and commitment. But when done right, the rewards will pay off.\r\n\r\nThe full article is available here.', 'Questions with the Vertex Judges: Rick Barrack', '', 'publish', 'open', 'open', '', 'questions-with-the-vertex-judges-rick-barrack', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/questions-with-the-vertex-judges-rick-barrack', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2054, 4, '2015-01-14 19:05:39', '2015-01-14 19:05:39', 'Picture a steak — beautiful, medium-rare filet with grilled asparagus. Can you smell it? Now picture it on a paper plate on your desk as you read this. Not as appetizing? That steak will taste differently depending on where you are and how it’s presented.\r\nYour environment has an effect on how you perceive food — a huge effect. McDonald’s CEO Don Thompson explains, “If you have a restaurant that is appealing, contemporary and relevant from both the street and the interior, the food tastes better.”\r\n\r\nWith foodservice emerging as one of the biggest trends in convenience, many retailers are reexamining many aspects of their brand and business. The type of consumer we are targeting has changed to include females, families and Millennials. Chefs are being consulted and culinary trends are being analyzed. With a focus on food, internal capabilities such as health, operations and purchasing are being affected. What\'s not always obvious is that design plays a huge part in the success of a foodservice offering.\r\n\r\nDesign wasn\'t always critical. Convenience stores were a place to buy stuff: cokes, smokes, chips and lottery tickets. Stores needed to be clean and bright. In order to differentiate between other stores, over-the-top branding was used. You know, the “Xtreme Mountain Fountain Zone” type of thing.\r\n\r\nWell, times are changing. Convenience stores have long been moving away from highly disruptive graphics toward restaurant cues. Many top c-store chains compete with the Dunkin’s and quick-service restaurants (QSRs) of the world on a regular basis. Casey\'s pizzas, Wawa hoagies and Stripes’ Laredo tacos are all credible alternatives.\r\n\r\n\"ScreenThere are many ways to design for food and not every store has to be cookie-cutter to be successful. Neighbours, a concept designed for Petro-Canada more than 10 years ago, made waves in the convenience industry with a more restaurant-inspired look and feel.\r\n\r\nFormer senior director of foodservice at Petro-Canada Ed Burcher explains, \"We needed the guest to think ‘FOOD’ from the time they pulled into the parking lot to when they entered the store. The colors, textures and design had to reinforce the food purchase. We were able to do this and people thought of Neighbours as a restaurant and coffee shop, not a c-store. Our competition for the food occasion was Tim Horton\'s and McDonald’s, not other gas stations.”\r\n\r\nNeighbours’ exterior was made of stone, while dark, earthy colors covered the interior. The atmosphere was rounded out by specialty lighting, imported glass tile in the bathroom, a barista and an open kitchen with chef-inspired uniforms. In the first year, the first 10 stores sold more coffee than the rest of the network. Was the offer better? Of course it was. But it looked like a place to buy coffee, not a place to buy motor oil and toilet paper that happened to sell coffee.\r\n\r\nIt was a successful design that showcased food on a pedestal. This aesthetic has become an industry paradigm, borrowed and imitated for nearly a decade. But what\'s happened now is that everyone is chasing it and only looking inside the industry for design inspiration. We\'ve seen new stores across the nation from different convenience retailers sporting similar details. It makes you want to be in the stone, red awning and gooseneck lighting business.\r\n\r\nTo be with and even ahead of the times, you need to look inside and outside of the category. Where are people buying food? Grocery stores, drugstores and QSRs are only a few channels that have become competition.\r\n\r\nInterestingly, about two years ago, top QSRs started adapting a more European approach to design. McDonald’s, Wendy\'s and Burger King were all updated. Bold, solid colors, liberal use of wood and geometric architecture have all been seen in new store offerings. Inside, they are experimenting with multiple chair types and specialty lighting. They look like dining rooms, not bathrooms. (Look at your store to see if the flooring, lighting and wall colors are the same inside the bathroom as in the foodservice area. If they are, it might be time to reconsider.)\r\n\r\nFood presentation is also key. Even if you sell hot dogs, you have to be willing to overstock in order to show abundance and appetite appeal. You have to invest in foodservice. If you are set on waiting until the last hot dog is sold off the roller grill, then you should get out of the business. No one wants that last dog.\r\n\r\nA little food theater can go a long way. We are seeing more open kitchens, fresh produce areas and eye-catching equipment like the tap-style Unicorn soda dispenser from Lancer.\r\n\r\nCustomers will respond to your efforts. They will associate the design of your store with a place to come for fresh food and beverages. People eat with their eyes before they eat with their mouths. Design is an amazing thing. It lives. It evolves. It changes people\'s emotions. It comforts. It excites … and it sells food.\r\n\r\nThe full article is available here.', 'Designed for Foodservice Success', '', 'publish', 'open', 'open', '', 'designed-for-foodservice-success', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/designed-for-foodservice-success', 0, 'thinking', '', 0), (2055, 0, '2018-09-27 16:53:10', '2018-09-27 16:53:10', '', 'orange-1', '', 'inherit', 'open', 'closed', '', 'orange-1', '', '', '2018-09-27 16:53:10', '2018-09-27 16:53:10', '', 1665, 'http://cbx.cappendev.com/app/uploads/2018/09/orange-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2056, 4, '2015-01-14 20:30:26', '2015-01-14 20:30:26', 'CBX, the brand agency and retail design consultancy based here, has been retained by OKKO, the L\'viv, Ukraine-based network of 400 petroleum and convenience stores, to help refine its product offering and shop design standards. OKKO stores can be found along highway interchanges as well as more densely populated urban areas in this country of more than 45 million people.\r\n\"OKKO operates traditional c-stores throughout the region, which are quite modern and good looking,\" said veteran c-store designer and consultant Joseph Bona, CBX president of branded environments. \"However, the chain recognized a need to enhance its product offering, particularly for stores located in urban areas where fast, fresh and convenient food offers could help the company stand out among its competitors and increase market share and profits.\"\r\n\r\nThe assignment includes helping OKKO balance traditional c-store offerings along with food-to-go selections. To that end, CBX will work with the chain to develop a scalable foodservice program that can be rolled out across the network while also rationalizing existing merchandise selections. \"In the global convenience store market, food-on-the move is a growth area for all operators, but especially for those in emerging markets with an expanding middle class,\" Bona explained. \"Our role is to help OKKO define itself through product offer as the leader in their market.\"\r\n\r\nOn the design side, Bona noted that OKKO recently instituted a chainwide remodel and refresh program involving its gas canopy logo and forecourt standards. Under its assignment, CBX will build upon that program by developing new complementary standards across different assets, including exterior and interior shop design, shop layout, uniforms, temporary and permanent signage, menus, and other communication vehicles. \"The goal is to project the OKKO brand\'s strong local roots and its focus on innovation,\" Bona concluded.\r\n\r\n\"We are really excited to work with the CBX team,\" said Iryna Moiseyeva, Director of Private Enterprise at OKKO. \"Their international experience and strong retail background supports us in our strategy, planning and renovation projects. We are looking forward to opening the first three new stores with our new concept and updated offering in the beginning of 2015.\"\r\n\r\nAs seen in:\r\nPenn Energy.com\r\nNACS Online\r\nA.R.E Retail Environments\r\nVMSD', 'Leading Ukraine C-Store Network OKKO Taps CBX to Enhance Product Offering and Shop Design', '', 'publish', 'open', 'open', '', 'leading-ukraine-c-store-network-okko-taps-cbx-to-enhance-product-offering-and-shop-design', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/leading-ukraine-c-store-network-okko-taps-cbx-to-enhance-product-offering-and-shop-design', 0, 'thinking', '', 0), (2057, 4, '2015-01-14 21:51:11', '2015-01-14 21:51:11', 'Veteran retail consultant David Weinberger outlines ‘Four 2015 Retail Trends.You Haven’t Heard About’ in column for Chain Store Age Online.\r\n\r\nAs retailers try to squeeze more sales-per-square-foot out of smaller spaces over the next year, they will be forced to get more creative—even partnering with each other to make their stores more compelling, writes Dave Weinberger, VP and director of engagement for CBX, the brand agency and retail design consultancy, in a Jan. 8 column for Chain Store Age Online.\r\n\r\nIn the column (“Four 2015 Retail Trends You Haven’t Already Heard About”), Weinberger describes how real estate pressures will drive four trends in the year ahead, all of which are related to better understanding and catering to today’s shoppers. “Consumers are shopping more often and making smaller trips,” Weinberger writes. “Because of this, retailers are not just shifting to smaller formats; they are also taking increased note of how people shop and why their habits are changing.”\r\n\r\nThe consultant describes “theme-parkifying,” for example, as a way to give shoppers an exciting experience that happens to be convenient as well. He cites the Chicago and New York locations of Eataly as a possible source of inspiration for chains seeking to innovate in this way. “Sometimes likened to a grocery store with tasting rooms, the Italian food and wine emporium offers a compelling mix of retail, restaurants, food and beverage stations, a bakery and cooking schools, all under one roof,” Weinberger explains. “Such themed and curated shopping experiences are precisely the types of brick-and-mortar concepts that can inspire people to close their MacBook Pros, get off the couch and drive to the mall.”\r\n\r\nIn the year ahead, other retailers will likely put their own spins on creative curation and theming. Babies “R” Us, for example, could take over a large-footprint store and create an experience built around a theme such as “motherhood.” Such a hybrid concept could have Babies “R” Us joined by, say, a Starbucks, a Lululemon, a Massage Envy and a wine shop all inside a vacant big-box store, Weinberger writes.\r\n\r\nMeanwhile, “corner grabbing” refers to the likelihood that convenience concepts will snap up premium corner locations, which are among the most convenient in any marketplace but are frequently owned by banks that no longer need this real estate. “In 2015, as the major convenience players jockey for position, look for c-store companies such as Couche-Tard, 7-Eleven or CST brands to make big real estate deals with banks as they seek to seize such coveted real estate,” he writes.\r\n\r\nIn 2015, struggling retailers will also try to “reboot” and get out of their real estate commitments rather than simply closing their doors as in the past. Six months ago, for example, Authentic Brands Group announced it was shutting down all Juicy Couture locations, with a re-launch of the brand planned for 2015. “Store-in-store deals are part of this proposal as well,” Weinberger writes. “Is this strategy high-risk? Sure. But it is potentially high reward as well.”\r\n\r\nLastly, the consultant describes “side selling”—a trend toward looking for alternative channels in which to sell retail goods. Retail is currently popping up in parks and other public spaces, he explains, and it will continue to branch out in the year ahead. “We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers,” Weinberger predicts. “More businesses, too, will open up their extra space for retail.” Gyms, for example, could boost productivity by offering vitamin shops, apparel stores and juice bars, he writes.\r\n\r\n“I firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015,” Weinberger concludes. “Channel lines will continue to blur as retailers invite, not only more consumer brands and tech vendors, but also other retailers into their stores. It should be an exciting year.”\r\n\r\nThe full column is available here.\r\n\r\nAs seen in:\r\n CSPnet\r\n\r\n \r\n\r\n ', 'CBX Expert: Real Estate Pressures Will Spark Retail Creativity in 2015', '', 'publish', 'open', 'open', '', 'cbx-expert-real-estate-pressures-will-spark-retail-creativity-in-2015', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-real-estate-pressures-will-spark-retail-creativity-in-2015', 0, 'thinking', '', 0), (2058, 0, '2018-09-27 16:53:11', '2018-09-27 16:53:11', '', 'wawa_interior300', '', 'inherit', 'open', 'closed', '', 'wawa_interior300', '', '', '2018-09-27 16:53:11', '2018-09-27 16:53:11', '', 1673, 'http://cbx.cappendev.com/app/uploads/2018/09/wawa_interior300.jpg', 0, 'attachment', 'image/jpeg', 0), (2059, 4, '2015-01-16 17:40:03', '2015-01-16 17:40:03', 'CBX reveals real-estate trends that will spark retail creativity in 2015\r\nAs retailers try to squeeze more sales-per-square-foot out of smaller spaces over the next year, they will be forced to get more creative--even partnering with each other to make their stores more compelling, said Dave Weinberger, vice president and director of engagement for CBX, the brand agency and retail design consultancy, according to a report by Chain Store Age.\r\n\r\nReal-estate pressures will drive four trends in the year ahead, all of which are related to better understanding and catering to today\'s shoppers.\r\n\r\n\"Consumers are shopping more often and making smaller trips,\" Weinberger said. \"Because of this, retailers are not just shifting to smaller formats; they are also taking increased note of how people shop and why their habits are changing.\"\r\n\r\nHe described:\r\n\r\nTheme Parkifying. A way to give shoppers an exciting experience that happens to be convenient as well. He cited the Chicago and New York locations of Eataly as a possible source of inspiration for chains seeking to innovate in this way.\r\n\r\n\"Sometimes likened to a grocery store with tasting rooms, the Italian food and wine emporium offers a compelling mix of retail, restaurants, food and beverage stations, a bakery and cooking schools, all under one roof,\" said Weinberger. \"Such themed and curated shopping experiences are precisely the types of brick-and-mortar concepts that can inspire people to close their MacBook Pros, get off the couch and drive to the mall.\"\r\n\r\nCorner Grabbing. Refers to the likelihood that convenience concepts will snap up premium corner locations, which are among the most convenient in any marketplace but are frequently owned by banks that no longer need this real estate.\r\n\r\n\"In 2015, as the major convenience players jockey for position, look for c-store companies such as Couche-Tard, 7-Eleven or CST Brands to make big real-estate deals with banks as they seek to seize such coveted real estate,\" he said.\r\n\r\nSide Selling. A trend toward looking for alternative channels in which to sell retail goods. Retail is currently popping up in parks and other public spaces, and it will continue to branch out in the year ahead.\r\n\r\n\"We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers,\" Weinberger predicts. \"More businesses, too, will open up their extra space for retail.\" Gyms, for example, could boost productivity by offering vitamin shops, apparel stores and juice bars, he said.\r\n\r\n\"I firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015,\" Weinberger concluded. \"Channel lines will continue to blur as retailers invite not only more consumer brands and tech vendors, but also other retailers into their stores. It should be an exciting year.\"\r\n\r\nNew York City-based CBX specializes in creative marketing services, including branding, retail design, packaging and promotional programming. Clients have included Dr Pepper Snapple Group, General Mills, Kimberly-Clark, A&P, Pathmark, Walgreens and Wawa and more.\r\n\r\nThe full article is available here.\r\n\r\n ', 'Theme Parkifying, Corner Grabbing & Side Selling', '', 'publish', 'open', 'open', '', 'theme-parkifying-corner-grabbing-side-selling', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/theme-parkifying-corner-grabbing-side-selling', 0, 'thinking', '', 0), (2060, 0, '2018-09-27 16:53:11', '2018-09-27 16:53:11', '', 'home_RICKFastCo_carousel-632x420', '', 'inherit', 'open', 'closed', '', 'home_rickfastco_carousel-632x420', '', '', '2018-09-27 16:53:11', '2018-09-27 16:53:11', '', 1679, 'http://cbx.cappendev.com/app/uploads/2018/09/home_RICKFastCo_carousel-632x420.jpg', 0, 'attachment', 'image/jpeg', 0), (2061, 4, '2015-01-19 21:36:21', '2015-01-19 21:36:21', 'Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX.\r\nWith twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\nHow did you get into the branding industry?\r\n\r\nI got into the branding industry rather by accident. I always knew I wanted to do something artistic, but I didn’t always know what. Back when I was really young, I won a scholarship by submitting a drawing of Woody Woodpecker to a kids’ magazine. After that, my mother encouraged me to do all kinds of creative things. I started off going to the regular public high school, but I was not a very good student. My mother had the foresight to know that a traditional liberal arts high school was not optimal, so I transferred to the Youth Performing Arts High School in Louisville, KY. Next thing I knew, I was enrolled at Carnegie Mellon as a theater major. By my sophomore year, I realized that if I stayed in set design, I’d be broke for life. So, I transferred my major to communication arts and the rest, as they say, is history.\r\n\r\nTell us about CBX. What inspired the idea and what is your vision for the company?\r\n\r\nCBX is an agency that specializes in creative marketing services including branding, retail design, packaging and promotional programming. We currently have a staff of around 160 employees.  CBX was founded in 2003 and some of our clients include: Dr Pepper Snapple Group, General Mills, Kimberly-Clark, Scotts Miracle-Gro, A&P, Pathmark, Saks Fifth Avenue, Lord & Taylor, Shinsegae, Walgreens and Wawa.  In addition to our New York City Headquarters, we have offices in Minneapolis and San Francisco.\r\n\r\nI was inspired to start CBX because I didn’t want to do time sheets anymore! I’m kidding (kind of). The truth is that I wanted to take control of my own destiny and do the work that I felt passionate about. My co-founder and I wanted to start working with our clients in whatever way we felt appropriate without constraints so that we could create success for our clients – NOT success for a public holding company.\r\n\r\nLife Motto?\r\n\r\nI have a few:\r\n\r\n“You’ve gotta have a passion in life.”\r\n\r\n“Luck is when preparation meets opportunity”\r\n\r\n“ Outwork everybody else.”\r\n\r\nCBX\'s Motto?\r\n\r\nWe believe that nurturing a culture of creative minds, dirty hands, straight talk and good manners inspires us to find more creative, innovative and purposeful ways to connect with people.\r\n\r\nYour greatest success as founder/CCO of CBX? Most difficult moment-how did you overcome and what did you learn?\r\n\r\nWhen we first started CBX, we were two guys coming from humble beginnings with a wing and a prayer. We were hoping some of our past relationships would start up our business, and that our skills and our talent would be validated.  So, I don’t know if I’ve had one greatest moment of success, but I do remember the day everything changed.  In the early days of CBX, we were invited to participate in a pitch for a celebrity chef’s private brand. It was a significant piece of business at the time, we were a seriously small agency – I’m talking half a dozen people – and we really had no credentials in the category at that point. As we prepared for the pitch, we found out that we were up against some of THE global leaders in the industry. Just being named in the same sentence as those guys was a huge success in our eyes. So on the way to the pitch, I said to my co-founder, “remember – just being asked to the party means we are on our way.” That was the moment we knew that we were on our way to bigger and better things.\r\n\r\nAs far as a difficult moment goes… Flash forward 11 years from the day we pitched the celebrity chef and we’re now a multi-disciplined agency with 160 people, 3 offices, and have worked with some of the best clients in the marketplace. Times have changed a lot since that first big pitch. I’ve had to come to terms with the fact that I can’t do everything. I’ve had to realize that I need to empower, support and grow the talent that we hire, which was a hard reality for me. I started off so entrepreneurial – I was literally doing all of the creative development. But as we’ve grown with time, I’ve built a team full of immensely talented people who complement each other, and I’ve had to adjust my behavior to set them free and let them do what they do best.\r\n\r\nYour advice to an aspiring entrepreneur?\r\n\r\nMy biggest piece of advice is to have perspective. In your endeavors, commit to what you’re passionate about, but be realistic. Open yourself up to learning (if you think you know everything, you’re not going to learn anything) and be prepared to course correct along the way. Understand your strengths and your weaknesses, and spend time learning how to leverage your strengths and improve your weaknesses.\r\n\r\nHow do you motivate your employees?\r\n\r\nWith snacks.\r\n\r\nOne food and drink left on earth, what would you choose?\r\n\r\nStewart’s Cream Soda and bucket of Joe’s Stone Crabs.\r\n\r\nWhat literature is on your bed stand?\r\n\r\nPorsche – Origin of the Species with a foreword by Jerry Seinfeld.\r\n\r\nRole model - business and personal?\r\n\r\nWhen I was in college, my father attended a trade show where Rick Pitino (at the time head coach of the New York Knicks) was the keynote speaker. The trade show gave attendees cassette tapes of Rick’s speech, which my father passed on to me. That was the first time I was introduced to Rick Pitino as a leader. I listened to the tapes right away, and I’ve had them ever since. I don’t have a machine to play them on anymore, but that talk has guided me through my career.\r\n\r\nI like his approach to coaching and life. He believes that ego is a potential killer. He’s passionate, and he’s committed to what he does and what he believes in. The other thing Pitino does phenomenally well is that he manages and leads situationally. There are no cookie-cutter solutions. He analyzes the moment and I think that’s very important in business and in life.\r\n\r\nCurrent passion?\r\n\r\nI’m passionate about vintage automobiles. The interest stems from my childhood and has been a passion for my entire life. If I weren’t in the business of branding, I’d probably be working with cars in some way.  There’s a creative design element to cars, as well as a very personal childhood association for me.\r\n\r\nMost interesting headline you\'ve read this week?\r\n\r\nManspreading. What is manspreading anyway?\r\n\r\n \r\n\r\nThe full article is available here.', 'Native AdVice with Rick Barrack', '', 'publish', 'open', 'open', '', 'native-advice-with-rick-barrack', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/native-advice-with-rick-barrack', 0, 'thinking', '', 0), (2062, 0, '2018-09-27 16:53:12', '2018-09-27 16:53:12', '', '0312_Craines-A-Breeding-Ground', '', 'inherit', 'open', 'closed', '', '0312_craines-a-breeding-ground', '', '', '2018-09-27 16:53:12', '2018-09-27 16:53:12', '', 1685, 'http://cbx.cappendev.com/app/uploads/2018/09/0312_Craines-A-Breeding-Ground.jpg', 0, 'attachment', 'image/jpeg', 0), (2063, 4, '2015-01-21 19:14:44', '2015-01-21 19:14:44', 'CBX to Handle New Identity Program for Virginia Chain\'s Stores and Fuel Centers\r\nCBX, the brand agency and retail design consultancy based here, has been retained by Miller Oil, the family-owned operator of more than 50 fuel centers/convenience stores in Virginia, to update graphic identity for its retail network.\r\n\r\n\"The Miller name has enjoyed great recognition in the markets it serves ever since Gus Miller opened his first Miller Mart in the 1980s,\" said veteran c-store designer Joseph Bona, CBX president of branded environments. The Norfolk-based chain\'s stores can be found from Virginia Beach to Manassas, Va., but its community presence can be felt through the Miller Oil Foundation, which benefits children\'s charities, domestic violence shelters, assisted living centers, the arts, and more.\r\n\r\nIn the intervening years since the first Miller Mart -- now called Miller\'s Neighborhood Market -- opened, national chains have entered the market, Bona explained. \"The national competition has stiffened over the years,\" he noted, \"and the family understands the need for its identity to speak with one voice.\"\r\n\r\nCBX teams will update the existing script Miller logo and identity standards for use on fuel pumps, pylons and canopies. Inside, the new Miller identity will be used for wayfinding, point of sale and food and beverage service signage. The chain\'s on-the-go beverage offerings include Miller\'s Choice coffee and tea, along with Miller\'s Chiller fountain sodas. The stores also offer snacks, fresh fruits, pantry basics and toiletries.\r\n\r\n\"As Chairman of NACS, I learned the value of studying not just the competition in the US, but being aware of international trends as well,\" said Jeff Miller, President of Miller Oil Company. \"Joe Bona and CBX bring a global perspective to convenience retailing that I believe will help us thrive in the highly competitive marketplace here in southeastern Virginia.\"\r\n\r\nAs seen in:\r\nDaily Press\r\nPenn Energy\r\nCSNews\r\nCSPnet\r\nNACS\r\nRetail Environments\r\nInside Biz\r\n\r\n \r\n\r\n ', 'Miller Oil Selects CBX to Update Graphic Identity', '', 'publish', 'open', 'open', '', 'miller-oil-selects-cbx-to-update-graphic-identity', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/miller-oil-selects-cbx-to-update-graphic-identity', 0, 'thinking', '', 0), (2064, 4, '2015-01-29 22:19:19', '2015-01-29 22:19:19', 'CBX to Design a New Scalable Store Prototype to Cross Cultures and Trading Borders\r\nCBX, the brand agency and retail design consultancy based here, has been retained by MOL, the Budapest, Hungary-headquartered oil and gas corporation, operating over 1,700 service stations in 12 central and southeastern European countries, to consult on a number of design and strategic initiatives.\r\n\r\nOver the years, MOL Group\'s store count has grown through acquisition. As a result, the company consists of a group of branded networks doing business under a number of nameplates. While the company has already developed a design solution to unify its forecourt, pumps and canopy design, CBX was charged with creating a flexible store prototype for MOL\'s expansive network of service stations. \"We will be working to create a design that respects and reflects the cultures, languages and geographies of MOL Group\'s diverse trading area,\" said veteran c-store designer Joseph Bona, CBX president of branded environments.\r\n\r\nBeyond design and identity, CBX teams will assist MOL in developing criteria for scalability, helping the company determine what size store and product mix are best suited to the demographics of a particular market or locale. In connection with that, the firm will work with MOL to develop an overall c-store offer. This will include food-to-go fare as well as traditional c-store offerings.\r\n\r\n\"This challenging assignment reflects the global nature of today\'s changing c-store industry,\" Bona noted. \"It\'s an exciting take on the future of this market segment. In the end, the store and the offer will reflect the global changes shaping this ever-evolving industry, but still be tailored to meet the needs of local customers.\"\r\n\r\n\"Based on the solid track record of the CBX brand agency, we believe that they are a great partner for us to create best-in-class service stations, delivering excellent and relevant customer offers,\" said Lars Höglund, SVP of MOL Group Retail.\r\n\r\nAs seen in:\r\nA.R.E Retail Environments\r\n\r\n ', 'MOL Group Selects CBX for New C-Store Design', '', 'publish', 'open', 'open', '', 'mol-group-selects-cbx-for-new-c-store-design', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/mol-group-selects-cbx-for-new-c-store-design', 0, 'thinking', '', 0), (2065, 0, '2018-09-27 16:53:13', '2018-09-27 16:53:13', '', 'Dominick_pressrelease', '', 'inherit', 'open', 'closed', '', 'dominick_pressrelease', '', '', '2018-09-27 16:53:13', '2018-09-27 16:53:13', '', 1702, 'http://cbx.cappendev.com/app/uploads/2018/09/Dominick_pressrelease.jpg', 0, 'attachment', 'image/jpeg', 0), (2066, 4, '2015-01-30 18:09:58', '2015-01-30 18:09:58', 'By Gregg S. Lipman\r\nDid you like Krispy Kreme\'s response to the \'Deflategate\' cheating scandal?\r\nHow about Apple\'s \'Je Suis Charlie\' banner on their French website? Starbucks\' homage to Martin Luther King?\r\n\r\nCall it the New Holy Grail of marketing -- a brand generates speed-of-light positive buzz by jumping in on a timely social issue or responding to a cultural moment. To this day, Oreo\'s infamous blackout tweet during the 2013 Super Bowl is considered the epitome of a social media win, garnering 525 million earned media impressions, which is five times the number of people who actually watched the game. Ben & Jerry\'s delighted their fans last year with a tweet about the legalization of marijuana in Colorado. And most recently, Krispy Kreme scored a real-time marketing touchdown with their Deflategate-themed social image.\r\n\r\nYou might be saying yourself: \"I have an idea. How about if I don\'t play the game at all? Isn\'t that the safest play?\" Here\'s the thing: branding is all about creating value beyond product benefits. We live in an era where people use brands, not only to express their personal style, but who they are and what they believe in. When 87% of consumers believe businesses should consider societal interests as much as their own interests, it speaks to new consumer expectations: reflect my values, reinforce my self-concept, earn your identity.\r\n\r\nStaying on the sidelines isn\'t going to cut it. People expect brands to play an active role in their personal lives, which means participating in the conversations that are relevant to them. Like it or not, at some point, you have to take the mic. When you do grab mic, it\'s helpful if you don\'t act like the plowed groomsmen at a wedding. Nobody doubts Drunk guy at Wedding means well with his impromptu speech - what he\'s lacking is execution.\r\n\r\nExecution starts with knowing who you are as a brand (it also helps if you\'re not knackered when you tweet.) These social movements are opportunistic but fleeting and your behaviors are a reflection of your true (brand) self. Every action you take defines you. So make sure you know: Can you execute effectively and remain true? What\'s your purpose? Why do you do what you do? What\'s your reason for existing? What is your soul? For example, Southwest\'s purpose is short and sweet: democratize the skies. Ben & Jerry\'s purpose is to bring joy to the belly and the soul, which they accomplish, not only through a product mission, but also a larger social mission to positively impact society and the environment.\r\n\r\nVoicing their support for causes like Occupy Wall Street and the legalization of marijuana is a way to earn their identity as a brand committed to progressive values. After all, it\'s not enough to say it internally. You need to prove it publically. That\'s how purpose becomes authentic, through deeds and actions, by taking a real stand. \"With values-led marketing you just go out there and say who you are. You don\'t have to fool people to sell them your product,\" Ben Cohen explained in his book Ben & Jerry\'s Double Dip, co-written with Jerry Greenfield.\r\n\r\nOnce you\'ve defined your purpose, then you have to establish your overall voice. Does your voice reflect your personality? If we personified Haagen Daz, she might be Catwoman - sophisticated, indulgent and worldly. Would Ben& Jerry\'s be Seth Rogen - a fun-loving oddball stoner?\r\n\r\nWhile Ben & Jerry\'s has made moves of late to look a little less tie-dye and a little more premium, their core personality is expressed in everything they do - including wacky-named flavors (including one based on their support of marriage equality) and whimsical packaging. Their Colorado marijuana tweet worked because it conveyed a mischievous sense of humor, which felt in line with their quirky personality, as well as their brand philosophy, if it ain\'t fun, then why do it? Not surprisingly, Ben & Jerry\'s Colorado marijuana tweet began as an internal joke, according to Mike Hayes, the brand\'s Digital Marketing Manager. It felt authentic because it was authentic.\r\n\r\nIf Haagan Daz had made the same visual joke, it would have fallen flat as a result of feeling forced, inauthentic and out-of-character. Besides being genuinely clever, no small feat, Krispy Kreme\'s \"Deflategate\" social image felt in step with their cheeky personality. On the other hand, a brand like Charles Schwaub is all about stability, intelligence, competency. Let\'s hope they never tweet: \"Deflated balls? Talk to Chuck.\"\r\n\r\nBrands often get caught up in the question -- Should I comment on this event? Or should I take a stand on this issue? -- that they lose sight of perhaps the most crucial component to a successful branding campaign. Namely, that the creative execution be as strong as the sentiment is authentic and on brand.\r\n\r\nStarbucks\' recent ad saluting Martin Luther King is a great example of delivering a pro-social message that feels on brand. But the real power of the ad is in the creative execution, which was done in-house. The ad features the alphabet spelled out in simple white type against a black background, only the letters are in reverse order, revealing the sequence M, L, K, which is highlighted in red. The copy reads: \"It\'s time to look at things differently. Again.\"\r\n\r\nPrinted in the New York Times and posted on social media, the ad garnered glowing responses from the public and in the media. It works because it tells a straight-from-the-heart story through simple visuals and impactful copy, a story that reinforces their brand purpose and brand image (warm sincerity with a double shot of social activism and community).\r\n\r\nBy placing a discreet version of their signature logo at the bottom, and nothing else, they communicate to the audience that they are behind the tribute but recognize the messaging priority. To do otherwise would be insincere. As well as sending a message of support to the cause of racial justice, Starbucks is conveying a message that, in all aspects of their business, they are unafraid to \"look at things differently.\" In turn, this allows their tribe of coffee-drinkers to reinforce their own identity as socially conscious free-thinkers.\r\n\r\nFor the defending Super Bowl champion Seattle Seahawks, who are also a multi-million-dollar brand, their attempt to honor MLK was infinitely less successful. One day after their stunning comeback over the Green Bay Packers, which earned them a Super Bowl bid, the Seahawks posted a tweet that read, \"We shall overcome #MLKDay\"-- comparing their unlikely comeback to the civil rights movement. Adding insult to injury, it included a photo of quarterback Russell Wilson, crying tears of post-game joy, captioned with this MLK quote: \"Take the first step in faith. You don\'t have to see the whole staircase, just take the first step.\"\r\n\r\nAs much as branding experts preach sincerity and authenticity, the Seattle Seahawks and the Starbucks shared the same positive sentiment -- the difference is that one Seattle brand nailed the creative execution, the other botched it.\r\n\r\nEven when you have the right brand message, getting the ad right still comes down to creative execution. Oreo proved this point with a social media campaign in 2012 called the \"Daily Twist\", in which they posted a daily image of an Oreo cookie depicting a pop culture moment, past or present, tied to that date. Part of what made Oreo\'s jump into the cultural conservation successful was the way it projected a humanistic vision, from a 7-layer rainbow Oreo to celebrate Gay Pride Day to one featuring red-dyed cream marked with tire tracks to honor the Mars landing.\r\n\r\nFor Oreo to come out and honor Gay Pride Day surprised many - it\'s not like they are known as the Ben & Jerry\'s of cookie purveyors. Although the tweet did spark some mild backlash, the overall campaign succeeded for two reasons: the strength of the creative concept (it was not only about taking a bold stand on that one social issue but \"filtering the world through the playful imagination of Oreo,\" a true expression of their brand personality) and its artistic realization -- it was visually striking and told a story in a clear and entertaining way.\r\n\r\nIt\'s easy to forget but Oreo wasn\'t only brand to chime in during the infamous power outage at the Superdome, nor was Krispy Kreme alone in taking to Twitter to offer their two cents on Deflategate. Why did so many other brands fail to gain any traction? Ultimately, it\'s the same reason why one of the two teams playing in the Super Bowl is going to lose this Sunday: lack of execution.\r\n\r\nThe full article is available here.', 'Responding to a Cultural Moment? Don\'t Use Deflated Creative', '', 'publish', 'open', 'open', '', 'responding-to-a-cultural-moment-dont-use-deflated-creative', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/responding-to-a-cultural-moment-dont-use-deflated-creative', 0, 'thinking', '', 0), (2067, 0, '2018-09-27 16:53:13', '2018-09-27 16:53:13', '', 'nacs_show', '', 'inherit', 'open', 'closed', '', 'nacs_show', '', '', '2018-09-27 16:53:13', '2018-09-27 16:53:13', '', 1710, 'http://cbx.cappendev.com/app/uploads/2018/09/nacs_show.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2068, 4, '2015-02-10 16:44:53', '2015-02-10 16:44:53', 'Traditional supermarkets on both sides of the Atlantic are losing market share, thanks to a rapidly advancing horde of competitors seeking to outdo them on price, convenience and quality, experts say.\"Whereas once consumers bought all their groceries at one location, this is no longer the case. Consumers are now splitting their grocery shopping across multiple channels - as many as five,\" wrote JLL analysts in the firm\'s Retail Shop Topic report published last September. \"By 2018, traditional supermarkets\' share of grocery dollars [in the U.S.] will have shrunk 300 basis points to 37.2 percent.\"\r\n\r\nRivals of all types and sizes surround these chains. The list of competitors includes massive wholesale clubs and supercenters; fresh grocers focused on perishables and ethnic foods; a new breed of small, format stores in closer proximity to shoppers\' homes and geared toward faster, easier shopping; and thousands of food, focused dollar stores, drugstores and convenience stores. Meanwhile, online sales are gaining momentum, as the likes of Amazon.com\' s Prime Pantry, FreshDirect, Google Express, Instacart and Pea pod roll out grocery delivery services in major markets.\r\n\r\nIn the U.K. the highly efficient German grocers Aldi and Lidl are wooing droves of customers from mainline rivals such as Tesco, Sainsbury\'s and Morrisons, says Joseph Bona, president of branded environments at CBX, a global brand agency and retail design consultancy. \"Aldi and Lidl are going like gangbusters in the United Kingdom,\" he said. \"Their motto used to be \'stack it high and sell it,  but now they\'re offering a better customer experience and higher quality without sacrificing competitiveness on price. They pose a serious threat.\"\r\n\r\n\"1\"These German chains aim to challenge U.S. supermarkets as well: Aldi already has 1,300 stores in the U.S., Bona notes, and could have as many as 2,000 there by 2018. Lidl is preparing to enter the U.S. bv 2018 with an initial focus on the mid-Atlantic region, according to Naveen Jaggi, president of retail brokerage for JLL Americas. \"Here Lidl will not be playing in the discount sector at all, \" he said. \"It plans to build a 30,000-square-foot, high-end store that in its presentation- architecturally as well as in price and product mix will be going straight for the Whole Foods consumer. Lidl will have no problem putting its stores right across the street from Whole Foods. It will be an interesting battle to watch.\"\r\n\r\nThe rise of alternate food-selling channels is eroding sales of packaged, nonperishable goods typically offered in the center of the supermarket, says Jim Prevor, a Boca Raton, Fla.-based analyst who blogs at PerishablePundit.com. \"Profit has just drained out of the \'center store,\'\" he said, referring to the packaged foods-oriented central areas of a grocery store, as opposed to the perimeters, where fresh produce is placed. The reason is simple enough: A box of Tide laundry detergent or Kellogg\'s Corn Flakes is the same no matter where it is sold. That makes it easy for price-conscious shoppers to hunt for bargains on commoditized goods by website, in dollar stores, at Walmart or in a multiplicity of other food selling outlets, Prevor says. \"Even if traditional supermarkets can continue to sell center-store items, they have to do so at such deep discounts that they\'re just not able to generate profitability,\" he said.\r\n\"3\"Though the so-called Great Recession is technically over, it has led to an enduring change in the way people spend their money, Jaggi says. \"Consumers now feel that anything you shop for can be found cheaper if you are willing to shop for it,\" he said. \"That is the big shift. Nearly all retailers have tiered down their price offerings. They want to force consumers to come to them for all sorts of goods, as opposed to going and getting two weeks\' worth of supplies in one trip at the supermarket.\"\r\n\r\nOne direct result of these spending pattern shifts is an on going consolidation in the grocery senor, observers say. The latest example is Albertsons\' $9 billion merger with Safeway, which was on track at press time for a January 2015 closing and will reportedly lead to the sale of 168 stores across eight states. \"The Safeway-Albertsons merger is going to change the grocery sector from the Midwest to the West,\" Jaggi said. \"Consolidation is, hopefully, going to give these companies more buying power and efficiencies in distribution. That in turn could enable them to spread those savings to the consumer. It is probably the dearest indication that the grocery sector is going through a significant change.\" The September JLL retail report also cites a raft of other examples from the past couple of years, including Albertsons\' $385 million purchase of United Supermarkets; Kroger\'s $2.6 billion acquisition of Harris-Teeter; Safeway\'s closure of 72 Dominick\'s stores in Chicago; and Yucaipa\'s acquisition of 110 Fresh & Easy stores. The Dominick\'s closures resulted in the return of some 4.5 million square feet of space back into the Chicago market and spiked local retail vacancies by about 80 basis points, according to the JLL analysis.\r\n\r\nDoes this instability mean that traditional supermarkets will shrink dramatically along the lines of \"right-sizing\" retailers such as Best Buy? Not necessarily, Prevor says. \"It is a possibility, but I believe it is just as possible supermarkets will further evolve ,\" he said. Already, major chains are ramping up their focus on fresh and prepared foods around the perimeter of the store by installing foodie-friendly cheese caves, wine bars, mini-restaurants and more, according to Prevor.\r\n\"Some supermarkets are transforming themselves into hybrid food-service and retail emporiums,\" he said. \"This actually holds out the possibility that some of these stores could get bigger.\r\nThat way, they can have food courts and other things that we haven\'t traditionally associated with supermarkets.\"\r\nChains could simultaneously confront discounters by adding the types of products found on the cheap at warehouse clubs, Jaggi says. \"Do you have to go to Costco to get that giant pallet of paper towels?\" he said . \"Maybe not - maybe Kroger starts carrying that.\" By offering touches of both Costco and Whole Foods, in other words, supermarkets stand to broaden their appeal. \"All these major brands, whether you\'re talking about Kroger, HEB or Publix, are trying to appeal to as broad a demographic as possible,\" Jaggi said. \"They want their stores to appeal to discount-oriented consumers, aspirational consumers and affluent consumers alike.\'\'\r\nLandlords could employ a similar strategy when retenanting shopping centers that have lost large-format grocery anchors owing to sector consolidation, Prevor says. Instead of a single grocery anchor, the shopping center could offer multiple highly specialized food tenants that occupy in the aggregate roughly the same square footage as the departed anchor. \"One tenant might be a deep-discount concept like an Aldi, another might be a health-oriented, upscale concept like Whole Foods,\" Prevor said . \"You could also have an ethnic-food store focused on Asians or Latinos. So the model moving forward might he for multiple 10 ,000- or 15 ,000-squarefoot stores instead of one 60,000-foot store. The design of these centers could change.\"indeed, the JLL report does predict continuing closures of traditional supermarkets over the next three years as alternative channels - particularly dollar stores and fresh-format grocers - expand aggressively. Meanwhile, online grocery concepts will eat into supermarket sales even further in coming years, says Susan Porjes, a market analyst (or research firm Packaged Facts. \"Back more than 10 years ago, investors were leery of online grocery shopping, due to some spectacular failures, like Webvan,\'\' said Porjes. \"But online grocery sales are poised to take off on a high-growth trajectory\".\r\n\"2\"Indeed, U.S. online grocery sales are set to grow from about $23 billion last year to nearly $ 100 billion by 2019, which would amount to 12 percent of total grocery spending, according to Porjes, who wrote an October 2014 report on the phenomenon. Others see it too. Ultimately untrammeled growth of online grocery shopping could spell trouble for supermarkets, write the JLL analysts. \"If Amazon figure out a successful solution to a wide-scale implementation of its Amazon Fresh model, it poses a significant threat to groceries, particularly supermarkets with thin margins.\"\r\n\r\nBut even this trend could at the same time create certain opportunities for landlords, Porjes notes. Companies such as Chronodrive, which has 74 store across France, specialize in building drive-through, Internet-enabled grocery stores. \"That model has been successful in France\" Porjes said. \"You place your order, and on the way h0me from work you go to the drive-through and they have everything ready for you.\" The stores, which Porjes likens to small warehouses with limited assortments, represent a new potential retail tenant, particularly for shopping centers that lack grocery anchors.\r\n\r\nDrive-through grocery Zoomin Market launched this concept in Olathe, Kan., last April - local shoppers place orders using a smartphone app. and a text alerts them when the groceries are ready for pickup. Walmart began testing a similar concept last September on its home turf in Bentonville, Ark.\r\n\r\nSome grocery sellers are installing lockers at which shoppers can pick up their online-ordered bags of produce and packaged goods- a trend that could supplement retail leasing revenue over time, Porjes says. Peapod, for one, is leasing space for grocery pickup lockers at three Metro stations in Washington, D.C., as part of a six month pilot program. \"For commuters who are not always able to be home for grocery delivery, this is a perfect solution.\" Porjes said.\r\n\r\nFinally, the practice of \"crowd sourcing\"- where by companies such as Uber use the Internet and GPS-enabled smart phones to tap into pools of freelance delivery drivers - could also be a boon to supermarkets and other food stores, Jaggi says.\r\n\r\nGeneral Growth Properties, Macerich, Simon and other top U.S. mall owners are using some of these freelance drivers to offer rapid delivery of items bought from tenants\' stores. For Jaggi, the potential for supermarkets to do the same was underscored on a recent Uber ride in Dallas. \"Before the Uber driver picked me up, he asked me if i wanted a lunch,\"Jaggi said. \"He told me many of the drivers he knew were offering delivery services. When you start getting third party service providers in the business of delivering groceries - now you\'ve got a real change in the way we perceive the shopping experience.\"\r\n\r\nGrowth in specialty grocer sector spurs development, attracts investors\r\n\r\nMobs of investors are fighting over properties anchored by big supermarket chains such as Harris Tooter, Kroger and Publix, leading those seeking less competition to focus on shopping centers anchored by specialty grocers, such as Earth Fare, Sprouts Farmers Market, The Fresh Market, Trader Joe\'s and Whole Foods. According to Franklin Street Retail Investment Advisors, 51 specialty-grocery-anchored U.S. shopping centers have traded hands in the past two years, accounting for an aggregate $1.3 billion, double the amount sold in 2012.\r\n\r\nAbout 80 percent of last year\'s specialty-grocery-anchored properties were single-asset deals, according to Gary Saykafy, senior director at Franklin Street. Of the 10 transactions that were part of a larger portfolio sale, most consisted of entry-level transactions or the buyout of a partnership interest. Fresh Market was the most popular specialty supermarket among traded properties last year, accounting for 37 percent of the total, Saykaly reports. Whole Foods made up 28 percent of the deals, Trader Joe\'s 22 percent, Earth Fare 12 percent and Sprouts 2 percent. Whole Foods properties garnered the lowest cap rates: 4.9 to 5.4 percent.\r\n\r\nIn regional terms, the Southeast was the hot zone, as 66 percent of the total sales volume last year occurred in Florida and North Carolina, according to Franklin Street. Georgia was the third-most active state with 22 percent of the total. The majority of sellers were private investment groups, among them Och-Ziff Capital Management Group and Rialto Capital Management.\r\n\r\nSpecialty grocers are helping to drive a new wave of ground-up development as well, since they are growing much faster than their traditional supermarket peers, according to Franklin Street. Whole Foods has 15 new stores under way, followed by Fresh Market, Which is planning to open 10. Meanwhile, Earth Fare, Sprouts and Trader Joe\'s have collectively announced 22 stores set to open this year. All these are to roll out in the Southeast, 17 of them opening in Florida. Only eight are redevelopments, Saykaly says. The majority of the developers involved are privately owned.\r\n\r\nThe full article is available here.', 'Discounters and Other Innovators are Turning the Global Supermarket Industry on its Head', '', 'publish', 'open', 'open', '', 'discounters-and-other-innovators-are-turning-the-global-supermarket-industry-on-its-head', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/discounters-and-other-innovators-are-turning-the-global-supermarket-industry-on-its-head', 0, 'thinking', '', 0), (2069, 0, '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 'NACS', '', 'inherit', 'open', 'closed', '', 'nacs', '', '', '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 1711, 'http://cbx.cappendev.com/app/uploads/2018/09/NACS.jpg', 0, 'attachment', 'image/jpeg', 0), (2070, 4, '2015-02-06 20:56:18', '2015-02-06 20:56:18', 'Taking a Stand on Trending Cultural Moments Can Be a Savvy Move -- So Long as Those Trenchant Tweets Actually Match Your Brand, Writes CBX\'s Gregg S. Lipman in Column for The Huffington Post\r\nChiming in about trending cultural moments is the new Holy Grail of marketing. The trick, however, is to make sure your brand\'s social commentary doesn\'t turn into the functional equivalent of a drunken groomsman\'s awkward wedding toast, writes Gregg S. Lipman, Managing Partner at brand agency CBX, in a Jan. 30 column for The Huffington Post.\r\n\r\n\"Nobody doubts Drunk Guy at Wedding means well with his impromptu speech,\" writes the veteran brand consultant. \"What he\'s lacking is execution.\"\r\n\r\nIn the column (\"Responding to a Cultural Moment? Don\'t Use Deflated Creative\"), Lipman cites powerful examples of on-brand responses to various social issues and cultural moments, such as Oreo\'s real-time response to the third-quarter power outage at the Superdome during the 2013 Super Bowl (\"Power out? No problem. You can still dunk in the dark\"). \"To this day, Oreo\'s infamous blackout tweet is considered the epitome of a social media win,\" he writes. \"It garnered 525 million earned media impressions, which is five times the number of people who actually watched the game.\"\r\n\r\nLikewise, Ben & Jerry\'s delighted its fans last year with a tweet about the legalization of marijuana in Colorado (\"BREAKING NEWS: We\'re hearing reports of stores selling out of Ben & Jerry\'s in Colorado. What\'s up with that?\"). And the sheer cleverness of Krispy Kreme\'s \"deflategate\" tweet -- a picture of a football-shaped, cream-filled donut with the words \"Ours are fully filled\" -- blew up on Twitter. It was in response, of course, to the scandal about the New England Patriots\' alleged use of improperly deflated balls during the NFL playoffs.\r\n\r\nBut other attempts to \"grab the mic\" on social issues have come across as inauthentic. Lipman cites the Seattle Seahawks\' awkward Martin Luther King, Jr., tweet. One day after their comeback over the Green Bay Packers, which earned them a Super Bowl berth, the Seahawks posted a tweet that read, \"We shall overcome #MLKDay.\" By comparing their unlikely comeback to the humanistic victories of the civil rights movement, the team was guilty of borderline-offensive speech.\r\n\r\n\"Adding insult to injury,\" Lipman writes, \"it included a photo of quarterback Russell Wilson, crying tears of post-game joy, captioned with this MLK quote: \'Take the first step in faith. You don\'t have to see the whole staircase, just take the first step.\'\"\r\n\r\nProper execution, he explains, is about knowing what your brand means to consumers. For example, voicing support for causes such as Occupy Wall Street or the legalization of marijuana is perfectly consonant with Ben & Jerry\'s famously progressive brand and values. \"Ben & Jerry\'s purpose is to bring joy to the belly and the soul, which they accomplish, not only through a product mission, but also a larger social mission to positively impact society and the environment,\" Lipman writes. \"After all, it\'s not enough to say it internally. You need to prove it publically.\"\r\n\r\nGiven the risks of falling flat, some companies might want to play it safe by staying out of the cultural fray. But they risk their relevancy by doing so, Lipman writes. \"Branding is all about creating value beyond product benefits,\" he notes. \"We live in an era where people use brands, not only to express their personal style, but who they are and what they believe in ... Staying on the sidelines isn\'t going to cut it.\"\r\n\r\nIn addition to on-brand content, execution is also about creativity and skill. Lipman cites Starbucks\' recent ad saluting Martin Luther King, Jr. \"The real power of the ad is in the creative execution, which was done in-house,\" he writes. \"The ad features the alphabet spelled out in simple white type against a black background, only the letters are in reverse order, revealing the sequence M, L, K, which is highlighted in red. The copy reads: \'It\'s time to look at things differently. Again.\'\"\r\n\r\nPrinted in The New York Times and posted on social media, the Starbucks ad garnered glowing responses from the public and in the media. \"It works because it tells a straight-from-the-heart story through simple visuals and impactful copy, a story that reinforces Starbucks\' brand purpose and brand image (warm sincerity with a double shot of social activism and community),\" Lipman writes.', 'CBX Expert: Brands Can and Should \'Grab the Mic\' on Social Issues', '', 'publish', 'open', 'open', '', 'cbx-expert-brands-can-and-should-grab-the-mic-on-social-issues', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-brands-can-and-should-grab-the-mic-on-social-issues', 0, 'thinking', '', 0), (2071, 0, '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 'walgreens_hartland_wi', '', 'inherit', 'open', 'closed', '', 'walgreens_hartland_wi', '', '', '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 1713, 'http://cbx.cappendev.com/app/uploads/2018/09/walgreens_hartland_wi.jpg', 0, 'attachment', 'image/jpeg', 0), (2072, 0, '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 'bionic_logo_detail1', '', 'inherit', 'open', 'closed', '', 'bionic_logo_detail1', '', '', '2018-09-27 16:53:14', '2018-09-27 16:53:14', '', 1714, 'http://cbx.cappendev.com/app/uploads/2018/09/bionic_logo_detail1.gif', 0, 'attachment', 'image/gif', 0), (2073, 4, '2015-02-25 20:58:36', '2015-02-25 20:58:36', 'New Packaging Is Vibrant and Playful as It Embraces an Authentic View of Parenting\r\nWith help from brand agency CBX, The First Years brand\'s newly redesigned packaging transcends outdated storylines that have long dominated the baby aisle.\r\n\r\n\"Gone is the baby boomer fantasy of angelic babies and perfect parents blissing out in la la land,\" said Rick Barrack, Chief Creative Officer. \"Instead, CBX worked with The First Years to do something refreshing for this category. We actually embraced the awesome -- but at times messy and gritty -- reality of the parenting journey. This is something millennial moms can relate to.\"\r\n\r\nWith new logos, fonts, \"selfie\"-style imagery and warmer colors, the redesigned packaging for products such as bathtubs, sippy cups and breast pumps began to hit the baby aisles in January. In addition to crafting three millennial-friendly packaging formats for The First Years\' 2015 rollout, CBX also developed a set of packaging guidelines geared toward applying the brand to future products.\r\n\r\n\"Now a part of TOMY International, the First Years has been a trusted name in the baby category since the 1950s and is known for putting a priority on the parenting experience,\" Barrack said. \"Indeed, this is the company that invented plastic-coated safety pins so that moms wouldn\'t hurt their fingers. From a design perspective, however, there was a need for more storytelling and differentiation.\"\r\n\r\nThe branding project, which included surveys of both new and existing moms, was important in part because competition for shoppers\' attention is so keen in the baby category, said Barrack.\r\n\r\nTraditionally, the baby aisle has been packed with an array of products featuring flawless photography of cooing babies along with somewhat clinical imagery suggesting safety and security.\r\n\r\n\"We recognized the need to stand out and stand for something,\" said Willie Wilkov, Chief Marketing Officer of TOMY International. \"Our goal was to bring some freshness and reality to a tired category. We appreciate that CBX pushed our thinking because we wanted to push the envelope. The result is a visually relatable brand that speaks directly to the next generation of parents using honest, real language.\"\r\n\r\nIn addition to playfulness, vibrancy and a sense of discovery, the new brand emphasizes straight talk. For example, CBX and The First Years chose photography that would seem right at home on Facebook or Instagram. \"There\'s a humor and irreverence to the photography we chose,\" said Barrack. \"We went with pictures that an actual mom might have taken after something unusual or funny happened, not a perfectly posed shot with perfect lighting. On The First Years\' new packages, the baby might even have a stain on his shirt.\r\n\r\n\"After all, millennials are looking for honest conversation about parenting, including candor about imperfection and realness,\" Barrack continued. \"They want to make their own choices. To them, parenting is a new form of freedom in a way. It isn\'t the end of something; it is a new beginning.\"', 'CBX Helps The First Years Rebrand -- With Younger Moms in Mind', '', 'publish', 'open', 'open', '', 'cbx-helps-the-first-years-rebrand-with-younger-moms-in-mind', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-helps-the-first-years-rebrand-with-younger-moms-in-mind', 0, 'thinking', '', 0), (2074, 0, '2018-09-27 16:53:15', '2018-09-27 16:53:15', '', 'CSN_092012_54a', '', 'inherit', 'open', 'closed', '', 'csn_092012_54a', '', '', '2018-09-27 16:53:15', '2018-09-27 16:53:15', '', 1718, 'http://cbx.cappendev.com/app/uploads/2018/09/CSN_092012_54a.jpg', 0, 'attachment', 'image/jpeg', 0), (2075, 4, '2015-03-03 20:47:06', '2015-03-03 20:47:06', 'CBX to Develop a Branded C-Store Concept and Foodservice Program for New England Fuel Distributor\r\nCBX, the brand agency and retail design consultancy based here, has been retained by Nouria Energy Corporation, the Worcester, Mass.-headquartered fuel station and c-store operator, to create a unified brand identity and convenience store concept for the company\'s network of more than 125 locations.\r\n\r\nFounded in 1989 by Tony El-Nemr, Nouria started out with a single location in Auburn, Mass. and has since grown to become one of the largest fuel distributors in New England, supplying more than 125 gas stations operating under the Shell, Gulf and Irving Oil brands in Maine, Massachusetts, New Hampshire and Rhode Island. Currently, Nouria operates 85 sites offering fuel, convenience stores, co-branded and proprietary foodservice. In addition, Nouria operates one of the largest car wash networks in the country.\r\n\r\nTo assist Nouria in its ongoing expansion, CBX will provide a range of services, including the development of a store name and logo, car wash name and logo, store layout, and building exterior and interior design that encompasses graphic treatments, lighting, flooring and fixturing. The firm will also work with Nouria on developing a proprietary foodservice program that reflects the needs and tastes of its customers.\r\n\r\n\"Our challenge is to create a uniform brand identity and store design that can be executed across the entire network of locations, making them customer destinations and complementing the powerful fuel brands,\" said veteran c-store designer Joseph Bona, CBX president of branded environments. \"The goal is to develop a number of store prototypes that can work with the company\'s diverse footprints, with the first grouping of next-generation locations expected to open before the end of the year.\"\r\n\r\nAccording to Bona, the new prototypes will be rolled out through a combination of renovations, re-builds and all-new, \'ground-up\' sites.\r\n\r\n\"We are very excited to team with CBX as we begin this journey,\" said El-Nemr, Nouria CEO and president. \"I\'m very confident that CBX\'s creative and c-store industry expertise make them the ideal partner as we work together toward our ultimate goal of better identifying and meeting the needs of our diverse and ever-changing customers.\"\r\n\r\nAs seen in:\r\nCSpnet\r\nCSnews\r\nA.R.E\r\nThe Griffin Report\r\n\r\n ', 'Nouria Energy Selects CBX for C-Store Design Development', '', 'publish', 'open', 'open', '', 'nouria-energy-selects-cbx-for-c-store-design-development', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/nouria-energy-selects-cbx-for-c-store-design-development', 0, 'thinking', '', 0), (2076, 4, '2015-03-06 17:24:23', '2015-03-06 17:24:23', 'In a complete redesign of the packaging for its Satinique haircare line, Amway creates a vibrant, elegant, and easily navigable system expressly designed for a global audience.\r\nAmway Corp. is an $11.8 billion direct-sales corporation based in Ada, MI, that distributes consumer products in more than 100 countries and territories worldwide. Among its brands, the Satinique portfolio of haircare products—with its emphasis on the nexus of health, beauty, and hair—offers a universally appealing solution that is popular across the globe, especially in countries such as Russia, China, and Southeast Asia.\r\n\r\nSatinique’s point of differentiation is its proprietary ENERJUVE Complex, which Amway says was developed specifically to isolate where hair is at its weakest and then bind to it from the inside out, to strengthen, repair, and restore its original state of health. The result is hair that is energized and rejuvenated “from root to tip,” the company says.\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” says Amway VP Global Beauty Maud Pansing. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”\r\n\r\nIn 2010, recognizing that the spare, white packaging it was using for the Satinique portfolio was not bringing the brand story to life, Amway began a project to redesign the packaging to help the brand remain relevant, contemporary, and fresh for years to come. Working with global brand agency CBX, Amway conducted consumer research to tap into the universal preferences of premium haircare brands around the globe.\r\n\r\nFirst launched in 2013 in Japan, the redesigned Satinique package is a sleek, feminine bottle structure with a premium feel that uses vibrant, jewel-tone colors to differentiate need states and convey the brand’s rejuvenating, revitalizing aspect. Says Allison Koller, CBX Creative Director, “It was a very involved process, but we are extremely happy with the results.”\r\n\r\nModernization, consistency needed\r\nThe Satinique portfolio consists of nine cleansing and four conditioning products as well as a range of styling gels and serums, final-touch sprays, mousses, and other styling products. Among the need states addressed are Color Repair, Thickening/Anti-Hairfall, Extra Volume, and Revitalizing/Anti-Dandruff, among others. Most shampoo and conditioning products are available in a 9.4-oz and a 25.6-oz size; the 9.4-oz was the main focus of CBX’s structural redesign.\r\n\r\nAs Koller explains, the overhaul of Satinique’s packaging was undertaken for a few reasons, but primarily to modernize the brand. “I would say the existing packaging was about 10 to 15 years old,” she explains. “It was an oblong bottle with a simple flip-top cap. The majority of the line was very white, with a kind of semi-serif typography for the brand mark and all the information on the pack. Over the years, it began to look a bit dated.\r\n\r\n“Amway had also innovated over time without considering a design system for the collection of products. The packages started to feel like one-off SKUs versus having a really strong color-coding system. They had also attempted to introduce some icons for different need states within the portfolio, but there wasn’t consistency of application there either.”\r\n\r\nAnother reason for the redesign was to provide Amway sales representatives with a brand story to share with their consumers. As mentioned above, Amway also wanted a package that would appeal to a newer and more global consumer base. A final driver was the introduction of new formulas and the opportunity to rationalize the portfolio.\r\n\r\nAll of these factors made the redesign a unique and challenging project for CBX. Says Gregg S. Lipman, Managing Partner at CBX, “Because Amway is an $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing. And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\nHoming in on consumer preferences\r\nThe first step in the redesign process was to conduct global research to identify packaging characteristics that were globally appealing to Amway’s diverse customers around the world. This was followed by an audit of the premium or prestige beauty and haircare category internationally to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category.\r\n\r\n“It really required some good research in terms of understanding what’s happening in each market and what women are accustomed to in terms of communication about beauty and personal care products. It involved looking deeply at other brands within the same space, then reaching beyond that into the world of fashion and beauty, and then trying to see our similarities in each of those regions.”\r\n\r\nThe research, along with quantitative testing, revealed that consumers consistently favored a simple, sleek, and streamlined design—in both package structure and graphic elements. Using that information, CBX created a 9.4-oz, multilayer high-density polyethylene bottle structure with an elongated, feminine form that suggests an upward sweeping movement. The cap is positioned flush with the slim, cylindrical bottle, resulting in a clean silhouette. “It came down to the sleek and streamlined nature of what it means to be more premium in the global haircare space,” says Koller.\r\n\r\nThe bottle offers functional benefits as well. Because of its slightly hourglass, ergonomic shape, it creates a comfortable feeling in the hand and provides an easy grip in the shower. The bottle, with a middle layer of post-consumer recycled HDPE, is supplied by Axium Plastics, while the cap is from Menshen Packaging USA.\r\n\r\nConveying energy through color\r\nThrough consumer research, CBX not only learned that consumers prefer simple, clean graphics, but they were also able to identify those colors frequently associated with different need states in the haircare category. For example, pinks, oranges, or reds are often associated with formulations for colored hair, while silvers and blues cue anti-dandruff or multipurpose formulations.\r\n\r\nTo convey the rejuvenating nature of Satinique, CBX selected a vibrant jewel-tone and metallic color palette with premium finishes for the bottles. Each cleansing variety is differentiated with its own color for bottle and cap: purple for Extra Volume, red for Color Repair, and silver for Anti-Hairfall, for example. The complementary conditioning product is packaged in a white bottle with a matching, color-coded cap.\r\n\r\nAccording to Mimi Anderson, Global Lead for Satinique, the biggest challenge associated with manufacturing the bottle was the time it took to color-match the jewel-tone colors. “The vibrancy is obtained by using one color in the outer layer, and a second unique color in the middle layer. Color matching was time consuming, but it was shortened by the colorant supplier’s ability to blow-mold three-ounce sample-sized bottles in their R&D facility for us to approve, which saved us a lot of time.”\r\n\r\nFor the bottle’s graphic design, CBX created a new brand mark that consists of the Satinique name in capital letters in a clean, sans-serif font, with a customized “Q” that turns into a droplet, “building on the idea of a ‘secret sauce’ with a magic ingredient that brings rejuvenation and revitalization to your hair,” says Koller. An additional visual element calls to mind wisps of free-flowing hair. The brand mark runs vertically along the front panel; the variety descriptor is at the bottom, in both English and French.\r\n\r\nWhile CBX primarily focused on the redesign of the cleansing and conditioning product packaging, Koller says that they also worked on the packaging for Satinique’s styling products, which will ultimately comprise 30 SKUs. The styling products use stock containers with similar clean-sided silhouettes, and are colored a soft silver, with touches of color to signify the need state with which they pair.\r\n\r\nA new brand story\r\nThrough the combination of an elegant, simple bottle structure that conveys a premium product, an ergonomic shape, and jewel-tone package colors that suggest energy and vibrancy and differentiate need states, Amway has met its goal of providing sales reps with a compelling brand story to share with consumers.\r\n\r\n“The new design gives them much more of a handle on that storytelling piece, for example how that bright, beautiful raspberry color translates to keeping gorgeous color in your hair,” says Koller. “Hopefully we are telling a story like that about each of the products, and the design should become a showpiece for that.”\r\n\r\nSince its launch, the new Satinique product line and packaging have been very well received—exceeding Amway’s expectations, says Anderson. “The talk is all about how these amazing new formulas are truly making a difference to the health of their hair,” she says. “The exclusive and addictive fragrances have become favorites with men and women, while the simple elegance of the packaging delivers on both form and function.”\r\n\r\nThe design community has also taken note of the new package design, Anderson adds. In 2014, Satinique received top honors in the haircare category of the HBA International Package Design Awards.\r\n\r\nThe full article is available here.\r\n\r\n ', 'Amway haircare rebranding brings global appeal', '', 'publish', 'open', 'open', '', 'amway-haircare-rebranding-brings-global-appeal', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/amway-haircare-rebranding-brings-global-appeal', 0, 'thinking', '', 0), (2077, 0, '2018-09-27 16:53:15', '2018-09-27 16:53:15', '', 'Aloha_pressrelease_2012', '', 'inherit', 'open', 'closed', '', 'aloha_pressrelease_2012', '', '', '2018-09-27 16:53:15', '2018-09-27 16:53:15', '', 1732, 'http://cbx.cappendev.com/app/uploads/2018/09/Aloha_pressrelease_2012.jpg', 0, 'attachment', 'image/jpeg', 0), (2078, 1, '2015-03-09 18:13:07', '2015-03-09 18:13:07', 'When Terpel wanted to reinvent itself a few years back, the Columbian oil and gas company sought to envision the gas station of the future. The design for its next generation of properties included wing-like canopies flying over the pumps, along with service bars, modern furniture and other unexpected flourishes inside its c-stores. In a nod to modern day technologies, Terpel even explored a wide range of options that included gas canopies sporting solar panels, park-like “green” roofs, recycled-asphalt parking lots, and roof structures illuminated by dramatic skylights and energy-sipping LEDs.\r\nEnvisioning the future in this way can be a valuable exercise. But the point is not to make predictions that will come true in 10 or 20 years’ time. Rather, it is to make thinking creatively about how today’s trends might shape tomorrow’s gas stations a regular practice. And when it comes to today’s trends, one of the most important is the need to create and develop meaningful brand experiences.\r\nWhile petroleum companies will continue to try to differentiate themselves at the pump—offering the cheapest gasoline and/or the highest-performance additives—the fact remains that gas has become a commodity purchase for most consumers. How, then, do you get people to purposefully drive past your competitors and spend their money with you?\r\n\r\nFor the likes of Wawa, RaceTrac, Speedway, QuickTrip and Sheetz, the answer has been to focus on the customer journey. The idea is to make sure all aspects of the experience—from seeing a sign on the interstate, to pulling up to the pump, to walking out of the store with a steaming cup of java in your hand—will deepen your connection to the brand. Petroleum company executives are correct, then, to focus on securing control of the entire property—gas pumps, c-stores, carwashes and everything in between (up to and including websites and mobile apps). After all, this is the only way to completely safeguard the integrity of the customer journey, and to brand it distinctively.\r\n\r\nIn years to come, count on the petroleum industry to get even more sophisticated about their brands. For some, this will mean introducing more color, personality and humor, which is precisely what we have been seeing over the past few years across retail, consumer products and other sectors.\r\n\r\nImagine what would happen if Richard Branson, the outlandish founder of Virgin Group, were to get his hands on a portfolio of gas stations. You can bet the journey would be more whimsical, futuristic and fun than what we have come to expect—with a social conscience thrown in to boot. Technology would certainly be a part of the picture. At Virgin’s gas stations, dashboard-mounted RFID chips might enable members of the loyalty program to simply drive up to the pump, fill their tanks and drive off. No need to swipe a card or hand cash to the clerk inside.\r\n\r\nBut the challenge remains; how do companies encourage such customers to go inside of the site’s c-store? Maybe the pump reads the RFID chip, analyzes the customer’s preferences (the customer buys coffee and donuts every other week) and pushes a customized message to his iPhone: “Greetings. It’s great to see you again. As a token of our appreciation, just show this text to the cashier and you’ll get half-off your regular coffee and donuts.”\r\n\r\nIn the years to come, we know technology will continue advancing rapidly. It will become easier to pay for stuff—whether you’re talking about gas or potato chips. And of course, the POS system will know more about you, too (whether you find this creepy or convenient). The trick for petroleum companies is to incorporate such advances in ways that feel true to their brands. If your pumps have TV monitors or play music, that’s great. But is the content you play synched to the customer journey or disconnected from it? Let’s say a brand has some retro elements that the company has chosen to play up at other touch points. Why inundate your shoppers with the latest pop songs? It would make more sense, given your brand attributes, to play a loud “ding-ding!” as they pull up to the pumps, with 1950s Elvis or big-band music wafting from the speakers as they stand there and pump their gas. Rather than mash-ups of the morning news, the TV monitors could play cheeky, nostalgic visuals that echo your brand.\r\n\r\nThe notion here is to explore the potential for brand-right fueling experiences. If your brand attributes include “freedom,” “choice” and “convenience,” for example, you could have pumps that work just like everyone else’s—or you could strive to make the fueling experience noticeably faster and easier, on the industry’s leading edge. Like the individual words in a sentence, all elements of the fueling experience—from the design of the canopies and pumps, to payment-processing interfaces, to the types of fuels available—send a message to customers.\r\n\r\nIt’s important to think carefully about the messages you’re sending. Branding the journey is important elsewhere as well. Food, for example, is an increasingly important trend for the c-store business. Part of the reason—lifelong habits form early. According to the research firm NPD, Millennials have embraced c-stores’ broader food offerings in surprising ways, given the assumption that this generation prefers all things artisan and local. According to the research firm, c-stores accounted for 11.1% of Millennials’ food and beverage stops in 2014, up from 7.7% back in 2006. These younger customers also are big fans of fast-casual dining, which accounted for 6.1% of their F&B stops last year. Thus, c-stores that incorporate elements of fast-casual into their food and beverage approaches stand a good chance of winning lifelong customers.\r\n\r\nBut for the aforementioned retro gas station, it would be one thing to try to clone Chipotle Mexican Grill and quite another to put a brand-right spin on the idea to bring QSR into the c-store. Wouldn’t a throwback hamburger concept be just as popular, and bolster the brand?\r\n\r\nMajor site-configuration changes, too, could be filtered through the brand: If you replace your carwashes with battery-swapping or rapid-charge stations for electric vehicles in, say, 2021, one way to approach this would be to simply add the new amenities and advertise them, almost as a public service. Wouldn’t it be better, though, to make those changes with some panache and theater—to write a new chapter for your larger customer journey? They could be integrated into a brand-reinforcing, story-driven advertising campaign, with strong graphics, mobile web marketing and more.\r\n\r\nWhatever the future brings in terms of technology, site configuration or anything else, do some careful thinking about how to make those changes in ways that reinforce your brand and encourage people to see the experience as consonant rather than dissonant. “Honey, Virgin Gas now has these pickup stations where you can order stuff from Best Buy or Walmart and pick it up right in their parking lot,” says Future Man to his wife. “What’ll Virgin think of next?”\r\n\r\nPeople are searching for meaningful experiences, and this is likely to be just as true tomorrow as it is today. If commoditized merchandise is easy to acquire now, think about how easy it will be 10 or 20 years hence when delivery drones are crisscrossing the skies and you can 3D print anything you want (except maybe gasoline). But people don’t want just any old experience; they want experiences that speak to their values and personalities. In the future, customers will choose gasoline brands that appeal to their sense of identity, not just their wallets or pocketbooks (if those even still exist…).\r\n\r\nBrand identity will continue to be increasingly important in the years to come. Simply put, those who create the most integrated and compelling customer journeys will win the day, with fundamentals such as price, convenience or having the right real estate being the price of admission. So think hard about the future, but also carefully consider your brand by looking within. Your customers want to know that you get them. How can you get them if you don’t even know who you are?\r\n\r\nThe full article is available here.\r\n\r\n ', '‘Know Thyself’: For Petroleum Brands, The Future of Retail is About Looking Within', '', 'publish', 'open', 'open', '', 'know-thyself-for-petroleum-brand-the-future-of-retail-is-about-looking-within', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 0, 'http://cbx.cappendev.com/thinking/16/know-thyself-for-petroleum-brand-the-future-of-retail-is-about-looking-within', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2079, 4, '2015-03-12 14:48:38', '2015-03-12 14:48:38', 'Petroleum Retailers Would Do Well to Focus Harder on Storytelling and the Customer Experience, Writes Veteran Design and Branding Consultant Joe Bona\r\nThe need to create and develop meaningful brand experiences is critical for retailers today, but petroleum companies in particular face these challenges when planning their stores of the future, writes Joseph Bona, president of Branded Environments for brand agency and retail design consultancy CBX, in a March 6 column for Oil & Gas Monitor online.\r\n\r\n\"While petroleum companies will continue to try to differentiate themselves at the pump -- offering the cheapest gasoline and/or the highest-performance additives -- the fact remains that gas has become a commodity purchase for most consumers,\" Bona writes. \"How, then, do you get people to purposefully drive past your competitors and spend their money with you?\"\r\n\r\nIn the column (\'Know Thyself\': For Petroleum Brands, The Future of Retail is About Looking Within), the veteran convenience store/fuel station designer highlights the role of the customer experience in cementing brand loyalty. He cites the examples of industry leaders such as Wawa, RaceTrac, Speedway, QuickTrip and Sheetz, all of which emphasize a brand-consistent customer journey.\r\n\r\n\"The idea is to make sure all aspects of the experience -- from seeing a sign on the interstate, to pulling up to the pump, to walking out of the store with a steaming cup of java in your hand -- will deepen your connection to the brand,\" Bona writes.\r\n\r\nHe goes on to describe several ways in which petroleum companies can make both the fueling and c-store experiences feel brand-right and engaging, and invites readers to imagine what would happen if Richard Branson, the visionary founder of Virgin Group, were to get his hands on a portfolio of gas stations. \"You can bet the journey would be more whimsical, futuristic and fun than what we have come to expect -- with a social conscience thrown in to boot,\" Bona writes.\r\n\r\nLike the individual words in a sentence, all elements of the fueling/c-store experience -- from the design of the canopies and pumps, to payment-processing interfaces, to the types of fuels available, to the look and feel of the store itself -- send messages to customers, he explains. \"Whatever the future brings in terms of technology, site configuration or anything else,\" Bona writes, \"do some careful thinking about how to make those changes in ways that reinforce your brand and encourage people to see the experience as consonant rather than dissonant.\"\r\n\r\nThe full column is available here.\r\n\r\nAs seen in:\r\n\r\nPetrol Plaza\r\n\r\n ', 'CBX Expert: Petroleum Brands Need to \'Look Within\' and Modernize', '', 'publish', 'open', 'open', '', 'cbx-expert-petroleum-brands-need-to-look-within-and-modernize', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-petroleum-brands-need-to-look-within-and-modernize', 0, 'thinking', '', 0), (2080, 4, '2015-03-12 15:49:09', '2015-03-12 15:49:09', 'An outdated graphic storyline dominates the baby products aisle: flawless photograph of happy babies and along with clinical imagery of safety and security. New packaging by CBX for The First Years brand seeks a change. “Gone is the baby boomer fantasy of angelic babies and perfect parents blissing out in la la land,” says Rick Barrack, Chief Creative Officer. “Instead, we worked with The First Years to do something refreshing for this category. We actually embraced the awesome — but at times messy and gritty — reality of the parenting journey.” The project, aimed at millennial parents, includes logos, fonts, selfie-style imagery that would seem at home on Facebook or Instagram, warm colors, as well as straight talk and irreverent copy. “Our goal was to bring some freshness and reality to a tired category,” says Willie Wilkov, CMO of TOMY International. “The result is a visually relatable brand that speaks directly to the next generation of parents using honest, real language.”\r\nThe full article is available here.', 'CBX Gets Messy with Millenials', '', 'publish', 'open', 'open', '', 'cbx-gets-messy-with-millenials', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-gets-messy-with-millenials', 0, 'thinking', '', 0), (2081, 4, '2015-03-08 14:32:39', '2015-03-08 14:32:39', '\r\nNot so long ago, ads for pads and tampons showed images of women in gauzy garments, doing yoga on the beach. Manufacturers left it to moms and big sisters to give young women \"the talk.\"\r\n\r\nToday, these brands speak to girls directly:\r\n\r\nAlways’ “#LikeAGirl” ad, featuring young women, ran in the last superbowl. “First Moon Party”, a humorous take on a girl’s wish to get her first period, got over 30 million views since it went up on YouTube last year.\r\n\r\n“It’s not surprising that it could be turned into something funny because it’s already something that I’m comfortable with,” said Willa, a 12-year-old Brooklynite.\r\n\r\nDirect talk and the rhetoric of female empowerment seem to be a good match for young women today. But when the product being advertised is clothing or makeup, it can raise questions.\r\n\r\nEmily Long, director of communication at The LAMP, a media-awareness organization for kids, said companies use soft-focus feminism to obscure the fact that a brand must play on a woman’s insecurities in order to sell product.\r\n\r\nShe cited Dove skincare, which has a selfie campaign for teens, and Aerie, which announced last year it would stop re-touching photos of its models.\r\n\r\n“It’s still a construction, “ Long said. “They’re still creating a shot, putting them in costumes and lighting and makeup. Just because they’re not going back over it later on with something like Photoshop doesn’t mean that it hasn’t been manipulated.”\r\n\r\nAerie says its ads are aimed at young women 15 and up. Pink by Victoria’s Secret, a rival clothing brand, says it focuses on “college-aged women”\r\n\r\nBut in fact both brands are popular with tweens, because they sell fashionable underwear that fits them.\r\n\r\nA recent study by EPM Communications put tween spending power at $43 billion.\r\n\r\nThe full article is available here.\r\n\r\n ', 'What a Brand Would Give to Be a Tween Girl’s Friend', '', 'publish', 'open', 'open', '', 'what-a-brand-would-give-to-be-a-tween-girls-friend', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-a-brand-would-give-to-be-a-tween-girls-friend', 0, 'thinking', '', 0), (2082, 4, '2015-03-18 16:45:39', '2015-03-18 16:45:39', 'By David Weinberger\r\nInnovation ain’t easy. For starters, it requires something precious that all consumer product brands must work hard to achieve — trust. And once that trust is finally won, brands naturally tend to stick with the relative safety of the known. Instead of leaping forward with profound innovations — which, after all, could inadvertently alienate those hard-won loyalists — they play it safe and move sideways.\r\n\r\nHow, then, can CPG brands innovate and meet consumer need even as they leverage their existing levels of consumer trust? Like I said, it ain’t easy. A case in point is the way in which restaurant brands like TGI Fridays, Starbucks, Nathan’s Famous, White Castle and Chi Chis, to name a few, offer iterations of their products in grocery stores. While these brands enjoy distinct advantages, many of these offerings can be found only in the frozen-food aisle, which makes delivering on expected product quality a challenge. Moreover, an important part of enjoying food in a restaurant is the experience and the environment: the servers, the music, the decor and the people you’re eating with. Like consumer trust, the experience that goes along with your brand bears a huge value. While I understand that such approaches can be hard to resist, I bet companies can push further.\r\n\r\nLet’s flip the tables — smart CPG brands can offer something new and innovative (while maintaining their consumers’ trust) by simply doing the reverse of the frozen spinoff. Instead of offloading your brand to an inert environment, you animate it in a brick-and-mortar setting replete with servers, decor, music and friends. Bear in mind, I’m not referring to flagships along the lines of M&M’s Stores or Chobani Yogurt bars, which are essentially write-offs that offer certain advantages but are under no real pressure to make money. I’m talking about investing in something innovative and profitable, with the potential to go big — I’m talking national or even international. The key is to figure out how to bring consumers an experience they can’t get by just buying your products at Dollar Tree, Shoprite or, heaven forbid, Amazon. Let’s transform these CPG brands into a destination.\r\n\r\nHeinz is an example of a company that could pull this off. Famous on six continents, the company has tremendous heritage, trust and awareness that it has yet to fully leverage. Heinz can start by taking advantage of three major food trends.\r\n\r\nStart with customization. Across the U.S., we see restaurants such as Chipotle Mexican Grill and Subway riding the fast-casual wave as they allow their fans to create their own meals. Another example of this is the rise of “fixin’s” bars in convenience stores such as Maverik, ampm and Corner Store.\r\n\r\nNext is the ongoing globalization of cuisine. From the coasts to Middle America and beyond, flavors are blending. Latin and Asian influences in particular are on trend, with chipotle and Sriracha popping up all over. Earlier this year, Heinz announced the release of a product that combines classic American ketchup with Sriracha, a flavor that used to be known only to epicures fond of browsing Asian grocery stores. It may be hard to find, but Heinz is touching on a big opportunity here.\r\n\r\nThe third trend is simple authenticity. Heinz has been around since 1869 and is one of the most trusted brands in the world. What kid doesn’t like ketchup?\r\n\r\nLeveraging this consumer trust and riding the tails of these three food trends, I believe that Heinz can move beyond line extensions and into the world of retail destinations, and break new ground — literally. Retail locations could help the Heinz brand truly own “customization of flavor.” Imagine walking into a fast-casual sandwich place called “Flavors 57.” Like the menus at Chipotle and Five Guys, the Flavors 57 menu would offer creative spins on burgers, dogs, hoagies, falafels, croque madames, banh mis, tortas, you name it. (Oh, and fries of course.) It would all be made in front of you with any fresh toppings you want. After you get your meal, you walk over to the “Heinz Saucing Station.” Fifty-seven sauces? Exactly. Take that Arby’s.\r\n\r\nThere would be 10 types of ketchup, branded mustard, mayo, relish, chutney, tahini, salsa, hot sauce, tartar sauce, cheese sauce, peanut sauce, steak sauce, secret sauce, Limited Time Only sauce and, of course, Awesome Sauce.\r\n\r\nThe idea here is not to spotlight Heinz, but to point to the potential of maximizing under-leveraged — but highly trusted — brands. One could say much the same for the likes of Sabra, Applegate Farms, Kashi and many more. If IKEA can serve meatballs, why can’t Trader Joe’s open its own QSRs?\r\n\r\nInnovation ain’t easy. But it can come from anywhere. Even a tomato.\r\n\r\nThe full article is available here.', 'Rethinking branding, what it means to be “new and improved”', '', 'publish', 'open', 'open', '', 'rethinking-branding-what-it-means-to-be-new-and-improved', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/rethinking-branding-what-it-means-to-be-new-and-improved', 0, 'thinking', '', 0), (2083, 4, '2015-03-31 14:24:04', '2015-03-31 14:24:04', 'Beloved brand emphasizes its hard-hitting, dynamic and challenging workouts via comprehensive rebranding campaign by CBX.\r\nAfter an endorphin-boosting Jazzercise workout, you’re likely to feel toned, breathless, energized—and ready to come back for more. But what about those whimsical legwarmers and leotards? In its comprehensive rebranding project for Jazzercise, brand agency and retail design consultancy CBX is helping the $100 million company retire these outdated misperceptions.\r\n\r\n“The reality is, Jazzercise has continually updated its workouts for the past 45 years to keep them in perfect step with contemporary fitness trends ,” said Gregg S. Lipman, CBX Co-Founder and Managing Partner. “Jazzercise continues to transform the bodies and lives of thousands of people all over the world. It is every bit as results-oriented as the likes of CrossFit or Zumba. Our objective was to modernize the perception of this brand by better telling its story.”\r\n\r\nThe new brand elements debuted on the Jazzercise website in January and are now being rolled out companywide to appear on retail products such as apparel, interior and exterior signage, promotional materials, advertisements and posters. Elements have also been incorporated in corporate and franchised Jazzercise centers.\r\n\r\nAs part of the rebranding, CBX body-sculpted the Jazzercise logo by ditching its serif-based font for a sleeker, more energetic look. The firm created a bold, clean color palette for Jazzercise’s background fields, typography and accents, employing shades of yellow, grey, blue and white. The new brand voice is conveyed in messaging such as “Jazzercise: You think you know us, but you don’t” and “We keep you moving, we keep it coming—you’ll transform.”\r\n\r\n“We based our approach on extensive consumer research, and the messages we received were, in essence, ‘Inspire me’ and ‘Get me results,’” said Rick Barrack, CBX Co-Founder and Chief Creative Officer. “These workouts are sweaty, real and challenging. They’re about intensity and results, which is precisely what we sought to convey in this rebranding.”\r\n\r\nCBX’s effort focused in part on grittier, high-contrast photography, Barrack explained. “Visually, we zoomed in on the strength of women’s muscles and the sweat on their bodies, with brick backgrounds, close cropping and a color palette that really pushes performance and strength,” he said. “It is real, raw and empowering, which happens to be more in keeping with today’s trends, from the TV show ‘Girls,’ to the unapologetic ads of U By Kotex.”\r\n\r\nSpecific words on the brand guidelines list include pulse-pounding, beat-pumping, beats jumpin’ and bass droppin’, which is appropriate given that customers can incinerate up to 800 calories in one 60-minute Jazzercise class, Barrack noted. “We also added boldness and strength to the advertising copy with language such as ‘Our only throwback is our right hook’ and ‘Our new beats break 80s barriers.’ ”\r\n\r\nFounded in 1969, Jazzercise has never stopped growing: its more than 8,300 certified instructors teach more than 32,000 weekly classes in 32 countries. However, the 45-year-old brand wanted to gain an edge on other fitness programs by focusing on the future, Lipman noted. “Jazzercise founder and CEO Judi Sheppard Missett wanted to reach out to a new audience with a bold new message: ‘You think you know us, but you don’t,’ ” he explained. “This rebranding has laid the groundwork for an enduring and engaging brand, one that acknowledges that sweat is sexy—no legwarmers required.”\r\n\r\nAs seen in:\r\n\r\nClub Industry', 'CBX Helps Jazzercise Rebrand with Focus on Intensity, Results', '', 'publish', 'open', 'open', '', 'cbx-helps-jazzercise-rebrand-with-focus-on-intensity-results', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-helps-jazzercise-rebrand-with-focus-on-intensity-results', 0, 'thinking', '', 0), (2084, 4, '2015-03-31 20:55:38', '2015-03-31 20:55:38', 'Jazzercise president Shanna Missett Nelson, leads a class called Dance Mixx on Friday at the Jazzercise studios in Oceanside, California. — Eduardo Contreras\r\nOn a Friday morning, Iggy Azalea\'s \"Trouble\" blasts through a room filled with mostly women and a few men who are shaking their hips – and everything else – to the music.\r\n\r\nThis is not your mother\'s Jazzercise, and it\'s certainly not stuck in the 1980s. Instead of leotards, dancers are wearing Lululemon, and there\'s not a legwarmer or sweatband to be seen. But there is plenty of sweat. And where there used to be simple, low-impact movements like hip swivels, now there\'s a blend of kickboxing, Pilates and hip-hop moves.\r\n\r\n\r\n\r\nThe 46-year-old fitness franchise headquartered in Carlsbad this year introduced a bold new logo, color scheme and advertising campaign to shake off its dated reputation and show people a modern, harder-edged Jazzercise that delivers results.\r\n\r\nIt is also rolling out a new menu of calorie-crushing classes as part of its \"You Think You Know Us But You Don\'t\" rebrand.\r\n\r\nThe goal is to abolish misguided and outdated stereotypes about Jazzercise, said Sandra Creamer, vice president of strategy at CBX, the New York agency that crafted the rebrand.\r\n\r\nThe new look, which also features cropped images of women\'s toned bodies while working out, is designed to show women that Jazzercise isn\'t all jazz, but it\'s also exercise that will help them slim down and tone up their muscles. At the same time, Jazzercise wants to show the world it has the stuff to compete with newer fitness concepts such as Zumba, kickboxing and Bokwa.
    \r\nThe revolution\r\n\r\nJazzercise was one of the first organized fitness concepts in the United States when professional dancer and choreographer Judi Sheppard Missett started teaching her dance-based workout classes in 1969. It started as a performance dance class, but Missett quickly realized her students were more interested in something less disciplined that would allow them to get fit while having fun.\r\n\r\nSo she turned them away from the mirror and started calling out simple steps while leading from the front of the room. That first class had 15 students, she said. The second class had 30, because everybody brought a friend. By the third meeting, the group of 60 had outgrown the room.\r\n\r\n\"That was kind of my \'ah-ha!\' moment,\" Missett said.\r\n\r\n\r\n\r\n\r\n\r\nShe didn\'t set out to turn her aerobic dance lessons into a business, but her classes kept growing and by the mid-80s, Jazzercise had helped spearhead a revolution that turned fitness into an organized industry boasting evangelical personalities like Richard Simmons and Jane Fonda.\r\n\r\nJazzercise was one of the first companies to market fitness as fun, and became one of the first fitness programs to train and franchise its instructors. It also pioneered on-site childcare for its members, making it easier for them to squeeze exercise into their busy lives.\r\n\r\n\r\n\r\n\"People were teaching group fitness classes for many years before that, but in the \'80s is when we saw it really take off, and Jazzercise was a very big part of that,\" said Jessica Matthews, senior adviser for Health and Fitness Education at the American Council on Exercise based in San Diego. \"That\'s when you started to have this identified profession.\"\r\n\r\nACE, established in 1985, was the first to offer any sort of credential in the fitness industry, Matthews said, and its first credential was for aerobic dance instructors like those who taught Jazzercise.
    \r\nThe evolution\r\n\r\nJazzercise has since expanded into an estimated $100 million fitness empire boasting 8,300 franchisees teaching more than 32,000 classes per week in 32 countries around the world. It is now ranked No. 7 on Entrepreneur magazine\'s list of Fastest-Growing Franchises and No. 13 on its list of America’s Top Global Franchises.\r\n\r\nAlthough Jazzercise is practically a household name, Missett said that is a double-edged sword, because the name recognition often comes with an old-fashioned understanding of what Jazzercise is all about. So many people who think they know her company, she said, don\'t in fact know anything about the bass-thumping, heart-pumping classes it offers in 2015. Instead, they associate it with their mothers or grandmothers in the 1980s.\r\n\r\n\"Here\'s the thing: If we had stayed an \'80s program, we wouldn\'t be here today,\" said Missett, now 70 and still teaching classes.\r\n\r\nShe thrives on change, she explained, and works hard to keep a constant stream of new songs and choreography flowing to her instructors and franchisees. That helps keep both instructors and customers from getting bored.\r\n\r\nThe company, too, has evolved with their changing needs. For example, said Missett\'s daughter and company president Shanna Missett Nelson, Jazzercise has developed a variety of business models for its franchisees, whether they\'re just teaching as a hobby or want to turn Jazzercise into their livelihood.\r\n\r\nMatthews often jokes that fitness is like fashion, she said, with trends that die out and make a comeback, but Jazzercise seems to be an exception.\r\n\r\n\"It\'s not a surprise to me that Jazzercise and dance-based fitness formats continue to thrive after all these years, because quite honestly, most people don\'t equate dancing with exercise,\" she said.\r\n\r\nThat means they go to have fun, and the workout is a side benefit.
    \r\nA new image\r\n\r\nBut that fun-first image is exactly what Jazzercise is trying to distance itself from, said Creamer from CBX.\r\n\r\nAlthough the fun of a dance party keeps the average Jazzercise customer coming to class for an impressive seven years, that\'s not what will get new people in the door for the first time, she explained. The fact that a customer can burn as many as 600 calories in one 60-minute session will.\r\n\r\nPeople are well aware of how entertaining Jazzercise can be, which is one reason some don\'t take it seriously. That perception, coupled with a growing attraction to more intense fitness concepts like boxing and CrossFit, has slowed Jazzercise\'s growth in recent years.\r\n\r\nThis new, harder-core image will help Jazzercise compete with that trend and appeal to a younger generation who want to fit exercise into their schedules, but won\'t bother unless they believe it\'s going to challenge them and deliver results.\r\n\r\nThe more aggressive, authoritative image, projected by phrases such as \"Our classes are way too hot for legwarmers\" and \"Our only throwback is our right hook,\" is what will get people to try Jazzercise for the first time, Creamer said.\r\n\r\nThe fact that it\'s enjoyable is what will keep them coming back – a challenge for most workout programs, but something Jazzercise excels at.\r\n\r\n\"If you\'re going to exercise, it\'s not about intensity, but continuity,\" Creamer said. \"They have a winning formula for that, and they just want to share that with more people.\"\r\n\r\nJazzercise unleashed its rebrand on Jan. 1, and Leah Castle, owner of the College Area franchise, said it led to a strong month for her business. Oddly, though, her new new customers weren\'t in the new target demographic of women in their 30s. Instead, they were mostly women in their late 40s.\r\n\r\nStill, she said, the new image was an important step for the company and its franchisees.\r\n\r\n\"I think it was needed, and I really think Jazzercise is on the right track,\" Castle said.\r\n\r\nThe full article is available here.', 'Jazzercise shakes off \'80s reputation', '', 'publish', 'open', 'open', '', 'jazzercise-shakes-off-80s-reputation', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/jazzercise-shakes-off-80s-reputation', 0, 'thinking', '', 0), (2085, 4, '2015-04-06 17:06:02', '2015-04-06 17:06:02', 'CBX Open-Letter Ad in Advertising Age Asks Cannes Lions, CLIO & Pencil Awards Programs To Begin Honoring Agencies For Naming Efforts\r\nIn a full-page, open-letter ad in today\'s edition of Advertising Age, the chief executive of branding agency CBX asked the Cannes Lions, CLIO and Pencil awards programs to begin honoring creative agencies for their work in naming or \'Verbal Identity.\'\r\n\r\nThe letter from Gregg S. Lipman, CEO and Managing Partner of the New York-based firm, reads as follows:\r\n\r\nTo the esteemed Governing Bodies and Judging Committees of the Cannes Lions, CLIO, and Pencil Awards:\r\n\r\nThank you. Your awards elevate an entire industry and celebrate the best and brightest in our field. They validate a job well done. But is it possible, perhaps, you may have forgotten something?\r\n\r\nWhat about Naming?\r\n\r\nOn behalf of Branding & Naming agencies everywhere, we humbly submit that you may want to consider the singular importance of Verbal Identity. It is the most enduring aspect of any brand; without it, there would be no identity at all. No big idea. No creative campaigns. No trophies in the lobby.\r\n\r\nMight we recognize this critical component to the marketing mix with an award as well?\r\n\r\nWe could even create a clever name for it if you\'d like.\r\n\r\nThanks so much,\r\n\r\nGregg S. Lipman\r\n ceo/managing partner\r\n #whataboutnaming', 'What About Naming?', '', 'publish', 'open', 'open', '', 'what-about-naming', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-about-naming', 0, 'thinking', '', 0), (2086, 1, '2015-04-15 15:40:42', '2015-04-15 15:40:42', 'Global branding industry should do more to honor the most creative and successful naming and verbal identity projects, says Gregg S. Lipman, CEO of the New York-based brand agency.\r\nEach year naming experts at brand agencies across the globe spend countless hours working to develop verbal identities for a dizzying array of corporations, products and brands. And yet major industry awards programs continue to ignore the foundational role of naming in the brand-building process, said Gregg S. Lipman, CEO and Managing Partner of CBX, the New York-based brand agency and retail design consultancy.\r\n\r\n\"Nothing is as foundational to a brand as its name,\" Lipman said. \"So why don\'t programs like Cannes Lions and CLIO honor creative agencies for their work on naming? On behalf of all of those who value the critical role of verbal identity in the branding process, we at CBX are calling for a change.\"\r\n\r\nEarlier this month, CBX took out a full-page advertisement inAdvertising Age in which Lipman urged major industry awards programs to begin honoring creative agencies for their hard work and creativity in the naming arena. Verbal identity, Lipman noted, is the most enduring aspect of any brand and is therefore every bit as worthy of recognition, if not more so, as a visually attractive logo or clever ad campaign. \"Without verbal identity, there would be no identity at all,\" Lipman wrote. \"No big idea. No creative campaigns. No trophies in the lobby.\"\r\n\r\nSpecialists in CBX\'s Naming and Verbal Identity group have created hundreds of names from scratch for a raft of corporate, service and product brands. Recent examples include everything from corporate to consumer: Big Heart Pet Brands (the world\'s largest standalone pet food and snacks company); Brew York City (Duane Reade\'sgrowler bar brand); Nice (a Walgreens private label brand); and Topaz (an Irish fuel brand), to mention just a few. \"When they \'nail it\' and come up with the perfect name for a brand, naming experts at firms like CBX get plenty of recognition from clients, but to date there has been no way for them to receive formal recognition from their peers,\" Lipman said. \"This could be easily remedied, which is why we are taking the unusual step of publicly calling for the addition of awards categories for naming and verbal identity.\"\r\n\r\nLipman pointed to the importance of naming in other creative arenas—from Hollywood, to the music industry, to book publishing.\r\n\r\n\"There\'s a reason Ernest Hemingway agonized over the title of The Sun Also Rises; a far cry from its original title Fiesta. This was the quintessential novel of the Lost Generation, and so the title had to be perfect,\" Lipman said. \"What would have happened if \'The Beatles\' had stuck with \'The Quarrymen?\' After Prince changed his name to a visual symbol, he had to go back to \'Prince\' because no one knew what to call him anymore. Simply put, naming matters—and this is every bit as true in the world of branding as it is in other realms.\"\r\n\r\nThe wrong name is like an unstable foundation, whereas a strong verbal identity serves as a solid platform for great brand-building campaigns for years, decades or even centuries to come, Lipman added. \"Campaigns last only as long as the media buy, and even logos and fonts evolve and change with time,\" he said. \"Names endure. And you have one shot to get it right. They are often multigenerational. Your great-grandfather probably wore Levi\'s.\"', 'CBX Urges Wider Recognition Of Naming\'s Role In The Brand-Building Process', '', 'publish', 'open', 'open', '', 'cbx-urges-wider-recognition-of-namings-role-in-the-brand-building-process', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-urges-wider-recognition-of-namings-role-in-the-brand-building-process', 0, 'thinking', '', 0), (2087, 1, '2015-04-21 14:10:24', '2015-04-21 14:10:24', 'Thousands of cliché images bombard us through all forms of media on a daily basis. Pristine babies smiling angelically at the camera; women doing cartwheels on the beach during their period; mom preparing a perfectly homemade dinner with a smile on her face. While these scenarios rarely reflect real life, marketers often rely on these images to reach their consumers. They do so because clichés are safe, and generally don’t make consumers feel uncomfortable. But, the question is, what are clichés really doing for your brand?\r\nAllison Koller, Creative Director at CBX, will explain why our society focuses so heavily on clichés, will dig into examples of brands successfully defying clichés, and will wrap up with key takeaways to apply to your own brand.', 'Get Real: Branding Beyond the Cliche', '', 'publish', 'open', 'open', '', 'get-real-branding-beyond-the-cliche', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/get-real-branding-beyond-the-cliche', 0, 'thinking', '', 0), (2088, 1, '2015-04-21 15:25:41', '2015-04-21 15:25:41', 'Formerly Known as Dice Holdings, Inc., DHI Group, Inc., Celebrates Its New Visual and Verbal Identity Today by Ringing the Closing Bell on the New York Stock Exchange\r\nAs DHI Group, Inc. (\"DHI\") rings the Closing Bell on the New York Stock Exchange today, it does so with a new visual and verbal identity created by CBX, the brand agency and retail design consultancy, in consultation with DHI.\r\n\r\nFormerly known as Dice Holdings, Inc., DHI is a leading provider of specialized websites and services for professional communities. With the help of CBX, the Company has rebranded as DHI and adopted a new logo that includes the brand-reinforcing tagline \"Delivering Hire Insights.\"\r\n\r\n\"We began as the Dice business nearly 25 years ago and have developed and expanded to serve multiple specialty verticals, with new products and services that will further expand our market opportunity. The name DHI better represents the evolution of our Company into a diverse portfolio of specialized websites and services that serve targeted constituents and are unified under one corporate umbrella,\" explained Michael Durney, DHI\'s President and CEO.\r\n\r\n\"For the new logo, CBX sought to create a symbol of reliability, trust and quality,\" said Rick Barrack, co-founder and Chief Creative Officer at CBX. \"We used proprietary, bold, uppercase letterforms to define the new brand mark. Running from the cross bar of the \'H\' and leading to the accent graphic over the \'I,\' the visual path we created in the logo calls to mind the upward trajectory showing positive results. It represents ambition, innovation, forward-thinking and setting new paths of opportunity.\"\r\n\r\n\"The new tagline -- \'Delivering Hire Insights\' -- complements this visual identity even as it evokes the human dimension of DHI\'s people-centric mission,\" Barrack said. \"The tagline defines what DHI is all about, and what it does for its clients and the professionals who use their services.\"\r\n\r\n\"With our new verbal and creative assets, DHI now has its own distinct identity, allowing our Dice brand to strengthen its position as the leading digital career resource,\" Durney noted. \"The name DHI and our new tagline more clearly reflect the globally unified company we have become.\"\r\n\r\nAbout DHI Group, Inc.\r\nDHI Group, Inc. is a leading provider of specialized websites and services for professional communities including technology and security clearance, financial services, energy, healthcare and hospitality. Our mission is to empower professionals and organizations to compete and win through specialized insights and relevant connections. Employers and recruiters use our websites and services to source and hire the most qualified professionals in select and highly-skilled occupations, while professionals use our websites and services to find the best employment opportunities in and most timely news and information about their respective areas of expertise. For almost 25 years, we have built our company on providing employers and recruiters with efficient access to high-quality, unique professional communities and offering the professionals in those communities access to highly-relevant career opportunities, news, tools and information. Today, we serve multiple markets primarily located throughout North America, Europe and the Asia Pacific region.', 'Leading Digital Provider for Professional Communities Rebrands as DHI Group, Inc. With Help From CBX', '', 'publish', 'open', 'open', '', 'leading-digital-provider-for-professional-communities-rebrands-as-dhi-group-inc-with-help-from-cbx', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/leading-digital-provider-for-professional-communities-rebrands-as-dhi-group-inc-with-help-from-cbx', 0, 'thinking', '', 0), (2089, 0, '2018-09-27 16:53:22', '2018-09-27 16:53:22', '', 'Aloha_pressrelease_2012-1', '', 'inherit', 'open', 'closed', '', 'aloha_pressrelease_2012-1', '', '', '2018-09-27 16:53:22', '2018-09-27 16:53:22', '', 1732, 'http://cbx.cappendev.com/app/uploads/2018/09/Aloha_pressrelease_2012-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2090, 0, '2018-09-27 16:53:22', '2018-09-27 16:53:22', '', 'AG-8275c', '', 'inherit', 'open', 'closed', '', 'ag-8275c', '', '', '2018-09-27 16:53:22', '2018-09-27 16:53:22', '', 1746, 'http://cbx.cappendev.com/app/uploads/2018/09/AG-8275c.jpg', 0, 'attachment', 'image/jpeg', 0), (2091, 1, '2015-04-17 19:37:50', '2015-04-17 19:37:50', 'By Nancy Brown\r\nBrands need to explore new packaging strategies in the era of online delivery to keep consumers coming back for more.\r\n\r\nPackaging offers a way to establish brand identity and create personalized consumer experiences. But in the era of online delivery, shouldn’t brands do a lot more to give online shoppers more compelling and on brand packaging experiences—right on the consumer’s doorstep? In today’s economic environment, after all, brands are competing as much on the experiences they offer as the products they sell.\r\n\r\nWe all saw the numbers for the 2014 holiday season: more online purchases than ever. By 2018, nearly one-half of CPG growth—a total take of $35 billion in sales—will derive from online transactions, according to the Grocery Manufacturers Association. And more and more as e-commerce sales continue to take over the market, that classic moment of truth when shoppers first see your brand as it hangs on a hook or perches on a shelf will never happen. Instead, it will begin when they open the front door or a mailbox to find the product they have ordered in a box.\r\n\r\nThink about that for a moment. Innumerable Ph.D. theses have been written about the art and science of the consumer-product encounter at shelf. But how much time and effort is going into the experience of receiving and opening products ordered online, from a branding and packaging standpoint?\r\n\r\nAs more consumers transition from brick-and-mortar stores to e-commerce, brands will need to find new ways to improve the packaging experience at the doorstep. The goal should be to thrill consumers and keep them coming back for more.\r\n\r\nOnline retailers like Birchbox, Mantry and One Kings Lane are already taking creative approaches to the aesthetic and tactile experience of opening their packages at home. They represent a potential source of ideas and inspiration for ways in which other brands could improve upon their experience\r\n\r\nStart with a subscription to Birchbox. Consumers sign up for monthly deliveries of sample-sized beauty, grooming and lifestyle products, tailored to a personalized style profile. The goal? To give people access to a variety of products—cult brands, up-and-coming lines and everything in between—and to gain loyal consumers through an inspirational monthly subscription service. The monthly deliveries arrive in brightly colored shipper boxes (see photo above), which function as a Pavlovian cue to make consumers say, “Fantastic! My Birchbox is here!” Every detail within the box is beautifully designed to feel like a gift. There are pouches within boxes, cleverly written letters to consumers and straight shooting product descriptions. Different themes every month add to the delight and surprise of the deliveries. Summer boxes come with sunscreen and tips for staying cool and fresh looking, while winter boxes share tips on skin hydration. Some boxes even come with promotional campaigns like this April’s tie in with the finale of Mad Men. Each month offers something unique while providing a cohesive brand experience. In turn, those charming monthly deliveries drive further sales for the company and breed loyal consumers.\r\n\r\nMantry bills itself as offering curated craft, artisan and small-batch food and beverages targeted to fit the modern man’s lifestyle. The company’s eye-catching packaging was inspired by prohibition-era liquor crates. The products are shipped in a literal crate, the tops of which are nailed shut, and consumers immediately feel like they’re about to make something with their own two hands. Each month, Mantry subscribers pry off the lids to unveil the surprise products within. “The core goal of the service is to help guys discover the undiscovered makers doing amazing things in food and drink,” the company says.\r\n\r\nLastly, One Kings Lane, a flash-sale home decor business that operates a furniture and home accessories sales website, redesigned its packaging with the goal of “taking the brown box and making it a little more special.”\r\n\r\nRather than opening a nondescript box, a One Kings Lane consumer might find a package with a hand-drawn elephant on the outside and a printed motif lining the inside, a ribbon-tied box filled with artisan soap bars wrapped in wax paper or even a “thank you” note as the first interaction with the brand once the box is opened. These unique details are reminiscent of the amount of love and attention that their consumers put into decorating their homes. The fact that each package is slightly unique encourages consumers to continue ordering from One Kings Lane, because each experience is sure to be surprising and delightful every time.\r\n\r\nAs marketers move forward with new approaches rooted in the reality of e-commerce, they should consider making the tactile joy of receiving and opening packages a fundamental consideration. The biggest trap that big brands can fall into is clinging to strategies that worked great offline but simply don’t hold up online.\r\n\r\nSo, could other brands, including those with a more mass-market appeal—potentially the Amazons and Macy’s of the world—change their online packaging experience? Possibilities run the gamut: Try sending small assortments of samples or other free gifts related to the consumer’s purchase or designing a visually engaging shipping box. For multi-channel retailers, the point is to delight online shoppers just as much, if not more, as their brick-and-mortar consumers. Just because the shelf doesn’t play a role in the e-commerce equation does not mean that packaging loses its importance.\r\n\r\nWhen people shop online, they are rarely looking to duplicate the in-store experience. They expect something different. Let’s start giving it to them.', 'The Power of Packaging at the Doorstep', '', 'publish', 'open', 'open', '', 'the-power-of-packaging-at-the-doorstep', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-power-of-packaging-at-the-doorstep', 0, 'thinking', '', 0), (2092, 0, '2018-09-27 16:53:23', '2018-09-27 16:53:23', '', 'GOODDELISH-LEMONADE', '', 'inherit', 'open', 'closed', '', 'gooddelish-lemonade', '', '', '2018-09-27 16:53:23', '2018-09-27 16:53:23', '', 1763, 'http://cbx.cappendev.com/app/uploads/2018/09/GOODDELISH-LEMONADE.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2093, 1, '2015-04-28 22:15:36', '2015-04-28 22:15:36', 'The concept cars unveiled at major auto shows always seem a bit “out there.” But by making a practice of radically rethinking their products, global car makers have learned to unleash their creativity and position themselves for the future.\r\nAre chain drug stores doing the same? How much time and money does the industry spend envisioning radical, out-there, seemingly impractical prototype stores — metaphorical “concept cars” that could ultimately exert real, paradigm-shifting influence years or decades down the line?\r\n\r\nWhen it comes to the already lagging front of the store in particular, the industry would do well to entertain the possibility of radical shifts that would amount to an overthrow of the current, convenience-oriented model.\r\n\r\nWhat could replace that current model?\r\n\r\nWhen they aren’t ordering stuff online, both baby boomers and Millennials are keenly interested in health and wellness — a trend that is likely to gather steam with time. Indeed, the definition of health and wellness is expanding to encompass an ever-wider circle of both products and services.\r\n\r\nFor example, people will continue to embrace the notion that food is medicine, and that community is essential to both health and well-being. For nationwide drug store chains, then, this all spells potential opportunity.\r\n\r\nAnd so one strong possibility is a front of the store in which the focus is on curating a bigger message around health and wellness. Arguably, such a focus would be more on-brand and relevant, because drug stores are all about consumers taking better care of themselves.\r\n\r\nFrom CVS Health boldly and bravely ditching cigarettes to Rite Aid launching its wellness ambassadors program, the industry has taken its first steps in this direction anyway.\r\n\r\nWhat would a huge leap look like? If a national drug store chain were to launch a prototype that took health and wellness even more seriously, one approach would be to focus on four fundamentals: footfall (how to get more people in the front door), frequency (how to get them in the front door more often), relevance (selling things that matter to consumers) and brand consistency (offering on-brand products and services that are connected to a healthy lifestyle).\r\n\r\nWith respect to brand consistency, the Drug Store of the Future could offer products that reflect a more elevated consciousness. For example, candy and high-sugar drinks would play a less prominent role, and the store’s business plan would not include tempting shoppers with chocolate at every possible turn.\r\n\r\nSigns already point to the growing numbers of consumers who are rejecting sugared drinks in favor of bottled water and other healthier options; the prototype store would have a deep selection of artisanal waters, unsweetened teas and the like.\r\n\r\nThe prototype would also place far less emphasis on the commoditized products — anything from Styrofoam coolers to lawn chairs to low-end electronics — that formerly gobbled up square footage at the front of the store. This type of merchandise has nothing to do with health and wellness. If it is already omnipresent at dollar stores, discounters, convenience stores and in other retail channels, how much more available will it be in the future?\r\n\r\nAnd so the front of the store will no longer be reminiscent of Dollar Tree or a c-store. Instead, it will have polished wood floors and call to mind the supplements section at Whole Foods Market.\r\n\r\nThe pharmacy would still offer flu shots, but the preventive medicine clinic would do brisk business as well, in part because of revolutions that will make diagnostic tools and techniques cheaper and more portable.In fact, given all the research proving the health benefits of societal engagement, the prototype might even include a small community room, perhaps adjacent to the pharmacy/clinic. You could look through the oversize windows and see that an on-brand yoga class is in full swing. What’s on the schedule for tomorrow? Massage.\r\n\r\nOn the food front, it isn’t too hard to imagine a high counter that has a juice bar that offers customizable, kale-infused concoctions. Shoppers may also find a display at the front of the store that features organic, zero-sugar and antioxidant-rich pomegranate juice. It’s right next to the big display of anti-inflammatory turmeric supplements. Does the store have cashew nuts? Sure. But they’re dry-roasted and organic. You may even find a tilt table with some fresh organic produce from local farms.\r\n\r\nBear in mind that chain drug stores are already in the food business. Shifting into a higher orbit with more healthful offerings might be a stretch, but it is not beyond the realm of possibility. We are already seeing urban fresh format stores that are designed to combat food deserts.\r\n\r\nTechnology would be an integral part of the store as well. Say you’re a member of a rewards program. When the RFID scanner detects your phone, you could receive a text that gives you the option of downloading a free article on nutrition or on high-intensity fitness, or maybe a digital recording of a stress-reducing guided meditation. It would be the health and wellness equivalent of the free MP3 downloads that Starbucks offers to its loyalists.\r\n\r\nThe store’s exterior could also reflect the growing opinion that a healthier planet is a healthier you. That could mean lots of e-vehicle charging stations in the parking lot — all of them topped, of course, with solar panels — as well as rain barrels here and there outside and maybe even a rooftop garden and “living wall” covered in greenery.\r\n\r\nInside and out, the idea here is to shoot for a future in which consumers think of you first whenever they contemplate anything related to health and wellness. After all, that is your niche. So that might mean a product offering that includes things that might seem unthinkably impractical today such as organic cotton yoga pants or expensive fitness-tracking gizmos from the Quantified Self movement.\r\n\r\nToday, drug stores are full of merchandise that dilutes or even harms their brands, which is precisely why CVS Health kicked tobacco to the curb. And yet drug stores have just as much of a brand to uphold as all of the brands they carry.\r\n\r\nIf American society becomes increasingly focused on health and wellness, as it appears likely to do, then why not try to bring about a future in which consumers strongly associate national drug stores with their health and wellness needs? Why cede this territory to the likes of Whole Foods, which could never achieve the geographic market penetration of a CVS or Walgreens?\r\n\r\nFar-out prototypes rarely go to market as is, but they can and do lead to new ideas and incremental changes that, over time, translate into competitive advantages for chain drug retailers in the real world. The industry has already identified a need to reinvigorate the front of the store and carve out a stronger identity for itself in a world of both channel blurring and commoditization. Pushing prototypes past what might seem possible or practical is one way to shift that quest into overdrive.\r\n\r\nOriginally printed in Chain Drug Review', 'Envisioning the ‘drug store of the future’', '', 'publish', 'open', 'open', '', 'envisioning-the-drug-store-of-the-future', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/envisioning-the-drug-store-of-the-future', 0, 'thinking', '', 0), (2094, 1, '2015-04-30 19:14:34', '2015-04-30 19:14:34', 'By Joseph Bona\r\nLet’s say a burglar breaks into your hotel room and steals your laptop, iPad, car keys, briefcase, passport and more. What does it say about you if you can’t stop thinking about how the whole nightmarish event was such an epic fail on the branding front?\r\n\r\nI guess it means I’ve been at this branding business for a long time. Let me explain. On a business trip to San Antonio a few weeks ago, I was staying at a seemingly nice, albeit lower-end, hotel bearing the name of one of the top three chains. When I returned from dinner one evening, I noticed my laptop was not on the desk where I had left it. My heart leaped out of my chest when I saw that my briefcase was gone, too. Had I put anything in the safe? Impossible; there was no safe in the room.\r\n\r\nI went downstairs and told the staff. They called the police, who showed me how the door had been jimmied, and pointed out the lack of a standard-issue security plate . As a result, it had been easy for the burglar to compromise the lock by cramming something in between the door and doorjamb. Well, at least they probably filmed the guy on the interior hallway cameras, right? No cameras.\r\n\r\nThe staff phoned the manager. Would he be coming in to create a strong sense that the hotel was deeply concerned about this rare breach of security? Nope. How about a real-time call in which the manager said, “Mr. Guest, I am sorry this happened.” Didn’t happen. And would it surprise you to learn the hotel’s insurance company later tried to browbeat me into putting it all on my homeowner’s insurance?\r\n\r\nWhen brands interact with people, they do so at a wide range of touch points, far beyond the brand name and physical appearance of the hotel.\r\n\r\nWhen your guest can’t find her child at the swimming pool, has a medical emergency, or has her hotel room burglarized, these, too, are critical touch points.\r\n\r\nIt is a fatal flaw for a company to put time, effort and money into routine customer-facing brand impressions, while ignoring the customer experience during inevitable adverse events. At lower-end properties, consumers will not expect a Ritz-Carlton mint on the pillow. However, things like basic security precautions and an empowered and well-trained manager are the price of entry, especially if you plaster a well-respected brand name on the hotel.\r\n\r\nHumans are emotional creatures, and a brand is intended to connect on an emotional level. If I had been able to talk with the manager on the phone right after the burglary, my primary expression of anguish would not have been about the loss of my belongings. Instead, I would have talked about how the burglar had made off with the gifts that my wife had given me 25 years ago. Silly as it might sound, some words of empathy and concern from the manager at that time would have made me feel more appreciated by the brand I was once loyal to. Later, when the manager called up and offered me 10,000 loyalty points, it was too little, too late.\r\n\r\nI couldn’t have cared less about the monetary value involved here. For me, the problem was the seeming callousness on the part of the company in response to the break-in. From a branding perspective, this hotel fell down on the job at all of the post-event touch points. Instead of disregarding my concerns, the brand could have had guidelines in place in order to show compassion and sympathy. This would have demonstrated its seriousness about keeping my business and maintaining my brand loyalty. And by the way, think of what happens when you poorly handle such things in today’s social media environment, where your customers can update thousands of people on your brand’s shortcomings, live.\r\n\r\nIf your customers aren’t going to be surprised and impressed with how well you handle adversity, you need to think harder about the potential negative effects this could have on your brand over time. At the end of the day, companies must deliver and execute against all the promises — explicit and implicit — behind a brand.', 'How A Hotel Burglar Stole My iPad - And My Brand Loyalty', '', 'publish', 'open', 'open', '', 'how-a-hotel-burglar-stole-my-ipad-and-my-brand-loyalty', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-a-hotel-burglar-stole-my-ipad-and-my-brand-loyalty', 0, 'thinking', '', 0), (2095, 0, '2018-09-27 16:53:24', '2018-09-27 16:53:24', '', 'SCOTTS_snaplineup', '', 'inherit', 'open', 'closed', '', 'scotts_snaplineup', '', '', '2018-09-27 16:53:24', '2018-09-27 16:53:24', '', 1769, 'http://cbx.cappendev.com/app/uploads/2018/09/SCOTTS_snaplineup.jpg', 0, 'attachment', 'image/jpeg', 0), (2096, 1, '2015-05-04 14:34:06', '2015-05-04 14:34:06', 'Congratulations, Dave Weinberger – Vice President and Engagement Director, for being recognized as one of 40 under 40.\r\nAs a branding and identity specialist, Weinberger leads interdisciplinary teams on retail, corporate and consumer initiatives. His leadership and teams have been instrumental in helping craft strong design initiatives for brands like Duane Reade, Chase and The Home Depot. Weinberger is considered an expert in the energy and convenience channel, having worked with national brands like Hess, Wawa and PetroChina. He frequently writes for industry publications and blogs about retail and branding trends.\r\n\r\nMy favorite place to shop is: The Lego Store.\r\nThoughts on mentoring: Coaching kids teaches you how to coach adults.\r\n\r\nSee the other winners here.', 'design:retail announces 40 under 40', '', 'publish', 'open', 'open', '', 'designretail-announces-40-under-40', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/designretail-announces-40-under-40', 0, 'thinking', '', 0), (2097, 1, '2015-05-05 14:17:54', '2015-05-05 14:17:54', 'Tonya Garrett has joined brand agency and retail design consultancy CBX as Vice President, Client Services Group Director.\r\nIn her position, Garrett will be responsible for directing the firm\'s client services team, including the advisement of clients, growth of relationships and management of projects. She reports to Satoru Wakeshima, Senior VP, General Manager.\r\n\r\nGarrett comes to CBX with more than 18 years of digital marketing, management consulting and P&L experience, most recently as Managing Director/NY Market Lead at Proof Integrated Communications/Burson-Marsteller Company. In that position, she was responsible for leading the New York office\'s P&L and operations to deliver digital campaigns from research, creative and technical execution.\r\n\r\nFrom 2010 to 2013, Garrett was a Managing Director at JWT, a global full-service employee relationship marketing agency focused on recruitment advertising, employer branding, strategy and internal communications. Prior positions included Client Engagement Director at global digital marketing agency Razorfish; Director of Project Management/Account Director and Director of Operations and Delivery at Omnicom\'s Agency.com; and a Senior Consultant at Accenture, where she began her career in 1996.\r\n\r\n\"Tonya\'s diverse experience and outstanding track record position her as exceptionally qualified to lead teams across our organization,\" said Wakeshima. \"I\'m confident that her passion, vision and comprehensive thinking will help us continue to drive cohesive branding solutions for our clients, with measurable results. Additionally, our clients and teams will really enjoy working with Tonya -- she\'s a great cultural fit for CBX. I\'m very excited to have her join our senior leadership and look forward to an exciting future together.\"\r\n\r\nGregg Lipman, the firm\'s CEO/Managing Partner, added: \"Tonya\'s addition to the team underscores CBX\'s commitment to a rapidly changing marketplace in which clients with thinner resources rely on firms like us to offer the breadth and depth of services to fulfill their unique needs, and be proactive business partners in the process. With her vast experience, Tonya Garrett will be a catalyst to ensure CBX is at the forefront of that change.\"\r\n\r\nGarrett, a resident of New York City, earned an M.B.A. from Duke University\'s Fuqua School of Business and a Bachelor of Business Administration, Finance and Accounting, from the University of Oklahoma.\r\n\r\nAlso seen in:\r\n\r\nNew York Business Journal\r\n\r\nNACS Online', 'Tonya Garrett Joins CBX as VP, Client Services Group Director', '', 'publish', 'open', 'open', '', 'tonya-garrett-joins-cbx-as-vp-client-services-group-director', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/tonya-garrett-joins-cbx-as-vp-client-services-group-director', 0, 'thinking', '', 0), (2098, 1, '2015-05-07 15:20:37', '2015-05-07 15:20:37', 'Creating metaphorical \'concept cars\' is a way for drugstore brands to unleash their creativity and position themselves for the future, retail design veteran Joseph Bona advises.\r\nChain drug stores should position themselves for the future by experimenting with paradigm-busting store prototypes that rethink business-as-usual approaches, writes Joseph Bona, President of Branded Environments for brand agency CBX, in the April 27 edition of Chain Drug Review.\r\n\r\nIn the column, the retail design veteran likens creative store prototypes to the unimaginable concept cars unveiled every year at major auto shows. \"By making a practice of radically rethinking their products, global carmakers have learned to unleash their creativity and position themselves for the future,\" Bona observes. \"Are chain drug stores doing the same?\"\r\n\r\nThe point is to generate new ideas that could ultimately exert real influence years or decades down the line, regardless of how impractical those ideas might seem today, Bona explains. When it comes to the already lagging front of the store in particular, he writes, the industry might rethink the current, convenience-oriented model by focusing more narrowly on health and wellness in ways that bolster the retailer\'s brand-promise.\r\n\r\n\"Drug stores are all about consumers taking better care of themselves,\" Bona writes. \"The \'Drug Store of the Future\' could offer products that reflect a more elevated consciousness.\"\r\n\r\nFor example, in the future, chain drug store staples like candy, high-sugar drinks, lawn chairs, Styrofoam coolers, low-end electronics and other space-clogging, commoditized products may be downplayed or eliminated altogether. Instead, the prototype could add healthy elements such as a preventive medicine clinic, an organic juice bar, a wide selection of artisanal waters, FitBit-style gizmos and even a pick-up area for farm-to-table produce, Bona writes. The store might also include a small community room for yoga classes, massages and other services.\r\n\r\nIn turn, shopper rewards programs might include free downloads of articles on nutrition or high-intensity fitness, or a digital recording of a stress-reducing guided meditation.\r\n\r\n\"Today, drugstores are full of merchandise that dilutes or even harms their brands, which is precisely why CVS kicked tobacco to the curb,\" he notes. \"If American society becomes increasingly focused on health and wellness, then why not try to bring about a future in which consumers strongly associate national drugstores with their health and wellness needs? Why cede this territory to the likes of Whole Foods, which could never achieve the geographic market penetration of a CVS or Walgreens?\"\r\n\r\nWhile \"far-out\" prototypes rarely go to market in full form, Bona writes in the conclusion to the piece, \"they can and do lead to new ideas and incremental changes that, over time, translate into competitive advantages for chain drug retailers in the real world.\"\r\n\r\nThe full article is available here.\r\n\r\nAlso seen in:\r\n\r\nCSPnet\r\n\r\nA.R.E.', 'CBX Expert: National Drug Chains Should Go Boldly Into The Future With \'Out-There\' Store Prototypes Focused On Health & Wellness', '', 'publish', 'open', 'open', '', 'cbx-expert-national-drug-chains-should-go-boldly-into-the-future-with-out-there-store-prototypes-focused-on-health-wellness', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-national-drug-chains-should-go-boldly-into-the-future-with-out-there-store-prototypes-focused-on-health-wellness', 0, 'thinking', '', 0), (2099, 1, '2015-05-06 20:32:23', '2015-05-06 20:32:23', 'The London International Awards (LIA) has announced the addition of the \'Verbal Identity\' category to its 2015 Design competition.\r\nThe introduction of the category is a reaction from LIA to the \'What About Naming?\' campaign launched by New York-based brand agency CBX.\r\n\r\nWith major industry awards programs continually ignoring the foundational role of naming in the brand-building process, CBX launched the \'What About Naming?\' campaign. CBX quite rightly believes that more should be done to honor the most creative and successful naming and verbal identity projects.\r\nOn April 6th, CBX carried out a full-page advertisement in Advertising Age that targeted the industry\'s award shows. Although it was not directed at LIA, the advertisement thanked the awards for validating a job well done but then pointed out that maybe they\'d forgotten something, and asked the question: \'What About Naming?\'\r\n\r\nSays Barbara Levy, founder of LIA: \"When I read the ad that CBX took in Advertising Age, although the ad wasn\'t directed at us, we realized that LIA needed to take action. As LIA has become one of the most progressive festivals and continuously works with the industry on what they need changed, we decided that we would respond and work with CBX to award this forgotten category. We immediately got in touch with CBX and partnered with them to define the category so that LIA could add it to our 2015 competition.\"\r\n\r\nCBX revealed in a statement that \"LIA acted fast to reach out to us in response to our campaign to promote industry recognition for naming and verbal identity. We were thrilled to learn that our vision will become a reality at LIA\'s 2015 awards festival.\"\r\n\r\nLIA recognize that Verbal Identity is an important part of developing a consumer brand and that there is an obvious gap in the awards festival for a Naming & Branding category. LIA took CBX\'s \'What About Naming?\' campaign as invitation to fill this gap.\r\n\r\nLIA and CBX will continue to work together to ensure that the new Design category is exactly what Naming & Branding agencies require. Rick Barrack, chief creative officer/founding partner of CBX, will judge the category.\r\n\r\nSays Gregg Lipman, CEO/managing partner of CBX on why \'Verbal Identity\' is so important: \"You will never talk about your brand without using the name. Unlike the tagline or logo, it\'s the one touch-point that follows every single interaction with the brand. In written or verbal conversation, the name is always part of the dialogue. Simply put, your brand name follows you wherever you go.\"\r\n\r\nSays Barrack: \"People are often afraid to reward things until they know they are a success. Part of the issue is that language is universal. Most people aren\'t afraid to admit they can\'t design, so outsourcing design is acceptable. Language is different. Everyone speaks, so it seems like anyone could name a brand. But the reality is, naming a brand presents serious trademark, linguistic and strategic challenges that need to be addressed by professionals.\"\r\n\r\nAny company or individual, including clients, that are involved in the long-term verbal assets (naming or re-naming) of the brand are eligible to enter into the \'Verbal Identity\' category.\r\n\r\nThe LIA 2015 Entry System is now accepting entries through August. Judging will take place from 1st October to 10th October. The shortlists will be announced as each judging session concludes, with winners being announced 10th November. For more information on submissions and eligibility please visit http://www.liaawards.com/enter/eligibility/.\r\n\r\nAlso seen in:\r\n\r\nBizcommunity.com\r\n\r\nBest Media Info\r\n\r\nMediaPost\r\n\r\nCampaign Brief', 'LIA becomes first awards festival to introduce \'Verbal Identity\' category to Design competition', '', 'publish', 'open', 'open', '', 'lia-becomes-first-awards-festival-to-introduce-verbal-identity-category-to-design-competition', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/lia-becomes-first-awards-festival-to-introduce-verbal-identity-category-to-design-competition', 0, 'thinking', '', 0), (2100, 1, '2018-09-27 17:58:04', '0000-00-00 00:00:00', 'Dave Weinberger, vice president and engagement director at brand agency and retail design consultancy CBX, was named to design:retail magazine\'s \'40 Under 40\' list of the top young professionals in the retail design community.A branding and identity expert, Weinberger leads interdisciplinary teams at CBX on retail, consumer and corporate initiatives. \"His leadership and teams have been instrumental in helping craft strong initiatives for brands like Duane Reade, Chase and The Home Depot,\" the magazine writes in its May 2015 issue. \"Weinberger is considered an expert in the energy and convenience channel, having worked with national brands like Hess, Wawa and PetroChina.\"\r\nIn addition to the aforementioned brands, over the course of his career at CBX and other global branding agencies, Weinberger has designed and directed programs around the world for such major corporations as Sunoco, BP, PKN Orlen, Marriott, Statoil, Kimberly-Clark, Quintiles, General Motors, and Western Union.\r\nWeinberger\'s work and writing have been featured in numerous publications, blogs and books. He has won multiple creative awards and been invited to speak before several university, industry and professional groups.\r\n\"I\'m thrilled that Dave has been recognized by the design community as one of the next generation of design leaders,\" said Joseph Bona, President of Branded Environments at CBX. \"Having worked with Dave across many different geographies and cultures, I\'ve seen him develop into a true student of the world, learning how to adapt and respond to a wide variety of unique creative challenges. His passion for design and positive team approach provides inspiration and guidance to the generation behind him, and lays the foundation for his continued growth and creative leadership for years to come.\"', 'CBX V.P. Dave Weinberger Named to design:retail\'s \'40 Under 40\'', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=2100', 0, 'thinking', '', 0), (2101, 1, '2015-05-13 16:25:51', '2015-05-13 16:25:51', 'Dave Weinberger, vice president and engagement director at brand agency and retail design consultancy CBX, was named to design:retail magazine\'s \'40 Under 40\' list of the top young professionals in the retail design community.\r\nA branding and identity expert, Weinberger leads interdisciplinary teams at CBX on retail, consumer and corporate initiatives. \"His leadership and teams have been instrumental in helping craft strong initiatives for brands like Duane Reade, Chase and The Home Depot,\" the magazine writes in its May 2015 issue. \"Weinberger is considered an expert in the energy and convenience channel, having worked with national brands like Hess, Wawa and PetroChina.\"\r\n\r\nIn addition to the aforementioned brands, over the course of his career at CBX and other global branding agencies, Weinberger has designed and directed programs around the world for such major corporations as Sunoco, BP, PKN Orlen, Marriott, Statoil, Kimberly-Clark, Quintiles, General Motors, and Western Union.\r\n\r\nWeinberger\'s work and writing have been featured in numerous publications, blogs and books. He has won multiple creative awards and been invited to speak before several university, industry and professional groups.\r\n\r\n\"I\'m thrilled that Dave has been recognized by the design community as one of the next generation of design leaders,\" said Joseph Bona, President of Branded Environments at CBX. \"Having worked with Dave across many different geographies and cultures, I\'ve seen him develop into a true student of the world, learning how to adapt and respond to a wide variety of unique creative challenges. His passion for design and positive team approach provides inspiration and guidance to the generation behind him, and lays the foundation for his continued growth and creative leadership for years to come.\"', 'CBX V.P. Dave Weinberger Named to design:retail\'s 40 Under 40', '', 'publish', 'open', 'open', '', 'cbx-v-p-dave-weinberger-named-to-designretails-40-under-40', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-v-p-dave-weinberger-named-to-designretails-40-under-40', 0, 'thinking', '', 0), (2102, 1, '2015-05-15 16:11:30', '2015-05-15 16:11:30', 'Dustin Longstreth doesn’t believe you should just build brands – it’s about relationships, too. Ask the VP and strategy group director for New York City branding agency CBX, and he’ll tell you that connecting with people in this ever-evolving world of branding is the true key to success today. For the last 10 years, Longstreth has helped innovate and re-energize consumer-facing and internal brands such Del Monte, General Mills, PepsiCo, Scotts Miracle-Gro and Arby’s. Here he shares some secrets on the art of branding today.\r\nWhat’s happening in the branding world today?\r\nThe biggest shift is in the nature of media. We now live in a 24/7, always-on world, where media is a means of utility and connection. As a brand, you must move past the “if all assets look consistent, I have a brand,” to a cohesion of actions and behaviors. Today, brands are as brands do – it’s all about the actions you take to fulfill its purpose and make life better for the people it seeks to serve. Stop obsessing about standing out and focus instead on leading, delivering value and being understood. The greater clarity you have about why you do what you do, the more you understand the needs and motivations of your constituents and the value you bring. This will help you stand out from the cacophony of meaningless platitudes and make it easier for your constituents to “pick” you.\r\n\r\nIs it possible to stand out today?\r\n\r\nYes, but only if you have a clarity of purpose. Historically, brands only needed to ensure the consistency of a message and an image across a limited number of mediums (print, TV, retail, etc.). In today’s digital world, the number of mediums is exponentially more, and the nature of those mediums is fundamentally different. It’s more about engaging in a conversation and providing utility than simply blasting a message. Therefore, coherence of behavior and action becomes just as important, if not more, than consistency of image. Clarity of purpose is the thread that provides the necessary coherence of behavior and actions.\r\n\r\nHow important is it to be agile today?\r\n\r\nAgility – size, speed, positioning, benefits, style – is the single most sustainable competitive advantage for brands today. Agility is defined as the power of moving quickly and easily. Being nimble. It’s the ability to think and draw conclusions quickly. For brands, the flat, hyper-connected world is more reflective of pickup ball at the playground than the controlled environments of league play. The brands that can thrive in this new environment, the brands with agility, will win.', 'On point with... Dustin Longstreth', '', 'publish', 'open', 'open', '', 'on-point-with-dustin-longstreth', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/on-point-with-dustin-longstreth', 0, 'thinking', '', 0), (2103, 1, '2015-05-18 13:41:33', '2015-05-18 13:41:33', 'Alibaba is once again in the hot seat facing allegations of supporting the sale of counterfeit goods on its sites. The issue has been a thorn in its side this year and is one of the reasons the stock has not been performing well. It\'s now facing a lawsuit from the owner of some of the world\'s top brands. CCTV America\'s Karina Huber filed this report from New York.\r\nWatch Maryann Stump, VP Strategy Director, comment on the affects of counterfeiting on brand.', 'Luxury brands sue Alibaba for selling alleged fake goods', '', 'publish', 'open', 'open', '', 'luxury-brands-sue-alibaba-for-selling-alleged-fake-goods', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/luxury-brands-sue-alibaba-for-selling-alleged-fake-goods', 0, 'thinking', '', 0), (2104, 1, '2015-05-28 16:54:42', '2015-05-28 16:54:42', 'Andy Austin, the Technology Expert Who Directed the Customer Experience at AT&T\'s High-Touch Retail Stores Nationwide, Will Head CBX\'s Experience Technology Group\r\nAndy Austin, a thought leader in high-touch retail who oversaw groundbreaking tech rollouts at 2,200 AT&T stores nationwide, has joined brand agency CBX as its new Group Director of Experience Technology.\r\n\r\n\"Andy is a veteran of the wireless and consumer electronics industries who has spent more than a decade at the creative intersection of retail and technology,\" said Gregg S. Lipman, CEO/Managing Partner. \"While Andy is a tech insider, this is about more than adding technical expertise. As both Andy and CBX see it, in the branding context, technology is useful only insofar as it drives a broader strategy -- namely, one that sparks meaningful conversations with and among consumers.\"\r\n\r\nAustin, whose client list as an independent consultant includes the likes of Audi, JCPenney and Ford Motor Co., formerly helped AT&T pioneer customer-centric stores as the company\'s Director of Retail Customer Experience for 10 years. The senior-level position involved rolling out a raft of smart, customer-facing technologies -- including the first worldwide launch of the award-winning Microsoft Surface. Over the course of his 20-year career, Austin also held various sales and marketing positions for companies such as MCI/Worldcom, Verus Technology Solutions and Caesars Tahoe.\r\n\r\nAt CBX, Austin and his team of developers, designers and engineers will use technology to create more meaningful exchanges between brands and customers through human-centered experiences. \"These experiences will enable brands to invite conversations, drive engagement, and deliver value,\" Austin said. \"That is essential today, because attitudes are changing. Consumers are in charge of the buying process. They want to have conversations with brands and each other.\"\r\n\r\nThe goal, Austin noted, is to create experiences that surprise and delight consumers to such an extent that they remember and strongly identify with the brand. \"This is about things like emotion, eye contact and mirror neurons -- the traits that make us human,\" he said.\r\n\r\nBringing this vision of conversation-based retail to life can therefore be as much about salespeople and human interaction as it is about nifty apps or digital displays, Austin explained. \"There is a reason for brick and mortar retail to continue to exist,\" he said. \"By creating a conversation-rich journey in which the consumer is in the driver\'s seat, you empower your sales force. That, in turn, makes them more effective, and enables you to actually raise sales quotas.\"\r\n\r\nCPG brands, too, can cement customer loyalty by taking a conversation-based approach to brand building, Lipman added. \"Moving forward, Andy and his team will be applying these proven, high-touch retail solutions to current and prospective clients,\" he said. \"We are thrilled to have Andy on our team as we continue to explore the effective use of technology in our very human world.\"\r\n\r\nAlso seen in:\r\n\r\nCSPnet\r\nPoint of Sale News\r\nCSN\r\nRetail Customer Experience\r\nVMSD', 'Brand Agency CBX Hires Thought Leader in Experiential Retail', '', 'publish', 'open', 'open', '', 'brand-agency-cbx-hires-thought-leader-in-experiential-retail', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-agency-cbx-hires-thought-leader-in-experiential-retail', 0, 'thinking', '', 0), (2105, 1, '2015-05-26 20:18:39', '2015-05-26 20:18:39', 'Brian Collins, chief creative officer and co-founder of Collins, has been named as the Design and Package Design jury president for the 2015 London International Awards (LIA).\r\nThe Design and Package Design Jury will consist of a host of the world\'s finest creative minds, including: Rick Barrack, Tim Greenhalgh, Pum Lefebure, Rebeca Mendez, Christian Mommertz, Joanina Pastoll and Ronnie Wu.\r\n\r\nWithin the Design & Package Design medium will lie the \'Verbal Identity\' category, one of two categories making their debut this year. The introduction of the \'Verbal Identity\' category is a reaction from LIA to the \'What About Naming?\' campaign launched by New York-based brand agency CBX. Also, new to the 2015 Design competition is the \'Product Development\' category.\r\n\r\nSays Collins: \"I\'m beyond happy to join such a distinguished list of judges this year - and across so many established, new and emerging disciplines. I\'m also beyond happy that the thoughtful people at the London International Awards had a few more highballs before it came time to select this year\'s design chair. How nice for me.\"\r\n\r\nCollins is chief creative officer and co-founder of Collins, a company dedicated to designing experiences and communications that shape companies and people for the better.\r\n\r\nHis creative work has been featured in The New York Times, Creativity, Fortune, Graphis, NBC News, ABC News and Fast Company, which named him one of five American Masters of Design. Business Week named his work on the Hershey Chocolate Factory in Times Square as a design \"Wonder of the World.\"\r\n\r\nCollins speaks globally on design and innovation and he was the first graphic designer invited to participate in the World Economic Forum in Davos, Switzerland. He is also a member of the Forum\'s Global Agenda Council and, in 2011, he was selected by the AIGA to represent the United States at Beijing Design Week.\r\n\r\nCollins is vice president of The Art Directors Club and is a director of Virginia Commonwealth University Brandcenter. He has been a professor in the Graduate Program of the School of Visual Arts in New York since 2001.\r\n\r\n2015 Design & Package Design Jury:\r\nBrian Collins (Chief Creative Officer & Co-Founder, Collins, New York) - Jury President\r\nRick Barrack (Chief Creative Officer, CBX, New York)\r\nTim Greenhalgh (Chairman & Chief Creative Officer, FITCH, London)\r\nPum Lefebure (Co-Founder & Chief Creative Officer, Design Army, Washington D.C.)\r\nRebeca Méndez (Artist & Designer, Rebeca Méndez Studio, Los Angeles)\r\nChristian Mommertz (Chief Creative Officer, Geometry Global, Berlin)\r\nJoanina Pastoll (Executive Creative Director, Lowe Cross Colours, Johannesburg)\r\nRonnie Wu (Group Creative Director, Y&R Beijing, Beijing)\r\n\r\nThe LIA 2015 Entry System is now accepting entries through August. Judging will take place from 1st October to 10th October. The shortlists will be announced as each judging session concludes, with winners being announced 10th November.\r\n\r\nFor more information on submissions and eligibility please click here.\r\n\r\nTo find out more about LIA Awards, visit http://www.liaawards.com/.\r\n\r\nAlso seen in:\r\nSourceEcreative', 'LIA names Collins co-founder Brian Collins as Design and Package Design jury president', '', 'publish', 'open', 'open', '', 'lia-names-collins-co-founder-brian-collins-as-design-and-package-design-jury-president', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/lia-names-collins-co-founder-brian-collins-as-design-and-package-design-jury-president', 0, 'thinking', '', 0), (2106, 1, '2015-05-15 16:57:28', '2015-05-15 16:57:28', 'Brand journalism elevates the marketing conversation for a connected world.\r\n\"Let\'s face it, the young millennial woman has an undeniable presence in social media,\" Kristi Bryan, global design director at Kimberly-Clark Design, remarks. \"She lives and breathes it. She expects it. For U by Kotex, it isn\'t an elective, it is mandatory. It is simply the way we work and communicate to her to create a seamless brand experience.\" And it\'s not just the younger consumers who are plugged into this hyper-connected world...\r\n\r\nAllison Koller, Creative Director at CBX, sees some marketers forgetting to invite package design to the table for these integrated marketing campaigns and says it can be a lost opportunity. \"For example, Always just came out with their high impact \'Like A Girl\' campaign, which is all about female empowerment and abolishing nasty stereotypes,\" Koller notes.\r\n\r\nRead the rest of the article here and learn more about U by Kotex here.\r\n\r\n[video width=\"480\" height=\"270\" mp4=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/05/U-by-Kotex_video-case-study_Mobile.mp4\"][/video]', 'Dialogue by design', '', 'publish', 'open', 'open', '', 'dialogue-by-design', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/dialogue-by-design', 0, 'thinking', '', 0), (2107, 1, '2015-06-10 14:40:23', '2015-06-10 14:40:23', 'Vibrant new packaging graphics coincide with Snapple\'s efforts to boost share across the country\r\nWith new graphics that amplify the playfulness, wit and simple goodness of its brand, Snapple is moving beyond its traditional East and West Coast strongholds to ramp up growth in markets across the United States and globally. The comprehensive brand refresh was spearheaded by CBX, the brand agency and retail design consultancy.\r\n\r\n\"Snapple has a strong following on both coasts, and now it\'s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,\" said Rick Barrack, Chief Creative Officer for CBX.\r\n\r\nThe brand refresh touches all Snapple products—more than 20 different flavors of regular and diet teas and juice drinks. The new design is hitting store shelves now.\r\n\r\nWith a campaign that includes a hand-drawn New York skyline, the refresh emphasizes Snapple\'s New York roots. \"New York consumers are some of our most passionate brand advocates—they absolutely love the great taste of Snapple—which is part of the reason our work with CBX included a strong focus on Snapple\'s New York heritage. We want people all across the country to share this excitement about the brand because, although it was born in New York, it\'s truly made for everyone,\" said Brent Chism, Snapple Director of Marketing.\r\n\r\nSatoru Wakeshima, CBX General Manager, added: \"CBX has been responsible for Snapple\'s visual identity and packaging for the past 10 years. That\'s a great honor that comes with the responsibility of respecting the brand\'s heritage, maintaining what makes Snapple different and continually evolving the brand to remain relevant in an ever-changing marketplace.\"\r\n\r\nThe new Snapple logo includes a sun graphic in a hand-drawn style to provide the playful, natural character of the brand. The evolved logo also uses letterforms with a bit more movement and personality, yet maintains the curl of the iconic Snapple \'S\'.\r\n\r\nAdditionally, CBX created an Earth icon to embody \"Made from the Best Stuff on Earth,\" one of the brand\'s long-lasting trademarked statements, dating back to its small Brooklyn storefront origins. \"We wanted to make that statement more ownable,\" Barrack said. \"And we carried this element through to the top of the Snapple cap.\"\r\n\r\nThe refresh included the use of flavor captions such as \"Life\'s a Peach,\" \"Lemon Large,\" \"Takes 2 to Mango\" and \"Kiwi Meets Berry.\"\r\n\r\n\"The captions help establish a sense of delight in Snapple\'s great flavors,\" noted Wakeshima, \"and unlike its competitors, Snapple doesn\'t take itself too seriously. These visual and verbal elements of the refresh work together for a uniquely engaging experience and add to the brand\'s approachability.\"\r\n\r\nAlso seen in:\r\nConvenience Store News\r\nBeverage World', 'Brand Refresh by CBX Amplifies Snapple\'s Playfulness and Simple Goodness', '', 'publish', 'open', 'open', '', 'brand-refresh-by-cbx-amplifies-snapples-playfulness-and-simple-goodness', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-refresh-by-cbx-amplifies-snapples-playfulness-and-simple-goodness', 0, 'thinking', '', 0), (2108, 0, '2018-09-27 16:53:33', '2018-09-27 16:53:33', '', 'AG-8275c-1', '', 'inherit', 'open', 'closed', '', 'ag-8275c-1', '', '', '2018-09-27 16:53:33', '2018-09-27 16:53:33', '', 1746, 'http://cbx.cappendev.com/app/uploads/2018/09/AG-8275c-1.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2109, 1, '2015-06-10 21:30:49', '2015-06-10 21:30:49', 'Snapple has emerged with a new look following a makeover from the company’s longstanding brand agency, New York City-based CBX. The company announced the “brand refresh” in a press release Wednesday, revealing that over twenty different flavors of Snapple’s regular and diet teas and juices will see a packaging redesign. The moves comes as part of the company’s efforts to deepen its presence across the United States as the ready-to-drink tea category continues to experience significant growth.\r\n“Snapple has a strong following on both coasts and now it’s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,” said Rick Barrack, CBX’s Chief Creative Officer.\r\n\r\nYou might not notice Snapple’s new face at first glance but its graphics have seen some tweaks. In an effort to “amplify the playfulness, wit and simple goodness” of the brand, its lettering has been updated while keeping the brand’s signature curled “S” intact. A new hand-drawn sun also now hangs above its logo. CBX also placed an emphasis on Snapple’s New York roots with a NYC skyline featured on its bottles.\r\n\r\n“We want people across the country to share this excitement about the brand because, although it was born in New York, it’s truly made for everyone,” said Brent Chism, Snapple’s director of marketing.\r\n\r\nLastly, Snapple’s flavors will also now feature captions including “Life’s a Peach,” “Lemon Large,” “Takes 2 to Mango” and “Kiwi Meets Berry.” The new bottles are hitting store shelves now.\r\n\r\nOriginally printed in BevNet.', 'Snapple Undergoes “Brand Refresh”', '', 'publish', 'open', 'open', '', 'snapple-undergoes-brand-refresh', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/snapple-undergoes-brand-refresh', 0, 'thinking', '', 0), (2110, 1, '2015-06-10 18:06:36', '2015-06-10 18:06:36', 'Snapple is looking to boost its share across the US. Helping it stand out as consumers reach for cold drinks this National Iced Tea Day and beyond: Vibrant new graphics, including a new logo that aims to “amplify the playfulness, wit and simple goodness of its brand.”\r\nOwned by Dr Pepper Snapple Group, Snapple is a leader in US premium beverages. Founded in 1972 by three childhood friends, Snapple got its start in Greenwich Village, New York and is now available throughout the United States. Its Big Apple roots play into the brand refresh with the tagline, “Born in New York, Made for Everyone.”\r\n\r\nIn addition to joining fellow iced tea brands in pouring out free samples across America this National Iced Tea Day, the introduction of Snapple’s new visual identity comes as the beverage is moving beyond its traditional East and West Coast strongholds to ramp up growth in key markets across the US and globally.\r\n\r\nThe brand refresh touches all Snapple products—more than 20 different flavors of regular and diet teas and juice drinks—and is hitting store shelves today.\r\n\r\nThe new Snapple logo includes a sun graphic in a hand-drawn style to provide the playful, natural character of the brand. The evolved logo also uses letterforms with a bit more movement and personality, yet maintains the curl of the iconic Snapple ‘S’.\r\n\r\n“Snapple has a strong following on both coasts, and now it’s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,” said Rick Barrack, Chief Creative Officer for CBX, the agency responsible for its new look.\r\n\r\nAdditionally, CBX created an Earth icon to embody “Made from the Best Stuff on Earth,” one of the brand’s long-lasting trademarked statements, dating back to its small Brooklyn storefront origins. “We wanted to make that statement more ownable,” Barrack said. “And we carried this element through to the top of the Snapple cap.”\r\n\r\nWith a campaign that includes a hand-drawn New York skyline, the refresh emphasizes Snapple’s New York roots. “New York consumers are some of our most passionate brand advocates—they absolutely love the great taste of Snapple—which is part of the reason our work with CBX included a strong focus on Snapple’s New York heritage. We want people all across the country to share this excitement about the brand because, although it was born in New York, it’s truly made for everyone,” said Brent Chism, Snapple Director of Marketing.\r\n\r\nSatoru Wakeshima, CBX General Manager, added: “CBX has been responsible for Snapple’s visual identity and packaging for the past 10 years. That’s a great honor that comes with the responsibility of respecting the brand’s heritage, maintaining what makes Snapple different and continually evolving the brand to remain relevant in an ever-changing marketplace.”\r\n\r\nThe refresh included the use of flavor captions such as “Life’s a Peach,” “Lemon Large,” “Takes 2 to Mango” and “Kiwi Meets Berry.”\r\n\r\n“The captions help establish a sense of delight in Snapple’s great flavors,” noted Wakeshima, “and unlike its competitors, Snapple doesn’t take itself too seriously. These visual and verbal elements of the refresh work together for a uniquely engaging experience and add to the brand’s approachability.”\r\n\r\nSnapple prides itself on developing, producing and marketing a wide variety of premium beverages, including ready-to-drink iced teas, juice drinks, 100% juices and water. Dr Pepper Snapple Group is a leading producer of flavored beverages, marketing Snapple and 50-plus other brands across North America and the Caribbean.\r\n\r\nOriginally published in brandchannel.', 'Snapple Unveils New Logo and Look For National Iced Tea Day', '', 'publish', 'open', 'open', '', 'snapple-unveils-new-logo-and-look-for-national-iced-tea-day', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/snapple-unveils-new-logo-and-look-for-national-iced-tea-day', 0, 'thinking', '', 0), (2111, 0, '2018-09-27 16:53:34', '2018-09-27 16:53:34', '', 'GOODDELISH-LEMONADE-1', '', 'inherit', 'open', 'closed', '', 'gooddelish-lemonade-1', '', '', '2018-09-27 16:53:34', '2018-09-27 16:53:34', '', 1763, 'http://cbx.cappendev.com/app/uploads/2018/09/GOODDELISH-LEMONADE-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2112, 1, '2015-06-15 17:02:12', '2015-06-15 17:02:12', 'Veteran retail, hospitality, airport and commercial facilities architect and designer Anthony Deen has joined brand agency and retail design consultancy CBX as Creative Director, Branded Environments.\r\nIn his position, Deen will partner with senior management in shaping the vision for retail, restaurant, hospitality and commercial clients’ branded environments that are relevant in the marketplace. He reports to Rick Barrack, Founding Partner & Chief Creative Officer.\r\n\r\nDeen comes to CBX from Landor, a brand consulting and design firm in New York City, where he was Creative Director, Environment Design since 2011. In that position, he served as practice leader in branded environments and created award-winning designs for clients such as Barclays, the Central Park Conservancy, the Port Authority of New York and New Jersey, and The World Trade Center. Deen’s work for Central Park garnered a Cannes Gold Lion, and Gold Award at the International Design Awards and a GOOD Green Design award among others.\r\n\r\nPrior to Landor, Deen was a Senior Design Director and Senior Associate at TPG Architecture, New York, N.Y., where he served as studio and design lead for airport, retail and hospitality clients. From 2003-2007, he worked at Rockwell Group, New York, N.Y. as a Senior Architect and Associate responsible for design and project oversight for clients such as FAO Schwarz, JetBlue Airways, Macy’s, and the W Hotel Group. Earlier in his career, he served as Vice President of Retail Design and Brand Development for Virgin Entertainment Group, Los Angeles. In that role, he served as store design lead for Richard Branson’s megastore chain in North America, with responsibility for the look and feel of the U.S. stores.\r\n\r\nDeen is also an adjunct associate professor at Parsons School of Design, School of Art, Media + Technology, where he cofounded and directed the school’s Design and Technology graduate program.\r\n\r\nA resident of Brooklyn, N.Y., Deen holds a Masters of Architecture from the Parsons School of Design and a Bachelor of Fine Arts from The Cooper Union For the Advancement of Science and Art, Schools of Art and Architecture.\r\n\r\nAlso seen in:\r\nChain Store Age\r\nRetail Environments\r\nNew York Business Journal\r\ndesign:retail', 'Anthony Deen Joins CBX as Creative Director, Branded Environments', '', 'publish', 'open', 'open', '', 'anthony-deen-joins-cbx-as-creative-director-branded-environments', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/anthony-deen-joins-cbx-as-creative-director-branded-environments', 0, 'thinking', '', 0), (2113, 0, '2018-09-27 16:53:35', '2018-09-27 16:53:35', '', 'Nice', '', 'inherit', 'open', 'closed', '', 'nice', '', '', '2018-09-27 16:53:35', '2018-09-27 16:53:35', '', 1770, 'http://cbx.cappendev.com/app/uploads/2018/09/Nice.jpg', 0, 'attachment', 'image/jpeg', 0), (2114, 0, '2018-09-27 16:53:35', '2018-09-27 16:53:35', '', 'SCOTTS_snaplineup-1', '', 'inherit', 'open', 'closed', '', 'scotts_snaplineup-1', '', '', '2018-09-27 16:53:35', '2018-09-27 16:53:35', '', 1769, 'http://cbx.cappendev.com/app/uploads/2018/09/SCOTTS_snaplineup-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2115, 1, '2015-06-17 15:20:45', '2015-06-17 15:20:45', 'Consumer products industries brand specialist Jennifer Tausch has joined brand agency and retail design consultancy CBX as Creative Director.\r\nIn her position, Tausch will partner with CBX executive creative directors and senior management in shaping the vision for various consumer products clients’ brands. She reports to Joe Violante, Executive Creative Director.\r\n\r\nTausch comes to CBX from brand design agency LPK in Cincinnati, where she had served as Global Creative Director for Proctor & Gamble feminine care brands since 2010, beginning with Naturella and Tampax, and later handling Always.   She began her career in 2002 at Proctor and Gamble in Cincinnati, rising to Senior Design Manager. During those years, Tausch managed the internal design process within the P&G multifunctional global teams for Always, Pampers, Evolve and UnderJams. In addition, she has served as an adjunct instructor at the Art Academy of Cincinnati since 2012.\r\n\r\nA resident of Manhattan, Tausch earned a Masters of Fine Arts in Graphic Design from the University of Illinois at Chicago, and a Bachelor of Science in Graphic Design from the University of Cincinnati.\r\n\r\nAlso seen in:\r\nNew York Business Journal\r\nStore Brands', 'Jennifer Tausch Joins CBX as Creative Director', '', 'publish', 'open', 'open', '', 'jennifer-tausch-joins-cbx-as-creative-director', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/jennifer-tausch-joins-cbx-as-creative-director', 0, 'thinking', '', 0), (2116, 12, '2015-06-24 16:05:55', '2015-06-24 16:05:55', 'Throw out the PIE to build your career with CARE\r\nCareer advancement and self-promotion go hand-in-hand, but how do you avoid undesirable side effects like appearing narcissistic or looking like an obnoxious over-sharer on social media when trying to get ahead?\r\n\r\nSome swear by the so-called PIE self-branding model, which focuses on Performance, Image and Exposure. But alas, PIE is flawed. For starters, performance is overrated. Reasons You Were Not Promoted that are Totally Unrelated to Gender, a sardonic piece published on the daily humor website McSweeney’s, deftly describes the quandary:\r\n\r\n“You’re abrasive, for example that time when you asked for a raise. It was awkward and you made the men on the senior leadership team uncomfortable.”\r\n\r\nBut equally likely, the author notes, is a criticism like:\r\n\r\n“You don’t speak up. We’d really like to see you take on more of a leadership role before we pay you for being a leader.”\r\n\r\nDid you notice how performance wasn’t exactly an issue in either case? So how are women supposed to navigate such ‘lose-lose’ scenarios?\r\n\r\nThe key is to base your career-building efforts on confident and well-orchestrated (as opposed to calculated or manipulative) self-promotion. Unfortunately, lack of confidence continues to hold many women back. The 2009 bestseller Womenonics: Write Your Own Rules for Success highlights that self-doubt pervades even among women at the top of their game.\r\n\r\nExamples of this abound. Last fall, I attended a conference for hopeful female MBA applicants at an Ivy League university and repeatedly noticed the timid stature, humility and deference displayed by many of the women there. On the bus ride home, I remembered my former job at a tech company, where I could not get a word in edgewise with the engineers unless I interrupted and spoke loudly to own the room. At another former employer, I had to encourage my younger female colleagues to speak up, while a male college intern let his opinions be widely known—even during his first week.\r\n\r\nConfidence is a huge factor in how people are evaluated. No advice can magically confer confidence, but there are some tried and true strategies that you can use to get noticed and build your career.\r\n\r\nConsider my CARE model (Confidence, Approach, Risk-taking and Exposure), which centers on building and using confidence to propel your career to the next level.\r\n\r\nStart by learning how to own the “room” no matter the audience size through eye contact, a strong speaking voice and a modulated, well-paced, statement-oriented tone. For tips on body language, just watch psychologist Amy Cuddy’s 2012 presentation at TED Global for some “power poses.” Cuddy’s talk illustrates how standing in a posture of confidence can affect your brain chemistry—and maybe your chances for success.\r\n\r\nMeanwhile, in a 2014 study (“Vocal Fry May Undermine the Success of Young Women in the Labor Market”), researchers conclude that young adult female voices exhibiting “vocal fry” (low pitched, creaky-sounding speech) are perceived as “less competent, less educated, less trustworthy, less attractive, and less hirable.”\r\n\r\nEqually detrimental are practices such as ending your statements as though you were asking a question, using filler phrases like “kind of,” or peppering your sentences with the likes of “actually” or “basically.”\r\n\r\nYou have already gone a long way toward projecting Confidence. Now it is time to hone your approach to others. That means actively managing your career by networking. Of course, texts and emails aren’t enough: You need to approach others in person by strolling into corner offices, striking up conversations with higher-ups and, of course, having something interesting to say. Consider reading Susan RoAne’s classic How to Work a Room and Keith Ferrazzi’s Never Eat Alone.\r\n\r\nIn the latter book, Ferrazzi suggests that instead of avoiding the most senior people in the room, you should approach them and bring something to share. (At a minimum, introduce yourself.) RoAne’s advice includes specifics on how to “break and enter” a small group and then gracefully exit. The goal is to significantly enhance your confidence, both real and perceived.\r\n\r\nNext, ramp up Risk-taking with respect to career opportunities, new ideas and solutions. If you have been talking to enough of the right people, you will have contacts to advise and support you. Make sure to learn your manager’s top values and priorities and deliver on those prior to taking a risk like asking for a raise. Whenever you approach your manager, come with solutions to share, not just questions or problems.\r\n\r\nFinally, we have Exposure. In some fields this is critical. A recent c-suite placement at a fashionable fitness organization in New York City was reportedly hired in part because of her social media following. Figure out if leaders in your field are active on social media. If so, get involved. A word of caution: be sure to ask yourself the typical reporter questions first: who is interested, what are they interested in, when is it best to post, where are the networks that are most appropriate, and why will this help me further my career. That way, you won’t be just a narcissistic over-sharer. Your social media profile will have a clear purpose.\r\n\r\nIt is 2015, and times are changing—but not fast enough. Use the CARE model to kick-start your advancement and get ahead in the workplace.\r\n\r\nOriginally published on career-intelligence.com', 'Get Ahead With C.A.R.E.', '', 'publish', 'open', 'open', '', 'get-ahead-with-c-a-r-e', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/get-ahead-with-c-a-r-e', 0, 'thinking', '', 0), (2117, 1, '2015-06-30 14:31:21', '2015-06-30 14:31:21', 'The talk show host’s new site, EDbyEllen.com, sells clothing, housewares and accessories marked by DeGeneres’ distinctive style.\r\nEllen DeGeneres is already a comedian, author, talk show host, and producer. Now she can add lifestyle brand maven to the list.\r\n\r\nDeGeneres launched her new e-commerce site, EDbyEllen.com, on Tuesday. Pronounced “Ed,” the brand covers everything from clothing and accessories to barware and throw pillows.\r\n\r\nThough it was previously reported that the site would carry luxe items like $2,000 cashmere sweaters, DeGeneres appears to be sticking with more reasonably priced goods, at least for now. Items on the site range from $8 pins to a $365 cake plate. Apparel starts at $34.50 for a crewneck t-shirt and goes up to $245 for tailored jackets.\r\n\r\nED joins a flood of celebrity lifestyle brands already on the market, including Gwyneth Paltrow’s Goop, Jessica Alba’s The Honest Co. and Blake Lively’s Preserve. Reese Witherspoon joined the mix last month, launching Draper James. Within a few hours, Witherspoon’s site had sold out of a $325 shoulder bag and a $225 dress.\r\n\r\nOf course, DeGeneres says that ED will offer something unique. In an interview with Refinery29, she talked about the particulars of her own “sort of non-gender-specific” style and her impetus for creating the line.\r\n\r\n“[W]e started making my own clothes on the show and noticing that a lot of people who were coming to the show were trying to dress like me, but those clothes weren’t out there,” she said. “I mean, I have a very distinct way of dressing, and clearly other people are responding to it, so that was the impetus to launch the brand. So, there’s a line that’s out there that’s not extremely feminine, it’s not masculine, it’s just comfortable.”\r\n\r\nSome industry watchers believe DeGeneres has the potential to become a major force in the lifestyle brand space. “Most celebrities don’t have a really specific point of view,” says Laura Ries, president of Ries & Ries branding strategy firm and the author of several books on branding. For a star’s brand to succeed, “it has to be very specific and authentic to them. Ellen has a really unique style, and it’s one that we haven’t really seen in the fashion world.”\r\n\r\nHer accessibility may also help her stand out. While we’re used to spotting Paltrow, Lively or Witherspoon looking glamorous on the red carpet, Americans are more likely to associate DeGeneres with her goofy talk show escapades.\r\n\r\nCompared to other brand-fronting celebrities, “I’d put her as ‘real people,’ and I don’t see those others as real people,” says Christina Papale, vice president of strategy for the brand agency CBX.\r\n\r\nIn many ways, DeGeneres is already a brand, with an empire that has rapidly expanded over the last decade. The Ellen DeGeneres Show is in its 12th season. Her production company, A Very Good Production, is developing six projects, including a new NBC series that starts production next month. Then there’s her three New York Times #1 bestsellers, her record label, streaming video site and game app. Now she has an interior design book, Home, coming out in October.\r\n\r\nDeGeneres has assembled an experienced team for ED. Her partner, Christopher Burch, co-founded Tory Burch and C. Wonder. (The latter closed in January after three years in business and its former president, Andrea Hyde, is now CEO of Draper James.) ED’s managing partner is Marisa Gardini—the former president and CEO of Isaac Mizrahi. The company’s board of directors includes Michael Frances, chief global brand officer of DreamWorks Animation (and the former global CMO of Target) and Janet Grove, the former CEO of Macy’s merchandising group.\r\n\r\nElizabeth Talerman, CEO of the brand strategy firm Nucleus, worked with Martha Stewart Living in 2006, the year the brand entered Macy’s stores. Her best advice for Ellen? “Think carefully about what your legacy will be and honor that, so you don’t go from an entertainer to a huckster. You want to go from an entertainer to a style.”\r\n\r\nAbove all, Talerman says DeGeneres should hold on tightly to the same accessibility that makes her Ellen.\r\n\r\n“If she gets up on a high horse of guidance and preachiness—which I think is where Martha Stewart’s brand may have gone wrong—that’s a guidepost for her brand stewards. Oprah is apart from us—a deity, a queen,” says Talerman. “Ellen needs to make sure she’s a part of us.”\r\n\r\nOriginally published in Fortune.', 'Look Out, Gwyneth: Ellen DeGeneres Launches a Lifestyle Brand', '', 'publish', 'open', 'open', '', 'look-out-gwyneth-ellen-degeneres-launches-a-lifestyle-brand', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/look-out-gwyneth-ellen-degeneres-launches-a-lifestyle-brand', 0, 'thinking', '', 0), (2118, 1, '2015-07-07 21:01:33', '2015-07-07 21:01:33', 'In today’s digital age of networking and communication, you might think the paper business card is a lingering relic of an ancient era. While it’s true that we don’t use them functionally the same way we used to, they still serve as ambassadors for you and your business, and they’re an extension of your professional identity.\r\nWe spoke to Dave Weinberger, vice president and engagement director at brand agency CBX in New York City, to learn why business cards are still important and how people can design effective, memorable ones.\r\n\r\n1. Simplicity is key — avoid the tricks and gimmicks.\r\n\r\n“You want a business card to be pretty easy to use. Like most design, simple is better — don’t over-design things,” says Weinberger. Keep your card clean and uncluttered by being thoughtful about what information you include, as well as how you include it. “You don’t need to do tricky things with your phone number and address, because that’s obnoxious and people need to access that information,” he says. The same applies to font color; he recommends sticking with simple colors like black or dark/medium gray.\r\n\r\n2. Treat your business card like a marketing tool, and use it in a deliberate, purposeful way.\r\n\r\nSure, we all know that the direct purpose of business cards is contact information, like your name, job title, and email address. But nowadays, when it’s super simple and fast to connect with someone on LinkedIn, “the information almost becomes the least important part of a business card,” says Weinberger. “It’s kind of an antiquated aspect.”\r\n\r\nSo instead, you should treat your business card like a marketing tool and first figure out: What’s the purpose of using this, and how can I achieve these goals?\r\n\r\nFor example, you might want to use your business card to make a good first impression or act as a conversation starter. To do so, you could use heavier or thicker paper stock, sandwich multiple layers of stock together, or play around with the orientation, colors, and ink on the card. Weinberger says that he’s designed vertical business cards in the past in order to stand out from the crowd: “It allows you to stack information, and if you have a lot of phone numbers and a long address, it’s actually helpful.” Changing up the size of the card is another creative way to make it unique. Rather than stick with the standard 3.5” x 2” size, try designing a larger or smaller one. These all add visual surprise and complexity.\r\n\r\nYou could also experiment with die-cuts, letterpress, or unconventional materials (like wood or plastic, to name a few) in order to get people to notice you in an unusual, inventive, and memorable way. Avoid printing cards on glossy paper, which can look low-quality. “You generally want to do it on uncoated stock. Gloss and too much varnish can look cheap and gaudy,” says Weinberger.\r\n\r\nAlternatively, you might want to use your business card as a meeting tool. Weinberger says what makes his CBX business cards unique is that their first names are the largest things on them, which make them valuable during meetings. “When people put the cards in front of them in a meeting, they quickly glance down and the names are huge so they can see who they’re talking to, which is helpful,” says Weinberger.\r\n\r\n3. Use the back of the card as extra real estate.\r\n\r\nIn order to maximize your business card to its fullest potential, try using the back for supplemental branding or messaging. Weinberger says he’s seen companies put photos, brand statements, and logos on the back, which can help make your card more memorable. “If you have a card that you want to use as part of your first impression, it certainly costs more to print 2-sided, but it could be worth the effort,” he says.\r\n\r\n4. Enlist professional help.\r\n\r\nThis seems like an obvious tip, but don’t overlook the importance of using professional designers, printers, and photography. Because a business card is part of your first impression, you don’t want to present something that’s confusing, poorly designed, or unprofessional. The card should reflect well on your business and also quickly convey who you are and what you value. Graphic designers can easily create creative cards that are innovative yet professional, and printers can provide the proper paper stock and ink that are well worth the money. If you’re looking for beautifully designed, ready-to-customize business cards, you can also check our Business Card Templates lightbox.\r\n\r\n5. Avoid putting temporary messaging on the card.\r\n\r\nPutting ad slogans, campaign taglines, and coupons on your business card might seem like a good idea because it’s additional brand messaging, but Weinberger cautions against it. “We generally say: You don’t want things that aren’t evergreen on your business card. You want it to be a permanent statement because someone’s going to keep it for a long time,” he says. Stick to evergreen items like basic contact information and logos.\r\n\r\nYes, business cards are a formality. However, a well-designed business card will communicate information clearly, lend credibility to you and your business, and make you memorable with the people you meet. They are more than just a means of conveying contact information; they are marketing tools that can be used in a purposeful way. It’s up to you to explore your purpose, goals, and then design accordingly.\r\n\r\nOriginally published on Shutterstock.', '5 Tips for Designing an Effective Business Card', '', 'publish', 'open', 'open', '', '5-tips-for-designing-an-effective-business-card', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/5-tips-for-designing-an-effective-business-card', 0, 'thinking', '', 0), (2119, 1, '2015-07-15 15:04:13', '2015-07-15 15:04:13', 'The challenges of merchandising in the ethnic foods aisle\r\nThe other day I was in the “ethnic” aisle at our local grocery store picking up some items I needed for a few home-cooked meals. As I strolled past the likes of Mission brand tortillas, Ortega salsa, Kikkoman soy sauce and Goya black beans, the experience at the shelf was unremarkable — that is, until I noticed the Taco Bell-branded taco shells. I had seen them before, butthis time, for some reason, I paused. I was in the ethnic aisle. And there was Taco Bell. In the ethnic aisle. Taco Bell. Ethnic? I found myself contemplating the whole Venn diagram of ethnicity and branding in U.S. retail today — and the way our thinking around these issues can create unnecessary redundancy and confusion.\r\n\r\nFor starters, this is America. Aren’t we all ethnic? The globalization of cuisine doesn’t just affect major metro areas. This is a national trend. After all, you’re just as likely to find Chipotle in Murfreesboro, Tenn., as in Los Angeles, New York or Chicago. Meanwhile, Chinese and Japanese restaurants are in small-town strip malls across the country. In the U.S., believe it or not, salsa outsells ketchup, and tortillas outsell white bread. Did I not just hear a sriracha reference in “Pitch Perfect 2?”\r\n\r\nWhat makes tacos ethnic and spaghetti not ethnic? In a Whole Foods in New York City, seaweed snacks were recently moved from the ethnic aisle to the snack aisle. If seaweed can live next to granola bars, can’t soy sauce live next to hot sauce? This is an issue for retailers, who are creating redundancies around the store. There’s so much pressure on making every square foot count, and yet ethnic aisles include items such as beans, soda, rice, oils and spices. Why double-merchandise? Meat, dairy and produce are grouped, and consumers seem to understand the rationale just fine. Although they come from various climates and geographies around the world, I don’t find it confusing or inconvenient that bananas, corn, mangoes, avocados and apples can all be found in the same area.\r\n\r\nGreater exposure — bringing more shoppers and families into the mix, regardless of ethnic identity, and exposing them to additional tastes and foods — is the missed opportunity here for brands. In a word, that means missed sales. In my local Shoprite, you can only find sriracha in the ethnic aisle, and yet sriracha is trending. Its sales have skyrocketed in recent years. There’s no doubt that families staying in center store and looking for hot sauce options should see these “ethnic” options as well. Food is universal. It’s a win for brands and retailers.\r\n\r\nWhy would Goya not want to compete with all of the other major brands? Couldn’t Goya win on authenticity and flavor with many audiences outside of its target consumers? Wouldn’t the same be true for other brands stuck in the ethnic aisle? Won’t more exposure lead to more interest, more recipes and more sales? It makes me think of the Apple brand. Apple used to be an exclusive club, meant for creatives and other cool tech folks who wanted to think differently. Well, Apple did a great job of saturating that market and decided that in order to grow, it needed to expand its customer base and appeal to a wider audience. Apple’s ads, messaging and product design went from edgy to functional. The brand transformed itself from an exclusive club into everyone’s favorite Mother’s Day gift. Huge financial growth ensued.\r\n\r\nAlong the same lines, salsa, sriracha and soy sauce should be allowed to rub elbows with the rest of the condiments we all hold dear. Enough with the ethnic-aisle redundancies. Let taco shells and tortillas go head-to-head with bread. Let rice be with rice, olives with olives, spices with spices, and beans with beans.\r\n\r\nOriginally published in SmartBlog Food & Bev.', 'Who Moved My Seaweed?', '', 'publish', 'open', 'open', '', 'who-moved-my-seaweed', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/who-moved-my-seaweed', 0, 'thinking', '', 0), (2120, 1, '2015-07-22 16:25:05', '2015-07-22 16:25:05', 'Veteran account director and business developer Jodi Sutherland has joined brand agency and retail design consultancy CBX as vice president, engagement group director.\r\nIn her new position, Sutherland will partner with peer leaders at CBX to market the firm to key audiences and develop business-building opportunities with new and existing clients, driving core competencies more broadly and identifying new offerings to support clients\' evolving needs. She reports to Gregg S. Lipman, CEO and Managing Partner.\r\n\r\nSutherland comes to CBX from global advertising agency Publicis Worldwide, New York, where she was Senior Vice President Group Account Director. There, she led a multidisciplinary team for integrated business development for the P&G Family Care brands, including Bounty, Basic and the introduction of Bounty with Dawn.\r\n\r\nPrior to that, she was Executive Director Client Services/Business Development at global brand and creative design agency Brand Union, New York, from 2011 to 2014. At Brand Union, Sutherland was responsible for leading the consumer branding team for North America, covering global and regional clients on projects that ranged from strategy and positioning to creation of visual brand language, naming, brand architecture, design and implementation.\r\n\r\nFrom 2006-2011, she was Executive Director of Client Service and Business Development at Kramer Design Group, a New York-based branding and design firm specializing in luxury brands and retail. While at Kramer, her clients included Donna Karan, Waterworks, Wynn Hotel, Kate Spade, Rocawear, Hugo Boss, Club Monaco, Barneys New York, and Judith Leiber.\r\n\r\nShe began her career in 1988 as a Strategic Planner/Account Management at Warwick, Baker & Fiore in New York and went on to serve as Vice President, World Wide Account Director at D\'Arcy Masius Benton & Bowles, and later as a Consultant to the Intrepid Wine Company, a highly specialized boutique wine company.\r\n\r\nA resident of New York City, Sutherland graduated from Syracuse University with a B.A. degree in Consumer Studies.\r\n\r\nAlso seen in:\r\nVMSD\r\ncitybizlist\r\ndesign:retail', 'Jodi Sutherland Joins CBX as VP, Engagement Group Director', '', 'publish', 'open', 'open', '', 'jodi-sutherland-joins-cbx-as-vp-engagement-group-director', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/jodi-sutherland-joins-cbx-as-vp-engagement-group-director', 0, 'thinking', '', 0), (2121, 1, '2015-07-30 18:22:50', '2015-07-30 18:22:50', 'Get results through a more nuanced approach to cost containment \r\nDay in and day out, managing costs is part and parcel of the retail business. For retail chains, this means always being on the lookout to do things such as ramp up backend efficiencies or trim the bottom 10 percent of underperforming stores in the portfolio. Call it “cost-consciousness.” It’s a strategic imperative that retailers must maintain if they want to survive in today’s highly competitive marketplace.\r\n\r\nThe same holds true when retailers develop their private label packaging; the question is: Does this need to be core to a private label’s DNA?\r\n\r\nMost retailers make a practice of asking manufacturers to keep the component costs of store brand product lines under tight control. Those costs certainly include the package. After all, every component of the package and its design — the box, the ink, the artwork, you name it — comes at a cost, right?\r\n\r\nTrue enough, but being competitive in today’s retail market is also about building and leveraging private brands in ways that differentiate retailers and cement customer loyalty. In that context, building your brand is clearly about much more than containing costs.\r\n\r\nIn fact, going to market with best-in-class private brands is really a wise long-term investment. When retailers and manufacturers work together with design firms and all appreciate the value of sophisticated approaches to private brand building, they are more likely to benefit. Arguably, though, it is all too easy in this day and age to underappreciate the true value of private label packaging and, consequently, to underinvest in it.\r\n\r\nShould the next evolution in private label be to evolve the quality and design standards of the package? Why not? It’s the primary — if not the only — marketing tool private label gets.\r\n\r\nQuestion the status quo\r\n\r\nFor the past 20 years, leading retail chains have continued to embrace more sophisticated approaches to private label. As a result, a growing number are willing to make national brand-like investments in the initial research and testing phase of the process and to mine data in ways that help them better promote those private brands and better understand how those brands will resonate with customers.\r\n\r\nAnd yet when retailers move to execute on the packaging design, all too often their concerns about cost take over. As the industry sees it, shouldering the cost of package design is ultimately a component cost of goods versus a strategic investment into a marketing tool that can drive growth. When viewed as an investment, this becomes an opportunity for collaboratively developing the right products with the right quality in the right package. Instead of battling over costs, focus on the impact of the first moment of truth at shelf on customers. Skimping on design costs hinders the retailer’s ability to get the product perception right.\r\n\r\nYou can understand this perspective: The whole point of a private label program is to have a value offering in the category, but “value” and “low price” are not synonymous. Retailers and manufacturers spend way too much time trying to cut costs on packaging, which is their main selling tool. Put simply: Better design leads to more sales, which lead to benefits (loyalty, growth, emotional connection, value) for all parties involved. So why are we all still battling over the cost of designing a great package? Let’s all start working together to drive sales.\r\n\r\nRealism vs. idealism\r\n\r\nSo is the notion that retailers and manufacturers could invest more into private label packaging too idealistic? Possibly. But consider the stark contrast between the level of investments in the national brand world versus what happens in the realm of private label. Let’s say two companies — one a national brand manufacturer and the other a retailer with a private label line — want a design firm to create new packaging for a dog food brand. Typically the private label constituents will be willing to pay a fraction of what consumer packaged goods (CPG) companies will allocate for such a project, understandably so. The store brand most likely doesn’t have the same volume and brand awareness in the category, so it’s not as able to scale and amortize. Yet a few dollars more for a design would most likely be offset by that incremental growth.\r\n\r\nWith CPG companies, by contrast, brand is everything and packaging rules. Clearly, CPG leaders see packaging as a powerful marketing tool that allows them to differentiate from the competition. They understand that brand impressions at shelf are more valuable than traditional TV or magazine ads. They know that whenever shoppers interact with that package, they are creating impact and a connection. Let’s look at the value of keeping your package design relevant and on trend. Let’s say you have a $1 billion store brand with 20 percent market penetration, and that redesigning your packaging will translate into at least a 2 percent lift. That’s $20 million in growth, and the design expense would be a fraction of that (and, as I see it, a worthy investment.)\r\n\r\nThe time has come for retailers and manufacturers to ask themselves the hard questions. Is building a brand a component cost of goods, or is it an investment in your future? If you view it as the latter, how much are you willing to stretch in pursuit of that goal? How do you balance the need to manage costs with the reality of a private label marketplace in which brand sophistication is rapidly becoming the price of entry?\r\n\r\nThere are no universal answers here. But to speak frankly about the matter, the failure to consider these issues at all is starting to seem downright archaic.\r\n\r\nOriginally published in Store Brands\r\n\r\n ', 'Reconsider packaging design', '', 'publish', 'open', 'open', '', 'reconsider-packaging-design', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/reconsider-packaging-design', 0, 'thinking', '', 0), (2122, 1, '2015-08-04 13:54:50', '2015-08-04 13:54:50', 'Do you ever get the sense that retail technology is overhyped?\r\nPersonally, I love it. In my career, I have overseen technology roll-outs at thousands of high-touch retail stores nationwide. I have also consulted with major retailers and automakers on a raft of tech-related projects.\r\n\r\nBut let’s take a moment to get real about the role of technology in retail.\r\n\r\nOne of the biggest stumbling blocks I often see is the tendency to apply new technology to old techniques. We all feel comfortable sticking with known commodities — the approaches that have generally worked for years or even decades. All too often, the Web and ad agencies with which retailers have existing RFPs and retainers find it easier to rely on status-quo methods. This leads to shortcuts along the lines of, “We already paid $XX,XXX to create that message for the end cap, so let’s just make that show up on someone’s phone, too.” Or, “Make sure to tweet about that new (brand/product/feature).”\r\n\r\nTweeting might seem advanced, but if you think about it, it’s really a one-way communication — the equivalent of taking out a newspaper ad. Likewise, push text messages are hardly different from those pesky hawkers on the street who try to stuff random flyers in your hand. Some would even have retailers step into the role of an omniscient Big Brother by tracking customers’ always-on cellphone signals and automatically texting a coupon within a certain radius.\r\n\r\nTruth is, most people find this kind of thing irritating… and a little creepy.\r\nRetail technology is useful only insofar as it sparks meaningful conversations with and among consumers. If the technique in question won’t feel authentic and humanized on the receiving end, is it worth adopting? If it doesn’t involve listening and learning on both sides, is it really cutting edge?\r\n\r\nThe real promise of retail technology is its ability to facilitate meaningful two-way interactions in a variety of channels, both digitally and in real life.\r\n\r\nSo what does that look like? For starters, you don’t need to spend $1 billion on holograms and virtual-reality headsets. A simple tablet will do. What’s important is how you use the tools at your disposal. Let’s say you’re a retailer of high-end, modern furniture. A customer wants to know what that svelte sofa would look like in lime green. She also wants to see it in a living room that has pastel-yellow walls just like hers. The salesperson can now use the tablet to show the customer a digital mockup of exactly what she has imagined. In this scenario, the salesperson can offer to enhance the mockup with coffee tables, lamps, ottomans, etc., because the pitch is taking place as part of a two-way exchange that is willingly entered into by the customer.\r\n\r\nNeiman Marcus, for example, rolled out a shoe table that “listens” to customers in a novel way. When the customer picks up a shoe to examine it, a video rolls on the table showing a model striding down the runway in those flats or pumps. The customer thereby gains information both visually and, by holding the shoe, through touch. She has made a closer connection to the product, and the retailer learns about this connection because, upon activation, the sales staff learned precisely which shoe had piqued the shopper’s interest. The moment that video rolled, a legitimate reason for the salesperson to engage the customer in further conversation was presented.\r\n\r\nThe two-way nature of this is important, because when people feel listened to, they want to extend the dialog rather than walk out of the store. This is why retailers such as Apple, Nordstrom and AT&T were smart to bring point-of-sale out from behind the counter and into the workspace. The conversation just flowed. At AT&T, the goal is to inject learning into these interactions. “You have a new Audi A3?” the salesperson says. “That’s cool. Did you know those cars have wireless-hotspot functionality? It can save your family a ton of data.” Yes, the tablet has a quick video showing how AT&T’s hotspot plan works, but it’s only effective because customer interest was piqued by a personal conversation.\r\n\r\nSo why not just rely on status-quo methods? Because attitudes are changing. Today, consumers want to be in charge of the buying process. They want to have conversations with brands and with each other. So forget about “pushing” content down a one-way street. Instead, let your customers take the wheel with you right by their side.\r\n\r\nOriginally published in SmartBlogs', 'What Neiman Marcus Gets About Retail Technology', '', 'publish', 'open', 'open', '', 'what-neiman-marcus-gets-about-retail-technology', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-neiman-marcus-gets-about-retail-technology', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2123, 1, '2015-08-05 15:19:14', '2015-08-05 15:19:14', 'All Too Often Retailers and Manufacturers Tussle Over the Costs of Store-Brand Packaging Rather Than Viewing It as a Wise Investment That Will Benefit Both, Writes Branding Veteran Todd Maute\r\nIn today\'s retail marketplace, beating the competition increasingly requires savvy approaches to building and leveraging store brands. And yet retailers and manufacturers often squabble over the cost of store-brand packaging rather than seeing it as a valuable marketing tool worth investing in, writes Todd Maute, a partner at brand agency CBX, in a July 29 column for Store Brands magazine.\r\n\r\n\"Building your brand is clearly about much more than containing costs,\" writes Maute in the publication\'s Expert Insights column (\"Reconsider packaging design: Get results through a more nuanced approach to cost containment\"). \"In fact, going to market with best-in-class private brands is really a wise long-term investment.\"\r\n\r\nIndeed, when retailers, manufacturers and design firms put a priority on creating best-in-class store brand programs, all are more likely to benefit, Maute observes. Toward that end, he encourages retailers to evolve their store brands further by ramping up the quality and design standards of the packaging. \"It\'s the primary -- if not the only -- marketing tool store brands get,\" he notes.\r\n\r\nNor, Maute writes, would taking this step be particularly unrealistic: Over the past 20 years, leading retail chains have steadily embraced more sophisticated approaches to store brands, especially when it comes to research and testing. \"Instead of battling over costs, focus on the impact of the first moment of truth at shelf on customers,\" he writes. \"Skimping on design costs hinders the retailer\'s ability to get the product perception right.\"\r\n\r\nUsing the example of a $1 billion store brand with 20 percent market penetration, he points out that a minimum 2 percent lift in sales from a packaging redesign would translate into $20 million in growth -- \"and the design expense would be a fraction of that.\"\r\n\r\nThe full column is available here.', 'CBX Expert: Retailers Should See Packaging as a Marketing Tool, Not a Cost', '', 'publish', 'open', 'open', '', 'cbx-expert-retailers-should-see-packaging-as-a-marketing-tool-not-a-cost', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-retailers-should-see-packaging-as-a-marketing-tool-not-a-cost', 0, 'thinking', '', 0), (2124, 1, '2015-08-11 06:19:19', '2015-08-11 06:19:19', 'If you’ve walked by the area of 37th and 6th and wondered who will be coming moving into the empty real estate, we have an answer for you.\r\nOscar Fittipaldi, an immigrant and Argentian-American, is the new franchise operator who will soon be running a Chick-fil-A out of Herald Square beginning in October.\r\n\r\nSome chicken lovers are rejoicing out there, but others are perhaps feeling a bit torn on this one — particularly members of the gay and lesbian community.  That’s because Chick-fil-A’s President and CEO said he’s against same-sex marriage  and he didn’t only voice his opinions once, but numerous times.\r\n\r\nBut will New Yorkers tweeting and bashing the company’s stance truly stand by their calls to boycott one of America’s favorite fast food chains? Or give in to their love of the food instead? We took that question to Dustin Longstreth, branding strategist with CBX in New York City.\r\n\r\n“I think New York City respects authenticity and the commitment of conviction above all, but at the end of the day the thing that unites New Yorkers is not a liberal agenda or a political opinion, but rather the love of good food,” said Longstreth.\r\n\r\nLongstreth believes there’s no question Chick-fil-A knew exactly what they were doing when they rolled out with this new ad spot to create a new and different tone from perhaps previous preconceptions surrounding the company and its CEO.\r\n\r\nThe company turned the tables and made the story more about Fittipaldi’s background.  That, according to Longstreth was a smart move, but will it work?\r\n\r\n“New York is a city that thrives off of tension.  Chick-fil-A will bring that tension and New York City also thrives off of great food, so they better bring some good chicken,” said Longstreth.\r\n\r\nIn a statement to PIX11, Chick-fil-A said:\r\n“Chick-fil-A believes that success in a community is tied directly to the caliber of the individual franchised Operator who runs the local Chick-fil-A restaurant. Oscar has not only an incredible background in leadership and hospitality, but he also has an entrepreneurial spirit. He has been running the Chick-fil-A restaurant at Aramingo in Philadelphia since it opened more than five years ago, bringing together a diverse community in an urban location. His experience in Philadelphia – combined with his energetic personality – makes him the right person to open the first restaurant in New York City.\r\n\r\nPIX11 also asked Chick-fil-A if they are concerned about a potential boycott in New York City or even protesters, to which the company said it “is not concerned and hopes to sincerely and genuinely welcome everyone from the community.”\r\n\r\nOriginally aired on PIX11 News.\r\n
    ', 'Will Chick-Fil-A Retain its Anti-LGBTQ Stance for its Move to NYC?', '', 'publish', 'open', 'open', '', 'will-chick-fil-a-retain-its-anti-lgbtq-stance-for-its-move-to-nyc', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/will-chick-fil-a-retain-its-anti-lgbtq-stance-for-its-move-to-nyc', 0, 'thinking', '', 0), (2125, 1, '2015-08-19 20:32:40', '2015-08-19 20:32:40', 'For a pair of American brands that recently underwent similarly massive rebrands – Big Heart Pet Brands (formerly of the Del Monte empire) and Jazzercise – heritage was found in the companies’ histories, but also in their values and objectives for the future of their business. American brand agency CBX worked on both rebrands.\r\nBig Heart Pet Brands is, essentially, a new brand. It’s logo and brand system are new. It’s positioning is new. Yet, it is also the only remaining vestige of FMCG giant Del Monte’s business after a sell-off of its human food brands. The company found that its remaining pet-focused holdings were not best served by the Del Monte brand, despite the brand affinity among consumers for the parent company and its own 129-year history.\r\n\r\nSatoru Wakeshima, general manager at CBX, says this was a compelling position as the company was now all about pets. That was a proposition that made sense to its consumers, internal audience and investors alike. “While Del Monte Foods owned strong, well-known leadership brands in this space, such as Milk-Bone – and they very well could have gone the route of calling it the Milk-Bone Pet Company – there was a much bigger opportunity. When you’re creating a brand, you’re telling a story. And our story was more than just about the products this company sells, it was about a mission, a purpose: nurturing the bond between pets and the people who love them, making every day special.”\r\n\r\nWakeshima adds, “Big Heart Pet Brands would be a completely different company than Del Monte Foods and that transformation happened literally, overnight.” Despite throwing off the Del Monte mantle, though, Big Heart Pet Brands focused on its objective – love for one’s pets and the emotions within that relationship. From that standpoint, the brand was able to establish a new heritage in pet care by harnessing the company’s culture, the equity in its renowned brands and a new photographic and visual style. Wakeshima says, “Unless heritage has relevancy, it’s merely that: your past. Brand equity is what you own in the minds of people and there’s tangible, visual equity and there’s the intangible, emotional equity that’s associated with a brand.”\r\n\r\nJazzercise also saw heritage as both a boon and a burden. The high-intensity exercise brand had become inextricably tied to the 1980s, and all the visual clichés inherent in that decade. In rebranding, it had to acknowledge the household brand’s heritage, but also address its relevance to the modern woman.\r\n\r\n“A rebrand allows any business to take a step back and evaluate its past, present and future place in the market and wider world. Ultimately, it’s a moment to identify its raison d’être”\r\nCreative director at CBX, Alison Koller, says Jazzercise chose a frank, straightforward tone of voice that recognised and dispelled the associations the brand had with the past. But it also remained true to its core proposition of offering fun, intense workouts infused with choreography and dance music. Koller says, “We looked at all of the historical materials from Jazzercise, and understood that the name was the one clear piece of equity for the brand. The visual elements, however, needed a complete transformation... Innovation can come in the form of a new product or service. In the case of Jazzercise, the simple extension of the brand into greater strength and higher intensity toning (still based in dance) was a straightforward innovation.”\r\n\r\nSee full story in Transform Magazine.', 'Who Am I?: Heritage and Rebranding', '', 'publish', 'open', 'open', '', 'who-am-i-heritage-and-rebranding', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/who-am-i-heritage-and-rebranding', 0, 'thinking', '', 0), (2126, 1, '2015-08-25 18:19:12', '2015-08-25 18:19:12', 'Choosing the right name is one of the most important decisions entrepreneurs make when starting up a new business. Here are some fresh insights into naming your business well.\r\nChoosing the right name is one of the most important decisions entrepreneurs make when starting up a new business. Ryan Lockhart, co-founder of boutique advertising agency group46, says the name can make or break a first impression of a new business’s brand. “I believe that the name comes from the future. The name is only a word, or a cluster of words, before the company puts a connotation behind it,” he says. “An apple was a fruit until the company revolutionized it.”\r\n\r\nChoosing a brand name is as much a strategic decision as a creative decision, argues Rachel Bernard, vice president of branding agency CBX. “Start by identifying the role the name should play for the business,” she counsels. “For example, if the business will be entering a crowded category with lots of competitors, a disruptive name that really stands out or a name that highlights a differentiating feature of the brand will be a big competitive advantage.”\r\n\r\nWhen you choose the right name for your brand, you allow all of the positive associations of that word or set of words to flow into your brand position and reinforce your core principles and values, says Adam Padilla, founder and CEO of BrandFire Creative Agency. “When you choose a not-so-good name, you wind up fighting an uphill battle to undo the preconception that the name carries, which means wasted marketing dollars. Worse, you run the risk of creating your own ‘brand ceiling,’ where you grow only as far as the name allows you to,” he warns. “This happens to many SMBs without the branding savvy to adjust their brand identity and fit into the larger national and international conversation.”\r\n\r\nSerial entrepreneur Bill Rinehart, who is currently founder, chairman, and CEO of DUFL, a travel and services app, has been through this exercise several times. He says choosing a name can be a do-it-yourself project, “although it doesn’t hurt to have outside opinions.” However, he feels it is important to engage third-party expertise for help with the logo, “which, in many cases, can be as important as the name.”\r\n\r\nLockhart stresses that choosing a name should be one of the final steps in the branding process for a new business. Completing the bulk of the branding process first “allows the personality and values of the company to be accurately reflected in a concise name.” He also reminds entrepreneurs to make sure they check for multiple definitions of any words used in the company name, and not just in the English language -- especially if your company will be doing business in other countries.\r\n\r\nMarketing consultant Brynn Winegard suggests that startups choose a name that is simple, descriptive, aspirational, differentiated, unique, Web-friendly, and can be trademarked. That last quality should not be overlooked. “After selecting a name, it is important to enlist the help of a trademark attorney to better assess the risk associated with the use of the proposed name,” says Jennifer Mikulina, a partner at McDermott Will & Emery and head of its global trademark prosecution practice.\r\n\r\nOnce you choose your name, you must take steps to protect it. Start by filing an application to register your name as a trademark or service mark with the U.S. Patent and Trademark Office, Mikulina advises. That creates a presumption of ownership of the trademark and the exclusive right to use it nationwide in connection with the goods or services listed in the trademark application. You should also create a strategy to police unauthorized third-party use of the name, for example, by setting up a Google Alert or using another online tool to notify you of references to your name online.\r\n\r\nOriginally published in Inc.', 'Choosing the Right Business Name', '', 'publish', 'open', 'open', '', 'choosing-the-right-business-name', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/choosing-the-right-business-name', 0, 'thinking', '', 0), (2127, 1, '2015-08-22 18:23:58', '2015-08-22 18:23:58', 'When you visit Starbucks.com, the “Responsibility” tab is front and center. Click on it, and you’ll find nearly 30 different links under headings such as “Community,” “Environment” and “Ethical Sourcing,” along with a 19-page Global Responsibility Report for those who would take an even deeper dive into the company’s practices. Starbucks, in other words, makes a real effort to walk the talk of responsibility. And yet, when the company launched its #RaceTogether campaign back in March, the mockery was swift and merciless. The plan, as we all remember, was for baristas to write “Race Together” on customers’ cups in an effort to spark dialog about race in America.\r\nUnfortunately for Starbucks, #RaceTogether is now synonymous with #PRdebacles.\r\n\r\nSo what happened? How could Starbucks have gotten it so wrong? In the age of the self-aware consumer, brands have no choice but to engage with their customers on the issues of our time, right?\r\n\r\nThe risk lies in losing track of the all-important difference between integrity, an objective state of being, and the far-more-subjective sphere of morality/ethics. When brands focus on achieving the integrity of their purpose (making whole on their promise), these campaigns tend to get results. When brands stray into opportunistic preaching or moralizing, the response from consumers is often “Who the hell do you think you are?”\r\n\r\nHarvard University business professor Michael Jensen puts it best when he defines integrity as “a state or condition of being whole, complete, unbroken.” Morality and ethics, by contrast, are normative, subjective concepts: What is moral or ethical to someone in the Bay Area might be immoral or unethical to somebody in the Bible Belt. By contrast, integrity—or the lack of it—is objective and easy to spot. It either exists or it doesn’t. Chipotle Mexican Grill, for instance, routinely talks about the high quality of its grass-fed beef and humanely raised pork. If the chain were to be busted for lying about its food sources, we would all see this as a breach of integrity, regardless of what we happened to think about the morality or ethics of eating conventional beef, pork and poultry. (And in fact, Chipotle’s integrity is now under fire: The chain faces a class action  alleging it has been deceptive about being GMO-free.)\r\n\r\nTherefore, with regard to campaigns prioritize and highlight the great things your brand does to make good on its promises. Resist the impulse to try to boost your brand’s cachet by taking stances you believe will be popular or politically correct—especially if those stances are largely unrelated to your core purpose.\r\n\r\nIn the age of the self-aware consumer, complying with the radically varying moral demands of diverse audiences is impossible. However, any company can look within and focus sincerely on making sure its brands have integrity. These internally consistent, honest stories then become building blocks for campaigns that will boost customer loyalty over the long term—and keep you out of #PRdebacles on Twitter.\r\n\r\nOriginally published in CommPRO.biz.\r\n\r\nPhoto courtesy of finerminds.com.', '\'Avoiding #PRdebacles’: Integrity is the Key to Brand Campaigns That Never Backfire', '', 'publish', 'open', 'open', '', 'avoiding-prdebacles-integrity-is-the-key-to-brand-campaigns-that-never-backfire', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/avoiding-prdebacles-integrity-is-the-key-to-brand-campaigns-that-never-backfire', 0, 'thinking', '', 0), (2128, 1, '2015-08-26 19:13:44', '2015-08-26 19:13:44', 'National drug chains are working hard to drive more sales in the beauty care category.\r\nThe merged Walgreens Boots Alliance Inc., for starters, is revamping its stores with a swankier cosmetics offering centered on the Boots No7 skin care line, which already drives traffic across Europe. For its part, Rite Aid Corp. is rolling out its Receutics Active Skin Repair, a new line of over-the-counter, dermatologically tested skin care products. And of course, CVS/pharmacy continues to reap the benefits of its popular Nuance Salma Hayek line.\r\n\r\nThis emphasis on beauty is no accident. Clearly, drug stores need to leverage their proximity to consumers and drive more traffic to the store. Instead of emphasizing food offerings, like many drug stores are doing, there’s an opportunity to focus on a higher-margin offering, such as cosmetics.\r\n\r\nSo, how can retailers elevate their game in the high-margin beauty aisle and make it a destination? One approach would be to truly own the category.\r\n\r\nA few years ago, for example, when consumers needed pet food, most of them just went to the grocery store. Today, national pet retailers own the pet food category. These chains smartly created strong narratives that positioned themselves as the real experts on pet food — places where you could talk to an expert to get the low-down on the healthiest and highest-quality selections for your particular pet, and where there would be a diverse offering of brands. (It also didn’t hurt that, like drug stores, pet retailers saturated the marketplace and are now on every corner.)\r\n

    Likewise, national chain drug stores could position themselves as category killers that steal customers from department stores and other beauty mainstays.

    \r\n

    To accomplish this, however, they must redesign their approach to beauty marketing, branding, merchandising, service and even store design to give the area a more fashion-forward feel. Even women of limited means are often willing to drive to Macy’s, Nordstrom, Sephora or Saks to splurge on cosmetics. What they’re after is the experience of being catered to in a sumptuous, high-service environment. Drug stores need to offer something similar if they hope to compete in this category.

    \r\n

    Offering a strong private label brand approach in beauty is a good first step. To truly capture loyalty, however, drug chains need to ramp up the general impression of service as well. That could mean bringing in a cosmetologist for occasional product demonstrations, “makeover days,” classes or other events, or pointing to the fact that pharmacy personnel can answer questions about how certain products — or even supplements and food — can affect sensitive skin.

    \r\n

    Marketing and branding should reinforce this expert angle. The chain’s social media presence, for instance, could include a cosmetologist blogger whose posts are more about answering legitimate consumer questions than pitching products. Use this opportunity to be proactive — don’t wait for consumers to come to your website. Your experts need to be out there, not just on YouTube and Twitter, but also on major venues like “Good Morning America” and CNN as well.

    \r\n

    In addition to reputation-building efforts of this kind, chains could focus harder on elevating the customer experience in the beauty aisle.

    \r\n

    At many drug stores today, the beauty aisles look much the same as those in which consumers might buy such mundane items as school supplies. But what if, upon reaching the beauty area, women were to discover a visual feast of colorful and neatly arranged cosmetics along the lines of Sephora? What if the beauty aisles at chain drug stores were packed with unique and differentiated brands arrayed for maximum visual appeal?

    \r\n

    The approach could be integrated and omnichannel — right down to automated replacements of mascara or other items populated as favorites via an iPhone app. Customers get a text telling them that their replacement item is ready for pickup, along with a coupon or two.

    \r\n

    Walgreens, for one, is collaborating with a new “social competition” app called Challenged to “bring summer beauty tips to life.” Along the lines of the Ice Bucket Challenge, Walgreens is challenging users to submit 12-second video clips using either CIRCA Beauty or Nonie Creme Colour Prevail, both of which are Walgreens private label products. Beauty expert Lauria Locsmondy of the Walgreens Social and Content creative team will judge the top-three “viewed” Beauty Challenge videos. This is savvy positioning.

    \r\n

    With its emphasis on health, Rite Aid’s Receutics line also appears to be on trend. According to the company, both research and feedback from pharmacists indicated that Rite Aid’s customers wanted dermatologist-strength solutions to common skin care issues. The pitch here is that Receutics aren’t just clinically proven to be effective — they’re also affordable. The products, which range in price from $9.99 to $49.99, fall into one of four categories: acne clearing, therapeutic relief, sun care and antiaging.

    \r\n

    Notice that, with Receutics, Rite Aid has much more than an opportunity to boost sales: The customer encounter with Receutics — whether we’re talking about in-store, online or anything in between — is a meaningful impression in and of itself, with broad potential to bolster the overall Rite Aid brand.

    \r\n

    All in all, the focus on higher-margin beauty items is a solid strategy and, given that the U.S. beauty industry alone is worth $12 billion, there is a lot of room for robust growth. Having done the work on the product front, the next step is to kick execution into a higher gear. Before you know it, most women will be skipping those trips to the mall — and picking up their cosmetics at neighborhood drug stores.

    \r\nOriginally published in Chain Drug Review.\r\n\r\nPhoto courtesy of entdigest.com', 'With Elevated Offerings, Drug Chains Can Own Beauty', '', 'publish', 'open', 'open', '', 'with-elevated-offerings-drug-chains-can-own-beauty', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/with-elevated-offerings-drug-chains-can-own-beauty', 0, 'thinking', '', 0), (2129, 1, '2015-08-26 20:12:29', '2015-08-26 20:12:29', 'Build brand awareness, enhance brand credentials, drive incremental usage among loyalists, and attract new users by stretching your brand into new and different areas.\r\nMarketers have always used line extensions to build business and grow consumer loyalty. Oreo is a classic example. You start with Oreo sandwich cookies and then extend in subtle ways. You add more filling (“Double Stuf”) and make the cookies bigger or smaller. Then you vary the base product a bit further by, say, covering the cookies with chocolate or changing their flavors and filling. This classic approach to line extensions worked decades ago and still works today.\r\n\r\nBut today there are reasons for brands to stretch further—to go beyond the simple and obvious. Today’s buzz-hungry, relevancy-oriented, social media-rich marketplace is fertile ground for brands to connect with consumers by innovating even more. By leveraging existing brand equities and stretching them into new and different areas, companies can build brand awareness, enhance brand credentials, drive incremental usage among loyalists, and even attract new users to the fold. Successful “stretching” leverages key packaging equities as a bridge to maintain a strong connection between the existing brand and the new innovation.\r\n\r\nBrand stretches that make sense\r\nA prime example of a brand stretch is Ben & Jerry’s Salted Caramel Brownie Brown Ale, a collaboration with New Belgium Brewing Co. that will be available this fall. Here, the packaging for the brown ale clearly leverages the brand’s visual assets: the puffy white clouds against a light blue sky and the quirky cow with its bright-yellow scarf, snow goggles, and ski hat. But this packaging isn’t designed only for those of us who have stood before grocery-store coolers salivating at all the different Ben & Jerry’s flavors; it also aims to appeal to craft beer fans who have done much the same looking at diverse selections of ales, stouts, and the like. In addition to the Ben & Jerry’s equities, the packaging includes New Belgium’s logo and signature red bicycle.\r\n\r\nI doubt this is a first step in a move by Ben & Jerry’s to become a dominant player in the world of craft beer. Nor is New Belgium likely to sell ice cream-inspired beer anytime soon. Instead, this is a quirky, fun, and buzz-generating collaboration that will put smiles on the faces of all involved. This brand stretch reinforces the good feelings already associated with both brands. If it makes money, that’s a happy bonus.\r\n\r\nAnother example is Patagonia Provisions by outdoor clothier Patagonia. The company’s world-traveling founder, Yvon Chouinard, cares deeply about food and began offering Patagonia-branded food items in 2013 with the introduction of lightly smoked, wild-caught salmon. More recently, the company began selling organic fruit-and-almond bars. Here, the effort clearly involved a careful survey of existing approaches to packaging in the healthy bar category. Patagonia’s fruit bars are visually spare, with about as much white space as you would expect to see on a trek through the Himalayas. This sends a message to consumers that the bars are about whole foods, not additives. The Patagonia logo is tastefully minimized but helps tie these products back to the original brand. The overall approach is utilitarian, making the bars feel like something you would pick up along with freeze-dried dinners and fuel for your camp stove, in preparation for a long backpacking trip. Are hardcore adventurers really the sole target audience for the bars? No, but who doesn’t want to feel like a hardcore adventurer at one time or another? Regardless of whether Patagonia Provisions becomes a big moneymaker, this stretch clearly helps bolster the overall Patagonia brand. In this case, the fit between the original product brand and the new offshoot is as snug as a pair of ski pants.\r\n\r\nWhen Condé Nast’s Self fitness and beauty magazine launched Self Healthy Kitchen frozen meals last year, the stretch made sense to anyone familiar with the magazine’s persistent attempts to play a more meaningful role in readers’ lives. Created in partnership with chef Calvin Harris, the line is reportedly headed for shelves at nearly 3,000 stores. Magazines and food might seem like ... well, apples and oranges, but the brand affinities here are strong and could help drive brand loyalty.\r\n\r\nAs with the Ben & Jerry’s/New Belgium and Patagonia products, packaging was used to give this stretch added credibility. Viewed side-by-side with the latest issue of Self, the packaging for these frozen meals clearly resembles the cover of a monthly issue of the magazine. However, the “star” is not an artfully edited image of, say, Cameron Russell or Jillian Michaels. Instead, it is a scrumptious-looking picture of the entrée inside.\r\n\r\nBad publicity better than no publicity?\r\n\r\n

    But can brands stretch too far? This is subjective territory. Unsuccessful attempts can leave your target consumers scratching their heads. An idea that seems a bit off to one person might appeal to another.

    \r\n

    Back in 2012 when Heineken partnered with a retailer and fashion designer to offer a leather saddle shoe, I wondered whether beer nuts would have been a more logical choice. And to me, the idea of Zippo Fragrances is completely off brand. When I heard of this extension, I couldn’t help but imagine the dizzying odor of butane. Since 1933, Zippo has sold more than 500 million lighters across the globe. According to the company, “98 out of every 100 people surveyed have knowledge of the Zippo name and lighter without being coached in any manner.” Is this level of global brand recognition impressive? Absolutely. But I must admit that, for me, Zippo Fragrances seems a bit too much. In this case, though, the stretch is really more about novelty packaging than brand fit. The fragrance bottles look exactly like Zippo lighters.

    \r\n

    To be sure, we will continue to see conventional approaches to line extensions in the classic mold—how many more granola bars and yogurt flavors and sizes can we come up with? In today’s always-on marketplace, companies need to try even harder to find new and novel ways to make their brands resonate with consumers. “Stretchy” brand expansions are a way to do precisely that, allowing brands to be present in additional apertures and in more categories. Charting unfamiliar territory can be risky, but it can also be a great way to grow your business and bolster customer loyalty. Before you embark on such a project, however, key considerations should include:

    \r\n1. Brand fit: Can the signature attributes, benefits, or image associations of your brand credibly migrate to other offerings? What is it about your brand beyond straightforward product characteristics that can be leveraged in a new way?\r\n\r\n2. Potential benefits: Will the stretch generate more buzz or awareness for your brand, regardless of whether sales go through the roof? If so, the idea might well be worth pursuing. Even if the stretch isn’t particularly tweet-worthy, will it appeal to a different set of consumers in ways that could drive incremental sales growth over time?\r\n\r\n3. Strike a balance: If the idea is truly novel or offbeat, make sure it will put a smile on the face of consumers rather than cause them to scratch their heads in confusion. Is it something that you personally would want to chat about at the water cooler (in a positive way)? If so, that’s a promising sign.\r\n\r\nOriginally published in Packaging World.', 'Master the Art and Science of the Brand Stretch', '', 'publish', 'open', 'open', '', 'master-the-art-and-science-of-the-brand-stretch', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/master-the-art-and-science-of-the-brand-stretch', 0, 'thinking', '', 0), (2130, 0, '2018-09-27 16:53:44', '2018-09-27 16:53:44', '', 'Nice-1', '', 'inherit', 'open', 'closed', '', 'nice-1', '', '', '2018-09-27 16:53:44', '2018-09-27 16:53:44', '', 1770, 'http://cbx.cappendev.com/app/uploads/2018/09/Nice-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2131, 1, '2015-09-09 14:10:45', '2015-09-09 14:10:45', 'But the Effort Must Be Comprehensive and Focus on Elevated Approaches to Store Design, Marketing, Merchandising and the Overall Customer Experience, Writes Branding Veteran Todd Maute\r\nDrug stores are always looking to drive more traffic to the front of the store and boost sales of higher-margin items. Upping their game on beauty is one way to accomplish both objectives, writes Todd Maute, a partner at brand agency CBX, in the August 24th issue of Chain Drug Review.\r\n\r\n\"National chain drug stores could position themselves as category killers that steal customers from department stores and other beauty mainstays,\" Maute writes. \"To accomplish this, however, they must redesign their approach to beauty marketing, branding, merchandising, service and even store design to give the area a more fashion-forward feel.\"\r\n\r\nIn the column (\"Drug Chains Can Own Beauty with Elevated Offerings\") Maute cites the ongoing efforts of chains such as Walgreens, CVS and Rite Aid to ramp up the sophistication of their beauty aisles. These efforts are for the most part on point, the veteran branding consultant comments, but the overall strategy should be to make the beauty aisle a true destination for beauty shoppers. \"Even women of limited means are often willing to drive to Macy\'s, Nordstrom, Sephora or Saks to splurge on cosmetics,\" he observes. \"What they\'re after is the experience of being catered to in a sumptuous, high-service environment. Drug stores need to offer something similar if they hope to compete in this category.\"\r\n\r\nDrug chains need to ramp up the general impression of service as well, Maute says. \"That could mean bringing in a cosmetologist for occasional product demonstrations, \'makeover days,\' classes or other events,\" he notes, \"or pointing to the fact that pharmacy personnel can answer questions about how certain products -- or even supplements and food -- can affect sensitive skin.\"\r\n\r\nMarketing and branding should reinforce this expert angle. The chain\'s social media presence, for instance, could include a cosmetologist blogger whose posts are more about answering legitimate consumer questions than pitching products, Maute writes.\r\n\r\nMoreover, chains could focus harder on elevating the design of the beauty aisle itself. \"At many drug stores today, the beauty aisles look much the same as those in which consumers might buy such mundane items as school supplies,\" Maute writes. \"But what if, upon reaching the beauty area, women were to discover a visual feast of colorful and neatly arranged cosmetics along the lines of Sephora? What if the beauty aisles at chain drug stores were packed with unique and differentiated brands arrayed for maximum visual appeal?\"\r\n\r\nMaute adds that \"the approach could be integrated and omni-channel -- right down to automated, replacements of mascara or other items populated as favorites via an iPhone app. You get a text telling you that your replacement item is ready for pickup, along with a coupon or two.\"\r\n\r\nSee the full article here.\r\n\r\nPhoto courtesy of Duane Reade.', 'CBX Expert: Drug Chains Can Own the Beauty Category by Upping Their Game', '', 'publish', 'open', 'open', '', 'cbx-expert-drug-chains-can-own-the-beauty-category-by-upping-their-game', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-drug-chains-can-own-the-beauty-category-by-upping-their-game', 0, 'thinking', '', 0), (2132, 1, '2015-09-10 14:45:14', '2015-09-10 14:45:14', 'Design Creates a Retail Brand and Elevates Food Offering\r\nMOL Group, an international oil and gas company based in Budapest, Hungary, has begun rolling out a scalable convenience store prototype created in close collaboration between its internal retail group and CBX, the strategic brand agency and retail design consultancy based here. MOL operates a network of more than 1,900 fuel centers in 11 countries across central and southeastern Europe.\r\n\r\nThe first 28 locations under the Fresh Corner brand opened over the course of the past three months in six countries (Hungary, Croatia, Romania, Serbia, Slovakia and the Czech Republic). The initial stores range in size from 500 to 2000 square feet.\r\n\r\nCBX was tasked with creating a new retailing concept and prototype that would reflect and respect the diversity of the company\'s distinct national markets. In addition, with its expansion driven by acquisitions, MOL\'s network currently incorporates a number of different nameplates and footprints. Consequently, part of CBX\'s assignment was to develop guidelines and criteria to help the company determine which store size and product assortment would be right for particular markets and locations.\r\n\r\nFinally, CBX worked with MOL to develop a core c-store offering, including hot beverages and food-to-go, that could be applied with modification across all of the company\'s national markets. Joseph Bona, CBX president of branded environments and a veteran c-store designer, noted that product offerings in MOL\'s retail facilities were heavily focused on automotive supplies and accessories.\r\n\r\nTo aid the company in developing a true convenience retail assortment, CBX analyzed MOL\'s sales data to determine the optimal core offering. \"We felt the convenience assortment needed to do three things,\" Bona explained. \"First, increase shopping frequency. Second, increase the basket size and third, provide items that people need on a regular basis, not for a roadside emergency. It was really about giving people more reasons to shop at the MOL network and encourage them to buy more when they do.\"\r\n\r\nReflecting on the overall scope of the project, Lars Höglund, SVP MOL Group Retail, commented: \"MOL defined a very ambitious retail strategy for the upcoming years. To be successful with our mission, we had to reconsider all aspects of our retail fundamentals step-by-step, and CBX was a great partner and mentor on this journey. The new design was created in order to best support the provision of the renewed offer. The external design communicates immediately that we moved away from the traditional forecourt shop towards a retail outlet where customers can make their daily top-up shopping, as well as buy hot beverages and food for the road.\"\r\n\r\nIn terms of site design, Bona noted that in many MOL locations, the gas canopies are connected to the stores, which typically has a dramatic influence on customers\' perceptions of the facility. \"We had to make sure the store\'s exterior communicated properly what is inside,\" he said. \"To accomplish that, we designed an all-glass storefront that clearly displays the convenience and food offerings inside, and created an outdoor seating area to further reinforce their food offering.\"\r\n\r\nAdjacent to the outdoor seating area, the store\'s exterior sports a newly designed visual identity -- a large graphic of a cup of Fresh Corner-branded coffee. This reinforces the message that food is inside to customers at the curb or gas pumps.\r\n\r\nOf course, that message is also conveyed through the store\'s new name, \"Fresh Corner.\" MOL had been employing the \"Fresh Corner\" descriptor to demarcate a small food area inside its retail facilities, and at CBX\'s suggestion, this became the stores\' main identity, branding them as a food retailer rather than just a gas station. \"Since the company owns the name, we took \'Fresh Corner\' and applied it to the exterior of the building over the entrance,\" Bona explained.\r\n\r\n\"Like the effort behind the stores\' core offering, the challenge of developing a foodservice offering that could work in the different countries was tackled in a similarly analytical fashion. We started with the belief that 80% of what people expect in terms of food-to-go from a c-store is fairly universal,\" Bona said. \"It\'s the other 20% where you need to create the flexibility to entertain different taste profiles, flavor preferences and unique items. The system we created allowed for local nuances. But the system of delivering the food, the preparation, the presentation and the packaging, all needed to be consistent.\"\r\n\r\n\"Our key challenge was to know exactly who our customers are and what they want in the different markets,\" noted Höglund, who added that MOL has also focused on improving customer experiences at the fuel pumps and other areas. \"We had to align ourselves with the latest market and customer trends and convert our filling stations to service stations. We aspire to leap-frog competition not only in our offer, but in operations, too. We are transforming our pump attendants into hosts, who from now on need to think, act and behave with 100%-customer focus.\"\r\n\r\n\"As a result of our intense, joint efforts,\" Höglund summed up, \"we now provide a relevant customer offer at all of the pilot sites, which includes an enhanced hot beverage and food-to-go program, a new convenience store concept with daily essentials, as well as a renewed car wash offer and other services. Ultimately, we intend to roll out these elements to all locations.\"\r\n\r\nAlso seen in:\r\nPennEnergy\r\nNACS Online\r\nRetail Business Review\r\nPetrol Plaza', 'Hungary\'s MOL Group Rolls Out New C-Store Prototype Designed by CBX', '', 'publish', 'open', 'open', '', 'hungarys-mol-group-rolls-out-new-c-store-prototype-designed-by-cbx', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/hungarys-mol-group-rolls-out-new-c-store-prototype-designed-by-cbx', 0, 'thinking', '', 0), (2133, 1, '2015-09-14 12:10:43', '2015-09-14 12:10:43', 'CBX, the brand agency and retail design consultancy, received five awards in Graphic Design USA’s American Package Design Awards 2015 competition.\r\nThe firm was honored for its work on behalf of a range of clients in the beauty and personal care; home, garden and industrial; health and wellness; posters, displays and kiosks; and wine, beer and liquor categories.\r\n\r\nThe editors recognized CBX for its work on behalf of Amway’s Satinique line of hair care products, Prestige Brands’ Little Remedies, ASICs Super J Display, Scotts Miracle-Gro’s new Nature’s Care product line, as well as for the new line of LIQS pre-made cocktail shots.\r\n\r\nConducted by the editors at Graphic Design USA, The American Package Design Awards have recognized excellence in packaging for over five decades. The competition, one of the fastest-growing, generated over 2,000 entries this year.\r\n\r\n\"Satinique_Shampoo_LL\" \"LilRemedies_LL_1\"\"ASICS_Dsply_3\" \"MG \"LIQS_LL_1_alt3\"', 'CBX Wins Five Awards In American Package Design Competition', '', 'publish', 'open', 'open', '', 'cbx-wins-five-awards-in-american-package-design-competition', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-wins-five-awards-in-american-package-design-competition', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2134, 1, '2015-09-15 15:41:24', '2015-09-15 15:41:24', 'Wellsley Farms and Berkley Jensen take center stage of simplified and enhanced brand program.\r\n\"BJ_fine_look_00013_RGB_Edit_150911_HiRes_sm\"\r\n\r\nHundreds of new Berkley Jensen and Wellsley Farms packages are hitting the shelves at BJ\'s Wholesale Club thanks to an own brands consolidation and redesign project in partnership with CBX, the brand agency and retail design consultancy.\r\n\r\nThe brand consolidation project streamlined the BJ\'s brand portfolio to create greater clarity, awareness, and focus, explained Kris Modugno, assistant vice president of own brands for BJ\'s Wholesale Club. \"Instead of managing ten separate own brands across multiple categories, as we did before, we have now rolled our food items into Wellsley Farms and our non-food items into Berkley Jensen –both have the strongest brand equity and loyalty among our Members. The result is a rationalized platform of own brands, which better positions BJ\'s Wholesale Club for future growth.\"\r\n\r\n\"BJ\'s Wholesale Club is at the forefront in terms of commitment to the quality of its own brands products, and they needed to design the brands strategically to more effectively communicate this reality,\" said Todd Maute, a partner and private label branding specialist at CBX. \"For both Wellsley Farms and Berkley Jensen, the new design systems created are consistent enough to provide impactful identities on shelf and flexible enough to speak to individual product features and benefits, as well as to specific consumer targets.\"\r\n\r\nTo enforce consistency, CBX used the pack as a vehicle for sharing stories about both the high-quality sourcing and certification of all Wellsley Farms products, and the best-in-class manufacturing methods and beneficial features of products in the Berkley Jensen line. That might mean emphasizing the German-engineered, triple-ply construction of stainless-steel cookware, or highlighting the responsibly-sourced, premium-quality seafood.\r\n\r\n\"This new approach will help educate our Members on how these own brands products meet their needs of value, freshness, selection and quality,\" said David Atkins, vice president of own brands for BJ\'s Wholesale Club.\r\n\r\nAs an organization, BJ\'s Wholesale Club showed extraordinary commitment to its own brands throughout this project, Maute noted. \"From senior management down to marketing and procurement, just about every department at BJ\'s was involved,\" he said. \"The support we received was thoughtful and broad-based. Clearly, BJ\'s is dedicated to maximizing the success of these brands.\"\r\n\r\nAlso seen in:\r\nMy Private Brand\r\nMass Market Retailers\r\nPackaging Strategies', 'CBX Revamps Own Brands Identities at BJ\'S Wholesale Club', '', 'publish', 'open', 'open', '', 'cbx-revamps-own-brands-identities-at-bjs-wholesale-club', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-revamps-own-brands-identities-at-bjs-wholesale-club', 0, 'thinking', '', 0), (2135, 1, '2015-09-15 20:00:58', '2015-09-15 20:00:58', 'MOL Group has begun rolling out a scalable convenience store prototype created in close collaboration between its internal retail group and CBX. \r\nThe first 28 locations under the Fresh Corner brand opened over the course of the past three months in six countries (Hungary, Croatia, Romania, Serbia, Slovakia and the Czech Republic). The initial stores range in size from 500 to 2000 square feet.\r\n\r\nCBX was tasked with creating a new retailing concept and prototype that would reflect and respect the diversity of the company’s distinct national markets. In addition, with its expansion driven by acquisitions, MOL’s network currently incorporates a number of different nameplates and footprints. Consequently, part of CBX’s assignment was to develop guidelines and criteria to help the company determine which store size and product assortment would be right for particular markets and locations.\r\n\r\nJoseph Bona, CBX president of branded environments and a veteran c-store designer, noted that product offerings in MOL’s retail facilities were heavily focused on automotive supplies and accessories. To aid the company in developing a true convenience retail assortment, CBX analyzed MOL’s sales data to determine the optimal core offering.\r\n\r\nReflecting on the overall scope of the project, Lars Höglund, SVP MOL Group Retail, commented: “MOL defined a very ambitious retail strategy for the upcoming years. To be successful with our mission, we had to reconsider all aspects of our retail fundamentals step-by-step, and CBX was a great partner and mentor on this journey.”\r\n\r\n“As a result of our intense, joint efforts,” Höglund summed up, “we now provide a relevant customer offer at all of the pilot sites, which includes an enhanced hot beverage and food-to-go program, a new convenience store concept with daily essentials, as well as a renewed car wash offer and other services. Ultimately, we intend to roll out these elements to all locations.”\r\n\r\nMOL operates a fuel retail network of more than 1,900 sites in 11 countries across central and southeastern Europe.\r\n\r\nEditors Note:\r\n\r\nCBX feature in the forthcoming PetrolWorld Magazine with a special feature article entitled “New Era Retail”. www.Petrolworld.net\r\n\r\nThe full story of the new Fresh Corner c-store created by CBX for MOL will appear in the forthcoming Cstore Executive Magazine online. www.Cstoreworld.com\r\n\r\n \r\n\r\nOriginally published in Petrol World.', 'Hungary: Fresh Start For MOL Convenience Retail', '', 'publish', 'open', 'open', '', 'hungary-fresh-start-for-mol-convenience-retail', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/hungary-fresh-start-for-mol-convenience-retail', 0, 'thinking', '', 0), (2136, 1, '2015-09-17 16:22:43', '2015-09-17 16:22:43', 'Argentinean Company\'s Award-Winning Concept Focuses on Creating a Genuine Cafe Experience\r\nAXION energy Argentina, headquartered in Buenos Aires, is rolling out a new and distinctive convenience store design created by CBX, the brand agency and retail design consultancy based here. The design just took first place honors in the convenience store category in VMSD magazine\'s annual Retail Renovation Competition, published in September.\r\n\r\nCBX\'s creation of AXION\'s Spot! Café concept marked a departure from the usual c-store development process. Recognizing the strong European cultural and social influence in Argentina, CBX decided to make an authentic café experience the main focus of the shop, with the convenience retail component secondary.\r\n\r\n\"During our research, we discovered that one aspect of the European influence in Argentina is the common practice of socializing over a cup of coffee or espresso a number of times a day,\" explained Joseph Bona, CBX president of branded environments. \"We also found that many of the country\'s convenience stores have seating areas and people often go to them to have their cup of espresso and then go on their way, without buying any food.\"\r\n\r\nAs a result, the CBX approach changed the focus of the shop. \"We felt there was an opportunity for the client to differentiate itself by making the shop not a typical c-store selling food and coffee, but instead creating a modern, state-of-the-art café that also offers an assortment of convenience products. So, the project really became all about creating a genuine café experience.\"\r\n\r\nAXION energy is a subsidiary of Bridas Corp., which acquired the assets of Esso Petrolra Argentina, the fuel distribution and retail subsidiary of Exxon Mobil Corp., in 2012. The company operates 700 fuel centers in Argentina, Uruguay and Paraguay. In the wake of the acquisition, along with its new identity, the company created a striking, ultra-contemporary forecourt design that CBX used as part of its inspiration in designing the shop.\r\n\r\nCBX created a retail brand identity for the shop with a high-impact sense of place. Both the exterior and interior designs for Spot! Café leverage the bright, cheerful color palette of the AXION forecourt, while the floor-to-ceiling glass storefront showcases what awaits the customer inside.\r\n\r\n\"We took a number of cues from the AXION brand design,\" Bona, a veteran c-store designer, elaborated. \"In addition to the colors, we took one leg of the \"X\" logo symbol of Axion and converted it into an architectural detail that highlights the store entrance.\"\r\n\r\nIn order to establish the primacy of the café experience, the layout separates the store and café as distinct sectors. Communal tables and outdoor patio seating help reinforce a sense of community and compliment the traditional café seating, which also includes club chairs. Digital menu boards, meanwhile, not only allow easy time-of-day menu changes but also underline the high-tech modern design throughout.\r\n\r\nThe flagship prototype facility debuted in October 2014 on Avenida Del Libertador y Salguero in Buenos Aires and the company had opened 15 additional locations in Argentina by mid-August. According to the company, sales at the flagship store were up 12% in the first nine months of operation, while gross profit grew an impressive 23%.\r\n\r\n\"We had to have a specific solution for the modern convenience store shopper, and we wanted to build the best breakfast experience in town,\" says Claudio Freue, Marketing Director, AXION energy. \"The selection of products was chosen carefully, placing special emphasis on providing our shoppers with healthy options.\"\r\n\r\nAlso seen in:\r\nPetrolPlaza', 'Axion Energy Rolls Out C-Store Prototype Design Created by CBX', '', 'publish', 'open', 'open', '', 'axion-energy-rolls-out-c-store-prototype-design-created-by-cbx', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/axion-energy-rolls-out-c-store-prototype-design-created-by-cbx', 0, 'thinking', '', 0), (2137, 1, '2015-09-23 15:09:49', '2015-09-23 15:09:49', 'I recall a business meeting where my team hosted 20 colleagues from Japan. At the end of the meeting, each and every one of our guests twisted the cap back onto his soda bottle and placed it in his bag. I had noticed cultural differences via greetings and meeting behaviors throughout the day. This action, however, transcended customs and geographies and I realized in that moment that appreciation for beauty and art is a universal human trait. These people “liked” this showstopper packaging design and decided to keep it. These particular bottles were the streamlined metal Coke and Diet Coke bottles, and would undoubtedly be put on display when they returned home.\r\nHistorically, consumers held onto packaging only if it served a functional purpose. Cigar boxes, coffee tins and Quaker Oats canisters were repurposed as storage or toys. They ended up sticking around for days, months or years as subtle reminders of the brand. Growing up, I can remember having Folgers cans in our basement filled with nuts and bolts. The Container Store wasn’t ubiquitous in the 80s, so my dad improvised. As a result, I will never forget those Folgers cans.\r\n\r\nFunctionality will keep an old package around. Creating something that consumers find beautiful enough to hold onto is another. There are two major benefits to showstopper packaging.\r\n\r\nThe first is impressions. Traditional advertising is on the decline, social media is on the rise and brands around the world are challenged to connect with consumers in unique and personal ways. Showstopper packaging delivers strong, personal impressions over and over again. When you pick up a pack, that’s an impression. When you eat or drink the product, that’s an impression. And when you display the pack, you get a new impression every time somebody so much as glances at it. That’s as good as advertising. I’d like to go so far as to say “free advertising,” but it’s not free. It costs money to design and produce showstopper packaging. These impressions, while small in scale, are so valuable because they reach the unreachable to manufacturers: homes and offices.\r\n\r\nThe second major benefit is creating incremental sales. With showstopper packaging, consumers may choose to buy an item just to keep, use or display and still buy a separate package to consume. Any kind of olive oil sold at Williams Sonoma is an example of this. These packages work hard to show off the beauty of the product, and as a result double as decoration. If a consumer wants to display it and consume it, he or she will need to buy two. This is a huge win for brands, and one that the post office has been pulling off for years by encouraging people to collect stamps. Showstopper packaging also reaches a subset of people who wouldn’t ordinarily buy a particular product. If a pack is notable, they may be inclined to purchase it as a gift or put it on display, resulting in even more incremental sales.\r\n\r\nThere are many benefits to packaging that consumers want to keep and all are linked to sales.\r\n\r\nFor new food and beverage brands, great packaging is needed to stand out on the shelf. So much has been done before with form, substrate and graphics. To enter the crowded vodka market, Crystal Head Vodka designed a glass skull. These bottles were undoubtedly designed to grab attention and give consumers something interesting to display at home. New brands can also use showstopper packaging to create the perception that their brand and product has value.\r\n\r\nFor existing brands, showstopper packaging can be used to make news and cause people to pause for a second look. Many brands take advantage of licensing partnerships, throwback designs, designer series or sports team themed seasonal packaging. A strategy like this will certainly get people to take notice, but doesn’t necessarily convey a sense of increased value that showstopper packaging does. Miller High Life recently commissioned a designer series, but there were very few variations and multi-pack cases did not carry the variety. Thirty of the same doesn’t say “special.”\r\n\r\nThe way to create a showstopper package for food and beverage is to create something that people want to hold in their hand and put on display. They need badge value. They need to be cool — like the metal coke bottles that my Japanese colleagues carried home with them. And even more so, like the original coke bottles: showstoppers.\r\n\r\nOriginally published in Smartblogs.\r\n\r\nPhoto courtesy of Coca-Cola.', 'Showstopper Packaging: the Power of a Bottle', '', 'publish', 'open', 'open', '', 'showstopper-packaging-the-power-of-a-bottle', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/showstopper-packaging-the-power-of-a-bottle', 0, 'thinking', '', 0), (2138, 1, '2015-09-22 17:25:43', '2015-09-22 17:25:43', 'Reassure consumers with a package design that conveys trustworthiness, craftsmanship, joie de vivre and simple goodness.\r\nWhatever food, beverage, over-the-counter (OTC) remedy or health and beauty care (HBC) product is in that box, bottle, can, pouch or jar, it’s going into or onto a consumer’s body. So that consumer needs to know that everything’s going to be OK with that product.\r\n\r\nIndustry experts agree, therefore: It’s important to be authentic, upfront and direct with your package design. Evoke purity and innocence. Convey vibrancy and joy. Build trust in your own brand.\r\n\r\nCompanies are embracing a more welcoming, friendly appearance on packaging to connect with consumers on a more personal level, says Deborah Ginsburg, founder and CEO of Oakton, Va.-based Strategia Design. Handmade artisanal looks with stripped-down styles, shapes, patterns and easy-to-read fonts bolster this image, Ginsburg declares.\r\n\r\nThe market-driving, influential millennial generation of young adults is drawn in by authenticity and innocence. They want products that are good to them and good to their earth.\r\n\r\n“Everyone wants to believe in something,” observes Jennifer Gaeto, creative director of Equator Design, Chicago.\r\n\r\nEco-friendliness is considered the norm to members of this generation, who seek genuine value from the things they purchase, Gaeto adds. Design that is more moody, less idealized, simple and straightforward tells a story consumers want to hear — that a product is less processed, purer and more natural.\r\n\r\nAbstract patterns, bold graphic elements, two or three colors, and monochromatic colorations are on-trend, especially for food and beverages, Gaeto declares.\r\n\r\nSimplicity and honesty are fresh, adds Maria Dubuc, director of Boston-based Marketing By Design.\r\n\r\n“This is a growing trend based on consumer reaction to overbearing and overworked brands that employ packaging filled with predictable yet disingenuous claims,” she says.\r\n\r\nClean and honest branding with minimalist graphics works better, Dubuc adds.\r\nTraceability, social responsibility and value experience are the three micro trends across the food, beverage, OTC and HBC categories that are impacting the private label industry, according to Jean-Pierre Lacroix, president of Toronto-based Shikatani Lacroix.\r\n\r\nLacroix groups these trends under the “macro health umbrella,” and says they relate mainly to baby boomers and millennials.\r\n\r\n“Boomers are entering their retirement and want to live longer and healthier. The emerging millennials’ buying power increases, and their interest [in] social responsibility, environmental issues and their own health will only get stronger with time,” Lacroix observes.\r\n\r\nEmerging trends\r\n“Delight and joy” have become prominent visual themes, says Chris Ertel, managing director of Kaleidoscope in Chicago.\r\n\r\n“We see floods of bright colors, reflecting a tone and energy associated with the brand. Taste and health credentials are confirmed through natural patterning, realistic photography, less-composed food styling and typography with personality,” Ertel says.\r\n\r\nVisually authentic style showcases the craft, quality and skill in both the product and packaging design, says Jim Lucas, principal and founder of The Evanston Consulting Group, Evanston, Ill. Some of these elements, he adds, include handwritten, raw, freeform or sketchy typography; vintage-inspired references or typography; simple hand-rendered illustrations; and natural color palettes.\r\n\r\nAnother emerging trend driven by millennials is what might be termed “in-the-moment,” Lucas adds. With high expectations and low patience, these consumers want the information they need to make a choice at the point of decision. Lucas cites Google research showing that 82 percent of smartphone users turn to their phones to influence a purchase decision while in the store.\r\n\r\nShoppers are looking for more information about the brands and the products they purchase, which is why trends such as clean labeling and transparent packaging have become popular, Lucas observes.\r\n\r\nAdvancing own brands\r\nDesign strategy should be a thoughtful component to any private brand program and should have a clearly defined brand role, says Todd Maute, partner at New York-based CBX. A brand-led versus product-led approach is a step in the right direction, he adds.\r\n\r\nIn planning for the future, Maute advises: “Be yourself. Have a brand purpose and execute it in a way that is right for you and your consumers. Don’t be afraid to take risks. Design can be a powerful tool to tell a unique and differentiated story.”\r\n\r\nDesign is an under-leveraged tool, one with the power to cause a reaction, Maute declares.\r\n\r\n“Use design strategically, creatively and as a tool to express your brand and beliefs,” he advises.\r\n\r\nGaeto recommends that retailers differentiate their private brands by standing for something.\r\n\r\n“Create something people can believe in,” she says.\r\n\r\nAnd thinking of private label as a private brand instead changes just one word, yet transforms a retailer’s entire mindset, Gaeto says.\r\n\r\n“Once you go down that path, you think like a national brand will think. Know what you stand for and what your products stand for, and you will have a more compelling product,” she stresses.\r\n\r\nGinsberg advocates for long-term planning to create “visionary” brands that will inspire loyalty.\r\n\r\n“There was a time, about 15 years ago, when retailers were building their programs, and the long-term visions played a stronger role in product development, packaging quality and pricing strategy. Today, many retailers are trying to get products out faster, cheaper and easier, and they are losing a sense of detail and care that is very noticeable to their customers,” she notes.\r\n\r\nThere is a big opportunity for own brands to profit by understanding how their products add value to consumers’ lives.\r\n\r\n“Develop a system and design language to activate this promise, and then leverage a unified architecture across the categories,” Ertel says. “A confident and flexible branded system that delivers the right category cues, while reinforcing a larger retailer proposition, allows retail brands to offer consumers differentiation more nuanced than price alone.”\r\nRetailers need to constantly assess the definition of value across their consumer segments, too, and explore ways to deliver this through products and packaging, says Lacroix.\r\n\r\n“Our role as brand strategists and designers is to help our clients bridge the current and the future by creating a design roadmap that ensures we bring their customers along for the journey,” he explains.\r\n\r\nOriginally published in Store Brands.\r\n\r\nPhoto courtesy of fromseattletosuva.com.', 'Pining for Purity', '', 'publish', 'open', 'open', '', 'pining-for-purity', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/pining-for-purity', 0, 'thinking', '', 0), (2139, 1, '2015-10-01 16:28:36', '2015-10-01 16:28:36', 'New Innocor Seamlessly Unifies Companies Focused on Manufacture and Sales of Innovative Foam Products, Including Mattresses, Pillows, Furniture and More\r\nCBX has created a new brand focused on the manufacture and sale of a wide variety of products primarily related to sleep and comfort. The new Innocor brand platform, which is based on the unifying theme of \"Where Innovation and Comfort Meet,\" ties together three companies acquired by global private equity firm Sun Capital Partners, Inc.\r\n\r\nIn the new identity system created by CBX, the overarching parent brand is Innocor, Inc.; the consumer-facing retail products business is called Innocor Comfort; and Innocor Foam Technologies refers to the B2B business. These brands encompass three companies acquired by Sun Capital: Flexible Foam Products, Inc., Sleep Innovations and Advanced Urethane Technologies.\r\n\r\n\"The client hired CBX to bring to life a new brand that could conceptually and aesthetically unify all three of these well-regarded companies,\" explained Gregg Lipman, CEO and Managing Partner at CBX. \"The project involved developing the new Innocor name, designing brand marks, as well as branding a showroom for Innocor products in the Flatiron district of Manhattan.\"\r\n\r\nCBX conducted an in-depth analysis of brands in the foam industry as part of the project. To unify the entities acquired by Sun Capital, the branding agency focused on four primary attributes shared by all three companies: comfort, innovation, trust and quality, Lipman explained.\r\n\r\n\"These attributes are reflected in the new Innocor brand mark,\" he said. \"The letterforms combine comforting, rounded shapes with sharper lines in a way that suggests a fine balance between innovation and comfort. Likewise, the sweeping graphic breaks softly and gently, but with a layered, forward momentum that, again, suggests this balance of comfort and innovation,\" noted Rick Barrack, Founding Partner and Chief Creative Partner.\r\n\r\nThe CBX team used color to highlight different brand attributes for each of the Innocor companies. \"For the parent entity, we used red to bring out the more confident aspect,\" Barrack said. \"For the customer-facing retail brand, we highlighted the cool colors that are common to the category. On the OEM technology side, we used teal -- a nice balance of warm and cool -- to signal innovation.\"\r\n\r\nMemory foam pillows, mattresses, mattress toppers, residential and commercial floor mats, furniture and other products branded with the Innocor Comfort name are already appearing on shelves at many of the larger sleep products retailers, Lipman noted.\r\n\r\nFinally, CBX designed how the Innocor brand would come to life in the showroom in Manhattan\'s Flatiron district. The team created a three-dimensional version of the brand mark in chrome, brushed aluminum and translucent acrylic, as well as a prominent graphic mural across a 30-foot glass wall inside the showroom.\r\n\r\n\"We changed what might otherwise have been a purely functional office into a gallery space that was inspiring and that could showcase Innocor\'s innovative product offerings,\" Barrack said. \"It was exciting to bring this brand to life in 3D.\"\r\n\r\nAlso seen in:\r\nCity Biz List', 'CBX Creates Major New Foam Brand for Private Equity Client', '', 'publish', 'open', 'open', '', 'cbx-creates-major-new-foam-brand-for-private-equity-client', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-creates-major-new-foam-brand-for-private-equity-client', 0, 'thinking', '', 0), (2140, 1, '2015-10-06 22:56:14', '2015-10-06 22:56:14', 'See how the office layout and decor energized the workforce\r\nAn office redesign can be the ultimate embodiment of how a new brand can motivate and energize a company’s employees, as demonstrated by the collaboration between brand agency CBX and Del Monte to create a new name and visual identity for its pet products business.\r\n\r\nThe company’s pet portfolio included several iconic brands, including Milk-Bone, Meow Mix, Natural Balance, Kibbles ‘n Bits, 9Lives, and Nature’s Recipe. Using its proprietary naming methodology, CBX first created a new name: Big Heart Pet Brands. It then developed a new visual identity centered on a “heartpaw” logo that combines a paw print with a heart to convey the emotional bond between pets and their “parents.\"\r\n\r\nPart of the assignment involved redesigning the client’s San Francisco headquarters to incorporate the new identity. The challenge was to implement the plan over a three-day weekend, so that when employees arrived for work the following Tuesday, they would learn for the first time they were working for a new brand.\r\n\r\n“Because we had so little time, we kept things very simple and went very big with it,” explained Joseph Bona, president of branded environments for CBX. “We wanted to make a big gesture that would achieve the greatest impact.”\r\n\r\nUpon returning to work, employees were summoned to the company’s second-floor conference space, where they were greeted along the floor’s corridors with larger-than-life photos of pets, along with the new logo and the brand message: “We nurture the bond between pets and the people who love them—making every day special.”\r\n\r\nThe impact on employees was immediate and dramatic, leading to a “casting call” that allowed staffers to have their pets professionally photographed for possible use in the company’s facilities. Employees’ dogs were photographed at a nearby dog park. To accommodate those with cats, a photographer went on location to photograph the pets in their home environments.\r\n\r\nEnthusiasm for the new brand identity and environment pervaded the company—which was subsequently acquired by the J.M. Smucker Company in February 2015 for approximately $5.8 billion. Eventually, field offices and even production plants received the same kind of graphic treatment.\r\n\r\n“Our goal was to create a brand, and to capture the spirit of pet parenting,” said Bona. “And we did it in a way that really brought the brand to life and created a wonderful environment that feels very natural.”\r\n\r\nOriginally published in Interiors & Sources Magazine', 'Redesign Motivates Employees at Pets Product Business', '', 'publish', 'open', 'open', '', 'redesign-motivates-employees-at-pets-product-business', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/redesign-motivates-employees-at-pets-product-business', 0, 'thinking', '', 0), (2141, 1, '2015-10-07 14:03:57', '2015-10-07 14:03:57', 'Minneapolis craft meat brand got its start at the local farmers market but is now headed for grocery aisles across the country.\r\nMan Cave Craft Meats is moving from its tent at the Minneapolis Farmers Market to grocery stores across the country—with packaging and branding help from CBX.\r\n\r\n\"The founders of Man Cave Meats, Nick and Josh Beste, were university students when they launched their business by crafting standout flavor combinations with an obsessive focus on quality,\" said CBX Managing Partner Nancy Brown. \"As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging.\"\r\n\r\nIn less than a year, the brand grew from zero to more than 500 stores, with even more aggressive rollout plans for the future. \"Man Cave Meats achieved this type of growth by bringing a truly new product experience to consumers,\" said Brown, who is based in CBX\'s Minneapolis office. \"From 50/50 Bacon burgers, to sriracha chicken sausages, to buffalo-style bratwursts with bleu cheese, Man Cave Meats offers creative combinations that are unique and appeal to consumers seeking new flavor experiences.\"\r\n\r\nBefitting this creativity, Man Cave Meats\' new packaging is atypical as well. The designs feature black backgrounds, attention-grabbing typography treatments and iconic imagery in an aesthetic approach reminiscent of the world of craft beer. \"This brand is all about distinctive flavor,\" Brown said. \"We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.\"\r\n\r\nWhile the packaging celebrates quality and conveys the Beste brothers\' love of their craft, it was not designed to appeal to everybody, Brown noted. \"People who love craft meat are a kind of tribe, and they respond to an authentic, bold and true brand personality,\" she explained. \"They don\'t do \'generic\'.\"\r\n\r\nImages of muscular males with beards and tattoos might not be appropriate for mainstream brands on the meat aisle, but such images—as well as taglines like \"Long live the butcher!\"—are right in line with the Man Cave Meats brand, said Nick Beste, CEO.\r\n\r\n\"Our core customer is an unpretentious foodie—a down-to-earth meat-eater who wants food that satisfies and stimulates,\" Beste noted. \"He believes that meat should be damn good, which is why we make our products the same way today as the day we started—in small batches, with premium cuts of meat and in creative flavor combinations.\"', 'CBX Helps Man Cave Meats Gear Up for Geographic Expansion', '', 'publish', 'open', 'open', '', 'cbx-helps-man-cave-meats-gear-up-for-geographic-expansion', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-helps-man-cave-meats-gear-up-for-geographic-expansion', 0, 'thinking', '', 0), (2142, 1, '2015-05-22 13:51:34', '2015-05-22 13:51:34', 'As consumers demand greater transparency from CPG brands, brand owners are blazing new trails with refreshingly honest and real on-pack messaging—even for ‘delicate’ products.\r\nHave you noticed that brands have been “getting real” lately? I’m talking about refreshingly honest, no-BS messaging in ad campaigns and on packaging that tells it exactly like it is. This trend is not surprising. In today’s challenging market, honesty is a surefire way to establish reliability and connect with consumers. In fact, according to an October 2014 study on authentic brandsby global public relations firm Cohn & Wolfe, the number-one quality or behavior that people demand of big brands is that they communicate honestly about their products and services. With information about a brand in real time readily available, consumers are now investigative reporters, and companies can’t risk having the public discover that something about their brand is dishonest.\r\n\r\nWe’re seeing this trend transcend categories. Under Armour’s “I Will What I Want” campaign, in which Misty Copeland proves that not all prima ballerinas are stick figures, and Sir Richard’s condoms’ ads, with copy lines like, “Let’s Change Positions, Not Diapers,” are blazing new trails with their honesty and humor. Forget about “beating around the bush,” to quote Hello Flo, a brand that mails out care packages for women’s and girls’ feminine protection needs. This is straight talk, pure and simple.\r\n\r\nThe movement toward transparency means that consumers are attaching themselves to companies that operate with honesty and integrity, rather than aligning with brands that try to pull the wool over their eyes. And while this kind of transparency first gained traction in advertising, it is now carrying over to packaging design. Companies are using this frank style of language and graphics to stand out on shelf.\r\n\r\nThree recent examples of brands that are “getting real” through frankness and intelligence on their packaging are Coca-Cola Life, which touts its use of “real ingredients,” Dollar Shave Club, which uses “real talk,” and The First Years, which showcases “real people.”\r\n\r\nReal ingredients\r\n\r\n\"coke_carton\"\r\nWhen the biggest beverage company in the world starts getting honest, you’re damn straight people are going to sit up and take notice. And that’s what happened when Coca-Coca Life launched in South America in 2013 and made its U.S. debut in the fall of 2014. Coca-Cola Life, which is Coke’s “natural” answer to the outcry against processed ingredients like high-fructose corn syrup and Aspartame, was created to combat the era of the soda backlash. Coke had to do something to save falling sales and maintain category relevancy.\r\n\r\nCoca-Cola Life’s packaging is the epitome of transparency, with a green color that is a dramatic departure from its iconic red and immediately conveys that it is something new and different for the brand—something natural (or should we say, more natural). An approachable script font is used for the word “Life,” and an icon that closely resembles a leaf draws your eye to the fact that this soda is “Sweetened with Cane Sugar and Stevia.”\r\n\r\nCoca-Cola Life also claims to be a “reduced calorie soda” that has “35% less calories than Coca-Cola*” (albeit with an asterisk next to that line). Whether or not the product actually is better for you than other sodas has yet to be seen, but in this case, the departure from the brand equities communicates a desire to move away from consumer expectations of the brand and offer them something more real.\r\n\r\nReal talk\r\n\r\n\"dollar_shave\"\r\nWhile Coca-Cola Life is an example of an established brand trying to regain market share through honesty, a newer (circa 2011) brand, Dollar Shave Club, is using a no-BS messaging strategy to build its online subscription business and procure customers. The tag line sums up the brand’s mission best: “Shave Time. Shave Money.”\r\n\r\nUsing clever, tongue-in-cheek language, the brand gets right to the point: Dollar Shave Club is a simple and easy way to avoid the cost and hassles of traditional shaving brands. Who wants to engage with the drugstore attendant every time they need a new razor? The brand’s message is conveyed everywhere you look. In fact, the words “simple” and “easy” are splashed across all of the brand’s touch points. Even back-panel copy on packaging is used to “get real.” One moisturizer says it is “the ultimate fix for the disruptive exercise of shaving,” while the blade packaging features an on-brand, though fictitious quote, “I like shaving with a dull razor” and then credits it to “No one ever.”\r\n\r\nAnd when it comes to real talk, who can deny the honesty of Dollar Shave Club’s One Wipe Charlies—certainly the only product on the market dubbed “buttwipes made for men.” If the statement, “the civilized way to wipe” isn’t transparent enough for you, well then, I don’t know what is.\r\n\r\nReal people\r\n\r\n\"First\r\nSince we’re on the topic of wipes, The First Years—a brand of infant and toddler products such as potty training seats, dishware, and health and grooming items that has been trusted by mothers since the 1950s—recently rebranded itself with younger moms in mind. Anyone who has kids can tell you that new motherhood does not consist of a picture-perfect baby being fed rice cereal while politely cooing at an immaculate table. More often it’s a pretty dirty job. And no consumer group wants to hear the plain truth about that more than Millennials.\r\n\r\nMillennials are looking for a real conversation about parenting, warts and all, with on-point information so that they can make informed choices. This isn’t the end of an era for them like previous generations felt; it’s a new beginning. The First Years gets them excited about this new phase by cutting through the baby poop and telling it like it is, as shown through the “real photography” used on the packaging.\r\n\r\nGone is the Boomer fantasy of old—with angelic babies and perfect parents blissing out in la-la land; The First Years uses casual, often funny, selfie-style photography that a parent might post on Instagram or Facebook showing all the imperfections of new parenthood. By being supportive, friendly, and above all, honest, The First Years forges a relationship with consumers that will continue as their children grow.\r\n\r\nTransparency begets loyalty\r\nThese brands are telling it like it is for one reason: Because transparency begets loyalty, plain and simple. Of course, if you are claiming to be real, you better make sure that you’re really being real.\r\n\r\nIn recent years, a few brands have learned that the hard way and watched the public turn on them as a result of their dishonesty. In 2011, a public interest group sued Coca-Cola for marketing its VitaminWater brand as a healthy beverage. But the brand’s response to that action was even more surprising: It defended itself by saying that “no consumer could reasonably be misled into thinking VitaminWater was a healthy beverage.” Which led consumers to ask, “How could Coca-Cola put the word ‘vitamin’ in a product name and not think that people would assume it had some health benefits?” That the brand belittled its consumers, rather than simply apologizing, was insulting and was reason enough for consumers to question the brand.\r\n\r\nJohnson & Johnson—whose legendary credo states that its “first duty is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services”—lost the trust of those individuals when it pulled 22 products, totaling 300 million bottles, off its shelves beginning in 2009. But the worst part was that Johnson & Johnson didn’t even offer its consumers so much as an explanation as to why they did this. Were the products tampered with? Were there quality control problems at their factories? Zilch. Not a peep. And then one day the product returned to shelves—after J&J had lost $900 million in sales. Did consumers return to shelves as well? Only time will tell.\r\n\r\nTwenty, or even 10, years ago, consumers may not have held a Johnson & Johnson or a VitaminWater accountable for trying to dupe them. But today, there’s no getting around the fact that transparency is the only real way to win the trust of the people giving you their dollars. Whether you’re speaking to health-conscious soda drinkers, fashion-conscious men, or Millennial moms, there’s no question that getting real is a win-win situation for today’s brands.\r\n\r\nOriginally published in Packaging World.', 'Packaging Gets Real', '', 'publish', 'open', 'open', '', 'packaging-gets-real', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/packaging-gets-real', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2143, 1, '2015-07-29 14:05:38', '2015-07-29 14:05:38', '7Up, U by Kotex and Barbasol use promotional packaging this summer to help make consumers feel like they are getting something special and unique—because they are.\r\nPeople are willing to go to great lengths to attract our attention—just look at presidential candidate Donald Trump and his latest shock-worthy remarks. Brands, like people, often do the same to regain market share, increase sales and/or grow their consumer base. They come out with new product innovations. They redesign their packaging. They create new formulas—gluten-free/sugar-free/fat-free—you name it. And they employ one of the best ways for a brand to get consumers’ attention: They launch a promotional packaging campaign.\r\n\r\nPromotional packaging often features unique graphics, compelling messaging and a call-to-action that creates intrigue, promotes trial and provokes purchase. In this age where it seems like everything is readily available (and via two-day shipping nonetheless), consumers need to feel like they are getting something unique to make a purchase.\r\n\r\nBrands like Coca-Cola and M&M’s understand this, and have responded accordingly with inspiring campaigns. Coke has been personalizing its cans with people’s names to delight and encourage selfie-centric consumers to buy its products. M&M’s not only finds innovative ways to surprise its consumers with new products, it also presents its fun-loving candy characters in a variety of seasonal outfits and situations worthy of collecting.\r\n\r\nBecause I’m always on the lookout for provocative new promotional packaging, I recently hit the supermarket to see what novel campaigns had cropped up for summer 2015. I noticed that this year’s summer promotions use three distinctive tactics to speak to consumers:\r\n\r\n1. Embrace a trend\r\n2. Develop strategic partnerships\r\n3. Get seasonal\r\n\r\nLet’s look at each tactic.\r\n\r\n1. On trend, on the dance floor\r\n\r\n\"MSP\r\nIt’s nothing new for a brand to want to stay on trend, but it is always impressive when they are able to target an unmet demographic at the same time. That’s what 7Up is doing with its new EDM-inspired cans.\r\n\r\nRecognizing that there was a void for products that targeted Hispanic Millennials, which comprised 38% of the market, 7Up went after this segment of positive, experience-seeking young people. At the same time, 7Up also recognized that no beverage brand was capitalizing on the huge Electronic Dance Music (EDM) trend that is so popular with Millennials, and decided to take action.\r\n\r\nThe 7Up team created new promotional packaging (shown above) that is vibrant, colorful and cool—the kind of packaging that Millennials want to be seen holding in their hands. A partnership with EDM stars Martin Garrix and Tiesto led to the creation of cans that convey the energy of an all-night EDM party. These designs reflect different consumers’ distinctive style and capture the essence of this music trend.\r\n\r\n2. Partnering for success\r\n\r\n\"MSP\r\nIn recent years, retailers have gotten savvy about how to use promotional packaging exclusive to their stores as a way to keep consumers loyal and to keep brands happy. That’s what happened when Target teamed up with U by Kotex on its Style n’ Store boxes.\r\n\r\nThis summer, after recognizing that young women value great design, U by Kotex —which revolutionized the category with its black boxes, bright colors and no BS-tone of voice—launched Style n’ Store boxes to target young women craving style and balance. The boxes are so great looking that people simply don’t want to throw them out when they are done with them.\r\n\r\nSold exclusively at Target, Style n’ Store features bright, poppy designs in a box that serves a dual-purpose. Once emptied, it is used as storage for makeup, cotton balls, bobby pins and other knick-knacks that women need to store. It’s a great product for girls headed off to overnight camp, teen tours and college, who may be needing trendy storage units. And it is consistent with the great design that Target consumers expect to find at the store.\r\n\r\n3. Always in season\r\n\r\n\"Barbasol\r\nPromotional packaging and seasonal tie-ins pretty much go hand-in-hand, but the real challenge is to find a fresh, eye-catching way to inspire consumers to purchase a product.\r\n\r\nMovie partnerships are the classic summer promotion and, every June, a slew of new promotional packaging comes out to coincide with the launch of the summer blockbusters. Yes, we expect Chiquita bananas to promote “Minions,” but what does a Barbasol can have to do with dinosaurs? Well, a lot, it turns out, as the hundreds of millions of people who have seen the “Jurassic Park” movies over the years know.\r\n\r\nIn the first film in that series, a Barbasol can was used to nefariously smuggle dinosaur embryos off the island. That attempt failed, however, and the can was lost in the jungle, only to be brought back 22 years later. Barbasol’s Limited Edition “Jurassic World” cans feature various illustrated dinosaurs sitting against Barbasol’s iconic striped can.\r\n\r\nBy thinking out of the box and offering an unexpected twist on the movie tie-in, Barbasol offered a fresh take on promotional packaging and created a must-have collectors’ item for both fans of the movie and fans of good design.\r\n\r\nBy using unique approaches to promotional packaging, each of these brands has inspired consumers to keep them top of mind. It’s no surprise that the 7Up, U by Kotex and Barbasol promotions have created interest and buzz amongst consumers.\r\n\r\nPromotional packaging continues to be an important part of the marketing mix, and my prediction is that it will continue to be so in years to come. Even though I’m not so good with the changing of the seasons, I can’t wait to see what fall brings in terms of promotional packaging—and to see how “The Donald” will shoot his mouth off next.\r\n\r\nOriginally published in Packaging Digest.', '3 Tactics for Provocative Packaging Promotions', '', 'publish', 'open', 'open', '', '3-tactics-for-provocative-packaging-promotions', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/3-tactics-for-provocative-packaging-promotions', 0, 'thinking', '', 0), (2144, 1, '2015-10-16 18:26:26', '2015-10-16 18:26:26', 'U.S. food brand Man Cave Craft Meats is moving from its tent at the Minneapolis Farmers Market to grocery stores across the country – with packaging and branding help from CBX.\r\n“The founders of Man Cave Meats, Nick and Josh Beste, were university students when they launched their business by crafting standout flavour combinations with an obsessive focus on quality,” said CBX Managing Partner Nancy Brown. “As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging.”\r\n\r\nIn less than a year, the brand grew from zero to more than 500 stores, with even more aggressive rollout plans for the future. “Man Cave Meats achieved this type of growth by bringing a truly new product experience to consumers,” said Brown, who is based in CBX’s Minneapolis office. “From 50/50 Bacon burgers, to sriracha chicken sausages, to buffalo-style bratwursts with bleu cheese, Man Cave Meats offers creative combinations that are unique and appeal to consumers seeking new flavor experiences.”\r\n\r\nThe designers say Man Cave Meats’ new packaging is atypical as well. The designs adopt a ‘craft-like’ aesthetic, featuring black backgrounds, bold typography treatments and deliberately masculine imagery.\r\n\r\n“Images of muscular males with beards and tattoos might not be appropriate for mainstream brands on the meat aisle, but such images – as well as taglines like ‘Long live the butcher!’ – are right in line with the Man Cave Meats brand,” said Man Cave Meats CEO, Nick Beste.\r\n\r\nOriginally published in Logo Designer.', 'CBX Designs Logo and Packaging for Man Cave Meats', '', 'publish', 'open', 'open', '', 'cbx-designs-logo-and-packaging-for-man-cave-meats', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-designs-logo-and-packaging-for-man-cave-meats', 0, 'thinking', '', 0), (2145, 1, '2015-10-13 18:38:32', '2015-10-13 18:38:32', 'In creating product packaging for upstart brands, one approach is to look at the ultimate goal—rising to become a top brand in the category nationally or even internationally—and to then copy the look of brands that have already reached this summit. The problem with this approach, though, is its inherent lack of authenticity. Copying others is what you do when you have low self-esteem, right?\r\nThis “knockoff play” sometimes works, of course, but it can certainly be problematic in today’s marketplace, where the need for authenticity is playing an ever-larger role and will continue to do so as Millennials and Generation Z’s take the reins. Simply put, today’s consumers are looking for authentic stories. This is precisely why so many of them are strolling through farmer’s markets every week, befriending neighborhood chefs and food truck operators, and just generally doing all they can to live by the mantra “think globally, buy locally.”\r\n\r\nIn fact, the rapid success of so many local operators is translating into growing demand for an alternate strategy to the knockoff play—namely, helping brands maintain their authenticity and potential for category disruption even as they scale up to become players on the national stage.\r\n\r\nOne example of this phenomenon is Man Cave Craft Meats. Over the past couple of years, this plucky startup moved from its tent at the Minneapolis Farmers Market to a rapid and aggressive rollout, now underway, to more than 500 grocery stores across the country.\r\n\r\nThe founders of Man Cave Meats, Nick and Josh Beste, were university students when they launched the business. These young entrepreneurs started out by selling grilling products and other male-oriented stuff at product parties held in Minneapolis homes. However, when customers began raving about the standout flavors of the meats they were serving at these events, the Beste brothers smartly decided to switch gears. Man Cave Meats was born.\r\n\r\nAs the popularity of Man Cave Meats’ food truck and farmers market tent skyrocketed, the brothers also made the smart strategic move of bringing in a national agency for expert help with their brand identity and product packaging. Unlike the typical products on grocery store shelves, after all, Man Cave Meats’ flavors were true standouts. They included 50/50 bacon burgers, sriracha chicken sausages, buffalo-style bratwursts with bleu cheese and more.\r\n\r\nUntil recently, the de-facto approach might have been for the agency to try to persuade the Beste brothers to make Man Cave Meats another Hillshire Farms or Johnsonville Brats. But given the strength of local narratives in today’s marketplace, that would have been a mistake. Would the likes of craft beer icons Founders Brewery Co. or Summit Brewing Co. have tried to imitate the packaging of Coors or Budweiser? No way. Thus it made perfect sense for this local company to take a bold, independent approach to packaging as well.\r\n\r\nMan Cave Meats’ packs feature black backgrounds, attention-grabbing typography treatments and gritty photographs of manly characters with beards, tattoos—and no apologies. This is in keeping with the original inspiration of the brand and conveys the Beste brothers’ love of their craft. However, it also happens to contribute to a packaging design system that is distinctive enough to be disruptive at shelf.\r\n\r\nAnd disruptive is the operative word: These packs were definitely not designed to appeal to everybody. A grandma who has always bought Hillshire Farms or Johnsonville meats might indeed do a double-take at Man Cave Meats’ “Long live the butcher!” slogan, or the brand’s photographs, commissioned by the agency, of a muscular, bearded, tattooed butcher staring confidently into the camera.\r\n\r\nFoodies and down-to-earth meat eaters, however, immediately understand and respond to this packaging. So, too, do curious customers who are more adventurous and eager to branch out. Maybe they are already familiar with, say, small-batch bourbon, but haven’t yet tried craft meats. Man Cave Meats gives them the opportunity to discover something new.\r\n\r\nAs agencies increasingly work with local brands that have big dreams, then, here are four principles to keep in mind:\r\n\r\n1. Be not afraid.\r\n\r\nIt can be a joy to work with local brands that are not consumed with handwringing over how to be all things to all people. If the agency responds to this with conservative naysaying—“No, you can’t do that because you’ll put people off”—authenticity will be lost in the process. So, too, could the business opportunity represented by the offbeat brand’s disruptive potential. If the brand’s founders have achieved success locally by expressing a sardonic sense of humor, using edgy models, or being high-brow and uncompromising, your job is to make this scalable, not to play “Church Lady” and shut it down.\r\n\r\n2. Emphasize quality—but tell the truth.\r\n\r\nIn today’s marketplace, consumers who seek out authentic and local brands are typically obsessed with quality as well. Today’s consumers are highly educated. They regard generalized terms like “eco-friendly” or “top quality” as dubious, to say the least. Consumers know that meaningless terms such as these are the first resort of inauthentic brands (imprecise language can get you in trouble with regulators as well, but that’s another story…).\r\n\r\nBe specific. Tell people exactly how the brand differentiates itself from a quality standpoint, and make sure the story is true. The trick, though, is to avoid clutter in the process. Provide only as much information as the consumer needs to feel informed.\r\n\r\n3. Emphasize the local angle—but be subtle.\r\n\r\nHave you ever been to an airport or tourist trap gift shop where the “local angle” was laid on so thick you wanted to head for the exit? Emphasizing a brand’s local roots requires some subtlety. A visual or textural reference here or there to the city and state of origin is fine, but avoid laying it on thick via hackneyed and obvious references to geography. “Welcome to Florida!” is not what you’re trying to say with the brand.\r\n\r\n4. Be happy with smaller market share.\r\n\r\nSounds like sacrilege doesn’t it? And it is—for some of the mass-market players. In the case of local-inspired brands, however, being disruptive and nipping at the heels of the big dogs can be a perfectly sound strategy. Apologies to people with those big foam fingers, but you don’t always have to be No.1.\r\n\r\nAcquired by Unilever in December 2014, Minneapolis-based Talenti Gelato is a case in point. This local brand made its mark by going after the likes of Ben & Jerry’s and Häagen-Dazs in a savvy and disruptive fashion. Taking on Breyer’s wasn’t the goal. With its plastic jars and screw-on tops, Talenti was too different to have any hopes of occupying the No.1 spot. But this and other differentiators contributed to the brand’s growth within the category. If a local brand has disruptive potential, in other words, make sure the packaging leverages this rather than neuters it.\r\n\r\nWe live in a world of paradox. One of the funny things about local brands is that their authentic stories make them popular, not only with consumers, but with the brand-acquisition departments at multinational corporations as well. General Mills snapped up Annie’s. Hershey’s bought Krave jerky. And of course, most of the seemingly independent brands at Whole Foods—Tom’s of Maine, Odwalla, you name it—are owned by huge corporations. For me, this speaks to the power of local brands and the authentic stories behind them. If these brands weren’t appealing to consumers, after all, the biggie corporations would leave them be.\r\n\r\nStrong local brands have lots to be proud of. Knocking off others is the last thing they want to do. Our job as storytellers is to help them communicate as clearly and effectively as possible. If they ultimately make millions of dollars in the process and become household names well beyond the borders of their hometowns, who are we to complain?\r\n\r\nOriginally published in Packaging Digest.', '4 Tips for Applying Local Inspiration to Scalable Brands with Big Dreams', '', 'publish', 'open', 'open', '', '4-tips-for-applying-local-inspiration-to-scalable-brands-with-big-dreams', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/4-tips-for-applying-local-inspiration-to-scalable-brands-with-big-dreams', 0, 'thinking', '', 0), (2146, 1, '2015-10-16 14:36:53', '2015-10-16 14:36:53', 'The New York chapter of the Retail Design Institute (RDI) recently hosted its annual “Iron Design” Student Challenge at Steelcase in Columbus Circle, New York. Five teams of students from top New York design schools raced against the clock to create a winning holiday pop-up shop design. Ultimately, the Best Design Award went to “Team Orange,” comprised of students from the Fashion Institute of Technology (FIT) and LIM College for incorporating DIFFA: Design Industries Foundation Fighting AIDS (DIFFA)’s mission into a creative pop-up store concept and window display.\r\n“Our Iron Design Student Challenge represents a perfect blend of what the Retail Design Institute is all about—education, mentoring, career development and networking,” said Peter Tolin-Baker, president of Retail Design Institute and principal at PTB Design. “All of the teams were winners, but it was ‘Team Orange’s’ schematic that best incorporated both a pop-up retail concept, as well as an informative and compelling design narrative. Partnering with DIFFA for this year’s event adds the additional value of supporting a fellow non-profit organization and an important cause.”\r\n\r\nThe students had two hours to design a holiday pop-up shop featuring products donated by industry suppliers. Each team consisted of three to four students from FIT, LIM College and Parsons School of Design.\r\n\r\nThe teams were mentored and coached by professionals from design firms and retail brands, including: Leslie Ann Chiu, associate principal at Callison; Eduardo Figueroa-Ruiz, designer at CBX; Aya Matsumoto, senior designer at TPG Architecture; Norm Roberts, vice president/creative director of FRCH; Kate Russell, senior associate at Gensler; Adam Carmichael, director of store design at Saks Fifth Avenue; Stephanie Dobrosky, manager of international store design of Nine West Group; Megan Gundrum, director of store planning at Hudson’s Bay/Lord & Taylor; Stephen Policano, vice president architectural and interior design at Kenneth Cole; and Niki Varadi, senior director of global store design at Kate Spade.\r\n\r\nThe student’s designs were judged on their overall concept for a shop and integration of messaging around HIV/AIDS. In addition to Baker, judges were Michael Sainato, vice president of creative at Design Within Reach; Johanna Osburn, executive director of DIFFA; Brian Guze, 2014 Iron Design winner and director of store design/visual at Tourneau; and Ana Pelucarte, co-founder of Pop Up Mob.\r\n\r\nTeam Orange’s winning design will be displayed in the Siegel & Stockman Showroom located at 126 W. 25 St. in New York. There will be a private Opening Night Reception on World AIDS Day, Dec. 1, from 6 p.m.-9 p.m.; and the holiday pop-up shop will be open to the public from Dec. 2-6, 9 a.m.-5 p.m. All shop sales will benefit Gift For Life and DIFFA, an organization that provides grants to HIV/AIDS organizations across the country.\r\n\r\nFor additional information, visit retaildesigninstitute.org, diffa.org or giftforlife.org.\r\n\r\nOriginally published in design:retail.\r\nAlso seen in Giftshop Magazine.\r\n\r\nPhoto courtesy of RDI.\r\n\r\n ', 'RDI Announces Winning Student Design at Annual Iron Design Challenge', '', 'publish', 'open', 'open', '', 'rdi-announces-winning-student-design-at-annual-iron-design-challenge', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/rdi-announces-winning-student-design-at-annual-iron-design-challenge', 0, 'thinking', '', 0), (2147, 1, '2015-11-02 22:51:20', '2015-11-02 22:51:20', 'The terminology we use in daily life can have a subliminal effect on the way we look at things, from advertising to packaging. Why? Because terminology shapes our thinking, and our thinking shapes our actions. As a case in point, contemplate the usual connotations around the word “private.” Typically, it’s a term that connotes something special and elevated: If you work for a top private equity firm, you’re a big shot. If your kids go to a private school, and your family belongs to a private country club, those are good things, too, right?\r\nAnd yet when it comes to use of the term “private label,” it is hard not to notice an undercurrent of discomfort in certain quarters. This is understandable: Consciously or unconsciously, many people still link private label with cheap knockoffs. In all likelihood, this is why so many retail executives bend over backward to use an alternate term like “own brands.”\r\n\r\nThis ambivalence around terminology might actually be a wise, almost instinctive, understanding that older approaches to private label are now thoroughly outmoded. The oldest approach literally was brand-less: In the 1970s, a generic bag of potato chips on U.S. grocery shelves offered little more than the words “One Pound, Potato Chips.” There was no imagery, no color. You could easily imagine this type of packaging on store shelves in Khrushchev-era Russia.\r\n\r\nBut what came next — knockoff-style packaging in which you tried to pull off an empty imitation of an established national brand — should also stir some discomfort. Sadly, many packaging design agencies continue to reflexively employ this intermediate step in the development of private label brands. It’s a bid to stake out the value proposition, nothing more.\r\n\r\nWhile the alternate term “own brand” is certainly a bit awkward — it doesn’t exactly roll off the tongue — in the best-case scenarios it reflects a shift in understanding. The retailer is saying, “Hey, let’s own this thing. Let’s invest in this brand, redefine the category norm and increase perceived value.” Instead of knocking off Lay’s Potato Chips, for instance, Safeway created Spud Naked Kettle-Cooked Classic Potato Chips. The look and feel of the package was Safeway’s own. A brand came to life.\r\n\r\nUltimately, of course, it’s fine to use whatever terminology you like. The key, as I see it, is to pay attention to how language affects the way you think about and approach package design and branding.\r\n\r\nThe good private equity firms of the world, for example, are likely to talk about the private label brands they acquire as assets worth investing in. When retailers can be persuaded to think of private label brands in the same way, they are much more likely to make solid, brand-building moves. The story of New York City pharmacy chain Duane Reade helps illustrate the potential upside of an investment-oriented approach. Private equity firm Oak Hill Capital Partners sank millions of dollars into Duane Reade after acquiring the chain and eventually launched a major redesign of the customer experience inside the retailer’s New York City stores. The effort entailed new store designs with wider aisles and more appealing décor and signage; shopper-friendly changes to the pharmacy; the introduction of store-within-store beauty; the launch of a host of high-quality private label brands such as DR Delish, Prevail and the DR brand; and the creation of growler, frozen yogurt and sushi counters. The packaging here was all about redefining the retailer and being a leader, not a follower. The lesson? It’s necessary to invest in order to get a return on investment.\r\n\r\nIn this example, private label brands were seen as an asset to build, rather than something to marginally improve and offer as a national brand alternative. And as further evidence of the power of those brands, Walgreen Co. (which acquired Duane Reade in 2010) CEO Gregory Wasson said, “Duane Reade’s recent initiatives in urban retailing, customer loyalty and private brand products support and accelerate Walgreens’ strategy to enhance the customer experience in our network of more than 7,100 stores across the country.” With more stories like this, pejorative connotations around the private label term will fade into a distant memory.\r\n\r\nAnd in fact, there are many reasons to be both proud of private label’s evolution and optimistic about its future. For starters, the United States is currently in the middle of a major consumer shift toward Millennials, who see no shame whatsoever in snapping up private label brands. Millennials represent a huge and increasingly important target market. Their openness is like a blank canvass. Retailers have every reason to take advantage of this trend — now!\r\n\r\nChanging shopping patterns also bode well for private label brands. Historically, private label sales would improve when times were bad and fall when times were good. But in recent years, the trend has been for private label not to merely ride the economic wave but stay level even as the economy rebounds (Arguably, there was a missed growth opportunity here, but that’s another story …). Millions of people are now in the habit of buying private label products. Let’s give them more of what they’re looking for and want.\r\n\r\nMeanwhile, our increasingly foodie-oriented culture happens to play right into private label’s strengths — so long as retailers seize the opportunity. Food is hot, and retailers should capitalize on general human interest when they can. With its cornucopia of private label brands, Trader Joe’s has smartly capitalized on the shift toward all things foodie. Now Whole Foods is doing the same with its smaller-format, private label-focused Whole Foods 365 stores, which will offer high-quality products while banking on the 365’s brand’s well-known value proposition. Capture this captive audience!\r\n\r\nLastly, private brands represent a medium of mass communication, with a targeted reach that can be as impressive, if not more so, than any TV program, blog or billboard. Media is all about consumer impressions. Along the same lines, every private label purchase carries with it distinct consumer impressions: When the consumer sees the product on the shelf, when the shopper buys the product and, finally, when the person actually consumes or uses the item.\r\n\r\nIf you sell 50 million units of a particular private label product in a given year, this will translate into a whopping 150 million consumer impressions. That’s more powerful than a Super Bowl ad. These impressions can powerfully shape customer loyalty and build the brand in ways that many retailers have yet to fully explore. Treat private label like a marketing tool — it will provide great returns.\r\n\r\nBy shedding the old connotations and embracing brand-led private label strategies, retailers can tell more compelling stories to a wide range of people. In this approach, every part of the process — the packaging, merchandising, product type (organic, natural, premium, etc.) — is seen as an opportunity to create a favorable impression with target consumers. Chains such as Safeway, Trader Joe’s and Kroger understand these dynamics. They have been using private label to connect with core consumers and new consumers alike and, with the benefit of higher profit margin in a variety of categories, to also build stronger loyalty to their stores. So powerful are these impressions that private label stalwart Trader Joe’s doesn’t even bother with traditional media. Its customer newsletter, The Fearless Flyer, isn’t the company’s primary ad vehicle. That role is played by the private label brands in its stores.\r\n\r\nIf you ask me, all of this speaks in favor of the true value of private label as a worthwhile marketing tool. Indeed, research shows that higher private label brand penetration also equates to higher store loyalty.\r\n\r\nLet’s be proud of the term, treat it better, and continually refine our strategic thinking around it.\r\n\r\nOriginally posted in Brand Packaging.\r\nPhoto courtesy of Brand Packaging.', 'When Did \'Private\' Become a Dirty Word?', '', 'publish', 'open', 'open', '', 'when-did-private-become-a-dirty-word', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/when-did-private-become-a-dirty-word', 0, 'thinking', '', 0), (2148, 1, '2015-10-01 14:39:30', '2015-10-01 14:39:30', 'When it comes to premium own-brand packaging, retailers should leverage current trends to create a unique consumer experience.\r\nWhether they feature high-end ingredients, a one-of-a-kind recipe or an exotic country of origin, premium foods and beverages are perceived as being a step above common grocery fare. But if the specialness of the packaging falls short of the specialness of the product, the premium message won’t get through to consumers.\r\n\r\nOne way retailers could communicate the specialness of premium own-brand products via packaging is by tying into some current premium packaging trends.\r\n\r\n“We see premium as more of a mindset than anything: Consumers reconcile the cost implications with a perceived value for that spend,” says Chris Ertel, managing director for Kaleidoscope, a brand consultancy with offices in Chicago and New York. “Because of this, we see several high-level trends that influence consumer choice for premium: ceremony, story and authenticity.”\r\n\r\nWithin the ceremony trend, Ertel points to trends in structural design that are driven by “the rise of ‘unboxing’ and packaging as badge value.” For instance, the Boxed Water brand was able to create a high badge value by communicating its “entire proposition” via its structure and brand name.\r\n\r\n“Consumers will pay a premium for packaging that provides secondary functionality, is beautiful to look at and [delivers] a layered experience from purchase to open to consumption and beyond,” he stresses.\r\nAs for storytelling, retailers could talk about origin, ingredients, the brand itself or other compelling details. Design cues for storytelling, Ertel says, include hand-crafted details, slight imperfections, real people and more.\r\n\r\n“Man Cave [Craft] Meats is an example of a brand disrupting a commodity category through the story behind the product more so than the story of the product,” he says. “A retailer that can create a conversation, either through process, product or purpose, will be able to separate the taste/functional benefits of the surrounding competitive set.”\r\n\r\nPaul Stallard, strategy director for UK-based Storm Brand Design, agrees that storytelling is a major trend for premium product packaging. Consumers who gravitate toward premium brands want to know what the product is, where it’s from and how it’s made.\r\n\r\n“When we recently developed a new brand for the five-times distilled premium vodka Brittains, we were inspired by the history of the stately home it originated from and the former owner’s penchant for flamingos,” he notes. “This led to a brand story combining authoritative heritage with Alice in Wonderland style eccentricity to deliver the brand message of ‘an extraordinary spirit’ — and a pack dominated by a beautifully crafted flamingo.”\r\n\r\nAnd storytelling that romances a premium private brand product’s uniqueness could help retailers clearly separate that product from its national-brand-equivalent cousins, suggests Todd Maute, partner with New York-based branding agency CBX.\r\n\r\n“When consumers explore trading up, they want to feel like they are getting a much better product and will also have an indulgent experience with the product and brand,” he adds.\r\n\r\nAuthentic product stories could help retailers connect with millennials, too, says Jean-Pierre Lacroix, president of Shikatani Lacroix Design Inc., Toronto. Today’s millennials are seeking brands that not only mesh with their lifestyles and social needs, but also give them a platform for story-sharing within their social communities.\r\n\r\n“They are looking for brands that are truly authentic and transparent, with product stories, features and ingredients that are both good for them and the environment,” he says.\r\n\r\nLike Lacroix suggests, authenticity is linked closely to storytelling.\r\n\r\n“The story has to be rooted in what is true about the product or brand,” Ertel points out.\r\nRetailers have many opportunities here — from communicating a product’s locally grown status to detailing the simplicity of the process used to create a certain item, he adds.\r\n\r\nSpeaking of simplicity, Stallard says retailers could let the product “speak for itself” via understated packaging that evokes “artisan simplicity” and a real commitment to product quality.\r\nPublix Super Markets uses the back of the package to engage in storytelling related to its Publix Green-Wise crackers.\r\n\r\nThe experience counts\r\nAnd all of these trends could be considered to be part of one overarching trend: delivering an experience to the consumers.\r\n\r\n“Increasingly, premium branding is about delivering an experience that goes beyond the product itself,” Stallard explains. “The emergence of flagship stores delivering an involving, immersive experience around the product is testimony to this,” he adds, pointing to the Magnum (ice cream) Pleasure Store in London as an example.\r\nRetailers could win on the premium side by ensuring that premium own-brand packaging delivers an experience that extends beyond the store, he says.\r\n\r\nMaute points to Ahold USA’s Simply Enjoy and Walgreens’ Good & Delish as brand names that are all about consumers’ experience with the product. Simply Enjoy communicates that experience through bright colors; large, clear product descriptors; and simple, clean imagery. Good & Delish, meanwhile, “romances the experience,” conveying the product origin or experience through clever imagery.\r\n\r\nHandle with care\r\nJust as important as being on-trend when it comes to premium packaging design is avoiding some common missteps. One potential blunder is falling back on overused “premium” colors such as black and gold and premium descriptors such as “signature,” “premium,” “select” and similar terms, Maute suggests.\r\n\r\n“I don’t think retailers have invested enough in breaking away from the ‘traditional’ premium brand image,” he asserts. “President’s Choice from Loblaws pioneered the tier — leveraged black and beautiful imagery to separate the brand from No Name; this is still widely used today,” he says. “With the multitude of new and unique product offers available, it is truly an opportunity to step away from the obvious premium cues and do something different to communicate the product’s point of difference.”\r\n\r\nStallard notes that UK retailer Tesco recently relaunched its Tesco finest range, moving from a simple black and silver design across all categories to category-relevant styles and identities. He calls the change “a distinct shift from universality to eclecticism.”\r\n\r\nHe says retailers have an opportunity to do something similar, but in their own way.\r\n“This requires thinking about the brand holistically and considering everything from the structure to the story and the experience of interacting with the brand — being distinctive and even disruptive to better meet consumer needs in the category,” Stallard says.\r\n\r\nAnother potential misstep is not capitalizing on the “foodie” trend in brand and packaging development here, Maute says. Instead of taking a product-led approach to brand development, retailers should consider appealing to consumers’ emotional side.\r\n\r\n“Study food culture and try to understand why consumers love unique foods so much,” he advises. “This [is] about the experience consumers will have with a unique and differentiated product experience versus stating ‘extra chocolate chips.’ Create a brand that consumers can emotionally connect with, one that relates to their desires.”\r\n\r\nRetailers should avoid the “more is more trap ” too in both product and packaging development Ertel says This baby boomer mindset doesn’t work to drive purchase like it did in the past. Instead, retailers should consider the job of the packaging structure and design.\r\n\r\n“If it is to delight or engage, then that is the brief,” he says. “Premium products, by nature, tend not to be staple items people need, but rather feelgood purchases people want.”\r\n\r\nAnd retailers that cloud their on-pack message with pragmatic benefits and reassurance about the product are “speaking the wrong language” to consumers who are looking for an emotionally driven reason to pay for a premium product, Stallard says. Instead of explaining to consumers why the product is worth more money, he advises retailers to “think about what drives irrational engagement.” They should identify relevant visual cues such as “delight,” “energy” and “respite” associated with the consumer “want state” and transfer those visual clues onto the packaging itself.\r\n\r\nBut perhaps the greatest mistake is ignoring the high-margin own-brand premium space altogether — something Lacroix suggests some retailers continue to do “as they rush to the bottom of the customer value pyramid.” Or they price such offerings below national brands.\r\n\r\n“Retailers need to seek premium brands that are rooted in unique value-added stories that talk to the emotional lifestyle needs of their customers who are willing to pay more if given an authentic reason why,” he says. “Jump in — the water is warm, and your customers want to discover new offerings that give them bragging rights,” he advises retailers.\r\n\r\nMaute adds that retailers can’t be afraid to step out of their comfort zone to create something truly unique.\r\n“Go for consumers’ heartstrings versus their ingredient intellect,” he stresses. “Think about it — the whole point of a premium program is to tell consumers you have great food and unique products. … If you do the same thing that everyone else does, it will go unnoticed. Be different.”\r\n\r\nOriginally published in Store Brands', 'Get Ready to Wow Them', '', 'publish', 'open', 'open', '', 'get-ready-to-wow-them', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/get-ready-to-wow-them', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2149, 1, '2015-11-29 19:26:33', '2015-11-29 19:26:33', 'To create holiday packaging that will enchant consumers, you need to move beyond seasonal clichés and embrace quality design that brings a bit of the unexpected.\r\nWith the holidays upon us, celebrations beginning, and an influx of plastic Santas on rooftops, I can’t help but pine for more sophisticated creative this season. It goes without saying that much of the holiday packaging we see is, let’s face it, pretty tacky. It’s as if someone said, “Just slap a reindeer, Santa, or snowflake on the package and call it a day. Oh, and make sure it’s gaudy!” I believe that brands that use cheap tactics are underestimating the public’s ability—and desire—to embrace quality design. Let’s look at some great examples that haven’t used tacky gimmicks to convey “holiday.”\r\n\r\nTissue boxes conjure classic holiday settings\r\n\r\n\"kleenex-christmas-designs_497x295\"\r\nThere’s corny Christmas humor—ugly sweater contest anyone?—and then there’s keen Christmas wit. Kleenex opted for the latter when it launched its limited-edition tissue box holiday collection in 2013. Festive enough to leave out on the mantel alongside your stockings for those emotional holiday moments, the holiday tissue boxes were made to resemble quintessential settings like a gingerbread house and garland-draped fireplace. Best of all, the structure of the box was made to look like a roof, with the Kleenex logo at the top. These were tissues you wanted to show off around the house, rather than hide under the Christmas tree.\r\n\r\nSocks in a jar reflect handcrafted heritage\r\n\r\n\"levis_project048_tp31\"\r\n\'Tis the season for cozy socks, as Levi’s knows better than anyone. To its credit, the brand figured out a way to make this classy holiday product more than just a stocking stuffer when it introduced Mr. Strauss’ Rediscovered Long Socks just in time for the 2014 holiday season. The socks are modeled after those worn by the founder of the brand, and claim to be “woven on a traditional 48 needle machine just as it would have been in 1853.” Packaged in a glass jar, with a handmade-style label printed on weathered, antique-style paper, there’s a homegrown feel to the packaging that supports Levi’s handcrafted heritage. As far as the connection to holiday, well, these cozy socks tell the whole story—imagine wearing those red, woolen socks while sitting in front of the fireplace sipping a hot toddy. What’s more holiday than that?\r\n\r\nFestive champagne bottle graphics get the party started\r\n\r\n\"le-set-sq-crop\"\r\nSpeaking of color, winery Chandon made big news in the libations world in 2014 when it introduced its white-and-gold Limited Edition Party Bottle. No red and green pairings here; Chandon had the confidence to wrap its bottle in all white—reminiscent of a white Christmas—and use a festive gold script that implies celebration and makes the brand really pop (pun intended). Various playful copy lines convey the festivity of the season. The nicely designed, themed bottles make a great holiday gift, and a bottle worth bringing to any party.\r\n\r\nClever copy alludes to season’s treats\r\n\r\n\"butlers\r\nFor its line of holiday food products, Irish brand Butler’s Pantry veered away from conventional holiday clichés, and piqued their consumers’ curiosity. A neutral background pattern, made up of mini-snowflakes that hint at the season without overtly referencing it, sets the stage for the festive quotes. Copy such as “You’ve Got Beautiful Mince Pies” and “Delicious Piece of Hand Made Heaven Inside” cleverly alludes to the deliciousness that awaits.\r\n\r\nBeer gets gift-wrapped, including a bow\r\n\r\n\"12_5_11_stella1\"\r\nIt’s no surprise that Stella Artois—a brand that was actually named for the Christmas star—really embraces the holiday season. Each year, Stella Artois turns out packaging that, while not quite revolutionary, is as understated as it is clever. A few years ago, a festive box was introduced leveraging Stella’s most significant brand assets, the star and the crimson color, staged in a repetitive pattern made to look like gift-wrap. The design covered cases of beer and was tied up with a bow. The perfect gift for any beer drinker on your holiday list—no wrapping required.\r\n\r\nCoffee-pack characters celebrate holiday moments\r\n\r\n\"12_04_12_\r\nIn 2012, Starbucks’ spirited holiday packaging portrayed an unexpected approach to the holiday season. Instead of the usual chubby Santa and happy snowmen, Starbucks opted to illustrate holiday moments with such characters as a Christmas caroler and an ice dancer, which were applied to each of its holiday blends and coffee to-go cups. It made every cup of coffee bring a smile to my face that season.\r\n\r\nFaceted glass vodka bottle helps holidays shine brighter\r\n\r\n\"RTEmagicC_B_AB007_06.jpg\"\r\nLeave it to Absolut to create the best holiday bottle ever! Reminiscent of a sparkling diamond, the limited edition 2010 Absolut Glimmer bottle made for a shimmering Christmas gift and bar accessory you’d be proud to display at your holiday party. As opposed to other recent holiday bottles such as Absolut Bling Bling, Absolut Disco, and Absolut Rock Edition, Absolut Glimmer marks the first time that the bottle structure was altered, rather than just the graphics. The perfect excuse to shine a little brighter for the holiday.\r\n\r\nAs all of the examples here prove, beautiful design is indeed always in season. Here are a few pointers to keep in mind:\r\n\r\n- Build on your heritage.\r\n- Look for the unexpected.\r\n- Pique your consumer’s curiosity.\r\n- Deliver an engaging experience.\r\n- Emphasize the craft.\r\n\r\nSo this year I urge you to go beyond the expected clichés of plastic Santas, Rudolphs, and Frostys. Instead, embrace holiday cheer with concepts that engage, entice and remind everyone to be joyful. After all, that’s what this time of year is all about.\r\n\r\nOriginally published in Packaging World.\r\nPhotos courtesy of Kimberly-Clark, Mail Movement, Chandon, The Dieline 1, The Dieline 2, The Dieline 3, and Societ Ricard.\r\n\r\n ', 'Toss the Tacky, and Other Strategies For Inspiring Holiday Packaging', '', 'publish', 'open', 'open', '', 'toss-the-tacky-and-other-strategies-for-inspiring-holiday-packaging', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/toss-the-tacky-and-other-strategies-for-inspiring-holiday-packaging', 0, 'thinking', '', 0), (2150, 1, '2015-12-02 21:57:56', '2015-12-02 21:57:56', 'Experts prescribe remedies for ailing beauty sales in languishing chains.\r\nFor many shoppers, the average mass-market beauty department is one big yawn. Retailers have elevated the assortment, but clunky, overstocked displays make finding many products difficult. Shoppers know just what to expect when they walk into their local chain store, and that’s the problem, said retail experts polled by WWD. The sameness across retail nameplates is prompting consumers to look elsewhere for beauty. For the first time in years, department and specialty store beauty sales are growing faster than mass.\r\n\r\nAccording to data from IRI for the 52-week period ended Sept. 6, in multiunit stores, most beauty category sales expanded an average of 4.5 percent over the year prior. While that shows some improvement over 2 percent inclines in the first half of 2015, it is below the 7 percent increase in prestige recently reported by The NPD Group.\r\n\r\nThat’s a tough reality given beauty products produce the second largest portion of sales in drugstores behind pharmacy, and the category ranks within the top five departments at discount stores. Consumers are looking for change.\r\n\r\nFor years, chain stores have presented beauty in much the same way, with cosmetics brands lining one wall, and skin- and hair-care and bath products filling rows and rows of shelving. They are only occasionally interrupted by photos or graphics.\r\n\r\n“Build me my magic box,” that’s what consumers are clamoring for, according to in-depth consumer research just completed by WSL Strategic Retail. “We’ve spent the last 10 years worrying about logistics or the implication of digital. But the reality is, 90 percent of sales are still in a store. People think about digital as a black box, they think about stores as a place to exercise and mingle with people,” said Wendy Liebmann, the founder and chief executive officer of WSL. “We’ve left the box to itself and shoppers are calling for change.”\r\n\r\nThat’s the clarion call. But a mind shift could be a challenge. “It’s tough for mass [merchants] to change up the way products are merchandised,” said Ben Bennett, cofounder and chief creative officer at Hatchbeauty. “Success is measured by dollar per square foot with products packed in rows in the aisles.”\r\n\r\nBennett, along with several other creative thinkers, suggested retailers station beauty at the center of the store, and have products build out from there.\r\n\r\nThe aisles and aisles of products, most of which are hidden behind bulky outer cartons, make beauty shopping more of a chore, said Jeanine Recckio, beauty futurologist of Mirror Mirror Imagination Group. “We expect the consumer to do all the work. We’re making shopping too hard and not fun to do….Retailers are so stuck on the numbers that they’ve forgotten the experience.”\r\n\r\nAt the root of the problem is the enormous volume of inventory housed within the beauty department. “The model is built for visual impact,” said Joe Magnacca, a former drugstore executive who most recently was ceo of RadioShack Corp. “It’s excessive from an inventory point of view, with 80 percent of the sales coming from 20 percent of the stockkeeping units,” said Magnacca, who is credited with sweeping improvements during his time at Duane Reade and Walgreens.\r\n\r\nJoe Bona, president of branded environments at CBX, a branding agency, agreed beauty needs an overhaul. “Mass-market retail has always been about ‘stack it high and keep the prices low,’ but beauty is bigger than that,” he said. “People go out of their way to shop at, say, Nordstrom or Sephora because these are sumptuous environments with elevated levels of service. These are places where women can relax and take care of themselves.” Bona envisions an oasislike approach where retailers jettison prosaic beauty aisles for more theatrical space. “You want women to cross the threshold, smell pleasant fragrances, hear soothing music, see softer lighting, and just relax. You want them to go ‘Wow. This is like a spa.’”\r\n\r\nVictoria Buchanan, a visual trends researcher at The Future Laboratory, said there is simply too much stuff for shoppers to peruse. In her view, rethinking the beauty department hinges on the idea of curation.\r\n\r\nDylan Lauren, founder and ceo of Dylan’s Candy Bar, also called for an edited approach, and a more inviting environment. Recalling the idea behind Dylan’s Candy Bar, she said, “I wanted my customers to experience candy differently. Our mission was to awaken the inner child.” Mass merchants could do the same with beauty with a leaner assortment, enticing packaging, better lighting and digital images, she said.\r\n\r\nEnticing the Millennial consumer is a must for the mass business to turn around. Not only are Millennials quickly becoming the biggest demographic group, they have a halo effect on other age segments, especially Baby Boomers who bristle when pegged as old and stodgy. “Millennials are drawn to experiences that involve their peers and friend endorsement. They want instant feedback on what they purchase and approval by their social followings. Playing to those elements is key for discount beauty retailers to draw in this audience,” said Amy Levin, founder of College Fashionista, a Web site popular with Millennials. She said current product displays cheapen the experience. Her advice: merchandise by occasion, such as brunch or a night out. Monetary rewards for those who spread the good word on a retailer can also sweeten sales.\r\n\r\nAnother hurdle to sales is that shoppers generally cannot try a product first. Betsy Olum, cofounder of Beauty Innovation Group, suggested offering samples of key launches, noting that most shoppers want to see, smell and touch a product before buying. “One of the most important things about beauty is being able to explore and play with the products,” said Olum, whose experience includes posts at Sephora and HSN.\r\n\r\nOriginally published in WWD.', 'Dreaming Up An Ideal Store', '', 'publish', 'open', 'open', '', 'dreaming-up-an-ideal-store', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/dreaming-up-an-ideal-store', 0, 'thinking', '', 0), (2151, 1, '2015-12-08 20:21:06', '2015-12-08 20:21:06', 'Why Victoria’s Secret is still thriving in America’s malls\r\nTo wring all that I could out of said store experience, I arranged to walk through the brand\'s Fifth Avenue flagship store with Anthony Deen, the creative director of branded environments for CBX, an agency that\'s worked with everyone from Duane Reade to Saks Off Fifth to M&M\'s. On the walk over to the store, he admits he has always been skeptical of how Victoria\'s Secret panders to the male gaze while selling to a customer base of millions of women.\r\n\r\n\"Obviously, there\'s an aspect of the Angels that is just totally geared toward this male audience,\" he tells me. \"And I always saw that as somewhat cynical. But in going into the stores, you realize that there\'s actually something more to it, which is this proximity to beauty, and wanting women to associate beauty with this product, so that they feel beautiful when they purchase it and wear it.\"\r\n\r\nAs soon as we step into the store, he starts to point out the store\'s signature touches, like the framed pictures of Angels hanging from the walls, which feed into this idea of beauty proximity. \"This is like a rich person\'s private dressing room,\" he says, pointing out the faux dresser drawers doubling as wall decor. Tables and chaise lounges feature bras laid out on their cushions instead of on hangers on a rack; a range of sizes and styles are tucked into actual drawers under the tables so shoppers can help themselves to what they want. \"In the back of your head, you know that\'s what\'s going on, but you don\'t necessarily put it together to say, ‘Oh yeah, this is my closet.\'\"\r\n\r\n\"You realize that there\'s actually something more to it, which is this proximity to beauty, and wanting women to associate beauty with this product.\"\r\n\r\nThe store\'s sexier rooms, outfitted with black wallpaper and low lighting, are usually the first ones you walk into, while the milder ones featuring more everyday bras are set towards the back of the store. \"It says, ‘This is for women,\'\" Deen explains as we venture into a girly pink room. \"And it says, ‘Guys, you\'re not allowed back here.\'\"\r\n\r\nSalespeople greet us at the front of the store and hover in every room but don\'t approach us, which Deen counts as a plus. \"They\'re not overly solicitous,\" he says. \"People like to shop. If you get in their way, you inhibit them from actually exploring.\"\r\n\r\nCustomer service is indeed a big part of how Victoria\'s Secret differentiates itself from competitors, and Wexner laid out plans to invest more heavily in sales staff at the company\'s annual investor update meeting, saying that he wanted to pay \"fewer, better people\" up to $20 an hour in the stores.\r\n\r\n\"I\'m imagining in a couple of years virtually every sales associate is looking forward to a career in retailing,\" he explained. \"And 10 or 20 percent of them will be store managers somewhere in the world in a year. They can literally go from $40,000 to more than $100,000 a year in compensation and we can really teach and train and retain them.\" However, the brand only just got rid of on-call scheduling, where employees were forced to stay available for possible work shifts without pay or guarantee that they\'d be actually needed earlier this year.\r\n\r\nI visited stores in New York City; Pittsburgh; Amherst, Massachusetts; and Buffalo, New York over the past month to test out one of the brand\'s lauded features, the in-store bra fitting, and had no trouble finding sales staff eager to help at each store. The actual fitting wasn\'t always a seamless process, though —€” sometimes it took 10 minutes, sometimes it took 30 —€” and I left each store with a pink card proclaiming different results every time. In New York\'s Herald Square, I was confidently measured at a 32B, while in Amherst, I was surely a 34B. In Pittsburgh, I was a 34A, but in Buffalo, the bra specialist declared me a 36A.\r\n\r\nThis wasn\'t entirely surprising, as bra sizing is a Herculean task that apparently no one can get right —€” everyone from industry specialists to Kate Middleton\'s bra fitter has proclaimed that millions and millions of women are walking around in broad daylight, wearing the wrong bra size. When I went back to present my findings to the bra specialist at my hometown store, after getting four different results at four different stores, she was hardly shocked.\r\n\r\n\"I think each specialist does it differently,\" she explains. \"They have a different opinion. We all have the same method of measuring, but the way the bra looks —€” every specialist is a little bit different.\"\r\n\r\nIn the Fifth Avenue store, Deen and I start making our way through the beauty products. \"There aren\'t a lot of mirrors, which is kind of counter to any beauty environment,\" he says. \"It\'s a lot of skincare, so again it\'s about this idea of pampering, indulging in you and making you feel really comfortable and feminine.\"\r\n\r\nUp on the walls, more framed photos of overwhelmingly white, blonde Angels stare down at us, with the occasional close-up shot of Angel butt and Angel boob mixed in. \"There\'s an extent to which you can do this stuff, and then there\'s a point where you\'re pushing too far,\" Deen says. \"Ultimately, it can\'t be aspirational. People aren\'t just going to look like that. If I went into any store and saw nothing but male body builders, at a certain point I\'d be like, ‘This is not my store.\' There\'s definitely a point at which this beauty becomes oppressive.\"\r\n\r\nI mention that it doesn\'t seem to be slowing the brand down at all, and Deen points back to the fact that there is no real competition out there in this mass market space. As we head for the door, we again pass by the front displays of sequined holiday lingerie and busts with wings sprouting out of their backs. \"They really doubled down on this Angel metaphor,\" Deen says. \"They\'re reaching out to women and they\'re saying that they\'re angels. How that translates into the physical environment is a little bit tougher. The wings... that\'s a little over the top. Although, we\'ll see, in two years, maybe people will be walking around with their wings on outside.\"\r\n\r\nSee the full article on Racked.com\r\nPhoto courtesy of Racked.com', 'Touched by an Angel', '', 'publish', 'open', 'open', '', 'touched-by-an-angel', '', '', '2018-09-27 17:42:13', '2018-09-27 17:42:13', '', 0, 'http://cbx.cappendev.com/thinking/16/touched-by-an-angel', 0, 'thinking', '', 0), (2152, 1, '2018-09-27 17:56:35', '0000-00-00 00:00:00', 'New Green Valley® organic vegetables are a visual feast for Millennial moms, bringing their mission of \"Healthy Food for All\" to shelves near you\nAs created by brand agency CBX, the new Green Valley® brand from Salem, Oregon based-Green Valley Foods, LLC brings eye-popping innovation to a category long marked by a sea of sameness on the shelf.\n\n\"We threw out the rules for the organic aisle with Green Valley,\" said Gregg S. Lipman, CEO and Managing Partner of CBX. \"Our beans will come in visually distinct, shelf-stable pouches, as well as in cans. Each package blends tasty photography with hand-written typography and vibrant illustrations. The result is a fresh, farm-to-table brand that intrigues and excites.\"\n\nIn creating the new brand, which launched in October, CBX designed packages for Green Valley\'s full line of organic beans, as well as their canned vegetable and pumpkin offering. Prior to designing the packs, the team surveyed the category and was struck by the visual similarity of many of the leading brands of organic beans, Lipman said. Research, focused on Millennial moms from both coasts, underscored the need for a breakthrough in the category, he added.\n\n\"We saw that there was an opportunity here for something innovative and differentiated,\" Lipman explained. \"The \'classic\' organic cues were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today\'s busy but conscious consumers.\"\n\nThe CBX team and Green Valley opted for an entirely new approach to the packaging by introducing a shelf-stable pouch for the bean varieties. \"Right away, that signals to the consumer that something is different about this brand,\" Lipman said.\n\nAnother goal of the brand was to inspire and engage Millennial consumers to enjoy the experience of cooking for themselves and for their kids, using Green Valley\'s organic ingredients. \"We introduced loose recipe suggestions on the back of the pack to inspire that creative cooking instinct,\" Lipman said.\n\nIn addition, the CBX team brought the strong brand identity and package design to life digitally by launching the brand across key social media platforms. At welcometogreenvalley.com, users are invited into the thriving, healthy world of Green Valley. The website and social media channels continue to build upon the \"Healthy Food for All\" platform with chef-created Green Valley product recipes, budget-friendly $10 family meals and information about organic food and farming practices.\n\n\"Already, social media results are indicating huge interest with more than 40,000 likes on Facebook,\" he reported. \"Distribution is set to grow rapidly over the coming months.\"\n\nGreen Valley believes in giving back, and has partnered with The Food Trust, a non-profit organization that shares a similar mission, to truly bring healthy food to everyone. The partnership will likely include donations and sponsorship of events across the country, Lipman said.\n\n\"Increasingly, simply being organic is no longer enough,\" he concluded. \"Consumers are looking for organic brands that mesh with their lifestyle, as well as their values. Green Valley fits the bill perfectly with a commitment to creative, organic and just plain healthier food for all.\"', 'CBX Creates Standout Organic Brand', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=2152', 0, 'thinking', '', 0), (2153, 1, '2016-01-07 15:44:10', '2016-01-07 15:44:10', 'New Green Valley® organic vegetables are a visual feast for Millennial moms, bringing their mission of \"Healthy Food for All\" to shelves near you\r\nAs created by brand agency CBX, the new Green Valley® brand from Salem, Oregon based-Green Valley Foods, LLC brings eye-popping innovation to a category long marked by a sea of sameness on the shelf.\r\n\r\n\"We threw out the rules for the organic aisle with Green Valley,\" said Gregg S. Lipman, CEO and Managing Partner of CBX. \"Our beans will come in visually distinct, shelf-stable pouches, as well as in cans. Each package blends tasty photography with hand-written typography and vibrant illustrations. The result is a fresh, farm-to-table brand that intrigues and excites.\"\r\n\r\nIn creating the new brand, which launched in October, CBX designed packages for Green Valley\'s full line of organic beans, as well as their canned vegetable and pumpkin offering. Prior to designing the packs, the team surveyed the category and was struck by the visual similarity of many of the leading brands of organic beans, Lipman said. Research, focused on Millennial moms from both coasts, underscored the need for a breakthrough in the category, he added.\r\n\r\n\"We saw that there was an opportunity here for something innovative and differentiated,\" Lipman explained. \"The \'classic\' organic cues were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today\'s busy but conscious consumers.\"\r\n\r\nThe CBX team and Green Valley opted for an entirely new approach to the packaging by introducing a shelf-stable pouch for the bean varieties. \"Right away, that signals to the consumer that something is different about this brand,\" Lipman said.\r\n\r\nAnother goal of the brand was to inspire and engage Millennial consumers to enjoy the experience of cooking for themselves and for their kids, using Green Valley\'s organic ingredients. \"We introduced loose recipe suggestions on the back of the pack to inspire that creative cooking instinct,\" Lipman said.\r\n\r\nIn addition, the CBX team brought the strong brand identity and package design to life digitally by launching the brand across key social media platforms. At welcometogreenvalley.com, users are invited into the thriving, healthy world of Green Valley. The website and social media channels continue to build upon the \"Healthy Food for All\" platform with chef-created Green Valley product recipes, budget-friendly $10 family meals and information about organic food and farming practices.\r\n\r\n\"Already, social media results are indicating huge interest with more than 40,000 likes on Facebook,\" he reported. \"Distribution is set to grow rapidly over the coming months.\"\r\n\r\nGreen Valley believes in giving back, and has partnered with The Food Trust, a non-profit organization that shares a similar mission, to truly bring healthy food to everyone. The partnership will likely include donations and sponsorship of events across the country, Lipman said.\r\n\r\n\"Increasingly, simply being organic is no longer enough,\" he concluded. \"Consumers are looking for organic brands that mesh with their lifestyle, as well as their values. Green Valley fits the bill perfectly with a commitment to creative, organic and just plain healthier food for all.\"\r\n\r\nAlso seen in:\r\nThe Dieline\r\nBrand Packaging\r\nPrepared Foods', 'CBX Creates Standout Organic Brand', '', 'publish', 'open', 'open', '', 'cbx-creates-standout-organic-brand', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-creates-standout-organic-brand', 0, 'thinking', '', 0), (2154, 1, '2016-01-13 23:33:18', '2016-01-13 23:33:18', 'As created by New York brand agency CBX, the new Green Valley brand from Salem OR brings innovation to the old-school organics category. Seeking a fresh concept in organic packaging, CBX turned to shelf-stable pouches. “We threw out the rules for the organic aisle with Green Valley,” said Gregg S. Lipman, CEO and Managing Partner of CBX. “Our beans will come in visually distinct, shelf-stable pouches, as well as in cans. Each package blends tasty photography with hand-written typography and vibrant illustrations. The result is a fresh, farm-to-table brand that intrigues and excites.”\r\nThe project included packages for Green Valley’s full line of organic beans, as well as their canned vegetable and pumpkin offering. Prior to designing the packs, the team surveyed the category and was struck by the visual similarity of many of the leading brands of organic beans, Lipman said. Each Green Valley package blends photography with hand-written typography and vibrant illustrations. The look that is meant to inspire and engage millennial consumers — especially millennial moms — to enjoy the experience of cooking for themselves and their kids. To better reach this demographic, the CBX team integrated the brand identity and design into key social media platforms; the website and social media channels build on a “Healthy Food for All” platform with product recipes, budget-friendly family meals and information about organic food and farming\r\n\r\n“We saw that there was an opportunity here for something innovative and differentiated,” Lipman explained. “The classic organic cues were no longer on the menu. By introducing the pouches, right away, that signals to the consumer that something is different about this brand.”\r\n\r\nOriginally published in GDUSA.', 'CBX Rejects Classic Organic Cues For Green Valley Beans', '', 'publish', 'open', 'open', '', 'cbx-rejects-classic-organic-cues-for-green-valley-beans', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-rejects-classic-organic-cues-for-green-valley-beans', 0, 'thinking', '', 0), (2155, 1, '2016-01-19 17:50:53', '2016-01-19 17:50:53', 'With generic convenience stores seemingly on every corner, the easiest thing for customers to do is head to the location that’s … just convenient. Many C-store chains aim to stand apart from the crowd by ramping up the sophistication of their in-store environments. They are making stores larger, stocking them with healthier, fresher food, and adding modern dining furnishings.\r\nIt’s a nice start, but in contemplating the C-store of the future, designers need to imagine a world in which consumers pay greater attention to the brand attributes, product offerings, and consumer experiences available at competing quick-shopping options. That requires being bold and rethinking the category.\r\n\r\nHow would innovators in other sectors approach the challenge? As the former head of store design for Virgin Megastores, I can’t help but contemplate how Virgin founder Richard Branson might approach a portfolio of fueling station and C-store sites.\r\n\r\nIdeas from an innovator\r\nBranson is an innovator to the core. Since the retail gas industry is already mature, Branson’s business-centric inclination would be to jump to the head of the line. Forget about fossil fuels; Branson’s Virgin stations would sell electricity, natural gas, and biodiesel for green vehicles. His goal would be to create focal points for the growing community of drivers who see environmental sustainability as a top priority. His marketing, advertising, and branding for the chain would build loyalty and community around this shared value. In addition to sustainability, Branson’s brand would make its mark by evolving the customer experience. Today, Sheetz has such a substantial food offering that people go there regardless of whether they need gas. Likewise, chains such as 7-Eleven and Wawa can thrive even without gas canopies simply because their C-stores are destinations unto themselves. In seeking to evolve the C-store experience further, Branson would focus on selling food, culture, and lifestyle in a fun and comforting atmosphere unlike anything in the sector today. He would shoot for the kind of engaging experience that makes you drive past competitors’ locations and come to his C-store.\r\n\r\nYou can see this strategy in action at Branson’s other ventures. Even if you fly coach on Virgin Atlantic, you get a free ice cream bar after your meal, followed by the flight attendant offering you a hot towel. A comforting and relaxing experience isn’t reserved for premium customers alone. In keeping with the Virgin brand, Branson’s C-store might offer things like the industry’s cleanest, fully touch-free bathrooms, or massage tables in a quiet corner, enabling stressed-out commuters to stop and relax after a maddening stint on the road.\r\n\r\n\r\nCustomized convenience\r\nVirgin Atlantic was the first to offer personalized TVs. This wasn’t technology for technology’s sake: It was to make the experience more personalized and engaging. Smart use of technology would be part of the picture at Branson’s stations as well. You can look around at today’s trends and get an idea for what this might entail. This year, Tesla Motors unveiled a cobra-like robot charging station for the Model S. It connects to the car, charges it, and then retracts—all without the touch of a human hand. Branson’s C-store would also offer a touch-less fueling or recharging experience. As the robotic “pump” attaches to your car, you could use your phone or display at the “pump” to have a smiling attendant bring your food order right to your car. Another aspect of your fill-up might be an automatic diagnostic. A sensor might mind-meld with the general control center of your car and tell you whether anything was askew.\r\n\r\nThat’s convenient, not just for people, but also for a future with driverless cars. Branson’s stations would be designed to allow easy access by driverless taxis and delivery vehicles in need of a fast charge. Meanwhile, dashboard-mounted RFID chips would enable human members of the loyalty program to drive up to the pump, refuel or recharge, and drive off without swiping cards or handing cash to clerks inside. Loaded with each club member’s preferences, the next-generation pumps would scan customers’ RFID chips and then send them customized offers: “Hi, Michelle! It’s nice to see you again. As a token of our appreciation, here’s half off your regular chai tea and low-fat scone.”\r\n\r\nOn Virgin America’s planes, colored lighting creates an atmosphere reminiscent of a small nightclub in a boutique hotel. A Virgin fueling canopy might have OLED-based lighting, using fiberoptics to transmit sunlight from above the canopy or to create a digital light show, pulsing in synch with music. Of course, the canopy and even the store’s roof would be topped with solar panels or living plants, reinforcing the brand’s stance on sustainability and making customers feel even better about their visit.\r\n\r\nFuturistic and fun\r\nNot all of Branson’s ventures have been successful, but today’s already-evolving C-stores and gas stations could certainly learn a thing or two from his core principles. They include creating a refreshing guest experience in an inclusive and welcoming atmosphere; making smart use of intuitive technology and customer-friendly automation; and investing in teams of well-trained employees who are people-focused. In the C-store space, you can bet Branson’s brand would be futuristic and fun—with a social conscience to boot.\r\n\r\nOriginally published in A.R.E.', 'What Would Richard Branson Do With Convenience?', '', 'publish', 'open', 'open', '', 'what-would-richard-branson-do-with-convenience', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-would-richard-branson-do-with-convenience', 0, 'thinking', '', 0), (2156, 1, '2016-02-17 15:21:05', '2016-02-17 15:21:05', 'Veteran retail store/restaurant designer and brand strategist James Sundstad has joined brand agency and retail design consultancy CBX as Vice President, Branded Environments.\r\nIn his new position, Sundstad will be responsible for leading the CBX Branded Environments group, reporting to Partner Todd Maute.\r\n\r\nSundstad comes to CBX with over 35 years industry experience collaborating with architects, interior designers, graphics firms, PR agencies, brand strategists, and other creative professionals. Most recently, he was Vice President, Retail Strategy & Design at Studio D/Visual Graphics Systems, Carlstadt, N.J., a full-service manufacturer of next-generation signage. There, he established new strategic relationships with major retail and foodservice clients across the United States and Canada, including Chipotle, Whole Foods, Starbucks Coffee Company, Peet\'s Coffee & Tea, Pizza Factory, FatBurger, Fuddruckers, Jamba Juice, Blue Frog Brewing, SuperValu and United Pacific Oil.\r\n\r\nBefore joining Studio D, James worked on a contract basis supporting the Starbucks new store development team. Prior to that, he was Executive Vice President, Creative Services at King Retail Solutions, a retail design and build firm in Oregon. In that capacity, he was responsible for key account development and served as strategic director for such major retail clients as Starbucks, Safeway, PetSmart, GH Bass Shoes, Whole Foods, Rite Aid, Adidas, Kroger, Fred Meyer, Massage Envy, Butter London, Bartell Drug, Thrifty Foods, Sunoco, Walgreens, and Eddie Bauer.\r\n\r\nFrom 2009 to 2011, Sundstad was Managing Director, Director of West Coast operations for branding company FITCH in Seattle, where his clients included Microsoft Hardware & Global Retail, City Target, Nokia, Dell, Buffalo Wild Wings & Starbucks.\r\n\r\nPrior to FITCH, Sundstad spent five years in London as Owner/Creative Director of Werkspace Studios, Ltd., a firm focused on brand strategy, brand positioning and re-branding strategies. Earlier, Sundstad launched Werkhaus Creative Communications in Seattle. During Sundstad\'s 15 years as the branding firm\'s President and Creative Director, his project managers and designers handled assignments for such diverse clients as Nike, Starbucks Coffee Company, Tully\'s Coffee, Microsoft, Chihuly Studio, Nintendo, K2 Sports, U2 (the band) and Wells Fargo.\r\n\r\nAlso seen in\r\nBiz Journals\r\nCity Biz\r\nVMSD\r\nPetrolPlaza\r\nHigh Beam Research\r\nDesign:Retail', 'James Sundstad Joins CBX as V.P., Branded Environments', '', 'publish', 'open', 'open', '', 'james-sundstad-joins-cbx-as-v-p-branded-environments', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/james-sundstad-joins-cbx-as-v-p-branded-environments', 0, 'thinking', '', 0), (2157, 1, '2016-02-17 20:21:05', '2016-02-17 20:21:05', 'Inaugural location opens just north of I-80/35, with 28 additional locations to follow in 2016\r\nKum & Go will open the doors tomorrow morning, Thursday, February 18, at 6 a.m. to its newly re-built location in Johnston, Iowa, at 5225 NW 86th Street. The store is a brand new, 6,000+-square-foot Marketplace design prototype with a variety of unique offerings for customers, making it unlike any other location. To encourage customers to try out some of those new offerings, the first 99 customers to arrive on Thursday morning will receive a coupon for a 99-cent whole pizza. Additionally, on Friday from 10 a.m. to 2 p.m., customers can fill up with E-15 for $0.99 per gallon (available only at this store).\r\n\r\nDeveloping this distinctive model took nearly two years, and the result is an entirely new concept. The centerpiece of the store is an expanded and open food preparation area that customers can see from the moment they enter. Other location features include:\r\n\r\n- Elevated food experience with Kum & Go’s “Go Fresh Market”\r\n- Open kitchen layout, clear aisles and easy-to-navigate zones\r\n- Seating inside with patio seating outside (weather permitting)\r\n- Complimentary Wi-Fi and charging stations for customers\r\n- Expansive beer cave and growler station with fresh beer\r\n- Designed for LEED-certified status, using energy efficient and sustainable design\r\n\r\nAdditionally, visible on 86th Street is a new piece of artwork commissioned by Kum & Go specifically for this Johnston location. An 8-foot tall and 7-foot wide ampersand (paying tribute to Kum & Go’s slogan “Where & means more.”) sits on the north side of the store. Designed and produced by the award-winning, Des Moines-based art studio Sticks, the sign pays tribute to the community of Johnston with key words and images that reflect the area’s attractions and slogans on one side. The opposite side showcases the Kum & Go core values and culture.\r\n\r\n“This new footprint represents everything that Kum & Go strives to be for our associates and for our customers,” said Kum & Go president and CEO Kyle Krause. “This is the evolution of our brand promise and business approach. Now customers can truly experience the “more” that we provide.”\r\n\r\nThe store design was conceptualized by CBX, a retail design firm headquartered in New York City, and working prototype developed by BRR, an architecture firm in Kansas City. Local partners included Henning Construction from Johnston, Performance Display and Civil Design Advantage from Grimes, and Seneca Companies from Des Moines. Additional partners included Hussmann, Nagle Signs, and Arning Companies.\r\n\r\nKum & Go operates three stores in the Johnston community – the other two can be located at 5800 Northglenn Drive and 6130 NW 86th. All Johnston locations are open 24 hours, year-round.\r\n\r\nFuture locations of this new layout are planned for 2016 in Iowa, Colorado, Oklahoma, Wyoming, Missouri, and Arkansas. The next Iowa location will be located in Waukee in the new Kettlestone development, projected to open in spring 2016.\r\n\r\nOriginally published by Kum & Go.\r\nAlso seen in:\r\nConvenience Store News\r\nCSP\r\nC Store Decisions\r\nNACS', 'Kum & Go Unveils First Marketplace Store Design in Johnston', '', 'publish', 'open', 'open', '', 'kum-go-unveils-first-marketplace-store-design-in-johnston', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/kum-go-unveils-first-marketplace-store-design-in-johnston', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2158, 1, '2016-02-02 20:26:46', '2016-02-02 20:26:46', 'Retailers and suppliers that develop true innovation-focused private brand partnerships could reap numerous rewards.\r\nMuch has been said in recent years about the need for true retailer-supplier partnerships for the store brand market to realize true innovation. Still, such partnerships remain the exception instead of the norm.\r\n\r\nNoting that advantages often are “measured in very small increments” within the store brand industry Steve Fay executive vice president with Berner Food & Beverage, Dakota, Ill, believes that retailers are hesitant to bring suppliers into their internal processes for competitive reasons.\r\n\r\n“I believe there is also the thought that too much involvement with a supplier may break down their ultimate negotiating position for price and support,” he says. “In other words, and probably accurately so, retailers view suppliers as adversaries. So the question is how to bridge two parties that on other levels are adversarial to a point of collaboration.”\r\n\r\nOther obstacles\r\n\r\nThat adversarial view isn’t the only stumbling block. The traditional procurement mindset many retailer own-brand decision-makers still have also is an obstacle to collaboration, notes Todd Maute, a partner with New York-based branding agency CBX. And a couple of external factors come into play here as well.\r\n\r\n“The economy is not that great; value is still very important,” he notes. “So when those types of things happen, I think people tend to focus more on price and value than they do on innovation and growth.”\r\n\r\nEven when a retailer begins a push toward innovation, that push doesn’t necessarily involve the supplier until it’s time for production.\r\n\r\n“Often the retailer does the brainstorming at a higher level than the buying team and sends the goal down,” notes Teri Valentine, president and CEO of The Perfect Bite Co. Inc., Glendale, Calif. “We arrive to ‘innovate,’ and all the flavors and specs are decided — we like to be in on the development using our expertise and selling experience.”\r\n\r\nObstacles can be found on the supplier side as well.\r\n\r\n“Most are focused on their core business, which is ‘How do I keep the core engine running 24 hours a day, as efficiently as possible, to keep my costs and margins where they need to be?’ And historically, and I think notoriously, private label manufacturers haven’t really been seen as innovators,” Maute says.\r\n\r\nMany private label suppliers, therefore, possess neither the infrastructure nor the mindset needed for true innovation, he says.\r\n\r\nFor suppliers that do have the right infrastructure and mindset, oftentimes it becomes an issue of scale, Maute adds. Investing in innovation for a relatively small retailer might not make a lot of sense in terms of the return on that investment (especially if the retailer is not sharing in those costs).\r\n\r\nAnd a lack of trust — and true sharing of the risk — can be a challenge, too.\r\n\r\n“I have experienced doing development work for a retailer only to have them bid the program out after we had invested a good deal of money into the development,” Fay points out. “We have developed packaging for programs that did not do well and had to write off large inventories. Suppliers simply have to go in with their eyes wide open knowing the challenges.”\r\n\r\nIt takes time to build that trust, Valentine adds.\r\n\r\n“Once a list of winners [is] developed together, the relationship evolves,” she says.\r\n\r\nPartnerships reap rewards\r\n\r\nRetailers and suppliers that focus on overcoming the obstacles, however, will be able to develop successful innovation-focused private brand partnerships. And those partnerships can result in numerous rewards for both parties.\r\n\r\n“Forming a lasting partnership requires both parties to look at the long term and to create win-win situations rather than focus on any individual transaction,” explains Stefani LiDestri, president-elect and chief sales and marketing officer for LiDestri Food & Beverage, Fairport, N.Y.\r\n\r\nShe adds that LiDestri Food & Beverage boasts some partnerships that have been in place for more than 30 years.\r\n\r\n“There are tremendous advantages in harnessing the power of partnerships, including the stability, service and loyalty that come with them,” LiDestri says.\r\n\r\nOne of the ways LiDestri Food & Beverage has managed to build great partnerships with both retailers and national brands is by getting “deeply involved” in those companies’ innovation and research and development processes, LiDestri notes.\r\n\r\n“It’s one thing to take a formula and transform it into a product,” she says. “It’s quite another thing — a very valuable thing — to help execute an idea from the market research and formulation stage.”\r\n\r\nIn 2014, LiDestri Food & Beverage opened its Innovation Center, which LiDestri says has been described as “a playground for research and development.” The center already has served as the launch pad for a number of products that went on to become a success.\r\n\r\n“When we as contract manufacturers are involved from square one … that kind of partnership adds tremendous value,” she maintains, adding that her company recently worked with Rochester, N.Y.-based Wegmans Food Markets Inc. — a long-time retail partner — to develop the Jammin’ line of low-sugar fruit spreads under the Wegmans Organic Food You Feel Good About brand.\r\n\r\nTo get to the collaborative level LiDestri discusses, many suppliers and retailers will have to rethink some standard practices.\r\n\r\nPrivate label suppliers, for example, might want to stop shielding costs from potential retailer-partners. In Fay’s view, such a practice is not productive, as “any reasonably intelligent person” generally can figure out the approximate cost of packaging, commodities and other supplier resources.\r\n\r\n“If retailers would enter into an agreement at the onset of a project where they would be willing to allow a profitable cost-plus program to evolve from the project and to split cleanup costs if the program failed, [it] would probably [encourage] a lot more suppliers to jump onboard,” he adds. “I also believe non-disclosure agreements with suppliers would be helpful.”\r\n\r\nValentine agrees.\r\n\r\n“[Get] confidentiality agreements signed, and let everyone work together towards the goals of each retailer,” she says. “As suppliers, we are a ‘free’ research and development arm available to each retailer; we profit when we all profit as business partners.”\r\n\r\nWhen it comes down to it, successful retailer-supplier private brand partnerships really require a different approach to the business model — one that takes the shape of a joint venture or a strategic alliance, Maute says.\r\n\r\n“The value that I think a strategic alliance has between a retailer and a manufacturer [is] they both have very different skill sets,” he says. “The retailer supplies, hopefully, marketing support, distribution, consumer insights and knowledge, while the manufacturer has the manufacturing capabilities, the category expertise and, hopefully, knowledge of the supply chain. So if the two were to strategically align and potentially share in the risk as well as the investment, you can probably get economies of scale and quicker market penetration.”\r\n\r\nTo take the relationship even a step farther, that alliance could involve joint ownership of the intellectual property, says Paul Schwada, managing partner of Chicago-based Locomotive Solutions LLC.\r\n\r\n“Whoever owns the intellectual property really owns the product,” he points out. “If the supplier and the retailer are really looking for a true partnership, and they’re actually willing to share intellectual property, that is the most permanent form of bond that I can think of.”\r\n\r\n“There are tremendous advantages in harnessing the power of partnerships, including the stability, service and loyalty that come with them.”\r\n— Stefani LiDestri, president-elect and chief sales and marketing officer, LiDestri Food & Beverage\r\n\r\n“The value that I think a strategic alliance has between a retailer and a manufacturer [is] they both have very different skill sets.”\r\n— Todd Maute, partner, CBX\r\n\r\nOriginally published in Store Brands\r\nPhoto courtesy of Nuance', 'It Takes Two to Innovate', '', 'publish', 'open', 'open', '', 'it-takes-two-to-innovate', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/it-takes-two-to-innovate', 0, 'thinking', '', 0), (2159, 1, '2016-03-09 15:47:30', '2016-03-09 15:47:30', 'The retail mall environment needs to learn from the city. Food halls can help.\r\nThe traditional mall has lost its appeal. There are numerous reasons why, but one of the most poignant is the resurgence of the urban center and specifically the appeal of Main Street.\r\n\r\nMain Street is attractive again, and with it are all the things that the density of the city provides to pull shoppers away from retail-focused venues like malls. Cities offer a density of chaos and accident and a commensurate density of ideas and creativity. This is a phenomenon that even a well-planned mall, limited by its necessary focus on retail and a preset menu of activities, cannot compete with. Or can it? What can malls learn from cities, and specific to driving traffic, what can they learn from the communal spaces of the city to enhance their attractiveness to consumers?\r\n\r\nWithin the traditional retail mall, one arena ripe for reinvention is the food court. Food courts were initially envisioned as a quick recharge while shopping rather than as destinations in and of themselves. For this reason, most mall food courts are populated by bland and undifferentiated quick service restaurants (QSRs), and seating that is more cattle car than fine dining.\r\n\r\nWith the simultaneous arrival of Starbucks CEO Howard Schultz’s theory on “third space,” and more authentic-feeling offers such as Chipotle, Shake Shack and Dig Inn, the traditional QSR has been served notice. Add to this The Plaza Food Hall by Todd English in Manhattan’s landmark Plaza Hotel, which turned the entire food court model on its head by offering a wide variety of well-prepared, interesting and enticing foods in one location. Let’s face facts, consumers have learned that fast food can be good, healthy and interesting—and this is how more and more people want to eat.\r\n\r\nFortunately, some major landlords are already exploring elevated approaches to food: Announced earlier this month, Taubman Centers’ $500-million renovation of Beverly Center in Los Angeles reportedly will include a food hall with as many as 18 different concepts. Taubman even tapped celebrity chef Michael Mina to head the project.\r\n\r\nLearning from farmers’ markets, food trucks, craft breweries and farm-to-table restaurants can be an effective way to create an engaging experience for a retail or mixed-use project. But simply dropping in a cart that looks like a food truck isn’t going to be enough. It is equally important—and often overlooked—to understand how these innovative trends develop, and then to create the kinds of spaces that engage and attract consumers.\r\n\r\nThis is precisely why the new crop of spacious food halls is worth a serious look. Packed with local vendors, bars and cafes, the likes of Berg’n in Brooklyn’s Crown Heights neighborhood; UrbanSpace in Manhattan’s Midtown District, and Ponce City Market in Atlanta are destination locations driving unprecedented foot traffic. This kind of diverse food hall model may be a perfect fit for developers seeking to adapt and reuse older retail big box spaces, warehouses and even factories. The current food hall has much in common with the city’s traditional open-air market. It’s a modern take on an ancient urban model, one that offers the pride of local cuisine and the excitement of variety.\r\n\r\nSuccessful mixed-use developments build on this model by leveraging the daytime community that works in their commercial space, while also offering something to the local community to also leverage nighttime, weekend and other off-hours pedestrian traffic. On the high-end, the Related Companies has perfected this model at Time Warner Center and soon in the upcoming Hudson Yards. On the adaptive reuse end of the spectrum, Jamestown Properties, after buying a majority stake in the Chelsea Market in Manhattan’s Gansevoort Meatpacking District, is applying these lessons to its new projects at Industry City in Brooklyn and Ponce City in Atlanta.\r\n\r\nWhile retail malls don’t have a built-in commercial tenant population or a local community per se, they can still learn from the engaging, creative spaces in urban environments. The programming of a mall food court is, like that of any successful public space, dependent upon offering a mix and variety of relevant experiences. That could mean locally sourced and artisanal foods, as in Philadelphia’s Reading Market or Cleveland’s Westside Market, or incubating new food offers and being able to rotate food offers in and out on a regular basis, as Brooklyn’s Threes Brewery does each month.\r\n\r\nBeyond moves to reimagine the food court, in scenarios where large anchors move out, the empty space represents a unique opportunity to experiment with new kinds of offers, including food halls, fresh markets and other food-centric activities that will draw consumers.\r\n\r\nCompeting for consumers’ increasingly scarce time and attention is a huge challenge, one that makes the physical shopping experience less and less of compelling. Faced with the pressure to retain these shoppers, it is incumbent upon mall operators and other retail landlords to explore new ways to make their properties more desirable and enticing. Cities represent a resilient model that continues to succeed. Studying urban spaces and using this knowledge to enliven retail environments is an effective way to improve foot traffic and customer retention.\r\n\r\nOriginally published on Globest.com\r\nPhoto courtesy of Laura Peruchi', 'From Food Courts To Food Halls', '', 'publish', 'open', 'open', '', 'from-food-courts-to-food-halls', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/from-food-courts-to-food-halls', 0, 'thinking', '', 0), (2160, 1, '2016-03-14 14:19:52', '2016-03-14 14:19:52', 'New Wave of Spacious Food Halls Offers Lessons for Forward-Thinking Developers Seeking to Reinvigorate Older Projects, Writes CBX\'s Anthony Deen in Post for GlobeSt.com\r\nCommercial real estate developers should pay attention to the trend toward urban food halls packed with local restaurants, bars and cafés, urges Anthony Deen, Creative Director, Branded Environments, for CBX, in a March 9 column on GlobeSt.com.\r\n\r\n\"The likes of Berg\'n in Brooklyn\'s Crown Heights neighborhood; UrbanSpace in Manhattan\'s Midtown District, and Ponce City Market in Atlanta are destination locations driving unprecedented foot traffic,\" writes Deen, whose work as an architect and designer for the brand agency and retail design consultancy encompasses retail, hospitality, airport and commercial projects. \"This kind of diverse food hall model may be a perfect fit for developers seeking to adapt and reuse older retail big box spaces, warehouses and even factories.\"\r\n\r\nIn the column (\"From Food Courts to Food Halls\"), Deen notes that the traditional mall, in particular, has lost its appeal amid resurgent interest in the authenticity, creativity and vibrancy of Main Street and urban centers. \"What can malls learn from cities, and specific to driving traffic, what can they learn from the communal spaces of the city to enhance their attractiveness to consumers?\" Deen writes.\r\n\r\nHe says that The Plaza Food Hall by Todd English, located in Manhattan\'s landmark Plaza Hotel, represents precisely the type of urban experience that offers potential lessons for developers. \"The Plaza Food Hall turned the entire food court model on its head by offering a wide variety of well-prepared, interesting and enticing foods in one location,\" writes Deen, who is also an adjunct associate professor at Parsons School of Design, School of Art, Media + Technology.\r\n\r\nOf course, some major landlords are already exploring elevated approaches to food that go beyond earlier moves to add quality inline or freestanding restaurants. Taubman Centers, for example, recently announced plans to include a food hall curated by celebrity chef Michael Mina, with as many as 18 different concepts, in its $500 million renovation of Beverly Center in Los Angeles, Deen notes in the column.\r\n\"The current food hall has much in common with the city\'s traditional open-air market,\" Deen writes. \"It\'s a modern take on an ancient urban model, one that offers the pride of local cuisine and the excitement of variety.\"\r\n\r\nThe key to programming any successful public space, Deen adds, is to offer a mix and variety of relevant experiences. \"That could mean locally sourced and artisanal foods, as in Philadelphia\'s Reading Market or Cleveland\'s Westside Market, or incubating new food offers and being able to rotate food offers in and out on a regular basis, as Brooklyn\'s Threes Brewery does each month,\" he writes.\r\n\r\nWhether revamping mall food courts or reimagining vacant anchor spaces, mall developers could draw on lessons learned from food halls, fresh markets and other food-centric urban experiences. \"Cities represent a resilient model that continues to succeed,\" Deen writes in the conclusion to the piece. \"Studying urban spaces and using this knowledge to enliven retail environments is an effective way to improve foot traffic and customer retention.\"\r\n\r\nThe column is available in full on GlobeSt.com\r\nPhoto courtesy of Atlanta Food Critic\r\n\r\nAlso seen in:\r\nFood & Beverage Magazine\r\nFSR Magazine', 'CBX Designer: Food Hall Trend Holds Promise for Commercial Real Estate', '', 'publish', 'open', 'open', '', 'cbx-designer-food-hall-trend-holds-promise-for-commercial-real-estate', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-designer-food-hall-trend-holds-promise-for-commercial-real-estate', 0, 'thinking', '', 0), (2161, 1, '2016-03-12 17:07:18', '2016-03-12 17:07:18', 'Organic vegetables break category norms though the use of a stand-up pouch and fun and colorful graphics that stand out from the gritty, natural palettes traditionally used.\r\nA new line of organic beans is breaking through the “sea of sameness” in the organic shelf-stable vegetables category through the use of a stand-up pouch decorated with fresh and fun illustrations. The five varieties of beans in pouches were launched by startup company Green Valley Foods, LLC out of Salem, OR, in October 2015 along with four canned bean varieties, one canned pumpkin product, and three canned seasonal vegetables—all with the same lively graphics.\r\n\r\n“Green Valley wanted to create packaging that disrupted the aisle, but also captured a younger, health-conscious audience: the adventurous, better-for-you Millennial Mom,” says Pete Chieffo, Associate Creative Director for CBX, the firm responsible for designing the package graphics. “The canned category relied on a gritty, natural palette of earth tones and farm cues. While these cue the natural organic aspect shoppers are looking for, there wasn’t anything that spoke to our target’s desire to make food fun and creative for her family.”\r\n\r\nThrough research involving both East and West Coast Millennial Moms, Green Valley and CBX learned that organics had changed over the past several years, “with Millennials expecting their organic brands to match their optimistic and adventurous lifestyle, rather than traditional organic category cues,” says Chieffo.\r\n\r\nAdds CBX CEO and Managing Partner Gregg S. Lipman, “We saw that there was an opportunity here for something innovative and differentiated. The ‘classic’ organic cues were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today’s busy but conscious consumers.”\r\n\r\nThe first and greatest differentiator is the use of a 15.5-oz stand-up pouch with a tear notch at the top for some of the beans. Graphics for the pouches and cans include illustrations of a green valley, vibrant veggies, and purple mountains, topped by a yellow sun orb, along with simple typography. “We wanted the fonts to feel hand-drawn with character, right from the farmer’s hand,” Chieffo says. “The depiction of the beans and veggies was a take on ‘farm to table,’ with a modern edge, elevating the product with a top-down shot.” The back of the packages contain recipes.\r\n\r\nAccording to Lipman, social media results indicate a great interest in Green Valley’s organic products, with 40,000 likes on Facebook as of early January 2016.\r\n\r\nOriginally published in Packaging World', 'Bean Pouches Present a New Take On Organics', '', 'publish', 'open', 'open', '', 'bean-pouches-present-a-new-take-on-organics', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/bean-pouches-present-a-new-take-on-organics', 0, 'thinking', '', 0), (2162, 1, '2016-03-21 16:43:53', '2016-03-21 16:43:53', 'James Sundstad, VP Branded Environments is speaking at Globalshop 2016.\r\nWednesday, March 23 @ 10:30am\r\nRoom: Islander G\r\n\r\nHave you read any retail trend forecasts lately? Let’s face it: many so called “trends” are just the cost of doing business (mobile payments, customization, small-format anybody?). Yes, technology will be a part of retailing this year, just as it was in 2013 or for that matter, 2010. 2016 will most certainly see a continued evolution of what retail is and what it does. For this forecast, James Sundstad will concentrate on physical retail, since he believes that this is where the innovation will—and indeed, must—occur. E-tailers and hybrid-tailers will continue to make transactions easier and safer while adding algorithms that suggest products and services tailored to the individual. Online purchasing will become more intuitive and smarter, connecting you with various electronic devices, apps and, soon, even your refrigerator and closet. Because of this, retail designers will focus on humanizing the in-store experience. The goal is to give consumers a reason to get out of their pajamas and walk into a store. In this session, Sundstad will uncover those not-so-obvious trends that will make a difference in retail of the future.\r\n\r\nLearning Objectives:\r\n\r\n1. Learn what categories are innovating at retail\r\n2. Learn how to keep consumers at the center\r\n3. Understand how Design and Business converge to cause future trends\r\n4. Leave with real-world examples of trends that are taking shape\r\n\r\n \r\n\r\nSee more Globalshop information here.', 'Why Algorithms Can\'t Dance: 5 Retail Trends You Haven\'t Already Heard', '', 'publish', 'open', 'open', '', 'why-algorithms-cant-dance-5-retail-trends-you-havent-already-heard', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/why-algorithms-cant-dance-5-retail-trends-you-havent-already-heard', 0, 'thinking', '', 0), (2163, 1, '2016-03-18 21:59:22', '2016-03-18 21:59:22', 'Well-executed on-pack product imagery could make a positive difference in private brand sales.\r\nWhen it comes to packaging design, product imagery is often the first thing consumers look at when comparing products. For decades, national brands have been leveraging sophisticated on-pack imagery to entice consumers to purchase. Retailers, though, were much slower to adopt such practices on store brand packaging. However, in recent years, there has been a significant trend among retailers to not only match, but also outdo national brands when it comes to on-pack imagery. Why?\r\n\r\nBecause retailers have come to better understand what the national brands have known for a long time. “Consumers eat with their eyes,” says Charley Orwig, vice president marketing services, Sailpointe Creative, Arlington Heights, Ill.\r\n\r\nBeautiful images stimulate the appetite and consumers’ interest in the product, agrees Jim Kohlhardt, president, Digital Color Inc., Waukesha, Wis. Plus, the use of strong images on product packaging increases the likelihood that a consumer will try the product for the first time.\r\n\r\n“Images are the doorway to our emotions, and the majority of purchase decisions are made emotionally,” says Jean-Pierre Lacroix, president of Toronto-based Shikatani Lacroix Design.\r\n\r\nBut imagery doesn’t just sell the product; it also communicates the brand’s personality, says Liz Reese, creative director, Kaleidoscope, Chicago. Imagery can tell a story and create a meaningful consumer experience that leads to brand loyalty.\r\n\r\nThis is especially important for store brands that cover a wide range of products across multiple categories, unlike national brands that typically reside in only one category, and that lack the marketing/brand building support that national brands have, states Helena Yoon, creative director at the Anthem Worldwide Toronto office.\r\n\r\n“Therefore, the on-pack imagery and overall communication need to work extra hard to be both impactful and memorable,” she says. Unfortunately, store brand product imagery continues to be a shortcoming for a lot of retailers, says Todd Maute, partner at New York-based CBX. These retailers too often allow price to dictate the type of imagery they use. Custom photography with retouching can be very expensive, so many of them choose instead to use product photography provided by their manufacturers.\r\n\r\n“Store brand packaging without ‘mouthwatering appetite appeal’ imagery just leaves too much to chance, especially when the national brand is right next to it on the shelf,” Orwig says.\r\n\r\nA brief look back\r\nBut other retailers have come a long way. In the not too distant past, communication between the store brand and the shopper was one-dimensional with highly generic, function-driven packaging. Product imagery was also bland and understated — a purposeful reflection of the product’s lower price point, Yoon says.\r\n\r\n“The intent of the downplayed design was to show consumers that private labels were just as effective but cheaper than national brands,” Yoon notes. “But instead consumers walked away feeling [store brands] were inferior.”\r\n\r\nYears ago, store brand imagery felt basic and straightforward, Kohlhardt agrees. Often, the focus seemed to be on explaining what was inside rather than inspiring the consumer to choose the private brand instead of the national brand.\r\n\r\nToday’s imagery trends\r\nFast forward to the present day, and retailers are more likely to be offering consumers sophisticated imagery on their store brand packaging. This is especially true for premium private brands such as those that play in the organic, gluten-free or\r\nspecialty space, Maute says.\r\n\r\n“Retailers and suppliers are starting to realize that better use of imagery on pack helps to communicate the brand story, the product story, the taste appeal and the efficacy or healthiness or premium nature of the product in a much more strategic way,” he continues.\r\n\r\nImagery on store brand packaging today often displays the product as it fits into a balanced lifestyle, says Charlene Codner, CEO and founder of Toronto-based Fish out of Water Design Inc.\r\n\r\n“In 2005, a box of fish fingers might have featured an image of the fish fingers with a side of fries,” she explains. “Today, the packaging would be more likely to feature an image of fish fingers on a bed of greens.”\r\n\r\nSimilarly, with more consumers purchasing organic and natural foods and products, a shift toward “Earthfriendly” packaging design has occurred with the use of more browns, tans and wood tones, says Paul Nowak, director of customer experience – packaging, QuadPackaging, Franklin, Wis.\r\n\r\nAdditionally, consumers are looking for “authentic, approachable and unstyled” imagery, Codner says. Young consumers are not interested in corporate-looking brands. They want to patronize brands that they perceive to be “more real.”\r\n\r\nAlso, imagery that is “clean, simple and natural” is popular among consumers, Orwig says. For instance, in one study, packaging that used imagery to depict the origin of the product — such as fields — was most well-liked by consumers.\r\n\r\n“Consumers are looking for authenticity and a sense of discovery, and packaging is now reflecting these needs,” Lacroix says. “From ingredient propping to background point-of-origin settings, photography is trying to tell consumers an intriguing story about the product while also communicating trust and transparency.”\r\n\r\nThere is even a trend in some categories to use windows to showcase the product instead of photography or illustrations, Reese says. In doing so, the retailer is able to connect with the consumer and allow that individual to make a choice based on the “real thing.” Orwig agrees, noting that structures and designs such as clear windows that reflect unique points of difference or product attributes are more and more prevalent in store brand packaging.\r\n\r\nMeanwhile, Yoon notes that some retailers are ditching highly representative product photography altogether in favor of artful illustrations, while others are using humorous or bold, unexpected images on their packaging.\r\n\r\nWhen is it time to redesign?\r\nAccording to Codner, we live in a culture of immediacy, and peoples’ attention spans are not what they once were. Therefore, it’s essential to keep brands fresh to stay relevant, and packaging is an enormous part of a brand’s identity.\r\n\r\n“While packaging design typically goes through a facelift every three to five years on average, there isn’t a golden rule about how frequently a private label should refresh its imagery,” Yoon says.\r\n\r\nSome retailers will even allow their packaging to sit on the shelf for five to seven years before deciding to refresh the whole line, Maute says. However, they might want to reconsider the idea that a whole line needs to be refreshed all at once. In some categories — for example, those that are commodity based — product photography has more longevity. In other categories — for example, those that are highly promoted such as snacks or meals — the dynamics of the packaging tend to change more frequently, so they warrant a packaging refresh more often.\r\n\r\n“I think it’s important for retailers and manufacturers alike to stay on top of product innovation or category trends from a packaging perspective to ensure their product is still maintaining relevance and making a difference in the category,” Maute stresses.\r\n\r\nLacroix agrees.\r\n\r\n“Brand marketers need to vigilantly watch their brand’s relevancy factor among their core customer base,” he says. “Change too slowly and you can lose the consumer to a competing brand. Change too often and you can confuse the consumer.”\r\n\r\nOther factors could induce retailers to redesign their store brand packaging even faster. For instance, government regulations are having a strong influence on how often private brand packaging is redesigned, Reese says. There is currently a 12- to 18 month trend for updating and refreshing packaging to keep up with FDA regulations and new product formulas.\r\n\r\nPlus, consumers have instant access to information while shopping in retailers’ stores. Therefore, packaging claims or information that is days or weeks out of date or off trend will stick out like a sore thumb, Orwig says.\r\n\r\n“As shoppers continue to demand immediate gratification, pressure will continue to update labels,” he notes. Jason Pryor, design manager – packaging, QuadPackaging, agrees.\r\n\r\n“As packaging continues to become integrated with mobile technology, the imagery itself may not change, but rather the digital content the customer is directed to for brand engagement [will],” he says. “Variable data, image recognition and other emerging technologies will spur the tie of media solutions into packaging.”\r\n\r\nOn the other hand, Chris Rockwell, founder and CEO of Columbus, Ohio-based Lextant, cautions retailers not to get too carried away with packaging redesign. “Change for the sake of change can be a disaster,” he says. Instead, he recommends that retailers refresh product packaging only when necessary and when it will truly benefit the retailer’s customers.\r\n\r\nOriginally published in Store Brands', 'Freshen up product imagery', '', 'publish', 'open', 'open', '', 'freshen-up-product-imagery', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/freshen-up-product-imagery', 0, 'thinking', '', 0), (2164, 1, '2016-03-18 17:46:11', '2016-03-18 17:46:11', 'The chain debuts a prototype store that brings to life its brand slogan\r\nImmediately upon entering Kum & Go LC’s new prototype store in Johnston, Iowa, it is clear to customers that this is not the convenience store they remember from their childhood.\r\n\r\nThe 6,000-square-foot razed-and-rebuilt store — located at 5225 NW 86th St. — is the largest location in the West Des Moines, Iowa-based convenience store operator’s portfolio to date and borders on the look and feel of a contemporary hotel, Mark Hastings, chief operating officer of Kum & Go, told Convenience Store News during its recent visit to the prototype.\r\n\r\nCombining modern design with functionality, the new store concept emphasizes Kum & Go’s foodservice offerings and brings to life the brand’s slogan: “Where & Means More.”\r\n\r\n“The Marketplace design is the next evolution of a store design built to meet our customers’ needs,” explained Chris Jones, senior vice president of marketing. “We wanted to create a store experience that, in line with our brand promise, delivers more than our customers expect.”\r\n\r\nStarting a Revolution\r\nDeveloped over the course of two years, the Marketplace design is a “labor of love,” according to Hastings, and was conceptualized to “create a much more exciting [customer] experience.”\r\n\r\nTo bring this distinctive concept to fruition, Kum & Go partnered with New York City-based branding firm CBX, as well as BRR, an architecture firm based in Kansas City, Kan.\r\n\r\nEnsuring a strategic alignment process from beginning to end was paramount to CBX. The firm immersed itself in the Kum & Go brand to truly understand how to connect the c-store operator’s core values, passion for excellent service and heritage to the development of a new store design and experience that would be a true extension of the brand, Todd Maute, a partner at CBX who worked with Kum & Go on the project, explained to CSNews.\r\n\r\n“Our collective goal was to bring consumer touchpoints together within the store under one brand and enhance consumers’ shopping experience,” Maute said. “Our core desire was to have the store become an extension of the brand [Kum & Go team members] have worked so hard to build, while supporting the core values and services that make it such a great retailer.”\r\n\r\nWhen it came time for execution, this meant elevating the “physicality” of the store. The Marketplace prototype’s fuel canopy and store exterior are a far departure from Kum & Go’s previous stores. “The design signals ‘change’ from the street all the way through the store,” Maute commented. “From a distance, you can tell this is something new.”\r\n\r\n\r\nThe Foodservice Connection\r\nThe Johnston store officially opened for business on Feb. 18 and got cooking.\r\n\r\nWith an emphasis on Kum & Go’s foodservice offerings and its “Go Fresh Market” fresh food program, customers are immediately greeted in the Marketplace store design by a fresh pizza and made-to-order sandwich station directly ahead of them.\r\n\r\n“We had food [positioned] to the side for years and people weren’t making the connection. Now, it’s as soon as they walk in the door,” Hastings noted.\r\n\r\nTo draw even more attention, an oversized red ampersand is mounted over the station, where pizza and sandwich makers are clad in their new uniforms: chefs’ jackets and caps. The station backdrop is white subway title, which also can be found outside at the fueling stations.\r\n\r\nOther unique foodservice-related features of this store are: upscale bakery offerings, including fresh bread baked on the premises and Kum & Go’s signature product, ampersand doughnuts; 42-inch menu boards displaying real pictures of Kum & Go’s food, not generic images; a cold dispensed beverage station boasting 30-plus options and featuring flavor shot dispensers so customers can amp up their drinks; a crushed ice dispenser that uses filtration technology Starbucks helped Kum & Go create; a toppings bar of condiments; and a special toppings bar for coffee and other hot beverages, designed with millennials in mind.\r\n\r\nThroughout the sales area, lowered gondola fixtures create greater visibility to engage customers and make it easier for them to shop. At the same time, snack quads in diagonally positioned aisles give customers the opportunity to seek out their favorite snacks or discover something new.\r\n\r\nThe Johnston site is also the chain’s first to feature indoor seating in order to create a social environment — including a five-seat community table similar to Starbucks, according to Hastings. The new prototype also debuts Kum & Go’s first-ever growler station, which sells local, domestic and craft beers during peak business hours. A recently passed Iowa law now permits retailers in the state to sell take-home beer in growlers.\r\n\r\nSome additional unique features of the Marketplace design are:\r\n- A quick-service checkout station that doesn’t allow tobacco or lottery sales;\r\n- Patio seating complete with overhead heaters for availability during three seasons;\r\n- Complimentary Wi-Fi and charging stations;\r\n- An expansive beer cave and separate fridge for singles;\r\n- Music playing throughout the store;\r\n- Touchless restrooms;\r\n- E15, E85 and unleaded fuel options;\r\n- LED lighting in-store and at all fueling stations;\r\n- LEED certification (chain has more than 110 LEED-certified stores); and\r\n- Clutter-free counters, which coincidentally mirrored a recent CSNews story on why it’s important to keep your counters clean, according to Hastings.\r\n\r\n\r\nWhere & Means More\r\nBeyond just what it sells, the next-generation store is a physical representation of Kum & Go’s core values, which include passion, integrity, teamwork, caring and excellence.\r\n\r\nPlaying off the retailer’s slogan, the ampersand symbol plays an integral role in the prototype store design. Displayed both strategically and whimsically throughout the Marketplace concept, the ampersand emphasizes that at Kum & Go, you always get more.\r\n\r\nIn fact, because the ampersand is integral to the company’s branding, a piece of artwork was specifically commissioned for the Johnston site. An 8-foot-tall by 7-foot-wide, handmade ampersand sits on the north side of the building as a tribute to Kum & Go’s slogan. Designed and produced by Des Moines art studio Sticks, the artwork honors the community of Johnston with keywords and images that reflect the area’s attractions and sayings on one side, while the other side showcases Kum & Go’s core values and culture.\r\n\r\nAs Hastings shared with CSNews, the Johnston location is the “guinea pig” of the Marketplace concept, and company executives are already toying around with ideas they would like to bring to future Marketplace stores. These ideas include: electronic trash compactors to eliminate garbage bag usage and reduce waste; cabinets that will retrofit supplies like boxes for cups and lids to save space and keep storage areas well-maintained and organized; and faucets over the cold dispensed beverage slots to keep drainage areas easily maintained and cleaned, thus saving employees time from having to take the slots to the back room to wash.\r\n\r\nKum & Go’s next location to feature the Marketplace design and enhanced Go Fresh Market foodservice offering will be in Joplin, Miss. This store will likewise have its own unique ampersand artwork, paying homage to the catastrophic tornado that struck the city in 2011.\r\n\r\nBefore the end of this year, the retailer plans to open a total of 28 locations featuring the Marketplace design in Iowa, Colorado, Oklahoma, Wyoming, Missouri and Arkansas. Kum & Go currently operates 430 convenience stores in 11 states.\r\n\r\nOriginally published in CSN', 'Putting the ‘&’ in Kum & Go', '', 'publish', 'open', 'open', '', 'putting-the-in-kum-go', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/putting-the-in-kum-go', 0, 'thinking', '', 0), (2165, 1, '2016-04-14 15:50:07', '2016-04-14 15:50:07', 'Brand Agency Reframes Avalon Organics® Brand Positioning and Meaning, and Creates New Packaging for Its Certified-Organic Skincare, Hair Care and Bath and Body Products\r\nBrand agency and retail design consultancy CBX has rebranded Avalon Organics®, one of the first brands to offer a full line of certified-organic products, giving the brand a fresh perspective for a new era.\r\n\r\nAvalon Organics® brand got its start back when organic personal care products were primarily purchased by well-educated, high-income females in their 30s or 40s with children, noted Gregg Lipman, Managing Partner at CBX. \"Avalon Organics® earned a reputation for offering the highest-possible quality personal care products,\" he said. \"As the consumer has evolved, Millennial and Gen X women crave an emotional connection \'beyond organic.\' It was time to clarify Avalon Organics® brand story for today.\"\r\n\r\nToward that end, CBX experts in branding, design strategy and verbal strategy relied on extensive consumer conversations as they reframed the brand with the Personal Care team at Hain Celestial. In addition to creating new packaging, design and nomenclature systems for Avalon\'s five product lines, the team built a brand book; clarified Avalon Organics® brand personality and behaviors; defined the brand\'s visual and verbal principles with expansive voice guidelines for use in social media and other communications, and conducted internal training to support writing around the new master brand.\r\n\r\nMultiple research sessions conducted by CBX revealed the extent to which Avalon Organics® consumers had shifted to what the CBX team came to classify as \"Modern Holistics\" -- including contemporary Gen X or Millennial consumers who crave an emotional connection, in addition to caring about the safety and quality of the beauty products they use. \"It is always critically important to consider where a brand is in relation to culture,\" he said.\r\n\r\n\"CBX\'s research process engaged women in conversations about the role of beauty in their lives and focused on beauty-themed stories to discern the specific language that most resonated with them,\" Lipman explained. \"The idea of \'consciousness\' is important to the Avalon Organics® brand, but we wanted to uncover the nuances of this,\" he said. \"What is consciousness in this context? Is it organic and apothecary-esque, or is it something that can look just plain natural? Is it about how people treat themselves, or is it more about the environment? We explored it all.\"\r\n\r\nWhat emerged was consumers\' appreciation for beauty that is beyond skin deep, Lipman related. \"It was really important to them that it was deep, stable and all-encompassing,\" he said.\r\n\r\nThe new packaging CBX designed for Avalon Organics® shampoos, conditioners, moisturizers and other products -- including those belonging to its Intense Defense and Wrinkle Therapy lines -- are now hitting store shelves nationwide. \"We did a wholesale change from the Avalon Organics® brand\'s previous look, although we did preserve important equities such as the green bottle color,\" said Rick Barrack, Chief Creative Officer and Founding Partner. \"When we tested the new look, we absolutely exceeded expectations. Consumers indicated they would purchase the products more frequently as a result of these changes.\"\r\n\r\n\"On the new packs, the botanicals are hero to emphasize brand expertise in formulating the right, organic ingredients,\" he noted. \"We revolutionized the design -- from the bottle, to the logo, to the graphics, to the typography. The focus was on purifying the design to communicate to consumers that the product is better for you because it\'s Avalon Organics®.\"\r\n\r\nFunctionally, the design helps consumers better understand the product\'s botanical origins, what it does and its specific benefits, Barrack added.\r\n\r\n\"We wanted to make a big deal out of transparency and owning the brand colors for more impact at shelf,\" Barrack said. \"It\'s a crowded category, so brand-blocking was important. The transparent label and clear logo makes a big statement that Avalon Organics® brand is not standing in the way of nature, but is providing the expertise to make beauty products that work.\"\r\n\r\nAlso seen in:\r\nBrand Packaging\r\nHappi', 'CBX Works With Hain Celestial on Avalon Organics® Brand Positioning', '', 'publish', 'open', 'open', '', 'cbx-works-with-hain-celestial-on-avalon-organics-brand-positioning', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-works-with-hain-celestial-on-avalon-organics-brand-positioning', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2166, 1, '2016-04-20 17:20:14', '2016-04-20 17:20:14', 'Retailers that approach the private brand naming process thoughtfully will be better able to build consumer trust and loyalty.\r\nA badly chosen brand name can kill a product or product line. 7-Up soda, for example, likely would not have survived had it retained its original mouthful of a name: Bib-Label Lithiated Lemon-Lime Soda. And the fast failures of Colgate Kitchen entrees and Bic underwear prove that a brand name that works successfully in one segment doesn’t necessarily extend well to another.\r\n\r\nBut sometimes the reasons for brand name failure are not so obvious. Retail private brand teams, therefore, need to understand how to fine-tune the brand-naming process so they can build brands that truly connect with their shoppers.\r\n\r\nStudy your shoppers\r\nAs store brands evolve, brand name is becoming more important to overall program success.\r\n\r\n“We now need to communicate about brand and value,” explains Rachel Bernard, vice president, verbal strategy for New York-based CBX. “Consumers aren’t looking to buy private label products anymore; they’re buying into private label as a brand and as a concept.”\r\n\r\nAnd the brand-naming process begins with consumer insights. Retailers need to gain an understanding of how consumers (particularly their own shoppers) view both their banner brand and their private brands, Bernard says.\r\n\r\n“They should also understand how their customers shop across key categories,” she adds. “Are they focused on price in paper products yet care more about benefits in hair care products, for example?”\r\n\r\nRetailers also should gain insights into which categories are most important to their most valuable shoppers. Some categories might warrant a “new name that tells a distinct story,” Bernard notes.\r\n\r\nInsights gleaned from consumers will help direct retailers not only in brand naming, but also in determining how many unique brand names they need, Bernard says.\r\n\r\nRoger Beahm, co-executive director of the Center for Retail Innovation at Wake Forest University School of Business, Winston-Salem, N.C., agrees, but adds to the list of shopper insights needed.\r\n\r\n“You need to think about them not just demographically, but also in terms of psychographic considerations — what’s important to them, what they value, what their lifestyles are like, what they connect with,” he stresses. “Behavioral characteristics, too — how often they buy, what places they shop, how much they buy on different shopping occasions.”\r\n\r\nOf course, retailers also need to think about the product or product line itself. They should ask themselves, Beahm says, about the product’s “story” — how the product is going to be different and relevant to their target shopper audience.\r\n\r\nCreate and test\r\nThe next step is the creation of a set of potential brand names. Such names must consider both the target audience and the product benefits, Beahm notes.\r\n\r\n“One might argue that the benefit [the product is] going to deliver is even more important than the target audience itself in terms of being reflected in the brand name,” he says. “Your brand name should be suggestive in some ways of the benefits to your target customer if you can make it suggestive.”\r\n\r\nIt’s not always possible to create such a name, reinforce the brand and its uniqueness, increasing appeal to the target audience.\r\n\r\nBernard also points to the importance of “creating a cohesive narrative and experience” across the portfolio and across the store in the brand naming process.\r\n\r\nAlso consideration-worthy in the naming process are the six criteria marketing professionals typically rely on to evaluate a brand, Beahm says. The brand should be 1) meaningful, 2) memorable, 3) likeable, 4), transferrable in terms of line or category extensions, 5) adaptable and 6) able to be protected from a legal standpoint.\r\n\r\n“So once you’ve got your list of, say, a half dozen name options, you’ll want to weigh them against those criteria,” he says. “How well do they meet the criteria? Where do they fall short?”\r\n\r\nBeahm stresses that a brand name seldom meets all six criteria, but the more it can meet, the better.\r\n\r\nNext on the agenda should be testing among consumers — something Bernard calls important, but infrequently accomplished well.\r\n“Normally, consumers are asked ‘What do you think of this name?’, and their responses are reduced to ‘I like it’ or ‘I do not like it,’” she explains. “Brands should make sure to communicate the brand attributes, vision for the future and encouraged behaviors in addition to the name when testing. That way, consumers will be able to evaluate the name more strategically than basing their assessments on personal anecdotes and feelings.”\r\n\r\nFor his part, Beahm has found focus groups to be valuable to the testing process. Such groups could evaluate potential brand names against the six criteria, as well as evaluate other brand aspects such as packaging, packaging colors and more. But he also advises retailers to perform such testing within the retail environment, where the product is on a shelf or a hanger, and also allow employees to weigh in.\r\n\r\n“It’s hard to get a name agreed to by everyone,” he says. “But names are those kinds of things that you put up, and the good ones stick and the bad ones fall to the ground.”\r\n\r\nFinally, once a retailer identifies a brand name that scores positively with a large percentage of its target audience, it needs to champion that name inside its organization, Beahm stresses. That championing is part of building consumers’ brand knowledge and awareness, which ultimately will be key to the brand’s success. Knowledge of the brand encompasses what the brand/product is, what it does and what it stands for.\r\n\r\n“It’s not going to matter what criteria you use if you stop with the name,” he adds. “If you don’t build knowledge, you’re not going to create equity and, ultimately, loyalty.”\r\n\r\nBanner name or not?\r\nTraditionally, many retailers have used the retail banner name as their store brand name — or part of their store brand names. But recent years have seen a number of retailers moving away from this brand naming convention.\r\n\r\n“Both strategies can be very effective,” says Rachel Bernard, vice president, verbal strategy for New York-based CBX. “In fact, many retailers choose to deploy both strategies. Deciding which is best for a particular situation starts with the ‘masterbrand’ — consider loyalty and equity.”\r\n\r\nAlthough he’s not completely against the retail banner name being used as the store brand, Roger Beahm, co-executive director of the Center for Retail Innovation at Wake Forest University School of Business, Winston-Salem, N.C., does note that traditionally, brands are associated with a specific category or related categories.\r\n\r\n“So it’s oftentimes better, for a number of reasons, to use different brand names on different products when they are in unrelated categories,” he says. “And allow each brand to stand on its own, to build its equity, to develop its own loyal following and to earn that trust with the customer. If you do that, you are going to be able to protect yourself better competitively against premium brand promotions and advertising.”\r\n\r\nOriginally published in Store Brands Magazine', 'Name That Brand', '', 'publish', 'open', 'open', '', 'name-that-brand', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/name-that-brand', 0, 'thinking', '', 0), (2167, 1, '2016-04-22 15:01:11', '2016-04-22 15:01:11', 'For practical purposes, we all consider convenience stores to belong to one retail sector and drug stores to another. In a very real sense, however, the modern chain drug store is a c-store.Convenience is the raison d’être for the extraordinarily well-positioned real estate of the drug store sector as a whole. The strategy, of course, is to create one-stop-shopping destinations for neighborhood customers who already need to visit the store to pick up prescriptions. In this model, the role of the pharmacy is roughly analogous to that of the gas pump at c-stores — it is the primary traffic driver.\r\n\r\nBut in case you haven’t noticed, traditional c-stores are coming into their own with strategies that substantially augment this approach. The idea is not just to ramp up productivity by offering more reasons to walk into the store; it is to elevate the experience in order to cement brand loyalty and drive repeat visits.\r\n\r\nWhen you walk into a chain drug store today, is there anything novel or exciting about the experience? How does the overall atmosphere make you feel? “Experiential” is the biggest buzzword by far in all sectors of retail today. Yet, the experience in our drug stores has remained remarkably cookie-cutter (with a few exceptions). Often, a customer simply walks into a wall of end-cap fixtures.\r\n\r\nC-stores, by contrast, have shown a greater willingness to experiment with their formats. When Wawa moved into Florida, the Pennsylvania-based chain scored a big hit with its use of “fresh” decorating cues such as natural materials, floor-to-ceiling glass windows to provide inside-out retailing, warm colors, outdoor seating areas, and highly visible kitchen and sandwich-making areas. For many in the Sunshine State, this elevated offering, with its fresh-baked bread and signature coffee presentation, was truly novel.\r\n\r\nOther examples of this approach (and there are many) include Argentina’s Axion Spot! Café, which is a c-store designed around an authentic café experience, or Eastern Europe’s MOL Fresh Corner stores, which offer fresh food and branded coffee. Back home, some West Coast c-stores even sell gourmet tacos from outdoor food carts. The point here is not just to give people something new to eat — it is to add theater.\r\n\r\nNational chain drug stores can, and should, raise their game as well. That means finding viable ways to enliven today’s cookie-cutter experiences. Of course, it would be impossible for a chain with 1,200 stores to offer a thoroughly unique experience at each location. However, bringing some degree of localization to individual stores — especially those in distinct locales with high traffic — is doable.\r\n\r\nThis is about more than swapping out seasonal merchandising. Bringing in sand toy and beach chair displays over the summer is not localization, and since everyone does it, this is hardly an effective tactic. Localization requires a willingness to decentralize and collaborate with store managers to stock select merchandise that speaks directly to the needs and priorities of local shoppers.\r\n\r\nKnowing the neighborhood firsthand is a critical part of the localization process, because numbers alone can be misleading. Years ago, when Virgin Entertainment was planning a megastore for Union Square in Manhattan, the merchandise was originally programmed around classical music. Online research and stats for the neighborhood indicated a wealthier, older demographic. And yet half-a-dozen colleges and universities surrounded the Union Square store.\r\n\r\nWhy had the software failed to record these young people? They were not “permanent residents” and, thus, not included in demographic research. After realizing this oversight, Virgin reprogrammed the store around rock and world music.\r\n\r\nNew York City pharmacy chain Duane Reade is one player that has sought to bring local angles to its stores through a rebranding initiative. In Brooklyn’s Williamsburg neighborhood — where you’ll find no shortage of craft beer hot spots such as Threes Brewing, The Brooklyn Brewery, Beer Boutique and Mugs Ale House — it was a logical choice for Duane Reade to add a craft beer growler bar to its reinvented store. In Downtown Manhattan, though, Duane Reade’s research showed that customers were particularly in need of high-quality fast food, available on the go. Here a sushi bar made the most sense.\r\n\r\nWalk into certain Seattle-area Bartell Drugs locations, and you’ll find end-of-aisle displays featuring what might seem to be an unusual item: Spam, the kitschy meat product by Hormel, most loved by Hawaiians. Given its relative proximity to Hawaii, Seattle has a relatively large population of native Hawaiian islanders. So Bartell moved to meet this demand in a way that highlighted its grasp of local culture.\r\n\r\nAlong the same lines, Bartell made sure to prominently display products by Seattle-based Theo’s Chocolate as a way to help localize its stores. These higher-end products were given an elevated and centered presentation, with more mainstream candies still accessible on the racks below.\r\n\r\nIn the old days, Bartell was a soda shop that was popular up and down the West Coast. To localize a South Lake Union store popular with Seattle urbanites, Bartell took advantage of the store’s classic long bar and bar stools by partnering with a local ice creamery and gelato store. Now customers can stroll in, order a root beer float or a sarsaparilla, and have the kind of experience that you just can’t find at every chain drug store.\r\n\r\nImprovements in the customer experience need not always be rooted in local history and character. Duane Reade, for example, supplemented greeting cards from its core American Greetings brand with an attractive branded display by that company’s higher-end Papyrus unit, supplier of better-quality cards, gifts and stationery. Small touches such as this add up quickly. Suddenly, your store has more cachet.\r\n\r\nThe fundamentals of retail design also matter — especially given that the rest of retail is so obsessed with ramping up the customer experience.\r\n\r\nAt better American c-stores, the “stack it high” merchandizing model is gone, replaced with shorter gondolas that give the place a lighter, airier feel. In addition to making the coolers more visible, this helps female customers feel safer and more comfortable. And yet in the drug store business we still find 7-foot-tall gondolas that tower over shoppers and block critical sight lines. How can we ramp up beauty sales if female customers consciously or unconsciously feel unsafe to linger on the beauty aisle?\r\n\r\nFinally, U.S. drug stores could find new sources of inspiration by studying how the customer experience is evolving in international markets. In Brazil, for example, one chain is already working with designers to better integrate into the flow of its stores the experience of visiting a medical technician for an immunization.\r\n\r\nToday, as major drug chains continue to add walk-in clinics to their stores, they could do more to integrate this growing focus on consultative health, wellness and medical services into the customer journey. Specifically, there is potential here to create consultation spaces (served by relevant merchandise displays) that communicate on-brand messages to consumers.\r\n\r\nA clinic need not feel overly clinical. Open designs with reassuring colors, wellness-oriented visuals and other flourishes can create a pleasing experience. This is especially important if a wait is likely to be part of the journey.\r\n\r\nOf course, facilitating customer interaction with pharmacists and wellness ambassadors should be central to these efforts — and a number of U.S. chains have already made strides in this area.\r\n\r\nAt older stores, high counters between pharmacists and patients created an unwelcome barrier. Duane Reade, for one, embraced lower counters in order to restore a sense of personal connection.\r\n\r\nWith about 30,000 chain drug stores in the United States alone, the top chains already create retail experiences for millions of people. There is tremendous opportunity at every touch point to convey brand messages, cement customer loyalty and increase foot traffic and sales in location-appropriate merchandise. Duane Reade’s Growler Bar would never have worked if it was not the right strategy from the start. And yet all too often the experience of shopping at a drug store feels functional and flat.\r\n\r\nIf drug stores were islands unto themselves, they could afford to stay the same. Don’t allow your competitors to eat your lunch. It’s time to differentiate.\r\n\r\nOriginally published in Chain Drug Review', 'How Chain Drug Stores Can Stand Out From the Crowd', '', 'publish', 'open', 'open', '', 'how-chain-drug-stores-can-stand-out-from-the-crowd', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-chain-drug-stores-can-stand-out-from-the-crowd', 0, 'thinking', '', 0), (2168, 1, '2016-04-27 17:39:42', '2016-04-27 17:39:42', 'Saks Fifth Avenue is pleased to reveal details regarding the relocation of its store within The Galleria in Houston, TX. The new, 200,000 square foot, two-level Saks Fifth Avenue store is expected to open on April 28.\r\n“This store demonstrates our commitment to the important Houston market. It’s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers – both current and new – in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,” commented Marc Metrick, President of Saks Fifth Avenue.\r\n\r\nDesigned in partnership with CBX, the new location boasts 20,000 square feet more than the existing store, providing space to showcase the second largest beauty and fragrance department in the Saks Fifth Avenue portfolio, including an all-new 10022-SHOE department. Many additional designers will be showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, will also be featured.\r\n\r\nThe store will also offer the Personal Service Experience, bringing the best of Saks Fifth Avenue to customers via a custom Mercedes-Benz Sprinter, which will travel directly to a client’s home, office, or hotel room. 51Fifteen Restaurant & Lounge, a local favorite recognized for its distinctive cuisine, will join Saks Fifth Avenue in opening in the new location, serving both lunch and dinner. In addition to private dining, an active bar will wrap the staircase in the center of the first floor.\r\n\r\nOriginally published on HBC.com', 'Saks Fifth Avenue Unveils Plans for New Store in Houston', '', 'publish', 'open', 'open', '', 'saks-fifth-avenue-unveils-plans-for-new-store-in-houston', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenue-unveils-plans-for-new-store-in-houston', 0, 'thinking', '', 0), (2169, 1, '2016-04-28 15:32:29', '2016-04-28 15:32:29', 'Have you ever wished you could punctuate a group text between agency creatives with a tiny Lucky the Leprechaun or Ronald McDonald emoji, but there’s none to be found? Yeah, me too.\r\nWhile it’s not likely that we’ll be seeing brand icons included on our emoji roster anytime soon (we only just got tacos, after all), there are some mascots ad executives mutually agree deserve their own tiny icons. More than just being clever or cute, translating these 10 past and present favorites into their own emojis offers up a wealth of creative ways to use them in the agency world.\r\n\r\n1. Kool-Aid Man\r\n\r\n“Oh, yeah!” Rebecca Lysen, Creative Director at Phear Creative, says that the Kool-Aid Man’s tagline and image makes the perfect emoji for all those moments when you want to break into the conversation because you’ve got stuff to talk about.\r\n\r\nHe would also be the welcome mat of emojis, if you will. Ashley Purdum, Phear Creative’s Director of PR, would opt to use him when someone new is added on a group text to show the team’s excitement.\r\n\r\n2. Lefty\r\n\r\nDustin Longstreth, SVP and Strategy Group Director at CBX points out that Hamburger Helper’s Lefty has proved that he can rap after dropping a solid mix. Now it’s time for him to lend his infamous helping hand for moments where you need to “get it done.”\r\n\r\n3. The Siren\r\n\r\nAt Steel Branding, Director of Media Strategy Lara Baskin casts her vote for the infamous Starbucks mermaid to get her own emoji. Even if she’s not *technically* a brand mascot, she still deserves one because, coffee.\r\n\r\n4. Mr. Peanut\r\n\r\nAbby Allsop, Account Supervisor at Leo Burnett and Planters, says that Mr. Peanut’s 100 years of continued fame has more to do beyond being a beloved salty snack. It easily translates into an emoji with pizazz. “With his quick wit, charm, and style, his emoji would be universal. Having a conversation about attire? Mr. Peanut’s top hat, monocle, and cane will quickly communicate that you have all the class needed. Trying to impress someone with your quick wit? The Mr. Peanut emoji can be the universal sign of ‘Damn, I’m funny!’ And not only does he have these wonderful qualities, but Mr. P can also be the icon for when you’re feeling a little \'nutty.’”\r\n\r\nWell said, Abby. The fact that this particular peanut is voiced by Robert Downey Jr. doesn’t hurt either.\r\n\r\n5. Energizer Bunny\r\n\r\nOr, as Purdum notes, the brand mascot emoji everyone deserves for meetings that just. Won’t. End.\r\n\r\n6. Charlie the Tuna\r\n\r\nSam Panico, Associate Creative Director at Gatesman+Dave, actually works with the StarKist account which naturally lends the need to insert a little “Sorry Charlie” emoji in emails or texts. But who couldn’t use a hipster tuna for a little shorthand declining every now and then?\r\n\r\n7. Rich Money Pennybags\r\n\r\nAKA the guy in the top hat from Monopoly. Lily Croll, Strategy Director at the digital agency Wire Stone, brings up the excellent point that no other brand mascot emoji-fied could celebrate payday better than him.\r\n\r\n8. Chiquita Banana\r\n\r\nNoelle Mulholland, Account Executive at Phear Creative, says this is the brand mascot answer to the red dress dancing girl emoji. You could use her for moments where sass is required in the commentary or to punctuate that you’re heading on a vacation.\r\n\r\n9. Pillsbury Doughboy\r\n\r\nFor all the moments in life that require a silly little “hoo hoo!” giggle, as Eric Trow, VP of Strategic Services at Gatesman+Dave explains it.\r\n\r\n10. Tony the Tiger\r\n\r\nYou could see this brand mascot coming from a mile away — always handy to have for when something’s “GRRRRREAAAAAT!”\r\n\r\nWhich icon do you think deserves their own emoji?\r\n\r\nOriginally published in Advertising Week', '10 Ad Icons Who Deserve Their Own Emojis', '', 'publish', 'open', 'open', '', '10-ad-icons-who-deserve-their-own-emojis', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 0, 'http://cbx.cappendev.com/thinking/16/10-ad-icons-who-deserve-their-own-emojis', 0, 'thinking', '', 0), (2170, 1, '2015-11-02 21:48:49', '2015-11-02 21:48:49', 'Brand refresh puts convenience-store retailer front and center for growth\r\nIt’s Millers time.\r\n\r\nMiller Oil Co., Norfolk, Va., is part-way through a dramatic facelift for its convenience stores, one that will place its own store brand front and center. “If you look at the progressive marketers out there, everyone is trying to stay current and relevant,” president Jeff Miller told CSP Daily News. “Part of it is value, part of it is product selection and part of it is image. We’ve put off the image part for quite a while, and now we’re finally addressing it.”\r\n\r\nThe journey started on the forecourt. Some of Miller’s major-oil branding contracts were expiring, and the retailer saw it as an opportunity to expand its private brand. The 50-site chain competes with the likes of Wawa, RaceTrac, Royal Farms and 7-Eleven, and so building up the Millers brand is key. Miller points to a site on the campus of Old Dominion University, which sells Shell-branded fuel, as an example.\r\n\r\n“You could probably walk through campus and ask kids about Millers. Some would know it was there, some not,” he said. “Ask about the Shell and they would say, ‘Oh yeah!’\r\n\r\n“We have been working very hard to build inside sales,” he continued. “And it’s really hard to get traction on that when people don’t know you’re there.”\r\n\r\nMiller Oil hired retail design consultancy CBX to spearhead the refresh, which started with the brand logo. The original, red-and-yellow Millers Neighborhood Market design first debuted around 1998, and was starting to show its age. Customers also found the name a bit of a mouthful, so it was shortened to “Millers.”\r\n\r\nCBX and Miller kept the same script and red as a primary color, although this time used is as the backdrop. “We wanted it to be an evolution, not a change,” Miller explained. The design team also dropped the “swoosh” in the original Millers logo, a surprisingly controversial move because of how much the retailer’s management team liked it.\r\n\r\n“The problem with the swoosh, especially when it came to canopy treatments, is it forced you to have a much smaller logo to get the swoosh to fit in, or you needed to customize it so the swoosh fit in above the canopy,” said Miller. “One day I said, ‘You know what—we need to come to a conclusion here, and we really want to get most exposure we can out of signage these days, get the biggest logo we can get, so we let the swoosh go.”\r\n\r\nThe next move was to update the fuel island with the new logo and graphics. To provide a cohesive look across the chain, the CBX team designed special pump wraps for the two different models of dispensers. Miller is gradually installing new Ovation pumps from Wayne Fueling Systems with the inOvationTV media platform.\r\n\r\nAround this time, one site in Hampton, Va., near the Hampton Coliseum, was going through a raise-and-rebuild. This provided a great opening for a refresh inside of the store, where the new focus is refreshment. As soon as a customer enters, they see the fountain. Miller is testing fountain taps for carbonated beverages. Four taps each offer four soda choices. The fountain also offers chewable and cubed ice. Reach-in coolers with fresh food are positioned on either side of the store entrance, complementing Millers’ cobranded offers—Dunkin Donuts at this particular site, and Subway, Dairy Queen, Arby’s and Huddle House at many of the others.\r\n\r\nThe refreshed sites will also have new EMV-compliant VeriFone Topaz point of sales Commander site controllers.\r\n\r\nAcross the rest of its 26 sites, Miller is refreshing the forecourt first, and then inside the store. Four thus far have the new forecourt look, with 16 to go.\r\n\r\nTen locations remain under branding contracts, and Miller said they have their place, especially on the interstate, where the major flag helps draw in customers from out of the area. But locally, the retailer sees greater leverage and potential in the Millers store and fuel brand.\r\n\r\n“We needed to make a change and get more competitive,” said Miller. “Now on the Miller sites, it really allows us to get into the game.”\r\n\r\nOriginally published in CSP', 'Millers Lets the \'Swoosh\' Go', '', 'publish', 'open', 'open', '', 'millers-lets-the-swoosh-go', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/millers-lets-the-swoosh-go', 0, 'thinking', '', 0), (2171, 1, '2016-05-04 14:26:58', '2016-05-04 14:26:58', 'LIA has announced the first stand-alone jury recognizing the importance of verbal branding. The 2016 LIA Verbal Identity Jury will focus on the assets of a brand that relate to naming, phrasing, and communications. It is being introduced as a medium for this year\'s awards, after serving as a category under the Design medium in 2015.\r\nThe inaugural jury president will be Chris West, managing director of the London-based brand consultancy, Verbal Identity Ltd.\r\n\r\nSays West: \"I am honoured to be the president of the Verbal Identity Jury at the 2016 LIA Awards, with a Jury that consists of some of the world\'s most respected creators and users of powerful brand language today. Like Steve Martin said: \'Some people have a way with words, and other people...oh, uh, not have way.\'\"\r\n\r\nWest launched the verbal brand strategy consultancy Verbal Identity in 2013, accumulating a number of high-profile clients from the luxury goods, technology, cosmetics, brewing and automotive industries, including the House of Alexander McQueen, Fred Perry, SABMiller, Hunter and Staples. He started his career in the 90s as a highly-awarded copywriter working at Saatchi, BBH, Leagas Delaney, RKCR and Mother, and claims authorship of two \'Billion Dollar lines\' (\"You never actually own a Patek Philippe. You merely look after it for the next generation,\" and Pringles\' \"Once you pop, you can\'t stop,\").\r\n\r\n2016 Verbal Identity Jury:\r\nRachel Bernard, VP, Director of Verbal Strategy, CBX, New York\r\nSean Doyle, Owner, Panic, London\r\nAmanda Liu, VP & Creative Director, Labbrand Brand Innovations, Shanghai\r\nSteve Martin, Director, Eat Creative, Tokyo\r\nBen Zimmer, Language Columnist, Wall Street Journal, Jersey City\r\n\r\nCategories in this medium include:\r\nCampaign Tagline/Endline - The creation of a single line/phrase, that is consistently applied across all or most of the brand\'s/product\'s communications, and which is designed to sum up the communications so as to become a shorthand for the brand\'s positioning.\r\nNaming - The creation of a new brand or product name that suggests the soul and positioning of a new product or brand in an evocative and memorable way.\r\nTone of Voice - The development of a character-rich and relevant voice for a product or brand in its written and/or spoken communications.\r\nUse of Copywriting\r\n\r\nAll companies and/or individuals involved in the creative process are eligible to enter.\r\nFor more information on submissions and eligibility: Eligibility.\r\n\r\nWork submitted must be broadcast, published or released in a commercial environment with client approval between 1st July 2015 and 31st July 2016.\r\n\r\nOriginally posted by Campaign Brief Asia', 'LIA Reveals New Verbal Identity Category', '', 'publish', 'open', 'open', '', 'lia-reveals-new-verbal-identity-category', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/lia-reveals-new-verbal-identity-category', 0, 'thinking', '', 0), (2172, 1, '2016-05-04 14:01:31', '2016-05-04 14:01:31', 'CBX rebranded Avalon Organics, a line of organic beauty products. The agency reframed the brand with the Personal Care team at Hain Celestial. In addition to creating new packaging, design and nomenclature systems for Avalon\'s five product lines, the team built a brand book; clarified Avalon Organics brand personality; and conducted internal training to support writing around the new master brand. New packaging designed for Avalon Organics\' shampoos, conditioners, moisturizers and other products – including those belonging to its Intense Defense and Wrinkle Therapy lines – are now available nationwide. \"We did a wholesale change from the Avalon Organics brand\'s previous look, although we did preserve important equities such as the green bottle color,\" said Rick Barrack, chief creative officer and founding partner. \"We wanted to make a big deal out of transparency and owning the brand colors for more impact at shelf. It\'s a crowded category, so brand-blocking was important.\"\r\nOriginally posted by MediaPost', 'BIZ DEV: CBX Rebrands Avalon Organics', '', 'publish', 'open', 'open', '', 'biz-dev-cbx-rebrands-avalon-organics', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/biz-dev-cbx-rebrands-avalon-organics', 0, 'thinking', '', 0), (2173, 1, '2016-04-29 14:09:45', '2016-04-29 14:09:45', 'On Thursday, Saks Fifth Avenue opened the doors to its new Houston store, located in The Galleria entertainment complex.\r\nThere to cut the ribbon on the new department store were Saks president Marc Metrick, chief merchant Tracy Margolies, EVP of stores Larry Bruce and Houston VP and GM Bobby Dees.\r\n\r\nIn the lead-up to the opening, the retailer held special events with the city’s movers and shakers to mark the occasion. On Tuesday, it teamed up with Town & Country to host a private dinner attended by designer Erdem Moralioglu, opera singer Ana María Martínez and Houston socialites Lynn Wyatt and Isabel David. And on Wednesday, Saks invited more than 1,000 guests to a cocktail party and preview of the new Galleria store.\r\n\r\nSaks’ 200,000-sq.-ft. location in The Galleria was designed by CBX Agency in New York and represents a significant expansion from its previous Houston store, which closed earlier this month.\r\n\r\nNew additions to the brand roster include Proenza Schouler and Dries van Noten. The new store also will feature a Christian Louboutin boutique and a reimagined 10022-SHOE department.\r\n\r\nDees told FN sister publication WWD earlier this year that despite the economic slowdown in Texas, Saks is upbeat about the region.“You can’t foresee the economy, but we know over time the local economy will get better,” he said. “We are optimistic about Houston, and we are focused on being the best retailer we can be.”\r\n\r\nOriginally posted by Footwear News', 'Saks Celebrates Opening of Houston Store', '', 'publish', 'open', 'open', '', 'saks-celebrates-opening-of-houston-store', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-celebrates-opening-of-houston-store', 0, 'thinking', '', 0), (2174, 1, '2016-05-05 14:28:06', '2016-05-05 14:28:06', 'After months of planning and prepping, Saks Fifth Avenue closed up shop at 5115 Westheimer Road for new and improved digs — swapping 5115 for 5175. And despite being a mere three-tenths of a mile from the original location, Saks’ transformed space transports customers to a palatial emporium of luxury that Houston’s never seen. The store was designed by Saks Fifth Avenue Store Design and Planning Team in collaboration with CBX.  Feast your eyes on the new Saks Fifth Avenue.\r\nOriginally posted by PaperCity', 'Houston’s New Luxury Palace: Inside The New Galleria-Changing Store', '', 'publish', 'open', 'open', '', 'houstons-new-luxury-palace-inside-the-new-galleria-changing-store', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/houstons-new-luxury-palace-inside-the-new-galleria-changing-store', 0, 'thinking', '', 0), (2175, 1, '2016-02-10 14:28:22', '2016-02-10 14:28:22', 'New brands, exclusive boutiques and sleek, sophisticated design are on deck at Saks Fifth Avenue’s new Galleria store, debuting this spring.\r\nOpening in the Galleria in 1997, the current Saks Fifth Avenue Houston is a monument to mall culture—the monolithic limestone façade facing Westheimer is basically a temple dedicated to luxury shopping. But almost as soon as Saks was installed in the mall, consumer tastes changed. Malls have been challenged for shopping supremacy by open-concept shopping centers like River Oaks District. High-end shoppers began to demand a experience that included luxury finishings and details in keeping with the price tags of the goods on display. Younger customers preferred boutiques over megastores.\r\n\r\nTo respond to a changing retail environment, Saks Fifth Avenue has unveiled detailed plans of its new Galleria department store, gathering media for a comprehensive presentation on Tuesday evening. The big news is that the new store will open on April 28, with the current space closing at the end of the day on April 20 to facilitate the move.\r\n\r\n“This is the biggest move of its type that Saks has ever done,” said Bobby Dees, vice president and general manager of Saks Fifth Avenue Houston. “It’s going to be a very special store.”\r\n\r\nThe present Saks Fifth Avenue Houston is one of the most successful stores in the company—it typically ranks third in sales volume, after the New York and Beverly Hills stores, though it’s fallen to fourth during the current construction. The new store is set to surpass even those numbers at 20,000 square feet larger, with the biggest footprint and volume of any Saks outside of Manhattan.\r\n\r\nDesigned by Saks’ in-house team along with CBX, the renderings present a store infused with rich, non-retail finishes, including a spiral staircase to the second floor and a clean color palette in shades of white, from whitewashed woods to marble.\r\n\r\nBut the biggest change is not the fixtures, it’s the layout, which radically rethinks what a department store should look like. Instead of big, open spaces, Saks is rolling out individual boutiques inside the store for its most prestigious brand partners, making it almost like a mall inside a mall, but with cohesive service and only-in-department-store perks. Among the 22 dedicated shops in women’s designer apparel, to be located on the second floor, are Dries Van Noten, Alaïa, Alexander McQueen, Proenza Schouler, Chloé, Altazarra, Fendi, Etro and Lanvin.\r\n\r\nOn the first floor—there will only be two levels, Dees notes, because research has shown shoppers don’t tend to venture up past the second floor—the entrance will be flanked by the luxury sector’s two big moneymakers: women’s shoes and handbags. The former will include a Christian Louboutin boutique, the first of its kind outside the New York store, and Prada, Louis Vuitton and Dior will be among the handbag boutiques.\r\n\r\nWithin the cosmetics and fragrance department will be the “crown jewel” of the store, with all counters expanded into, again, boutique-like spaces. The biggest of these will be the Chanel beauty boutique, though the most prestigious might be the forthcoming Gucci beauty boutique, the first time the coveted beauty line will be available in Texas, and one of only five points of distribution for the brand in the United States.\r\n\r\nThe men’s department will also be on the first floor, divided from the cosmetics department by Bar 12, described as a casual gathering space. It was designed by Nina Magon of Contour Interior Design, as was the new 51Fifteen restaurant on the second floor.\r\n\r\n“There’s a lot of white, grey, black and brass, ” said Magon. “We wanted it to be modern but everlasting.” The renderings show a clean and sophisticated space, festooned in marble with an eye-catching field of three-dimensional white tulips hanging from the ceiling. The restaurant will have two private dining spaces and its own entrance from the two-story garage beneath Saks for functions outside of store hours.\r\n\r\nThe new Saks Fifth Avenue Houston will be inaugurated by a series of preview events, including a Houston Grand Opera VIP dinner on April 26 and a kickoff for M.D. Anderson’s 75 anniversary on April 27 in advance of the ribbon-cutting on April 28. All three events will feature British designer Erdem Moralioglu of Erdem—a favorite of Kate Middleton—in his first visit to Houston.\r\n\r\nLet’s just say, as spring awakenings go, this one is pretty big.\r\n\r\nOriginally published by Houstonia Magazine', 'Saks Fifth Avenue Is Radically Rethinking the Department Store', '', 'publish', 'open', 'open', '', 'saks-fifth-avenue-is-radically-rethinking-the-department-store', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenue-is-radically-rethinking-the-department-store', 0, 'thinking', '', 0), (2176, 1, '2016-04-26 15:22:16', '2016-04-26 15:22:16', 'The team at Houston\'s Saks Fifth Avenue is in the final stages of preparing for the store\'s anticipated April 28 opening date.\r\nDisplays are laid out, and apparel from high-end designers like Alexander McQueen, Carolina Herrera, Louis Vuitton and Tom Ford are on the hangers. The Houston Business Journal got a sneak peek of the new, expanded building. Take a tour in the video.\r\n\r\nSee the full video on Houston Business Journal', 'Sneak Peek: Inside Houston\'s New Saks Fifth Avenue (Video)', '', 'publish', 'open', 'open', '', 'sneak-peek-inside-houstons-new-saks-fifth-avenue-video', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/sneak-peek-inside-houstons-new-saks-fifth-avenue-video', 0, 'thinking', '', 0), (2177, 1, '2016-05-05 17:13:40', '2016-05-05 17:13:40', 'Firm cited in from Graphic Design USA’s American Package Design Awards 2016 and Vertex Awards competitions. \r\nCBX, the brand agency and retail design consultancy, was honored for its work on behalf of a variety of clients in Graphic Design USA’s 2016 American Package Design Awards and The Vertex Awards, a global competition devoted exclusively to the art of private brand package design.\r\n\r\nThe American Package Design Awards, a national design competition conducted by the editors of Graphic Design USA, recognized CBX for its work on behalf of Proctor & Gamble’s The Art of Shaving Lexington Razor in the Beauty and Personal Care category, and for the redesign of TOMY’s The First Years line of infant and child products in the Babies & Children category.\r\n\r\nIn the Vertex program, CBX was recognized in the Redesigned Brand Category with Silver and Bronze awards, respectively, for its work on BJ’s Wholesale Club’s Berkley Jensen line of laundry detergents and fabric softeners, and BJ’s Wellsley Farms grocery items. The Vertex Awards were created by Christopher Durham, the founder of My Private Brand and the vice president of retail brands at Theory House, and Phil Russo, the publisher of Global Retail Brands. Entries are judged by a panel of industry experts from around the world, with awards based on creativity, marketability, and innovation.\r\n\r\nSee the work:\r\n\r\n\"Taos_IL_5397_B\"\"First_Years_IL_5339_B\"\r\n\r\n\"BJ_Laundry_00070v1_RGB_Edit_HiRes\" \"4_WF_dried_fruit_HR\"', 'CBX Wins Multiple Honors In Top Package Design Competitions', '', 'publish', 'open', 'open', '', 'cbx-wins-multiple-honors-in-top-package-design-competitions', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-wins-multiple-honors-in-top-package-design-competitions', 0, 'thinking', '', 0), (2178, 0, '2018-09-27 16:54:12', '2018-09-27 16:54:12', '', 'daytime-view', '', 'inherit', 'open', 'closed', '', 'daytime-view', '', '', '2018-09-27 16:54:12', '2018-09-27 16:54:12', '', 1771, 'http://cbx.cappendev.com/app/uploads/2018/09/daytime-view.jpg', 0, 'attachment', 'image/jpeg', 0), (2179, 1, '2016-05-09 18:17:06', '2016-05-09 18:17:06', 'A new line of organic beans is breaking through the \"sea of sameness\" in the organic shelf-stable vegetables category through the use of a stand-up pouch decorated with fresh and fun illustrations. The five varieties of beans in pouches were launched by startup company Green Valley Foods, LLC out of Salem, OR, in October 2015 along with four canned bean varieties, one canned pumpkin product, and three canned seasonal vegetables - all with the same lively graphics.\r\n\"Green Valley wanted to create packaging that disrupted the aisle, but also captured a younger, health-conscious audience: the adventurous, better-for-you Millennial Mom,\" says Pete Chieffo, Associate Creative Director for CBX, the firm responsible for designing the package graphics. \"The canned category relied on a gritty, natural palette of earth tones and farm cues. While these cue the natural organic aspect shoppers are looking for, there wasn\'t anything that spoke to our target\'s desire to make food fun and creative for her family.\"\r\n\r\nThrough research involving both East and West Coast Millennial Moms, Green Valley and CBX learned that organics had changed over the past several years, \"with Millennials expecting their organic brands to match their optimistic and adventurous lifestyle, rather than traditional organic category cues,\" says Chieffo.\r\n\r\nAdds CBX CEO and Managing Partner Gregg S. Lipman, \"We saw that there was an opportunity here for something innovative and differentiated. The \'classic\' organic cures were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today\'s busy but conscious consumers.\"\r\n\r\nThe first and greatest differentiator is the use of a 15.5-oz stand-up pouch with a tear notch at the top for five varieties of beans. Graphics for the pouches and cans include illustrations of a green valley, vibrant veggies, and purple mountains, topped by a yellow sun orb, along with simple typography. \"We wanted the fonts to feel hand-drawn with character, right from the farmer\'s hand,\" Chieffo says. \"The depiction of the beans and veggies was a take on \'farm to table,\' with a modern edge, elevating the product with a top-down shot.\" The back of the packages contain recipes.\r\n\r\nOriginally published by Packaging World', 'Bean Pouches Present a New Take on Organics', '', 'publish', 'open', 'open', '', 'bean-pouches-present-a-new-take-on-organics-2', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/bean-pouches-present-a-new-take-on-organics-2', 0, 'thinking', '', 0), (2180, 0, '2018-09-27 16:54:12', '2018-09-27 16:54:12', '', 'Duane-Reade_UpMarket_D_Hires-1', '', 'inherit', 'open', 'closed', '', 'duane-reade_upmarket_d_hires-1', '', '', '2018-09-27 16:54:12', '2018-09-27 16:54:12', '', 1772, 'http://cbx.cappendev.com/app/uploads/2018/09/Duane-Reade_UpMarket_D_Hires-1.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2181, 1, '2016-05-11 15:09:28', '2016-05-11 15:09:28', 'Convenience store chain Kum & Go has embraced a stylish new design with the launch of the Kum & Go Marketplace in Johnston, Iowa. The 6,000-sq.-ft. store is the prototype of a new brand concept designed by New York-based retail design consultancy CBX.\r\nAn open-kitchen concept is the centerpiece of the new store, putting food prep on display for customers. White subway tiles, marble-like countertops, and stainless trim also make a striking impression. The new store also promotes the brand’s refreshing look with an 8-foot-tall ampersand gracing the façade. The new logo, designed by Des Moines-based studio Sticks, projects Kum & Go well beyond the curb.\r\n\r\n“This new footprint represents everything that Kum & Go strives to be for our associates and for our customers,” says Kyle Krause, president and CEO. “This is the evolution of our brand promise and business approach. Now customers can truly experience the ‘more’ that we provide.”\r\n\r\nHeadquartered in West Des Moines, Iowa, Kum & Go operates 430 stores in 11 states. The brand plans to launch its new design throughout 2016 in 28 additional locations.\r\n\r\nOriginally published by design:retail', 'Kum & Go Debuts New Store Concept in Iowa', '', 'publish', 'open', 'open', '', 'kum-go-debuts-new-store-concept-in-iowa', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/kum-go-debuts-new-store-concept-in-iowa', 0, 'thinking', '', 0), (2182, 0, '2018-09-27 16:54:13', '2018-09-27 16:54:13', '', 'Aloha_pressrelease_2012-2', '', 'inherit', 'open', 'closed', '', 'aloha_pressrelease_2012-2', '', '', '2018-09-27 16:54:13', '2018-09-27 16:54:13', '', 1774, 'http://cbx.cappendev.com/app/uploads/2018/09/Aloha_pressrelease_2012-2.jpg', 0, 'attachment', 'image/jpeg', 0), (2183, 8, '2016-05-16 14:14:15', '2016-05-16 14:14:15', 'When Italian design house Moschino swiped the look of a Windex bottle for its Fresh Couture luxury perfume earlier this year, the oxymoronic twist felt familiar to educated elites who can spend $82 for 3.4 ounces of eau de toilette.\r\nAfter all, the unexpected elevation—everything from Duchamp’s 1917 “Fountain,” to Warhol’s 1962 “Campbell’s Soup Cans,” to Damien Hirst’s dead tiger shark in formaldehyde—is now such a part of the art world that it is ... well, expected.\r\n\r\nReversals such as these are now part of high fashion, too. Moschino’s Jeremy Scott, in particular, is known for appropriating the language of the masses. Past Moschino collections have included fashions that looked like Hershey’s chocolate bars, bottles of Budweiser, McDonald’s “Happy Meals” or even the cartoon character SpongeBob SquarePants. In addition to the Windex-like spray bottle, Moschino’s 2016 spring-summer collection riffs on rubber gloves, car wash brushes and feather dusters—all of which are everyday items that hinge on manual labor.\r\n\r\nIt’s all just artsy, tongue-in-cheek fun, right?\r\n\r\nIn an America that has given rise to the xenophobic rants of @RealDonaldTrump and open discussion of “class wars,” maybe not.\r\n\r\nWhen I saw Fresh Couture’s Windex-inspired trade dress, my first thought was of Americans who actually use the product to clean their own windows and mirrors. How would they feel about über-expensive perfume designed to look like multipurpose spray? I imagined a situation in which the tables were turned and mainstream consumer brands appropriated the trade dress of those brands most-favored by the elite. Louis Vuitton-inspired dog food, anyone? Iced tea influenced by the elegance of Chanel? And yes, nothing really says sophisticated like Tiffany-esque toilet tissue.\r\n\r\nBloggers and fashion reporters love Moschino’s campaigns and tend to use language like “bold, brash and ingenious” or “pitch perfect” to describe them. These campaigns, too, are on-brand for Moschino, which sees itself as a rebel among rebels. However, high-end brands happen to serve dual functions. Yes, they make existing elites feel secure in who they are, but they also encourage the rest of country to aspire toward something “better.” Given this troubling dynamic, worthy as it is of the Gilded Age, shouldn’t the 1 percent at least refrain from mocking the likes of Budweiser, Windex and Hershey’s? However harmless and innocent you believe your intentions to be, you cannot lampoon these mainline brands without simultaneously looking down upon those who use them.\r\n\r\nIn contemplating Moschino’s latest stunt, I couldn’t help but think of the wig-and-powder aristocrats in “The History of the World Part 1,” Mel Brooks’ 1981 farce. “The people are revolting,” intones the Count De Money (Harvey Korman), who grows increasingly exasperated at the frequent mispronunciation of his last name. It’s supposed to sound like Monet, the count explains. You know, the artist.\r\n\r\n\"CBX_mockingmainstreambrands_april2016_01\" \"CBX_mockingmainstreambrands_april2016_03\"\r\n\r\n@gregg_lipman\r\n\r\nOriginally published by Huffington Post', '‘The People Are Revolting’: The 1 Percent Should Think Twice About Mocking Mainstream Brands', '', 'publish', 'open', 'open', '', 'the-people-are-revolting-the-1-percent-should-think-twice-about-mocking-mainstream-brands', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 0, 'http://cbx.cappendev.com/thinking/16/the-people-are-revolting-the-1-percent-should-think-twice-about-mocking-mainstream-brands', 0, 'thinking', '', 0), (2184, 1, '2016-05-05 21:21:29', '2016-05-05 21:21:29', 'The industry continues to change at an increasing pace. Here\'s what the start of the next 20 years brings.\r\nIn two decades, brands have found many new ways to express their identity and connect with customers through packaging. We look at what is coming next.\r\n\r\nTwenty years ago, when BRANDPACKAGING put out its first issue, the packaging world looked very different. The way companies operated then wasn’t wrong; the CPG industry simply has an entirely changed set of marketing, branding and packaging ideals and undertakings today. Understanding the past is important, as is living in the present, but especially critical for brands now is watching the horizon for what will happen next in four key areas.\r\n\r\nBRANDING\r\nFor decades, brands have used packaging to differentiate themselves from the competition, and to great success. Now, companies are requesting agencies take branding a step further: to their physical space.\r\n\r\n“When you are buying and selling products to consumers, branding is important everywhere,” says Anthony Deen, creative director, Environments at CBX. “When you walk into someone’s house, you form an impression. Everything from the artwork on the walls to the rug on the floor to the light fixtures on the ceiling all help you understand what the owners are trying to say about themselves. It’s no different with retail environments. That’s why it’s critical for retailers to establish a distinct voice and personality for their brand that connects to consumers on a higher, more experiential level. Retailers must now, more than ever, work very hard to engage consumers by defining the consumer experience and making it meaningful.\r\n\r\n“Branding spaces is about extending the brand into the physical environment — expressing a brand in a palpable way,” Deen continues. “For us at CBX, it includes designing everything from the packaging to the shelf talker on the gondola or a specialty endcap fixture. It includes the tradeshow booth where the discussion takes place between a manufacturer and retailers, the pop-up shop that introduces the product to consumers and the store itself.”\r\n\r\nNJOY\r\nBefore NJOY, the electronic cigarette/vaping category was still primarily entrenched in the visual world of tobacco, marketed as a cessation or tobacco alternative rather than a unique experience unto itself. CBX was challenged to reinvigorate and relaunch the brand as a unique, full-flavor experience in a rapidly growing category.\r\n\r\nThe agency conducted in-depth ethnographies and category audits that uncovered the target audience — the male millennial and the older transitional smoker. While the team didn’t want to alienate the female consumer, the brand needed to speak to the millennial who revels in hedonistic pleasure and lives life in the moment.\r\n\r\nCBX came up with a brand identity that was vibrant, engaging and disruptive in store. The agency relaunched NJOY’s original six SKU line, as well as two new lines, ultimately delivering 150 SKUs in total. The agency supported the launch and developed consumer-facing POS displays in 7-Eleven, Walgreens and other convenience store locations.\r\n\r\nFrom there, CBX created full-scale environments at trade shows, mobile vaping bars and the first free-standing NJOY retail location. The NJOY Vaping Bar it created can be found at The LINQ, a Caesars Entertainment property in Las Vegas.\r\n\r\nThe reaction was quick and intense: Less than three months after the relaunch of its vaping products, NJOY reached No.1 in retail sales, capturing 23.7 percent of this growing category, and accounted for 85 percent of the segment growth. By September 2014, NJOY grew to a 4.4 share and its market share continued to rise, with the aim of a 10 point share to be earned by the end of 2015. The new recharge line knocked LOGIC off the No.1 spot, and NJOY became the leading mass brand in the emerging flavor/vaping segment.\r\n\r\nRead the full article in Brand Packaging', 'The Changing Landscape of Branding and Packaging', '', 'publish', 'open', 'open', '', 'the-changing-landscape-of-branding-and-packaging', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-changing-landscape-of-branding-and-packaging', 0, 'thinking', '', 0), (2185, 1, '2016-05-23 14:16:16', '2016-05-23 14:16:16', 'Saks Fifth Avenue\'s Houston location is bigger than the first store established in the city, and gives greater focus on beauty and fragrance products.\r\nThe store\'s relocation in The Galleria in Houston was designed in partnership with CBX and boasts more than 20,000 square feet more than the previous store. It also features a 10022-SHOE department, according to a company press release. Additional designers are showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, is also featured.\r\n\r\n\"This store demonstrates our commitment to the important Houston market. It\'s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers — both current and new — in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,\" said MarcMetrick, president of Saks Fifth Avenue.\r\n\r\nThe store offers its Saks At Your Service to customers via a Mercedes-Benz Sprinter that will travel directly to a client\'s home, office or hotel room. Also, 51Fifteen Cuisine & Cocktails serves lunch and dinner. A bar, Bar 12, wraps the staircase in the center of the first floor, the release said.\r\n\r\nOriginally published by Retail Customer Experience', 'Saks Fifth Avenue opens revamped Houston store', '', 'publish', 'open', 'open', '', 'saks-fifth-avenue-opens-revamped-houston-store', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenue-opens-revamped-houston-store', 0, 'thinking', '', 0), (2186, 1, '2016-05-23 21:52:37', '2016-05-23 21:52:37', 'To compete with niche brands offering better-for-you products, mainstream CPGs are rethinking their products and packaging to convey greater authenticity and quality.\r\nConsumers today are more health-conscious than ever. They want less processed and more natural and organic versions of foods they love. They want to know where their food comes from and whether the ingredients used to make their products are healthy and natural. As a result, many consumer product companies are concerned about their mainstream brands losing market share to smaller competitors focused on conveying quality and transparency. The possibility of losing traction with authenticity-focused Millennials is surely a big part of the equation.\r\n\r\nThis trend is affecting classic American brands that have remained untouched for decades. Traditional manufacturers are scrambling to meet these needs in meaningful ways and offer options that keep these brands relevant with consumers.\r\n\r\nStaying current via acquisitions\r\nOne way is to buy successful brands that effectively compete in or have helped to create a category and simply add them to the portfolio. Companies are not always transparent about these ownership changes. In fact, some of them go out of their way to make sure consumers continue to view acquired brands as small and independent.\r\n\r\nEven today, many consumers are unaware that Hormel owns Applegate Farms, say, or that General Mills acquired the popular organic brand Annie’s Homegrown. When Whole Foods shoppers who are skittish about the health effects of fluoride use fluoride-free toothpaste by Tom’s of Maine, they are actually using a Colgate-Palmolive product.\r\n\r\nThis trend, which has been going on for years, doesn’t look to be slowing down. Recent examples include Unilever’s 2014 purchase of Talenti Gelato & Sorbetto and Hershey Co.’s 2015 acquisition of Krave beef jerky.\r\n\r\nMaking changes to core products\r\nStrategic acquisitions can certainly add to manufacturers’ bottom lines, but they do not guarantee that their primary moneymakers—the classic American brands we all grew up with—will survive, much less grow. This is why many brands are now trying to make their core products more relevant for health-conscious consumers.\r\n\r\nFor most of ConAgra’s non-organic Hunt’s-brand tomato products, the company uses a green-and-white bar indicating either “All-Natural” or “No Preservatives” at the top of the jar. However, some of its organic products get a different treatment entirely, with a wooden cutting board, rather than a solid block of red, acting as the background.\r\n\r\nConAgra is also spending money behind the brand, leveraging ad campaigns to tell consumers about the wholesome aspects of Hunt’s products. In the company’s “Tomato Town” TV spot and other ads, the emphasis here is not so much on ingredients as the differentiator; rather, it is about the wholesomeness of the process involved in making Hunt’s products. “At Hunt’s, we believe it’s good to be different,” one ad declares. “We peel our diced, whole, and stewed tomatoes with FlashSteam® instead of chemicals, which means no chemical by-products go back into the earth. It might not be the easiest way, but we believe that it’s the right way.”\r\n\r\nCreating line extensions\r\nAnother strategy to gain share from these consumers is to create line extensions for major brands that legitimately play in this space. Packaging needs to work hard to communicate these benefits and offerings.\r\n\r\nFor its new organic mayo, Unilever chose to preserve Hellmann’s blue ribbon equity at the top of jar. The ribbon is, however, greatly reduced in size and prominence in comparison to the pack for the original brand. This understated approach is appropriate: Many longstanding brands have been synonymous with loud, multicolor packaging, going back to the mid-20th century. Organic products, though, tend to be gentler; they never shout.\r\n\r\nAnd so on the package for its organic mayo, Hellmann’s replaced the bright-yellow label with a more transparent one. The transparency here conveys the notion that the mayonnaise itself is the real focus. In addition, Unilever employed a simpler typographical treatment on the jar, with the word “organic” appearing in a cursive font along with the USDA Organic logo and the line, “Made with organic cage-free eggs.” You might even notice the signature of founder Richard C. Hellmann right on the jar—an authenticity-reinforcing visual cue.\r\n\r\nThis past February, Unilever also introduced its own vegan-friendly, eggless spread called Hellmann’s Carefully Crafted Dressing and Sandwich Spread. The product is “Free from Cholesterol, Eggs, Artificial Colors and Flavors,” the label declares, along with the words “Non-GMO Sourced Ingredients.” Here, the treatment is more “crafty,” with a butcher paper-like label and brown, rather than green, typographical treatments.\r\n\r\nFor its Heinz Organic Ketchup, Kraft Heinz made relatively minimal changes to the architecture, but added a large “Organic” callout to the front of the package within a white, cursive font. The green-tinted back of the label includes the USDA Organic logo along with the words, “Vine-ripened, 100% USDA certified organic tomatoes and natural seasonings.” Some bottle designs also have a smaller green label at the top of the spout.\r\n\r\nModifying existing formulations\r\nAnother strategy is to modify existing product formulations to fit within this new paradigm so as to maintain long-term viability. While packaging can be a part of this process, it doesn’t always have to be.\r\n\r\nIn December, Kraft Heinz’ newly reformulated Kraft Mac & Cheese hit the shelves with hardly a change to the box. The only difference: a graphic in the bottom right-hand corner of the front panel that looks like a page torn out of a notebook bearing a checklist of the changes, including “NO Artificial Preservatives,” “NO Artificial Flavors,” and “NO Artificial Dyes.”\r\n\r\nYet the new formula was a big deal. It replaced artificial preservatives and dyes with more natural ingredients such as paprika, annatto, and turmeric. “We’ve sold well over 50 million boxes with essentially no one noticing,” one Kraft executive told The New York Times. The company was reportedly nervous about consumers perceiving a new—and inferior—taste along the lines of the “New Coke” debacle. But after Kraft Heinz had sold those tens of millions of boxes of Mac & Cheese, the company launched an ad campaign to inform consumers about the changes (“#didntnotice” was central to the social media push).\r\n\r\nWalking a fine line\r\nAre there any downsides or risks associated with these strategies? On the question of authenticity, mainstream brands do need to walk a fine line. Consumers know that these are mass-produced products owned by some of the largest corporations on the planet. In addition, many consumers have always thought about these products as being full of sugar and/or artificial additives and colors. One possible misstep would be to engage in the equivalent of “greenwashing” these improved products—i.e., overselling their health benefits or even misleading consumers about them.\r\n\r\nThe challenge is to cater to these evolving consumer wants and needs without overreacting and putting all your eggs (even organic and free-range ones) in one basket, as there are still a large proportion of consumers who are quite happy with the products they’ve been enjoying for years and wouldn’t want to give them up, either because they wouldn’t trust that the new version would taste as good or they don’t want to pay more. Did I mention the organic ketchup costs twice as much as the regular version?\r\n\r\nMarketers will want to provide meaningful options and do so in ways that are credible and sustainable and serve the needs of these merging and diverging audiences, because while Millennials and Gen Z are growing in influence and importance, they do not represent everyone (at least not yet).\r\n\r\nAnd so for consumer product companies, the task here is simply to inform consumers about the real changes they are making in response to shifting expectations—things like abandoning GMO ingredients or going organic. By keeping it informational and avoiding making either overblown claims or too-drastic changes to iconic product packaging, these companies only stand to benefit. These changes, after all, promise to make classic, top-selling products more acceptable to new generations of consumers. Handled well, these changes can boost the odds that some of our most well known and loved brands will stay relevant and continue to have a place in consumers’ pantries for years to come.\r\n\r\nStrategies for branding better-for-you line extensions\r\n\r\n- Determine the appropriate association between master brand and new offerings so as to not mitigate credibility.\r\n- Use effective graphic cues for the line extensions to immediately convey the new credentials while providing a modest brand linkage for reassurance.\r\n- Carefully announce the change—perhaps after the fact—to establish an improved process and ingredient profile without creating doubts or concerns about taste.\r\n\r\nOriginally published by Packaging World\r\nPhoto courtesy of Packaging World', 'Classic Brands Are Going Organic: Will Consumers Go For The Change?', '', 'publish', 'open', 'open', '', 'classic-brands-are-going-organic-will-consumers-go-for-the-change', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/classic-brands-are-going-organic-will-consumers-go-for-the-change', 0, 'thinking', '', 0), (2187, 1, '2016-05-20 16:17:57', '2016-05-20 16:17:57', 'Saks Fifth Avenue is pleased to reveal details regarding the relocation of its store within The Galleria in Houston, TX. The new, 200,000 square foot, two-level Saks Fifth Avenue store is expected to open on April 28.\r\n“This store demonstrates our commitment to the important Houston market. It’s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers – both current and new – in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,” commented Marc Metrick, President of Saks Fifth Avenue.\r\n\r\nDesigned in partnership with CBX, the new location boasts 20,000 square feet more than the existing store, providing space to showcase the second largest beauty and fragrance department in the Saks Fifth Avenue portfolio, including an all-new 10022-SHOE department. Many additional designers will be showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, will also be featured.\r\n\r\nThe store will also offer Saks At Your Service bringing the best of Saks Fifth Avenue to customers via a custom Mercedes-Benz Sprinter, which will travel directly to a client’s home, office, or hotel room.\r\n\r\n51Fifteen Restaurant & Lounge, a local favorite recognized for its distinctive cuisine, will join Saks Fifth Avenue in opening in the new location, serving both lunch and dinner. In addition to private dining, an active bar, Bar 12, will wrap the staircase in the center of the first floor.\r\n\r\nOriginally published by Beauty Fashion Fragrance', 'Saks Fifth Avenue Unveils Plans For New Store In Houston', '', 'publish', 'open', 'open', '', 'saks-fifth-avenue-unveils-plans-for-new-store-in-houston-2', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenue-unveils-plans-for-new-store-in-houston-2', 0, 'thinking', '', 0), (2188, 1, '2016-05-25 18:33:57', '2016-05-25 18:33:57', '1. Channel BlurringFrom AXION’s coffee-centric Spot! Café in Argentina to the fast casual-inspired Kum & Go Marketplace in Iowa, c-stores no longer are bound by old formats and product offers. Is something working in another channel? Adapt it and weave it in. Consumers no longer expect hard-and-fast divisions between c-stores, QSRs, coffee shops and drugstores.\r\n\r\n2. Outside-In\r\nIn the fuel-based c-store context, what if consumers could use something like Apple Pay to order food on a touchscreen while filling up and have it delivered to their car? Zarco USA, for one, is already giving this a try. Expect more technology-assisted design changes, outside and in.\r\n\r\n3. Sit and Stay a While\r\nAt many Sheetz stores in the Carolinas, people lounge on couches and sip coffee. Retailers may need larger stores and parking lots to accommodate this kind of offer, because excessive crowding is a visual cue suggesting slow checkout lines. However, even c-stores with less-ambitious seating areas can up the ante with better furniture and more considered environments.\r\n\r\n4. Inside-Out\r\nWhen you cover the windows from floor to ceiling with promotional posters, the store actually repels customers. Contemporary c-store designs offer unobstructed views through oversized windows. The idea is to look appealing both from the roadway and the threshold. Taking this “inside-out” approach to the next level is a developing trend.\r\n\r\n5. Food Is King\r\nTo engage the modern consumer, c-stores are ramping up the authenticity of their food and beverage offers. At Fresh Corner’s MOL stores in Eastern Europe, customers find spacious food counters with made-to-order sandwiches and other fresh fare. Many c-stores are bringing in food carts stocked with the kind of specialty cuisine typically found in urban food trucks.\r\n\r\nOriginally published by design:retail', '5 Retail Trends in C-Store Design', '', 'publish', 'open', 'open', '', '5-retail-trends-in-c-store-design', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/5-retail-trends-in-c-store-design', 0, 'thinking', '', 0), (2189, 1, '2016-06-01 15:29:49', '2016-06-01 15:29:49', 'Don’t let tight quarters deter your sales\r\nCharm meets functionality at Nomad’s Pizza in Hopewell, New Jersey. This 600-square-foot historic carriage house has been transformed into a cozy European-style eatery. And despite its size, it’s packing a punch for owner Tom Grim’s bottom line.\r\n\r\nAverage wait times for a table on a busy night: Two hours. And people do wait.\r\n\r\n“We have three places, and this one is the most profitable,” Grim says. “The others are bigger with kitchens. We’re able to focus, and we don’t have the whole kitchen staff to worry about. We make pizza and salads and are very efficient.”\r\n\r\nJames Sundstad understands why Grim has found success in a small space. Several years ago he was part of the team tasked with developing Starbucks’ new “express” stores, recreating the Starbucks experience in 400 to 500 square feet. His team worked on a “mock” store at Starbucks headquarters to find a formula for operating in a limited space. Sundstad is now vice president of branded environments at CBX, a retail design consultancy.\r\n\r\n“It comes down to honing your operation to make it functional and have a good customer experience,” Sundstad says.\r\n\r\nHere are ways to maximize your space for your customers’ happiness and your profitability:\r\n\r\nStudy and understand how your customers move\r\nThink about the “journey” into your small space from their standpoint, Sundstad says. Choose a table, sit at it and then watch customers to see how they’re “flowing.” Is there a path for wait staff to deliver food without crashing into customers?\r\n\r\n“If you handle velocity in a way that benefits the customer, and wait lines are not long, you can increase sales,” he says.\r\n\r\nVary seating to play with the sense of scale\r\nUsually with a smaller space, people think they can only fit “so many tables,” Sundstad says. Get creative with a mix of table heights and sizes –– a large community table, lower seating, bar seating, a counter by the window or even an “armchair nook” with two plush chairs facing each other in a corner. It makes the more space engaging, and the more variation, the better. “One level of low seating consumes space,” he says.\r\n\r\nJim Jacobs, owner of Pisanello’s Pizza in Mount Pleasant, Michigan, knocked down a wall in his shopping center to expand the restaurant in 2014. He nearly doubled the space from 50 seats to about 90.\r\n\r\nBut before that, seating was at a premium. The place had become incredibly popular after he added a buffet lunch service. To accommodate the lunch crowd, Jacobs built a bench along the length of one wall and placed tables in front of it. “They can be shoved together for whatever size you want –– two or 20 people,” he says.\r\n\r\nA combination of tables and booths, with Jacobs’ personal woodworking touch, created a warm and eclectic space. “I made 80 percent of the table tops out of a local red oak board that I bought at a saw mill. Plus, I took some old maple top butcher block tables that we used for prep tables in the back, and I sanded those down and varnished them, and we use those for table tops now,” he says.\r\n\r\nCreate ambiance in tight quarters with light and sound\r\nJeff Pond is former owner of A4 Pizza, a 1,200-square-foot restaurant in Somerville, Massachusetts. He had to shutter A4 due to an August 2015 fire.\r\n\r\nBut one thing he learned about interior design from the A4 experience is that soft lighting provided depth to the dining experience.\r\n\r\n“Our kitchen was in the same room. We had a wood fired oven that centered the room, and it was the only prep and cooking area. You came in, and it was wide open, and you saw everything that was happening. The ambience was warm by nature,” he says.\r\n\r\nPond has bounced back and is constructing two new restaurants, scheduled to open in September and October. But he misses his cozy space at A4.\r\n\r\n“The upside to the small space is that the energy is fantastic,” he says. “You get just 10 to 12 people in the room, the energy changes. If you put them in a 200-seat restaurant, it’s different.”\r\n\r\nNoise definitely plays into ambience, Sundstad agrees. Keep in mind that hard surfaces add to the acoustics of a small space. If you want diners to linger, incorporate textiles and soft background music.\r\n\r\n“The core question to all of these elements is, how long do you want customers to stay? Or do you want them to get their stuff and get out? What are you encouraging them to do? If you do a high volume business, it’s less about sit-down service,” he says.\r\n\r\nStick with simple and savory\r\nWhile working on the express stores at Starbucks, Sundstad and his team pared down product offerings so that baristas could efficiently serve the most popular drinks in a tiny space. “We’d get the 20 different syrups and choose the top six that people use and decided what we could offer. For example, we knew we couldn’t do blended drinks but other things,” he says.\r\n\r\nSimilarly, apply the “keep it simple” rule to your pizzeria.\r\n\r\n“The only thing we cook is the pizza,” Grim says. “We have no kitchen or hood or fryer, or any of that stuff. We have a salad station. Anything that needs to be cooked, we cook in the oven. There’s no stove. Just the pizza.”\r\n\r\nFun waiting in a small space\r\nAt tiny Nomad’s on a busy night, owner Tom Grim ensures the time passes as quickly as possible. “We have a beautiful garden area, and people hang out and drink wine. They bring their own wine (in New Jersey, any restaurant can do that), and people love it,” he says.\r\n\r\nGrim also uses an app service called Nowait, a text message waitlist system. “People leave their number, walk around, and Nowait texts them when their table’s ready,” he says.\r\n\r\nIn a pinch, chalkboards also work for waits at small restaurants, says Jeff Pond, former owner of A4.\r\n\r\n“We took a pillar in the front area, made a chalkboard and had a running wait list. We didn’t take reservations and only sat 36 people. You could see how far along you were on the list,” he says.\r\n\r\nOriginally published by Pizza Today\r\nPhoto courtesy of Pizza Today', 'Small Spaces, Big Profits', '', 'publish', 'open', 'open', '', 'small-spaces-big-profits', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/small-spaces-big-profits', 0, 'thinking', '', 0), (2190, 1, '2016-06-06 19:49:51', '2016-06-06 19:49:51', 'On April 28, 2016, Saks Fifth Avenue formally unveiled its new flagship store in the Houston Galleria. The 200,000-square-foot store was designed and planned in partnership with CBX, the New York-based brand agency and retail design consultancy. Saks relocated to the prominent two-level anchor building from a smaller space at the mall, adding approximately 20,000 square feet to its footprint at The Galleria. This was the largest Saks project to date for CBX, which has designed departments for a number of other Saks locations.\r\nCBX’s role\r\nCBX’s assignment encompassed the exterior design of the building; master planning of the entire interior space; and design of all front-facing merchandise departments, back-of-house and stock areas, and customer amenities, such as the Fifth Avenue Club personal shopping area. CBX created new design elements that complemented Saks’ current interior design concept for several key departments, including jewelry, women’s lingerie, and the second-largest beauty and fragrance department in the entire Saks’ portfolio. In addition, the firm created “white box” designs for dedicated vendor shops occupying more than 27,000 square feet.\r\n\r\n“Saks Fifth Avenue is known for delivering an unparalleled personalized shopping experience and its new Houston Galleria store is no exception,” said Todd Maute, Partner at CBX. “The design strategy was to create unique moments that express the modernity, tactility, sensuality and femininity of the Saks brand. We used space planning, architectural design and materials to create a memorable shopping experience.”\r\n\r\nKey design features\r\nThe design of the exterior façade emulates a modern lattice aesthetic, and the customer valet entrance is graced with a covered walkway. At night, the exterior architecture is dramatically highlighted by soft, glowing LED lighting. Taking its inspiration from high-end fashion, CBX employed sculptural elements, colors, special lighting fixtures and materials to create a cohesive design. “Seamless transitions between the different departments maintain a consistent brand story while celebrating the merchandise within each space,” said Maute.\r\n\r\nCBX designed the store’s escalator as a major focal point in the customer’s journey, highlighted by a white ceramic gold-leaf sculpture by Pascale Girardin that spans two stories. “The sculpture depicts a just-sprayed mist, such as a fragrance, which rises from the escalator void to the second floor, where it dissipates,” explained James Sundstad, VP Branded Environments at CBX.\r\n\r\nThe stairway to the second level is no less visually striking. Inspired by the female form and its movements while dancing, the design of the stairway expresses the swaying movement of a dress during dance. Elsewhere, The Apothecary, a new department designed by CBX, serves as a backdrop to the expanded fragrance and beauty department. “The Apothecary is meant to be a curated space for creative merchandising of skincare products and gifting,” explained Sundstad. “It features custom-made shelving with a unique, bracketed detail that allows for flexible merchandising and visualizing the product.”\r\n\r\nThe women’s lingerie department, meanwhile, projects a sultry, seductive feel created by soft, low ambient lighting and elliptical ceiling treatments. A sweeping glass curved wall divides the main sales floor from the fitting rooms to create an intimate and private shopping experience within. Finally, the enhanced Fifth Avenue Club, situated adjacent to the Women’s collection department, features eight private suites for customers to try on the latest collections with the assistance of their personal shoppers.\r\n\r\nOriginally published by Retail Design Blog\r\nPhotos courtesy of Max Bolzonella\r\n\r\n\"01\" \"02\" \"03\" \"04\" \"05\" \"06\" \"07\" \"08\" \"09\" \"10\" \"11\" \"12\" \"14\" \"15\" \"16\" \"17\" \"20160426_114233\" \"20160426_115824\"', 'Saks Fifth Avenue Flagship Store by CBX, Houston – Texas', '', 'publish', 'open', 'open', '', 'saks-fifth-avenue-flagship-store-by-cbx-houston-texas', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenue-flagship-store-by-cbx-houston-texas', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2191, 1, '2016-06-09 16:08:25', '2016-06-09 16:08:25', 'At Pacific Northwest Retail Design Institute, Brand Agency\'s James Sundstad Encourages Retailers to Keep Tech Tools in Perspective and \"Dance\" With Their Customers -- Face-to-Face, Here and Now\r\nRetailers can fail to connect with their customers on a human level if they focus myopically on in-store and other tech tools, cautioned James Sundstad, VP of Branded Environments for brand agency CBX, at the Retail Design Institute\'s Pacific Northwest conference in Seattle.\r\n\r\n\"Smartphone addicts pay more attention to incoming texts than they do to the living, breathing human beings standing in front of them,\" Sundstad said. \"Many retailers focus overmuch on tech tactics such as video walls or geo-fencing, or on big-picture analytics about customers and markets. But the foundation of your brand strategy should be to forge meaningful, lasting relationships with actual people in the here and now -- especially when your competition includes the likes of Amazon.\"\r\n\r\nSundstad, a 35-year veteran of the retail design business, gave the talk (\"Why Algorithms Can\'t Dance: 5 Trends that are Humanizing Retail™\") on May 24 at Cincinnati-based RDI\'s Pacific Northwest regional event. The audience included leading retail design professionals as well as executives from major retailers such as Nordstrom, Ethan Allen and Amazon.\r\n\r\nWhether in life or retail, a singular focus on technology can lead to alienation and disconnection, Sundstad asserted during the presentation. \"Brand-building strategies need to hinge on the principles of building solid, long-lasting human relationships,\" he said. \"After you forge that connection on a human level, then, yes, you can use technology to enhance it. The key is to remember that technology is never a substitute.\"\r\n\r\nSundstad outlined five principles for humanizing retail and building customer connections.\r\n\r\nThe first -- \"Do \'You\'\" -- hinges on the need for authenticity, he explained. \"In a relationship, whether you\'re a romantic or the outdoorsy type or a homebody, just own who you are. Your partner will always see and appreciate the real you.\" Sundstad asked the audience to imagine a Twinkies package touting ingredients such as cane sugar, organic flour and farm-to-table, hand-churned butter made from grass-fed cows. \"People would never believe it,\" he said. \"Better for Twinkies to embrace its \'badness,\' its unhealthiness. If I want a Twinkie, I want it for all its caloric, indulgent, unhealthy glory. As a brand, in other words, it\'s OK to be who you really are.\"\r\n\r\nThe second principle -- \"Get Tribal\" -- focuses on the central role of community in human relationships. \"It\'s all about this idea of finding connection with people who are like-minded,\" Sundstad said. \"We need to create retail environments where people are motivated to come together around products and causes they believe in.\" The retail design veteran pointed to popular fitness studio SoulCycle. \"People joke about belonging to the \'SoulCycle tribe,\'\" he said. \"Creating a tribe is all about finding what motivates your customers and then giving them an environment in which to experience it with others. This encourages true connection.\"\r\n\r\nJust as honesty is one of the keys to friendships or romantic relationships, the third principle -- \"Get Naked\" -- focuses on the need to build trust with customers. \"Customers today want to know everything about your brand,\" Sundstad told the audience. \"The more open and honest you are with them, the better off you\'ll be in the long run.\" He cited the online clothing company Everlane, which provides customers with a detailed accounting of its markups, sourcing, costs and more as part of a drive toward what it calls \"radical transparency.\"\r\n\r\nRelationships can sometimes grow stale with time. The fourth principle -- \"Keep it Interesting\" -- highlights the need for continual reengagement. \"It\'s about keeping the spice of the relationship going and not falling into a predictable pattern,\" said Sundstad, who has worked with retailers such as Whole Foods, Starbucks, Jamba Juice and Walgreens, to name a few. \"What are you doing to create a different experience each time people come into your store? Once they enter your store, how are you making it fun and interesting? Are you encouraging connection?\"\r\n\r\nLastly, retailers can better connect with people if they \"Shut Up and Dance,\" Sundstad said. Dancing with a partner is never a one-sided affair, and yet many retailers simply present themselves to their customers, without asking or expecting anything in return. \"Good dancers closely engage with their partners, read their responses and then react in real time,\" he explained. \"Likewise, you want to create a customer engagement -- a dance -- that is mutual, empowering and encouraging.\" He cited Pret A Manger, where employees playfully give away free food to customers who engage with them by dancing, telling jokes or otherwise pleasing them. \"It\'s a delightful approach. Pret\'s employees are literally dancing with their customers,\" Sundstad related.\r\n\r\n\"The speed of life is always moving faster and faster, but it is time to slow down and connect -- human-to-human, brand-to-customer,\" he concluded. \"Algorithms can\'t dance, but you can.\"', 'CBX Expert: Technology Can Alienate Retailers From Their Customers', '', 'publish', 'open', 'open', '', 'cbx-expert-technology-can-alienate-retailers-from-their-customers', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-technology-can-alienate-retailers-from-their-customers', 0, 'thinking', '', 0), (2192, 1, '2016-06-10 15:34:50', '2016-06-10 15:34:50', 'Saks Fifth Avenue has relocated its store in Houston’s The Galleria, opening a larger space that offers the ultimate luxury department store experience.\r\nDesigned in partnership with CBX, the new Saks occupies approximately 200,000 sq. ft. on two shopping levels. In addition to an expanded merchandise selection, it houses the second largest beauty and fragrance department in the Saks portfolio, an enhanced Fifth Avenue Club with eight private shopping suites, and an outpost of a favorite local cocktail bar and restaurant. It also offers the company’s Saks at Your Service home-based personal shopping, styling and tailoring services.\r\n\r\nThe design inspiration is derived from mid-century, modern architectural principles, and features unexpected pops of colors and materials. Due to its massive size (more than twice the size of the average Saks), the store embodies unique architectural details and elements of surprise, including a dynamic sculptural staircase that appears as a ribbon dancing its way down from the second floor. An eclectic mix of found and custom furniture, fixtures, decorative lighting and accessories are found throughout the space, along with innovative, and sometimes non-conventional, hand-crafted and hand-applied materials and finishes.\r\n\r\nStore highlights include the lingerie department, which a new design concept that includes hand-folded and painted wall covering as well as a curved glass wall functioning as the mannequin display. The beauty and fragrance department has nine beauty shops and five fragrance shops, roofed with Pascale Girardin hanging porcelain sculptures, and covered with custom mosaic flooring from Sicis and Cesarstone countertops.\r\n\r\n\"07\" \"08\" \"09\" \"12\" \"13\" \"15\" \"17\" \"02\" \"04\"\r\n\r\nOriginally published by Chain Store Age\r\nPhotos courtesy of Max Bolzonella', 'Saks Fifth Avenue, The Galleria, Houston', '', 'publish', 'open', 'open', '', 'saks-fifth-avenue-the-galleria-houston', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenue-the-galleria-houston', 0, 'thinking', '', 0), (2193, 1, '2016-06-10 20:43:40', '2016-06-10 20:43:40', 'Saks Fifth Avenue recently unveiled its new flagship store in the Houston Galleria. The 200,000-sq.-ft. store was designed and planned in partnership with CBX, the New York-based brand agency and retail design consultancy.\r\n\"04\"\r\n\r\nCBX created new design elements that complemented Saks’ current interior design concept for several key departments, including jewelry, women’s lingerie, and the second-largest beauty and fragrance department in the entire Saks’ portfolio.\r\n\r\n\"05\"\r\n\r\nSaks relocated to the prominent two-level anchor building from a smaller space at the mall, adding approximately 20,000 square feet to its footprint at The Galleria. This was the largest Saks project to date for CBX.\r\n\r\n\"07\"\r\n\r\nCBX designed the store’s escalator as a major focal point in the customer’s journey, highlighted by a white ceramic gold-leaf sculpture by Pascale Girardin that spans two stories.\r\n\r\n\"08\"\r\n\r\nThe women’s lingerie department projects a sultry, seductive feel created by soft, low ambient lighting and elliptical ceiling treatments. A sweeping glass curved wall divides the main sales floor from the fitting rooms to create an intimate and private shopping experience within.\r\n\r\n\"15\"\r\n\r\nCBX employed sculptural elements, like this chandelier in the Women\'s Collection.\r\n\r\n\"17\"\r\n\r\nThe enhanced Fifth Avenue Club, situated adjacent to the Women’s collection department, features eight private suites for customers to try on the latest collections with the assistance of their personal shoppers.\r\n\r\n\"20160426_114233\"\r\n\r\nThe Apothecary, a new department designed by CBX, serves as a backdrop to the expanded fragrance and beauty department. It features custom-made shelving with a unique, bracketed detail that allows for flexible merchandising and visualizing the product.\r\n\r\nOriginally published by design:retail\r\nPhotos courtesy of Max Bolzonella', 'Saks Fifth Avenue, Houston', '', 'publish', 'open', 'open', '', 'saks-fifth-avenue-houston', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenue-houston', 0, 'thinking', '', 0), (2194, 1, '2016-06-01 21:28:33', '2016-06-01 21:28:33', 'Sometimes the only way to meet internal and external demands is through fundamentally changing the business.\r\nOn June 10, 2015, natural and organic grocer Whole Foods Market introduced the official name for the newest member of its family. The name, 365 by Whole Foods Market, \"celebrates our belief that fresh healthy foods can be readily available to more people in an affordable way every day…365 days a year,\" Jeff Turnas, president of the new unit, wrote that day on Whole Story, the retailer\'s blog. \"It also tips our hat to our popular 365 Everyday Value brand, which our shoppers seek out for quality, transparency and great value—the same attributes to come with our smaller store format.\"\r\n\r\nCARE BEFORE TRANSFORMATION\r\n\r\nChange of some kind, of course, is always necessary in a retail environment. But retailers must take care before instituting truly transformative changes, experts stress.\r\n\r\n\"Change can be good, but radical change in a brand can be problematic,\" cautions consultant Steven Platt. Case in point: J.C. Penney\'s push to move away from sales and into an everyday low price format alienated the company\'s core customers, Platt notes.\r\n\r\nThat\'s why thoughtful planning before any restructuring is so important, Bishop says.\r\n\r\n\"Start the process before you have a problem—that way, there is no panic, no pressure,\" Bishop says. \"The industry is changing so fast that you have to be monitoring changes regularly and examining what they mean to you.\"\r\n\r\nThat monitoring should reveal where vulnerabilities in relation to your customers exist, and where your customers want to go that they\'re not able to go. \"Step in so you will be the answer,\" Bishop advises.\r\n\r\n\"My advice would be to ensure that any major changes be firmly grounded in a clear understanding of consumer needs, and a sober assessment of competitive dynamics and internal competencies,\" echoes Dustin Longstreth, senior vice president and strategy group director at CBX, a New York City-based full-service branding firm. \"This will focus resources towards the areas where you truly have a right to win.\"\r\n\r\nBeing specific about how a restructuring initiative will help you will do better is a second important step, Bishop says: \"You have to nail a clear strategy before you start doing things, or you will end up redoing them.\"\r\n\r\nFinally, accepting the sometimes hard reality that investing in new assets while divesting of old ones has to be part of any restructuring plan.\r\n\r\n\"Get rid of assets that don\'t have profitability,\" Bishop says. \"For example, you might want to keep a marginally performing, 35,000-sq.-ft. store. But given the distraction [it causes], and the challenge of allocating scarce resources, you might have to get rid of it. Part of the restructuring process is letting go.\"\r\n\r\nDaniels sums up the steps retailers who are exploring restructuring should take even more simply:\r\n\r\n\"Understand how consumers are shifting; embrace technology; and focus on taking the cost out of the business,\" he says. \"Price and service are big issues, and will continue to be.\"\r\n\r\nRead the full article on Retail Leader\r\nPhoto courtesy of Whole Foods', 'The Road To Restructuring', '', 'publish', 'open', 'open', '', 'the-road-to-restructuring', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-road-to-restructuring', 0, 'thinking', '', 0), (2195, 0, '2018-09-27 16:54:20', '2018-09-27 16:54:20', '', 'bionic-glove', '', 'inherit', 'open', 'closed', '', 'bionic-glove', '', '', '2018-09-27 16:54:20', '2018-09-27 16:54:20', '', 1775, 'http://cbx.cappendev.com/app/uploads/2018/09/bionic-glove.jpg', 0, 'attachment', 'image/jpeg', 0), (2196, 1, '2016-05-12 16:27:54', '2016-05-12 16:27:54', 'Competitive pricing is no longer the only value own brands add to retailers. They can build reputation, loyalty and sales, but their design and management requires a considered approach and careful research into audience and category behaviors.\r\nHaving an own brand offers well-documented benefits. It can be a boon to business financially and reputationally. However, how companies in different places around the world build, manage and implement these brands varies widely. Considerations must take into account packaging design, category, audience, fit with the corporate brand and perception. Successfully achieving an effective own brand requires a deft hand and a keen understanding of audience.\r\n\r\n...\r\n\r\nDesign and packaging are key considerations when developing an own brand, particularly when consolidating brands. CBX, a New York-based brand agency, developed six labels – from over 60 existing brands – for Walgreens that were suited to their categories. Similarly, its work for chemist Duane Reade focuses on audience and category while using creative packaging techniques, doubling private label sales. Even more starkly, it cut American warehouse retailer BJ’s Wholesale’s own brands down to two, one for food brands and one for non-food brands.\r\n\r\nRead the full article in Transform magazine', 'Own Brands, From Value Driven to Valuable', '', 'publish', 'open', 'open', '', 'own-brands-from-value-driven-to-valuable', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/own-brands-from-value-driven-to-valuable', 0, 'thinking', '', 0), (2197, 1, '2016-06-06 16:48:58', '2016-06-06 16:48:58', 'Two restaged brands have generated high hopes in the skin care and hair care categories.\r\nThe Cetaphil skin care brand has been revamped by Galderma Laboratories L.P., while Hain Celestial’s Avalon Organics skin care and hair care products have been repositioned by brand agency CBX. Cetaphil has undergone a full graphics and packaging upgrade to provide a more simplified shopping experience at shelf and improved portfolio differentiation, as well as clarity of product benefits.\r\n\r\n…\r\n\r\nAvalon Organics, one of the first brands to offer a full line of certified organic products, has been given a fresh perspective for a new era by CBX. The brand got its start when organic personal care products were mainly purchased by well-educated, high-income women in their 30s or 40s with kids, noted CBX managing partner Gregg Lipman. “Avalon Organics earned a reputation for offering the highest-possible quality personal care products” he said. “As the consumer has evolved, Millenial and Gen X women crave an emotional connection ‘beyond organic.’ It was time to clarify Avalon Organics brand story for today.”\r\n\r\nTo that end, CBX experts in branding, design strategy, and verbal strategy relied on extensive consumer conversations to reframe the brand with the personal care team at Hain Celestial. In addition to creating the new packaging, design, and nomenclature systems for Avalon’s five product lines, the team built a brand book, defined visual and verbal principles with expansive voice guidelines for use in social media and other communications, and conducted personal training to support writing around the new master brand.\r\n\r\nMultiple research sessions by CBX revealed the extent to which Avalon consumers had shifted to what the CBX came to classify as “Modern Hollistics”—including contemporary Gen X or Millennial consumers who crave an emotional connection, in addition to caring about the safety and quality of the beauty products they use.\r\n\r\n“It is always critically important to consider where a brand is in relation to culture,” Lipman said. “CBX’s research process engaged women in conversations about the role of beauty in their lives and focused on beauty-themed stories to discern the specific language that most resonated with them.”\r\n\r\nThe new products are available at Whole Foods Market, Target, Walmart, drug stores, grocery stores, and natural food stores, as well as at avalonorganics.com\r\n\r\nWhat emerged was an appreciation for beauty that is beyond skin deep, Lipman related. It was really important to consumers “that it was deep, stable, and all-encompassing,” he said.\r\n\r\nOriginally published by Chain Drug Review', 'Makeovers Reinvigorate Two Brands', '', 'publish', 'open', 'open', '', 'makeovers-reinvigorate-two-brands', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/makeovers-reinvigorate-two-brands', 0, 'thinking', '', 0), (2198, 0, '2018-09-27 16:54:21', '2018-09-27 16:54:21', '', '1012_CSA_OnlineOnTheStreet', '', 'inherit', 'open', 'closed', '', '1012_csa_onlineonthestreet', '', '', '2018-09-27 16:54:21', '2018-09-27 16:54:21', '', 1776, 'http://cbx.cappendev.com/app/uploads/2018/09/1012_CSA_OnlineOnTheStreet.jpg', 0, 'attachment', 'image/jpeg', 0), (2199, 1, '2016-05-17 17:12:11', '2016-05-17 17:12:11', 'Saks Fifth Avenue is pleased to reveal details regarding the relocation of its store within The Galleria in Houston, TX. The new, 200,000 square foot, two-level Saks Fifth Avenue store is expected to open on April 28.\r\n“This store demonstrates our commitment to the important Houston market. It’s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers – both current and new – in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,” commented Marc Metrick, President of Saks Fifth Avenue.\r\n\r\nDesigned in partnership with CBX, the new location boasts 20,000 square feet more than the existing store, providing space to showcase the second largest beauty and fragrance department in the Saks Fifth Avenue portfolio, including an all-new 10022-SHOE department. Many additional designers will be showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, will also be featured.\r\n\r\nThe store will also offer Saks At Your Service bringing the best of Saks Fifth Avenue to customers via a custom Mercedes-Benz Sprinter, which will travel directly to a client’s home, office, or hotel room.\r\n\r\n51Fifteen Restaurant & Lounge, a local favorite recognized for its distinctive cuisine, will join Saks Fifth Avenue in opening in the new location, serving both lunch and dinner. In addition to private dining, an active bar, Bar 12, will wrap the staircase in the center of the first floor.\r\n\r\nOriginally published by Beauty Fashion Fragrance\r\nPhoto courtesy of Max Bolzonella', 'Saks Fifth Avenue Unveils Plans For New Store In Houston', '', 'publish', 'open', 'open', '', 'saks-fifth-avenue-unveils-plans-for-new-store-in-houston-3', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenue-unveils-plans-for-new-store-in-houston-3', 0, 'thinking', '', 0), (2200, 0, '2018-09-27 16:54:21', '2018-09-27 16:54:21', '', 'nacs_show-1', '', 'inherit', 'open', 'closed', '', 'nacs_show-1', '', '', '2018-09-27 16:54:21', '2018-09-27 16:54:21', '', 1777, 'http://cbx.cappendev.com/app/uploads/2018/09/nacs_show-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2201, 1, '2016-07-01 20:54:12', '2016-07-01 20:54:12', 'Midwestern chain Kum & Go is elevating the c-store experience from the traditional grab-and-go to destination retail with a new Marketplace concept.\r\nWhen you think convenience store, do you think LEED-certified building, fresh food, warm and inviting interior, and growler bars? Nope. Well Kum & Go is trying to change that mindset with a new store concept—a market prototype dubbed Kum & Go Marketplace—that is setting a new standard for the c-store sector.\r\n\r\nEstablished in 1959 in Hampton, Iowa, Kum & Go is a family-owned business and the fifth-largest privately held and company-operated convenience store chain in the United States. It currently employs 5,000 associates across 430 stores and has a presence in 11 states (Iowa, Arkansas, Colorado, Minnesota, Missouri, Montana, Nebraska, North Dakota, Oklaoma, South Dakota, and Wyoming).\r\n\r\n“Kum & Go is an industry pioneer founded on providing exceptional service and delivering more than what customers expect,” says Chris Jones, senior vice president, marketing at Kum & Go. “The Marketplace concept was developed to align with our evolved brand promise and continued focus on fresh food options.”\r\n\r\nNew York-based brand agency and retail design consultancy CBX worked with Kum & Go on the design concept, while Missouri-based BRR Architects helped adapt the concept to the 6,000-sq.-ft. prototype store in Johnston, Iowa.\r\n\r\nThe innovation of the prototype comes with the prioritization of the food offering. An open kitchen serves as the store’s centerpiece, with a major objective of showcasing quality and freshness. This featured area uses materials that communicate a more sophisticated kitchen, such as white subway tile, marble-like countertops and stainless steel.\r\n\r\n“This is an area that is typically not seen,” explains Todd Maute, a partner at CBX. “Kum & Go wanted to elevate the food offering, showing the great quality to the customer.”\r\n\r\nJones adds that the kitchen was a focus for the brand, because that is where the company sees the most potential for growth. “We’ve opened up the kitchen and put the food preparation area front and center, so customers can watch us prepare fresh, delicious food that they can eat right in our store or on the patio outside” he says.\r\n\r\nDisplay units were lowered in order to create consistent sightlines throughout the store to simplify navigation, improve shopability and maintain the focus on the fresh food offerings from every angle. Express Checkouts adjacent to the entry were incorporated for customers who need to complete a fast transaction.\r\n\r\nJust as the kitchen is the heart of the home, Kum & Go wanted to reiterate that family-owned commitment and invite customers in with that same sense of warmth and comfort. Architecture and design details draw on residential cues.\r\n\r\n“The overhanging canopy on the exterior offers the appeal of a low-hanging prairie-style home, a simple, modern approach to the architecture that creates that residential scale and feel,” says Joseph Muscarella, design director at CBX.\r\n\r\nMaterials and finishes, such as the subway tile and marble-like surfaces, reinforce the residential cues. While these selections infuse a clean modern aesthetic, the use of wood adds warmth and texture. The lighting strategy was meant to accentuate the interior design, creating a moody and dramatic feel in contrast to the typically bright and glaringly overlit convenient store. Black details add a classic, sophisticated appeal, while red accents serve as highlights that speak to the Kum & Go brand.\r\n\r\nIn addition to the signature brand color, the brand story is clearly communicated using the iconic ampersand. From the exterior fascia and door hardware to halo light ceiling details and even donuts, the ampersand amplifies the brand experience. For Kum & Go, the ampersand truly represents what the company stands for, “Where & means more.” This detail reinforces the goal of the prototype communicating that Kum & Go offers more than a typical convenience store.\r\n\r\nAnd the space does offer much more—from the open kitchen, indoor and outdoor seating and nicely articulated restrooms to elevated offerings such as complimentary Wi-Fi and charging stations, a walk-in cooler (or “beer cave”) and a growler station with locally brewed beers.\r\n\r\nCreating a connection to the local community was important, as Kum & Go is dedicated to the communities it serves, including sharing 10 percent of its profits with charitable causes. An 8-ft.-tall, 7-ft.-wide ampersand sculpture brings the brand message curbside. A Des Moines-based artist, Sticks, integrated keywords and imagery that reflect area attractions and slogans as a way to pay tribute to the Johnston community on one side of the sculpture, with Kum & Go brand elements and core values on the other. The brand also demonstrates its commitment to the community and the environment through its sustainability standards. Material selections and initiatives like the water retention capture have earned this prototype store LEED recognition.\r\n\r\n“The whole approach is such a dichotomy to the traditional convenience store,” Maute says. “Here, it is not grab what you need and go. Kum & Go invites you to stay and linger.” For Kum & Go, this store concept is a natural extension of their brand promise. Jones explains: “As our customers’ needs change and evolve, we want to keep up with them to provide everything they need and more from our convenience stores.”\r\n\r\n\"XH2R7610\"\r\nThe Kum & Go ampersand sculpture pays tribute to the community on one side and the essence of the store on the other.\r\n\r\n\"160216_Kum\r\nLowered display heights and enhanced signage create continuous sightless that help customers easily navigate the store.\r\n\r\n\"160216_Kum\r\n\r\n\"197H7644\"\r\nThe material applications and lighting strategy create a more modern and sophisticated approach to c-store design.\r\n\r\n\"160216_Kum\r\nDedicated innovation space, such as the growler bar, provides the opportunity to test out new ideas that elevate the customer experience.\r\n\r\nOriginally published in design:retail', 'Kum &...Stay?', '', 'publish', 'open', 'open', '', 'kum-stay', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/kum-stay', 0, 'thinking', '', 0), (2202, 0, '2018-09-27 16:54:22', '2018-09-27 16:54:22', '', '1112_WSJ_MarketingDecode', '', 'inherit', 'open', 'closed', '', '1112_wsj_marketingdecode', '', '', '2018-09-27 16:54:22', '2018-09-27 16:54:22', '', 1778, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_WSJ_MarketingDecode.jpg', 0, 'attachment', 'image/jpeg', 0), (2203, 0, '2018-09-27 16:54:22', '2018-09-27 16:54:22', '', '1112_WSJ_MarketingDecode-1', '', 'inherit', 'open', 'closed', '', '1112_wsj_marketingdecode-1', '', '', '2018-09-27 16:54:22', '2018-09-27 16:54:22', '', 1778, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_WSJ_MarketingDecode-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2204, 0, '2018-09-27 16:54:22', '2018-09-27 16:54:22', '', '1112_How_OfficeSpace2', '', 'inherit', 'open', 'closed', '', '1112_how_officespace2', '', '', '2018-09-27 16:54:22', '2018-09-27 16:54:22', '', 1779, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_How_OfficeSpace2.jpg', 0, 'attachment', 'image/jpeg', 0), (2205, 0, '2018-09-27 16:54:23', '2018-09-27 16:54:23', '', '1112_How_OfficeSpace2', '', 'inherit', 'open', 'closed', '', '1112_how_officespace2-2', '', '', '2018-09-27 16:54:23', '2018-09-27 16:54:23', '', 1779, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_How_OfficeSpace2.jpg', 0, 'attachment', 'image/jpeg', 0), (2206, 1, '2016-07-01 14:41:11', '2016-07-01 14:41:11', '1. Saks Fifth Avenue, HoustonOpened: April 2016\r\n\r\n2. Ballard Designs, Philadelphia\r\nOpened: November 2015\r\n\r\n3. M&M Meat Shops, Kitchener, Ontario, Canada\r\nOpened: September 2015\r\n\r\n4. LUSH, New York\r\nOpened: April 2016\r\n\r\nCheck out additional images of these stores and more at designretailonline.com/projectgallery\r\n\r\nOriginally published in design:retail\r\nPhoto courtesy of Max Bolzonella', 'New Store Watch', '', 'publish', 'open', 'open', '', 'new-store-watch', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/new-store-watch', 0, 'thinking', '', 0), (2207, 0, '2018-09-27 16:54:23', '2018-09-27 16:54:23', '', 'GoodDelish_web20122', '', 'inherit', 'open', 'closed', '', 'gooddelish_web20122', '', '', '2018-09-27 16:54:23', '2018-09-27 16:54:23', '', 1780, 'http://cbx.cappendev.com/app/uploads/2018/09/GoodDelish_web20122.jpg', 0, 'attachment', 'image/jpeg', 0), (2208, 0, '2018-09-27 16:54:23', '2018-09-27 16:54:23', '', 'GoodDelish_web20122', '', 'inherit', 'open', 'closed', '', 'gooddelish_web20122-2', '', '', '2018-09-27 16:54:23', '2018-09-27 16:54:23', '', 1780, 'http://cbx.cappendev.com/app/uploads/2018/09/GoodDelish_web20122.jpg', 0, 'attachment', 'image/jpeg', 0), (2209, 1, '2016-07-14 16:04:00', '2016-07-14 16:04:00', 'Brand agency works with She Should Run to add punch and clarity to its messaging; organization inspires women and girls to get in the race for public leadership to make a bigger impact.\r\nShe Should Run, a nonprofit committed to advancing women and girls in public leadership, is armed with a new messaging strategy thanks to pro-bono help from brand agency CBX.\r\n\r\n“The role of women and girls in politics is receiving more attention than ever thanks to the historic 2016 presidential campaign,” noted CBX Creative Director Lesley Stordahl. “While national attention is on the presidency and top 30 elected positions, there are over 500,000 seats in public leadership. Only 20% of those seats are held by women. She Should Run is there to encourage women to take a seat at the table and amplify their voice in the national debate.”\r\n\r\nExperts from CBX helped Washington, D.C.-based She Should Run add punch and clarity to its messaging by leveraging the proven principles of brand communication. She Should Run frequently collaborates with corporate and other partners to find new ways to motivate girls to explore leadership opportunities. The latest example is the nonprofit’s partnership with Mattel, Inc. on the new President and Vice President Barbie®, launched this week.\r\n\r\nWhile She Should Run’s “Ask a Woman to Run” nomination program has reached more than 100,000 women over the years, the nonprofit has simultaneously broadened and diversified its programs. “This strong growth added complexity to She Should Run’s messaging challenges,” Stordahl said. “Our solution was to employ a unifying framework similar to what you might find on the drawing board for a major CPG brand.”\r\n\r\nCrafting a meaningful messaging strategy started with a deeper understanding of the barriers women face getting into the race for public office. Originally, She Should Run described itself as “A national network committed to advancing women and girls in public leadership.” But by understanding the barriers, CBX was able to help SSR reframe the conversation in a more relevant and compelling way. The new statement is: “A national network committed to inspiring more women and girls to get in the race for public leadership to make a bigger impact.”\r\n\r\nUsing these insights, messaging experts from CBX helped She Should Run sharpen the aim of communications to more precisely hit on the needs and motivations of potential female candidates. The three key messages are: “Wish You Were Here,” “Fit in the Picture” and “Proactive Change.”\r\n\r\n“These three messages form the cornerstones of a clear She Should Run story,” Stordahl explained. “She Should Run shines a light on what’s missing in politics, and they help women envision themselves in the political picture (no matter their circumstances). They inspire proactive change by showing public leadership as a direct path to a better future.”\r\n\r\nWhile She Should Run is certainly part of the political world, the new messaging framework moves away from political, inside-the-Beltway language in favor of the higher-order messages of the brand model, Stordahl noted. Now, She Should Run is integrating the new approach into its Ask A Woman To Run program, “Warm Up” newsletter, social media communications, media interviews, speeches and more, she said.\r\n\r\n“We’re proud to have helped She Should Run establish a clear direction and voice for the future,” Stordahl said. “This messaging won’t just inspire language for existing programs—it will serve as a foundation as the rapidly growing organization collaborates with new partners, pitches potential sponsors and, most importantly, inspires new generations of women and girls to make an impact at all levels of the public leadership.”\r\n\r\nAs noted, the most recent example of that collaboration is the organization’s partnership with Mattel on the President and Vice President Barbie® launch. “While female leadership continues to reach new milestones, only 39 percent of girls say they want to be a leader, according to a survey by the Girl Scout Research Institute,” noted Erin Cutraro, co-founder and CEO of She Should Run. “The Barbie line’s first female presidential and vice presidential ticket is a way of harnessing the power of young girls’ imagination to help them discover their own leadership potential. Ideally, it will lead to more girls in leadership roles in the years to come.”', 'CBX Helps Nonprofit In Quest To Inspire More Females To Enter Politics', '', 'publish', 'open', 'open', '', 'cbx-helps-nonprofit-in-quest-to-inspire-more-females-to-enter-politics-2', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-helps-nonprofit-in-quest-to-inspire-more-females-to-enter-politics-2', 0, 'thinking', '', 0), (2210, 0, '2018-09-27 16:54:24', '2018-09-27 16:54:24', '', '1112_Huff_RefreshAmerica', '', 'inherit', 'open', 'closed', '', '1112_huff_refreshamerica', '', '', '2018-09-27 16:54:24', '2018-09-27 16:54:24', '', 1781, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_Huff_RefreshAmerica.jpg', 0, 'attachment', 'image/jpeg', 0), (2211, 0, '2018-09-27 16:54:24', '2018-09-27 16:54:24', '', '1112_Huff_RefreshAmerica', '', 'inherit', 'open', 'closed', '', '1112_huff_refreshamerica-2', '', '', '2018-09-27 16:54:24', '2018-09-27 16:54:24', '', 1781, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_Huff_RefreshAmerica.jpg', 0, 'attachment', 'image/jpeg', 0), (2212, 1, '2016-07-20 20:41:56', '2016-07-20 20:41:56', 'CBX crafted a new brand strategy for new, pro-bono client, She Should Run, a nonprofit to advance women and girls in public leadership. She Should Run collaborates with corporate partners to develop ways to motivate girls to explore leadership opportunities. The latest example is the company\'s partnership with Mattel, Inc. on the new President and Vice President Barbie, launched this week. \"While female leadership continues to reach new milestones, only 39 percent of girls say they want to be a leader, according to a survey by the Girl Scout Research Institute,\" said Erin Cutraro, co-founder and CEO of She Should Run. \"The Barbie line\'s first female presidential and vice presidential ticket is a way of harnessing the power of young girls\' imagination to help them discover their own leadership potential. Ideally, it will lead to more girls in leadership roles in the years to come.\"\r\nOriginally published by MediaPost', 'CBX Creates Pro-Bono Work For She Should Run', '', 'publish', 'open', 'open', '', 'cbx-creates-pro-bono-work-for-she-should-run-2', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-creates-pro-bono-work-for-she-should-run-2', 0, 'thinking', '', 0), (2213, 1, '2016-06-13 15:59:20', '2016-06-13 15:59:20', 'When London International Awards (LIA) became the first global awards to recognize the role of naming last year, they didn’t quite realize what they’d started.\r\nThe impetus back in 2015 was the “What About Naming” campaign launched by New York-based brand agency, CBX, aiming to give the power of language in branding its own recognition.\r\n\r\nBut a phenomenal response to including Verbal Identity as a section in the Design Jury was followed by even more ‘What About….?’ questions from agency chiefs:\r\n\r\nWhat about the power of a great endline? What about the impact of a unique tone of voice? What about effect of brilliant copywriting?\r\n\r\n“Verbal Identity is much more than just a design category,” explains Barbara Levy, Founder and President of LIA. “It has many components, and thus deserves its own jury. LIA thought it was a great idea to create a separate medium with individual categories for the many elements and to invite a panel to judge it.\"\r\n\r\nSo this year, LIA further cements its position as one of the world’s most progressive and forward-thinking competitions by introducing Verbal Identity for the first time in advertising awards history as its own medium with a standalone jury.\r\n\r\nPresiding over this year’s Verbal Identity Jury will be Chris West, Founder of Verbal Identity Ltd. in London. On the decision to appoint Chris, Barbara comments: “Chris, whose company is appropriately named Verbal Identity, actually called us last year after seeing that we’d added Verbal Identity as a category [in Design]. He explained the many facets of Verbal Identity to us, his great passion for words and his enthusiasm for LIA recognizing their importance to the industry laying the groundwork for where we are now with the medium. We invited Chris to be the inaugural Jury President and he gladly accepted.”\r\n\r\n“My ego is now rampant – I think I’ll be a monster!” jokes Chris about the honour of being the first-ever Verbal Identity Jury President. “Luckily, the jury is composed of some of the best writers and namers, all with outstanding experience, from across the world. We understand language like others understand visual identity or numbers.”\r\n\r\nJoining Chris on this year’s maiden Verbal Identity Jury, among other notable names, will be Rachel Bernard, CBX’s Vice President of Verbal Strategy. “She’s the best of the best with her skill set,” says Rick Barrack, Chief Creative Officer of CBX and 2015 LIA Design Juror. “I’m excited to see the winners from this year’s entries and you can rest assured that damn good work will be honored.”\r\n\r\nThe jury will encompass skill-sets from all around the world. Amanda Liu will represent China’s leading naming agency, Labbrand Brand Innovations. The world of business is recognized by the inclusion on the jury of one of the most well-read writers on writing: the Wall Street Journal’s Ben Zimmer, who has a regular column in the WSJ. Steve Martin of Eat Design will be joining the jury from Japan. And one of the UK’s most highly respected ad agency writers, Sean Doyle, completes the group of linguistic experts.\r\n\r\nSays Chris: “The industry is changing. Clients are asking for a strong verbal identity like they used to insist on a clear and consistent visual identity. When 8 out of 10 channels are dominated by language, it’s never been more important. Language means so much to us; words reveal how we categorize the world and that’s crucially important in branding - it’s language which starts to build concepts and brands.”\r\n\r\nThe LIA 2016 Entry System is now accepting entries. The initial Entry Deadline is 10th June. Judging will take place in Las Vegas from 6th October to 14th October. The shortlists will be announced as each judging session concludes, with Winners being announced 8th November. For more information on submissions and eligibility, please visit http://www.liaawards.com/enter/eligibility/\r\n\r\nOriginally published on LIAawards.com', 'How LIA is Finally Giving Verbal Identity the Recognition it Deserves', '', 'publish', 'open', 'open', '', 'how-lia-is-finally-giving-verbal-identity-the-recognition-it-deserves', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-lia-is-finally-giving-verbal-identity-the-recognition-it-deserves', 0, 'thinking', '', 0), (2214, 0, '2018-09-27 16:54:24', '2018-09-27 16:54:24', '', '1112_PLB_ExcelenceAwards1', '', 'inherit', 'open', 'closed', '', '1112_plb_excelenceawards1', '', '', '2018-09-27 16:54:24', '2018-09-27 16:54:24', '', 1782, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_PLB_ExcelenceAwards1.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2215, 0, '2018-09-27 16:54:24', '2018-09-27 16:54:24', '', '1112_PLB_ExcelenceAwards1', '', 'inherit', 'open', 'closed', '', '1112_plb_excelenceawards1-2', '', '', '2018-09-27 16:54:24', '2018-09-27 16:54:24', '', 1782, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_PLB_ExcelenceAwards1.jpg', 0, 'attachment', 'image/jpeg', 0), (2216, 1, '2016-07-13 19:36:15', '2016-07-13 19:36:15', '
    Allison Koller, Executive Creative Director at CBX, discusses how cliche the portrayal of women is in advertisements today, and how we can take steps to reshape those marketing campaigns to represent real women in the future.\r\n\r\nAllison has been with CBX since its inception. As Executive Creative Director, she is responsible for providing creative inspiration, vision and strategic guidance for the design team. Her work has been recognized by the creative industry through numerous awards.\r\n\r\nThis talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at http://ted.com/tedx\r\n\r\nOriginally published on tedxtalks.ted.com', 'Get Real: Branding Beyond The Cliche', '', 'publish', 'open', 'open', '', 'get-real-branding-beyond-the-cliche-2', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/get-real-branding-beyond-the-cliche-2', 0, 'thinking', '', 0), (2217, 0, '2018-09-27 16:54:25', '2018-09-27 16:54:25', '', '1112_MPV_Ology1', '', 'inherit', 'open', 'closed', '', '1112_mpv_ology1', '', '', '2018-09-27 16:54:25', '2018-09-27 16:54:25', '', 1784, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_MPV_Ology1.jpg', 0, 'attachment', 'image/jpeg', 0), (2218, 0, '2018-09-27 16:54:25', '2018-09-27 16:54:25', '', '1112_MPV_Ology1', '', 'inherit', 'open', 'closed', '', '1112_mpv_ology1-2', '', '', '2018-09-27 16:54:25', '2018-09-27 16:54:25', '', 1784, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_MPV_Ology1.jpg', 0, 'attachment', 'image/jpeg', 0), (2219, 1, '2018-09-27 17:56:33', '0000-00-00 00:00:00', 'Stark, unattractive value-tier packaging design is losing favor with customers.\r\nOne-third of consumers consciously seek out private label products to save money, states Chicago-based IRI in its January 2015 report \"Private Label & National Brands: Dialing in on Core Shoppers.\" More than five years after the official end of the Great Recession, consumers continue to search for affordable grocery options, and nearly half (46 percent) of consumers say they are planning to purchase affordable brands more frequently in the coming year. For this reason, many retailers have started to give their opening-price-point private brands greater attention.\r\n\r\nTodd Maute, a partner with New York-based CBX, agrees that there has been a \"recent resurgence\" in value-tier products.\r\n\r\n\"They are being treated more strategically than they have been in the past,\" he says, especially when it comes to their packaging design. Typically, standard value-tier packaging was \"basic\" and \"cheap\" looking because retailers wanted to convey to consumers that the product was inexpensive. However, recent private brand packaging redesigns and opening-price-point brand introductions indicate that retailers are changing the way they present their value tier to consumers.', 'Anything But Basic', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=2219', 0, 'thinking', '', 0), (2220, 1, '2016-07-26 15:06:47', '2016-07-26 15:06:47', 'Work\'s out and it\'s time for happy hour. Where to go for a stiff drink?\r\nOne surprising destination of choice: Urban Outfitters. The hipster retailer has begun to offer customers much more than clothing at certain locations. Now visitors can shop, or just head for its bar area.\r\n\r\nAiming to stand out in a world overflowing with retail shops and online competitors, some chains want to become destinations for diners and drinkers, not just shoppers.\r\n\r\nThe Urban Outfitters here in Brooklyn, called Space Ninety 8, has two bars — one on the roof and another on the third floor near the men\'s department — as well as an Israeli barbecue restaurant. The store doesn\'t discourage walking around the clothing displays with a drink in hand.\r\n\r\nUrban Outfitters has two other stores with bars — one in Los Angeles and another in Austin.\r\n\r\nIt\'s not alone:\r\n\r\n• Barnes & Noble — which already has in-store cafes — plans to open some stores this fall that will include sit-down restaurants and have alcohol on the menu.\r\n\r\n• A Target store in Chicago has a Starbucks that serves the coffee chain\'s \"evenings\" menu with wine and beer.\r\n\r\n• Accessories retailer Shinola, best known for its high-end wristwatches, is partnering with Washington-based bar owner Derek Brown on a drink concept set to open in its store there next year.\r\n\r\nStandalone retailers are borrowing the time-tested technique of shopping malls and high-end department stores, where quick Chinese food or ritzy cafes have long offered respite to exhausted customers. Now the strategy is being adopted as a survival technique by shops that once might have frowned at letting customers roam displays of blouses and leather handbags while carrying food or a drink.\r\n\r\n\"You have to give people a reason to come to the store other than just duplicating what they can buy online,\" says Shinola Chief Marketing Officer Bridget Russo.\r\n\r\nThose who come in for edible fare may be more apt to linger, and in turn, spend more time with the merchandise, says James Sundstad, vice president of branded environments at strategy, branding and retail design firm CBX. \" \"You\'re giving them a reason to be there that isn’t just about buy something or get out,\" he says.\r\n\r\nThe recent performance of retail shops vs. restaurants offers an idea of why retailers are embracing this strategy. Restaurant sales increased 10% between April 2014 and April 2015, according to data from research firm Nielsen. Retail sales — excluding food and auto sales — have had about 2% to 4% growth in recent years, according to Department of Commerce figures.\r\n\r\nPeople may not be in the market for a new shirt or pair of jeans very often, but \"everyone’s eating out at some point during the week,\" says Anjee Solanki, national director of retail services in the U.S. for real estate firm Colliers International.\r\n\r\nFor the new Barnes & Noble restaurant concept, it\'s expected that food and beverage will make up more of the store\'s sales than those categories do now — at less than 10% — as well as drive traffic through the rest of the store, says Jaime Carey, president of development and restaurant group for the chain.\r\n\r\nAt Urban Outfitters\' amped-up stores, which also host events such as movie nights, the company wanted to create a place that would appeal to its young, adventurous customer base and give them \"experiences you cannot order online,\" says Global Chief Creative Director Sue Otto.\r\n\r\nMany of the young adults on the rooftop bar on a recent evening came solely for the drinks and the atmosphere. Ashley Delamarter, 32, and her friend Brittany Leslie, 27, sipped on glasses of rosé while chatting in a wooden cabana.\r\n\r\n\"I don\'t feel like I have to come here just because I\'m shopping,\" Delamarter said. \"You can just come hang out.\" Delamarter said she only occasionally shops at Urban Outfitters.\r\n\r\nThe business arrangements can vary when it comes to restaurants and bars opening in retail locations. Otto declined to give sales figures for the stores, only saying \"we’re happy with the idea and we’re going forward with it.\"\r\n\r\nTarget spokeswoman Amy Joiner declined to say how the new Starbucks concept is affecting overall sales and traffic in the Chicago store. Employees have noticed groups of friends often meet there after work for a drink, she says, though customers aren\'t allowed to leave the dining area with alcohol.\r\n\r\nStill, a customer with the time to sip on a glass of wine may be more likely to linger, browsing for books or picking up a new candle for the bedroom. Will a tipsy shopper be more likely to buy? Maybe. Either way, the experience forces customers to slow down, Sundstad says.\r\n\r\nOriginally published by USA Today\r\nPhoto courtesy of Sara Snyder', 'Retailers install bars, hoping to lure shoppers offline', '', 'publish', 'open', 'open', '', 'retailers-install-bars-hoping-to-lure-shoppers-offline', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/retailers-install-bars-hoping-to-lure-shoppers-offline', 0, 'thinking', '', 0), (2221, 0, '2018-09-27 16:54:26', '2018-09-27 16:54:26', '', '1112_MPV_Ology', '', 'inherit', 'open', 'closed', '', '1112_mpv_ology', '', '', '2018-09-27 16:54:26', '2018-09-27 16:54:26', '', 1785, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_MPV_Ology.jpg', 0, 'attachment', 'image/jpeg', 0), (2222, 0, '2018-09-27 16:54:26', '2018-09-27 16:54:26', '', '1112_MPV_Ology', '', 'inherit', 'open', 'closed', '', '1112_mpv_ology-2', '', '', '2018-09-27 16:54:26', '2018-09-27 16:54:26', '', 1785, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_MPV_Ology.jpg', 0, 'attachment', 'image/jpeg', 0), (2223, 1, '2016-07-27 17:23:58', '2016-07-27 17:23:58', 'Brand Agency\'s Allison Koller Cites Need to Forge New Visual Codes Rooted in Realism and Respect\r\nBrands need to soar past the sea of clichéd visual codes if they want to legitimately connect with real women, said Allison Koller, Executive Creative Director at brand agency CBX, in a recent TEDx talk in Scotch Plains.\r\n\r\nAll too often, even top brands seeking to connect with women fail to overcome the tired visual clichés that have marred such efforts for generations, Koller noted. \"How quickly we become a sea of eyes, bellybuttons, breasts, and beautiful booties,\" she said. \"Messages and images with the power to break through that sea are unexpected. They are something that makes you look twice. They shift the cultural conversation.\"\r\n\r\nThe TEDx event in Scotch Plains included several on-stage and video presenters in an effort to spark conversation. It was held under a free license granted by TED (Technology, Entertainment, Design), the internationally known conference series run by the nonprofit Sapling Foundation under the slogan \"Ideas Worth Spreading.\"\r\n\r\nDuring the talk, Koller described herself as a swimmer, illustrator, daughter, tennis player and wife who pays keen attention to the content and subtext of brand messages aimed at women. Her visually rich presentation included multiple examples of successful campaigns that legitimately connect with female audiences via creative and respectful messaging. \"Last summer, Carli Lloyd and the U.S. women\'s soccer team broke through and redefined the power and reach of female athletes and what it means to throw or kick like a girl,\" Koller noted, as images from Always\' action-oriented \"Like a girl\" campaign appeared on screen behind her.\r\n\r\nOther collages in her presentation, however, highlighted tired imagery drawn from traditional and social media as well as product packaging used to address women. \"Whether women are buying as new moms, looking to get in shape or just considering some new lip-gloss, it\'s amazing how clichéd the communications often are,\" Koller said.\r\n\r\nThese visual codes hinge on imagery full of clean, sleeping, happy babies; magical skin care products; nutrition bars that encourage women to \"think thin\" and the like, Koller explained. \"It\'s the promise of perfection: blissful mommy-hood, women with flawless skin, and a Zen-ed out approach to fitness,\" she said. \"The magic continues with products that perform miracles to make you gorgeous, or make you forget you even have your period.\"\r\n\r\nTropes include the blonde ingénue: fresh faced, innocent and unassuming; the golden goddess: perfect in a slinky ball gown or while working out; and the modern miracle mom whose home is clean as a sanctuary, with Pinterest-worthy parties and cupcakes, Koller noted.\r\n\r\nFortunately, some brands understand the need to keep it real, Koller said. She cited CBX\'s work with Kotex. \"When Kotex first started working with us, the cultural conversation around femininity had shifted,\" she explained. \"Kotex wanted to transcend the clichéd codes of feminine hygiene: Girls back-flipping on the beach while having their period, levitating tampons twirling in front of a sea of flowers. They recognized a need to create a new conversation with young women.\"\r\n\r\nCBX helped Kotex kill the butterflies and flowers and create packaging designs for its U by Kotex brand that broke through what Koller described as the \"pretty-princess, flowery noise\" of the category. \"We launched with something undeniably code- and cliché-breaking: the black box with a touch of fun in the brightly colored wrappers,\" she said. \"No flowers, no high-tech performance claims.\"\r\n\r\nBut U by Kotex and CBX didn\'t stop there. By including \"Myth or Fact?\" questions on the back of packs, they helped dispel urban myths surrounding women\'s periods. \"Fact: if you swim in the ocean while you have your period, you will not attract sharks,\" Koller said, to laughter in the TEDx audience.\r\n\r\nAs forward-thinking brands seek to connect with women, they should continue to innovate with empowering and realistic visual counterpoints to the prevailing clichés, Koller advised. These new codes are already emerging. \"Perfection is being replaced by imperfect expression, the ingénue by graceful aging, the golden goddess by the warrior,\" she said. \"Magic is taking a back seat to hard work. The modern miracle mom has shifted to home-making, with everyday dads and gender role reversals; instead of exoticism, we have true diversity.\"\r\n\r\nCharting course amid this new environment can be challenging for brands, but ultimately such approaches are far more inspiring for real women, Koller asserted. \"I would ask you to think hard about the brands you support and the ways you represent and brand yourself, your friends, your sisters,\" she said in the conclusion to the talk. \"You have the chance to shape conversations for and about women every day.\"\r\n\r\nTo view Koller\'s full presentation, please visit: http://tedxtalks.ted.com/video/Get-Real-Branding-beyond-the-cl;search%3ATEDxSPFHS', 'CBX Expert in TEDx Talk: Women\'s Brands Must Soar Past Sea of Cliches', '', 'publish', 'open', 'open', '', 'cbx-expert-in-tedx-talk-womens-brands-must-soar-past-sea-of-cliches', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-in-tedx-talk-womens-brands-must-soar-past-sea-of-cliches', 0, 'thinking', '', 0), (2224, 0, '2018-09-27 16:54:26', '2018-09-27 16:54:26', '', '1112_PLB_ExcelenceAwards', '', 'inherit', 'open', 'closed', '', '1112_plb_excelenceawards', '', '', '2018-09-27 16:54:26', '2018-09-27 16:54:26', '', 1786, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_PLB_ExcelenceAwards.jpg', 0, 'attachment', 'image/jpeg', 0), (2225, 0, '2018-09-27 16:54:27', '2018-09-27 16:54:27', '', '1112_PLB_ExcelenceAwards', '', 'inherit', 'open', 'closed', '', '1112_plb_excelenceawards-2', '', '', '2018-09-27 16:54:27', '2018-09-27 16:54:27', '', 1786, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_PLB_ExcelenceAwards.jpg', 0, 'attachment', 'image/jpeg', 0), (2226, 1, '2016-07-26 18:56:04', '2016-07-26 18:56:04', 'Urban Outfitters is putting bars in stores.\r\nHow can brick-and-mortar stores respond to stiff competition from online retailers? The answer, it seems, is to mix customers a stiff drink.\r\n\r\nRetailers around the country are trying to draw in customers by installing bars in their stores, USA Today reported. Urban Outfitters, for instance, has three locations (in Brooklyn, Los Angeles and Austin, Tex.) that feature several bars. The chain encourages customers to browse its offerings with a drink in hand. The Brooklyn Urban Outfitters, for instance, includes two bars, one on the roof and another on the third floor in the men’s department, as well as an Israeli barbecue restaurant.\r\n\r\nUrban Outfitters isn’t the only retailer trying to lure in customers for happy hour. A Target store in Chicago with a Starbucks serves the coffee chain’s “evenings” menu with wine and beer. And Barnes & Noble will open a handful of stores in the fall that feature sit-down restaurants with table service, which will serve “shareable food and wine and beer,” according to Jaime Carey, president of development and restaurant group for the chain.\r\n\r\nRetailers are employing a trick used by shopping malls and department stores, where the food court offered a chance for tired, hungry customers to take a break from shopping. “Having more reasons to draw (customers) to the store is really the game,” James Sundstad, vice president of branded environments at strategy, branding and retail design firm CBX, told USA Today.\r\n\r\nIndeed, retail stores sorely need to draw in more customers. Amazon is estimated to sell more apparel than all U.S. retailers with the exception of Wal-Mart, and it’s expected to make up about 20% of the retail market by 2020.\r\n\r\nAs a result, brick-and-mortar retailers, particularly mall anchors, have been feeling the pinch. For instance, Macy’s reported its worst quarterly sales since the recession this year, J.C. Penney cut payroll and froze overtime for its employees in April, and teen-apparel chain Aéropostale filed for bankruptcy in May. Some analysts predict that about a third of American malls will close their doors in the coming years.\r\n\r\nWhile serving cocktails and food is undeniably a smart way to bring customers in the door, it’s unclear if the move is affecting sales. Target declined to comment to USA Today on how the new Starbucks concept is impacting sales and traffic in the Chicago store. Barnes & Noble hopes that the addition of wine and beer in its stores will increase the proportion of food and beverage sales, now at 10%, of the overall sales of the store.\r\n\r\nBarnes & Noble’s development president says he expects food and beverage to make up more of the store’s sales than they do now — at less than 10% — but ultimately drive traffic through the rest of the store, too.\r\n\r\nOriginally published by Time\r\nPhoto courtesy of USA Today', 'More Retailers Are Serving Booze to Boost Business', '', 'publish', 'open', 'open', '', 'more-retailers-are-serving-booze-to-boost-business', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/more-retailers-are-serving-booze-to-boost-business', 0, 'thinking', '', 0), (2227, 0, '2018-09-27 16:54:27', '2018-09-27 16:54:27', '', '1012_GH_DazzelingDecor', '', 'inherit', 'open', 'closed', '', '1012_gh_dazzelingdecor', '', '', '2018-09-27 16:54:27', '2018-09-27 16:54:27', '', 1787, 'http://cbx.cappendev.com/app/uploads/2018/09/1012_GH_DazzelingDecor.jpg', 0, 'attachment', 'image/jpeg', 0), (2228, 4, '2016-08-08 15:15:27', '2016-08-08 15:15:27', 'Brands need to soar past the sea of clichéd visual codes if they want to legitimately connect with real women, said Allison Koller, Executive Creative Director at brand agency CBX, in a recent TEDx talk in Scotch Plains NJ. All too often, even top brands seeking to connect with women fail to overcome the tired visual clichés that have marred such efforts for generations, Koller noted. “How quickly we become a sea of eyes, bellybuttons, breasts, and beautiful booties,” she said. “Messages and images with the power to break through that sea are unexpected. They are something that makes you look twice. They shift the cultural conversation.”\r\nDuring the talk, Koller described herself as a swimmer, illustrator, daughter, tennis player and wife who pays keen attention to the content and subtext of brand messages aimed at women. Her visually rich presentation included multiple examples of successful campaigns that legitimately connect with female audiences via creative and respectful messaging. “Last summer, Carli Lloyd and the U.S. women’s soccer team broke through and redefined the power and reach of female athletes and what it means to throw or kick like a girl,” Koller noted, as images from Always’ action-oriented “Like a girl”campaign appeared on screen behind her.\r\n\r\nOther collages in her presentation, however, highlighted tired imagery drawn from traditional and social media as well as product packaging used to address women. “Whether women are buying as new moms, looking to get in shape or just considering some new lip-gloss, it’s amazing how cliched the communications often are,” Koller said. These visual codes hinge on imagery full of clean, sleeping, happy babies; magical skin care products; nutrition bars that encourage women to “think thin” and the like, Koller explained. “It’s the promise of perfection: blissful mommy-hood, women with flawless skin, and a Zen-ed out approach to fitness,” she said. “The magic continues with products that perform miracles to make you gorgeous, or make you forget you even have your period.” Tropes include the blonde ingénue: fresh faced, innocent and unassuming; the golden goddess: perfect in a slinky ball gown or while working out; and the modern miracle mom whose home is clean as a sanctuary, with Pinterest-worthy parties and cupcakes, Koller noted.\r\n\r\nFortunately, some brands understand the need to keep it real, Koller said. She cited CBX’s work with Kotex. “When Kotex first started working with us, the cultural conversation around femininity had shifted,” she explained. “Kotex wanted to transcend the cliched codes of feminine hygiene: Girls back-flipping on the beach while having their period, levitating tampons twirling in front of a sea of flowers. They recognized a need to create a new conversation with young women.” CBX helped Kotex kill the butterflies and flowers and create packaging designs for its U by Kotex brand that broke through what Koller described as the “pretty-princess, flowery noise” of the category. “We launched with something undeniably code- and cliché-breaking: the black box with a touch of fun in the brightly colored wrappers,” she said. “No flowers, no high-tech performance claims.”\r\n\r\nAs forward-thinking brands seek to connect with women, they should continue to innovate with empowering and realistic visual counterpoints to the prevailing clichés, Koller advised. These new codes are already emerging. “Perfection is being replaced by imperfect expression, the ingénue by graceful aging, the golden goddess by the warrior,” she said. “Magic is taking a back seat to hard work. The modern miracle mom has shifted to home-making, with everyday dads and gender role reversals; instead of exoticism, we have true diversity.”\r\n\r\nOriginally published in Graphic Design USA', 'CBX Expert at TEDx: Women’s Brands Must Soar Past Sea of Cliches', '', 'publish', 'open', 'open', '', 'cbx-expert-at-tedx-womens-brands-must-soar-past-sea-of-cliches', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-expert-at-tedx-womens-brands-must-soar-past-sea-of-cliches', 0, 'thinking', '', 0), (2229, 0, '2018-09-27 16:54:27', '2018-09-27 16:54:27', '', '1205_BrandingSource_Terpel1', '', 'inherit', 'open', 'closed', '', '1205_brandingsource_terpel1', '', '', '2018-09-27 16:54:27', '2018-09-27 16:54:27', '', 1788, 'http://cbx.cappendev.com/app/uploads/2018/09/1205_BrandingSource_Terpel1.jpg', 0, 'attachment', 'image/jpeg', 0), (2230, 0, '2018-09-27 16:54:27', '2018-09-27 16:54:27', '', '1012_GH_DazzelingDecor', '', 'inherit', 'open', 'closed', '', '1012_gh_dazzelingdecor-2', '', '', '2018-09-27 16:54:27', '2018-09-27 16:54:27', '', 1787, 'http://cbx.cappendev.com/app/uploads/2018/09/1012_GH_DazzelingDecor.jpg', 0, 'attachment', 'image/jpeg', 0), (2231, 0, '2018-09-27 16:54:28', '2018-09-27 16:54:28', '', '1112_MP_Brands_That_Surge', '', 'inherit', 'open', 'closed', '', '1112_mp_brands_that_surge', '', '', '2018-09-27 16:54:28', '2018-09-27 16:54:28', '', 1789, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_MP_Brands_That_Surge.jpg', 0, 'attachment', 'image/jpeg', 0), (2232, 4, '2016-08-06 17:41:42', '2016-08-06 17:41:42', 'By gobbling prime real estate and mastering the science of site selection, the top national drug store chains have absolutely succeeded in getting as close to the customer as possible.\r\nBut in an era when almost anything you want is available at the touch of a button — not just on your computer at home but on the smartphone in your pocket — is it enough to get close to the customer physically? What about getting close to the customer emotionally?\r\n\r\nGo to any of the top chain drug stores and just watch as people try to shop the O-T-C aisles. Invariably, you’ll see folks standing around bewildered as they try to figure out which cold medicine or foot cream is the right one for them. They look confused, even lonely.\r\n\r\nPersonally, I’ve been to the drug store a thousand times over the years. Only once do I remember a pharmacist coming out from behind the counter to help, an experience that was as highly satisfying as it was rare. And yet this type of friendly, personalized exchange was commonplace in the era when most drug stores were mom-and-pop operations.\r\n\r\nToday, three dominant operators have achieved impressive scope and scale, but homogeneity is a real challenge for the sector. Stand in the parking lot of these chains’ stores and you will find that they look remarkably similar, right down to the red-and-white color schemes common to all three (well, one of them has some blue, too). Walk into the stores themselves and, again, the experience is homogeneous right down to the product offering.\r\n\r\nMeanwhile, throughout the rest of retail, brick-and-mortar operators are looking to ramp up the authenticity and richness of the customer experience in creative and innovative ways.\r\n\r\nCertainly, national chain drug stores understand the need to follow suit here, which is why we’re seeing laudable pushes on wellness, some advances in private label and even the integration of a European drug store brand’s successful elements.\r\n\r\nCompared to the rest of retail, though, the drug store experience is still remarkably cookie-cutter. The absence of compelling stories, in particular, is noteworthy when compared to what you find in, say, the arena of better-quality food. At Whole Foods Market Inc., for example, signage at the meat counter tells you all about the South Georgia farmer who takes such good care of his grass-fed cattle and now supplies to Whole Foods stores across the state.\r\n\r\nAt chain pharmacies, though, story tends to be lacking. You might see a mug shot-style picture of the pharmacist on duty along with a line or two of biographical information. We can do better. Did that person decide to become a pharmacist after seeing medicine improve the quality of life of her ailing mom? Is she a Desert Storm veteran of the U.S. Army? A mother of triplets and a triathlete? We’ll never know.\r\n\r\nFrom both the channel and individual store perspectives, drug stores need to be more creative and daring in their pursuit of unique points of differentiation and storytelling. The growth of digital makes this especially important, as does the coming of age of the Millennial generation, which tends to demand more authenticity and connection from its retail experience.\r\n\r\nSo what is the specific opportunity here for drug stores? Health care and wellness are becoming increasingly important to just about everyone — baby boomers, Gen Xers and Millennials alike.\r\n\r\nWhile the big chains have made good strides in offering testing, flu shots and other health-related services, they need to do more to build upon this through both the in-store environment (including personalized customer service) and the product offer. Take the sterility out of these environments. Use your private label lines to tell stories. Leverage design to present your private label products in more compelling ways. Elevate the experience to capture the way new consumers are shopping.\r\n\r\nSound impossible? Think drug stores are, by definition, functional and therefore resistant to this kind of elevation? Today, an elevated approach to prepared food and food in general is the fastest-growing trend throughout the once-humdrum convenience store sector — and not just in North America but all across the planet.\r\n\r\nFor someone born in the 1960s or ’70s, c-stores were dingy places where people went for chips, beer, candy or maybe the proverbial shriveled hot dog. Now, millions of people are starting to see c-stores as places where they can grab quality food and beverages on the go or even sit back and relax on a sofa in a café setting. Confronted with shrinking margins on sodas, cigarettes and gasoline, the industry’s most forward-thinking chains have made a lot of progress in reinventing themselves. They have succeeded in driving traffic and store growth via these elevated offers, improbable though this might once have seemed.\r\n\r\nLikewise, chains such as Trader Joe’s Co., Fresh Market and Wegmans Food Markets Inc. offer richer experiences than might have seemed plausible back in the era when all supermarkets were essentially the same. The product offer is wildly diverse compared to this bygone era, and the experience far more lively. People go to Trader Joe’s or Wegmans at least in part because they enjoy the experience. Yet, today most people go to drug stores because they have to, not because they want to.
When you have thousands of stores, you have to systematize everything, and mass efficiency is always easier than customer accommodation.\r\n\r\nNonetheless, customer accommodation is too important to ignore, which is why the rest of retail is so laser-focused on it. Systems can still leave room for localization and variability — in visual presentation, marketing, social media and even private label. You just have to build more creativity into the process.\r\n\r\nFor forward-thinking drug chains, the approach should be, “Let’s find compelling stories — about our communities, products, company and people — and then tell those stories in-store. Let’s stop being so functional and start putting more feeling and uniqueness into the in-store experience.”\r\n\r\nMake no mistake, the three national chains have taken some important steps to make their stores stand out.\r\n\r\nRite Aid Corp. has done a good job transforming its stores by focusing on elevating the wellness experience and developing some interesting private label brands. Walgreens has created cool brands and unveiled great flagship stores in key metro markets. And CVS Pharmacy has begun to launch a health platform and healthier brands to create a more holistic experience.\r\n\r\nBut are these measures enough to overcome the proximity factor? In other words, convince consumers to go out of their way to shop at one chain versus the other?\r\n\r\nThe goal should be to build loyalty based on satisfaction and identification with the brand and experience. There is no reason why national chain drug stores shouldn’t build more compelling brand stories, conveyed throughout the store and supported by products, brands, people and design.\r\n\r\nCould the whole pharmacy area be more of an interaction and consultative environment versus a queue where patients wait for the next available register? Could it be more inviting? Why does it have to be so transactional? Could people exit the store feeling wowed by your in-store beauty expertise or impressed with the food-shopping experience?\r\n\r\nThe national chains have got back-end efficiency covered. Now it’s time to build loyalty via best-in-class customer experience across the board.\r\n\r\nOriginally published by Chain Drug Review', 'Getting close to the consumer — emotionally', '', 'publish', 'open', 'open', '', 'getting-close-to-the-consumer-emotionally', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/getting-close-to-the-consumer-emotionally', 0, 'thinking', '', 0), (2233, 0, '2018-09-27 16:54:28', '2018-09-27 16:54:28', '', '1205_BrandingSource_Terpel1-1', '', 'inherit', 'open', 'closed', '', '1205_brandingsource_terpel1-1', '', '', '2018-09-27 16:54:28', '2018-09-27 16:54:28', '', 1788, 'http://cbx.cappendev.com/app/uploads/2018/09/1205_BrandingSource_Terpel1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2234, 1, '2016-08-22 19:29:32', '2016-08-22 19:29:32', 'A recent study by market intelligence agency Mintel reveals that 69% of U.S. adults shop online monthly, trading in the brick-and-mortar retailers for the more convenient e-tailers. And a great percentage of these sales are being done on mobile.\r\nThat’s why it’s important for designers and marketers to leverage the ever-growing mobile market to optimize their brand messaging, strengthen relationships with consumers, and grow sales.\r\n\r\nBrands in Action\r\n\r\nAccording to Google Analytics, people are using mobile for three critical moments in the shopping journey: to get ideas and inspiration, to learn more about a product and comparison shop, and finally, to purchase. It’s not enough to just cut and paste a picture of your package and post it online, and not every piece of information about the product needs to be put on the pack.\r\n\r\n“Marketers need to think about designing an experience for the needs of each distinct moment of consumer engagement,” says Dustin Longstreth, branding strategist with CBX. “A mobile presence provides brands the opportunity to go deeper into ideas and inspiration on how the product can be used. It’s also a great platform to provide additional product info, for example ingredient sourcing, craftsmanship stories, consumer reviews, and rankings relative to competitive brands.”\r\n\r\nCraig Besnoy, senior director, digital business at global technology consulting firm Mindtree notes new age consumers use mobile devices to make buying decisions, ask questions and pay bills and to win the attention of these consumers, CPG companies need to deliver consistent brand experiences across mobile channels.\r\n\r\n“Mindtree has partnered with five of the top 10 global CPG enterprises to reshape their IT strategies, which has resulted in mobile site development, mobile app development, analytics, testing, maintenance, regional localization, content updates and master data management,” he says. “By focusing on the technology tools available, designers and marketers can leverage the mobile market to optimize their brand message.”\r\n\r\nHopsy is a San Francisco-based craft beer curation and delivery service that uses NFC OpenSense tags on their signature “growlettes” so when customers tap their phones to the label, they instantly access videos and other content with information about that specific beer, where it’s from, how it was made and more.\r\n\r\nThe Tim Horton brand has a QR code on the sleeves of its coffee so when a consumer scans it with his or her mobile device, it links consumers to news feeds and information. Dr. Shankar says this is ideal for reaching a consumer in the morning.\r\n\r\n“It’s all about thinking differently,” he says. “In the past, CPG brands used to shout to consumers through mass media advertising. Now, they need to engage consumers one-on-one through relevant messaging, packaging, and keep the brand as relevant to their daily life.”\r\n\r\nDiageo recently partnered with Thin Film Electronics to create the Johnnie Walker Blue Label smart bottle, which leverages NFC (Near Field Communication) technology, a solution different from QR codes.\r\n\r\n“Unlike a QR code that needs to be scanned using an app, NFC is already embedded into most smartphones,” Besnoy says. “Simply tapping a mobile device can activate NFC content. Consumer engagement is enhanced since this will allow the brand to send consumers personalized communication that can contain any type of marketing content.”\r\n\r\nSpecs for Mobile\r\n\r\nMobile has increased consumer engagement in the buying experience by providing on-the-spot information in a way that is enticing, informative and easily accessible. Consumers can make choices without the assistance of sales staff, so packaging must be increasingly informative and educational in ways that are easily read at small sizes.\r\n\r\nDesign considerations include simplicity of imagery, effective typographic hierarchy, bright colors and text that is visible, visual and written for visual scanning instead of reading. Catchy pictures, fonts and colors are all key packaging traits for attracting those using mobile. Also, designers should test the effectiveness of the packaging for viewing in both portrait and landscape modes, in small sizes, and in different lighting environments.\r\n\r\n“When designing for any mobile device in a responsive design strategy, it is essential to consider the constantly changing compositional issues,” Frear says. “Typeface selection and application is critical to readability on digital devices. Logos must be simplified to be communicative and recognizable at small sizes. Color balance and contrast is also of great importance to viewing packaging information on a small screen.”\r\n\r\nDesigners and marketers must always consider these size and format limitations when creating new packaging that will inevitably be viewed on a digital device.\r\n\r\nLongstreth says CPG brands need to think of it more like a creating a series of interactions and experiences designed to serve as the consumers’ personal help desk or shopping assistant.\r\n\r\n“The pack may grab their attention, but the mobile experience is there to prime the pump and, in many cases, close the deal,” he says. “In designing for mobile, think of opportunities to expand the conversations you are having and the experiences you are able to deliver, rather than simply repeating the same message and posting the same design. This starts with establishing a deep understanding of the customer journey.”\r\n\r\nRemember, the intention of mobile marketing is to help and include the consumer in telling a brand’s story, so any communication where the consumer feels like he or she is participating will be welcome and successful.\r\n\r\nRead the full article in Package Design Magazine\r\nPhotos courtesy of Keith Loria', 'Mobile Matters', '', 'publish', 'open', 'open', '', 'mobile-matters', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/mobile-matters', 0, 'thinking', '', 0), (2235, 0, '2018-09-27 16:54:28', '2018-09-27 16:54:28', '', '1206_LAtalkLive', '', 'inherit', 'open', 'closed', '', '1206_latalklive', '', '', '2018-09-27 16:54:28', '2018-09-27 16:54:28', '', 1790, 'http://cbx.cappendev.com/app/uploads/2018/09/1206_LAtalkLive.jpg', 0, 'attachment', 'image/jpeg', 0), (2236, 0, '2018-09-27 16:54:29', '2018-09-27 16:54:29', '', '1112_MP_Brands_That_Surge-1', '', 'inherit', 'open', 'closed', '', '1112_mp_brands_that_surge-1', '', '', '2018-09-27 16:54:29', '2018-09-27 16:54:29', '', 1789, 'http://cbx.cappendev.com/app/uploads/2018/09/1112_MP_Brands_That_Surge-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2237, 1, '2016-07-17 15:43:27', '2016-07-17 15:43:27', 'Stark, unattractive value-tier packaging design is losing favor with consumers.\r\nOne-third of consumers consciously seek out private label products to save money, states Chicago-based IRI in its January 2015 report “Private Label & National Brands: Dialing in on Core Shoppers.” More than five years after the official end of the Great Recession, consumers continue to search for affordable grocery options, and nearly half (46 percent) of consumers say they are planning to purchase affordable brands more frequently in the coming year. For this reason, many retailers have started to give their opening-price-point private brands greater attention.\r\n\r\nTodd Maute, a partner with New York-based CBX, agrees that there has been a “recent resurgence” in value-tier products.\r\n\r\n“They are being treated more strategically than they have been in the past,” he says, especially when it comes to their packaging design. Typically, standard value-tier packaging was “basic” and “cheap” looking because retailers wanted to convey to consumers that the product was inexpensive. However, recent private brand packaging redesigns and opening-price-point brand introductions indicate that retailers are changing the way they present their value tier to consumers.\r\n\r\nMake ‘em proud\r\n\r\nValue-tier private label shoppers are no longer solely income-constrained individuals, says Stephanie Donelson, account manager, Kaleidoscope, Chicago. More consumers, including millennials, are shopping for quality products at value pricing, which is driving retailers to “think more creatively” about their approach to value-tier packaging design.\r\n\r\n“Gone are the days of dated ugly value packaging,” states Casey DeCarlo, creative director, EightyTwenty, Pittsburgh. “Consumers want value, but they don’t want to sacrifice good design. While a value brand can and should communicate value, it doesn’t have to look embarrassingly cheap in order to achieve that.”\r\n\r\nCurrent value-tier purchasers want to feel proud to have these items in their shopping cart, Donelson says. When others see value-tier products in their homes, these consumers want those people to view them as savvy shoppers.\r\n\r\nDon Childs, chief creative officer for Brandimage North America, Cincinnati, agrees.\r\n\r\n“Shoppers who buy value-tier products want to feel good about what they’re buying,” he says. “They don’t want to be reminded they can’t afford the ‘real stuff.’ And they want to be rewarded for making a smart choice.”\r\n\r\nWhimsical, not basic\r\n\r\nPart of the current value-tier design strategy is to offer customers packaging that is simple but not basic, says Eric Olson, creative director, Digital Color Inc., Waukesha, Wis.\r\n\r\n“To me, basic means a standard font on a single-color background. If photography is used, it’s flatly lit and simple looking. It’s more functional,” he says. “Simplicity, however, is using the space in a well-thought-out manner in terms of composition and design and layout. A simple design could incorporate a hand-drawn typeface. But it’s not layers of graphics, images and text.”\r\n\r\nIn April, Walmart ended up discontinuing its Price First brand, less than two years after its introduction. The brand was originally designed to help it compete for shoppers at hard discounters such as ALDI. But its basic packaging design very much harkened back to the “old days” of 1970s private label with its white text on a blue background and virtually no graphics on almost all of its products. It’s possible that consumers didn’t connect with the packaging design and thus didn’t connect with the brand, leading Walmart to discontinue it.\r\n\r\n“Consumers still want a value-tier brand they can feel good about, something they can own, and a charismatic brand personality is a big part of that,” DeCarlo notes.\r\n\r\nIn contrast to Walmart, Food Lion and Kroger both recently introduced new value-tier brands that offer personality: Cha-Ching and p$$t, respectively The Cha-Ching brand uses a bright orange background, a cartoon piggy bank and the phrase: “Take your savings to the bank.” The p$$t brand, meanwhile, features a cartoon owl “whispering” to consumers: “p$$t…big savings…pass it on” — and uses a mixture of photography and hand-drawn imagery on a white background.\r\n\r\n“The value tier has become an opportunity for a retailer’s whimsical side to show,” states Jeff Camp, art director with SailPointe Creative, part of Federated Group, Arlington Heights, Ill. “Some notable examples use humor (Cha-Ching), while some use the play on word[s]… (p$$t). These attention-getting devices don’t distract from the essential communication of quality (usually through an impactful image) and value — but enhance the banner’s engagement with their shoppers.”\r\n\r\nBut retailers must be careful when designing value-tier packaging. If the packaging design becomes too clever or “brand-like,” the retailer risks persuading the consumer to trade down from the national-brand-equivalent (NBE) tier to the value tier, Maute cautions. And the NBE tier typically accounts for the “lion’s share of sales.”\r\n\r\n“The value space can be a difficult space to design in, with the challenge between ‘value’ and ‘solid branding’ trickier to balance,” DeCarlo agrees. “Value-tier packaging design must convey affordability compared to any NBE or premium private brand offerings on shelf alongside it. If you want your consumer to spend more on your NBE or premium tier, they need to see a difference.”\r\n\r\nKnow your customer\r\n\r\nA retailer that knows what its customer wants from the brand will be better able to connect with that customer once the packaging is rolled out throughout the store.\r\n\r\nOlson recommends that retailers define their customer.\r\n\r\n“Try to understand their buying habits and what is best going to help them in terms of purchasing this brand,” he says.\r\n\r\nChilds agrees and believes retailers should ask themselves: “Why do my customers want to purchase a value-tier product at my store?” There are three possible options: price, value or worth. If it’s because of price, the customer is looking for the lowest possible price, and the packaging design should not be premium. If it’s because of value — a solid-quality product at a solid price — retailers should ensure the packaging prevents consumers from feeling like they’re making any kind of sacrifice. If it’s because of worth — an amazing quality or innovative product at a surprising price — retailers should use product packaging to tell customers that they’re clever for selecting this brand and product.\r\n\r\nCamp takes it one step further, recommending that retailers include actual shopper feedback very early on in the redesign process.\r\n“Don’t make decisions about anything at shelf without knowing your consumer and their preferences, because the value-tier consumer may make very different choices or be driven by different need states than your branded or premium shopper,” he says. “Questions about the personality or equity of the own-brand should absolutely be answered with qualitative or even quantitative feedback from those making choices for the target households.”\r\n\r\nOnce a retailer has gathered enough information about its value-tier customers, Donelson advises that the design strategy should be fresh, reflective of the overall brand and straightforward.\r\n\r\n“The value tier should be simple, from product functionality to on-pack communication,” she continues, “to reinforce its role within your portfolio. That doesn’t mean you to lose all the personality along the way.”\r\n\r\nOriginally published by Store Brands\r\nPhoto courtesy of Store Brands', 'Anything But Basic', '', 'publish', 'open', 'open', '', 'anything-but-basic', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/anything-but-basic', 0, 'thinking', '', 0), (2238, 0, '2018-09-27 16:54:29', '2018-09-27 16:54:29', '', '1212-MP-InsideTheStudio_FeatureImage2', '', 'inherit', 'open', 'closed', '', '1212-mp-insidethestudio_featureimage2', '', '', '2018-09-27 16:54:29', '2018-09-27 16:54:29', '', 1791, 'http://cbx.cappendev.com/app/uploads/2018/09/1212-MP-InsideTheStudio_FeatureImage2.jpg', 0, 'attachment', 'image/jpeg', 0), (2239, 0, '2018-09-27 16:54:29', '2018-09-27 16:54:29', '', '1206_LAtalkLive-1', '', 'inherit', 'open', 'closed', '', '1206_latalklive-1', '', '', '2018-09-27 16:54:29', '2018-09-27 16:54:29', '', 1790, 'http://cbx.cappendev.com/app/uploads/2018/09/1206_LAtalkLive-1.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2240, 1, '2016-09-21 16:08:16', '2016-09-21 16:08:16', 'The food gifting market has proven to be a growing entity within the specialty food realm, approaching $18 billion in sales in the U.S. in 2016.\r\n“On the consumer side, key hallmark holidays have always been a huge driver,” says Renee Israel, co-founder of Doc Popcorn. “At no time is this more apparent than in Q4 when holidays practically invented for food come around.” Some of biggest category sellers include candy, nuts, and fruit, but healthy food alternatives are also gaining ground.\r\n\r\nAccording to Dave Taiclen, president of 1-800-Flowers.com, Inc. Gourmet Food Group, giving gourmet food gifts for celebratory occasions has always been a staple in the gifting industry. In fact, Harry & David began the first Fruit-of-the-Month-Club more than 80 years ago featuring its famous Royal Riviera Pears and gourmet fruits.\r\n\r\n“Gourmet food gifts appeal to consumers as they provide their recipient with a delicious experience that may speak to their taste—chocolate lover, grilling chef, and wine connoisseur—or allow the recipient to try a new flavor or food,” Taiclen says. “\r\n\r\nKim Jones, senior director, marketing of Mrs. Fields says food gifting, particularly sweet treat gifting, has had a noticeable increase over the last few holiday seasons at Mrs. Fields.\r\n\r\n“I believe consumers are going back to the basics,” Jones says. “We want to give a gift that was made with love, without actually making it.”\r\n\r\nIndeed, Sue George, owner of Harvard Sweet Boutique in Hudson, Mass., believes people are looking for alternatives to standard delivery gifts.\r\n\r\n“I have seen a huge jump in people gifting our special diet items, such as gluten-free, sugar-free, vegan, egg-free and dairy-free,” George says. “Corporate food gifting is also on the rise, especially during the holidays.”\r\n\r\nThe Role of Packaging\r\n\r\nThe attributes of visual design and presentation within the food-gifting category are paramount. People give gifts for the purpose of personal expression. Perhaps even more important than the food itself, is the story and experience the brand communicates.\r\n\r\n“Whatever the design, it must commit fully to a story,” says Dustin Longstreth, senior vice president, strategy group director at NY-based branding agency CBX. “That story can be about where it’s from, how it’s made, who made it, or how expensive and scarce it is. But it’s the commitment to communicating a sense of specialness through story that will set it apart from everyday items.”\r\n\r\nAs Taiclen explains, customers have many choices today, and so the decisions are often driven by brand recognition, or the attractiveness of the packaging.\r\n\r\n“Once the consumer is engaged, it’s our responsibility to communicate to the consumer the benefits of the gourmet food gift and tell the story of what makes our products great,” Taiclen says. “We want our visual presentation to be impactful, but still not take away from the components that are inside of it.”\r\n\r\nAccording to Jenny Dorsey, culinary consultant in New York City, being a \"foodie\" has become commonplace and especially for the food-obsessed millennial, gifting something that is food related and experience-worthy is at the top of the list for desirable gifts.\r\n\r\n“People are more and more interested in the why, how, where, and what of their foodstuffs, so food gifting also allows for two parties to exchange information about a food item and bond over that,” Dorsey says. She stresses that minimal design is in right now.\r\n\r\n“It needs to be cohesively designed and on-brand—if the brand is \"healthy\" then it must list ingredients, show sourcing, give information online about why or how it uses its ingredients, show artisanal harvesting process, etc.,” Dorsey says\r\n\r\nGeorge of Harvard Sweet Boutique has seen that solid gift boxes, fun and whimsical designs—polka dots, stripes, chalkboard—sell best and then classic, conservative designs for business gifts work well.\r\n\r\nDemographics and Future Trends\r\n\r\nDorsey sees urban professionals, ages 25-45, both male and female, with high discretionary income, currently being the largest food gifters.\r\n\r\n“The food gifts they provide are as much a social status symbol for themselves as they are a gift,” Dorsey says. “They care about perceived image and brand, less about ‘value’ — quantity per dollar —and especially enjoy an experiential product that extends beyond the package.”\r\n\r\nTaicien predicts food gifting to be a strong trend with continued growth in the future. Indeed, according to a study by Packaging Facts, food gifting sales are expected to rise 2.5 percent in 2016.\r\n\r\n“Feedback from retail channels is important to keep consumers engaged in gourmet food gifting,” Taicien says. “Our Gourmet Food Group brands rely on constant feedback from our customers at all touch points to ensure our quality products not only meet their gifting needs but do so in an easy and convenient way for our customers.”\r\n\r\nLongstreth, adds “And as our expectation of quality continues to grow, we’re likely to see more ultra-premium offers, made with extremely rare, expensive fine ingredients to impress that special someone on your list.”\r\n\r\nOriginally published by Specialty Food Association\r\nPhoto courtesy of Maura Keller', 'Food Gifting Market Remains Robust', '', 'publish', 'open', 'open', '', 'food-gifting-market-remains-robust', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/food-gifting-market-remains-robust', 0, 'thinking', '', 0), (2241, 0, '2018-09-27 16:54:30', '2018-09-27 16:54:30', '', '0103_PardonMyFrench', '', 'inherit', 'open', 'closed', '', '0103_pardonmyfrench', '', '', '2018-09-27 16:54:30', '2018-09-27 16:54:30', '', 1792, 'http://cbx.cappendev.com/app/uploads/2018/09/0103_PardonMyFrench.jpg', 0, 'attachment', 'image/jpeg', 0), (2242, 1, '2016-09-26 19:54:05', '2016-09-26 19:54:05', 'CBX, the brand agency and retail design consultancy, received the top Platinum Award in the food category in the 2016 Pentawards packaging design competition for its work on behalf of Man Cave Craft Meats, which is headquartered in Golden Valley.\r\nCreated in January 2007, the Pentawards honor the best packaging designs from around the world. This year’s competition received a total of 1,843 entries from five continents and 54 countries, with awards presented on September 23rd in Shanghai.\r\n\r\nEntries are grouped into five major markets (beverages, food, body products, luxury goods, and “all other”) and no less than 55 sub-categories, so that each competing design is judged alongside similar creations. The entries are reviewed by an international jury of 12 highly respected designers and packaging design directors from major companies. The jury selects the winners based on the creative quality and the marketing relevance of the works presented.\r\n\r\nWinners receive bronze, silver, gold, platinum and diamond awards. Platinum awards are presented to the top entry in the five categories, while the Diamond honor goes to a single “best of show” entry.\r\n\r\nCBX assisted the craft meat brand as it expanded its sales from the local farmers’ market to grocery aisles across the country. “As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging,” explained CBX Managing Partner Nancy Brown, who is based in the firm’s Minneapolis office.\r\n\r\nThe new packaging created by CBX features black backgrounds, attention-grabbing typography treatments and imagery in an aesthetic approach reminiscent of the world of craft beer. “This brand is all about distinctive flavor,” Brown said. “We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.”', 'CBX\'s Work For Man Cave Craft Meats Receives Top Award in Food Category in 2016 Pentawards Packaging Competition', '', 'publish', 'open', 'open', '', 'cbxs-work-for-man-cave-craft-meats-receives-top-award-in-food-category-in-2016-pentawards-packaging-competition', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbxs-work-for-man-cave-craft-meats-receives-top-award-in-food-category-in-2016-pentawards-packaging-competition', 0, 'thinking', '', 0), (2243, 0, '2018-09-27 16:54:30', '2018-09-27 16:54:30', '', '0103_FarmFresh', '', 'inherit', 'open', 'closed', '', '0103_farmfresh', '', '', '2018-09-27 16:54:30', '2018-09-27 16:54:30', '', 1793, 'http://cbx.cappendev.com/app/uploads/2018/09/0103_FarmFresh.jpg', 0, 'attachment', 'image/jpeg', 0), (2244, 0, '2018-09-27 16:54:30', '2018-09-27 16:54:30', '', '1212-MP-InsideTheStudio_FeatureImage2-1', '', 'inherit', 'open', 'closed', '', '1212-mp-insidethestudio_featureimage2-1', '', '', '2018-09-27 16:54:30', '2018-09-27 16:54:30', '', 1791, 'http://cbx.cappendev.com/app/uploads/2018/09/1212-MP-InsideTheStudio_FeatureImage2-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2245, 0, '2018-09-27 16:54:30', '2018-09-27 16:54:30', '', '0110_WawaFlorida', '', 'inherit', 'open', 'closed', '', '0110_wawaflorida', '', '', '2018-09-27 16:54:30', '2018-09-27 16:54:30', '', 1794, 'http://cbx.cappendev.com/app/uploads/2018/09/0110_WawaFlorida.jpg', 0, 'attachment', 'image/jpeg', 0), (2246, 0, '2018-09-27 16:54:31', '2018-09-27 16:54:31', '', '0103_PardonMyFrench-1', '', 'inherit', 'open', 'closed', '', '0103_pardonmyfrench-1', '', '', '2018-09-27 16:54:31', '2018-09-27 16:54:31', '', 1792, 'http://cbx.cappendev.com/app/uploads/2018/09/0103_PardonMyFrench-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2247, 0, '2018-09-27 16:54:31', '2018-09-27 16:54:31', '', '0103_FarmFresh2', '', 'inherit', 'open', 'closed', '', '0103_farmfresh2', '', '', '2018-09-27 16:54:31', '2018-09-27 16:54:31', '', 1796, 'http://cbx.cappendev.com/app/uploads/2018/09/0103_FarmFresh2.jpg', 0, 'attachment', 'image/jpeg', 0), (2248, 0, '2018-09-27 16:54:31', '2018-09-27 16:54:31', '', '0103_FarmFresh-1', '', 'inherit', 'open', 'closed', '', '0103_farmfresh-1', '', '', '2018-09-27 16:54:31', '2018-09-27 16:54:31', '', 1793, 'http://cbx.cappendev.com/app/uploads/2018/09/0103_FarmFresh-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2249, 1, '2016-09-12 20:15:45', '2016-09-12 20:15:45', 'Chain drug retailers are being challenged to free up additional retail space and to reconfigure their stores to keep pace with competitors’ new brandings and offerings, according to Duane Chudy, president and chief executive officer of TCGRx, a supplier of work-flow solutions and pharmacy automation.\r\nThe market, he notes, is constantly driving pharmacy operators to invent new ways of doing business to stay competitive and profitable, and retailers are turning to innovate store designs and fixtures as key components in those efforts.\r\n\r\n“We have been designing pharmacies and integrating automation for years,” he says, adding that the Wisconsin-based firm helps pharmacies shrink their square footage without sacrificing service.\r\n\r\nJames Sundstad, vice president of branded environments at CBX, an agency that helps build brands through innovative store designs and other initiatives, agrees that the blurring of retail channels and the increased competition within the drug store industry and from other trade channels has inspired new concepts in store designs, layouts, and fixtures.\r\n\r\nDrug stores, without abandoning their pharmacy and health and wellness images, have evolved into convenience stores in the minds of many customers, whereas other customers are turning to convenience stores for many of their over-the-counter medicines.\r\n\r\nMark Gillham, collaborative store leader at Jackman Reinvents, adds that retailers are spotlighting and showcasing products in a more profound way by adopting and utilizing store designs and fixtures. Jackman Reinvents has worked with such retailers as Duane Reade, Walgreens, Rexall Health and Sobeys Inc. on store design initiatives.\r\n\r\n“We help organizations reinvent the customer experience to drive growth and win against competitors,” he explains. “We do this by bringing business and creative strategy together in a collaborative end-to-end process.”\r\n\r\nOne fixture line that TCGRx recently brought to the pharmacy market is HDStock, it’s high-density cabinets that can reduce a pharmacy’s medication storage footprint by up to 50%, in the process opening up space to implement such functions as patient consultative services and vaccination rooms or expanded retail merchandising areas, all without expanding an existing floor plan. With HDStock—available in six features—the unique layouts and work flows of pharmacies are addressed.\r\n\r\nChudy says that the HDStock system has been designed to be expandable and that the fixtures can be customized with colors and finishes to match the look of an existing pharmacy.\r\n\r\nAt CBX, the agency works with retailers to provide customers with unique brand experiences through novel layouts, whether that customer is in the store for a “grab-and-go” item or for more of a complete purchase transaction, says Sundstad.\r\n\r\nHe says that one trend in the design/fixtures arena is that products that were once confined to higher shelves are now placed at lower levels on gondolas to attract the customer and in the process build brand loyalty. He cites the approach that Bartell Drugs has taken to usher in local merchandise—including specialty chocolates, local products and gifts—to some neighborhood stores, where they are displaying the high-end products on attractive end-caps, gondolas, and in-aisle fixtures.\r\n\r\nAt CBX client Duance Reade, success was achieved several years ago when cosmetic counters and fixtures once nearly exclusive to department/specialty stores were introduced to drug stores. By highlighting the cosmetics section as a uniquely branded area of the store, sales increased dramatically. Duane Reade is also among pharmacy retailers that now depend on lower pharmacy counters as vehicles to help forge stronger bonds between pharmacists and patients.\r\n\r\nChanges in store designs and fixtures are also reflected in the increased integration of perishable and nonperishable food in the drug channel. Gillhman says a “big game changer” in this trend is seen at Shoppers Drug Mart as a result of its recent acquisition by Loblaw Cos. New formats at SDM stores have expanded square footage to accommodate fresh/perishable items.\r\n\r\nOriginally published in Chain Drug Review Magazine', 'Latest Fixtures Help Retailers Get More Out of Their Space', '', 'publish', 'open', 'open', '', 'latest-fixtures-help-retailers-get-more-out-of-their-space', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/latest-fixtures-help-retailers-get-more-out-of-their-space', 0, 'thinking', '', 0), (2250, 0, '2018-09-27 16:54:31', '2018-09-27 16:54:31', '', 'FareSquare_PR1', '', 'inherit', 'open', 'closed', '', 'faresquare_pr1', '', '', '2018-09-27 16:54:31', '2018-09-27 16:54:31', '', 1798, 'http://cbx.cappendev.com/app/uploads/2018/09/FareSquare_PR1.jpg', 0, 'attachment', 'image/jpeg', 0), (2251, 0, '2018-09-27 16:54:32', '2018-09-27 16:54:32', '', '0201_Terpel_MarketWire3', '', 'inherit', 'open', 'closed', '', '0201_terpel_marketwire3', '', '', '2018-09-27 16:54:32', '2018-09-27 16:54:32', '', 1799, 'http://cbx.cappendev.com/app/uploads/2018/09/0201_Terpel_MarketWire3.jpg', 0, 'attachment', 'image/jpeg', 0), (2252, 0, '2018-09-27 16:54:32', '2018-09-27 16:54:32', '', '0110_WawaFlorida-1', '', 'inherit', 'open', 'closed', '', '0110_wawaflorida-1', '', '', '2018-09-27 16:54:32', '2018-09-27 16:54:32', '', 1794, 'http://cbx.cappendev.com/app/uploads/2018/09/0110_WawaFlorida-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2253, 4, '2016-09-27 17:59:13', '2016-09-27 17:59:13', 'CBX, the brand agency and retail design consultancy headquartered here, received the top Platinum Award in the food category in the 2016 Pentawards packaging design competition for its work on behalf of Man Cave Craft Meats.\r\nCreated in January 2007, the Pentawards honor the best packaging designs from around the world. This year’s competition received a total of 1,843 entries from five continents and 54 countries, with awards presented on September 23rd in Shanghai.\r\n\r\nEntries are grouped into five major markets (beverages, food, body products, luxury goods, and “all other”) and no less than 55 sub-categories, so that each competing design is judged alongside similar creations. The entries are reviewed by an international jury of 12 highly respected designers and packaging design directors from major companies. The jury selects the winners based on the creative quality and the marketing relevance of the works presented.\r\n\r\nWinners receive bronze, silver, gold, platinum and diamond awards. Platinum awards are presented to the top entry in the five categories, while the Diamond honor goes to a single “best of show” entry.\r\n\r\nCBX assisted the Golden Valley, Minn.-based craft meat brand as it expanded its sales from the local farmers’ market to grocery aisles across the country. “As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging,” explained CBX Managing Partner Nancy Brown.\r\n\r\nThe new packaging created by CBX features black backgrounds, attention-grabbing typography treatments and imagery in an aesthetic approach reminiscent of the world of craft beer. “This brand is all about distinctive flavor,” Brown said. “We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.”\r\n\r\nOriginally published in WhatTheyThink', 'CBX’s Work For Man Cave Craft Meats Receives Top Award', '', 'publish', 'open', 'open', '', 'cbxs-work-for-man-cave-craft-meats-receives-top-award', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbxs-work-for-man-cave-craft-meats-receives-top-award', 0, 'thinking', '', 0), (2254, 0, '2018-09-27 16:54:32', '2018-09-27 16:54:32', '', '0131_Philabundance_SN', '', 'inherit', 'open', 'closed', '', '0131_philabundance_sn', '', '', '2018-09-27 16:54:32', '2018-09-27 16:54:32', '', 1800, 'http://cbx.cappendev.com/app/uploads/2018/09/0131_Philabundance_SN.jpg', 0, 'attachment', 'image/jpeg', 0), (2255, 0, '2018-09-27 16:54:32', '2018-09-27 16:54:32', '', '0103_FarmFresh2-1', '', 'inherit', 'open', 'closed', '', '0103_farmfresh2-1', '', '', '2018-09-27 16:54:32', '2018-09-27 16:54:32', '', 1796, 'http://cbx.cappendev.com/app/uploads/2018/09/0103_FarmFresh2-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2256, 0, '2018-09-27 16:54:33', '2018-09-27 16:54:33', '', 'FareSquare_PR1-1', '', 'inherit', 'open', 'closed', '', 'faresquare_pr1-1', '', '', '2018-09-27 16:54:33', '2018-09-27 16:54:33', '', 1798, 'http://cbx.cappendev.com/app/uploads/2018/09/FareSquare_PR1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2257, 0, '2018-09-27 16:54:33', '2018-09-27 16:54:33', '', '0204_Philabundance_NYT', '', 'inherit', 'open', 'closed', '', '0204_philabundance_nyt', '', '', '2018-09-27 16:54:33', '2018-09-27 16:54:33', '', 1801, 'http://cbx.cappendev.com/app/uploads/2018/09/0204_Philabundance_NYT.jpg', 0, 'attachment', 'image/jpeg', 0), (2258, 1, '2016-09-29 16:30:33', '2016-09-29 16:30:33', 'CBX, the brand agency and retail design consultancy headquartered in New York City, received the top Platinum Award in the food category in the 2016 Pentawards packaging design competition for its work on behalf of Man Cave Craft Meats.\r\nCreated in January 2007, the Pentawards honor the best packaging designs from around the world. This year’s competition received a total of 1,843 entries from five continents and 54 countries, with awards presented on September 23rd in Shanghai. Entries are grouped into five major markets (beverages, food, body products, luxury goods, and “all other”) and no less than 55 sub-categories, so that each competing design is judged alongside similar creations. The entries are reviewed by an international jury of 12 highly respected designers and packaging design directors from major companies.\r\n\r\nThe jury selects the winners based on the creative quality and the marketing relevance of the works presented. Winners receive bronze, silver, gold, platinum and diamond awards. Platinum awards are presented to the top entry in the five categories, while the Diamond honor goes to a single “best of show” entry.\r\n\r\nCBX assisted the Golden Valley, Minn.-based craft meat brand as it expanded its sales from the local farmers’ market to grocery aisles across the country.\r\n\r\n“As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging,” explains CBX Managing Partner Nancy Brown.\r\n\r\nThe new packaging created by CBX features black backgrounds, attention-grabbing typography treatments and imagery in an aesthetic approach reminiscent of the world of craft beer.\r\n\r\n“This brand is all about distinctive flavor,” Brown says. “We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.”\r\n\r\nOriginally published in Package Design Magazine', 'CBX Receives Top Award at Pentawards 2016', '', 'publish', 'open', 'open', '', 'cbx-receives-top-award-at-pentawards-2016', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-receives-top-award-at-pentawards-2016', 0, 'thinking', '', 0), (2259, 0, '2018-09-27 16:54:33', '2018-09-27 16:54:33', '', '0205_WWR1', '', 'inherit', 'open', 'closed', '', '0205_wwr1', '', '', '2018-09-27 16:54:33', '2018-09-27 16:54:33', '', 1802, 'http://cbx.cappendev.com/app/uploads/2018/09/0205_WWR1.jpg', 0, 'attachment', 'image/jpeg', 0), (2260, 0, '2018-09-27 16:54:33', '2018-09-27 16:54:33', '', '0201_Terpel_MarketWire3-1', '', 'inherit', 'open', 'closed', '', '0201_terpel_marketwire3-1', '', '', '2018-09-27 16:54:33', '2018-09-27 16:54:33', '', 1799, 'http://cbx.cappendev.com/app/uploads/2018/09/0201_Terpel_MarketWire3-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2261, 0, '2018-09-27 16:54:34', '2018-09-27 16:54:34', '', '0213RetailingToday', '', 'inherit', 'open', 'closed', '', '0213retailingtoday', '', '', '2018-09-27 16:54:34', '2018-09-27 16:54:34', '', 1803, 'http://cbx.cappendev.com/app/uploads/2018/09/0213RetailingToday.jpg', 0, 'attachment', 'image/jpeg', 0), (2262, 0, '2018-09-27 16:54:34', '2018-09-27 16:54:34', '', '0131_Philabundance_SN-1', '', 'inherit', 'open', 'closed', '', '0131_philabundance_sn-1', '', '', '2018-09-27 16:54:34', '2018-09-27 16:54:34', '', 1800, 'http://cbx.cappendev.com/app/uploads/2018/09/0131_Philabundance_SN-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2263, 0, '2018-09-27 16:54:34', '2018-09-27 16:54:34', '', '0214NCAA', '', 'inherit', 'open', 'closed', '', '0214ncaa', '', '', '2018-09-27 16:54:34', '2018-09-27 16:54:34', '', 1804, 'http://cbx.cappendev.com/app/uploads/2018/09/0214NCAA.jpg', 0, 'attachment', 'image/jpeg', 0), (2264, 1, '2016-10-04 17:13:22', '2016-10-04 17:13:22', 'Nan Richardson has joined CBX as engagement director, branded environments.\r\nRichardson will work to connect with prospects, build relationships, and develop new business opportunities for CBX in the retail, restaurant, hospitality, and commercial real estate industries, reporting to VP, branded environments, James Sundstad. She will be based in Newport Beach, Calif.\r\n\r\nRichardson brings a diverse background to CBX, with more than 20 years of business development and marketing experience, primarily in the architecture, interior design, and commercial real estate industries.\r\n\r\nPrior to joining CBX, she was west coast director, business development, at Core States Group, a fully integrated architecture, interior design, engineering, and general contracting firm specializing in the hospitality, retail, restaurant, and corporate sectors. From her base in Newport Beach, she had direct responsibility for client relations, public relations, marketing, and business development functions.\r\n\r\nRichardson has held senior marketing and business development positions with such other firms as Perkins+Will, IA Interior Architects, and H. Hendy Associates.\r\n\r\nShe is an active member of the International Council of Shopping Centers, Urban Land Institute, and the Boutique & Lifestyle Lodging Association. Her extensive philanthropic efforts include the United Way, Community Service Programs Inc., and the National Kidney Foundation.\r\n\r\nA resident of Newport Beach, Richardson graduated from the American Institute of Interior Design in Lucerne, Switzerland, with a bachelor of arts in interior design.\r\n\r\nOriginally published by Shop! Insights Center', 'Richardson named engagement director at CBX', '', 'publish', 'open', 'open', '', 'richardson-named-engagement-director-at-cbx', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/richardson-named-engagement-director-at-cbx', 0, 'thinking', '', 0), (2265, 0, '2018-09-27 16:54:35', '2018-09-27 16:54:35', '', '0204_Philabundance_NYT-1', '', 'inherit', 'open', 'closed', '', '0204_philabundance_nyt-1', '', '', '2018-09-27 16:54:35', '2018-09-27 16:54:35', '', 1801, 'http://cbx.cappendev.com/app/uploads/2018/09/0204_Philabundance_NYT-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2266, 0, '2018-09-27 16:54:35', '2018-09-27 16:54:35', '', '0220HelicopterBranding', '', 'inherit', 'open', 'closed', '', '0220helicopterbranding', '', '', '2018-09-27 16:54:35', '2018-09-27 16:54:35', '', 1805, 'http://cbx.cappendev.com/app/uploads/2018/09/0220HelicopterBranding.jpg', 0, 'attachment', 'image/jpeg', 0), (2267, 1, '2016-10-04 17:22:39', '2016-10-04 17:22:39', 'CBX received the top Platinum Award in the food category in the 2016 Pentawards packaging design competition for its work on behalf of Man Cave Craft Meats. CBX assisted the Golden Valley, Minn.-based craft meat brand as it expanded its sales from the local farmers market to grocery aisles across the country.\r\nCreated in January 2007, the Pentawards honor the best packaging designs from around the world. This year’s competition received 1,843 entries from five continents and 54 countries, with awards presented in Shanghai. Entries are grouped into five major markets: beverages, food, body products, luxury goods, and “all other.”\r\n\r\n“As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging,” says CBX Managing Partner Nancy Brown.\r\n\r\nThe new packaging created by CBX features black backgrounds, attention-grabbing typography treatments, and imagery in an aesthetic approach reminiscent of the world of craft beer.\r\n\r\n“This brand is all about distinctive flavor,” Brown says. “We wanted to reinforce this by creating a distinctive package-design system that disrupts the shelf and ultimately drives sales.”\r\n\r\nOriginally published by Shop! Insights Center.', 'CBX receives top award in Pentawards competition', '', 'publish', 'open', 'open', '', 'cbx-receives-top-award-in-pentawards-competition', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-receives-top-award-in-pentawards-competition', 0, 'thinking', '', 0), (2268, 0, '2018-09-27 16:54:35', '2018-09-27 16:54:35', '', '0228PackagingNoir1', '', 'inherit', 'open', 'closed', '', '0228packagingnoir1', '', '', '2018-09-27 16:54:35', '2018-09-27 16:54:35', '', 1806, 'http://cbx.cappendev.com/app/uploads/2018/09/0228PackagingNoir1.jpg', 0, 'attachment', 'image/jpeg', 0), (2269, 0, '2018-09-27 16:54:36', '2018-09-27 16:54:36', '', '0205_WWR1-1', '', 'inherit', 'open', 'closed', '', '0205_wwr1-1', '', '', '2018-09-27 16:54:36', '2018-09-27 16:54:36', '', 1802, 'http://cbx.cappendev.com/app/uploads/2018/09/0205_WWR1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2270, 1, '2016-10-04 17:55:26', '2016-10-04 17:55:26', 'Veteran architecture/design/commercial real estate business development, marketing and public relations professional Nan Richardson has joined brand agency and retail design consultancy CBX as Engagement Director, Branded Environments.\r\nFrom her base in Newport Beach, Richardson will work to connect with prospects, build relationships and develop new business opportunities for CBX in the retail, restaurant, hospitality and commercial real estate industries, reporting to Vice President, Branded Environments James Sundstad.\r\n\r\nRichardson brings a diverse background to the New York-headquartered CBX, with over 20 years of business development and marketing experience, primarily in the architecture, interior design and commercial real estate industries. Prior to joining CBX, she was West Coast Director, Business Development at Core States Group, a fully integrated architecture, interior design, engineering and general contracting firm specializing in the hospitality, retail, restaurant and corporate sector. From her base in Newport Beach, she had direct responsibility for client relations, public relations, marketing, and business development functions.\r\n\r\nPreviously, Richardson held senior marketing and business development positions with such other prominent firms as Perkins+ Will, IA Interior Architects, and H. Hendy Associates.\r\n\r\nShe is an active member of the International Council of Shopping Centers, Urban Land Institute, and the Boutique & Lifestyle Lodging Association. Her extensive philanthropic efforts include the United Way, Community Service Programs, Inc., and the National Kidney Foundation.\r\n\r\nA resident of Newport Beach, Richardson graduated from the American Institute of Interior Design, Lucerne, Switzerland, with a Bachelor of Arts in Interior Design.', 'Richardson Joins CBX as Engagement Director, Branded Environments', '', 'publish', 'open', 'open', '', 'richardson-joins-cbx-as-engagement-director-branded-environments', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/richardson-joins-cbx-as-engagement-director-branded-environments', 0, 'thinking', '', 0), (2271, 0, '2018-09-27 16:54:36', '2018-09-27 16:54:36', '', '0213RetailingToday-1', '', 'inherit', 'open', 'closed', '', '0213retailingtoday-1', '', '', '2018-09-27 16:54:36', '2018-09-27 16:54:36', '', 1803, 'http://cbx.cappendev.com/app/uploads/2018/09/0213RetailingToday-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2272, 0, '2018-09-27 16:54:37', '2018-09-27 16:54:37', '', '0214NCAA-1', '', 'inherit', 'open', 'closed', '', '0214ncaa-1', '', '', '2018-09-27 16:54:37', '2018-09-27 16:54:37', '', 1804, 'http://cbx.cappendev.com/app/uploads/2018/09/0214NCAA-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2273, 1, '2016-09-26 19:01:54', '2016-09-26 19:01:54', 'The international jury of Pentawards®, the first worldwide competition devoted exclusively to Packaging Design, chaired by Gérard Caron, is announcing its 2016 winners.\r\nThis year, which celebrates the 10th anniversary of the Pentawards, the winners received the following global awards in Shanghai’s design hotel Hyatt on the Bund in front of more than 250 designers and brand owners from all around the world (24 countries represented).\r\n\r\nPENTAWARDS 2016:\r\n5 Platinum Pentawards, the Best in each Category\r\n\r\nBesides the Diamond Pentaward, the best of the show (Domino’s Pizza) the international jury chaired by Gérard Caron also awarded the 5 \"Best of the Category\" prizes.\r\n\r\nThe BEVERAGES Platinum\r\n...went to the superb bottle of Imayotsukasa Sake created by Bullet agency (Japan)\r\n\r\n\"imsake\"\r\n\r\nThis special sake is named after the carp, a famous ornamental fish and a symbol of Japan, which has been bred for decades in the same Niigata prefecture where this Nishikigoi sake is manufactured. Considered a living jewel, the carp has beautiful red patterns on a white body and this scheme has been adopted in the bottle design where the red is printed directly on to the white bottle. Japanese brush-work was used to create the red elements, while the outer box features a window in the shape of a fish. The combining of white, red and gold gives a luxurious impression and makes it an excellent gift, while the packaging helps Nishikigoi stand out from other sake brands in the Japanese and overseas markets.\r\n\r\nThe FOOD Platinum\r\n...was won by CBX (USA) for the packaging of meat from Man Cave Meats.\r\n\r\n\"pent\"\r\nThe founders of Man Cave Craft Meats, Nick and Josh Beste, were university students when they launched their business, by crafting innovative flavor combos with an obsessive focus on quality. Moving from the stall at the Minneapolis Farmers Market out into grocery stores required the creation of a punchy packaging design for Man Cave Craft Meats to proclaim the makers’ innovative flavor combinations and obsessive pursuit of quality. This was a product with a bold and authentic identity, and a strong measure of individuality, reminiscent of the artisanal world of craft beer with its small-batch production and straightforward, masculine irreverence. So for the unpretentious foodie core customer, the new design uses hand-crafted typography on a strong black background, and images of burly, bearded men with tattoos, alongside taglines such as: “Long live the butcher!”\r\n\r\nThe BODY Platinum\r\n...is awarded to Mousegraphics (Greece) for a series of packaging for the BIC brand socks.\r\n\r\n\"bic-sock\"\r\n\r\nBIC is a company with a strong brand known worldwide. A fresh packaging idea here brings a number of Bic products together by the use of a smart but simple concept and its variations: if socks dress the feet, shoes complete the process, then socks for sale on the shelf can also be ‘dressed’ in shoes in a playful manner that catches the eye immediately. The packaging for each style features the image of a type of shoe (women’s, men’s, sports, casual) to match the sock. Within the brand’s range this creates a discrete category that is easy to identify (shoes) while also providing a unifying principle.\r\n\r\nThe OTHER MARKETS Platinum\r\n...is awarded to The Partners (UK) for a range of packaging designs for Argos \'Simple Value\' household appliances.\r\n\r\n\"house\"\r\nArgos is the UK\'s leading digital retailer - 33,000 products 53,000 lines, 130 million customers, 840 UK stores. Consisting of 140 basic household items, the Argos \'Simple Value\' range offers solid quality at low prices. It was this combination of simplicity with value that led to the name, and the packaging also reflects the fact that these products speak for themselves. But simple need not mean dull, and while the product descriptions communicate the basic values there are unexpected twists that lift the copy into something that engages more personally with customers. Different designs have also been created for all these items, and with several hundred thousand units produced per year the simplicity of the print production makes it easier for international suppliers to contribute to the range..\r\n\r\nThe LUXURY Platinum\r\n...goes to Coley Porter Bell (United Kingdom) for the luxurious Chivas Regal bottle, The Icon, and its superb packaging.\r\n\r\n\"regal\"\r\n\r\nChivas Regal is considered the world\'s first luxury whisky. It was the first Scotch to be exported to the rest of the world in 1909 and became the iconic whisky of its time, drunk by the global elite. Fast forward just over one hundred years and Coley Porter Bell were tasked with developing the positioning, visual identity and packaging for a new ultra-prestige product that would serve to enhance Chivas Regal\'s luxury credentials. As a permanent expression representing the pinnacle of the range (retailing at US$3,500), their challenge was to get to the very essence of the brand\'s visual DNA. To deconstruct its qualities and re-imagine them in the purest, most sublime form. They needed to look backwards in order to look forwards and in doing so, they struck upon their inspiration - the original 1909 bottle - an icon of its day. The design pays tribute to the brand\'s illustrious past - the green crystal decanter in particular, but also the touches of red throughout the packaging, the reference to the ship on the badge and the presentation case pay homage to the iconic green bottle of 1909 and the brand\'s export story. The agency worked closely with a leading luxury cabinet-maker and the master craftsmen at Dartington Crystal. Each decanter is mouth-blown and hand finished.\r\n\r\nRead the full article in Brand Packaging\r\nPhotos Courtesy of the Pentawards', 'Pentawards Announces 2016 Packaging Design Winners', '', 'publish', 'open', 'open', '', 'pentawards-announces-2016-packaging-design-winners', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/pentawards-announces-2016-packaging-design-winners', 0, 'thinking', '', 0), (2274, 0, '2018-09-27 16:54:38', '2018-09-27 16:54:38', '', '0220HelicopterBranding-1', '', 'inherit', 'open', 'closed', '', '0220helicopterbranding-1', '', '', '2018-09-27 16:54:38', '2018-09-27 16:54:38', '', 1805, 'http://cbx.cappendev.com/app/uploads/2018/09/0220HelicopterBranding-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2275, 1, '2016-09-26 19:42:50', '2016-09-26 19:42:50', 'Now celebrating its 10th year, the Pentawards has as its mission the global promotion of packaging design. Brigitte Evrard, Pentawards co-founder, has stated that: \"Packaging design is a very demanding and difficult discipline, as it is subject to the laws of a market more and more focused on cost reduction and short-term profitability. Packaging designers must often do a lot with a little. The goal of the Pentawards is to reward designs originating from all markets, from mass-market to luxury.\"\r\nTo facilitate this, the awards are structured in five broad sectors—Food, Beverages, Body, Other Markets and Luxury—that group together 50 categories. The ninth edition of the Pentawards received 1,843 entries from five continents and 54 countries. An international jury composed of 12 professionals from packaging design and marketing, as well as the Pentawards chairman, bestowed the Bronze, Silver, Gold and Platinum Pentawards. The Diamond Pentaward winner will receive, in addition to a trophy, a year of the Esko Suite 14 packaging design software, worth €5,000. Taschen will publish the fourth edition of The Package Design Book, this time containing all the winners from 2015 and 2016.\r\n\r\nLondon-based agency Jones Knowles Ritchie took home the Diamond Pentaward, 2016 Best of the Show, for its design of new boxes for Domino\'s Pizza. Below you\'ll find it and our selection of winners. Submissions for the 11th Pentawards will be open from February 20 to April 7, 2017. More information and galleries of winners from this and previous years are available on the Pentawards site.\r\n\r\n\"dominos\"\r\n\r\n \r\n\r\nDIAMOND PENTAWARD 2016 and ESKO PRIZE - BEST OF THE SHOW | Entrant: Jones Knowles Ritchie | Brand: Domino\'s Pizza\r\nOver the years, Domino’s pizza packaging had become overloaded with generic information which had lost impact with consumers, while the brand mark had become relegated to a small endorsement. Redesigning its delivery boxes in the UK would enable it to become the definitive article again, and this meant taking a bold and simple approach to replace the clutter on the boxes and focus instead only on the brand’s distinctive two-color logo. Since 96% of all Domino’s pizzas are sold in pairs, the brand’s pizza combo deal was used as the basis for the new design, with one red box and one blue. The result? An open invitation for sharing and fun, as if to say \"don’t order a pizza, order Domino’s.\"\r\n\r\n\"sake\"\r\n\r\nPLATINUM PENTAWARD 2016 – BEST OF THE BEVERAGES CATEGORY | Entrant: Bullet | Brand: Imayotsukasa Sake Brewery - Imayotsukasa\r\n\r\n\"man-cave\"\r\n\r\nPLATINUM PENTAWARD 2016 – BEST OF THE FOOD CATEGORY | Entrant: CBX | Brand: Man Cave Meats\r\n\r\n\"bic\"\r\n\r\nPLATINUM PENTAWARD 2016 – BEST OF THE BODY CATEGORY | Entrant: Mousegraphics | Brand: Bic - Socks\r\n\r\n\"houseee\"\r\n\r\nPLATINUM PENTAWARD 2016 – BEST OF THE OTHER MARKETS CATEGORY | Entrant: The Partners | Brand: Argos - Simple Value\r\n\r\n\"regal-1\"\r\n\r\nPLATINUM PENTAWARD 2016 – BEST OF THE LUXURY CATEGORY | Entrant: Coley Porter Bell | Brand: Chivas Regal - The Icon\r\n\r\n\"rooser\"\r\n\r\nGOLD PENTAWARD 2016 – FOOD | Entrant: Squad Ink | Brand: The Grounds - Granola\r\n\r\n\"tuna\"\r\n\r\nGOLD PENTAWARD 2016 - CONCEPT | Entrant: Anthem | Brand: Eternal Oceans\r\n\r\n\"aloe\"\r\n\r\nGOLD PENTAWARD 2016 - BODY | Entrant: Enprani | Brand: Holika Holika - Aloe\r\n\r\nOriginally published in Graphics\r\nPhotos courtesy of Graphics', 'The Pentawards 2016 Packaging Design Award Winners', '', 'publish', 'open', 'open', '', 'the-pentawards-2016-packaging-design-award-winners', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-pentawards-2016-packaging-design-award-winners', 0, 'thinking', '', 0), (2276, 0, '2018-09-27 16:54:38', '2018-09-27 16:54:38', '', '0228PackagingNoir1-1', '', 'inherit', 'open', 'closed', '', '0228packagingnoir1-1', '', '', '2018-09-27 16:54:38', '2018-09-27 16:54:38', '', 1806, 'http://cbx.cappendev.com/app/uploads/2018/09/0228PackagingNoir1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2277, 1, '2016-10-07 16:17:14', '2016-10-07 16:17:14', 'New York-based brand and retail design consultancy CBX has added Nan Richardson to its team as the engagement director of branded environments. Based in Newport Beach, Calif., she will seek out new relationships and development opportunities across numerous industries.\r\nRichardson holds more than 20 years of experience in the field, previously serving as the West Coast director of business development for Core States Group. She has also held senior marketing and business development positions at prominent firms such as Perkins+Will, IA Interior Architects, and H. Hendy Associates. A graduate of the American Institute of Interior Design, Lucerne, Switzerland, Richardson is a member of the International Council of Shopping Centers, the Urban Land Institute, and the Boutique & Lifestyle Lodging Association.\r\n\r\nOriginally published in design:retail', 'Nan Richardson Joins CBX', '', 'publish', 'open', 'open', '', 'nan-richardson-joins-cbx', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/nan-richardson-joins-cbx', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2278, 1, '2016-10-19 20:01:13', '2016-10-19 20:01:13', 'The London International Awards is claiming an award-show first by announcing the shortlist for its new Verbal Identity category.\r\n2016 marks the first time the awards has appointed a standalone jury for Verbal Identity (pictured), led by Chris West, founder of Verbal Identity Ltd.\r\n\r\nThe Awards says the introduction of Verbal Identity was a reaction to the ‘What About Naming?’ campaign launched by New York-based brand agency CBX in 2015. As major awards programs continually ignored the role of naming in the brand-building process, CBX believed that more should be done to honour the most creative and successful naming and verbal identity projects.\r\n\r\nWith West, jury members included Rachel Bernard of CBX New York, Sean Doyle of Panic London, Steve Martin of Eat Creative Tokyo, Laurel Sutton, senior strategist and linguist at Catchword Oakland and Ben Zimmer, language columnist at the Wall Street Journal.\r\n\r\nRead the full article in Marketing Mag\r\nPhoto Courtesy of Marketing Mag', 'Verbal identity on show for first time at London International Awards', '', 'publish', 'open', 'open', '', 'verbal-identity-on-show-for-first-time-at-london-international-awards', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/verbal-identity-on-show-for-first-time-at-london-international-awards', 0, 'thinking', '', 0), (2279, 1, '2016-10-30 15:22:57', '2016-10-30 15:22:57', '\"brow-zigs\"\r\n \r\n

    Benefit Cosmetics strikes a tongue-in-cheek tone that doesn’t take beauty too seriously.

    \r\nWomen are looking for products and packaging that go beyond the tired clichés of femininity. CBX’ Allison Koller explains how brand owners can create more authentic packaging for female consumers.\r\n\r\nAllison Koller, Executive Creative Director of CBX, recently gave a TEDx talk on the clichés used in packaging for products geared toward women. Here she answers some questions on the topic and provides examples of how brand owners can convey a more authentic story.\r\n\r\nPackaging World:\r\n\r\nHow do female stereotypes and clichés currently manifest themselves in retail product packaging and branding?\r\n\r\nAllison Koller:\r\n\r\nRepresentations of women in packaging and in store displays cue off many of the same clichéd codes present in advertising, where women are depicted as perfect, without flaws. This sets up an unrealistic standard, where women can’t get real. No sweat, no blemishes, no aging, perfectly run households—no individuals with real thoughts or feelings.\r\n\r\nCommon codes include: “Magic”—products that promise to make you flawless, or forget any challenges you may face; “The Ingenue”—an innocent (usually blonde) who never ages; “The Goddess”—either perfectly sculpted from a sweat-free workout or wearing a sparkling golden gown; “The Modern Miracle Mom”—house in order, dinner on the table, perfect birthday parties, blogging about it all; and “The Exotic”— an all too common representation of women of color as mysterious, sultry, or fiery.\r\n\r\nDesign language in packaging can quickly fall into shorthand to convey, “This is for a woman.” This includes graphic cues such as soft, pastel colors and curvy shapes, floral and butterfly motifs, and lace. It’s a singular idea of what femininity and being female should be, one that is outdated and infantilizing.\r\n\r\nYou might say that some of these representations are aspirational. Why are they no longer relevant?\r\n\r\nThese codes for femininity do set an aspirational expectation. It’s just another place for women to measure up to a definition of “perfection.” Many women have moved on to set their own standard for beauty, for motherhood, and for being a professional. Brands that create a platform for their audience to be themselves are much more relevant than those that dictate a specific way of being.\r\n\r\nDo you think it’s something female consumers are conscious of? Are they looking for alternatives?\r\n\r\nClichéd codes often fade into the background. They are expected, so their impact is dulled. They’ve become just another beautiful face, or a perfect body selling something.\r\n\r\nFrom my experience listening to consumers in focus groups for a myriad of products made for women, yes, women are very open to something different, something outside the girlie cliché. In some cases they demand it.\r\n\r\nBased on the cultural impact of campaigns like Dove’s Real Beauty, Like a Girl from Always, and Under Armour’s I Will What I Want, and even the packaging for U by Kotex, the opportunity to present an alternative to the cliché is rich. These brands found a new way to address women in categories that previously upheld standards of perfection for women. What may have initially felt like a risk, turned out to reap great rewards.\r\n\r\nWhat are some examples of package designs that rely on these stereotypes?\r\n\r\nMany brands in the feminine and personal care categories continue to use clichéd codes for femininity in packaging design. They fall into the trap of “for woman = soft or pink,” as if we need to be reminded that “women like flowers” when we have our periods.\r\n\r\nHow can brand owners convey more authentic messages to female consumers through their package design? What are some examples of brands that have successfully changed the story?\r\n\r\nPackaging is a perfect place to bring a brand’s tone of voice to life. From claims to romance copy, it is a platform to authentically connect with women. Paired with unexpected visual cues—ditch the pastels and flowers—a new story can emerge. A story where brands get real and cut her a break, or challenge her with new ideas. There are as many ways to say, “I’m for you,” as there are women out there. Be a coach in her success, a rebel in a tired category, someone that is infinitely relatable, not just a goddess or ingénue. Would a rebel show up to a protest wearing a gold ball gown? Ensuring authenticity is essential to your brand’s success.\r\n\r\nThere are excellent examples of brands that have found this authentic voice through packaging, sometimes in unexpected places, like beauty. Benefit Cosmetics strikes a tongue-in-cheek tone that doesn’t take beauty too seriously. Products like “fake up,” “benetint,” “high beam,” and “hello flawless” invite women in with humor, expressive patterns, and typography.\r\n\r\nBumble and Bumble hair care takes a similar approach to design through the use of distinctive patterns, textures, and copy for each product, which mirrors its inclusive portfolio for every hair type and styling goal.\r\n\r\nKY has expanded sexual wellness to include women’s pleasure, and has breakthrough packaging to match. Yours & Mine is not shy about its purpose or impact at shelf.\r\n\r\nKind bars flipped the (female) nutritional bar category on its head, using a name and clean, linear graphics that convey the elemental nature of the product, not a feminine cliché. The brand has recently built on its success with the launch of STRONG, launched for women seeking some extra protein for their (warrior-like) workouts.\r\n\r\nIs there a still a place for traditional feminine visual cues, depending on the product?\r\n\r\nIt is difficult to argue against a gorgeous, perfectly styled mane of hair in the hair-care category, or some sparkle in oral care packaging. However, there are always opportunities to be more inclusive in depictions of what is an aspirational image.\r\n\r\nWatch a video of Koller’s TEDx talk. \r\n\r\nOriginally published by Packaging World\r\nPhoto courtesy of Packaging World', 'Scrap the stale female clichés', '', 'publish', 'open', 'open', '', 'scrap-the-stale-female-cliches', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/scrap-the-stale-female-cliches', 0, 'thinking', '', 0), (2280, 1, '2018-09-27 17:42:11', '0000-00-00 00:00:00', 'Smart merchandising can use the perimeter to boost center store.\r\nIt’s no secret that in the grocery channel, growth among perimeter departments is outpacing that of center store, and is anticipated to continue doing so through the rest of the decade.\r\n\r\nWhile center store sales are projected to grow from $205 billion in 2015 to $216 billion by 2020, perimeter sales are anticipated to rise from $296 billion in 2014 to $346 billion by 2019 — a whopping $50 billion, according to Chicago-based market research firm Mintel.\r\n\r\nThe reason behind this switch is clear: Americans are increasingly “counting ingredients, not calories,” eschewing heavily processed foods for fresh and natural offerings, says Euromonitor, a market researcher based in Chicago, in its April 2016 “Fresh Food in the U.S.” report.\r\n\r\nWith the rise in e-commerce, however, trips to brick-and-mortar grocery stores are on the decline, warns Stacey Ring-Sanders, VP of category management with Battle Creek, Mich.-based Kellogg Co. As a result, grocers are feeling increased pressure to ensure that they’re meeting their shoppers’ needs, making it important to develop solutions and pair items across the store to maximize sales as much as possible.\r\n\r\nA good way to do this is to work with suppliers and across departments, leveraging the perimeter’s booming popularity to boost exposure and sales of products typically seen as more processed — namely, shelf-stable and frozen items.\r\n\r\nShelf-stable Opportunities Abound\r\n\r\nShelf-stable products are relatively easy to move to other areas of the store and promote alongside complementary fresh items. To do so, however, grocers must understand consumers’ attitudes, lifestyles and purchase behavior.\r\n\r\nOne major consumer behavior worth noting: The busy world and increasing access to exotic flavors are pulling consumers in two different directions, pitting a desire for more exotic, complex dishes that often incorporate fresh ingredients against a cramped schedule barely allowing for a phone call to order pizza.\r\n\r\nMatt Pabst, director of shopper marketing at Omaha, Neb.-based ConAgra Foods, suggests that marrying the convenience of shelf-stable products with the desirability of fresh products is a critical way of approaching cross-merchandising and -promotions in the center store category.\r\n\r\nFor instance, ConAgra partnered with its retailer clients to share with customers its “Rockin’ Guac” recipe, which pairs Ro-Tel’s canned diced tomatoes and green chilies with Avocados From Mexico avocados and perimeter items. Doing so removes a time-consuming step from preparation — dicing the tomatoes and peppers — while still giving consumers the feeling that they created something by mashing the avocados and mixing them with the other ingredients, as well as imparting the satisfaction of enjoying fresh foods.\r\n\r\nBeyond tastes, time of year also can lend itself to convenience-minded cross-merchandising and -promotion solutions between shelf-stable and fresh.\r\n\r\nOne of the more stressful periods for time-starved families is the back-to-school season, which can leave parents with little time to put together a healthful lunch or snack for their kids. And considering that parents today are more interested than ever in having their kids eat fresh, less-processed foods, adding fresh components to cross-merchandised and -promoted solutions can help retailers give parents peace of mind while driving sales.\r\n\r\nAs an example, shelf-stable peanut butter could pair well with fresh sliced breads in the bakery section, especially around back-to-school season, and offer a strong sampling opportunity. Brian Evangelista, brand manager with ConAgra, notes that during that period in 2015, its Peter Pan brand partnered with retailer clients to create trial programs based around its new Simply Ground peanut butter, which boasts a texture somewhere between creamy and crunchy peanut butters.\r\n\r\n“To bring the first texture innovation in this category for many years, we needed to focus on in-store demonstrations to share the experience with consumers,” he says. “Simply Ground is very important to the lunchbox occasion because it is the only spreadable crunch on the market,” as traditional crunchy peanut butter is more likely to tear bread apart when spread with a knife.\r\n\r\nAdditionally, category managers could work to cross-merchandise and -promote on health-and-wellness messaging. For instance, pairing free-from shelf-stable products with complementary perimeter items sporting similar free-from statements could help drive basket ring. “It’s critical that retailers have category assortments that more completely meet the different and relevant health needs of their shoppers,” says Nicolas Martinez, director of shopper insights with ConAgra.\r\n\r\n“This includes specific health needs like natural, gluten-free and organic.”\r\n\r\nFrozen Tougher to Crack\r\n\r\nWhile cross-merchandising or -promoting shelf-stable products around the perimeter requires just a bit of creative thinking, doing the same with frozen items can be far trickier. For one, such products can’t easily be merchandised outside of the frozen aisle, meaning that cross-promotions tend to be easier.\r\n\r\n“You need to have wheel-able cases to actually cross-merchandise,” points out Todd Maute, partner with New York-based retail branding firm CBX.\r\n\r\nBut the even bigger concern here is that grocers in recent years are seeing a trend in frozen foods opposite of the one in fresh perimeter departments, given consumers’ desire for more natural, less-processed foods.\r\n\r\nA good example is ready meals: The largest frozen subcategory, with sales of $8.1 billion in 2015, it fell $1 billion at the same time that the second-largest subcategory, prepared salads, with sales of $4.8 billion in 2015, grew 25 percent in value, Euromonitor notes in its December 2015 “Ready Meals in the U.S.” report. These results reflect Americans’ increasing preference for freshness, and their rising disposable incomes.\r\n\r\nThere are two areas, however, that could help with fresh-frozen cross-merchandising and -promotion: specialty and better-for-you. According to Saj Khan, VP of grocery operations and purchasing with Woodland, Calif.-based grocery chain Nugget Markets, if a frozen food doesn’t fall into either of these two categories, then it’s probably seen as loaded with preservatives.\r\n\r\n“I’m not going to have Eggo waffles or Hot Pockets or frozen pizza over in those areas,” he says.\r\n\r\nVolume sales of ice cream, for instance, are down, Mintel notes. However, interest in premium offerings here has been on the rise, helping keep market sales afloat, as many consumers are willing to pay a premium for these products. Sales of Nugget’s super-premium ice cream are “through the roof,” Khan says, which also helps with cross-promotions: The ice cream pairs well with “super-decadent” desserts, pies and breads.\r\n\r\n“Stuff like that is what’s really selling for us,” Khan observes.\r\n\r\nBut it can’t always be just the frozen specialty items like ice cream and fresh strawberries; specialty fresh items among the staples, especially in produce, also are important, according to Scottsdale, Ariz.-based produce supplier AmeriFresh in its March 2015 “Ten Tips for Retail Produce Merchandising” blog entry. Such items can pique the curiosity of patrons, bringing more of them into the department and leading to more visibility of all products in the program.\r\n\r\nAs for Nugget’s better-for-you items, frozen fruit is a good example of a better-for-you frozen product that’s a big seller, Khan says, and one that has potential for cross-promoting with fresh products such as other types of fruit, considering how many consumers use them to make smoothies or protein shakes. While frozen sales are struggling, frozen fruit does well because consumers see it as minimally processed and as healthful as its fresh counterpart, making products like this suitable for cross-promoting with fresh, suggests Euromonitor in “Fresh Food in the U.S.”\r\n\r\nThe reverse of cross-merchandising or -promoting frozen in the perimeter also can work for some grocers, although it might not be easy. While many grocers house most of their frozen foods in upright freezer cases with doors, for instance, Trader Joe’s uses coffin cases solely, allowing the grocer to place shelves above the cases for cross-merchandising purposes. Although the Monrovia, Calif.-based grocer typically merchandises shelf-stable offerings — some of which are cross-merchandised — above the coffin cases, it has cross-merchandised some fresh items in that area, such as lemons, CBX’s Maute notes.\r\n\r\nSimplicity Succeeds\r\n\r\nWhatever formats are being cross-merchandised or -promoted — frozen with fresh, shelf-stable with fresh, etc. — ultimately, no effort will be successful without full communication and collaboration between category managers. After all, why would a frozen buyer whose only job is to grow the frozen category want to work with someone handling fresh produce?\r\n\r\n“I think there’s got to be some overall company initiative, like ‘What problem are we going to solve?’ — whether it’s to increase frozen sales, increase meal solutions or give consumers the convenience they need,” Maute says. “In addition to that, both the frozen manufacturers, as well as some of the fresh providers, could collaborate on creating those solutions, and the retailer could be the conduit to actually pull those together.”\r\n\r\nAnd as is the case in many promotional and merchandising practices, grocers need to remember that simplicity typically succeeds. Retailers need to keep in mind their size and volume limitations with displays, as well as the type of product they’re trying to move. They also need not to overcomplicate promotions.\r\n\r\nIn its blog entry, AmeriFresh noted that piling on too many complementary items can cause customers to lose focus on the product the retailer is trying to move in the first place, resulting in less impact. Ultimately, retailers should position each item on display as a good deal that also provides customers with a unique culinary opportunity.\r\n\r\n“It’s critical that retailers have category assortments that more completely meet the different and relevant health needs of their shoppers.”\r\n—Nicolas Martinez, ConAgra Foods\r\n\r\n“Frozen manufacturers, as well as some of the fresh providers, could collaborate on creating those solutions, and the retailer could be the conduit to actually pull those together.”\r\n—Todd Maute, CBX', 'Fresh Thinking', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=2280', 0, 'thinking', '', 0), (2281, 1, '2016-11-11 17:17:18', '2016-11-11 17:17:18', 'CBX, the brand agency and retail design consultancy headquartered here, took home two awards in the newly-created Verbal Identity Category at the 2016 LIA Awards.\r\nFormerly known as the London International Advertising Awards, the LIA is a worldwide awards program honoring legends, pioneers and embodiments of excellence in advertising, digital, production, design, music and sound, and technology. In addition to Verbal Identity, awards are presented in 15 other categories, including billboard, branded entertainment, digital, print, radio & audio, and TV/cinema/online film.\r\n\r\nWithin the Verbal Identity category, CBX competed against multiple entrants from agencies throughout the world and garnered Silver awards in both the Naming and Tone of Voice sub-categories. Additionally, a third CBX project was a finalist in Tone of Voice.\r\n\r\nIn Naming, the firm was honored for the development of the brand name Yesway, for a new Des Moines, Iowa-based convenience store chain. “Across America, you either find run-down, old-school gas stations or newfangled artisanal c-stores with made-to-order menus, but nothing in the middle,” said Rachel Bernard, CBX Vice President, Verbal Strategy. “That began to change when Brookwood Financial started acquiring a number of stations in the Midwest, looking to capture a more middle-of-the-road market. The result? Yesway – a simpler, easier, friendlier experience created from the ground up, from the name to the environment to the offer.”\r\n\r\nIn Tone of Voice, CBX was honored for its work for She Should Run, a nonprofit organization committed to advancing women and girls in public leadership. “The simultaneous broadening and diversification of She Should Run’s programs, combined with the meteoric success of programs like ‘Ask a Woman to Run’ and ‘See Joan Run,’ added even more complexity to the nonprofit’s existing communication challenges,” explained Lesley Stordahl, CBX Creative Director. “It needed a unifying messaging and voice framework to deliver clear, consistent and compelling communications. Understanding the barriers female candidates face was key to sharpening the brand’s voice to hit the communications that best motivate women to get in the race. The voice builds on the urgency and passion that women can bring to politics by breaking down these barriers, and rallies them to come forward and be heard. The new She Should Run voice establishes a clear direction for the future – inspiring new generations of women and girls to pursue a more perfect union,”\r\n\r\nThe firm was also named as a finalist in Tone of Voice for its “Deep-Rooted Beauty Care” re-branding of Hain Celestial’s Avalon Organics line of certified organic products. In addition to creating new packaging, design, tagline and nomenclature systems for Avalon’s five product lines, CBX’s team built a brand book; clarified Avalon Organics® brand personality and behaviors; defined the brand’s visual and verbal principles with expansive voice guidelines for use in social media and other communications, and conducted internal training to support writing around the new master brand.\r\n\r\nThis year, The LIA added Verbal Identity as a category, with sub-categories for Naming, Tone of Voice, Tagline/Endline, and Copywriting. This followed a campaign launched last year by CBX Managing Partner & CEO Gregg S. Lipman, which included a full-page ad in Advertising Age urging major industry awards programs to begin honoring creative agencies for their hard work and creativity in the naming arena.', 'CBX Takes Home Two Awards at 2016 LIA Competition in Newly-created Verbal Identity Category', '', 'publish', 'open', 'open', '', 'cbx-takes-home-two-awards-at-2016-lia-competition-in-newly-created-verbal-identity-category', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-takes-home-two-awards-at-2016-lia-competition-in-newly-created-verbal-identity-category', 0, 'thinking', '', 0), (2282, 1, '2016-11-14 20:55:31', '2016-11-14 20:55:31', '\"allison-k-final-retouch-_intranet\"\r\nNew York City-based CBX is consumer branding firm providing a range of strategic and creative services. As executive creative director, Allison Koller is responsible for providing inspiration, vision, and strategic guidance for the CBX design team. She has led creative and innovation initiatives for such clients as Kimberly-Clark, General Mills, Burt’s Bees, and The Art of Shaving.\r\n\r\nMost recently, Koller led her team to a Platinum Pentaward for packaging work on behalf of U by Kotex (Kimberly-Clarke). And it’s marketing to women that inspires Koller. In a June TEDx talk in Scotch Plains, N.J., Koller described herself as a swimmer, illustrator, daughter, tennis player, and wife who pays keen attention to the content and subtext of brand messages aimed at women.\r\n\r\nYou said brands need to move beyond the “sea of clichéd visual codes” if they want to connect with real women. Can you give examples of the “tired tropes,” as you call them?\r\n\r\nI think the most clichéd codes present women as perfect—no flaws allowed. By presenting women without imperfections, we’ve set up an unrealistic standard where women can’t get real. There’s no sweat or blemishes, no aging, and perfectly run households. There are no individuals with real thoughts or feelings represented.\r\n\r\nAmong the most common cliched codes I’ve found is “magic.” The word is used with products that promise to make you flawless, or forget any challenges women may face. Another one is the “Ingénue.” She’s an innocent—usually blonde—woman that never ages. The “Goddess” is either perfectly sculpted from a sweat-free work out or wearing a sparkling gown. We’ve all seen “Modern Miracle Mom” with her house in order, dinner on the table, perfect birthday parties, and blogging all about it. Unfortunately, we still find references to the “Exotic,” a still-all-too-common representation of women of color mysterious, sultry, or fiery.\r\n\r\nTired tropes include the sea of eyes, belly buttons, breasts, and beautiful booties. Messages and images with the power to break through that sea are unexpected. They make you look twice. They shift the cultural conversation.\r\n\r\nWhat brands have been successful in shifting the cultural conversation?\r\n\r\nFortunately, some brands understand the need to keep it real. I think U by Kotex started a new type of dialogue. Kotex wanted to transcend the clichéd codes of feminine hygiene: Girls back-flipping on the beach while having their period, levitating tampons twirling in front of a sea of flowers. They recognized the need for a new conversation with young women that broke through the “pretty-princess, flowery noise” of the category. We launched with something undeniably code-and cliché-breaking—the black box with a touch of fun in the brightly colored wrappers. No flowers, no high-tech performance claims.\r\n\r\nElsewhere in the category, we’re seeing it in the “Like a Girl” campaign from Always (Procter & Gamble) that addresses the plummeting self-esteem girls experience around the same time that they get their period. Think has upped the ante with its “period proof’ underwear. Both Kotex and Thinx have taken a rebellious stance. They’re pointing out shortcomings and double standards of the category and culture. That’s allowing them to open up a more honest and real conversation about women’s health, and, in particular, having a period. You just have to ask yourself, if our culture can accept open dialogue about erectile dysfunction, why not periods?\r\n\r\nAre there others worthy of note?\r\n\r\nOutside of the feminine category, the health and fitness space has made a shift to embrace real women. Under Armour has stepped up community building through social media. Its “What’s Beautiful” campaign cast amateur female athletes as strong warriors that supported one another. They also expanded the definition of athlete to include ballet dancer Misty Copeland and with supermodel Gisele Bundchen fighting off harsh online criticism in the “I Will What I Want” campaign. It was an inspirational way for them to reach women.\r\n\r\nIn cosmetics, a true pioneer is Dove with its “Real Beauty” campaign. Dove’s tireless commitment to the platform, expanding upon it year after year to make a more inclusive definition of beauty, has inspired so many other brands. You can also see it in American Eagle’s Aerie brand. They made a commitment to not retouch their models’ [photographs] and to use young women who fall outside the super-slim standard. Campaigns like this start to shift the culturally accepted definition of “beautiful woman” from perfect to real.\r\n\r\nSo how do you measure success when connecting with “real” women and not some idealized version? Does social media play a role? What about the physical retail environment or online commerce?\r\n\r\nI think response in social media is definitely a barometer of success. The “#LikeAGirl” video [has] received more than 62 million views worldwide since 2014 and it’s actually having a positive effect on boys as well. The campaign also netted Procter & Gamble a double-digit increase in product sales. Under Armour paired its “What’s Beautiful” with pop-up workout events around the country, so they were able t directly connect with their customer. When women are active engaging and sharing pieces of their experience, a real connection is made.\r\n\r\nBut a great retail experience isn’t specific to women. Creating an open environment with places to connect to community or have an experience that can’t happen online will ultimately make the difference. Lululemon’s retail model is a prime example. The store doubles as a yoga studio.\r\n\r\nWhile not traditional retail, SoulCycle is another fitness brand that has created a tribe of women that are T-shirt wearing, yellow nail-painting brand evangelists. Toms Shoes is not specific to women, but it’s unquestionably real in its commitments to social responsibility. Toms’ “One for One” program permeates all communications. It’s an underpinning to the retail environment where people can hang out with free Wi-Fi, drink some Toms coffee, attend a yoga class and, of course, browse for shoes and sunglasses. The brand’s core consistency allows it to expand in many directions and make real connections with both men and women.\r\n\r\nWhat advice do you have for brand marketers hoping to create campaigns that resonate with real women? You mentioned, for example, notions of “perfection” giving way to imperfection. Can you share a few thoughts?\r\n\r\nI would urge any brand to take a risk and change the conversation. Show women a more inclusive and inspirational—not just aspirational—picture of the world.\r\n\r\nRather than representing the “Ingénue,” embrace aging in all its beautiful forms. Women can work hard to get results as warriors, not only goddesses. “Magic” is taking a back seat to hard work. The “Modern Miracle Mom” has shifted to homemaking with everyday dads and gender role reversals. Instead of exoticism, we have true diversity.\r\n\r\nExpand the definition of family—look at the recent Tylenol and Honey Maid campaigns—by flipping gender roles and depicting same-sex partnerships. If that sounds too scary, it really shouldn’t, because we’re talking about real life. It comes down to finding the message that’s true to a brand. Next is defining how it can authentically connect with women in a space beyond the cliché, and then living up to that message every singe day.\r\n\r\nOriginally published in Stores Magazine\r\n\r\n ', 'Navigating the Sea of Marketing Clichés', '', 'publish', 'open', 'open', '', 'navigating-the-sea-of-marketing-cliches', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/navigating-the-sea-of-marketing-cliches', 0, 'thinking', '', 0), (2283, 1, '2016-11-18 20:18:48', '2016-11-18 20:18:48', 'CSNews Store Design Contest honors 10 retailers delivering a unique experience.\r\nIt\'s one thing to have an attractive store that grabs the attention of motorists driving by. It\'s another thing to have an attractive store that delivers an in-store experience unlike anything else consumers have ever encountered at a convenience store. The winners of the 2016 Convenience Store News Store Design Contest achieve both — with flair.\r\n\r\nNow in its 11th year, the awards program honors new and rebuilt c-stores whose designs excel in areas such as branding, interior layout, use and effectiveness of signage and logos, and exterior property and landscaping. Construction or remodeling of eligible stores must have taken place between January 2015 and April 2016.  Winners were selected based on innovation, creativity, and the positive impact of the design and/or remodel on the retailer\'s overall business.\r\n\r\nThis year\'s honorees, spanning six categories, are:\r\n\r\nBEST ORIGINAL DESIGN\r\n\r\nWinner: Kum & Go LC, Johnston, Iowa\r\nDesigner: CBX & BRR Architecture\r\n\r\nHonorable Mention: Parker\'s, Ridgeland, S.C.\r\nDesigner: api(+)\r\n\r\n***\r\n\r\nBEST INTERIOR DESIGN\r\n\r\nWinner: Grab.n.Go Food Mart, Marshall, Texas\r\nDesigner: Paragon Solutions\r\n\r\n***\r\n\r\nBEST SKY\'S THE LIMIT REMODEL\r\n\r\nWinner: All-N-1, Campti, La.\r\nDesigner: Paragon Solutions\r\n\r\nHonorable Mention: Dirt Cheap, O\'Fallon, Mo.\r\nDesigner: Paragon Solutions\r\n\r\n***\r\n\r\nBEST MID-BUDGET REMODEL\r\nWinner: Tang Mart, Attalla, Ala.\r\nDesigner: Paragon Solutions\r\n\r\nHonorable Mention: Lone Star Food Stores, Van Alstyne, Texas\r\nDesigner: Paragon Solutions\r\n\r\n***\r\n\r\nBEST TRAVEL CENTER DESIGN\r\n\r\nWinner: Kwik Stop, Peosta, Iowa\r\nDesigner: Hussmann\r\n\r\nHonorable Mention: Kings Mahwah, Mahwah, N.J.\r\nDesigner: Bolla Oil Corp.\r\n\r\n***\r\n\r\nBEST INTERNATIONAL DESIGN\r\n\r\nWinner: ZOOM, Dubai, United Arab Emeritus\r\nDesigner: Emirates National Oil Co.\r\n\r\nOriginally published in Convenience Store News', 'This Year\'s Best-Designed C-store Chains Are...', '', 'publish', 'open', 'open', '', 'this-years-best-designed-c-store-chains-are', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/this-years-best-designed-c-store-chains-are', 0, 'thinking', '', 0), (2284, 1, '2016-11-01 16:29:30', '2016-11-01 16:29:30', 'Retailers should better leverage dedicated own-brand teams, consumer insights, and new technology to streamline the branding process.\r\nDuring a time of negligible population growth—with millennials slow to have children but eager to try new and exotic products—retailers cannot propel private brand sales simply through low-risk line extensions.\r\n\r\n“Because there’s not a lot of population growth, retailers are looking to innovation, and we’re seeing an enormous amount of what’s called ‘rapid prototyping,’” says Todd Maute, a partner with New York-based design consultancy CBX.\r\n\r\nHow could retailers be more innovative in the store brand space? Although the national-brand equivalent tier still resonates with many consumers, market research has shown that millennials—many of whom still live with their parents and have considerable discretionary income—care about transparent sourcing, corporate social responsibility and the avoidance of ingredients they consider to be harmful. These priorities and misgivings, coupled with millennials’ more adventurous, multicultural food and beverage preferences, create opportunities for retailers to develop new must-have premium brands, lines, and SKUs. And with any luck, some of these new products will go viral on social media.\r\n\r\nAmong private brand owners, “there will always be the ‘fast followers,’” observes Doug Baker, vice president of private brands for the Food Marketing Institute (FMI). “But if we can start finding those gaps where consumers have a need we can fill, that’s going to create longevity and a breath of fresh air for private brands. Many retailers are trying to do that, so they are stepping outside the box of what private brands have done for so many years.”\r\n\r\nRetailers face a number of challenges, however, when it comes to rapid development and deployments of groundbreaking private label brands, lines, and products.\r\n\r\n“Speed to market, in my opinion, is critical,” Maute says. “But a lot of retailers have very large [private brand] programs—with as many as 2,000 to 5,000 SKUs. To execute 5,000 SKUs can take years. By the time you’re done, you have to start all over again.”\r\n\r\nSmaller launches—of new and different store brand lines and products—also face hurdles, Baker notes. One of the challenges is guaranteeing the volume that many manufacturing partners require.\r\n\r\nAnother obstacle to a rapid launch is the complexity of the private brand supply chain, Baker points out. Retailers typically work not only with manufacturers, but also with packaging design agencies, pre-press firms, logistics companies, marketing and branding agencies, and many other vendors. A cumbersome, time-consuming approval process for any proposal or change can drastically reduce the speed to market.\r\n\r\nWhat could retailers do, then, to streamline the branding process and bring their own lines and products faster to store shelves? The answers range from reconfiguring corporate infrastructures to more effectively leveraging new technologies to communicate with outside vendors.\r\n\r\nDedicate groups to store brands\r\n\r\nMaute recommends that retailers have dedicated private brand groups—with a deep understanding of category dynamics—that are responsible for the entire branding process.\r\n\r\n“It starts with a commitment to infrastructure within a retailer,” he explains. “Each retailer is structured really differently. Sometimes merchandising owns private label. Sometimes marketing owns a piece of it, but merchandising owns another piece of it. And sometimes there are freestanding groups that own it and collaborate.”\r\n\r\nRetailers with dedicated groups tend to have more streamlined processes in place and realize, for example, that “how people shop for laundry detergent is very different from how they shop for cereal,” Maute says. Such retailers also recognize the need to tailor the branding story to consumer behavior within a particular category.\r\n\r\nMine consumer insights\r\n\r\nMany market research groups are striving to understand consumer behavior across a wide range of demographics and categories. Such market intelligence can help determine optimal package sizes, as well as item varieties.\r\n\r\nWorking with its Private Brand Council (consisting of retailers, wholesalers, and manufacturers) and IRI, FMI has been conducting research specific to how new private brand products are developed and launched and how consumers view and engage with store brand items.\r\n\r\n“We’re scrubbing social media to find out what consumers are actually saying about private brands,” Baker shares.\r\n\r\nHe notes that FMT plans to issue a four-chapter white paper on this research in phases next year, with the first chapter to be released around the end of January.\r\n\r\nPrivate label manufacturers, which frequently work with a range of retailers that target different demographics, can be founts of information on consumer behavior, too. To be innovative with store brands, Retailers and private label manufacturers need to pool their consumer and category insights and collaborate on product development, Baker says, pointing out that creativity can be found on both sides of the partnership.\r\n\r\n“From surveying our Private Brand Council, we know that manufacturers are bringing new items to retailers, and retailers are bringing new items to manufacturers,” he notes, adding that sometimes retailers and manufacturers glean new product ideas during trips overseas.\r\n\r\nStreamline communication\r\n\r\nDuring the packaging design phase, which has historically been time-consuming because of all of the external players and required sign-offs, new technologies can help shorten the time to market, Baker suggests.\r\n\r\nTo realize efficiencies, retailers may be tempted to bring or keep design in-house, but that’s usually not a good choice, according to Maute.\r\n\r\n“I believe that design is one of the most under-leverages tools in U.S. private label grocery packaging today,” he adds. “If you were to look at the UK market, which has a significantly higher penetration and market share in private brands, you’ll see that retailers like Tesco and Marks & Spencer and Waitrose use the top design agencies and have some of the most beautiful packages in the marketplace.”\r\n\r\nIndeed, because of technology, design agencies can be used more effectively and efficiently today, allowing a retailer in California, for instance, to work closely with a design team in Chicago, according to Baker.\r\n\r\n“Design companies are setting up monitors and equipment inside of brand owners’ buildings so that retailers can watch photo shoots from their offices in real time and make suggestions and decisions immediately,” he says. “So technology is a major solution in trying to reduce the time it takes to get a product to shelf.”\r\n\r\nTake smart shortcuts\r\n\r\nRather than start from scratch with a new brand or line, it can pay to leverage what already has been done. Earth City, Mo.-based Save-A-Lot, a division of Supervalu, Eden Prairie, Minn., came to this conclusion when it acquired the America’s Choice trade name from the bankrupt Great Atlantic & Pacific Tea Company (A&P) in late April. Less than six months later, the retailer is rolling out America’s Choice Creations, its new store brand line of “decadent” sweet and savory shelf-stable products. To diminish the initial time to market and build momentum, the entire line will be introduced in three launch phases.\r\n\r\n“It’s good to take advantage of somebody else’s hard work,” Baker observes. “That brand has been around for such a long time. And in certain areas of the country, it’s going to resonate very well with consumers because they are going to recognize it.\r\n\r\n“In other areas of the country, people will be seeing it for the first time,” he adds. “But whenever you can shorten the learning curve, that makes sense from a branding perspective.\r\n\r\nOriginally published in Store Brands Magazine.', 'Faster to market', '', 'publish', 'open', 'open', '', 'faster-to-market', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/faster-to-market', 0, 'thinking', '', 0), (2285, 1, '2016-12-12 17:07:49', '2016-12-12 17:07:49', 'Readers weigh in on Van Gogh Vodka\'s redesign.\r\nIn an effort to animate and reinvigorate the brand’s connection to art, Van Gogh Vodka has redesigned its packaging. “With this new package, we strove to create a collection of labels that are equal parts artistic and appealing—each one had to be a work of art to match the craftsmanship of the liquid inside, translating the spirit of Van Gogh’s Expressionism and bold vision in an engaging manner,” Norman Bonchick, chairman and CEO, 375 Park Avenue Spirits, the importer of Van Gogh Vodka, tells Package Design.\r\n\r\n“It was important that the new package live up to and respect our namesake, Vincent Van Gogh. “By working with an artist who painted through the lens of Van Gogh we were able to have paintings created using our 16 signature flavors as inspiration. Each of these paintings then became one of the labels you see with the release of the new package.”\r\n\r\nIn this the final installment of Field Notes, we ask Package Design readers if the new packages are stars or if the designs leave 375 Park Avenue Spirits’ branding goals in the fields.\r\n

    Allison Koller\r\nExecutive creative director, CBX

    \r\n

    There’s no question this is flavored vodka and that it will create a strong block at shelf. Perhaps the missed opportunity is in fully capturing the expressionistic spirit and style of Van Gogh’s paintings. The flavored variants could have been pushed further, so they were less literal and more abstract. This would have created a much more artistic spirit for a brand intent on celebrating its handcrafted tradition.

    \r\nRead the full article in Package Design Magazine\r\nPhoto courtesy of Package Design Magazine\r\n\r\n ', 'A Work of Art?', '', 'publish', 'open', 'open', '', 'a-work-of-art', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/a-work-of-art', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2286, 1, '2017-01-01 17:16:22', '2017-01-01 17:16:22', 'The gasoline canopy: For most of its existence, it has been a function-first structure, there to provide shelter from the weather and lend light at night.\r\nAnd in the 50 years since states began legalizing self-serve gas pumps, the canopy has largely retained the shape that reflects this practical purpose: the rectangle. Pure economics has bested creativity, keeping this architectural element frozen in time.\r\n“In the United States, you have so many legacy sites that have been around for so long that to tear [the canopy] down … it’s easier to repaint, restripe and reclad what already exists,” says Joe Bona, founding partner and president of retail design firm MoseleyBona Retail, Franklin, Mass.\r\n\r\nBut as fuel’s share of overall c-store profits continues to fall and in-store profitability rises, it’s time to redefine the canopy’s function and reconsider its investment potential. Yes, it still needs to protect customers from rain and sun. But the entire forecourt can do so much more.\r\n\r\n“It’s one of first things you see, a piece of communication that really reaches out, grabs people’s attention and signals the business that you’re in,” says Bona, who has designed canopies for retailers such as Wawa in the United States, COPEC in Chile and Axion in Argentina. “From that standpoint, the canopy is a pretty important piece of communication.\"\r\n\r\nFueling is an act of faith, Bona says. And through the forecourt, retailers must show that they sell quality fuel via visual, perceptive and experiential elements. A look at leading retailers and their signature canopies shows the potential when one breaks the rectangular mold.\r\n\r\n\"1\"\r\n\r\n1. Shape it up\r\n\r\nConsider the Wawa wing. Scott Boorse, facilities senior external vendor manager for Wawa Inc., Wawa, Pa., was part of the team that orchestrated the chain’s entry into the fuel business 20 years ago. The big question back then: How could Wawa grab a greater share of the declining liquid-fuels market?\r\n\r\nWawa understood that one factor guiding customers’ fuel buying process was the external appearance of the site. It needed to be inviting, “a place you want to go, that drives enthusiasm,” Boorse said during an educational session at the 2016 NACS Show. With that in mind, Wawa attempted to convey a “fresh and friendly” feel for its fuel island, beginning with a distinctive, cantilevered wing-shaped canopy designed by New York-based design firm CBX, where Bona previously was retail division president.\r\n\r\n“This is really a branding element that can dictate what your store is all about,” said Boorse, who describes the canopy as one of the most underused branding opportunities. The shape is so unique that Wawa trademarked it, and even chose to omit its logo.\r\n\r\n“Wawa’s canopy is so recognizable, you don’t need it,” Bona says. “It becomes part of the brand.\"\r\n\r\n\"2\"\r\n\r\n2. Light it up\r\n\r\nLighting is another element of Wawa’s exterior branding, with the goal of providing a feeling of safety without blinding the neighbors, Boorse said. It designated six zones of lighting for store exteriors, using LED bulbs with varying levels of lumens and footprints for different aesthetic effects and purposes.\r\n\r\nWhen it comes to the canopy, consider lighting possibilities beyond the underside, Bona says. “At nighttime you’re competing with other retail establishments on the street: fast-food places, shopping malls, etc.,” he says. “How can you stand out a little bit? You can get the underside of the canopy and the face to be engaging and stand out.”\r\n\r\n\"3\"\r\n\r\n3. Material matters\r\n\r\nMost canopy faces today are made from aluminum composite material, which is durable and easy to maintain, with a fairly long usage life. The face can be positioned flat or at an angle, and it accepts film for graphics.\r\n\r\nFiberglass offers another medium for producing alternative, proprietary shapes. For example, when Bona worked for CBX, he helped design an oval fuel canopy prototype for Terpel, the fuel retail arm of Colombian oil and gas company Organizacion Terpel S.A., in 2013. “To create that complex, compound curve, we made fiberglass molds and created the canopy from fiberglass. It’s durable, unique [and] allowed us to do something different,” says Bona.\r\n\r\nBut the more you break the mold, the more costs could rise. “If you’re not a sizable chain that could justify the cost, look at the asset you have and how to improve it without ripping it apart,” he says.\r\n\r\nLarger chains with sizable advertising budgets, however, should consider whether a custom canopy is a good justification of marketing dollars, Bona says: “It’s a one-time cost, but one you can leverage and amortize over the life of the site.”\r\n\r\n\"4\"\r\n\r\n4. Follow the leader\r\n\r\nThe curved, red, fabric-covered canopy at Sheetz’s newest stores carries over the look and feel of the main profıt center: the c-store.\r\n\r\nBut at the same time, the canopy pulls its own weight.\r\n\r\n“That whole look, it’s curvilinear, it’s internally illuminated, it glows red: The whole canopy acts as a beacon from a distance,” says Limbach of Chute Gerdeman, which spearheaded the store and canopy redesign.\r\n\r\nA unique canopy such as this helps chip away at the “gas penalty” that fuel retailers continue to pay as they move increasingly into foodservice, Bona says. And it helps further delineate the identity of the retailer, which can be especially important for major-oil-branded operators.\r\n\r\nDuring one project for a branded multinational retailer, CBX conducted consumer research that found most customers referred to the operator’s sites by the name of the fuel brand, not the store brand. Although branded retailers may face constraints on the canopy design, they should still attempt to forge some degree of distinction.\r\n\r\n“As the store plays greater importance on the profitability of the site, it’s time to rethink this,” says Bona. “You still want to be ... that piece of communication that they’re in the [fuel] business, but also find balance that doesn’t negatively impact the store.”\r\n\r\n\"5\"\r\n\r\n5. Room to move\r\n\r\nAs in-store sales play a bigger role in site profitability, more retailers are moving toward canopies disconnected from the store. And with that, Bona says, “up-front parking becomes key to success.”\r\n\r\nIn positioning the canopy, retailers should consider sufficient up-front parking, with room for customers to drive into and back out of spaces, plus maneuver around pumps. They also should consider ingress and egress.\r\n\r\nThis isn’t just about physics. “It’s about comfort,” says Lynn Rosenbaum, vice president of brand environments for Chute Gerdeman. Beyond space, landscaping can also play a role, creating a comfortable ambience around the concrete-heavy fuel island.\r\n\r\nA detached canopy also helps highlight the store brand, especially as more retailers expand into foodservice. Rosenbaum points to Chute Gerdeman client Stripes, Corpus Christi, Texas, owned by Sunoco LP, Philadelphia. The stores have a detached, Sunoco-branded canopy spaced in front of a Stripes c-store featuring its Laredo Taco Company foodservice program.\r\n\r\n“They want to be known as a great convenience store, and Laredo Taco wants to be recognized as a real restaurant alternative, so they separate the building from the canopy,” says Rosenbaum.', '5 Reasons to Make Over Your Fuel Canopy', '', 'publish', 'open', 'open', '', '5-reasons-to-make-over-your-fuel-canopy', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/5-reasons-to-make-over-your-fuel-canopy', 0, 'thinking', '', 0), (2287, 1, '2017-03-17 17:22:33', '2017-03-17 17:22:33', 'The story behind the iconic shape that came to symbolize the c-store chain\'s brand promise\r\nThe angled, wing-shaped canopy that covers Wawa’s fuel islands is as powerful a branding tool as the price sign—if not more so. How it came to be an iconic element of the chain’s sites is a story about how design can elevate a brand.\r\n\r\nIn the mid-1990s, the Wawa, Pa.-based chain was looking to enter the gasoline business and wanted to make a statement with its fuel island. Mariellyn Zeock served as Wawa’s manager of architectural design at the time. She had never designed a fuel canopy before but was tasked with coming up with design ideas for that first fuel site in Millsboro, Del. So she drove around the area to look at local examples.\r\n\r\n“I noticed that they were all the same—all really heavy on top,” Zeock, now retired, told CSP Fuels. “What if we just made it lighter, thinner and exposed the structure?”\r\n\r\nThe architectural team—which included Zeock and the late Jim Dodrill—got the go-ahead to pursue the idea from Peter Gilligan, then director of construction and engineering (and the recently retired vice president of real estate for Wawa). Dodrill worked with lighting designer Kristin Keilt to mock up a preliminary model of the canopy.\r\n\r\n“Jim and I had a very synergistic relationship,” Keilt told CSP Fuels. “He would not just design the form and hand it off to me to light it—we would have the key conversations, and ask the right questions.”\r\n\r\nDodrill and Keilt wanted to design the canopy around people, so they visited competitors’ sites at night to get a feel for the market norm.\r\n\r\n“Everyone seemed to be creating canopies that were a glare source—a high level of glare and a high light output,” said Keilt, who today oversees lighting design for Lowe’s Cos. Inc., Mooresville, N.C. “It started to become a gas-station war on brightness. What that tended to do to the entire site was disable somebody from comfortably pulling in at night to a gas station.”\r\n\r\nThe team’s aim was to design a canopy that welcomed customers. They used layers of vertical light and lowered the light and wattage levels typical for the time. (The lighting scheme was so unobtrusive it won a “Good Neighbor” award from a dark-sky association.)\r\n\r\n“That’s something that was really disruptive at that time in the industry, where everyone was racing to the brightest light,” said Keilt. “And we were really doing the opposite.”\r\n\r\nThe team also played with the placement of the canopy of itself. Dodrill designed the fixture to tip at an angle, so that lighting was reflected on the c-store rather than the customers below.\r\n\r\n“We were doing a lot of cardboard, wood mockups, shining light on it; we were really playing in that space in thinking about the human condition there,” said Keilt.\r\n\r\nThey also gave the canopy a split wing shape. Norman Turiano, principle of Turiano Strategic Consulting, Cape Coral, Fla., and fuel pricing manager for Wawa at that time, said the canopy was meant to not only evoke the wings of Wawa’s goose icon, but also to highlight the chain’s foodservice-focused c-store. “There was a fear going into fuel that a forecourt with 16 pumps would block it,” Turiano told CSP Fuels.\r\n\r\nMaking the Sell\r\n\r\nBecause of the design’s uniqueness, the team knew it needed to help Wawa executives better visualize the experience. So they created a video rendering that placed the viewer at car level and moved them through the site.\r\n\r\n“We knew we needed to really expand that visualization for them to get the concept won,” said Keilt. “It was not [out of] ego that we designed it; it was really for those customers that we wanted to create a wonderful environment.”\r\n\r\nThis effort was especially critical because that first prototype was at least three times more expensive than a standard canopy, which created some pushback from the chain’s budget watchers, said Zeock. But the design had a powerful fan: Dick Wood, then CEO and today chairman of the board.\r\n\r\n“Dick Wood wanted it, and Dick gets what he wants,” said Turiano. Wood was willing to invest money if it enhanced the Wawa brand image. The winged canopy did just that.\r\n\r\nThat’s not to say the iconic design remained a permanent fixture of Wawa sites. There was a brief period during the recession when Wawa retired the winged canopy for a standard, rectangular model as money got tight and the desire to build more stores pressured construction budgets, said Turiano.\r\n\r\nBut after about a dozen locations with an “out-of-the-box” canopy, Wawa returned to the angled design. This was partly at the urging of its design firm, New York-based CBX. It was also partly because of the timing: The retailer, which today has more than 700 stores, was about to make a big push into Florida.\r\n\r\nWawa and CBX have updated and tweaked the canopy’s design over the years, but 20 years later, it still retains its original, unique shape. This is a testament to its timeliness and fit.\r\n\r\n“We had a very distinct visual language that supported the brand, and [Wawa was] a different competitor in the market, and they stood apart,” said Keilt. “All of those architectural elements together combined in a holistic way to really amplify their brand messaging.”\r\n\r\n“I wish Jim were still around to see they went back to the canopy,” said Zeock of Jim Dodrill, who died in 2010. “It was a group effort.”\r\n\r\nOriginally published by CSP', 'How Wawa’s Canopy Took Wing', '', 'publish', 'open', 'open', '', 'how-wawas-canopy-took-wing', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-wawas-canopy-took-wing', 0, 'thinking', '', 0), (2288, 8, '2017-05-01 20:28:06', '2017-05-01 20:28:06', 'Today’s drug store looks nothing like the drug store of your parents’ youth.\r\nOnce upon a time, I was able to have neighborly banter with Stan, the local pharmacist, who greeted me warmly and actually knew all about me. Stan freely handed out community news, bad jokes and even a bit of innocuous gossip along with my prescription. Now I get it, things change, and I’m OK without Stan, but as both a consumer and a consultant, I wonder if the changes are for the better.\r\n\r\nToday’s drug store, if the word even applies anymore, is an eclectic assortment of allergy medications, cleaning products, packaged food and beverages, candy, “As Seen on TV” gadgets, toys, beauty, you name it. The operative idea is to create a one-stop shop for all things you need (and perhaps some that you don’t). The only item you can’t get these days in most drug stores? A personal relationship with your pharmacist.\r\n\r\nThe progression from mom-and-pop shops to mass chain stores has been the catalyst for the sector’s evolution. However, it’s important to examine the ways this has affected consumers. After all, the entire industry is working hard to leverage size, capture more market share and slash costs.\r\n\r\nThe growing impact of Big Pharma, Big Insurance and Big Government complicates things further. In such a complex and hypercompetitive sector, it’s easy to understand why companies are relentless about efficiency, with innovation supporting the needs of businesses but, unfortunately, not entirely helping the consumer. Thus, the myriad products overflowing from your neighborhood drug store’s shelves. No wonder Stan can’t provide a personal touch — he’s got quotas to fill and lines of folks at the drive-through.\r\n\r\nWhile this is the status quo, it doesn’t wholly feel right.\r\n\r\nWith the current drug store landscape, consumers inadvertently don’t get to reap as many personal benefits as they should, even while these changes have rewarded them in other ways, such as driving prices down.\r\n\r\nIn these times of increasing globalization, digital dependency, limitless choice and changing generation ratios, it is imperative that drug stores see through a more human lens as they seek to innovate in consumer care. In order to resonate with the consumer nowadays, the sector must break out of industry or category norms on product, service and experience.\r\n\r\nToday’s consumers, with their endless options, have the opportunity to be discerning about who they give their attention and money to. In our current era of e-health insurance (Oscar), medicine delivered straight to your door (Capsule) and even Amazon-created vitamins (Amazon Elements), what should the role of the “drug store” be? And can Big Drug Retail drive that?\r\n\r\nAt CBX, our work is at the intersection of consumer, channel and manufacturer. Our mantra “Connecting to the lives of people is what matters most” is intended to ensure that we, and our clients, seek the highest order of human-centric connectivity. The metric of money is always present, but the philosophy focuses on strategies that will derive long-term benefits while delivering against short-term realities.\r\n\r\nIn creating the “drug store of the future” or, more exciting, the “drug store of the now,” these brands need to ask themselves, “How can I exist in the consumer’s life in the most natural way?”\r\n\r\nFor example, in the U.S. every year, countless prescriptions written by doctors are not filled by patients. Clearly, these patients are neither utilizing the current system nor benefiting from it. This also puts added strain on other health care providers, who now have to potentially care for these noncompliant patients. It puts pressure on the government, which is part of the financial infrastructure of the health care industry. And the manufacturers, wholesalers and retailers don’t receive the revenue.\r\n\r\nDrug stores should be seeking to innovate to close this gap. Can they partner with the government, insurance companies and pharma to provide better education? Can they use technology to create better consumer relationships? Can they personalize their approaches? For instance, Merck recently partnered with Amazon to explore opportunities to better care for diabetes patients through the Echo platform. I won’t listen to my doctor or my wife, but maybe I’ll listen to Alexa!\r\n\r\nWhat else could we do if we took a “human first” approach in which drug stores didn’t just provide choice but also provided real guidance — the kind of empathic help that actually means something to consumers/patients? To date, drug stores have made halting steps, such as administering vaccines, to shift more toward a provider model. This model can and should expand, and it is helping move the industry in the right direction.\r\n\r\nConsider the Pharmacy and Medically Underserved Areas Enhancement Act (H.R. 592 and S. 109). This pending legislation would enable pharmacists to receive reimbursements for providing Medicare patients in underserved areas access to services such as diabetes, asthma and heart disease management; immunizations; wellness/prevention testing, and education about prescription drugs. If the bill becomes law, it will be a big step toward stronger patient-pharmacist relationships.\r\n\r\nAlong the same lines, another vision for the future is the drug store as a “life science center” — a resource for educating people about disease states and trends, and potential solutions; preventive choices and activities; therapy and therapeutic centers; navigating insurance and government processes; and cutting-edge, self-diagnostic resources/solutions. As a traffic driver, this could be a far stronger footing than, say, a two-for-one deal on Lay’s potato chips.\r\n\r\nWhat’s more, you cannot discount the value of the patient experience, particularly in the ways in which patients choose to interact with everything these days digitally.\r\n\r\nWe can universally acknowledge that the number of consumers utilizing digital tools — whether it be accessing their medical records or managing their health via wearables and apps — continues to rise. As technology increasingly and seamlessly integrates into people’s lives, the opportunity for the drug store industry is to lean on this newfound tech familiarity/dependency.\r\n\r\nRecently, Sam’s Club partnered with the health technology company higi to offer self-service health screening stations at Sam’s Club locations with a pharmacy. The digitally enabled self-care approach is on a par with the growing trend toward values centered on health and wellness.\r\n\r\nAs consumers take increasing interest and ownership of their health, drug chains should look to how they could utilize technology (particularly in mobile) to enhance the in-store experience as well as be a continued presence and asset post visit.\r\n\r\nThe drug store of the future/ drug store of the now will not appear overnight; rather, it will gradually evolve. Regulatory requirements and the current infrastructure may need to change, but Big Drug Retail certainly has the leverage to continue to innovate in ways that prioritize on the health, well-being and satisfaction of customers.\r\n\r\nEven in the short term, there are opportunities to create better experiences and, ultimately, higher revenue streams. As in most industries, the question remains whether chain drug retailers have the wherewithal to disrupt themselves or wait for others to. I believe that Big Drug Retail has the wherewithal to do just that. Hear that, Amazon?\r\n\r\nOriginally published in Chain Drug Review', 'Breaking Category Conventions to Remain Relevant', '', 'publish', 'open', 'open', '', 'breaking-category-conventions-to-remain-relevant', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/breaking-category-conventions-to-remain-relevant', 0, 'thinking', '', 0), (2289, 1, '2017-05-08 19:57:38', '2017-05-08 19:57:38', 'Brands are more susceptible to catastrophe today than at any point in modern history.\r\n“With the rise of social media and the 24/7 cycle of media today, news spreads faster than ever,” said Nick Bell, vice president of marketing communications for Cision. “In times of crisis, this quick dissemination of information can add fuel to the fire and amplify negative news in a matter of minutes.”\r\n\r\nCompany leaders used to worry about Mike Wallace, of “60 Minutes” fame, walking through their front doors with an allegation and a camera. “Now everyone walking into your building has a camera,” said Kelly O’Keefe, professor at the Virginia Commonwealth University (VCU) Brandcenter. “This makes businesses incredibly vulnerable.”\r\n\r\nCouple that with all-time low levels of public trust in corporate and governmental institutions, and you have a veritable recipe for brand disaster, added Dustin Longstreth, chief marketing and strategy officer at branding agency CBX.\r\n\r\nAssessing The Damage
\r\n\r\nThe failure to control organizational crises in the earliest stages can cost companies dearly—impacting value, revenue, and long-term reputation. Yet many businesses fail to respond quickly enough to brand-damaging issues. More than a quarter (28%) of crises reported spread internationally within an hour, according to a worldwide survey of crisis communications professionals by law firm Freshfields Bruckhaus Deringer, and more than two-thirds (69%) go global within a day. Yet the same survey found that companies require an average of 21 hours to issue any meaningful external communications in response to a crisis.\r\n\r\n\"\"\r\n\r\nBrand damage originates in many shapes and sizes, such as controversial corporate decisions or statements, logistical problems, or product safety issues. Then there are those that result from deliberate attacks, such as erroneous social media posts or other deceptive content.\r\n“There is also a larger meta-category that pervades all the above—the betrayal of a brand promise,” said Thom Wyatt, managing director at global brand strategy and design firm Siegel+Gale. “This is when the crisis is in direct conflict with what the brand stands for and is, therefore, particularly harmful.”\r\n\r\nBut, by far, the more injurious incident of all is the one for which a marketing organization has not prepared. “It’s a guaranteed way to add chaos to an already chaotic situation,” Bell said. “When forced to think on-the-fly during a brand catastrophe, the chances of having the entire company on the same page in terms of action items and response is slim, making the odds of clear and meaningful communication with the public virtually impossible.”\r\n\r\nAn effective brand catastrophe plan is developed long before a problem arises. Following are seven steps CMOs can take to build reputational resistance into their organizations.\r\n\r\n1. Involve senior leaders early—and often: “Precrisis planning should include cross-functional leaders and strategists, representatives from marketing, public relations, sales, customer service, finance, operations, and HR,” said Nina Brakel-Schutt, business development executive at digital asset management software maker Widen Enterprises.\r\n\r\nSenior leaders also should decide who will serve as spokesperson in the event of a brand emergency “so they can own the narrative,” Siegel+Gale’s Wyatt said. (Hint: The CEO works best.) “The response must be clearly articulated and come directly from someone in authority to ensure credibility and accountability.”\r\n\r\n2. Know your weaknesses: “Being able to identify your brand’s vulnerabilities makes it easier to assess your potential areas of risk and identify what’s preventable,” Cision’s Bell said. Due diligence will require that marketing leaders survey others, including customers, partners, and industry observers, to accurately pinpoint corporate frailties.\r\n\r\n3. Determine what constitutes a crisis: CMOs should gauge the business impact of hypothetical events to define what will be considered a true crisis versus an issue in order to coordinate responses and resources effectively. “An issue causes waves, but has no long-term impact on a brand,” said Bell, “whereas a crisis can permanently damage your brand and potentially lead to profit loss.”\r\n\r\nConsider creating a top 10 list of potential crises your brand might face given the existing climate, and update that list frequently as market conditions change.\r\n\r\n4. Expect the unexpected: While a list of likely brand catastrophes is helpful, many crises come out of the clear blue. “We don’t necessarily know what a worst-case scenario even looks like,” CBX’s Longstreth said. The global economic climate moves so quickly that marketing leaders are best-served designing corporate cultures and systems that can weather reputational tempests.\r\nBrands that establish trust over the long haul fare far better in times of crisis, VCU Brandcenter’s O’Keefe said. Toyota, for example, had built a reputation for reliability and was able to bounce back from massive recalls in 2009 and 2010.\r\n\r\n“Brands and companies who operate every day under clearly defined and understood values, behaviors, and purpose will be much better prepared in the face of extreme circumstances,” said Longstreth, who worked with Gold Medal Flour to define a brand purpose and corporate culture.\r\n“When there was the slightest concern of E. coli from their mill in Kansas City, Gold Medal ordered a recall straight away and communicated openly and consistently with the public,” Longstreth recalled. “They knew that the financial cost of the recall was insignificant to the loss of trust from consumers. There was no hesitation because the strong sense of purpose and integrity was embedded in the DNA of their culture.”\r\n\r\n5. Avoid “brand-made” disasters: Marketing leaders and experts preach the importance of creating a compelling brand narrative. But companies that can’t live up to the stories they tell customers can create their own brand catastrophes. It’s a new but damaging trend.\r\n\r\n“Story is something that is very important and valuable for brands to cultivate in this day and age,” Longstreth said. “[But] all too often we see companies leverage a very compelling story for their brand only to falter when it is discovered that the reality of their business doesn’t match up.”\r\n\r\nAdded Brakel-Schutt of Widen Enterprises: “A brand crisis can be eliminated when an organization knows who they are and what they stand for, and works relentlessly to deliver what their audience wants and needs. Very little can sway consumer loyalty if an organization consistently does the things they do best for the right group of people.”\r\n\r\n6. Create a rapid response plan: When the you-know-what hits the fan, there is no grace period. “In today’s digital age, there isn’t time to assess a crisis and investigate the problem at hand before communicating with the public,” Bell said. “The minute a crisis goes public is the minute people want answers.”\r\n\r\nA rapid response plan with clear processes and responsibilities will help. Make sure company leaders are aware of potential threats you’ve prepared for and the steps they will be asked to take.\r\n\r\nWhile communication with the media is an important part of the response, marketers should consider other important audiences, such as employees, corporate executives and board members, customers, vendors and partners, regulators, industry analysts, financial institutions, and trade organizations. Know their communication preferences “so you know where to share your message when the time comes,” Bell said. “Additionally, actively monitor the conversations taking place among your audience members and in public conversation. Keeping a pulse on topics and sentiment can impact the language, tone, and message you share in the midst of a crisis.”\r\n\r\n7. Consider not just what you say, but how: “Companies must understand the power of their response; it’s not just the intent of what they’re saying, but how they say it,” Siegel+Gale’s Wyatt said. “Re-establishing trust is not simply a rational or logical issue—it requires an emotional response as well.”\r\n\r\nCompanies must deliver what’s expected in the wake of a crisis, but to truly be resilient they must go above and beyond the expected response. It’s almost better to overstate the problem than to understate it, VCU Brandcenter’s O’Keefe added. “That’s a demonstration of taking responsibility and taking the challenge seriously,” he said.\r\n\r\nSilver Lining?\r\nEffective crisis response is more about long-term strategy than short-term tactics. “The long-term work of building trusting relationships with customers, peers, employees, and others means much more than the wording in a post-crisis press release,” said Will Bunnett, president of political marketing firm Clarify Agency. “No quick fix will help if there isn’t something there people think is worth fixing in the first place.”\r\n\r\nBrand disaster preparedness is critical to resilience, but such plans should serve as guides, not checklists. “Once a catastrophe hits, be sure to assess your original plan and tweak as necessary before jumping into actions,” Cision’s Bell said. “While there’s no way to prepare for every scenario, when a plan is in place for various types of crises, chances are you’ll be able to pull bits and pieces from different response plans. If nothing else, preparing for a crisis in advance will identify the proper chain of command and communication.”\r\n\r\nIn the end, a well-handled brand crisis can even have an upside. “If you respond immediately and forcefully, you can actually end of with a stronger brand than you started with,” O’Keefe said. “Consumer love a brand that owns up to its challenges and commits itself to making things better.”\r\n\r\nOriginally published by CMO.com\r\nPhotos courtesy of CMO.com', 'Don’t Worry, You Really Can Build A Crisis-Resilient Brand', '', 'publish', 'open', 'open', '', 'dont-worry-you-really-can-build-a-crisis-resilient-brand', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/dont-worry-you-really-can-build-a-crisis-resilient-brand', 0, 'thinking', '', 0), (2290, 1, '2017-03-14 18:26:52', '2017-03-14 18:26:52', 'At least six major brands ran ads during Super Bowl LI that addressed political or social issues such as immigration and gender equality.\r\nAt an average cost of $5 million per 30-second spot, those were some pretty expensive statements to make. Budweiser, Airbnb, 84 Lumber, Google Home, Audi, and Coca-Cola might have been lauded or jeered, depending on one\'s personal point of view, for delivering those messages, but did the brands get their money\'s worth?\r\n\r\nIt\'s a difficult question to answer, and it raises even more questions about if and when brands should speak out about policies or proposed laws, the challenges involved in doing so, and the risks of not speaking up on issues that are important to their customer base.\r\n\r\nOn a pragmatic marketing level, there is also the question of whether issue-oriented spots provide a worthwhile return on investment. The weekend after Super Bowl LI, Saturday Night Live ran a skit depicting a fictitious ad pitch session for Cheetos that lampooned the agencies that create activist ads and the marketing managers who buy them. It was exaggerated and satirical, of course, but it likely had a lot of marketing folks talking about the underlying issues that Monday.\r\n\r\n\"When it comes to making public statements or actions about policies or laws, it\'s always important to connect it back to your brand purpose, mission, and values,\" suggests Dustin Longstreth, chief marketing and strategy officer at brand agency CBX. \"Public statements rooted in a clearly understood and demonstrated brand culture will be received as authentic, whether people agree with the statement itself or not.\"\r\n\r\nThat\'s exactly the approach embraced by outdoor apparel marketer Patagonia, which has a long history of activism, but always on behalf of causes closely aligned with its brand DNA. \"For us, when we speak out about issues, it\'s not about politics, it\'s about the values we hold dear,\" says Corley Kenna, director of global communications and public relations at Patagonia. \"We\'ve been speaking out about issues we care about — which are those having to do with our planet — really, since the company was founded. We feel compelled to respond when we believe that environmental issues are under threat or are being taken for granted, and that\'s how we make the decision on when to speak out.\"\r\n\r\nAuthenticity is a key tenet of Patagonia\'s strategy, and it\'s demonstrated by the brand\'s willingness to take action on important issues, not just talk about them. \"Right now, we find ourselves in the middle of a very interesting and important conversation about public land,\" Kenna relates. \"We are very much in the spotlight because we have said directly to the governor of Utah that if he doesn\'t stand up for public lands — and specifically for the Bear Ears National Monument — then we will not participate in the biggest trade show in the state,\" Kenna says, referring to July\'s Outdoor Retailer show.\r\n\r\nSo, is it always a good idea for a brand to take a public stand on issues it considers important? It depends. A majority of Americans (67 percent) do not think that brands and companies should publicly comment on politics, according to research conducted by CivicScience, a provider of marketing intelligence solutions. But there are significant exceptions related to target audience and brand identity. For example, those under the age of 18 are 84 percent more likely to say that brands should publicly comment on politics, and Millennials are 25 percent more likely to say the same. Baby Boomers, on the other hand, are 20 percent more likely to take the opposite position. An individual\'s view of a particular brand also plays a role. For instance, among consumers with a favorable view of Beats by Dr. Dre, 56 percent think brands and companies should publicly comment on politics, double the percentage of those with an unfavorable view of the brand.\r\n\r\nFiguring out if and when a brand should take a public stance on a political issue or a proposed law requires careful analysis, says Mark Mayer, a former Kraft Foods brand manager who is now a clinical assistant professor of marketing at Indiana University\'s Kelley School of Business. \"Brand equity largely exists in consumers\' minds. It\'s not something that is simply created and pushed at consumers, but rather it is largely made up of consumers\' knowledge, experiences, associations, and other dynamics, which aren\'t static but rather change over time. So if this protest or statement or other stance fits with consumers\' attitudes — and fits with the brand\'s personality and image — then there probably won\'t be a negative issue, and such actions might even be very positive in effect,\" he says.\r\n\r\nThese are hard decisions to make, so it\'s no surprise that many brands prefer to avoid taking a public stand on controversial issues. \"Commerce is downstream from culture; for every action, there is an initial impact and a backlash,\" says Bill Gullan, president at the branding agency Finch Brands. \"Brands need to consider the compelling business benefits of making a political statement — first, how the issue impacts employees and customers.\"\r\n\r\nCommenting on some of the Super Bowl ads, Gullan, who has a degree in political science, concludes that it was strategic for Airbnb to take a side on the issue of President Donald Trump\'s executive order banning travel from seven predominately Muslim countries because the company\'s stance is consistent with the sensibilities of its global traveler base and progressive leadership team. Conversely, Gullan points to one of the games\' automobile ads that took on the issue of the gender wage gap. \"While beautifully executed, [it] seems less appropriate,\" he says. \"It\'s tempting to jump on an issue that\'s important and on-trend, but it\'s essential to have credibility before making a statement.\"\r\n\r\nPatagonia\'s Kenna, who spent more than a decade in government and politics before joining the private sector, echoes Gullan\'s observation on that key point. \"There are plenty of issues around the world that we don\'t speak up on, but not because we don\'t care about them,\" she says. \"We are, I think, a credible source of information around environmental issues, so that\'s the place for us to speak out. There is a natural tie-in on those issues with our brand. I\'ve been exposed to a lot of companies that struggle with this very question, and it\'s been my experience that companies do best when they find an area that makes sense for them to speak out on, as opposed to trying to speak out on everything.\"\r\n\r\nOriginally published in ANA Magazine\r\nPhoto courtesy of ANA Magazine', 'Should Brands Get Political?', '', 'publish', 'open', 'open', '', 'should-brands-get-political', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/should-brands-get-political', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2291, 1, '2017-02-12 18:45:47', '2017-02-12 18:45:47', 'The Ivanka Trump clothing and accessories brand has been highly visible in headlines and on television this past week. But in North Jersey stores, you have to look pretty hard to find it.\r\nWhile stores, including Macy’s, Lord & Taylor, T.J. Maxx and Marshalls, still carry the brand, at most retailers it isn’t being given star treatment in the aisles or even its own display racks.\r\n\r\n“Ivanka Trump? You mean the dresses?” said a salesclerk at Macy’s in Paramus, when asked about the line. “I think there are some over there, way in the back.”\r\nStore employees said the line – which made the news when President Trump assailed Nordstrom on Twitter for dropping the Ivanka brand, and then when his adviser Kellyanne Conway urged supporters to buy it – isn’t triggering boycotts or political battles in Macy\'s dressing rooms. Rather, it is being met with something retailers fear far more – a lack of interest.\r\n\r\nMarketing experts said the brand\'s troubles aren’t just political. The biggest problem facing it, they said, is an identity crisis. The Ivanka Trump brand must address the critical existential questions all celebrity brands must be able to answer – who are you, and what do you stand for?\r\n\r\n“Her brand has always been her lifestyle and her lifestyle is inextricably linked to her father, who is a highly controversial figure right now,” said Dustin Longstreth, chief marketing and strategy officer at the New York-based brand agency CBX.\r\n\r\nMore Ivanka, less Trump\r\n\r\n“She has two choices,” said Longstreth, who has worked with brands such as General Mills, PepsiCo and Arby’s. “She can continue to double down and connect it more directly with her father,” he said, or “identify something that is truly independent so it becomes more Ivanka and less Trump.”\r\n\r\nThe Ivanka Trump brand, which started with a jewelry line launched in 2007, and added a licensing deal for clothing in 2012, had a strong brand niche, before her father\'s presidential bid, as a fashion line that spoke to young women who wanted to be like Ivanka.\r\n\r\n“She appealed to a very specific woman – young, working women who thought she was so pretty and had it all,” Julie DeLoca said. Her branding company, Loca Marketing, has offices in Short Hills and Manhattan, and she has worked with Rebecca Minkoff and Elie Tahari, among other fashion brands.\r\n\r\nThe Ivanka brand had “on-trend clothing and accessories that were a reasonable price,” DeLoca said, and that conveyed the message that “you could be a stylish working mom.”\r\n\r\nThe line was “just the right combination of aspirational, yet accessible,” she said.\r\n\r\nThe clothes and shoes sold well, and “she got very wide distribution very early on because of her name,” DeLoca said.\r\n\r\nWhen Ivanka launched her shoe line in 2012, she promoted it with an appearance at the Nordstrom store at Westfield Garden State Plaza in Paramus.\r\n\r\nNordstrom recently announced it was dropping the line because of poor sales, prompting Trump supporters to claim the department store chain had caved to pressure from anti-Trump forces who had organized a boycott.\r\n\r\nBottom line, not boycott\r\n\r\nCo-president Pete Nordstrom, in an email to employees that was obtained by Fortune magazine, said the bottom line, not any boycott, was responsible for the decision. “Every single brand we offer is evaluated on their results,” Nordstrom said. “If people don’t buy it, we won’t sell it.”\r\n\r\nMarketing and branding experts agreed that if the clothes were selling well, they would probably be in the stores.\r\n\r\nA check of retailers in North Jersey that carry Ivanka Trump merchandise showed that only Lord & Taylor features the brand with dedicated displays and special signage. At the Lord & Taylor at Westfield Garden State Plaza, her shoes had their own display table. The women’s dresses section of the store has a large \"Ivanka Trump\" sign in its designer section. On Thursday, however, none of the dresses displayed near the sign bore the Ivanka Trump label.\r\n\r\nIn Totowa, at the T.J Maxx store – another retailer that has said it will remove Ivanka Trump displays but will continue to sell the merchandise – not a single piece of Ivanka Trump clothing or footwear could be found.\r\n\r\nEileen Potrock, owner of the E Designer Resale consignment store in Cliffside Park, said she’s seen the value of Ivanka Trump fashions drop on the resale market. While she has never sold the brand in her store, because she specializes in higher-end designer fashions, she monitors the resale market and has seen other stores decline to sell it.\r\n\r\n“There’s no demand for it. People aren’t looking to buy it, at least not in the Northeast,” she said.\r\n\r\nPotrock said she feels sympathy for Ivanka Trump\'s situation. “I feel bad that the sins of the father are affecting the daughter,” she said.\r\n\r\nLack of demand in the Northeast, Potrock said, may not reflect the rest of the country. “I would be interested to see how her brand is affected in the states Trump won,” she said.\r\n\r\nRevenue growth cited\r\n\r\nA representative for the Ivanka Trump brand, when asked about annual sales and how sales did in 2016, responded with a statement from Rosemary K. Young, senior director of marketing, who asked that it be quoted in its entirety.\r\n\r\n“The Ivanka Trump brand continues to expand access across categories and distribution with increased customer support, leading us to experience significant year-over-year revenue growth in 2016. We believe that the strength of a brand is measured not only by the profits it generates, but the integrity it maintains. The women behind the brand represent a diverse group of professionals and we are proud to say that the Ivanka Trump brand continues to embody the principles upon which it was founded. It is a company built to inspire women with solution-oriented offerings, created to celebrate and service the many aspects of their lives.”\r\n\r\nBloomberg News reported in December that the Ivanka Trump brand generates $100 million in annual sales.\r\n\r\n\"\"Ivanka Trump display sign at Lord & Taylor. None of the clothes surrounding the sign bore the Ivanka Trump label\r\n\r\nMarketing expert DeLoca said Ivanka Trump lost her connection with her target customer when she became less involved in her business and more involved in campaigning for her father and, now, after the election, when she is taking more of a back seat to her father and her husband.\r\n\r\n“She lost the people, and when the people don’t want your brand, that’s why Nordstrom pulled out,” DeLoca said.\r\n\r\nBranding specialist Longstreth agreed. Nordstrom dropped the line, he said, because “it really wasn’t selling and they didn’t see a future in it.”\r\n\r\nDeLoca said Ivanka Trump might be able to polish her brand’s image if she uses her power in the White House to spearhead a working women’s initiative, such as family leave. “Maybe if she gets behind something like that in a huge way and (goes) back to being that working-mother role model,” the brand will bounce back, she said.\r\n\r\nSome marketing experts even think the controversy will boost the brand, as the president\'s supporters rush to buy his daughter\'s products in a show of solidarity.\r\n\r\nMark Stevens, chief executive of the marketing and branding firm MSCO, said the same intensely loyal Trump supporters who drove hundred of miles to attend his rallies and voted for him, likely will rally behind his daughter.\r\n\r\n\"If there is one thing everyone has learned over the past year and a half, it\'s that their brand is Trump and their fans have a loyalty to it that even Nordstrom can only dream of,\" Stevens said.\r\n\r\nOriginally published in USA Today\r\nPhotos courtesy of USA Today', 'Struggling clothing brand needs more Ivanka, less Trump, mall shoppers say', '', 'publish', 'open', 'open', '', 'struggling-clothing-brand-needs-more-ivanka-less-trump-mall-shoppers-say', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/struggling-clothing-brand-needs-more-ivanka-less-trump-mall-shoppers-say', 0, 'thinking', '', 0), (2292, 1, '2017-04-24 19:05:31', '2017-04-24 19:05:31', 'As major manufacturers add smaller brands to their portfolios, they can either use them to boost their potential or contribute to their demise\r\nIt’s long been considered smart business practice to surround one’s self with people who make them look good.\r\n\r\nMany food and beverage manufacturers are applying this philosophy to their portfolios by aligning themselves with brands that appeal to today’s health-conscious consumer. These better-for-you companies benefit from strong “health halos,” or consumer perception that they are more authentic and nutritious than other companies.\r\n\r\nMany legacy brands are angling to capture some of that halo for themselves, sparking a wave of natural and organic brand acquisitions by industry power players. Dr Pepper Snapple recently acquired enhanced water manufacturer Bai Brands. In 2015, Hormel Foods bought Applegate Farms, a leader in natural and organic meats, and General Mills picked up Annie’s Homegrown the year before that.\r\n\r\nChris Konyk, business consultant at Salient Management Company, believes that it’s pivotal for major food and beverage brands to change their image because many consumers associate these companies with unhealthy, sugary products.\r\n\r\n“These companies finally got the message that people are looking to improve their health and are monitoring what they purchase for their families and eat or drink daily. They need an image makeover,” he told Food Dive. “The key will be how quick these manufactures can react and reposition themselves. The quickest way to realign to consumers and change their image is build their portfolio with items the consumers are seeking.”\r\n\r\nChristina Papale, vice president of strategy and director of innovation for branding agency CBX, said the “better-for-you” trend has grown, both in interpretation and cultural demand.\r\n\r\n“What was once considered a small pillar of a conventional portfolio is now a mass-culture table stake with consumers willing to pay more for options with cleaner ingredients and higher health benefits,” she told Food Dive. “The key is preemptively identifying cultural trends, scooping them up early on, then leveraging their core consumer base to further build and expand on the brands.”\r\n\r\nAs consumer demand for healthier products increases, better-for-you brands are becoming more attractive to major food and beverage manufacturers as acquisition targets.\r\n\r\n“Consumers are changing the way that they eat, trading unhealthy items like sugary beverages and fast food for water and whole foods. Additionally, they are looking for healthier versions of the packaged foods they love (e.g., pretzels and cookies), like those containing whole grains or added nutrients,” Beth Vallen, associate professor of marketing and business law at Villanova School of Business, told Food Dive. “And it’s not only demand that is driving the trend, it’s the fact that people are willing to pay more for these foods that is driving the acquisition of these brands.”\r\n\r\nVallen said that adding a better-for-you brand to a portfolio can create a halo effect for other, less healthy brands by association.\r\n\r\nMarie Chan, a partner at brand consulting firm Vivaldi, said that when companies acquire better-for-you brands, it’s important that they carefully consider what the acquisition will do.\r\n\r\n“With portfolio strategy, the BFY brand should have a clear role — meeting a different need-state, catering to a different consumer, offering different functional features/benefits, playing in a new daypart and/or new channel — to minimize cannibalization and brand overlap,” she told Food Dive by email. “Brand architecture is equally important. You must give consideration as to how much or how little emphasis will be placed on the corporate brand.”\r\n\r\n\"\"\r\n\r\nConsumer attitude is everything\r\n\r\nDeveloping a brand, as a rule, may take a large company one to two years to get a product off the ground. With this timeframe, the manufacturer could already be beaten by a smaller, more nimble competitor.\r\n\r\n“Acquisitions are the quickest and easiest way to cut that time down,” Konyk said. “A company’s success is their speed to market. Some companies that seem to have the speed and dexterity to beat out competition are Preferred Popcorn with K & W Popcorn acquisition, Danone acquiring WhiteWave, and Kashi with Pure of Holland.”\r\n\r\nMondelez also acquired a brand with a health halo when it purchased allergen-free manufacturer Enjoy Life Foods in 2015. The hope was that it could help the company attract new consumers to its products.\r\n\r\nGeneral Mills drove an early entry strategy by acquiring small natural brands. It started in 1999, acquiring Small Planet Foods and bringing brands like organic produce pioneer Cascadian Farms into its fold.\r\n\r\nChan said that PepsiCo has also done a great job at diversifying its portfolio with better-for-you brands. She said the soda and snacking giant used its acquisitions to recognize that many consumers have different needs, tastes and wants.\r\n\r\n“You may want to start your day with a healthy breakfast from Quaker, but re-energize in the afternoon with Mountain Dew. Either way, PepsiCo has the products to fit your life,” she said. “What makes PepsiCo successful is that it’s segmented its portfolio into Fun for You, Good for You and Better for You, so that brands have a clear role to play in the portfolio and are afforded the right focus and resources.”\r\n\r\n\"\"\r\n\r\nHow acquisition can help — and hurt — better-for-you brands\r\n\r\nFiliberto Amati, a partner at branding firm Amati & Associates, said that when a conventional food or beverage producer buys a better-for-you brand, it usually is hoping to tap into a profitable niche where it would typically have no credibility to operate.\r\n\r\n“Normally, they keep the brands separated, albeit they leverage their distribution muscle and product supply efficiency as catalysts for growth of the acquired brand,” he told Food Dive. “This may not do anything for the image, but it certainly does a lot for the pockets.”\r\n\r\nIn many better-for-you acquisitions, Chan said, there is little to be gained from telling consumers about the acquisition upfront — like a label on products indicating animal welfare standard bearer Niman Ranch is a part of Perdue, or that organic and mission-based Annie’s is now a part of General Mills. In both cases, however, consumers benefit from greater distribution access and new products as a result of joining a much larger company.\r\n\r\nBy partnering with deep-pocketed corporations, smaller brands can expand the regions they serve, the lines they offer and the number of retailers that carry their products. They also get some big money behind them, which can help with marketing and any unforeseen challenges that arise.\r\n\r\nStill, this strategy doesn’t come without consequences. While the appeal of having deeper pockets and a larger reach could be mouthwatering to a startup or small brand, once a deal goes through, the better-for-you brand could suffer if the parent company treats it like the other brands in its portfolio.\r\n\r\n“It could lose its street credibility and put off customers by following traditional promotional routes,” Amati said. “However, if a brand stays true to itself, then the acquired brand image is immune to the effects of being associated with a larger manufacturer.\r\n\r\nKellogg\'s acquisition of organic cereal company, Kashi, did not give the company the exposure it wanted and led to a 35% market share loss to newer upstarts.\r\n\r\nAnalysts say many consumers supported these better-for-you brands in the first place because they weren’t large food companies. These smaller companies offered products that placed values above profit. If these brands jump aboard with multinational megacompanies and private equity, devotees could view their favorite brands as compromising those values.\r\n\r\n“Many of these brands started out as small, independent brands, and consumers may be skeptical that quality, ingredients and overall product healthfulness will remain after an acquisition of this type,” Vallen said. “This is especially true if the acquiring company is not known for healthy food brands.”\r\n\r\nPapale noted the impact depends on the type of acquisition and how the cultures of both companies mesh together. While some companies keep the brands and business intact, running as-is with existing leadership and changes that are “invisible” to its employees or day-to-day operations, others are executed more publicly with massive implications from the top down.\r\n\r\n“However way these acquisitions are played out, it becomes clear pretty quickly who the new sheriff is and how that’ll affect staff rationalization, brand spend, product changes etc.,” she said. “As such, it is imperative that companies are as transparent as possible when it comes to their actions, motives and goals moving forward with all brands.”\r\n\r\nKonyk has seen large companies acquire smaller ones and destroy any value the new company would have provided. Additionally, over the years, he’s witnessed acquisitions of a smaller company and never heard, saw or read anything of the larger brand they represented.\r\n\r\nOrangina, a popular European brand made with a juice blend and lightly carbonated water was purchased by Dr Pepper Snapple in 2006. Once part of the larger company\'s portfolio, it became obscure and less popular in the U.S. Odwalla, a smoothie brand, also lost most of its traction with consumers once rolled into Coca-Cola’s product line.\r\n\r\nSabra, makers of hummus spreads, is jointly owned by PepsiCo., and Israeli company Strauss. Eugenio Perrier, Sabra’s chief marketing officer, said he didn’t feel that PepsiCo interferes in Sabra’s operations at all. He also didn’t think the association with Pepsi reflected badly on Sabra — although understands that his brand helps Pepsi add more better-for-you products to its portfolio.\r\n\r\n“It has definitely given them [PepsiCo] openness to another part of the store—the perimeter of the store with our fresh offerings,” he told Food Dive. “We got with Pepsi the support of a company that was willing to advance growth. It’s a company that is in a good position to help us with distribution and management support.”\r\n\r\n\"\"\r\n\r\nShould companies advertise BFY acquisitions or keep quiet?\r\n\r\nAn acquiring company needs to assess its objectives when deciding how to get the word out about a new BFY brand, Vallen said. If the objective is to grow sales of the acquired brand, care should be taken to ensure that association with the parent company does not erode consumer trust or perceptions of product healthfulness.\r\n\r\nSome manufacturers will issue a press announcement while others will keep it quiet. Papale said this can be a sensitive decision. Regardless of the action the larger manufacturer decides to take, consumers can still see it negatively.\r\n\r\n“No matter what is done, it’s important to try to communicate as authentically and truthfully as possible about the acquisition,” she said. “Packaging is a unique way for brands to signify the new merger, helping to tell a new story both to retailers and consumers. With new ownership often comes distribution, so creating some excitement in a tangible way the consumer will interact with is a good option.”\r\n\r\nIn a perfect world, an acquisition helps both parties, Amati said. Ben & Jerry became truly global after the ice cream brand’s acquisition by Unilever, allowing the company to share its message on a larger scale.\r\n\r\n“Ideally, the acquisition is a win-win situation for all, allowing for wider distribution, the ability to leverage brand equity on both sides and an overall increase in consumer awareness,” he said.\r\n\r\nOriginally published in Food Dive\r\nPhotos courtesy of Food Dive', 'A Balancing Act: Does getting acquired tarnish the health halo of better-for-you brands?', '', 'publish', 'open', 'open', '', 'a-balancing-act-does-getting-acquired-tarnish-the-health-halo-of-better-for-you-brands', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/a-balancing-act-does-getting-acquired-tarnish-the-health-halo-of-better-for-you-brands', 0, 'thinking', '', 0), (2293, 1, '2017-06-16 14:39:21', '2017-06-16 14:39:21', 'For Immediate Release\r\nMassive transaction could have far-reaching effects—some with a dark side—on retailers, brands, suppliers and more, according to executives at New York-based branding consultancy.\r\n\r\nNEW YORK, N.Y. (6/16/17)—Amazon’s $13.7 billion acquisition of Whole Foods Market is a bombshell with potentially massive reverberations for both food brands and the world of brick-and-mortar retailing, said branding and retail experts at CBX.\r\n\r\n“For starters, this acquisition promises to shake up pricing, the ecommerce space, the trajectory of retail automation in the United States, and the already considerable competitive pressures faced by existing food retailers,” said Todd Maute, a Partner at the New York-based brand agency and retail environments consultancy. “When it comes to making bold moves aimed at disruption, Amazon never disappoints.”\r\n\r\nAmazon, Maute noted, has already dipped its toe into brick-and-mortar retailing with the likes of its Amazon Books bookstores and ongoing experiments with small-format grocery stores. Snapping up Whole Foods, however, marks its most serious commitment to date.\r\n\r\n“The possible effects on Whole Foods alone are interesting to contemplate,” said Maute, a nationally known expert on private label products. “For example, the consumer perception of Whole Foods is that it is overpriced. But given its massive buying power, Amazon could actually leverage its economies of scale to bring down prices in the aggregate and change this perception in ways that would make Whole Foods a lot more competitive.”\r\n\r\nIn terms of inventory and infrastructure, Maute said, acquiring Whole Foods could give Amazon a solid foundation for ramping up online grocery sales and delivery via Amazon Fresh. “My guess is that Whole Foods will become a launching pad for Fresh. But at a minimum, this move could get Whole Foods into the online space much faster, in theory, than any other retail competitor. That would clearly have big ramifications for the likes of Walmart, Kroger and Publix, all of which are racing to develop their own capabilities for online ordering and click-and-collect.”\r\n\r\nIn addition, the holy grail of voice-assisted ordering through the likes of Amazon Echo or Google Home is to be in the customer’s kitchen, Maute noted. “Now Amazon can give its Prime Customers a lot of new options,” he said. “They could get discounts on popular Whole Foods products just by saying ‘Alexa, order me some more Whole Foods 365 peanut butter, organic, creamy.’ It’s a potentially big step forward in this fast-growing space.”\r\n\r\nWhole Foods’ brick-and-mortar real estate, moreover, could potentially be of use to Amazon as it seeks to grow its distribution capabilities, Maute added. “This is real estate that could be used for pickups, returns, warehousing, you name it. And think about this: the Amazon Go test store uses sensors, cameras and machine intelligence to eliminate cashiers and checkout lines. Now Amazon has a national brick-and-mortar footprint with which to rollout this game-changing technology. It’s still speculation, of course, but this acquisition could be a big first step toward the automation of U.S. retailing.”\r\n\r\nFor his part, CBX Managing Partner Gregg S. Lipman pointed to the darker side of such moves, citing the ever-growing juggernaut of Alibaba Holding Group Limited, the Chinese-based conglomerate. “Over in China, the great Alibaba is doing the same thing as Amazon is here,” Lipman said. “They fly under the banner of benefiting the consumer—and, to be sure, some of these changes could be good for consumers—but in the end, it is all about the bottom line.”\r\n\r\nAs Amazon flirts with disparate businesses ranging from prescription drugs to real estate brokerage, the fallout is hardly a win-win for everyone, Lipman explained. “The pressure they exert on suppliers is stifling,” he said. “Their buying power, which is growing by the day, can be seen as forcing unfair or unreasonable practices on suppliers. The net effect is that the rich get richer.”\r\n\r\nIncreasingly, Lipman added, Amazon’s private-label initiatives are giving it the ability to either participate in or actually dominate various retailing categories. “At what point do they own the entire food chain, whether in equity or buying power?” he said. “Remember, Amazon is willing to lose money to win market share and kill off competitors. This should be a concern, not only for food retailers, but also for food brands.”\r\n\r\nFortunately for its competitors, Amazon’s private brands have struggled in some categories, like clothing, Lipman said. “We’ll see what happens now that Amazon will have Whole Foods shelf space to experiment with, IRL.”', 'Amazon\'s Whole Foods Acquisition is a Big Deal Indeed', '', 'publish', 'open', 'open', '', 'amazons-whole-foods-acquisition-is-a-big-deal-indeed', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/amazons-whole-foods-acquisition-is-a-big-deal-indeed', 0, 'thinking', '', 0), (2294, 1, '2017-06-29 15:35:33', '2017-06-29 15:35:33', 'You’ve probably heard this piece of not-so-little news: Amazon has acquired Whole Foods. And while the prospect of having fresh foods, specialty cheeses, and flax seeds delivered straight to our door sounds pretty amazing, we also wanted to dig a little deeper to learn what this acquisition might mean for the future of grocery shopping. We spoke with retail and branding experts Gregg Lipman and Todd Maute, Partners at CBX to gain more insight on what consumers can expect.\r\nCONSIDERING THE NEWS, WHAT DO YOU THINK IS THE OVERALL VISION AMAZON HAS IN MIND AND IS WORKING TOWARDS FOR CONSUMERS?\r\n\r\nGregg: Amazon is continuing to expand its reach and ubiquity as a supplier in all aspects of a consumer’s life. They’ll continue to lead with their disruptive model—using and creating progressive technologies to make services and products that will further entrench themselves into a person’s life and transform not only the way people shop but how they live.\r\n\r\nTodd: Amazon’s goal is to be the world’s foremost customer centric company. Its muscle has always been its well-oiled logistical operations powered by the most sophisticated of data mining capabilities. With the acquisition of a 430 retail-location strong behemoth that has mastered the food supply, processing and distribution chain end to end, Amazon will be able to utilize its tech capabilities to introduce a completely unique and customized grocery experience to the consumer—possibly one that includes never having to leave their house.\r\n\r\nAdditionally, the acquisition should be able to further Amazon Fresh service with Whole Food’s physical locations playing a big role. Shrink is a consistent challenge and is harder to control in an online-only warehouse driven format; it is much better suited for a retailer to manage that profit-diminishing factor. Additionally, if Amazon Fresh could incorporate Prime, Pantry and Dash into the mix, it could become a singular brand platform for Amazon’s food business. From a demographic perspective, the typical Whole Foods shoppers sits on the higher-income earning scale similarly to the Amazon Prime shopper thus continuing to add to their growing customer database.\r\n\r\nIt’s often hard for people to embrace change, and many people still relish going into a grocery store and picking out produce themselves rather than having it picked and delivered for them. What steps can Amazon and Whole Foods take to make this a more natural transition for consumers?\r\n\r\nGregg: Amazon’s logistical juggernaut and access to consumer data will add more dimensions to the purchasing experience. People still seek a human-driven experience and Amazon should do everything to ensure its consumers its brick and mortar presence is about accessibility and enhancement; there is no sacrifice or subtracting with its newfound physical presence and if anything, should be a deeper-data infused complement to its virtual counterpart.\r\n\r\nTodd: Consumers today are accustomed, if not expectant of, external changes that affect their daily behaviors. From mobile banking to pharmaceuticals delivered within two days at your doorstep to the evolution of the gas station deli offering, culture and technology have accelerated the pace of change and primed the consumer’s desire for convenience, value and their willingness to accept the new.\r\n\r\nBoth brands would be smart to take steps to ensure consumers the acquisition won’t affect them in ways each brand has built their loyalty off. They need to re-affirm and emphasize that Whole Foods will continue its high standards of product quality and Amazon’s efficient and customer-centric services won’t be affected.\r\n\r\n\"\"\r\n\r\nWHAT ARE SOME OF THE BIGGEST BENEFITS CONSUMERS WILL SEE AS A RESULT OF AMAZON ACQUIRING WHOLE FOODS? WHAT ARE SOME OF THE POTENTIAL PROBLEMS CONSUMERS MIGHT FACE RESULTING FROM AMAZON’S ACQUISITION OF WHOLE FOODS?\r\n\r\nGregg: The benefit is a more integrated consumer experience for Amazon and Whole Foods visitors where transitioning from URL to IRL (or the opposite) is more simple, seamless and backed with robust data on purchasing options, history, recommendations, etc. Additionally, the potential effects on manufacturers could also lead to a decrease of prices for the consumer. The potential problems may rest in fewer channel choices for the consumer should they decide they don’t want to go with an Amazon-affiliated option.\r\n\r\nTodd: Both Amazon and Whole Foods have very sophisticated methods in capturing consumer data. Coupled with Whole Foods’s stringent quality standards and efficiency in product development, you have a recipe for success. Consumers could potentially have access to both better pricing (as there would be no more middle man) and wider selection of choices. Convenience, quality, variety and savings—what more can consumers ask for?\r\n\r\nOn the flip side, great vision executed poorly can be problematic. If Amazon and Whole Foods can’t integrate their unique brand assets seamlessly, it could result in turning the consumer off completely. History has proven that home delivery for food is challenging such as in the case of Webvan. While its concept was ahead of its time, it was riddled with issues on its approach to the market specifically:\r\n\r\nNone of the executives understood the food business.\r\nIt expanded too quickly\r\nIt targeted the wrong consumer and wrong markets\r\nIt built warehouses instead of leveraging existing infrastructures.\r\nWhile the Amazon and Whole Foods merger may currently be blessed without these issues, both brands need to marry their assets quickly and flawlessly to convince consumers they can meet, if not exceed their expectations.\r\n\r\nIN WHAT WAYS DO YOU FORESEE ANY WAYS THAT THIS ACQUISITION COULD BACKFIRE, ACTUALLY HURTING AMAZON IN THE LONG RUN?\r\n\r\nGregg: If history is an indicator of the future, Amazon will see its failure as a learning experience and move on to the next (i.e. see Amazon Fire Phone). Amazon’s nature is to innovate quickly and while this acquisition is not technically an “innovation,” its brand could take a hit on the public relations front as a brand that can seemingly do anything.\r\n\r\nTodd: Amazon has seen astronomical growth due to their bets on digitization and mobile and their continued portfolio diversification around the Internet of Things. It is a company not afraid to take risks outside its wheelhouse and invest in trends; leveraging what they do well and investing in the multi-trillion business of grocery is a wise bet. Even if they’re unable to convert the consumer, I’m doubtful it would drastically impact the overall Amazon brand in a negative way. Consumers will continue to flock to Amazon to purchase other things- perhaps one day cars or prescriptions? Amazon’s opportunities are endless.\r\n\r\n\"\"\r\n\r\nWHAT ABOUT RETAILERS—WHAT ARE SOME OF THE CHALLENGES THEY’RE LIKELY TO FACE DUE TO THE ACQUISITION OF WHOLE FOODS?\r\n\r\nTodd: The market reaction to the Amazon announcement was not positive for other grocery brands. Retail across the board has been failing to keep pace with Amazon’s ability to sell goods online at the value consumers are demanding. Department store brands are rapidly disappearing because of their inability to respond to the requirement of digitization and embrace omni-channel and the only ones surviving, if not thriving, are value operators like Aldi, TJ Maxx, Home Goods etc.\r\n\r\nIf Amazon opts to focus on its own delivery service, Whole Food’s relationship with Instacart would be affected and it would ripple to brands like Publix and HEB, ultimately weeding out Amazon’s competition.\r\n\r\nAdditionally, the organics industry has seen enormous growth over the past few years. Supply has increased and traditional grocers like Kroger have entered the business in a major way specifically by creating their own billion-dollar private label brands. If Amazon and Whole Foods could bring better pricing and more access and convenience to the organics industry, it will most definitely impact traditional grocer’s attempt to capture more share of the consumer that desires more high quality and healthier food options.\r\n\r\nHOW CAN OTHER BUSINESSES PLAN TO KEEP AN EDGE AND COMPETE WITH AMAZON AND WHOLE FOODS?\r\n\r\nTodd: As much as consumers want value and convenience, they also desire a unique shopping experience. More grocers are increasingly investing in enhancing the shopping experience and growing the perimeter. If they can offer the consumer a shopping experience that can’t be had online, that is where they’ll be able to defend their market share. While this takes capital, time, and commitment, they cannot afford to not do so. Wegmans and Costco are interesting examples of brands providing unique shopping experience incorporating the love of food, the thrill of the hunt and an exploratory opportunity for the consumer shopping their goods.\r\n\r\nWith the business potential the acquisition can create, there will be a significant opportunity for markets to expand for niche brands. Smaller companies will have a less costly way to enter the market than traditional retail. Start-ups can benefit greatly by gaining access to massive distribution without the need for slotting fees and other costs burdening the growth of their business.\r\n\r\nLAST YEAR, OVER 40% OF ONLINE RETAIL SALES WERE ON AMAZON, AND WITH THE ACQUISITION OF WHOLE FOODS WE LIKELY CAN EXPECT THIS NUMBER TO INCREASE. BUT AT WHAT POINT DOES HAVING ONE ENORMOUS RETAILER MAKING SUCH A SIGNIFICANT PORTION OF SALES ACTUALLY PUT SOCIETY AS A WHOLE AT RISK?\r\n\r\nGregg: The effects of scale have implications. Technology has enabled both innovation and consolidation and as these tech-fueled companies continue to amass power and leverage, they sometimes tread dangerously with antitrust laws. It is the prerogative of the government to ensure these companies’ pursuit of growth and influence does not result in competitor manipulation and category monopoly.\r\n\r\nTodd: With scale comes risk. When you put too many eggs in one basket, competition is inevitably eliminated and thus impacting quality for the consumer. However, on the flip side, size has the potential to drive down cost and also increases profits, which provides more capital for investment in continuous improvement. There is a case for both good and bad but regulation should be able to protect the consumer.\r\n\r\n\"\"\r\n\r\nIN WHAT WAYS, IF ANY, DO YOU FORESEE AMAZON’S ACQUISITION OF WHOLE FOODS HELPING WITH FOOD INSECURITY?\r\n\r\nGregg: If executed properly, Amazon will be able to leverage Whole Foods’s credibility in food quality. It will be interesting to witness both brands’ approach to fresh foods, food service and natural and organics at scale and observe whether expectations and tolerance of quality differ when it comes to different consumer segments.\r\n\r\nTodd: If you look at the values both companies operate by, I would assume the impact on food insecurity would be positive and minimize growing consumer concern.\r\n\r\nThe Amazon brand is customer obsessed; they invent and simplify, hold the highest standards, think big, take action, are frugal and want to instill trust. Whole Foods is grounded in high product standards, caring for the community, satisfying and nourishing consumers and environmental stewardship. Together, they should be able to bring the best products to consumers at the lowest prices and in the fastest and most convenient ways possible.\r\n\r\nAs consumers, we need to realize that neither Amazon nor Whole Foods make everything they sell and thus do not have total control over the supply chain. But the strength and power the combined organizations could have will provide significant influence on their manufacturing partners. Therefore they should have a greater ability to enforce their values and high product standards, ultimately benefiting consumers and alleviating any concern over food safety and insecurity.\r\n\r\nPhotos courtesy of Whole Foods and Amazon.', 'What does Amazon’s Acquisition of Whole Foods Mean for the Future of Grocery Shopping?', '', 'publish', 'open', 'open', '', 'what-does-amazons-acquisition-of-whole-foods-mean-for-the-future-of-grocery-shopping', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-does-amazons-acquisition-of-whole-foods-mean-for-the-future-of-grocery-shopping', 0, 'thinking', '', 0), (2295, 1, '2017-07-06 19:20:00', '2017-07-06 19:20:00', 'Branding Roundtable 32\r\nOur original intent was to make this Roundtable about a particular type of experiential branding, environmental branding, the kind that brings brands to life in physical spaces. But the topic of brands and experience refuses to be neatly contained in any kind of space, physical or conceptual, and so you will shortly discover the wide (and still only partial) range of what is involved in strategizing, activating and communicating brands as they learn to thrive across an ever- expanding landscape of touchpoints.\r\n\r\nRead the full Roundtable discussion here.', 'Brands IRL: How Brands Are Experienced in Real Life', '', 'publish', 'open', 'open', '', 'brands-irl-how-brands-are-experienced-in-real-life', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brands-irl-how-brands-are-experienced-in-real-life', 0, 'thinking', '', 0), (2296, 1, '2017-08-01 14:51:12', '2017-08-01 14:51:12', 'Brand expert Todd Maute says lawsuit shows how far store brands have come\r\nBrand expert Todd Maute says the lawsuit that The Kroger Co. filed against Lidl, which goes to trial in January, is a good sign for the private brands industry.\r\n\r\nIn July, Cincinnati-based Kroger filed a federal lawsuit against Arlington, Va.-based Lidl claiming that the German retailer, which at the time had just opened its first U.S. stores, was infringing on Kroger’s well-known “Private Selection” store brand with its “Preferred Selection” store brand. Last week, a U.S. district judge denied Kroger\'s request for an injunction that would have forced Lidl to stop selling Preferred Selection. The judge noted that \"private\" and \"preferred\" have different definitions and set a Jan. 11 date for a bench trial.\r\n\r\nThe lawsuit has created much attention and drama in the private brands industry. It is the new kid on the block (Lidl) taking on the veteran and venerated grocer (Kroger).\r\n\r\nMaute, a partner at New York-based CBX, a brand agency and retail consultant, says the lawsuit reminds him of years ago when the owners of top consumer product brands always went after what they saw as trademark infringement on the part of private brand emulators. But this lawsuit is also different — “A twist on the prevailing dynamic,” Maute says —because one of the top owners and creators of private brands is taking a fellow private brands competitor to court.\r\n\r\nMaute says the lawsuit shows just how far private brands have come.\r\n“Here we have one major grocer suing another over private label trademarks,” he says. “I see it as an indication of how far private label has come, at least with respect to those retailers that truly understand its power and potential.”\r\n\r\nMaute is spot on. Although the timing of the lawsuit was interesting — Lidl says Kroger wanted to throw water on its coming-out party — nobody can fault Kroger for trying to protect a very successful 20-year-old store brand. Credit Lidl as well for not backing down and wanting to protect its own store brand as it continues to open stores in the U.S.\r\n\r\nKroger, the second-largest food retailer in the country, has been a private brands pacesetter. Lidl, which operates more than 10,000 stores across Europe, will also be a private brands leader in the U.S., considering that 90 percent of its assortment comes from private brands and that it will eventually open hundreds of stores.\r\n\r\nMaute says he remembers reading a story several years ago about how Disney lawyers forced a small Florida daycare center to whitewash an image of Mickey Mouse that the center had had painted on the side of its building.\r\n\r\n“Is that aggressive? Sure,” Maute says. “However, nobody could accuse Disney of trademark apathy. Without commenting on the merits of the Kroger-Lidl case, I say kudos to those retailers that fully embrace their store brands — up to and including protecting them in court.”\r\n\r\nOriginally published by Store Brands Magazine\r\nPhoto courtesy of Store Brands Magazine\r\n\r\n
     ', 'Editor\'s blog: Kroger-Lidl Dispute a Good Sign for Private Brands', '', 'publish', 'open', 'open', '', 'editors-blog-kroger-lidl-dispute-a-good-sign-for-private-brands', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/editors-blog-kroger-lidl-dispute-a-good-sign-for-private-brands', 0, 'thinking', '', 0), (2297, 1, '2017-08-10 15:52:20', '2017-08-10 15:52:20', 'Marketing and branding can be silly. But we give them a ton of power to shape how we see the world.\r\nSo we made a podcast to talk about how this stuff really works (how do businesses become “brands”?), make fun of the super stupid stuff (like when brands get “woke”), and trash the really ugly stuff that businesses use their brands to hide.\r\n\r\nAnd we’ll try to understand the biggest question of all...\r\n\r\nWHAT ARE THE WORLD\'S BIGGEST BRANDS HORNY FOR?\r\n\r\nJoin us in The Brand Hole to find out.\r\n\r\nLATEST EPISODE\r\n\r\n\r\n\r\nRachel Bernard, VP of verbal strategy at CBX, joins Caitlin to talk about one of the most important parts of brand naming: making sure it\'s not incredibly offensive. We get into why we check for linguistic issues, what we look for, and, most importantly, we tell tales of all the ridiculous disasters we uncover (or create).', 'Horny for Linguistic Disasters', '', 'publish', 'open', 'open', '', 'horny-for-miracle-whip', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/horny-for-miracle-whip', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2298, 1, '2017-10-03 21:20:19', '2017-10-03 21:20:19', 'A leading worldwide supplier of premium branded lubricants and automotive services — announced today the retail launch of its newest innovation, the Easy Pour Bottle. Valvoline™ worked alongside consumers to develop the game-changing design. The brand\'s patent-pending Easy Pour Bottle will make changing oil easier while offering a simplified shopping solution for the automotive Do-It-Yourself (DIY) audience.\r\n[caption id=\"attachment_10841\" align=\"alignnone\" width=\"728\"]\"\" Valvoline\'s New Easy Pour Bottle[/caption]\r\n\r\n\"Valvoline\'s goal for 151 years has been to use our expertise for the benefit of our customers. Each part of Valvoline\'s Easy Pour Bottle has been engineered with our DIY consumers in mind – reimagined, redesigned, tested and proven to make changing oil easier, faster and cleaner,\" said Heidi Matheys, Valvoline chief marketing officer. \"Our technical team integrated an abundance of consumer field research and feedback, which ultimately resulted in this one unique design.\"\r\n\r\nHighlights of Valvoline\'s new Easy Pour Bottle include:\r\n
      \r\n
    • Easy Pull Tab™ – Makes opening the bottle clean and simple.
      • \r\n
    • Precision Pour Spout™ – Provides accurate pour and clean cut off for a mess-free experience.
      • \r\n
    • Anti-Glug Tube™ – Provides a glug-free pour for a faster, cleaner and easier oil change.
      • \r\n
    • Resealable Overcap with No-Slip Grip™ – Helps prevent spillage and provides safe storage.
      • \r\n
    • Centralized Handle – Makes for a more confident pick up, transport and pour.
      • \r\n
    \r\nThe brand is so confident in their newest innovation that they have issued a Satisfaction Guarantee at retailers nationwide, offering a 100-percent money-back promise to encourage DIYers to experience the bottle — and its advantages — for themselves.\r\n\r\nValvoline has partnered with seven-time NASCAR Champion Jimmie Johnson to promote a series of entertaining videos showcasing the ease of use and cleanliness of the new packaging. Videos are now available for viewing at EasyPour.com. Additional motorsports athletes will participate in the series later this year.\r\n\r\n\"Our Easy Pour Bottle is one of the biggest packaging innovations in the history of Valvoline and was developed with integral feedback from DIYers and auto experts alike,\" said Michelle Allen, director of marketing for Valvoline. \"As we look to the future, we will continue to innovate in every area – from design to products and services – to meet the needs of our customers.\"\r\n\r\nOriginally published by PR Newswire\r\nPhoto courtesy of Valvoline', 'Valvoline Unveils Cutting-Edge Innovation with Launch of Easy Pour Packaging', '', 'publish', 'open', 'open', '', 'valvoline-unveils-cutting-edge-innovation-with-launch-of-easy-pour-packaging', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/valvoline-unveils-cutting-edge-innovation-with-launch-of-easy-pour-packaging', 0, 'thinking', '', 0), (2299, 1, '2018-09-27 17:42:12', '0000-00-00 00:00:00', 'Hello, and welcome to this week’s Design Diary, a collection of five projects from across the world that have impressed us this week.\r\nFor more along these lines (and so many others) follow along all day, every day on Instagram @AIGAeyeondesign, Facebook, and Twitter @AIGAeyeondesign.\r\n\r\n1. Milton Glaser on surviving the Trump era\r\n“That sense of paralysis or indifference makes this time seem different.”\r\n\r\nEarlier this week, Steven Heller sat down with Milton Glaser at Cooper Union in New York to talk about the recently reissued version of Glaser’s The Design of Dissent, co-authored with Mirko Ilic). Originally published more than a decade ago, the new edition compiles recent examples of design that express political and social resistance, and sums up our current state of affairs with the revised subtitle “Greed, Nationalism, Alternative Facts and the Resistance.” Glaser began the conversation with the story of one of his earliest memories of a protest at his apartment building in the Bronx turned violent by the police, which he used to explain his inclination—both in his design work and in life—to the left. “I learned that the only way to deal with men beating you over the head, was to resist.”\r\n\r\n\"\"Milton Glaser\'s \"We are all African\" poster for School of Visual Arts\r\n\r\nSo how’s that mindset faring for Glaser today, in the era of Trump? Heller asked Glaser if he felt there was a difference in this period of political strife, in comparison to the other tumultuous periods of U.S. history that he has lived through: the McCarthy era, the Cold War, Vietnam, Civil Rights. “I think the most difficult thing to deal with now is that nothing seems real,” Glaser responded. “One thing that Trump has done, and society has done in general, is use the means of communication to basically make people’s response inert, and make them feel that there’s nothing they can do. That sense of paralysis or indifference is what has makes this time seem so much more unlinked to anything [else].”\r\n\r\nA bit more uplifting was Glaser’s still-firm assertion that art and design play an important role in resisting the indifference he described. “If you think of [art] as a means of survival, and the idea of beauty as something to be obtained, then you can devote your life to it without any other reward… it’s essential to human survival. If you like Mozart and I like Mozart, we have something in common. If we have something in common, we’re less likely to kill one another.” Watch the full talk here.\r\n\r\n2. A book on sneakers, designed by Rodrigo Corral\r\nOne of our favorite book designers takes a crack at an unlikely subject\r\n\r\nSneakers, a new book by designer Rodrigo Corral and journalists Alex French and Howie Kahn, is a super nerdy, very in-depth exploration of the cultural significance of the titular object—weaving together sneaker stories from the likes of Kobe Bryant and Serena Williams, along with shoe designer Tiffany Beers and Bruce Kilgore, the creator of the Air Force 1s. The book is basically a shrine to a well-worshiped design object, so of course the design is on par: Corral, the designer behind some of our favorite book covers, did the design and art direction for the book.\r\n\r\n\"\"\r\n\r\nEach of the book’s chapters is dedicated to a person and his or her sneaker story, so each gets its own visual treatment by Corral, with custom art, photography, and illustrations. Corral and his team had to track down all of the sneakers the contributors talked about, often traveling to shoot the shoes in person.\r\n\r\nOn the idea behind the minimalist cover design, Corral told Men’s Journal, “Sneakers mean so many things to so many different people. I don’t want to explain Sneakers away visually, but it also can’t be too conceptual. It needs to grab your attention and then let you make it personal. You know which shoes are inside the white box, I don’t want to fill that space for you.”\r\n\r\n\"\"\r\n\r\n3. She Should Run branding by CBX\r\nSystematic, compelling design to get women to run for office\r\n\r\nOver at our sister site Design Observer, they marked Tuesday’s elections with a conversation with Lesley Stordahl, creative director at CBX, about working with the non-profit She Should Run. The organization was founded with the impressive goal of getting 250,000 women to run for elected office by 2030, and Stordahl talked about using design and strategy to help them accomplish it. How do you reach and speak directly to women who might be thinking about running for office, but need the support and resources to do so?\r\n\r\n\"\"\r\n\r\nCBX took the existing logo and created an evolving icon system that can be used variously for their different endeavors. The most interesting parts of the interview were in Stordahl’s distilling down of the details:\r\n\r\n“We’re living in this world of amazing new breakthrough political design and also—I hate to say ‘terrible’—staid design. Compare the Hillary [Clinton] identity with ‘Make America Great Again’ and there’s a clear line around political parties, innovation, and young and old.\r\n\r\n“She Should Run is bipartisan and they were very clear about the need to appeal to both sides. How do we bring a modernity to the visual but still make it feel bipartisan? For us, it was softening the red a little bit—not going with a really harsh, traditional red—giving it almost a slight coral. It was using more of a cyan than a navy or an overly masculine dark blue. And to make sure that we’re showing women and there’s representation, because there’s so much reflection [from their audience] that ‘this is for me.’ We have to be inclusive to all ages, races, backgrounds. That’s something that we try to keep in mind as we develop with them.”\r\n\r\n4. Artists for Gender Equality film series\r\nArtsy and Gucci launch a three-part film with the women of the art world\r\n\r\nGender inequity isn’t just a problem in politics, as we all know. Despite the increasing exposure of feminist artists and artworks in recent years, the artists represented by the top galleries across New York, Los Angeles, and Chicago are still roughly 70 percent male, according to artist Micol Hebron’s ongoing “Gallery Tally” project. In collaboration with Gucci, Artsy has set out to address the ever-prevalent issue with a beautifully shot film series, put out in three parts. Part One, “Past,” features Barbara Zucker, Lynn Hershman Leeson, Faith Ringgold, Joan Semmel, and Todd Levin discussing the barriers women faced in the 1970s, and the events and individuals that broke through them. In the upcoming segments on “Present” and “Future” we’ll hear from Marilyn Minter and Petra Collins, among others. See the full lineup here.\r\n\r\n5. Sirio Luginbühl book, designed Riccardo Pirotto\r\nA beautiful homage to the experimental Italian cinematographer\r\n\r\nItalian-born, Berlin-based Riccardo Pirotto describes himself as a “concept/art designer,” but by any name we’re sure his work would smell as sweet. We’re impressed with one recent project in particular, a book he designed about Sirio Luginbühl, an experimental cinematographer in the Italian “underground” cinema scene of the 1970s and ’80s. “The book is designed as an auto-biographical diary with a series of small texts, short stories, images (old postcards, documents) and photographs collected by the author during his lifetime,” Pirotto explains. “The cover is a lenticular image made by two frames shot in one of his movie.”\r\n\r\nA beautiful piece of work about a fascinating artist, who hung out with the likes of Pasolini, Emilio Vedova, Gregory Markopoulos.\r\n\r\n\"\"\r\n\r\nOriginally published by AIGA Eye on Design\r\nPhotos courtesy of AIGA Eye on Design', 'No. 168: Milton Glaser Talks Trump, CBX Dissects the Branding of Politics, Rodrigo Corral Gets Deep Into Sneakers + More', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=2299', 0, 'thinking', '', 0), (2300, 1, '2017-11-30 17:39:26', '2017-11-30 17:39:26', 'For the longest time, the mattress industry seemed impervious to the digital disruption rocking so many business sectors, from hotels to music. Then, in 2014, Casper Sleep introduced the bed-in-a-box, a mattress ordered online and delivered, neatly compressed, in a cardboard box. Initial orders were impressive and media coverage loud. After that, a slew of other online rivals, like Tuft & Needle and Leesa, entered the market with their own competitive versions.\r\nAccording to Warren Kornblum, interim CMO at Serta Simmons Bedding (SSB), one of the leaders in the industry and seller of the Serta and Simmons mattress brands, Casper\'s success came as a proverbial wake-up call. Consumers, the company realized, found mattress shopping annoying, time-consuming, and confusing, and were, in fact, thrilled that there was an easier alternative.\r\n\r\nSo SSB stepped up its game, enlisting marketing as a big player. Working hand in hand with product development, it launched a new social media effort to establish the brand as a thought leader in the sleep space. In June, the company also introduced its own direct-to-consumer line called Tomorrow Sleep. \"The first reaction of many companies in this situation might be to throw up your hands and say, \'woe is me,\'\" Kornblum says. \"But it made us realize that, for many years, the mattress industry had been doing things the same way and speaking more to itself than the consumer.\"\r\n\r\nKornblum is in a better position than his counterparts in many other disrupted industries. In an interview with Architectural Digest, Casper cofounder and COO Neil Parikh estimates companies like his have cornered perhaps 10 percent of the market so far. That growth, Kornblum says, is stymied in part by the conundrum of how dissatisfied consumers return the mattresses, since the bedding arrives compressed and, once unfurled, can\'t fit back in the box. Still, the situation shows how vulnerable many industries are to digital disruption and the importance marketing can play in addressing it. What\'s more, if marketers do their jobs right, they can not only forge stronger relationships with customers but also detect trouble on the horizon that warrants action. \"Marketing not only plays a role in this; it should play the key role,\" says David Reibstein, professor of marketing at the Wharton School of Business. \"Marketing is perhaps the most important element in recognizing a disruption is coming.\"\r\n\r\nStay Vigilant\r\nCertainly, as Kornblum knows, one essential response is to react expeditiously, rather than ignoring an impending threat. Perhaps the poster child for what not to do is Eastman Kodak. The venerable former photography giant famously developed digital photography, did little with it, then responded too slowly as the world of photography changed dramatically. It eventually filed for bankruptcy in 2012 before reconstituting as a smaller company. Ultimately, according to Reibstein, the primary fault lay with marketing, which didn\'t detect customers\' gradual embrace of change and the transformation underway. \"Front and center this was a failure of marketing,\" Reibstein says.\r\n\r\n\"Every company has to be a tech company.\"\r\n— Joshua Shane, VP of business development and strategy at Viewstream\r\n\r\nThe key to avoiding such a failure, then, is paying attention. Dissatisfaction with a product or service tends to be out there well before disruption bursts onto the scene and takes hold, according to Reibstein. As a result, marketers can pick up clues, sussing out both what\'s coming down the pike that could affect the market — therefore requiring a strong response — and smaller anomalies that are likely to fade away.\r\n\r\nIronically, the marketer\'s most effective tool in watching for signs of disruption is technology, the very thing that most often enables disruption in the first place. \"Every company has to be a tech company,\" says Joshua Shane, VP of business development and strategy at Viewstream, a San Francisco–based technology marketing firm.\r\n\r\nScouring social media continually for customer sentiment is important. To Shane, that\'s a no brainer. More important, he says, is moving away from traditional surveys and focus groups toward tech that can sift through data and analyze patterns in customers\' behavior and understand how they interact with the brand. Doing so requires tapping sophisticated cloud-based platforms that have artificial intelligence (AI) capabilities built in. Without such technology, \"You\'ll fall behind in getting insights that will keep disrupters from coming into your industry,\" Shane says. \"The gap between those really taking advantage of these capabilities and those who don\'t is only going to get wider and wider.\"\r\n\r\nMost importantly, an AI-capable system, drawing on data found in everything from loyalty card purchase-tracking databases to Facebook analytics, uncovers insights a human could not discern. \"It will mine for otherwise buried behavior patterns by particular customer segments that could, in another year, bubble up and become a problem,\" Shane says. With that information, brands can take steps to address the issues before they get worse.\r\n\r\nMaintain Relevancy\r\nMany marketing experts point to Netflix, the Los Gatos, Calif.–based streaming media company, as the ultimate example of a brand that, by relying on data analysis, was able to reinvent itself before another player did the disrupting. Netflix, of course, launched its online DVD rental service in 1998 and, a decade later, was on the verge of being disrupted by video on-demand. In response, says Dustin Longstreth, chief marketing and strategy officer at CBX, a New York City–based brand agency, Netflix expanded into streaming third-party content before beginning to produce and distribute original series in 2013.\r\n\r\nIts first major foray in original content, which put the company on the map as a high-quality content producer, was a 13-episode remake of the 1990 BBC series House of Cards. Part of the reason for the show\'s initial popularity, according to Viewstream\'s Shane, is that the marketing team leveraged big data by tapping the company\'s recommendation engine, which pinpointed potential viewers likely to be interested in political drama and then reached out to them.\r\n\r\nUsing data and AI-enabled platforms is important for another reason as well. It can help brands increase their relevance to customers, and that provides a significant protection in the market. For example, by using natural language processes and search analysis, marketers can determine more easily than ever how consumers search for products and services and find the triggers likely to engage them. Through the use of visual recognition, which allows them to pinpoint images that viewers are attracted to, they\'re able to zero in on customer preferences and then provide relevant content. Andrew Swinand, North American CEO at Leo Burnett, the Chicago-based advertising agency, points to a client for whom marketers analyze Facebook pictures of cars people owned and then offer up content related to that type of vehicle. If a picture shows someone, say, standing proudly by a Jaguar, the agency can provide articles about luxury cars. \"If you\'ve increased your relevance to consumers, you\'re in a stronger position no matter what happens,\" he says.\r\n\r\nIn addition, there\'s the matter of convenience, a key driver of consumer response. Such tactics are especially important in an environment where getting stuff quicker, faster, and with more ease is the name of the game. \"Digital disruption usually comes in the form of finding an easier way to do something — increasing convenience,\" Swinand says. \"So marketers must provide relevant information that\'s not distracting. Relevance is a sister to convenience.\"\r\n\r\nEvolve with the Times\r\nBrands also can respond to disruptive threats through a repositioning that taps major, relevant consumer trends. For its part, SSB decided to address bed-in-a-box upstarts by remaking itself into a \"sleep company,\" says Kornblum, tapping growing interest in healthy living, especially in sleep, along with diet and fitness, as essential ingredients. \"The part we can help with is the sleep part,\" he says. That\'s partly meant pushing out online content establishing the company as the go-to source for sleep improvement. It\'s also involved emphasizing products equipped with new technology, like sleep trackers that unobtrusively measure the quality of consumers\' slumber, allowing people to see patterns in, say, how the quality of their sleep might be affected when they drink an extra glass of wine the night before.\r\n\r\nThe repositioning of SSB also meant working closely with product development. \"We\'re attached at the hip,\" Kornblum says. In fact, he emphasizes the importance for marketers to break out of silos and work closely with other functions, like operations and product development.\r\n\r\nAs marketers step up their analyses of customer data and discern important patterns, they need to be able to share that intelligence with the rest of the company. \"If you work in silos, others in the company can\'t take advantage of patterns that marketing finds,\" says Shane of Viewstream. \"We have to be champions in our own organizations.\"\r\n\r\nDo the Disrupting\r\nConsumers these days, of course, tend to do a lot of research online before making a purchase. That\'s true for just about any product, from mattresses to cars. Consequently, marketers have to know where potential customers go to get their information and be ready with the right engaging content at every step of the purchasing process, or face the possibility of losing ground to more innovative and attentive brands. \"You\'ve got to provide a greater amount of content to the buyer than ever before and make sure they can get it as easily as possible,\" says Tracy Eiler, CMO at InsideView, which sells targeting intelligence solutions that help sales and marketing teams. The more engaged the customer is, Eiler asserts, the greater the opportunity for marketers to control the conversation and the brand\'s image before, during, and after a disruption.\r\n\r\nUltimately, no one can predict just how their industry could be upended. \"I don\'t think anybody has a crystal ball with which they can clearly see the technology that\'s going to disrupt them,\" says Longstreth. But marketers who stay on top of trends, continually comb through data to see what\'s on customers\' minds, and learn to face up to market changes are less likely to be caught off guard — and more likely address disruption successfully.\r\n\r\nOriginally published by ANA Magazine\r\nPhoto courtesy of Netflix', 'When Disruption Happens, What’s the Best Way for Brands to Respond?', '', 'publish', 'open', 'open', '', 'when-disruption-happens-whats-the-best-way-for-brands-to-respond', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/when-disruption-happens-whats-the-best-way-for-brands-to-respond', 0, 'thinking', '', 0), (2301, 1, '2018-01-11 23:01:15', '2018-01-11 23:01:15', 'A reboot 2 years in the making\r\nThirty-five years after making a splash with the introduction of Diet Coke, the Coca-Cola company announced that the marquee product is getting a “full brand restage.” Starting next month, consumers who pass by the beverage case will see Diet Coke in new product dress: A skinny silver can sporting a bold center stripe whose colors correspond to four new flavors.\r\n\r\nAccording to a company statement, the new look and taste are aimed at “re-energizing and modernizing Diet Coke for a new generation of drinkers.”\r\n\r\nThe most noticeable part of the rebranding will be the package design, which Coke developed with a creative assist from U.K.-based shop Kenyon Weston. Though the new cans contain 12 fluid ounces just like their older counterparts, they sport a slender profile that’s more evocative of Red Bull or Starbucks Refreshers than mom’s standby diet soft drink. (Diet Coke’s original packaging will not be discontinued; the new cans will instead be offered as an option in the existing lineup.)\r\n\r\nWhile slender cans may function as a kind of subliminal cue to the low-calorie beverage inside, Cola-Cola North America’s group director for Diet Coke Rafael Acevedo told Adweek that his team chose the new cans for another reason. “It makes the brand feel more contemporary,” he said. “It modernizes the brand and makes it feel very premium.”\r\n\r\nCola-Cola devoted no fewer than two years in this effort, an obvious measure of the project’s importance. “We tried to behave very entrepreneurially and move as fast as we could,” Acevedo said. “But when you’re recasting the second largest brand in the company you want to make sure you get it right.”\r\n\r\nThe retooling project was based on intelligence gathered from interviews with 10,000 consumers who were queried for their opinions on both packaging styles and, perhaps even more importantly, flavors. After testing 30 new varieties, the company finally settled on four: Ginger Lime, Twisted Mango, Feisty Cherry and Zesty Blood Orange.\r\n\r\nAs the names suggest, the goal here is to appeal to the taste buds and the discernment of younger consumers, who have been steadily drifting toward energy drinks and flavored waters. Indeed, soda consumption overall has been slipping for over a decade now, and an in-house study released by Beverage Digest in April of last year noted that while sales of Diet Pepsi have suffered the most (slipping 9.2 percent), Diet Coke’s volume had fallen by 4.3 percent.\r\n\r\nAcevedo denied that Coke undertook the strategy as a direct response to those market pressures, saying instead that it “was more driven by the consumer versus the competition. Younger consumers are longing for new experiences and bolder flavors and innovation. In order for us to be relevant for the younger audience, we need to evolve with them.”\r\n\r\nDustin Longstreth, chief marketing and chief strategy officer of brand and design agency CBX, agrees that there’s a need for that evolution. “There is a population of the current generation of consumers that are probably suspicious of soft drink formulations in general—they equate it with something unnatural and overly processed product. Simultaneously, it is a category that continues to grow through increasingly bold and innovative flavor experiences. In the case of Diet Coke, they clearly sought to stay true to who they are to appeal to their Diet Coke loyalists while also giving prospective new consumers an interesting excuse to give it a try.”\r\n\r\nIf all goes as Coke hopes, part of that interesting excuse will come from an accompanying marketing campaign to kick off next month from creative shop Anomaly. While Acevedo would not part with many details about the work, he said, “it’ll have the essence of Diet Coke, but the personality of the brand is evolving and modernizing.” In addition, Diet Coke will depart from its traditional focus on female consumers—historically, the core buyer of diet beverages—and roll out a creative effort that “will be more gender neutral.”\r\n\r\nTime will tell, of course, if consumers cotton to the changes, but Hayes Roth, principal of branding shop HA Roth Consulting, believes that they were worth making. While many beverage brands are tinkering with new flavors, he points out, the new packaging “will set them apart. I’d say it’s a bold, smart move, and they’re covering themselves because they’re keeping the original size [can.] The old Coke can looks dated by comparison.”\r\n\r\nOne significant thing that won’t change is Diet Coke’s original formula—a fact the company took pains to make clear in the second line of its news release: “No, the one-and-only Diet Coke is not being reformulated.”\r\n\r\nThe advisory appears to be a thinly-veiled reference to the 1985 launch of New Coke—which remains the greatest product fumble in history with the possible exception of the Ford Edsel.\r\n\r\nIntended to improve on the then 99-year old Coca-Cola formula, New Coke was supposed to transform and revolutionize the product. Instead, it sent consumers scrambling to stock up on the original Coke and overloaded the company switchboard with 8,000 complaint calls a day—a “firestorm of consumer protest,” the company acknowledges today.\r\n\r\n“We’ve had the opportunity to learn through the years that if you have something great you don’t mess with that,” Acevedo said. “We know we have a loyal following that loves the taste and we want it to be super clear that we don’t want to change that great taste.”\r\n\r\nOriginally published by Adweek\r\nPhoto courtesy of Robert Klara', 'Can Diet Coke’s New Skinny, Rainbow-Colored Cans Attract the Millennials It Covets?', '', 'publish', 'open', 'open', '', 'can-diet-cokes-new-skinny-rainbow-colored-cans-attract-the-millennials-it-covets', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/can-diet-cokes-new-skinny-rainbow-colored-cans-attract-the-millennials-it-covets', 0, 'thinking', '', 0), (2302, 1, '2018-01-09 18:27:34', '2018-01-09 18:27:34', 'With its acquisition of Whole Foods Market for $13.7 billion in cash last summer, it’s evident that Amazon is hungry for a slice of the $668 billion grocery market.\r\nBut just how big of a bite does Amazon want to take of the market? And how much of a stake will Amazon, already a major player in several non-food private-branded categories, seek in the burgeoning consumer packaged goods store brands segment, which is reinventing itself with innovative and exclusive offerings every day?\r\n\r\nAmazon representatives would not comment on the company’s goals in grocery and private brands for this story, but several industry pundits predicted after Amazon’s purchase of Whole Foods that it was just a matter of time before Amazon ruled the grocery industry. But former Amazon decision maker Brittain Ladd, who left the company recently after working there for two years where he helped develop strategies to expand Amazon Fresh and Amazon Pantry, says that while Amazon has the potential to surpass Walmart and become the nation’s top grocer, he is not so certain the Seattle-based company will attempt to do so.\r\n\r\nThrough its 460 brick-and-mortar stores received in the Whole Foods deal and its online dominance, Amazon wants to become a one-stop shop for many retail things, from grocery to electronics to books to apparel and to furniture, Ladd says, with private brands playing a key role across the board.\r\n\r\n“As Amazon convinces more of its customers to turn to it for grocery, its value proposition increases dramatically as does the company’s competitive position,” says Ladd, now a Seattle-based consultant who specializes in private brands and other retail segments.\r\n\r\nAmazon and Whole Foods together own about 1.4 percent of U.S. grocery market share, with Walmart leading at 14.46 percent, according to GlobalData Retail.\r\n\r\nPrivate brand consultant Todd Maute, a partner with New York-based brand agency CBX, says his “gut feeling” tells him that Amazon doesn’t want to rule the grocery world. But ruling the retail world is another matter.\r\n\r\n“As Amazon continues to expand into more and more categories … that is where I think Amazon will rule the world,” he adds. “I think Amazon is just going to continue to go after one segment of business after another.”\r\n\r\nAmazon Founder and CEO Jeff Bezos realized that just selling groceries online will not allow the company to capture much grocery market share, which is why Amazon purchased Whole Foods. So now Amazon has gone to market in grocery with a powerful one-two punch. And as creative as Amazon has been in the past to attract new customers, consumers can expect even more retail ingenuity as Amazon synchronizes the synergies of getting consumers to come to its physical stores while continuing to shop online.\r\n\r\n“Amazon is obsessively interested in getting its customers to buy more,” says Bill Bishop, co-founder of Brick Meets Click, a Barrington, Ill.-based consulting firm. “Amazon wants to invent a brand new distribution system. But they just don’t want to invent it, Amazon wants to own it.”\r\n\r\nLadd expects Amazon’s market share to grow in grocery, but not through an all-out onslaught. Amazon is already the nation’s largest online grocer, even though e-commerce grocery sales currently account for less than 3 percent of grocery and consumable sales. But through its online subscription services, such as its offering of free streaming video and music with a Prime membership, Ladd says Amazon will continue to secure more grocery customers online. At the store level, Ladd believes Amazon will offer exclusive products that can’t be purchased online to get more customers into stores.\r\n\r\nAmazon is also straightening out the technical hiccups it had with Amazon Go, its Seattle-based brick-and-mortar store that allows shoppers to check in via a mobile app, take the products they want and automatically pay upon leaving, all without scanning barcodes or waiting in checkout lines. Amazon may even deploy the technology at its Whole Foods stores.\r\n\r\nSO WHAT DOES Amazon’s grocery business mean for private brands in general?\r\n\r\nA boon, perhaps.\r\n\r\nAmazon introduced its first own brands for food and household items in the second half of 2016. The lines include Wickedly Prime, Happy Bear, Presto! and Mama Bear. Wickedly Prime features more premium items, such as soup, nuts, herbal tea, popcorn, chips and and snacks. Happy Bear includes more mainstream items such as water, coffee and seasonings. Presto! features household items like paper towels, toilet paper and detergent. The Mama Bear line offers baby food and snacks and other items for infants.\r\n\r\nThe all-important own-brand exclusive factor is evident, especially in Wickedly Prime items such as organic roasted seaweed snacks, plantain chips and ginger snap-flavored cookie spread. Presto! features many bio-based cleaners, which are innovative and attractive to millennials.\r\nBefore entering grocery — and recognizing that own brands lead to better margins, which result in higher earnings — Amazon had already introduced a slew of private brands in electronics, fashion and other categories. In total, Amazon offers more than 30 private brands.\r\n\r\nMaute believes Amazon is approaching private brands in much the same way that traditional grocers do to drive incremental margins.\r\n“Amazon is saying it has a captive audience that is coming to it for convenience, value and variety, and it will create [grocery] brands that people will love because they love Amazon,” he states.\r\n\r\nWith Whole Foods, Amazon acquired the retailer’s popular 365 Everyday Value, Whole Foods Market and Whole Paws private brands, which Amazon is also selling online. Those private brands added $700 million in sales to Amazon’s own-brand lines, which are expected to generate about $4.3 billion in sales, according to analyst Youssef Squali of SunTrust Robinson Humphrey, in a CNBC news report. By 2022, Amazon should get about $20 billion in revenue from its private-branded products, accounting for about 5 percent of total sales, Squali says.\r\n\r\nLadd says private brands will continue to pose a “gigantic opportunity” for Amazon. Ladd expects Amazon will begin selling its own brands, such as Wickedly Prime, in Whole Foods stores.\r\n\r\n“You will see Amazon put as much of their private label products into those stores as possible because the margins are better, and it’s a good way to differentiate yourself from the competition,” he adds.\r\n\r\nLadd also expects Amazon to continue innovating in grocery private brands.\r\n\r\n“When Amazon enters a category, it does so with an absolute and sincere desire to create high-quality products for customers,” he adds. “Amazon will look for opportunities to enter into even more product lines as long as it can maintain high standards, add value and differentiate its offerings from other private label products on shelves from other retailers.”\r\n\r\nAn advantage that Amazon has online is that it knows its customers well through its extensive data so it can build recommender systems that suggest products to people who visit its website. “Amazon has evolved and improved its recommender engine and today they master this to perfection,” according to Datafloq, a European firm that offers information, insights, knowledge and opportunities to drive innovation through data.\r\n\r\nDiana Sheehan, director of Kantar Retail’s grocery channel research team, says she also expects Amazon will continue to add more food and beverage items to its private brands.\r\n\r\n“But will Amazon do it in new products or will it capitalize on Whole Foods’ established 365 brand? I think that is the big question,” Sheehan adds.\r\n\r\nIf Amazon is going to compete in grocery, “it means competing effectively with a unique and innovative private label offering,” Sheehan notes.\r\n\r\n“As such, I do believe they will continue to invest. They are investing in private brands across the board, and grocery should not be any different,” she adds.\r\n\r\nBishop says store brands in general are “building a head of steam toward the next generation of private label.” He expects Amazon to be part of that next generation.\r\n\r\n“I can’t imagine that Amazon is not going to do something similar as Whole Foods 365 and skip ahead to a highly differentiated aspirational private label line, [which is] just as good but at a lower price,” he says.\r\n\r\nAMAZON IMMEDIATELY lowered prices on many Whole Foods’ products on the first day it officially owned the retailer, obviously trying to shed the “Whole Paycheck” label stamped on Whole Foods for its high prices. But what does the future hold for Whole Foods besides Amazon just lowering prices?\r\n\r\nLadd expects Amazon to change the name of Whole Foods in the future to something akin to Amazon Prime Grocery. He also says Amazon needs to change the assortment at Whole Foods stores to make them resemble other major grocers like H-E-B, Albertsons and The Kroger Co.\r\n\r\n“I say that because Whole Foods was a failing retailer when Amazon bought it,” Ladd adds, pointing to Whole Foods’ several consecutive quarters of lost growth before Amazon purchased it.\r\n\r\nAmazon will add more brick-and-mortar stores, but Ladd predicts they will have a different look and format than Whole Foods.\r\n\r\n“It’s in Amazon’s best interest to reimagine the grocery experience in the store as well as reimagining the experience online,” he says.\r\n\r\nTo differentiate itself and bring in more customers, Ladd expects Amazon to create stores that are more in its image, which could mean the stores will also sell Amazon’s private-branded brand electronics and apparel.\r\n\r\n“There is nothing preventing Amazon from building a few hundred more or 1,000 more stores,” he adds.\r\n\r\nLadd also expects that Whole Foods CEO and Founder John Mackey will soon be gone for the business.\r\n\r\n“I think it’s in Amazon’s best interest and the best interest of Mackey if that relationship ends sooner rather than later,” Ladd says. “It’s probably painful for Mackey to watch all the changes that Amazon is going to make and has already made.”\r\n\r\nSheehan calls Amazon “the world’s ultimate catalyst in retail.” But Sheehan also says the industry has seen this before.\r\n\r\n“Every few decades a retailer comes in and changes the game,” Sheehan says. “Twenty-five years ago we were talking about Walmart the same way. Amazon may be the trigger, but technology as a whole is forcing change in retail. This is just about the natural evolution of grocery. Amazon is the player this time, and Walmart was the player 25 years ago. In 25 years there will be another player that shakes things up.”\r\n\r\nOriginally published in Store Brands\r\nPhoto courtesy of Store Brands', 'Amazon: King of the Jungle', '', 'publish', 'open', 'open', '', 'amazon-king-of-the-jungle', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/amazon-king-of-the-jungle', 0, 'thinking', '', 0), (2303, 1, '2017-12-11 18:46:46', '2017-12-11 18:46:46', 'Remember all the hoopla over Bic Pens For Her? In one of the great, sexist product misfires of the past decade, Jezebel pointed out the sheer ridiculousness of a writing implement that could—gasp—finally be used by women.\r\nWell, surprisingly enough, it was such a tremendous disaster that they’re still being sold. One quick Amazon search will give you all the proof you need that Bic For Her is alive and well, perhaps driven by the stubbornness of pen executives who refuse to think they were wrong and/or are possibly entertained by the hilarious Amazon comments they still continue to inspire to this day. It’s this particular kind of sexist branding and packaging that relies upon grossly outdated ideas and tired tropes that leaves many creatives asking:\r\n\r\nHow do we design in a way that will actually speak to what female consumers want?\r\n\r\n\"\"Depot\'s work on Bare skincare\r\n\r\n“I think we look and listen to where women are at right now,” says design studio Depot’s founder Angela Spindler. “Things have changed and I feel we are now more than ever in a state of flux. Boundaries are blurring or disappearing. We don’t like being labeled or tidied into convenient categories, so perhaps we should think less about designing for women and think more about designing for people.”\r\n\r\nHaylee Powers of Bad Bitch Branding agrees, saying, “In some ways, we don’t need to worry so much about designing for women. We need to worry about how to design for people. The way in which brands have come out with smaller versions of pens to fit a woman’s hand like with Bic for Her, pink versions of razors and energy bars that are lower calories is ludicrous.”\r\n\r\nUnfortunately, there are countless examples across many industries. Brands seem hellbent on marketing beer solely to women, from the low-calorie Chick Beer with a six-pack case done up like a purse, to the recently released Czech Aurosa. Hell, there’s even been a car designed just for women by Cosmopolitan and Spanish carmaker Seat. And gender-specific marketing is an equal opportunity offender, as men with colds or a penchant for greek yogurt, there’s now their own brogurt and man-sized Kleenex to protect their fragile masculinity.\r\n\r\n“The problem with creating a brand that is supposed to be feminine,” Haylee says, “is that the research is often overlooked. Design is visual communication, and I would be the worst designer if I just created something that looked feminine instead of developing a strategy. Typically a strong brand strategy stems from a unique selling proposition, target market research, the persona creation and more.”\r\n\r\n“With any design regardless of gender,” Angela says, “we look at relevance, and that can encompass a huge array of things.” Currently, her studio is working on branding and packaging for a product that in the past was associated with men but is now being targeted at women as the category has recently seen a shift—motorcycling. As gender barriers and norms break down, that experience becomes more universal, something shared. “They are carving a space within the culture to express their passion, freedom, and individuality. So, in designing this product branding and packaging we are responding to the relevance of this expression—so in fact, it becomes less about designing the product for women and more about their experiences which could arguably be very similar to men.”\r\n\r\nRecently, creative design agency Anomaly crafted Sally Hansen’s Shetopia campaign, which explores a world with reversed gender roles that champions real-life, self-made women—a world where men are the primary childcare providers AND they apologize for interrupting women during a business meeting. It’s an incredibly powerful campaign and one that celebrates founder Sally Hansen’s own entrepreneurial wherewithal and go-it-alone attitude.\r\n\r\nNot only does the Shetopia ad speak directly to women, it confronts sexism head-on. It’s a much-needed reminder that designers and marketers have a duty to challenge outdated and pervasive sexist branding. “It’s an economic responsibility to ask if it’s necessary to limit the number of potential consumers by 50%” Rachel Bernard of Branding Agency CBX says. “But it\'s also a social responsibility to ask whether it’s right to continue to push the idea that certain product categories, like cooking and cleaning products, belong primarily in the domain of women.”\r\n\r\nThe days of gendered marketing may be numbered, and deeply out of touch campaigns like Bic For Her will someday be a thing of the past as attitudes and perceptions about gender continue to evolve.\r\n\r\n“Interestingly,” Rachel says, “younger generations are exploring gender fluidity while becoming less binary each day. Brands need to be conscious of the changing attitudes and adjust their marketing appropriately. When Gen Z reaches peak buying power, gendered branding may be a thing of the past or operate under a different set of rules.”\r\n\r\nOriginally published by The Dieline\r\nPhotos courtesy of The Dieline', 'Designing For Women Without Being a Sexist Jerk', '', 'publish', 'open', 'open', '', 'designing-for-women-without-being-a-sexist-jerk', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/designing-for-women-without-being-a-sexist-jerk', 0, 'thinking', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2304, 1, '2018-01-15 19:00:16', '2018-01-15 19:00:16', 'Belsomra is a hell of a drug.\r\nFor an insomnia medication, this was a real breakthrough. The pill is an orexin inhibitor that targets the pathways of the brain which keep us awake, effectively shutting them off and telling the brain to go beddy-bye.\r\n\r\nBut because of the type of drug it was, it had to be packaged in a blister pack, not just to keep a prying child’s hands away, but because it would ruin the efficacy of the drug. Seems reasonable enough, right?\r\n\r\nNow imagine that you haven’t slept since you don’t know when. Maybe you’re worried about losing your job. Maybe you have a couple kids that take up every last minute of your day. Maybe you have a set of nightly rituals and if one goes wrong, you know you won’t sleep tonight. Did you draw a warm bath? That First Rain incense burning? The heightened state of anxiety that plays out is just as routine as the sleepless nights.\r\n\r\n“These are people whose lives and health are in jeopardy,” CBX Strategy Director Brian McDonagh says. “So here’s a medication that may solve all of your problems, but best of luck getting it out of the package.”\r\n\r\nAccording to Brian, there’s a disconnect between the various drug manufacturers and medical device makers and the consumers they help. “Their focus, and rightly so, has been on the solution and the drug,” he says. “That whole mindset is about process, control, and rigor. You don’t want something to end up on the market that’s ineffective or dangerous. It’s basically the scientific process—test, repeat, verify. Everything about that is methodical and clinical.”\r\n\r\nSo how can designers eliminate all the of the physical, perceptual, and emotional barriers for patients along the way?\r\n\r\n\"\"\r\n\r\nIn the case of Belsomra, CBX had the opportunity to make the packaging much more functional. Because the chemical integrity of the pill couldn’t be compromised, the blister pack wasn’t something that could be entirely eliminated. The packaging first came as a large rectangular box of blisters with even more boxes inside as well. They cut out the extraneous packaging waste while reducing the cavity size of the blister so that it was less a gigantic brick of plastic and more like a smartphone. They also improved the opening and closure of the product so that it’s much more navigable—now, there’s a clear front and back.\r\n\r\n“You have to have an empathy gene,” Brian says. “That’s the hidden gem in all of this. Everyone I’ve worked with—whether it was a medical device or a vaccine—99.9% of these guys really want to help people.” But no matter how groundbreaking or effective the drug, if it doesn’t get inside the person’s body in the right way at the right time, then what’s the point of making it?\r\n\r\nBut in order to do this, the most important thing, Brian says, is getting out there and understanding the client. “You have to go and talk to people,” he says. “You have to go into where they live and work and observe. Be immersed as much as you can.”\r\n\r\nSo where is medical packaging going? Does medicine even need to look like medicine? Just because a bottle has a screw-tap today doesn’t necessarily means it needs to be that way tomorrow. Epinephrine doesn’t need to be administered from a $600 gluestick. Just look at the EpiPen’s competitor Auvi-Q with it’s slim, easily-portable and helpful design.\r\n\r\n“No one wants to be reminded that they’re sick, Brian says. “A lot of stuff coming out is bright and optimistic—it doesn’t look clinical.” Part of that comes down to how we speak to patients, and designers can remove that stigma that comes from being sick. How do you let them own it and not be ashamed?\r\n\r\nDesigners also need to be aware that most medicines will soon be connected to your smartphone. In the case of schizophrenia medication Abilify MyCite, a small microchip is embedded with the drug that digitally tracks whether or not a patient has taken their medication. Understanding the relationship between how we package medicine, how we’re signaled to take it and how it connects to our lives as an everyday object needs to be considered.\r\n\r\nBrand managers and designers can help bridge the gap and do the heavy lifting that medical providers cannot, so they can instead focus on developing the products that can potentially save our lives. Designers can help make the products more human, easier to use.\r\n\r\n“After all,” Brian says, “a pill not taken helps no one.”\r\n\r\nOriginally published in The Dieline', 'How Medical Packaging Can Stop Sucking and Start Saving More Lives', '', 'publish', 'open', 'open', '', 'how-medical-packaging-can-stop-sucking-and-start-saving-more-lives', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-medical-packaging-can-stop-sucking-and-start-saving-more-lives', 0, 'thinking', '', 0), (2305, 1, '2018-01-17 16:26:19', '2018-01-17 16:26:19', 'Design in American politics doesn’t sound like it would be anything special—a little red, white, and blue, some stars and stripes, and you’re set. It’s practically what’s expected, so is there really any need to innovate beyond that?\r\nWell, if 2017 was any indication, the answer is a resounding, “Hell yes.” And NYC brand and design agency CBX truly took this to heart when designing She Should Run, an organization that aims to expand the talent pool of women running for office in the United States.\r\n\r\n“They didn’t want to look all the way like a political campaign,” explained Lesley Stordahl, Creative Director at CBX. After all, She Should Run is so much more than that—it goes beyond pushing people to nominate other women to run for office but also encourages, motivates, and inspires women so they themselves feel confident enough to run. It’s no surprise that women are underrepresented at all levels in the 500,000+ elected offices across the country. And without women in these roles, the cycle perpetuates itself, leaving young girls without role models in political office.\r\n\r\n\"\"\r\n\r\nSo how could CBX design She Should Run to help change the culture of women in politics at its core? The answer was to make it welcoming.\r\n\r\n“It was about softening some of the pieces so it feels approachable,” said Lesley. “I wouldn’t say feminine—just approachable.”\r\n\r\nLesley pointed towards the Obama campaign as one that truly achieved a design which felt accessible. “They did a great job of smoothing things out, with a deep blue and a deep red,” she mentioned. And the result is that people truly felt like they were a part of something and actually standing with Obama, rather than just voting for him.\r\n\r\n“As we moved towards designing for women it takes some of the harshness and aggressiveness out of the pieces,” she added. Variety, from different fonts and a wider range of colors (like the coral used for She Should Run as opposed to a bright red) makes it all feel more attainable, not to mention modern.\r\n\r\n\"\"\r\n\r\nBut it’s a bit of a balancing act. Of course, you certainly don’t need American flags plastered all over something to indicate it’s something political, but you also can’t entirely forgo these elements in an effort to create something brand new. “When you try to push design into a whole new place, and if you don’t have some of those residual codes,” she said, “then someone may go right past you and not think you’re telling a political activism story. So how can we modernize them—feminize them if they need to be—and make them clear so that someone can take action from that moment?”\r\n\r\nMaking it inclusive is key—and this very well may be the defining characteristic of the role design can play in politics, in 2018 and far into the future. When applied to brand design as a whole, Lesley advises designers, “Appreciate that design is general. If you look to other industries there’s a blurring of lines of what’s traditional masculine and feminine.”\r\n\r\nShe Should Run is geared towards women specifically so female icons were used, but this still meant some careful consideration to often overlooked details. “We included all racial identities,” Lesley mentioned, “so we had to think about the figures, their hair shape, and the shape of the forms themselves.” The final look and feel is hardly the typical portrayal of femininity; rather, it represents strength in womanhood and humanity as a whole.\r\n\r\nAnd this, in turn, ignites action.\r\n\r\n\"\"\r\n\r\n“People have lost sight of the fact that doing something can be very easy. There’s so much apathy and people feel like it’s so insurmountable to even fix anything,” Lesley added. “They want to fix it rather than participate in ways to change.” So in order to overcome this helplessness and immense overwhelm, political design must also feel doable.\r\n\r\nShe mentioned Alabama’s Senate election in which African American women in particular played a vital role in Doug Jones getting elected. “Black women showed up to vote, which sounds like a simple thing,” Lesley said, “but it was also such a big thing.”\r\n\r\n“As we design for any marginalized group, we need to make it clear that there are simple actions you can take. It must feel intuitive, like you’re part of it,” Lesley stated. “It’s important for people to feel like they have done something in the most simple way possible. So that means design needs to be simple.”\r\n\r\nOriginally published in The Dieline', 'How Design Is Giving American Politics a Brand New Look', '', 'publish', 'open', 'open', '', 'how-design-is-giving-american-politics-a-brand-new-look', '', '', '2018-09-28 21:38:12', '2018-09-28 21:38:12', '', 0, 'http://cbx.cappendev.com/thinking/16/how-design-is-giving-american-politics-a-brand-new-look', 0, 'thinking', '', 0), (2306, 14, '2018-04-23 15:31:41', '2018-04-23 15:31:41', 'The future success of biopharmaceutical businesses will depend at least partly on their ability to create meaningful brand experiences from the start of a drug program. By “brand,” I don’t mean logos and taglines. I’m talking about meaningfully unique experiences that directly affect clinical and patient needs — specifically, to address the growing demand for self-administered injectable therapeutics.\r\n\r\nWhether you are a biosimilar developer trying to carve out differentiated value or a market leader looking at your patent protection in the rearview mirror, brand experience can improve your ability to capture market share effectively and deliver your life-enhancing molecule to the people who need it. After all, when a drug is subject to clinical parity among its competitors, its value comes from factors that increase the likelihood of each patient recipient’s administrating that therapy the right way, at the right time, every time.\r\n\r\nConsumer experience and patient adherence are growing concerns. Consider these factors: One-third of all new drug approvals are biologics. An aging population needs solutions designed for universal access. Payers continue to push for out-of-clinic solutions. Consumers continue to expect that no disease should crimp their lifestyles. The result is a need for end-user, design-driven solutions that allow people to do the things they need to do without compromising safety or efficacy.\r\n\r\nExtras Aren’t Extraneous\r\nA major opportunity to address patient experience begins with a holistic approach to product development, research and development, marketing, and branding. The traditional tug-of-war between development and marketing tends to deprioritize the user-experience “extras” such as ease of use, ergonomics, and intuitiveness. Accordingly, once the celebration of product approval and launch are over, sponsors often are left with generic packaging solutions that could fall short on consumer usability (making them a potential risk to clinical outcomes) and thus fail to reach their full potential as ownable assets.\r\n\r\nPharmaceutical companies have benefited from brand-design thinking. Consider the ergonomics, navigability, identification, and usability of Pfizer’s Z-pak and Merck’s Zepatier blister packs. Intangibles such as relevance and resonance bring to mind GSK’s Advair inhaler and Merck’s Belsomra stress-free blister (pictured above). The opportunity for injectable biologics could be even more game-changing than those familiar successes because of the participatory nature of their self-administration.\r\n\r\nCase Study: This type of thinking about end-user experience went into the development of kaléo’s Auvi-Q epinephrine autoinjector. As stated on the product website, the company’s mission is to “provide demonstrably superior medical products that empower” patients and caregivers to “take control in potentially life-threatening situations.” Realization of that vision comes from medical device expertise: “Each kaléo product combines an established drug with an innovative delivery platform” for both cost effectiveness and superiority over the standard of care.\r\n\r\nCompare the brand experience between that and Mylan’s EpiPen injectors in terms of consumer usability. The former provides a perfect blend of user education, instruction, motivation, and inspiration. The latter meets the bar satisfactorily, but parents of children with allergies vastly prefer kaléo’s alternative by nearly four to one (1).\r\n\r\nFor companies aspiring to offer safe, efficacious biomolecules through delivery packages that eliminate all physical, perceptual, and motivational barriers, the answer is to plan ahead. Even during drug-substance development, you should be thinking of a drug-delivery system or package that not only makes it easy for consumers to self-administer (winning fans from clinical and payor audiences alike), but that also is made with patients’ experiences in mind.\r\n\r\nThink “Universal” for Product Design\r\nTo begin with, you can practice the principles of universal design: equitability, flexibility, simplicity, perception, error tolerance, ease of use, and appropriateness for use (2). Eliminate unnecessary complexity. Be consistent with user expectations and intuition. And arrange information consistent with its importance.\r\n\r\nThen, as you aim for more patient-centric and brand-differentiating experiences, you can aspire to solutions that speak to people’s whole selves with design that emotes, motivates, and empowers. If I am forced to live with a chronic disease, then I should get to choose the therapy that doesn’t remind me of that fact every time I use it. It doesn’t have to be fun. But if your design makes the experience less unpleasant in some way than it would be otherwise, patients will pay you back with adherence and loyalty. Your investors will be gratified when no competitor can easily copy the value you have created.\r\n\r\nReferences\r\n1 Camargo CA, et al. Auvi-Q Versus EpiPen: Preferences of Adults, Caregivers, and Children. J. Allergy Clin. Immunol. www.jaci-inpractice.org/article/S2213-2198(13)00125-6/fulltext.\r\n\r\n2 The 7 Principles. Centre for Excellence in Universal Design: Dublin, Ireland; http://universaldesign.ie/What-is-Universal-Design/The-7-Principles.\r\n\r\nOriginally published by BioProcess International', 'Your Brand Is the Patient’s Experience', '', 'publish', 'open', 'open', '', 'your-brand-is-the-patients-experience', '', '', '2018-09-27 21:34:55', '2018-09-27 21:34:55', '', 0, 'http://cbx.cappendev.com/thinking/16/your-brand-is-the-patients-experience', 0, 'thinking', '', 0), (2307, 12, '2018-05-07 19:23:47', '2018-05-07 19:23:47', 'In today’s digitally inclined and rapidly changing shopping landscape, strong brands can help pet retailers come to terms with the increasingly purpose- and values-driven mindset of the consumer. Simply put, today’s consumers have shifted from buying brands to “buying into” them. Now more than ever, brands represent users’ values, beliefs and points of view. Because of this, both private-label and mainline brands need to think more about the types of conversations they can initiate with consumers.\r\nStrong brands can even help retailers adapt to the forces of disruption that are reshaping retail, from the rise of the millennials, to the growing popularity of Amazon Alexa. In the pet category, the potential rewards for getting this right are high indeed: According to the 2017-2018 National Pet Owners Survey by the American Pet Products Association, 68 percent of U.S. households now own pets, and Americans spent nearly $69.4 billion on pet products in 2017. To win market share, retailers need highly targeted strategies. Here are some key considerations:\r\n\r\nDemographics\r\nMillennials are the country’s largest living generation. In 2016, there were an estimated 79.8 million millennials compared with 74.1 million baby boomers. While they dominate the population, millennials are having the hardest time economically, with 36 percent saying they have difficulty affording groceries. Those aging baby boomers, meanwhile, still wield a lot of spending power even as the rest of the population continues to gray (98.2 million people will be over 65 years old by 2050). Older consumers strive to be frugal, especially on commoditized essentials. Lastly, the middle class continues to shrink: According to Pew Research, half of U.S. adults belong to middle-income households, as opposed to 61 percent back in 1970. All of this points to one thing: value will continue to matter.\r\n\r\nTech Innovation\r\nTechnology is transforming retail. Americans are not only going online more often, but more of them are also buying online on a weekly basis. According to industry research, mobile payments for online goods and services will grow over the next five years from an estimated 453 million global users in 2014 to nearly 2.1 billion users in 2019. Meanwhile, researchers estimate that 22.5 million connected products will be in American homes by 2020, with Amazon Alexa’s sales rising to 11 million units sold over just the last year. Pet products are ideal for automatic online renewal. How will your brand look on an iPhone X? And what kind of personalized and connected cross-channel experiences are you offering?\r\n\r\nInformed Consumers\r\nIncreasingly, we see consumers looking to online articles, reviews, forums and even the Amazon comments section to learn about and discuss products and services. As part of this, they want to know about a brand’s values. Packaging for Open Farm, a family-run pet food business based in Toronto, includes barcodes that let shoppers see sources right down to specific farms. This reinforces the attribute of being ethically conscious. Highlighting your corporate responsibility is always a good idea, as cause-oriented brands like Warby Parker and REI have learned.\r\n\r\nPackaging\r\nPackaging is a key communication channel across retail, but especially in pets. Walk the aisles of any major pet retailer today and it is easy to see how advanced packaging has become. Pet food is now a complex category, with products based on life stage, gluten-free, grain-free, made in the USA and more. Strong packaging also clearly establishes tiers such as value, premium or super-premium. Brands need great packaging quality and clarity.\r\n\r\nMeanwhile, the term experiential retail is all the rage. Shopping for, buying and using products amounts to an experience for consumers. Carefully target your consumer, provide great packaging with a strong message and merge your strategy with evolving trends. These steps will encourage shoppers to identify with your store’s brands, develop strong loyalty and keep coming back for more.\r\n\r\nOriginally published by Pet Age', 'Strong Brands Help Retailers Adapt to Change', '', 'publish', 'open', 'open', '', 'strong-brands-help-retailers-adapt-to-change', '', '', '2018-09-27 21:23:16', '2018-09-27 21:23:16', '', 0, 'http://cbx.cappendev.com/thinking/16/strong-brands-help-retailers-adapt-to-change', 0, 'thinking', '', 0), (2308, 1, '2018-07-06 14:58:49', '2018-07-06 14:58:49', 'With consumers receiving brand and marketing messages from so many different outlets, it is more important than ever to have consistent brand equity builders—color, logo, patterns, tagline—across all touchpoints.\r\nThat’s where point-of-purchase (PoP) marketing comes in. PoP marketing is a proven method of marketing in which messages are delivered to a brand’s target customers at the point of purchase either online or in a retail store.\r\n\r\n“Building a strong brand equity system that extends consistently to all media touch points is hugely important,” says Lesley Stordahl, creative director at branding agency CBX. “That most certainly does not mean ‘matching luggage.’ With shopper journeys diversifying more every day, establishing brand awareness and consistency is a much bigger battle than it was 10 or so years ago.”\r\n\r\nMoreover, gone are the days of “stack ‘em high and watch ‘em fly.” That’s why it’s important to bring an experience to life—letting shoppers have a sensorial connection to a brand through touch, taste or even smell.\r\n\r\n“Shoppers are looking for curated experiences, stories that fit into their world,” she shares. “Both brands and retailers need to find new ways to educate and/or excite.\r\n\r\nFrom candy-colored waves of La Croix seltzer when you walk into a Whole Foods to Sephora mascara endcaps, brands and retailers need to work together to create an experience that is tailored to what the shopper is looking for, rather than whatever message the brand wants to get out at the time.”\r\n\r\nFor instance, a quick message testing with a small group of online consumers can be very illuminating in helping to understand what shoppers want and help brands get out of their own way from time to time.\r\n\r\n“With any retail environment, you are looking to not only stand out from other competitors on the shelf but have a point of differentiation,” says Hakyun Lee, vice president of Dot Matrix Design Group. “You want to have something different to say or else your brand or product could get lost in the sea of products on the shelves.”\r\n\r\nWhile loud graphics and colors can call attention to a product, Lee notes that sometimes the easiest way to stand out is not the best way. Just capturing the consumers’ attention is not enough, and there needs to be more to further explain the benefits of one’s product over another.\r\n\r\n“Having something honest in the story behind your product really is what’s trending now,” Lee says. “Optimally, the story will be on the product itself, but if you’re talking PoP, on the display case or shipper, somewhere that is easy to see.”\r\n\r\nOnce a brand is established, Stordahl notes the messaging should be tailored to the experience.\r\n\r\n“Brands should be thinking like a shopper and tailoring their message to where they are in their journey of the day,” she says. “Empathy goes a long way from brands in environments where shoppers are being inundated with messages.”\r\n\r\nBrands in Action\r\n\r\nJeff Camosci, vice president of marketing and sales, North America for Paragon Pet Products, manufacturers of Whimzees dog chews, notes PoP materials can help retailers educate consumers about their products as well as separate its product from the masses.\r\n\r\n“We offer our retail partners a variety of PoP and on-shelf communication,” he says. “The goal of each display option is to clearly explain the benefits of oral health while highlighting our products’ features and benefits in a Whimz-ical way that engage a pet-parent shopper inside the store.”\r\n\r\nLee once served as design manager of Colgate and notes that in the past, the brand has leaned heavily on its brand recognition and the Colgate/Chevron banner was used very large and prominent because it meant something to consumers.\r\n\r\n“People just felt safe with the company,” he says. “Where Colgate is today, they are leaning toward making the Colgate name smaller on their packaging and relying on their sub-branding to be more front and center.”\r\n\r\nFor example, on their optic white packaging, the optic white is taking more of the front and center hierarchy, with the Colgate/Chevron banner smaller behind it.\r\n\r\n“I think the reason for that is that store brands are taking a bigger bite of the market and emerging brands are getting more credibility, especially with today’s consumer having a millennial mindset and more into the smaller mom-and-pop brands,” Lee says. “People are paying more attention to these sort of companies.”\r\n\r\nFor a brand strong in both brick and mortar and online, Stordahl points to the popular men’s grooming brand Harry’s, which recently transitioned from an online retailer to brick-and-mortar in Target.\r\n\r\n“Their endcap and in-aisle displays are a great representation of creating a look and feel that not only connects strongly to the online brand, but also works seamlessly with the Target personality as well,” she says. “They eliminated traditional shelving on the endcap, creating a fully designed brand world with less product but more education. In-aisle displays show the handle unboxed for customers to touch and feel. Overall, it makes the brand feel very approachable while retaining their ‘hipster’ online status.”\r\n\r\nTech Talk\r\n\r\nA unique PoP display trend that Lee has seen lately is the idea of incorporating different technology into the displays themselves. That has resulted in a lot of freestanding LED displays running short animation and graphics for the brands on the shelves.\r\n\r\nTechnology can also help push coupons to a phone, which can take the PoP marketing to a new level. Geofencing is also on the rise. This allows a store or marketer to pinpoint when someone is in the vicinity of the store and they can push a message out to them by text.\r\n\r\n“The whole PoP game is getting more complex, and it’s making things seamless and invisible to the consumers’ eyes,” Lee says. “These marketers know where people are now and how long they’ve been there, and they are making sure their messages are being seen.”\r\n\r\nStordahl says that while technology and digital displays are changing the way things are done, at the end of the day, these tools are all in service of creating a brand experience that allows shoppers to connect with products in more meaningful ways.\r\n\r\n“Tactile displays with unboxed product in aisle, as well as education pieces that fit in endcaps are powerful tools to appeal to shoppers,” she says.\r\n\r\nPoP in a Digital Age\r\n\r\nOnline retailers shouldn’t assume they get out of the “experience” conversation. While in-store and retail PoP marketing has most to do with quick purchases, digital PoP is focused on clicks and awareness, and is still vital to a company’s success.\r\n\r\nThis strategy attempts to market to shoppers who are already on the site and ready to make a purchase—and it provides a last-minute way for retailers to influence the details of that decision.\r\n\r\nStordahl says that the ability for shoppers to choose a complimentary sample, enjoy a “surprise and delight” of free shipping or discount at checkout, or even have access to reviews from the shopping cart to reinforce their decision can be powerful connection tools.\r\n\r\n“What’s interesting with online retailers is that they are collecting more and more data from their online customers and learning their buying habits and seeing their whole history of purchases,” Lee says. “Through that data, they can suggest purchases during checkout that are tailored towards that consumer and whatever purchase they are making.”\r\n\r\nOriginally published by BXP Magazine', 'Itching the Impulse: How Effective Pop Marketing and Design Influence Shopper Behavior', '', 'publish', 'open', 'open', '', 'itching-the-impulse-how-effective-pop-marketing-and-design-influence-shopper-behavior', '', '', '2018-09-27 21:25:19', '2018-09-27 21:25:19', '', 0, 'http://cbx.cappendev.com/thinking/16/itching-the-impulse-how-effective-pop-marketing-and-design-influence-shopper-behavior', 0, 'thinking', '', 0), (2309, 1, '2018-07-25 21:11:38', '2018-07-25 21:11:38', 'Generation Z, the generation after millennials, is the first generation that has truly grown up in a purely technology-driven world.\r\nAccordingly, Gen Z — more so than any other generation — is primed to respond strongly to technology offerings. Tech is an important tool to gain and keep these consumers.\r\n\r\nConvenience store retailers must remember \"this generation, even more so than millennials, has only known a mobile world,\" noted David Brewis, chief marketing officer at New York-based Amplience, a provider of ecommerce retail solutions.\r\n\r\n\"While it’s no secret that traditional brick-and-mortar retailers are being pushed to embrace omnichannel models, they’re now going to have to capture this new generation of shoppers on mobile first,\" he explained.\r\n\r\nGeneration Z — made up of those born from the mid-1990s to the early 2000s — currently accounts for 25 percent of the U.S. population, making it a larger cohort than baby boomers or millennials. Ranging in age from pre-tween to 21, they already claim more than $40 billion in buying power and are predicted to be the driving force of the consumer world by 2020.\r\n\r\nIf retailers want to connect with Gen Z shoppers, they need to \"meet them where they’re at and create an engaging experience connecting physical and digital realms — namely, through the smartphones these consumers already carry with them,\" said Davor Sutija, CEO of Thinfilm, a NFC mobile marketing solutions provider.\r\n\r\nGen Z shoppers are becoming the trendsetters and tastemakers in society.\r\n\"They’re increasingly looking for more interactive and personalized ways to shop, with online platforms like search engines, social media and ecommerce marketplaces changing the game for these digitally-savvy consumers and the retail world at-large,\" Sutija said.\r\n\r\nALL ABOUT SOCIAL MEDIA\r\nGen Z is \"all about social media,\" according to Todd Maute, partner at New York-based brand agency CBX. He recommends c-stores put their brand out there in a way that is both meaningful and emotional to get Gen Z to respond. Working with \"influencers\" can be a part of the strategy.\r\n\r\n\"In particular, video gamers’ fast-paced lifestyles dovetail very well with the offerings of c-stores,\" Maute told Convenience Store News. \"Pro-gamers reach massive online audiences: L.A.-based gamer and YouTube star Mark Fischbach, for example, reportedly made more than $12 million last year. He now has more than 21 million subscribers. The right influencer collaborations certainly can bolster a c-store brand’s resonance with Gen Z.\"\r\n\r\nMarketing expert Angie Read agrees that the best way to capture this generation is to feature a social media influencer who is \"their age, music and humor.\"\r\n\r\nRead is the co-author of Marketing to Gen Z: The Rule for Reaching This Vast — and Very Different — Generation of Influencers, a recently released report from FutureCast.\r\n\r\n\"Gen Z doesn’t watch television like older generations, so don’t waste advertising budgets on traditional TV ads,\" Read said. \"They do, however, voraciously consume digital media and, while they skip traditional ads at nearly all cost, they will sit through ads they find entertaining. They have a short attention span — 8 seconds or less.\"\r\n\r\nOriginally published by Convenience Store News', 'If You\'re Looking to Attract Gen Z, Technology Is the Way', '', 'publish', 'open', 'open', '', 'if-youre-looking-to-attract-gen-z-technology-is-the-way', '', '', '2018-09-27 21:21:02', '2018-09-27 21:21:02', '', 0, 'http://cbx.cappendev.com/thinking/16/if-youre-looking-to-attract-gen-z-technology-is-the-way', 0, 'thinking', '', 0), (2310, 1, '2018-08-30 15:56:21', '2018-08-30 15:56:21', 'How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.\r\n\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\"\"\r\nOpened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.\r\n\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n

    \"\"

    \r\n

    Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality.

    \r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n

    \"\"Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.

    \r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n

    \"\"What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.”

    \r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by Adweek', 'The Church of the Apple Store', '', 'publish', 'open', 'open', '', 'the-church-of-the-apple-store', '', '', '2018-09-27 20:40:08', '2018-09-27 20:40:08', '', 0, 'http://cbx.cappendev.com/thinking/16/the-church-of-the-apple-store', 0, 'thinking', '', 0), (2311, 0, '2018-09-27 16:58:09', '2018-09-27 16:58:09', '', 'IDFS_04', '', 'inherit', 'open', 'closed', '', 'idfs_04', '', '', '2018-09-27 16:58:09', '2018-09-27 16:58:09', '', 1970, 'http://cbx.cappendev.com/app/uploads/2018/09/IDFS_04.jpg', 0, 'attachment', 'image/jpeg', 0), (2312, 0, '2018-09-27 16:58:09', '2018-09-27 16:58:09', '', '061814-Ready-re-aim1', '', 'inherit', 'open', 'closed', '', '061814-ready-re-aim1', '', '', '2018-09-27 16:58:09', '2018-09-27 16:58:09', '', 1972, 'http://cbx.cappendev.com/app/uploads/2018/09/061814-Ready-re-aim1.jpg', 0, 'attachment', 'image/jpeg', 0), (2313, 0, '2018-09-27 16:58:10', '2018-09-27 16:58:10', '', 'Anthony-Simon-PRES1', '', 'inherit', 'open', 'closed', '', 'anthony-simon-pres1', '', '', '2018-09-27 16:58:10', '2018-09-27 16:58:10', '', 1973, 'http://cbx.cappendev.com/app/uploads/2018/09/Anthony-Simon-PRES1.jpg', 0, 'attachment', 'image/jpeg', 0), (2314, 0, '2018-09-27 16:58:11', '2018-09-27 16:58:11', '', 'Rayberns_LL', '', 'inherit', 'open', 'closed', '', 'rayberns_ll', '', '', '2018-09-27 16:58:11', '2018-09-27 16:58:11', '', 1974, 'http://cbx.cappendev.com/app/uploads/2018/09/Rayberns_LL.jpg', 0, 'attachment', 'image/jpeg', 0), (2315, 0, '2018-09-27 16:58:14', '2018-09-27 16:58:14', '', '071614-For-the-boys', '', 'inherit', 'open', 'closed', '', '071614-for-the-boys', '', '', '2018-09-27 16:58:14', '2018-09-27 16:58:14', '', 1975, 'http://cbx.cappendev.com/app/uploads/2018/09/071614-For-the-boys.jpg', 0, 'attachment', 'image/jpeg', 0), (2316, 0, '2018-09-27 16:58:15', '2018-09-27 16:58:15', '', '071614-Sun-Back', '', 'inherit', 'open', 'closed', '', '071614-sun-back', '', '', '2018-09-27 16:58:15', '2018-09-27 16:58:15', '', 1977, 'http://cbx.cappendev.com/app/uploads/2018/09/071614-Sun-Back.jpg', 0, 'attachment', 'image/jpeg', 0), (2317, 0, '2018-09-27 16:58:15', '2018-09-27 16:58:15', '', '072214-Branding-Gone-wrong', '', 'inherit', 'open', 'closed', '', '072214-branding-gone-wrong', '', '', '2018-09-27 16:58:15', '2018-09-27 16:58:15', '', 1979, 'http://cbx.cappendev.com/app/uploads/2018/09/072214-Branding-Gone-wrong.jpg', 0, 'attachment', 'image/jpeg', 0), (2318, 0, '2018-09-27 16:58:16', '2018-09-27 16:58:16', '', '072314-The-revolving-Door', '', 'inherit', 'open', 'closed', '', '072314-the-revolving-door', '', '', '2018-09-27 16:58:16', '2018-09-27 16:58:16', '', 1980, 'http://cbx.cappendev.com/app/uploads/2018/09/072314-The-revolving-Door.jpg', 0, 'attachment', 'image/jpeg', 0), (2319, 0, '2018-09-27 16:58:16', '2018-09-27 16:58:16', '', '072314-Youthlink', '', 'inherit', 'open', 'closed', '', '072314-youthlink', '', '', '2018-09-27 16:58:16', '2018-09-27 16:58:16', '', 1981, 'http://cbx.cappendev.com/app/uploads/2018/09/072314-Youthlink.jpg', 0, 'attachment', 'image/jpeg', 0), (2320, 0, '2018-09-27 16:58:17', '2018-09-27 16:58:17', '', '080114-PL-love', '', 'inherit', 'open', 'closed', '', '080114-pl-love', '', '', '2018-09-27 16:58:17', '2018-09-27 16:58:17', '', 1982, 'http://cbx.cappendev.com/app/uploads/2018/09/080114-PL-love.jpg', 0, 'attachment', 'image/jpeg', 0), (2321, 0, '2018-09-27 16:58:17', '2018-09-27 16:58:17', '', '080714-Lyft', '', 'inherit', 'open', 'closed', '', '080714-lyft', '', '', '2018-09-27 16:58:17', '2018-09-27 16:58:17', '', 1983, 'http://cbx.cappendev.com/app/uploads/2018/09/080714-Lyft.jpg', 0, 'attachment', 'image/jpeg', 0), (2322, 0, '2018-09-27 16:58:18', '2018-09-27 16:58:18', '', '081414-Era-Feel-Good', '', 'inherit', 'open', 'closed', '', '081414-era-feel-good', '', '', '2018-09-27 16:58:18', '2018-09-27 16:58:18', '', 1984, 'http://cbx.cappendev.com/app/uploads/2018/09/081414-Era-Feel-Good.jpg', 0, 'attachment', 'image/jpeg', 0), (2323, 0, '2018-09-27 16:58:18', '2018-09-27 16:58:18', '', '082014-Front-end-of-the-store', '', 'inherit', 'open', 'closed', '', '082014-front-end-of-the-store', '', '', '2018-09-27 16:58:18', '2018-09-27 16:58:18', '', 1985, 'http://cbx.cappendev.com/app/uploads/2018/09/082014-Front-end-of-the-store.jpg', 0, 'attachment', 'image/jpeg', 0), (2324, 0, '2018-09-27 16:58:19', '2018-09-27 16:58:19', '', '082214-826NYC-Fox5', '', 'inherit', 'open', 'closed', '', '082214-826nyc-fox5', '', '', '2018-09-27 16:58:19', '2018-09-27 16:58:19', '', 1987, 'http://cbx.cappendev.com/app/uploads/2018/09/082214-826NYC-Fox5.jpg', 0, 'attachment', 'image/jpeg', 0), (2325, 0, '2018-09-27 16:58:19', '2018-09-27 16:58:19', '', '082214-826NYC-Fox51', '', 'inherit', 'open', 'closed', '', '082214-826nyc-fox51', '', '', '2018-09-27 16:58:19', '2018-09-27 16:58:19', '', 1988, 'http://cbx.cappendev.com/app/uploads/2018/09/082214-826NYC-Fox51.jpg', 0, 'attachment', 'image/jpeg', 0), (2326, 0, '2018-09-27 16:58:20', '2018-09-27 16:58:20', '', 'LemonadeStandPressRel', '', 'inherit', 'open', 'closed', '', 'lemonadestandpressrel', '', '', '2018-09-27 16:58:20', '2018-09-27 16:58:20', '', 1990, 'http://cbx.cappendev.com/app/uploads/2018/09/LemonadeStandPressRel.jpg', 0, 'attachment', 'image/jpeg', 0), (2327, 0, '2018-09-27 16:58:20', '2018-09-27 16:58:20', '', '090814-Saks-Retailoftheyear2014', '', 'inherit', 'open', 'closed', '', '090814-saks-retailoftheyear2014', '', '', '2018-09-27 16:58:20', '2018-09-27 16:58:20', '', 1992, 'http://cbx.cappendev.com/app/uploads/2018/09/090814-Saks-Retailoftheyear2014.jpg', 0, 'attachment', 'image/jpeg', 0), (2328, 0, '2018-09-27 16:58:21', '2018-09-27 16:58:21', '', '090814-Saks-Retailoftheyear20141', '', 'inherit', 'open', 'closed', '', '090814-saks-retailoftheyear20141', '', '', '2018-09-27 16:58:21', '2018-09-27 16:58:21', '', 1994, 'http://cbx.cappendev.com/app/uploads/2018/09/090814-Saks-Retailoftheyear20141.jpg', 0, 'attachment', 'image/jpeg', 0), (2329, 0, '2018-09-27 16:58:21', '2018-09-27 16:58:21', '', '091114-Engage-them', '', 'inherit', 'open', 'closed', '', '091114-engage-them', '', '', '2018-09-27 16:58:21', '2018-09-27 16:58:21', '', 1996, 'http://cbx.cappendev.com/app/uploads/2018/09/091114-Engage-them.jpg', 0, 'attachment', 'image/jpeg', 0), (2330, 0, '2018-09-27 16:58:22', '2018-09-27 16:58:22', '', '091514-Tropical-Lemonade', '', 'inherit', 'open', 'closed', '', '091514-tropical-lemonade', '', '', '2018-09-27 16:58:22', '2018-09-27 16:58:22', '', 1998, 'http://cbx.cappendev.com/app/uploads/2018/09/091514-Tropical-Lemonade.jpg', 0, 'attachment', 'image/jpeg', 0), (2331, 0, '2018-09-27 16:58:22', '2018-09-27 16:58:22', '', '091514-Branding-New-Product', '', 'inherit', 'open', 'closed', '', '091514-branding-new-product', '', '', '2018-09-27 16:58:22', '2018-09-27 16:58:22', '', 2000, 'http://cbx.cappendev.com/app/uploads/2018/09/091514-Branding-New-Product.jpg', 0, 'attachment', 'image/jpeg', 0), (2332, 0, '2018-09-27 16:58:22', '2018-09-27 16:58:22', '', 'KY14676_CBXMK424_Satinique_Shampoo_LL', '', 'inherit', 'open', 'closed', '', 'ky14676_cbxmk424_satinique_shampoo_ll', '', '', '2018-09-27 16:58:22', '2018-09-27 16:58:22', '', 2002, 'http://cbx.cappendev.com/app/uploads/2018/09/KY14676_CBXMK424_Satinique_Shampoo_LL.jpeg', 0, 'attachment', 'image/jpeg', 0), (2333, 0, '2018-09-27 16:58:23', '2018-09-27 16:58:23', '', '091714-Airport-Retail-Takes-Off', '', 'inherit', 'open', 'closed', '', '091714-airport-retail-takes-off', '', '', '2018-09-27 16:58:23', '2018-09-27 16:58:23', '', 2004, 'http://cbx.cappendev.com/app/uploads/2018/09/091714-Airport-Retail-Takes-Off.jpg', 0, 'attachment', 'image/jpeg', 0), (2334, 0, '2018-09-27 16:58:24', '2018-09-27 16:58:24', '', '092214-Naturally-S.-BrandPackaging', '', 'inherit', 'open', 'closed', '', '092214-naturally-s-brandpackaging', '', '', '2018-09-27 16:58:24', '2018-09-27 16:58:24', '', 2007, 'http://cbx.cappendev.com/app/uploads/2018/09/092214-Naturally-S.-BrandPackaging.jpg', 0, 'attachment', 'image/jpeg', 0), (2335, 0, '2018-09-27 16:58:24', '2018-09-27 16:58:24', '', '100914-Retail-trends', '', 'inherit', 'open', 'closed', '', '100914-retail-trends', '', '', '2018-09-27 16:58:24', '2018-09-27 16:58:24', '', 2009, 'http://cbx.cappendev.com/app/uploads/2018/09/100914-Retail-trends.jpg', 0, 'attachment', 'image/jpeg', 0), (2336, 0, '2018-09-27 16:58:24', '2018-09-27 16:58:24', '', '101514-The-Fragility3', '', 'inherit', 'open', 'closed', '', '101514-the-fragility3', '', '', '2018-09-27 16:58:24', '2018-09-27 16:58:24', '', 2011, 'http://cbx.cappendev.com/app/uploads/2018/09/101514-The-Fragility3.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2337, 0, '2018-09-27 16:58:25', '2018-09-27 16:58:25', '', 'PixelsofFury_09-2', '', 'inherit', 'open', 'closed', '', 'pixelsoffury_09-2', '', '', '2018-09-27 16:58:25', '2018-09-27 16:58:25', '', 2012, 'http://cbx.cappendev.com/app/uploads/2018/09/PixelsofFury_09-2.jpeg', 0, 'attachment', 'image/jpeg', 0), (2338, 0, '2018-09-27 16:58:26', '2018-09-27 16:58:26', '', 'Wawa-Online4-Goldenrod-e1346347063929', '', 'inherit', 'open', 'closed', '', 'wawa-online4-goldenrod-e1346347063929', '', '', '2018-09-27 16:58:26', '2018-09-27 16:58:26', '', 2014, 'http://cbx.cappendev.com/app/uploads/2018/09/Wawa-Online4-Goldenrod-e1346347063929.jpg', 0, 'attachment', 'image/jpeg', 0), (2339, 0, '2018-09-27 16:58:26', '2018-09-27 16:58:26', '', '102214-Marketing-to-Millenials', '', 'inherit', 'open', 'closed', '', '102214-marketing-to-millenials', '', '', '2018-09-27 16:58:26', '2018-09-27 16:58:26', '', 2017, 'http://cbx.cappendev.com/app/uploads/2018/09/102214-Marketing-to-Millenials.jpg', 0, 'attachment', 'image/jpeg', 0), (2340, 0, '2018-09-27 16:58:27', '2018-09-27 16:58:27', '', '141023-JoeB-at-NACS2014', '', 'inherit', 'open', 'closed', '', '141023-joeb-at-nacs2014', '', '', '2018-09-27 16:58:27', '2018-09-27 16:58:27', '', 2019, 'http://cbx.cappendev.com/app/uploads/2018/09/141023-JoeB-at-NACS2014.jpg', 0, 'attachment', 'image/jpeg', 0), (2341, 0, '2018-09-27 16:58:27', '2018-09-27 16:58:27', '', '102814-Amway-New-Look', '', 'inherit', 'open', 'closed', '', '102814-amway-new-look', '', '', '2018-09-27 16:58:27', '2018-09-27 16:58:27', '', 2020, 'http://cbx.cappendev.com/app/uploads/2018/09/102814-Amway-New-Look.jpg', 0, 'attachment', 'image/jpeg', 0), (2342, 0, '2018-09-27 16:58:27', '2018-09-27 16:58:27', '', '102814-Emotional-shopping', '', 'inherit', 'open', 'closed', '', '102814-emotional-shopping', '', '', '2018-09-27 16:58:27', '2018-09-27 16:58:27', '', 2022, 'http://cbx.cappendev.com/app/uploads/2018/09/102814-Emotional-shopping.jpg', 0, 'attachment', 'image/jpeg', 0), (2343, 0, '2018-09-27 16:58:28', '2018-09-27 16:58:28', '', '102814-RETAIL-REINVENTED', '', 'inherit', 'open', 'closed', '', '102814-retail-reinvented', '', '', '2018-09-27 16:58:28', '2018-09-27 16:58:28', '', 2023, 'http://cbx.cappendev.com/app/uploads/2018/09/102814-RETAIL-REINVENTED.jpg', 0, 'attachment', 'image/jpeg', 0), (2344, 0, '2018-09-27 16:58:28', '2018-09-27 16:58:28', '', '102914-Local-inspiration', '', 'inherit', 'open', 'closed', '', '102914-local-inspiration', '', '', '2018-09-27 16:58:28', '2018-09-27 16:58:28', '', 2025, 'http://cbx.cappendev.com/app/uploads/2018/09/102914-Local-inspiration.jpg', 0, 'attachment', 'image/jpeg', 0), (2345, 0, '2018-09-27 16:58:29', '2018-09-27 16:58:29', '', '110514-Single-Minded-Pod-2', '', 'inherit', 'open', 'closed', '', '110514-single-minded-pod-2', '', '', '2018-09-27 16:58:29', '2018-09-27 16:58:29', '', 2027, 'http://cbx.cappendev.com/app/uploads/2018/09/110514-Single-Minded-Pod-2.jpg', 0, 'attachment', 'image/jpeg', 0), (2346, 0, '2018-09-27 16:58:29', '2018-09-27 16:58:29', '', '111114-Good-Grooming1', '', 'inherit', 'open', 'closed', '', '111114-good-grooming1', '', '', '2018-09-27 16:58:29', '2018-09-27 16:58:29', '', 2028, 'http://cbx.cappendev.com/app/uploads/2018/09/111114-Good-Grooming1.jpg', 0, 'attachment', 'image/jpeg', 0), (2347, 0, '2018-09-27 16:58:30', '2018-09-27 16:58:30', '', '111214-Take-the-plunge', '', 'inherit', 'open', 'closed', '', '111214-take-the-plunge', '', '', '2018-09-27 16:58:30', '2018-09-27 16:58:30', '', 2030, 'http://cbx.cappendev.com/app/uploads/2018/09/111214-Take-the-plunge.jpg', 0, 'attachment', 'image/jpeg', 0), (2348, 0, '2018-09-27 16:58:30', '2018-09-27 16:58:30', '', '111714-Pint-Size-Retail', '', 'inherit', 'open', 'closed', '', '111714-pint-size-retail', '', '', '2018-09-27 16:58:30', '2018-09-27 16:58:30', '', 2032, 'http://cbx.cappendev.com/app/uploads/2018/09/111714-Pint-Size-Retail.jpg', 0, 'attachment', 'image/jpeg', 0), (2349, 0, '2018-09-27 16:58:31', '2018-09-27 16:58:31', '', '111814-Price-Chopper', '', 'inherit', 'open', 'closed', '', '111814-price-chopper', '', '', '2018-09-27 16:58:31', '2018-09-27 16:58:31', '', 2034, 'http://cbx.cappendev.com/app/uploads/2018/09/111814-Price-Chopper.jpg', 0, 'attachment', 'image/jpeg', 0), (2350, 0, '2018-09-27 16:58:31', '2018-09-27 16:58:31', '', '112514-3-reasons-to-add-foodservice-', '', 'inherit', 'open', 'closed', '', '112514-3-reasons-to-add-foodservice', '', '', '2018-09-27 16:58:31', '2018-09-27 16:58:31', '', 2036, 'http://cbx.cappendev.com/app/uploads/2018/09/112514-3-reasons-to-add-foodservice-.jpg', 0, 'attachment', 'image/jpeg', 0), (2351, 0, '2018-09-27 16:58:32', '2018-09-27 16:58:32', '', '112514-The-Race-to-Zero', '', 'inherit', 'open', 'closed', '', '112514-the-race-to-zero', '', '', '2018-09-27 16:58:32', '2018-09-27 16:58:32', '', 2037, 'http://cbx.cappendev.com/app/uploads/2018/09/112514-The-Race-to-Zero.jpg', 0, 'attachment', 'image/jpeg', 0), (2352, 0, '2018-09-27 16:58:32', '2018-09-27 16:58:32', '', '120114-Brand-Transformation', '', 'inherit', 'open', 'closed', '', '120114-brand-transformation', '', '', '2018-09-27 16:58:32', '2018-09-27 16:58:32', '', 2039, 'http://cbx.cappendev.com/app/uploads/2018/09/120114-Brand-Transformation.jpg', 0, 'attachment', 'image/jpeg', 0), (2353, 0, '2018-09-27 16:58:33', '2018-09-27 16:58:33', '', 'tesco-price-cut', '', 'inherit', 'open', 'closed', '', 'tesco-price-cut', '', '', '2018-09-27 16:58:33', '2018-09-27 16:58:33', '', 2040, 'http://cbx.cappendev.com/app/uploads/2018/09/tesco-price-cut.jpg', 0, 'attachment', 'image/jpeg', 0), (2354, 0, '2018-09-27 16:58:33', '2018-09-27 16:58:33', '', '120814-Ageless-and-timeless', '', 'inherit', 'open', 'closed', '', '120814-ageless-and-timeless', '', '', '2018-09-27 16:58:33', '2018-09-27 16:58:33', '', 2041, 'http://cbx.cappendev.com/app/uploads/2018/09/120814-Ageless-and-timeless.jpg', 0, 'attachment', 'image/jpeg', 0), (2355, 0, '2018-09-27 16:58:34', '2018-09-27 16:58:34', '', 'AP_PressRel', '', 'inherit', 'open', 'closed', '', 'ap_pressrel', '', '', '2018-09-27 16:58:34', '2018-09-27 16:58:34', '', 2042, 'http://cbx.cappendev.com/app/uploads/2018/09/AP_PressRel.jpg', 0, 'attachment', 'image/jpeg', 0), (2356, 0, '2018-09-27 16:58:34', '2018-09-27 16:58:34', '', '121114-Vertex-Award1', '', 'inherit', 'open', 'closed', '', '121114-vertex-award1', '', '', '2018-09-27 16:58:34', '2018-09-27 16:58:34', '', 2043, 'http://cbx.cappendev.com/app/uploads/2018/09/121114-Vertex-Award1.jpg', 0, 'attachment', 'image/jpeg', 0), (2357, 0, '2018-09-27 16:58:35', '2018-09-27 16:58:35', '', '010615-Chili-in-a-pouch', '', 'inherit', 'open', 'closed', '', '010615-chili-in-a-pouch', '', '', '2018-09-27 16:58:35', '2018-09-27 16:58:35', '', 2045, 'http://cbx.cappendev.com/app/uploads/2018/09/010615-Chili-in-a-pouch.jpg', 0, 'attachment', 'image/jpeg', 0), (2358, 0, '2018-09-27 16:58:35', '2018-09-27 16:58:35', '', '010815-Four-2015-Retail-Trends', '', 'inherit', 'open', 'closed', '', '010815-four-2015-retail-trends', '', '', '2018-09-27 16:58:35', '2018-09-27 16:58:35', '', 2047, 'http://cbx.cappendev.com/app/uploads/2018/09/010815-Four-2015-Retail-Trends.jpg', 0, 'attachment', 'image/jpeg', 0), (2359, 0, '2018-09-27 16:58:36', '2018-09-27 16:58:36', '', 'GDUSAAGDA2014', '', 'inherit', 'open', 'closed', '', 'gdusaagda2014', '', '', '2018-09-27 16:58:36', '2018-09-27 16:58:36', '', 2048, 'http://cbx.cappendev.com/app/uploads/2018/09/GDUSAAGDA2014.jpg', 0, 'attachment', 'image/jpeg', 0), (2360, 0, '2018-09-27 16:58:36', '2018-09-27 16:58:36', '', '011215-Jazzercise-reveals-new-visual-identity', '', 'inherit', 'open', 'closed', '', '011215-jazzercise-reveals-new-visual-identity', '', '', '2018-09-27 16:58:36', '2018-09-27 16:58:36', '', 2051, 'http://cbx.cappendev.com/app/uploads/2018/09/011215-Jazzercise-reveals-new-visual-identity.jpg', 0, 'attachment', 'image/jpeg', 0), (2361, 0, '2018-09-27 16:58:37', '2018-09-27 16:58:37', '', '011215-Vertex-JudgeRick', '', 'inherit', 'open', 'closed', '', '011215-vertex-judgerick', '', '', '2018-09-27 16:58:37', '2018-09-27 16:58:37', '', 2053, 'http://cbx.cappendev.com/app/uploads/2018/09/011215-Vertex-JudgeRick.jpg', 0, 'attachment', 'image/jpeg', 0), (2362, 0, '2018-09-27 16:58:37', '2018-09-27 16:58:37', '', '011215-Vertex-JudgeRick1', '', 'inherit', 'open', 'closed', '', '011215-vertex-judgerick1', '', '', '2018-09-27 16:58:37', '2018-09-27 16:58:37', '', 2054, 'http://cbx.cappendev.com/app/uploads/2018/09/011215-Vertex-JudgeRick1.jpg', 0, 'attachment', 'image/jpeg', 0), (2363, 0, '2018-09-27 16:58:38', '2018-09-27 16:58:38', '', 'azs_gorodocka_005_rgb', '', 'inherit', 'open', 'closed', '', 'azs_gorodocka_005_rgb', '', '', '2018-09-27 16:58:38', '2018-09-27 16:58:38', '', 2056, 'http://cbx.cappendev.com/app/uploads/2018/09/azs_gorodocka_005_rgb.jpg', 0, 'attachment', 'image/jpeg', 0), (2364, 0, '2018-09-27 16:58:39', '2018-09-27 16:58:39', '', 'CBX-Expert', '', 'inherit', 'open', 'closed', '', 'cbx-expert', '', '', '2018-09-27 16:58:39', '2018-09-27 16:58:39', '', 2057, 'http://cbx.cappendev.com/app/uploads/2018/09/CBX-Expert.jpg', 0, 'attachment', 'image/jpeg', 0), (2365, 0, '2018-09-27 16:58:39', '2018-09-27 16:58:39', '', '012015-Theme-Parkifying1', '', 'inherit', 'open', 'closed', '', '012015-theme-parkifying1', '', '', '2018-09-27 16:58:39', '2018-09-27 16:58:39', '', 2059, 'http://cbx.cappendev.com/app/uploads/2018/09/012015-Theme-Parkifying1.jpg', 0, 'attachment', 'image/jpeg', 0), (2366, 0, '2018-09-27 16:58:39', '2018-09-27 16:58:39', '', '011915-Rick', '', 'inherit', 'open', 'closed', '', '011915-rick', '', '', '2018-09-27 16:58:39', '2018-09-27 16:58:39', '', 2061, 'http://cbx.cappendev.com/app/uploads/2018/09/011915-Rick.jpg', 0, 'attachment', 'image/jpeg', 0), (2367, 0, '2018-09-27 16:58:40', '2018-09-27 16:58:40', '', 'Millers', '', 'inherit', 'open', 'closed', '', 'millers', '', '', '2018-09-27 16:58:40', '2018-09-27 16:58:40', '', 2063, 'http://cbx.cappendev.com/app/uploads/2018/09/Millers.jpg', 0, 'attachment', 'image/jpeg', 0), (2368, 0, '2018-09-27 16:58:40', '2018-09-27 16:58:40', '', 'mol-signjpg_20130903131701728', '', 'inherit', 'open', 'closed', '', 'mol-signjpg_20130903131701728', '', '', '2018-09-27 16:58:40', '2018-09-27 16:58:40', '', 2064, 'http://cbx.cappendev.com/app/uploads/2018/09/mol-signjpg_20130903131701728.jpg', 0, 'attachment', 'image/jpeg', 0), (2369, 0, '2018-09-27 16:58:41', '2018-09-27 16:58:41', '', '013015-Deflated-Creative', '', 'inherit', 'open', 'closed', '', '013015-deflated-creative', '', '', '2018-09-27 16:58:41', '2018-09-27 16:58:41', '', 2066, 'http://cbx.cappendev.com/app/uploads/2018/09/013015-Deflated-Creative.jpg', 0, 'attachment', 'image/jpeg', 0), (2370, 0, '2018-09-27 16:58:41', '2018-09-27 16:58:41', '', '020415-Discounters-Other-Innovators', '', 'inherit', 'open', 'closed', '', '020415-discounters-other-innovators', '', '', '2018-09-27 16:58:41', '2018-09-27 16:58:41', '', 2068, 'http://cbx.cappendev.com/app/uploads/2018/09/020415-Discounters-Other-Innovators.jpg', 0, 'attachment', 'image/jpeg', 0), (2371, 0, '2018-09-27 16:58:42', '2018-09-27 16:58:42', '', 'ben-jerrys-occupie-wall-street-ice-cream', '', 'inherit', 'open', 'closed', '', 'ben-jerrys-occupie-wall-street-ice-cream', '', '', '2018-09-27 16:58:42', '2018-09-27 16:58:42', '', 2070, 'http://cbx.cappendev.com/app/uploads/2018/09/ben-jerrys-occupie-wall-street-ice-cream.jpg', 0, 'attachment', 'image/jpeg', 0), (2372, 0, '2018-09-27 16:58:42', '2018-09-27 16:58:42', '', 'FirstYears_SS1_100dpi', '', 'inherit', 'open', 'closed', '', 'firstyears_ss1_100dpi', '', '', '2018-09-27 16:58:42', '2018-09-27 16:58:42', '', 2073, 'http://cbx.cappendev.com/app/uploads/2018/09/FirstYears_SS1_100dpi.jpg', 0, 'attachment', 'image/jpeg', 0), (2373, 0, '2018-09-27 16:58:43', '2018-09-27 16:58:43', '', '10577031_865828530095731_8424378106845005100_n', '', 'inherit', 'open', 'closed', '', '10577031_865828530095731_8424378106845005100_n', '', '', '2018-09-27 16:58:43', '2018-09-27 16:58:43', '', 2075, 'http://cbx.cappendev.com/app/uploads/2018/09/10577031_865828530095731_8424378106845005100_n.jpg', 0, 'attachment', 'image/jpeg', 0), (2374, 0, '2018-09-27 16:58:43', '2018-09-27 16:58:43', '', '030315-Amway', '', 'inherit', 'open', 'closed', '', '030315-amway', '', '', '2018-09-27 16:58:43', '2018-09-27 16:58:43', '', 2076, 'http://cbx.cappendev.com/app/uploads/2018/09/030315-Amway.jpg', 0, 'attachment', 'image/jpeg', 0), (2375, 0, '2018-09-27 16:58:44', '2018-09-27 16:58:44', '', '030915-Petroleum-Brands', '', 'inherit', 'open', 'closed', '', '030915-petroleum-brands', '', '', '2018-09-27 16:58:44', '2018-09-27 16:58:44', '', 2078, 'http://cbx.cappendev.com/app/uploads/2018/09/030915-Petroleum-Brands.jpg', 0, 'attachment', 'image/jpeg', 0), (2376, 0, '2018-09-27 16:58:45', '2018-09-27 16:58:45', '', 'Terpel_night', '', 'inherit', 'open', 'closed', '', 'terpel_night', '', '', '2018-09-27 16:58:45', '2018-09-27 16:58:45', '', 2079, 'http://cbx.cappendev.com/app/uploads/2018/09/Terpel_night.jpg', 0, 'attachment', 'image/jpeg', 0), (2377, 0, '2018-09-27 16:58:50', '2018-09-27 16:58:50', '', 'Terpel_night-1', '', 'inherit', 'open', 'closed', '', 'terpel_night-1', '', '', '2018-09-27 16:58:50', '2018-09-27 16:58:50', '', 2079, 'http://cbx.cappendev.com/app/uploads/2018/09/Terpel_night-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2378, 0, '2018-09-27 16:58:52', '2018-09-27 16:58:52', '', '031215-CBX-Gets-Messy', '', 'inherit', 'open', 'closed', '', '031215-cbx-gets-messy', '', '', '2018-09-27 16:58:52', '2018-09-27 16:58:52', '', 2080, 'http://cbx.cappendev.com/app/uploads/2018/09/031215-CBX-Gets-Messy.jpg', 0, 'attachment', 'image/jpeg', 0), (2379, 0, '2018-09-27 16:58:53', '2018-09-27 16:58:53', '', '031315-What-a-Brand-Would-Give', '', 'inherit', 'open', 'closed', '', '031315-what-a-brand-would-give', '', '', '2018-09-27 16:58:53', '2018-09-27 16:58:53', '', 2081, 'http://cbx.cappendev.com/app/uploads/2018/09/031315-What-a-Brand-Would-Give.jpg', 0, 'attachment', 'image/jpeg', 0), (2380, 0, '2018-09-27 16:58:53', '2018-09-27 16:58:53', '', '031815-Rethinking-branding', '', 'inherit', 'open', 'closed', '', '031815-rethinking-branding', '', '', '2018-09-27 16:58:53', '2018-09-27 16:58:53', '', 2082, 'http://cbx.cappendev.com/app/uploads/2018/09/031815-Rethinking-branding.jpg', 0, 'attachment', 'image/jpeg', 0), (2381, 0, '2018-09-27 16:58:54', '2018-09-27 16:58:54', '', 'Jazzercise_BILLBOARD-1-011', '', 'inherit', 'open', 'closed', '', 'jazzercise_billboard-1-011', '', '', '2018-09-27 16:58:54', '2018-09-27 16:58:54', '', 2083, 'http://cbx.cappendev.com/app/uploads/2018/09/Jazzercise_BILLBOARD-1-011.jpg', 0, 'attachment', 'image/jpeg', 0), (2382, 0, '2018-09-27 16:58:54', '2018-09-27 16:58:54', '', '033115-Jazzercise-shakes-off-80s-reputation', '', 'inherit', 'open', 'closed', '', '033115-jazzercise-shakes-off-80s-reputation', '', '', '2018-09-27 16:58:54', '2018-09-27 16:58:54', '', 2084, 'http://cbx.cappendev.com/app/uploads/2018/09/033115-Jazzercise-shakes-off-80s-reputation.jpg', 0, 'attachment', 'image/jpeg', 0), (2383, 0, '2018-09-27 16:58:55', '2018-09-27 16:58:55', '', 'whataboutnaming-2', '', 'inherit', 'open', 'closed', '', 'whataboutnaming-2', '', '', '2018-09-27 16:58:55', '2018-09-27 16:58:55', '', 2085, 'http://cbx.cappendev.com/app/uploads/2018/09/whataboutnaming-2.jpg', 0, 'attachment', 'image/jpeg', 0), (2384, 0, '2018-09-27 16:58:55', '2018-09-27 16:58:55', '', 'whataboutnaming-3', '', 'inherit', 'open', 'closed', '', 'whataboutnaming-3', '', '', '2018-09-27 16:58:55', '2018-09-27 16:58:55', '', 2086, 'http://cbx.cappendev.com/app/uploads/2018/09/whataboutnaming-3.jpg', 0, 'attachment', 'image/jpeg', 0), (2385, 0, '2018-09-27 16:58:56', '2018-09-27 16:58:56', '', 'hero_graphic', '', 'inherit', 'open', 'closed', '', 'hero_graphic', '', '', '2018-09-27 16:58:56', '2018-09-27 16:58:56', '', 2087, 'http://cbx.cappendev.com/app/uploads/2018/09/hero_graphic.jpg', 0, 'attachment', 'image/jpeg', 0), (2386, 0, '2018-09-27 16:58:56', '2018-09-27 16:58:56', '', '031215-CBX-Gets-Messy-1', '', 'inherit', 'open', 'closed', '', '031215-cbx-gets-messy-1', '', '', '2018-09-27 16:58:56', '2018-09-27 16:58:56', '', 2080, 'http://cbx.cappendev.com/app/uploads/2018/09/031215-CBX-Gets-Messy-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2387, 0, '2018-09-27 16:58:56', '2018-09-27 16:58:56', '', 'DHI_Color_noTM_tag-01_blog-size', '', 'inherit', 'open', 'closed', '', 'dhi_color_notm_tag-01_blog-size', '', '', '2018-09-27 16:58:56', '2018-09-27 16:58:56', '', 2088, 'http://cbx.cappendev.com/app/uploads/2018/09/DHI_Color_noTM_tag-01_blog-size.jpg', 0, 'attachment', 'image/jpeg', 0), (2388, 0, '2018-09-27 16:58:57', '2018-09-27 16:58:57', '', 'the-power-of-packaging-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'the-power-of-packaging-new-page-570x380', '', '', '2018-09-27 16:58:57', '2018-09-27 16:58:57', '', 2091, 'http://cbx.cappendev.com/app/uploads/2018/09/the-power-of-packaging-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2389, 0, '2018-09-27 16:58:57', '2018-09-27 16:58:57', '', '031315-What-a-Brand-Would-Give-1', '', 'inherit', 'open', 'closed', '', '031315-what-a-brand-would-give-1', '', '', '2018-09-27 16:58:57', '2018-09-27 16:58:57', '', 2081, 'http://cbx.cappendev.com/app/uploads/2018/09/031315-What-a-Brand-Would-Give-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2390, 0, '2018-09-27 16:58:57', '2018-09-27 16:58:57', '', 'envisioning-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'envisioning-new-page-570x380', '', '', '2018-09-27 16:58:57', '2018-09-27 16:58:57', '', 2093, 'http://cbx.cappendev.com/app/uploads/2018/09/envisioning-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2391, 0, '2018-09-27 16:58:57', '2018-09-27 16:58:57', '', '031815-Rethinking-branding-1', '', 'inherit', 'open', 'closed', '', '031815-rethinking-branding-1', '', '', '2018-09-27 16:58:57', '2018-09-27 16:58:57', '', 2082, 'http://cbx.cappendev.com/app/uploads/2018/09/031815-Rethinking-branding-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2392, 0, '2018-09-27 16:58:57', '2018-09-27 16:58:57', '', 'DaveW_for-blog', '', 'inherit', 'open', 'closed', '', 'davew_for-blog', '', '', '2018-09-27 16:58:57', '2018-09-27 16:58:57', '', 2096, 'http://cbx.cappendev.com/app/uploads/2018/09/DaveW_for-blog.jpg', 0, 'attachment', 'image/jpeg', 0), (2393, 0, '2018-09-27 16:58:58', '2018-09-27 16:58:58', '', 'Jazzercise_BILLBOARD-1-011-1', '', 'inherit', 'open', 'closed', '', 'jazzercise_billboard-1-011-1', '', '', '2018-09-27 16:58:58', '2018-09-27 16:58:58', '', 2083, 'http://cbx.cappendev.com/app/uploads/2018/09/Jazzercise_BILLBOARD-1-011-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2394, 0, '2018-09-27 16:58:58', '2018-09-27 16:58:58', '', '033115-Jazzercise-shakes-off-80s-reputation-1', '', 'inherit', 'open', 'closed', '', '033115-jazzercise-shakes-off-80s-reputation-1', '', '', '2018-09-27 16:58:58', '2018-09-27 16:58:58', '', 2084, 'http://cbx.cappendev.com/app/uploads/2018/09/033115-Jazzercise-shakes-off-80s-reputation-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2395, 0, '2018-09-27 16:58:58', '2018-09-27 16:58:58', '', 'Tonya_Garrett_presentation', '', 'inherit', 'open', 'closed', '', 'tonya_garrett_presentation', '', '', '2018-09-27 16:58:58', '2018-09-27 16:58:58', '', 2097, 'http://cbx.cappendev.com/app/uploads/2018/09/Tonya_Garrett_presentation.jpg', 0, 'attachment', 'image/jpeg', 0), (2396, 0, '2018-09-27 16:58:58', '2018-09-27 16:58:58', '', 'whataboutnaming-4', '', 'inherit', 'open', 'closed', '', 'whataboutnaming-4', '', '', '2018-09-27 16:58:58', '2018-09-27 16:58:58', '', 2085, 'http://cbx.cappendev.com/app/uploads/2018/09/whataboutnaming-4.jpg', 0, 'attachment', 'image/jpeg', 0), (2397, 0, '2018-09-27 16:58:59', '2018-09-27 16:58:59', '', 'whataboutnaming-5', '', 'inherit', 'open', 'closed', '', 'whataboutnaming-5', '', '', '2018-09-27 16:58:59', '2018-09-27 16:58:59', '', 2086, 'http://cbx.cappendev.com/app/uploads/2018/09/whataboutnaming-5.jpg', 0, 'attachment', 'image/jpeg', 0), (2398, 0, '2018-09-27 16:58:59', '2018-09-27 16:58:59', '', 'hero_graphic-1', '', 'inherit', 'open', 'closed', '', 'hero_graphic-1', '', '', '2018-09-27 16:58:59', '2018-09-27 16:58:59', '', 2087, 'http://cbx.cappendev.com/app/uploads/2018/09/hero_graphic-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2399, 0, '2018-09-27 16:58:59', '2018-09-27 16:58:59', '', 'Pharmacy-Final-Rendering', '', 'inherit', 'open', 'closed', '', 'pharmacy-final-rendering', '', '', '2018-09-27 16:58:59', '2018-09-27 16:58:59', '', 2098, 'http://cbx.cappendev.com/app/uploads/2018/09/Pharmacy-Final-Rendering.jpg', 0, 'attachment', 'image/jpeg', 0), (2400, 0, '2018-09-27 16:59:00', '2018-09-27 16:59:00', '', 'DHI_Color_noTM_tag-01_blog-size-1', '', 'inherit', 'open', 'closed', '', 'dhi_color_notm_tag-01_blog-size-1', '', '', '2018-09-27 16:59:00', '2018-09-27 16:59:00', '', 2088, 'http://cbx.cappendev.com/app/uploads/2018/09/DHI_Color_noTM_tag-01_blog-size-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2401, 0, '2018-09-27 16:59:00', '2018-09-27 16:59:00', '', 'the-power-of-packaging-NEW-PAGE-570X380-1', '', 'inherit', 'open', 'closed', '', 'the-power-of-packaging-new-page-570x380-1', '', '', '2018-09-27 16:59:00', '2018-09-27 16:59:00', '', 2091, 'http://cbx.cappendev.com/app/uploads/2018/09/the-power-of-packaging-NEW-PAGE-570X380-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2402, 0, '2018-09-27 16:59:00', '2018-09-27 16:59:00', '', 'envisioning-NEW-PAGE-570X380-1', '', 'inherit', 'open', 'closed', '', 'envisioning-new-page-570x380-1', '', '', '2018-09-27 16:59:00', '2018-09-27 16:59:00', '', 2093, 'http://cbx.cappendev.com/app/uploads/2018/09/envisioning-NEW-PAGE-570X380-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2403, 0, '2018-09-27 16:59:01', '2018-09-27 16:59:01', '', 'DaveW_for-blog-1', '', 'inherit', 'open', 'closed', '', 'davew_for-blog-1', '', '', '2018-09-27 16:59:01', '2018-09-27 16:59:01', '', 2096, 'http://cbx.cappendev.com/app/uploads/2018/09/DaveW_for-blog-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2404, 0, '2018-09-27 16:59:01', '2018-09-27 16:59:01', '', 'Tonya_Garrett_presentation-1', '', 'inherit', 'open', 'closed', '', 'tonya_garrett_presentation-1', '', '', '2018-09-27 16:59:01', '2018-09-27 16:59:01', '', 2097, 'http://cbx.cappendev.com/app/uploads/2018/09/Tonya_Garrett_presentation-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2405, 0, '2018-09-27 16:59:02', '2018-09-27 16:59:02', '', 'Pharmacy-Final-Rendering-1', '', 'inherit', 'open', 'closed', '', 'pharmacy-final-rendering-1', '', '', '2018-09-27 16:59:02', '2018-09-27 16:59:02', '', 2098, 'http://cbx.cappendev.com/app/uploads/2018/09/Pharmacy-Final-Rendering-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2406, 0, '2018-09-27 16:59:05', '2018-09-27 16:59:05', '', 'LIA_Statue_1', '', 'inherit', 'open', 'closed', '', 'lia_statue_1', '', '', '2018-09-27 16:59:05', '2018-09-27 16:59:05', '', 2099, 'http://cbx.cappendev.com/app/uploads/2018/09/LIA_Statue_1.jpg', 0, 'attachment', 'image/jpeg', 0), (2407, 0, '2018-09-27 16:59:06', '2018-09-27 16:59:06', '', 'dw_4040', '', 'inherit', 'open', 'closed', '', 'dw_4040', '', '', '2018-09-27 16:59:06', '2018-09-27 16:59:06', '', 2101, 'http://cbx.cappendev.com/app/uploads/2018/09/dw_4040.jpg', 0, 'attachment', 'image/jpeg', 0), (2408, 0, '2018-09-27 16:59:06', '2018-09-27 16:59:06', '', 'Dustin_presentation', '', 'inherit', 'open', 'closed', '', 'dustin_presentation', '', '', '2018-09-27 16:59:06', '2018-09-27 16:59:06', '', 2102, 'http://cbx.cappendev.com/app/uploads/2018/09/Dustin_presentation.jpg', 0, 'attachment', 'image/jpeg', 0), (2409, 0, '2018-09-27 16:59:07', '2018-09-27 16:59:07', '', 'Screen-Shot-2015-05-20-at-Wednesday-May-20-2015-9.49.40-AM', '', 'inherit', 'open', 'closed', '', 'screen-shot-2015-05-20-at-wednesday-may-20-2015-9-49-40-am', '', '', '2018-09-27 16:59:07', '2018-09-27 16:59:07', '', 2103, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2015-05-20-at-Wednesday-May-20-2015-9.49.40-AM.png', 0, 'attachment', 'image/png', 0), (2410, 0, '2018-09-27 16:59:15', '2018-09-27 16:59:15', '', 'KY12128_CBXMK429_Andy_Austin_Decks_Pres', '', 'inherit', 'open', 'closed', '', 'ky12128_cbxmk429_andy_austin_decks_pres', '', '', '2018-09-27 16:59:15', '2018-09-27 16:59:15', '', 2104, 'http://cbx.cappendev.com/app/uploads/2018/09/KY12128_CBXMK429_Andy_Austin_Decks_Pres.jpg', 0, 'attachment', 'image/jpeg', 0), (2411, 0, '2018-09-27 16:59:15', '2018-09-27 16:59:15', '', 'LIA_Statue_1-1', '', 'inherit', 'open', 'closed', '', 'lia_statue_1-1', '', '', '2018-09-27 16:59:15', '2018-09-27 16:59:15', '', 2105, 'http://cbx.cappendev.com/app/uploads/2018/09/LIA_Statue_1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2412, 0, '2018-09-27 16:59:16', '2018-09-27 16:59:16', '', 'dialogue-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'dialogue-new-page-570x380', '', '', '2018-09-27 16:59:16', '2018-09-27 16:59:16', '', 2106, 'http://cbx.cappendev.com/app/uploads/2018/09/dialogue-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2413, 0, '2018-09-27 16:59:17', '2018-09-27 16:59:17', '', 'Snapple_LL_6002_IW', '', 'inherit', 'open', 'closed', '', 'snapple_ll_6002_iw', '', '', '2018-09-27 16:59:17', '2018-09-27 16:59:17', '', 2107, 'http://cbx.cappendev.com/app/uploads/2018/09/Snapple_LL_6002_IW.jpg', 0, 'attachment', 'image/jpeg', 0), (2414, 0, '2018-09-27 16:59:21', '2018-09-27 16:59:21', '', 'snapple-undergoes-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'snapple-undergoes-new-page-570x380', '', '', '2018-09-27 16:59:21', '2018-09-27 16:59:21', '', 2109, 'http://cbx.cappendev.com/app/uploads/2018/09/snapple-undergoes-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2415, 0, '2018-09-27 16:59:21', '2018-09-27 16:59:21', '', 'snapple-unvails-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'snapple-unvails-new-page-570x380', '', '', '2018-09-27 16:59:21', '2018-09-27 16:59:21', '', 2110, 'http://cbx.cappendev.com/app/uploads/2018/09/snapple-unvails-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2416, 0, '2018-09-27 16:59:22', '2018-09-27 16:59:22', '', 'KY12394_CBXMK429_Anthony_D_Decks_Pres', '', 'inherit', 'open', 'closed', '', 'ky12394_cbxmk429_anthony_d_decks_pres', '', '', '2018-09-27 16:59:22', '2018-09-27 16:59:22', '', 2112, 'http://cbx.cappendev.com/app/uploads/2018/09/KY12394_CBXMK429_Anthony_D_Decks_Pres.jpg', 0, 'attachment', 'image/jpeg', 0), (2417, 0, '2018-09-27 16:59:23', '2018-09-27 16:59:23', '', 'Jennifer_Tausch_Decks_Pres', '', 'inherit', 'open', 'closed', '', 'jennifer_tausch_decks_pres', '', '', '2018-09-27 16:59:23', '2018-09-27 16:59:23', '', 2115, 'http://cbx.cappendev.com/app/uploads/2018/09/Jennifer_Tausch_Decks_Pres.jpg', 0, 'attachment', 'image/jpeg', 0), (2418, 0, '2018-09-27 16:59:24', '2018-09-27 16:59:24', '', 'get-ahead-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'get-ahead-new-page-570x380', '', '', '2018-09-27 16:59:24', '2018-09-27 16:59:24', '', 2116, 'http://cbx.cappendev.com/app/uploads/2018/09/get-ahead-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2419, 0, '2018-09-27 16:59:24', '2018-09-27 16:59:24', '', 'look-out-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'look-out-new-page-570x380', '', '', '2018-09-27 16:59:24', '2018-09-27 16:59:24', '', 2117, 'http://cbx.cappendev.com/app/uploads/2018/09/look-out-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2420, 0, '2018-09-27 16:59:24', '2018-09-27 16:59:24', '', 'business-card-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'business-card-new-page-570x380', '', '', '2018-09-27 16:59:24', '2018-09-27 16:59:24', '', 2118, 'http://cbx.cappendev.com/app/uploads/2018/09/business-card-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2421, 0, '2018-09-27 16:59:25', '2018-09-27 16:59:25', '', 'who-moved-my-seaweed-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'who-moved-my-seaweed-new-page-570x380', '', '', '2018-09-27 16:59:25', '2018-09-27 16:59:25', '', 2119, 'http://cbx.cappendev.com/app/uploads/2018/09/who-moved-my-seaweed-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2422, 0, '2018-09-27 16:59:25', '2018-09-27 16:59:25', '', 'Jodi_presentation', '', 'inherit', 'open', 'closed', '', 'jodi_presentation', '', '', '2018-09-27 16:59:25', '2018-09-27 16:59:25', '', 2120, 'http://cbx.cappendev.com/app/uploads/2018/09/Jodi_presentation.jpg', 0, 'attachment', 'image/jpeg', 0), (2423, 0, '2018-09-27 16:59:26', '2018-09-27 16:59:26', '', 'reconsider-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'reconsider-new-page-570x380', '', '', '2018-09-27 16:59:26', '2018-09-27 16:59:26', '', 2121, 'http://cbx.cappendev.com/app/uploads/2018/09/reconsider-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2424, 0, '2018-09-27 16:59:27', '2018-09-27 16:59:27', '', 'what-neiman-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'what-neiman-new-page-570x380', '', '', '2018-09-27 16:59:27', '2018-09-27 16:59:27', '', 2122, 'http://cbx.cappendev.com/app/uploads/2018/09/what-neiman-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2425, 0, '2018-09-27 16:59:27', '2018-09-27 16:59:27', '', 'Todd-Maute-with-CBX-logo', '', 'inherit', 'open', 'closed', '', 'todd-maute-with-cbx-logo', '', '', '2018-09-27 16:59:27', '2018-09-27 16:59:27', '', 2123, 'http://cbx.cappendev.com/app/uploads/2018/09/Todd-Maute-with-CBX-logo.jpg', 0, 'attachment', 'image/jpeg', 0), (2426, 0, '2018-09-27 16:59:28', '2018-09-27 16:59:28', '', 'Screen-Shot-2015-08-13-at-Thursday-August-13-2015-3.11.55-PM', '', 'inherit', 'open', 'closed', '', 'screen-shot-2015-08-13-at-thursday-august-13-2015-3-11-55-pm', '', '', '2018-09-27 16:59:28', '2018-09-27 16:59:28', '', 2124, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2015-08-13-at-Thursday-August-13-2015-3.11.55-PM.png', 0, 'attachment', 'image/png', 0), (2427, 0, '2018-09-27 16:59:28', '2018-09-27 16:59:28', '', 'who-am-i-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'who-am-i-new-page-570x380', '', '', '2018-09-27 16:59:28', '2018-09-27 16:59:28', '', 2125, 'http://cbx.cappendev.com/app/uploads/2018/09/who-am-i-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2428, 0, '2018-09-27 16:59:28', '2018-09-27 16:59:28', '', 'NEW-PAGE-570X380-Choosing', '', 'inherit', 'open', 'closed', '', 'new-page-570x380-choosing', '', '', '2018-09-27 16:59:28', '2018-09-27 16:59:28', '', 2126, 'http://cbx.cappendev.com/app/uploads/2018/09/NEW-PAGE-570X380-Choosing.jpg', 0, 'attachment', 'image/jpeg', 0), (2429, 0, '2018-09-27 16:59:29', '2018-09-27 16:59:29', '', 'NEW-PAGE-570X380-Avoiding', '', 'inherit', 'open', 'closed', '', 'new-page-570x380-avoiding', '', '', '2018-09-27 16:59:29', '2018-09-27 16:59:29', '', 2127, 'http://cbx.cappendev.com/app/uploads/2018/09/NEW-PAGE-570X380-Avoiding.jpg', 0, 'attachment', 'image/jpeg', 0), (2430, 0, '2018-09-27 16:59:29', '2018-09-27 16:59:29', '', 'NEW-PAGE-570X380-sephora', '', 'inherit', 'open', 'closed', '', 'new-page-570x380-sephora', '', '', '2018-09-27 16:59:29', '2018-09-27 16:59:29', '', 2128, 'http://cbx.cappendev.com/app/uploads/2018/09/NEW-PAGE-570X380-sephora.jpg', 0, 'attachment', 'image/jpeg', 0), (2431, 0, '2018-09-27 16:59:30', '2018-09-27 16:59:30', '', 'NEW-PAGE-570X380_Master', '', 'inherit', 'open', 'closed', '', 'new-page-570x380_master', '', '', '2018-09-27 16:59:30', '2018-09-27 16:59:30', '', 2129, 'http://cbx.cappendev.com/app/uploads/2018/09/NEW-PAGE-570X380_Master.jpg', 0, 'attachment', 'image/jpeg', 0), (2432, 0, '2018-09-27 16:59:30', '2018-09-27 16:59:30', '', 'look_instore', '', 'inherit', 'open', 'closed', '', 'look_instore', '', '', '2018-09-27 16:59:30', '2018-09-27 16:59:30', '', 2131, 'http://cbx.cappendev.com/app/uploads/2018/09/look_instore.jpg', 0, 'attachment', 'image/jpeg', 0), (2433, 0, '2018-09-27 16:59:31', '2018-09-27 16:59:31', '', 'GS00461_md', '', 'inherit', 'open', 'closed', '', 'gs00461_md', '', '', '2018-09-27 16:59:31', '2018-09-27 16:59:31', '', 2132, 'http://cbx.cappendev.com/app/uploads/2018/09/GS00461_md.jpg', 0, 'attachment', 'image/jpeg', 0), (2434, 0, '2018-09-27 16:59:31', '2018-09-27 16:59:31', '', 'GDUSA2015Awards', '', 'inherit', 'open', 'closed', '', 'gdusa2015awards', '', '', '2018-09-27 16:59:31', '2018-09-27 16:59:31', '', 2133, 'http://cbx.cappendev.com/app/uploads/2018/09/GDUSA2015Awards.jpg', 0, 'attachment', 'image/jpeg', 0), (2435, 0, '2018-09-27 16:59:32', '2018-09-27 16:59:32', '', '2_WF_fine_look_00081_HR_md', '', 'inherit', 'open', 'closed', '', '2_wf_fine_look_00081_hr_md', '', '', '2018-09-27 16:59:32', '2018-09-27 16:59:32', '', 2134, 'http://cbx.cappendev.com/app/uploads/2018/09/2_WF_fine_look_00081_HR_md.jpg', 0, 'attachment', 'image/jpeg', 0), (2436, 0, '2018-09-27 16:59:33', '2018-09-27 16:59:33', '', 'NEW-PAGE-570X380_PETROLWORLD', '', 'inherit', 'open', 'closed', '', 'new-page-570x380_petrolworld', '', '', '2018-09-27 16:59:33', '2018-09-27 16:59:33', '', 2135, 'http://cbx.cappendev.com/app/uploads/2018/09/NEW-PAGE-570X380_PETROLWORLD.jpg', 0, 'attachment', 'image/jpeg', 0), (2437, 0, '2018-09-27 16:59:34', '2018-09-27 16:59:34', '', 'Axion-Spot_3236', '', 'inherit', 'open', 'closed', '', 'axion-spot_3236', '', '', '2018-09-27 16:59:34', '2018-09-27 16:59:34', '', 2136, 'http://cbx.cappendev.com/app/uploads/2018/09/Axion-Spot_3236.jpg', 0, 'attachment', 'image/jpeg', 0), (2438, 0, '2018-09-27 16:59:36', '2018-09-27 16:59:36', '', 'NEW-PAGE-570X380-NEW', '', 'inherit', 'open', 'closed', '', 'new-page-570x380-new', '', '', '2018-09-27 16:59:36', '2018-09-27 16:59:36', '', 2137, 'http://cbx.cappendev.com/app/uploads/2018/09/NEW-PAGE-570X380-NEW.jpg', 0, 'attachment', 'image/jpeg', 0), (2439, 0, '2018-09-27 16:59:37', '2018-09-27 16:59:37', '', 'NEW-PAGE-570X3801', '', 'inherit', 'open', 'closed', '', 'new-page-570x3801', '', '', '2018-09-27 16:59:37', '2018-09-27 16:59:37', '', 2138, 'http://cbx.cappendev.com/app/uploads/2018/09/NEW-PAGE-570X3801.jpg', 0, 'attachment', 'image/jpeg', 0), (2440, 0, '2018-09-27 16:59:38', '2018-09-27 16:59:38', '', 'IMG_3028', '', 'inherit', 'open', 'closed', '', 'img_3028', '', '', '2018-09-27 16:59:38', '2018-09-27 16:59:38', '', 2139, 'http://cbx.cappendev.com/app/uploads/2018/09/IMG_3028.jpg', 0, 'attachment', 'image/jpeg', 0), (2441, 0, '2018-09-27 16:59:40', '2018-09-27 16:59:40', '', 'Redesign-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'redesign-new-page-570x380', '', '', '2018-09-27 16:59:40', '2018-09-27 16:59:40', '', 2140, 'http://cbx.cappendev.com/app/uploads/2018/09/Redesign-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2442, 0, '2018-09-27 16:59:41', '2018-09-27 16:59:41', '', 'ManCave_Beef', '', 'inherit', 'open', 'closed', '', 'mancave_beef', '', '', '2018-09-27 16:59:41', '2018-09-27 16:59:41', '', 2141, 'http://cbx.cappendev.com/app/uploads/2018/09/ManCave_Beef.jpg', 0, 'attachment', 'image/jpeg', 0), (2443, 0, '2018-09-27 16:59:41', '2018-09-27 16:59:41', '', 'packaging-gets-real_NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'packaging-gets-real_new-page-570x380', '', '', '2018-09-27 16:59:41', '2018-09-27 16:59:41', '', 2142, 'http://cbx.cappendev.com/app/uploads/2018/09/packaging-gets-real_NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2444, 0, '2018-09-27 16:59:42', '2018-09-27 16:59:42', '', '3-TACTICS_NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', '3-tactics_new-page-570x380', '', '', '2018-09-27 16:59:42', '2018-09-27 16:59:42', '', 2143, 'http://cbx.cappendev.com/app/uploads/2018/09/3-TACTICS_NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2445, 0, '2018-09-27 16:59:42', '2018-09-27 16:59:42', '', 'CBX-design-cave-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'cbx-design-cave-new-page-570x380', '', '', '2018-09-27 16:59:42', '2018-09-27 16:59:42', '', 2144, 'http://cbx.cappendev.com/app/uploads/2018/09/CBX-design-cave-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2446, 0, '2018-09-27 16:59:43', '2018-09-27 16:59:43', '', '4-tips-for-a-big-dream-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', '4-tips-for-a-big-dream-new-page-570x380', '', '', '2018-09-27 16:59:43', '2018-09-27 16:59:43', '', 2145, 'http://cbx.cappendev.com/app/uploads/2018/09/4-tips-for-a-big-dream-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2447, 0, '2018-09-27 16:59:43', '2018-09-27 16:59:43', '', 'RDI-Iron-Design', '', 'inherit', 'open', 'closed', '', 'rdi-iron-design', '', '', '2018-09-27 16:59:43', '2018-09-27 16:59:43', '', 2146, 'http://cbx.cappendev.com/app/uploads/2018/09/RDI-Iron-Design.jpg', 0, 'attachment', 'image/jpeg', 0), (2448, 0, '2018-09-27 16:59:43', '2018-09-27 16:59:43', '', 'when-did-private-become-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'when-did-private-become-new-page-570x380', '', '', '2018-09-27 16:59:43', '2018-09-27 16:59:43', '', 2147, 'http://cbx.cappendev.com/app/uploads/2018/09/when-did-private-become-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2449, 0, '2018-09-27 16:59:44', '2018-09-27 16:59:44', '', 'Get-ready-to-wow-them-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'get-ready-to-wow-them-new-page-570x380', '', '', '2018-09-27 16:59:44', '2018-09-27 16:59:44', '', 2148, 'http://cbx.cappendev.com/app/uploads/2018/09/Get-ready-to-wow-them-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2450, 0, '2018-09-27 16:59:44', '2018-09-27 16:59:44', '', 'toss-the-tacky-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'toss-the-tacky-new-page-570x380', '', '', '2018-09-27 16:59:44', '2018-09-27 16:59:44', '', 2149, 'http://cbx.cappendev.com/app/uploads/2018/09/toss-the-tacky-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2451, 0, '2018-09-27 16:59:44', '2018-09-27 16:59:44', '', 'dreaming-upNEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'dreaming-upnew-page-570x380', '', '', '2018-09-27 16:59:44', '2018-09-27 16:59:44', '', 2150, 'http://cbx.cappendev.com/app/uploads/2018/09/dreaming-upNEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2452, 0, '2018-09-27 16:59:45', '2018-09-27 16:59:45', '', 'touched-by-an-angel-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'touched-by-an-angel-new-page-570x380', '', '', '2018-09-27 16:59:45', '2018-09-27 16:59:45', '', 2151, 'http://cbx.cappendev.com/app/uploads/2018/09/touched-by-an-angel-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2453, 0, '2018-09-27 16:59:45', '2018-09-27 16:59:45', '', 'GV_3D-PouchesRender', '', 'inherit', 'open', 'closed', '', 'gv_3d-pouchesrender', '', '', '2018-09-27 16:59:45', '2018-09-27 16:59:45', '', 2153, 'http://cbx.cappendev.com/app/uploads/2018/09/GV_3D-PouchesRender.jpeg', 0, 'attachment', 'image/jpeg', 0), (2454, 0, '2018-09-27 16:59:46', '2018-09-27 16:59:46', '', 'green-valley-NEW-PAGE-570X380', '', 'inherit', 'open', 'closed', '', 'green-valley-new-page-570x380', '', '', '2018-09-27 16:59:46', '2018-09-27 16:59:46', '', 2154, 'http://cbx.cappendev.com/app/uploads/2018/09/green-valley-NEW-PAGE-570X380.jpg', 0, 'attachment', 'image/jpeg', 0), (2455, 0, '2018-09-27 16:59:47', '2018-09-27 16:59:47', '', 'Virgin-Sketch-REND-434_ef', '', 'inherit', 'open', 'closed', '', 'virgin-sketch-rend-434_ef', '', '', '2018-09-27 16:59:47', '2018-09-27 16:59:47', '', 2155, 'http://cbx.cappendev.com/app/uploads/2018/09/Virgin-Sketch-REND-434_ef.jpg', 0, 'attachment', 'image/jpeg', 0), (2456, 0, '2018-09-27 16:59:48', '2018-09-27 16:59:48', '', 'James_presentation', '', 'inherit', 'open', 'closed', '', 'james_presentation', '', '', '2018-09-27 16:59:48', '2018-09-27 16:59:48', '', 2156, 'http://cbx.cappendev.com/app/uploads/2018/09/James_presentation.jpg', 0, 'attachment', 'image/jpeg', 0), (2457, 0, '2018-09-27 16:59:48', '2018-09-27 16:59:48', '', 'kumandgo-marketplace-design_exterior_front-store-angle-1024x538', '', 'inherit', 'open', 'closed', '', 'kumandgo-marketplace-design_exterior_front-store-angle-1024x538', '', '', '2018-09-27 16:59:48', '2018-09-27 16:59:48', '', 2157, 'http://cbx.cappendev.com/app/uploads/2018/09/kumandgo-marketplace-design_exterior_front-store-angle-1024x538.jpg', 0, 'attachment', 'image/jpeg', 0), (2458, 0, '2018-09-27 16:59:49', '2018-09-27 16:59:49', '', 'driving-innovation', '', 'inherit', 'open', 'closed', '', 'driving-innovation', '', '', '2018-09-27 16:59:49', '2018-09-27 16:59:49', '', 2158, 'http://cbx.cappendev.com/app/uploads/2018/09/driving-innovation.jpg', 0, 'attachment', 'image/jpeg', 0), (2459, 0, '2018-09-27 16:59:52', '2018-09-27 16:59:52', '', '22503662315_41177e7d1e_b', '', 'inherit', 'open', 'closed', '', '22503662315_41177e7d1e_b', '', '', '2018-09-27 16:59:52', '2018-09-27 16:59:52', '', 2159, 'http://cbx.cappendev.com/app/uploads/2018/09/22503662315_41177e7d1e_b.jpg', 0, 'attachment', 'image/jpeg', 0), (2460, 0, '2018-09-27 16:59:52', '2018-09-27 16:59:52', '', 'ponce-city-market-atlanta', '', 'inherit', 'open', 'closed', '', 'ponce-city-market-atlanta', '', '', '2018-09-27 16:59:52', '2018-09-27 16:59:52', '', 2160, 'http://cbx.cappendev.com/app/uploads/2018/09/ponce-city-market-atlanta.jpg', 0, 'attachment', 'image/jpeg', 0), (2461, 0, '2018-09-27 16:59:53', '2018-09-27 16:59:53', '', 'GV_3D-PouchesRender-1', '', 'inherit', 'open', 'closed', '', 'gv_3d-pouchesrender-1', '', '', '2018-09-27 16:59:53', '2018-09-27 16:59:53', '', 2161, 'http://cbx.cappendev.com/app/uploads/2018/09/GV_3D-PouchesRender-1.jpeg', 0, 'attachment', 'image/jpeg', 0), (2462, 0, '2018-09-27 16:59:54', '2018-09-27 16:59:54', '', 'AlgCantDance-copy', '', 'inherit', 'open', 'closed', '', 'algcantdance-copy', '', '', '2018-09-27 16:59:54', '2018-09-27 16:59:54', '', 2162, 'http://cbx.cappendev.com/app/uploads/2018/09/AlgCantDance-copy.jpg', 0, 'attachment', 'image/jpeg', 0), (2463, 0, '2018-09-27 16:59:55', '2018-09-27 16:59:55', '', '2_WF_fine_look_00081_HR_md-1', '', 'inherit', 'open', 'closed', '', '2_wf_fine_look_00081_hr_md-1', '', '', '2018-09-27 16:59:55', '2018-09-27 16:59:55', '', 2163, 'http://cbx.cappendev.com/app/uploads/2018/09/2_WF_fine_look_00081_HR_md-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2464, 0, '2018-09-27 16:59:56', '2018-09-27 16:59:56', '', 'kumandgo-marketplace-design_exterior_front-store-angle-1024x538-1', '', 'inherit', 'open', 'closed', '', 'kumandgo-marketplace-design_exterior_front-store-angle-1024x538-1', '', '', '2018-09-27 16:59:56', '2018-09-27 16:59:56', '', 2164, 'http://cbx.cappendev.com/app/uploads/2018/09/kumandgo-marketplace-design_exterior_front-store-angle-1024x538-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2465, 0, '2018-09-27 16:59:57', '2018-09-27 16:59:57', '', 'AVOrg_Lemon', '', 'inherit', 'open', 'closed', '', 'avorg_lemon', '', '', '2018-09-27 16:59:57', '2018-09-27 16:59:57', '', 2165, 'http://cbx.cappendev.com/app/uploads/2018/09/AVOrg_Lemon.jpg', 0, 'attachment', 'image/jpeg', 0), (2466, 0, '2018-09-27 17:00:38', '2018-09-27 17:00:38', '', 'DUANEREADE1_checkout', '', 'inherit', 'open', 'closed', '', 'duanereade1_checkout', '', '', '2018-09-27 17:00:38', '2018-09-27 17:00:38', '', 2167, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE1_checkout.jpg', 0, 'attachment', 'image/jpeg', 0), (2467, 0, '2018-09-27 17:00:39', '2018-09-27 17:00:39', '', 'Saks-Houston', '', 'inherit', 'open', 'closed', '', 'saks-houston', '', '', '2018-09-27 17:00:39', '2018-09-27 17:00:39', '', 2168, 'http://cbx.cappendev.com/app/uploads/2018/09/Saks-Houston.jpg', 0, 'attachment', 'image/jpeg', 0), (2468, 0, '2018-09-27 17:00:40', '2018-09-27 17:00:40', '', 'iconEmojis', '', 'inherit', 'open', 'closed', '', 'iconemojis', '', '', '2018-09-27 17:00:40', '2018-09-27 17:00:40', '', 2169, 'http://cbx.cappendev.com/app/uploads/2018/09/iconEmojis.jpg', 0, 'attachment', 'image/jpeg', 0), (2469, 0, '2018-09-27 17:00:40', '2018-09-27 17:00:40', '', 'IMG_5486', '', 'inherit', 'open', 'closed', '', 'img_5486', '', '', '2018-09-27 17:00:40', '2018-09-27 17:00:40', '', 2170, 'http://cbx.cappendev.com/app/uploads/2018/09/IMG_5486.png', 0, 'attachment', 'image/png', 0), (2470, 0, '2018-09-27 17:00:47', '2018-09-27 17:00:47', '', 'LIA', '', 'inherit', 'open', 'closed', '', 'lia', '', '', '2018-09-27 17:00:47', '2018-09-27 17:00:47', '', 2171, 'http://cbx.cappendev.com/app/uploads/2018/09/LIA.jpg', 0, 'attachment', 'image/jpeg', 0), (2471, 0, '2018-09-27 17:00:47', '2018-09-27 17:00:47', '', 'AVOrg_Orange', '', 'inherit', 'open', 'closed', '', 'avorg_orange', '', '', '2018-09-27 17:00:47', '2018-09-27 17:00:47', '', 2172, 'http://cbx.cappendev.com/app/uploads/2018/09/AVOrg_Orange.jpg', 0, 'attachment', 'image/jpeg', 0), (2472, 0, '2018-09-27 17:00:50', '2018-09-27 17:00:50', '', '09', '', 'inherit', 'open', 'closed', '', '09', '', '', '2018-09-27 17:00:50', '2018-09-27 17:00:50', '', 2173, 'http://cbx.cappendev.com/app/uploads/2018/09/09.jpg', 0, 'attachment', 'image/jpeg', 0), (2473, 0, '2018-09-27 17:00:52', '2018-09-27 17:00:52', '', '04', '', 'inherit', 'open', 'closed', '', '04', '', '', '2018-09-27 17:00:52', '2018-09-27 17:00:52', '', 2174, 'http://cbx.cappendev.com/app/uploads/2018/09/04.jpg', 0, 'attachment', 'image/jpeg', 0), (2474, 0, '2018-09-27 17:00:54', '2018-09-27 17:00:54', '', '15', '', 'inherit', 'open', 'closed', '', '15', '', '', '2018-09-27 17:00:54', '2018-09-27 17:00:54', '', 2175, 'http://cbx.cappendev.com/app/uploads/2018/09/15.jpg', 0, 'attachment', 'image/jpeg', 0), (2475, 0, '2018-09-27 17:00:56', '2018-09-27 17:00:56', '', '17', '', 'inherit', 'open', 'closed', '', '17-2', '', '', '2018-09-27 17:00:56', '2018-09-27 17:00:56', '', 2176, 'http://cbx.cappendev.com/app/uploads/2018/09/17.jpg', 0, 'attachment', 'image/jpeg', 0), (2476, 0, '2018-09-27 17:00:58', '2018-09-27 17:00:58', '', 'Taos_IL_5397_B', '', 'inherit', 'open', 'closed', '', 'taos_il_5397_b', '', '', '2018-09-27 17:00:58', '2018-09-27 17:00:58', '', 2177, 'http://cbx.cappendev.com/app/uploads/2018/09/Taos_IL_5397_B.jpg', 0, 'attachment', 'image/jpeg', 0), (2477, 0, '2018-09-27 17:01:01', '2018-09-27 17:01:01', '', 'GValley_garb2', '', 'inherit', 'open', 'closed', '', 'gvalley_garb2', '', '', '2018-09-27 17:01:01', '2018-09-27 17:01:01', '', 2179, 'http://cbx.cappendev.com/app/uploads/2018/09/GValley_garb2.jpg', 0, 'attachment', 'image/jpeg', 0), (2478, 0, '2018-09-27 17:01:02', '2018-09-27 17:01:02', '', '160216_Kum-Go-18748', '', 'inherit', 'open', 'closed', '', '160216_kum-go-18748', '', '', '2018-09-27 17:01:02', '2018-09-27 17:01:02', '', 2181, 'http://cbx.cappendev.com/app/uploads/2018/09/160216_Kum-Go-18748.jpg', 0, 'attachment', 'image/jpeg', 0), (2479, 0, '2018-09-27 17:01:07', '2018-09-27 17:01:07', '', 'CBX_mockingmainstreambrands_april2016_02', '', 'inherit', 'open', 'closed', '', 'cbx_mockingmainstreambrands_april2016_02', '', '', '2018-09-27 17:01:07', '2018-09-27 17:01:07', '', 2183, 'http://cbx.cappendev.com/app/uploads/2018/09/CBX_mockingmainstreambrands_april2016_02.jpeg', 0, 'attachment', 'image/jpeg', 0), (2480, 0, '2018-09-27 17:01:08', '2018-09-27 17:01:08', '', 'NJOY_8518', '', 'inherit', 'open', 'closed', '', 'njoy_8518', '', '', '2018-09-27 17:01:08', '2018-09-27 17:01:08', '', 2184, 'http://cbx.cappendev.com/app/uploads/2018/09/NJOY_8518.jpg', 0, 'attachment', 'image/jpeg', 0), (2481, 0, '2018-09-27 17:01:11', '2018-09-27 17:01:11', '', '09-1', '', 'inherit', 'open', 'closed', '', '09-1', '', '', '2018-09-27 17:01:11', '2018-09-27 17:01:11', '', 2185, 'http://cbx.cappendev.com/app/uploads/2018/09/09-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2482, 0, '2018-09-27 17:01:12', '2018-09-27 17:01:12', '', 'helllmanns_organic', '', 'inherit', 'open', 'closed', '', 'helllmanns_organic', '', '', '2018-09-27 17:01:12', '2018-09-27 17:01:12', '', 2186, 'http://cbx.cappendev.com/app/uploads/2018/09/helllmanns_organic.jpg', 0, 'attachment', 'image/jpeg', 0), (2483, 0, '2018-09-27 17:01:13', '2018-09-27 17:01:13', '', '18', '', 'inherit', 'open', 'closed', '', '18', '', '', '2018-09-27 17:01:13', '2018-09-27 17:01:13', '', 2187, 'http://cbx.cappendev.com/app/uploads/2018/09/18.jpg', 0, 'attachment', 'image/jpeg', 0), (2484, 0, '2018-09-27 17:01:15', '2018-09-27 17:01:15', '', 'Axion-Spot_1444_1050x665', '', 'inherit', 'open', 'closed', '', 'axion-spot_1444_1050x665', '', '', '2018-09-27 17:01:15', '2018-09-27 17:01:15', '', 2188, 'http://cbx.cappendev.com/app/uploads/2018/09/Axion-Spot_1444_1050x665.jpg', 0, 'attachment', 'image/jpeg', 0), (2485, 0, '2018-09-27 17:01:16', '2018-09-27 17:01:16', '', 'RED_interior_2653', '', 'inherit', 'open', 'closed', '', 'red_interior_2653', '', '', '2018-09-27 17:01:16', '2018-09-27 17:01:16', '', 2189, 'http://cbx.cappendev.com/app/uploads/2018/09/RED_interior_2653.jpg', 0, 'attachment', 'image/jpeg', 0), (2486, 0, '2018-09-27 17:01:16', '2018-09-27 17:01:16', '', '13', '', 'inherit', 'open', 'closed', '', '13', '', '', '2018-09-27 17:01:16', '2018-09-27 17:01:16', '', 2190, 'http://cbx.cappendev.com/app/uploads/2018/09/13.jpg', 0, 'attachment', 'image/jpeg', 0), (2487, 0, '2018-09-27 17:01:20', '2018-09-27 17:01:20', '', '2M7A0444', '', 'inherit', 'open', 'closed', '', '2m7a0444', '', '', '2018-09-27 17:01:20', '2018-09-27 17:01:20', '', 2191, 'http://cbx.cappendev.com/app/uploads/2018/09/2M7A0444.jpg', 0, 'attachment', 'image/jpeg', 0), (2488, 0, '2018-09-27 17:01:24', '2018-09-27 17:01:24', '', '05', '', 'inherit', 'open', 'closed', '', '05', '', '', '2018-09-27 17:01:24', '2018-09-27 17:01:24', '', 2192, 'http://cbx.cappendev.com/app/uploads/2018/09/05.jpg', 0, 'attachment', 'image/jpeg', 0), (2489, 0, '2018-09-27 17:01:26', '2018-09-27 17:01:26', '', '02', '', 'inherit', 'open', 'closed', '', '02', '', '', '2018-09-27 17:01:26', '2018-09-27 17:01:26', '', 2193, 'http://cbx.cappendev.com/app/uploads/2018/09/02.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2490, 0, '2018-09-27 17:01:27', '2018-09-27 17:01:27', '', 'whole-foods', '', 'inherit', 'open', 'closed', '', 'whole-foods', '', '', '2018-09-27 17:01:27', '2018-09-27 17:01:27', '', 2194, 'http://cbx.cappendev.com/app/uploads/2018/09/whole-foods.jpg', 0, 'attachment', 'image/jpeg', 0), (2491, 0, '2018-09-27 17:01:28', '2018-09-27 17:01:28', '', 'DuaneReade_dr_SS-copy', '', 'inherit', 'open', 'closed', '', 'duanereade_dr_ss-copy', '', '', '2018-09-27 17:01:28', '2018-09-27 17:01:28', '', 2196, 'http://cbx.cappendev.com/app/uploads/2018/09/DuaneReade_dr_SS-copy.jpg', 0, 'attachment', 'image/jpeg', 0), (2492, 0, '2018-09-27 17:01:31', '2018-09-27 17:01:31', '', 'avalon', '', 'inherit', 'open', 'closed', '', 'avalon', '', '', '2018-09-27 17:01:31', '2018-09-27 17:01:31', '', 2197, 'http://cbx.cappendev.com/app/uploads/2018/09/avalon.jpg', 0, 'attachment', 'image/jpeg', 0), (2493, 0, '2018-09-27 17:01:34', '2018-09-27 17:01:34', '', '04-1', '', 'inherit', 'open', 'closed', '', '04-1', '', '', '2018-09-27 17:01:34', '2018-09-27 17:01:34', '', 2199, 'http://cbx.cappendev.com/app/uploads/2018/09/04-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2494, 0, '2018-09-27 17:01:36', '2018-09-27 17:01:36', '', 'XH2R7600', '', 'inherit', 'open', 'closed', '', 'xh2r7600', '', '', '2018-09-27 17:01:36', '2018-09-27 17:01:36', '', 2201, 'http://cbx.cappendev.com/app/uploads/2018/09/XH2R7600.jpg', 0, 'attachment', 'image/jpeg', 0), (2495, 0, '2018-09-27 17:01:39', '2018-09-27 17:01:39', '', '07', '', 'inherit', 'open', 'closed', '', '07', '', '', '2018-09-27 17:01:39', '2018-09-27 17:01:39', '', 2206, 'http://cbx.cappendev.com/app/uploads/2018/09/07.jpg', 0, 'attachment', 'image/jpeg', 0), (2496, 0, '2018-09-27 17:01:40', '2018-09-27 17:01:40', '', '07', '', 'inherit', 'open', 'closed', '', '07-2', '', '', '2018-09-27 17:01:40', '2018-09-27 17:01:40', '', 2206, 'http://cbx.cappendev.com/app/uploads/2018/09/07.jpg', 0, 'attachment', 'image/jpeg', 0), (2497, 0, '2018-09-27 17:01:42', '2018-09-27 17:01:42', '', 'she-should-run', '', 'inherit', 'open', 'closed', '', 'she-should-run', '', '', '2018-09-27 17:01:42', '2018-09-27 17:01:42', '', 2209, 'http://cbx.cappendev.com/app/uploads/2018/09/she-should-run.jpg', 0, 'attachment', 'image/jpeg', 0), (2498, 0, '2018-09-27 17:01:42', '2018-09-27 17:01:42', '', 'ssrr', '', 'inherit', 'open', 'closed', '', 'ssrr', '', '', '2018-09-27 17:01:42', '2018-09-27 17:01:42', '', 2212, 'http://cbx.cappendev.com/app/uploads/2018/09/ssrr.jpg', 0, 'attachment', 'image/jpeg', 0), (2499, 0, '2018-09-27 17:01:47', '2018-09-27 17:01:47', '', 'lia', '', 'inherit', 'open', 'closed', '', 'lia-2', '', '', '2018-09-27 17:01:47', '2018-09-27 17:01:47', '', 2213, 'http://cbx.cappendev.com/app/uploads/2018/09/lia.png', 0, 'attachment', 'image/png', 0), (2500, 0, '2018-09-27 17:01:47', '2018-09-27 17:01:47', '', 'Screen-Shot-2016-07-27-at-3.44.42-PM', '', 'inherit', 'open', 'closed', '', 'screen-shot-2016-07-27-at-3-44-42-pm', '', '', '2018-09-27 17:01:47', '2018-09-27 17:01:47', '', 2216, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2016-07-27-at-3.44.42-PM.png', 0, 'attachment', 'image/png', 0), (2501, 0, '2018-09-27 17:01:50', '2018-09-27 17:01:50', '', 'urban', '', 'inherit', 'open', 'closed', '', 'urban', '', '', '2018-09-27 17:01:50', '2018-09-27 17:01:50', '', 2220, 'http://cbx.cappendev.com/app/uploads/2018/09/urban.jpg', 0, 'attachment', 'image/jpeg', 0), (2502, 0, '2018-09-27 17:01:51', '2018-09-27 17:01:51', '', 'Screen-Shot-2016-07-27-at-3.44.42-PM-1', '', 'inherit', 'open', 'closed', '', 'screen-shot-2016-07-27-at-3-44-42-pm-1', '', '', '2018-09-27 17:01:51', '2018-09-27 17:01:51', '', 2223, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2016-07-27-at-3.44.42-PM-1.png', 0, 'attachment', 'image/png', 0), (2503, 0, '2018-09-27 17:01:53', '2018-09-27 17:01:53', '', 'urban-dood', '', 'inherit', 'open', 'closed', '', 'urban-dood', '', '', '2018-09-27 17:01:53', '2018-09-27 17:01:53', '', 2226, 'http://cbx.cappendev.com/app/uploads/2018/09/urban-dood.jpg', 0, 'attachment', 'image/jpeg', 0), (2504, 0, '2018-09-27 17:01:54', '2018-09-27 17:01:54', '', 'Screen-Shot-2016-07-27-at-3.44.42-PM1', '', 'inherit', 'open', 'closed', '', 'screen-shot-2016-07-27-at-3-44-42-pm1', '', '', '2018-09-27 17:01:54', '2018-09-27 17:01:54', '', 2228, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2016-07-27-at-3.44.42-PM1.png', 0, 'attachment', 'image/png', 0), (2505, 0, '2018-09-27 17:01:55', '2018-09-27 17:01:55', '', 'DuaneReade_40wall_After_4484', '', 'inherit', 'open', 'closed', '', 'duanereade_40wall_after_4484', '', '', '2018-09-27 17:01:55', '2018-09-27 17:01:55', '', 2232, 'http://cbx.cappendev.com/app/uploads/2018/09/DuaneReade_40wall_After_4484.jpg', 0, 'attachment', 'image/jpeg', 0), (2506, 0, '2018-09-27 17:01:59', '2018-09-27 17:01:59', '', 'phone', '', 'inherit', 'open', 'closed', '', 'phone', '', '', '2018-09-27 17:01:59', '2018-09-27 17:01:59', '', 2234, 'http://cbx.cappendev.com/app/uploads/2018/09/phone.jpg', 0, 'attachment', 'image/jpeg', 0), (2507, 0, '2018-09-27 17:02:00', '2018-09-27 17:02:00', '', 'ch', '', 'inherit', 'open', 'closed', '', 'ch', '', '', '2018-09-27 17:02:00', '2018-09-27 17:02:00', '', 2237, 'http://cbx.cappendev.com/app/uploads/2018/09/ch.jpg', 0, 'attachment', 'image/jpeg', 0), (2508, 0, '2018-09-27 17:02:00', '2018-09-27 17:02:00', '', 'autumn-photo', '', 'inherit', 'open', 'closed', '', 'autumn-photo', '', '', '2018-09-27 17:02:00', '2018-09-27 17:02:00', '', 2240, 'http://cbx.cappendev.com/app/uploads/2018/09/autumn-photo.png', 0, 'attachment', 'image/png', 0), (2509, 0, '2018-09-27 17:02:00', '2018-09-27 17:02:00', '', 'new-man-cave-image.001', '', 'inherit', 'open', 'closed', '', 'new-man-cave-image-001', '', '', '2018-09-27 17:02:00', '2018-09-27 17:02:00', '', 2242, 'http://cbx.cappendev.com/app/uploads/2018/09/new-man-cave-image.001.jpeg', 0, 'attachment', 'image/jpeg', 0), (2510, 0, '2018-09-27 17:02:02', '2018-09-27 17:02:02', '', 'DuaneReade_40wall_After_4512', '', 'inherit', 'open', 'closed', '', 'duanereade_40wall_after_4512', '', '', '2018-09-27 17:02:02', '2018-09-27 17:02:02', '', 2249, 'http://cbx.cappendev.com/app/uploads/2018/09/DuaneReade_40wall_After_4512.jpg', 0, 'attachment', 'image/jpeg', 0), (2511, 0, '2018-09-27 17:02:05', '2018-09-27 17:02:05', '', 'new-man-cave-image.001-1', '', 'inherit', 'open', 'closed', '', 'new-man-cave-image-001-1', '', '', '2018-09-27 17:02:05', '2018-09-27 17:02:05', '', 2253, 'http://cbx.cappendev.com/app/uploads/2018/09/new-man-cave-image.001-1.jpeg', 0, 'attachment', 'image/jpeg', 0), (2512, 0, '2018-09-27 17:02:06', '2018-09-27 17:02:06', '', 'new-man-cave-image.001-2', '', 'inherit', 'open', 'closed', '', 'new-man-cave-image-001-2', '', '', '2018-09-27 17:02:06', '2018-09-27 17:02:06', '', 2258, 'http://cbx.cappendev.com/app/uploads/2018/09/new-man-cave-image.001-2.jpeg', 0, 'attachment', 'image/jpeg', 0), (2513, 0, '2018-09-27 17:02:06', '2018-09-27 17:02:06', '', 'Nan-final-9842-_intranet', '', 'inherit', 'open', 'closed', '', 'nan-final-9842-_intranet', '', '', '2018-09-27 17:02:06', '2018-09-27 17:02:06', '', 2264, 'http://cbx.cappendev.com/app/uploads/2018/09/Nan-final-9842-_intranet.jpg', 0, 'attachment', 'image/jpeg', 0), (2514, 0, '2018-09-27 17:02:06', '2018-09-27 17:02:06', '', 'new-man-cave-image.001-3', '', 'inherit', 'open', 'closed', '', 'new-man-cave-image-001-3', '', '', '2018-09-27 17:02:06', '2018-09-27 17:02:06', '', 2267, 'http://cbx.cappendev.com/app/uploads/2018/09/new-man-cave-image.001-3.jpeg', 0, 'attachment', 'image/jpeg', 0), (2515, 0, '2018-09-27 17:02:06', '2018-09-27 17:02:06', '', 'Nan-final-9842-_intranet-1', '', 'inherit', 'open', 'closed', '', 'nan-final-9842-_intranet-1', '', '', '2018-09-27 17:02:06', '2018-09-27 17:02:06', '', 2270, 'http://cbx.cappendev.com/app/uploads/2018/09/Nan-final-9842-_intranet-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2516, 0, '2018-09-27 17:02:07', '2018-09-27 17:02:07', '', 'pent', '', 'inherit', 'open', 'closed', '', 'pent', '', '', '2018-09-27 17:02:07', '2018-09-27 17:02:07', '', 2273, 'http://cbx.cappendev.com/app/uploads/2018/09/pent.jpg', 0, 'attachment', 'image/jpeg', 0), (2517, 0, '2018-09-27 17:02:07', '2018-09-27 17:02:07', '', 'pent-feature', '', 'inherit', 'open', 'closed', '', 'pent-feature', '', '', '2018-09-27 17:02:07', '2018-09-27 17:02:07', '', 2275, 'http://cbx.cappendev.com/app/uploads/2018/09/pent-feature.jpg', 0, 'attachment', 'image/jpeg', 0), (2518, 0, '2018-09-27 17:02:07', '2018-09-27 17:02:07', '', 'Nan-final-9842-_proposal', '', 'inherit', 'open', 'closed', '', 'nan-final-9842-_proposal', '', '', '2018-09-27 17:02:07', '2018-09-27 17:02:07', '', 2277, 'http://cbx.cappendev.com/app/uploads/2018/09/Nan-final-9842-_proposal.jpg', 0, 'attachment', 'image/jpeg', 0), (2519, 0, '2018-09-27 17:02:08', '2018-09-27 17:02:08', '', 'Verbal-Identity-Jury', '', 'inherit', 'open', 'closed', '', 'verbal-identity-jury', '', '', '2018-09-27 17:02:08', '2018-09-27 17:02:08', '', 2278, 'http://cbx.cappendev.com/app/uploads/2018/09/Verbal-Identity-Jury.jpg', 0, 'attachment', 'image/jpeg', 0), (2520, 0, '2018-09-27 17:02:09', '2018-09-27 17:02:09', '', 'Allison-K-final-retouch-_proposal', '', 'inherit', 'open', 'closed', '', 'allison-k-final-retouch-_proposal', '', '', '2018-09-27 17:02:09', '2018-09-27 17:02:09', '', 2279, 'http://cbx.cappendev.com/app/uploads/2018/09/Allison-K-final-retouch-_proposal.jpg', 0, 'attachment', 'image/jpeg', 0), (2521, 0, '2018-09-27 17:02:09', '2018-09-27 17:02:09', '', 'statues_about_big', '', 'inherit', 'open', 'closed', '', 'statues_about_big', '', '', '2018-09-27 17:02:09', '2018-09-27 17:02:09', '', 2281, 'http://cbx.cappendev.com/app/uploads/2018/09/statues_about_big.jpg', 0, 'attachment', 'image/jpeg', 0), (2522, 0, '2018-09-27 17:02:11', '2018-09-27 17:02:11', '', 'UBK_4_designerseries_HI', '', 'inherit', 'open', 'closed', '', 'ubk_4_designerseries_hi', '', '', '2018-09-27 17:02:11', '2018-09-27 17:02:11', '', 2282, 'http://cbx.cappendev.com/app/uploads/2018/09/UBK_4_designerseries_HI.jpg', 0, 'attachment', 'image/jpeg', 0), (2523, 0, '2018-09-27 17:02:14', '2018-09-27 17:02:14', '', '160216_Kum-Go-18748-1', '', 'inherit', 'open', 'closed', '', '160216_kum-go-18748-1', '', '', '2018-09-27 17:02:14', '2018-09-27 17:02:14', '', 2283, 'http://cbx.cappendev.com/app/uploads/2018/09/160216_Kum-Go-18748-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2524, 0, '2018-09-27 17:02:20', '2018-09-27 17:02:20', '', 'Walgreens_Nice_IL', '', 'inherit', 'open', 'closed', '', 'walgreens_nice_il', '', '', '2018-09-27 17:02:20', '2018-09-27 17:02:20', '', 2284, 'http://cbx.cappendev.com/app/uploads/2018/09/Walgreens_Nice_IL.jpg', 0, 'attachment', 'image/jpeg', 0), (2525, 0, '2018-09-27 17:02:23', '2018-09-27 17:02:23', '', 'van-gogh', '', 'inherit', 'open', 'closed', '', 'van-gogh', '', '', '2018-09-27 17:02:23', '2018-09-27 17:02:23', '', 2285, 'http://cbx.cappendev.com/app/uploads/2018/09/van-gogh.jpg', 0, 'attachment', 'image/jpeg', 0), (2526, 0, '2018-09-27 17:02:24', '2018-09-27 17:02:24', '', 'image-1', '', 'inherit', 'open', 'closed', '', 'image-1', '', '', '2018-09-27 17:02:24', '2018-09-27 17:02:24', '', 2286, 'http://cbx.cappendev.com/app/uploads/2018/09/image-1.png', 0, 'attachment', 'image/png', 0), (2527, 0, '2018-09-27 17:02:28', '2018-09-27 17:02:28', '', '1', '', 'inherit', 'open', 'closed', '', '1-2', '', '', '2018-09-27 17:02:28', '2018-09-27 17:02:28', '', 2287, 'http://cbx.cappendev.com/app/uploads/2018/09/1.png', 0, 'attachment', 'image/png', 0), (2528, 0, '2018-09-27 17:02:31', '2018-09-27 17:02:31', '', 'DuaneReade_Spring_After_17', '', 'inherit', 'open', 'closed', '', 'duanereade_spring_after_17', '', '', '2018-09-27 17:02:31', '2018-09-27 17:02:31', '', 2288, 'http://cbx.cappendev.com/app/uploads/2018/09/DuaneReade_Spring_After_17.jpg', 0, 'attachment', 'image/jpeg', 0), (2529, 0, '2018-09-27 17:02:32', '2018-09-27 17:02:32', '', 'hey', '', 'inherit', 'open', 'closed', '', 'hey', '', '', '2018-09-27 17:02:32', '2018-09-27 17:02:32', '', 2289, 'http://cbx.cappendev.com/app/uploads/2018/09/hey.jpg', 0, 'attachment', 'image/jpeg', 0), (2530, 0, '2018-09-27 17:02:33', '2018-09-27 17:02:33', '', 'fisting', '', 'inherit', 'open', 'closed', '', 'fisting', '', '', '2018-09-27 17:02:33', '2018-09-27 17:02:33', '', 2290, 'http://cbx.cappendev.com/app/uploads/2018/09/fisting.png', 0, 'attachment', 'image/png', 0), (2531, 0, '2018-09-27 17:02:35', '2018-09-27 17:02:35', '', 'ivankt', '', 'inherit', 'open', 'closed', '', 'ivankt', '', '', '2018-09-27 17:02:35', '2018-09-27 17:02:35', '', 2291, 'http://cbx.cappendev.com/app/uploads/2018/09/ivankt.jpg', 0, 'attachment', 'image/jpeg', 0), (2532, 0, '2018-09-27 17:02:36', '2018-09-27 17:02:36', '', 'anners', '', 'inherit', 'open', 'closed', '', 'anners', '', '', '2018-09-27 17:02:36', '2018-09-27 17:02:36', '', 2292, 'http://cbx.cappendev.com/app/uploads/2018/09/anners.jpg', 0, 'attachment', 'image/jpeg', 0), (2533, 0, '2018-09-27 17:02:36', '2018-09-27 17:02:36', '', 'whole-foods-1', '', 'inherit', 'open', 'closed', '', 'whole-foods-1', '', '', '2018-09-27 17:02:36', '2018-09-27 17:02:36', '', 2293, 'http://cbx.cappendev.com/app/uploads/2018/09/whole-foods-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2534, 0, '2018-09-27 17:02:37', '2018-09-27 17:02:37', '', 'whole-foods-1-1', '', 'inherit', 'open', 'closed', '', 'whole-foods-1-1', '', '', '2018-09-27 17:02:37', '2018-09-27 17:02:37', '', 2294, 'http://cbx.cappendev.com/app/uploads/2018/09/whole-foods-1-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2535, 0, '2018-09-27 17:02:38', '2018-09-27 17:02:38', '', 'Screen-Shot-2017-07-06-at-2.56.04-PM', '', 'inherit', 'open', 'closed', '', 'screen-shot-2017-07-06-at-2-56-04-pm', '', '', '2018-09-27 17:02:38', '2018-09-27 17:02:38', '', 2295, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2017-07-06-at-2.56.04-PM.png', 0, 'attachment', 'image/png', 0), (2536, 0, '2018-09-27 17:02:39', '2018-09-27 17:02:39', '', 'Screen-Shot-2017-08-03-at-11.10.51-AM', '', 'inherit', 'open', 'closed', '', 'screen-shot-2017-08-03-at-11-10-51-am', '', '', '2018-09-27 17:02:39', '2018-09-27 17:02:39', '', 2296, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2017-08-03-at-11.10.51-AM.png', 0, 'attachment', 'image/png', 0), (2537, 0, '2018-09-27 17:02:39', '2018-09-27 17:02:39', '', 'Screen-Shot-2017-08-10-at-11.48.29-AM', '', 'inherit', 'open', 'closed', '', 'screen-shot-2017-08-10-at-11-48-29-am', '', '', '2018-09-27 17:02:39', '2018-09-27 17:02:39', '', 2297, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2017-08-10-at-11.48.29-AM.png', 0, 'attachment', 'image/png', 0), (2538, 0, '2018-09-27 17:02:40', '2018-09-27 17:02:40', '', '06-clear-labeling', '', 'inherit', 'open', 'closed', '', '06-clear-labeling', '', '', '2018-09-27 17:02:40', '2018-09-27 17:02:40', '', 2298, 'http://cbx.cappendev.com/app/uploads/2018/09/06-clear-labeling.jpg', 0, 'attachment', 'image/jpeg', 0), (2539, 0, '2018-09-27 17:03:22', '2018-09-27 17:03:22', '', 'she-should-run-1', '', 'inherit', 'open', 'closed', '', 'she-should-run-1', '', '', '2018-09-27 17:03:22', '2018-09-27 17:03:22', '', 2299, 'http://cbx.cappendev.com/app/uploads/2018/09/she-should-run-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2540, 0, '2018-09-27 17:03:24', '2018-09-27 17:03:24', '', 'Screen-Shot-2017-11-30-at-12.37.42-PM', '', 'inherit', 'open', 'closed', '', 'screen-shot-2017-11-30-at-12-37-42-pm', '', '', '2018-09-27 17:03:24', '2018-09-27 17:03:24', '', 2300, 'http://cbx.cappendev.com/app/uploads/2018/09/Screen-Shot-2017-11-30-at-12.37.42-PM.png', 0, 'attachment', 'image/png', 0), (2541, 0, '2018-09-27 17:03:25', '2018-09-27 17:03:25', '', 'dc', '', 'inherit', 'open', 'closed', '', 'dc', '', '', '2018-09-27 17:03:25', '2018-09-27 17:03:25', '', 2301, 'http://cbx.cappendev.com/app/uploads/2018/09/dc.jpg', 0, 'attachment', 'image/jpeg', 0), (2542, 0, '2018-09-27 17:03:25', '2018-09-27 17:03:25', '', 'king', '', 'inherit', 'open', 'closed', '', 'king', '', '', '2018-09-27 17:03:25', '2018-09-27 17:03:25', '', 2302, 'http://cbx.cappendev.com/app/uploads/2018/09/king.jpg', 0, 'attachment', 'image/jpeg', 0), (2543, 0, '2018-09-27 17:03:26', '2018-09-27 17:03:26', '', 'dieline-1', '', 'inherit', 'open', 'closed', '', 'dieline-1', '', '', '2018-09-27 17:03:26', '2018-09-27 17:03:26', '', 2303, 'http://cbx.cappendev.com/app/uploads/2018/09/dieline-1.jpg', 0, 'attachment', 'image/jpeg', 0), (2544, 0, '2018-09-27 17:03:26', '2018-09-27 17:03:26', '', 'Belmsomra-1DSC07059', '', 'inherit', 'open', 'closed', '', 'belmsomra-1dsc07059', '', '', '2018-09-27 17:03:26', '2018-09-27 17:03:26', '', 2304, 'http://cbx.cappendev.com/app/uploads/2018/09/Belmsomra-1DSC07059.jpeg', 0, 'attachment', 'image/jpeg', 0), (2545, 0, '2018-09-27 17:03:27', '2018-09-27 17:03:27', '', 'ssr-2-dragged', '', 'inherit', 'open', 'closed', '', 'ssr-2-dragged', '', '', '2018-09-27 17:03:27', '2018-09-27 17:03:27', '', 2305, 'http://cbx.cappendev.com/app/uploads/2018/09/ssr-2-dragged.jpg', 0, 'attachment', 'image/jpeg', 0), (2546, 0, '2018-09-27 17:03:28', '2018-09-27 17:03:28', '', 'Belmsomra-1DSC07059-1', '', 'inherit', 'open', 'closed', '', 'belmsomra-1dsc07059-1', '', '', '2018-09-27 17:03:28', '2018-09-27 17:03:28', '', 2306, 'http://cbx.cappendev.com/app/uploads/2018/09/Belmsomra-1DSC07059-1.jpeg', 0, 'attachment', 'image/jpeg', 0), (2547, 0, '2018-09-27 17:03:29', '2018-09-27 17:03:29', '', '2017-10-10-17.10.31-1080x675', '', 'inherit', 'open', 'closed', '', '2017-10-10-17-10-31-1080x675', '', '', '2018-09-27 17:03:29', '2018-09-27 17:03:29', '', 2307, 'http://cbx.cappendev.com/app/uploads/2018/09/2017-10-10-17.10.31-1080x675.jpg', 0, 'attachment', 'image/jpeg', 0), (2548, 0, '2018-09-27 17:03:29', '2018-09-27 17:03:29', '', 'Haryy-forPlacementOnly-LowRez', '', 'inherit', 'open', 'closed', '', 'haryy-forplacementonly-lowrez', '', '', '2018-09-27 17:03:29', '2018-09-27 17:03:29', '', 2308, 'http://cbx.cappendev.com/app/uploads/2018/09/Haryy-forPlacementOnly-LowRez.jpg', 0, 'attachment', 'image/jpeg', 0), (2549, 0, '2018-09-27 17:03:30', '2018-09-27 17:03:30', '', 'genz-tech-HERO', '', 'inherit', 'open', 'closed', '', 'genz-tech-hero', '', '', '2018-09-27 17:03:30', '2018-09-27 17:03:30', '', 2309, 'http://cbx.cappendev.com/app/uploads/2018/09/genz-tech-HERO.png', 0, 'attachment', 'image/png', 0), (2550, 0, '2018-09-27 17:03:33', '2018-09-27 17:03:33', '', 'Regent_Street_Apple_Store_London_12297897574_o', '', 'inherit', 'open', 'closed', '', 'regent_street_apple_store_london_12297897574_o', '', '', '2018-09-27 17:03:33', '2018-09-27 17:03:33', '', 2310, 'http://cbx.cappendev.com/app/uploads/2018/09/Regent_Street_Apple_Store_London_12297897574_o.jpg', 0, 'attachment', 'image/jpeg', 0), (2551, 2, '2018-09-27 17:07:42', '0000-00-00 00:00:00', '', 'Auto Draft', '', 'auto-draft', 'open', 'open', '', '', '', '', '2018-09-27 17:07:42', '0000-00-00 00:00:00', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=2551', 0, 'work', '', 0), (2552, 2, '2018-09-27 17:27:45', '2018-09-27 17:27:45', '', 'Deep Rooted
    Beauty', '', 'publish', 'open', 'open', '', 'deep-rooted-beauty', '', '', '2018-10-02 13:54:26', '2018-10-02 13:54:26', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=2552', 0, 'work', '', 0), (2553, 2, '2018-09-27 17:10:42', '2018-09-27 17:10:42', '', 'Avalon-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'avalon-1-1920_1080-2', '', '', '2018-09-27 17:10:42', '2018-09-27 17:10:42', '', 2552, 'http://cbx.cappendev.com/app/uploads/2018/09/Avalon-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (2554, 2, '2018-09-27 17:11:38', '2018-09-27 17:11:38', '', 'Avalon-thumbnail', '', 'inherit', 'open', 'closed', '', 'avalon-thumbnail', '', '', '2018-09-27 17:11:38', '2018-09-27 17:11:38', '', 2552, 'http://cbx.cappendev.com/app/uploads/2018/09/Avalon-thumbnail.jpg', 0, 'attachment', 'image/jpeg', 0), (2555, 2, '2018-09-27 17:20:11', '2018-09-27 17:20:11', '', 'Avalon-2-1920_1625', '', 'inherit', 'open', 'closed', '', 'avalon-2-1920_1625-2', '', '', '2018-09-27 17:20:11', '2018-09-27 17:20:11', '', 2552, 'http://cbx.cappendev.com/app/uploads/2018/09/Avalon-2-1920_1625.jpg', 0, 'attachment', 'image/jpeg', 0), (2556, 2, '2018-09-27 17:20:53', '2018-09-27 17:20:53', '', 'Avalon-3-1920_800', '', 'inherit', 'open', 'closed', '', 'avalon-3-1920_800-2', '', '', '2018-09-27 17:20:53', '2018-09-27 17:20:53', '', 2552, 'http://cbx.cappendev.com/app/uploads/2018/09/Avalon-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (2557, 2, '2018-09-27 17:21:43', '2018-09-27 17:21:43', '', 'Avalon-4-1920_1080', '', 'inherit', 'open', 'closed', '', 'avalon-4-1920_1080-2', '', '', '2018-09-27 17:21:43', '2018-09-27 17:21:43', '', 2552, 'http://cbx.cappendev.com/app/uploads/2018/09/Avalon-4-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (2558, 2, '2018-09-27 17:21:53', '2018-09-27 17:21:53', '', 'Deep Rooted
    Beauty', '', 'inherit', 'closed', 'closed', '', '2552-revision-v1', '', '', '2018-09-27 17:21:53', '2018-09-27 17:21:53', '', 2552, 'http://cbx.cappendev.com/2552-revision-v1', 0, 'revision', '', 0), (2559, 2, '2018-09-27 17:27:45', '2018-09-27 17:27:45', '', 'Deep Rooted
    Beauty', '', 'inherit', 'closed', 'closed', '', '2552-revision-v1', '', '', '2018-09-27 17:27:45', '2018-09-27 17:27:45', '', 2552, 'http://cbx.cappendev.com/2552-revision-v1', 0, 'revision', '', 0), (2560, 2, '2018-09-27 17:41:36', '2018-09-27 17:41:36', '', 'A Modern
    Classic', '', 'publish', 'open', 'open', '', 'a-modernclassic', '', '', '2018-10-02 14:39:37', '2018-10-02 14:39:37', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=2560', 0, 'work', '', 0), (2561, 2, '2018-09-27 17:31:51', '2018-09-27 17:31:51', '', 'TAOS-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'taos-1-1920_1080', '', '', '2018-09-27 17:31:51', '2018-09-27 17:31:51', '', 2560, 'http://cbx.cappendev.com/app/uploads/2018/09/TAOS-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (2562, 2, '2018-09-27 17:33:35', '2018-09-27 17:33:35', '', 'TAOS-thumbnail', '', 'inherit', 'open', 'closed', '', 'taos-thumbnail', '', '', '2018-09-27 17:33:35', '2018-09-27 17:33:35', '', 2560, 'http://cbx.cappendev.com/app/uploads/2018/09/TAOS-thumbnail.jpg', 0, 'attachment', 'image/jpeg', 0), (2563, 2, '2018-09-27 17:34:48', '2018-09-27 17:34:48', '', 'TAOS-2-1920_1080', '', 'inherit', 'open', 'closed', '', 'taos-2-1920_1080', '', '', '2018-09-27 17:34:48', '2018-09-27 17:34:48', '', 2560, 'http://cbx.cappendev.com/app/uploads/2018/09/TAOS-2-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (2564, 2, '2018-09-27 17:36:43', '2018-09-27 17:36:43', '', 'TAOS-3-1920_800', '', 'inherit', 'open', 'closed', '', 'taos-3-1920_800', '', '', '2018-09-27 17:36:43', '2018-09-27 17:36:43', '', 2560, 'http://cbx.cappendev.com/app/uploads/2018/09/TAOS-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (2565, 2, '2018-09-27 17:37:32', '2018-09-27 17:37:32', '', 'TAOS-4-C1-1920_800', '', 'inherit', 'open', 'closed', '', 'taos-4-c1-1920_800', '', '', '2018-09-27 17:37:32', '2018-09-27 17:37:32', '', 2560, 'http://cbx.cappendev.com/app/uploads/2018/09/TAOS-4-C1-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (2566, 2, '2018-09-27 17:38:00', '2018-09-27 17:38:00', '', 'TAOS-5-1920_1080', '', 'inherit', 'open', 'closed', '', 'taos-5-1920_1080', '', '', '2018-09-27 17:38:00', '2018-09-27 17:38:00', '', 2560, 'http://cbx.cappendev.com/app/uploads/2018/09/TAOS-5-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (2567, 2, '2018-09-27 17:38:10', '2018-09-27 17:38:10', '', 'A Modern
    Classic', '', 'inherit', 'closed', 'closed', '', '2560-revision-v1', '', '', '2018-09-27 17:38:10', '2018-09-27 17:38:10', '', 2560, 'http://cbx.cappendev.com/2560-revision-v1', 0, 'revision', '', 0), (2568, 2, '2018-09-27 17:41:19', '2018-09-27 17:41:19', '', 'A Modern
    Classic', '', 'inherit', 'closed', 'closed', '', '2560-revision-v1', '', '', '2018-09-27 17:41:19', '2018-09-27 17:41:19', '', 2560, 'http://cbx.cappendev.com/2560-revision-v1', 0, 'revision', '', 0), (2569, 2, '2018-09-27 17:41:36', '2018-09-27 17:41:36', '', 'A Modern
    Classic', '', 'inherit', 'closed', 'closed', '', '2560-revision-v1', '', '', '2018-09-27 17:41:36', '2018-09-27 17:41:36', '', 2560, 'http://cbx.cappendev.com/2560-revision-v1', 0, 'revision', '', 0), (2570, 2, '2018-10-02 13:48:37', '2018-10-02 13:48:37', '', 'Designed
    To Delight', '', 'publish', 'open', 'open', '', 'designedto-delight', '', '', '2018-10-02 13:50:19', '2018-10-02 13:50:19', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=2570', 0, 'work', '', 0), (2571, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'When Terpel wanted to reinvent itself a few years back, the Columbian oil and gas company sought to envision the gas station of the future. The design for its next generation of properties included wing-like canopies flying over the pumps, along with service bars, modern furniture and other unexpected flourishes inside its c-stores. In a nod to modern day technologies, Terpel even explored a wide range of options that included gas canopies sporting solar panels, park-like “green” roofs, recycled-asphalt parking lots, and roof structures illuminated by dramatic skylights and energy-sipping LEDs.\r\nEnvisioning the future in this way can be a valuable exercise. But the point is not to make predictions that will come true in 10 or 20 years’ time. Rather, it is to make thinking creatively about how today’s trends might shape tomorrow’s gas stations a regular practice. And when it comes to today’s trends, one of the most important is the need to create and develop meaningful brand experiences.\r\nWhile petroleum companies will continue to try to differentiate themselves at the pump—offering the cheapest gasoline and/or the highest-performance additives—the fact remains that gas has become a commodity purchase for most consumers. How, then, do you get people to purposefully drive past your competitors and spend their money with you?\r\n\r\nFor the likes of Wawa, RaceTrac, Speedway, QuickTrip and Sheetz, the answer has been to focus on the customer journey. The idea is to make sure all aspects of the experience—from seeing a sign on the interstate, to pulling up to the pump, to walking out of the store with a steaming cup of java in your hand—will deepen your connection to the brand. Petroleum company executives are correct, then, to focus on securing control of the entire property—gas pumps, c-stores, carwashes and everything in between (up to and including websites and mobile apps). After all, this is the only way to completely safeguard the integrity of the customer journey, and to brand it distinctively.\r\n\r\nIn years to come, count on the petroleum industry to get even more sophisticated about their brands. For some, this will mean introducing more color, personality and humor, which is precisely what we have been seeing over the past few years across retail, consumer products and other sectors.\r\n\r\nImagine what would happen if Richard Branson, the outlandish founder of Virgin Group, were to get his hands on a portfolio of gas stations. You can bet the journey would be more whimsical, futuristic and fun than what we have come to expect—with a social conscience thrown in to boot. Technology would certainly be a part of the picture. At Virgin’s gas stations, dashboard-mounted RFID chips might enable members of the loyalty program to simply drive up to the pump, fill their tanks and drive off. No need to swipe a card or hand cash to the clerk inside.\r\n\r\nBut the challenge remains; how do companies encourage such customers to go inside of the site’s c-store? Maybe the pump reads the RFID chip, analyzes the customer’s preferences (the customer buys coffee and donuts every other week) and pushes a customized message to his iPhone: “Greetings. It’s great to see you again. As a token of our appreciation, just show this text to the cashier and you’ll get half-off your regular coffee and donuts.”\r\n\r\nIn the years to come, we know technology will continue advancing rapidly. It will become easier to pay for stuff—whether you’re talking about gas or potato chips. And of course, the POS system will know more about you, too (whether you find this creepy or convenient). The trick for petroleum companies is to incorporate such advances in ways that feel true to their brands. If your pumps have TV monitors or play music, that’s great. But is the content you play synched to the customer journey or disconnected from it? Let’s say a brand has some retro elements that the company has chosen to play up at other touch points. Why inundate your shoppers with the latest pop songs? It would make more sense, given your brand attributes, to play a loud “ding-ding!” as they pull up to the pumps, with 1950s Elvis or big-band music wafting from the speakers as they stand there and pump their gas. Rather than mash-ups of the morning news, the TV monitors could play cheeky, nostalgic visuals that echo your brand.\r\n\r\nThe notion here is to explore the potential for brand-right fueling experiences. If your brand attributes include “freedom,” “choice” and “convenience,” for example, you could have pumps that work just like everyone else’s—or you could strive to make the fueling experience noticeably faster and easier, on the industry’s leading edge. Like the individual words in a sentence, all elements of the fueling experience—from the design of the canopies and pumps, to payment-processing interfaces, to the types of fuels available—send a message to customers.\r\n\r\nIt’s important to think carefully about the messages you’re sending. Branding the journey is important elsewhere as well. Food, for example, is an increasingly important trend for the c-store business. Part of the reason—lifelong habits form early. According to the research firm NPD, Millennials have embraced c-stores’ broader food offerings in surprising ways, given the assumption that this generation prefers all things artisan and local. According to the research firm, c-stores accounted for 11.1% of Millennials’ food and beverage stops in 2014, up from 7.7% back in 2006. These younger customers also are big fans of fast-casual dining, which accounted for 6.1% of their F&B stops last year. Thus, c-stores that incorporate elements of fast-casual into their food and beverage approaches stand a good chance of winning lifelong customers.\r\n\r\nBut for the aforementioned retro gas station, it would be one thing to try to clone Chipotle Mexican Grill and quite another to put a brand-right spin on the idea to bring QSR into the c-store. Wouldn’t a throwback hamburger concept be just as popular, and bolster the brand?\r\n\r\nMajor site-configuration changes, too, could be filtered through the brand: If you replace your carwashes with battery-swapping or rapid-charge stations for electric vehicles in, say, 2021, one way to approach this would be to simply add the new amenities and advertise them, almost as a public service. Wouldn’t it be better, though, to make those changes with some panache and theater—to write a new chapter for your larger customer journey? They could be integrated into a brand-reinforcing, story-driven advertising campaign, with strong graphics, mobile web marketing and more.\r\n\r\nWhatever the future brings in terms of technology, site configuration or anything else, do some careful thinking about how to make those changes in ways that reinforce your brand and encourage people to see the experience as consonant rather than dissonant. “Honey, Virgin Gas now has these pickup stations where you can order stuff from Best Buy or Walmart and pick it up right in their parking lot,” says Future Man to his wife. “What’ll Virgin think of next?”\r\n\r\nPeople are searching for meaningful experiences, and this is likely to be just as true tomorrow as it is today. If commoditized merchandise is easy to acquire now, think about how easy it will be 10 or 20 years hence when delivery drones are crisscrossing the skies and you can 3D print anything you want (except maybe gasoline). But people don’t want just any old experience; they want experiences that speak to their values and personalities. In the future, customers will choose gasoline brands that appeal to their sense of identity, not just their wallets or pocketbooks (if those even still exist…).\r\n\r\nBrand identity will continue to be increasingly important in the years to come. Simply put, those who create the most integrated and compelling customer journeys will win the day, with fundamentals such as price, convenience or having the right real estate being the price of admission. So think hard about the future, but also carefully consider your brand by looking within. Your customers want to know that you get them. How can you get them if you don’t even know who you are?\r\n\r\nThe full article is available here.\r\n\r\n ', '‘Know Thyself’: For Petroleum Brands, The Future of Retail is About Looking Within', '', 'inherit', 'closed', 'closed', '', '2078-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 2078, 'http://cbx.cappendev.com/2078-revision-v1', 0, 'revision', '', 0), (2572, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'By Crosby Renwick,\nThe pundits say retail, as we’ve known it since the ancient Egyptians, is coming to an end. Ouch. That’s big. You have to admit the logic is not bad: When retail is literally everywhere, when we can buy virtually anything off our phones and have it delivered, why go to a store?\n\nThis recalls when Pablo Picasso was asked if painting human figures was still possible after the technologies of photography and cinema were depicting them much more truly. His response was, “Now at least we know everything that painting isn\'t.” Technology had killed painting’s previous purpose: depiction. But, on the other hand, technology freed painting to become something else.\n\nRetail has always been about bringing mostly other people’s goods together at a location convenient for your customers. Throughout history, retailers added value by giving consumers easy access to a variety of goods. Whether it was a town marketplace, a store, or a mall, consumers had to go to the purveyors of physical goods. Now, retailers come to us through our digital devices.\n\nSo, is retail really dead? No, but its role is changing. Many stores will close in the decades to come. But like painting in the time of Picasso, retail real estate has greater freedom to become something new. Sure, demand will persist for restaurants, haircutters, masseurs and healthcare providers — all of which provide things that cannot be obtained in the digital world — but the likes of pharmacies, banks, apparel stores and electronics outlets will close by the thousands because they can’t boost their margins to pay for the space and staff. Once their leases are up, retailers will downsize physical stores to upsize their digital presences. Why pay rent and salaries when consumers are ordering from their phones?\n\nWhat to do with the empty storefronts? The success of social media provides the clue because it highlights the deep desire for human connection. People get lonely. They’ll pay for the chance to enjoy real-world social experiences with others who have similar interests.\n\nWhat do I mean by social experiences?\n\nThink of sporting events. You can see most New York Giants games on high-definition TV at no additional cost — and you’re so close to the action you can see the bead of sweat on the quarterback’s forehead. Actually going to a Giants game will run you at least $100 with parking, and you’re unlikely to even be able to make out the numbers on the jerseys. But even with hi-def TV, most of the tickets to the actual experience are sold months in advance. Why? Because of the energy, excitement, vibe and buzz of the like-minded people around you. Memories are made at experiences like these, not in front of the TV. The ceremony of putting your hand on your heart and singing “The Star Spangled Banner” along with the players is a time of reflection, connection and patriotism. And for many of us, the bragging rights of being able to talk about the game in the office the next day is worth the money alone.\n\nAnd think of some of your fondest college memories — the parties, the autumn leaves in the quad, spring break, football games, not to mention lifelong friends. Today, online education allows millions of people to go to college at a fraction of the cost, and in the comfort of their own homes. However, getting an online degree forces the student to miss out on all of the social and sensory elements of actually going to school. Much like online retail, you can get the “product” in the comfort of your living room, but you miss out on the actual experience of getting a four-year degree on an actual college campus.\n\nIf you’re religious you could get all the sermons you want online or on TV. And yet we still like to go. Again, it feels good to be around people who affirm what you believe, and a religious service offers some of the best people-watching in town, along with soaring architecture, stained-glass windows and a pitch-perfect choir — pretty emotional stuff. And let’s not forget the post-service coffee gathering, where there’s always good gossip, new business contacts and donuts.\n\nFinally, a few years ago I paid $75 to go to a Bruce Springsteen concert where I was so far from the stage I couldn’t make out the Boss’s face even with binoculars. I loved it. Hanging out with 70,000 others who think the same thing visibly and powerfully is completely validating to your belief system and your allegiances. You can’t buy that on your phone for all the money in the world.\n\nThese are the kinds of social experiences people pay money for. Am I suggesting a chain of stores that hosts rock concerts? No. But lessons drawn from these social experiences can and should be applied to retail. Lululemon has already done so with its in-store yoga classes. Likewise, I’d love a store where I could buy clothes that speak to the sensibilities of the classic rock fan. Where the staff would “get” me. Where I could hook up with other classic rock fans to take a road trip to some cool concert. Where I could make friends with people who appreciate what I appreciate. I’ll pay much more for jeans from there than from anywhere else.\n\nAt the very least, shopping in a physical store has to be as much about social experiences, unique environments and customer validation as it is about the merchandise. After all, today’s shoppers can have nearly any merchandise brought right to their doors with little more than the swipe of a finger. But if we can bring them the kinds of experiences that forge memories, friendships and lifelong brand loyalties, they will keep getting in their cars and coming to us — just as they have since the days of the pharaohs.\n\nhttp://chainstoreage.com/article/%E2%80%98social-retail%E2%80%99-rescue', '‘Social Retail’ to the Rescue', '', 'inherit', 'closed', 'closed', '', '1822-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 1822, 'http://cbx.cappendev.com/1822-revision-v1', 0, 'revision', '', 0), (2573, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'When Italian design house Moschino swiped the look of a Windex bottle for its Fresh Couture luxury perfume earlier this year, the oxymoronic twist felt familiar to educated elites who can spend $82 for 3.4 ounces of eau de toilette.\r\nAfter all, the unexpected elevation—everything from Duchamp’s 1917 “Fountain,” to Warhol’s 1962 “Campbell’s Soup Cans,” to Damien Hirst’s dead tiger shark in formaldehyde—is now such a part of the art world that it is ... well, expected.\r\n\r\nReversals such as these are now part of high fashion, too. Moschino’s Jeremy Scott, in particular, is known for appropriating the language of the masses. Past Moschino collections have included fashions that looked like Hershey’s chocolate bars, bottles of Budweiser, McDonald’s “Happy Meals” or even the cartoon character SpongeBob SquarePants. In addition to the Windex-like spray bottle, Moschino’s 2016 spring-summer collection riffs on rubber gloves, car wash brushes and feather dusters—all of which are everyday items that hinge on manual labor.\r\n\r\nIt’s all just artsy, tongue-in-cheek fun, right?\r\n\r\nIn an America that has given rise to the xenophobic rants of @RealDonaldTrump and open discussion of “class wars,” maybe not.\r\n\r\nWhen I saw Fresh Couture’s Windex-inspired trade dress, my first thought was of Americans who actually use the product to clean their own windows and mirrors. How would they feel about über-expensive perfume designed to look like multipurpose spray? I imagined a situation in which the tables were turned and mainstream consumer brands appropriated the trade dress of those brands most-favored by the elite. Louis Vuitton-inspired dog food, anyone? Iced tea influenced by the elegance of Chanel? And yes, nothing really says sophisticated like Tiffany-esque toilet tissue.\r\n\r\nBloggers and fashion reporters love Moschino’s campaigns and tend to use language like “bold, brash and ingenious” or “pitch perfect” to describe them. These campaigns, too, are on-brand for Moschino, which sees itself as a rebel among rebels. However, high-end brands happen to serve dual functions. Yes, they make existing elites feel secure in who they are, but they also encourage the rest of country to aspire toward something “better.” Given this troubling dynamic, worthy as it is of the Gilded Age, shouldn’t the 1 percent at least refrain from mocking the likes of Budweiser, Windex and Hershey’s? However harmless and innocent you believe your intentions to be, you cannot lampoon these mainline brands without simultaneously looking down upon those who use them.\r\n\r\nIn contemplating Moschino’s latest stunt, I couldn’t help but think of the wig-and-powder aristocrats in “The History of the World Part 1,” Mel Brooks’ 1981 farce. “The people are revolting,” intones the Count De Money (Harvey Korman), who grows increasingly exasperated at the frequent mispronunciation of his last name. It’s supposed to sound like Monet, the count explains. You know, the artist.\r\n\r\n\"CBX_mockingmainstreambrands_april2016_01\" \"CBX_mockingmainstreambrands_april2016_03\"\r\n\r\n@gregg_lipman\r\n\r\nOriginally published by Huffington Post', '‘The People Are Revolting’: The 1 Percent Should Think Twice About Mocking Mainstream Brands', '', 'inherit', 'closed', 'closed', '', '2183-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 2183, 'http://cbx.cappendev.com/2183-revision-v1', 0, 'revision', '', 0), (2574, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', '

    Well-executed branding strategies for Private Brands can help convenience stores set themselves apart, bolster shopper loyalty, improve price perception and, ultimately, boost their bottom lines. And yet the industry still has a long way to go when it comes to taking full advantage of private label’s powerful potential, said Todd Maute, a partner in the global branding firm CBX, during a panel discussion at the National Association of Convenience Stores (NACS) annual expo and convention.\r\nThe NACS Show, held October 7-10 at the Las Vegas Convention Center, highlights products and services for the convenience and fuel retailing industry and is one of the top 50 trade shows in the United States, according to the Trade Show News Network.\r\n\r\n“Private label is a hot commodity and is in the news a lot these days,” Maute told the audience during “Private Label Profit Puzzle,” a panel discussion featuring c-store and branding experts which included Maute and three retailers. “But much of its recent growth has been driven by the sluggish economy and is the result of consumers ‘trading down’ in search of better price values.”\r\n\r\nDuring the panel discussion, Maute underscored the need for the industry to adopt a new attitude about private label — one in which companies see Private Brand products, not as lower-tier alternatives to the national brands, but as powerful marketing and branding vehicles in their own right.\r\n\r\n“If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private label brands in the customer’s mind,” he said. “But c-stores can remedy this by standing behind their brands, marketing them with confidence and educating customers that their private label brands really are worth buying.”\r\n\r\nIn the grocery and big-box discount sectors, Maute explained, smart retailers like Safeway, HEB, Target and Walmart are making much more of their private label brands. But while c-stores certainly have more limited shelf space and shallower offerings in various product categories, their “captive audiences” ought to translate directly into stronger Private Brand market share, Maute asserted.\r\n\r\n“Let’s say you’re in a hurry, go into a convenience store and cannot find the national brand version of a product you happen to need,” Maute said. “You’ll be perfectly willing to try the c-store’s private label brand, rather than walk out empty-handed. If it happens to be an attractive package, well merchandised, with a high-quality product inside, you’ll buy it again. C-stores are missing out on an opportunity here with products that tend to deliver higher profits for retailers.”\r\n\r\nThe Private Brand veteran drew a sharp-distinction between product-led and brand-led strategies. All too often, c-stores’ strategies are product-led, he explained, which means the attributes of the product itself — whether it is potato chips, soda or motor oil or is a “premium” product versus a “national brand equivalent” — drive the way it is packaged, merchandised and marketed. In a brand-led strategy, by contrast, smart retailers create coherent and appealing Private Brands that become instantly recognizable to consumers. “If the strategy is brand-led, you will innovate and differentiate,” Maute said.\r\n\r\nRetailers with the highest Private Brand market share maintain a laser-like focus on smart advertising and promotion for those brands, up to and including social media, Maute said. They understand that every Private Brand purchase carries with it three distinct impressions on the consumer, he added. “The first is when they see the product on the shelf. The second is when they buy it, and the third is when they actually consume or use it,” he explained. “If you sell 50 million units per year, that translates into 150 million consumer impressions per year. And so the way you package and merchandise your Private Brand products, the way you price them and place them on the shelf can be more powerful than a Super Bowl ad when it comes to shaping customer loyalty and building your overall brand.”\r\n\r\nHow should c-stores go about reorienting their private label strategies? “Start with the fundamentals of good retailing,” Maute advised. “It is all about knowing the customer and understanding the dynamics of your store and your categories. Think of your vendors as partners, not as a mere procurement sources. Merchandise the product like you’re proud of it, which you should be. Promote it and treat it like a national brand, not like a brand alternative.”\r\n\r\nhttp://mypbrand.com/2012/10/11/stand-behind-your-brands-market-them-with-confidence/', '“Stand Behind Your Brands, Market Them With Confidence”', '', 'inherit', 'closed', 'closed', '', '1710-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 1710, 'http://cbx.cappendev.com/1710-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2575, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'Have you ever wished you could punctuate a group text between agency creatives with a tiny Lucky the Leprechaun or Ronald McDonald emoji, but there’s none to be found? Yeah, me too.\r\nWhile it’s not likely that we’ll be seeing brand icons included on our emoji roster anytime soon (we only just got tacos, after all), there are some mascots ad executives mutually agree deserve their own tiny icons. More than just being clever or cute, translating these 10 past and present favorites into their own emojis offers up a wealth of creative ways to use them in the agency world.\r\n\r\n1. Kool-Aid Man\r\n\r\n“Oh, yeah!” Rebecca Lysen, Creative Director at Phear Creative, says that the Kool-Aid Man’s tagline and image makes the perfect emoji for all those moments when you want to break into the conversation because you’ve got stuff to talk about.\r\n\r\nHe would also be the welcome mat of emojis, if you will. Ashley Purdum, Phear Creative’s Director of PR, would opt to use him when someone new is added on a group text to show the team’s excitement.\r\n\r\n2. Lefty\r\n\r\nDustin Longstreth, SVP and Strategy Group Director at CBX points out that Hamburger Helper’s Lefty has proved that he can rap after dropping a solid mix. Now it’s time for him to lend his infamous helping hand for moments where you need to “get it done.”\r\n\r\n3. The Siren\r\n\r\nAt Steel Branding, Director of Media Strategy Lara Baskin casts her vote for the infamous Starbucks mermaid to get her own emoji. Even if she’s not *technically* a brand mascot, she still deserves one because, coffee.\r\n\r\n4. Mr. Peanut\r\n\r\nAbby Allsop, Account Supervisor at Leo Burnett and Planters, says that Mr. Peanut’s 100 years of continued fame has more to do beyond being a beloved salty snack. It easily translates into an emoji with pizazz. “With his quick wit, charm, and style, his emoji would be universal. Having a conversation about attire? Mr. Peanut’s top hat, monocle, and cane will quickly communicate that you have all the class needed. Trying to impress someone with your quick wit? The Mr. Peanut emoji can be the universal sign of ‘Damn, I’m funny!’ And not only does he have these wonderful qualities, but Mr. P can also be the icon for when you’re feeling a little \'nutty.’”\r\n\r\nWell said, Abby. The fact that this particular peanut is voiced by Robert Downey Jr. doesn’t hurt either.\r\n\r\n5. Energizer Bunny\r\n\r\nOr, as Purdum notes, the brand mascot emoji everyone deserves for meetings that just. Won’t. End.\r\n\r\n6. Charlie the Tuna\r\n\r\nSam Panico, Associate Creative Director at Gatesman+Dave, actually works with the StarKist account which naturally lends the need to insert a little “Sorry Charlie” emoji in emails or texts. But who couldn’t use a hipster tuna for a little shorthand declining every now and then?\r\n\r\n7. Rich Money Pennybags\r\n\r\nAKA the guy in the top hat from Monopoly. Lily Croll, Strategy Director at the digital agency Wire Stone, brings up the excellent point that no other brand mascot emoji-fied could celebrate payday better than him.\r\n\r\n8. Chiquita Banana\r\n\r\nNoelle Mulholland, Account Executive at Phear Creative, says this is the brand mascot answer to the red dress dancing girl emoji. You could use her for moments where sass is required in the commentary or to punctuate that you’re heading on a vacation.\r\n\r\n9. Pillsbury Doughboy\r\n\r\nFor all the moments in life that require a silly little “hoo hoo!” giggle, as Eric Trow, VP of Strategic Services at Gatesman+Dave explains it.\r\n\r\n10. Tony the Tiger\r\n\r\nYou could see this brand mascot coming from a mile away — always handy to have for when something’s “GRRRRREAAAAAT!”\r\n\r\nWhich icon do you think deserves their own emoji?\r\n\r\nOriginally published in Advertising Week', '10 Ad Icons Who Deserve Their Own Emojis', '', 'inherit', 'closed', 'closed', '', '2169-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 2169, 'http://cbx.cappendev.com/2169-revision-v1', 0, 'revision', '', 0), (2576, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'The Duane Reade store at 40 Wall St. is not your average pharmacy. The site of a former bank once owned by the Rockefeller family, the 22,000-square-foot space has 28-foot ceilings, recessed stone arches and gilded escalators (yes, that’s real gold).\r\nManhattan design firm CBX kept those elegant original features, but added splashes of bold color and used lighting to influence shoppers’ moods in different parts of the store. Along with such amenities as a sushi bar and a Starbucks, this Duane Reade has a hair and nail salon where crystal chandeliers emit a soft mauve-colored light.\r\n\r\nThe store design was one of many CBX projects—for big clients such as Del Monte, General Mills, Kimberly-Clark, Johnson & Johnson and Lord & Taylor—that have won the firm a slew of awards over the past couple of years.\r\n\r\nCBX, launched by five partners in 2003, has grown so fast that co-founder and chief Gregg Lipman spends a lot of time these days “thinking about our company’s culture,” he said recently. The firm now has about 140 employees.\r\n\r\n“It’s one thing to be innovative and spontaneous when you have a team of five people who can all read each other’s minds,” Mr. Lipman added. “But keeping the creative spark alive when you have 140 people is a little bit harder.”\r\n\r\nA crucial way CBX does it, he said, is “straight talk. People have to trust each other, and then it’s not a problem to throw lots of ideas out there and talk about them. Let them get kicked around and beat up. That’s how ideas get validated. Those that survive that honest discussion are probably very good ideas.”\r\n\r\nIn his work with clients large and small, Mr. Lipman has observed two approaches to innovation that don’t usually work. In one, people he calls “process junkies” try so hard to structure and control innovation that they end up smothering it. In the other, blue-sky thinkers he calls “cowboys” have the opposite problem. They’re so resistant to formalizing any aspect of creativity that, in the end, nothing gets done.\r\n“Real innovation happens when companies strike a balance between being process junkies and cowboys,” Mr. Lipman said.\r\nEntrepreneurs usually dwell nearer the “cowboy” end of the spectrum, he observed: “Small companies have the advantage of not being overburdened by bureaucracy, but at the same time, startups often get overwhelmed by possibilities.” Without a clear answer to the question “Who are we and what are we about?” he added, “you risk diluting your brand before you’ve had a chance to build it.”\r\n\r\nAmong his big corporate clients, Mr. Lipman has lately begun to notice an interesting trend. Until recently, he said, “a company with an underperforming brand would try to put lipstick on a pig. That is, they’d keep the same brand concept but deck it out in new packaging or try some new ads.”\r\n\r\nNow, however, some big companies seem “more open to rethinking a whole brand and changing their entire approach to a customer,” Mr. Lipman said. “So instead of asking us, ‘Can you design us a new package?’ they’re asking, ‘We have this business challenge—can you help us think through it?’\r\n\r\nOne example is Kimberly-Clark’s Kotex brand, which recently embarked on a total makeover, aimed at attracting young women ages 14 to 22. In focus groups and surveys CBX conducted, these consumers rolled their eyes at the sappy pastel-colors-and-butterflies packaging that has long been the tradition in this product category.\r\n\r\nSo, to go along with new advertising by JWT that makes fun of old-school feminine-hygiene ads, CBX designed new packaging. It’s black, with geometric designs in bold neon colors—no pink, no butterflies.\r\n\r\nKimberly-Clark, incidentally, is one company Mr. Lipman believes has achieved the ideal balance between process junkies and cowboys. “It was interesting to work with them on this,” he said. Getting a close-up view of companies that have grown huge without killing off their entrepreneurial spirit, he added, “proves to us that it can be done.\r\n\r\nRead more: http://mycrains.crainsnewyork.com/blogs/executive-inbox/2012/03/a-breeding-ground-for-creativity/#ixzz29OzRIHmf', 'A breeding ground for creativity', '', 'inherit', 'closed', 'closed', '', '1685-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 1685, 'http://cbx.cappendev.com/1685-revision-v1', 0, 'revision', '', 0), (2577, 1, '2018-09-27 17:42:10', '2018-09-27 17:42:10', 'Late last week (Nov. 1) I ran the story, “Walgreens Launches New Private Brand & New Magazine” which was a first look at the retailers new Private Brand Ology and their new advertorial magazine “Happy And Healthy, Your Guide To Living Well With Walgreens.” That Friday they released the following press release officially announcing the new brand which was created by the NYC based branding agency CBX. If it looks familiar many of the major news outlets (Reuters) picked it up either completely or in part.\r\nDEERFIELD, Ill., November 05, 2012 – Walgreens (NYSE: WAG) (Nasdaq: WAG) announces the launch of “Ology” the first nationally accessible and affordable brand formulated to be free of harmful chemicals. Exclusive to Walgreens family of companies, the Ology brand features a line of baby and personal care products, as well as household cleaners and is the solution to the growing consumer demand for products free of harmful formulations.\r\n\r\nFurthermore, several consumer groups helped drive support for the U.S. Senate’s recently approved chemical reporting bill – “The Safe Chemicals Act.” If passed, it will be the first overhaul of the federal chemical law since 1976 and consumers are taking note. The new bill would require that ingredients be determined safe for human health before being used in everyday consumer products. The pending legislation has led several industry leaders to pledge to remove potentially harmful and carcinogenic chemicals from several offerings over the next several years.\r\n\r\n“Walgreens is proud to be leading the charge by providing ‘Ology,’ the first nationally accessible and affordable line of household liquid products free of harmful chemicals available in our stores,” said Joe Magnacca, president of daily living products and solutions for Walgreens. “Ology reflects our dedication to innovation, our constant drive to improve our customers’ quality of life, and our ongoing commitment to help people get, stay and live well.”\r\n\r\n“Increasing evidence shows that the chemicals included in everyday products could be contributing to children’s diseases and behavioral disorders, including asthma, autism and cancer,” says Gigi Lee Chang, CEO of Healthy Child Healthy World, one of the nation’s leading independent non-profit organizations dedicated to the empowerment of consumers and the protection of children from harmful chemicals. “Until the U.S. adopts better regulations around product safety—like we do in other countries—parents are left to bear the burden of protecting their children’s health by educating themselves and making conscious purchases. With the help of Walgreens Ology products, concerned consumers now have easier access to affordable and safer solutions.”\r\n\r\nSelect Ology brand products are available at Walgreens and Duane Reade locations, as well as online. Items will be available nationwide by early November and are value priced compared to conventional formulas of leading brands. Ology liquid products are free of harmful chemicals and include:\r\n\r\n• Baby Care – lotion and 2-in-1 body wash\r\n• Laundry – liquid detergent and fabric softener\r\n• Cleaners – glass cleaner and all-purpose cleaner\r\n• Personal Care – adult shampoo and conditioner\r\n\r\nOlogy brand products also include light bulbs and paper products that are 100 percent tree-free and made from readily renewable resources.\r\n\r\n• Paper – bath and facial tissue, paper towels and copy paper\r\n• Lighting – compact fluorescent light bulbs\r\n\r\nFor more information about the Ology brand, please visit: www.walgreens.com/ology\r\n\r\nOlogy has begun to appear in store –its distinctive color and packaging structures stand out in the cluttered aisles of the drugstore.\r\n\r\nThere was no additional in store marketing or signage for the brand although there was a makeshift display at the front of the store next to the register.\r\n\r\nAll products are priced aggressively to encourage trial lets hope the low cost does not degrade the perceived quality of the brand.\r\n\r\nMy wife expressed the concern of a beauty buyer and mom when she observed that the uniform brand architecture, design and colors made the products hard to distinguish – it would be easy to confuse the baby wash and lotion.\r\n\r\nhttp://mypbrand.com/2012/11/06/a-closer-look-at-walgreens-new-private-brand-ology/', 'A Closer Look at Walgreens New Private Brand: Ology', '', 'inherit', 'closed', 'closed', '', '1784-revision-v1', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 1784, 'http://cbx.cappendev.com/1784-revision-v1', 0, 'revision', '', 0), (2578, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'By Crosby Renwick\nSure, the Internet plays an aggressive game. It’s looking like the Internet business is trouncing the retail business. However vast an assortment or low the prices a retailer offers, the Internet does it better and cheaper. The prognosticators all say the same thing: What little growth there will be in consumer spending over the next five years is mostly going to happen online.\n\nBut, the bricks-and-mortar model can start winning again by leveraging its natural talent with the changing conditions.\n\nChanging conditions? Well, that would be the aging of the marketplace. It’s a fact: Got to go with it. On the face of it, this changing condition looks threatening versus assistive because older people don’t spend as much on goods — they’ve pretty much already bought everything they really need. But they buy services. In fact, for several decades households have been increasing their expenditures on services while expenditures on goods as a percent of all spending have been going down.\n\nNatural talent of retail? That would be service. Yes, service. Haven’t bricks-and-mortar retailers been in the service business all along? Especially mom-and-pop stores, who buy, edit, arrange, display and demonstrate an array of products while bringing them close to the customers. That’s service, I think. It’s a natural talent missing from the Internet; you can’t click and order services. Services most likely require in-person experiences within bricks-and-mortar.\n\nServices for the aging population already happening at retail\nWe’re already seeing a lot of healthcare coming to retail — from walk-in clinics and urgent care centers to large insurance companies opening storefronts to counsel on health policies. Even laboratory testing has gone this route: AnyTestNow, a national chain of walk-in labs offering any blood or urine tests without a doctor’s prescription, already has over 100 retail sites.\n\nBut the explosive growth of the senior population brings with it opportunities that go well beyond storefront medical and insurance services. Here’s just a few of the concepts that could help fill some of those vacancies on Main Street, in malls or in strip centers:\n\nSenior Social Clubs\nOne of the biggest services retail can provide is bringing like-minded people together. Just like those yoga fans who flock to Lululemon for classes — and, of course, the store’s yoga wear — lots of seniors are going to be looking for company. Here’s the idea: group senior care packaged as “Senior School” or “Senior Social Club” — complete with a gym, reading class, art programs, a woodshop, talent shows. Where do I sign up?\n\nBut why locate in retail space? Couldn’t this be done in a church basement or on any other location besides Main Street? Yes, but by being front-and-center, by being at the core of a community rather than hidden away, you increase awareness and acceptance. By being in the center of it all with retail locations, the Senior Social Club doesn’t get forgotten — it’s right in front of you everyday. Drive by, walk by and you’re reminded it’s there. And when Mom or Dad have left the stove on again, the solution is right there.\n\nIntegrative Pharmacy\nSimple idea: Look at what Whole Foods Market has done to the supermarket industry by specializing in pure, natural and/or organic. The boomer generation fell for it hard and fueled their growth. In comparison, “conventional” supermarkets now look a little un-natural.\n\nThe same opportunity exists in the drugstore business. All the big drug chains turned themselves into convenience stores in the past 20 years. Pharmacy is still a major part of their business, but nobody specializes in it anymore. And, what a giant, dependable business it is. Indeed, the elderly average six prescriptions per person, to be taken every day for the rest of their lives. \n\nThe people who shop at Whole Foods, Trader Joe’s and the like are believers in “integrative medicine” — the best of both the eastern and western worlds of healing — naturopathic (plant-based) remedies combined with western pharmaceuticals. The problem is those folks won’t find any national or regional chains that could be deemed ‘The Whole Foods of drug stores.’ To those shoppers, a drug store featuring a ‘natural’ front end amply stocked with herbal remedies, teas, vitamins, supplements, and organic beauty/personal care items, the clinical pharmacy department would appear safer, better, smarter. Staffed with knowledgeable people, an “Integrative Pharmacy” could be a national hit.\n\nSenior Living Superstore\nIf you’re over 50, you or one of your friends is likely thinking about moving to a house that is more “senior-friendly” — more accessible, no stairs, higher toilets, showers instead of tubs, etc. A Home Depot-type store that could help you modify your existing house could potentially save you thousands of dollars. This one-stop emporium would be a place where you can get a stair lift, grab bars, motion-sensitive lighting or even arrange to have an elevator installed. While we’re at it, let’s surround these home-modification products and services with the thousands of items that have been specifically designed for an aging population — from large-type books to invisible hearing aids. Today, the only retail place where you can access even a modest assortment of these products is a hospital supply store. It’s probably located on the wrong side of town, it’s grey, badly lighted and there’s a wheelchair and toilet seat in the window — and probably a dirty window, to boot. Instant downer.\n\nThe opportunity is to bring it all together under one roof, clean it up and make it a pleasant place to shop.\n\nWhen you think about it, the only place where the Internet beats bricks-and-mortar is on low prices for commodity goods. Who wants to be in that business anyway? Let ‘em have it and let’s get on to targeting growing markets with high-margin services.\n\nLet’s apply what retail really already does better — servicing its clientele — and focus those services on the exploding aging population.\n\nRead more: http://chainstoreage.com/article/advantage-retail', 'Advantage: Retail', '', 'inherit', 'closed', 'closed', '', '1872-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1872, 'http://cbx.cappendev.com/1872-revision-v1', 0, 'revision', '', 0), (2579, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'For Immediate Release\r\nMassive transaction could have far-reaching effects—some with a dark side—on retailers, brands, suppliers and more, according to executives at New York-based branding consultancy.\r\n\r\nNEW YORK, N.Y. (6/16/17)—Amazon’s $13.7 billion acquisition of Whole Foods Market is a bombshell with potentially massive reverberations for both food brands and the world of brick-and-mortar retailing, said branding and retail experts at CBX.\r\n\r\n“For starters, this acquisition promises to shake up pricing, the ecommerce space, the trajectory of retail automation in the United States, and the already considerable competitive pressures faced by existing food retailers,” said Todd Maute, a Partner at the New York-based brand agency and retail environments consultancy. “When it comes to making bold moves aimed at disruption, Amazon never disappoints.”\r\n\r\nAmazon, Maute noted, has already dipped its toe into brick-and-mortar retailing with the likes of its Amazon Books bookstores and ongoing experiments with small-format grocery stores. Snapping up Whole Foods, however, marks its most serious commitment to date.\r\n\r\n“The possible effects on Whole Foods alone are interesting to contemplate,” said Maute, a nationally known expert on private label products. “For example, the consumer perception of Whole Foods is that it is overpriced. But given its massive buying power, Amazon could actually leverage its economies of scale to bring down prices in the aggregate and change this perception in ways that would make Whole Foods a lot more competitive.”\r\n\r\nIn terms of inventory and infrastructure, Maute said, acquiring Whole Foods could give Amazon a solid foundation for ramping up online grocery sales and delivery via Amazon Fresh. “My guess is that Whole Foods will become a launching pad for Fresh. But at a minimum, this move could get Whole Foods into the online space much faster, in theory, than any other retail competitor. That would clearly have big ramifications for the likes of Walmart, Kroger and Publix, all of which are racing to develop their own capabilities for online ordering and click-and-collect.”\r\n\r\nIn addition, the holy grail of voice-assisted ordering through the likes of Amazon Echo or Google Home is to be in the customer’s kitchen, Maute noted. “Now Amazon can give its Prime Customers a lot of new options,” he said. “They could get discounts on popular Whole Foods products just by saying ‘Alexa, order me some more Whole Foods 365 peanut butter, organic, creamy.’ It’s a potentially big step forward in this fast-growing space.”\r\n\r\nWhole Foods’ brick-and-mortar real estate, moreover, could potentially be of use to Amazon as it seeks to grow its distribution capabilities, Maute added. “This is real estate that could be used for pickups, returns, warehousing, you name it. And think about this: the Amazon Go test store uses sensors, cameras and machine intelligence to eliminate cashiers and checkout lines. Now Amazon has a national brick-and-mortar footprint with which to rollout this game-changing technology. It’s still speculation, of course, but this acquisition could be a big first step toward the automation of U.S. retailing.”\r\n\r\nFor his part, CBX Managing Partner Gregg S. Lipman pointed to the darker side of such moves, citing the ever-growing juggernaut of Alibaba Holding Group Limited, the Chinese-based conglomerate. “Over in China, the great Alibaba is doing the same thing as Amazon is here,” Lipman said. “They fly under the banner of benefiting the consumer—and, to be sure, some of these changes could be good for consumers—but in the end, it is all about the bottom line.”\r\n\r\nAs Amazon flirts with disparate businesses ranging from prescription drugs to real estate brokerage, the fallout is hardly a win-win for everyone, Lipman explained. “The pressure they exert on suppliers is stifling,” he said. “Their buying power, which is growing by the day, can be seen as forcing unfair or unreasonable practices on suppliers. The net effect is that the rich get richer.”\r\n\r\nIncreasingly, Lipman added, Amazon’s private-label initiatives are giving it the ability to either participate in or actually dominate various retailing categories. “At what point do they own the entire food chain, whether in equity or buying power?” he said. “Remember, Amazon is willing to lose money to win market share and kill off competitors. This should be a concern, not only for food retailers, but also for food brands.”\r\n\r\nFortunately for its competitors, Amazon’s private brands have struggled in some categories, like clothing, Lipman said. “We’ll see what happens now that Amazon will have Whole Foods shelf space to experiment with, IRL.”', 'Amazon\'s Whole Foods Acquisition is a Big Deal Indeed', '', 'inherit', 'closed', 'closed', '', '2293-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2293, 'http://cbx.cappendev.com/2293-revision-v1', 0, 'revision', '', 0), (2580, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique hair care portfolio—with award-winning structural packaging and graphics created by leading global brand agency CBX.\r\nThe project—which took top design honors in the hair care category this past June at HBA Global, the Health & Beauty Aids Expo and Conference—will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, said Gregg S. Lipman, managing partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through global research as well as input from a team of Amway regional affiliates. The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners, as well as a host of styling gels and serums, final-touch sprays, mousse and other products.\r\n\r\nFor the new logo, CBX added a touch of uniqueness to the ‘q’ in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of rejuvenated or free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes.\r\n\r\nRead the full article here.', 'Amway Hair Care Debuts New Look', '', 'inherit', 'closed', 'closed', '', '2020-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2020, 'http://cbx.cappendev.com/2020-revision-v1', 0, 'revision', '', 0), (2581, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'In a complete redesign of the packaging for its Satinique haircare line, Amway creates a vibrant, elegant, and easily navigable system expressly designed for a global audience.\r\nAmway Corp. is an $11.8 billion direct-sales corporation based in Ada, MI, that distributes consumer products in more than 100 countries and territories worldwide. Among its brands, the Satinique portfolio of haircare products—with its emphasis on the nexus of health, beauty, and hair—offers a universally appealing solution that is popular across the globe, especially in countries such as Russia, China, and Southeast Asia.\r\n\r\nSatinique’s point of differentiation is its proprietary ENERJUVE Complex, which Amway says was developed specifically to isolate where hair is at its weakest and then bind to it from the inside out, to strengthen, repair, and restore its original state of health. The result is hair that is energized and rejuvenated “from root to tip,” the company says.\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” says Amway VP Global Beauty Maud Pansing. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”\r\n\r\nIn 2010, recognizing that the spare, white packaging it was using for the Satinique portfolio was not bringing the brand story to life, Amway began a project to redesign the packaging to help the brand remain relevant, contemporary, and fresh for years to come. Working with global brand agency CBX, Amway conducted consumer research to tap into the universal preferences of premium haircare brands around the globe.\r\n\r\nFirst launched in 2013 in Japan, the redesigned Satinique package is a sleek, feminine bottle structure with a premium feel that uses vibrant, jewel-tone colors to differentiate need states and convey the brand’s rejuvenating, revitalizing aspect. Says Allison Koller, CBX Creative Director, “It was a very involved process, but we are extremely happy with the results.”\r\n\r\nModernization, consistency needed\r\nThe Satinique portfolio consists of nine cleansing and four conditioning products as well as a range of styling gels and serums, final-touch sprays, mousses, and other styling products. Among the need states addressed are Color Repair, Thickening/Anti-Hairfall, Extra Volume, and Revitalizing/Anti-Dandruff, among others. Most shampoo and conditioning products are available in a 9.4-oz and a 25.6-oz size; the 9.4-oz was the main focus of CBX’s structural redesign.\r\n\r\nAs Koller explains, the overhaul of Satinique’s packaging was undertaken for a few reasons, but primarily to modernize the brand. “I would say the existing packaging was about 10 to 15 years old,” she explains. “It was an oblong bottle with a simple flip-top cap. The majority of the line was very white, with a kind of semi-serif typography for the brand mark and all the information on the pack. Over the years, it began to look a bit dated.\r\n\r\n“Amway had also innovated over time without considering a design system for the collection of products. The packages started to feel like one-off SKUs versus having a really strong color-coding system. They had also attempted to introduce some icons for different need states within the portfolio, but there wasn’t consistency of application there either.”\r\n\r\nAnother reason for the redesign was to provide Amway sales representatives with a brand story to share with their consumers. As mentioned above, Amway also wanted a package that would appeal to a newer and more global consumer base. A final driver was the introduction of new formulas and the opportunity to rationalize the portfolio.\r\n\r\nAll of these factors made the redesign a unique and challenging project for CBX. Says Gregg S. Lipman, Managing Partner at CBX, “Because Amway is an $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing. And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\nHoming in on consumer preferences\r\nThe first step in the redesign process was to conduct global research to identify packaging characteristics that were globally appealing to Amway’s diverse customers around the world. This was followed by an audit of the premium or prestige beauty and haircare category internationally to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category.\r\n\r\n“It really required some good research in terms of understanding what’s happening in each market and what women are accustomed to in terms of communication about beauty and personal care products. It involved looking deeply at other brands within the same space, then reaching beyond that into the world of fashion and beauty, and then trying to see our similarities in each of those regions.”\r\n\r\nThe research, along with quantitative testing, revealed that consumers consistently favored a simple, sleek, and streamlined design—in both package structure and graphic elements. Using that information, CBX created a 9.4-oz, multilayer high-density polyethylene bottle structure with an elongated, feminine form that suggests an upward sweeping movement. The cap is positioned flush with the slim, cylindrical bottle, resulting in a clean silhouette. “It came down to the sleek and streamlined nature of what it means to be more premium in the global haircare space,” says Koller.\r\n\r\nThe bottle offers functional benefits as well. Because of its slightly hourglass, ergonomic shape, it creates a comfortable feeling in the hand and provides an easy grip in the shower. The bottle, with a middle layer of post-consumer recycled HDPE, is supplied by Axium Plastics, while the cap is from Menshen Packaging USA.\r\n\r\nConveying energy through color\r\nThrough consumer research, CBX not only learned that consumers prefer simple, clean graphics, but they were also able to identify those colors frequently associated with different need states in the haircare category. For example, pinks, oranges, or reds are often associated with formulations for colored hair, while silvers and blues cue anti-dandruff or multipurpose formulations.\r\n\r\nTo convey the rejuvenating nature of Satinique, CBX selected a vibrant jewel-tone and metallic color palette with premium finishes for the bottles. Each cleansing variety is differentiated with its own color for bottle and cap: purple for Extra Volume, red for Color Repair, and silver for Anti-Hairfall, for example. The complementary conditioning product is packaged in a white bottle with a matching, color-coded cap.\r\n\r\nAccording to Mimi Anderson, Global Lead for Satinique, the biggest challenge associated with manufacturing the bottle was the time it took to color-match the jewel-tone colors. “The vibrancy is obtained by using one color in the outer layer, and a second unique color in the middle layer. Color matching was time consuming, but it was shortened by the colorant supplier’s ability to blow-mold three-ounce sample-sized bottles in their R&D facility for us to approve, which saved us a lot of time.”\r\n\r\nFor the bottle’s graphic design, CBX created a new brand mark that consists of the Satinique name in capital letters in a clean, sans-serif font, with a customized “Q” that turns into a droplet, “building on the idea of a ‘secret sauce’ with a magic ingredient that brings rejuvenation and revitalization to your hair,” says Koller. An additional visual element calls to mind wisps of free-flowing hair. The brand mark runs vertically along the front panel; the variety descriptor is at the bottom, in both English and French.\r\n\r\nWhile CBX primarily focused on the redesign of the cleansing and conditioning product packaging, Koller says that they also worked on the packaging for Satinique’s styling products, which will ultimately comprise 30 SKUs. The styling products use stock containers with similar clean-sided silhouettes, and are colored a soft silver, with touches of color to signify the need state with which they pair.\r\n\r\nA new brand story\r\nThrough the combination of an elegant, simple bottle structure that conveys a premium product, an ergonomic shape, and jewel-tone package colors that suggest energy and vibrancy and differentiate need states, Amway has met its goal of providing sales reps with a compelling brand story to share with consumers.\r\n\r\n“The new design gives them much more of a handle on that storytelling piece, for example how that bright, beautiful raspberry color translates to keeping gorgeous color in your hair,” says Koller. “Hopefully we are telling a story like that about each of the products, and the design should become a showpiece for that.”\r\n\r\nSince its launch, the new Satinique product line and packaging have been very well received—exceeding Amway’s expectations, says Anderson. “The talk is all about how these amazing new formulas are truly making a difference to the health of their hair,” she says. “The exclusive and addictive fragrances have become favorites with men and women, while the simple elegance of the packaging delivers on both form and function.”\r\n\r\nThe design community has also taken note of the new package design, Anderson adds. In 2014, Satinique received top honors in the haircare category of the HBA International Package Design Awards.\r\n\r\nThe full article is available here.\r\n\r\n ', 'Amway haircare rebranding brings global appeal', '', 'inherit', 'closed', 'closed', '', '2076-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2076, 'http://cbx.cappendev.com/2076-revision-v1', 0, 'revision', '', 0), (2582, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique hair care portfolio—with award-winning structural packaging and graphics created by leading global brand agency CBX.\r\nThe project—which took top design honors in the hair care category this past June at HBA Global, the Health & Beauty Aids Expo and Conference—will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, said Gregg S. Lipman, Managing Partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through global research as well as input from a team of Amway regional affiliates. The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners, as well as a host of styling gels and serums, final-touch sprays, mousse and other products. For the new logo, CBX added a touch of uniqueness to the ‘q’ in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of rejuvenated or free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes. “Because Amway is a $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing,” Lipman explained. “And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\nStarting in 2010, CBX participated in Amway’s global research study that identified universally appealing characteristics to Amway’s diverse consumers across markets such as Russia, China and Southeast Asia. The research was followed by an audit of the premium or prestige beauty and hair care category internationally in a bid to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category, Lipman noted.\r\n\r\nThis research, as well as quantitative testing, revealed that consumers universally favored a simple, sleek and streamlined design. As a direct result, feminine lines and an upward sweeping movement characterize the Satinique cleansing bottles’ silhouette. “This energy emphasizes the cleansing product\'s breakthrough ability to rejuvenate hair from the inside out while staying true to the positive transformation beautiful hair provides,” Lipman said. “The ergonomics of the feminine shape also creates a comfortable feeling in hand, and an easy grip in the shower or bath.”\r\n\r\nWhile competing with other products at shelf was not part of the challenge for CBX on this project, Amway agreed that the structural packaging and graphics were no less important than with a typical CPG. “Strong design helps provide reassurance that this is a good brand and that it is delivering on quality,” Lipman concluded. “It also helps convey things like usability and shower-worthiness.”\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” explained Maud Pansing, Amway VP Global Beauty. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”', 'Amway\'s Satinique Hair Care Portfolio Debuts a Sleek New Look', '', 'inherit', 'closed', 'closed', '', '2002-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2002, 'http://cbx.cappendev.com/2002-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2583, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Stark, unattractive value-tier packaging design is losing favor with consumers.\r\nOne-third of consumers consciously seek out private label products to save money, states Chicago-based IRI in its January 2015 report “Private Label & National Brands: Dialing in on Core Shoppers.” More than five years after the official end of the Great Recession, consumers continue to search for affordable grocery options, and nearly half (46 percent) of consumers say they are planning to purchase affordable brands more frequently in the coming year. For this reason, many retailers have started to give their opening-price-point private brands greater attention.\r\n\r\nTodd Maute, a partner with New York-based CBX, agrees that there has been a “recent resurgence” in value-tier products.\r\n\r\n“They are being treated more strategically than they have been in the past,” he says, especially when it comes to their packaging design. Typically, standard value-tier packaging was “basic” and “cheap” looking because retailers wanted to convey to consumers that the product was inexpensive. However, recent private brand packaging redesigns and opening-price-point brand introductions indicate that retailers are changing the way they present their value tier to consumers.\r\n\r\nMake ‘em proud\r\n\r\nValue-tier private label shoppers are no longer solely income-constrained individuals, says Stephanie Donelson, account manager, Kaleidoscope, Chicago. More consumers, including millennials, are shopping for quality products at value pricing, which is driving retailers to “think more creatively” about their approach to value-tier packaging design.\r\n\r\n“Gone are the days of dated ugly value packaging,” states Casey DeCarlo, creative director, EightyTwenty, Pittsburgh. “Consumers want value, but they don’t want to sacrifice good design. While a value brand can and should communicate value, it doesn’t have to look embarrassingly cheap in order to achieve that.”\r\n\r\nCurrent value-tier purchasers want to feel proud to have these items in their shopping cart, Donelson says. When others see value-tier products in their homes, these consumers want those people to view them as savvy shoppers.\r\n\r\nDon Childs, chief creative officer for Brandimage North America, Cincinnati, agrees.\r\n\r\n“Shoppers who buy value-tier products want to feel good about what they’re buying,” he says. “They don’t want to be reminded they can’t afford the ‘real stuff.’ And they want to be rewarded for making a smart choice.”\r\n\r\nWhimsical, not basic\r\n\r\nPart of the current value-tier design strategy is to offer customers packaging that is simple but not basic, says Eric Olson, creative director, Digital Color Inc., Waukesha, Wis.\r\n\r\n“To me, basic means a standard font on a single-color background. If photography is used, it’s flatly lit and simple looking. It’s more functional,” he says. “Simplicity, however, is using the space in a well-thought-out manner in terms of composition and design and layout. A simple design could incorporate a hand-drawn typeface. But it’s not layers of graphics, images and text.”\r\n\r\nIn April, Walmart ended up discontinuing its Price First brand, less than two years after its introduction. The brand was originally designed to help it compete for shoppers at hard discounters such as ALDI. But its basic packaging design very much harkened back to the “old days” of 1970s private label with its white text on a blue background and virtually no graphics on almost all of its products. It’s possible that consumers didn’t connect with the packaging design and thus didn’t connect with the brand, leading Walmart to discontinue it.\r\n\r\n“Consumers still want a value-tier brand they can feel good about, something they can own, and a charismatic brand personality is a big part of that,” DeCarlo notes.\r\n\r\nIn contrast to Walmart, Food Lion and Kroger both recently introduced new value-tier brands that offer personality: Cha-Ching and p$$t, respectively The Cha-Ching brand uses a bright orange background, a cartoon piggy bank and the phrase: “Take your savings to the bank.” The p$$t brand, meanwhile, features a cartoon owl “whispering” to consumers: “p$$t…big savings…pass it on” — and uses a mixture of photography and hand-drawn imagery on a white background.\r\n\r\n“The value tier has become an opportunity for a retailer’s whimsical side to show,” states Jeff Camp, art director with SailPointe Creative, part of Federated Group, Arlington Heights, Ill. “Some notable examples use humor (Cha-Ching), while some use the play on word[s]… (p$$t). These attention-getting devices don’t distract from the essential communication of quality (usually through an impactful image) and value — but enhance the banner’s engagement with their shoppers.”\r\n\r\nBut retailers must be careful when designing value-tier packaging. If the packaging design becomes too clever or “brand-like,” the retailer risks persuading the consumer to trade down from the national-brand-equivalent (NBE) tier to the value tier, Maute cautions. And the NBE tier typically accounts for the “lion’s share of sales.”\r\n\r\n“The value space can be a difficult space to design in, with the challenge between ‘value’ and ‘solid branding’ trickier to balance,” DeCarlo agrees. “Value-tier packaging design must convey affordability compared to any NBE or premium private brand offerings on shelf alongside it. If you want your consumer to spend more on your NBE or premium tier, they need to see a difference.”\r\n\r\nKnow your customer\r\n\r\nA retailer that knows what its customer wants from the brand will be better able to connect with that customer once the packaging is rolled out throughout the store.\r\n\r\nOlson recommends that retailers define their customer.\r\n\r\n“Try to understand their buying habits and what is best going to help them in terms of purchasing this brand,” he says.\r\n\r\nChilds agrees and believes retailers should ask themselves: “Why do my customers want to purchase a value-tier product at my store?” There are three possible options: price, value or worth. If it’s because of price, the customer is looking for the lowest possible price, and the packaging design should not be premium. If it’s because of value — a solid-quality product at a solid price — retailers should ensure the packaging prevents consumers from feeling like they’re making any kind of sacrifice. If it’s because of worth — an amazing quality or innovative product at a surprising price — retailers should use product packaging to tell customers that they’re clever for selecting this brand and product.\r\n\r\nCamp takes it one step further, recommending that retailers include actual shopper feedback very early on in the redesign process.\r\n“Don’t make decisions about anything at shelf without knowing your consumer and their preferences, because the value-tier consumer may make very different choices or be driven by different need states than your branded or premium shopper,” he says. “Questions about the personality or equity of the own-brand should absolutely be answered with qualitative or even quantitative feedback from those making choices for the target households.”\r\n\r\nOnce a retailer has gathered enough information about its value-tier customers, Donelson advises that the design strategy should be fresh, reflective of the overall brand and straightforward.\r\n\r\n“The value tier should be simple, from product functionality to on-pack communication,” she continues, “to reinforce its role within your portfolio. That doesn’t mean you to lose all the personality along the way.”\r\n\r\nOriginally published by Store Brands\r\nPhoto courtesy of Store Brands', 'Anything But Basic', '', 'inherit', 'closed', 'closed', '', '2237-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2237, 'http://cbx.cappendev.com/2237-revision-v1', 0, 'revision', '', 0), (2584, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Organic vegetables break category norms though the use of a stand-up pouch and fun and colorful graphics that stand out from the gritty, natural palettes traditionally used.\r\nA new line of organic beans is breaking through the “sea of sameness” in the organic shelf-stable vegetables category through the use of a stand-up pouch decorated with fresh and fun illustrations. The five varieties of beans in pouches were launched by startup company Green Valley Foods, LLC out of Salem, OR, in October 2015 along with four canned bean varieties, one canned pumpkin product, and three canned seasonal vegetables—all with the same lively graphics.\r\n\r\n“Green Valley wanted to create packaging that disrupted the aisle, but also captured a younger, health-conscious audience: the adventurous, better-for-you Millennial Mom,” says Pete Chieffo, Associate Creative Director for CBX, the firm responsible for designing the package graphics. “The canned category relied on a gritty, natural palette of earth tones and farm cues. While these cue the natural organic aspect shoppers are looking for, there wasn’t anything that spoke to our target’s desire to make food fun and creative for her family.”\r\n\r\nThrough research involving both East and West Coast Millennial Moms, Green Valley and CBX learned that organics had changed over the past several years, “with Millennials expecting their organic brands to match their optimistic and adventurous lifestyle, rather than traditional organic category cues,” says Chieffo.\r\n\r\nAdds CBX CEO and Managing Partner Gregg S. Lipman, “We saw that there was an opportunity here for something innovative and differentiated. The ‘classic’ organic cues were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today’s busy but conscious consumers.”\r\n\r\nThe first and greatest differentiator is the use of a 15.5-oz stand-up pouch with a tear notch at the top for some of the beans. Graphics for the pouches and cans include illustrations of a green valley, vibrant veggies, and purple mountains, topped by a yellow sun orb, along with simple typography. “We wanted the fonts to feel hand-drawn with character, right from the farmer’s hand,” Chieffo says. “The depiction of the beans and veggies was a take on ‘farm to table,’ with a modern edge, elevating the product with a top-down shot.” The back of the packages contain recipes.\r\n\r\nAccording to Lipman, social media results indicate a great interest in Green Valley’s organic products, with 40,000 likes on Facebook as of early January 2016.\r\n\r\nOriginally published in Packaging World', 'Bean Pouches Present a New Take On Organics', '', 'inherit', 'closed', 'closed', '', '2161-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2161, 'http://cbx.cappendev.com/2161-revision-v1', 0, 'revision', '', 0), (2585, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'In blog post for MarketingDaily, veteran CBX brand consultant offers advice on using immersive brand experiences to create a ‘way of life’ for consumers.\nAs they seek to capture the imaginations of consumers, today’s brands cannot simply offer products and services. Instead, writes CBX Managing Partner Gregg S. Lipman in an Oct. 9 blog post published by MediaPost’s MarketingDaily, the onus is on brands to offer a way of life—an emotional bond that connects one shopper to the next and makes people want to return to the store, again and again. \n\n“Ever talk to someone who shops at Lululemon?” writes Lipman, the veteran brand consultant and co-founder of the New York-based brand agency. “The Lululemon brand connection is forged on something more than yoga clothing and gear—it is forged on a lifestyle of health and well-being that makes shoppers feel they are part of the ‘tribe.’ ”\n\nIn the post (“Immersive Brand Experience as A Way of Life”), Lipman offers pointers for brands that aim to create a Lululemon-like tribe of their own. The first is “Let your tribe connect with each other.” Citing online communities such as Etsy, Pinterest and Airbnb, Lipman emphasizes the importance of creating online spaces that enable shoppers to connect with like-minded individuals. “Users of these sites go to them knowing they will find people with similar tastes, which perhaps grants them permission to spend time there,” he writes, “and spend time they do.”\n\nThe next is “Elevate your tribe’s purpose.” Here, Lipman describes how certain brands craft uplifting customer experiences in ways that leave people feeling better about themselves. “At MAC Cosmetics, the attention showered upon you and the personal service allows you to feel comfortable, confident and free to express your desires without judgment,” he writes. “Celebrity endorsers like RuPaul, Lady Gaga and Elton John preach inclusivity and are atypical ‘beauties’—a fresh departure from beauty brands that feature flawless, airbrushed models.” \n\nAnother pointer is “Create a community in your brand space.” Lipman cites the highly popular spinning classes of SoulCycle, which have turned legions of New Yorkers and Los Angelenos into spin worshippers. “People bond on favorite instructors and playlists, and popular classes sell out in minutes,” Lipman explains. “Walls, t-shirts and products are covered with inspiring words, and it would be easy for a new visitor to forget that SoulCycle is actually about spinning.”\n\nLastly, Lipman encourages brands to “Offer unforgettably unique experiences.” For example, American Girl offers experiences at its stores that doll owners cannot find anywhere else. “Doll owners can take a cooking class with their dolls, or eat next to their dolls at the restaurant, or wait months for a highly coveted appointment at the Doll Hair Salon,” he notes. \n\nIn the conclusion to the piece, Lipman cautions that brands will fail at creating tribes if the effort is inauthentic. “Here’s the thing about tribes: They need to stand for something,” he writes. “They need to have a common spirit that pervades a group and the physical trappings that unify, and they need to evolve over time. Brands that don’t do so start to lose their relevancy, and in turn their followers.”\n\nRead more: http://www.mediapost.com/publications/article/209592/immersive-brand-experience-as-a-way-of-life.html#axzz2i072nrGG\n', 'Brands Should Be In The \"Tribe-Building\" Business, Lipman Writes', '', 'inherit', 'closed', 'closed', '', '1871-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1871, 'http://cbx.cappendev.com/1871-revision-v1', 0, 'revision', '', 0), (2586, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Morocco’s pioneering duty free store operator will continue renovation of its Mohammed V International Airport stores through later this year\r\nCBX, the New York-based brand agency and retail design consultancy, has completed the initial phases of design work on duty free stores operated by IDFS at Casablanca’s Mohammed V International Airport (CMN). IDFS, Morocco’s first duty free store company, maintains 926 square meters (9,967 square feet) of selling space divided among a trio of stores at the country’s busiest international airport.\r\n\r\nWhile IDFS remains the dominant duty free operator in Morocco with a total of 10 shops at all major airports, competitors have entered the market with new locations. To best serve its loyal and growing clientele of discriminating international travelers, the 25-year-old company turned to CBX to strategically reposition its stores and to establish new identity standards, including a new logo that, while heavy in Moroccan influence, has been modernized and thus sets a differentiated tone for the new shops.\r\n\r\n“IDFS has embarked on a considerable strategic new store and remodeling program aimed at creating memorable environments,” noted store designer Joseph Bona, president of branded environments at CBX. “They wanted to redefine the brand to be more in tune with the high-end specialty stores that its well-traveled customers shop across the globe.”\r\n\r\nThe fast-track project, begun last July, required a world-class design to increase store shopability as well as a smart and flexible fixturing system to handle a variety of merchandise from tobacco products, wines and spirits, to watches, handbags, cosmetics and fragrances. The first phase was completed earlier this year with the unveiling of a new, 162-square-meter (1,743-square-foot) wall shop featuring fragrances (Tom Ford, Bulgari, Hermes, Lacoste & Marc Jacobs) as well as confectionery and gifts.\r\n\r\nInspired by Moroccan architecture most recognized by its royal arches, CBX created a series of “Riads”—a traditional Moroccan residential design featuring an interior garden or courtyard – rendered in a modern way. The firm’s design scheme references the layout of a classic Riad and further delineates merchandise categories and assists wayfinding with stylized silhouettes, pylons and forms within the shop’s open plan. The plan further employs vertical breaks to create segmented shops to best highlight each merchandise category. Customer journeys through the space are facilitated by overhead departmental signage and internally lit tower fixtures clearly marked with designer brand logos. Abundant LED ambient light punctuated with softly luminous ceiling-hung pendants enhances the welcoming effect. Underfoot, the ever-changing Moroccan desert inspired a circulation path which features flooring transitions from dark tile to lighter colored ones. To further reflect the country’s rich culture and natural beauty, an indigenous color palette featuring shades of rich ivory with sea- and sky-inspired blues is combined with classic Moroccan graphical design motifs.\r\n“We wanted travelers to have a lasting impression of Morocco as they were leaving the country,” Bona explained. “By recalling the country’s traditional architecture along with its luxurious natural palette in a modern way within IDFS stores, we believe we’ve accomplished that objective while also reinforcing IDFS’ position as Morocco’s leading travel retailer.”\r\n\r\nThe second phase of the project was completed in May with a remodeled and expanded wall shop, which is being tied to a celebration of the company’s 25th anniversary. This 330-square-meter (3,552-square-foot) shop is devoted to an expanded selection of prestige fragrances and cosmetics (Chanel, Clarins, Dior, Givenchy, Guerlain, YSL and more) as well as confectionery (Ferrero Rocher, Lindt, Toblerone, Cadbury, and Kinder), cigarettes (Marlboro, Winston, Camel, Vogue, and others), cigars, liquors, wines and gifts.\r\n\r\nMeanwhile, design work is underway for the renovation of IDFS’ 434-square-meter (4,672-square-foot) inline shop featuring handbags, sunglasses, watches, apparel and giftware from such brands as Bulgari, Dolce & Gabbana, Lacoste, Longchamp and Swarovski—a number of which are exclusive to IDFS in Morocco’s airport retail market. This third location at CMN is expected to be completed later this year.\r\n\r\nIDFS’ latest strategic design initiatives is led by Executive Vice President Christopher Tantoco, who grew up in the business under the mentorship of his grandparents and IDFS founders Bienvenido Tantoco, Sr. and his late wife, Gliceria Tantoco.\r\n\r\n“We have made significant investments in the improvement of our stores.  To strengthen our position in Morocco’s competitive duty free industry, we commissioned specialists CBX and New Store Europe to execute the major transformation of our brand through our flagship store in Casablanca,” said Christopher Tantoco. “We wanted to differentiate ourselves from our competitor by adding local flavor to our shops and create an environment that will maximize dwell time, customer flow, and properly present each brands’ products creating a memorable shopping experience. I am very excited as this is only the first step to the robust future of IDFS.   Through this project, we have further strengthened our claim of being the ‘Last good buy before you fly!’”\r\n\r\nAs seen in:\r\nThe Moodie Report\r\nYahoo Finance UK\r\nAirport World\r\nVMSD\r\nRetail Customer Experience\r\nDuty Free Magazine', 'CBX Completes Initial Phases of Multi Store Projects for IDFS', '', 'inherit', 'closed', 'closed', '', '1970-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1970, 'http://cbx.cappendev.com/1970-revision-v1', 0, 'revision', '', 0), (2587, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Veteran retail consultant David Weinberger outlines ‘Four 2015 Retail Trends.You Haven’t Heard About’ in column for Chain Store Age Online.\r\n\r\nAs retailers try to squeeze more sales-per-square-foot out of smaller spaces over the next year, they will be forced to get more creative—even partnering with each other to make their stores more compelling, writes Dave Weinberger, VP and director of engagement for CBX, the brand agency and retail design consultancy, in a Jan. 8 column for Chain Store Age Online.\r\n\r\nIn the column (“Four 2015 Retail Trends You Haven’t Already Heard About”), Weinberger describes how real estate pressures will drive four trends in the year ahead, all of which are related to better understanding and catering to today’s shoppers. “Consumers are shopping more often and making smaller trips,” Weinberger writes. “Because of this, retailers are not just shifting to smaller formats; they are also taking increased note of how people shop and why their habits are changing.”\r\n\r\nThe consultant describes “theme-parkifying,” for example, as a way to give shoppers an exciting experience that happens to be convenient as well. He cites the Chicago and New York locations of Eataly as a possible source of inspiration for chains seeking to innovate in this way. “Sometimes likened to a grocery store with tasting rooms, the Italian food and wine emporium offers a compelling mix of retail, restaurants, food and beverage stations, a bakery and cooking schools, all under one roof,” Weinberger explains. “Such themed and curated shopping experiences are precisely the types of brick-and-mortar concepts that can inspire people to close their MacBook Pros, get off the couch and drive to the mall.”\r\n\r\nIn the year ahead, other retailers will likely put their own spins on creative curation and theming. Babies “R” Us, for example, could take over a large-footprint store and create an experience built around a theme such as “motherhood.” Such a hybrid concept could have Babies “R” Us joined by, say, a Starbucks, a Lululemon, a Massage Envy and a wine shop all inside a vacant big-box store, Weinberger writes.\r\n\r\nMeanwhile, “corner grabbing” refers to the likelihood that convenience concepts will snap up premium corner locations, which are among the most convenient in any marketplace but are frequently owned by banks that no longer need this real estate. “In 2015, as the major convenience players jockey for position, look for c-store companies such as Couche-Tard, 7-Eleven or CST brands to make big real estate deals with banks as they seek to seize such coveted real estate,” he writes.\r\n\r\nIn 2015, struggling retailers will also try to “reboot” and get out of their real estate commitments rather than simply closing their doors as in the past. Six months ago, for example, Authentic Brands Group announced it was shutting down all Juicy Couture locations, with a re-launch of the brand planned for 2015. “Store-in-store deals are part of this proposal as well,” Weinberger writes. “Is this strategy high-risk? Sure. But it is potentially high reward as well.”\r\n\r\nLastly, the consultant describes “side selling”—a trend toward looking for alternative channels in which to sell retail goods. Retail is currently popping up in parks and other public spaces, he explains, and it will continue to branch out in the year ahead. “We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers,” Weinberger predicts. “More businesses, too, will open up their extra space for retail.” Gyms, for example, could boost productivity by offering vitamin shops, apparel stores and juice bars, he writes.\r\n\r\n“I firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015,” Weinberger concludes. “Channel lines will continue to blur as retailers invite, not only more consumer brands and tech vendors, but also other retailers into their stores. It should be an exciting year.”\r\n\r\nThe full column is available here.\r\n\r\nAs seen in:\r\n CSPnet\r\n\r\n \r\n\r\n ', 'CBX Expert: Real Estate Pressures Will Spark Retail Creativity in 2015', '', 'inherit', 'closed', 'closed', '', '2057-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2057, 'http://cbx.cappendev.com/2057-revision-v1', 0, 'revision', '', 0), (2588, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Beloved brand emphasizes its hard-hitting, dynamic and challenging workouts via comprehensive rebranding campaign by CBX.\r\nAfter an endorphin-boosting Jazzercise workout, you’re likely to feel toned, breathless, energized—and ready to come back for more. But what about those whimsical legwarmers and leotards? In its comprehensive rebranding project for Jazzercise, brand agency and retail design consultancy CBX is helping the $100 million company retire these outdated misperceptions.\r\n\r\n“The reality is, Jazzercise has continually updated its workouts for the past 45 years to keep them in perfect step with contemporary fitness trends ,” said Gregg S. Lipman, CBX Co-Founder and Managing Partner. “Jazzercise continues to transform the bodies and lives of thousands of people all over the world. It is every bit as results-oriented as the likes of CrossFit or Zumba. Our objective was to modernize the perception of this brand by better telling its story.”\r\n\r\nThe new brand elements debuted on the Jazzercise website in January and are now being rolled out companywide to appear on retail products such as apparel, interior and exterior signage, promotional materials, advertisements and posters. Elements have also been incorporated in corporate and franchised Jazzercise centers.\r\n\r\nAs part of the rebranding, CBX body-sculpted the Jazzercise logo by ditching its serif-based font for a sleeker, more energetic look. The firm created a bold, clean color palette for Jazzercise’s background fields, typography and accents, employing shades of yellow, grey, blue and white. The new brand voice is conveyed in messaging such as “Jazzercise: You think you know us, but you don’t” and “We keep you moving, we keep it coming—you’ll transform.”\r\n\r\n“We based our approach on extensive consumer research, and the messages we received were, in essence, ‘Inspire me’ and ‘Get me results,’” said Rick Barrack, CBX Co-Founder and Chief Creative Officer. “These workouts are sweaty, real and challenging. They’re about intensity and results, which is precisely what we sought to convey in this rebranding.”\r\n\r\nCBX’s effort focused in part on grittier, high-contrast photography, Barrack explained. “Visually, we zoomed in on the strength of women’s muscles and the sweat on their bodies, with brick backgrounds, close cropping and a color palette that really pushes performance and strength,” he said. “It is real, raw and empowering, which happens to be more in keeping with today’s trends, from the TV show ‘Girls,’ to the unapologetic ads of U By Kotex.”\r\n\r\nSpecific words on the brand guidelines list include pulse-pounding, beat-pumping, beats jumpin’ and bass droppin’, which is appropriate given that customers can incinerate up to 800 calories in one 60-minute Jazzercise class, Barrack noted. “We also added boldness and strength to the advertising copy with language such as ‘Our only throwback is our right hook’ and ‘Our new beats break 80s barriers.’ ”\r\n\r\nFounded in 1969, Jazzercise has never stopped growing: its more than 8,300 certified instructors teach more than 32,000 weekly classes in 32 countries. However, the 45-year-old brand wanted to gain an edge on other fitness programs by focusing on the future, Lipman noted. “Jazzercise founder and CEO Judi Sheppard Missett wanted to reach out to a new audience with a bold new message: ‘You think you know us, but you don’t,’ ” he explained. “This rebranding has laid the groundwork for an enduring and engaging brand, one that acknowledges that sweat is sexy—no legwarmers required.”\r\n\r\nAs seen in:\r\n\r\nClub Industry', 'CBX Helps Jazzercise Rebrand with Focus on Intensity, Results', '', 'inherit', 'closed', 'closed', '', '2083-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2083, 'http://cbx.cappendev.com/2083-revision-v1', 0, 'revision', '', 0), (2589, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '\r\nThe nonprofit Fare & Square is a culinary diamond in a rough-and-tumble neighborhood, enriching residents with affordable fresh food and grocery staples.\r\n\r\nIn most of the country, that commodity is viewed as a produce department stalwart, though a dwindling one, losing sales and shelf space to more fashionable and higher-margin bagged salads. However, for residents of Chester, Pennsylvania, a gritty industrial city of 34,000 just south of Philadelphia, iceberg lettuce used to be an unattainable luxury. That was because Chester was in the midst of a food desert—one of 35 in the Delaware Valley.CBX_FareSquare_1869\r\n\r\nAt one time Chester was home to five supermarkets. Over the years they closed one by one as jobs and population fled and crime increased. The last supermarket in town, West End Food Center, permanently shut its doors in 2001.\r\n\r\nCitizens in this hardscrabble, but proud town—the oldest city in Pennsylvania, settled in 1644, and the birthplace of the Mother’s Day Parade, Scott toilet tissue, jazz great Ethel Waters, rock-and-roll pioneer Bill Haley & His Comets and allegedly the hoagie—were relegated to buying groceries from dirty corner stores or having to trek out of town, even to Delaware, to find a supermarket.\r\n\r\nThat changed in September when Fare & Square opened its doors—in the same building that had housed West End Food Center—allowing Chester residents to once again purchase fresh produce, along with meat, seafood, deli, bakery, frozen and dry grocery items.\r\n\r\n“When we were interviewing prospective employees and talking about the mission of our store, somebody made a statement that really opened my eyes,” says Paul Messina, Fare & Square’s store director. “They said, ‘Do you know you can’t buy a head of lettuce in the City of Chester?’”\r\n\r\nThat is when Messina’s outlook on the importance of the store changed.\r\n\r\n“It hit me that what we were doing became that much more of a mission of love,” he says. “We had to get this done for the people. It was ridiculous that you couldn’t buy a head of lettuce here.”\r\n\r\nPointing to a cooler case filled with heads of crisp, fresh lettuce, collard greens, kale, broccoli crowns, green bell peppers and other produce staples, Messina proudly says, “Now you can’t say that anymore. Now you can buy a head of lettuce in the City of Chester. It is a good feeling.”\r\n\r\nBefore Fare & Square, grocery shopping was a major time consuming chore—especially for those without cars. A good number of people in Chester are living below the poverty level; the average annual household income in Chester is $19,000. “I had a woman come in the other day and say, ‘Do you know how much money I am saving because I don’t have to take two buses to get to Essington and then take a hack back,” Messina says, using the Philadelphia parlance for a freelance, often unlicensed taxi cab.\r\n\r\nGranted, at 16,000 square feet with only four aisles, Fare & Square is noticeably smaller than a Pathmark Supercenter, but it still manages to offer a full selection of produce, seafood, butcher-cut meats, a Dietz & Watson-branded deli, frozen foods, dry grocery, pet foods, cleaning essentials and some other nonfoods.\r\n\r\nFare & Square is notable for two other facts. It is owned and operated by Philabundance, the Philadelphia-based food bank that services the Delaware Valley, and is being billed as the nation’s first not-for-profit grocery store.\r\n\r\nIf the prototype is successful—and early indications are that it is a hit—the template will be rolled out to other food deserts in the Delaware Valley and copied by other food banks across the country.\r\n\r\nBecause of its unique situation and location, Fare & Square operates on a premise that is different than traditional supermarkets.\r\n\r\n“Pretty much in an urban store like this the merchandising basics are price. Price. Price,” says Bill Clark, president and executive director of Philabundance. “People don’t really care about organic and they don’t really care about local or energy footprint or being green. It is basically, ‘I’ve got to feed my family on a limited amount of money and I want to do it well, and I want to be respected when I do it.’”\r\n\r\nThat reason—not crime—is one of the key reasons that traditional supermarkets have not been able to make a go of it in inner cities, Clark says.\r\n\r\n“We believe it is harder for a commercial grocery store to operate in a community like this because the gross operating margin on $100 million in sales in the inner city is different than in the suburbs,” he says. “In the suburbs there are much more prepared foods, value-added foods, premium foods. In here some of our biggest sellers are 5-pound bags of flour and sugar, cooking oil and Jiffy corn muffin mix.”\r\n\r\nClark says the idea for Fare & Square came about because just-in-time delivery, better inventory control and less recovery for dented product are all having a hand in leading to less donations being available for food banks.\r\n\r\n“We were having an increasing problem as a food bank because shelf stable products have been flat to declining across the country,” Clark says, noting that the problem is exacerbated by the growth of food deserts, described by the USDA as a low-income census tract where a substantial number or share of residents have low access to a supermarket or large grocery store. In an urban area like Chester, that is considered a one-mile radius.\r\n\r\n“As a food bank we have been trying to support food cupboards and when a commercial food desert happens the demand on the charitable food distribution system skyrockets,” Clark says. “All of the food banks are having a hard time dealing with the growing demand or need and we had to figure out some way of addressing the problem of access, and providing a safety net of food for people that need it.”\r\n\r\nPrior to Fare & Square’s opening, Philabundance donated about one million pounds of food a year to churches and other charities in town, and Clark expects that figure will remain constant.\r\n\r\n“What Fare & Square does is lower the barrier to get food before people are so desperate that they have to go to a charitable-only distribution center,” he says.\r\n\r\nFare & Square has several advantages that will help it thrive in a food desert that otherwise might not support a traditional for-profit store because it is owned by the nonprofit Philabundance, Clark says. “One is that I do not have to make a profit,” he says.\r\nFunds were raised to purchase the building, which is now tax-exempt, and additional income is derived from tenant Family Dollar, which shares the building. Equipment and fixtures were donated or purchased at a significant charitable discount.\r\n\r\n“All of our grocery carts were donated by Giant [Carlisle],” Clark says. “Even people who would normally be seen as competitors were involved. We got financial support from Wawa, Giant, Acme.”\r\n\r\nIn fact, it is Wawa convenience store milk sold in the dairy case. “We’ve had a very, very close working relationship with Wawa for the longest time,” Clark says. “They are an investor in the store and in Pennsylvania we have minimum milk price laws, so we asked them if they wanted to participate.”\r\n\r\nIn addition to Wawa, strategic manufacturing partners include Goya, Kimberly-Clark and Bimbo Bakeries.\r\n\r\n“Everything in our store is purchased by us through wholesalers and resold,” Clark says. “We do not make a profit and we cannot sell any product that is donated to Philabundace. It is illegal for us to sell donated product.”\r\n\r\nBut some manufacturers will give Fare & Square a discount on product.\r\n\r\n“Spots within the store will get very good pricing offered to us by partner vendors who realize that we are actually a different class of trade,” Clark says. “They can support us with prices that are very attractive.”\r\n\r\nPrices are cheaper, compared to suburban Pathmark and Giant stores surveyed, and Fare & Square even stocks some items that those stores did not. Oxtails, smoked turkey tails, Bosco or Borden Singles were not available at Giant, for example.\r\n\r\nFare & Square stocks a large assortment of premium brands. When asked by an observer why both Jiffy Baking Mix and Bisquick were carried when the Jiffy was clearly the better deal for impoverished shoppers, Clark replies, “When you talk to people in a community that has been without a supermarket for a while, they will voluntarily tell you up front that they don’t want you to be an Aldi or Save-A-Lot. They want the national brands. It is a question of respect. That said, the shelf movement on the national brand isn’t what you’d expect if you were in Villanova,” he says, referencing a ritzy Main Line suburb.\r\n\r\nHowever, like on the Main Line, just about everyone at Fare & Square belongs to a club. “This store is a membership operation,” Clark says. “We don’t charge for membership, but by asking people to sign up and get a membership card, and then using that card to identify their household, we have access to consumer purchasing data.”\r\n\r\nFare & Square has 7,688 members as of last count. Not bad, considering there are 10,000 households in the entire city. “We are pulling from a larger area than just Chester, including Trainer, Marcus Hook, Upper Chichester and surrounding areas,” Clark says, adding that product selection coupled with low prices is drawing the shoppers in.\r\n“With our relatively small footprint, the key is to be staples with a little bit of drama so that people enjoy the shopping experience,” Clark says. “You don’t want the food section to look as if it was chosen by a food bank and be all bunker food with the largest selection of varietal beans and rice.”\r\n\r\nC-store on steroids\r\nBased on the initial success and customer feedback about Fare & Square, Philabundance is looking to open more stores.\r\n\r\n“There are plenty of areas within our zone, like Camden, Moorestown and Philadelphia’s got multiple opportunities,” Clark says. “But there are also areas within striking distance, whether that is Wilmington, Atlantic City or Trenton.”\r\n\r\nClark concedes that Philabundance will not be opening any “150,000-square-foot Wegmans-type” stores, but likely more outlets in the 20,000-square-foot or smaller range. “If we can achieve some kind of scale in our supply chain, we may be able to augment the distribution of smaller, somewhat C-store on steroids formats,” Clark says. “Like a 6,000-square-foot footprint specializing in perishables.”\r\n\r\nSimilar stores may be cropping up around the nation.\r\n\r\n“We’ve had a lot of inquiries from other cities,” Clark says. “People who live in these [impoverished] communities have much higher incidence of dietary-based disease, obesity, hypertension, diabetes, fatty liver. Diet is creating much higher medical costs. We think it is better to reestablish normal nutritional access than it is to throw pills at the problem.”\r\n\r\nBefore expansion takes placein other areas Fare & Square first needs to work out the kinks in its initial location.\r\n\r\n“The merchandise mix is one of the things that has to be tuned,” Clark says. “Because we’re a nonprofit a lot of people thought we were going to have gluten-free this and organic-that, but that is dead. We have crates in the back room filled with stuff we are pulling from the shelves because it did not sell. Whoever thought we’d be selling Robinson’s Lemon Curd? Are you crazy?”\r\n\r\nPenn-ing a renovation\r\nBefore it was Fare & Square it was West End Food Center. Before that Shop ‘n Bag, and before that it was an outlet of Penn Fruit Co., once one of Philadelphia’s most prominent supermarket chains, known for low prices, flashy promotions and innovative architecture.\r\n\r\nAfter West End closed in 2001, the store sat vacant for a dozen years. “In a space left vacant for so long, you never know what surprises you may uncover,” says Joseph Bona, president, branded environments, at CBX, the New York-based firm that designed the store. Because the project was being undertaken by a nonprofit organization, a tight budget came into play.\r\n\r\n“When the old suspended ceiling system was removed, a fantastic original vaulted ceiling was discovered,” Bona says. “However, age, disrepair and neglect had left the task of renovating it too costly, so up went a new, more affordable suspended ceiling system. The replacement ceiling provided exactly what we wanted to achieve for Fare & Square—the sense of a new, bright and updated market.”\r\n\r\nFactory fresh\r\nWhat does the one-unit Fare & Square have in common with multi-thousand store Kroger and Safeway chains? Like its two larger compatriots, Fare & Square may one day operate its own factory.\r\n\r\nCurrently using the IGA label from its supplier Bozzuto’s, Fare & Square is looking to create its own line of products in certain categories. “We are going to be looking at doing small scale manufacturing ourselves,” says Bill Clark, president and executive director of Philabundance, the Philadelphia-based food bank that operates the store. “We have already trademarked a number of brands, like Community Farms and Community Kitchens.”\r\n\r\nClark says it is getting increasingly difficult for food banks to source staples, like rice and dry beans. “We are starting to do is buy rice and beans in large 2,000-pound bins and use our staff and volunteers to pack them off into one-pound bags as a way to drive down costs,” he says.\r\n\r\nIn addition to repackaging staples like rice, Clark sees Philabundance one day getting into more detailed manufacturing. “Frozen pizza is a big item in any inner city market,” he says. “Why would I want to go and buy frozen pizza from another state when I could make it and put another 20 people to work? And because we are a food bank, we can make the frozen pizza nutritious and still keep our costs low,” he says.\r\n\r\nRead more: http://www.groceryheadquarters.com/2014/01/chesters-little-gem/', 'Chester\'s little gem', '', 'inherit', 'closed', 'closed', '', '1969-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1969, 'http://cbx.cappendev.com/1969-revision-v1', 0, 'revision', '', 0), (2590, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Progresso introduces two varieties of chili packaged in a convenient, flexible pouch decorated with graphics designed to appeal to ‘a die-hard chili cook-off contestant.’\r\nProgresso has extended its expertise in soup to two new “homemade-quality” chili products packaged in a flexible standup pouch decorated with bold, rustic graphics. Offering unique ingredient combinations—Smokehouse Pork and Beef Chili with Beans, and Southwest Style White Chicken Chili with Beans—the line was launched in July to address consumers’ growing interest in tasty dinner options that are easy to prepare.\r\n\r\nAccording to Associate Marketing Manager for Progresso Jill Haspert, the company selected the 20-oz, two-and-a-half-serving standup pouch to improve the consumer experience as well as shelf impact. “Pouches are a convenient and user-friendly format for our consumers, while also standing out on shelf,” she says.\r\n\r\nAlthough material and supplier information for the pouch is proprietary, Haspert does say that the package construction was chosen for product protection, and ease of consumer identification and opening. “Product protection is an important responsibility of the package,” she explains. “The package design and construction help maintain the quality and the excellent taste of the chili over its [18-month] shelf life. The standup pouch format allows consumers to quickly identify the product on shelf. The material makeup of the pouch allows for consistent seal quality and allows our consumers to easily open the package without the use of tools.”\r\n\r\nThe pouch is designed with a tear notch at the top for opening and a clear bottom that allows consumers to see the quality ingredients inside. For product preparation, the consumer pours the chili into a microwave-safe bowl and heats for 5½ minutes—a significant time saver versus making chili from scratch, Progresso notes.\r\n\r\nTo convey the chili culture through its package graphics, Progresso selected brand agency CBX, which selected a hearty, inviting bowl of chili as the primary graphic. The bowl is set against a warm wood-grain table—a background that is also used for the “Chili” copy. The border and top of the pouch use the Progresso blue, with the brand logo in the top left-hand corner.\r\n\r\n“The design intent was to represent the sensory cues that one associates with the occasion of eating chili: warmth, slow cooking, the melding of spicy, hearty flavors with fresh toppings” explains Haspert.“We were inspired by thinking about and researching the type of visual language a die-hard chili cook-off contestant might be attracted to.” The pouch is rotogravure-printed in seven colors by a proprietary converter.\r\n\r\nHaspert says that since it was launched last summer, Progresso™ Chili has been well received by consumers. “It’s clear that consumers are seeking quick, simple meal ideas that taste like homemade, and Progresso Chili is a great option.” The product is available nationwide in the chili and soup aisle of major grocery chains for $4.99 per pouch.\r\n\r\n \r\n\r\nThe full article is available here.', 'Chili in a Pouch Stands Out', '', 'inherit', 'closed', 'closed', '', '2045-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2045, 'http://cbx.cappendev.com/2045-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2591, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'By Todd Maute\nGo beyond national-brand ‘best practices’ to create a superior private-label brand by leveraging package design that is seen by consumers as having meaning and purpose.\n\nAre private-label brand development best practices beneficial or not? I say maybe not so much. Why? Well, let’s start by looking at the definition of “best practice”: a method or technique that has consistently shown results superior to those achieved with other means; and that are therefore used as a benchmark.\n\nIf you think about it, since their inception, retailers have been developing private-label product brands and packaging designs by following a “benchmark” that’s been set by national brands. Historically, they benchmark product spec, and follow packaging spec and color cues, and even the communication hierarchy on packaging.\n\nBut just what has this yielded for private label? I’ll tell you: on average, less than 20% to 25% of market share, depending on how you look at the numbers. Do you think that is a superior return on investment? I’d say probably not.\n\nThe issue is this: When it comes to brand development and package design, the process is really personal, emotional, and very specific to each individual brand. Of course there are some fundamental creative problem-solving processes that will help to develop great brands and great packaging—and if you insist on calling them “best practices,” then be my guest and go ahead.\n\nBut regarding private-label packaging, the term “best practices” really describes a situation where everyone ends up following the same processes and ends up developing the same end result. Let’s face it, brand and package designs that yield truly superior results are ones that have been developed “out of the box” instead of by following the leader.\n\nSo I’m saying that retailers need to take more risks by breaking the mold and doing things differently. This is the only way you will truly achieve brand status in the consumer’s mind—where brands have meaning and purpose, and where they stand for something. But a private-label brand will never reach that hallowed status by benchmarking itself against standards that other brands have already determined.\n\n\nPrivate-label brands blazing their own trail\n\nOne retailer that dared to look at branding, package design, and structure a bit differently, and has achieved brand status, is the Duane Reade/Walgreens’ Good n’ Delish brand. From a product perspective, the fundamentals of this brand were “benchmarked” against other successful premium private-label brands. Yet the company did push the envelope by developing unique and differentiated products that were sourced from local as well as international vendors.\n\nWhen it comes to premium brands, most all retailers develop unique and differentiated products, but the core difference with Duane Reade/Walgreens’ products is the way in which they were branded and packaged. Yes, some fundamental brand development “best practices” were used—including understanding who the consumer is; analyzing category and market data; a deep study of the competition; and evaluating other successful private-label programs—yet in the end, Duane Reade/Walgreens traveled down its own path to create brand meaning and purpose that would uniquely belong to its own brand and enhance its desired market positioning.\n\nThe design, for example, was a combination of gut feeling and market insights. To start, Good n’ Delish as a brand name just felt right for the unique New York City market. CBX knew that the design strategy for premium goods involves setting the product as a hero and developing a very high-quality product appeal. Yet in this case, the product depiction was more about what the brand stands for—Making NY Living Easy—and giving New Yorkers, who are notoriously demanding and expect the best, just what they wanted—a New York brand image they could relate to.\n\nThat kind of fast-forward personality is why you see a chessboard made of dark chocolate squares, salsa using street lights to depict heat levels, and cashews in cabs in New York City—the city’s residents can relate and emotionally connect with these images, bringing Duane Reade a step closer to brand status.\n\nWalgreens also made this brand connection with Ology, a nationally accessible and affordable private-label brand that’s free of harmful chemicals. The core essence is about good for you and good for the environment. It has an easy-to-remember name that means “the sciences” and a unique recyclable structure—all the elements of a successful brand, and one that stands for something that consumers can relate to and support.\n\nRetailers like Trader Joe’s also march to their own beat. Their brand stands for things like sustainability and natural living, and so does their private-label and package design strategy. Other retailers that “get” private label are Whole Foods, Target, and Safeway, all of which have created unique brands and great design that has their own image, is centered on the consumer, and supports their desired positioning in the marketplace.\n\n\nTips on leveraging package design\n\nSo what do you do after you’ve chucked the proverbial “best practices” out the window? Start by gathering good information about your customers so you know them deeply. Then find out all you can about your category. Then, as you build a private-label brand, leverage design as a powerful marketing tool that can tell your brand story and can also support your market position.\n\nIf you ignore this, and simply keep your private-label design functional and benchmark it against national brands, you might be able to get your brand to a “national average” position; but is that what you’re really looking to do? I doubt it.\n\nDon’t be afraid to look at analogous brands outside your category or area of business. You might just get inspired. Think about how truly powerful great design can be, and how far it can take your private-label brand. Think about the technology and fashion fields, and how forward-thinking design can help make people want to associate with and buy your brand.\n\nWe all know that the shopping behaviors by channel category (for example) vary. Shopping for headphones has different cues than the dynamics of shopping for a battery. Headphones are an emotional choice in which performance and style are important, while battery purchases are functional. So understanding the way design can be leveraged by category is extremely important in trying to make a solid connection with a customer. Using a single packaging design across all products, where consumer purchase intent varies, could potentially be a mistake. Instead, develop a brand and package design that communicates excitement for each product, in each category, and potentially, in each channel.\n\nYou can create that level of excitement for your products, too, if you’re willing to step outside of the box and go for it. So when you approach a private-label design initiative, I would challenge you to set a goal for the brand, understand your customer, dive into the category, and look at the world outside your business. And then push the design approach far past the functional strategy and think about how you can leverage that package to truly make an emotional connection with your customer. This will lead your program to achieve brand status and provide superior results.\n\nhttp://www.packworld.com/package-design/strategy/create-benchmark-busting-private-label-brand\n\n \n\n\"\"\n\n\"\"\n\n\"\"\n\n\"\"\n\n \n\n \n\n \n\n ', 'Create a benchmark-busting private-label brand', '', 'inherit', 'closed', 'closed', '', '1847-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1847, 'http://cbx.cappendev.com/1847-revision-v1', 0, 'revision', '', 0), (2592, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Picture a steak — beautiful, medium-rare filet with grilled asparagus. Can you smell it? Now picture it on a paper plate on your desk as you read this. Not as appetizing? That steak will taste differently depending on where you are and how it’s presented.\r\nYour environment has an effect on how you perceive food — a huge effect. McDonald’s CEO Don Thompson explains, “If you have a restaurant that is appealing, contemporary and relevant from both the street and the interior, the food tastes better.”\r\n\r\nWith foodservice emerging as one of the biggest trends in convenience, many retailers are reexamining many aspects of their brand and business. The type of consumer we are targeting has changed to include females, families and Millennials. Chefs are being consulted and culinary trends are being analyzed. With a focus on food, internal capabilities such as health, operations and purchasing are being affected. What\'s not always obvious is that design plays a huge part in the success of a foodservice offering.\r\n\r\nDesign wasn\'t always critical. Convenience stores were a place to buy stuff: cokes, smokes, chips and lottery tickets. Stores needed to be clean and bright. In order to differentiate between other stores, over-the-top branding was used. You know, the “Xtreme Mountain Fountain Zone” type of thing.\r\n\r\nWell, times are changing. Convenience stores have long been moving away from highly disruptive graphics toward restaurant cues. Many top c-store chains compete with the Dunkin’s and quick-service restaurants (QSRs) of the world on a regular basis. Casey\'s pizzas, Wawa hoagies and Stripes’ Laredo tacos are all credible alternatives.\r\n\r\n\"ScreenThere are many ways to design for food and not every store has to be cookie-cutter to be successful. Neighbours, a concept designed for Petro-Canada more than 10 years ago, made waves in the convenience industry with a more restaurant-inspired look and feel.\r\n\r\nFormer senior director of foodservice at Petro-Canada Ed Burcher explains, \"We needed the guest to think ‘FOOD’ from the time they pulled into the parking lot to when they entered the store. The colors, textures and design had to reinforce the food purchase. We were able to do this and people thought of Neighbours as a restaurant and coffee shop, not a c-store. Our competition for the food occasion was Tim Horton\'s and McDonald’s, not other gas stations.”\r\n\r\nNeighbours’ exterior was made of stone, while dark, earthy colors covered the interior. The atmosphere was rounded out by specialty lighting, imported glass tile in the bathroom, a barista and an open kitchen with chef-inspired uniforms. In the first year, the first 10 stores sold more coffee than the rest of the network. Was the offer better? Of course it was. But it looked like a place to buy coffee, not a place to buy motor oil and toilet paper that happened to sell coffee.\r\n\r\nIt was a successful design that showcased food on a pedestal. This aesthetic has become an industry paradigm, borrowed and imitated for nearly a decade. But what\'s happened now is that everyone is chasing it and only looking inside the industry for design inspiration. We\'ve seen new stores across the nation from different convenience retailers sporting similar details. It makes you want to be in the stone, red awning and gooseneck lighting business.\r\n\r\nTo be with and even ahead of the times, you need to look inside and outside of the category. Where are people buying food? Grocery stores, drugstores and QSRs are only a few channels that have become competition.\r\n\r\nInterestingly, about two years ago, top QSRs started adapting a more European approach to design. McDonald’s, Wendy\'s and Burger King were all updated. Bold, solid colors, liberal use of wood and geometric architecture have all been seen in new store offerings. Inside, they are experimenting with multiple chair types and specialty lighting. They look like dining rooms, not bathrooms. (Look at your store to see if the flooring, lighting and wall colors are the same inside the bathroom as in the foodservice area. If they are, it might be time to reconsider.)\r\n\r\nFood presentation is also key. Even if you sell hot dogs, you have to be willing to overstock in order to show abundance and appetite appeal. You have to invest in foodservice. If you are set on waiting until the last hot dog is sold off the roller grill, then you should get out of the business. No one wants that last dog.\r\n\r\nA little food theater can go a long way. We are seeing more open kitchens, fresh produce areas and eye-catching equipment like the tap-style Unicorn soda dispenser from Lancer.\r\n\r\nCustomers will respond to your efforts. They will associate the design of your store with a place to come for fresh food and beverages. People eat with their eyes before they eat with their mouths. Design is an amazing thing. It lives. It evolves. It changes people\'s emotions. It comforts. It excites … and it sells food.\r\n\r\nThe full article is available here.', 'Designed for Foodservice Success', '', 'inherit', 'closed', 'closed', '', '2054-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2054, 'http://cbx.cappendev.com/2054-revision-v1', 0, 'revision', '', 0), (2593, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'The concept cars unveiled at major auto shows always seem a bit “out there.” But by making a practice of radically rethinking their products, global car makers have learned to unleash their creativity and position themselves for the future.\r\nAre chain drug stores doing the same? How much time and money does the industry spend envisioning radical, out-there, seemingly impractical prototype stores — metaphorical “concept cars” that could ultimately exert real, paradigm-shifting influence years or decades down the line?\r\n\r\nWhen it comes to the already lagging front of the store in particular, the industry would do well to entertain the possibility of radical shifts that would amount to an overthrow of the current, convenience-oriented model.\r\n\r\nWhat could replace that current model?\r\n\r\nWhen they aren’t ordering stuff online, both baby boomers and Millennials are keenly interested in health and wellness — a trend that is likely to gather steam with time. Indeed, the definition of health and wellness is expanding to encompass an ever-wider circle of both products and services.\r\n\r\nFor example, people will continue to embrace the notion that food is medicine, and that community is essential to both health and well-being. For nationwide drug store chains, then, this all spells potential opportunity.\r\n\r\nAnd so one strong possibility is a front of the store in which the focus is on curating a bigger message around health and wellness. Arguably, such a focus would be more on-brand and relevant, because drug stores are all about consumers taking better care of themselves.\r\n\r\nFrom CVS Health boldly and bravely ditching cigarettes to Rite Aid launching its wellness ambassadors program, the industry has taken its first steps in this direction anyway.\r\n\r\nWhat would a huge leap look like? If a national drug store chain were to launch a prototype that took health and wellness even more seriously, one approach would be to focus on four fundamentals: footfall (how to get more people in the front door), frequency (how to get them in the front door more often), relevance (selling things that matter to consumers) and brand consistency (offering on-brand products and services that are connected to a healthy lifestyle).\r\n\r\nWith respect to brand consistency, the Drug Store of the Future could offer products that reflect a more elevated consciousness. For example, candy and high-sugar drinks would play a less prominent role, and the store’s business plan would not include tempting shoppers with chocolate at every possible turn.\r\n\r\nSigns already point to the growing numbers of consumers who are rejecting sugared drinks in favor of bottled water and other healthier options; the prototype store would have a deep selection of artisanal waters, unsweetened teas and the like.\r\n\r\nThe prototype would also place far less emphasis on the commoditized products — anything from Styrofoam coolers to lawn chairs to low-end electronics — that formerly gobbled up square footage at the front of the store. This type of merchandise has nothing to do with health and wellness. If it is already omnipresent at dollar stores, discounters, convenience stores and in other retail channels, how much more available will it be in the future?\r\n\r\nAnd so the front of the store will no longer be reminiscent of Dollar Tree or a c-store. Instead, it will have polished wood floors and call to mind the supplements section at Whole Foods Market.\r\n\r\nThe pharmacy would still offer flu shots, but the preventive medicine clinic would do brisk business as well, in part because of revolutions that will make diagnostic tools and techniques cheaper and more portable.In fact, given all the research proving the health benefits of societal engagement, the prototype might even include a small community room, perhaps adjacent to the pharmacy/clinic. You could look through the oversize windows and see that an on-brand yoga class is in full swing. What’s on the schedule for tomorrow? Massage.\r\n\r\nOn the food front, it isn’t too hard to imagine a high counter that has a juice bar that offers customizable, kale-infused concoctions. Shoppers may also find a display at the front of the store that features organic, zero-sugar and antioxidant-rich pomegranate juice. It’s right next to the big display of anti-inflammatory turmeric supplements. Does the store have cashew nuts? Sure. But they’re dry-roasted and organic. You may even find a tilt table with some fresh organic produce from local farms.\r\n\r\nBear in mind that chain drug stores are already in the food business. Shifting into a higher orbit with more healthful offerings might be a stretch, but it is not beyond the realm of possibility. We are already seeing urban fresh format stores that are designed to combat food deserts.\r\n\r\nTechnology would be an integral part of the store as well. Say you’re a member of a rewards program. When the RFID scanner detects your phone, you could receive a text that gives you the option of downloading a free article on nutrition or on high-intensity fitness, or maybe a digital recording of a stress-reducing guided meditation. It would be the health and wellness equivalent of the free MP3 downloads that Starbucks offers to its loyalists.\r\n\r\nThe store’s exterior could also reflect the growing opinion that a healthier planet is a healthier you. That could mean lots of e-vehicle charging stations in the parking lot — all of them topped, of course, with solar panels — as well as rain barrels here and there outside and maybe even a rooftop garden and “living wall” covered in greenery.\r\n\r\nInside and out, the idea here is to shoot for a future in which consumers think of you first whenever they contemplate anything related to health and wellness. After all, that is your niche. So that might mean a product offering that includes things that might seem unthinkably impractical today such as organic cotton yoga pants or expensive fitness-tracking gizmos from the Quantified Self movement.\r\n\r\nToday, drug stores are full of merchandise that dilutes or even harms their brands, which is precisely why CVS Health kicked tobacco to the curb. And yet drug stores have just as much of a brand to uphold as all of the brands they carry.\r\n\r\nIf American society becomes increasingly focused on health and wellness, as it appears likely to do, then why not try to bring about a future in which consumers strongly associate national drug stores with their health and wellness needs? Why cede this territory to the likes of Whole Foods, which could never achieve the geographic market penetration of a CVS or Walgreens?\r\n\r\nFar-out prototypes rarely go to market as is, but they can and do lead to new ideas and incremental changes that, over time, translate into competitive advantages for chain drug retailers in the real world. The industry has already identified a need to reinvigorate the front of the store and carve out a stronger identity for itself in a world of both channel blurring and commoditization. Pushing prototypes past what might seem possible or practical is one way to shift that quest into overdrive.\r\n\r\nOriginally printed in Chain Drug Review', 'Envisioning the ‘drug store of the future’', '', 'inherit', 'closed', 'closed', '', '2093-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2093, 'http://cbx.cappendev.com/2093-revision-v1', 0, 'revision', '', 0), (2594, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '

    Well-executed branding strategies for private label products can help convenience stores set themselves apart, bolster shopper loyalty, improve price perception and, ultimately, boost their bottom lines. And yet the industry still has a long way to go when it comes to taking full advantage of private label’s powerful potential, said Todd Maute, a partner in the global branding firm CBX, during a panel discussion Sunday at the National Association of Convenience Stores (NACS) annual expo and convention in Las Vegas.\r\n“Private label is a hot commodity and is in the news a lot these days,” Maute told the audience during “Private Label Profit Puzzle,” a panel discussion featuring c-store and branding experts from four national firms. “But much of its recent growth has been driven by the sluggish economy and is the result of consumers ‘trading down’ in search of better price values.”\r\n\r\nDuring the panel discussion, Maute underscored the need for the industry to adopt a new attitude about private label—one in which companies see private label products, not as lower-tier alternatives to the national brands, but as powerful marketing and branding vehicles in their own right.\r\n\r\n“If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private label brands in the customer’s mind,” he said. “But c-stores can remedy this by standing behind their brands, marketing them with confidence and educating customers that their private label brands really are worth buying.”\r\n\r\nIn the grocery and big-box discount sectors, Maute explained, smart retailers like Safeway, H-E-B, Target and Walmart are making much more of their private label brands. But, while c-stores certainly have more limited shelf space and shallower offerings in various product categories, their “captive audiences” ought to translate directly into stronger private label market share, Maute noted.\r\n\r\n“Let’s say you’re in a hurry, go into a convenience store and cannot find the national brand version of a product you happen to need,” Maute said. “You’ll be perfectly willing to try the c-store’s private label brand, rather than walk out empty-handed. If it happens to be an attractive package, well merchandised, with a high-quality product inside, you’ll buy it again. C-stores are missing out on an opportunity here with products that tend to deliver higher profits for retailers.”\r\n\r\nThe private label branding veteran drew a sharp-distinction between product-led and brand-led strategies. All too often, c-stores’ private label strategies are product-led, he explained, which means the attributes of the product itself—whether it is potato chips, soda or motor oil or is a “premium” product vs. a “national brand equivalent”—drive the way it is packaged, merchandised and marketed. In a brand-led strategy, by contrast, smart retailers create coherent and appealing private label brands that become instantly recognizable to consumers.\r\n\r\n“If the strategy is brand-led, you will innovate and differentiate,” Maute said.\r\n\r\nRetailers with the highest private label market share maintain a laser-like focus on smart advertising and promotion for those brands, up to and including social media, Maute revealed. They understand that every private label purchase carries with it three distinct impressions on the consumer, he added.\r\n\r\n“The first is when they see the product on the shelf. The second is when they buy it, and the third is when they actually consume or use it,” he said. “If you sell 50 million units per year, that translates into 150 million consumer impressions per year. And so the way you package and merchandise your private label products, the way you price them and place them on the shelf can be more powerful than a Super Bowl ad when it comes to shaping customer loyalty and building your overall brand.”\r\n\r\nHow should c-stores go about reorienting their private label strategies? “Start with the fundamentals of good retailing,” Maute said. “It is all about knowing the customer and understanding the dynamics of your store and your categories. Think of your vendors as partners, not as a mere procurement sources. Merchandise the product like you’re proud of it, which you should be. Promote it and treat it like a national brand, not like a brand alternative.”\r\n\r\nThe NACS Show, held at Las Vegas Convention Center, concludes today. The annual show highlights products and services for the convenience and fuel retailing industry.\r\n\r\nhttp://www.theshelbyreport.com/2012/10/10/expert-urges-c-stores-take-a-savvier-approach-to-private-label/#.UH2nSY7A6pV

    ', 'Expert Urges C-Stores To Take A Savvier Approach To Private Label', '', 'inherit', 'closed', 'closed', '', '1711-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1711, 'http://cbx.cappendev.com/1711-revision-v1', 0, 'revision', '', 0), (2595, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '

    --CBX’s Todd Maute highlights marketing potential of private-label brands during NACS Show panel\r\nLAS VEGAS (10/7/2012) —Well-executed branding strategies for private-label products can help convenience stores set themselves apart, bolster shopper loyalty, improve price perception and, ultimately, boost their bottom lines. And yet the industry still has a long way to go when it comes to taking full advantage of private label’s powerful potential, said Todd Maute, a partner in the global branding firm CBX, during a panel discussion Sunday at the National Association of Convenience Stores (NACS) annual expo and convention.\r\n \r\n“Private label is a hot commodity and is in the news a lot these days,” Maute told the audience during “Private Label Profit Puzzle,” a panel discussion featuring c-store and branding experts from four national firms. “But much of its recent growth has been driven by the sluggish economy and is the result of consumers ‘trading down’ in search of better price values.” \r\n\r\nDuring the panel discussion, Maute underscored the need for the industry to adopt a new attitude about private label—one in which companies see private-label products, not as lower-tier alternatives to the national brands, but as powerful marketing and branding vehicles in their own right.\r\n\r\n“If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private-label brands in the customer’s mind,” he said. “But c-stores can remedy this by standing behind their brands, marketing them with confidence and educating customers that their private-label brands really are worth buying.”\r\n\r\nIn the grocery and big-box discount sectors, Maute explained, smart retailers like Safeway, HEB, Target and Walmart are making much more of their private label brands. But while c-stores certainly have more limited shelf space and shallower offerings in various product categories, their “captive audiences” ought to translate directly into stronger private-label market share, Maute asserted. \r\n\r\n “Let’s say you’re in a hurry, go into a convenience store and cannot find the national brand version of a product you happen to need,” Maute said. “You’ll be perfectly willing to try the c-store’s private-label brand, rather than walk out empty-handed. If it happens to be an attractive package, well merchandised, with a high-quality product inside, you’ll buy it again. C-stores are missing out on an opportunity here with products that tend to deliver higher profits for retailers.” \r\n\r\nThe private label branding veteran drew a sharp-distinction between product-led and brand-led strategies. All too often, c-stores’ private-label strategies are product-led, he explained, which means the attributes of the product itself—whether it is potato chips, soda or motor oil or is a “premium” product versus a “national brand equivalent”—drive the way it is packaged, merchandised and marketed. In a brand-led strategy, by contrast, smart retailers create coherent and appealing private-label brands that become instantly recognizable to consumers. “If the strategy is brand-led, you will innovate and differentiate,” Maute said.\r\n\r\nRetailers with the highest private-label market share maintain a laser-like focus on smart advertising and promotion for those brands, up to and including social media, Maute said. They understand that every private-label purchase carries with it three distinct impressions on the consumer, he added. “The first is when they see the product on the shelf. The second is when they buy it, and the third is when they actually consume or use it,” he explained. “If you sell 50 million units per year, that translates into 150 million consumer impressions per year. And so the way you package and merchandise your private-label products, the way you price them and place them on the shelf can be more powerful than a Super Bowl ad when it comes to shaping customer loyalty and building your overall brand.”\r\n\r\nHow should c-stores go about reorienting their private-label strategies? “Start with the fundamentals of good retailing,” Maute advised. “It is all about knowing the customer and understanding the dynamics of your store and your categories. Think of your vendors as partners, not as a mere procurement sources. Merchandise the product like you’re proud of it, which you should be. Promote it and treat it like a national brand, not like a brand alternative.”\r\n\r\nThe NACS Show, held Oct. 7-10 at the Las Vegas Convention Center, highlights products and services for the convenience and fuel retailing industry and is one of the top 50 trade shows in the United States, according to the Trade Show News Network.\r\n\r\nAbout CBX \r\n\r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n', 'Expert Urges C-Stores to Take a Savvier Approach to Private Label', '', 'inherit', 'closed', 'closed', '', '1777-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1777, 'http://cbx.cappendev.com/1777-revision-v1', 0, 'revision', '', 0), (2596, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '

    Del Monte Pet Products plays up the bond between pets and their owners in the packaging for a new line of home-style dog treats.\r\nThe cherished relationship between “pet parents” and their canine “kids” is the focus of packaging graphics for Del Monte Pet Products’ new home-style treats for dogs. Made from 100% real jerky, sausage slices, and meatballs, the Milo’s Kitchen line of four treat varieties is packed in a stand-up, resealable pouch, decorated with graphics of pet owners interacting with their dogs, in heart-warming, full-color photography.\r\n \r\nDel Monte worked with brand agency CBX to fine-tune the positioning and packaging design for Milo’s Kitchen. Through an extensive research process, CBX helped pinpoint the insight that pet parents regard their pets as equal members of the family unit. As such, they want to share the same kind of 100-percent real, nutritious, and flavorful snacks that they themselves would eat.\r\n 
\r\n“This revelation became the driver—the distinct ‘a-ha’ moment—behind the development and positioning of a pet snack brand that would allow Del Monte to carve out its share of this burgeoning [pet food and products] market,” says CBX chief creative officer Rick Barrack.\r\n 
\r\nIn addition to photography of people embracing their pets, the package design for Milo’s Kitchen includes a round bulls-eye on the package, displaying the 100-percent real quality seal, to reassure consumers of the high-quality ingredients. The light color of the packaging adds to the fresh and natural appeal of the product, as well as boosts its shelf presence on crowded grocery and retailer shelves. A clear window on the front of the bag has been maximized so consumers can see the pet snacks inside. The back panel complements the positioning on the front by telling the story of the brand. \r\n 

\r\nMilo’s Kitchen home-style treats are available in small (2.7 to 3.3-oz), medium (10 to 14-oz), and large (15 to 30-oz) bag sizes, depending upon variety, and are sold at large national grocery chains, Walmart, Target, PetSmart, Petco, and other channels selling pet food.\r\n\r\n \r\nhttp://www.packworld.com/package-design/graphic/family-member-status-dogs-helps-sell-pet-treats', 'Family-member status of dogs helps sell pet treats', '', 'inherit', 'closed', 'closed', '', '1724-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1724, 'http://cbx.cappendev.com/1724-revision-v1', 0, 'revision', '', 0), (2597, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Retailers should better leverage dedicated own-brand teams, consumer insights, and new technology to streamline the branding process.\r\nDuring a time of negligible population growth—with millennials slow to have children but eager to try new and exotic products—retailers cannot propel private brand sales simply through low-risk line extensions.\r\n\r\n“Because there’s not a lot of population growth, retailers are looking to innovation, and we’re seeing an enormous amount of what’s called ‘rapid prototyping,’” says Todd Maute, a partner with New York-based design consultancy CBX.\r\n\r\nHow could retailers be more innovative in the store brand space? Although the national-brand equivalent tier still resonates with many consumers, market research has shown that millennials—many of whom still live with their parents and have considerable discretionary income—care about transparent sourcing, corporate social responsibility and the avoidance of ingredients they consider to be harmful. These priorities and misgivings, coupled with millennials’ more adventurous, multicultural food and beverage preferences, create opportunities for retailers to develop new must-have premium brands, lines, and SKUs. And with any luck, some of these new products will go viral on social media.\r\n\r\nAmong private brand owners, “there will always be the ‘fast followers,’” observes Doug Baker, vice president of private brands for the Food Marketing Institute (FMI). “But if we can start finding those gaps where consumers have a need we can fill, that’s going to create longevity and a breath of fresh air for private brands. Many retailers are trying to do that, so they are stepping outside the box of what private brands have done for so many years.”\r\n\r\nRetailers face a number of challenges, however, when it comes to rapid development and deployments of groundbreaking private label brands, lines, and products.\r\n\r\n“Speed to market, in my opinion, is critical,” Maute says. “But a lot of retailers have very large [private brand] programs—with as many as 2,000 to 5,000 SKUs. To execute 5,000 SKUs can take years. By the time you’re done, you have to start all over again.”\r\n\r\nSmaller launches—of new and different store brand lines and products—also face hurdles, Baker notes. One of the challenges is guaranteeing the volume that many manufacturing partners require.\r\n\r\nAnother obstacle to a rapid launch is the complexity of the private brand supply chain, Baker points out. Retailers typically work not only with manufacturers, but also with packaging design agencies, pre-press firms, logistics companies, marketing and branding agencies, and many other vendors. A cumbersome, time-consuming approval process for any proposal or change can drastically reduce the speed to market.\r\n\r\nWhat could retailers do, then, to streamline the branding process and bring their own lines and products faster to store shelves? The answers range from reconfiguring corporate infrastructures to more effectively leveraging new technologies to communicate with outside vendors.\r\n\r\nDedicate groups to store brands\r\n\r\nMaute recommends that retailers have dedicated private brand groups—with a deep understanding of category dynamics—that are responsible for the entire branding process.\r\n\r\n“It starts with a commitment to infrastructure within a retailer,” he explains. “Each retailer is structured really differently. Sometimes merchandising owns private label. Sometimes marketing owns a piece of it, but merchandising owns another piece of it. And sometimes there are freestanding groups that own it and collaborate.”\r\n\r\nRetailers with dedicated groups tend to have more streamlined processes in place and realize, for example, that “how people shop for laundry detergent is very different from how they shop for cereal,” Maute says. Such retailers also recognize the need to tailor the branding story to consumer behavior within a particular category.\r\n\r\nMine consumer insights\r\n\r\nMany market research groups are striving to understand consumer behavior across a wide range of demographics and categories. Such market intelligence can help determine optimal package sizes, as well as item varieties.\r\n\r\nWorking with its Private Brand Council (consisting of retailers, wholesalers, and manufacturers) and IRI, FMI has been conducting research specific to how new private brand products are developed and launched and how consumers view and engage with store brand items.\r\n\r\n“We’re scrubbing social media to find out what consumers are actually saying about private brands,” Baker shares.\r\n\r\nHe notes that FMT plans to issue a four-chapter white paper on this research in phases next year, with the first chapter to be released around the end of January.\r\n\r\nPrivate label manufacturers, which frequently work with a range of retailers that target different demographics, can be founts of information on consumer behavior, too. To be innovative with store brands, Retailers and private label manufacturers need to pool their consumer and category insights and collaborate on product development, Baker says, pointing out that creativity can be found on both sides of the partnership.\r\n\r\n“From surveying our Private Brand Council, we know that manufacturers are bringing new items to retailers, and retailers are bringing new items to manufacturers,” he notes, adding that sometimes retailers and manufacturers glean new product ideas during trips overseas.\r\n\r\nStreamline communication\r\n\r\nDuring the packaging design phase, which has historically been time-consuming because of all of the external players and required sign-offs, new technologies can help shorten the time to market, Baker suggests.\r\n\r\nTo realize efficiencies, retailers may be tempted to bring or keep design in-house, but that’s usually not a good choice, according to Maute.\r\n\r\n“I believe that design is one of the most under-leverages tools in U.S. private label grocery packaging today,” he adds. “If you were to look at the UK market, which has a significantly higher penetration and market share in private brands, you’ll see that retailers like Tesco and Marks & Spencer and Waitrose use the top design agencies and have some of the most beautiful packages in the marketplace.”\r\n\r\nIndeed, because of technology, design agencies can be used more effectively and efficiently today, allowing a retailer in California, for instance, to work closely with a design team in Chicago, according to Baker.\r\n\r\n“Design companies are setting up monitors and equipment inside of brand owners’ buildings so that retailers can watch photo shoots from their offices in real time and make suggestions and decisions immediately,” he says. “So technology is a major solution in trying to reduce the time it takes to get a product to shelf.”\r\n\r\nTake smart shortcuts\r\n\r\nRather than start from scratch with a new brand or line, it can pay to leverage what already has been done. Earth City, Mo.-based Save-A-Lot, a division of Supervalu, Eden Prairie, Minn., came to this conclusion when it acquired the America’s Choice trade name from the bankrupt Great Atlantic & Pacific Tea Company (A&P) in late April. Less than six months later, the retailer is rolling out America’s Choice Creations, its new store brand line of “decadent” sweet and savory shelf-stable products. To diminish the initial time to market and build momentum, the entire line will be introduced in three launch phases.\r\n\r\n“It’s good to take advantage of somebody else’s hard work,” Baker observes. “That brand has been around for such a long time. And in certain areas of the country, it’s going to resonate very well with consumers because they are going to recognize it.\r\n\r\n“In other areas of the country, people will be seeing it for the first time,” he adds. “But whenever you can shorten the learning curve, that makes sense from a branding perspective.\r\n\r\nOriginally published in Store Brands Magazine.', 'Faster to market', '', 'inherit', 'closed', 'closed', '', '2284-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2284, 'http://cbx.cappendev.com/2284-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2598, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '

    \"\"By Rick Barrack:\r\nToday’s purchasing decisions are made quickly. Here are some ideas for conveying your brand’s story while also standing out and educating consumers.

    \r\n\r\nAs consumers become savvier shoppers, marketers need to communicate their brands’ key selling benefits differently. Twenty years ago, it may have been enough to slap a “sugar-free” or “vitamin-enriched” starburst on a package to get someone’s attention in the supermarket aisle. But today, every box, bag, and bottle makes one or more claims, to the point where it can warrant negative publicity. Worse, it could drive angry and mistrusting consumers to tweet, rant on blogs, and—gasp—unfriend you on Facebook! Even brands like SunChips, which tried to blaze a new trail with its groundbreaking compostable packaging, heard loud and clear over the Internet that consumers did not entirely appreciate its bags, which were very noisy.\r\n\r\nSo what’s a brand to do? Given that purchasing decisions are made in an instant, how can package design work to help marketers tell their brands’ story, educate consumers, and stand out…in an instant? Here are five lessons learned from package design to help guide your efforts.\r\n\r\nLesson #1: \r\nTell a simple, compelling story. Jaded by all the marketing claims of the past decades—everything from “sugar-free” to “fiber-rich” to “probiotic”—consumers are now seeking out more minimal design, straightforward visual cues, and honest, authentic copy. Method, with its “good for you, good for the planet” message, creates minimalist yet beautifully designed products that are not only good for the environment but also meant to be displayed in homes.\r\nGone is the image of “green” as bare-bones (hello, Seventh Generation). The Method product line, with its brightly colored packaging; unconventionally shaped bottles; and friendly, lowercase logo; unquestionably is modern and approachable. Package copy is straightforward and minimal, with the occasional wink, and it conveys the product’s benefits elegantly and concisely. Quite simply, Method noticed a niche in the category and nailed it.\r\n\r\nLesson #2: Do something unexpected to grab shoppers with short attention spans. In the age of the Internet, branding messages bombard shoppers with information. They can’t focus for a single minute, let alone several. The days of reading package copy in the aisle are long gone; now, you really need to grab consumers at first glance. For this reason, packaging must be bold, in a refreshing, innovative way and make people say, “Wow!”\r\nWhen CBX was helping Kimberly-Clark create its U by Kotex brand, the creative team got out into the field, turned over every stone, and really tried to think “out of the box” (pun intended) to create packaging that would alter the public image of Kotex. Research showed that the feminine-hygiene category had been dominated for the last 50 years by pastel hues, script typefaces, and discreet language, and also that this approach is no longer relevant to a 21st century woman, who is anything but shy.\r\n\r\nBuilding on cues found in fashion, U by Kotex’s black matte packaging is highlighted by bold bursts of color and high-gloss circles. The copy tone that is at once both honest (our target consumer wanted straight talk) and informative (highlighted by a “Myth or fact?” section on the back panel that discarded old-fashioned notions of what happens to women during their periods). The brand also had the chutzpah to use the word vagina—previously taboo in the category.\r\n\r\nLesson #3: Educate and entertain. In the age of the Internet, CPG companies can no longer pull the wool over consumers’ eyes with inflated, and even false, packaging claims. In addition to possibly losing sales, you also can find yourself in big trouble with the Food and Drug Administration. That happened to Nestle last summer, when the FDA cited the food and beverage company for claiming that its Boost Kid Essentials Nutritionally Complete Drink provided “immunity protection” for children against colds and the flu. But VitaminWater, a line of enhanced waters from Glaceau, now a privately owned subsidiary of Coca-Cola, struck the perfect balance between “educate” and “entertain.” A clean design and smart, witty, conversational copy convey the product benefits. For example, the brand’s “energy” drink, which contains guarana and Vitamin B, bears this copy:\r\n\r\n“In soccer (excuse us Mexico, Spain, and Italy, we mean ‘futbol’), there isn’t a more exciting moment than when the announcer screams ‘gooooooal’ (yelling ‘offffsiddde’ never quite caught on). With that said, we added Vitamin B and guarana to give you an extra kick (pun intended), so now when you’re watching soccer, playing soccer, coaching soccer, driving kids to soccer or doing anything that starts with ‘socc’ and ends with ‘er,’ you too can have the energy of a raving lunatic to yell ‘gooooooooal!’”\r\n\r\nAs opposed to packages bombarded with claims, bursts, and violators, VitaminWater’s editorial-style graphics immediately draw attention, and its informative, witty copy was groundbreaking for the beverage category. Is it surprising that VitaminWater has become one of the best-selling enhanced waters?\r\n\r\nLesson #4: Have a big idea. When Duane Reade approached CBX to develop the expression of its private-label brands’ new positioning, “New York Living Made Easy,” the result was approach that would get even the most cynical New Yorkers to sit up and take notice. The creative team looked at every uniquely New York experience and then incorporated these experiences into the package designs.\r\n\r\nTwo examples: Spectacular Chocolate Chip Cookies feature a theatrical spotlight shining on appetizing product shots. Deluxe Whole Cashews cans whimsically position the cashews on bar stools and park benches.\r\n\r\nThis idea of uniquely New York is evident across all of Duane Reade’s private-label products, and it is reinforced throughout the on-pack copy with a dry, sarcastic tone that easily could have come out of the mouth of any New York City taxi driver. Additionally, Duane Reade now offers a value line of products that utilize UPC-style illustrations of New York Landmarks, from the Statue of Liberty to the Brooklyn Bridge to the New York City skyline.\r\n\r\nLesson #5: Make the every day special. Our days are monotonous enough. Why not do something special for consumers in the supermarket aisle? Just because a product has a particular price point doesn’t mean it can’t feel a little more premium.\r\n\r\nMore and more, brands are realizing that they can utilize upscale design at a mass price point to really make a statement. Dorset Cereals does just that. This line of cereals takes a category, not exactly known for its beautiful design, and elevates it through simple, beautiful packaging more commonly found among boutique brands. An oversized, approachable font, elegant color choices, and peek-a-boo windows shaped as leaves—through which you can see the product—make this breakfast choice a no-brainer.\r\n\r\nI’m not saying that designing packaging based on the five lessons described above will guarantee success. However, the chances are pretty high that by following one or a combination of these suggestions, your product can stand out on shelves and inspire consumers to hit “like” on Facebook, tweet your praises, and share positive associations with your brand among their friends.\r\n\r\n\r\nhttp://www.packworld.com/package-type/thermoformed-packaging/five-lessons-building-great-packaging', 'Five lessons for building great packaging', '', 'inherit', 'closed', 'closed', '', '1556-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1556, 'http://cbx.cappendev.com/1556-revision-v1', 0, 'revision', '', 0), (2599, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'The food gifting market has proven to be a growing entity within the specialty food realm, approaching $18 billion in sales in the U.S. in 2016.\r\n“On the consumer side, key hallmark holidays have always been a huge driver,” says Renee Israel, co-founder of Doc Popcorn. “At no time is this more apparent than in Q4 when holidays practically invented for food come around.” Some of biggest category sellers include candy, nuts, and fruit, but healthy food alternatives are also gaining ground.\r\n\r\nAccording to Dave Taiclen, president of 1-800-Flowers.com, Inc. Gourmet Food Group, giving gourmet food gifts for celebratory occasions has always been a staple in the gifting industry. In fact, Harry & David began the first Fruit-of-the-Month-Club more than 80 years ago featuring its famous Royal Riviera Pears and gourmet fruits.\r\n\r\n“Gourmet food gifts appeal to consumers as they provide their recipient with a delicious experience that may speak to their taste—chocolate lover, grilling chef, and wine connoisseur—or allow the recipient to try a new flavor or food,” Taiclen says. “\r\n\r\nKim Jones, senior director, marketing of Mrs. Fields says food gifting, particularly sweet treat gifting, has had a noticeable increase over the last few holiday seasons at Mrs. Fields.\r\n\r\n“I believe consumers are going back to the basics,” Jones says. “We want to give a gift that was made with love, without actually making it.”\r\n\r\nIndeed, Sue George, owner of Harvard Sweet Boutique in Hudson, Mass., believes people are looking for alternatives to standard delivery gifts.\r\n\r\n“I have seen a huge jump in people gifting our special diet items, such as gluten-free, sugar-free, vegan, egg-free and dairy-free,” George says. “Corporate food gifting is also on the rise, especially during the holidays.”\r\n\r\nThe Role of Packaging\r\n\r\nThe attributes of visual design and presentation within the food-gifting category are paramount. People give gifts for the purpose of personal expression. Perhaps even more important than the food itself, is the story and experience the brand communicates.\r\n\r\n“Whatever the design, it must commit fully to a story,” says Dustin Longstreth, senior vice president, strategy group director at NY-based branding agency CBX. “That story can be about where it’s from, how it’s made, who made it, or how expensive and scarce it is. But it’s the commitment to communicating a sense of specialness through story that will set it apart from everyday items.”\r\n\r\nAs Taiclen explains, customers have many choices today, and so the decisions are often driven by brand recognition, or the attractiveness of the packaging.\r\n\r\n“Once the consumer is engaged, it’s our responsibility to communicate to the consumer the benefits of the gourmet food gift and tell the story of what makes our products great,” Taiclen says. “We want our visual presentation to be impactful, but still not take away from the components that are inside of it.”\r\n\r\nAccording to Jenny Dorsey, culinary consultant in New York City, being a \"foodie\" has become commonplace and especially for the food-obsessed millennial, gifting something that is food related and experience-worthy is at the top of the list for desirable gifts.\r\n\r\n“People are more and more interested in the why, how, where, and what of their foodstuffs, so food gifting also allows for two parties to exchange information about a food item and bond over that,” Dorsey says. She stresses that minimal design is in right now.\r\n\r\n“It needs to be cohesively designed and on-brand—if the brand is \"healthy\" then it must list ingredients, show sourcing, give information online about why or how it uses its ingredients, show artisanal harvesting process, etc.,” Dorsey says\r\n\r\nGeorge of Harvard Sweet Boutique has seen that solid gift boxes, fun and whimsical designs—polka dots, stripes, chalkboard—sell best and then classic, conservative designs for business gifts work well.\r\n\r\nDemographics and Future Trends\r\n\r\nDorsey sees urban professionals, ages 25-45, both male and female, with high discretionary income, currently being the largest food gifters.\r\n\r\n“The food gifts they provide are as much a social status symbol for themselves as they are a gift,” Dorsey says. “They care about perceived image and brand, less about ‘value’ — quantity per dollar —and especially enjoy an experiential product that extends beyond the package.”\r\n\r\nTaicien predicts food gifting to be a strong trend with continued growth in the future. Indeed, according to a study by Packaging Facts, food gifting sales are expected to rise 2.5 percent in 2016.\r\n\r\n“Feedback from retail channels is important to keep consumers engaged in gourmet food gifting,” Taicien says. “Our Gourmet Food Group brands rely on constant feedback from our customers at all touch points to ensure our quality products not only meet their gifting needs but do so in an easy and convenient way for our customers.”\r\n\r\nLongstreth, adds “And as our expectation of quality continues to grow, we’re likely to see more ultra-premium offers, made with extremely rare, expensive fine ingredients to impress that special someone on your list.”\r\n\r\nOriginally published by Specialty Food Association\r\nPhoto courtesy of Maura Keller', 'Food Gifting Market Remains Robust', '', 'inherit', 'closed', 'closed', '', '2240-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2240, 'http://cbx.cappendev.com/2240-revision-v1', 0, 'revision', '', 0), (2600, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Smart merchandising can use the perimeter to boost center store.\r\nIt’s no secret that in the grocery channel, growth among perimeter departments is outpacing that of center store, and is anticipated to continue doing so through the rest of the decade.\r\n\r\nWhile center store sales are projected to grow from $205 billion in 2015 to $216 billion by 2020, perimeter sales are anticipated to rise from $296 billion in 2014 to $346 billion by 2019 — a whopping $50 billion, according to Chicago-based market research firm Mintel.\r\n\r\nThe reason behind this switch is clear: Americans are increasingly “counting ingredients, not calories,” eschewing heavily processed foods for fresh and natural offerings, says Euromonitor, a market researcher based in Chicago, in its April 2016 “Fresh Food in the U.S.” report.\r\n\r\nWith the rise in e-commerce, however, trips to brick-and-mortar grocery stores are on the decline, warns Stacey Ring-Sanders, VP of category management with Battle Creek, Mich.-based Kellogg Co. As a result, grocers are feeling increased pressure to ensure that they’re meeting their shoppers’ needs, making it important to develop solutions and pair items across the store to maximize sales as much as possible.\r\n\r\nA good way to do this is to work with suppliers and across departments, leveraging the perimeter’s booming popularity to boost exposure and sales of products typically seen as more processed — namely, shelf-stable and frozen items.\r\n\r\nShelf-stable Opportunities Abound\r\n\r\nShelf-stable products are relatively easy to move to other areas of the store and promote alongside complementary fresh items. To do so, however, grocers must understand consumers’ attitudes, lifestyles and purchase behavior.\r\n\r\nOne major consumer behavior worth noting: The busy world and increasing access to exotic flavors are pulling consumers in two different directions, pitting a desire for more exotic, complex dishes that often incorporate fresh ingredients against a cramped schedule barely allowing for a phone call to order pizza.\r\n\r\nMatt Pabst, director of shopper marketing at Omaha, Neb.-based ConAgra Foods, suggests that marrying the convenience of shelf-stable products with the desirability of fresh products is a critical way of approaching cross-merchandising and -promotions in the center store category.\r\n\r\nFor instance, ConAgra partnered with its retailer clients to share with customers its “Rockin’ Guac” recipe, which pairs Ro-Tel’s canned diced tomatoes and green chilies with Avocados From Mexico avocados and perimeter items. Doing so removes a time-consuming step from preparation — dicing the tomatoes and peppers — while still giving consumers the feeling that they created something by mashing the avocados and mixing them with the other ingredients, as well as imparting the satisfaction of enjoying fresh foods.\r\n\r\nBeyond tastes, time of year also can lend itself to convenience-minded cross-merchandising and -promotion solutions between shelf-stable and fresh.\r\n\r\nOne of the more stressful periods for time-starved families is the back-to-school season, which can leave parents with little time to put together a healthful lunch or snack for their kids. And considering that parents today are more interested than ever in having their kids eat fresh, less-processed foods, adding fresh components to cross-merchandised and -promoted solutions can help retailers give parents peace of mind while driving sales.\r\n\r\nAs an example, shelf-stable peanut butter could pair well with fresh sliced breads in the bakery section, especially around back-to-school season, and offer a strong sampling opportunity. Brian Evangelista, brand manager with ConAgra, notes that during that period in 2015, its Peter Pan brand partnered with retailer clients to create trial programs based around its new Simply Ground peanut butter, which boasts a texture somewhere between creamy and crunchy peanut butters.\r\n\r\n“To bring the first texture innovation in this category for many years, we needed to focus on in-store demonstrations to share the experience with consumers,” he says. “Simply Ground is very important to the lunchbox occasion because it is the only spreadable crunch on the market,” as traditional crunchy peanut butter is more likely to tear bread apart when spread with a knife.\r\n\r\nAdditionally, category managers could work to cross-merchandise and -promote on health-and-wellness messaging. For instance, pairing free-from shelf-stable products with complementary perimeter items sporting similar free-from statements could help drive basket ring. “It’s critical that retailers have category assortments that more completely meet the different and relevant health needs of their shoppers,” says Nicolas Martinez, director of shopper insights with ConAgra.\r\n\r\n“This includes specific health needs like natural, gluten-free and organic.”\r\n\r\nFrozen Tougher to Crack\r\n\r\nWhile cross-merchandising or -promoting shelf-stable products around the perimeter requires just a bit of creative thinking, doing the same with frozen items can be far trickier. For one, such products can’t easily be merchandised outside of the frozen aisle, meaning that cross-promotions tend to be easier.\r\n\r\n“You need to have wheel-able cases to actually cross-merchandise,” points out Todd Maute, partner with New York-based retail branding firm CBX.\r\n\r\nBut the even bigger concern here is that grocers in recent years are seeing a trend in frozen foods opposite of the one in fresh perimeter departments, given consumers’ desire for more natural, less-processed foods.\r\n\r\nA good example is ready meals: The largest frozen subcategory, with sales of $8.1 billion in 2015, it fell $1 billion at the same time that the second-largest subcategory, prepared salads, with sales of $4.8 billion in 2015, grew 25 percent in value, Euromonitor notes in its December 2015 “Ready Meals in the U.S.” report. These results reflect Americans’ increasing preference for freshness, and their rising disposable incomes.\r\n\r\nThere are two areas, however, that could help with fresh-frozen cross-merchandising and -promotion: specialty and better-for-you. According to Saj Khan, VP of grocery operations and purchasing with Woodland, Calif.-based grocery chain Nugget Markets, if a frozen food doesn’t fall into either of these two categories, then it’s probably seen as loaded with preservatives.\r\n\r\n“I’m not going to have Eggo waffles or Hot Pockets or frozen pizza over in those areas,” he says.\r\n\r\nVolume sales of ice cream, for instance, are down, Mintel notes. However, interest in premium offerings here has been on the rise, helping keep market sales afloat, as many consumers are willing to pay a premium for these products. Sales of Nugget’s super-premium ice cream are “through the roof,” Khan says, which also helps with cross-promotions: The ice cream pairs well with “super-decadent” desserts, pies and breads.\r\n\r\n“Stuff like that is what’s really selling for us,” Khan observes.\r\n\r\nBut it can’t always be just the frozen specialty items like ice cream and fresh strawberries; specialty fresh items among the staples, especially in produce, also are important, according to Scottsdale, Ariz.-based produce supplier AmeriFresh in its March 2015 “Ten Tips for Retail Produce Merchandising” blog entry. Such items can pique the curiosity of patrons, bringing more of them into the department and leading to more visibility of all products in the program.\r\n\r\nAs for Nugget’s better-for-you items, frozen fruit is a good example of a better-for-you frozen product that’s a big seller, Khan says, and one that has potential for cross-promoting with fresh products such as other types of fruit, considering how many consumers use them to make smoothies or protein shakes. While frozen sales are struggling, frozen fruit does well because consumers see it as minimally processed and as healthful as its fresh counterpart, making products like this suitable for cross-promoting with fresh, suggests Euromonitor in “Fresh Food in the U.S.”\r\n\r\nThe reverse of cross-merchandising or -promoting frozen in the perimeter also can work for some grocers, although it might not be easy. While many grocers house most of their frozen foods in upright freezer cases with doors, for instance, Trader Joe’s uses coffin cases solely, allowing the grocer to place shelves above the cases for cross-merchandising purposes. Although the Monrovia, Calif.-based grocer typically merchandises shelf-stable offerings — some of which are cross-merchandised — above the coffin cases, it has cross-merchandised some fresh items in that area, such as lemons, CBX’s Maute notes.\r\n\r\nSimplicity Succeeds\r\n\r\nWhatever formats are being cross-merchandised or -promoted — frozen with fresh, shelf-stable with fresh, etc. — ultimately, no effort will be successful without full communication and collaboration between category managers. After all, why would a frozen buyer whose only job is to grow the frozen category want to work with someone handling fresh produce?\r\n\r\n“I think there’s got to be some overall company initiative, like ‘What problem are we going to solve?’ — whether it’s to increase frozen sales, increase meal solutions or give consumers the convenience they need,” Maute says. “In addition to that, both the frozen manufacturers, as well as some of the fresh providers, could collaborate on creating those solutions, and the retailer could be the conduit to actually pull those together.”\r\n\r\nAnd as is the case in many promotional and merchandising practices, grocers need to remember that simplicity typically succeeds. Retailers need to keep in mind their size and volume limitations with displays, as well as the type of product they’re trying to move. They also need not to overcomplicate promotions.\r\n\r\nIn its blog entry, AmeriFresh noted that piling on too many complementary items can cause customers to lose focus on the product the retailer is trying to move in the first place, resulting in less impact. Ultimately, retailers should position each item on display as a good deal that also provides customers with a unique culinary opportunity.\r\n\r\n“It’s critical that retailers have category assortments that more completely meet the different and relevant health needs of their shoppers.”\r\n—Nicolas Martinez, ConAgra Foods\r\n\r\n“Frozen manufacturers, as well as some of the fresh providers, could collaborate on creating those solutions, and the retailer could be the conduit to actually pull those together.”\r\n—Todd Maute, CBX', 'Fresh Thinking', '', 'inherit', 'closed', 'closed', '', '2280-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2280, 'http://cbx.cappendev.com/2280-revision-v1', 0, 'revision', '', 0), (2601, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Well-executed on-pack product imagery could make a positive difference in private brand sales.\r\nWhen it comes to packaging design, product imagery is often the first thing consumers look at when comparing products. For decades, national brands have been leveraging sophisticated on-pack imagery to entice consumers to purchase. Retailers, though, were much slower to adopt such practices on store brand packaging. However, in recent years, there has been a significant trend among retailers to not only match, but also outdo national brands when it comes to on-pack imagery. Why?\r\n\r\nBecause retailers have come to better understand what the national brands have known for a long time. “Consumers eat with their eyes,” says Charley Orwig, vice president marketing services, Sailpointe Creative, Arlington Heights, Ill.\r\n\r\nBeautiful images stimulate the appetite and consumers’ interest in the product, agrees Jim Kohlhardt, president, Digital Color Inc., Waukesha, Wis. Plus, the use of strong images on product packaging increases the likelihood that a consumer will try the product for the first time.\r\n\r\n“Images are the doorway to our emotions, and the majority of purchase decisions are made emotionally,” says Jean-Pierre Lacroix, president of Toronto-based Shikatani Lacroix Design.\r\n\r\nBut imagery doesn’t just sell the product; it also communicates the brand’s personality, says Liz Reese, creative director, Kaleidoscope, Chicago. Imagery can tell a story and create a meaningful consumer experience that leads to brand loyalty.\r\n\r\nThis is especially important for store brands that cover a wide range of products across multiple categories, unlike national brands that typically reside in only one category, and that lack the marketing/brand building support that national brands have, states Helena Yoon, creative director at the Anthem Worldwide Toronto office.\r\n\r\n“Therefore, the on-pack imagery and overall communication need to work extra hard to be both impactful and memorable,” she says. Unfortunately, store brand product imagery continues to be a shortcoming for a lot of retailers, says Todd Maute, partner at New York-based CBX. These retailers too often allow price to dictate the type of imagery they use. Custom photography with retouching can be very expensive, so many of them choose instead to use product photography provided by their manufacturers.\r\n\r\n“Store brand packaging without ‘mouthwatering appetite appeal’ imagery just leaves too much to chance, especially when the national brand is right next to it on the shelf,” Orwig says.\r\n\r\nA brief look back\r\nBut other retailers have come a long way. In the not too distant past, communication between the store brand and the shopper was one-dimensional with highly generic, function-driven packaging. Product imagery was also bland and understated — a purposeful reflection of the product’s lower price point, Yoon says.\r\n\r\n“The intent of the downplayed design was to show consumers that private labels were just as effective but cheaper than national brands,” Yoon notes. “But instead consumers walked away feeling [store brands] were inferior.”\r\n\r\nYears ago, store brand imagery felt basic and straightforward, Kohlhardt agrees. Often, the focus seemed to be on explaining what was inside rather than inspiring the consumer to choose the private brand instead of the national brand.\r\n\r\nToday’s imagery trends\r\nFast forward to the present day, and retailers are more likely to be offering consumers sophisticated imagery on their store brand packaging. This is especially true for premium private brands such as those that play in the organic, gluten-free or\r\nspecialty space, Maute says.\r\n\r\n“Retailers and suppliers are starting to realize that better use of imagery on pack helps to communicate the brand story, the product story, the taste appeal and the efficacy or healthiness or premium nature of the product in a much more strategic way,” he continues.\r\n\r\nImagery on store brand packaging today often displays the product as it fits into a balanced lifestyle, says Charlene Codner, CEO and founder of Toronto-based Fish out of Water Design Inc.\r\n\r\n“In 2005, a box of fish fingers might have featured an image of the fish fingers with a side of fries,” she explains. “Today, the packaging would be more likely to feature an image of fish fingers on a bed of greens.”\r\n\r\nSimilarly, with more consumers purchasing organic and natural foods and products, a shift toward “Earthfriendly” packaging design has occurred with the use of more browns, tans and wood tones, says Paul Nowak, director of customer experience – packaging, QuadPackaging, Franklin, Wis.\r\n\r\nAdditionally, consumers are looking for “authentic, approachable and unstyled” imagery, Codner says. Young consumers are not interested in corporate-looking brands. They want to patronize brands that they perceive to be “more real.”\r\n\r\nAlso, imagery that is “clean, simple and natural” is popular among consumers, Orwig says. For instance, in one study, packaging that used imagery to depict the origin of the product — such as fields — was most well-liked by consumers.\r\n\r\n“Consumers are looking for authenticity and a sense of discovery, and packaging is now reflecting these needs,” Lacroix says. “From ingredient propping to background point-of-origin settings, photography is trying to tell consumers an intriguing story about the product while also communicating trust and transparency.”\r\n\r\nThere is even a trend in some categories to use windows to showcase the product instead of photography or illustrations, Reese says. In doing so, the retailer is able to connect with the consumer and allow that individual to make a choice based on the “real thing.” Orwig agrees, noting that structures and designs such as clear windows that reflect unique points of difference or product attributes are more and more prevalent in store brand packaging.\r\n\r\nMeanwhile, Yoon notes that some retailers are ditching highly representative product photography altogether in favor of artful illustrations, while others are using humorous or bold, unexpected images on their packaging.\r\n\r\nWhen is it time to redesign?\r\nAccording to Codner, we live in a culture of immediacy, and peoples’ attention spans are not what they once were. Therefore, it’s essential to keep brands fresh to stay relevant, and packaging is an enormous part of a brand’s identity.\r\n\r\n“While packaging design typically goes through a facelift every three to five years on average, there isn’t a golden rule about how frequently a private label should refresh its imagery,” Yoon says.\r\n\r\nSome retailers will even allow their packaging to sit on the shelf for five to seven years before deciding to refresh the whole line, Maute says. However, they might want to reconsider the idea that a whole line needs to be refreshed all at once. In some categories — for example, those that are commodity based — product photography has more longevity. In other categories — for example, those that are highly promoted such as snacks or meals — the dynamics of the packaging tend to change more frequently, so they warrant a packaging refresh more often.\r\n\r\n“I think it’s important for retailers and manufacturers alike to stay on top of product innovation or category trends from a packaging perspective to ensure their product is still maintaining relevance and making a difference in the category,” Maute stresses.\r\n\r\nLacroix agrees.\r\n\r\n“Brand marketers need to vigilantly watch their brand’s relevancy factor among their core customer base,” he says. “Change too slowly and you can lose the consumer to a competing brand. Change too often and you can confuse the consumer.”\r\n\r\nOther factors could induce retailers to redesign their store brand packaging even faster. For instance, government regulations are having a strong influence on how often private brand packaging is redesigned, Reese says. There is currently a 12- to 18 month trend for updating and refreshing packaging to keep up with FDA regulations and new product formulas.\r\n\r\nPlus, consumers have instant access to information while shopping in retailers’ stores. Therefore, packaging claims or information that is days or weeks out of date or off trend will stick out like a sore thumb, Orwig says.\r\n\r\n“As shoppers continue to demand immediate gratification, pressure will continue to update labels,” he notes. Jason Pryor, design manager – packaging, QuadPackaging, agrees.\r\n\r\n“As packaging continues to become integrated with mobile technology, the imagery itself may not change, but rather the digital content the customer is directed to for brand engagement [will],” he says. “Variable data, image recognition and other emerging technologies will spur the tie of media solutions into packaging.”\r\n\r\nOn the other hand, Chris Rockwell, founder and CEO of Columbus, Ohio-based Lextant, cautions retailers not to get too carried away with packaging redesign. “Change for the sake of change can be a disaster,” he says. Instead, he recommends that retailers refresh product packaging only when necessary and when it will truly benefit the retailer’s customers.\r\n\r\nOriginally published in Store Brands', 'Freshen up product imagery', '', 'inherit', 'closed', 'closed', '', '2163-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2163, 'http://cbx.cappendev.com/2163-revision-v1', 0, 'revision', '', 0), (2602, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Friendly Express is joining forces with global brand agency CBX to update the design and branding of its 42-store network of convenience stores in southeast Georgia.\r\nAccording to CBX, its assignment is to update the chain’s logo and redesign the interiors and exteriors of Friendly Express\' convenience stores, which range in size from 2,000 to 3,500 square feet. The stores, which offer gasoline, are located in several different southeast Georgia communities, including Waycross, Jesup, Folkston, Brunswick and St. Simons Island.\r\n\r\n“Friendly Express, which has been in business for more than 25 years, is known for its strong commitment to the communities it serves,” said Joseph Bona, president of branded environments at New York-based CBX, which has extensive experience in the energy and convenience store channel. “In keeping with that commitment, the company’s management team is eager to exceed customer expectations by working with CBX to adopt next-generation approaches to the c-store experience.”\r\n\r\nThe strategic goals of the project include bolstering design and branding elements of important categories and areas of the store, particularly the coffee and overall foodservice experience, noted Bona.\r\n\r\nThis is in keeping with broader trends across the U.S. convenience store sector, in which higher-quality foodservice is one of the biggest growth areas, he added. “Nowadays, consumers expect more from convenience stores, in part because so many players out there — names like Wawa, RaceTrac, Sheetz and Thorntons — continually seek to innovate and push the boundaries,” he explained.\r\n\r\nFriendly Express has already scored a hit with its loyal customers through its proprietary and locally produced DeDe’s doughnut brand. “There is an authenticity to DeDe’s and we might well incorporate elements of this story into the rebranding project,” Bona said. “Today’s c-stores really need to ‘own’ coffee and bakery and, among other improvements, we aim to help Friendly Express do precisely that.”\r\n\r\nAs befits its name, Friendly Express is known for its friendly customer service, as well as its strong commitment to local communities. From providing coats for children in need to supporting research to fight breast cancer, giving back is one of the retailer\'s top priorities.\r\n\r\n“Friendly Express is excited to team up with such a reputable company as CBX,” said Danny Smith, CEO of Friendly Express. “After checking their references and meeting with them personally, we realized they have a passion for what they do and a willingness to do whatever it takes to deliver on their service. They understand our business, our financial challenges and our desire to evolve without reinventing ourselves. Most importantly, they listen and they always, always ask questions to better understand what we want to be when we grow up.”\r\n\r\nFriendly Express traces its origins to Lewis Oil Co. (now Lewis and Raulerson Inc.).\r\n\r\nCBX specializes in corporate identity, consumer branding and retail. The company\'s client base includes Wawa, BP, Aloha Petroleum and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis and operates offices around the globe through the CBX Worldwide Partnership.\r\n\r\nRead more: <a href=\"http://www.csnews.com/industry-news-and-trends/corporate-store-operations/friendly-express-enlists-cbx-chainwide-makeover?cc=3\" target=\"_blank\">www.csnews.com/industry-news-and-trends/corporate-store-operations/friendly-express-enlists-cbx-chainwide-makeover?cc=3</a>', 'Friendly Express Enlists CBX for Chain wide Makeover', '', 'inherit', 'closed', 'closed', '', '1916-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1916, 'http://cbx.cappendev.com/1916-revision-v1', 0, 'revision', '', 0), (2603, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'CBX to help with design and branding initiative focusing on next-generation approaches to the c-store experience.\r\nGlobal brand agency CBX will help Friendly Express update the design and branding of its 42-store network of community-focused convenience stores in southeast Georgia.\r\n\r\n“Friendly Express, which has been in business for more than 25 years, is known for its strong commitment to the communities it serves,” said Joseph Bona, president of Branded Environments at CBX, which has extensive experience in the energy and convenience store channel. “In keeping with that commitment, the company’s management team is eager to exceed customer expectations by working with CBX to adopt next-generation approaches to the c-store experience.”\r\n\r\nUnder the assignment, the firm will update the chain’s logo and redesign the interiors and exteriors of its convenience stores, which range in size from 2,000-3,500 square feet. Friendly Express stores, which also offer gasoline, are located in several different southeast Georgia communities, including Waycross, Jesup, Folkston, Brunswick, and St. Simons Island.\r\n\r\n“The strategic goals here include bolstering design and branding elements of important categories and areas of the store,” Bona noted. “In particular, we will be working with the company to improve and highlight the coffee and overall foodservice experience.” This is in keeping with broader trends across the U.S. c-store sector, in which higher-quality foodservice is one of the biggest growth areas, he added. “Nowadays, consumers expect more from convenience stores, in part because so many players out there—names like Wawa, RaceTrac, Sheetz and Thorntons—continually seek to innovate and push the boundaries,” Bona said.\r\n\r\nBut CBX will not need to create new brands from scratch: Friendly Express has already scored a hit with its loyal customers through its proprietary and locally produced DeDe’s doughnut brand. “There is an authenticity to DeDe’s, and we might well incorporate elements of this story into the rebranding project,” Bona said. “Today’s c-stores really need to ‘own’ coffee and bakery and, among other improvements, we aim to help Friendly Express do precisely that.”\r\n\r\nMany of Friendly Express’ rural stores already serve as community focal points where people congregate, eat and shop, noted David Weinberger, vice president, engagement director at CBX. “I visited one store that had a separate dining area, which is unusual even for many of today’s best-known c-store chains,” he said. “That speaks to the already strong commitment to food at Friendly Express.”\r\n\r\n“Friendly Express is excited to team up with such a reputable company as CBX,” said Danny Smith, CEO of Friendly Express. “After checking their references and meeting with them personally, we realized they have a passion for what they do and a willingness to do whatever it takes to deliver on their service. They understand our business, our financial challenges and our desire to evolve without reinventing ourselves. Most importantly, they listen and they always, always ask questions to better understand what we want to be when we grow up.”\r\n\r\nRead more: www.csdecisions.com/2014/05/29/friendly-express-updating-georgia-c-stores/#_', 'Friendly Express Updating Georgia C-stores', '', 'inherit', 'closed', 'closed', '', '1918-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1918, 'http://cbx.cappendev.com/1918-revision-v1', 0, 'revision', '', 0), (2604, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', '

    \"\" By Peter Burgoyne:\r\nLast month, web retailer Piperlime opened its first brick-and-mortar store in Manhattan’s SoHo, just up the block from the first freestanding store opened by online retailer DwellStudio back in June. But the motives for these two online retailers to open “on-the-street” are likely very different. And the reasons have to do with the nature of their offerings.\r\n\r\nDwellStudio is a lifestyle retailer that only sells its own products, and the nature of those products is a tactile one. Sure, the company made a reputation for itself by putting bold graphics on sheets and accessories for adults and children, but at the end of the day, people want to touch the products, feel the thread-count, smell the candles. DwellStudio has a deep inventory on its site, but since it only sells products it manufactures, the inventory is not as deep as, say, a Zappos, which offers tens of thousands of different brands.\r\n\r\nBy contrast, Piperlime, the fashion retailer owned by the Gap, Inc., has an extremely deep inventory of products under hundreds of different brands on its site. But its store features a variety of designers that are representative of the Piperlime brand overall, rather than the site’s entire inventory. Celebrity contributors Rachel Zoe and Rachel Bilson have a presence in the store, and customers can purchase all of the items offered on the site, free of shipping costs, via three on-site, interactive kiosks. The fact that the Piperlime web site has the support of a retail giant like Gap means it can benefit from the Gap’s existing infrastructure. With its parent company’s stock on the upswing for the first time in years, moreover, a Piperlime store has the potential to further elevate the Gap’s image overall.\r\n\r\nOne online retailer that is a strong contender for brick-and-mortar (but not yet opening a shop) is Net-a-Porter. It amazes me that people are willing to buy $2,000 bags without actually experiencing the bags firsthand. But how would a Net-a-Porter store be any different than a Barneys New York? One strong differentiator could be location. If Net-a-Porter had a strategy to put these stores in unusual touchpoints – say, airports or subway stations – and to build paradigm-breaking convenience, Net-a-Porter could have an edge over its high-fashion competitors.\r\n\r\nOn the flipside, it’s no surprise that massive online retailers like Zappos or Amazon have not opened retail stores. Amazon won’t go there, as others retailers’ brick-and-mortar stores increasingly serve as “showrooms” for products available on the cheap from Amazon. If Zappos can undercut its competitors, it is because of the sheer volume of product it turns over online, as well as the amazing next-day delivery it offers. I could see a monstrous brand like Zappos considering an on-the-street location if it were positioned either as a showpiece – a physical marketing vehicle – or if the company wanted to push some of its more upscale brands, like Sigerson Morrison, Stuart Weitzman and Vera Wang. Providing a touch-and-feel experience for these $300-plus products, and offering the same type of fulfillment customers have come to expect from Zappos, could equal a retail homerun.\r\n\r\nHere are three tips for knowing if your online brand is ready to go on-the-street:\r\n\r\n1. Would your consumers benefit from experiencing your products in person? \r\n2. Are you able to offer the same benefits, á la free shipping and fast fulfillment, in a freestanding store that you currently do on your site? \r\n3. Can you create a unique experience that enhances your brand position, and does it help differentiate you in the marketplace?\r\n\r\nIf you can answer in the affirmative to all of the above, then starting a store might well be a smart strategic move. After all, many conventional retailers are racing to adopt channel-neutral (or so-called ‘omnichannel’) strategies in which distribution channels are inter-connected. This might well mean that, over time, consumers will cease to draw big distinctions between online and brick-and-mortar retail. Instead, they will simply expect their favorite retailers (online or otherwise) to offer seamless and consistent experiences across a variety channels — from smartphones, PCs and iPads, to catalogs and, yes, even real-world stores. Getting good at multichannel retailing, in other words, might just be the best way for today’s dot-coms to chart a course for the future.\r\n\r\nhttp://www.chainstoreage.com/article/online-street', 'From Online -to- On the Street', '', 'inherit', 'closed', 'closed', '', '1776-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 1776, 'http://cbx.cappendev.com/1776-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2605, 1, '2018-09-27 17:42:11', '2018-09-27 17:42:11', 'Throw out the PIE to build your career with CARE\r\nCareer advancement and self-promotion go hand-in-hand, but how do you avoid undesirable side effects like appearing narcissistic or looking like an obnoxious over-sharer on social media when trying to get ahead?\r\n\r\nSome swear by the so-called PIE self-branding model, which focuses on Performance, Image and Exposure. But alas, PIE is flawed. For starters, performance is overrated. Reasons You Were Not Promoted that are Totally Unrelated to Gender, a sardonic piece published on the daily humor website McSweeney’s, deftly describes the quandary:\r\n\r\n“You’re abrasive, for example that time when you asked for a raise. It was awkward and you made the men on the senior leadership team uncomfortable.”\r\n\r\nBut equally likely, the author notes, is a criticism like:\r\n\r\n“You don’t speak up. We’d really like to see you take on more of a leadership role before we pay you for being a leader.”\r\n\r\nDid you notice how performance wasn’t exactly an issue in either case? So how are women supposed to navigate such ‘lose-lose’ scenarios?\r\n\r\nThe key is to base your career-building efforts on confident and well-orchestrated (as opposed to calculated or manipulative) self-promotion. Unfortunately, lack of confidence continues to hold many women back. The 2009 bestseller Womenonics: Write Your Own Rules for Success highlights that self-doubt pervades even among women at the top of their game.\r\n\r\nExamples of this abound. Last fall, I attended a conference for hopeful female MBA applicants at an Ivy League university and repeatedly noticed the timid stature, humility and deference displayed by many of the women there. On the bus ride home, I remembered my former job at a tech company, where I could not get a word in edgewise with the engineers unless I interrupted and spoke loudly to own the room. At another former employer, I had to encourage my younger female colleagues to speak up, while a male college intern let his opinions be widely known—even during his first week.\r\n\r\nConfidence is a huge factor in how people are evaluated. No advice can magically confer confidence, but there are some tried and true strategies that you can use to get noticed and build your career.\r\n\r\nConsider my CARE model (Confidence, Approach, Risk-taking and Exposure), which centers on building and using confidence to propel your career to the next level.\r\n\r\nStart by learning how to own the “room” no matter the audience size through eye contact, a strong speaking voice and a modulated, well-paced, statement-oriented tone. For tips on body language, just watch psychologist Amy Cuddy’s 2012 presentation at TED Global for some “power poses.” Cuddy’s talk illustrates how standing in a posture of confidence can affect your brain chemistry—and maybe your chances for success.\r\n\r\nMeanwhile, in a 2014 study (“Vocal Fry May Undermine the Success of Young Women in the Labor Market”), researchers conclude that young adult female voices exhibiting “vocal fry” (low pitched, creaky-sounding speech) are perceived as “less competent, less educated, less trustworthy, less attractive, and less hirable.”\r\n\r\nEqually detrimental are practices such as ending your statements as though you were asking a question, using filler phrases like “kind of,” or peppering your sentences with the likes of “actually” or “basically.”\r\n\r\nYou have already gone a long way toward projecting Confidence. Now it is time to hone your approach to others. That means actively managing your career by networking. Of course, texts and emails aren’t enough: You need to approach others in person by strolling into corner offices, striking up conversations with higher-ups and, of course, having something interesting to say. Consider reading Susan RoAne’s classic How to Work a Room and Keith Ferrazzi’s Never Eat Alone.\r\n\r\nIn the latter book, Ferrazzi suggests that instead of avoiding the most senior people in the room, you should approach them and bring something to share. (At a minimum, introduce yourself.) RoAne’s advice includes specifics on how to “break and enter” a small group and then gracefully exit. The goal is to significantly enhance your confidence, both real and perceived.\r\n\r\nNext, ramp up Risk-taking with respect to career opportunities, new ideas and solutions. If you have been talking to enough of the right people, you will have contacts to advise and support you. Make sure to learn your manager’s top values and priorities and deliver on those prior to taking a risk like asking for a raise. Whenever you approach your manager, come with solutions to share, not just questions or problems.\r\n\r\nFinally, we have Exposure. In some fields this is critical. A recent c-suite placement at a fashionable fitness organization in New York City was reportedly hired in part because of her social media following. Figure out if leaders in your field are active on social media. If so, get involved. A word of caution: be sure to ask yourself the typical reporter questions first: who is interested, what are they interested in, when is it best to post, where are the networks that are most appropriate, and why will this help me further my career. That way, you won’t be just a narcissistic over-sharer. Your social media profile will have a clear purpose.\r\n\r\nIt is 2015, and times are changing—but not fast enough. Use the CARE model to kick-start your advancement and get ahead in the workplace.\r\n\r\nOriginally published on career-intelligence.com', 'Get Ahead With C.A.R.E.', '', 'inherit', 'closed', 'closed', '', '2116-revision-v1', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 2116, 'http://cbx.cappendev.com/2116-revision-v1', 0, 'revision', '', 0), (2606, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'When it comes to premium own-brand packaging, retailers should leverage current trends to create a unique consumer experience.\r\nWhether they feature high-end ingredients, a one-of-a-kind recipe or an exotic country of origin, premium foods and beverages are perceived as being a step above common grocery fare. But if the specialness of the packaging falls short of the specialness of the product, the premium message won’t get through to consumers.\r\n\r\nOne way retailers could communicate the specialness of premium own-brand products via packaging is by tying into some current premium packaging trends.\r\n\r\n“We see premium as more of a mindset than anything: Consumers reconcile the cost implications with a perceived value for that spend,” says Chris Ertel, managing director for Kaleidoscope, a brand consultancy with offices in Chicago and New York. “Because of this, we see several high-level trends that influence consumer choice for premium: ceremony, story and authenticity.”\r\n\r\nWithin the ceremony trend, Ertel points to trends in structural design that are driven by “the rise of ‘unboxing’ and packaging as badge value.” For instance, the Boxed Water brand was able to create a high badge value by communicating its “entire proposition” via its structure and brand name.\r\n\r\n“Consumers will pay a premium for packaging that provides secondary functionality, is beautiful to look at and [delivers] a layered experience from purchase to open to consumption and beyond,” he stresses.\r\nAs for storytelling, retailers could talk about origin, ingredients, the brand itself or other compelling details. Design cues for storytelling, Ertel says, include hand-crafted details, slight imperfections, real people and more.\r\n\r\n“Man Cave [Craft] Meats is an example of a brand disrupting a commodity category through the story behind the product more so than the story of the product,” he says. “A retailer that can create a conversation, either through process, product or purpose, will be able to separate the taste/functional benefits of the surrounding competitive set.”\r\n\r\nPaul Stallard, strategy director for UK-based Storm Brand Design, agrees that storytelling is a major trend for premium product packaging. Consumers who gravitate toward premium brands want to know what the product is, where it’s from and how it’s made.\r\n\r\n“When we recently developed a new brand for the five-times distilled premium vodka Brittains, we were inspired by the history of the stately home it originated from and the former owner’s penchant for flamingos,” he notes. “This led to a brand story combining authoritative heritage with Alice in Wonderland style eccentricity to deliver the brand message of ‘an extraordinary spirit’ — and a pack dominated by a beautifully crafted flamingo.”\r\n\r\nAnd storytelling that romances a premium private brand product’s uniqueness could help retailers clearly separate that product from its national-brand-equivalent cousins, suggests Todd Maute, partner with New York-based branding agency CBX.\r\n\r\n“When consumers explore trading up, they want to feel like they are getting a much better product and will also have an indulgent experience with the product and brand,” he adds.\r\n\r\nAuthentic product stories could help retailers connect with millennials, too, says Jean-Pierre Lacroix, president of Shikatani Lacroix Design Inc., Toronto. Today’s millennials are seeking brands that not only mesh with their lifestyles and social needs, but also give them a platform for story-sharing within their social communities.\r\n\r\n“They are looking for brands that are truly authentic and transparent, with product stories, features and ingredients that are both good for them and the environment,” he says.\r\n\r\nLike Lacroix suggests, authenticity is linked closely to storytelling.\r\n\r\n“The story has to be rooted in what is true about the product or brand,” Ertel points out.\r\nRetailers have many opportunities here — from communicating a product’s locally grown status to detailing the simplicity of the process used to create a certain item, he adds.\r\n\r\nSpeaking of simplicity, Stallard says retailers could let the product “speak for itself” via understated packaging that evokes “artisan simplicity” and a real commitment to product quality.\r\nPublix Super Markets uses the back of the package to engage in storytelling related to its Publix Green-Wise crackers.\r\n\r\nThe experience counts\r\nAnd all of these trends could be considered to be part of one overarching trend: delivering an experience to the consumers.\r\n\r\n“Increasingly, premium branding is about delivering an experience that goes beyond the product itself,” Stallard explains. “The emergence of flagship stores delivering an involving, immersive experience around the product is testimony to this,” he adds, pointing to the Magnum (ice cream) Pleasure Store in London as an example.\r\nRetailers could win on the premium side by ensuring that premium own-brand packaging delivers an experience that extends beyond the store, he says.\r\n\r\nMaute points to Ahold USA’s Simply Enjoy and Walgreens’ Good & Delish as brand names that are all about consumers’ experience with the product. Simply Enjoy communicates that experience through bright colors; large, clear product descriptors; and simple, clean imagery. Good & Delish, meanwhile, “romances the experience,” conveying the product origin or experience through clever imagery.\r\n\r\nHandle with care\r\nJust as important as being on-trend when it comes to premium packaging design is avoiding some common missteps. One potential blunder is falling back on overused “premium” colors such as black and gold and premium descriptors such as “signature,” “premium,” “select” and similar terms, Maute suggests.\r\n\r\n“I don’t think retailers have invested enough in breaking away from the ‘traditional’ premium brand image,” he asserts. “President’s Choice from Loblaws pioneered the tier — leveraged black and beautiful imagery to separate the brand from No Name; this is still widely used today,” he says. “With the multitude of new and unique product offers available, it is truly an opportunity to step away from the obvious premium cues and do something different to communicate the product’s point of difference.”\r\n\r\nStallard notes that UK retailer Tesco recently relaunched its Tesco finest range, moving from a simple black and silver design across all categories to category-relevant styles and identities. He calls the change “a distinct shift from universality to eclecticism.”\r\n\r\nHe says retailers have an opportunity to do something similar, but in their own way.\r\n“This requires thinking about the brand holistically and considering everything from the structure to the story and the experience of interacting with the brand — being distinctive and even disruptive to better meet consumer needs in the category,” Stallard says.\r\n\r\nAnother potential misstep is not capitalizing on the “foodie” trend in brand and packaging development here, Maute says. Instead of taking a product-led approach to brand development, retailers should consider appealing to consumers’ emotional side.\r\n\r\n“Study food culture and try to understand why consumers love unique foods so much,” he advises. “This [is] about the experience consumers will have with a unique and differentiated product experience versus stating ‘extra chocolate chips.’ Create a brand that consumers can emotionally connect with, one that relates to their desires.”\r\n\r\nRetailers should avoid the “more is more trap ” too in both product and packaging development Ertel says This baby boomer mindset doesn’t work to drive purchase like it did in the past. Instead, retailers should consider the job of the packaging structure and design.\r\n\r\n“If it is to delight or engage, then that is the brief,” he says. “Premium products, by nature, tend not to be staple items people need, but rather feelgood purchases people want.”\r\n\r\nAnd retailers that cloud their on-pack message with pragmatic benefits and reassurance about the product are “speaking the wrong language” to consumers who are looking for an emotionally driven reason to pay for a premium product, Stallard says. Instead of explaining to consumers why the product is worth more money, he advises retailers to “think about what drives irrational engagement.” They should identify relevant visual cues such as “delight,” “energy” and “respite” associated with the consumer “want state” and transfer those visual clues onto the packaging itself.\r\n\r\nBut perhaps the greatest mistake is ignoring the high-margin own-brand premium space altogether — something Lacroix suggests some retailers continue to do “as they rush to the bottom of the customer value pyramid.” Or they price such offerings below national brands.\r\n\r\n“Retailers need to seek premium brands that are rooted in unique value-added stories that talk to the emotional lifestyle needs of their customers who are willing to pay more if given an authentic reason why,” he says. “Jump in — the water is warm, and your customers want to discover new offerings that give them bragging rights,” he advises retailers.\r\n\r\nMaute adds that retailers can’t be afraid to step out of their comfort zone to create something truly unique.\r\n“Go for consumers’ heartstrings versus their ingredient intellect,” he stresses. “Think about it — the whole point of a premium program is to tell consumers you have great food and unique products. … If you do the same thing that everyone else does, it will go unnoticed. Be different.”\r\n\r\nOriginally published in Store Brands', 'Get Ready to Wow Them', '', 'inherit', 'closed', 'closed', '', '2148-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2148, 'http://cbx.cappendev.com/2148-revision-v1', 0, 'revision', '', 0), (2607, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'By Nancy Brown\nClaims are popping up everywhere on packaging, and brands are using them for education, not just attention.\n\nMichael Pollan is at it again. His new book, “Cooked,” is guaranteed to be a runaway hit, largely because Pollan has become the high priest of ethical eating ever since he published “The Omnivore’s Dilemma” in 2006. So, I guess we have him to thank for the fact that we now spend $2 more per gallon on organic milk, suddenly believe the world should be gluten-free and think twice before reaching for that hot dog at summer barbecues.\n\nWe have him to thank for one other thing: The fact that pretty much everything we eat now touts its lineage right front and center on its packaging. Back in the ‘80s and ‘90s, food claims were mainly about how products would make you look, e.g., they were low calorie and fat free. Today, claims are all about where your food actually came from — in other words, how your food was grown or what your food ate before it landed on your plate (in the case of meat and eggs). Have you ever seen the “Portlandia” sketch with the couple at a restaurant asking about the lineage of its farm-raised chicken? I highly recommend you Google it for a good laugh.\n\nConsumers are now way more educated and care much more than ever about where their food is coming from and how it’s raised. As a result, there has been a surge of better-for-you claims on food packaging, everything from “gluten-free,” “cage-free” and “no GMOs (genetically modified organisms)” to “organic,” “100 percent real” and “grass-fed.” Whereas packaging of the past simply put a burst on the box and called it a day, packaging is now being used to educate consumers about the importance of knowing where their food came from and why that makes it better. Consumers are not just embracing it — they are actively looking for it. According to a recent\nExaminer.com article, more than 90 percent of Americans support the labeling of genetically modified foods.\n\nPeople are not only buying these foods, but they are also making them an entire way of life — e.g., joining “claim clubs.” Last week, a woman in line with me at Trader Joe’s talked about how thrilled she was with all the gluten-free offerings at that store, not because she suffered from celiac disease, but because she voluntarily opted to stop eating gluten to feel better. Michael Pollan and his protégés are vehemently “no GMO,” and this movement has spawned many organizations and websites. Twenty first century moms wouldn’t dream of serving their children anything but grass-fed milk, cheese and meat.\n\nSo what exactly do all these things mean? Here’s a guide to some of the new terminology popping up in the supermarket aisle.\n\nGRASS-FED\nWondering why you’re seeing blades of grass on so much packaging lately? It’s because companies want to show off just what they’re feeding the animals who made your food.\nAccording to the American Grass-fed Association, grass-fed products are better for people, animals, the planet and communities. It defines grass-fed animals as those that have eaten nothing but grass and forage from weaning to harvest, have not been raised in confinement and have never been fed antibiotics or growth hormones. Grass visuals are prominently featured on packaging for Organic Valley milk, Pat LaFrieda meat, Big Gorilla beef jerky and Vital Farms’ eggs, which put a creative spin on the grass-fed message by saying, “Our hens live outdoors.” They also use the term “ethical eggs,” which is as catchy as all get-out. Not coincidentally, Vital Farms was “Est. 2007,” the year after “The Omnivore’s Dilemma” was published. Just call this the pasture that Michael Pollan built.\n\nGLUTEN-FREE\nYou’d have to be living under a loaf of bread to not know that the anti-gluten movement has been raging for a while now. Sufferers of celiac disease have been avoiding gluten — a substance present in cereal grains, especially wheat, that is responsible for the elastic texture of dough — for years, but in the past decade, it seems that gluten has been shouldering the blame for a whole plethora of other illnesses, and many Americans are voluntarily cutting it out of their diets. In fact, TIME magazine labeled the gluten-free movement second on its top 10 list of food trends for 2012. It’s questionable (and often controversial) that gluten-free’s popularity is here to stay, but many brands, from Applegate to Newman’s Own to Annie’s Homegrown, are counting on it, offering gluten-free variations on their most popular offerings. Grain loving company General Mills offers more than 200 gluten-free products. But perhaps the best-named gluten-free product is Goodbye Gluten bread. How’s that for telling it like it is?\n\nNO GMO\nA few weeks ago, U.S. Senator Barbara Boxer and Congressman Peter DeFazio introduced the Genetically Engineered Food Right-to-Know Act, a bipartisan legislation that would require the Food and Drug Administration to label clearly GMOs in food so that consumers can make informed choices about what they eat. For the past few decades, the FDA has allowed genetically modified foods to be marketed without labeling, saying they were not materially different from other foods because the genetic differences could not be recognized by taste, smell or other senses. But today’s research shows that\nGMOs are harmful to both people and the environment, and the public is demanding to know which products contain them. Brands like Silk, Earth Balance, Nature’s Path and Amy’s Kitchen are not only proudly GMO-free, but they also feature sections on their websites explaining what this claim means. Even if they don’t say “no GMOs” on their packaging, nearly all organic brands — like Cascadian Farm and Applegate — are GMO-free, and my guess is they’ll soon be wearing that badge very proudly.\n\nBut this new claims terminology is not just being used by in-the-know, farm-to-table foodies. People’s Most Beautiful Person Alive, Gwyneth Paltrow, just published “It’s All Good,” a cookbook that shares the gluten-free recipes she makes for her own children. The book just topped the New York Times bestseller list, further proof that the general public is developing a greater interest in high-quality, well-grown, well-fed food. Michael Pollan, eat your heart out.\n\n \n\nhttp://www.brandpackaging.com/articles/84488-getting-to-the-root-of-2013-claim-trends', 'Getting to the Root: 2013 Claim Trends', '', 'inherit', 'closed', 'closed', '', '1824-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1824, 'http://cbx.cappendev.com/1824-revision-v1', 0, 'revision', '', 0), (2608, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'By Gregg S. Lipman\nRecently, I’ve noticed that charity, that noble concept of giving back to those less fortunate, has fallen to victim to—no surprise here—commercialism.
    \nCharitable efforts continue to play a significant role in our culture, traditions, and identity, as they have since the beginnings of civilization. According to Giving USA’s Annual Report on Philanthropy, Americans donated nearly $300 billion dollars in 2012. (BILLION, folks. That’s more than the GDP of say Greece. Or Finland. Or the Kardashians.)
    \nAs you’ve probably noticed, there’s been a veritable explosion of charitable initiatives in recent years. Not from your local church, Red Cross, or United Way, or even the Girl Scouts (Thin Mint or maybe the nouveau Dulce de Leche, anyone?) but from the vast galaxy of for-profit consumer brands. Why this explosion? Call me a cynic, but we marketers have the data to back up the fact that Americans across socio-economic strata want to get involved and make an impact, and will reward a company that they perceive as making charitable contributions on their behalf. Good for the consumer–good for the brand—good for those in need. A win-win-win.
    \nOne noteworthy example is the venerable Newman’s Own, which started giving away all of its after-profits to charity way back in 1982.
    \nPaul Newman’s brainchild paved the way for hundreds of other companies, and it inspired the one-for-one purchase-to-donation model practiced today by TOMS shoes and trendy eyewear company Warby-Parker. Most recently, the (RED) campaign has partnered with companies including Nike, Gap, Bugaboo and Starbucks to help eliminate HIV/AIDS in Africa, and the One Laptop Per Child and Charity. Water initiatives have both achieved a great deal of success and garnered enormous amount of media attention and goodwill. Each of those campaigns appear to provide seemingly altruistic programs for the common good, without an overly zealous attachment to its host.
    \nBut has the whole idea of branded charity and its almost ubiquitous presence at retail, on packaging, in advertising, on television, via celebrity endorsements, on apparel, etc. become so widespread, so expected that consumers will become progressively numb to it? Are charitable campaigns perilously close to becoming counter-productive? Have they become white noise that actually begins to demotivate consumer behavior?
    \nTake, for example…
    \nStreetKing, an energy drink that wears its gang-cred on its graffitied sleeve, is endorsed by 50-Cent and, by the way, also provides a meal to a hungry child through the United Nations’ World Food Programme, with every purchase made.\n\"\"
    \nSheet\"\"z, the massive convenience store chain, sells two private label charity products: Buy this Water. Help Kids. (water) and Buy this Energy Drink. Help Kids. (Yup, this is an energy drink talking.) That reminds me of the original cover of National Lampoon: ‘Buy this magazine or I shoot this dog.’
    \n\"\"The Oregon Public House, a pub in Portland, purports a lovely sentiment and/or subversive marketing ploy.\nHmmm. Drinking for charity? I’ll buy into that, however far-fetched it may be.
    \nSo, I ask, what’s next? Fly Business Class, Give Hope? File your Taxes, Prevent Malaria?
    \nLook, I get it. Businesses are playing a relevant role in helping pull the loose change out of your pocket (which you might not have done on your own) and redistributing it to a worthy cause. But given this undeniable rise in branded charity, can marketers simply choose charity as a marketing strategy without the gimmicks, the spin, and the self-congratulatory back-patting?
    \nTell me that your charity work is a pillar of your brand. Tell me you do it all the time instead of sometimes. To be effective, differentiated, and become a positive voice for change, branded charity–like “regular” charity—needs to be well intentioned and believable. Not accompanied by a shot of 50 Cent’s favorite energy drink.\n
    \nhttp://www.mpdailyfix.com/corporate-charity-work-give-back-without-gimmicks-or-give-me-a-break/?adref=nlt041613', 'Give Back Without Gimmicks', '', 'inherit', 'closed', 'closed', '', '1910-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1910, 'http://cbx.cappendev.com/1910-revision-v1', 0, 'revision', '', 0), (2609, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'CBX EXECUTIVE HIGHLIGHTS ROLE OF SHOPPER ENGAGEMENT DURING SPEECH AT GLOBAL SHOP 2013\nFuturistic gizmos and fast-paced tech trends loom large in the strategic thinking of retail leaders today. But according to Joseph Bona, President of Branded Environments at brand agency and retail design consultancy CBX, key insights for competitive store design over the next few years might just come from some unexpected sources—including the traditional gathering spots of the past.\n\n“Even in this digital age, like-minded people still enjoy being together amid a sense of community in tried-and-true gathering places like football stadiums, churches, concert halls and cafes,” Bona said during an April 18 presentation at Global Shop, the annual retail design and shopper marketing show. “The real opportunity for retailers moving forward is to leverage their stores in ways that lead to meaningful social engagements in just the same way. The look and feel of the store should encourage shoppers to linger, interact with one another and, ultimately, form a strong identification with the brand.”\n\nIt is no accident that Lululemon’s highly profitable stores happen to call to mind the yoga lofts of New York or San Francisco, Bona told the audience at Chicago’s McCormick Place convention center. “With its in-store yoga classes, Lululemon has done a really good job of making connections to its community of like-minded shoppers, and the company has skillfully enlisted both technology and store design to complement this effort,” the veteran store designer said. “There’s a lot of opportunity for other retailers to make the in-store experience richer by doing the same. After all, this is precisely what can motivate someone to get in the car and make that trip to the mall.”\n\nThe rise of free shipping, mobile retail, “show-rooming” and the like means that stores are now just one of many different purchase options, Bona added, but this does not mean technology should be considered a death knell for brick and mortar. “To be sure, the pressure is on for stores to be more meaningful and experiential,” he said. “But the digital sphere has actually enhanced brick-and-mortar operations, because it has allowed retailers to connect with consumers in ways they never could before. This translates into incremental purchases, long-term loyalty-building opportunities and other benefits.”\n\nIndeed, Macy’s and other chains are now using brick-and-mortar assets as shipping and distribution centers for online orders, in-store pickups and same-day delivery, he noted. “Such channel-neutral strategies, sometimes dubbed ‘omni-channel retail,’ are empowering retail companies to react more nimbly to the marketplace,” Bona said. “Technology is helping retailers to become dramatically more efficient.”\n\nThese developments mean that cohesive brands and uniform customer experiences are more important than ever—regardless of whether the channel is in cyberspace or a real-world mall, Bona said. “The imagery, colors and graphics associated with the brand—the whole sensory experience, with sights, sounds, fonts, lighting, you name it—should be an integral part of each channel,” he advised. “Today, everything is retail. A shopper could scan a QR code in a print ad and, literally, be a click away from buying that item with her phone. The emotional resonance always counts.”\n\nDuring the Global Shop presentation, Bona showed images of successful gathering places that evoke various emotional responses in consumers—from magnificent cathedrals, to inviting theaters, to historic sports stadiums, to sumptuous stores. “People still like emotion,” he noted. “They still want to connect in a social way. Branding and store design can and should reflect this reality.”\n\nBona gave a similar presentation earlier this month in Tucson, Ariz., during the Global Retailing Conference of the University of Arizona’s Terry J. Lundgren Center for Retailing. The annual conference brings together CEOs, retail technologists, brand strategists and other thought leaders for discussions on winning strategies, retail trends and the global outlook.', 'Hotspots Past Hint at Retail Design of the Future', '', 'inherit', 'closed', 'closed', '', '1813-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1813, 'http://cbx.cappendev.com/1813-revision-v1', 0, 'revision', '', 0), (2610, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'By David W.\r\nLooking ahead at a year that will most certainly see a continued evolution of what retail is and what it does, I am excited at the prospects of participating in, toying with and influencing that evolution. For this forecast, I am concentrating on physical retail since I believe this is where the innovation will — and indeed, must — occur. E-tailers and hybrid-tailers will continue to make transactions easier and safer while adding algorithms that suggest products and services tailored to the individual. Online purchasing will become more intuitive and smarter, connecting you with various electronic devices, apps and, soon, even your refrigerator and closet.\r\n\r\nBecause of this, retail designers will focus on humanizing the in-store experience. The goal is to give consumers a reason to get out of their pajamas and walk into a store. Here are five trends likely to influence the evolution of retail in 2014.\r\n\r\n1. ‘Pop Up’ turns to ‘Drop Off’\r\nPop-up stores have traditionally taken advantage of empty storefronts for short periods of time and have been used to promote products and generate buzz. This year we’ll see a dramatic increase, not of pop-ups, but of “drop-offs”: storage container-sized retail spaces dropped off in the middle of public spaces. If successful, these concepts will stay for months or even years.\r\n\r\nIn the shadows of the Flatiron building in Manhattan are two examples of this trend: Flatiron Green Cafe, which offers a wide variety of natural, local and organic foods, and Ilili Box, which bills itself as “inspired Mediterranean takeaway.” Both are small and placed in the tourist oasis where Broadway crosses Fifth Avenue. Keep an eye on highly trafficked parks, urban gathering spots and similar locales in the coming year you’ll likely see more concepts dropped off in 2014.\r\n\r\n2. Enhanced person-to-person interaction\r\nCash wraps are getting smaller or being replaced altogether by roaming sales people armed with iPads. Apple instigated this “death of checkout,” and many other tech-related retailers have followed suit. We also see this in smaller retailers where two or three associates cover the store. The trick with larger stores is having enough associates, otherwise, shoppers are forced to jockey for position and form impromptu queues in the middle of the aisles. Burberry recently opened a technology-enhanced store with no checkouts, and larger retailers such as Nordstrom and The Home Depot have offered mobile POS checkout for a couple of years now. This trend will continue in 2014.\r\n\r\nRemoving the sales counter allows for more human interaction — the feeling that you’re in this together. Thanks to this trend, sales associates are becoming more knowledgeable. The best of them become de facto consultants. Why is this important? The proliferation of underwhelming, online review sites is part of the reason. Consumers are waking up to the reality that the likes of Yelp are only as good as the mass of people participating in them (“Hey, this dish stinks. How can @slickharvey57 have been so wrong?”). Little wonder in-store help will come back into vogue in 2014.\r\n\r\n3. Use of emotion\r\nRetro versions of consumer packaged goods — throwback Pepsi, old Doritos and Miller Lite retro cans — have grown increasingly popular over the years. CPG companies have learned this is a way to reconnect with consumers through emotion. I see retailers trying their hands at this game in the coming year. It is much more costly to build a retro store, but the gamble might just pay off by creating nostalgic spaces that consumers want to linger in. RadioShack, for example, recently opened CBX-designed retro stores in Texas and New York. They play up the retailer’s history and all the fun stuff we remember about technology.\r\n\r\n4. Wasting real estate\r\n“Stack it high and let it fly” has long been the battle cry of retailers. Walk into your local grocer and chances are this applies (unless it is Mrs. Greens or Fresh Market). In 2014, we\'ll see more retailers devoting space to things that don’t sell: Art-like exhibits, entertainment and lounges will all find their way into retail spaces in order to draw people in and connect. One example of this is Uniqlo. While the international retailer does have massive amounts of product in its stores, it also devotes huge areas to art exhibit-like sculptures.\r\n\r\nWith online saturation of gorgeous product photography from Instagram and Pinterest, consumers also have elevated expectations of presentation. Because of this, more and better propping is being used in stores. One example is Brumby’s Bakeries, one of Australia’s largest franchise groups, whose new stores bank heavily on attractive visuals.\r\n\r\n5. Unexpected use of materials\r\nBuilding on your brand strategy is the right place to begin for store design, but I see the physical design of many retailers zigging and zagging in 2014. This will be true, not just of retro stores, but also of unexpected use of materials.\r\n\r\nA new Pep Boys concept store in Tampa made me do a double take when I drove by. The exterior makes heavy use of wood (or, more likely, an aluminum panel that looks like wood). I don’t know about you, but nothing about wood makes me think of automotive design, which focuses on sleekness, technology and the appearance of speed. And yet wood is a material that feels inviting. The Tampa store even includes wood in the interior — no doubt an attempt to make an intimidating selection of merchandise more palatable. This store even has a lounge, which could be an attempt to make this experience easier for other family members and, by extension, Dad.\r\n\r\nIncidentally, Pep Boys also brought Manny, Mo and Jack out of retirement for the new stores. Quite nostalgic.\r\n\r\nAll of these trends relate in one way or another to a basic imperative in retail today — humanizing the shopping experience. Some of these efforts will fail. Others will conquer. But take note of both the winners and losers as they emerge in 2014. After all, this amounts to a glimpse into the fast-changing future of retail.\r\n\r\nRead more: http://chainstoreage.com/article/humanizing-retail-five-design-trends-likely-loom-large-2014#', 'Humanizing Retail: Five design trends likely to loom large in 2014', '', 'inherit', 'closed', 'closed', '', '1963-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1963, 'http://cbx.cappendev.com/1963-revision-v1', 0, 'revision', '', 0), (2611, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Recyclable polystyrene shot glass with colorful graphic bursts aims to attract sophisticated millennial consumers.\r\nFounded in 2013 by Michael Glickman and Harley Bauer, two born and raised New Yorkers with a passion for premium spirits, LIQS worked with brand agency CBX on the design of innovative packaging and the formulation of other branding initiatives for its eponymous line of LIQS™ super-premium, ready-to-drink cocktail shots.\r\n\r\nLIQS products are packaged in a 50-mL recyclable, crystal polystyrene shot glass that weighs 21 g. It is sealed and tamper-resistant. Three individually sealed shots of a single flavor are sold in a 24-pt SBS multi-unit pack, printed in four colors with an aqueous coating. Each shot, as well as the outer packaging, carries the burst graphic. Three packs sell for $9.99. LIQS retailers include Crown Wine & Spirits, Big Daddy’s Liquors, I Love Liquor, and other South Florida retailers, which was the market targeted in advance of a strategic regional rollout.\r\n\r\nOn the LIQS website, Bauer says, “The sophisticated drinker is no longer satisfied with low-grade spirits and artificial ingredients. Our blend of premium spirits and natural flavors make enjoying expertly mixed shots convenient in any setting, from boating, pool or beach parties, home entertaining and catered affairs to music festivals and sporting events.”\r\n\r\n“We were inspired by the growth and trends taking place within the premium cocktail and ready-to-drink markets,” adds Glickman. “After witnessing the love consumers have with shots for years, we wanted to disrupt that market by offering a solution that would give people access to delicious shots in any setting and without a bartender.”\r\n\r\nLIQS and CBX partnered on a variety of efforts, including strategic alignment and development of the LIQS’ brand mark and package design. “We took our design cues from LIQS’ target customer, a sophisticated millennial who loves spontaneous get-togethers with friends, whether poolside, at the beach, or boating,” says Gregg S. Lipman, CBX Managing Partner.\r\n\r\nSunny and stylish Miami, where LIQS was launched and is based, offered CBX inspiration for the package designs. The firm reinterpreted a sunburst in a series of colorful graphic bursts to correspond with each LIQS flavor—red-orange for Tequila Cinnamon Orange; yellow-green for Vodka Cucumber Lime; aqua-blue for Vodka Kamikaze; and red-pink for Vodka Lychee Grapefruit. The cocktail shots use 45-proof vodka and 55-proof tequila.\r\n\r\n“After many years of witnessing the love that consumers have with shots, and the lack of being able enjoy them at home as if made by a bartender, we set out for a solution that would give people access to quality shots they can take anywhere,” says Glickman. “LIQS is a convenient and attractive alternative to a bartender and bar setup and a far cry from ‘test-tube’-style shooters. With the new packaging, we’re delivering mixology with the mixologist.”\r\n\r\nRead More: http://www.packworld.com/package-design/graphic/innovative-package-design-dazzles-liqs-rollout', 'Innovative package design dazzles for LIQS', '', 'inherit', 'closed', 'closed', '', '1968-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1968, 'http://cbx.cappendev.com/1968-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2612, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Retailers and suppliers that develop true innovation-focused private brand partnerships could reap numerous rewards.\r\nMuch has been said in recent years about the need for true retailer-supplier partnerships for the store brand market to realize true innovation. Still, such partnerships remain the exception instead of the norm.\r\n\r\nNoting that advantages often are “measured in very small increments” within the store brand industry Steve Fay executive vice president with Berner Food & Beverage, Dakota, Ill, believes that retailers are hesitant to bring suppliers into their internal processes for competitive reasons.\r\n\r\n“I believe there is also the thought that too much involvement with a supplier may break down their ultimate negotiating position for price and support,” he says. “In other words, and probably accurately so, retailers view suppliers as adversaries. So the question is how to bridge two parties that on other levels are adversarial to a point of collaboration.”\r\n\r\nOther obstacles\r\n\r\nThat adversarial view isn’t the only stumbling block. The traditional procurement mindset many retailer own-brand decision-makers still have also is an obstacle to collaboration, notes Todd Maute, a partner with New York-based branding agency CBX. And a couple of external factors come into play here as well.\r\n\r\n“The economy is not that great; value is still very important,” he notes. “So when those types of things happen, I think people tend to focus more on price and value than they do on innovation and growth.”\r\n\r\nEven when a retailer begins a push toward innovation, that push doesn’t necessarily involve the supplier until it’s time for production.\r\n\r\n“Often the retailer does the brainstorming at a higher level than the buying team and sends the goal down,” notes Teri Valentine, president and CEO of The Perfect Bite Co. Inc., Glendale, Calif. “We arrive to ‘innovate,’ and all the flavors and specs are decided — we like to be in on the development using our expertise and selling experience.”\r\n\r\nObstacles can be found on the supplier side as well.\r\n\r\n“Most are focused on their core business, which is ‘How do I keep the core engine running 24 hours a day, as efficiently as possible, to keep my costs and margins where they need to be?’ And historically, and I think notoriously, private label manufacturers haven’t really been seen as innovators,” Maute says.\r\n\r\nMany private label suppliers, therefore, possess neither the infrastructure nor the mindset needed for true innovation, he says.\r\n\r\nFor suppliers that do have the right infrastructure and mindset, oftentimes it becomes an issue of scale, Maute adds. Investing in innovation for a relatively small retailer might not make a lot of sense in terms of the return on that investment (especially if the retailer is not sharing in those costs).\r\n\r\nAnd a lack of trust — and true sharing of the risk — can be a challenge, too.\r\n\r\n“I have experienced doing development work for a retailer only to have them bid the program out after we had invested a good deal of money into the development,” Fay points out. “We have developed packaging for programs that did not do well and had to write off large inventories. Suppliers simply have to go in with their eyes wide open knowing the challenges.”\r\n\r\nIt takes time to build that trust, Valentine adds.\r\n\r\n“Once a list of winners [is] developed together, the relationship evolves,” she says.\r\n\r\nPartnerships reap rewards\r\n\r\nRetailers and suppliers that focus on overcoming the obstacles, however, will be able to develop successful innovation-focused private brand partnerships. And those partnerships can result in numerous rewards for both parties.\r\n\r\n“Forming a lasting partnership requires both parties to look at the long term and to create win-win situations rather than focus on any individual transaction,” explains Stefani LiDestri, president-elect and chief sales and marketing officer for LiDestri Food & Beverage, Fairport, N.Y.\r\n\r\nShe adds that LiDestri Food & Beverage boasts some partnerships that have been in place for more than 30 years.\r\n\r\n“There are tremendous advantages in harnessing the power of partnerships, including the stability, service and loyalty that come with them,” LiDestri says.\r\n\r\nOne of the ways LiDestri Food & Beverage has managed to build great partnerships with both retailers and national brands is by getting “deeply involved” in those companies’ innovation and research and development processes, LiDestri notes.\r\n\r\n“It’s one thing to take a formula and transform it into a product,” she says. “It’s quite another thing — a very valuable thing — to help execute an idea from the market research and formulation stage.”\r\n\r\nIn 2014, LiDestri Food & Beverage opened its Innovation Center, which LiDestri says has been described as “a playground for research and development.” The center already has served as the launch pad for a number of products that went on to become a success.\r\n\r\n“When we as contract manufacturers are involved from square one … that kind of partnership adds tremendous value,” she maintains, adding that her company recently worked with Rochester, N.Y.-based Wegmans Food Markets Inc. — a long-time retail partner — to develop the Jammin’ line of low-sugar fruit spreads under the Wegmans Organic Food You Feel Good About brand.\r\n\r\nTo get to the collaborative level LiDestri discusses, many suppliers and retailers will have to rethink some standard practices.\r\n\r\nPrivate label suppliers, for example, might want to stop shielding costs from potential retailer-partners. In Fay’s view, such a practice is not productive, as “any reasonably intelligent person” generally can figure out the approximate cost of packaging, commodities and other supplier resources.\r\n\r\n“If retailers would enter into an agreement at the onset of a project where they would be willing to allow a profitable cost-plus program to evolve from the project and to split cleanup costs if the program failed, [it] would probably [encourage] a lot more suppliers to jump onboard,” he adds. “I also believe non-disclosure agreements with suppliers would be helpful.”\r\n\r\nValentine agrees.\r\n\r\n“[Get] confidentiality agreements signed, and let everyone work together towards the goals of each retailer,” she says. “As suppliers, we are a ‘free’ research and development arm available to each retailer; we profit when we all profit as business partners.”\r\n\r\nWhen it comes down to it, successful retailer-supplier private brand partnerships really require a different approach to the business model — one that takes the shape of a joint venture or a strategic alliance, Maute says.\r\n\r\n“The value that I think a strategic alliance has between a retailer and a manufacturer [is] they both have very different skill sets,” he says. “The retailer supplies, hopefully, marketing support, distribution, consumer insights and knowledge, while the manufacturer has the manufacturing capabilities, the category expertise and, hopefully, knowledge of the supply chain. So if the two were to strategically align and potentially share in the risk as well as the investment, you can probably get economies of scale and quicker market penetration.”\r\n\r\nTo take the relationship even a step farther, that alliance could involve joint ownership of the intellectual property, says Paul Schwada, managing partner of Chicago-based Locomotive Solutions LLC.\r\n\r\n“Whoever owns the intellectual property really owns the product,” he points out. “If the supplier and the retailer are really looking for a true partnership, and they’re actually willing to share intellectual property, that is the most permanent form of bond that I can think of.”\r\n\r\n“There are tremendous advantages in harnessing the power of partnerships, including the stability, service and loyalty that come with them.”\r\n— Stefani LiDestri, president-elect and chief sales and marketing officer, LiDestri Food & Beverage\r\n\r\n“The value that I think a strategic alliance has between a retailer and a manufacturer [is] they both have very different skill sets.”\r\n— Todd Maute, partner, CBX\r\n\r\nOriginally published in Store Brands\r\nPhoto courtesy of Nuance', 'It Takes Two to Innovate', '', 'inherit', 'closed', 'closed', '', '2158-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2158, 'http://cbx.cappendev.com/2158-revision-v1', 0, 'revision', '', 0), (2613, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'With consumers receiving brand and marketing messages from so many different outlets, it is more important than ever to have consistent brand equity builders—color, logo, patterns, tagline—across all touchpoints.\r\nThat’s where point-of-purchase (PoP) marketing comes in. PoP marketing is a proven method of marketing in which messages are delivered to a brand’s target customers at the point of purchase either online or in a retail store.\r\n\r\n“Building a strong brand equity system that extends consistently to all media touch points is hugely important,” says Lesley Stordahl, creative director at branding agency CBX. “That most certainly does not mean ‘matching luggage.’ With shopper journeys diversifying more every day, establishing brand awareness and consistency is a much bigger battle than it was 10 or so years ago.”\r\n\r\nMoreover, gone are the days of “stack ‘em high and watch ‘em fly.” That’s why it’s important to bring an experience to life—letting shoppers have a sensorial connection to a brand through touch, taste or even smell.\r\n\r\n“Shoppers are looking for curated experiences, stories that fit into their world,” she shares. “Both brands and retailers need to find new ways to educate and/or excite.\r\n\r\nFrom candy-colored waves of La Croix seltzer when you walk into a Whole Foods to Sephora mascara endcaps, brands and retailers need to work together to create an experience that is tailored to what the shopper is looking for, rather than whatever message the brand wants to get out at the time.”\r\n\r\nFor instance, a quick message testing with a small group of online consumers can be very illuminating in helping to understand what shoppers want and help brands get out of their own way from time to time.\r\n\r\n“With any retail environment, you are looking to not only stand out from other competitors on the shelf but have a point of differentiation,” says Hakyun Lee, vice president of Dot Matrix Design Group. “You want to have something different to say or else your brand or product could get lost in the sea of products on the shelves.”\r\n\r\nWhile loud graphics and colors can call attention to a product, Lee notes that sometimes the easiest way to stand out is not the best way. Just capturing the consumers’ attention is not enough, and there needs to be more to further explain the benefits of one’s product over another.\r\n\r\n“Having something honest in the story behind your product really is what’s trending now,” Lee says. “Optimally, the story will be on the product itself, but if you’re talking PoP, on the display case or shipper, somewhere that is easy to see.”\r\n\r\nOnce a brand is established, Stordahl notes the messaging should be tailored to the experience.\r\n\r\n“Brands should be thinking like a shopper and tailoring their message to where they are in their journey of the day,” she says. “Empathy goes a long way from brands in environments where shoppers are being inundated with messages.”\r\n\r\nBrands in Action\r\n\r\nJeff Camosci, vice president of marketing and sales, North America for Paragon Pet Products, manufacturers of Whimzees dog chews, notes PoP materials can help retailers educate consumers about their products as well as separate its product from the masses.\r\n\r\n“We offer our retail partners a variety of PoP and on-shelf communication,” he says. “The goal of each display option is to clearly explain the benefits of oral health while highlighting our products’ features and benefits in a Whimz-ical way that engage a pet-parent shopper inside the store.”\r\n\r\nLee once served as design manager of Colgate and notes that in the past, the brand has leaned heavily on its brand recognition and the Colgate/Chevron banner was used very large and prominent because it meant something to consumers.\r\n\r\n“People just felt safe with the company,” he says. “Where Colgate is today, they are leaning toward making the Colgate name smaller on their packaging and relying on their sub-branding to be more front and center.”\r\n\r\nFor example, on their optic white packaging, the optic white is taking more of the front and center hierarchy, with the Colgate/Chevron banner smaller behind it.\r\n\r\n“I think the reason for that is that store brands are taking a bigger bite of the market and emerging brands are getting more credibility, especially with today’s consumer having a millennial mindset and more into the smaller mom-and-pop brands,” Lee says. “People are paying more attention to these sort of companies.”\r\n\r\nFor a brand strong in both brick and mortar and online, Stordahl points to the popular men’s grooming brand Harry’s, which recently transitioned from an online retailer to brick-and-mortar in Target.\r\n\r\n“Their endcap and in-aisle displays are a great representation of creating a look and feel that not only connects strongly to the online brand, but also works seamlessly with the Target personality as well,” she says. “They eliminated traditional shelving on the endcap, creating a fully designed brand world with less product but more education. In-aisle displays show the handle unboxed for customers to touch and feel. Overall, it makes the brand feel very approachable while retaining their ‘hipster’ online status.”\r\n\r\nTech Talk\r\n\r\nA unique PoP display trend that Lee has seen lately is the idea of incorporating different technology into the displays themselves. That has resulted in a lot of freestanding LED displays running short animation and graphics for the brands on the shelves.\r\n\r\nTechnology can also help push coupons to a phone, which can take the PoP marketing to a new level. Geofencing is also on the rise. This allows a store or marketer to pinpoint when someone is in the vicinity of the store and they can push a message out to them by text.\r\n\r\n“The whole PoP game is getting more complex, and it’s making things seamless and invisible to the consumers’ eyes,” Lee says. “These marketers know where people are now and how long they’ve been there, and they are making sure their messages are being seen.”\r\n\r\nStordahl says that while technology and digital displays are changing the way things are done, at the end of the day, these tools are all in service of creating a brand experience that allows shoppers to connect with products in more meaningful ways.\r\n\r\n“Tactile displays with unboxed product in aisle, as well as education pieces that fit in endcaps are powerful tools to appeal to shoppers,” she says.\r\n\r\nPoP in a Digital Age\r\n\r\nOnline retailers shouldn’t assume they get out of the “experience” conversation. While in-store and retail PoP marketing has most to do with quick purchases, digital PoP is focused on clicks and awareness, and is still vital to a company’s success.\r\n\r\nThis strategy attempts to market to shoppers who are already on the site and ready to make a purchase—and it provides a last-minute way for retailers to influence the details of that decision.\r\n\r\nStordahl says that the ability for shoppers to choose a complimentary sample, enjoy a “surprise and delight” of free shipping or discount at checkout, or even have access to reviews from the shopping cart to reinforce their decision can be powerful connection tools.\r\n“What’s interesting with online retailers is that they are collecting more and more data from their online customers and learning their buying habits and seeing their whole history of purchases,” Lee says. “Through that data, they can suggest purchases during checkout that are tailored towards that consumer and whatever purchase they are making.”\r\n\r\nOriginally published by BXP Magazine', 'Itching the Impulse: How Effective Pop Marketing and Design Influence Shopper Behavior', '', 'inherit', 'closed', 'closed', '', '2308-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2308, 'http://cbx.cappendev.com/2308-revision-v1', 0, 'revision', '', 0), (2614, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '

    Most dairy brands engaged in the day-to-day battle for survival in the refrigerated section only wish they had the problems that Philadelphia Cream Cheese has. After all, the soft white brick of cheese named after the City of Brotherly Love has prospered for nearly 90 years now. Making cream cheese is extremely difficult (the careful introduction of acid-secreting bacteria is what turns milk into a solid), and Kraft is said to keep its formulas sealed in a Chicago safe. But the brand has its routine down cold. So instinctively do shoppers reach for that gray-foil wrapper with the blue lettering that Kraft now enjoys a 70 percent market share—especially sweet, considering that Americans buy $800 million worth of cream cheese every year. Sure, people may feel guilty about eating cream cheese (33 percent of it is pure fat), but since when did guilt stop people from buying something?\r\nAs it turns out, however, things are not as easy as they may look for Philly Cream Cheese—at least not when it comes to the marketing. Think about it. When your core product is an emulsified cake of breakfast food that’s hung out on the end of a butter knife for decades, keeping the brand image fresh and interesting is no mean feat. But judging from the ads shown here, Kraft’s done a pretty good job of it, at least according to Rick Barrack, chief creative officer of New York branding firm CBX. While it’s easy to look at the contemporary image and spot all of the requisite cultural updates (butcher-block table, T-shirted father and son bonding, etc.), the real device that’s kept the brand current is more thematic than physical. “In the ‘50s ad, they were talking only about what the product has to offer,” Barrack said. “But they’ve moved from product attributes to product experience.” In other words, if all that used to matter was the brand’s quality, what matters now is the quality time that the brand makes possible.\r\n\r\nWhen the ad at right appeared in the pages of McCall’s in 1958, food marketing was little more than an argument over quality. In this case, high-quality cream cheese as part of a proper, middle-class American breakfast. Those female hands? They belong to mother, who is, of course, making your breakfast for you. See it there, laid out nicely on the table? She’s even put a hard-boiled egg down beside the coffee. The language sells the Philly even better, assuring us that it’s “wholesome” (whatever that means) and will satisfy “sleepy morning appetites.” “The ad is just a reflection of the conventions of the times,” Barrack said. “Mom is responsible for setting the table and whatever helps her do it better will make her take notice. Philly Cream Cheese is playing right to that.”\r\n\r\nBut now look at what the same-old cheese is doing 54 years later. Gone is the goofy talk of wholesomeness, of satisfying hungry tummies. Safely able to presume that the cream cheese’s taste and quality are already a given for most consumers, Kraft has shifted the entire selling strategy from the food to the occasion surrounding it. Cream cheese isn’t what you smear on bread; it’s a conduit for connecting with your family. “Today the homemaker is time-starved, and that’s mirrored in this ad,” Barrack said. “Carving out time to spend with your loved ones is a challenge. Multitasking is the new norm—as evidenced by the father holding the paper while eating with his son.” And, of course, “it’s interesting that they’ve chosen a man to start with,” Barrack said.\r\n\r\nBut what’s most interesting in these two ads isn’t that they show how the rigid domestic norms of the 1950s have developed into the fast-paced, nontraditional free-for-all that is today’s home; it’s that they show how Philadelphia Cream Cheese has come along for the ride and still fits in.\r\nYou just might want to go lighter on that schmear. After all, the stuff is 33 percent fat.\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n

    ', 'Laying It on Thick: Philadelphia Cream Cheese changes its marketing recipe', '', 'inherit', 'closed', 'closed', '', '1654-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1654, 'http://cbx.cappendev.com/1654-revision-v1', 0, 'revision', '', 0), (2615, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'LIQS come in sealed and tamper-resistant 50ml recyclable, crystal polystyrene shot glasses.Brand agency CBX recently assisted start-up company LIQS with the design of innovative packaging and the formulation of other branding initiatives for its eponymous line of super-premium, ready-to-drink cocktail shots.\r\n\r\nThe CBX design team worked with LIQS cofounders Michael Glickman and Harley Bauer on a variety of efforts, including strategic alignment and development of the LIQS’ brand mark and package design. “We took our design cues from LIQS’ target customer, a sophisticated millennial who loves spontaneous get-togethers with friends, whether poolside, at the beach or boating,” says Gregg S. Lipman, CBX managing partner.\r\n\r\nSunny and stylish Miami, where LIQS was launched and is based, offered CBX inspiration for the package designs. The firm reinterpreted a sunburst in a series of colorful graphic bursts to correspond with each LIQS flavor — red-orange for Tequila Cinnamon Orange; yellow-green for Vodka Cucumber Lime; aqua-blue for Vodka Kamikaze; and red-pink for Vodka Lychee Grapefruit.\r\n\r\nProduced in the U.S., each LIQS product comes in a 50ml recyclable, crystal polystyrene shot glass that’s sealed and tamper-resistant. The product is sold in a multi-unit package that offers three individually sealed shots of a single flavor. Each shot, as well as the outer packaging, carries the burst graphic.\r\n\r\n“After many years of witnessing the love that consumers have with shots, and the lack of being able enjoy them at home as if made by a bartender, we set out for a solution that would give people access to quality shots they can take anywhere,” explains Glickman. “LIQS is a convenient and attractive alternative to a bartender and bar setup and a far cry from ‘test-tube’ style shooters. With the new packaging, we’re delivering mixology with the mixologist.”\r\n\r\nLIQS is currently available at numerous liquor stores in Florida in advance of a strategic regional rollout.\r\n\r\nRead More: http://www.brandpackaging.com/articles/84694-liqs-shots', 'LIQS Shots', '', 'inherit', 'closed', 'closed', '', '1966-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1966, 'http://cbx.cappendev.com/1966-revision-v1', 0, 'revision', '', 0), (2616, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'The talk show host’s new site, EDbyEllen.com, sells clothing, housewares and accessories marked by DeGeneres’ distinctive style.\r\nEllen DeGeneres is already a comedian, author, talk show host, and producer. Now she can add lifestyle brand maven to the list.\r\n\r\nDeGeneres launched her new e-commerce site, EDbyEllen.com, on Tuesday. Pronounced “Ed,” the brand covers everything from clothing and accessories to barware and throw pillows.\r\n\r\nThough it was previously reported that the site would carry luxe items like $2,000 cashmere sweaters, DeGeneres appears to be sticking with more reasonably priced goods, at least for now. Items on the site range from $8 pins to a $365 cake plate. Apparel starts at $34.50 for a crewneck t-shirt and goes up to $245 for tailored jackets.\r\n\r\nED joins a flood of celebrity lifestyle brands already on the market, including Gwyneth Paltrow’s Goop, Jessica Alba’s The Honest Co. and Blake Lively’s Preserve. Reese Witherspoon joined the mix last month, launching Draper James. Within a few hours, Witherspoon’s site had sold out of a $325 shoulder bag and a $225 dress.\r\n\r\nOf course, DeGeneres says that ED will offer something unique. In an interview with Refinery29, she talked about the particulars of her own “sort of non-gender-specific” style and her impetus for creating the line.\r\n\r\n“[W]e started making my own clothes on the show and noticing that a lot of people who were coming to the show were trying to dress like me, but those clothes weren’t out there,” she said. “I mean, I have a very distinct way of dressing, and clearly other people are responding to it, so that was the impetus to launch the brand. So, there’s a line that’s out there that’s not extremely feminine, it’s not masculine, it’s just comfortable.”\r\n\r\nSome industry watchers believe DeGeneres has the potential to become a major force in the lifestyle brand space. “Most celebrities don’t have a really specific point of view,” says Laura Ries, president of Ries & Ries branding strategy firm and the author of several books on branding. For a star’s brand to succeed, “it has to be very specific and authentic to them. Ellen has a really unique style, and it’s one that we haven’t really seen in the fashion world.”\r\n\r\nHer accessibility may also help her stand out. While we’re used to spotting Paltrow, Lively or Witherspoon looking glamorous on the red carpet, Americans are more likely to associate DeGeneres with her goofy talk show escapades.\r\n\r\nCompared to other brand-fronting celebrities, “I’d put her as ‘real people,’ and I don’t see those others as real people,” says Christina Papale, vice president of strategy for the brand agency CBX.\r\n\r\nIn many ways, DeGeneres is already a brand, with an empire that has rapidly expanded over the last decade. The Ellen DeGeneres Show is in its 12th season. Her production company, A Very Good Production, is developing six projects, including a new NBC series that starts production next month. Then there’s her three New York Times #1 bestsellers, her record label, streaming video site and game app. Now she has an interior design book, Home, coming out in October.\r\n\r\nDeGeneres has assembled an experienced team for ED. Her partner, Christopher Burch, co-founded Tory Burch and C. Wonder. (The latter closed in January after three years in business and its former president, Andrea Hyde, is now CEO of Draper James.) ED’s managing partner is Marisa Gardini—the former president and CEO of Isaac Mizrahi. The company’s board of directors includes Michael Frances, chief global brand officer of DreamWorks Animation (and the former global CMO of Target) and Janet Grove, the former CEO of Macy’s merchandising group.\r\n\r\nElizabeth Talerman, CEO of the brand strategy firm Nucleus, worked with Martha Stewart Living in 2006, the year the brand entered Macy’s stores. Her best advice for Ellen? “Think carefully about what your legacy will be and honor that, so you don’t go from an entertainer to a huckster. You want to go from an entertainer to a style.”\r\n\r\nAbove all, Talerman says DeGeneres should hold on tightly to the same accessibility that makes her Ellen.\r\n\r\n“If she gets up on a high horse of guidance and preachiness—which I think is where Martha Stewart’s brand may have gone wrong—that’s a guidepost for her brand stewards. Oprah is apart from us—a deity, a queen,” says Talerman. “Ellen needs to make sure she’s a part of us.”\r\n\r\nOriginally published in Fortune.', 'Look Out, Gwyneth: Ellen DeGeneres Launches a Lifestyle Brand', '', 'inherit', 'closed', 'closed', '', '2117-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2117, 'http://cbx.cappendev.com/2117-revision-v1', 0, 'revision', '', 0), (2617, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Two restaged brands have generated high hopes in the skin care and hair care categories.\r\nThe Cetaphil skin care brand has been revamped by Galderma Laboratories L.P., while Hain Celestial’s Avalon Organics skin care and hair care products have been repositioned by brand agency CBX. Cetaphil has undergone a full graphics and packaging upgrade to provide a more simplified shopping experience at shelf and improved portfolio differentiation, as well as clarity of product benefits.\r\n\r\n…\r\n\r\nAvalon Organics, one of the first brands to offer a full line of certified organic products, has been given a fresh perspective for a new era by CBX. The brand got its start when organic personal care products were mainly purchased by well-educated, high-income women in their 30s or 40s with kids, noted CBX managing partner Gregg Lipman. “Avalon Organics earned a reputation for offering the highest-possible quality personal care products” he said. “As the consumer has evolved, Millenial and Gen X women crave an emotional connection ‘beyond organic.’ It was time to clarify Avalon Organics brand story for today.”\r\n\r\nTo that end, CBX experts in branding, design strategy, and verbal strategy relied on extensive consumer conversations to reframe the brand with the personal care team at Hain Celestial. In addition to creating the new packaging, design, and nomenclature systems for Avalon’s five product lines, the team built a brand book, defined visual and verbal principles with expansive voice guidelines for use in social media and other communications, and conducted personal training to support writing around the new master brand.\r\n\r\nMultiple research sessions by CBX revealed the extent to which Avalon consumers had shifted to what the CBX came to classify as “Modern Hollistics”—including contemporary Gen X or Millennial consumers who crave an emotional connection, in addition to caring about the safety and quality of the beauty products they use.\r\n\r\n“It is always critically important to consider where a brand is in relation to culture,” Lipman said. “CBX’s research process engaged women in conversations about the role of beauty in their lives and focused on beauty-themed stories to discern the specific language that most resonated with them.”\r\n\r\nThe new products are available at Whole Foods Market, Target, Walmart, drug stores, grocery stores, and natural food stores, as well as at avalonorganics.com\r\n\r\nWhat emerged was an appreciation for beauty that is beyond skin deep, Lipman related. It was really important to consumers “that it was deep, stable, and all-encompassing,” he said.\r\n\r\nOriginally published by Chain Drug Review', 'Makeovers Reinvigorate Two Brands', '', 'inherit', 'closed', 'closed', '', '2197-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2197, 'http://cbx.cappendev.com/2197-revision-v1', 0, 'revision', '', 0), (2618, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Brand refresh puts convenience-store retailer front and center for growth\r\nIt’s Millers time.\r\n\r\nMiller Oil Co., Norfolk, Va., is part-way through a dramatic facelift for its convenience stores, one that will place its own store brand front and center. “If you look at the progressive marketers out there, everyone is trying to stay current and relevant,” president Jeff Miller told CSP Daily News. “Part of it is value, part of it is product selection and part of it is image. We’ve put off the image part for quite a while, and now we’re finally addressing it.”\r\n\r\nThe journey started on the forecourt. Some of Miller’s major-oil branding contracts were expiring, and the retailer saw it as an opportunity to expand its private brand. The 50-site chain competes with the likes of Wawa, RaceTrac, Royal Farms and 7-Eleven, and so building up the Millers brand is key. Miller points to a site on the campus of Old Dominion University, which sells Shell-branded fuel, as an example.\r\n\r\n“You could probably walk through campus and ask kids about Millers. Some would know it was there, some not,” he said. “Ask about the Shell and they would say, ‘Oh yeah!’\r\n\r\n“We have been working very hard to build inside sales,” he continued. “And it’s really hard to get traction on that when people don’t know you’re there.”\r\n\r\nMiller Oil hired retail design consultancy CBX to spearhead the refresh, which started with the brand logo. The original, red-and-yellow Millers Neighborhood Market design first debuted around 1998, and was starting to show its age. Customers also found the name a bit of a mouthful, so it was shortened to “Millers.”\r\n\r\nCBX and Miller kept the same script and red as a primary color, although this time used is as the backdrop. “We wanted it to be an evolution, not a change,” Miller explained. The design team also dropped the “swoosh” in the original Millers logo, a surprisingly controversial move because of how much the retailer’s management team liked it.\r\n\r\n“The problem with the swoosh, especially when it came to canopy treatments, is it forced you to have a much smaller logo to get the swoosh to fit in, or you needed to customize it so the swoosh fit in above the canopy,” said Miller. “One day I said, ‘You know what—we need to come to a conclusion here, and we really want to get most exposure we can out of signage these days, get the biggest logo we can get, so we let the swoosh go.”\r\n\r\nThe next move was to update the fuel island with the new logo and graphics. To provide a cohesive look across the chain, the CBX team designed special pump wraps for the two different models of dispensers. Miller is gradually installing new Ovation pumps from Wayne Fueling Systems with the inOvationTV media platform.\r\n\r\nAround this time, one site in Hampton, Va., near the Hampton Coliseum, was going through a raise-and-rebuild. This provided a great opening for a refresh inside of the store, where the new focus is refreshment. As soon as a customer enters, they see the fountain. Miller is testing fountain taps for carbonated beverages. Four taps each offer four soda choices. The fountain also offers chewable and cubed ice. Reach-in coolers with fresh food are positioned on either side of the store entrance, complementing Millers’ cobranded offers—Dunkin Donuts at this particular site, and Subway, Dairy Queen, Arby’s and Huddle House at many of the others.\r\n\r\nThe refreshed sites will also have new EMV-compliant VeriFone Topaz point of sales Commander site controllers.\r\n\r\nAcross the rest of its 26 sites, Miller is refreshing the forecourt first, and then inside the store. Four thus far have the new forecourt look, with 16 to go.\r\n\r\nTen locations remain under branding contracts, and Miller said they have their place, especially on the interstate, where the major flag helps draw in customers from out of the area. But locally, the retailer sees greater leverage and potential in the Millers store and fuel brand.\r\n\r\n“We needed to make a change and get more competitive,” said Miller. “Now on the Miller sites, it really allows us to get into the game.”\r\n\r\nOriginally published in CSP', 'Millers Lets the \'Swoosh\' Go', '', 'inherit', 'closed', 'closed', '', '2170-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2170, 'http://cbx.cappendev.com/2170-revision-v1', 0, 'revision', '', 0), (2619, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Retailers that approach the private brand naming process thoughtfully will be better able to build consumer trust and loyalty.\r\nA badly chosen brand name can kill a product or product line. 7-Up soda, for example, likely would not have survived had it retained its original mouthful of a name: Bib-Label Lithiated Lemon-Lime Soda. And the fast failures of Colgate Kitchen entrees and Bic underwear prove that a brand name that works successfully in one segment doesn’t necessarily extend well to another.\r\n\r\nBut sometimes the reasons for brand name failure are not so obvious. Retail private brand teams, therefore, need to understand how to fine-tune the brand-naming process so they can build brands that truly connect with their shoppers.\r\n\r\nStudy your shoppers\r\nAs store brands evolve, brand name is becoming more important to overall program success.\r\n\r\n“We now need to communicate about brand and value,” explains Rachel Bernard, vice president, verbal strategy for New York-based CBX. “Consumers aren’t looking to buy private label products anymore; they’re buying into private label as a brand and as a concept.”\r\n\r\nAnd the brand-naming process begins with consumer insights. Retailers need to gain an understanding of how consumers (particularly their own shoppers) view both their banner brand and their private brands, Bernard says.\r\n\r\n“They should also understand how their customers shop across key categories,” she adds. “Are they focused on price in paper products yet care more about benefits in hair care products, for example?”\r\n\r\nRetailers also should gain insights into which categories are most important to their most valuable shoppers. Some categories might warrant a “new name that tells a distinct story,” Bernard notes.\r\n\r\nInsights gleaned from consumers will help direct retailers not only in brand naming, but also in determining how many unique brand names they need, Bernard says.\r\n\r\nRoger Beahm, co-executive director of the Center for Retail Innovation at Wake Forest University School of Business, Winston-Salem, N.C., agrees, but adds to the list of shopper insights needed.\r\n\r\n“You need to think about them not just demographically, but also in terms of psychographic considerations — what’s important to them, what they value, what their lifestyles are like, what they connect with,” he stresses. “Behavioral characteristics, too — how often they buy, what places they shop, how much they buy on different shopping occasions.”\r\n\r\nOf course, retailers also need to think about the product or product line itself. They should ask themselves, Beahm says, about the product’s “story” — how the product is going to be different and relevant to their target shopper audience.\r\n\r\nCreate and test\r\nThe next step is the creation of a set of potential brand names. Such names must consider both the target audience and the product benefits, Beahm notes.\r\n\r\n“One might argue that the benefit [the product is] going to deliver is even more important than the target audience itself in terms of being reflected in the brand name,” he says. “Your brand name should be suggestive in some ways of the benefits to your target customer if you can make it suggestive.”\r\n\r\nIt’s not always possible to create such a name, reinforce the brand and its uniqueness, increasing appeal to the target audience.\r\n\r\nBernard also points to the importance of “creating a cohesive narrative and experience” across the portfolio and across the store in the brand naming process.\r\n\r\nAlso consideration-worthy in the naming process are the six criteria marketing professionals typically rely on to evaluate a brand, Beahm says. The brand should be 1) meaningful, 2) memorable, 3) likeable, 4), transferrable in terms of line or category extensions, 5) adaptable and 6) able to be protected from a legal standpoint.\r\n\r\n“So once you’ve got your list of, say, a half dozen name options, you’ll want to weigh them against those criteria,” he says. “How well do they meet the criteria? Where do they fall short?”\r\n\r\nBeahm stresses that a brand name seldom meets all six criteria, but the more it can meet, the better.\r\n\r\nNext on the agenda should be testing among consumers — something Bernard calls important, but infrequently accomplished well.\r\n“Normally, consumers are asked ‘What do you think of this name?’, and their responses are reduced to ‘I like it’ or ‘I do not like it,’” she explains. “Brands should make sure to communicate the brand attributes, vision for the future and encouraged behaviors in addition to the name when testing. That way, consumers will be able to evaluate the name more strategically than basing their assessments on personal anecdotes and feelings.”\r\n\r\nFor his part, Beahm has found focus groups to be valuable to the testing process. Such groups could evaluate potential brand names against the six criteria, as well as evaluate other brand aspects such as packaging, packaging colors and more. But he also advises retailers to perform such testing within the retail environment, where the product is on a shelf or a hanger, and also allow employees to weigh in.\r\n\r\n“It’s hard to get a name agreed to by everyone,” he says. “But names are those kinds of things that you put up, and the good ones stick and the bad ones fall to the ground.”\r\n\r\nFinally, once a retailer identifies a brand name that scores positively with a large percentage of its target audience, it needs to champion that name inside its organization, Beahm stresses. That championing is part of building consumers’ brand knowledge and awareness, which ultimately will be key to the brand’s success. Knowledge of the brand encompasses what the brand/product is, what it does and what it stands for.\r\n\r\n“It’s not going to matter what criteria you use if you stop with the name,” he adds. “If you don’t build knowledge, you’re not going to create equity and, ultimately, loyalty.”\r\n\r\nBanner name or not?\r\nTraditionally, many retailers have used the retail banner name as their store brand name — or part of their store brand names. But recent years have seen a number of retailers moving away from this brand naming convention.\r\n\r\n“Both strategies can be very effective,” says Rachel Bernard, vice president, verbal strategy for New York-based CBX. “In fact, many retailers choose to deploy both strategies. Deciding which is best for a particular situation starts with the ‘masterbrand’ — consider loyalty and equity.”\r\n\r\nAlthough he’s not completely against the retail banner name being used as the store brand, Roger Beahm, co-executive director of the Center for Retail Innovation at Wake Forest University School of Business, Winston-Salem, N.C., does note that traditionally, brands are associated with a specific category or related categories.\r\n\r\n“So it’s oftentimes better, for a number of reasons, to use different brand names on different products when they are in unrelated categories,” he says. “And allow each brand to stand on its own, to build its equity, to develop its own loyal following and to earn that trust with the customer. If you do that, you are going to be able to protect yourself better competitively against premium brand promotions and advertising.”\r\n\r\nOriginally published in Store Brands Magazine', 'Name That Brand', '', 'inherit', 'closed', 'closed', '', '2166-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2166, 'http://cbx.cappendev.com/2166-revision-v1', 0, 'revision', '', 0), (2620, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'WHEN RETAIL IS LITERALLY EVERYWHERE, WHEN WE CAN BUY VIRTUALLY ANYTHING OFF OUR PHONES AND HAVE IT DELIVERED, WHY GO TO A STORE?
    Pessimistic pundits claim that “show-rooming” and the explosive growth of ecommerce will be the death of brick-and-mortar retail. But by drawing inspiration from the kinds of social experiences Americans crave—live-action football games, rousing concerts, moving religious services and the like—retailers stand to reap big profits even as they prove the pundits wrong, writes Crosby Renwick, executive director of strategy at brand agency and retail design consultancy CBX, in a May 30 column published at Chain Store Age Online.\n\n“Is retail really dead?” Renwick asks in the piece. “No, but its role is changing.” The veteran CBX strategist begins the column—titled “‘Social Retail’ to the Rescue”—by outlining the basic problem as just about everyone sees it: “When retail is literally everywhere, when we can buy virtually anything off our phones and have it delivered, why go to a store?” he writes.\n\nBut while Renwick concedes that many stores will close in the decades to come—particularly those focused on commoditized goods that shoppers can easily buy online—he describes the rise of ecommerce as an opportunity for retail to refocus. “When Pablo Picasso was asked if painting human figures was still possible after the technologies of photography and cinema were depicting them much more truly, his response was, ‘Now at least we know everything that painting isn\'t,’” Renwick writes. “Technology had killed painting’s previous purpose: depiction. But, on the other hand, technology freed painting to become something else.”\n\nLikewise, the proper role of retail in the 21st century is not to sell humdrum commodities in cavernous, uninspiring big-box stores, Renwick writes. “What to do with the empty storefronts?” he asks in the piece. “The success of social media provides the clue because it highlights the deep desire for human connection. People get lonely. They’ll pay for the chance to enjoy real-world social experiences with others who have similar interests.”\n\nRenwick describes several popular—and in some case, expensive—social experiences that continue to inspire consumers. But the point is not to try replicate, say, a Bruce Springsteen concert, but to tap into the brand-, traffic- and loyalty-building potential that is inherent to such an experience. “These are the kinds of social experiences people pay money for,” he writes. “Am I suggesting a chain of stores that hosts rock concerts? No. But lessons drawn from these social experiences can and should be applied to retail. Lululemon has already done so with its in-store yoga classes. Likewise, I’d love a store where I could buy clothes that speak to the sensibilities of the classic rock fan. Where the staff would ‘get’ me.”\n\nShopping in a physical store has to be as much about social experiences, unique environments and customer validation as it is about the merchandise, Renwick notes in the conclusion to the piece. “Today’s shoppers can have nearly any merchandise brought right to their doors with little more than the swipe of a finger,” he writes. “But if we can bring them the kinds of experiences that forge memories, friendships and lifelong brand loyalties, they will keep getting in their cars and coming to us.”\n\nhttp://www.furninfo.com/Furniture%20Industry%20News/1866', 'Need For Socially Relevant Stores', '', 'inherit', 'closed', 'closed', '', '1827-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1827, 'http://cbx.cappendev.com/1827-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2621, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'About(Previously Del Monte Foods’ Pet Products) “Big Heart Pet Brands is the largest standalone producer, distributor and marketer of premium quality, branded pet food and pet snacks for the U.S. retail market. The company’s brands include Meow Mix®, Kibbles ‘n Bits®, Milk-Bone®, 9Lives®, Natural Balance®, Pup-Peroni®, Gravy Train®, Nature’s Recipe®, Canine Carry Outs®, Milo’s Kitchen® and other brand names. Big Heart Pet Brands’ portfolio enjoys strong U.S. market share, and is #1 in the dog snacks category, #2 in Dry/Wet Cat and #3 in Dry Dog.”\r\n\r\nDesign by\r\nCBX\r\n\r\nRelated link: CBX Press release\r\nAt the core of the visual system is a dynamic new \"heartpaw\" logo that reinforces the company\'s love for pets and desire to continually create better solutions for them. The logo represents both a pawprint—to root the company in the pet category—and a heart to convey the bond between pet and pet parents. The highlight \"shine\" marks used within the broader visual identity symbolize positivity, energy and innovative thinking. \"Simple yet impactful, the identity signals a strong position in the pet space and a bright future for the company and the pets it supports,\" said Rick Barrack, Founding Partner and Chief Creative Officer at CBX.\r\nRead the full press release: CBX Collaborates on New Company Name and Identity for Big Heart Pet Brands\r\n\r\nLogo detail:\r\n\"\"\r\n\r\nBusiness cards:\r\n\"\"\r\n\r\nBrochure:\r\n\"\"\r\n\r\nReception:\r\n\"\"\r\n\r\nCafeteria:\r\n\"\"\r\n\r\nOpinion/notes\r\nThe \"heartpaw\" icon is kind of cute, except that it\'s not really a paw and it barely registers as a heart. Look at how paw prints are usually represented and here the toes are far too thin and the forced heart is the inverted paw pad — before reading the release I thought it was a dog snout, shiny from the wetness of dog snouts and the sunburst-y rays were the dog smelling. The typography is fairly serious and heavy-handed for the fun-loving attitude they were aiming for. At least it\'s not called the prescriptive \"Del Monte Foods\' Pet Products\" anymore.\r\n\r\nRead more: www.underconsideration.com/brandnew/archives/new_name_logo_and_identity_for_big_heart_pet_brands_by_cbx.php#.U3TVMy8meSD', 'New Name, Logo, and Identity for Big Heart Pet Brands by CBX', '', 'inherit', 'closed', 'closed', '', '1922-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1922, 'http://cbx.cappendev.com/1922-revision-v1', 0, 'revision', '', 0), (2622, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Hello, and welcome to this week’s Design Diary, a collection of five projects from across the world that have impressed us this week.\r\nFor more along these lines (and so many others) follow along all day, every day on Instagram @AIGAeyeondesign, Facebook, and Twitter @AIGAeyeondesign.\r\n\r\n1. Milton Glaser on surviving the Trump era\r\n“That sense of paralysis or indifference makes this time seem different.”\r\n\r\nEarlier this week, Steven Heller sat down with Milton Glaser at Cooper Union in New York to talk about the recently reissued version of Glaser’s The Design of Dissent, co-authored with Mirko Ilic). Originally published more than a decade ago, the new edition compiles recent examples of design that express political and social resistance, and sums up our current state of affairs with the revised subtitle “Greed, Nationalism, Alternative Facts and the Resistance.” Glaser began the conversation with the story of one of his earliest memories of a protest at his apartment building in the Bronx turned violent by the police, which he used to explain his inclination—both in his design work and in life—to the left. “I learned that the only way to deal with men beating you over the head, was to resist.”\r\n\r\n\"\"Milton Glaser\'s \"We are all African\" poster for School of Visual Arts\r\n\r\nSo how’s that mindset faring for Glaser today, in the era of Trump? Heller asked Glaser if he felt there was a difference in this period of political strife, in comparison to the other tumultuous periods of U.S. history that he has lived through: the McCarthy era, the Cold War, Vietnam, Civil Rights. “I think the most difficult thing to deal with now is that nothing seems real,” Glaser responded. “One thing that Trump has done, and society has done in general, is use the means of communication to basically make people’s response inert, and make them feel that there’s nothing they can do. That sense of paralysis or indifference is what has makes this time seem so much more unlinked to anything [else].”\r\n\r\nA bit more uplifting was Glaser’s still-firm assertion that art and design play an important role in resisting the indifference he described. “If you think of [art] as a means of survival, and the idea of beauty as something to be obtained, then you can devote your life to it without any other reward… it’s essential to human survival. If you like Mozart and I like Mozart, we have something in common. If we have something in common, we’re less likely to kill one another.” Watch the full talk here.\r\n\r\n2. A book on sneakers, designed by Rodrigo Corral\r\nOne of our favorite book designers takes a crack at an unlikely subject\r\n\r\nSneakers, a new book by designer Rodrigo Corral and journalists Alex French and Howie Kahn, is a super nerdy, very in-depth exploration of the cultural significance of the titular object—weaving together sneaker stories from the likes of Kobe Bryant and Serena Williams, along with shoe designer Tiffany Beers and Bruce Kilgore, the creator of the Air Force 1s. The book is basically a shrine to a well-worshiped design object, so of course the design is on par: Corral, the designer behind some of our favorite book covers, did the design and art direction for the book.\r\n\r\n\"\"\r\n\r\nEach of the book’s chapters is dedicated to a person and his or her sneaker story, so each gets its own visual treatment by Corral, with custom art, photography, and illustrations. Corral and his team had to track down all of the sneakers the contributors talked about, often traveling to shoot the shoes in person.\r\n\r\nOn the idea behind the minimalist cover design, Corral told Men’s Journal, “Sneakers mean so many things to so many different people. I don’t want to explain Sneakers away visually, but it also can’t be too conceptual. It needs to grab your attention and then let you make it personal. You know which shoes are inside the white box, I don’t want to fill that space for you.”\r\n\r\n\"\"\r\n\r\n3. She Should Run branding by CBX\r\nSystematic, compelling design to get women to run for office\r\n\r\nOver at our sister site Design Observer, they marked Tuesday’s elections with a conversation with Lesley Stordahl, creative director at CBX, about working with the non-profit She Should Run. The organization was founded with the impressive goal of getting 250,000 women to run for elected office by 2030, and Stordahl talked about using design and strategy to help them accomplish it. How do you reach and speak directly to women who might be thinking about running for office, but need the support and resources to do so?\r\n\r\n\"\"\r\n\r\nCBX took the existing logo and created an evolving icon system that can be used variously for their different endeavors. The most interesting parts of the interview were in Stordahl’s distilling down of the details:\r\n\r\n“We’re living in this world of amazing new breakthrough political design and also—I hate to say ‘terrible’—staid design. Compare the Hillary [Clinton] identity with ‘Make America Great Again’ and there’s a clear line around political parties, innovation, and young and old.\r\n\r\n“She Should Run is bipartisan and they were very clear about the need to appeal to both sides. How do we bring a modernity to the visual but still make it feel bipartisan? For us, it was softening the red a little bit—not going with a really harsh, traditional red—giving it almost a slight coral. It was using more of a cyan than a navy or an overly masculine dark blue. And to make sure that we’re showing women and there’s representation, because there’s so much reflection [from their audience] that ‘this is for me.’ We have to be inclusive to all ages, races, backgrounds. That’s something that we try to keep in mind as we develop with them.”\r\n\r\n4. Artists for Gender Equality film series\r\nArtsy and Gucci launch a three-part film with the women of the art world\r\n\r\nGender inequity isn’t just a problem in politics, as we all know. Despite the increasing exposure of feminist artists and artworks in recent years, the artists represented by the top galleries across New York, Los Angeles, and Chicago are still roughly 70 percent male, according to artist Micol Hebron’s ongoing “Gallery Tally” project. In collaboration with Gucci, Artsy has set out to address the ever-prevalent issue with a beautifully shot film series, put out in three parts. Part One, “Past,” features Barbara Zucker, Lynn Hershman Leeson, Faith Ringgold, Joan Semmel, and Todd Levin discussing the barriers women faced in the 1970s, and the events and individuals that broke through them. In the upcoming segments on “Present” and “Future” we’ll hear from Marilyn Minter and Petra Collins, among others. See the full lineup here.\r\n\r\n5. Sirio Luginbühl book, designed Riccardo Pirotto\r\nA beautiful homage to the experimental Italian cinematographer\r\n\r\nItalian-born, Berlin-based Riccardo Pirotto describes himself as a “concept/art designer,” but by any name we’re sure his work would smell as sweet. We’re impressed with one recent project in particular, a book he designed about Sirio Luginbühl, an experimental cinematographer in the Italian “underground” cinema scene of the 1970s and ’80s. “The book is designed as an auto-biographical diary with a series of small texts, short stories, images (old postcards, documents) and photographs collected by the author during his lifetime,” Pirotto explains. “The cover is a lenticular image made by two frames shot in one of his movie.”\r\n\r\nA beautiful piece of work about a fascinating artist, who hung out with the likes of Pasolini, Emilio Vedova, Gregory Markopoulos.\r\n\r\n\"\"\r\n\r\nOriginally published by AIGA Eye on Design\r\nPhotos courtesy of AIGA Eye on Design', 'No. 168: Milton Glaser Talks Trump, CBX Dissects the Branding of Politics, Rodrigo Corral Gets Deep Into Sneakers + More', '', 'inherit', 'closed', 'closed', '', '2299-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2299, 'http://cbx.cappendev.com/2299-revision-v1', 0, 'revision', '', 0), (2623, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'As consumers demand greater transparency from CPG brands, brand owners are blazing new trails with refreshingly honest and real on-pack messaging—even for ‘delicate’ products.\r\nHave you noticed that brands have been “getting real” lately? I’m talking about refreshingly honest, no-BS messaging in ad campaigns and on packaging that tells it exactly like it is. This trend is not surprising. In today’s challenging market, honesty is a surefire way to establish reliability and connect with consumers. In fact, according to an October 2014 study on authentic brandsby global public relations firm Cohn & Wolfe, the number-one quality or behavior that people demand of big brands is that they communicate honestly about their products and services. With information about a brand in real time readily available, consumers are now investigative reporters, and companies can’t risk having the public discover that something about their brand is dishonest.\r\n\r\nWe’re seeing this trend transcend categories. Under Armour’s “I Will What I Want” campaign, in which Misty Copeland proves that not all prima ballerinas are stick figures, and Sir Richard’s condoms’ ads, with copy lines like, “Let’s Change Positions, Not Diapers,” are blazing new trails with their honesty and humor. Forget about “beating around the bush,” to quote Hello Flo, a brand that mails out care packages for women’s and girls’ feminine protection needs. This is straight talk, pure and simple.\r\n\r\nThe movement toward transparency means that consumers are attaching themselves to companies that operate with honesty and integrity, rather than aligning with brands that try to pull the wool over their eyes. And while this kind of transparency first gained traction in advertising, it is now carrying over to packaging design. Companies are using this frank style of language and graphics to stand out on shelf.\r\n\r\nThree recent examples of brands that are “getting real” through frankness and intelligence on their packaging are Coca-Cola Life, which touts its use of “real ingredients,” Dollar Shave Club, which uses “real talk,” and The First Years, which showcases “real people.”\r\n\r\nReal ingredients\r\n\r\n\"coke_carton\"\r\nWhen the biggest beverage company in the world starts getting honest, you’re damn straight people are going to sit up and take notice. And that’s what happened when Coca-Coca Life launched in South America in 2013 and made its U.S. debut in the fall of 2014. Coca-Cola Life, which is Coke’s “natural” answer to the outcry against processed ingredients like high-fructose corn syrup and Aspartame, was created to combat the era of the soda backlash. Coke had to do something to save falling sales and maintain category relevancy.\r\n\r\nCoca-Cola Life’s packaging is the epitome of transparency, with a green color that is a dramatic departure from its iconic red and immediately conveys that it is something new and different for the brand—something natural (or should we say, more natural). An approachable script font is used for the word “Life,” and an icon that closely resembles a leaf draws your eye to the fact that this soda is “Sweetened with Cane Sugar and Stevia.”\r\n\r\nCoca-Cola Life also claims to be a “reduced calorie soda” that has “35% less calories than Coca-Cola*” (albeit with an asterisk next to that line). Whether or not the product actually is better for you than other sodas has yet to be seen, but in this case, the departure from the brand equities communicates a desire to move away from consumer expectations of the brand and offer them something more real.\r\n\r\nReal talk\r\n\r\n\"dollar_shave\"\r\nWhile Coca-Cola Life is an example of an established brand trying to regain market share through honesty, a newer (circa 2011) brand, Dollar Shave Club, is using a no-BS messaging strategy to build its online subscription business and procure customers. The tag line sums up the brand’s mission best: “Shave Time. Shave Money.”\r\n\r\nUsing clever, tongue-in-cheek language, the brand gets right to the point: Dollar Shave Club is a simple and easy way to avoid the cost and hassles of traditional shaving brands. Who wants to engage with the drugstore attendant every time they need a new razor? The brand’s message is conveyed everywhere you look. In fact, the words “simple” and “easy” are splashed across all of the brand’s touch points. Even back-panel copy on packaging is used to “get real.” One moisturizer says it is “the ultimate fix for the disruptive exercise of shaving,” while the blade packaging features an on-brand, though fictitious quote, “I like shaving with a dull razor” and then credits it to “No one ever.”\r\n\r\nAnd when it comes to real talk, who can deny the honesty of Dollar Shave Club’s One Wipe Charlies—certainly the only product on the market dubbed “buttwipes made for men.” If the statement, “the civilized way to wipe” isn’t transparent enough for you, well then, I don’t know what is.\r\n\r\nReal people\r\n\r\n\"First\r\nSince we’re on the topic of wipes, The First Years—a brand of infant and toddler products such as potty training seats, dishware, and health and grooming items that has been trusted by mothers since the 1950s—recently rebranded itself with younger moms in mind. Anyone who has kids can tell you that new motherhood does not consist of a picture-perfect baby being fed rice cereal while politely cooing at an immaculate table. More often it’s a pretty dirty job. And no consumer group wants to hear the plain truth about that more than Millennials.\r\n\r\nMillennials are looking for a real conversation about parenting, warts and all, with on-point information so that they can make informed choices. This isn’t the end of an era for them like previous generations felt; it’s a new beginning. The First Years gets them excited about this new phase by cutting through the baby poop and telling it like it is, as shown through the “real photography” used on the packaging.\r\n\r\nGone is the Boomer fantasy of old—with angelic babies and perfect parents blissing out in la-la land; The First Years uses casual, often funny, selfie-style photography that a parent might post on Instagram or Facebook showing all the imperfections of new parenthood. By being supportive, friendly, and above all, honest, The First Years forges a relationship with consumers that will continue as their children grow.\r\n\r\nTransparency begets loyalty\r\nThese brands are telling it like it is for one reason: Because transparency begets loyalty, plain and simple. Of course, if you are claiming to be real, you better make sure that you’re really being real.\r\n\r\nIn recent years, a few brands have learned that the hard way and watched the public turn on them as a result of their dishonesty. In 2011, a public interest group sued Coca-Cola for marketing its VitaminWater brand as a healthy beverage. But the brand’s response to that action was even more surprising: It defended itself by saying that “no consumer could reasonably be misled into thinking VitaminWater was a healthy beverage.” Which led consumers to ask, “How could Coca-Cola put the word ‘vitamin’ in a product name and not think that people would assume it had some health benefits?” That the brand belittled its consumers, rather than simply apologizing, was insulting and was reason enough for consumers to question the brand.\r\n\r\nJohnson & Johnson—whose legendary credo states that its “first duty is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services”—lost the trust of those individuals when it pulled 22 products, totaling 300 million bottles, off its shelves beginning in 2009. But the worst part was that Johnson & Johnson didn’t even offer its consumers so much as an explanation as to why they did this. Were the products tampered with? Were there quality control problems at their factories? Zilch. Not a peep. And then one day the product returned to shelves—after J&J had lost $900 million in sales. Did consumers return to shelves as well? Only time will tell.\r\n\r\nTwenty, or even 10, years ago, consumers may not have held a Johnson & Johnson or a VitaminWater accountable for trying to dupe them. But today, there’s no getting around the fact that transparency is the only real way to win the trust of the people giving you their dollars. Whether you’re speaking to health-conscious soda drinkers, fashion-conscious men, or Millennial moms, there’s no question that getting real is a win-win situation for today’s brands.\r\n\r\nOriginally published in Packaging World.', 'Packaging Gets Real', '', 'inherit', 'closed', 'closed', '', '2142-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2142, 'http://cbx.cappendev.com/2142-revision-v1', 0, 'revision', '', 0), (2624, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Food and beverage packaging is providing product support, with designs that call out to targeted segments.\r\nWith natural and organic brands continuing to inundate the marketplace, processors are turning to market segmentation to claim their niches. Packaging is providing essential support, with designs that call out to targeted segments.\r\n\r\nThe trend is occurring in both North America and Europe, within natural and organic categories ranging from peanut butter to sparkling water. In some instances, segmentation hinges on consumer values — like a desire for on-the-go convenience or locally sourced food. In other cases, demographic segmentation is the preferred strategy.\r\n\r\nIn the U.S., Hain Celestial Group Inc., Lake Success, N.Y., recently redesigned the distinctive black packaging for its Terra brand chips to emphasize the root vegetables from which the product is made. The new package graphics, which feature elegant photography of the chips and a fresh visual architecture, also reinforce the brand’s positioning as a premium, gourmet-quality natural snack.\r\n\r\nIn the redesign, “there were three key elements that we wanted to focus on,” says Sam Garfinkel, senior brand manager for the Terra brand. “The biggest thing we wanted to communicate was … our real vegetables. That gets to the heart of what separates us from all the other players in the snack category.”\r\n\r\nSecond, he says, “we wanted to modernize the brand. We had a brand that was so premium, but wasn’t as modern as some of the other players in the category.”\r\n\r\nRunning “a close third” was improved \"portfolio navigation.\" To help consumers navigate the Terra portfolio, which includes more than 20 varieties and some 50 stock-keeping units in various sizes, the package redesign changed how product varieties and seasonings are presented.\r\n\r\n“I think the clearest example of how we standardized and improved navigation was with our flavor banner,” Garfinkel says. On the old package, the location and size of the flavor banner varied by flavor. On the new bag, the product variety appears immediately below the Terra logo, and the seasoning cue is right under the variety: “Terra,” “Exotic Potato” and “Sea Salt,” for example.\r\n\r\n“We set up a clear architecture for communicating brand, flavor and seasoning, all in a very structured manner … across the brand, so that people would get to the shelf, quickly recognize it as Terra and then easily navigate to their flavor of choice,” Garfinkel explains.\r\n\r\nThe package’s glossy black surface and high-quality rotogravure printing position Terra as a premium brand, and artistic photography on the bags supports the modernization and real-vegetable communication.\r\n\r\n“Stylistically, it’s a very modern angle and look, but [the photography] also helps us highlight all those diverse vegetables that you see in the blend,” Garfinkel says. “It really helps tell that full story in just one image.”\r\n\r\nAugmenting the large product photo on the bag, a row of icons across the bottom of the package shows which vegetables are included in that particular flavor.\r\n\r\nBrand agency CBX, New York, worked with the brand team on the strategy for the redesign and also created the new package design.\r\n\r\n\"\"Meanwhile, on-the-go consumers are the target market for a different type of natural snack — peanut butter. In May 2014, Hormel Foods Corp., Austin, Minn., launched Skippy Natural Creamy Peanut Butter Spread and Skippy Creamy Peanut Butter in single-serving multipacks. The company calls the format Skippy Singles.\r\n\r\nEach resealable canister of Skippy Singles holds six 1.5-oz. cups of peanut butter. The small, sealed, individual cups make it easy to transport the product for an away-from-home treat teamed with other foods, or as a snack unto itself.\r\n\r\nThe canister, with a transparent front panel that displays the cups, simplifies pantry storage and also provides a visual reminder to restock the product as the supply dwindles.\r\n\r\nHappy European cows and bees\r\n\r\nRørosmeieriet, Røros, Norway, that country’s largest organic dairy, is redesigning all its packaging to attract consumers interested in locally produced organic products.\r\n\r\nThe first of the dairy’s redesigns, for its one-liter cartons of milk, launched this March throughout Norway. The company worked with Stockholm-based brand development agency Grow to execute the redesign.\r\n\r\nAll of Rørosmeieriet’s products “are organic and based on milk from farms in the Røros region and surrounding counties,” says Kjersti Svang Olsen, account director/director brand development at Grow.\r\n\r\nThe brand’s identity is wrapped up in the “culinary traditions and professional craftsmanship that the area is famous for,” she adds. These include dairy techniques that have been used for many generations in the region.\r\n\r\nTo communicate these local and traditional attributes to its target market, Rørosmeieriet’s new milk cartons are decorated with a full-size image of an old-fashioned glass milk bottle.\r\n\r\n“Compared to the general packaging in the milk [section] in Norwegian grocery stores, it represents a distinctive expression through the use of different graphical means,” says Olsen.\r\n\r\nA combination of photography and hand-painted watercolors communicates the milk’s provenance, with an emphasis on Røros, cows and traditional dairy equipment. Inspiration for the new logo came from dairy tools and milk-pail lids.\r\n\r\nGoing forward, Rørosmeieriet will work with Grow to redesign packaging for the dairy’s sour cream, cottage cheese, skjørost cheese, yogurt and butter.\r\n\r\n\"\"Also looking to capture local-minded aficionados is Nectaflor, Biel/Bienne, Switzerland. This natural-food company chose a simple but upscale package design for the launch of its limited-quantity, regional honey varieties. Each of the three varieties is named for its region of origin: the Swiss Jura Mountains, the Ticino region or eastern Switzerland. The products launched in summer 2013.\r\n\r\nNectaflor’s local honey “is a modest luxury product … for people who appreciate good local products,” says Christoph Schlatter, creative director at creative agency Allink GmbH, Zurich, Switzerland, which designed the packaging.\r\n\r\nThe 225g honey package is a stock container, a glass flip-top jar decorated with an elegant letterpress-printed tag. This design emphasizes the product’s natural quality and the brand’s personality.\r\n\r\nThe tag, which is attached to the jar by hand, “conveys the personal attribute,” Schlatter says. “The product does not assert itself as [a] mass product but as a product from your local beekeeper. The ‘non-design’ puts emphasis on the honey.”\r\n\r\nBabies and children\r\n\r\nDemographic segmentation is another way processors are slicing and dicing the natural/organic market.\r\n\r\n\"\"Babies and kids — and their parents — are demographics of keen interest at Stonyfield Farm Inc., Londonderry, N.H. The company recently took a page from the baby food category’s packaging playbook, launching Stonyfield Organic YoToddler, YoBaby and YoKids refrigerated yogurts in spouted stand-up pouches. The company will continue to sell the products in multipacks of cups.\r\n\r\nStonyfield’s pouch products for babies and kids launched in the U.S. earlier this year. A co-branded version, created in partnership with organic food processor Happy Family, New York, will launch in July 2014. Both Stonyfield and Happy Family are owned by Danone, Paris.\r\n\r\nThe co-branded pouch products will be sold under the brand names YoTot, YoBaby and YoKids Squeeze! in pouches carrying both the Stonyfield and Happy Family logos. Fill size for the YoTot and YoKids pouches will be 3.7 oz., and for YoBaby, 3.4 oz. The reclosable stand-up pouches will be sold in four-packs and individually.\r\n\r\nAlthough the babies/kids market segment is not a new one for either of these brand owners, the products and packaging are pioneering new territory in their own way.\r\n\r\n“This is the first organic, refrigerated pouch yogurt, and what that allows us to do is have the real, live, active cultures” in the yogurt, says Seth Beamer, brand manager for the babies’ and kids’ products at Stonyfield. Other pouched organic yogurts on the market, including Happy Family’s, are shelf-stable.\r\n\r\nThe pouch format also provides parents with functional benefits vs. yogurt cups. “Convenience is certainly at the forefront,” says Beamer. “We know how busy moms are, and this gives them a convenient offering [for] yogurt on the go. It’s much easier for parents to feed their kids with these hand-held pouches.” In addition, the pouch products are “less-mess — almost mess-free.”\r\n\r\nFilm for Stonyfield’s form-fill-seal pouches is supplied by Clear Lam Packaging Inc., Elk Grove Village, Ill.; the caps are from Georg Menshen GmbH & Co., Finnentrop, Germany. The pouch material is a multilayer film made from linear low-density polyethylene (LLDPE) and polyester, and the closures are polyethylene.\r\n\r\nWomen with a thirst\r\n\r\nFor Something Natural brand sparkling water, a new focus on the female demographic led to a recent packaging redesign.\r\n\r\n\"\"Something Natural, Boston, launched the product in 2010 in a cobalt-blue glass bottle printed with the abstract image of a flock of birds. The product is now distributed throughout the U.S. in chains such as Safeway, Target and Stop & Shop and also in local natural-foods stores.\r\n\r\n“Through being in the marketplace … they had identified a couple areas where we could strengthen the design,” says Pamela Long, director/client services at Little Big Brands, White Plains, N.Y. Little Big Brands created the original package design, and the redesign, for Something Natural.\r\n\r\nMaking the color coding for the five flavors more prominent was one focus of the redesign. “But more importantly, [Something Natural] decided to put a stake in the ground in terms of their target audience. Instead of being for everyone, they really felt like they had a bigger opportunity with the female market,” Long explains.\r\n\r\n“They were getting some sales data and some anecdotal data back from stores that … purchasing was 90 percent female,” she adds. “[They thought,] that’s who’s picking us up, so maybe we could skew a little more in that direction.”\r\n\r\nRather than throw out the original design and start over, Something Natural elected to evolve the brand’s look and feel. The result, graphically, was to keep the birds but make a more female-oriented statement with them.\r\n\r\n“Initially they had this blue bottle, and they had the name ‘Something Natural.’ The thing that came to mind to us was: What’s more natural than a flock of birds?” recalls John Nunziato, Little Big Brands’ founder and creative director.\r\n\r\nIn the redesign, the 11-oz. bottle remained the same, but the graphics changed from a flock of birds to five individual birds color-coded by flavor. And the new logo is more feminine than the old one, using a hand-drawn cursive font drawn out as a mono-weight line. The old logo was rendered in a rectilinear, businesslike sans serif font.\r\n\r\nNow “each logo is a piece of string that’s in the bird’s mouth, and each one ends differently on the ‘L’ in ‘Natural,’ so that piece of string runs a little bit differently to meet up with the bird,” Nunziato says. The concept plays to the female market in that “the bird is collecting string to build [a] nest.”\r\n\r\nThe bottles were decorated using applied ceramic labeling (ACL), a screen-printing technique. The designers leveraged the strengths and limitations of ACL to give the printed graphics a natural look while making the color coding more noticeable.\r\n\r\n“We switched to color coating a larger area of the bird to get a larger area of ink,” says Nunziato. “But we knew it was going to misregister. This type of printing has a tendency as it goes through the run to register an eighth of an inch left of center and an eighth of an inch right. So when we drew the [birds’] color coding, we drew it irregularly knowing that sometimes it would register and sometimes it wouldn’t.”\r\n\r\nHe adds that the variability of the printed design is “the beauty of it,” echoing the brand premise of “something natural.”\r\n\r\nLong characterizes the redesign as “a good example of a brand owner who listened to [its] retail partners and tried to capitalize on what was working for the brand and improve upon what they were hearing from the marketplace — how the brand could grow and become more powerful for consumers.\r\n\r\n“It’s a pretty simple package,” she says, with “just a couple main elements. They had a beautiful structure to begin with. It was really just about decorating it in a beautiful way.”\r\n\r\nRead more: www.foodprocessing.com/articles/2014/packaging-for-organic-and-natural-foods/', 'Packaging Provides A Segment-Specific Billboard For Organic And Natural Foods', '', 'inherit', 'closed', 'closed', '', '1915-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1915, 'http://cbx.cappendev.com/1915-revision-v1', 0, 'revision', '', 0), (2625, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'The chain debuts a prototype store that brings to life its brand slogan\r\nImmediately upon entering Kum & Go LC’s new prototype store in Johnston, Iowa, it is clear to customers that this is not the convenience store they remember from their childhood.\r\n\r\nThe 6,000-square-foot razed-and-rebuilt store — located at 5225 NW 86th St. — is the largest location in the West Des Moines, Iowa-based convenience store operator’s portfolio to date and borders on the look and feel of a contemporary hotel, Mark Hastings, chief operating officer of Kum & Go, told Convenience Store News during its recent visit to the prototype.\r\n\r\nCombining modern design with functionality, the new store concept emphasizes Kum & Go’s foodservice offerings and brings to life the brand’s slogan: “Where & Means More.”\r\n\r\n“The Marketplace design is the next evolution of a store design built to meet our customers’ needs,” explained Chris Jones, senior vice president of marketing. “We wanted to create a store experience that, in line with our brand promise, delivers more than our customers expect.”\r\n\r\nStarting a Revolution\r\nDeveloped over the course of two years, the Marketplace design is a “labor of love,” according to Hastings, and was conceptualized to “create a much more exciting [customer] experience.”\r\n\r\nTo bring this distinctive concept to fruition, Kum & Go partnered with New York City-based branding firm CBX, as well as BRR, an architecture firm based in Kansas City, Kan.\r\n\r\nEnsuring a strategic alignment process from beginning to end was paramount to CBX. The firm immersed itself in the Kum & Go brand to truly understand how to connect the c-store operator’s core values, passion for excellent service and heritage to the development of a new store design and experience that would be a true extension of the brand, Todd Maute, a partner at CBX who worked with Kum & Go on the project, explained to CSNews.\r\n\r\n“Our collective goal was to bring consumer touchpoints together within the store under one brand and enhance consumers’ shopping experience,” Maute said. “Our core desire was to have the store become an extension of the brand [Kum & Go team members] have worked so hard to build, while supporting the core values and services that make it such a great retailer.”\r\n\r\nWhen it came time for execution, this meant elevating the “physicality” of the store. The Marketplace prototype’s fuel canopy and store exterior are a far departure from Kum & Go’s previous stores. “The design signals ‘change’ from the street all the way through the store,” Maute commented. “From a distance, you can tell this is something new.”\r\n\r\n\r\nThe Foodservice Connection\r\nThe Johnston store officially opened for business on Feb. 18 and got cooking.\r\n\r\nWith an emphasis on Kum & Go’s foodservice offerings and its “Go Fresh Market” fresh food program, customers are immediately greeted in the Marketplace store design by a fresh pizza and made-to-order sandwich station directly ahead of them.\r\n\r\n“We had food [positioned] to the side for years and people weren’t making the connection. Now, it’s as soon as they walk in the door,” Hastings noted.\r\n\r\nTo draw even more attention, an oversized red ampersand is mounted over the station, where pizza and sandwich makers are clad in their new uniforms: chefs’ jackets and caps. The station backdrop is white subway title, which also can be found outside at the fueling stations.\r\n\r\nOther unique foodservice-related features of this store are: upscale bakery offerings, including fresh bread baked on the premises and Kum & Go’s signature product, ampersand doughnuts; 42-inch menu boards displaying real pictures of Kum & Go’s food, not generic images; a cold dispensed beverage station boasting 30-plus options and featuring flavor shot dispensers so customers can amp up their drinks; a crushed ice dispenser that uses filtration technology Starbucks helped Kum & Go create; a toppings bar of condiments; and a special toppings bar for coffee and other hot beverages, designed with millennials in mind.\r\n\r\nThroughout the sales area, lowered gondola fixtures create greater visibility to engage customers and make it easier for them to shop. At the same time, snack quads in diagonally positioned aisles give customers the opportunity to seek out their favorite snacks or discover something new.\r\n\r\nThe Johnston site is also the chain’s first to feature indoor seating in order to create a social environment — including a five-seat community table similar to Starbucks, according to Hastings. The new prototype also debuts Kum & Go’s first-ever growler station, which sells local, domestic and craft beers during peak business hours. A recently passed Iowa law now permits retailers in the state to sell take-home beer in growlers.\r\n\r\nSome additional unique features of the Marketplace design are:\r\n- A quick-service checkout station that doesn’t allow tobacco or lottery sales;\r\n- Patio seating complete with overhead heaters for availability during three seasons;\r\n- Complimentary Wi-Fi and charging stations;\r\n- An expansive beer cave and separate fridge for singles;\r\n- Music playing throughout the store;\r\n- Touchless restrooms;\r\n- E15, E85 and unleaded fuel options;\r\n- LED lighting in-store and at all fueling stations;\r\n- LEED certification (chain has more than 110 LEED-certified stores); and\r\n- Clutter-free counters, which coincidentally mirrored a recent CSNews story on why it’s important to keep your counters clean, according to Hastings.\r\n\r\n\r\nWhere & Means More\r\nBeyond just what it sells, the next-generation store is a physical representation of Kum & Go’s core values, which include passion, integrity, teamwork, caring and excellence.\r\n\r\nPlaying off the retailer’s slogan, the ampersand symbol plays an integral role in the prototype store design. Displayed both strategically and whimsically throughout the Marketplace concept, the ampersand emphasizes that at Kum & Go, you always get more.\r\n\r\nIn fact, because the ampersand is integral to the company’s branding, a piece of artwork was specifically commissioned for the Johnston site. An 8-foot-tall by 7-foot-wide, handmade ampersand sits on the north side of the building as a tribute to Kum & Go’s slogan. Designed and produced by Des Moines art studio Sticks, the artwork honors the community of Johnston with keywords and images that reflect the area’s attractions and sayings on one side, while the other side showcases Kum & Go’s core values and culture.\r\n\r\nAs Hastings shared with CSNews, the Johnston location is the “guinea pig” of the Marketplace concept, and company executives are already toying around with ideas they would like to bring to future Marketplace stores. These ideas include: electronic trash compactors to eliminate garbage bag usage and reduce waste; cabinets that will retrofit supplies like boxes for cups and lids to save space and keep storage areas well-maintained and organized; and faucets over the cold dispensed beverage slots to keep drainage areas easily maintained and cleaned, thus saving employees time from having to take the slots to the back room to wash.\r\n\r\nKum & Go’s next location to feature the Marketplace design and enhanced Go Fresh Market foodservice offering will be in Joplin, Miss. This store will likewise have its own unique ampersand artwork, paying homage to the catastrophic tornado that struck the city in 2011.\r\n\r\nBefore the end of this year, the retailer plans to open a total of 28 locations featuring the Marketplace design in Iowa, Colorado, Oklahoma, Wyoming, Missouri and Arkansas. Kum & Go currently operates 430 convenience stores in 11 states.\r\n\r\nOriginally published in CSN', 'Putting the ‘&’ in Kum & Go', '', 'inherit', 'closed', 'closed', '', '2164-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2164, 'http://cbx.cappendev.com/2164-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2626, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'The New York chapter of the Retail Design Institute (RDI) recently hosted its annual “Iron Design” Student Challenge at Steelcase in Columbus Circle, New York. Five teams of students from top New York design schools raced against the clock to create a winning holiday pop-up shop design. Ultimately, the Best Design Award went to “Team Orange,” comprised of students from the Fashion Institute of Technology (FIT) and LIM College for incorporating DIFFA: Design Industries Foundation Fighting AIDS (DIFFA)’s mission into a creative pop-up store concept and window display.\r\n“Our Iron Design Student Challenge represents a perfect blend of what the Retail Design Institute is all about—education, mentoring, career development and networking,” said Peter Tolin-Baker, president of Retail Design Institute and principal at PTB Design. “All of the teams were winners, but it was ‘Team Orange’s’ schematic that best incorporated both a pop-up retail concept, as well as an informative and compelling design narrative. Partnering with DIFFA for this year’s event adds the additional value of supporting a fellow non-profit organization and an important cause.”\r\n\r\nThe students had two hours to design a holiday pop-up shop featuring products donated by industry suppliers. Each team consisted of three to four students from FIT, LIM College and Parsons School of Design.\r\n\r\nThe teams were mentored and coached by professionals from design firms and retail brands, including: Leslie Ann Chiu, associate principal at Callison; Eduardo Figueroa-Ruiz, designer at CBX; Aya Matsumoto, senior designer at TPG Architecture; Norm Roberts, vice president/creative director of FRCH; Kate Russell, senior associate at Gensler; Adam Carmichael, director of store design at Saks Fifth Avenue; Stephanie Dobrosky, manager of international store design of Nine West Group; Megan Gundrum, director of store planning at Hudson’s Bay/Lord & Taylor; Stephen Policano, vice president architectural and interior design at Kenneth Cole; and Niki Varadi, senior director of global store design at Kate Spade.\r\n\r\nThe student’s designs were judged on their overall concept for a shop and integration of messaging around HIV/AIDS. In addition to Baker, judges were Michael Sainato, vice president of creative at Design Within Reach; Johanna Osburn, executive director of DIFFA; Brian Guze, 2014 Iron Design winner and director of store design/visual at Tourneau; and Ana Pelucarte, co-founder of Pop Up Mob.\r\n\r\nTeam Orange’s winning design will be displayed in the Siegel & Stockman Showroom located at 126 W. 25 St. in New York. There will be a private Opening Night Reception on World AIDS Day, Dec. 1, from 6 p.m.-9 p.m.; and the holiday pop-up shop will be open to the public from Dec. 2-6, 9 a.m.-5 p.m. All shop sales will benefit Gift For Life and DIFFA, an organization that provides grants to HIV/AIDS organizations across the country.\r\n\r\nFor additional information, visit retaildesigninstitute.org, diffa.org or giftforlife.org.\r\n\r\nOriginally published in design:retail.\r\nAlso seen in Giftshop Magazine.\r\n\r\nPhoto courtesy of RDI.\r\n\r\n ', 'RDI Announces Winning Student Design at Annual Iron Design Challenge', '', 'inherit', 'closed', 'closed', '', '2146-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2146, 'http://cbx.cappendev.com/2146-revision-v1', 0, 'revision', '', 0), (2627, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'See how the office layout and decor energized the workforce\r\nAn office redesign can be the ultimate embodiment of how a new brand can motivate and energize a company’s employees, as demonstrated by the collaboration between brand agency CBX and Del Monte to create a new name and visual identity for its pet products business.\r\n\r\nThe company’s pet portfolio included several iconic brands, including Milk-Bone, Meow Mix, Natural Balance, Kibbles ‘n Bits, 9Lives, and Nature’s Recipe. Using its proprietary naming methodology, CBX first created a new name: Big Heart Pet Brands. It then developed a new visual identity centered on a “heartpaw” logo that combines a paw print with a heart to convey the emotional bond between pets and their “parents.\"\r\n\r\nPart of the assignment involved redesigning the client’s San Francisco headquarters to incorporate the new identity. The challenge was to implement the plan over a three-day weekend, so that when employees arrived for work the following Tuesday, they would learn for the first time they were working for a new brand.\r\n\r\n“Because we had so little time, we kept things very simple and went very big with it,” explained Joseph Bona, president of branded environments for CBX. “We wanted to make a big gesture that would achieve the greatest impact.”\r\n\r\nUpon returning to work, employees were summoned to the company’s second-floor conference space, where they were greeted along the floor’s corridors with larger-than-life photos of pets, along with the new logo and the brand message: “We nurture the bond between pets and the people who love them—making every day special.”\r\n\r\nThe impact on employees was immediate and dramatic, leading to a “casting call” that allowed staffers to have their pets professionally photographed for possible use in the company’s facilities. Employees’ dogs were photographed at a nearby dog park. To accommodate those with cats, a photographer went on location to photograph the pets in their home environments.\r\n\r\nEnthusiasm for the new brand identity and environment pervaded the company—which was subsequently acquired by the J.M. Smucker Company in February 2015 for approximately $5.8 billion. Eventually, field offices and even production plants received the same kind of graphic treatment.\r\n\r\n“Our goal was to create a brand, and to capture the spirit of pet parenting,” said Bona. “And we did it in a way that really brought the brand to life and created a wonderful environment that feels very natural.”\r\n\r\nOriginally published in Interiors & Sources Magazine', 'Redesign Motivates Employees at Pets Product Business', '', 'inherit', 'closed', 'closed', '', '2140-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2140, 'http://cbx.cappendev.com/2140-revision-v1', 0, 'revision', '', 0), (2628, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Celebrating its 10th anniversary this month, the New York City-based brand agency and retail design firm is among the winners of DDI’s prestigious Portfolio Awards 2013.\nCBX was named a “Design Firm of the Year” in Display & Design Ideas magazine’s Portfolio Awards 2013. The New York-based brand agency and retail design consultancy, which is celebrating its 10th anniversary this month, was also lauded for its contribution to one of the “Best Store Designs of the Year”—the redesign of Saks Fifth Avenue’s men’s store in Beverly Hills, Calif.\n\nDDI’s annual Portfolio Awards are the result of a reader-driven survey in which high-level retail and contract design professionals offer their picks for the best in design and branding over the past year. “The people, projects and companies highlighted in this annual awards program directly reflect what the readers of this magazine—your retail design peers—think to be the best and the brightest in the industry,” write DDI’s editors in the introduction to the awards feature, which appears in the magazine’s September issue.\n\nIn recognizing CBX as one of the five Design Firms of the Year, DDI’s editors pointed to CBX’s work on such diverse projects as Duane Reade’s New York City stores; Lord & Taylor, metro Philadelphia; Saks Fifth Avenue’s Beverly Hills men’s store; Radio Shack locations across the United States; and the Terpel convenience stores and fuel centers in Columbia.\n\nIn the “Best Store Designs of the Year” category, the firm was recognized for its contribution to the transformation of Saks’ men’s store in Beverly Hills into The Fifth Man, a 54,000-square-foot, four-level lifestyle store. The project was led by Saks’ in-house design team with the assistance of CBX and Los Angeles-based Marmol Radziner.\n\n“The article quoted one of the slogans that guide us when we’re working on such projects: ‘Engage customers with the brand and every touch-point,’” noted CBX’s Joseph Bona, President of Branded Environments. “We’re proud to have been able to achieve this goal for our clients. We’re also very grateful for receiving this recognition from our colleagues in the industry, who live and breathe design and branding and do not give kudos lightly.”\n\nCBX’s leadership team is celebrating the brand agency’s tenth anniversary this month, and reflecting back on a decade of growth in the areas of consumer branding, corporate branding and retail environments. The agency was founded in 2003 by four of the partners who continue in senior leadership roles today – Gregg Lipman, Managing Partner; Nancy Brown, Managing Director/Partner; Rick Barrack, Chief Creative Officer/Partner, and Richard Villante, Partner. A fifth partner, Todd Maute, Chief Retail Officer, joined the firm in 2007. Today, CBX is based in New York\'s Flatiron District, with another office in Minneapolis, and has more than 130 employees. Nearly a quarter of these professionals have been with the firm for more than seven years, Lipman noted.\n\n“By pushing the bounds of creativity to help our clients innovate and expand, we have grown tremendously over the past decade—personally, professionally and as a company,” he said. “But to a remarkable extent, our evolution has and continues to be client-driven. During an early-stage planning session years ago, we asked, ‘What does CBX want to be when it grows up?’ We continue to believe in our answer: ‘We will go where our clients allow us and trust us to go.’”', 'Retail Experts Name CBX A \"Design Firm of the Year\"', '', 'inherit', 'closed', 'closed', '', '1861-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1861, 'http://cbx.cappendev.com/1861-revision-v1', 0, 'revision', '', 0), (2629, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Veteran store designer’s EuroShop presentation highlights the need for stores to emotionally connect with shoppers by creating unforgettable experiences.\r\nReinvention has been part of retail at least since the days of ancient Rome. But as technology transforms multi-channel retail into hyper-channel, “always-on” retailing, chains must emotionally connect with consumers as never before, advised veteran store designer Joseph Bona during a Feb. 19 speech at EuroShop, the global trade fair.\r\n\r\n“Emotion plus theatrics equals experience,” said Bona, President, Branded Environments for CBX, the New York City-based brand agency and retail design consultancy. “Storytelling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions. Ultimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.”\r\n\r\nBona’s presentation—“Format Reinvention: the Changing Face of Retail”—highlighted the need for retailers to further rethink the function of their brick-and-mortar stores. Today’s “always on” environment doesn’t only mean that people can buy whatever they want using their phones and tablets—it also means they can use GPS- and cloud-enabled tools to find the very best retail and dining experiences available to them, wherever they happen to be in the world, Bona said.\r\n\r\n“Physical stores can longer be what they used to be—namely, distributors of other people’s goods at reasonable prices in convenient locations,” Bona explained. “They must offer sights, sounds, tastes, touch, emotion—3D experiences that 2D can’t achieve. When your customers look at Yelp! or Google Reviews, you want them to read about how your in-store experience was entertaining and inspiring. You want them to read about how going to your store is always a special treat.”\r\n\r\nTo illustrate this point, Bona showed the audience examples of redesign work CBX has completed for clients such as Duane Reade, RadioShack and Terpel.\r\n\r\nIn its newly designed flagship stores, RadioShack now has hands-on stations organized around themes such as “Build It,” “Play It,” “Rock It,” Power It” and “Connect It.” These new layouts are open, inviting and experiential, he noted. “It’s all about higher engagement points and making RadioShack stores much more interactive,” Bona said. “Shoppers can touch and play with the products and interact with store associates in new and richer ways. The point is to bring the experience to life and make it fun, as opposed to the old approach of having a bunch of static stuff, locked down and inaccessible.”\r\n\r\nLikewise, CBX helped major Columbian gas station operator Terpel reinvent the experience of fueling up your car and grabbing convenience items on the go. The chain’s new c-store designs include futuristic, wing-like canopies flying over the pumps, with service bars, modern furniture and other unexpected flourishes inside its stores. In helping Terpel contemplate “the fuel station of the future,” CBX even produced designs with green roofs, solar panels, recycled asphalt pavement and sky- and LED-lit canopies.\r\n\r\n“Overall, retailers need to push the envelope and keep asking one basic question: ‘How do you maintain a pillar of affection and human touch while there’s a simultaneous shift to increasing human interaction with technology?’ ” Bona said. “On a strategic level, we think the answer is fairly simple: Make your customer experience second-to-none in authenticity and relevance. Execution is all about thoroughly understanding who your customer is, and what your customer wants and needs from a retail experience.”\r\n\r\nBilled as “the world’s leading retail trade fair,” EuroShop ran Feb. 16-20 in Düsseldorf. The massive event drew some 2,000 exhibitors from more than 50 countries and more than 100,000 trade visitors from across the globe.\r\n\r\nRead More: www.furninfo.com/Furniture%20Industry%20News/2922', 'Retail Must Reinvent Itself Amid ‘Always-On’ Trend, Bona Says', '', 'inherit', 'closed', 'closed', '', '1951-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1951, 'http://cbx.cappendev.com/1951-revision-v1', 0, 'revision', '', 0), (2630, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'As the petroleum retail market becomes ever more competitive, the winners in today’s economy will be the ones who go beyond service to deliver a satisfying retail experience. And one way to do that is through paying attention to the retail trends affecting the industry.\r\nTrends in Store Design\r\n\r\nAsk yourself what attracts you to your favorite retail store? Is it the choice of products? The level of customer service? Or the functionality of the space? Today’s c-stores often lack the store design ‘wow’ factors that improve consumers’ shopping experience. From cluttered POP displays to confusing traffic flow, many c-stores leave store design at the proverbial front door. According to Joseph Bona, president branded environments at CBX, however, the retail landscape within the convenience retailing environment is becoming more sophisticated and focused on meeting consumer expectations. “Competition for convenience is everywhere—from drugstores and dollar stores to the smaller formats being opened by traditional Big Box retailers,” Bona says. “As a result, c-stores that don’t take steps to remain relevant in an ever-demanding, consumer-driven marketplace will be left behind.”\r\n\r\nBona says the most important aspect of today’s fuel marketing/c-store retail environment is the ability to connect with consumer emotions. “It’s no longer just about selling like items at like prices in like environments,” Bona says. “Today’s consumers have far too many choices where they can go to meet their everyday convenience needs, so those retailers who can provide value beyond selling goods and move toward selling experiences are the ones who will survive and succeed in the future.” This will require engaging all the senses and bringing an element of entertainment into the retail space.\r\n\r\nOutside the c-store arena, there are several prime examples of retailers that have embraced this trend in making an emotional connection with consumers. In grocery, Trader Joe’s provides a quirky attitude with quirky named products that you can only find at their stores.\r\n\r\n“It’s the overall adventure of seeing what’s new and the thrill of the hunt for proprietary ‘indulgent’ specialty items that you can’t get at your local supermarket,” Bona says. Indeed, as Brad Panarese, vice president, retail design at Tris3ct, a Chicago-based independent ad agency that specializes in retail marketing, explains, shopper expectations continue to evolve related to convenience, better quality foods/products and integration with technology, forcing retailers to respond with designs that speed checkout and navigation.\r\n\r\n“This is true in nearly every category of retail,” Panarese says. “The shift in demographics is a major contributor to shopper expectation as female and Millennial shoppers comprise a significant portion of today’s category consumers.”\r\n\r\nPanarese agrees that the biggest change in c-store environments is being caused by the introduction of smaller formats by retailers such as Wal-Mart and Target. “Building on the trend of international retailers such as Tesco, RetailNet Group research estimates that 95% of net new store growth between now and 2017 will come from small store footprints—5,000 square feet or smaller,” Panarese says.\r\n\r\nMichael Harris, managing partner at Boston-based Match Marketing Group, says one of the hottest trends is the creation of a “local marketplace” ambience within the c-store format.\r\n\r\n“The idea is to create an environment that appeals to the changing demands of shoppers with a format that is operational but conveys the perception of constantly changing products and services—hence the marketplace motif,” Harris says.\r\n\r\nConvenience retailers also see an opportunity to get a greater share of trips. Today’s fuel marketers have moved far beyond their original reason for being—GLT (Gas, Liquor, Tobacco). Partly this is in response to changing consumer trends and desires, but also as a response to greater competition from large format stores and chains opening local small footprint stores, as well as greater competition from the rapidly expanding drug store convenience and dollar store formats.\r\n\r\n“The overriding dynamic is ‘quick trip’—in/out mission based shopping,” Harris says. “The perception of convenience stores has been reversed in recent years—from a gas station with a convenience store attached to a local store with a gas station attached. We’ve seen convenience retailers embrace everything from premium coffee to artisan and craft beers to become more of a destination in their local market.”\r\n\r\nTrends in Offering Fresh Products\r\n\r\nThese days, more and more fuel marketers see foodservice, specifically fresh food options, including deli programs, as an excellent way to grow their business. Operators have valid, bottom-line reasons for offering enhanced fresh, healthy items, including saving labor, saving time, and maintaining consistency of menu offerings.\r\n\r\nAs consumers are inundated with the importance of embracing healthy lifestyles —eating more fresh and less “fast” food—fuel marketers and their c-store counterparts are jumping on the fresh product “bandwagon” like never before.\r\n\r\nSo why should marketers pay attention to this trend? Quite simply, it offers a new revenue stream that had previously been ignored by the c-store segment.\r\n\r\n“This trend has to do with what customers are asking for and the general health consciousness of consumers as a whole,” Bona says. “Traditional traffic drivers, such as cigarettes, have been in steady decline along with retail margins, leaving c-store operators little choice but to look elsewhere to recapture business.”\r\n\r\nThe desire for shoppers to have more fresh premium products is still an expectation that impacts c-stores. According to Panarese, research confirms that more than 60% of shoppers think that convenience stores should offer more healthy foods.\r\n\r\n“Retailers such as 7-Eleven and Casey’s General have responded with staff to prepare new products, such as egg white sandwiches for breakfast, custom deli sandwiches during lunchtime, as well as fresh pasta, pizza, and burgers,” Panarese says.\r\n\r\nAdditionally, with people eating and snacking multiple times a day or week, foodservice, when executed to high standards, can provide the impetus for replacing lost volume and driving higher sales.\r\n\r\n“As a result, c-stores now find themselves competing with the likes of Quizno’s, Subway, and McDonalds, offering freshmade salads, cut fruit, yogurt bars, and higher quality sandwiches, wraps and paninis,” Bona says.\r\n\r\nSo how are consumers responding to this trend toward fresh product offerings in the c-store marketplace? “I always believe that people eat with their eyes before they taste their food, so if the store environment, beginning from the curb, doesn’t convey a sense of being a professional food establishment, customers will keep driving by,” Bona says. “The best-in-class retailers like Wawa, Sheetz, and Rutters, have proven that, when done right, customers will return more often.”\r\n\r\nBona says it’s all about making a promise on the outside and then, once over the threshold, delivering on that promise through experience, quality of products, and great customer service.\r\n\r\n“The competitive landscape will continue to shape and drive change in the industry,” Bona says. “With discount stores and drugstores competing for fill-in occasions, QSRs developing stronger coffee and breakfast offers, and big box retailers building small format stores, c-stores have to move beyond selling daily commodities and concentrate more on serving the many different meal occasions that people have everyday.”\r\n\r\nAnd while some retailers are moving the needle on premium offerings, shoppers still look for the big sellers that have made c-stores popular, such as slushies and oversized sodas.\r\n\r\n“Consumers have responded favorably to new menu offerings, but still desire more traditional tactics that are still effective for grocery, such as coupons and special promotions,” Panarese says. “Given that loyalty programs continue to be effectively associated with gas purchase, broadening offers to include special meal deals will expand sales and maintain shopper interest.”\r\n\r\nTrends in Technology\r\n\r\nWith each new day, technology brings fuel marketing businesses exciting opportunities for growth and success. As businesses grow, they encounter tough decisions regarding how to best use the technology available. Within the c-store environment, technology needs to provide one key attribute: enable and support the speed of service and customer engagement.\r\n\r\nThat said, mobile wallets, dispenser technology, reward programs to entice gasoline purchasers to set foot in the actual store for additional purchases, and remote couponing, are all technology trends being implemented across the category.\r\n\r\n“National and local retailers understand that shoppers are leveraging multiple screens even when visiting their locations,” Panarese says. “Speedway and Shell have both leveraged social media to feed content that appears at the pump. Shell has continued to evolve their omni-channel experience by tying-in their POS system to mobile and tablets apps, allowing for both gas purchase at the pump as well as in-store including food products.”\r\n\r\nExperts advise fuel marketers to keep in mind that social technology will continue to play a critical role in how shoppers interact with retail brands. “Having the ability to respond more effectively with more relevant digital content will be key,” Panarese says. “Monitoring social channels and understanding when shoppers visit or intend to visit c-stores can provide key learning to optimize future content. This approach can also help improve customer service experiences when shoppers visit the stores—reducing perception of wait times and improving satisfaction.”\r\n\r\nAs shoppers become more familiar and more comfortable with payment apps, marketers will need to find the right balance between rewarding shoppers for their core purchase of gasoline and identifying ways to drive consideration of food/beverage products.\r\n\r\n“There will continue to be a challenge between how far retailers stray from core drivers in the category, such as gasoline and foodservice, versus evolving store footprints that include lounges and other amenities meant to entice new shoppers,” Panarese says.\r\n\r\nSome industry experts see technology as a double-edged sword—especially for fuel marketers. For instance, Pay at Pump technology is extremely valued by the “on-the-go” consumer (and convenience store operator) but can result in less in-store foot traffic.\r\n\r\nBut on the other, hand convenience retailers can take advantage of new location-based digital/mobile technologies as added incentives to bring traffic to the store. Furthermore, through these technologies they can promote exclusive products, the increasing range and variety of fresh options, unique services, such as pick up/drop off deliveries including dry cleaning, loyalty rewards, and many more.\r\n\r\n“Technology can give convenience retailers a unique opportunity—the ability to really transform their store using technology such as digital communications and media to create a store that has a completely different look/feel through different day parts—a morning café, a fresh lunch stop, an evening dinner solver,” Harris says. “They also need to connect this to the external audience via localized social and digital engagement and solutions.” Experts agree that gas is and will increasingly become a less significant part of the convenience/fuel marketing format. Long term trends, such as fewer miles driven per capita per year as well as the potential increase in electric powered cars, mean that fuel marketers need to provide additional reasons to visit.\r\n\r\n“Their locations—easy in/easy out—give them an advantage with the quick trip shopper,” Harris says. “To capitalize, c-store operators will need to continue to move further into local, fresh, unique products and services—in essence a holistic interpretation of the word ‘convenience.’”\r\n\r\n \r\n\r\nSource: Independent Gasoline Magazine Sept/Oct issue', 'Retail Trends', '', 'inherit', 'closed', 'closed', '', '2009-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2009, 'http://cbx.cappendev.com/2009-revision-v1', 0, 'revision', '', 0), (2631, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Veteran store designer highlights the need to emotionally connect with shoppers\r\nAs technology transforms multi-channel retail into hyper-channel, “always-on” retailing, chains must emotionally connect with consumers as never before, advised veteran store designer Joseph Bona during a Feb. 19 speech at EuroShop, the global trade fair.\r\n\r\n“Emotion plus theatrics equals experience,” said Bona, president, branded environments for CBX, the New York City-based brand agency and retail design consultancy that has had a hand in numerous convenience store designs.\r\n\r\n“Storytelling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions,” Bona said. “Ultimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.”\r\n\r\nBona’s presentation—“Format Reinvention: the Changing Face of Retail”—highlighted the need for retailers to further rethink the function of their brick-and-mortar stores. Today’s “always on” environment doesn’t only mean that people can buy whatever they want using their phones and tablets, it also means they can use GPS- and cloud-enabled tools to find the very best retail and dining experiences available to them, wherever they happen to be in the world, Bona said.\r\n\r\n“Physical stores can no longer be what they used to be—namely, distributors of other people’s goods at reasonable prices in convenient locations,” Bona said. “They must offer sights, sounds, tastes, touch, emotion—3D experiences that 2D can’t achieve. When your customers look at Yelp! or Google Reviews, you want them to read about how your in-store experience was entertaining and inspiring. You want them to read about how going to your store is always a special treat.”\r\n\r\nTo illustrate this point, Bona showed the audience examples of redesign work CBX has completed for clients such as Duane Reade, RadioShack and South American c-store retailer Terpel.\r\n\r\nIn its newly designed flagship stores, RadioShack now has hands-on stations organized around themes such as “Build It,” “Play It,” “Rock It,” Power It” and “Connect It.” These new layouts are open, inviting and experiential, he said. “It’s all about higher engagement points and making RadioShack stores much more interactive,” Bona said. “Shoppers can touch and play with the products and interact with store associates in new and richer ways. The point is to bring the experience to life and make it fun, as opposed to the old approach of having a bunch of static stuff, locked down and inaccessible.”\r\n\r\nLikewise, CBX helped major Columbian gas station operator Terpel reinvent the experience of fueling up your car and grabbing convenience items on the go. The chain’s new c-store designs include futuristic, wing-like canopies flying over the pumps, with service bars, modern furniture and other unexpected flourishes inside its stores. In helping Terpel contemplate “the fuel station of the future,” CBX produced designs with green roofs, solar panels, recycled asphalt pavement and sky- and LED-lit canopies.\r\n\r\n“Overall, retailers need to push the envelope and keep asking one basic question: ‘How do you maintain a pillar of affection and human touch while there’s a simultaneous shift to increasing human interaction with technology?’ ” Bona said. “On a strategic level, we think the answer is fairly simple: Make your customer experience second-to-none in authenticity and relevance. Execution is all about thoroughly understanding who your customer is, and what your customer wants and needs from a retail experience.”\r\n\r\nCBX, New York, is a brand agency specializing in corporate identity, consumer branding and retail.\r\n\r\nRead more: www.cspnet.com/industry-news-analysis/marketing-strategies/articles/retailer-challenge-reinvent-yourself', 'Retailer Challenge: Reinvent Yourself', '', 'inherit', 'closed', 'closed', '', '1956-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1956, 'http://cbx.cappendev.com/1956-revision-v1', 0, 'revision', '', 0), (2632, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Snapple is looking to boost its share across the US. Helping it stand out as consumers reach for cold drinks this National Iced Tea Day and beyond: Vibrant new graphics, including a new logo that aims to “amplify the playfulness, wit and simple goodness of its brand.”\r\nOwned by Dr Pepper Snapple Group, Snapple is a leader in US premium beverages. Founded in 1972 by three childhood friends, Snapple got its start in Greenwich Village, New York and is now available throughout the United States. Its Big Apple roots play into the brand refresh with the tagline, “Born in New York, Made for Everyone.”\r\n\r\nIn addition to joining fellow iced tea brands in pouring out free samples across America this National Iced Tea Day, the introduction of Snapple’s new visual identity comes as the beverage is moving beyond its traditional East and West Coast strongholds to ramp up growth in key markets across the US and globally.\r\n\r\nThe brand refresh touches all Snapple products—more than 20 different flavors of regular and diet teas and juice drinks—and is hitting store shelves today.\r\n\r\nThe new Snapple logo includes a sun graphic in a hand-drawn style to provide the playful, natural character of the brand. The evolved logo also uses letterforms with a bit more movement and personality, yet maintains the curl of the iconic Snapple ‘S’.\r\n\r\n“Snapple has a strong following on both coasts, and now it’s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,” said Rick Barrack, Chief Creative Officer for CBX, the agency responsible for its new look.\r\n\r\nAdditionally, CBX created an Earth icon to embody “Made from the Best Stuff on Earth,” one of the brand’s long-lasting trademarked statements, dating back to its small Brooklyn storefront origins. “We wanted to make that statement more ownable,” Barrack said. “And we carried this element through to the top of the Snapple cap.”\r\n\r\nWith a campaign that includes a hand-drawn New York skyline, the refresh emphasizes Snapple’s New York roots. “New York consumers are some of our most passionate brand advocates—they absolutely love the great taste of Snapple—which is part of the reason our work with CBX included a strong focus on Snapple’s New York heritage. We want people all across the country to share this excitement about the brand because, although it was born in New York, it’s truly made for everyone,” said Brent Chism, Snapple Director of Marketing.\r\n\r\nSatoru Wakeshima, CBX General Manager, added: “CBX has been responsible for Snapple’s visual identity and packaging for the past 10 years. That’s a great honor that comes with the responsibility of respecting the brand’s heritage, maintaining what makes Snapple different and continually evolving the brand to remain relevant in an ever-changing marketplace.”\r\n\r\nThe refresh included the use of flavor captions such as “Life’s a Peach,” “Lemon Large,” “Takes 2 to Mango” and “Kiwi Meets Berry.”\r\n\r\n“The captions help establish a sense of delight in Snapple’s great flavors,” noted Wakeshima, “and unlike its competitors, Snapple doesn’t take itself too seriously. These visual and verbal elements of the refresh work together for a uniquely engaging experience and add to the brand’s approachability.”\r\n\r\nSnapple prides itself on developing, producing and marketing a wide variety of premium beverages, including ready-to-drink iced teas, juice drinks, 100% juices and water. Dr Pepper Snapple Group is a leading producer of flavored beverages, marketing Snapple and 50-plus other brands across North America and the Caribbean.\r\n\r\nOriginally published in brandchannel.', 'Snapple Unveils New Logo and Look For National Iced Tea Day', '', 'inherit', 'closed', 'closed', '', '2110-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2110, 'http://cbx.cappendev.com/2110-revision-v1', 0, 'revision', '', 0), (2633, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'THE ‘DEATH OF RETAIL’ HAS BEEN GREATLY EXAGGERATED, RENWICK WRITES--But CBX strategist cites need for socially relevant stores in new column for Chain Store Age Online.\n\nPessimistic pundits claim that “show-rooming” and the explosive growth of ecommerce will be the death of brick-and-mortar retail. But by drawing inspiration from the kinds of social experiences Americans crave—live-action football games, rousing concerts, moving religious services and the like—retailers stand to reap big profits even as they prove the pundits wrong, writes Crosby Renwick, executive director of strategy at brand agency and retail design consultancy CBX, in a May 30 column published at Chain Store Age Online.\n\n“Is retail really dead?” Renwick asks in the piece. “No, but its role is changing.” The veteran CBX strategist begins the column—titled “ ‘Social Retail’ to the Rescue”—by outlining the basic problem as just about everyone sees it: “When retail is literally everywhere, when we can buy virtually anything off our phones and have it delivered, why go to a store?” he writes.\n\nBut while Renwick concedes that many stores will close in the decades to come—particularly those focused on commoditized goods that shoppers can easily buy online—he describes the rise of ecommerce as an opportunity for retail to refocus. “When Pablo Picasso was asked if painting human figures was still possible after the technologies of photography and cinema were depicting them much more truly, his response was, ‘Now at least we know everything that painting isn\'t,’” Renwick writes. “Technology had killed painting’s previous purpose: depiction. But, on the other hand, technology freed painting to become something else.”\n\nLikewise, the proper role of retail in the 21st century is not to sell humdrum commodities in cavernous, uninspiring big-box stores, Renwick writes. “What to do with the empty storefronts?” he asks in the piece. “The success of social media provides the clue because it highlights the deep desire for human connection. People get lonely. They’ll pay for the chance to enjoy real-world social experiences with others who have similar interests.”\n\nRenwick describes several popular—and in some case, expensive—social experiences that continue to inspire consumers. But the point is not to try replicate, say, a Bruce Springsteen concert, but to tap into the brand-, traffic- and loyalty-building potential that is inherent to such an experience. “These are the kinds of social experiences people pay money for,” he writes. “Am I suggesting a chain of stores that hosts rock concerts? No. But lessons drawn from these social experiences can and should be applied to retail. Lululemon has already done so with its in-store yoga classes. Likewise, I’d love a store where I could buy clothes that speak to the sensibilities of the classic rock fan. Where the staff would ‘get’ me.”\n\nShopping in a physical store has to be as much about social experiences, unique environments and customer validation as it is about the merchandise, Renwick notes in the conclusion to the piece. “Today’s shoppers can have nearly any merchandise brought right to their doors with little more than the swipe of a finger,” he writes. “But if we can bring them the kinds of experiences that forge memories, friendships and lifelong brand loyalties, they will keep getting in their cars and coming to us.”\n', 'The Death of Retail Has Been Greatly Exaggerated', '', 'inherit', 'closed', 'closed', '', '1826-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1826, 'http://cbx.cappendev.com/1826-revision-v1', 0, 'revision', '', 0), (2634, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Columbia Crest’s Grand Estate line of wines is a best-seller at Kreston Wine & Spirits, but owner Bob Kreston did a double take when a shipment arrived not that long ago. “I thought it was a mis-shipment,” recalls Kreston, who owns two full-service stores in Dover, Delaware. “I was ready to send it back, tell them I hadn’t ordered that. And if I was confused… I had customers coming up to me to ask why we had stopped carrying Columbia Crest.”\r\nThe new Grand Estate label, with its shield shape, clean lines and dominant “C,” was night-to-day from the old one. “Sometimes I wonder,” says Kreston, “why they need to fix something that isn’t broken.”\r\n\r\nThat’s a question that more and more retailers are asking—more and more often. It may be that a brand that has fallen out of favor, or they may be aiming at a different demographic target. Some suppliers make small changes to their labels regularly, as part of an overall marketing plan. While the motivations may be diverse, the packaging adjustments can add up—and it’s retailers who wind up having to deal with it.\r\n\r\nIn fact, say a number of branding and marketing experts, this re-jiggering is likely to continue apace. Producers (and not just the multinationals) are bigger, have deeper pockets, and are better able to revise their brands when they see a need. Also, as the number of wine SKUs, which may be high as 15,000, continues to grow, producers large and small will keep striving to stand out from the pack.\r\n\r\nThree-Tier Effect\r\n\r\nLabel tweaks are generally more common than wholesale changes, notes Courtney Holmes of Talk is Sheep Marketing in Sacramento: “The goal is to shake the brands up, and sometimes they achieve the objective, but some don’t. But when they confuse the buyers, they’re not helping themselves.”\r\n\r\nA wine’s label is its identity, and in a category where consumers are often faced with a literal wall of wine, many shoppers are more likely to remember the label rather than the name of the product (or recognize). Says Chris Battista, who owns the 7,500-square-foot Ledgebrook Spirit Shop in Winsted, CT, “A decent amount of consumers, they don’t know a lot about wine, but the label will catch them up to what they’ve bought in the past.”\r\n\r\nScott Stern, of the CBX marketing consultancy in New York City, who has worked with drinks companies Allied Domecq, Miller Brands, LVMH and Gallo, points out that wine makeovers are a special case. With typical consumer goods, the consumer is the primary target audience for the new label. In wine, though, thanks to the three-tier distribution system, a new label first has to appeal to the distributor, says Stern, and the retailer almost as much as the distributor.\r\n\r\n“The distributor has to buy in to what’s going on. They have to be excited about what’s happening,” says Stern. “Otherwise, they don’t have any motivation about the new label.”\r\n\r\nCarmen Castaldi, senior vice president of sales and marketing at Rodney Strong Wine Estates in Healdsburg, CA, says “distributor fatigue” is an ongoing concern for suppliers. “And it’s a vicious circle,” he adds. “They have so many SKUs that they’re cutting them, so when someone says, ‘Sell our wine,’ they need a good, compelling reason to do so.”\r\n\r\nHence, the pressure to re-jigger a product to earn the attention of the distributor, who then, at least in theory, transfers enthusiasm for the new look to the retailer. Unfortunately, word of Columbia Crest’s new label never made it to Bob Kreston before the first case of “C” wine arrived.\r\n\r\nRetailers, to their credit, say they understand much of what is going on and why it is happening. But they still have concerns—not only for themselves, but for their customers.\r\n\r\n“Some brands may need a boost,” says Megan Shervin, a partner in the 5,400-square-foot The Liquor Store in Jackson Hole, Wyoming. “Normally, when someone changes a label, they’re changing the face of their brand. So they wouldn’t go to all that trouble unless they really needed to. But it’s scary when they do it. We changed the store’s logo after 29 years, and I know how much trouble that was.”\r\n\r\nCBX’s Stern cautions that brands who leave retailers out of the makeover process risk having their wine suffer as a result. Understandably, Kreston wonders why brands publicize their changes to the media and distributors, so why not at the retail front line, with straightforward POS material? “I’ve always thought a case card with the two labels—what it was and what it is—would help people recognize the new label,” he says.\r\n\r\nChris Battista, in Connecticut, shares Kreston’s frustration: “I’m seeing new products almost weekly,” says Battista. “The distributors are choked up. Is this a new wine, or the same juice with a new label?”\r\n\r\nIt’s surprising that suppliers don’t consistently make a more concerted effort to pre-publicize a label change. Because the whole idea of a re-jiggered label is to sell more wine. And retailers, distributors and suppliers all like the idea of that.\r\n\r\n \r\n\r\nRead more: http://www.beveragemedia.com/index.php/2014/07/the-revolving-door-of-wine-labels/', 'The Revolving Door of Wine Labels', '', 'inherit', 'closed', 'closed', '', '1980-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1980, 'http://cbx.cappendev.com/1980-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2635, 1, '2018-09-27 17:42:13', '2018-09-27 17:42:13', 'A weekly roundup of small-business developments.What’s affecting me, my clients and other small-business owners today.\n\nWashington\nHere are four charts that will help you track whether the Federal Reserve will taper its quantitative easing.\nIt seems the sequestration budget cuts are hurting small consulting firms: “The $85 billion in budget cuts officially began March 1, but owners like LaJuanna Russell started feeling the effect last summer. Government employees cut contracts in advance, anticipating they’d lose funding. Among those badly hurt were businesses that provide training and consulting services not considered essential. Like Russell, they’ve had to lay off workers as their revenue plunged.”\n\nStart-Ups\nMark Cuban’s 12 rules for starting a company.\n\nEmployees\nThis infographic examines whether employees and business owners see eye-to-eye when it comes to how they view their companies.\nAn organization with 30 employees wastes more than 150 hours — or four weeks — every year tracking vacations.\n\nManagement\nResearch reveals that more business travelers are taking time for themselves as well.\nGregg S. Lipman says there is much management wisdom that you can glean from ’80s movies like “Stripes”: “What can I say about a movie whose tagline was, ‘The story of a man who wanted to keep the world safe for democracy … and meet girls’? Well, a lot actually. This quote is so fitting to what we do every day, because having realistic expectations for any given project is key to getting the job done, and done well.”\n\nAround the Country\nMore than a thousand people near Los Angeles stood in a line on Saturday to get a taste of the Ramen Burger.\n\nSocial Media\nHere are 15 brands doing great on Vine.\nBelle Beth Cooper sums up the best times to tweet, post, blog and send your e-mails. For example: “Seventy percent of users say they read blogs in the morning, and Mondays are the highest traffic days for an average blog.”\n\nTechnology\nApple’s new iPhone will read your fingerprints, but Amazon may be building a smartphone that will sell for … nothing.\n\nhttp://boss.blogs.nytimes.com/2013/09/09/today-in-small-business-mark-cubans-rules/?_r=1', 'Today in Small Business: Mark Cuban’s Rules', '', 'inherit', 'closed', 'closed', '', '1855-revision-v1', '', '', '2018-09-27 17:42:13', '2018-09-27 17:42:13', '', 1855, 'http://cbx.cappendev.com/1855-revision-v1', 0, 'revision', '', 0), (2636, 1, '2018-09-27 17:42:13', '2018-09-27 17:42:13', 'Why Victoria’s Secret is still thriving in America’s malls\r\nTo wring all that I could out of said store experience, I arranged to walk through the brand\'s Fifth Avenue flagship store with Anthony Deen, the creative director of branded environments for CBX, an agency that\'s worked with everyone from Duane Reade to Saks Off Fifth to M&M\'s. On the walk over to the store, he admits he has always been skeptical of how Victoria\'s Secret panders to the male gaze while selling to a customer base of millions of women.\r\n\r\n\"Obviously, there\'s an aspect of the Angels that is just totally geared toward this male audience,\" he tells me. \"And I always saw that as somewhat cynical. But in going into the stores, you realize that there\'s actually something more to it, which is this proximity to beauty, and wanting women to associate beauty with this product, so that they feel beautiful when they purchase it and wear it.\"\r\n\r\nAs soon as we step into the store, he starts to point out the store\'s signature touches, like the framed pictures of Angels hanging from the walls, which feed into this idea of beauty proximity. \"This is like a rich person\'s private dressing room,\" he says, pointing out the faux dresser drawers doubling as wall decor. Tables and chaise lounges feature bras laid out on their cushions instead of on hangers on a rack; a range of sizes and styles are tucked into actual drawers under the tables so shoppers can help themselves to what they want. \"In the back of your head, you know that\'s what\'s going on, but you don\'t necessarily put it together to say, ‘Oh yeah, this is my closet.\'\"\r\n\r\n\"You realize that there\'s actually something more to it, which is this proximity to beauty, and wanting women to associate beauty with this product.\"\r\n\r\nThe store\'s sexier rooms, outfitted with black wallpaper and low lighting, are usually the first ones you walk into, while the milder ones featuring more everyday bras are set towards the back of the store. \"It says, ‘This is for women,\'\" Deen explains as we venture into a girly pink room. \"And it says, ‘Guys, you\'re not allowed back here.\'\"\r\n\r\nSalespeople greet us at the front of the store and hover in every room but don\'t approach us, which Deen counts as a plus. \"They\'re not overly solicitous,\" he says. \"People like to shop. If you get in their way, you inhibit them from actually exploring.\"\r\n\r\nCustomer service is indeed a big part of how Victoria\'s Secret differentiates itself from competitors, and Wexner laid out plans to invest more heavily in sales staff at the company\'s annual investor update meeting, saying that he wanted to pay \"fewer, better people\" up to $20 an hour in the stores.\r\n\r\n\"I\'m imagining in a couple of years virtually every sales associate is looking forward to a career in retailing,\" he explained. \"And 10 or 20 percent of them will be store managers somewhere in the world in a year. They can literally go from $40,000 to more than $100,000 a year in compensation and we can really teach and train and retain them.\" However, the brand only just got rid of on-call scheduling, where employees were forced to stay available for possible work shifts without pay or guarantee that they\'d be actually needed earlier this year.\r\n\r\nI visited stores in New York City; Pittsburgh; Amherst, Massachusetts; and Buffalo, New York over the past month to test out one of the brand\'s lauded features, the in-store bra fitting, and had no trouble finding sales staff eager to help at each store. The actual fitting wasn\'t always a seamless process, though —€” sometimes it took 10 minutes, sometimes it took 30 —€” and I left each store with a pink card proclaiming different results every time. In New York\'s Herald Square, I was confidently measured at a 32B, while in Amherst, I was surely a 34B. In Pittsburgh, I was a 34A, but in Buffalo, the bra specialist declared me a 36A.\r\n\r\nThis wasn\'t entirely surprising, as bra sizing is a Herculean task that apparently no one can get right —€” everyone from industry specialists to Kate Middleton\'s bra fitter has proclaimed that millions and millions of women are walking around in broad daylight, wearing the wrong bra size. When I went back to present my findings to the bra specialist at my hometown store, after getting four different results at four different stores, she was hardly shocked.\r\n\r\n\"I think each specialist does it differently,\" she explains. \"They have a different opinion. We all have the same method of measuring, but the way the bra looks —€” every specialist is a little bit different.\"\r\n\r\nIn the Fifth Avenue store, Deen and I start making our way through the beauty products. \"There aren\'t a lot of mirrors, which is kind of counter to any beauty environment,\" he says. \"It\'s a lot of skincare, so again it\'s about this idea of pampering, indulging in you and making you feel really comfortable and feminine.\"\r\n\r\nUp on the walls, more framed photos of overwhelmingly white, blonde Angels stare down at us, with the occasional close-up shot of Angel butt and Angel boob mixed in. \"There\'s an extent to which you can do this stuff, and then there\'s a point where you\'re pushing too far,\" Deen says. \"Ultimately, it can\'t be aspirational. People aren\'t just going to look like that. If I went into any store and saw nothing but male body builders, at a certain point I\'d be like, ‘This is not my store.\' There\'s definitely a point at which this beauty becomes oppressive.\"\r\n\r\nI mention that it doesn\'t seem to be slowing the brand down at all, and Deen points back to the fact that there is no real competition out there in this mass market space. As we head for the door, we again pass by the front displays of sequined holiday lingerie and busts with wings sprouting out of their backs. \"They really doubled down on this Angel metaphor,\" Deen says. \"They\'re reaching out to women and they\'re saying that they\'re angels. How that translates into the physical environment is a little bit tougher. The wings... that\'s a little over the top. Although, we\'ll see, in two years, maybe people will be walking around with their wings on outside.\"\r\n\r\nSee the full article on Racked.com\r\nPhoto courtesy of Racked.com', 'Touched by an Angel', '', 'inherit', 'closed', 'closed', '', '2151-revision-v1', '', '', '2018-09-27 17:42:13', '2018-09-27 17:42:13', '', 2151, 'http://cbx.cappendev.com/2151-revision-v1', 0, 'revision', '', 0), (2637, 1, '2018-09-27 17:42:13', '2018-09-27 17:42:13', '

    The History Channel’s “Modern Marvels” makes clear in a new episode on the convenience-store phenomenon that there is much more to America’s go-to pit stops than just coffee, soda, snacks and hot dogs.\r\nIndeed, convenience stores are carefully designed for maximum speed and efficiency, explained Joseph Bona, president of the retail division for global branding firm CBX, in on-camera interviews for the hour-long program.\r\n\r\n“The successful development of any store starts with the layout,” said Bona, who has designed convenience stores for more than 30 years, often relying on a zoning system that maximizes impulse-buying while also making the shopping experience as quick and easy as possible. Such innovations, according to the program, have been responsible for the c-store industry’s impressive track record in recent years. Today, there are more than 144,000 stores across the country, with the sector accounting for about one out of every $23 spent in the U.S. in a given day.\r\n\r\nBusiest from 6 a.m. to 9 a.m., c-stores are a symphony of coordination—built for speed, designed to influence customers, constantly on guard for crime and equipped to stop it, the show explains. During the morning rush alone, U.S. c-stores sell about 11 million cups of coffee, along with millions of doughnuts, bagels, breakfast biscuits and other items. The average customer visit, however, lasts only 3.5 minutes. To make this happen in clockwork fashion, c-store companies in North America and abroad have relied on Bona’s design expertise for decades. During the program, Bona told viewers about some of the important principles of good c-store layout, such as specific zones designed to help customers get their bearings, to encourage them to make impulse purchases or to help them find everyday items like the morning newspaper.\r\n\r\nDuring the show, Bona appeared at a metro New York area 7-Eleven store (which was not designed by CBX), where he walked viewers through some of these features. In a typical convenience store, he noted in the program, the design of the coffee service area makes it possible to sell hundreds of cups of coffee in a given day with a minimum of wait time for customers. “It’s like a production line,” Bona said. “Somebody comes in, they grab a cup, get their coffee, add their cream and sugar, and then they’re able to move out of the way.”\r\n\r\nExplaining that a third of a c-store’s sales can come from cold beverages, Bona pointed out that coolers are deliberately placed farthest from the door, which helps drive traffic through the store. Even subtle details like the location of a cooler’s door hinges can make a big difference in directing how customers move through the space, he explained.\r\n\r\nLikewise, the visual experience in any store is critically important. “People buy with their eyes,” Bona said, in describing what he called the “Impulse Zone,” an area of the store stocked with common impulse purchases.\r\n\r\nWhile the featured 7-Eleven store offers about 5,000 different items, its total selling area amounts to only about 1,600 square feet. Certain merchandising principles help maximize the efficiency of this diminutive space, Bona explained. “One of the important things is putting like things together,” he noted.\r\n\r\nThe show, which covers everything from the history of 7-Eleven’s Slurpee to recent innovations in convenience store security, is downloadable from iTunes. To watch the program online, visit: http://www.history.com/shows/modern-marvels/videos/modern-marvels-convenience-stores#modern-marvels-convenience-stores ', 'Veteran Designer Joseph Bona shares trade secrets with viewers of TV’s ‘Modern Marvels’.', '', 'inherit', 'closed', 'closed', '', '1706-revision-v1', '', '', '2018-09-27 17:42:13', '2018-09-27 17:42:13', '', 1706, 'http://cbx.cappendev.com/1706-revision-v1', 0, 'revision', '', 0), (2638, 2, '2018-09-27 17:49:08', '2018-09-27 17:49:08', '', 'BBM-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbm-1-1920_1080-2', '', '', '2018-09-27 17:49:08', '2018-09-27 17:49:08', '', 2570, 'http://cbx.cappendev.com/app/uploads/2018/09/BBM-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (2639, 2, '2018-09-27 17:49:37', '2018-09-27 17:49:37', '', 'BBM-thumbnail', '', 'inherit', 'open', 'closed', '', 'bbm-thumbnail', '', '', '2018-09-27 17:49:37', '2018-09-27 17:49:37', '', 2570, 'http://cbx.cappendev.com/app/uploads/2018/09/BBM-thumbnail.jpg', 0, 'attachment', 'image/jpeg', 0), (2640, 2, '2018-09-27 17:51:47', '2018-09-27 17:51:47', '', 'BBM-2-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbm-2-1920_1080-2', '', '', '2018-09-27 17:51:47', '2018-09-27 17:51:47', '', 2570, 'http://cbx.cappendev.com/app/uploads/2018/09/BBM-2-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (2641, 2, '2018-09-27 17:52:24', '2018-09-27 17:52:24', '', 'BBM-3-1920_800', '', 'inherit', 'open', 'closed', '', 'bbm-3-1920_800-2', '', '', '2018-09-27 17:52:24', '2018-09-27 17:52:24', '', 2570, 'http://cbx.cappendev.com/app/uploads/2018/09/BBM-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (2642, 2, '2018-09-27 17:52:52', '2018-09-27 17:52:52', '', 'Designed
    To Delight', '', 'inherit', 'closed', 'closed', '', '2570-revision-v1', '', '', '2018-09-27 17:52:52', '2018-09-27 17:52:52', '', 2570, 'http://cbx.cappendev.com/2570-revision-v1', 0, 'revision', '', 0), (2643, 2, '2018-09-27 17:54:53', '2018-09-27 17:54:53', '', 'Designed
    To Delight', '', 'inherit', 'closed', 'closed', '', '2570-revision-v1', '', '', '2018-09-27 17:54:53', '2018-09-27 17:54:53', '', 2570, 'http://cbx.cappendev.com/2570-revision-v1', 0, 'revision', '', 0), (2644, 2, '2018-09-27 17:55:29', '2018-09-27 17:55:29', '', 'A Modern
    Classic', '', 'inherit', 'closed', 'closed', '', '2560-autosave-v1', '', '', '2018-09-27 17:55:29', '2018-09-27 17:55:29', '', 2560, 'http://cbx.cappendev.com/2560-autosave-v1', 0, 'revision', '', 0), (2645, 2, '2018-09-27 17:55:40', '2018-09-27 17:55:40', '', 'A Modern
    Classic', '', 'inherit', 'closed', 'closed', '', '2560-revision-v1', '', '', '2018-09-27 17:55:40', '2018-09-27 17:55:40', '', 2560, 'http://cbx.cappendev.com/2560-revision-v1', 0, 'revision', '', 0), (2646, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'When you visit Starbucks.com, the “Responsibility” tab is front and center. Click on it, and you’ll find nearly 30 different links under headings such as “Community,” “Environment” and “Ethical Sourcing,” along with a 19-page Global Responsibility Report for those who would take an even deeper dive into the company’s practices. Starbucks, in other words, makes a real effort to walk the talk of responsibility. And yet, when the company launched its #RaceTogether campaign back in March, the mockery was swift and merciless. The plan, as we all remember, was for baristas to write “Race Together” on customers’ cups in an effort to spark dialog about race in America.\r\nUnfortunately for Starbucks, #RaceTogether is now synonymous with #PRdebacles.\r\n\r\nSo what happened? How could Starbucks have gotten it so wrong? In the age of the self-aware consumer, brands have no choice but to engage with their customers on the issues of our time, right?\r\n\r\nThe risk lies in losing track of the all-important difference between integrity, an objective state of being, and the far-more-subjective sphere of morality/ethics. When brands focus on achieving the integrity of their purpose (making whole on their promise), these campaigns tend to get results. When brands stray into opportunistic preaching or moralizing, the response from consumers is often “Who the hell do you think you are?”\r\n\r\nHarvard University business professor Michael Jensen puts it best when he defines integrity as “a state or condition of being whole, complete, unbroken.” Morality and ethics, by contrast, are normative, subjective concepts: What is moral or ethical to someone in the Bay Area might be immoral or unethical to somebody in the Bible Belt. By contrast, integrity—or the lack of it—is objective and easy to spot. It either exists or it doesn’t. Chipotle Mexican Grill, for instance, routinely talks about the high quality of its grass-fed beef and humanely raised pork. If the chain were to be busted for lying about its food sources, we would all see this as a breach of integrity, regardless of what we happened to think about the morality or ethics of eating conventional beef, pork and poultry. (And in fact, Chipotle’s integrity is now under fire: The chain faces a class action  alleging it has been deceptive about being GMO-free.)\r\n\r\nTherefore, with regard to campaigns prioritize and highlight the great things your brand does to make good on its promises. Resist the impulse to try to boost your brand’s cachet by taking stances you believe will be popular or politically correct—especially if those stances are largely unrelated to your core purpose.\r\n\r\nIn the age of the self-aware consumer, complying with the radically varying moral demands of diverse audiences is impossible. However, any company can look within and focus sincerely on making sure its brands have integrity. These internally consistent, honest stories then become building blocks for campaigns that will boost customer loyalty over the long term—and keep you out of #PRdebacles on Twitter.\r\n\r\nOriginally published in CommPRO.biz.\r\n\r\nPhoto courtesy of finerminds.com.', '\'Avoiding #PRdebacles’: Integrity is the Key to Brand Campaigns That Never Backfire', '', 'inherit', 'closed', 'closed', '', '2127-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2127, 'http://cbx.cappendev.com/2127-revision-v1', 0, 'revision', '', 0), (2647, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'By Nancy Brown:\r\nThe consumer trend toward locally grown fresh food has infiltrated the mass market. Learn how to utilize your packaging to convey premium, farm-fresh authenticity.\r\n\r\n\"Farm-to-fork\": It’s the foodie buzz term of recent years, the hip culinary expression on everyone’s lips. New restaurants boasting farm-fresh ingredients are popping up in neighborhoods all over the country, greenmarkets are hotter than ever, and farm-to-fork ambassadors like chefs Dan Barber of Blue Hill, British sensation Jamie Oliver, and Alice Waters of Chez Panisse have become bona fide celebrities.\r\n\r\nAnd now, this movement is starting to infiltrate the mass market.\r\n\r\nIt’s no surprise. With E. coli outbreaks happening every few months (it seems) and books like The Omnivore’s Dilemma making people fearful of what they put in their bodies, today’s consumers want to know exactly where their food comes from. Farm-to-fork delivers on that need. It is defined as “food that has come to your table from a specific farm,” and more often than not, these are greenmarket-bought fruits, vegetables, and meats that come from farms within a certain distance from one’s home.\r\n\r\nSure, it seems that consumer packaged goods would be the antithesis of farm-to-fork, but the truth is that certain CPG brands—such as Land O’Lakes and Ocean Spray—have been offering farm-fresh products for years. Now other brands, many with the word “farm” in their names, are pinpointing a need in the market to not only use the highest-quality, farm-fresh ingredients, but also to provide consumers with information about the origins of those ingredients.\r\n\r\nThere are a few different ways that companies are interpreting farm-to-fork for the mass audience. Some brands, like Green Giant, focus on the farm-fresh aspect, while others, like Cabot Creamery dairy products from Vermont, focus on local. Kashi—whose tagline is “seven whole grains on a mission”—is all about sourcing authentic ingredients from around the world. Häagen-Daz’ Five ice cream brands and Yoplait’s Simplait yogurt are stripping down the ingredients to the bare essentials.\r\n\r\nConveying farm-fresh through packaging\r\n\r\nA lot of brands have been conveying the “farm-to-fork/local/sourced/simple ingredients” aspects of their offerings through advertising, but how are they communicating the fresh, farm-to-fork aspect of their offerings through their packaging? For starters, they’re making it more premium. Consumers seem to be willing to pay a bit more for the quality aspect of farm-to-fork offerings, and the upscale design of these products reflects this. Quite simply, the products cost more because people are willing to pay more. But there are many more ways that brands can capitalize on this trend to try and seize some of the $860 million worth of unmet demand for farm-fresh products (according to Farm2Table Co-Packers, a company in upstate New York).\r\n\r\nHere are five lessons the “big boys” can learn from some of today’s smaller, but well-established, farm-to-fork brands.\r\n\r\n1. It’s all in a name. For many CPG products, you can just envision the dozens of meetings and focus groups that it took to come up with a snazzy name for some new beverage or cleaning product. But farm-to-fork is all about origins, first and foremost. Farm-to-fork product names just say it like it is: Ronnybrook Farm milk, from Ronnybrook Farm Dairy in the Hudson Valley; Dorset Cereals, named for the county of Dorset in England, where it is made; The Immaculate Baking Company, made with only all-natural ingredients. With names like these, the products speak for themselves, because they are that fresh, that good, that worthy of your dollars.\r\n\r\n2. Tell your story. Farm-to-fork products don’t have the most creative stories in the books—they just have honest stories that make us trust their brands. And since the products are so proud of where they’ve come from, these stories tend to be featured front-and-center on their packaging. Why, Green Giant has been telling their “picked at the peak of perfection” story—about how farmers who grow vegetables for the company receive a knock on their doors from company representatives who tell them, “It’s time to pick the peas!”—for several decades now. And why not? It’s a terrific story to tell.\r\nSiggi’s Icelandic-style yogurt features its story—about a guy who missed the thickness of skyr, the yogurt from his native country, and now makes it here in America with milk from family farms in New York State—on the back of its label, which consumers are encouraged to tear off and read via a little paper tab.\r\n\r\n3. Talk up your strengths. Farm-to-fork products tend to be superior to other products due to their fresh, often organic natures, and brands have every right to talk up these benefits. Bellwether Farms, an “artisan creamery” out of Sonoma, CA, promotes the fact that those who are intolerant to cow’s milk can enjoy their sheep-milk products, which are made from the milk of “healthy, pastured animals” and are “an excellent source of B vitamins.”\r\nHäagen-Daz’ Five ice cream line lists all five of its ingredients on its container, complemented by a photograph of one key ingredient (e.g., a mound of brown sugar). On its Web site and promotional materials, Frito-Lay boasts that many of its products consist of only three ingredients, but this claim has yet to turn up on its packaging…yet.\r\n\r\n4. Hype the goods. Since farm-to-fork products are all about authenticity, it makes perfect sense for brands to showcase their farm-fresh products and sources of origin on their packaging. Siggi’s yogurt features a lovely illustration of a key ingredient, such as blueberries. Red Jacket Juices, made at the Red Jacket Orchard, feature a large apple that reflects the all-natural flavor of the juice. Ronnybrook Farm features cows on its packaging, while Old Chatham Sheepherding Company and Bellwether Farms feature sheep. Packaging for Kate’s Homemade Butter boasts a photo of a little girl, presumably Kate herself, who the consumer is led to believe may have churned the butter inside.\r\n\r\n5. Don’t skimp on the details. Details like package structure and printing methods signal the quality, upscale nature of farm-to-fork products to consumers. Rick’s Picks pickles and Ronnybrook Farm’s milk products are both housed in ball jar-type glass bottles that reference the farm-fresh aspect of the offerings, let consumers see their freshness, and harken back to their greenmarket origins. Siggi’s yogurt has a matte-paper wrapper that is both incredibly spare and undeniably upscale. Dorset Cereals come in uncoated paper boxes with peak-a-boo windows that let you see the product and mirror the natural nature of the oats, grains, and dried fruits inside.\r\n\r\nOf course, not all CPG companies will be able to bring their products to consumers straight from the farm. But by following the lead of some of the successful farm-to-fork companies out there right now and by utilizing at least a few of the five steps mentioned, they can definitely capitalize on the movement and take measures to make their products seem as local, simple, and authentic as possible.\r\n\r\nhttp://www.packworld.com/package-design/graphic/farm-fork-drives-consumer-packaging', '\'Farm-to-fork\' drives consumer packaging', '', 'inherit', 'closed', 'closed', '', '1793-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1793, 'http://cbx.cappendev.com/1793-revision-v1', 0, 'revision', '', 0), (2648, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'By Nancy Brown:\r\nThe consumer trend toward locally grown fresh food has infiltrated the mass market. Learn how to utilize your packaging to convey premium, farm-fresh authenticity.\r\n\r\n\"Farm-to-fork\": It’s the foodie buzz term of recent years, the hip culinary expression on everyone’s lips. New restaurants boasting farm-fresh ingredients are popping up in neighborhoods all over the country, greenmarkets are hotter than ever, and farm-to-fork ambassadors like chefs Dan Barber of Blue Hill, British sensation Jamie Oliver, and Alice Waters of Chez Panisse have become bona fide celebrities.\r\n\r\nAnd now, this movement is starting to infiltrate the mass market.\r\n\r\nIt’s no surprise. With E. coli outbreaks happening every few months (it seems) and books like The Omnivore’s Dilemma making people fearful of what they put in their bodies, today’s consumers want to know exactly where their food comes from. Farm-to-fork delivers on that need. It is defined as “food that has come to your table from a specific farm,” and more often than not, these are greenmarket-bought fruits, vegetables, and meats that come from farms within a certain distance from one’s home.\r\n\r\nSure, it seems that consumer packaged goods would be the antithesis of farm-to-fork, but the truth is that certain CPG brands—such as Land O’Lakes and Ocean Spray—have been offering farm-fresh products for years. Now other brands, many with the word “farm” in their names, are pinpointing a need in the market to not only use the highest-quality, farm-fresh ingredients, but also to provide consumers with information about the origins of those ingredients.\r\n\r\nThere are a few different ways that companies are interpreting farm-to-fork for the mass audience. Some brands, like Green Giant, focus on the farm-fresh aspect, while others, like Cabot Creamery dairy products from Vermont, focus on local. Kashi—whose tagline is “seven whole grains on a mission”—is all about sourcing authentic ingredients from around the world. Häagen-Daz’ Five ice cream brands and Yoplait’s Simplait yogurt are stripping down the ingredients to the bare essentials.\r\n\r\n\"\"\r\n\r\nConveying farm-fresh through packaging\r\n\r\nA lot of brands have been conveying the “farm-to-fork/local/sourced/simple ingredients” aspects of their offerings through advertising, but how are they communicating the fresh, farm-to-fork aspect of their offerings through their packaging? For starters, they’re making it more premium. Consumers seem to be willing to pay a bit more for the quality aspect of farm-to-fork offerings, and the upscale design of these products reflects this. Quite simply, the products cost more because people are willing to pay more. But there are many more ways that brands can capitalize on this trend to try and seize some of the $860 million worth of unmet demand for farm-fresh products (according to Farm2Table Co-Packers, a company in upstate New York).\r\n\r\nHere are five lessons the “big boys” can learn from some of today’s smaller, but well-established, farm-to-fork brands.\r\n\r\n1. It’s all in a name. For many CPG products, you can just envision the dozens of meetings and focus groups that it took to come up with a snazzy name for some new beverage or cleaning product. But farm-to-fork is all about origins, first and foremost. Farm-to-fork product names just say it like it is: Ronnybrook Farm milk, from Ronnybrook Farm Dairy in the Hudson Valley; Dorset Cereals, named for the county of Dorset in England, where it is made; The Immaculate Baking Company, made with only all-natural ingredients. With names like these, the products speak for themselves, because they are that fresh, that good, that worthy of your dollars.\r\n\r\n\"\"\r\n\r\n2. Tell your story. Farm-to-fork products don’t have the most creative stories in the books—they just have honest stories that make us trust their brands. And since the products are so proud of where they’ve come from, these stories tend to be featured front-and-center on their packaging. Why, Green Giant has been telling their “picked at the peak of perfection” story—about how farmers who grow vegetables for the company receive a knock on their doors from company representatives who tell them, “It’s time to pick the peas!”—for several decades now. And why not? It’s a terrific story to tell.\r\nSiggi’s Icelandic-style yogurt features its story—about a guy who missed the thickness of skyr, the yogurt from his native country, and now makes it here in America with milk from family farms in New York State—on the back of its label, which consumers are encouraged to tear off and read via a little paper tab.\r\n\r\n\"\"\r\n\r\n3. Talk up your strengths. Farm-to-fork products tend to be superior to other products due to their fresh, often organic natures, and brands have every right to talk up these benefits. Bellwether Farms, an “artisan creamery” out of Sonoma, CA, promotes the fact that those who are intolerant to cow’s milk can enjoy their sheep-milk products, which are made from the milk of “healthy, pastured animals” and are “an excellent source of B vitamins.”\r\nHäagen-Daz’ Five ice cream line lists all five of its ingredients on its container, complemented by a photograph of one key ingredient (e.g., a mound of brown sugar). On its Web site and promotional materials, Frito-Lay boasts that many of its products consist of only three ingredients, but this claim has yet to turn up on its packaging…yet.\r\n\r\n\"\"\r\n\r\n4. Hype the goods. Since farm-to-fork products are all about authenticity, it makes perfect sense for brands to showcase their farm-fresh products and sources of origin on their packaging. Siggi’s yogurt features a lovely illustration of a key ingredient, such as blueberries. Red Jacket Juices, made at the Red Jacket Orchard, feature a large apple that reflects the all-natural flavor of the juice. Ronnybrook Farm features cows on its packaging, while Old Chatham Sheepherding Company and Bellwether Farms feature sheep. Packaging for Kate’s Homemade Butter boasts a photo of a little girl, presumably Kate herself, who the consumer is led to believe may have churned the butter inside.\r\n\r\n\"\"\r\n\r\n5. Don’t skimp on the details. Details like package structure and printing methods signal the quality, upscale nature of farm-to-fork products to consumers. Rick’s Picks pickles and Ronnybrook Farm’s milk products are both housed in ball jar-type glass bottles that reference the farm-fresh aspect of the offerings, let consumers see their freshness, and harken back to their greenmarket origins. Siggi’s yogurt has a matte-paper wrapper that is both incredibly spare and undeniably upscale. Dorset Cereals come in uncoated paper boxes with peak-a-boo windows that let you see the product and mirror the natural nature of the oats, grains, and dried fruits inside.\r\n\r\nOf course, not all CPG companies will be able to bring their products to consumers straight from the farm. But by following the lead of some of the successful farm-to-fork companies out there right now and by utilizing at least a few of the five steps mentioned, they can definitely capitalize on the movement and take measures to make their products seem as local, simple, and authentic as possible.\r\n\r\n \r\n\r\nhttp://www.thedieline.com/blog/2013/1/14/farm-to-fork-drives-consumer-packaging.html\r\n\r\n ', '\'Farm-to-fork\' drives consumer packaging', '', 'inherit', 'closed', 'closed', '', '1796-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1796, 'http://cbx.cappendev.com/1796-revision-v1', 0, 'revision', '', 0), (2649, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '

    CHICAGO -- In a video montage of retail creativity and business best practices, the 2011 Ideas 2 Go session at the 2011 NACS Show in Chicago this week featured nine retailers, including two operators in Hawaii, a truckstop, a single-store operator, a grocery legend and a few well-known regional chains.\r\nDespite the diversity, all take a different stab at selling fresh food that other retailers can emulate.\r\n\r\nPak-A-Sak\r\n\r\nPak-A-Sak Inc. has made drive-throughs work where other retailers have failed. The retailer acquired two sites in Amarillo, Texas, originally designed as Starbucks drive-throughs and repurposed them to fit a smaller version of its c-stores. As customers queue up in the drive-through lane, they can see the store\'s selection of packaged beverages through large glass windows.\r\n\r\n\"We had to train customers that they get anything in the store, so seeing through the wall helps,\" said vice president Brian McKee.\r\n\r\nAlthough the 1,700-square-feet sites are smaller, they still sell 90% of the SKUs in Pak-A-Sak\'s large stores; 67% of sales are made through the drive-through.\r\n\r\nStew Leonard\'s\r\n\r\nAnother retailer with a slimmed-down offering is Stew Leonard\'s, a four-store grocery chain based in Norwalk, Conn.\r\n\r\nAs president and CEO Stew Leonard Jr. explained, his sites feature around 2,000 SKUs, compared to an average of 80,000 in a traditional supermarket. A bakery section located right at the entrance greets customers with the smells of fresh bread, pies and other baked goods. While cherries are traditionally packaged in bags, Stew Leonard\'s sells them loose and lets customers pick themselves. Another unorthodox move: The grocer encourages mothers to apply for positions at its sites, despite their often constrained schedules.\r\n\r\n\"Your schedule is our schedule,\" said Leonard, noting that these moms excel at customer service and are seasoned food shoppers themselves.\r\n\r\n(See Related Content below for previous CSP Daily Newscoverage.)\r\n\r\nTedeschi Food Shops\r\n\r\nTedeschi Food Shops Inc., a 190-store chain based in Rockland, Mass., transformed a former mattress store into a showcase of fresh food. \"When you first walk in, you see fresh all around,\" said vice president Joe Hamza, noting that the effort is aimed at attracting the female shopper.\r\n\r\nCues include fresh flowers, the smells of bread and brewed coffee, as well as meats being sliced and sandwiches made at the store\'s in-house deli. To help customers in their efforts to stay healthy, signs ask them to inform employees of any food allergies, and prepared foods are labeled clearly with their nutritional content.\r\n\r\n\"The concept of a healthy c-store is an oxymoron today,\" said Peter Tedeschi, president and CEO. \"We need to change that.\"\r\n\r\nNourish Market\r\n\r\nNourish Market has taken that theme to heart, said Karen Sherwood, founder and CEO of the McLean, Va., single-store operator. The shop specializes in home-made prepared foods, and has gotten a boost by catering open houses for local real-estate agents.\r\n\r\nOther offerings include organic wine and gluten-free beer and crackers. \"People are giving up health for the sake of convenience,\" said Sherwood. \"We\'re proving it doesn\'t have to be the case.\r\n\r\nCocoCove\r\n\r\nThe Coco Cove store brand from The Sullivan Family of Cos., Honolulu, also wants to be a destination for fresh food, with its grab-and-go section stocked with bento boxes, made fresh every four hours. A full-blown deli and Asian sushi case serve up premade or custom edibles.\r\n\r\nMeanwhile, at the store\'s salad bar, customers pick their own greens and fixings and have the salad tossed fresh. The entire store has an open, accessible feel thanks to open-air coolers. Even cut fruit has a utensil included in the package to make eating fresh as effortless as possible.\r\n\r\nKwik Trip\r\n\r\nNo stranger to foodservice, Kwik Trip Inc., LaCrosse, Wis., has seen category sales grow 10% each year, according to Steve Loehr, vice president of operations support. The chain is famous for bananas, selling 48 million of them a year, in addition to 6 million apples and 5 million oranges.\r\n\r\nIts latest healthful salvo is a launch of the 500 Club, a program created in partnership with a local hospital chain that highlights all Kwik Trip foodservice offerings that clock in at 500 calories or less.\r\n\r\nRussell\'s Truck & Travel Center\r\n\r\nHealthful living and truckers may not be synonymous, but Russell\'s Truck & Travel Center, Glenrio, N.M., is hoping to make the connection clearer. The site offers a clean destination point for truckers, or \"an oasis in the desert,\" as described by Mark Russell, director of operations. This includes a fresh-fruit program and exercise equipment, along with a lounge and Laundromat. An in-house chapel and a car museum are a couple other unusual attractions.\r\n\r\nOpen Pantry\r\n\r\nOpen Pantry Food Marts of Wisconsin Inc., Pleasant Prairie, Wis., also aims to remake the convenience mold--and attract more female customers--with one of its newest sites.\r\n\r\n\"To find incremental customers, you have to invest,\" said Robert Buehler, president and CEO of the 27-site chain.\r\n\r\nThe high-end store includes 72-inch gondolas, flat-screen TVs above the coolers in lieu of signage, and a beer cave glowing with ice-blue lighting and stocked with a huge microbrewery beer offering. Restrooms also get the high-end, stylized treatment with gleaming granite countertops and hotel quality furnishings.\r\n\r\nAloha Petroleum\r\n\r\nHonolulu-based Aloha Petroleum\'s Aloha Island Mart chain has also used design to make a new convenience statement with a tear-down and rebuild. The 3,000-square-foot site, designed by Joseph Bona of retail branding and design firm CBX, has a Polynesian feel to tie into its tropical surroundings. Tall, loft style ceilings and large windows lend an open feel, and angled gondolas enable customers to more easily navigate the store.As a complimentary service to customers, the site has two water fountains installed outside for local fitness enthusiasts to enjoy.\r\n\r\nRichard Parry, CEO, acknowledged that the store might lose some bottled-water sales, but is more than making up for it with customer loyalty. (See Related Content below for previous CSP Daily Newscoverage.)\r\n\r\nEach of these concepts should serve as inspiration for retailers looking to refresh their own offering. As Leonard with Stew Leonard\'s noted, despite his chain\'s reputation for originality, it is even better at taking a good idea and running with it. That\'s why the \"R&D\" in its R&D department stands for \"retrieve and duplicate.\"\r\n\r\nhttp://www.cspnet.com/news/corporate/articles/retrieve-duplicate', '\'Retrieve & Duplicate,\' 2011 edition of NACS Ideas 2 Go features nine fresh takes on convenience', '', 'inherit', 'closed', 'closed', '', '1733-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1733, 'http://cbx.cappendev.com/1733-revision-v1', 0, 'revision', '', 0), (2650, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '

    CHICAGO -- Today\'s consumers may be difficult to pinpoint, but two things are evident: They interact with food in a way they never have before, and they genuinely want to be connected to a brand.\r\nWith this foundation, Joseph Bona, president of retail for New York-based CBX, dove into his workshop on foodservice design and function at the 2011 NACS Show in Chicago.\r\n\r\nConsumers today want an \"authentic food experience,\" said Bona. They\'re accustomed to more variety, greater selection, fresher ingredients and healthier, tastier choices. The task of the retailer is to craft a connection between their stores and their offerings. That is done through design and branding.\r\n\r\nTo do so, retailers must treat their stores as literal stages from a design perspective, while settling on a brand positioning that is at once highly relevant and differentiated from the rest of the pack.\r\n\r\nBona breaks it into three steps:\r\n\r\nStep One: Capability, Opportunity & Positioning. In this step, a company must determine its own bandwidth, the opportunities in the marketplace and where the two meet.\r\n\r\nBona gave the example of a recent client, Arby\'s. The quick-serve brand sought to reposition itself for long-term growth. Through customer research, current trends and the company\'s capabilities, they created five \"stories,\" or hypothetical branding positions. One focused on the craftsmanship and quality of Arby\'s roast beef sandwich. Another focused on customization and the guest\'s ability to create his or her own experience. A third story spoke of \"a better choice\" and trust in ingredients.\r\n\r\nIn the end, the positioning was boiled down to a single sentiment: \"The food I crave,\" emphasizing the consumer\'s love of Arby\'s roast beef backed by those traits of quality ingredients, craftsmanship and customization.\r\n\r\nStep Two: Curb Appeal & 360-Degree Design. Once a brand has been positioned or repositioned, it\'s time to turn to the store design. It starts with curb appeal, said Bona: How do you get the customer in your store in the first place? Next comes full attention to the interior: placing product with which you want to tell a narrative of your brand up front, using ingredients as display and creating a natural flow through a store.\r\n\r\nThis step also includes touch points beyond physical design. How do your packaging, websites, social media and mobile apps tell a story that is consistent with your initial positioning?\r\n\r\nStep Three: Stay Focused, Stay Flexible. \"It\'s very easy to get discouraged [with foodservice],\" said Bona. \"Food takes time, you\'re changing people\'s habits.\" Particularly for c-store operators who are accustomed to easily projecting sales, foodservice requires a lot of patience. Sit tight, be consistent and stay focused on your initial brand road map.\r\n\r\nAt the same time, be flexible. The foodservice business changes at the drop of a hat, and foodservice companies must constantly be fresh, exciting and relevant. Bona points to McDonald\'s and its recent nimbleness: This massive, global brand changed consumer perception of its coffee by rolling out specialty drinks, appealed to health-conscious consumers with salads and smoothies and stayed relevant with a modernized store design.\r\n\r\nAnd throughout the entire foodservice design and branding process, retailers must always deliver one thing: freshness.\r\n\r\n\"Fresh is table stakes,\" for c-store foodservice today, said Bona. \"If you\'re not fresh, you\'re not in the game.\"\r\n\r\nhttp://www.cspnet.com/news/foodservice/articles/staging-authentic-food-experience', '\'Staging\' an Authentic Food Experience', '', 'inherit', 'closed', 'closed', '', '1735-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1735, 'http://cbx.cappendev.com/1735-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2651, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'Summer Project Unites NYC Grade-Schoolers With Leading Brand Agency to Create and Operate \'Dream\' Lemonade Stand in Heart of the City\r\nWhen one thinks of a lemonade stand, images come to mind of children looking to pass a summer afternoon by selling homemade drinks along sleepy suburban or rural roads. For children from 826NYC, an organization founded by celebrated author Dave Eggers to foster creative writing skills in under-resourced students, this summer rite of passage provided the opportunity to work with leading brand agency CBX on a project to create and operate a colorful tropical oasis-style stand at a busy Manhattan plaza -- exposing their group\'s mission to thousands of people.\r\n\r\nThrough \'The Great Lemonation Imagination Collaboration\' workshop, the students and agency joined together for a two-month project to develop a dream lemonade stand and raise awareness for 826NYC. The students, who range in age from nine to 12, worked side-by-side with the CBX creative team on everything from the naming of the business to the design of the logo, stand, signage, product packaging, and uniforms.\r\n\r\nOn August 20th, 11 students from the organization came to Manhattan\'s Flatiron Plaza (Broadway and 23rd Street) to see the culmination of their efforts, operating the \'Sweet \'n Sour Chillville\' stand and collecting donations to support the organization\'s work. They and 826NYC officials also had a chance to talk with the public about the group\'s after-school programs. All told, between 10 a.m. and 6 p.m., the students handed out their full supply of 3,000 bottles of \'Lemon826 Sweet \'n Sour Lemon Twist\' branded lemonade, raising nearly $3,000 for their Brooklyn-based organization.\r\n\r\nUnder the students\' vision, the 10-ft. by 20-ft. installation was designed to resemble \"a tropical oasis hidden in the heart of New York City\'s steamy concrete jungle,\" complete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and \"Welcome to Paradise\" signage. Information on the project and 826NYC was provided on a TV monitor and additional signage.\r\n\r\n\"The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,\" noted Joshua Mandelbaum, executive director of 826NYC. \"All of the participating students were regulars in our after-school program and it was inspiring to see them out in Flatiron Plaza boldly telling New Yorkers about their experience in our after-school program and workshops. It is no wonder that, with such enthusiastic promoters, we were able to raise close to $3,000 and had countless conversations about volunteering with folks from all over the city.\"\r\n\r\n826 founder Dave Eggers added: \"As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. So, over the years, the students at 826NYC have made incredible short films, written novels, produced radio shows and made hundreds of chapbooks. The lemonade stand project with CBX was right in keeping with this idea -- how do you make writing feel electric and essential and how do you give students an authentic outside audience? This project works on so many levels. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.\"\r\n\r\n\"Our purpose in taking part in this project was to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,\" said Gregg S. Lipman, Managing Partner of the Manhattan-based CBX, which provides a variety of branding services to the organization on a pro-bono basis. \"We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life. I\'m proud that CBX was able to make a difference in these kids\' lives, and we will continue to work with the organization in the future. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place.\"\r\n\r\nAlong with CBX, two New York City firms, Big Apple Visual Group and Suite Spot lent their services on a pro-bono basis. Big Apple Visual, which specializes in all types of architectural, way finding and retail signage, manufactured all of the components and built the lemonade stand. Suite Spot, a full-service video production company, created a video about the project that was shown at the lemonade stand and provided onsite filming for a video that will be used in the future by 826NYC.', '\'The Great Lemonation Imagination Collaboration\'', '', 'inherit', 'closed', 'closed', '', '1990-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1990, 'http://cbx.cappendev.com/1990-revision-v1', 0, 'revision', '', 0), (2652, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '

    \"\"By Rick Barrack:\r\nA thorough understanding of the environment in which products are stored and used is the first important step to medical package design. While conducting research for the 10,000-product design overhaul for Boston Scientific, researchers were embedded with medical practitioners around the world. Vital insight was gained from watching the experts in action, listening to how they spoke about and requested supplies, and following them everywhere from the operating room to the supply closet. Similarly for Kimberly-Clark, CBX traveled to hospitals to observe practitioner interaction with the devices.\r\n\r\nBy closely observing the products’ end-users in their own environment, CBX was able to identify the one or two pieces of vital information to communicate on a label. Ultimately, each medical package’s design has to successfully achieve one goal: convey clear, quick, and succinct information to the end-user.\r\n\r\nIn the case of Boston Scientific, brand identity was inconsistent, and packaging was overly complicated because the company was composed of many businesses and many of the products within the portfolio were the results of acquisitions. Therefore, the goal of the redesign program was two-fold: to create a strong masterbrand in order to establish the brand’s credibility and authority and to simplify the packaging. It was determined that the medical device’s name and size were the most important elements on the label. Other pieces of information may have been required by regulations, but were not critical to the immediate selection and usage process. A review of existing packaging found vital name and size information being communicated in thousands of different ways. Clearly, the need to standardize and systemize the packaging for the clarity and benefit of the end-user was paramount.\r\n\r\nOnce critical information is identified, the next question is how best to communicate it. CBX developed an easy rubric to keep in mind highlighting the three Cs in medical package design: clarity, corridor, and consistency:\r\n\r\nClarity. Understand what information the end-user is looking for, and clearly and boldly communicate it.\r\n\r\nCorridor. Create a hierarchy of information, and design an information corridor, a systemized and basic approach to aligning information on the package in the form of a chart or grid.\r\n\r\nConsistency. Once the hierarchy and information corridor is established, use it consistently. Always convey the same information in the same spot across the labels. This helps the end-user find the information needed.\r\n\r\nAt this point, the actual process of design can begin. For Boston Scientific, very large, legible, black type communicated the most important information on the top of every label. Secondary and tertiary information was placed in a less prominent position. Symbols and words were added to convey those pieces of information. When working on a multilingual label packaging assignment, such as Boston Scientific’s, globally recognized symbols play an important role in communicating the next levels in the communication hierarchy.\r\n\r\nThe Kimberly-Clark program employs information corridors to convey critical information. For example, in addition to instantly answering the question, “What is this product?” each package had to address differentiation within the category as well as size.\r\n\r\nThe Kimberly-Clark branding system presents a duotone photograph of a health professional at the top of the package closely linked with the Kimberly-Clark brandmark. This imagery, along with the brand, conveys innovation, quality, and trust. Like the Boston Scientific program, this system utilizes information corridors as areas to convey critical information. The primary or most important information was placed in a dominant orange band toward the top of the packaging. All secondary information was conveyed in words and symbols in a dark blue field at the bottom of the package. The colors chosen, a combination of blue, orange, and white, were selected because they were unique to the category and would help the products stand out.\r\n\r\nThe last, most important step in medical package design is going back to the medical community to ask questions. What do they think of this design, and does it work for them?\r\n\r\nFor Boston Scientific, focus groups were conducted with medical practitioners worldwide with the new design alternatives. Packaging changes were well received as long as significant improvements were evident and would allow them to perform their jobs quicker and easier.\r\n\r\nCommitment to clear design goes along with the goal to create preference in a medical setting for products where there may be dozens of manufacturers represented. A truly great package design will incorporate breakthrough design in the category while also organizing key information and conveying the trust and professionalism required for the medical community.\r\n\r\nThe National Academy of Science’s Institute of Medicine estimates 44,000 to 98,000 Americans die each year in hospitals from preventable medical errors. Mistakes in drug dispensing and dosing are the reason for a reported half of all adverse, often dangerous, drug reactions, warns the same report. Medical missteps are, in fact, the eighth leading cause of death in the United States today, wrote Tamar Nordenberg in “Make No Mistake: Medical Errors Can Be Deadly Serious,” in the September/October 2000 issue of FDA Consumer.\r\n\r\nWith statistics like these and medical mistake coverage front and center in the news, such as actor Dennis Quaid’s newborn twins given 1000 times the intended dosage of Heparin not once but twice, the critical role clear communication plays in medical device/medical product packaging design can not be underestimated.

    \r\n\r\nhttp://www.pmpnews.com/article/research-nerve-central', '\"Research at Nerve Central: We can save lives through package communication.\"', '', 'inherit', 'closed', 'closed', '', '1575-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1575, 'http://cbx.cappendev.com/1575-revision-v1', 0, 'revision', '', 0), (2653, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'Actually, scratch that. RadioShack\'s new top management pulled the plug on \"The Shack\" moniker when they green lighted a brand overhaul just shy of a year ago.\r\nAnd change was needed. The storied Fort Worth, Texas-based retailer that ushered in the personal computing era with its TRS-80 microcomputer in 1977-once dominating Apple, IBM, Commodore and Wang-had been struggling for years against vertically integrated brands, as well as big-box and mass merchants.\r\n\r\nBut industry veteran and current Radio Shack CEO Joe Magnacca is working to change that. With more than 20 years in retailing, Magnacca joined RadioShack from Walgreens, where he is credited for the turnaround of its Duane Reade stores. Magnacca in turn recruited Mike DeFazio, also a key player in the Duane Reade reinvention effort, as senior vice president, store concepts.\r\n\r\nLast year, Magnacca created a buzz with a fast track plan to reinvent the company. Founded in 1921, RadioShack is one of the country\'s oldest retail brands and one of the largest, not to mention ubiquitous. It operates some 4,300 stores stretching across the United States, as well as more than 1,200 international units. The retailer\'s merchandise includes 7,000 SKUs-from adapters and antennas to flashlights, batteries, radio-controlled toys and two-way radios-nearly 70 percent of which are private label.\r\n\r\nRationalizing Radio Shack\'s assortment was a big part of Magnacca\'s vision, although RadioShack will continue to sell mainline brands, such as Apple. \"We wanted to become a destination for our own brands, because that will keep customers coming back to just us,\" DeFazio says. For that reason, RadioShack merchants are working to source new and proprietary goods.\r\n\r\nMagnacca also wanted to pay homage to the brand\'s heritage as a place for fun and Innovative products, and a \"Let\'s Play\" platform became the foundation on which to build an advertising campaign, as well as in-store communication. However, both stores and merchandise needed to be embraced by existing mobility customers while wooing women and younger customers who were not Radio Shack loyalists. So, the CEO tamed to New York-based CBX for Its store design and packaging expertise.\r\n\r\nThe first remodeled RadioShack store opened at Sundance Square In Fort Worth last May, followed by a New York location at Broadway and 81st Street In June. Both concept stores, averaging 2,000 sq. ft., showcase a number of new features to be rolled out throughout the Un1ted States and internationally over time. At the end of 2013, the retailer had made Improvements to nearly every one of its stores, ranging from new paint and graphics in it’s \"Brand Statement\" stores, which represent its smallest footprints or revenue generators, to major resets that include custom fixturing in the higher-volume\r\nconcept stores.\r\n\r\nThe 2,357-sq.-ft. Fort Worth flagship sports a mid-century modem feel, and has been dubbed a \"retro\" store. It features an authentically styled \"radio shack\" inside-a nod to the structure that houses a ship\'s radio equipment, complete with retro knobs and dials, and the term that supplied the chain\'s name 92 years ago.\r\n\r\nInside, a variety of vintage photos, old radios and technology as door suggest the store is part museum. \"It\'s all about playing on our name and heritage, while telling a whole new consumer base who we are and what we stand for, \" DeFazio says.\r\n\r\nWhile the Fort Worth store clearly is a customized homage to its headquarters, all stores will eventually feature a refreshed color palette and logo. The former red, black and white palette Radio Shack signature colors-has given way to burnt orange, deep metallic brown and stainless steel. Inside, customers will find a well-lit, visually open store with plenty of room to move, as well as a reordered experience.\r\n\r\nThe new design is easier to navigate thanks to large, simplified departmental signage calling out \"Power It, \" \"Rock It, \" \"Create It\" and \"Discover It.\" From a product point of view, the store Is no longer overwhelming,\" says Joseph Bona, president of branded environment, CBX. \"We wanted customers to easily find what they\'re looking for, but we also wanted to encourage Interaction with the products, so the displays needed to be\r\nmore accessible. \"\r\n\r\nNewly configured custom fixtures highlight a wide range of products from mobile phones to flat screen TVs. A conveniently located touchscreen computer allows customers an opportunity to enter their choice of phone or other device, and have their technical questions answered, or learn product benefits. A new speaker wall with a control console allows customers to test any or all speakers 1nd1vidually by playing music from their own Bluetooth-enabled mobile devices. A 65-ln. television allows customers to control the size of what\'s displayed (all the way down to 19 in.) In order to give them a sense of how televisions of various sizes will look In their home. There\'s also a headphone display with working headphones ranging In style and price, as well as a presentation of several GoPro camera models.\r\n\r\nBut, it\'s not only high touch. Helpful \"Texperts\" can answer shoppers\' question about RadioShack services and products. There\'s also an in-store kiosk that makes it convenient and easy fur customers to order items not in stock. Given its prime real estate, Radio Shack customers can stop by stores to place orders by kiosk for home delivery. And because part of Magnacca\'s vision included omnichannel selling, product packaging, already part of the RadioShack reinvention plan took on additional importance. In the months following the launch of the first amped-up stores, DeFazio explains, \"We\'ve made some tweaks. We feel we\'ve done all the things necessary to make it a good interactive experience, a comfortable environment that\'s easy to navigate and get around.\r\n\r\nWill it be enough to regain a share of consumers\' wallets in the highly competitive electronics sector? Only time will tell, but DeFazio says customers already are showing the love by spending money and driving revenue up in these first remodeled stores. So, when the time comes, don\'t call it a comeback-RadioShack\'s been here for years.', '\"The Shack\" is back and on a roll', '', 'inherit', 'closed', 'closed', '', '1912-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1912, 'http://cbx.cappendev.com/1912-revision-v1', 0, 'revision', '', 0), (2654, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '\"In naming this year’s Vertex Awards judging panel, we have expanded the international voice,” said Christopher Durham, founder of My Private Brand and Vice President of Private Brand, Theory House. “We have added judges from China, Canada and Japan to expand the global perspective of the judging panel.”\r\nDurham, and competition co-sponsor, Phillip Russo, Publisher, Global Retail Brands, searched out design luminaries from eight countries and tasked them with holding entrants to a higher standard for private brand design. “Every year we strive to bring together the creative dream team of packaging design. Several of last year’s winners agreed to come back this year as judges.\"\r\n\r\nClick here to see the judges for this year\'s competition.', '2014 Vertex Awards Judging Panel Announced', '', 'inherit', 'closed', 'closed', '', '2043-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2043, 'http://cbx.cappendev.com/2043-revision-v1', 0, 'revision', '', 0), (2655, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'By David Weinberger\r\nAs consumer expectations continue to evolve, brick and mortar retailers are elevating experience. Clearly. They are not only fighting for your attention and your dollars. They’re also fighting for your stomach.\r\n\r\nRetailers understand that they have to offer more than just goods and services in order to thrive. Consumers are perfectly comfortable skipping trips to the store, and ordering online has become common behavior. To combat this, some retailers are adding entertainment value as a means to draw consumers in. Increasingly, however, retailers are adding some form of strategic foodservice in order to attract and retain customers and keep them satisfied. What’s that old saying about a way to a man’s heart?\r\n\r\nThere are three reasons to add foodservice to a store:\r\n\r\n1. To increase foot traffic\r\n\r\nSeems obvious, but foodservice can give customers a reason to walk in, and a reason to stay longer. Barnes & Noble Cafes featuring Starbucks beverages are a great example. Teaming with a branded partner can make a lot of sense and give people a reason to come to you. With coffee in hand, customers are more likely to browse the store and make a purchase.\r\n\r\n2. To create incremental revenue\r\n\r\nCreating this new source of revenue is possible if you are really in tune with your customers and understand their shopping habits. Equinox fitness clubs recognized that after a workout, many gym-goers immediately grab lunch or a smoothie. Instead of sending them on their way to find nourishment off the premises, Equinox leases space to operators who deliver healthy, high-protein options right in the club. They’ve made a conscious decision to not take on the job in-house. They are sticking with what they know — fitness — and making money from the third party. Whether being led by an in-house team or a third-party vendor, it’s the consumer who benefits.\r\n\r\n3. To extend visit time\r\n\r\nThis means keeping customers in the store longer and spending more money, which can be done in several ways. You could argue that the Barnes & Noble Cafe does this during quick shopping sprees, but let’s also look at longer trips. Large department stores such as Nordstrom and Selfridges are adding integrated dining experiences to offer opportunities to break up the shopping day and keep people on-site rather than go out for lunch (and potentially not come back). Extending in-store time can also come from offering a diversion to family members of your customers. Retailers like Pep Boys have recently added lounges to their new stores. And Bob’s Discount Furniture has a complementary cafe with coffee, ice cream, cookies and candy. In this case, parents have more time to browse for living room sets while Bob’s is keeping the kids from jumping on the couches.\r\n\r\nBefore taking on any foodservice offer, you must also realize that ancillary issues will arise, and there are elements of the new offer that you must be aware of. You now have new electrical and refrigeration needs, health and safety issues. Spoilage and sanitation. Layout. Operations. Ventilation. Look at your bathrooms — consumers won’t trust you for anything food related if you don’t have clean bathrooms. Operationally, do you think you can handle it? Just keep in mind — there is risk here.\r\n\r\nSo should every retailer clear out a few hundred square feet of merchandise and set up a restaurant? You better understand your customer first. Knowing exactly who they are through a customer segmentation study is key. Understanding what they are looking for and what they are open to is also vital. It may take some research and help to really understand what customers are doing immediately before and after they walk into your store. However this type of research can help determine whether foodservice will be a success or failure.\r\n\r\nIf all of your ducks are in order, try a pilot location and see how it goes. Are your employees able to handle it? Are consumers responding? Be honest with yourself and don’t bite off more than you can chew. If you can’t get drip coffee right, don’t bother with shrimp scampi.\r\n\r\nRead the full article here.', '3 Reasons to add Foodservice to a Store, and How to Make it a Success', '', 'inherit', 'closed', 'closed', '', '2036-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2036, 'http://cbx.cappendev.com/2036-revision-v1', 0, 'revision', '', 0), (2656, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '7Up, U by Kotex and Barbasol use promotional packaging this summer to help make consumers feel like they are getting something special and unique—because they are.\r\nPeople are willing to go to great lengths to attract our attention—just look at presidential candidate Donald Trump and his latest shock-worthy remarks. Brands, like people, often do the same to regain market share, increase sales and/or grow their consumer base. They come out with new product innovations. They redesign their packaging. They create new formulas—gluten-free/sugar-free/fat-free—you name it. And they employ one of the best ways for a brand to get consumers’ attention: They launch a promotional packaging campaign.\r\n\r\nPromotional packaging often features unique graphics, compelling messaging and a call-to-action that creates intrigue, promotes trial and provokes purchase. In this age where it seems like everything is readily available (and via two-day shipping nonetheless), consumers need to feel like they are getting something unique to make a purchase.\r\n\r\nBrands like Coca-Cola and M&M’s understand this, and have responded accordingly with inspiring campaigns. Coke has been personalizing its cans with people’s names to delight and encourage selfie-centric consumers to buy its products. M&M’s not only finds innovative ways to surprise its consumers with new products, it also presents its fun-loving candy characters in a variety of seasonal outfits and situations worthy of collecting.\r\n\r\nBecause I’m always on the lookout for provocative new promotional packaging, I recently hit the supermarket to see what novel campaigns had cropped up for summer 2015. I noticed that this year’s summer promotions use three distinctive tactics to speak to consumers:\r\n\r\n1. Embrace a trend\r\n2. Develop strategic partnerships\r\n3. Get seasonal\r\n\r\nLet’s look at each tactic.\r\n\r\n1. On trend, on the dance floor\r\n\r\n\"MSP\r\nIt’s nothing new for a brand to want to stay on trend, but it is always impressive when they are able to target an unmet demographic at the same time. That’s what 7Up is doing with its new EDM-inspired cans.\r\n\r\nRecognizing that there was a void for products that targeted Hispanic Millennials, which comprised 38% of the market, 7Up went after this segment of positive, experience-seeking young people. At the same time, 7Up also recognized that no beverage brand was capitalizing on the huge Electronic Dance Music (EDM) trend that is so popular with Millennials, and decided to take action.\r\n\r\nThe 7Up team created new promotional packaging (shown above) that is vibrant, colorful and cool—the kind of packaging that Millennials want to be seen holding in their hands. A partnership with EDM stars Martin Garrix and Tiesto led to the creation of cans that convey the energy of an all-night EDM party. These designs reflect different consumers’ distinctive style and capture the essence of this music trend.\r\n\r\n2. Partnering for success\r\n\r\n\"MSP\r\nIn recent years, retailers have gotten savvy about how to use promotional packaging exclusive to their stores as a way to keep consumers loyal and to keep brands happy. That’s what happened when Target teamed up with U by Kotex on its Style n’ Store boxes.\r\n\r\nThis summer, after recognizing that young women value great design, U by Kotex —which revolutionized the category with its black boxes, bright colors and no BS-tone of voice—launched Style n’ Store boxes to target young women craving style and balance. The boxes are so great looking that people simply don’t want to throw them out when they are done with them.\r\n\r\nSold exclusively at Target, Style n’ Store features bright, poppy designs in a box that serves a dual-purpose. Once emptied, it is used as storage for makeup, cotton balls, bobby pins and other knick-knacks that women need to store. It’s a great product for girls headed off to overnight camp, teen tours and college, who may be needing trendy storage units. And it is consistent with the great design that Target consumers expect to find at the store.\r\n\r\n3. Always in season\r\n\r\n\"Barbasol\r\nPromotional packaging and seasonal tie-ins pretty much go hand-in-hand, but the real challenge is to find a fresh, eye-catching way to inspire consumers to purchase a product.\r\n\r\nMovie partnerships are the classic summer promotion and, every June, a slew of new promotional packaging comes out to coincide with the launch of the summer blockbusters. Yes, we expect Chiquita bananas to promote “Minions,” but what does a Barbasol can have to do with dinosaurs? Well, a lot, it turns out, as the hundreds of millions of people who have seen the “Jurassic Park” movies over the years know.\r\n\r\nIn the first film in that series, a Barbasol can was used to nefariously smuggle dinosaur embryos off the island. That attempt failed, however, and the can was lost in the jungle, only to be brought back 22 years later. Barbasol’s Limited Edition “Jurassic World” cans feature various illustrated dinosaurs sitting against Barbasol’s iconic striped can.\r\n\r\nBy thinking out of the box and offering an unexpected twist on the movie tie-in, Barbasol offered a fresh take on promotional packaging and created a must-have collectors’ item for both fans of the movie and fans of good design.\r\n\r\nBy using unique approaches to promotional packaging, each of these brands has inspired consumers to keep them top of mind. It’s no surprise that the 7Up, U by Kotex and Barbasol promotions have created interest and buzz amongst consumers.\r\n\r\nPromotional packaging continues to be an important part of the marketing mix, and my prediction is that it will continue to be so in years to come. Even though I’m not so good with the changing of the seasons, I can’t wait to see what fall brings in terms of promotional packaging—and to see how “The Donald” will shoot his mouth off next.\r\n\r\nOriginally published in Packaging Digest.', '3 Tactics for Provocative Packaging Promotions', '', 'inherit', 'closed', 'closed', '', '2143-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2143, 'http://cbx.cappendev.com/2143-revision-v1', 0, 'revision', '', 0), (2657, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'In creating product packaging for upstart brands, one approach is to look at the ultimate goal—rising to become a top brand in the category nationally or even internationally—and to then copy the look of brands that have already reached this summit. The problem with this approach, though, is its inherent lack of authenticity. Copying others is what you do when you have low self-esteem, right?\r\nThis “knockoff play” sometimes works, of course, but it can certainly be problematic in today’s marketplace, where the need for authenticity is playing an ever-larger role and will continue to do so as Millennials and Generation Z’s take the reins. Simply put, today’s consumers are looking for authentic stories. This is precisely why so many of them are strolling through farmer’s markets every week, befriending neighborhood chefs and food truck operators, and just generally doing all they can to live by the mantra “think globally, buy locally.”\r\n\r\nIn fact, the rapid success of so many local operators is translating into growing demand for an alternate strategy to the knockoff play—namely, helping brands maintain their authenticity and potential for category disruption even as they scale up to become players on the national stage.\r\n\r\nOne example of this phenomenon is Man Cave Craft Meats. Over the past couple of years, this plucky startup moved from its tent at the Minneapolis Farmers Market to a rapid and aggressive rollout, now underway, to more than 500 grocery stores across the country.\r\n\r\nThe founders of Man Cave Meats, Nick and Josh Beste, were university students when they launched the business. These young entrepreneurs started out by selling grilling products and other male-oriented stuff at product parties held in Minneapolis homes. However, when customers began raving about the standout flavors of the meats they were serving at these events, the Beste brothers smartly decided to switch gears. Man Cave Meats was born.\r\n\r\nAs the popularity of Man Cave Meats’ food truck and farmers market tent skyrocketed, the brothers also made the smart strategic move of bringing in a national agency for expert help with their brand identity and product packaging. Unlike the typical products on grocery store shelves, after all, Man Cave Meats’ flavors were true standouts. They included 50/50 bacon burgers, sriracha chicken sausages, buffalo-style bratwursts with bleu cheese and more.\r\n\r\nUntil recently, the de-facto approach might have been for the agency to try to persuade the Beste brothers to make Man Cave Meats another Hillshire Farms or Johnsonville Brats. But given the strength of local narratives in today’s marketplace, that would have been a mistake. Would the likes of craft beer icons Founders Brewery Co. or Summit Brewing Co. have tried to imitate the packaging of Coors or Budweiser? No way. Thus it made perfect sense for this local company to take a bold, independent approach to packaging as well.\r\n\r\nMan Cave Meats’ packs feature black backgrounds, attention-grabbing typography treatments and gritty photographs of manly characters with beards, tattoos—and no apologies. This is in keeping with the original inspiration of the brand and conveys the Beste brothers’ love of their craft. However, it also happens to contribute to a packaging design system that is distinctive enough to be disruptive at shelf.\r\n\r\nAnd disruptive is the operative word: These packs were definitely not designed to appeal to everybody. A grandma who has always bought Hillshire Farms or Johnsonville meats might indeed do a double-take at Man Cave Meats’ “Long live the butcher!” slogan, or the brand’s photographs, commissioned by the agency, of a muscular, bearded, tattooed butcher staring confidently into the camera.\r\n\r\nFoodies and down-to-earth meat eaters, however, immediately understand and respond to this packaging. So, too, do curious customers who are more adventurous and eager to branch out. Maybe they are already familiar with, say, small-batch bourbon, but haven’t yet tried craft meats. Man Cave Meats gives them the opportunity to discover something new.\r\n\r\nAs agencies increasingly work with local brands that have big dreams, then, here are four principles to keep in mind:\r\n\r\n1. Be not afraid.\r\n\r\nIt can be a joy to work with local brands that are not consumed with handwringing over how to be all things to all people. If the agency responds to this with conservative naysaying—“No, you can’t do that because you’ll put people off”—authenticity will be lost in the process. So, too, could the business opportunity represented by the offbeat brand’s disruptive potential. If the brand’s founders have achieved success locally by expressing a sardonic sense of humor, using edgy models, or being high-brow and uncompromising, your job is to make this scalable, not to play “Church Lady” and shut it down.\r\n\r\n2. Emphasize quality—but tell the truth.\r\n\r\nIn today’s marketplace, consumers who seek out authentic and local brands are typically obsessed with quality as well. Today’s consumers are highly educated. They regard generalized terms like “eco-friendly” or “top quality” as dubious, to say the least. Consumers know that meaningless terms such as these are the first resort of inauthentic brands (imprecise language can get you in trouble with regulators as well, but that’s another story…).\r\n\r\nBe specific. Tell people exactly how the brand differentiates itself from a quality standpoint, and make sure the story is true. The trick, though, is to avoid clutter in the process. Provide only as much information as the consumer needs to feel informed.\r\n\r\n3. Emphasize the local angle—but be subtle.\r\n\r\nHave you ever been to an airport or tourist trap gift shop where the “local angle” was laid on so thick you wanted to head for the exit? Emphasizing a brand’s local roots requires some subtlety. A visual or textural reference here or there to the city and state of origin is fine, but avoid laying it on thick via hackneyed and obvious references to geography. “Welcome to Florida!” is not what you’re trying to say with the brand.\r\n\r\n4. Be happy with smaller market share.\r\n\r\nSounds like sacrilege doesn’t it? And it is—for some of the mass-market players. In the case of local-inspired brands, however, being disruptive and nipping at the heels of the big dogs can be a perfectly sound strategy. Apologies to people with those big foam fingers, but you don’t always have to be No.1.\r\n\r\nAcquired by Unilever in December 2014, Minneapolis-based Talenti Gelato is a case in point. This local brand made its mark by going after the likes of Ben & Jerry’s and Häagen-Dazs in a savvy and disruptive fashion. Taking on Breyer’s wasn’t the goal. With its plastic jars and screw-on tops, Talenti was too different to have any hopes of occupying the No.1 spot. But this and other differentiators contributed to the brand’s growth within the category. If a local brand has disruptive potential, in other words, make sure the packaging leverages this rather than neuters it.\r\n\r\nWe live in a world of paradox. One of the funny things about local brands is that their authentic stories make them popular, not only with consumers, but with the brand-acquisition departments at multinational corporations as well. General Mills snapped up Annie’s. Hershey’s bought Krave jerky. And of course, most of the seemingly independent brands at Whole Foods—Tom’s of Maine, Odwalla, you name it—are owned by huge corporations. For me, this speaks to the power of local brands and the authentic stories behind them. If these brands weren’t appealing to consumers, after all, the biggie corporations would leave them be.\r\n\r\nStrong local brands have lots to be proud of. Knocking off others is the last thing they want to do. Our job as storytellers is to help them communicate as clearly and effectively as possible. If they ultimately make millions of dollars in the process and become household names well beyond the borders of their hometowns, who are we to complain?\r\n\r\nOriginally published in Packaging Digest.', '4 Tips for Applying Local Inspiration to Scalable Brands with Big Dreams', '', 'inherit', 'closed', 'closed', '', '2145-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2145, 'http://cbx.cappendev.com/2145-revision-v1', 0, 'revision', '', 0), (2658, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'Inspiration works best when it’s right where you need it — at work. So, we went out in search of the workspaces with the most creative interiors for their employees, in hopes that some ideas from these unique design studios might help spark you and your team to get creative within the walls of your workspaces.\r\nEach of these featured unique design studios (all gathered from firms located in the eastern United States) takes a different approach to instilling inspiration into their workspaces: Some are sleek and modern, while others are raw and rustic. There are those swathed in bright colors, while others take on more subdued color palettes. There are dramatic structures and impressive lobbies, vast chalkboards for doodling and all sorts of other outlets erected to spark employees’ creativity in these workspaces.\r\n\r\nThat variety goes to show that cool workspaces can take on many different faces, but, most importantly, they help designers get back to what matters most: creating.\r\n\r\nHere are some of our favorite workspaces of design firms located throughout the Eastern United States. HOWdesign.com’s Creative Workspaces section is your place to see more roundups and posts about clever interiors in the future, giving you a sneak peek inside some of the most inspirational setups. Check out our roundup of 5 Creative Workspaces in the Western U.S., too.\r\n\r\nFirm: CBX, New York City\r\n\r\nLook and feel of the office: Chief creative officer Rick Barrack paid tribute to his Kentucky roots through such details as a 1900s wood tractor wheel integrated into his desk, seating fashioned from school-auditorium chairs, old carnival lights, and a working garage door (along with shingles, partial roof and antique paint) in one of the conference rooms.\r\n\r\nGoal of the workspace’s design: “First and foremost, we were going for transparency,” Barrack says. “We want to put on a show, yet give visitors to our office a behind-the-scenes look at how we operate on a daily basis. We also love the idea of an open floor plan that is conducive to open, collaborative experiences and a collective environment. Low walls, plexiglass and wall cut-outs all provide a lens into our everyday magic (and madness).”\r\n\r\nFavorite element of the office: A red velvet curtain that references The Wizard of Oz, as a nod to the magic that happens when “wonder is at work,” Barrack explains. Plus, the curtain’s crimson hue is also CBX’s trademark color.\r\n\r\nWorkspace’s influence on creativity: Each room was thoughtfully crafted as a way to reinforce the firm’s culture and help keep designers inspired. For instance, every conference room has been “CBX-ified,” whether that means featuring the color red or simply having a ready supply of the office’s official candy, M&Ms, on hand. There are also designated brand rooms where folks can immerse themselves in the brands they’re working on.\r\n\r\nhttp://www.howdesign.com/design-creativity/creative-workspaces/eastern-creative-workspaces/', '5 Creative Workspaces in the Eastern U.S.', '', 'inherit', 'closed', 'closed', '', '1779-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1779, 'http://cbx.cappendev.com/1779-revision-v1', 0, 'revision', '', 0), (2659, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'To start off the New Year and lead up to the judging of the first annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer & Managing Partner, CBX of the U.S.\r\n\r\n1. What do you look for in great Brand design?\r\nBreaking through the obvious.\r\nDesign that communicates a clear and concise message with a point of difference. Something that differentiates in the marketplace and from the competition. Don’t just push product with basic product shots, benefit statements and a cheaper price. Look to make a paradigm shift in a category, celebrate your brand’s unique difference in the marketplace.\r\n\r\n2.How can Design help retailers and their brands differentiate?\r\nRetailers all have some attributes that are unique to them — whether that be the way the arrange their goods, the way they make their goods, their service, etc. Design shows how to put those unique attributes on a pedestal — make those unique elements the hero and thus create a lasting image in consumers’ minds as to why they can get something from that retailer that they can’t get from anyone else — and that’s the most important piece of retail today because if they can get it someplace else, it’s a price game.\r\n\r\n3. How do you help retailers select great design instead of obvious or easy design?\r\nReminding our clients the value of good brand design is not just about being a national brand equivalent, but standing for something more than that and building brand equity and loyalty.\r\n\r\nDesign is about solving a particular puzzle (all the variables: physical, merchandising needs, space constraints, consumer desires, etc.) in an elegant way where the end solution makes a total impact greater than the sum of all the parts. Design is about creating more for less. Design puts together a puzzle of needs in a way that creates more impact with less resources. Great design has to solve for certain challenges within certain constraints. If it does that well, in a way where the investment is less than the net experience, then you have great design. However, great design doesn’t have to mean design that’s never been done before. Great design takes the core idea of “obvious” and makes it special, unique, nuanced and desired.\r\n\r\n4. What advice do you have for retailers working with design consultancies/branding agencies?\r\n\r\nTrust them. Partner with them. Trust in the process and recognize that the creative process is iterative.\r\n\r\nTake the time upfront to work with the team to understand what all the possible opportunities are. Only then will you be able to make decisions confidently along the way because you’ve explored the alternative paths and know why you did or didn’t pursue them. If you dive right into design, thinking you know what you want, in the short term you may have less confidence in all the decisions that must be made along the way, and in the long run you might regret not stretching your ideas further because retail design is a long term investment.\r\n\r\n5. How can retailers avoid the mistakes of the past and the missteps of national brands?\r\n\r\nThe biggest mistake national brands make is not “sticking with it”. Whether that be good values, advertising, their customer base, their long-term equities or any other unique-ness. Particularly in public companies where the pressure to grow is constant, too many brands and retailers will try anything new to light sales. But, creating consumer awareness of what you’re doing is quite expensive and is likely to wipe out the margin that might have been gained in increased sales. When brands “Stick with it,” they build on the momentum that has been banked over the long-term.\r\n\r\nRead More: http://mypbrand.com/2014/01/07/5-questions-the-vertex-judges-rick-barrack/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+mypbrand+%28Myprivatebrand%27s+Blog%29', '5 Questions The vertex Judges: Rick Barrack', '', 'inherit', 'closed', 'closed', '', '1913-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1913, 'http://cbx.cappendev.com/1913-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2660, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'The gasoline canopy: For most of its existence, it has been a function-first structure, there to provide shelter from the weather and lend light at night.\r\nAnd in the 50 years since states began legalizing self-serve gas pumps, the canopy has largely retained the shape that reflects this practical purpose: the rectangle. Pure economics has bested creativity, keeping this architectural element frozen in time.\r\n“In the United States, you have so many legacy sites that have been around for so long that to tear [the canopy] down … it’s easier to repaint, restripe and reclad what already exists,” says Joe Bona, founding partner and president of retail design firm MoseleyBona Retail, Franklin, Mass.\r\n\r\nBut as fuel’s share of overall c-store profits continues to fall and in-store profitability rises, it’s time to redefine the canopy’s function and reconsider its investment potential. Yes, it still needs to protect customers from rain and sun. But the entire forecourt can do so much more.\r\n\r\n“It’s one of first things you see, a piece of communication that really reaches out, grabs people’s attention and signals the business that you’re in,” says Bona, who has designed canopies for retailers such as Wawa in the United States, COPEC in Chile and Axion in Argentina. “From that standpoint, the canopy is a pretty important piece of communication.\"\r\n\r\nFueling is an act of faith, Bona says. And through the forecourt, retailers must show that they sell quality fuel via visual, perceptive and experiential elements. A look at leading retailers and their signature canopies shows the potential when one breaks the rectangular mold.\r\n\r\n\"1\"\r\n\r\n1. Shape it up\r\n\r\nConsider the Wawa wing. Scott Boorse, facilities senior external vendor manager for Wawa Inc., Wawa, Pa., was part of the team that orchestrated the chain’s entry into the fuel business 20 years ago. The big question back then: How could Wawa grab a greater share of the declining liquid-fuels market?\r\n\r\nWawa understood that one factor guiding customers’ fuel buying process was the external appearance of the site. It needed to be inviting, “a place you want to go, that drives enthusiasm,” Boorse said during an educational session at the 2016 NACS Show. With that in mind, Wawa attempted to convey a “fresh and friendly” feel for its fuel island, beginning with a distinctive, cantilevered wing-shaped canopy designed by New York-based design firm CBX, where Bona previously was retail division president.\r\n\r\n“This is really a branding element that can dictate what your store is all about,” said Boorse, who describes the canopy as one of the most underused branding opportunities. The shape is so unique that Wawa trademarked it, and even chose to omit its logo.\r\n\r\n“Wawa’s canopy is so recognizable, you don’t need it,” Bona says. “It becomes part of the brand.\"\r\n\r\n\"2\"\r\n\r\n2. Light it up\r\n\r\nLighting is another element of Wawa’s exterior branding, with the goal of providing a feeling of safety without blinding the neighbors, Boorse said. It designated six zones of lighting for store exteriors, using LED bulbs with varying levels of lumens and footprints for different aesthetic effects and purposes.\r\n\r\nWhen it comes to the canopy, consider lighting possibilities beyond the underside, Bona says. “At nighttime you’re competing with other retail establishments on the street: fast-food places, shopping malls, etc.,” he says. “How can you stand out a little bit? You can get the underside of the canopy and the face to be engaging and stand out.”\r\n\r\n\"3\"\r\n\r\n3. Material matters\r\n\r\nMost canopy faces today are made from aluminum composite material, which is durable and easy to maintain, with a fairly long usage life. The face can be positioned flat or at an angle, and it accepts film for graphics.\r\n\r\nFiberglass offers another medium for producing alternative, proprietary shapes. For example, when Bona worked for CBX, he helped design an oval fuel canopy prototype for Terpel, the fuel retail arm of Colombian oil and gas company Organizacion Terpel S.A., in 2013. “To create that complex, compound curve, we made fiberglass molds and created the canopy from fiberglass. It’s durable, unique [and] allowed us to do something different,” says Bona.\r\n\r\nBut the more you break the mold, the more costs could rise. “If you’re not a sizable chain that could justify the cost, look at the asset you have and how to improve it without ripping it apart,” he says.\r\n\r\nLarger chains with sizable advertising budgets, however, should consider whether a custom canopy is a good justification of marketing dollars, Bona says: “It’s a one-time cost, but one you can leverage and amortize over the life of the site.”\r\n\r\n\"4\"\r\n\r\n4. Follow the leader\r\n\r\nThe curved, red, fabric-covered canopy at Sheetz’s newest stores carries over the look and feel of the main profıt center: the c-store.\r\n\r\nBut at the same time, the canopy pulls its own weight.\r\n\r\n“That whole look, it’s curvilinear, it’s internally illuminated, it glows red: The whole canopy acts as a beacon from a distance,” says Limbach of Chute Gerdeman, which spearheaded the store and canopy redesign.\r\n\r\nA unique canopy such as this helps chip away at the “gas penalty” that fuel retailers continue to pay as they move increasingly into foodservice, Bona says. And it helps further delineate the identity of the retailer, which can be especially important for major-oil-branded operators.\r\n\r\nDuring one project for a branded multinational retailer, CBX conducted consumer research that found most customers referred to the operator’s sites by the name of the fuel brand, not the store brand. Although branded retailers may face constraints on the canopy design, they should still attempt to forge some degree of distinction.\r\n\r\n“As the store plays greater importance on the profitability of the site, it’s time to rethink this,” says Bona. “You still want to be ... that piece of communication that they’re in the [fuel] business, but also find balance that doesn’t negatively impact the store.”\r\n\r\n\"5\"\r\n\r\n5. Room to move\r\n\r\nAs in-store sales play a bigger role in site profitability, more retailers are moving toward canopies disconnected from the store. And with that, Bona says, “up-front parking becomes key to success.”\r\n\r\nIn positioning the canopy, retailers should consider sufficient up-front parking, with room for customers to drive into and back out of spaces, plus maneuver around pumps. They also should consider ingress and egress.\r\n\r\nThis isn’t just about physics. “It’s about comfort,” says Lynn Rosenbaum, vice president of brand environments for Chute Gerdeman. Beyond space, landscaping can also play a role, creating a comfortable ambience around the concrete-heavy fuel island.\r\n\r\nA detached canopy also helps highlight the store brand, especially as more retailers expand into foodservice. Rosenbaum points to Chute Gerdeman client Stripes, Corpus Christi, Texas, owned by Sunoco LP, Philadelphia. The stores have a detached, Sunoco-branded canopy spaced in front of a Stripes c-store featuring its Laredo Taco Company foodservice program.\r\n\r\n“They want to be known as a great convenience store, and Laredo Taco wants to be recognized as a real restaurant alternative, so they separate the building from the canopy,” says Rosenbaum.', '5 Reasons to Make Over Your Fuel Canopy', '', 'inherit', 'closed', 'closed', '', '2286-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2286, 'http://cbx.cappendev.com/2286-revision-v1', 0, 'revision', '', 0), (2661, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '1. Channel BlurringFrom AXION’s coffee-centric Spot! Café in Argentina to the fast casual-inspired Kum & Go Marketplace in Iowa, c-stores no longer are bound by old formats and product offers. Is something working in another channel? Adapt it and weave it in. Consumers no longer expect hard-and-fast divisions between c-stores, QSRs, coffee shops and drugstores.\r\n\r\n2. Outside-In\r\nIn the fuel-based c-store context, what if consumers could use something like Apple Pay to order food on a touchscreen while filling up and have it delivered to their car? Zarco USA, for one, is already giving this a try. Expect more technology-assisted design changes, outside and in.\r\n\r\n3. Sit and Stay a While\r\nAt many Sheetz stores in the Carolinas, people lounge on couches and sip coffee. Retailers may need larger stores and parking lots to accommodate this kind of offer, because excessive crowding is a visual cue suggesting slow checkout lines. However, even c-stores with less-ambitious seating areas can up the ante with better furniture and more considered environments.\r\n\r\n4. Inside-Out\r\nWhen you cover the windows from floor to ceiling with promotional posters, the store actually repels customers. Contemporary c-store designs offer unobstructed views through oversized windows. The idea is to look appealing both from the roadway and the threshold. Taking this “inside-out” approach to the next level is a developing trend.\r\n\r\n5. Food Is King\r\nTo engage the modern consumer, c-stores are ramping up the authenticity of their food and beverage offers. At Fresh Corner’s MOL stores in Eastern Europe, customers find spacious food counters with made-to-order sandwiches and other fresh fare. Many c-stores are bringing in food carts stocked with the kind of specialty cuisine typically found in urban food trucks.\r\n\r\nOriginally published by design:retail', '5 Retail Trends in C-Store Design', '', 'inherit', 'closed', 'closed', '', '2188-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2188, 'http://cbx.cappendev.com/2188-revision-v1', 0, 'revision', '', 0), (2662, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'In today’s digital age of networking and communication, you might think the paper business card is a lingering relic of an ancient era. While it’s true that we don’t use them functionally the same way we used to, they still serve as ambassadors for you and your business, and they’re an extension of your professional identity.\r\nWe spoke to Dave Weinberger, vice president and engagement director at brand agency CBX in New York City, to learn why business cards are still important and how people can design effective, memorable ones.\r\n\r\n1. Simplicity is key — avoid the tricks and gimmicks.\r\n\r\n“You want a business card to be pretty easy to use. Like most design, simple is better — don’t over-design things,” says Weinberger. Keep your card clean and uncluttered by being thoughtful about what information you include, as well as how you include it. “You don’t need to do tricky things with your phone number and address, because that’s obnoxious and people need to access that information,” he says. The same applies to font color; he recommends sticking with simple colors like black or dark/medium gray.\r\n\r\n2. Treat your business card like a marketing tool, and use it in a deliberate, purposeful way.\r\n\r\nSure, we all know that the direct purpose of business cards is contact information, like your name, job title, and email address. But nowadays, when it’s super simple and fast to connect with someone on LinkedIn, “the information almost becomes the least important part of a business card,” says Weinberger. “It’s kind of an antiquated aspect.”\r\n\r\nSo instead, you should treat your business card like a marketing tool and first figure out: What’s the purpose of using this, and how can I achieve these goals?\r\n\r\nFor example, you might want to use your business card to make a good first impression or act as a conversation starter. To do so, you could use heavier or thicker paper stock, sandwich multiple layers of stock together, or play around with the orientation, colors, and ink on the card. Weinberger says that he’s designed vertical business cards in the past in order to stand out from the crowd: “It allows you to stack information, and if you have a lot of phone numbers and a long address, it’s actually helpful.” Changing up the size of the card is another creative way to make it unique. Rather than stick with the standard 3.5” x 2” size, try designing a larger or smaller one. These all add visual surprise and complexity.\r\n\r\nYou could also experiment with die-cuts, letterpress, or unconventional materials (like wood or plastic, to name a few) in order to get people to notice you in an unusual, inventive, and memorable way. Avoid printing cards on glossy paper, which can look low-quality. “You generally want to do it on uncoated stock. Gloss and too much varnish can look cheap and gaudy,” says Weinberger.\r\n\r\nAlternatively, you might want to use your business card as a meeting tool. Weinberger says what makes his CBX business cards unique is that their first names are the largest things on them, which make them valuable during meetings. “When people put the cards in front of them in a meeting, they quickly glance down and the names are huge so they can see who they’re talking to, which is helpful,” says Weinberger.\r\n\r\n3. Use the back of the card as extra real estate.\r\n\r\nIn order to maximize your business card to its fullest potential, try using the back for supplemental branding or messaging. Weinberger says he’s seen companies put photos, brand statements, and logos on the back, which can help make your card more memorable. “If you have a card that you want to use as part of your first impression, it certainly costs more to print 2-sided, but it could be worth the effort,” he says.\r\n\r\n4. Enlist professional help.\r\n\r\nThis seems like an obvious tip, but don’t overlook the importance of using professional designers, printers, and photography. Because a business card is part of your first impression, you don’t want to present something that’s confusing, poorly designed, or unprofessional. The card should reflect well on your business and also quickly convey who you are and what you value. Graphic designers can easily create creative cards that are innovative yet professional, and printers can provide the proper paper stock and ink that are well worth the money. If you’re looking for beautifully designed, ready-to-customize business cards, you can also check our Business Card Templates lightbox.\r\n\r\n5. Avoid putting temporary messaging on the card.\r\n\r\nPutting ad slogans, campaign taglines, and coupons on your business card might seem like a good idea because it’s additional brand messaging, but Weinberger cautions against it. “We generally say: You don’t want things that aren’t evergreen on your business card. You want it to be a permanent statement because someone’s going to keep it for a long time,” he says. Stick to evergreen items like basic contact information and logos.\r\n\r\nYes, business cards are a formality. However, a well-designed business card will communicate information clearly, lend credibility to you and your business, and make you memorable with the people you meet. They are more than just a means of conveying contact information; they are marketing tools that can be used in a purposeful way. It’s up to you to explore your purpose, goals, and then design accordingly.\r\n\r\nOriginally published on Shutterstock.', '5 Tips for Designing an Effective Business Card', '', 'inherit', 'closed', 'closed', '', '2118-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2118, 'http://cbx.cappendev.com/2118-revision-v1', 0, 'revision', '', 0), (2663, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'Dr Pepper Snapple Group aims to engage a fresh young generation with the redesigned graphics for the number one orange soda brand.\r\nCBX, a brand agency based in New York City, recently collaborated with Dr Pepper Snapple Group to refresh the packaging graphics for Sunkist® Soda, the number-one orange soda brand. Introduced in 1978, Sunkist Soda was once known for its California style.\r\n\r\nPrior to engaging CBX, Dr Pepper Snapple Group recognized an opportunity to reposition the Sunkist Soda brand, going back to its “fun in the sun” roots and targeting teens with a bull’s-eye age of 16 years, in order to better differentiate from competitors within the orange segment. There was then the opportunity to better align the packaging graphics with the revised brand positioning – “Sunkist Soda lets you shine.” CBX was engaged for this challenge.\r\n“Since 2008, our packaging has been missing the original sun graphic, an equity that has been present for much of the brand’s history. Without it, we lost a connection to our California beach story and lacked differentiation within the orange segment,” said Eric Blackwood, Director of Brand Marketing, Core Flavored Soft Drinks at Dr Pepper Snapple Group.\r\nWith this in mind, the CBX team worked with Dr Pepper Snapple Group to determine the visual opportunity areas for Sunkist Soda. “The sun graphic provided us with a great platform for expressing the brand. Our opportunity was to visually express the idea of ’liquid sunshine’ – it was all about harnessing the positivity and vitality we associate with the sun and using that energy to gain relevancy with our target,” said Satoru Wakeshima, CBX General Manager.\r\nThe design solution – the playful script brandmark was refined to capture a California surf vibe, and fresh flavor colors were introduced to give the package a sun-like glow. The reintroduction of a vibrant sun and refreshing condensation convey summer beach energy. By reversing the blue and white brand colors, and staging the logo right on the sun, CBX helped Sunkist Soda embody \"liquid sunshine\" and stand out on the shelf.\r\n\r\nRead More: http://www.packworld.com/package-design/graphic/liquid-sunshine-refresh-sunkist-soda', 'A \'Liquid Sunshine\' refresh for Sunkist Soda', '', 'inherit', 'closed', 'closed', '', '1887-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1887, 'http://cbx.cappendev.com/1887-revision-v1', 0, 'revision', '', 0), (2664, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'As major manufacturers add smaller brands to their portfolios, they can either use them to boost their potential or contribute to their demise\r\nIt’s long been considered smart business practice to surround one’s self with people who make them look good.\r\n\r\nMany food and beverage manufacturers are applying this philosophy to their portfolios by aligning themselves with brands that appeal to today’s health-conscious consumer. These better-for-you companies benefit from strong “health halos,” or consumer perception that they are more authentic and nutritious than other companies.\r\n\r\nMany legacy brands are angling to capture some of that halo for themselves, sparking a wave of natural and organic brand acquisitions by industry power players. Dr Pepper Snapple recently acquired enhanced water manufacturer Bai Brands. In 2015, Hormel Foods bought Applegate Farms, a leader in natural and organic meats, and General Mills picked up Annie’s Homegrown the year before that.\r\n\r\nChris Konyk, business consultant at Salient Management Company, believes that it’s pivotal for major food and beverage brands to change their image because many consumers associate these companies with unhealthy, sugary products.\r\n\r\n“These companies finally got the message that people are looking to improve their health and are monitoring what they purchase for their families and eat or drink daily. They need an image makeover,” he told Food Dive. “The key will be how quick these manufactures can react and reposition themselves. The quickest way to realign to consumers and change their image is build their portfolio with items the consumers are seeking.”\r\n\r\nChristina Papale, vice president of strategy and director of innovation for branding agency CBX, said the “better-for-you” trend has grown, both in interpretation and cultural demand.\r\n\r\n“What was once considered a small pillar of a conventional portfolio is now a mass-culture table stake with consumers willing to pay more for options with cleaner ingredients and higher health benefits,” she told Food Dive. “The key is preemptively identifying cultural trends, scooping them up early on, then leveraging their core consumer base to further build and expand on the brands.”\r\n\r\nAs consumer demand for healthier products increases, better-for-you brands are becoming more attractive to major food and beverage manufacturers as acquisition targets.\r\n\r\n“Consumers are changing the way that they eat, trading unhealthy items like sugary beverages and fast food for water and whole foods. Additionally, they are looking for healthier versions of the packaged foods they love (e.g., pretzels and cookies), like those containing whole grains or added nutrients,” Beth Vallen, associate professor of marketing and business law at Villanova School of Business, told Food Dive. “And it’s not only demand that is driving the trend, it’s the fact that people are willing to pay more for these foods that is driving the acquisition of these brands.”\r\n\r\nVallen said that adding a better-for-you brand to a portfolio can create a halo effect for other, less healthy brands by association.\r\n\r\nMarie Chan, a partner at brand consulting firm Vivaldi, said that when companies acquire better-for-you brands, it’s important that they carefully consider what the acquisition will do.\r\n\r\n“With portfolio strategy, the BFY brand should have a clear role — meeting a different need-state, catering to a different consumer, offering different functional features/benefits, playing in a new daypart and/or new channel — to minimize cannibalization and brand overlap,” she told Food Dive by email. “Brand architecture is equally important. You must give consideration as to how much or how little emphasis will be placed on the corporate brand.”\r\n\r\n\"\"\r\n\r\nConsumer attitude is everything\r\n\r\nDeveloping a brand, as a rule, may take a large company one to two years to get a product off the ground. With this timeframe, the manufacturer could already be beaten by a smaller, more nimble competitor.\r\n\r\n“Acquisitions are the quickest and easiest way to cut that time down,” Konyk said. “A company’s success is their speed to market. Some companies that seem to have the speed and dexterity to beat out competition are Preferred Popcorn with K & W Popcorn acquisition, Danone acquiring WhiteWave, and Kashi with Pure of Holland.”\r\n\r\nMondelez also acquired a brand with a health halo when it purchased allergen-free manufacturer Enjoy Life Foods in 2015. The hope was that it could help the company attract new consumers to its products.\r\n\r\nGeneral Mills drove an early entry strategy by acquiring small natural brands. It started in 1999, acquiring Small Planet Foods and bringing brands like organic produce pioneer Cascadian Farms into its fold.\r\n\r\nChan said that PepsiCo has also done a great job at diversifying its portfolio with better-for-you brands. She said the soda and snacking giant used its acquisitions to recognize that many consumers have different needs, tastes and wants.\r\n\r\n“You may want to start your day with a healthy breakfast from Quaker, but re-energize in the afternoon with Mountain Dew. Either way, PepsiCo has the products to fit your life,” she said. “What makes PepsiCo successful is that it’s segmented its portfolio into Fun for You, Good for You and Better for You, so that brands have a clear role to play in the portfolio and are afforded the right focus and resources.”\r\n\r\n\"\"\r\n\r\nHow acquisition can help — and hurt — better-for-you brands\r\n\r\nFiliberto Amati, a partner at branding firm Amati & Associates, said that when a conventional food or beverage producer buys a better-for-you brand, it usually is hoping to tap into a profitable niche where it would typically have no credibility to operate.\r\n\r\n“Normally, they keep the brands separated, albeit they leverage their distribution muscle and product supply efficiency as catalysts for growth of the acquired brand,” he told Food Dive. “This may not do anything for the image, but it certainly does a lot for the pockets.”\r\n\r\nIn many better-for-you acquisitions, Chan said, there is little to be gained from telling consumers about the acquisition upfront — like a label on products indicating animal welfare standard bearer Niman Ranch is a part of Perdue, or that organic and mission-based Annie’s is now a part of General Mills. In both cases, however, consumers benefit from greater distribution access and new products as a result of joining a much larger company.\r\n\r\nBy partnering with deep-pocketed corporations, smaller brands can expand the regions they serve, the lines they offer and the number of retailers that carry their products. They also get some big money behind them, which can help with marketing and any unforeseen challenges that arise.\r\n\r\nStill, this strategy doesn’t come without consequences. While the appeal of having deeper pockets and a larger reach could be mouthwatering to a startup or small brand, once a deal goes through, the better-for-you brand could suffer if the parent company treats it like the other brands in its portfolio.\r\n\r\n“It could lose its street credibility and put off customers by following traditional promotional routes,” Amati said. “However, if a brand stays true to itself, then the acquired brand image is immune to the effects of being associated with a larger manufacturer.\r\n\r\nKellogg\'s acquisition of organic cereal company, Kashi, did not give the company the exposure it wanted and led to a 35% market share loss to newer upstarts.\r\n\r\nAnalysts say many consumers supported these better-for-you brands in the first place because they weren’t large food companies. These smaller companies offered products that placed values above profit. If these brands jump aboard with multinational megacompanies and private equity, devotees could view their favorite brands as compromising those values.\r\n\r\n“Many of these brands started out as small, independent brands, and consumers may be skeptical that quality, ingredients and overall product healthfulness will remain after an acquisition of this type,” Vallen said. “This is especially true if the acquiring company is not known for healthy food brands.”\r\n\r\nPapale noted the impact depends on the type of acquisition and how the cultures of both companies mesh together. While some companies keep the brands and business intact, running as-is with existing leadership and changes that are “invisible” to its employees or day-to-day operations, others are executed more publicly with massive implications from the top down.\r\n\r\n“However way these acquisitions are played out, it becomes clear pretty quickly who the new sheriff is and how that’ll affect staff rationalization, brand spend, product changes etc.,” she said. “As such, it is imperative that companies are as transparent as possible when it comes to their actions, motives and goals moving forward with all brands.”\r\n\r\nKonyk has seen large companies acquire smaller ones and destroy any value the new company would have provided. Additionally, over the years, he’s witnessed acquisitions of a smaller company and never heard, saw or read anything of the larger brand they represented.\r\n\r\nOrangina, a popular European brand made with a juice blend and lightly carbonated water was purchased by Dr Pepper Snapple in 2006. Once part of the larger company\'s portfolio, it became obscure and less popular in the U.S. Odwalla, a smoothie brand, also lost most of its traction with consumers once rolled into Coca-Cola’s product line.\r\n\r\nSabra, makers of hummus spreads, is jointly owned by PepsiCo., and Israeli company Strauss. Eugenio Perrier, Sabra’s chief marketing officer, said he didn’t feel that PepsiCo interferes in Sabra’s operations at all. He also didn’t think the association with Pepsi reflected badly on Sabra — although understands that his brand helps Pepsi add more better-for-you products to its portfolio.\r\n\r\n“It has definitely given them [PepsiCo] openness to another part of the store—the perimeter of the store with our fresh offerings,” he told Food Dive. “We got with Pepsi the support of a company that was willing to advance growth. It’s a company that is in a good position to help us with distribution and management support.”\r\n\r\n\"\"\r\n\r\nShould companies advertise BFY acquisitions or keep quiet?\r\n\r\nAn acquiring company needs to assess its objectives when deciding how to get the word out about a new BFY brand, Vallen said. If the objective is to grow sales of the acquired brand, care should be taken to ensure that association with the parent company does not erode consumer trust or perceptions of product healthfulness.\r\n\r\nSome manufacturers will issue a press announcement while others will keep it quiet. Papale said this can be a sensitive decision. Regardless of the action the larger manufacturer decides to take, consumers can still see it negatively.\r\n\r\n“No matter what is done, it’s important to try to communicate as authentically and truthfully as possible about the acquisition,” she said. “Packaging is a unique way for brands to signify the new merger, helping to tell a new story both to retailers and consumers. With new ownership often comes distribution, so creating some excitement in a tangible way the consumer will interact with is a good option.”\r\n\r\nIn a perfect world, an acquisition helps both parties, Amati said. Ben & Jerry became truly global after the ice cream brand’s acquisition by Unilever, allowing the company to share its message on a larger scale.\r\n\r\n“Ideally, the acquisition is a win-win situation for all, allowing for wider distribution, the ability to leverage brand equity on both sides and an overall increase in consumer awareness,” he said.\r\n\r\nOriginally published in Food Dive\r\nPhotos courtesy of Food Dive', 'A Balancing Act: Does getting acquired tarnish the health halo of better-for-you brands?', '', 'inherit', 'closed', 'closed', '', '2292-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2292, 'http://cbx.cappendev.com/2292-revision-v1', 0, 'revision', '', 0), (2665, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'By Rick Barrack\nAt the end of the day, we’re in the interpretation business. In many cases, good design is a sign of how well a client and agency work together. I can almost envision the behind-the-scenes interactions that went on to land at the end results. And I’m willing to bet my girls’ college tuitions that the most successful designs are the result of the agency and the client knowing exactly where each other stands.\nRick Barrack, Chief Creative Officer and Founder of CBX, plays out a scenario for you on his personal life experience with clients and gives you five tips in how to avoid the \"WTF\" moments.\nOkay, here’s the scenario:\nWife wants to redecorate the bedroom, complete with hardwood floors, wallpaper and furniture. Thinking of summer camp tuition for my two girls (not to mention their eventual college tuitions), I quote the immortal Tom Waits: “Let’s put a new coat of paint on this lonesome old town.” Bickering ensues, we call a truce, and I ring the contractor. Explain the general vibe we’re going for. Ask him to bring us some paint samples.\nSo I’m all “WTF?” when he shows up a few days later with three samples in varying shades of blue: navy, cobalt and robin’s egg. And they are in an eggshell finish, not the flat we’d wanted.\n“Dude,” I say, motioning to the paints.\n“What?”\n“I hate blue.”\n“Oh. Sorry. You didn’t say that.”\nAnd that’s when it hit me: For a guy who spends his days trying to meet his client’s objectives, I completely forgot to provide my contractor with a clear creative brief, as we say in our business. Here I thought I was communicating my wants, when I’d obviously underestimated the details I’d provided during our conversation. The guy’s not a mind reader, so he did what he thought was right – anticipated my preferences – and told me what he thought would look best. Which was NOT what we were expecting – and actually pretty ballsy.\nHow many times have clients thought the very same way about design work presented to them by an agency? And how many brand managers, marketing VPs and CEOs have sat across from creative directors like myself and wondered, “Why couldn’t they make the package XX like we wanted, instead of YY?”\nSo there I was, having my second “WTF?” moment of the day. Because I’m definitely guilty of providing new ideas in a phase two presentation, even though the client never asked to see any. Or showing the client black along with the red they asked for. Probably because my personal philosophy is: Give them what they ask for, give them what they need. I’ll get an understanding of their creative brief so that I can then provide solutions they want as well as a few that maybe they haven’t thought of before. The riskiest proposition you can encounter is “change for change’s sake,” regardless of the clients’ personal preferences and business challenges. We need to listen to what’s been asked for and then deliver what we think is best.\nAt the end of the day, we’re in the interpretation business. In many cases, good design is a sign of how well a client and agency work together. I can almost envision the behind-the-scenes interactions that went on to land at the end results. And I’m willing to bet my girls’ college tuitions that the most successful designs are the result of the agency and the client knowing exactly where each other stands.\n \nHere are five fundamentals for clients and agencies to consider so they can avoid a “WTF” moment:\n \n1. Meet face-to-face.\nHad my contractor and I met in person to discuss what I wanted, there would have been little-to-no room for misinterpretation\n \n2. Play-it-back.\nAfter telling my contractor what I wanted, I should have made sure that he heard me, loud and clear, so that we were on the same page. After all, not everyone hears things the same way. It’s important to ask as many questions as you need to in order to reach a solution. (head nodding is the critical sign. . . Is everyone saying the same thing)\n \n3. Trust them.\nI hired my contractor for a reason – I should have trusted that any recommendation he made was considered and professional. Same goes for clients and agencies. Agencies may give you something different from what you asked for, but you can rest assured it is the result of thoughtful consideration.\n \n4. Think macro, not micro.\nI may not like the color blue provided to me by my but separating one’s own personal taste is critical to success.\n \n5. Don’t be too prescriptive.\nWhile we want a brief to be tight, you also want to have the freedom to be able to interpret that brief in creative ways. In retrospect, I should have left the door open a little so my contractor didn’t feel too confined, and had enough leeway to flex his muscle.\n \nFor your information, we ended up painting the bedroom grey, though I’m happy to say that a shade of blue was one of our Top Three choices. In the process, I learned two important lessons. #1: Always make your wife happy (while spending the least amount of money possible). And #2: Whenever you’re about to say “WTF?” to anyone – a contractor, a client, your kid – make sure you’ve been crystal clear in your expectations of them.\n\nhttp://www.thedieline.com/blog/2013/8/7/a-client-is-a-client-is-a-client.html\n', 'A Client is a Client is a Client', '', 'inherit', 'closed', 'closed', '', '1845-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1845, 'http://cbx.cappendev.com/1845-revision-v1', 0, 'revision', '', 0), (2666, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'Retailer Innovator of the Year Wawa recreates and enhances its brand in a new market\nTo say that Floridian consumers were desperately in need of a Wawa fix might be an overstatement. But then again, maybe not, according to posts on the Pennsylvania-based chain\'s heavily trafficked Facebook page.\n\n\"Desperately waiting for Sarasota FL Wawa\'s! Since moving from NJ having serious withdrawal!!!\" wrote one Florida convenience store customer.\n \n\n\"Can\'t wait until the one opens on 301 and MLK and the one on Hillsborough across from the Hard Rock – that will be TWO Wawas within a mile of me – doin\' the happy Wawa dance,\" another giddy Floridian recently posted on Wawa\'s Facebook page, which has accumulated more than 1 million \"likes.\" The only convenience store retailer with more Facebook likes is 7-Eleven. The international retailer has more than 3 million likes, but 10 times as many stores as Wawa.\n\n\nWawa opened its first Florida store – and first store outside its traditional Pennsylvania-New Jersey-Delaware-Maryland-Virginia market area – on July 18, 2012, in Orlando. The chain opened its 25th Sunshine State store just last month, also in the central Florida area, and now operates more than 630 convenience stores.\n\n\nThe fact that Wawa\'s leap of almost 1,000 miles south of its traditional markets has met or exceeded all expectations is \"frankly humbling,\" Wawa President and CEO Chris Gheysens said in an exclusive interview with Convenience Store News.\n\n\n\"From the beginning, one of our mantras was that we had only one chance to make a great first impression,\" said Gheysens, who noted that the expansion has not been without its \"learning experiences\" for the company.\n\n\nTo make this great first impression, Wawa needed to do more than just transplant its Mid-Atlantic store model to the South. \"We felt we needed a fresh design, driven by the psychology of the Florida customer. The new store design has really informed the majority of people who didn\'t previously know Wawa and what the brand stands for: fresh, great-quality food and beverages, and convenience.\"\n\n\nAlways one of the leading innovators in the c-store industry, Wawa in the past year seems to be taking convenience retailing to a new level. With its successful entry into Florida, innovative use of social media, a mobile app initiative and continued focus on the consumer, Wawa has been selected by the editors of CSNews as the 2013 Retailer Innovator of the Year.\n\n\nTo introduce itself to customers in central Florida, Wawa worked with store design firm CBX to unveil the retailer\'s first major new store concept since the late 1990s. The new design uses \"fresh\" decorating cues such as natural materials, floor to ceiling glass windows, warm colors, an outdoor seating area and a redesigned, highly visible kitchen/sandwich-making area.\n\n\n\"When you walk into the store, you see people making food, as well as digital signs romancing the offer,\" said Gheysens. \"There\'s no mistaking that we are in the fresh food and fresh beverage business.\" (Editor\'s note: Wawa\'s new store concept won an Honorable Mention award in September in the 2013 CSNews Store Design Contest.)\n\n\nAnother new innovation at its Florida stores is the institution of \"ambassadors\" at the front door to introduce people to the Wawa experience as they walk in. These associates are armed with an iPad-type, touchscreen ordering device. \"They have been very successful at walking customers through our offer, our culture and helping show them how to shop at a Wawa. They help to demystify the Wawa experience,\" the chief executive explained.\n\n\nAs mentioned earlier, Wawa\'s expansion into Florida didn\'t happen without resulting in \"learning experiences\" for the c-store retailer. But it\'s a testament to the company\'s innovative thinking that it has turned potential pitfalls into opportunities.\n\n\n\"We\'ve learned quite a bit,\" Gheysens noted. \"We hold ourselves to high standards for customer service and we found we did not build the associate side of the store sufficiently to handle the high volume of business we did right out of the gate in Florida.\"\n \n\nThe retailer found itself scrambling from the grand opening on July 18, 2012. To get customers in and out of the store within five minutes, Wawa quickly put in a speaker system for announcing to customers by order number when their food was ready for pickup at the counter.\n\n\nThe chain also needed to redesign the kitchen layout to make room for more sandwich-making equipment in order to handle orders more quickly. Subsequent Florida stores were built with more kitchen space to handle the high-velocity sandwich operation. Unexpectedly high initial sales also spurred the company to expand in other areas, such as its specialty espresso drinks and new milkshakes. Backroom storage space was also expanded at some stores.\n\n\nThe brand ambassador idea spurred more creative thinking as the retailer introduced expediters to work alongside the customer lines and take orders before they get to the counter.\n\nEven the outdoor seating concept has proven to be a happy \"learning experience\" for the retailer. Originally installed in the Florida stores to reinforce the food and beverage message, the seating areas are becoming very popular and heavily used by customers. So now, \"we are asking ourselves, how can we make it more functional?\" Gheysens told CSNews.\n\nAfter opening 25 stores in its first 13 months in Florida, Wawa expects to have 30 to 45 stores in the central Florida region by the end of this year. The company is currently pursuing more sites for ground-up units and its goal is to open between 20 and 25 stores per year in the area.\n
    \nGETTING SOCIAL & GOING MOBILE\n\n\"People love to engage with our brand,\" Gheysens said.\n\nThe company sees the benefits of using social media from both a community and brand perspective. Wawa\'s 1 million-plus likes puts it among the top 1 percent of pages on Facebook. It also has more than 23,000 Twitter \"followers.\"\n\n\nThe secret to its success? \"We try to let our authentic voice come through and you can see that customers really love to have a personal engagement with us,\" the CEO said.\n\nWawa\'s call center monitors all its social media sites on a 24/7 basis and attempts to respond to all customer feedback in a voice consistent with the company\'s brand message.\n\nUnlike many other c-store retailers who struggle with measuring their return on investment from social and digital media, Wawa feels it has a good handle on its social media investments. \"We measure all our advertising media and we feel the return we get on social media is one of the highest of any media we utilize,\" said Gheysens.\n\nIn the future, he said Wawa will be more focused on doing product promotions online and through social media, but the ultimate aim of its social and digital media initiatives is to help the retailer \"simplify our customers\' daily life.\"\n\nToward that end, Wawa is currently in the process of developing its first mobile app, which is expected to debut next year. \"We\'re taking our time with this,\" cautioned Gheysens. \"We want to integrate our app completely with the experience at the store level.\"\n\nWithout getting into specifics, he ticked off some of the possible app components that would fulfill its mission:\n\n Provide the ability to order and pay via the customer\'s mobile device. This could even be triggered automatically within a geographic perimeter of the store to which the customer is headed, or by a touch of the thumb.\n Provide nutritional information for food offerings.\n Find the lowest gas prices within a geographic range of the customer\'s mobile device.\n\n\"We know that 70 percent of our customers have a smartphone,\" noted Gheysens. \"And we know that a significant number of people at 4 p.m. don\'t know what they are having for dinner that evening. What Amazon.com has done to online retailing [in terms of speed of delivery and customizing offerings to customers] is going to happen to brick-and-mortar retailing. Mobile offers us the opportunity to do tailored marketing to customer-specific needs and to target offers to them that resonate better than anyone else\'s.\"\n\nGheysens described Wawa as more of a \"fast follower\" than a leader in innovation. Nevertheless, the c-store retailer\'s decentralized innovation process has made it \"very successful.\"\n\nMost of the focus of the past few years has been on product innovation, according to Gheysens. \"But now, we are thinking more about the process of innovation with the aim of getting ideas through the pipeline faster,\" he said. So, in addition to the product innovation being explored in the food area, the company is also looking at innovation in customer technology.\n\nGheysens expects product innovation will always be important, but customer technology and innovations in customer experience will be new areas that will extend and enhance the Wawa brand going forward.\n\nThe leap into Florida was certainly the high point of the past year for Wawa. Gheysens believes Wawa has not only made a great first impression, but it is continuing to build brand awareness and satisfaction with customers for the long term.\n\nhttp://www.csnews.com/article-a_great_first_impression-6321.html', 'A Great First Impression', '', 'inherit', 'closed', 'closed', '', '1857-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1857, 'http://cbx.cappendev.com/1857-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2667, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'As the Marketplace Fairness Act, otherwise known as the online sales tax, moves to the House, brick-and-mortar retailers should understand how it could affect their operations if it passes.\n\nThe new kid on the retail block is here to stay. As consumers’ shopping habits shift toward mobile and web purchases, traditional brick-and-mortar retailers continuously feel e-commerce’s tightening grip on consumer pocketbooks, and pet stores are no exception.\n\nThe pet industry has seen an uptick in online competition over the last few years as retailers like PetMed Express, Foster and Smith, and Wag.com gain market share. Online sales of pet food and supplies reached $2 billion in 2011, and are expected to rise to $2.5 billion by 2016, according to a December 2011 report from IBIS World, a Santa Monica, Calif.-based market research firm. PetMed Express and Foster and Smith were top earners online, earning an estimated $168.9 million and $162 million in sales in 2011, respectively.\n\nWith little overhead and smaller staffs, online retailers can offer pet owners lower prices. And, under a precedence set by a Supreme Court ruling in 1992, Internet sellers are exempt from collecting state sales tax; except in states where the business has a physical presence.\n\n“The Internet is a terrific marketplace for comparing prices,” says Joe Dowley, a partner who monitors tax law for clients at international firm McKenna Long & Aldridge, based in Washington, D.C. “If you add that on top of the fact that you don’t have to pay the sales tax, then you’re really cooking.”\n\nThese online advantages make competition stiff for Main Street, which is why many traditional retailers are hoping new legislation will help level the playing field. In May, the U.S. Senate passed the Marketplace Fairness Act (MFA), a bill that would require states to collect sales tax from online retailers at the time of the transaction—no matter where the business is located. Only online businesses with less than $1 million in annual sales would be exempt from the law.\n\nFor pet specialty retailers with stores in states that have a high sales tax, passage of the MFA could offer a break from online competitors. Teresa Miller, owner of Treats Unleashed, a St. Louis-based pet retail store with seven locations, says the nearly 10-percent sales tax her customers pay in some locations makes it harder for her to compete with online retailers. “At 10 percent [sales tax], it’s almost a premium if you’re buying local, and it becomes a complete disadvantage when you’re trying to compete online,” she says.\n\nMiller—who lobbied for passage of the bill in Washington, D.C., in April—says the Marketplace Fairness Act is important because it sets a standard and provides consistency across all states. “If passed, it will level the playing field with some of those gigantic online companies, who right now are strategically putting themselves [in locations] where they don’t have to pay the sales tax,” she adds.\n\nOther provisions of the bill could help brick-and-mortar pet retailers, like Miller, looking to add or grow an online store of their own. Under the MFA, states would be required to simplify their sales tax laws in an effort to make multi-state collection easier, or can join the Streamlined Sales and Use Tax Agreement (SSUTA)—a governing board that harmonizes the administration and collection of sales and use taxes among member states, of which 24 are currently members.\n\n“The Streamlined Sales Tax and Use agreement would make [this collection] easier for online sellers. It makes it easier for states to calculate who gets what in a transaction, and it makes it easier for retailers to purchase a software, which gives them the opportunity to determine how to assess the tax in a particular state or jurisdiction,” Dowley says.\n\nThat simplification, says Miller, will help her develop a business plan for growth of Treats Unleashed’s online store. While her online sales are still under $1 million, the MFA’s requirements of states to simplify their tax laws or join SSUTA, would help Miller move forward with her plans to grow the online store.\n\n“If it doesn’t get passed, I’m scared the states will develop their own enforcement policies, and I’m going to have to keep track of 50 different states with 50 different polices,” Miller says. “[The Marketplace Fairness Act] would give us a consistent way to put this in place, with a standard software and practice so retailers can collect [the taxes] without 50 different rules.”\n\nWhile the MFA awaits its vote in the House of Representatives, Dowley says the bill is inevitable. “The [Supreme Court] left it open for Congress to change the law, and it has been brewing for several years, particularly since the Internet has grown by leaps and bounds,” he says.\n\nStill, Miller recognizes that customers will continue to make purchases online. “It’s not really about brick-and-mortar versus the Internet sellers,” she says. “It’s about fairness or at least a consistency across both mediums.”\n\n \n\nAnother Piece to the Puzzle\nWhile passage of the Marketplace Fairness Act (MFA) could offer brick-and-mortar pet specialty retailers more equality with their online competitors, online sales will continue to grow at double-digit rates over the next 10 years—and in order to stay competitive, traditional retailers will need to offer pet owners what online retailers simply cannot.\n\n“Retailers should not be looking at the Marketplace Fairness Act as any kind of relief from Internet competition,” says Crosby Renwick, executive director of strategy at CBX, a New York City-based brand agency and retail design consultancy. “It will level the field on sales tax, but that’s a small piece of the puzzle.”\n\nIn order to break through the barrier and ease the competition, asserts Renwick, Main Street retailers need to reinvent what their purpose is on the retail landscape. Services like grooming and daycare are benefits online retailers cannot offer, however many retailers may not realize that the greatest asset they have over their competitors is their physical space.\n\n“Retailers can use their physical space to their advantage to make their store a social meeting place,” Renwick says. Bringing pet owners together through events—for example, hosting an event that exclusively gathers Boston Terrier lovers—gives customers a reason to make an extra trip to the local pet store. And while customers are basking in Boston Terrier glory, they will browse and most likely make a purchase, Renwick says.\n\n“Retailers have their ace in the hole being a physical place where people of like minds can get together,” he says. “What they have to sell is a social connection and a relationship. The goods will surround that, and it will engender the sales of those goods.”\n\nhttp://www.petbusiness.com/articles/2013-07-01/A-Move-Toward-Equality', 'A Move Toward Equality', '', 'inherit', 'closed', 'closed', '', '1830-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1830, 'http://cbx.cappendev.com/1830-revision-v1', 0, 'revision', '', 0), (2668, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'Raybern\'s®, the company behind the #1 U.S. selling Philly Cheesesteak sandwich (Source: Nielsen xAOC ending June 7, 2014), stands out in the frozen food cases more than ever thanks to a newly completed packaging graphic redesign by leading global brand agency CBX.\r\n\"Raybern\'s has provided families with delicious, and convenient sandwiches, snacks and appetizers for more than 30 years and is famous for inventing the frozen deli sandwich,\" said Rob Leibowitz, CEO, Raybern Foods. \"Consumers consistently describe our handcrafted sandwiches as hearty and delicious. The goal of our partnership with CBX and this graphic redesign project was to ensure that our exceptional product delivery and consumer experience were significantly more visually apparent and appealing at shelf.\"\r\n\r\n\"Elements of the redesign included a new graphics system and typography, a strong focus on mouth-watering food photography, as well as messaging that emphasizes the handcrafted nature of the company\'s sandwiches,\" noted CBX Chief Creative Officer, Rick Barrack.\r\n\r\nCreated by the company\'s founder more than 30 years ago, Raybern\'s original bread recipe delivers a deli-soft roll after just 90 seconds in the microwave. To this day, the bread is baked daily onsite and is one of the key components of the sandwiches. The meats are artisanally seasoned, cooked and sliced deli thin. To complete the authentic experience, the sandwiches are handcrafted and individually wrapped in butcher paper. \"New customers were often surprised at just how great the sandwiches actually tasted,\" said Barrack. \"Meanwhile, the old packaging design was functional, but lacked true stand-out appetite appeal. The graphics system was also a bit fragmented at shelf.\"\r\n\r\nCBX\'s redesign focused on clarity and consistency as well as the artistic and emotive side of the Hayward, Calif.-based brand. \"We reorganized the packaging information and added more romance and food appeal to convey the satisfying and satiating experience of these artisanal products,\" Barrack explained. \"For example, we used parchment paper for the backdrop, with the sandwich beautifully photographed along with \'perfectly imperfect\' nuances such as crumbing on the surface.\" The branding firm\'s introduction of classic typographical elements also helped increase shelf presence and enhance the overall impression.\r\n\r\nAt a time when more consumers put high value on authenticity, the CBX team felt it made good sense to better articulate Raybern\'s authentic story. \"That\'s why you\'ll see the term \'handcrafted\' more prominently on the new packaging,\" Barrack said. \"We wanted to move toward something that felt more authentic, real and genuine.\"\r\n\r\nToday, Raybern\'s continues to support its best-selling items as well as introducing new sandwiches, snacks and appetizer varieties to best satisfy America\'s ever-evolving tastes and preferences. \"This strategy is sure to appeal to current fans and win new customers,\" said Barrack. \"By offering more \'pop\' at shelf, the comprehensive redesign will no doubt contribute to these efforts by increasing product trial.\" Raybern\'s sandwiches are found in the freezer and deli sections of retailers including Walmart, Costco, Sam\'s Club, Smart & Final, HEB, ShopRite, Ahold, BI-LO, Lucky\'s, Savemart, Raley\'s, Wakefern, Carrs-Safeway, Randalls, Tom Thumb and select Safeway locations.\r\n\r\nAbout Raybern Foods:\r\nRaybern\'s is a 30-year-old family founded company that hand crafts millions of sandwiches every month. Available in deli and freezer sections at retailers nationwide, Raybern\'s sandwiches include the #1 selling Philly Cheesesteak sandwich in the U.S. (Source: Nielsen xAOC ending June 7, 2014). Raybern\'s invented the frozen deli sandwich, using top quality meats, delicious sauces and hearty cheeses and a unique bread recipe that cooks up \'bakery soft\' after just 90 seconds in the microwave. Learn more at www.Rayberns.com or www.facebook.com/Rayberns.\r\n\r\nAs seen in:\r\nYahoo Biz\r\nBoston.com\r\nPackaging World\r\nFood & Beverage Packaging\r\nBrandpackaging', 'A Tasty New Look for Raybern\'s', '', 'inherit', 'closed', 'closed', '', '1974-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1974, 'http://cbx.cappendev.com/1974-revision-v1', 0, 'revision', '', 0), (2669, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    \"\"By Rick Barrack:\r\nIt’s just about that time again. My excitement at the fact that Punxsutawney Phil, the undisputed king of the prognosticating groundhogs, did NOT see his shadow last week (which as we’ve collectively convinced ourselves means Spring draws nigh!) was tempered somewhat by the fast approaching task of having to once again, rack my brain to find the perfect Valentine’s Day gift.\r\n\r\nI have a pretty illustrious track record of splendid Valentine’s Day gift (if I say so myself. My wife might disagree. But she’d be wrong) so setting such a high standard means my margin for error diminishes significantly every year. And as I am sitting staring at the eight open windows on my computer’s desktop, desperately trying to get ideas, inspirations, celestial epiphanies as to what to buy my wife this year, I was struck by the following realizations. I was outraged, actually—and they weren’t realizations, they were questions. Namely:\r\n\r\nWhat’s with the red? Everything I’m seeing is red. Why does everything HAVE to be red? When did red become the official color of Valentine’s Day? We all sort of accept it as a matter of cultural fiat but who made that decision?\r\nAnd what about the heart thing?\r\n\r\nSt. Valentine’s Day, historically speaking, started off with no sentimental or romantic elements whatsoever. In fact the Valentines—there were a couple—were martyrs who were killed by Roman emperors. Not exactly an occasion you remember through the giving of chocolates, is it? Where did the heart-shaped jewelry come in? The flowers?\r\n\r\nFor God’s sakes, the chocolate-covered strawberries in a heart-shaped box?!\r\n\r\nSo, why are we held hostage by those specific gift items, from heart-shaped jewelry to flowers?\r\n\r\nAnd this got me thinking as I was scrolling furiously: the whole held-hostage-by-gifts thing wouldn’t be so bad if the biggest (and honestly, the most practical) brands in Valentine-dom weren’t so, well, cheesy. Insipid. Dated. Antiquated. Dull. Here are my thoughts on just a few:\r\n\r\nRussell Stover They’ve been around since 1923, the year the actual Russell Stover founded the company. (Little known fact: Russell Stover also created the name Eskimo Pie.) And it shows because their branding would have looked totally appropriate on “Little House on the Prairie.” They’re also the foremost purveyor of the red, heart-shaped box of chocolates, which I find so utterly devoid of charm. Can the company stand for anything besides chocolate on Valentine’s Day? It’s a fairly limited piece of the pie they’re going for, and a refresh of their stale brand identity would seem to be in order, certainly if they want to appeal to a younger, more traveled and design-savvy audience.\r\n\r\nHallmark When I think of Valentine’s Day cards. I think of Hallmark. Millions of people do. This is good. It’s a giant company that strives to help people express what’s in their hearts on A1-size cardstock (Hallmark even owns Crayola). Terrific brand value there—but would it kill them to modernize their identity a little bit? The company is 100 years old. The logo has remained virtually unchanged since the 1950s. Can we do something about the crown?\r\nFTD This company is so old, the original FTD acronym stood for Florists’ Telegraph Delivery. And the vaguely Silver Surfer-ish winged-foot-and-hatted eunuch clutching the bouquet of flowers as if he’s about to whip them at you like a discus? That’s Mercury Man (Hermes Man if you prefer the Greek version). He’s the Roman god of commerce and invention and was chosen as the company logo in 1914! FTD sorely needs to update that logo and think about a far more relevant contemporary iconography and overall brand identity.\r\n\r\nAnd I can think of a couple different ways to start.\r\n\r\nOne, since FTD delivers many things other than flowers nowadays. How about changing the meaning of the acronym from its current Florists’ Transworld Delivery (huh?) to Favorite Things Delivered? Because that’s what you do on V-Day isn’t it? You want to get your sweetheart’s (new) favorite thing delivered with unfailing timeliness.

    \r\n\r\n\r\n', 'A Valentine’s Day Brand Gets a Makeover', '', 'inherit', 'closed', 'closed', '', '1558-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1558, 'http://cbx.cappendev.com/1558-revision-v1', 0, 'revision', '', 0), (2670, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'Readers weigh in on Van Gogh Vodka\'s redesign.\r\nIn an effort to animate and reinvigorate the brand’s connection to art, Van Gogh Vodka has redesigned its packaging. “With this new package, we strove to create a collection of labels that are equal parts artistic and appealing—each one had to be a work of art to match the craftsmanship of the liquid inside, translating the spirit of Van Gogh’s Expressionism and bold vision in an engaging manner,” Norman Bonchick, chairman and CEO, 375 Park Avenue Spirits, the importer of Van Gogh Vodka, tells Package Design.\r\n\r\n“It was important that the new package live up to and respect our namesake, Vincent Van Gogh. “By working with an artist who painted through the lens of Van Gogh we were able to have paintings created using our 16 signature flavors as inspiration. Each of these paintings then became one of the labels you see with the release of the new package.”\r\n\r\nIn this the final installment of Field Notes, we ask Package Design readers if the new packages are stars or if the designs leave 375 Park Avenue Spirits’ branding goals in the fields.\r\n

    Allison Koller\r\nExecutive creative director, CBX

    \r\n

    There’s no question this is flavored vodka and that it will create a strong block at shelf. Perhaps the missed opportunity is in fully capturing the expressionistic spirit and style of Van Gogh’s paintings. The flavored variants could have been pushed further, so they were less literal and more abstract. This would have created a much more artistic spirit for a brand intent on celebrating its handcrafted tradition.

    \r\nRead the full article in Package Design Magazine\r\nPhoto courtesy of Package Design Magazine\r\n\r\n ', 'A Work of Art?', '', 'inherit', 'closed', 'closed', '', '2285-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2285, 'http://cbx.cappendev.com/2285-revision-v1', 0, 'revision', '', 0), (2671, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    CBX Helps Create Brand Alternative Approach for Live Better,Preferred Pet and Market Spa Brands\r\n\r\nNew York, NY – September 14th, 2009 – The Great Atlantic & Pacific Tea Company (A&P) has been named Store Brand Retailer of the Year by Private Label Magazine for a reason. Since its acquisition of Pathmark in late 2007, the Montvale, NJ-based retailer has embarked on a massive expansion of its “Own Brands” private label program. Three of these brands, Live Better, Preferred Pet, and Market Spa are part of a portfolio of brands that provide proprietary, innovative, high-quality products to meet the changing needs of shoppers.\r\n\r\nCBX Strategic Branding worked on the three branding initiatives. \"We worked closely with the A&P team to tell a story with all of the products, so that each would be a unique and ownable brand for A&P,\" says Todd Maute, CBX Strategic Branding.\r\n\r\n\"We could not be recognized for our efforts without the creativity and insight provided by the CBX Team,\" says Doug Palmer, VP of Own Brands for A&P.\r\n\r\nThe Way to Live Better\r\nThe first, Live Better, is a line of OTC pharmaceutical and beauty products. CBX approached this brand with a fresh, quality of life message. \"The challenge was to create a brand that is more about lifestyle and less about price. Ultimately, this would provide A&P with a unique, ownable brand that ties directly into their marketing strategy for the pharmacy department,\" says Maute, CBX Strategic Branding. The Live Better logo forms a banner stretching across a sky blue background and works to enhance the efcacy message. The brand architecture helps unify and identify products in a complex and competitive category. A color band system calls out product benets and provides differentiation between the products. The design system is applied across a range of over 1,000 SKUs while also addressing multiple packaging substrates, print technologies and marketing imagery.\r\n\r\nPreferred Pet to the Rescue\r\nWith improved product quality and a plan to expand the brand\'s presence, CBX redesigned the Preferred Pet brand and created a brand system that addresses the entire pet category including dry, wet, dog, cat, and treats. \"This was an opportunity to enhance value, but also create a brand strategy in tune with the needs of pet owners and the emotional connection they have with their pets,\" says Maute, CBX. After one A&P employee volunteered her pets, which were rescued dogs, to be the stars on the package, the idea of using rescue animals as packaging \"models\" across the entire line became reality. The animals featured on the packaging came from various rescue shelters and their stories appear on the back panel. A rened and elegant typeface chosen for the new brand identity signals the high-quality product while a heart-shaped graphic speaks to the emotional connection consumers have with their pets. Bright primary colors on a white background make the packages stand out on the shelf and easy to shop.\r\n\r\nSpend a Day at the A&P Spa\r\nFor consumers who want to be pampered, CBX created the brand name and packaging system for Market Spa, a line of health and beauty aids products. \"The name connotes a spa/quality experience and elevates the perception of products in the category,\" says Maute, CBX. \"We took a refined and sophisticated approach to the new brand identity and combined it with an apothecary style,\" says Maute. Soft, warm colors, and images that connote a visit to a spa adorn a line of body washes, shampoos, conditioners, lotions, etc. The line is designed to appeal across multiple consumer segments.\r\n\r\n\"Through expansion and redesign, we are providing our shoppers with alternative brands that fulfill their needs and offer complete solutions for different lifestyles,\" says Doug Palmer, Vice President of Own Brands at A&P.\r\n\r\nAbout The Great Atlantic & Pacific Tea Company, Inc.\r\nFounded in 1859, A&P is one of the nation\'s first supermarket chains. The Company operates 435 stores in 8 states and the District of Columbia under the following trade names: A&P, Waldbaum\'s, Pathmark, Best Cellars, The Food Emporium, Super Foodmart, Super Fresh and Food Basics.', 'A&P Tells its Own Story With Expansion of its Private Label Program', '', 'inherit', 'closed', 'closed', '', '1629-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1629, 'http://cbx.cappendev.com/1629-revision-v1', 0, 'revision', '', 0), (2672, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    Kate Bittman joined the New York office of Rodale as associate director for communications at Men’s Health magazine. She had been public relations manager at The New Yorker magazine, part of the Condé Nast Publications division of Advance Publications.\r\nJames Brooks joined Forge Worldwide, Boston, as an interactive art director. He had been a senior designer at the Boston office of Digitas, part of the VivaKi division of the Publicis Groupe.\r\n\r\nAndrew Campbell and Dominick Cirigliano joined CBX, New York, as vice presidents, responsible for business development. Mr. Campbell had led business development efforts at Innovations and Development and Mr. Cirigliano had been director for business development at Brand Engineers.\r\n\r\nThe Coca-Cola Company expanded its relationship with the Indonesian operation of McCann Worldgroup, part of the Interpublic Group of Companies, by naming it agency of record for all sparkling beverages. The agency will continue to create campaigns for Coca-Cola and also handle the Fanta and Sprite brands, which had been handled by the Jakarta office of Ogilvy & Mather Worldwide, part of WPP. Billings were not disclosed.\r\n\r\nDave Damman, executive creative director at Carmichael Lynch, Minneapolis, owned by the Interpublic Group of Companies, was promoted to chief creative officer, which had been a vacant post.\r\n\r\nDiana DiGuido joined PM Digital, New York, in a new post, senior director for client services. She had most recently been an account director at Zeta Interactive.\r\n\r\nRick Doerr joined the New York office of T3 as senior vice president and managing director, succeeding Jane Crisan, who left to join the Garage Team Mazda, Irvine, Calif., part of WPP. Mr. Doerr had been managing director at BBDO Hong Kong, part of the BBDO Worldwide division of the Omnicom Group, and also served as regional business development director for Asia.\r\n\r\nGood Housekeeping, New York, part of the Hearst Magazines unit of the Hearst Corporation, made two appointments. Sara Rad, director for brand development, was promoted to director for advertising and brand development. And Christine Rannazzisi-Gerstein, associate publisher for marketing at another Hearst magazine, Country Living, will also serve as associate publisher for marketing at Good Housekeeping; that post had been vacant since last summer, when Renée Lewin became associate publisher for marketing at Harper’s Bazaar, also a Hearst magazine.\r\n\r\nHorizon Media, New York, promoted two executives in its Los Angeles office. Zach Rosenberg, general manager, becomes executive vice president and chief growth officer, a new post. Serena Duff, executive vice president and managing partner, becomes executive vice president and general manager for the Western region.\r\n\r\nRyan Ku joined Dojo, San Francisco, in a new post, planning director. He had most recently been a brand strategist at Eleven, San Francisco.\r\n\r\nGustavo Lauria joined the Vidal Partnership, New York, as managing partner and chief creative officer, succeeding Mauricio Galván, who left to become chief creative officer at Totality. Mr. Lauria had most recently been creative director at La Comunidad, Miami.\r\n\r\nRon Levy joined the New York office of Broadway Systems as senior vice president, overseeing client services and account management. He had most recently been senior vice president at MediaBank, which merged with Donovan Data Systems to form MediaOcean.\r\n\r\nPeter A. Mayer Advertising, New Orleans, hired five employees. They are Erin Durbin, a digital account executive; Emily Edison, a junior account executive; Valerie Galati, an associate project manager for the CenturyLink account; Brian Oberkirch, director for interactive strategy; and Danielle Russo, a graphic designer.\r\n\r\nJim Moise joined Good Technology, Sunnyvale, Calif., in a new post, chief revenue officer. He had most recently been senior vice president for sales and operations at SupportSpace.\r\n\r\nTim Morral, who had been a freelance copywriter for Walker Sands Communications, Chicago, was promoted to senior copywriter.\r\n\r\nBurns Patterson, executive vice president at Middleton & Gendron Brand Communications, New York, was promoted to a new post, chief operating officer. Also, two vice presidents, Jay Austin and Patricia Nugent, were promoted to senior vice presidents. The changes are part of a reorganization of the agency.\r\n\r\nRingling Brothers and Barnum & Bailey Circus, Vienna, Va., part of Feld Entertainment, chose the Geppetto Group, New York, part of WPP, as agency of record for the its 142nd show. Billings were not disclosed. The assignment had previously been handled internally.\r\n\r\nXiaoming Shao joined Maxifier, New York, in a new post, managing director for the Asia-Pacific region. He had held a similar post at AudienceScience, New York.\r\n\r\nEllen Sluder joined CoreBrand, New York, in a new post, director for business development. She had been director for marketing and business development at Fleet Aviation.\r\n\r\nSubway, Milford, Conn., consolidated its United States media services account by naming MediaCom, New York, part of the GroupM division of WPP, which already handles planning and buying for traditional media, to also handle planning and buying for digital media. The digital assignment, with spending estimated at $25 million to $30 million, had been handled by Publicis Modem, part of the Publicis Groupe. Spending in traditional media was estimated at more than $400 million.\r\n\r\nTillamook County Creamery Association, Tillamook, Ore., selected Vendor, Austin, Tex., to create two campaigns, one for the Texas market and one for several Western markets. Spending was not disclosed. The association, which makes cheeses, yogurts and other dairy products, had previously worked with Mono, Minneapolis, part of MDC Partners, for creative duties.\r\n\r\nU.S. Cotton, Gastonia, N.C., named Marcus Thomas, Cleveland, as agency of record for the Swisspers line of cotton-based health and beauty aids. Spending for the assignment, which had been handled by Breehl, Traynor & Zehe, Cleveland, was not disclosed.\r\n\r\nJeff Voigt joined Doner, Southfield, Mich., in a new post, senior vice president for media insights. He had been senior partner and group communications research director at Team Detroit, part of WPP.\r\n\r\nJim Wayand joined the San Francisco office of MRM Worldwide as global business leader for Team Intel, which is dedicated to the Intel account. He succeeds Marylee George, who will lead the digital marketing group relationship with Intel. Mr. Wayand had been at Microsoft, leading assignments for the Microsoft Store and the Bing Marketing Engagement Team.\r\n\r\nColby Wilson joined Parliament, Portland, Ore., in a new post, director for client services. He had been director for operations at the Opus Creative Group, Portland.\r\n\r\nhttp://www.nytimes.com/2012/02/13/business/webdenda.html?_r=1&pagewanted=all', 'Accounts and People of Note in the Advertising Industry', '', 'inherit', 'closed', 'closed', '', '1690-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1690, 'http://cbx.cappendev.com/1690-revision-v1', 0, 'revision', '', 0), (2673, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '\"\"By Gregg S. Lipman:\r\nLast month, there were mumblings that Spain might be saying \"adios\" to the siesta due to the Eurozone crisis that has been rocking Europe for the past several years. This mid-day break - often consisting of a multi-course meal followed by a snooze - is costly for both Spanish workers who no longer have money to spend on long meals, and for companies who cannot afford to have their workers being less productive in the afternoons. Now, in a time every Euro counts in the family budget, and every hour counts toward a company\'s bottom line, workers have taken to eating their lunches in the office with their co-workers or even (gasp!) eating lunch in front of their desks.\r\n\r\nThis behavioral shift in the Spanish culture means big opportunity for brands that previously have not had a huge presence in Spain. For the first time in their professional lives, Spanish workers will now need to figure out how to bring meals into the office, make meals in the office and enjoy meals - yup, you guessed it - in the office.\r\n\r\nFood storage brands like Snapware, Tupperware and Ziploc can obviously provide answers to the first question, through storage solutions that enable workers to bring their meals from home to the office with ease. Sure, this seems like an obvious choice for Americans, who have been taking their lunches to work for years. But for Spaniards, \"brown bagging\" is a foreign concept with which they are quickly becoming acquainted. These brands can break the taboo with sub-brands or products that target the needs of that region. Perhaps a sleeker, more European design would appeal to Spanish sensibilities and tastes.\r\n\r\nAmericans have been bringing microwavable meals - everything from soups to lasagna - to the office for decades. But Spaniards, and Europeans in general, tend to look down upon anything frozen or processed. Part of this is due to their access to fresh fruits, vegetables and meats at their local markets, and part of it is because the more leisurely meal, often enjoyed with family, has a greater emphasis - and longer history - in those countries. But brands like Buitoni, Amy\'s Organic and Healthy Choice have been offering, \"almost made fresh\" prepared foods in the US for many years now, and could likely translate their offerings to meet the tastes and needs of Spanish audiences. Incorporating typically Iberian flavors like saffron and vinegar, meats such as Jamon Serrano, fish such as shrimp and merluza, beans such as chickpeas and starches like rice would all help win over Spanish audiences. And whereas Americans often eat a single item for lunch, meals introduced to Spanish audiences could consist of anywhere from three to five courses, to be more consistent with the restaurant lunches they previously enjoyed.\r\n\r\nBut just changing WHAT people eat won\'t fill the void left by the siesta. People who previously left the office for two hours or more - and often had a nap during that time - are going to need to discover HOW relax in the office. One possible way they can fill the void is by having longer meals in the office, and to make these meals actual events, like \"pot-luck\" lunches in which workers bring dishes that can be shared. Google does a great job of keeping people happy in the office at lunchtime, by offering several different cafes at its Googleplex headquarters, all of them rumored to be good, a well as lunchtime entertainment, lunch-and-learns and lectures. The technology giant also recently implemented a monthly \"silent lunch\" that helps employees rejuvenate during the day and which revives the corporate culture of innovation, community and doing the right thing.\" While Spaniards aren\'t exactly known for being a quiet culture, this communal breath during the day might be a welcome break.\r\n\r\nAnd what about the nap that is the siesta\'s trademark? The new structure brings about a need for new innovations that will let workers take a snooze at their desks. As a result, companies may start having functional lounges, in which people can crash on a couch for a few minutes, or may even incorporate \"nap pods\" into their designs (not unlike the ones at the \"Oasis,\" HuffPo-sponsored centers at the Republican and Democratic National Conventions). Not to mention, a shorter lunch break could mean that the other two meals of the day - breakfast and dinner - may get expanded, in turn presenting even more brand opportunities. So while a siesta-less Spain may leave a void in the hearts of Spaniards, this potential cultural shift presents a huge business opportunity that today\'s food brands can fulfill.', 'Adios, Siesta...Hello Major Business Opportunity', '', 'inherit', 'closed', 'closed', '', '1649-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1649, 'http://cbx.cappendev.com/1649-revision-v1', 0, 'revision', '', 0), (2674, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    For consumers, it’s a not-so-fine line between love and disgust By: Robert Klara\r\n\r\nLegal disputes over advertising seldom get much public attention, but a recent decision out of the U.S. District Court for the District of Columbia was an exception: It made headlines.\r\nIn a controversial preliminary injunction, Judge Richard Leon blocked the Food and Drug Administration from forcing cigarette brands to place gruesome photos of blackened lungs and cancer-riddled corpses on its packs—a mandate that was to have gone into effect this September. Warning labels were one thing, the court said, because they were statements of empirical fact. But the proposed images, emotional and deeply disturbing, constituted “commercial speech” and as such were an effort to force a brand to advertise against itself. The FDA has since appealed, and some legal experts say that this case may well end up in the Supreme Court.\r\n\r\nUntil it does, however, the case has resurrected a larger issue that’s one of marketing’s most enduring hot potatoes: the use of explicit images to get consumers’ attention—also known as “shockvertising.”\r\n\r\nShock tactics have been around for awhile. Though some of the material may seem relatively tame today, the commercial featuring the 15-year-old topless Brooke Shields confessing that nothing came between her and her Calvin Klein jeans dropped many jaws in 1980, as did the Partnership for a Drug Free America’s “This is your brain on drugs” in 1987. (That spot showed a man cracking an egg on a hot frying pan.)\r\n\r\nWhile some have argued that shockvertising had been done to death by the end of the ’80s, that hasn’t stopped brands from playing the shock card, from fashion label Mangano’s bisexual orgy ads (2009) to Federici ice cream ads depicting a pregnant nun (2010) to dark-horse presidential candidate Terry Randall’s ad for the Super Bowl, featuring dead and dismembered fetuses (2012), banned just days before the game. Why do so many still use it?\r\n\r\nThat’s probably an obvious one. For as much as the Web may have toughened the societal skin to amateur porn and gross-out videos, graphic images still stand out in a crowded media landscape. According to a white paper presented in London last year at the Center for Innovations in Business and Management Practices, “Advertising agencies are facing difficulties in reaching the customer effectively, so they are using shock advertisements to pierce through this data clutter.”\r\n\r\nBut the piercing can be tricky. Images that may have offended a generation ago are ubiquitous today, which means brands looking to shock must keep increasing the voltage. “The identification with and understanding of metaphor has increased so much that you need to ratchet things up, keep pushing the envelope,” says psychologist Robert Passikoff, founder and president of consultancy Brand Keys. As veteran adman Ray Black has written, “The major flaw in shock strategy is that it’s like a drug. You have to increase the dose …to remain visible, but there’s a limit to how much of that the public will cop.”\r\n\r\nIndeed, there is a limit. Though nearly a third of consumers believed that shock value was an “effective” advertising tool, according to a Media Curves poll conducted in 2009, 58 percent of consumers preferred messages containing wit and humor. Shockvertising’s critics also note that while the tactic turns heads, there’s a big difference between generating attention and generating sales.\r\n\r\nThis is probably why many branding consultants are lukewarm on shockvertising when asked if it’s an effective and reliable way to build a brand’s reputation and bottom line. “The percentages on it are no better than with any other kind of advertising,” says Hayes Roth, chief marketing officer at global brand consultancy Landor.\r\n\r\n“Reliable? It’s clearly going to be very unreliable as far as what’s going to happen when you shock people,” adds marketing consultant Julia Beardwood of Beardwood & Co. “It gets people to pay attention—but how do you quantify that?” asks Rick Barrack, chief creative officer of brand consultancy CBX.\r\n\r\nYou can’t. But you can draw some conclusions from the textbook cases to follow. As the FDA/tobacco case slowly snakes its way through the courts, we decided to look back at a few of the more famous shock ads of the past two decades—and evaluate just how well (or not) they did their jobs.\r\n\r\n1. Deadly Smoking Pics (2011) When President Obama signed the Family Smoking Prevention and Tobacco Control Act into law in 2009, the FDA gained the authority to regulate the sales of cigarettes. In the summer of last year, the FDA selected nine compulsory images tobacco brands were to display, including a black lung, a mouth riddled with cancerous lesions and a bare-chested male cadaver. Not only did the FDA require the photos to appear on the top halves of cigarette packs (front and back), the agency admitted that the photos had been digitally manipulated to make them ghastlier. The tobacco brands fought back last August, and the legal ball remains in play. “By no means is this over,” says civil liberties litigator Daniel Schwartz, who works for renowned activist attorney Harvey Silverglate. What’s most interesting about the graphic images, Schwartz says, is that “the FDA doesn’t even think they’ll reduce smoking that much.” In fact, the FDA’s own analyst admitted: “Estimation of the effectiveness [of the graphic images] is subject to a large uncertainty.” Stay tuned on this one.\r\n\r\n\"\"\r\n\r\n2. Four Nuns and a Naked Adonis (2008) In 2008, working with its new agency Fallon Worldwide, Minneapolis, the upscale fitness-club chain Equinox launched a campaign titled “happily ever...” Most of the glossy magazine ads were the fleshy sort of thing you’d expect from a health club. But one of them—which debuted in Boston magazine that January—was a bit more. The ad portrayed a surreal art class where students sketching the naked male model happened to be nuns, one of whom was wearing a garter belt. Equinox corporate called the ad “thought-provoking” and a “blending of fantasy and impact.” Well, they got the impact part right. The Catholic Action League slammed Equinox for its “callous contempt for the sensibility of Catholics,” and, while the ad disappeared soon after, the controversy itself spread as far as newscasts in Hawaii. Branding consultant Julia Beardwood (who has worked with Equinox, though not on this campaign) ventures that “the ad didn’t harm them in any way, even when they backed down. It got people talking, so there was probably a benefit.”\r\n\r\n\"\"\r\n\r\n3. Burger King’s “Seven Incher” (2009) Burger King, like most restaurant chains, skews conservative. However, 90 percent of its 12,300 locations are franchised, which makes it hard to police local campaigns. When a franchisee in Singapore thought it would be funny to create ads that took cues from a pornographic video box, the resultant firestorm erupted here in the U.S., on Fox News. A BK rep assured it that the chain “values and respects all of its guests”—and, incidentally, that the ad “generated positive consumer sales” in its market. But one franchisee’s revenues likely didn’t compensate for the overall PR damage. “Maybe they were thinking…they’d get attention they normally wouldn’t get for a new product,” says Brand Keys’ Robert Passikoff. Well, they sure got that much.\r\n\r\n\"\"\r\n\r\n4. Basement Porn at Calvin’s House (1995) Calvin Klein, Landor’s Hayes Roth observes, “is always on the edge of taste.” He doesn’t mean the cutting edge; he means borderline tasteless. In 1995, the fashion brand fell off the cliff. Then again, after cramming Mark Wahlberg into too-tight briefs and shooting a naked, emaciated Kate Moss for Obsession, the only place to go was down. So Klein debuted a campaign featuring stripping adolescents in sequences that evoked ’70s basement porn, complete with a sleazy, off-camera voice telling the kids not to be nervous. The U.S. Justice Department investigated, and the brand retreated. But Klein came out ahead. While the American Family Association launched a boycott, its members weren’t Klein’s core demo anyway. As TBWAChiatDay’s Marian Salzman, then an agency director, said, the scandal pushed the brand’s “coolness factor from a 10 to a 60.”\r\n\r\n\"\"\r\n\r\n5. The Killer Advertising of Benetton (1982-2000) Benetton’s (former) creative director, Oliviero Toscani, has used some of the most shocking images ever seen in American advertising—but Benetton always slipped by with the defense of promoting political awareness and social equality. But in 2000, the Italian label misread its American audience. Ads featuring portraits of inmates awaiting capital punishment were supposed to show the barbarity of the death penalty. Instead, consumers felt it celebrated murderers. Victims’ rights groups protested. Missouri’s prison system sued. Sears banned the brand. Toscani resigned. Today, Benetton is back to PG-13 themes. \r\n\r\n\"\"\r\n\r\nhttp://www.adweek.com/news/advertising-branding/advertisings-shock-troops-138377', 'Advertising\'s Shock Troops', '', 'inherit', 'closed', 'closed', '', '1687-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1687, 'http://cbx.cappendev.com/1687-revision-v1', 0, 'revision', '', 0), (2675, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    How the developer-cum-TV star-cum-presidential candidate became a living product:\r\nPresident Trump?\r\n\r\nTo run for president, you have to be at least 35 and a U.S. citizen. Trump should know. He gave Obama hell over not releasing his birth certificate, then claimed credit when he did. (Obama, by implication, referred to Trump as a “carnival barker.”) Perversely, the birther issue has also served as Trump’s political platform, along with a promise to “make this country great again.” By what means? Well, that apparently depends. The first time Trump toyed with high office in 1988, he criticized the GOP and called for nationalized healthcare. In 2000, he courted the Reform Party and advocated a tax on the wealthy. With an announcement of his intent looming in May, he’s now tacked hard right. Not everyone on the right is impressed (Karl Rove has called Trump’s political aspirations “a joke”). Still, Trump has won cheers from the Tea Party. Hey, did we mention Trump has a brand of tea?\r\n\r\n\"\"', 'Adweek: \"Brand Trump\"', '', 'inherit', 'closed', 'closed', '', '1764-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1764, 'http://cbx.cappendev.com/1764-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2676, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    \"\"\r\nA cynic would say that no plain white surface can last long these days before some brand turns it into a marketing vehicle. But what if that surface belongs to a tampon, feminine pad, or panty liner? Off-limits territory, right?\r\n\r\nWell, no. Last March, Kimberly-Clark’s Kotex brand introduced U by Kotex, a line of feminine-care products in a staggering range of psychedelic patterns and neon colors, and it\'s been pushing the limits ever since. The tactic is working. K-C just announced that Q2 2011 sales in its personal-care division were up 7 percent to $2.3 billion. \r\n\r\n“It’s another opportunity to push this category that’s traditionally been institutional and clinical-looking,” said Kristi Bryant, design manager, Kimberly-Clark.\r\n\r\nNow comes the latest peg: a limited-edition “Designer Series”—assisted by New York brand-design consultancy CBX—featuring still more riotous color explosions in patterns\r\nincluding polka-dots, stripes, clovers, and various curlicue thingies: “Poptimistic,” “Boho,” and “Freestyle” for the pads, and a tampon called “Punk Glam.”\r\n\r\nKotex also recently sponsored an online design-your-own feminine pad contest that resulted in over 11,000 submissions (BanTheBland.com). Girls adorned liners with peace signs, umbrellas, strawberries, and argyle over leopard skin. One submission bore the name, \"Peace Love Period.\" Winning designs will hit the market next year.\r\n\r\nWhile the K-C marketing department\'s original question—“Who said period products have to be white to work well?”—has seemingly been answered, it couldn\'t have said for sure that women would thrill to the idea of lining undergarments with orange sunbursts or purple paisleys. But the U line seems to have reached the right Justin Bieber squealer demo. A recent comment on the U by Kotex website: “Yay! New pad designs! I’m excited! xD!” Enough said.\r\n\r\nAnd forgive us for asking, but there\'s something we want to know. What’s the point of expressing a personal fashion ethos if the product is, uh, not exactly something one can show off walking down the street? \r\n\r\nhttp://www.adweek.com/news/advertising-branding/purple-tampons-why-not-134027\r\n\r\n“They’re more of an extension of today’s young women’s personal style,” said Bryant.\r\n\r\nWith brands everywhere searching for that final frontier of personal-style extension, tampons may truly be it.\r\n\r\n', 'Adweek: \"Purple Tampons. Why Not?\"', '', 'inherit', 'closed', 'closed', '', '1748-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1748, 'http://cbx.cappendev.com/1748-revision-v1', 0, 'revision', '', 0), (2677, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    Why do Americans buy Dad such cheap, boring Father\'s Day presents? \r\n\"\"\r\n\r\nAccording to the 2010 Census, there are 70.1 million fathers in the United States. And this weekend, the majority of them will undergo a highly curious annual rite. Under the beaming gaze of their progeny, they will tear the wrapping paper off some of the dullest gifts in America. No offense to the brands that make socks, neckties, or mugs inscribed with golf jokes, but Father’s Day confirms one of marketing’s sadder truths: When it comes to gift giving, Mom rakes in flowers, perfume, and jewelry, while Dad gets...whatever he gets.\r\n\r\nThanks to marketers’ penchant for measuring everything, there’s proof of this paternal neglect. While Americans spent an estimated $16 billion on Mother’s Day gifts this May, they’re expected to spend only $11 billion on Father’s Day. Mothers received 139 million greeting cards; it’s expected dads will receive 94 million. And while the average Mother’s Day present cost $140.73, most people admit they’ll drop less than 100 bucks on dad—often shopping in a discount store and usually buying a “practical” gift. Automotive stuff and gardening tools rank among the top 10.\r\n\r\n“We’ve noticed this trend,” says Kathy Grannis of the National Retail Federation. “In recent years we could blame the economy. But even before the downturn, retailers noticed that Father’s Day gifts were smaller.”\r\n\r\nYet exactly how Father’s Day gifts arrived at this diminished state is open to dispute. Emily Valentine, with marketing firm CRT/tanaka, says it’s because brands simply pay less attention to men. “Moms get more coddling—from retailers and the media,” she says. Julia Beardwood of brand strategy firm Beardwood&Co proffers a kind of retail-oedipal theory: \r\n\r\n“Mom gets indulgent gifts because you were a pain in the butt as a child and she deserves something for what she had to put up with—including childbirth.” Sharon Banfield of market research firm PriceGrabber suggests the answer’s simpler: kids have already blown all their money on Mother’s Day. “The six [intervening] weeks leave little room to set aside funds,” she says.\r\n\r\nBut marketers like Gregg S. Lipman of branding consultancy CBX blame males themselves. Dad gets a lame-ass practical present because, directly or indirectly, he asked for one. “Men tend to want practical gifts,” Lipman says, adding that “there’s still a strong cultural bias against men receiving gifts because men prefer to earn everything.”\r\n\r\nIf Lipman’s right, fathers might not even mind paying for their own presents—and, sadly, many do. According to AT&T, Father’s Day has historically seen the highest volume of one special kind of phone call—the kind placed collect.\r\n\r\n\"\"\r\n\r\nhttp://www.adweek.com/news/advertising-branding/burdens-fatherhood-132525\r\n', 'Adweek: \"The Burdens of Fatherhood\"', '', 'inherit', 'closed', 'closed', '', '1754-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1754, 'http://cbx.cappendev.com/1754-revision-v1', 0, 'revision', '', 0), (2678, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    Frozen meals are miracles of convenience—with a dollop of denial\r\nIf we could please get the sniggers out of the way first, there’s an important thing that needs to be said about TV dinners. They’re unique in the world of branding for exemplifying not one but two separate miracles. In case you’re having a tough time believing that, check out the 1962 and 2011 ads here. The first miracle? Why, technology, of course. The second: a means to achieve an unprecedented level of denial of the first. Hey, good marketing can do that for you.\r\n\r\nA little history might help to start. Frozen foods dropped into compartmented trays for later reheating has been around since the 1940s under brand names like Strato-Plates and Jack Fisher’s FrigiDinners. But it was C.A. Swanson & Sons that would read the market perfectly. In the postwar years, not only were harried moms looking for guiltless disentanglement from the home-cooked meal, but also TVs had replaced the dinner table as the family social locus. (When the ad at right ran in 1962, there were nearly 49 million households in the U.S.—and 90 percent of them had TV sets.) Through a clever melding of food coloring, a metal tray that doubled as cooking caddy and plate, and the literal patenting of the term “TV Dinner,” Swanson let you follow John Glenn into orbit. \r\n\r\nSure, the box called the food “delicious,” but according to branding firm CBX’s chief creative officer and partner Rick Barrack, it was the future you were eating. “The taste profile was secondary to the convenience of taking it out of the box and serving it on a tray,” he says. “TV was full of riches. TV was it. And with TV dinners, you didn’t miss a second.”\r\n\r\nOne Cold War and 49 years later, Stouffer’s is selling frozen dinners just like Swanson did. But witness TV dinner miracle No. 2. While the need to eat, the demand for convenience, and the consumers themselves are virtually unchanged, the marketing is suddenly about hiding everything that 1962’s suburbanites celebrated. A farm has replaced the gingham TV table; the box has virtually disappeared; and the food itself has been artfully heaped on an earthenware plate—handily decamped from the plastic tray it came in. Most remarkable of all, “there’s no reminder that you have to nuke this sucker to make it edible,” Barrack says.\r\n\r\nThe takeaway here is not shame so much as inevitability. We need frozen dinners today every bit as much as we did when JFK was in the White House. But 1962’s better living through aluminum has simply ceded to an ersatz farm tour. What choice had we, really? The first miracle forced the second one on us. “The farmland and fresh-picked vegetables are a cliché,” Barrack says. “But it’s required to deal with the historical baggage we’ve inherited from knowing the truth about frozen entrees.”\r\n\r\n\"\"\r\n\r\nhttp://www.adweek.com/news/advertising-branding/banquet-box-134320\r\n', 'Adweek: Banquet in a Box', '', 'inherit', 'closed', 'closed', '', '1742-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1742, 'http://cbx.cappendev.com/1742-revision-v1', 0, 'revision', '', 0), (2679, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'As the Baby Boomer population grows, brands relevant to their demographic use youthful packaging that highlights health and wellness, without emphasizing age.\r\nIn early September, Apple introduced the highly anticipated Apple Watch. Naturally, the world was buzzing with the news, but what exactly is the defining difference? The Apple Watch helps consumers manage their health, which is of particular interest to aging populations like Baby Boomers. Even disruptive brands like Apple are seeing value in expanding their target audience to include Baby Boomers, in addition to Millennials. With its youthful ad campaigns and cutting-edge products, Apple doesn’t feel like a Boomer-centric brand, but it does make consumers of all ages feel cool and intentionally included in their tribe.\r\n\r\nIt is estimated that from 2010 to 2050, those aged 65 and older in developed regions will grow from 197 million people to 337 million people. And with people living longer, older generations are trying to hold on to their youth and vitality longer than ever before. How many times have you heard a 60-year-old say, “I feel like I’m 35”? It’s no surprise then that this generation is concerned with things like maintaining their appearance—hence the success of brands like “Not Your Daughter’s Jeans,” which applies youthful styles to older body types, and Eyebobs, a line of fashion-forward reading glasses that offers products called Peckerhead, Geek Girl, and Style Guy with designs reminiscent of Warby Parker.\r\n\r\nThis is proof that Baby Boomers are trying to stay on top of trends even as they enter their so-called “twilight years” (a phrase, by the way, that you’re unlikely to hear uttered by a Baby Boomer). This consumer segment is looking for brands that will help them take care of themselves and better their lives, without constantly reminding them that they aren’t actually as young as they think they are.\r\n\r\nPackaging is a strategic tool that brands can use to connect with this audience. After all, this demographic still likes to touch actual products (as opposed to younger generations, who are more comfortable with online shopping), and the right visuals and copy can nab these consumers right there in the aisle. Whether a brand is trying to appear more youthful, reinventing a product commonly associated with aging, or subtly conveying that they just happen to tackle the issues that are relevant to this age group, there are a variety of ways to go about reaching this growing audience of older consumers.\r\n\r\nFollowing are a few strategies that are proving successful in garnering brand loyalty from this target.\r\n\r\n\"poise_hourglass_moderate1\"Be modern and relevant\r\nLet’s face it: None of us is excited by the prospect of purchasing incontinence products. But in all likelihood, we’ll have to—so why should we feel embarrassed about it? Brands like Poise are doing their part to make their packaging more appealing to Baby Boomers. The new logo feels younger and more approachable than before. The pack is sleek and fresh, and uses bright, rich, youthful colors. It fits in right next to the pantyliners targeted at Millennials. The tone of voice is straightforward and inclusive. The graphics are feminine and approachable, clearly conveying the product’s purpose without suggesting a medical problem that comes with age.\r\n\r\n\"meta_edgefade_1\"Some market leaders, such as Metamucil, benefit from their longevity, but can also feel old and tired because they have been around for so long. In an effort to seem more relevant in today’s wellness era, Metamucil recently changed its packaging to highlight “Meta,” shifting its focus from a fiber additive to whole health. Now, Metamucil’s line up includes Metabiotic Probiotic Supplements, Meta Health Bars, Meta Fiber Wafers, Meta Fiber Capsules, and Meta Fiber Singles, in addition to their original Metamucil Powder. The new packaging clearly communicates the product’s health benefits, which are important for Boomers. With its bright, sunny colors and modern “Meta” font, this redesign feels totally of-the-moment and makes fiber a cross-generational product. People are even willing to keep it out on their countertop.\r\n\r\n\"crest_2_edgefade\"Bring them along\r\nWe’ve seen examples of brands modifying their packaging structure to accommodate consumer needs. Retailer Target developed easy-open prescription bottles, which influenced a trend stretching all the way to Maxwell House coffee’s EZ open grip. But we’ve noticed some less obvious adjustments too. Without calling attention to it, Arm & Hammer has been slowly increasing the font size on their packaging to make the labels easier to read, therefore maturing with their consumers.\r\n\r\nIn addition, Crest is working on maintaining their broad-based appeal while also catering to the evolving needs of their older consumers…without making them feel old. The packaging for Crest Pro Health, a toothpaste geared toward these consumers, includes many familiar cues such as the Crest logo and blue background—so that it’s clearly still Crest—and adds a few distinctive touches to set it apart from the other blue tubes that are used by the rest of the family.\r\n

    \"1aday_edgefade\"Stage a role reversal\r\nLots of movies depict young kids fast-forwarding ahead to adulthood, à la “Big” and “13 Going on 30.” But what if you were 65 going on…5? That’s the way One A Day’s gummy vitamins, called VitaCraves, make Baby Boomers feel: Like they’re sneaking one of their grandkids’ gummy vitamins. Offered in several varieties, including Men’s, Women’s, Adult, and Immunity, the packaging features bright colors and illustrations of fruit that reflect the fun VitaCraves flavors. The gummy facet of the offering is called out in the same size font as the product name, without alluding to the fact that there’s anything childlike about them.

    \r\nBrands realize they must find ways to connect with boomers or risk missing out on huge sales opportunities. Packaging is clearly a key vehicle for doing so, whether it makes products seem less stodgy, expands a brand’s essence, or retains familiarity with a new twist. Importantly, in doing so, brands must speak to boomers in their language— realizing that they think of themselves as still being in their 40s, rather than in their 60s, living full and active lives. They must know that certain products will help them deal with some effects of aging and new conditions and maladies, but they don’t want to be made to feel feeble. After all, this is the “Woodstock generation,” and they still rock and roll!\r\n\r\nThe full article is available here.', 'Ageless and Timeless: Packaging for Boomers', '', 'inherit', 'closed', 'closed', '', '2041-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2041, 'http://cbx.cappendev.com/2041-revision-v1', 0, 'revision', '', 0), (2680, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'While the news about a thriving airport market is worth celebrating, the challenge for designers and retailers alike is striking a balance between two very different customers with needs that are essentially polar opposites of one another.\r\n“We’ve got two core travelers,” explains George Waite, program manager at Columbus, Ohio-based Chute Gerdeman. “The rushed or hurried person who might be late or stressed on the way to a quick connection—maybe doesn’t have a lot of time, wants to have grab-and-go options, get in and out—vs. the more leisurely traveler. How do you entertain them, let them relax and enjoy themselves as much as they can in that kind of a situation?”\r\n\r\nCatering to differing end users may seem tricky, but it need not be overly complicated. People carrying multiple pieces of baggage or traveling with children likely experience additional stress, so a few simple design decisions can go a long way to alleviate their tension, says Melissa Mizell, senior associate at Gensler.\r\n\r\n“As much as we can make the airport environment and the retail and concessions environment as easy as possible to navigate, as clutter-free, well curated, with plenty of space to walk by with your luggage—all of these things can help entice people in and help them relieve stress,” she says.\r\n\r\n“Removing the stress from travel is a key objective,” adds Nick Giammarco, creative principal of retail strategies for studioH2G. “Relaxation areas, piano bars, entertainment, and social zones along with the use of technology are key components to successful retail environments.”\r\n\r\nHis firm has created gate-hold seating areas as part of the brand experience. “One will be able to sit in a branded gate-hold area, order online from integrated iPads, and the food can be either delivered to your seat or you will be notified that your order is ready,” he explains.\r\n\r\nPlanning for technology is also about removing pain points. Among the biggest complaints from travelers about airports is the lack of places to charge mobile devices, which exacerbates their stress. So architects and designers need to pay careful attention to space planning that supplies easy access to power.\r\n\r\n“As we move to a more digital age, everyone has a digital device with them. So how do you create zones that let customers sit down and plug in or feel safe to leave their device if they were to charge it and grab a couple of things in a retail store or restaurant?” muses Waite. “Adding power is not even a bonus anymore. It’s an expected amenity.”\r\n\r\nThe reason for the improvement in the quality of airport retail is twofold: the massive increase in the number of travelers and delays resulting from airline consolidations, according to Joseph Bona, president of branded environments at New York-based design firm CBX Retail. “Shopping is sort of a social behavior even under normal, everyday life, so airport retail is a way of getting people to take advantage of the time they have waiting for delayed flights or for families on vacation,” he says.\r\n\r\nTightened security requirements also have changed travelers’ schedules and habits, prolonging the amount of time they spend in airports. “Pre-9/11, you could probably get to the airport maybe a half hour before, sort of run through and just barely make it on the plane, and you’d be OK,” Bona recalls. “Well, those days are long gone.”\r\n\r\nRead the full article here.\r\n\r\n ', 'Airport Retail Takes Off', '', 'inherit', 'closed', 'closed', '', '2004-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2004, 'http://cbx.cappendev.com/2004-revision-v1', 0, 'revision', '', 0), (2681, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'The remodeled Aloha Island Mart in Kahala won Aloha Petroleum Ltd. and its design firm CBX, the top honor in a nationwide design contest.\r\nThe store\'s design won the \"Sky\'s the Limit Remodel\" category in Convenience Store News magazine\'s annual Retail Design Awards program.\r\n\r\nThe $2 million project involved the demolition and ground-up rebuilding of the store that serves as Aloha Petroleum\'s flagship and design prototype.\r\n\r\nAmong its many features is Hawaii’s first walk-in \"beer cave,\" which also is included in the recently remodeled Kaneohe store.\r\n\r\nThe exterior of the Kahala store is inspired by the plantation-style architecture found throughout the islands.\r\n\r\nhttp://is.gd/AlohaPetrolDesignAwd121003\r\n', 'Aloha Petroleum beer cave part of design win', '', 'inherit', 'closed', 'closed', '', '1718-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1718, 'http://cbx.cappendev.com/1718-revision-v1', 0, 'revision', '', 0), (2682, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    HONOLULU, Hawaii -- Aloha Petroleum Ltd., a Hawaii-based gas retailer and convenience store operator, unveiled the first ground-up version of its new prototype design that highlights the chain\'s local roots.\r\nDesigned by branding and retail design consultancy CBX, the 3,000-square-foot store and adjoining gas islands with five pumps opened in mid-June on Waialae Avenue in the Kahala suburb of Honolulu. An existing Aloha store and fuel islands were demolished on the site to make way for the new structures, according to a news release from CBX.\r\n\r\nCustomers to the new location find references to Hawaiian-style architecture -- a nod to Aloha Petroleum\'s roots as the only local fuel marketer and c-store operator on Oahu, Hawaii Island and Maui. The building\'s exterior has been treated to horizontal wood siding and a modified double-pitched roof, evocative of the plantation architecture style found throughout the Hawaiian islands. The overall design underscores Aloha\'s efforts to develop a \"kama\'aina,\" or local brand of convenience stores to compete against those from traditional mainland companies.\r\n\r\n\"The company wants to position its convenience operation as the c-store brand of choice in its markets on the three islands,\" explained Joseph Bona, president of the retail division of New York-based CBX. \"Our role was to help create a brand that stands for more than convenience, while establishing a stronger emotional connection with those who work and live in the islands.\"\r\n\r\nAmong the most commanding elements of the new design is the restyled Aloha logo that\'s repeated on the façade signage, gas canopy and pumps. The updated logo features a stylized \"A\" floating in a field of watery blue and accented with green. Various shades of blue emerge from the refreshed logo to reflect the calm and serenity of the ocean, while the green suggests the lushness of the tropics. \"The overall color palette is cool, refreshing and reflective of the relaxed lifestyle found in the Hawaiian islands,\" stated Bona.\r\n\r\nInside the store, customers find the stylized Aloha \"A\" repeated on green wallpaper that calls attention to foodservice areas. They\'ll also notice an abundance of natural light coming from the glass wall entrance, supplemented by a series of bowl-shaped galvanized metal pendant lights, which contribute to the historic design aesthetic.\r\n\r\nBuilt with an eye toward easy navigation, the cleanly styled store has generous aisles, while providing optimal food and beverage display space. A refrigerated island case, positioned immediately off the entrance, holds a wide variety of fresh-delivered sandwiches, beverages and other chilled offerings.\r\n\r\nA well-positioned pay point with room for multiple cashiers also sits opposite the entry, along the back wall for increased visibility and to help create an expanded impulse zone. Dark brown gondola fixtures are used to merchandise pantry basics and assorted snacks. The store\'s offer is rounded out by a large walk-in-cooler and ‘beer cave\' found along the back wall.\r\n\r\nIn addition to the new Kahala prototype store, Aloha just opened a new fueling station and 2,000-square-foot c-store in Kahului, Maui. It is the first Aloha-branded store on that island. It also added a new-to-industry 3,000-square-foot c-store and fuel station in Kona on Hawaii Island.\r\n\r\nCommenting on the new store and scheduled rollout of the design, Richard Parry, Aloha president and CEO, stated: \"We are very pleased with the Kahala prototype. CBX has done an outstanding job in capturing the look and feel of the islands and developing a functional and attractive store, brand image and fuel facility. We believe that this sets a great foundation for Aloha Petroleum\'s plans to expand and further develop our c-store business in Hawaii.\"\r\n\r\nAloha is the largest retail gasoline marketer in the state of Hawaii. Currently, it has more than 100 Aloha, Shell and Mahalo branded retail fuel locations and 35 Aloha Island Mart convenience stores on the islands of Oahu, Maui, Hawaii (the Big Island) and Kauai.\r\n', 'Aloha Petroleum Opens First Ground-Up Prototype', '', 'inherit', 'closed', 'closed', '', '1746-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1746, 'http://cbx.cappendev.com/1746-revision-v1', 0, 'revision', '', 0), (2683, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    Hawaii-based gas retailer and convenience store operator Aloha Petroleum has opened a new convenience store in Honolulu, Hawaii, US.\r\nThe store designed by strategic branding and retail design consultancy CBX spans 3,000 square feet.\r\n\r\nThe exterior of the building features horizontal wood siding and an upgraded double-pitched roof replicating the plantation architecture design style of Hawaii. The logo of the brand has been given a makeover and features on the facade signage, gas canopy as well as pumps. The redesigned logo comprises an \'A\' floating in watery blue and green tones. The logo exudes a host of blue shades.\r\n\r\nThe exterior as well as the interior portions of the facility sport shades of natural wood. The interior of the building will comprise the remodelled Aloha logo set against a backdrop of green wallpaper. Installation of glass wall entrance allows maximum passage of natural light inside the store. The facility will also be illuminated with various galvanized metal pendant lights incorporating the shape of a bowl.\r\n\r\nThe new facility is equipped with enlarged aisles for optimum convenience in showcasing and viewing the items. There will be a refrigerated island case immediately off the entrance. A pay point having a capacity to house several cashiers will be placed opposite the entry along the back wall to allow enhanced clarity in vision and to expand the impulse zone.\r\n\r\nThe pantry and assorted snacks section has been equipped with gondola fixtures in dark brown tones. The facility also features a spacious walk-in-cooler and beer cave along its back wall.\r\n\r\nhttp://www.worldinteriordesignnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812/', 'Aloha Petroleum opens new convenience store in Honolulu', '', 'inherit', 'closed', 'closed', '', '1744-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1744, 'http://cbx.cappendev.com/1744-revision-v1', 0, 'revision', '', 0), (2684, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    Hawaii-based gas retailer and convenience store operator Aloha Petroleum has opened a new convenience store in Honolulu, Hawaii, US.\r\nThe store designed by strategic branding and retail design consultancy CBX spans 3,000 square feet.\r\n\r\nThe exterior of the building features horizontal wood siding and an upgraded double-pitched roof replicating the plantation architecture design style of Hawaii. The logo of the brand has been given a makeover and features on the facade signage, gas canopy as well as pumps. The redesigned logo comprises an \'A\' floating in watery blue and green tones. The logo exudes a host of blue shades.\r\n\r\nThe exterior as well as the interior portions of the facility sport shades of natural wood. The interior of the building will comprise the remodelled Aloha logo set against a backdrop of green wallpaper. Installation of glass wall entrance allows maximum passage of natural light inside the store. The facility will also be illuminated with various galvanized metal pendant lights incorporating the shape of a bowl.\r\n\r\nThe new facility is equipped with enlarged aisles for optimum convenience in showcasing and viewing the items. There will be a refrigerated island case immediately off the entrance. A pay point having a capacity to house several cashiers will be placed opposite the entry along the back wall to allow enhanced clarity in vision and to expand the impulse zone.\r\n\r\nThe pantry and assorted snacks section has been equipped with gondola fixtures in dark brown tones. The facility also features a spacious walk-in-cooler and beer cave along its back wall.\r\n\r\nhttp://www.worldconstructionnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812', 'Aloha Petroleum opens new convenience store in Honolulu', '', 'inherit', 'closed', 'closed', '', '1745-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1745, 'http://cbx.cappendev.com/1745-revision-v1', 0, 'revision', '', 0), (2685, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    New ground-up design highlights the convenience store chain’s local roots.\r\nHONOLULU – Aloha Petroleum Ltd. has unveiled the first “ground-up” version of a new prototype design for its convenience retailing sites that highlights the chain’s local roots.\r\n\r\nThe 3,000-square-foot store and adjoining fuel islands opened in the Kahala suburb of Honolulu. Aloha’s former c-store and fuel islands on the site were demolished to make way for the new structures.\r\n\r\n“The company wants to position its convenience operation as the convenience store brand of choice in its markets,” said Joseph Bona, president of the retail division of the New York-based CBX, which designed the store.\r\n\r\n\r\nOne of the most commanding of the new design elements is the restyled Aloha logo found repeated on the façade signage, gas canopy and pumps.\r\n\r\nInside the store, customers can find the stylized Aloha “A” repeated on green wallpaper that calls attention to foodservice areas.\r\n\r\n\r\n“We are very pleased with the Kahala prototype,” said Richard Parry, Aloha president and CEO. “We believe that this sets a great foundation for Aloha Petroleum’s plans to expand and further develop our c-store business in Hawaii.” \r\n\r\nWant to see for yourself? Be sure to attend the NACS Show Ideas 2 Go General Session on Oct. 3. The new Aloha concept store is featured in the lively 40-minute video tour of innovative store concepts from across the country.\r\n\r\nhttp://www.nacsonline.com/NACS/News/Daily/Pages/ND0811112.aspx', 'Aloha Petroleum Opens New Store Prototype', '', 'inherit', 'closed', 'closed', '', '1747-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1747, 'http://cbx.cappendev.com/1747-revision-v1', 0, 'revision', '', 0), (2686, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    HONOLULU, Hawaii -- Known on the Hawaiian island as an iconic fuel brand, Aloha Petroleum knew it needed to refresh its more than 40 convenience stores to strengthen its position in the market. The brand has been around since 1907, but was known more for its fuel than its stores. The company wanted to change that image.\r\n\"We want our Aloha Island Mart stores to be a destination, not just an afterthought,\" said Larry Adams, director of sales and marketing at Aloha Petroleum.\r\n\r\nAfter creating a new logo for its proprietary fuel card in 2007, Aloha decided to base its redesign and new company logo on this image and began its refresh by implementing the new look at the forecourt. By November 2010, the first prototype of the new Aloha Island Mart debuted.\r\n\r\n\"We started at the forecourt to signal to the market that something was changing with our brand. Our old image was tired and didn\'t make much of a statement in the market,\" Adams explained. \"We wanted to rethink how we positioned ourselves as a brand and wanted to let customers know we are just as serious with our store offerings as we are about fuel.\"\r\n\r\nThe company also changed the name of its stores from Island Mini Mart to Aloha Island Mart, following a series of focus groups to determine what customers were looking for from the brand and what Aloha needed to provide the community. The goal was to become a leading Hawaiian company that understands the local market, listens to its customers and cares about the community, according to Adams.\r\n\r\nAloha is now acting on a five-year, $20-million plan to upgrade all of its stores to the new image, and so far, construction on five out of its 42-company operated stores is complete. The company is also using the new design for any acquired stores. As of press time, Aloha was evaluating three locations for possible purchase, Gary Altman, general manager of the company-operated stores told CSNews Online.\r\n\r\n\"This whole new imaging and branding gives us a launching pad for the future,\" Adams said. \"We think it strengthens the brand and stands out in the market, and we have even had our competitors tell us that.\"\r\n\r\nThe idea for the new logo started with the redesign of the company\'s proprietary fuel card in 2007. Aloha wanted to create a new image that would symbolize the sun, energy and waves -- all the things seen and associated with the island of Hawaii. At the time, they had no idea it would carry over into the entire redesign of the company\'s logo and stores, which was done by CBX, a branding and retail design consultancy.\r\n\r\n\"When our architecture firm started working with us, they saw the credit card design and decided to move toward incorporating it into the company logo and convenience store design,\" Adams said. \"We call it a blue wave image, even though it\'s a stylized \'A\' for Aloha.\"\r\n\r\nThe company liked the way it looked and incorporated the colors into the building exterior, canopy and interior. Every customer touchpoint -- anywhere they see, hear or interact with Aloha -- now features the new design, from the retail interior and exterior to the fuel trucks and company credit card statement.\r\n\r\nAloha\'s flagship prototype store is in Kahala, and was a total rebuild from the ground up. Previously, the company only used 750 square feet of the property for the c-store, but when they bulldozed this site, the new store became 3,000 square feet. It opened in mid-June in the Honolulu suburb.\r\n\r\nDue to space limitations, however, the majority of locations will use the existing building and walls and then incorporate the new design into it, Altman said.\r\n\r\n\"No matter what size, we will have consistent offerings at all of our stores because we want to deliver consistency to the customer and meet their expectations,\" Adams added.\r\n\r\nThe exterior of the building features horizontal wood siding and a modified double-pitched roof to reflect the surrounding architecture found on the Hawaiian Islands. There is also a floor-to-ceiling glass entrance to present a warm and open feel with natural light, as well as project a safe environment for customers and employees. The company also wanted merchandising visibility so passing traffic and people fueling could see what the stores are offering, said Altman.\r\n\r\nThe new design continues inside the store, where the stylized \"A\" logo repeats on green wallpaper, calling attention to the foodservice section. The overall placement of shelving and aisles changed to create an open feel. Now, refrigerated cases offer fresh food, while dark brown gondolas feature basic pantry offerings. Additionally, the sales counter moved from the front near the entrance to the center of the store.\r\n\r\n\"We moved the sales counter so when the customer walks in, the store seems more spacious and open,\" Altman explained. \"Also, they have to walk past our beverages and fresh food to get there, so it exposes them to what we offer.\"\r\n\r\nhttp://www.csnews.com/top-story-business_focus-aloha_petroleum_redefines_brand_-59682.html', 'Aloha Petroleum Redefines Brand', '', 'inherit', 'closed', 'closed', '', '1732-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1732, 'http://cbx.cappendev.com/1732-revision-v1', 0, 'revision', '', 0), (2687, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    -- New ground-up design to debut on Oahu in 2009\r\nHONOLULU, HI (09/29/08) -- Aloha Petroleum, Ltd., a privately held oil marketer, has selected CBX, the strategic branding, design, and consultancy agency based in New York, to design a prototypical convenience store, beginning with a new, ground-up unit to open on Oahu in 2009. Currently, Aloha Petroleum serves Hawaii with more than 30 company-operated Island Mini-Mart convenience stores and nearly 80 retail fuel locations on the islands of Oahu and Hawaii (the Big Island).\r\n\r\nFor the new 3,400-square-foot prototype, CBX will be developing a new logo and brand identity, exterior and interior design, site plan and store layout, as well as all graphic applications – assets that will reinforce Aloha\'s local presence and Island pride. \"Our assignment is to help create a brand that stands for more than convenience while establishing a stronger emotional connection with those who work and live on Oahu and the Big Island,\" said Joseph Bona, president of CBX\'s retail division.\r\n\r\nTo that end, CBX\'s retail team will help Aloha refocus its sights on developing a \"kama\'aina\" (or \'local\') brand of convenience stores. \"Among its traditional competitors such as Chevron and Tesoro, Aloha is considered to be a truly local brand,\" Bona said. \"The company wants to position its convenience operation as the c-store brand of choice in its Oahu and the Big Island markets.\"\r\n\r\nThrough acquisition and organic growth, Aloha has developed a portfolio of stores representing a variety of configurations ranging in size from small kiosks to 1,500 - 2,500-square-foot facilities, to serve area residents. \"Although the existing Island Mini-Marts do well, Aloha believes the timing is right to position its c-stores with a futuristic design, while maintaining the authentic Hawaiian feel.\" Bona explained.\r\n\r\nAloha expects to phase in the new look to existing locations over the next few years as local planning and permitting processes allow.\r\n\r\nCommenting on the plans, Richard Parry, Aloha president and CEO, stated: \"Aloha Petroleum is looking forward to working with CBX to develop a fresh identity, design, graphics and product offerings for our convenience stores. The Aloha Petroleum brand is performing strongly in the marketplace and we are proud of our convenience store division. By refreshing our store concept, we are confident we can maintain existing customers and acquire new ones, taking sales to new heights.\"\r\n\r\nAbout ALOHA PETROLEUM, LTD.\r\n\r\nAloha Petroleum, Ltd. is an independently owned and locally operated fuel marketer/distributor and convenience store operator, with a history that dates back to the early 1900\'s. Aloha is the second largest retail gasoline marketer in the state of Hawaii and is one of Hawaii\'s Top 20 companies according to Hawaii Business Magazine.

    ', 'Aloha Petroleum, Ltd. Selects CBX to Design A new Convenience Store Prototype', '', 'inherit', 'closed', 'closed', '', '1644-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1644, 'http://cbx.cappendev.com/1644-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2688, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'With its acquisition of Whole Foods Market for $13.7 billion in cash last summer, it’s evident that Amazon is hungry for a slice of the $668 billion grocery market.\r\nBut just how big of a bite does Amazon want to take of the market? And how much of a stake will Amazon, already a major player in several non-food private-branded categories, seek in the burgeoning consumer packaged goods store brands segment, which is reinventing itself with innovative and exclusive offerings every day?\r\n\r\nAmazon representatives would not comment on the company’s goals in grocery and private brands for this story, but several industry pundits predicted after Amazon’s purchase of Whole Foods that it was just a matter of time before Amazon ruled the grocery industry. But former Amazon decision maker Brittain Ladd, who left the company recently after working there for two years where he helped develop strategies to expand Amazon Fresh and Amazon Pantry, says that while Amazon has the potential to surpass Walmart and become the nation’s top grocer, he is not so certain the Seattle-based company will attempt to do so.\r\n\r\nThrough its 460 brick-and-mortar stores received in the Whole Foods deal and its online dominance, Amazon wants to become a one-stop shop for many retail things, from grocery to electronics to books to apparel and to furniture, Ladd says, with private brands playing a key role across the board.\r\n\r\n“As Amazon convinces more of its customers to turn to it for grocery, its value proposition increases dramatically as does the company’s competitive position,” says Ladd, now a Seattle-based consultant who specializes in private brands and other retail segments.\r\n\r\nAmazon and Whole Foods together own about 1.4 percent of U.S. grocery market share, with Walmart leading at 14.46 percent, according to GlobalData Retail.\r\n\r\nPrivate brand consultant Todd Maute, a partner with New York-based brand agency CBX, says his “gut feeling” tells him that Amazon doesn’t want to rule the grocery world. But ruling the retail world is another matter.\r\n\r\n“As Amazon continues to expand into more and more categories … that is where I think Amazon will rule the world,” he adds. “I think Amazon is just going to continue to go after one segment of business after another.”\r\n\r\nAmazon Founder and CEO Jeff Bezos realized that just selling groceries online will not allow the company to capture much grocery market share, which is why Amazon purchased Whole Foods. So now Amazon has gone to market in grocery with a powerful one-two punch. And as creative as Amazon has been in the past to attract new customers, consumers can expect even more retail ingenuity as Amazon synchronizes the synergies of getting consumers to come to its physical stores while continuing to shop online.\r\n\r\n“Amazon is obsessively interested in getting its customers to buy more,” says Bill Bishop, co-founder of Brick Meets Click, a Barrington, Ill.-based consulting firm. “Amazon wants to invent a brand new distribution system. But they just don’t want to invent it, Amazon wants to own it.”\r\n\r\nLadd expects Amazon’s market share to grow in grocery, but not through an all-out onslaught. Amazon is already the nation’s largest online grocer, even though e-commerce grocery sales currently account for less than 3 percent of grocery and consumable sales. But through its online subscription services, such as its offering of free streaming video and music with a Prime membership, Ladd says Amazon will continue to secure more grocery customers online. At the store level, Ladd believes Amazon will offer exclusive products that can’t be purchased online to get more customers into stores.\r\n\r\nAmazon is also straightening out the technical hiccups it had with Amazon Go, its Seattle-based brick-and-mortar store that allows shoppers to check in via a mobile app, take the products they want and automatically pay upon leaving, all without scanning barcodes or waiting in checkout lines. Amazon may even deploy the technology at its Whole Foods stores.\r\n\r\nSO WHAT DOES Amazon’s grocery business mean for private brands in general?\r\n\r\nA boon, perhaps.\r\n\r\nAmazon introduced its first own brands for food and household items in the second half of 2016. The lines include Wickedly Prime, Happy Bear, Presto! and Mama Bear. Wickedly Prime features more premium items, such as soup, nuts, herbal tea, popcorn, chips and and snacks. Happy Bear includes more mainstream items such as water, coffee and seasonings. Presto! features household items like paper towels, toilet paper and detergent. The Mama Bear line offers baby food and snacks and other items for infants.\r\n\r\nThe all-important own-brand exclusive factor is evident, especially in Wickedly Prime items such as organic roasted seaweed snacks, plantain chips and ginger snap-flavored cookie spread. Presto! features many bio-based cleaners, which are innovative and attractive to millennials.\r\nBefore entering grocery — and recognizing that own brands lead to better margins, which result in higher earnings — Amazon had already introduced a slew of private brands in electronics, fashion and other categories. In total, Amazon offers more than 30 private brands.\r\n\r\nMaute believes Amazon is approaching private brands in much the same way that traditional grocers do to drive incremental margins.\r\n“Amazon is saying it has a captive audience that is coming to it for convenience, value and variety, and it will create [grocery] brands that people will love because they love Amazon,” he states.\r\n\r\nWith Whole Foods, Amazon acquired the retailer’s popular 365 Everyday Value, Whole Foods Market and Whole Paws private brands, which Amazon is also selling online. Those private brands added $700 million in sales to Amazon’s own-brand lines, which are expected to generate about $4.3 billion in sales, according to analyst Youssef Squali of SunTrust Robinson Humphrey, in a CNBC news report. By 2022, Amazon should get about $20 billion in revenue from its private-branded products, accounting for about 5 percent of total sales, Squali says.\r\n\r\nLadd says private brands will continue to pose a “gigantic opportunity” for Amazon. Ladd expects Amazon will begin selling its own brands, such as Wickedly Prime, in Whole Foods stores.\r\n\r\n“You will see Amazon put as much of their private label products into those stores as possible because the margins are better, and it’s a good way to differentiate yourself from the competition,” he adds.\r\n\r\nLadd also expects Amazon to continue innovating in grocery private brands.\r\n\r\n“When Amazon enters a category, it does so with an absolute and sincere desire to create high-quality products for customers,” he adds. “Amazon will look for opportunities to enter into even more product lines as long as it can maintain high standards, add value and differentiate its offerings from other private label products on shelves from other retailers.”\r\n\r\nAn advantage that Amazon has online is that it knows its customers well through its extensive data so it can build recommender systems that suggest products to people who visit its website. “Amazon has evolved and improved its recommender engine and today they master this to perfection,” according to Datafloq, a European firm that offers information, insights, knowledge and opportunities to drive innovation through data.\r\n\r\nDiana Sheehan, director of Kantar Retail’s grocery channel research team, says she also expects Amazon will continue to add more food and beverage items to its private brands.\r\n\r\n“But will Amazon do it in new products or will it capitalize on Whole Foods’ established 365 brand? I think that is the big question,” Sheehan adds.\r\n\r\nIf Amazon is going to compete in grocery, “it means competing effectively with a unique and innovative private label offering,” Sheehan notes.\r\n\r\n“As such, I do believe they will continue to invest. They are investing in private brands across the board, and grocery should not be any different,” she adds.\r\n\r\nBishop says store brands in general are “building a head of steam toward the next generation of private label.” He expects Amazon to be part of that next generation.\r\n\r\n“I can’t imagine that Amazon is not going to do something similar as Whole Foods 365 and skip ahead to a highly differentiated aspirational private label line, [which is] just as good but at a lower price,” he says.\r\n\r\nAMAZON IMMEDIATELY lowered prices on many Whole Foods’ products on the first day it officially owned the retailer, obviously trying to shed the “Whole Paycheck” label stamped on Whole Foods for its high prices. But what does the future hold for Whole Foods besides Amazon just lowering prices?\r\n\r\nLadd expects Amazon to change the name of Whole Foods in the future to something akin to Amazon Prime Grocery. He also says Amazon needs to change the assortment at Whole Foods stores to make them resemble other major grocers like H-E-B, Albertsons and The Kroger Co.\r\n\r\n“I say that because Whole Foods was a failing retailer when Amazon bought it,” Ladd adds, pointing to Whole Foods’ several consecutive quarters of lost growth before Amazon purchased it.\r\n\r\nAmazon will add more brick-and-mortar stores, but Ladd predicts they will have a different look and format than Whole Foods.\r\n\r\n“It’s in Amazon’s best interest to reimagine the grocery experience in the store as well as reimagining the experience online,” he says.\r\n\r\nTo differentiate itself and bring in more customers, Ladd expects Amazon to create stores that are more in its image, which could mean the stores will also sell Amazon’s private-branded brand electronics and apparel.\r\n\r\n“There is nothing preventing Amazon from building a few hundred more or 1,000 more stores,” he adds.\r\n\r\nLadd also expects that Whole Foods CEO and Founder John Mackey will soon be gone for the business.\r\n\r\n“I think it’s in Amazon’s best interest and the best interest of Mackey if that relationship ends sooner rather than later,” Ladd says. “It’s probably painful for Mackey to watch all the changes that Amazon is going to make and has already made.”\r\n\r\nSheehan calls Amazon “the world’s ultimate catalyst in retail.” But Sheehan also says the industry has seen this before.\r\n\r\n“Every few decades a retailer comes in and changes the game,” Sheehan says. “Twenty-five years ago we were talking about Walmart the same way. Amazon may be the trigger, but technology as a whole is forcing change in retail. This is just about the natural evolution of grocery. Amazon is the player this time, and Walmart was the player 25 years ago. In 25 years there will be another player that shakes things up.”\r\n\r\nOriginally published in Store Brands\r\nPhoto courtesy of Store Brands', 'Amazon: King of the Jungle', '', 'inherit', 'closed', 'closed', '', '2302-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2302, 'http://cbx.cappendev.com/2302-revision-v1', 0, 'revision', '', 0), (2689, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '

    Keys To Private Label Branding:\r\n• Retailers should position private label as a complement to their overall go-to market strategy and as one of the “ways to save” while shopping their store.\r\n\r\n• Ensure that the quality of private label is acceptably high so shoppers do not feel that they are compromising quality to save money.\r\n\r\n• Include fun, interesting, and indulgent items as part of the private label offering. This will generate a positive image of the private brand and encourage trial.\r\n\r\n• Don’t think of private label branding as being different. It has different challenges, but retailers also have different strategies and tactics they can use to build brand than manufacturers do.\r\n\r\n• Differentiation and separation are critical, especially as branding becomes the only point of differentiation between retailers in many cases and as price transparency ensures a more level playing field for national brands.\r\n\r\n• Retailers need to have a deeper understanding of their customers by going beyond traditional insights driven by demographic profiles and getting into the consumer psyche, understanding their needs, wants and desires.\r\n\r\n• Understand the market, your competition, and the dynamics not only of a given category, but also how consumers behave in that category.\r\n\r\n• A retail brand needs to support, enhance and develop the retailers’ desired position in the marketplace.\r\n\r\nLike the human body, when it comes to private label branding, there are many parts and pieces that need to work together to function properly.\r\n\r\nWhen it comes to retailers branding their private labels, there are many parts and pieces that need to work together to function properly, much like the human body.\r\n\r\nMaking The Connection – The Brain \r\n\r\nMaking a connection with customers is a big part of a retailer branding its private label.\r\n\r\nRetailers can enhance their connections with shoppers by leveraging private label, doing things such as including private label products as rewards for in-store games, contests and events, according to Jon Hauptman, partner at Barrington, Ill.-based consulting firm Willard Bishop. “Retailers can also solicit shopper feedback into existing private label products and new types of private label items shoppers would like to see,” he says. “Telling stories about private label, such as team members’ favorite private label products and how they use them, and/or stories about the retailer’s search to find the product and bring it back to their shoppers also can prove beneficial. Stories bring the products and the stores to life, and private label can serve as an outstanding topic for such stories.”\r\n\r\nPrivate brand and marketing used to be oxymoronic, says Carol Spieckerman, president of Bentonville, Ark.-based consulting firm newmarketbuilders.\r\n\r\n“It’s a step in the right direction that retailers are promoting their private brands on their websites and backing that up with event marketing,” she says. “The next phase, which has already started, will be for retailers to leverage insights gleaned from social media to develop brands, not just market them.\r\n\r\n“Unlike traditional POS data, social media gives an unprecedented glimpse into consumers’ activities and interests that will provide powerful insights for private brand creation.” \r\n\r\nIdeally, retailers have a strong brand positioning that also is captured in their private brands, notes Terry Lee, founder of Private Brand Advisors.\r\n\r\n“A good example of this is Trader Joe’s,” he says. “Their retail brand positioning is very clear, and their brand personality is reinforced in their private label in the form of type of products, brand names, product names, and packaging design. This is reinforced in their print vehicles with clever stories about the products.\r\n\r\n“Of course, this requires a retailer to have a strong brand positioning to start with.” \r\n\r\nIt is imperative for retailers to build brands based on consumer insight, says Todd Maute, partner at N. Y.-based CBX.\r\n\r\n“If retailers create, design and merchandise brands that will mean something to the consumer, versus just building brands and products that offer a lower cost in the category, they should be able to create that connection,” he says.\r\n\r\nGet Consumers To See Your Brand As Best – The Eyes \r\n\r\nConsumers have a lot of choices when it comes to brands, so what can you do as a retailer to make them see that your private label brand is the best?\r\n\r\nIncreasingly, presentation and merchandising play a big role because that is the aspect that retailers uniquely control, Spieckerman says.\r\n\r\n“Retailers have an opportunity to look at the entire store as a showcase for their private brands and to develop cohesive, store-wide presentation schemes that tell a story, rather than working category-bycategory,” she says.\r\n\r\nAs with all brands, it starts with having a product that meets a consumer need, Lee adds.\r\n\r\n“Retailers have the opportunity to create products that are targeted towards their specific customer base versus the national audience,” he says. “Creating awareness and trial is critical to the success of a good product. This is where retailers must invest and leverage better the marketing elements they control – for example, in-store, websites, print ads, etc.” \r\n\r\nRetailers can generate interest and trial of their private brands by doing several things, Hauptman says.\r\n\r\n“Highlight private label items at the shelf so they’re easy to find, for example, merchandising them at eye level and ‘over-facing’ to create a banner effect at the shelf,” he says. “Quantify the savings associated with trading to private label versus purchasing corresponding national brands at the shelf via shelf talkers or through basket comparisons at the front of the store. Reduce the risk associated with trying new private label items by sampling private label products in-store, offering a money back guarantee on private label items, and highlighting private label items that are top-sellers in their categories.”\r\n\r\nRetailers also don’t truly understand the value of great design, Maute adds.\r\n\r\n“Many companies have built their entire business on great design and clearly defined brand strategies,” he says. “A consumer’s reason to believe and behavior in a given category vary differently. Consumers’ purchase intent in cereal varies greatly from that in frozen commodities. Understanding that behavior will allow retailers to effectively create relevant brands and appealing designs that will attract consumers.\r\n\r\n“Additionally, retailers need to understand that packaging is not the only key driver in stimulating purchase intent at the shelf. Merchandising your brands in a proud and relevant way will present the brands role and purpose and stimulate trial. Smart pricing, promotion, and even store design will also enhance the perceived value and essence of that brand.” \r\n\r\nVarious Brands Should Be Connected – The Muscles \r\n\r\nIt’s extremely important to have all private label brands connected under a single program that shoppers understand, Hauptman says, and that is particularly important for retailers with a three- or four-brand private label offering with national brand equivalent items flanked by valuetier items on the low price side and premium and/or natural and organic items on the upper-tier side.\r\n\r\n“That way they’ll give the retailer full credit for their interesting and budget-stretching private label products,” he says.\r\n\r\nSpieckerman also says it’s important for retailers to maintain cohesion. And based on the portfolio pairings and adjustments that retailers have embarked upon, particularly in the drug channel, they obviously see the need for it.\r\n\r\nHowever, Maute says he’s not sure it’s critically important to have cohesion when it comes to their various tiers/subgroups of private label brands.\r\n\r\n“Each brand should speak to a consumer target or business objective directly, and sometimes these drivers will vary greatly,” he says. “I also don’t think that retailers should just build brands driven by product attributes or quality levels. This approach means that the product’s driving the development versus the customer need.\r\n\r\n“We recommend an approach that focuses on developing brands that you can win with in key areas of business, others that you can differentiate with, and others that you can compete with. Depending on the target customer or category, the role of the private label brand will vary.\r\n\r\n“Retailers should be developing brands that meet a business objective both quantitatively and qualitatively … this may not always be driven by traditional tiering methodologies.”\r\n\r\nHave A Consistent And Compelling Brand Voice – The Mouth \r\n\r\nTo have a consistent and compelling brand voice, retailers need to understand the role that private brands play within their business.\r\n\r\nUnderstanding their role is complicated, but critical, Spieckerman says. She says the most important part is a willingness to change and not get entrenched.\r\n\r\n“Private brands are powerful and unique advantages for retailers, and as they expand their physical and digital platforms, the opportunity to build equity and affinity for them has never been greater,” she says.\r\n\r\nIn many retailers, private brand programs still play the role of a source of products with greater margins compared with national or regional brands, Lee says.\r\n\r\n“These retailers are failing to leverage their programs to deliver greater value by utilizing it as a major piece of a retailer’s efforts to build an overall brand image that differentiates it from its competitors,” he says.\r\n\r\nIf a retailer has a good understanding of who they want to be, what their brand stands for and what differentiates them from the competition, they easily can integrate a structured go-to-market strategy that will help support that desired position.\r\n\r\nFind A Spirit To Fuel Your Brand – The Heart \r\n\r\nThere are some retailers that really put their heart into it and take a unique approach to private label branding.\r\n\r\nSome retailers that stand out for their private label branding are Safeway, Duane Reade, Walgreens and Tesco.\r\n\r\n“Safeway has done a great job with building brands on consumer insight and need,” Maute says. “Brands such as moms to mom, Open Nature and Eating Right, all appeal to a different consumer based on the life stage or need in the category.” \r\n\r\nAlthough not necessarily new, retailers are becoming more sophisticated in creating brands that are most targeted within categories or consumer segments, Lee says.\r\n\r\n“They are moving away from utilizing ‘banner brands’ and creating brands that are tightly targeted,” he says. “CVS for example, created the Nuance Salma Hayek brand that is a combination of a well-known brand, Salma Hayek, and the word Nuance, which is very beauty category specific.”\r\n\r\nFairway Market in New York leverages its Fairway Market private label brand to set a high quality tone in their stores, Hauptman says.\r\n\r\n“Their Fairway Market brand items are unique, high-quality, signature products that are positioned as different and better than traditional national brands, thereby reinforcing the retailer’s high-quality, wide variety image,” he says.\r\n\r\nThe basics of creating retailer owned brands are almost identical to the basics of creating any brand, says Christopher Durham, founder of myprivatebrand.com.\r\n\r\n“The real key is understanding the opportunities for retailers to build brands with significantly larger and more compelling consumer propositions than national brand manufacturers,” he says. “No matter how well a manufacturer knows its consumer, the brands they create are still restricted by the products they manufacture. Retailers have the ability to source any product at any quality level from anywhere in the world and to create a brand that truly solves [the consumer’s] problems.” \r\n\r\nAdditionally, retailers must understand who they are and what makes them different and unique, Durham says. They must understand that price and selection are not differentiators, and to be successful, they must create a brand that engages consumers in their hearts as well as their wallets.\r\n\r\n“If they cannot articulate that difference, consumers will not engage with them as anything more than the generic grocer or corner drugstore that they are,” he says. “Once this is established, a robust portfolio of private brands may have brands that reinforce the overarching retail positioning, or it may have brands that add to the original retail positioning.\r\n\r\n“Ultimately, the retailer must ask himself or herself what roles each brand will play in their portfolio and how much they will invest to bring that role to life.”\r\n\r\n“Although there has been a lot of talk over the last few years about private label and the quality and pricing of its products, the vast majority of retailers are simply doing a better job with their private labels – they are not creating brands,” says Christopher Durham, founder of myprivatebrand.com. “Prominent exceptions include Tul at OfficeMax, The Snack Artist at Safeway, and the upcoming Threshold at Target.”

    \r\n\r\nhttp://digital.bnpmedia.com/display_article.php?id=1128277', 'Anatomy Of Private Label Branding', '', 'inherit', 'closed', 'closed', '', '1667-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1667, 'http://cbx.cappendev.com/1667-revision-v1', 0, 'revision', '', 0), (2690, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'Veteran retail, hospitality, airport and commercial facilities architect and designer Anthony Deen has joined brand agency and retail design consultancy CBX as Creative Director, Branded Environments.\r\nIn his position, Deen will partner with senior management in shaping the vision for retail, restaurant, hospitality and commercial clients’ branded environments that are relevant in the marketplace. He reports to Rick Barrack, Founding Partner & Chief Creative Officer.\r\n\r\nDeen comes to CBX from Landor, a brand consulting and design firm in New York City, where he was Creative Director, Environment Design since 2011. In that position, he served as practice leader in branded environments and created award-winning designs for clients such as Barclays, the Central Park Conservancy, the Port Authority of New York and New Jersey, and The World Trade Center. Deen’s work for Central Park garnered a Cannes Gold Lion, and Gold Award at the International Design Awards and a GOOD Green Design award among others.\r\n\r\nPrior to Landor, Deen was a Senior Design Director and Senior Associate at TPG Architecture, New York, N.Y., where he served as studio and design lead for airport, retail and hospitality clients. From 2003-2007, he worked at Rockwell Group, New York, N.Y. as a Senior Architect and Associate responsible for design and project oversight for clients such as FAO Schwarz, JetBlue Airways, Macy’s, and the W Hotel Group. Earlier in his career, he served as Vice President of Retail Design and Brand Development for Virgin Entertainment Group, Los Angeles. In that role, he served as store design lead for Richard Branson’s megastore chain in North America, with responsibility for the look and feel of the U.S. stores.\r\n\r\nDeen is also an adjunct associate professor at Parsons School of Design, School of Art, Media + Technology, where he cofounded and directed the school’s Design and Technology graduate program.\r\n\r\nA resident of Brooklyn, N.Y., Deen holds a Masters of Architecture from the Parsons School of Design and a Bachelor of Fine Arts from The Cooper Union For the Advancement of Science and Art, Schools of Art and Architecture.\r\n\r\nAlso seen in:\r\nChain Store Age\r\nRetail Environments\r\nNew York Business Journal\r\ndesign:retail', 'Anthony Deen Joins CBX as Creative Director, Branded Environments', '', 'inherit', 'closed', 'closed', '', '2112-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2112, 'http://cbx.cappendev.com/2112-revision-v1', 0, 'revision', '', 0), (2691, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'Stark, unattractive value-tier packaging design is losing favor with customers.\r\nOne-third of consumers consciously seek out private label products to save money, states Chicago-based IRI in its January 2015 report \"Private Label & National Brands: Dialing in on Core Shoppers.\" More than five years after the official end of the Great Recession, consumers continue to search for affordable grocery options, and nearly half (46 percent) of consumers say they are planning to purchase affordable brands more frequently in the coming year. For this reason, many retailers have started to give their opening-price-point private brands greater attention.\r\n\r\nTodd Maute, a partner with New York-based CBX, agrees that there has been a \"recent resurgence\" in value-tier products.\r\n\r\n\"They are being treated more strategically than they have been in the past,\" he says, especially when it comes to their packaging design. Typically, standard value-tier packaging was \"basic\" and \"cheap\" looking because retailers wanted to convey to consumers that the product was inexpensive. However, recent private brand packaging redesigns and opening-price-point brand introductions indicate that retailers are changing the way they present their value tier to consumers.', 'Anything But Basic', '', 'inherit', 'closed', 'closed', '', '2219-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2219, 'http://cbx.cappendev.com/2219-revision-v1', 0, 'revision', '', 0), (2692, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'By Brian M.\r\nBrand agency author suggests putting the patient at the center of pharmaceutical product/package design rather than the condition.\r\n\r\nThe drugs and therapies developed by pharmaceutical [companies] often fail to meet expectations, and not just because of their formulations, dosing regimens, or side effects. They fail because the industry at large operates in a way that still believes that once the drug is approved by the FDA, makes it to a pharmacist\'s dispensary, and is accompanied by a rockstar ad campaign, the job is done.\r\n\r\nAnd to be fair it is a long haul from discovery to approval—anywhere from 12 to 20 years and up to $1BB. But that\'s precisely when the critical job of connecting with people—motivating, inspiring, educating, and cajoling them into following their treatment regimen—begins.\r\n\r\nAfter all, what good to anybody is an untaken drug? Not to the pharmaceutical [industry], which loses an estimated $188 BB in revenue in the U.S. alone,[1] and not to patients and their payers who spend $290 BB[2] on otherwise unnecessary medical care as a result of untaken drugs. More unfortunate is the added irony that the very skills and processes of laboratory science that are foundational to developing these new drugs for patients are antithetical to the making of empathetic connections with people.\r\n\r\nIt used to be called compliance, and today, professional caregivers still speak of a patient\'s “non-compliance\" with a recommended therapy. In another era, doctors alone had the last word on what was best for the patient. But new philosophies for approaching holistic patient care, patient bills of rights, and the growth of technologies that ping, call, and nag us to take our medicine have converged to make compliance not just paternalistic, but dated.\r\n\r\nToday, the term of choice for those in the know is adherence. It\'s a more accurate term in its nuanced understanding of the balance of power between prescriber and prescribee. We are no longer compliant to another\'s orders, we are adherent—we literally stick—to the agreed to plan. If there were a scale that measured warm and fuzzies, adherence would barely register much higher than compliance. It almost sounds like it was produced on the same machine that spits out the pills we have been prescribed. Adherence XQ, the pill that helps you take your other pills.\r\n\r\nUltimately, what word we use to describe it is less important than how we define it. Commonly we shorthand it by thinking of it as simply “remembering to take our meds,” but there\'s more to it than that.\r\n\r\nTake, for example, The Adherence Estimator®,[3] a three-item scale that is useful in predicting any given patient\'s propensity for intentional non-adherence: How convinced am I that this med is important? How concerned am I that it is harming me in some way? Is it going to be too painful to my wallet? Its cousin, unintentional non-adherence, also a clinically cold mouthful, covers plain old forgetfulness, accidentally taking a med the wrong way, or at the wrong time, or storing it incorrectly, all of which lead to reduced overall adherence.[4]\r\n\r\nShouldn’t we also include all of the gradations of our messy, real lives? The moments that may not be completely thought out but are more semi-conscious? Call it spontaneous non-adherence, like when you get an unexpected, unpleasant reaction, which albeit is within normal range but freaks the beans out of you causing you to chuck the rest in trash?\r\n\r\nIntentional, yes, but not really intended. Or it tastes bad or depresses you or there’s a social stigma attached to your diagnosis or its packaging is just a pain in the glutes.\r\n\r\nHow about we continue the work of evolving adherence by drawing on the tools of brand development? For starters, we can begin to think of patients as consumers and approach adherence much like consumer brands would approach retention or loyalty.\r\n\r\nJust as Starbucks defines coffee as everything that goes on around the actual cup of joe, let’s define adherence holistically.\r\n\r\nLet\'s define adherence from a consumer-first point ov view as: any barrier that will get in the way of a consumer’s well-being and best interests. Cost and education, for sure. Imperfect memories, you bet. But let’s also add to that the realities of our hectic lives, cultural dynamics, and throw in a general mistrust of “Big Pharma” for good measure. Let’s make it about them and their real lives, not just a hypothesis on what’s preventing them from achieving their best selves.\r\n\r\nJust as Help Remedies thinks of the person first when designing its products, let’s put the person at the center of the process, not the disease.\r\n\r\nLet’s reframe how we address the entire arc of drug development: from targeting a disease to marketing a brand-name pharmaceutical. Keep in mind that a drug is not just the unpronounceable chemical compound in small print. It’s also the What (form), the When (frequency) and the How Much (dose), all the stuff that we need to be able to incorporate into our lives. Let’s aim to develop solutions that are based on the person and not solely the condition.\r\n\r\nJust as Method Home designs décor you want to display first and household cleaners you need to use second, let’s aim to fit into our patients’ lives.\r\n\r\nLet’s really understand their lives not as patients but as people whose identities are only partially defined by whatever ails them. What motivates them? What do they think and feel about their lives? What hopes and dreams do they have? How do they live their day to day? What makes them feel whole? Let’s aim to fit into their lives instead of asking them to adhere to a new, incremental behavior.\r\n\r\nJust as Blueprint Cleanse connects to our desire to socialize dieting, let’s find a way to connect with our consumers’ deeper motivations.\r\n\r\nLet\'s look beyond the rational, cognitive drivers of adherence, what we consciously agree to, what we say we understand, what we promise to do but then somehow don\'t for no reason at all. Let’s consider how emotional, non-verbal arguments can be made with design and the language of form so that we only design brands that connect with people emotionally and get invited into their lives, brands that say, “You’re doing great, Good Job, Keep Going!”\r\n\r\nLet’s build brands, not just drugs. Let’s help people help themselves. Let’s solve holistically.\r\n\r\nReferences:\r\n[1] Capgemini Consulting: Estimated Annual Pharmaceutical Revenue Loss Due to Medication Non-Adherence, 2012\r\n[2] New England Healthcare Institute: Thinking Outside the Pillbox: A System-wide Approach to Improving Patient Medication Adherence for Chronic Disease, 2009.\r\n[3] Merck Sharp & Dohme Corp, 2008\r\n[4] Gadkari and McHorney: Unintentional non-adherence to chronic prescription medications: How unintentional is it really? BMC Health Services Research 2012 12:98\r\n\r\nRead more: www.healthcarepackaging.com/package-feature/safety/approaching-patient-adherence-challenges-through-consumer-lens', 'Approaching Patient Adherence Challenges Through a Consumer Lens', '', 'inherit', 'closed', 'closed', '', '1938-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1938, 'http://cbx.cappendev.com/1938-revision-v1', 0, 'revision', '', 0), (2693, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'Every year, millions of people shop at Walmart -- but few of them are as inspired by what they find in the aisles as artist Brendan O\'Connell. O\'Connell, who has been the focus of several TV news segments and magazine articles, has been painting on canvas what he finds there: everyday household products like JIF peanut butter, Velveeta cheese and Wonder bread, as well as the people who go there to purchase them. O\'Connell\'s subject matter is not dissimilar from that of Andy Warhol, another artist who made a career out of portraying the designs that our agency, and others like it, spend days and late nights creating as art. But do we -- or even the brands that engage us -- get any benefit or credit (or even compensation) from Mr. O\'Connell for the subject matter that so inspired him?\r\nIn the age of Pinterest, Instagram, YouTube, et al., there seems to be an ever-growing blur between art and commerce. Except for when it comes to the business (i.e., the money part) behind the creativity. There the lines become pretty black and white. While artists -- like illustrators, photographers and musicians -- who develop commercial materials continue to leverage business concepts around copyright usage and the like (Shutterstock founder Jon Oringer just made the billionaire\'s club), clients have put more and more demands on agencies in order to get the work they want for the price they want. Agencies generally perform under \'work for hire,\' relinquishing ownership over final creative product (online you can get it for $399). It\'s a competitive environment, but creativity, at least quality creativity, continues to be commoditized.\r\n\r\nCan anyone really divine how long it will take to develop a logo? More importantly, what will its worth be in market? One of my idols, the agency legend David Ogilvy, once advised prospective clients to \"insist on paying 16% to your agency [ed. note: 15% commission was once a standard in advertising]. The extra 1% won\'t kill you...and you will get better service.\" I couldn\'t agree more -- but then again, I\'m the agency.\r\n\r\nRead more: <a href=\"www.huffingtonpost.com/gregg-s-lipman/art-vs-commerce_b_5399195.html\" target=\"_blank\">www.huffingtonpost.com/gregg-s-lipman/art-vs-commerce_b_5399195.html</a>\r\n\r\n&nbsp;', 'Art vs. Commerce', '', 'inherit', 'closed', 'closed', '', '1914-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1914, 'http://cbx.cappendev.com/1914-revision-v1', 0, 'revision', '', 0), (2694, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    Despite the beleaguered stock market, Duane Reade is turning to Wall Street to make a profit.\r\nOn Wednesday, the chain will open a roughly 22,000-square-foot pharmacy in the Trump Building at 40 Wall Street. Joe Magnacca, president of Duane Reade and Everyday Living Solutions at the Walgreen Company, which owns Duane Reade, said it is the largest Duane Reade ever built.\r\n\r\nThe drugstore occupies 40 Wall Street’s cavernous old bank space, with vaulted ceilings rising two stories above the marble floor. It includes opulent amenities like a hair salon for shampoos, blow dries and blowouts; a nail bar for manicures and massages; a pharmacy with a doctor on hand for consultation during the week; and a grocery market featuring sushi and smoothie bars. There is also a stock ticker.\r\n\r\nThe Wall Street store’s extensive services are an attempt to rethink the American pharmacy model, which Mr. Magnacca said “hasn’t changed much since the removal of soda fountains 50 years ago.”\r\n\r\n“We believe it’s the most exciting drugstore in the world,” he said in an interview last week.\r\n\r\nMr. Magnacca said this Duane Reade cost around 20 percent more than usual to build. It is the company’s latest effort to custom-fit a store to the surrounding neighborhood, a strategy that has touched off controversy in the past. One that opened last year on Bedford Avenue in Williamsburg, Brooklyn, drew threats of a boycott from residents who feared it would force out independent pharmacies and homogenize the neighborhood.\r\n\r\nBut the Williamsburg store, which features a bar that sells 64-ounce bottles of beer called growlers, proved so popular that Duane Reade adopted the growler bar at a second pharmacy on the Upper West Side.\r\n\r\nMr. Magnacca said the new store was designed to preserve relics like black marble columns and gilded escalators from 40 Wall Street’s former life as the Bank of Manhattan Trust Building. He said he did not think financial district customers would see this Duane Reade as an encroachment; after all, there are already 14 locations around the neighborhood.\r\n\r\nMichael Fram and Tom McDonnell, who work at 40 Wall Street, were chatting outside the building Thursday afternoon. Both men said they were unaware that the store was opening, despite the gigantic banners that flapped directly overhead. Told of its arrival, they said they thought the store would be convenient, but they were not sure they would go there for lunch.\r\n\r\n“I don’t know about the sushi,” Mr. Fram said. “I’d have to smell it first. But I’ll try anything once.”\r\n\r\nhttp://cityroom.blogs.nytimes.com/2011/07/05/at-duane-reades-newest-outpost-sushi-and-hairstyling/', 'At Duane Reade’s Newest Outpost, Sushi and Hairstyling', '', 'inherit', 'closed', 'closed', '', '1753-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1753, 'http://cbx.cappendev.com/1753-revision-v1', 0, 'revision', '', 0), (2695, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'Argentinean Company\'s Award-Winning Concept Focuses on Creating a Genuine Cafe Experience\r\nAXION energy Argentina, headquartered in Buenos Aires, is rolling out a new and distinctive convenience store design created by CBX, the brand agency and retail design consultancy based here. The design just took first place honors in the convenience store category in VMSD magazine\'s annual Retail Renovation Competition, published in September.\r\n\r\nCBX\'s creation of AXION\'s Spot! Café concept marked a departure from the usual c-store development process. Recognizing the strong European cultural and social influence in Argentina, CBX decided to make an authentic café experience the main focus of the shop, with the convenience retail component secondary.\r\n\r\n\"During our research, we discovered that one aspect of the European influence in Argentina is the common practice of socializing over a cup of coffee or espresso a number of times a day,\" explained Joseph Bona, CBX president of branded environments. \"We also found that many of the country\'s convenience stores have seating areas and people often go to them to have their cup of espresso and then go on their way, without buying any food.\"\r\n\r\nAs a result, the CBX approach changed the focus of the shop. \"We felt there was an opportunity for the client to differentiate itself by making the shop not a typical c-store selling food and coffee, but instead creating a modern, state-of-the-art café that also offers an assortment of convenience products. So, the project really became all about creating a genuine café experience.\"\r\n\r\nAXION energy is a subsidiary of Bridas Corp., which acquired the assets of Esso Petrolra Argentina, the fuel distribution and retail subsidiary of Exxon Mobil Corp., in 2012. The company operates 700 fuel centers in Argentina, Uruguay and Paraguay. In the wake of the acquisition, along with its new identity, the company created a striking, ultra-contemporary forecourt design that CBX used as part of its inspiration in designing the shop.\r\n\r\nCBX created a retail brand identity for the shop with a high-impact sense of place. Both the exterior and interior designs for Spot! Café leverage the bright, cheerful color palette of the AXION forecourt, while the floor-to-ceiling glass storefront showcases what awaits the customer inside.\r\n\r\n\"We took a number of cues from the AXION brand design,\" Bona, a veteran c-store designer, elaborated. \"In addition to the colors, we took one leg of the \"X\" logo symbol of Axion and converted it into an architectural detail that highlights the store entrance.\"\r\n\r\nIn order to establish the primacy of the café experience, the layout separates the store and café as distinct sectors. Communal tables and outdoor patio seating help reinforce a sense of community and compliment the traditional café seating, which also includes club chairs. Digital menu boards, meanwhile, not only allow easy time-of-day menu changes but also underline the high-tech modern design throughout.\r\n\r\nThe flagship prototype facility debuted in October 2014 on Avenida Del Libertador y Salguero in Buenos Aires and the company had opened 15 additional locations in Argentina by mid-August. According to the company, sales at the flagship store were up 12% in the first nine months of operation, while gross profit grew an impressive 23%.\r\n\r\n\"We had to have a specific solution for the modern convenience store shopper, and we wanted to build the best breakfast experience in town,\" says Claudio Freue, Marketing Director, AXION energy. \"The selection of products was chosen carefully, placing special emphasis on providing our shoppers with healthy options.\"\r\n\r\nAlso seen in:\r\nPetrolPlaza', 'Axion Energy Rolls Out C-Store Prototype Design Created by CBX', '', 'inherit', 'closed', 'closed', '', '2136-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2136, 'http://cbx.cappendev.com/2136-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2696, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'A new line of organic beans is breaking through the \"sea of sameness\" in the organic shelf-stable vegetables category through the use of a stand-up pouch decorated with fresh and fun illustrations. The five varieties of beans in pouches were launched by startup company Green Valley Foods, LLC out of Salem, OR, in October 2015 along with four canned bean varieties, one canned pumpkin product, and three canned seasonal vegetables - all with the same lively graphics.\r\n\"Green Valley wanted to create packaging that disrupted the aisle, but also captured a younger, health-conscious audience: the adventurous, better-for-you Millennial Mom,\" says Pete Chieffo, Associate Creative Director for CBX, the firm responsible for designing the package graphics. \"The canned category relied on a gritty, natural palette of earth tones and farm cues. While these cue the natural organic aspect shoppers are looking for, there wasn\'t anything that spoke to our target\'s desire to make food fun and creative for her family.\"\r\n\r\nThrough research involving both East and West Coast Millennial Moms, Green Valley and CBX learned that organics had changed over the past several years, \"with Millennials expecting their organic brands to match their optimistic and adventurous lifestyle, rather than traditional organic category cues,\" says Chieffo.\r\n\r\nAdds CBX CEO and Managing Partner Gregg S. Lipman, \"We saw that there was an opportunity here for something innovative and differentiated. The \'classic\' organic cures were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today\'s busy but conscious consumers.\"\r\n\r\nThe first and greatest differentiator is the use of a 15.5-oz stand-up pouch with a tear notch at the top for five varieties of beans. Graphics for the pouches and cans include illustrations of a green valley, vibrant veggies, and purple mountains, topped by a yellow sun orb, along with simple typography. \"We wanted the fonts to feel hand-drawn with character, right from the farmer\'s hand,\" Chieffo says. \"The depiction of the beans and veggies was a take on \'farm to table,\' with a modern edge, elevating the product with a top-down shot.\" The back of the packages contain recipes.\r\n\r\nOriginally published by Packaging World', 'Bean Pouches Present a New Take on Organics', '', 'inherit', 'closed', 'closed', '', '2179-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2179, 'http://cbx.cappendev.com/2179-revision-v1', 0, 'revision', '', 0), (2697, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'TERRA® CHIPS INTRODUCES NEW LOOK FOR ITS ICONIC BLACK BAGNew Packaging Design to Spotlight Unique Root Vegetables in Every Bag\r\n\r\nLake Success, NY, March 4, 2014—The Hain Celestial Group, Inc. (NASDAQ: HAIN), a leading organic and natural products company providing consumers with A Healthier Way of Life™, today announced a packaging refresh for its TERRA® brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand’s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\n\r\nFor more than two decades, TERRA® snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables – including taro, kabocha squash, parsnip and beets – in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n“The root vegetables that go into TERRA® set it apart from ordinary chips,” said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\n\r\nIn January 2014, TERRA® introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA® Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA® Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\nRead more: www.thedieline.com/blog/2014/3/24/before-after-terra-chips', 'Before & After: Terra Chips', '', 'inherit', 'closed', 'closed', '', '1939-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1939, 'http://cbx.cappendev.com/1939-revision-v1', 0, 'revision', '', 0), (2698, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'I’m 10 minutes early for my interview with Rick Barrack as my cab pulls up to the East 21st Street office of CBX in Manhattan. He is standing outside, about a building or so away from the entrance; we haven’t met prior, and he looks to be enjoying his moment in the sun, so I leave him to it and go inside.CBX is one of my clients through my day job at Inwork, so I know the drill. The elevator opens into a second floor hallway, where I buzz through an enormous glass door leading to their lobby.\r\n
    \r\n\"\"\r\n\r\nI’ve been here before, but I’ve never had opportunity to meet Rick, the agency co-founder —and mention-worthy— one of Fast Company\'s “100 Most Creative People in Business.” I’m curious to hear more about what makes CBX tick, Rick’s business philosophy, and how his teams support it.\r\n
    \r\n\"\"\r\nWildly impressive and understated all at once, the CBX “Big Red Curtain\".\r\n
    \r\nI am welcomed by the receptionist, who is sitting behind a crescent antique desk of dubious yet stately origin. She is sitting before a red velvet curtain worthy of a 1930s Zeigfield stage production, above which is a glittering crystal chandelier.\r\nIt’s a stunning first impression, dramatic still upon repeat visits. I am offered a seat, but prefer to take a few minutes to poke around the lobby. It is littered with rustic relics, a Persian rug, a frat-house “dream chair” constructed from as-yet-untapped Bud Light 12-Packs, a giant, weathered garage door, and a 1920s shopping cart—which is super cool, but looks far too tiny to be very useful to my 2012 consumer eye.\r\n
    \r\n\"\"\r\nThe Garage.\r\n
    \r\n

    The space is nothing short of eclectic theatre—a sophisticated carnival vibe, a calculated amalgam of “high and low” put on by CBX aesthetes who knew exactly what they were doing.

    \r\n
    \r\n\"\"\r\nAs Rick enters the room, I’m taken by his ease. He has the inviting air of someone comfortable in his own skin, without a hint of pretense. His greeting mimics the sentiments artfully rendered in chalk on the west-facing wall, which serve as CBX’s cultural touchstones: “Straight Talk,” “Dirty Hands,” “Hello There,” “Come Right In,” “Have a Seat!” “Welcome One & All”.\r\n
    \r\n\"\"\r\nJoe Violante: Executive Creative Director, Rick Barrack: CCO, Allison Koller: Creative Director.\r\n
    \r\nThere are no fake smiles here and certainly no finger guns (except in jest).\r\nWhile many of the questions posed are admittedly self-indulgent, I come away with some golden nuggets about what sets the tone at CBX.\r\nThe first thing I noticed stepping behind the “big red curtain” and walking into the belly of the whale are workstations with obligatory “dividers.” However, they are significantly lower than those in most offices, and surrounded by walls of image galleries, which are visible everywhere in the room.\r\n
    \r\n

    \"\"

    \r\n\"\"\r\n\r\n\"\"\r\n\r\nProjects in progress are not just living on computer screens or tucked away in folders. Design iterations, their alternatives and various components are on display for all employees to see. For larger and more complicated initiatives, formalized ”Immersion Rooms” are dedicated to discovering a given brand’s past, present, and potential future, in depth.\r\n
    \r\n

    \"\"

    \r\nThe overriding theme here is transparency—right down to the clear corrugated plastic walls of the door-less immersion rooms. Intelligence is a shared, and readily exchanged commodity across different brand teams and open to interdisciplinary exchanges that could not take place otherwise.\r\n
    \r\n\"\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nInfo sharing is second nature. Pinboards extend well into CBX’s kitchen.\r\n
    \r\nYou’ve heard the old cliché “There is no “I” in team.” Well, CBX uses this language and they really, REALLY mean it.\r\n\r\n\"\"\r\n\r\nCBX teams are like pro-racing pit crews and its no surprise, given Rick himself, is a dedicated auto enthusiast and Indy 500 aficionado.\r\n
    \r\nThe teams have a “crew chief” who is instrumental in assigning specialists from their multidisciplinary talent pool. Great care is taken to match the right CBX resource to the proper client. Think “the right tool for the right job.”\r\n
    \r\nTeam communication is centralized; they’re all “on the radio” listening to the race progress, keeping in constant contact, so when a driver pulls into the pit and it’s time to get to work, nothing goes unconsidered or unresolved.\r\nYou see plenty of “dirty hands” here, and you’ll never find them idle. Even though it’s not stated explicitly, it seems very clearly ingrained in the culture that failure is not an option on CBX’s watch.\r\n
    \r\nBut it’s not just about “winning” with this crew, it’s as much about performance. That is to say, if your brand were Humpty Dumpty, and he were to fall off a wall, CBX’s brand zealots would rally around and put you back together again--only, you’d emerge having a shell more akin to Titanium-Kevlar, than calcium composite, and CBXers would have likely souped it up with an aftermarket anti-gravity device just to be 100% sure you never fell off that bloomin’ wall again.\r\n
    \r\nThat’s just what CBX does.\r\n
    \r\n\"\"\r\nAn exemplary outcome at the hands of this CBX teamwork, in collaboration with Joe Jackman, can be easily seen in their brand renovation of Duane Reade.\r\n
    \r\nThe Duane Reade initiative, “New York Living Made Easy” was a multi-faceted brief requiring a complete reinvention of the Duane Reade drugstore concept. Under the brief’s umbrella lay a mission to rebrand four Duane Reade private label brands, and fundamentally elevate the in-store experience to one that was nothing less than channel-changing.\r\nCBX nailed it.\r\nAfter all, how many drugstores offer you unexpected touches like a frozen yogurt bar, a sushi bar, or a growler bar, all of which are targeted to the needs and demands of any given store location’s specific neighborhood clientele.\r\n
    \r\n\"\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nI asked Rick to share a little about Duane Reade as he sees it -- an interesting case study in immersion.\r\n
    \r\nRB: “They (DR) came to us because of our NY chops--a small agency that could be nimble while also having the capability to address the massiveness of the initiative.\r\nBut most importantly what was really interesting is, from a cultural perspective, we’re often asked to put our “New Yorkness” in our back pocket in order to appeal to Omaha and Ohio and Florida, and so on so forth…\r\nIn this case they (DR) actually asked us to step out of that, and get back to NY, and celebrate our New Yorkness. So we were really able to let it fly, completely let it fly—I mean, they gave us full liberty to partner with them on their vision of what Duane Reade could be.\r\nThey were great. Great partners and great clients who allowed us the liberty to do what we do best and trusted us in helping them navigate down the garden path.”\r\n
    \r\nLM: So, what do you do in cases where you don’t have as much control over a brand?\r\n
    \r\nRB: We’re a very humble company in the way we approach our clients, and I think that humility allows us to understand what the client needs. While we are the stewards of brands and we should and do help guide, and aim, and shoot, occasionally, we are required to “play nice in the sand box” with good manners.\r\n
    \r\n LM: OK, but what if you have a project that you think is going to reflect poorly on your own brand, what do you do about that?\r\n
    \r\nRB: Our first criteria is not “How this going to look in a portfolio?” or “What awards s are we going to win?” It’s just not in our nature; nobody here thinks that way.\r\nThe first order of business is, has the client gotten what they needed? Are we addressing the objective, are they happy with the result and will they come back and work with us again?\r\nAt the end of the day, we are in the service business and we don’t forget that!\r\n
    \r\n“Arrogance is an enemy to most initiatives—we just don’t approach things that way.”\r\n
    \r\nWe like to “get our hands dirty” and there’s a reason we use this language. It manifests itself into a philosophy. We live and breathe it. It’s not just words that we shove down the throats of people who work here.\r\nIt’s the nature of the way we think, our teams know these brands are living and breathing, entities and this is not art school.\r\nWe’re not in the business of making pretty pictures just because we like them. Our work has got to be grounded in some rationalization of why we did what we did. The most important thing is— the people buying these brands and these products will not have us standing up in front of them spinning it and selling it. It has to sell itself.\r\nWe look at the role of branding through that lens—knowing what is responsible and what is irresponsible—and I think when you have that ingrained in a culture like we do, it becomes second nature into everything we touch.”\r\n
    \r\n\"\"\r\n\r\nCBX Offers Staffers “A wall of their own” called “The Family tree” where they can showcase artwork or an artifact that embodies their own personal brand.\r\n
    \r\n
    \r\n\"\"\r\nAt the end of the day, CBX is all about connection.\r\n
    \r\nSo, what’s behind the big red curtain at CBX?\r\n
    \r\nIn my opinion, it isn’t theatre at all, nor is it a circus, a carnival, or the great and powerful Oz. It’s a collective, orchestrated exercise in strategy, brand immersion, and design, executed by talented, hard-working people buzzing with hive mentality but without all the Borg-like assimilation nonsense.\r\nAnd with that I will bid you adieu, and “Be Awesome! “\r\nClick Here for more information about CBX and Rick Barrack.\r\nMany thanks to Rick Barrack, Christine Coppinger, Tina Rosenbaum, and all the other fine folks at CBX who made this article possible.\r\n
    \r\n-LM\r\n\r\nhttp://www.thedieline.com/blog/2012/12/12/inside-the-studio-behind-the-big-red-curtain-at-cbx-nyc-with.html', 'Behind the big red curtain at CBX', '', 'inherit', 'closed', 'closed', '', '1791-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1791, 'http://cbx.cappendev.com/1791-revision-v1', 0, 'revision', '', 0), (2699, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '3 simple rules to help brand marketers apply psychology principles to create the most successful gift sets.\r\nBy Sandra Creamer\r\n\r\nWhy do bad gifts happen to good people? It’s amazing how some of us are so bad at picking out gifts for others, and beauty products are no exception (soap on a rope, anyone?)\r\n\r\nUntil recently in the beauty category, fragrances were the top gifts. By expanding the role of gifting in the portfolio beyond seasonal, it can become a solid brand builder.\r\n\r\nBeauty brands have been expanding the breadth of products that they promote as gift sets across skin, body care and men’s beauty -- and consumers are responding, to the tune of $871MM in prestige – up +16% in 2012 from the same period in 2011.\r\n\r\nIn a move to diminish the practice of White Elephant Gift exchanges throughout the land, beauty brands (and frankly all categories) can help solve the problem of bad gifting by applying the principles of psychology to the practice of good branding through three simple rules.\r\n\r\nRule #1 - Breathe life into the right benefits.\"\"\r\n\r\nPsychology studies have proven that more often than not, givers and receivers have a hard time understanding each other’s mindsets, meaning the giver usually doesn’t choose something the receiver will enjoy.\r\n\r\nOn the other hand, the NPD reports that more than 50% of consumers who use mass body care products once a week often give them as gifts, so beauty brands are smart to target their current consumer. The trick is to make it easy for current consumers to find a broadly appealing gift; that way the giver won’t have to guess (and mistake) what the receiver might want.\r\n\r\nBrands can help by leveraging universal benefit visual language and on-pack selling copy more effectively. For example, recent Olay body care gift sets had design themes exemplified by the headlines “smoothing delights,” “simply beautiful” and “soothing moments,” launched in an aggressive gift set rollout during 2011 that spanned 24 sets across men’s and women’s beauty.\r\n\r\nWhile some may argue these themes aren’t exciting, they work because they are on-brand and also address universally desired emotional and functional benefits through communication, which is key to succeeding with both parties. Not to mention that the snowflakes and magenta silk bow secondary pack also make it look more special.\r\n\r\n \r\n\r\n\"\"Rule #2 - Don’t shy away from highlighting less expensive brands as part of gift sets.\r\n\r\nThere is now scientific proof that most people don’t care how much someone spends on their gift, they simply prefer to get something they would actually enjoy using.\r\n\r\nAffordable beauty brands take note! Any mass skin care brand aimed at women can leverage the fact that glowing skin is the #1 benefit women desire.\r\n\r\nCase in point: I just had a big birthday, and one of my dearest friends, who is neither cheap nor one who skimps out on things, gave me a St. Tropez “Party Perfect Glow Kit” that retails for $35 online (yes, I checked). Ultimately, I was grateful to have a way to get a sun-kissed glow safely from a gradual tan lotion, and have since bought the products on my own. The brand just gained a new consumer by offering an easy way for a current user to delight someone else with an affordable gift. Speaking of delight…\r\n\r\n \r\n\r\nRule #3 - Invest in the “delight transfer factor” through packaging.\"\"\r\n\r\nThe Journal of Experimental Psychology General found that the act of finding the perfect present gives the giver a greater sense of delight – more so than the emotional benefit the receiver gets.\r\n\r\nI call this the “delight transfer factor” – the initial dopamine shot the giver has about the possible gift followed by the tail of positive emotion, and the subsequent desire to transfer this feeling to the receiver. A brand can hone in on this neurological trigger point by through visual and verbal brand assets. The key consideration is how to enhance the look and feel from every day to special occasion -- and brands have permission to go to great lengths to achieve this and charge richly for it.\r\n\r\nCase in point – prestige skin care brand La Prairie offers the Skin Caviar Luxe Cream, normally priced at $410, as a gift set in a special box described as a “stunning and fiery crystal” sparkling blue and white mosaic case. La Prairie has more than doubled the price to $950.\r\n\r\nIt worked: this was a top-selling combination according to NPD. The decision on the design direction could easily be attributed to a dramatization of the benefit of luxurious experience and it complements the product positioning perfectly.\r\n\r\nIn conclusion, brand managers looking to grow gift set sales should know that conveying universally desired emotional and functional beauty benefits on packaging is much more important than getting someone to spend a lot on a gift set - though of course, the right glitzy present can work!\r\n\r\nToo often, gift set development is an afterthought within an organization’s marketing department, demonstrated when CPG companies relegate the responsibility to non-core teams whose strengths lie more in execution that in strategy. Don’t fall into this trap!\r\n\r\nThe best way forward is to combine strategic thinking across both human behavior and leverage key brand visual and verbal elements to communicate your message. This all but mandates that gifting product design should be in the hands of capable marketers or anyone with the right training to be the brand steward.\r\n\r\n \r\n\r\nOriginally printed in Beauty Packaging.', 'Better Gifting Through Smart Branding', '', 'inherit', 'closed', 'closed', '', '1880-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1880, 'http://cbx.cappendev.com/1880-revision-v1', 0, 'revision', '', 0), (2700, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    LAS VEGAS -- An impressive 85% of consumers purchasing private-label products \"feel good\" about doing so, while only 3% feel \"embarrassed,\" Todd Maute, partner at global branding firm CBX, told a diverse group of retailers attending the \"Private Label Profit Puzzle\" educational session at the 2012 NACS Show in Las Vegas on Sunday.\r\n\"Private label is a hot commodity and is in the news a lot these days,\" he said. But it\'s not all good news.\r\n\r\n\"Much of [private label\'s] recent growth has been driven by the sluggish economy and is the result of consumers \'trading down\' in search of better price values,\" Maute said. \"If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private-label brands in the customer\'s mind.\"\r\n\r\nAccording to Maute, one of the biggest problems is that private-label purveyors are content when private-label offerings are viewed as an \"almost as good\" cheaper alternative to big brand names.\r\n\r\nThe two retailers joining Maute for the session have found private-label success by identifying segments where national brands don\'t necessarily represent the best value as well as developing a private-label offering that strives to exceed the \"big names.\"\r\n\r\n\"We believe national brands are very powerful and are often worth the premium cost--but not always,\" said Bill Nolan, vice president of marketing for Family Express. \"The challenge becomes finding a way to determine the true value of a national brand compared to a private label alternative.\"\r\n\r\nTo make this determination, Nolan said the Valparaiso, Ind.-based convenience chain establishes the \"delta\" of profitability between the cost and power of a national brand verses an alternative product--meaning, if the power of the brand does not justify its cost in the minds of consumers, a private-label product could have the opportunity to outpace the national brand.\r\n\r\nAustin Martin, the senior director of sales and merchandising for the Brentwood, Tenn.-based Mapco c-store chain, revealed that his company looks at the entire category (rather than individual brands) to help determine the best potential for private-label triumph.\r\n\r\n\"We look for \'100% category solutions\',\" he said, defining such categories as ones such as nuts, where there is no clear national brand leader. \"The customer is willing to trade sideways if you\'re providing a premium private-label product at a discounted price.\"\r\n\r\nEven if retailers select a proper channel to offer private-label alternatives, they often do not market or merchandise such products to their full potential.\r\n\r\n\"It\'s not an alternative to a national brand--it\'s a unique choice,\" said Maute. \"Don\'t be afraid to be different. Private label doesn\'t have to mimic other brands.\"\r\n\r\nFor Mapco, such presentation can be as simple as store-level training. \"We have to train operators on what great private-label merchandising looks like,\" Martin said.\r\n\r\nNolan agreed that merchandising is crucial--and shouldn\'t be simplified just because it\'s not a big name brand being showcased. \"We\'re very high on brand positioning: We position our private labels just like a national brand.\" By doing so, Family Express has seen its private labels vastly outpace national brands in terms of both unit growth and gross profit dollars in key categories like water, milk, energy drinks and salty snacks.\r\n\r\n\"Obviously, we\'re very pleased with the types of growth we\'re seeing,\" Nolan said.\r\n\r\nMartin is equally pleased with Mapco\'s numbers: Private label ranks as the company\'s fourth highest sales generator, boasting the second highest profit margin.\r\n\r\n\"Private label has a pretty tremendous value for us,\" he said. \"I believe that every retailer has that opportunity.\"\r\n\r\nhttp://www.cspnet.com/news/general-merchandise/articles/better-almost-good', 'Better Than \'Almost As Good:\' Successful retailers of private label eschew comparisons to \"big brands\"', '', 'inherit', 'closed', 'closed', '', '1716-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1716, 'http://cbx.cappendev.com/1716-revision-v1', 0, 'revision', '', 0), (2701, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    \"\"By Rick Barrack:\r\nIt\'s not news that sporting events have become increasingly branded over the years. We\'ve come to expect a bombardment of advertisements and sponsorships at auto racing events and basketball, football, and baseball games--sports that are now modern-day billboards for advertisers like Nike, Fila, Budweiser, McDonald\'s, UPS, MasterCard, and Sprint, to name just a few.\r\n\r\nBut from golf? For whatever reason, this pastime has always seemed more sacred than the others, more refined somehow. The serene courses, the crisp outfits, the elegant clubs, the clean-cut personas...all these elements combined to yield a sophisticated sporting experience. That all changed for me, however, while watching this year\'s Masters. Since when did Augusta become Times Square? Endorsements used to be limited to a single logo on a cap, golf shirt or pair of shorts, but in recent years, multiple logos have turned up on the bodies of golfers like Phil Mickelson, Vijay Singh, Ian Poulter, Luke Donald, and K.J. Choi--so much so that they are starting to resemble Nascar drivers. And it seems to have finally reached a fever pitch.\r\n\r\nAs I sat watching golf on a beautiful Sunday, one of my favorite marketing buzzwords came to mind: ad creep. According to Wordspy.com, ad creep is \"the gradual expansion of advertising space to non-traditional surfaces such as floors, bathroom walls, cars, and the sides of buildings.\" The first time I heard the term, I was reminded of Minority Report, the Steven Spielberg film inspired by the Philip K. Dick short story, which paints a universe where every inch of every space people pass through--and even the air itself--is covered in advertising. The film was set in the year 2054. Today, as the proliferation of ads on the course proves, we\'re not that far off the mark.\r\n\r\nBut why is ad creep finding its way into the most reserved and conservative pastime? Well, not to blame things on Tiger Woods (because god knows, he\'s got enough to deal with these days), but it\'s a known fact that he changed the sport forever. A kid whose star shone as brightly as young Michael Jordan\'s, Tiger made golf accessible to people of all ages and bank accounts, and raked in the highest contracts in golf history: $40 million with Nike, $20 million with Titleist. In turn, he invited in more viewers--viewers with deep pockets--and opened the entire PGA tour up to ad creep. It was thrilling to watch him on the course, and all the buzz resulted in golf\'s viewership going through the roof.\r\n\r\nIt also doesn\'t hurt that golf\'s biggest viewers are baby boomers--the dream target of every company. Older and more sophisticated, baby boomers are confident consumers who know what they like, have money to spend and subscribe to a \"carpe diem\" philosophy--see Fast Company\'s Business of Golf. Maybe this is why we\'re seeing ads for premium vodka, Lexus, and upscale travel destinations during golf events, as opposed to Nascar’s ads for beer and Ford trucks?\r\n\r\nOf course, prestige advertisers aren\'t the only ones wanting to snag all that green stuff, which is resulting in all that aforementioned creep. Don\'t get me wrong, I\'m pro-advertising; I make my living in marketing and design, for goodness sake. But I suppose that at the end of the day, I\'m also a traditionalist who holds certain things sacred, and fears for what lay ahead. Where will signage turn up next on the course: permanently tattooed on players\' calves, forearms, necks and foreheads? Or, floating in the air around the players, a la Minority Report? As with Tiger\'s career, I guess we\'ll have to wait and see.

    \r\n\r\nhttp://www.fastcompany.com/1625287/beware-ad-creeps-golf-course', 'Beware of Ad Creeps on the Golf Course', '', 'inherit', 'closed', 'closed', '', '1567-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1567, 'http://cbx.cappendev.com/1567-revision-v1', 0, 'revision', '', 0), (2702, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'CBX rebranded Avalon Organics, a line of organic beauty products. The agency reframed the brand with the Personal Care team at Hain Celestial. In addition to creating new packaging, design and nomenclature systems for Avalon\'s five product lines, the team built a brand book; clarified Avalon Organics brand personality; and conducted internal training to support writing around the new master brand. New packaging designed for Avalon Organics\' shampoos, conditioners, moisturizers and other products – including those belonging to its Intense Defense and Wrinkle Therapy lines – are now available nationwide. \"We did a wholesale change from the Avalon Organics brand\'s previous look, although we did preserve important equities such as the green bottle color,\" said Rick Barrack, chief creative officer and founding partner. \"We wanted to make a big deal out of transparency and owning the brand colors for more impact at shelf. It\'s a crowded category, so brand-blocking was important.\"\r\nOriginally posted by MediaPost', 'BIZ DEV: CBX Rebrands Avalon Organics', '', 'inherit', 'closed', 'closed', '', '2172-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2172, 'http://cbx.cappendev.com/2172-revision-v1', 0, 'revision', '', 0), (2703, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    \"\"By Rick Barrack:\r\nEditors at The Dieline weren\'t the only ones to notice The Beauty in Black. Check out Rick Barrack\'s article on how this forever trend is especially strong today.\r\n\r\nLiving in New York, I see the color black everywhere I go. On jeans. On jackets. On handbags. On those tiny dogs women carry around as accessories. Hell, even the sidewalks are black (close enough). It’s the unofficial hue of our city, and urban dwellers sport it year-round. Every September, fashion journalists profess to seek out a new hue to replace the reigning king. “Purple is the new black.” “Green is the new black.” “Brown is the new black.” At the end of the day, however, nothing holds a candle to black, and my guess is that its star won’t be fading anytime soon.\r\n\r\nBut while black has always been popular in fashion, it is less expected in the supermarket aisle. Sure, a few companies – most noticeably the frozen dessert company Breyers® – have used black packaging over the years to convey premium, but for the past few decades packaging design has been dominated by the “white and simple” movement (for which I believe we have Target’s “Design for All” and A.G. Lafley of P&G to thank). This is precisely what makes the current use of black on packaged goods – specifically in categories such as feminine hygiene, water and household cleaners – so surprising. When it comes to certain brands and situations, black has the potential to be the new black.\r\n\r\nTake, for example, the Kimberly-Clark brand U by Kotex*. In 2009, CBX – the brand agency where I am a founding partner – was asked to help re-position this brand for millennials, an audience who previously hadn’t given Kotex the time of day. Research showed that this group of 14-22-year-olds was tired of the clichés associated with feminine care products – pastel colors, floral designs and flowery, inauthentic language. They wanted products that reflected their tastes, and copy that talked to them straight. With the bold decision to use groundbreaking black matte boxes – the polar opposite of the whites and pastels used by virtually every other brand – CBX and Kimberly-Clark tapped into millennials’ emotional needs and deliberately positioned the products as cooler, hipper fashion accessories. Today, these boxes literally pop off the shelves, and as a result, the brand has created a new paradigm in the feminine care category, ushering in a huge success for Kimberly-Clark.\r\n\r\nSimilarly, the household cleaning category has long been dominated by color and expressions like, “fresh” (with a variety of qualifiers, such as “mountain,” “April” and “garden” before it), pure,” and “springtime.” Perhaps taking its cue from U by Kotex*, Downy recently broke the category mold for its latest product introduction, Unstopables, by using black packaging and a bold name to convey strength, power and effectiveness. The black package and strong copy for this brand – an “amped up” scent booster that comes in two different “feisty” scents – proves it is not just your average cleaning product, and its design made me take notice in the supermarket aisle.\r\n\r\nAnd in perhaps the riskiest move of all, a new beverage introduction called BLK Water – which is infused with electrolytes and antioxidants – actually changed the color of that age-old thirst quencher. As opposed to the pure, refreshing vibes projected by brands like Aquafina, Poland Spring and Fiji, BLK Water – as both a name and a product – projects an edgy, energy vibe, as does its tag line, “The Dark Side of Water.” In a category that’s all about the next hottest, coolest thing, and one that seems to have new products coming to market pretty much every quarter, the need to shake things up is not only important – it’s the only way to get noticed. The makers of BLK Water clearly knew this, hence the totally gutsy move of making their water black. And while I can’t wait to see how the public responds to this new product introduction, I also can’t say that I believe it’s going to be a huge success, either.\r\n\r\nEach of these products is a perfect example of how – whether you’re trying to give new life to an existing brand (and therefore have nothing to lose) or give birth to a brand in a saturated category (and want to shake things up a little) – black has the power to make a big impression at the point-of-sale. Of course, brands should keep in mind that black isn’t always relevant; in fact, it can often be quite risky. You always need to consider the context with which you’re using the color, and the audience to whom you’re selling your product.\r\n\r\nSo go ahead, and tell me: What brands do you think present the perfect opportunity to utilize black packaging?

    \r\n\r\nhttp://www.thedieline.com/blog/2011/12/1/black-is-the-new-black.html', 'Black is the New Black', '', 'inherit', 'closed', 'closed', '', '1545-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1545, 'http://cbx.cappendev.com/1545-revision-v1', 0, 'revision', '', 0), (2704, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    CBX designer featured on History Channel\'s Modern Marvels\r\nNEW YORK -- Convenience stores might not top the average person\'s list of marvelous technological achievements, but as The History Channel\'s Modern Marvels makes clear in an episode on the c-store phenomenon, there is much more to America\'s go-to pit stops than coffee, soda, snacks and hot dogs. These remarkable profit centers are carefully designed for maximum speed and efficiency, said Joseph R. Bona, president of the retail division for global branding firm CBX, who is featured in on-camera interviews for the recently aired program.\r\n\r\n(Click here to watch the full episode.)\r\n\r\n\r\n\"The successful development of any store starts with the layout,\" said Bona, who has designed convenience stores for more than 30 years, often relying on a zoning system that maximizes impulse-buying while also making the shopping experience as quick and easy as possible. Such innovations, the program said, have been responsible for the c-store industry\'s impressive track record in recent years.\r\n\r\nToday, there are more than 144,000 stores across the country, with the sector accounting for about one out of every $23 spent in the United States in a given day.\r\n\r\n\r\nJoseph Bona\r\nBusiest from 6:00 to 9:00 a.m., c-stores are a \"symphony of coordination\"--built for speed, designed to influence customers, constantly on guard for crime and equipped to stop it, the show said. During the morning rush alone, U.S. c-stores sell about 11 million cups of coffee, along with millions of donuts, bagels, breakfast biscuits and other items. The average customer visit, however, lasts only 3.5 minutes.\r\n\r\nBona revealed some of the important principles of good c-store layout, such as specific zones designed to help customers get their bearings, to encourage them to make impulse purchases or to help them find everyday items like the morning newspaper.\r\n\r\nBona appeared at a metro New York area 7-Eleven store (which was not designed by CBX), where he walked viewers through some of these features. In a typical c-store, he said, the design of the coffee service area makes it possible to sell hundreds of cups of coffee in a given day with a minimum of wait time for customers. \"It\'s like a production line,\" Bona said. \"Somebody comes in, they grab a cup, get their coffee, add their cream and sugar, and then they\'re able to move out of the way.\"\r\n\r\nExplaining that a third of a c-store\'s sales can come from cold beverages, Bona pointed out that coolers are deliberately placed farthest from the door, which helps drive traffic through the store. Even subtle details like the location of a cooler\'s door hinges can make a big difference in directing how customers move through the space, he said.\r\n\r\nLikewise, the visual experience in any store is critically important. \"People buy with their eyes,\" Bona said, in describing what he calls the \"impulse zone,\" an area of the store stocked with common impulse purchases.\r\n\r\nWhile the featured 7-Eleven store offers about 5,000 different items, its total selling area amounts to only about 1,600 square feet. Certain merchandising principles help maximize the efficiency of this diminutive space, Bona said. \"One of the important things is putting like things together.\"\r\n\r\nNew York City-based CBX is a fully integrated creative agency specializing in retail design and operations, brand and corporate identity development, packaging, research and motion branding. As a full-service consultancy, it offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing and consumer research.\r\n\r\nhttp://www.cspnet.com/news/technology/articles/bona-fide-c-store-expert-reveals-industry-secrets', 'Bona Fide C-Store Expert Reveals Industry \'Secrets\'', '', 'inherit', 'closed', 'closed', '', '1707-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1707, 'http://cbx.cappendev.com/1707-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2705, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'Andy Austin, the Technology Expert Who Directed the Customer Experience at AT&T\'s High-Touch Retail Stores Nationwide, Will Head CBX\'s Experience Technology Group\r\nAndy Austin, a thought leader in high-touch retail who oversaw groundbreaking tech rollouts at 2,200 AT&T stores nationwide, has joined brand agency CBX as its new Group Director of Experience Technology.\r\n\r\n\"Andy is a veteran of the wireless and consumer electronics industries who has spent more than a decade at the creative intersection of retail and technology,\" said Gregg S. Lipman, CEO/Managing Partner. \"While Andy is a tech insider, this is about more than adding technical expertise. As both Andy and CBX see it, in the branding context, technology is useful only insofar as it drives a broader strategy -- namely, one that sparks meaningful conversations with and among consumers.\"\r\n\r\nAustin, whose client list as an independent consultant includes the likes of Audi, JCPenney and Ford Motor Co., formerly helped AT&T pioneer customer-centric stores as the company\'s Director of Retail Customer Experience for 10 years. The senior-level position involved rolling out a raft of smart, customer-facing technologies -- including the first worldwide launch of the award-winning Microsoft Surface. Over the course of his 20-year career, Austin also held various sales and marketing positions for companies such as MCI/Worldcom, Verus Technology Solutions and Caesars Tahoe.\r\n\r\nAt CBX, Austin and his team of developers, designers and engineers will use technology to create more meaningful exchanges between brands and customers through human-centered experiences. \"These experiences will enable brands to invite conversations, drive engagement, and deliver value,\" Austin said. \"That is essential today, because attitudes are changing. Consumers are in charge of the buying process. They want to have conversations with brands and each other.\"\r\n\r\nThe goal, Austin noted, is to create experiences that surprise and delight consumers to such an extent that they remember and strongly identify with the brand. \"This is about things like emotion, eye contact and mirror neurons -- the traits that make us human,\" he said.\r\n\r\nBringing this vision of conversation-based retail to life can therefore be as much about salespeople and human interaction as it is about nifty apps or digital displays, Austin explained. \"There is a reason for brick and mortar retail to continue to exist,\" he said. \"By creating a conversation-rich journey in which the consumer is in the driver\'s seat, you empower your sales force. That, in turn, makes them more effective, and enables you to actually raise sales quotas.\"\r\n\r\nCPG brands, too, can cement customer loyalty by taking a conversation-based approach to brand building, Lipman added. \"Moving forward, Andy and his team will be applying these proven, high-touch retail solutions to current and prospective clients,\" he said. \"We are thrilled to have Andy on our team as we continue to explore the effective use of technology in our very human world.\"\r\n\r\nAlso seen in:\r\n\r\nCSPnet\r\nPoint of Sale News\r\nCSN\r\nRetail Customer Experience\r\nVMSD', 'Brand Agency CBX Hires Thought Leader in Experiential Retail', '', 'inherit', 'closed', 'closed', '', '2104-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2104, 'http://cbx.cappendev.com/2104-revision-v1', 0, 'revision', '', 0), (2706, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'By Dustin Longstreth\r\nAs the son of a basketball coach, many of life’s lessons were taught to me on the court. One of the biggest lessons the game of basketball has to offer brands is this: Agility is the single most sustainable competitive advantage.\r\n\r\nIn basketball, agility is honed not in the controlled environments of practice or even league play, but on playgrounds in pickup games. This same scrappy mentality holds true for branding. The world brands must live in is more reflective of pickup ball at the playground than ever before. Here are five fundamentals that can help brands thrive \"on the court.\"\r\n\r\n \r\n\r\n1. Adopt a tribal mentality\r\n\r\nLike pickup ball, building brand agility is a team effort. It starts with a mindset of living for your people, not off them. You have to be one with your pack in order to build the trust, empathy and intuition needed to quickly act and react in ways that add value and build loyalty.\r\n\r\nBurton Snowboards gets this. For Burton, there is no “them” that they market to -- only a “we” that they live to serve. They’re able to maintain relevance and loyalty among pros, novices, young, old, male, female (even those who don’t snowboard!).\r\n\r\n \r\n\r\n2. Stay tuned in to culture\r\n\r\nPaying attention to shifts in the game is what allows you to pivot and adjust without losing sight of the ultimate goal. Brands that understand this are able to maintain their relevance even as cultural tastes evolve. Brands that don’t will die.\r\n\r\nWeight Watchers has successfully evolved with culture. The brand has remained focused on our intrinsic motivations to be in control and be part of a community. However, as science, access to foods, and attitudes around weight management itself continue to shift, so has the brand. As a result, Weight Watchers continues to grow new generations of loyalists.\r\n\r\n \r\n\r\n3. Know your purpose\r\n\r\nWhy do you play the game? Seems like a simple question, but it’s amazing how many brands don\'t have an answer. For brands, getting to a level of inspired play starts with knowing your purpose.\r\n\r\nNo brand understands this more than Nike. It has long since given up trying to differentiate through positioning and benefits. It believes that if you have a body, you’re an athlete, and its purpose is “to bring inspiration and innovation to every athlete in the world.” This purpose-driven leadership has allowed Nike to grow its brand by not only increasing share, but by growing the pie.\r\n\r\n \r\n\r\n4. Act on your best behavior\r\n\r\nIf purpose is the articulation of your brand’s ultimate goal, then behaviors are the fundamentals that your brand should practice day-in, day-out.\r\n\r\nJetBlue is “dedicated to bringing humanity back to air travel.” Its personality could be described as genuine, fun, and passionate. In order to be described as “genuine,” it practices the behavior of “keeping it human” -- namely by admitting mistakes, like when it left passengers on the tarmac for hours without food or water back in 2007. To be fun, JetBlue has its pilots and staff engage passengers with their overhead announcements at takeoff. And to be “passionate,” it takes care with every detail, from distributing Terra Blue Chips to crediting passengers if the DirecTVs are not working properly.\r\n\r\n \r\n\r\n5. Hustle\r\n\r\nWhether we’re talking pickup ball or the world of brands, the undeniable truth is that the game is fast and highly situational. Every shift in events, every new moment is a new opportunity.\r\n\r\nOreo has been doing a masterful job of hustling. Its focus had it “in the zone” when the lights went out at the Super Bowl. Oreo immediately knew how to seize the opportunity in a way that was on brand and relevant to the context. Its “You can still dunk in the dark” tweet was retweeted more than 16,000 times and even more important, became an authentic moment of the Super Bowl experience.\r\n\r\nTaken together, these pointers can help brands get both the home and away court advantage in an always-on world that is getting faster and more dynamic each day. The brands that can thrive in this new environment -- the brands with agility -- will continue to win.\r\n\r\n \r\n\r\nRead More: http://www.mediapost.com/publications/article/211827/brand-agility-how-good-is-your-brand-at-pickup-ba.html?print', 'Brand Agility: How Good Is Your Brand At Pickup Ball?', '', 'inherit', 'closed', 'closed', '', '1881-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1881, 'http://cbx.cappendev.com/1881-revision-v1', 0, 'revision', '', 0), (2707, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'By Christina Papale\nThe exhilarating rush of new love often feels like it will last forever. But anyone in a long-term relationship knows that love\'s initial flames often die down, replaced by a more stable bond that needs some juicing to stay healthy for the long haul.\nBrand relationships are no different. Keeping a fiery connection takes some work.\nTo unlock long-term love for our brands and set the stage for strong lasting connections, one simply has to look at and apply basic human relationship principles. Here are five ways you can keep the spark alive and forge a devoted, lasting connection to consumers.\n\n1. Spend quality time together\nCompanies work really hard and spend a lot of time marketing brands. But you can also spend one-on-one active time with your own brand to understand and experience its core behaviors, benefits, and experiences. As a result, you\'ll truly feel its value and make sure it hasn\'t lost its way. Whether your category is technology, CPG, or retail, sit with your products, experiences, and expressions and bring an open, objective eye.\nReality show Undercover Boss puts senior management in the trenches to understand the day-to-day realities of experiences they provide, and the people who manage those experiences.\n\"\"\nFast food giants are known for putting management boots on the ground. Domino\'s CEO and franchise leaders created major waves of change after eating a lot of pizza (and commercialized the transformation) while McDonald\'s regularly sends corporate staffers into the field to serve.\nIt\'s never a loss; the time you spend can reveal strengths and weaknesses you never new you had.\n\n 2. Delight with novelty\"\"\nBrands tend to have the same routines. Changing things up a bit and adding a little variety to your world can really spice things up: a seasonal play, a promotional \"wow,\" an event that\'s out of the ordinary—what might seem like a gimmick is actually a good thing, as long as it\'s on brand—to make the bond even stronger.\nStarbucks consistently takes the holiday season to a whole new level by creating expectations around an extended theme; everything from product offerings to design gets a merry lift.\nBrillo recently went back in time and featured Warhol-inspired packaging to mark its 100th anniversary. The retro-cool design made a splash and reminded us that Brillo offers something beyond products for daily chores: post-modern art—and a connection to our own pasts.\n\n3. Know when to over-communicate and when to listen (genuinely)\n\"\"Brands believe they have an ear to ground via Facebook and Twitter, but successful engagement requires open, two-way communication. Have a robust, transparent dialogue with your consumers to showcase how good you are at listening and at being emotionally honest.\nTropicana\'s famous packaging redo a few years ago not only brought the power of the consumer voice front and center but also solidified the new two-way street in brand relationships.\nOreo\'s \"Dunk in the dark\" real-time response to the Super Bowl blackout, using social media outlets such as Twitter and Facebook, showed that it not only listens to culture but also has finely tuned brand behavior reflexes to prove it is present in and part of, the customer\'s life.\n\nOn the flip side, the owners of Amy\'s Baking Company in Arizona missed an opportunity to use constructive criticism to their benefit—and possibly led to the demise of their own company—when they engaged in a social media war with critics of the brand on Facebook, Twitter, and Reddit.\nTuning in to your audience through modern marketing tools is more than a box to check in a media plan. It is a way to validate what consumers experience and to make a connection that much stronger.\n

    4. Create surprise that\'s emotionally relevant\nWhen is the last time your brand did something surprising that reactivated a relationship or brought consumers back into the franchise through emotional depth? An unexpected move can be disruptive, but it can also lengthen an emotional bond to become lasting.\nDove\'s recent beauty social experiment was a wow that hit an emotional cord and sealed the deal that Dove owns empathetic female empowerment.\n\"\"\nHuggies has developed a sensor device called the Huggies Tweet Pee that attaches to baby\'s diaper to notify parents via text or Twitter that it\'s time for a change. It\'s an innovation that understands how 21st century parents relie on technology to connect them to parenting basics and creates all-too-real empathetic understanding of how busy parents are.\nLet your brand surprise with product innovation or commercial ingenuity that keeps communication fresh, relevant and empathetic.

    \n5. Embrace companion love\nIn brand love, there\'s nothing like true loyalists. They get deeply and emotionally involved with your brand, and they spread the word; and, even if passion dies, the promise of companionship remains.\nDon\'t take loyalists for granted! Reward or harness that connection to further advance the bonds of love—and more deeply.\nMaker\'s Mark created its famous brand ambassador program not to reward long-term companions with custom batch bourbon (which it does) but to keep positive vibes going strong.\nRecently, Disney\'s Star Wars Weekends campaign used 3D printing so hardcore Star Wars fans can have their face on a life-size Stormtrooper figurine. It\'s a super-smart transfer of Star Wars loyalty to the Disney brand. These kinds of fans invest their time and energy and become deeply vested in the relationship. Focusing on those who love you deeply can grow more of those who love you deeply.\n\nNobody would possibly wish that their bond with consumers become fractured over time. But should your brand hit a bump in the road (as all good relationships do at some point), you can take a step back and look at it from a human perspective.\nMaking it work is work—but fun work. So crack open the bubbly, put on a little Marvin Gaye, and get ready to woo your consumers as if you were falling in love all over again.\n\nwww.marketingprofs.com/articles/2013/11352/brand-love-for-the-long-haul-five-tips-for-lasting-connections-with-customers?adref=nl080613', 'Brand Love for the Long Haul', '', 'inherit', 'closed', 'closed', '', '1843-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1843, 'http://cbx.cappendev.com/1843-revision-v1', 0, 'revision', '', 0), (2708, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'Vibrant new packaging graphics coincide with Snapple\'s efforts to boost share across the country\r\nWith new graphics that amplify the playfulness, wit and simple goodness of its brand, Snapple is moving beyond its traditional East and West Coast strongholds to ramp up growth in markets across the United States and globally. The comprehensive brand refresh was spearheaded by CBX, the brand agency and retail design consultancy.\r\n\r\n\"Snapple has a strong following on both coasts, and now it\'s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,\" said Rick Barrack, Chief Creative Officer for CBX.\r\n\r\nThe brand refresh touches all Snapple products—more than 20 different flavors of regular and diet teas and juice drinks. The new design is hitting store shelves now.\r\n\r\nWith a campaign that includes a hand-drawn New York skyline, the refresh emphasizes Snapple\'s New York roots. \"New York consumers are some of our most passionate brand advocates—they absolutely love the great taste of Snapple—which is part of the reason our work with CBX included a strong focus on Snapple\'s New York heritage. We want people all across the country to share this excitement about the brand because, although it was born in New York, it\'s truly made for everyone,\" said Brent Chism, Snapple Director of Marketing.\r\n\r\nSatoru Wakeshima, CBX General Manager, added: \"CBX has been responsible for Snapple\'s visual identity and packaging for the past 10 years. That\'s a great honor that comes with the responsibility of respecting the brand\'s heritage, maintaining what makes Snapple different and continually evolving the brand to remain relevant in an ever-changing marketplace.\"\r\n\r\nThe new Snapple logo includes a sun graphic in a hand-drawn style to provide the playful, natural character of the brand. The evolved logo also uses letterforms with a bit more movement and personality, yet maintains the curl of the iconic Snapple \'S\'.\r\n\r\nAdditionally, CBX created an Earth icon to embody \"Made from the Best Stuff on Earth,\" one of the brand\'s long-lasting trademarked statements, dating back to its small Brooklyn storefront origins. \"We wanted to make that statement more ownable,\" Barrack said. \"And we carried this element through to the top of the Snapple cap.\"\r\n\r\nThe refresh included the use of flavor captions such as \"Life\'s a Peach,\" \"Lemon Large,\" \"Takes 2 to Mango\" and \"Kiwi Meets Berry.\"\r\n\r\n\"The captions help establish a sense of delight in Snapple\'s great flavors,\" noted Wakeshima, \"and unlike its competitors, Snapple doesn\'t take itself too seriously. These visual and verbal elements of the refresh work together for a uniquely engaging experience and add to the brand\'s approachability.\"\r\n\r\nAlso seen in:\r\nConvenience Store News\r\nBeverage World', 'Brand Refresh by CBX Amplifies Snapple\'s Playfulness and Simple Goodness', '', 'inherit', 'closed', 'closed', '', '2107-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2107, 'http://cbx.cappendev.com/2107-revision-v1', 0, 'revision', '', 0), (2709, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    CHICAGO -- As Shakespeare so famously put it centuries ago, \"What\'s in a name?\" Stewart Spinks found out just how much, creating his own brand out of necessity and turning it into opportunity.\r\nSpinks, founder and CEO of The Spinx Co., Greenville, S.C., explained during the 2011 NACS Show session \"What\'s in a Name? The Value of Brand Identity,\" why the Spinx name appears on more than 50 of his stores instead of a major gasoline brand. But first, a little history.\r\n\r\nSpinks started with one store in the \'70s, and the location had to promote a private brand. He couldn\'t get a major brand to supply him because of oil allocations caused by embargoes. After abandoning his first brand, which he deemed \"too generic,\" he developed the Spinx brand and logo, which at the time included a graphic representation of the Egyptian Sphinx. He shorted and changed the name partially because it fit better on signage, and because many brands at the time had an X in their name (such as Texaco and Exxon).\r\n\r\nSpinks rolled out his private brand for another reason: In 2001, the Amoco brand went away. He was highly invested in Amoco, having gone so far as to buy three jobberships. When BP abandoned the name, Spinks had to, too.\r\n\r\n\"Everything we do now carries the Spinx name first,\" he said. That includes the company\'s Fresh on the Go foodservice offering, energy drinks and bottled water, to name a few products.\r\n\r\n\"When you build your own brand, unless you screw up, it\'s not going to be taken away,\" he said.\r\n\r\nEven though the name Spinx resonates and connects with customers in areas of Spinks\' base of South Carolina, it doesn\'t mean as much in other places. So in markets such as North Carolina, Marathon is the primary name on the store.\r\n\r\n\"I\'m not capable of being a national brand,\" Spinks said with a laugh. Even being a regional brand is tough, he said.\r\n\r\nBut Spinx is the No. 1 gasoline brand in his area, which he attributes to how involved the company is with the community, with events such as local marathons, through the Spinx Family Foundation. He believes being a \"family brand\" gives consumers something to identify with, which doesn\'t always happen with a national gasoline brand, he said.\r\n\r\nPrivate branding is not the answer for everyone, though, according to Joe Bona, president of the retail division of CBX, New York. \"It\'s what\'s right for you and your business,\" he said. And even if you advertise a well-known name, \"It\'s not the name on the front door--it\'s the products and services behind that name that build a brand over time.\"\r\n\r\nhttp://www.cspnet.com/news/corporate/articles/brand-stand', 'Brand Stand Spinks shares how the Spinx name arose, and why it doesn\'t work everywhere', '', 'inherit', 'closed', 'closed', '', '1730-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1730, 'http://cbx.cappendev.com/1730-revision-v1', 0, 'revision', '', 0), (2710, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'By Satoru Wakeshima\r\nWe\'ve all seen the movie: ugly duckling struggles to fit in, until one day she takes off her glasses, gets a makeover and presto, she\'s transformed into the beautiful swan she was always meant to be. She’s turning heads as she walks down the hallway, and now the cool kid is asking her to the prom (cue music).\r\n

    BRANDS DON\'T HAVE PROMS\r\nBut like the ugly duckling, many brands could use a transformation. Far too many brands are neglected and left to languish in a perpetual state of blah. Or even worse: their managers continue to invest time, budget and resources in a message that\'s taking them down the wrong path.  Before a brand can arrive at the makeover moment, they must overcome a few common pitfalls that lead to being neglected.

    \r\n\"BrandOH, HOW YOU\'VE CHANGED\r\nMost brands started with something unique that made them relevant: a product, a successful advertising campaign, or even a catchy jingle. But that uniqueness has a finite lifespan - brands lose relevancy over time because of changes in market dynamics, human behavior and culture. As the world changes, so must brands.\r\n\r\nOnce upon a time, Twinkies were packed in lunch boxes across America and moms had no qualms about giving their kids these fat-laden, sugary treat with enough preservatives to remain “fresh” indefinitely. Over decades, eating habits and the acceptability of such products changed, and Twinkies didn’t just become irrelevant, they became taboo. “Twinkies” have become synonymous with \"bad for you\". When the public found out about the potential death of the Twinkie, the outcry wasn\'t about the product; what they feared losing was the brand.\r\n\r\n\"BrandCONSUMERS NEED A REASON TO ENGAGE WITH YOUR BRAND.\r\nIn the visual equity research we do, an astounding number of consumers have difficulty discerning between the current and past expressions of the brand.  If they haven\'t engaged with the brand in a meaningful way recently, they default to their own memories. Whether that memory is relevant…or not.\r\n\r\nThe world is flat… and so is your category. In some instances, people have changed, but the category norms have become so established by category leaders that there’s little room for change – so all the brands say the same things in similar ways.  In these situations, the brands that break the molds, succeed. They defy category norms and let go of their \"equities\" to create a new future.\r\n\r\n\"BrandMONEY MAKES THE WORLD GO \'ROUND\r\nIn every organization with multiple brands, there are \"A list\" brands that get all the attention and marketing budgets, and then there are the \"B list\" brands that… well, don’t. That just means the brands with smaller budgets need to work all that much harder to get noticed. But the brands that have smaller marketing budgets are usually the ones who don\'t change much.  The logic is \"if we can\'t support the change, we should stay close to what we currently have\". And that can work for a brand that\'s doing well - for now. But stay the same course too long and people will simply stop noticing you.\r\n\r\n\"BrandWHAT HAVE YOU GOT TO LOSE?\r\nMaybe everything. Being radical could save your brand, and turning around steadily declining sales require radical thinking. Even if a brand\'s equity once held great value, consumers want brands to have a distinct voice that speaks to them right now - a brand\'s equities aren\'t precious to them if they aren\'t even relevant.\r\nSo herein lies the conundrum: Undergo a radical brand change and you risk losing your current core customers. Change too little and you risk becoming irrelevant.\r\n\r\n\"BrandCHANGE HAPPENS FAST\r\nConsumer acceptance for change is greater now, more than ever, simply because the rate at which we are exposed to new things, including brands, has grown exponentially. Yes, people will continue to want their favorite brands to remain true to the image they know and love. But marketers of brands that aren\'t category leaders should be more willing to take risks and make bolder changes if for no other reason than to get noticed in a growing world of brands consumers encounter every day. In most instances, the opportunities outweigh the risks.\r\n\r\nSo, if you find yourself managing a brand that’s struggling to hold onto it\'s faded glory, consider the following: I encourage you to take the risk and enact radical change. Get new clothes, throw away your glasses for contact lenses and transform into a beautiful swan - because the truth is you\'ve had it within you all along.\r\n\r\nRead the full article here.', 'Brand Transformation: What Have You Got to Lose?', '', 'inherit', 'closed', 'closed', '', '2039-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2039, 'http://cbx.cappendev.com/2039-revision-v1', 0, 'revision', '', 0), (2711, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'Vacation rental service Airbnb unveiled a new logo last week that generated a wave of criticism for its design. Some likened it to a triangular paperclip or, even more crudely, to certain female anatomy. But the company still stands by the logo, which it calls Bélo and says represents belonging. “It’s a symbol for people who want to welcome into their home new experiences, new cultures, and new conversations,” Airbnb said on its blog. Well, maybe if you squint.\r\nAs to be expected, branding experts aren’t exactly thrilled by the design. Their verdict: Why futz with something that seemed to work just fine.\r\n

    “My issue is that the original logo was pretty good to begin with,” said Rick Barrack, chief creative officer at CBX, a brand agency.

    \r\nAirbnb’s prior logo – the company’s name in light blue lettering – was simple and something that more start-ups should do, he said. It communicated the brand and stuck in the mind of its users. Despite backlash, Barrack said that Airbnb should now stay the course. “The outrage will go away very quickly,” he predicted.\r\n\r\nAgainst the backdrop of Airbnb’s logo Fortune is exploring other examples of corporate branding that – at least according to popular opinion – missed the mark. Here are a few examples.\r\n\r\n \r\n\r\n \r\n

    \"new-logos-tropicana\"\r\nTropicana

    \r\n

    Date released: 2009\r\n Lifespan: Nearly two months

    \r\nThe Pepsico-owned juices PEP -0.51% , which claims to deliver \"100% pure squeezed Florida sunshine\" to its customers, had somewhat of a cloudy day branding-wise five years ago when it introduced new packaging. The company replaced its iconic logo - an orange-with-a-straw-stuck-in-it - in favor of a glass filled with juice. The backlash was fierce: Sales by Tropicana rivals increased, while its own fell 20%, according to AdvertisingAge. A little over a month later, it switched back to its previous design.\r\n\r\n \r\n

    \"new-logos-gap\"\r\nGap

    \r\n

    Date released: 2010\r\n Lifespan: A week

    \r\nClothing store Gap GPS 0.41% tried to recast its image from \"classic, American design to modern, sexy, cool,\" a company spokesperson said at the time. That ended in failure, however. The retail store has always been known for the elegant and elongated letters of its font. But it switched to lowercase black letters with an awkwardly placed blue box atop the letter.\r\n\r\nIn reaction to the outcry, the company used Facebook to solicit its customers for advice. \"We know this logo created a lot of buzz and we’re thrilled to see passionate debates unfolding!” the company wrote. \"So much so we’re asking you to share your designs. We love our version, but we’d like to see other ideas.\" The call for help didn\'t amount to much and the company later returned to its \"classic\" roots.\r\n

    \"new-logos-jc-penney\"\r\nJCPenney

    \r\n

    Date released: 2012\r\n Lifespan: A year

    \r\nFor JCPenney JCP -0.35% , the logo woes were many. In fact, the company switched up its design every year for four years. In 2011, it threw out its classic logo for another featuring lower case letters and a red box. It then held a competition for a new design. The winner? A lowercase \"jcp\" in a blue box, bordered by a bigger red box. The tweak didn\'t make customers happy, however, and they changed the design back a year later (having also changed the logo a year before that in 2011). Of course, all these redesigns came as the company stumbled financially, capped by a $550 million loss in the fourth quarter of 2012.\r\n

    \"new-logos-starbucks\"\r\nStarbucks

    \r\n

    Date released: 2011\r\n Lifetime: Still alive

    \r\nStarbucks SBUX 1.13% switched its logo to something simpler to celebrate its 40th anniversary. The company added a lot of green to the design and removed the \"Starbucks Coffee\" phrase that had wrapped around the company\'s signature symbol - a siren. CEO Howard Kurtz said that the mascot had \"been through it all\" over the last four decades, and needed a \"small but meaningful update.\" Reactions were initially mixed, although the criticism has since died down.\r\n\r\n \r\n\r\nRead more: http://fortune.com/2014/07/21/branding-gone-wrong-when-bad-logos-strike-back/', 'Branding gone wrong: When bad logos strike back', '', 'inherit', 'closed', 'closed', '', '1979-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1979, 'http://cbx.cappendev.com/1979-revision-v1', 0, 'revision', '', 0), (2712, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'Branding Roundtable 32\r\nOur original intent was to make this Roundtable about a particular type of experiential branding, environmental branding, the kind that brings brands to life in physical spaces. But the topic of brands and experience refuses to be neatly contained in any kind of space, physical or conceptual, and so you will shortly discover the wide (and still only partial) range of what is involved in strategizing, activating and communicating brands as they learn to thrive across an ever- expanding landscape of touchpoints.\r\n\r\nRead the full Roundtable discussion here.', 'Brands IRL: How Brands Are Experienced in Real Life', '', 'inherit', 'closed', 'closed', '', '2295-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2295, 'http://cbx.cappendev.com/2295-revision-v1', 0, 'revision', '', 0), (2713, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    \"\"By Gregg Lipman:\r\nWe live in the most hyper-connected time in the country\'s history; and yet we exist in a constant state of disconnection. While Apple, BlackBerry, Twitter, Facebook, LimeWire, Match.com, Fresh Direct, and Amazon are well-designed, convenient, and address specific needs -- and for the most part work well -- they are also responsible for the undeniable erosion in the kind of personal interactions we used to take for granted during the course of a regular day.\r\nI live in Manhattan, and I\'m always amused by watching teens walking down the street with their friends while texting and talking on their cell phones rather than with each other!\r\n\r\nHow is this younger demographic, armed to the teeth with and intravenously reliant upon a whole spectrum of technologically advanced connectivity tools, going to cope and interact as responsible adults?\r\n\r\nPoorly, I contend.\r\n\r\nFacebook, Twitter, MySpace? -- \"Social\" networks that do not require you to engage in any kind of human socialization.\r\n\r\nApple? -- Creators of the iMac, the iPod, the iPhone and iSolation.\r\n\r\nI do not think it too alarmist to say that we are in the midst of a gradual ebbing away of human interaction that could seriously impact people\'s ability to truly \"connect\" with one another.\r\n\r\nWe\'ve already seen the emergence of dieting coaches, dating coaches, life coaches. Now, people will pay many thousands of dollars to attend \"Unplugged Retreats.\"\r\n\r\nEventually, the pendulum will swing the other way, back toward more personal/human connections. And the brands that get that will be winners. I believe the brands that do not emphasize ultra-modern design, trendy badge value or blow-your-mind technological innovation as their core vision -- but rather emphasize the intrinsic value of person-to-person, real live human interaction -- are the ones that will ascend and maintain leadership positions in the long run.\r\n\r\nThis trend may already be happening. One company that is already starting to apply that thinking is venerable British Airways with the recent launch of their \"Face-to-Face\" program, which focuses on \"tangible human connections as a crucial driver for business growth.\"\r\n\r\nIt affords 1,000 U.S.-based business people/entrepreneurs the opportunity to travel overseas on the airline for free, in order to conduct face-to-face business meetings.\r\n\r\nMacy\'s \"Come Together\" cause-marketing campaign scores points for teaming up with Feed America to provide 10 million meals for local food banks. With the tagline \"The Great American Dinner Party,\" the retailer is encouraging people across the country to participate by having some friends over for a dinner party/fundraiser -- and just simply enjoy each other\'s company.\r\n\r\nMacy\'s will match the contributions raised by each party. Television commercials for the campaign feature celebs such as Martha Stewart, Usher, Jessica Simpson, Tommy Hilfiger, Donald Trump, and Queen Latifah enjoying their own dinner party after hours inside Macy\'s Herald Square.\r\n\r\nEven Zappos, the online clothing store, is picking up on this trend. Its CEO, Tony Hsieh, flew to New York last year to meet a customer for happy hour because he believes that customer focus is the only way to grow the company. During that same time frame, he also sent out an open invitation to a company barbecue in San Francisco and personally solved a service problem a customer left in a blog comment.\r\n\r\nOld School? Yes. But in this day and age, also kind of revolutionary.

    \r\n\r\nhttp://www.mediapost.com/publications/article/116573/\r\n\r\n\r\n\r\n', 'Brands Need Face-To-Face Connection', '', 'inherit', 'closed', 'closed', '', '1572-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1572, 'http://cbx.cappendev.com/1572-revision-v1', 0, 'revision', '', 0), (2714, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'By Gregg S. Lipman:
    \r\nWhen Hurricane Sandy hit the East Coast on October 29, millions of people—myself included—found themselves without electricity, heat, and water. In fact, more than a month later, some residents of New York and New Jersey are still struggling to get back to their normal daily lives.\r\n\r\nBut just a few days after the storm, it seemed that nearly all companies had gone back to business as usual—if their promotional emails were any indication. Unfortunately, many of those emails were memorable in that they pretty much ignored the tragedy around them.\r\n\r\nJust who are the decision-makers who approved insensitive messages in the days that followed the massive destruction, and did they realize just what had happened on the East Coast?\r\n\r\nRetailers Ralph Lauren, Anthropologie, and Urban Outfitters, among others, encouraged email recipients to shop their sites, without so much as acknowledging what had happened. How could anyone shop when they didn\'t even have running water, heat, or that lifeline to the outside world, the Internet? When so many people were without food, clothing—homes!\r\n\r\nBut some brands stepped up during the storm by offering genuinely sympathetic—and in the case of East Coast brands, empathetic—brand messaging that showed the people they were \"one of us\" and therefore worthy of our loyalty.\r\n\r\nWest Elm, for example, headquartered in the Sandy-damaged neighborhood of Dumbo, Brooklyn, made it clear that it, too, was hurt by the storm. Residents of the Rockaways rejoiced when several Target trucks pulled up filled with everything from bottled water to cleaning supplies. And Chase and American Express repeatedly offered financial and emotional support during the trying times.\r\n\r\nSo, here is our list for brands that \"surged\" and brands that \"sank,\" at least in many New Yorkers\' opinions, over the course of the past weeks.\r\n
    \r\nBrands That Surged\r\n\r\nJetBlue\r\nThe Kennedy Airport-based airline has always been at the forefront of great customer service; and, in light of widespread devastation in its city, JetBlue surpassed expectations once again. Dave Canty, director of loyalty marketing and partnerships for the airline, sent a moving email in which he sent out thoughts and prayers to those affected by Sandy, and he commended customers for donating to JetBlueGives.org, a fund set up with the American Red Cross to help Sandy victims.\r\n\r\nAmerican Express\r\nAnother New York-based brand, American Express, was one of the first companies to let its customers know that it was there to provide support, assistance, and access to its customers in the days following Sandy. From aiding with medical referrals to locating available lodging and enabling check-in for cardmembers, American Express made it undeniably clear that it was there to help, 24 hours a day. It also set up a Web page, \"Urgent Notice from American Express: Hurricane Sandy\" while acknowledging that many customers likely did not have Internet service at that time.\r\n\r\nAirbnb\r\nThe relatively new housing rental site has joined forces with Mayor Michael Bloomberg and the City of New York to have its members offer free housing to people in storm-ravaged neighborhoods. The site has a page, titled \"It\'s Time for Us To Come Together,\" where it details how it has provided shelter for more than 4,000 guests.\r\n\r\nFreshDirect\r\nFresh Direct cofounder and CEO Jason Ackerman sent an empathetic email to customers letting them know that the company, too, sustained damage from the hurricane, and updating them on the company\'s status. He also let customers know that Fresh Direct was donating food to victims, that it was trying to make delivery slots available to premium members, and that it was using nonbranded trucks to make up for the loss of some of its fleet.\r\n
    \r\nBrands That Sank\r\n\r\nUrban Outfitters\r\nThe hipster retailer sent out an email days after the storm with the slightly insensitive subject line, \"This storm blows (but guess what doesn\'t)...\" Recipients who opened the email discovered a shopping promotion (10% off, plus free shipping), as if people suffering from the devastation of losing their electricity, heat, and in many cases their homes would possibly want to buy a lace baby doll dress or new hoodie sweatshirt.\r\n\r\nHoward Johnston\'s (and several other hotel chains)\r\nThe state of New Jersey launched a lawsuit against a Howard Johnson Express hotel that apparently raised its rates during Hurricane Sandy. That hotel wasn\'t the only one taking advantage of other people\'s hardship. Thousands of other complaints have been launched against hotel chains large and small for jacking up prices and preying on hurricane victims made homeless by the storm. Now that\'s what I call the exact opposite of hospitality.\r\n\r\nMacy\'s\r\nMacy\'s, the quintessential New York department store, runs sale promotions pretty much every single week—and the week of Hurricane Sandy was no different. The ad, which offered 20% off of Macy\'s products with its \"Hurricane Relief Pass,\" featured the copy line, \"In the face of such massive hardship, we\'re here to lend a helping hand.\" But it forgot to add the line, \"And make a pretty penny off of you in the process.\" Not to mention, with public transportation out for more than a week in some places, who could even get into a Macy\'s store to shop?\r\n\r\nSome good news: as the city gets up and running again and companies start to really take in the long-term damage of this tragedy, more and more brands are sending out sympathetic emails offering help—not just discounts or an opportunity to shop their latest wares.\r\n\r\nAs with Hurricane Katrina and the BP oil spill, companies are learning the hard way that one communications misstep can mean a long-term public relations disaster. And that\'s one risk no savvy brand should be willing to take.\r\n\r\n \r\n\r\nhttp://www.marketingprofs.com/articles/2012/9686/brands-that-surged-and-brands-that-sank-after-hurricane-sandy', 'Brands That Surged (and Sank) After Hurricane Sandy', '', 'inherit', 'closed', 'closed', '', '1789-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1789, 'http://cbx.cappendev.com/1789-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2715, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'Today’s drug store looks nothing like the drug store of your parents’ youth.\r\nOnce upon a time, I was able to have neighborly banter with Stan, the local pharmacist, who greeted me warmly and actually knew all about me. Stan freely handed out community news, bad jokes and even a bit of innocuous gossip along with my prescription. Now I get it, things change, and I’m OK without Stan, but as both a consumer and a consultant, I wonder if the changes are for the better.\r\n\r\nToday’s drug store, if the word even applies anymore, is an eclectic assortment of allergy medications, cleaning products, packaged food and beverages, candy, “As Seen on TV” gadgets, toys, beauty, you name it. The operative idea is to create a one-stop shop for all things you need (and perhaps some that you don’t). The only item you can’t get these days in most drug stores? A personal relationship with your pharmacist.\r\n\r\nThe progression from mom-and-pop shops to mass chain stores has been the catalyst for the sector’s evolution. However, it’s important to examine the ways this has affected consumers. After all, the entire industry is working hard to leverage size, capture more market share and slash costs.\r\n\r\nThe growing impact of Big Pharma, Big Insurance and Big Government complicates things further. In such a complex and hypercompetitive sector, it’s easy to understand why companies are relentless about efficiency, with innovation supporting the needs of businesses but, unfortunately, not entirely helping the consumer. Thus, the myriad products overflowing from your neighborhood drug store’s shelves. No wonder Stan can’t provide a personal touch — he’s got quotas to fill and lines of folks at the drive-through.\r\n\r\nWhile this is the status quo, it doesn’t wholly feel right.\r\n\r\nWith the current drug store landscape, consumers inadvertently don’t get to reap as many personal benefits as they should, even while these changes have rewarded them in other ways, such as driving prices down.\r\n\r\nIn these times of increasing globalization, digital dependency, limitless choice and changing generation ratios, it is imperative that drug stores see through a more human lens as they seek to innovate in consumer care. In order to resonate with the consumer nowadays, the sector must break out of industry or category norms on product, service and experience.\r\n\r\nToday’s consumers, with their endless options, have the opportunity to be discerning about who they give their attention and money to. In our current era of e-health insurance (Oscar), medicine delivered straight to your door (Capsule) and even Amazon-created vitamins (Amazon Elements), what should the role of the “drug store” be? And can Big Drug Retail drive that?\r\n\r\nAt CBX, our work is at the intersection of consumer, channel and manufacturer. Our mantra “Connecting to the lives of people is what matters most” is intended to ensure that we, and our clients, seek the highest order of human-centric connectivity. The metric of money is always present, but the philosophy focuses on strategies that will derive long-term benefits while delivering against short-term realities.\r\n\r\nIn creating the “drug store of the future” or, more exciting, the “drug store of the now,” these brands need to ask themselves, “How can I exist in the consumer’s life in the most natural way?”\r\n\r\nFor example, in the U.S. every year, countless prescriptions written by doctors are not filled by patients. Clearly, these patients are neither utilizing the current system nor benefiting from it. This also puts added strain on other health care providers, who now have to potentially care for these noncompliant patients. It puts pressure on the government, which is part of the financial infrastructure of the health care industry. And the manufacturers, wholesalers and retailers don’t receive the revenue.\r\n\r\nDrug stores should be seeking to innovate to close this gap. Can they partner with the government, insurance companies and pharma to provide better education? Can they use technology to create better consumer relationships? Can they personalize their approaches? For instance, Merck recently partnered with Amazon to explore opportunities to better care for diabetes patients through the Echo platform. I won’t listen to my doctor or my wife, but maybe I’ll listen to Alexa!\r\n\r\nWhat else could we do if we took a “human first” approach in which drug stores didn’t just provide choice but also provided real guidance — the kind of empathic help that actually means something to consumers/patients? To date, drug stores have made halting steps, such as administering vaccines, to shift more toward a provider model. This model can and should expand, and it is helping move the industry in the right direction.\r\n\r\nConsider the Pharmacy and Medically Underserved Areas Enhancement Act (H.R. 592 and S. 109). This pending legislation would enable pharmacists to receive reimbursements for providing Medicare patients in underserved areas access to services such as diabetes, asthma and heart disease management; immunizations; wellness/prevention testing, and education about prescription drugs. If the bill becomes law, it will be a big step toward stronger patient-pharmacist relationships.\r\n\r\nAlong the same lines, another vision for the future is the drug store as a “life science center” — a resource for educating people about disease states and trends, and potential solutions; preventive choices and activities; therapy and therapeutic centers; navigating insurance and government processes; and cutting-edge, self-diagnostic resources/solutions. As a traffic driver, this could be a far stronger footing than, say, a two-for-one deal on Lay’s potato chips.\r\n\r\nWhat’s more, you cannot discount the value of the patient experience, particularly in the ways in which patients choose to interact with everything these days digitally.\r\n\r\nWe can universally acknowledge that the number of consumers utilizing digital tools — whether it be accessing their medical records or managing their health via wearables and apps — continues to rise. As technology increasingly and seamlessly integrates into people’s lives, the opportunity for the drug store industry is to lean on this newfound tech familiarity/dependency.\r\n\r\nRecently, Sam’s Club partnered with the health technology company higi to offer self-service health screening stations at Sam’s Club locations with a pharmacy. The digitally enabled self-care approach is on a par with the growing trend toward values centered on health and wellness.\r\n\r\nAs consumers take increasing interest and ownership of their health, drug chains should look to how they could utilize technology (particularly in mobile) to enhance the in-store experience as well as be a continued presence and asset post visit.\r\n\r\nThe drug store of the future/ drug store of the now will not appear overnight; rather, it will gradually evolve. Regulatory requirements and the current infrastructure may need to change, but Big Drug Retail certainly has the leverage to continue to innovate in ways that prioritize on the health, well-being and satisfaction of customers.\r\n\r\nEven in the short term, there are opportunities to create better experiences and, ultimately, higher revenue streams. As in most industries, the question remains whether chain drug retailers have the wherewithal to disrupt themselves or wait for others to. I believe that Big Drug Retail has the wherewithal to do just that. Hear that, Amazon?\r\n\r\nOriginally published in Chain Drug Review', 'Breaking Category Conventions to Remain Relevant', '', 'inherit', 'closed', 'closed', '', '2288-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2288, 'http://cbx.cappendev.com/2288-revision-v1', 0, 'revision', '', 0), (2716, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    \"\"By Gregg Lipman:\r\nI\'ve recently experienced the incredible joys and wake-in-the-middle-of-the-night pressures associated with helping my son choose where, over the next four years, he will mature, learn and socialize before stepping out into the real world. And it\'s only costing my wife and me about $200k. Here\'s hoping there\'s an ROI!\r\n\r\nParents, like my wife and I, still want generally the same things from their kids\' colleges as they always have: solid reputations, small class sizes, personalized attention, safe campuses, and last but not least, a focus on education. But with tuition prices at exorbitant levels, parents now tend to rationalize their kids\' choices of colleges the same way they rationalize the purchase of any \"big ticket\" item: through brand. \"Well, it\'s a Viking stove, so that means it must be good.\"\r\n\r\nWhen buying higher education, we want the same fulfillment, especially since we\'re dropping several tens, if not hundreds, of thousands of dollars, We want a guarantee of a school\'s worth before we (or our kids) experience it. We want to know what we\'re getting in order to validate the plunge. To be honest, I\'d feel a helluva lot more comfortable plunking down all that cash if I knew I was buying into a brand.\r\n\r\nCertain higher-tier, \"prestige\" schools, like Harvard, MIT, UCLA, Oxford, Michigan and Brown, deliver on that brand promise. In addition to rock-solid reputations as centers of knowledge, these universities have done a great job of making themselves strong brands, creating a position in the marketplace (yes ... these days it is very much a marketplace) through their use of colors, mascots, symbols, and logos. In turn, they\'re always considered desirable, competitive and a good investment. Many kids come out of these schools and go on to good jobs and successful futures.\r\n\r\nBut what about the middle-to-lower tier \"mass\" schools? My son, a solid student, wasn\'t eyeing the Harvards and MITs, but was considering a dozen reputable, though not entirely tip-of-the-tongue, colleges. At the beginning of the school year, he gave his guidance counselor a list of the places he wanted to apply, and then returned to her office recently to let her know where he was accepted. She told him she was surprised he got waitlisted at Lehigh and Muhlenberg, but accepted into Lafayette. Amongst these mid-tier, no-brand colleges, she clearly had a perception that Lafayette was better than Lehigh and Muhlenberg -- we have no idea how this perception was formed.\r\n\r\nIn order for parents to feel good about shelling out the dough on these \"no-to-low brands,\" middle-tier schools need to brush up on their branding abilities and make people aware about what really differentiates their school from another. Heck, even the fictional Faber College from Animal House had a strong tag line! (\"Knowledge is good,\" for those of you who don\'t worship that movie the way I do.) On paper, many of these mid-tier institutions seem virtually identical, some with tag lines as dubious as Faber\'s, and have done little to set themselves apart. Here are some of the strikes against them:\r\n\r\nThe no-brand cache is less evident on a resume and therefore, does not \"give back\" or add quantitative value to a graduate\'s worth\r\nThe no-brand gets no \"wow, great school!\" comments to validate choice and experience\r\nThe no-brand demands a monologue to explain the basics. (\"Well, it\'s a small, private school in east-bum-fuck that has a really good bio-science program\" vs. a dialog built on understanding and connection, e.g., \"Is it really like Good Will Hunting there?\")\r\nThe no-brands do not strengthen the way our children are perceived by others or help to solidify their individual identities, as most brands we choose in our adult lives do (especially in our early 20s, when the sole purpose in life is to get a handle on our individual identity)\r\n\r\nMaybe it\'s because of what I do every day, but it doesn\'t seem like it should be SO hard for these no-brands to become big brands. And given that some college-age students are questioning whether college is worthwhile at all, given the eventual debt (nearly 80% of recent college graduates are returning to live with their parents), these colleges need to act fast in order to keep their schools, ahem, their brands, afloat. Here a few tips for how they can put themselves on the map:\r\n\r\n5 Tips for Going from a No-Brand College to a Brand College\r\n\r\nKnow your target student body (and parent body). Understand what motivates them and is relevant to them, and then make sure they know that you offer programs in which they\'d be interested. For example, Stony Brook University has a big bike share program, and University of the Atlantic in Maine uses 100% recycled paper for everything on campus.\r\n\r\nIf you want to be thought of as different, BE different. Create a program that puts you in a league of your own, and then promote that difference everywhere you can. For example, Colorado College divides its academic year into eight \"blocks,\" intensive academic units lasting three-and-a-half weeks, during which students and professors cover a semester\'s worth of course material, one course at a time.\r\n\r\nTranslate your purpose into a brand belief (what you are) and behavior (how your brand acts) that your current students and staff can understand and consistently communicate to prospective students/parents.\r\n\r\nGot any high-profile or famous alumni who perfectly reflect the mission of your school? Use \'em! Who better than an Oprah Winfrey (Tennessee State University), George Clooney (Northern Kentucky University) or Tim Allen (Western Michigan University) to serve as your brand ambassador?\r\n\r\nUnderstand your weaknesses and how they effect your brand image -- and then do away with them altogether.\r\n\r\nIn the end, I am happy to report that my son chose Lafayette College as the place where he\'ll spend the next four years. One of the reasons we all loved Lafayette was because they called out pieces of my son\'s essay in their acceptance letter, as opposed to the standard form letter he received from nearly every other school. This told us that Lafayette cared about the individual, and would give our son the attention we, and he, wants at this point in his life. It was a small gesture, yes, but it made a big impression on this branding professional, proving sometimes a school doesn\'t need to do that much to put a stake in the ground about how they want to be perceived.

    \r\n\r\nhttp://www.huffingtonpost.com/gregg-s-lipman/buying-a-brand-not-just-a_b_1659251.html', 'Buying a Brand, Not Just a Mascot', '', 'inherit', 'closed', 'closed', '', '1539-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1539, 'http://cbx.cappendev.com/1539-revision-v1', 0, 'revision', '', 0), (2717, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    Digital signage helped pave the road to Florida for c-store chain Wawa, and now it\'s rolling out to stores chainwide — apparently with a presidential candidate\'s seal of approval.\r\nConvenience store chain Wawa Inc. is in the process of deploying digital signage to all of the more than 600 stores it has across the U.S. The move comes after a wildly successful 25-store test run, and on the heels of the chain\'s move into the Central Florida market with a redesigned store concept featuring digital signage.\r\n\r\nWawa spokeswoman Lauren Sharp said the initial digital signage pilot last fall went so well that they decided to roll out across the chain, in an audio clip posted by the chain\'s digital signage partner, ADFLOW Networks.\r\n\r\n\"We were really excited about the opportunity to present more messages to our consumers at a frequent rate,\" she said in the clip. \"So digital signage allows us to switch out the messages on a daily basis, even daypart messaging, so that we were able to target a.m. daypart, p.m. daypart in ways we were never able to through static signage.\"\r\n\r\nWawa also has been able to cut expenses on the cost of printing and shipping static signage to stores, she said, which has helped the company offset the cost of producing dynamic content for the digital signage screens.\r\n\r\nThe deployment will see two screens deployed to each store, one in the foodservice area and another in the coffee/beverage section, Sharp said.\r\n\r\n\"Our new digital signage showcases our offer in a much more upscale, appealing way and moves us closer to our vision of \'fast casual to go,\'\" said Howard Stoeckel, CEO of Wawa, in an announcement from ADFLOW.\r\n\r\nADFLOW VP of Sales Steve Kartonchik said that his firm had been \"fortunate in this project to work with some great people at a leading operator. It has been a rewarding experience helping the Wawa Marketing, IT and Operations team implement their digital signage strategy across their stores.\"\r\n\r\nAnd digital signage is playing an even more prominent part in WaWa\'s new locations in the Sunshine State. The first of the chain\'s new stores in the Florida market opened July 18 across the street from Sea World, and four more were scheduled to open in the Orlando area within the next five weeks. New York City-based CBX, a creative agency specializing in retail design and operations, designed the new store prototype for the move into Florida, and featured digital signage prominently in the design.\r\n\r\nInside the store, customers will immediately see a red-tiled wall placed front and center, highlighting the center island kitchen, where fresh hoagie rolls will be baked daily. The food preparation area also incorporates a full-service specialty beverage section, where customers can order 20-plus varieties of hot drinks, as well as more than 20 varieties of Smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touchscreen system, with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nWawa\'s new touchscreen digital signage self-ordering technology even made national news earlier this year, when Republican presidential candidate Mitt Romney mentioned at a campaign stop in Pennsylvania that he\'d visited a Wawa store and expressed his appreciation of its self-order tech.\r\n\r\n\"I went to a place called Wawa\'s today, you ever been there? ... You press a little touchtone keypad, you touch this, touch this, go pay the cashier, there\'s your sandwich. It\'s amazing,\" Romney said, according to The Los Angeles Times. \"It\'s amazing — people in the private sector learn how to compete. It\'s time to bring some competition to the federal government and to get it smaller and get it to respond to the customers — which are you.\"

    \r\n\r\nhttp://www.digitalsignagetoday.com/article/200807/C-store-chain-Wawa-goes-gaga-for-digital-signage', 'C-store chain Wawa goes gaga for digital signage', '', 'inherit', 'closed', 'closed', '', '1653-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1653, 'http://cbx.cappendev.com/1653-revision-v1', 0, 'revision', '', 0), (2718, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'CSNews\' Don Longo and Sheetz EVP Joe Sheetz discussed the future of prepared food\nThe restaurant industry ranges from ultra casual fast-food joints to premium fine dining, and more than ever, convenience stores are earning a seat at the table. This was apparent at the 2013 National Restaurant Association Show (NRA Show), held May 18-21 at Chicago\'s McCormick Place.\n\nIn the first of two convenience store-specific panels that were part of the show\'s educational track, Convenience Store News Editor-in-Chief Don Longo teamed up with Sheetz Inc. Executive Vice President and soon-to-be CEO Joe Sheetz to discuss the future of convenience stores as it relates to fresh, prepared food.\n\nLongo presented select insights from CSNews\' 2013 Realities of the Aisle consumer study, showing that sandwiches, hot dogs and pizza are among the most popular prepared food items at c-stores, yet offering healthier options appears to be paying off with increased sales. Other opportunities for growth in prepared food can be found through connecting with the right shoppers, optimizing promotions to drive trips and reaching consumers in flexible ways.\n\nOf the total foodservice category, \"prepared food is the shining star\" at c-stores, Longo said.\n\nSheetz concluded the presentation with a retrospective on the beginnings of Sheetz Inc. as a business and its evolution into an extremely foodservice-focused chain that considers itself a \"convenience restaurant\" chain. \"Everything we do is through restaurant glasses,\" he commented.\n\nThe family-owned, Altoona, Pa.-based retailer has found success through its Made To Order (MTO) program, which offers customized menu items through touchscreen ordering, as well as its subsequent Made To Go premade food program. Its loyalty program has also done well.\n\nThe company keeps a close eye on the future, reinventing itself and always striving to become the Sheetz that will put the Sheetz of today out of business.\n\nThe notion of c-stores being competition in the foodservice market was expanded upon during another NRA Show panel entitled, \"The Convenience Store Competition: What You Can Learn From C-store Foodservice?\" This session was presented by Nancy Caldarola, education director for NACS, the Association for Convenience & Fuel Retailing; Bill Reilly, senior vice president of marketing at GPM Investments LLC, owner of Fas Mart and Shore Stop convenience stores; and Joseph Bona, president of branded environments for CBX.\n\nWhile convenience stores are facing a number of new challenges as the foodservice category grows, such as handling space and new equipment requirements, rising food costs and needing additional skilled labor beyond their comfort zone, c-stores are also seeing some exciting positive changes, including expanded menus and product offerings, technology to enhance the order process, and expanded fresh and healthy offerings, according to the panelists.\n\nThis year\'s NRA Show attracted more than 62,500 registrants from all 50 states and 100-plus countries.\n\nhttp://www.csnews.com/article-c_store_foodservice_served_up_at_nra_show-5980.html', 'C-store Foodservice Served Up at NRA Show', '', 'inherit', 'closed', 'closed', '', '1840-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1840, 'http://cbx.cappendev.com/1840-revision-v1', 0, 'revision', '', 0), (2719, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'Innovators Are Pushing the Envelope With Elevated Foodservice, Sleek Architecture, Savvy Brand Partnerships and More, Say Experts From CBX and Insight\r\nToday\'s convenience stores face growing pressure to evolve amid the ramped-up expectations of global consumers, according to an Oct. 8 NACS Show presentation by Joseph Bona, president of branded environments at brand agency and retail design consultancy CBX, and Dan Munford, Managing Director of U.K.-based convenience and petroleum retail strategy specialists Insight.\r\n\r\n\"Strategic insight has never been more important, precisely because the retail world is changing so fast,\" Munford told the audience at the National Association of Convenience Stores\' annual convention, which ran Oct. 7-10 at The Las Vegas Convention Center.\r\n\r\nThose changes, Bona added, extend well beyond the fallout from the rise of ecommerce. \"For example, the phenomenon of channel-blurring has led to a proliferation of competitors from outside the traditional c-store sector,\" he said. \"Whether you\'re talking about c-stores, QSR and fast food chains or pharmacies and grocery stores, all of these retail categories are chasing the same consumers. C-stores must raise their game.\"\r\n\r\nIn Europe and the United States alike, a growing number of c-store chains now aim to accomplish this by offering dramatically improved food offerings, often in sumptuous settings relative to the c-stores of the past, Munford said. According to a September 2014 report by Nielson, fresh foods will account for up to 50 percent of category sales in Europe\'s next-generation c-stores, he noted.\r\n\r\nMeanwhile, U.S.-based chains such as Wawa, Sheetz and Rutter\'s are developing increasingly sophisticated store designs centered on higher-quality food, Bona said. \"These chains understand that time-pressed consumers crave healthier and better offerings in both the foodservice and grocery areas,\" he said. Indeed, in one Technomic survey, a sizeable majority -- 64% -- said eating healthy was important. And earlier this year, two-fifths of consumers told the research firm they would visit convenience stores for prepared foods more often if freshness and quality were improved, Bona noted. \"But bear in mind, convenience-sector foodservice is already a $10.9 billion industry, according to Technomic,\" he said.\r\n\r\nHowever, the trick is not just to offer higher-quality food, but also to elevate the overall customer experience. \"Coffee shops in the U.K., for example, are booming, not because consumers are drinking more coffee, but because they fill a \'social venue\' gap in society -- one that used to be met by pubs,\" Bona said. \"Today\'s c-stores have the opportunity to do the same thing.\"\r\n\r\nAdding to the pressure is the reality that brick-and-mortar retail in general is becoming more disciplined, articulate and differentiated, largely in response to ecommerce. In this context, c-stores that fail to innovate are at risk of falling behind. \"What are you doing to become more differentiated?\" Bona asked the audience. \"What improvements are you making in the area of customer service? Through innovation, you can actually transcend old perceptions of what convenience means and forge a new paradigm.\"\r\n\r\nOver the course of the presentation, Bona and Munford cited a raft of research illustrating rapidly changing consumer tastes and preferences. They also pointed to smart use of technology by Rutter\'s and Tesco Express. The latter chain, Munford noted, has been experimenting with self-checkout stations that are half the size of standard units, with an overall goal of slashing wait times.\r\n\r\nWith respect to foodservice, Bona and Munford noted, a central issue facing the industry is whether to develop their own foodservice brands or to engage in brand partnerships. \"In Europe, two of the most interesting partnership models to date are the Euro Garages \'convenience malls\' and the \'brand implant\' model being developed by Tesco,\" Munford related. \"The Euro Garages are essentially a branded partner offer. Picture a hip-looking, corrugated building alongside the road, with the likes of Starbucks Coffee or Subway inside.\"\r\n\r\nEuro Garages has already rolled out hundreds of these locations, Munford said. For its part, Tesco has partnered with foodservice brands such as Harris & Hoole, Giraffe Cafe, Euphorium and Fred\'s to good effect. \"This use of the \'friendly culture\' of popular partner brands was a savvy move that is proving popular with consumers,\" Munford said. Likewise, European convenience retailer SPAR has partnered with independent U.K. retailer Eat17 to create a retail destination that combines convenience, restaurant and grocery.\r\n\r\nIn the conclusion to the presentation, Bona summed up the takeaway from these trends. \"In the old days, people went to c-stores simply because they were easy to shop,\" he said. \"Today, they\'re looking for something more. They want a pleasant environment, high-quality food, convenient locations, and, yes, good deals. The challenge moving forward is to exceed these rising expectations on all fronts.\"\r\n\r\nAs seen in:\r\nCSPnet\r\nC Store Decisions\r\nCarwash.com\r\nIndividual', 'C-Stores Are Evolving Quickly Amid Rising Expectations, Experts Say', '', 'inherit', 'closed', 'closed', '', '2014-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2014, 'http://cbx.cappendev.com/2014-revision-v1', 0, 'revision', '', 0), (2720, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    Cadena Comercial OXXO, the Mexican convenience store chain, has appointed CBX, the New York-based strategic branding and retail design consultant, with a view to expand its foodservice offerings.\r\nOXXO\'s menu includes sodas and bakery products. OXXO and CBX will also work together on several operational issues that are related to foodservice. With the middle class growing in Mexico, OXXO reportedly plans to position itself for future growth. Besides foodservice offerings, it will also open more outlets. The company plans to reach 12,000 outlets in the next three years. Last year, OXXO opened over 1000 outlets.\r\n\r\nThe Monterrey-based convenience store chain, which presently has overt 8,400 convenience stores across Mexico and Latin America, is a completely owned subsidiary of beverage company Femsa. Cadena Comercial OXXO also operates as a nationwide distributor of coca cola products.\r\n\r\nhttp://conveniencestoresgasstations.retail-business-review.com/news/cadena-comercial-oxxo-to-expand-foodservice-offerings-120511', 'Cadena Comercial OXXO to expand foodservice offerings', '', 'inherit', 'closed', 'closed', '', '1758-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1758, 'http://cbx.cappendev.com/1758-revision-v1', 0, 'revision', '', 0), (2721, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'A reboot 2 years in the making\r\nThirty-five years after making a splash with the introduction of Diet Coke, the Coca-Cola company announced that the marquee product is getting a “full brand restage.” Starting next month, consumers who pass by the beverage case will see Diet Coke in new product dress: A skinny silver can sporting a bold center stripe whose colors correspond to four new flavors.\r\n\r\nAccording to a company statement, the new look and taste are aimed at “re-energizing and modernizing Diet Coke for a new generation of drinkers.”\r\n\r\nThe most noticeable part of the rebranding will be the package design, which Coke developed with a creative assist from U.K.-based shop Kenyon Weston. Though the new cans contain 12 fluid ounces just like their older counterparts, they sport a slender profile that’s more evocative of Red Bull or Starbucks Refreshers than mom’s standby diet soft drink. (Diet Coke’s original packaging will not be discontinued; the new cans will instead be offered as an option in the existing lineup.)\r\n\r\nWhile slender cans may function as a kind of subliminal cue to the low-calorie beverage inside, Cola-Cola North America’s group director for Diet Coke Rafael Acevedo told Adweek that his team chose the new cans for another reason. “It makes the brand feel more contemporary,” he said. “It modernizes the brand and makes it feel very premium.”\r\n\r\nCola-Cola devoted no fewer than two years in this effort, an obvious measure of the project’s importance. “We tried to behave very entrepreneurially and move as fast as we could,” Acevedo said. “But when you’re recasting the second largest brand in the company you want to make sure you get it right.”\r\n\r\nThe retooling project was based on intelligence gathered from interviews with 10,000 consumers who were queried for their opinions on both packaging styles and, perhaps even more importantly, flavors. After testing 30 new varieties, the company finally settled on four: Ginger Lime, Twisted Mango, Feisty Cherry and Zesty Blood Orange.\r\n\r\nAs the names suggest, the goal here is to appeal to the taste buds and the discernment of younger consumers, who have been steadily drifting toward energy drinks and flavored waters. Indeed, soda consumption overall has been slipping for over a decade now, and an in-house study released by Beverage Digest in April of last year noted that while sales of Diet Pepsi have suffered the most (slipping 9.2 percent), Diet Coke’s volume had fallen by 4.3 percent.\r\n\r\nAcevedo denied that Coke undertook the strategy as a direct response to those market pressures, saying instead that it “was more driven by the consumer versus the competition. Younger consumers are longing for new experiences and bolder flavors and innovation. In order for us to be relevant for the younger audience, we need to evolve with them.”\r\n\r\nDustin Longstreth, chief marketing and chief strategy officer of brand and design agency CBX, agrees that there’s a need for that evolution. “There is a population of the current generation of consumers that are probably suspicious of soft drink formulations in general—they equate it with something unnatural and overly processed product. Simultaneously, it is a category that continues to grow through increasingly bold and innovative flavor experiences. In the case of Diet Coke, they clearly sought to stay true to who they are to appeal to their Diet Coke loyalists while also giving prospective new consumers an interesting excuse to give it a try.”\r\n\r\nIf all goes as Coke hopes, part of that interesting excuse will come from an accompanying marketing campaign to kick off next month from creative shop Anomaly. While Acevedo would not part with many details about the work, he said, “it’ll have the essence of Diet Coke, but the personality of the brand is evolving and modernizing.” In addition, Diet Coke will depart from its traditional focus on female consumers—historically, the core buyer of diet beverages—and roll out a creative effort that “will be more gender neutral.”\r\n\r\nTime will tell, of course, if consumers cotton to the changes, but Hayes Roth, principal of branding shop HA Roth Consulting, believes that they were worth making. While many beverage brands are tinkering with new flavors, he points out, the new packaging “will set them apart. I’d say it’s a bold, smart move, and they’re covering themselves because they’re keeping the original size [can.] The old Coke can looks dated by comparison.”\r\n\r\nOne significant thing that won’t change is Diet Coke’s original formula—a fact the company took pains to make clear in the second line of its news release: “No, the one-and-only Diet Coke is not being reformulated.”\r\n\r\nThe advisory appears to be a thinly-veiled reference to the 1985 launch of New Coke—which remains the greatest product fumble in history with the possible exception of the Ford Edsel.\r\n\r\nIntended to improve on the then 99-year old Coca-Cola formula, New Coke was supposed to transform and revolutionize the product. Instead, it sent consumers scrambling to stock up on the original Coke and overloaded the company switchboard with 8,000 complaint calls a day—a “firestorm of consumer protest,” the company acknowledges today.\r\n\r\n“We’ve had the opportunity to learn through the years that if you have something great you don’t mess with that,” Acevedo said. “We know we have a loyal following that loves the taste and we want it to be super clear that we don’t want to change that great taste.”\r\n\r\nOriginally published by Adweek\r\nPhoto courtesy of Robert Klara', 'Can Diet Coke’s New Skinny, Rainbow-Colored Cans Attract the Millennials It Covets?', '', 'inherit', 'closed', 'closed', '', '2301-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2301, 'http://cbx.cappendev.com/2301-revision-v1', 0, 'revision', '', 0), (2722, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'By Gregg S. Lipman\nManhattan, you\'re losing your edge.\n\nOnce upon a time, you were the place to be, home of cool restaurants, stylish stores, landmark brownstones, enviable lofts, beautiful people and driver-driven Escalades.\n\nActually, that place still exists - but now it\'s called Brooklyn.\n\nYup, Brooklyn has become so synonymous with all things cool -- and also \"artisanal,\" \"DIY,\" \"indie,\" \"handcrafted,\" and \"foodie\" - that the New York Times recently deemed it its own brand. The Brooklyn Flea, which has been written about in so many publications, is thinking about branching out into other non-New York markets. The Brooklyn Nets won\'t be celebrating a championship this year at the brand-spanking new Barclays Center, but the team definitely has cool cache (helped in part by Jay-Z and Beyonce). And the 25-year-old Brooklyn Brewery is going to open its first outpost in Stockholm this year. Brooklyn is also a verb, as in \"Brooklynizing,\" and an adjective, as in \"Brooklynish.\" Los Feliz has been called the \"Brooklyn\" of Los Angeles, Kreuzberg is the Brooklyn of Berlin, Jersey City is the Brooklyn of...well, maybe not, but you get the picture.\n\nFor someone who always considered Manhattan the holy grail, all this hype around Brooklyn leaves me feeling twisted. Full disclosure: My formative first half-dozen years of life were in Brooklyn, before I was banished to the foreign land called New Jersey. Maybe this dates me, but when I first moved back into the city (aka, \"The City\"), Brooklyn was where people went simply because they couldn\'t afford Manhattan. Manhattan had the glamour, the edge, the energy, the style. It was Tiffany\'s, it was Bloomies, it was CBGB and The Bottom Line. It\'s where Dylan got his start and where Warhol incubated The Velvet Underground. But now, 7-Elevens have taken over, exorbitant apartment prices have ensured that only bankers can live there, Elmos have replaced the hookers in Times Square (and not necessarily for the better!) and celebrities are hopping on the F train to their brownstones in Brooklyn Heights and Boerum Hill. Manhattan looks like a sad little wannabe.\n\nSo how can the Bronx (which has Arthur Avenue and the Cloisters, c\'mon), Queens (home of the potentially hip Astoria and Long Island City) and Staten Island (which is ripe for a remodel after Hurricane Sandy) take a page out of Brooklyn\'s book? And how can Manhattan get back on top? Here are some tips from the reigning New York borough:\n\n1. Forge alliances.\nBrooklyn businesses and business owners tend to stick together, and these relationships have helped the borough project an image of unity and pride. Brooklyn Flea founder Eric Demby used to work for Borough President Marty Markowitz. Andrew Tarlow, of Williamsburg\'s Diner and Marlow & Sons restaurants, partnered with Dumbo\'s real estate heir, Jed Walentas, to open the Wythe Hotel. Barclays Center has joined forces with hot Brooklyn food retailers like Calexico and Blue Marble to sell their offerings at the new stadium. Partner and you shall prosper.\n\n2. Keep it real.\nRather than forcing out old populations to make room for new ones, Brooklyn has stayed true to its old-school roots and promoted the cultural diversity of its neighborhoods. Hassidim still live alongside hipsters in Williamsburg, Poles still live alongside, well, more hipsters in Greenpoint, and yuppie families live alongside old Italian butchers in Carroll Gardens. There\'s an overall down-to-Earthness in Brooklyn that might not be found on the Upper East Side; there, sneakers and jeans are the norm, not Chanel suits.\n\n3. Enlist ambassadors.\nWhether they are celebs, restaurant owners or 80-year-old men sitting on their Carroll Gardens brownstone stoops, the residents of Brooklyn are a proud bunch. And they are quite vocal about their love for where they live. Ingenues Michelle Williams and Anne Hathaway are often photographed at the Brooklyn Flea. Ethan Hawke, who came to symbolize Chelsea in the \'90s (so much so that he made a movie, \"Chelsea Walls\"), recently bought a brownstone in Boerum Hill. And hey, stylish Brits David and Victoria Beckham thought Brooklyn so cool that they named their firstborn for the borough. Celebs like Barbara Streisand and Larry David may have gotten out of Brooklyn, but they often talk about their Brooklyn roots in interviews.\n\n4. Think local.\nWhen it comes to retail, Brooklyn is the Etsy of neighborhoods. The main drags of Carroll Gardens, Park Slope and Williamsburg don\'t tout the chain retailers like Manhattan, but instead boast smaller boutiques peddling wares that are made right there in Brooklyn. (Smith Street\'s By Brooklyn calls itself \"the only store dedicated to the sale of fine goods made across the great Borough of Brooklyn.\") At Brooklyn Larder, a specialty food shop opened by Franny\'s owners Francine Stephens and Andrew Feinberg, many of the offerings come from Brooklyn-based brands. And restaurants like iCi in Ft. Greene and Frankie\'s 457 in Carroll Gardens use produce from Red Hook\'s Added Value farm on their menus.\n\n5. Tout your lineage.\nHave you noticed just how many brands there are out there right now with the name \"Brooklyn\" in the title? Beer company Brooklyn Lager is one of the oldest and most visible, but there is also Brooklyn Industries, Brooklyn Bowl, the Brooklyn Flea, the Brooklyn Home Company, to name a few. And nearly every brand based in Brooklyn -- from Mast Brothers Chocolate to McLure\'s Pickles -- proudly boasts its \"Made in Brooklyn\"-ness on its packaging.
    \nBut Brooklyn shouldn\'t get too comfy with its current cool status; it\'s just a matter of time before the borough suffers a backlash as well, and the cool hunters go in search of the next big thing. So get moving, Bronx, Queens and Staten Island and, yes, Manhattan....this is your time. In the immortal words of Queens\' residents Run DMC, \"\'I\'m going back to Brooklyn, to Brooklyn, I\'m going back to Brooklyn (I don\'t think so...).\'\" Okay, I took a little creative license with that one.\n\nhttp://www.huffingtonpost.com/gregg-s-lipman/can-manhattan-get-its-gro_b_3246495.html?view=print&comm_ref=false', 'Can Manhattan Get Its Groove Back?', '', 'inherit', 'closed', 'closed', '', '1816-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1816, 'http://cbx.cappendev.com/1816-revision-v1', 0, 'revision', '', 0), (2723, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    \"\"By Gregg Lipman:\r\nBefore all you naysayers, Debbie Downers and crowdsourcers persist in your badmouthing of the new Starbucks logo that headquarters took the wraps off of two weeks ago—and hell knows there are plenty of you—I’d like to stick my neck out here and call for a moment of reflection. Perhaps you can sit back with your Venti Latte as you read this because I suspect (to use the author of “Why the new Starbucks logo frightens me” editorial in the Washington Post last week as just one example) that plenty of you maniacal tweeters and angry Facebook updaters are Starbucks addicts to begin with.\r\n\r\nFrom a branding perspective, there are quite a few positive aspects of this new icon. And, ye brand builders, who among you would not like to see your own company become an icon, as Starbucks is so patently now trying to be?\r\n\r\nMaybe you were just a twinkle in your parents’ eyes when Nike became synonymous with a swoosh, Playboy became known by two bunny ears (and, well, some other things) and McDonald’s golden arch became the talisman for a quick, cheap cheeseburger. But today, like them or not, these symbols are as recognizable as the American flag.\r\n\r\nSo why the outcry over the green mermaid? Do you think that back in the ’70s, ’80s and ’90s, people took to the streets to voice their own personal design sensibilities and nitpick every Pantone shade and font style? My guess is no, namely because the logos of yore debuted in a different, Internet- and PDA-free era, when people had time to let the iconography sink in and didn’t sound off against a new corporate badge the moment of its unveiling.\r\n\r\nCompare these introductions to the mayhem that ensued after Tropicana changed its orange juice packaging, when Pepsi introduced its new, slightly altered logo, or when The Gap took its logo out of the box (in an attempt to think out of the box), then cowered to criticism and went back, within a matter of days, to its old logo. Would anyone even be able to distinguish the new Starbucks logo from the old one if not for the thousands of Web sites, tweets and Facebook status updates related to its introduction?\r\n\r\nBut back to the business issue at hand. For the three or four of you who might not have seen it yet, the new Starbucks logo pretty much magnifies the mermaid and, most importantly, dispenses with the word “coffee.” And the logo works. It’s simple, ballsy and, without the “coffee” to limit the product offering, it’s remarkably adaptable (which was the whole point).\r\n \r\nWhat most critics don’t realize is that this is Starbucks’ fourth logo since 1971. The first (which featured a brown, bare-breasted, double-tailed siren) has been modified over the years. So why this latest change? The way Starbucks is spinning it, the logo introduction coincides with the company’s 40th anniversary. Great. But the truth is, with its muddled offerings and loss of market share, Starbucks needed the refresh. So can you blame corporate for trying to do that?\r\n\r\nI don’t—but clearly I’m in the minority. A Google search under “new Starbucks logo” yields a torrent of critical comments. (Example: “It’s the same freakin’ logo, just unfinished,” scowled one critic. “Where’s the name? Do they think they’re Prince or something?”) So I guess my plea for calm comes too late. Fortunately, when it comes to a more thoughtful consideration of this corporate maneuver, I have some company: “It seems the brand has shifted gears and is now offering up mermaids instead of coffee,” said the reliably snarky but smart AdRants. “And is that really a bad thing? After all, mermaids are hot!”\r\n\r\nSo’s the coffee—and so, as time goes on, will be this logo.

    \r\n\r\n\r\nhttp://www.adweek.com/news/advertising-branding/can-we-give-mermaid-break-please-126249', 'Can We Give the Mermaid a Break, Please?', '', 'inherit', 'closed', 'closed', '', '1559-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1559, 'http://cbx.cappendev.com/1559-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2724, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'Merchants Must Assess Whether There Is a Match Between Opportunities to Distinguish Themselves From the Competition as Well as Their Capability to Leverage These Opportunities, CBX Executive Writes\nWhile savvy merchants go out of their way to differentiate themselves from the pack, a strategic approach to change is essential to survival in today\'s increasingly competitive retail environment, writes Joseph Bona, President of Branded Environments at brand agency and retail design consultancy CBX, in a guest commentary that appeared earlier this month on www.chainstoreage.com, a retail management publication.\n\nIn the column, titled, \"Staying the Same is Not an Option,\" Bona states that retailers can neither afford to operate stores whose appearance, merchandise mix, level of service and other attributes closely resemble or mirror those of their counterparts, nor rely on previously effective tactics to sharpen their competitive edge. \"Gone are the days when a lagging chain can take a \'me, too\' approach and try to eke out an existence by copying successful innovators,\" writes the veteran store designer. \"Nor can you save a bad retail proposition by making incremental improvements alone -- things like cleaner floors, brighter lighting or a new customer-service manual geared toward plastering smiles on the faces of your employees. Tweaks such as these might have worked 10 or 15 years ago. Today these kinds of changes are table stakes.\"\n\n\"But if staying the same is not an option, how should retailers tackle the challenge of change?\" he asks, noting that the first step for merchants entails assessing whether they possess the prerequisites for capitalizing on opportunities for transformation. \"Once you identify an opportunity in the marketplace -- something like the brand-building and cost-saving potential of private-label products or the trend toward prepared food -- the next step is to take an honest look at whether this opportunity matches your capability,\" he advises. Retailers must determine if they have the corporate culture, back-end systems, financial strength and human resources necessary to support the potential change and, if not, whether the opportunity merits the effort required to attain them, Bona contends.\n\nEnsuring that changes under consideration jibe with \"brand attributes\" is equally important, Bona observes. For example, he notes that a chain widely regarded for its fast, personalized service would be ill-advised to implement a new program designed to slow down the shopping experience, under the pretext that longer dwell times will lead to increased customer spending.\n\nBona also counsels retailers to accept that change entails risks, but does not necessitate embracing every trend. \"The focus should be on how individual technologies and services can bolster and fit into the overall mission,\" he writes. \"Where does the company need to be in the marketplace? Who does it most want to serve? What do these customers want, and how can you meet or exceed their expectations?\"\n\nThe executive concedes that although innovating in retail is hard work compared with staying the same, remaining on the leading edge is possible when retailers are honest and realistic about the limits of their brand and the actual capabilities of the company. \"Otherwise,\" he concludes, \"you fall prey to inertia, which is no option at all.\"\n', 'Careful Approach to Change Is Key for Retailers', '', 'inherit', 'closed', 'closed', '', '1889-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1889, 'http://cbx.cappendev.com/1889-revision-v1', 0, 'revision', '', 0), (2725, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    New York-based design agency CBX said it hired industry veterans Andrew Campbell and Dominick Cirigliano to serve as vice presidents on the firm’s new business team . Both men will be responsible for overall business development with new and existing clients. Their primary focus will be on CBX’s core strategic services in corporate identity, consumer branding and retail.\r\nCampbell comes to CBX from Innovations & Development Inc., an Edgewater, N.J.-based product and packaging innovation firm, where he led the company’s business development efforts, CBX said. Cirigliano most recently worked for Brand Engineers, a brand-positioning agency headquartered in Teaneck, N.J., as director, business development.\r\n\r\n“Both Andrew and Dominick bring a wealth of experience and a fresh, new perspective to our new business team,” said Gregg S. Lipman, managing partner, CBX. “We look forward to their participation in expanding our new business pipeline and strengthening our position as the brand agency that helps clients gain an edge in a very competitive world.”\r\n\r\nhttp://www.plstorebrands.com/top-story-cbx_adds_two_industry_veterans_to_business_development_team-1387.html', 'CBX Adds Two Industry Veterans to Business Development Team', '', 'inherit', 'closed', 'closed', '', '1702-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1702, 'http://cbx.cappendev.com/1702-revision-v1', 0, 'revision', '', 0), (2726, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', 'CBX has appointed Anthony Simon as Group Director of its branded environments team.\r\nThe retail and restaurant design industry veteran brings more than 20 years of experience to CBX, where he will provide creative leadership, oversee process and operations, as well as drive business development efforts. He reports to Joseph Bona, President, CBX Branded Environments\r\n\r\nSimon joined CBX from TPG Architecture, an architecture and design firm in New York City, where, as Design Director, he was a responsible for business development, direction and management of design concepts and staff, and account relationships. His key accounts included Perry Ellis, Original Penguin, Crocs, Adidas, Charming Charlie, HTC, RXR and The Empire State Building.\r\n\r\nPrior to his time at TPG, Simon developed a rich background in project and studio management, creative direction, and relationship building at New York design firms 212 Design Inc. and TSC Design Associates. His key accounts at those firms included Starbucks, Heineken, T Anthony Luggage, Dylans Candy Bar, Quiksilver, Payless, Revel Beach & Nightclub, Sean John, L\'Occitane, and numerous independent restaurants. Earlier in his career, he was a project manager with L\'Oreal USA\'s Lancôme store planning division.\r\n\r\nA resident of Maplewood, N.J., Simon studied at the Pratt Institute School of Architecture, Brooklyn.\r\n\r\n\"Anthony brings a diverse perspective to CBX. He has an impressive background and has worked with a broad spectrum of specialty retail and restaurant clients,\" said Bona. \"We look forward to his leadership and creative contributions to our team.\"\r\n\r\nAs seen in:\r\nVMSD\r\nChain Store Age\r\nREW\r\ndesign:retail', 'CBX Appoints Retail Veteran to Branded Environments Team', '', 'inherit', 'closed', 'closed', '', '1973-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1973, 'http://cbx.cappendev.com/1973-revision-v1', 0, 'revision', '', 0), (2727, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '

    New York, NY - February 6, 2012 - CBX, the New York-based brand agency, has appointed two industry veterans to join its new business team as vice presidents.\r\nAndrew Campbell and Dominick Cirigliano will both be responsible for overall business development with new and existing clients. Their primary focus will be on CBX’s core strategic services in corporate identity, consumer branding and retail.\r\n\r\nAndrew comes to CBX from Innovations & Development Inc. (IDI), a product and packaging innovations firm, where he led the company\'s business development efforts. Among his many clients were LG Electronics, Colgate-Palmolive, Kraft, Calphalon, Reckitt Benckiser, Nuk and Masterbrands. Andrew brings a background rich in design and manufacturing experience to his new role. Prior to IDI, he was one of the first employees at Multimedia Solutions Corporation, an interactive design consultancy. In 1991, he co-founded Enviro-Pak, a recyclable fiber container-manufacturing firm, which he sold in 1995.\r\n\r\nDominick comes to CBX from Brand Engineers, a brand-positioning agency, where he held the position of Director of business development. Prior to that he held similar positions with Dragon Rouge, an international brand design firm, and Brand Institute, an international brand identity consultancy. In these roles, he worked with clients to develop innovative solutions to their brand strategy, nomenclature development and market research needs. With over 10 years of healthcare and consumer-based marketing experience, Dominick has developed relationships with companies such as Pepsi, Unilever, Sanofi-Aventis, Merck, Pfizer, AstraZeneca, Johnson & Johnson and Procter & Gamble.\r\n\r\n\"Both Andrew and Dominick bring a wealth of experience and a fresh, new perspective to our new business team,\" says Gregg S. Lipman, managing partner, CBX. \"We look forward to their participation in expanding our new business pipeline and strengthening our position as the brand agency that helps clients gain an edge in a very competitive world.\"\r\n\r\n\"\"

    ', 'CBX Appoints Two Industry Veterans for New Business Team', '', 'inherit', 'closed', 'closed', '', '1579-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1579, 'http://cbx.cappendev.com/1579-revision-v1', 0, 'revision', '', 0), (2728, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Assignment Focuses on Total Site Design and Brand Strategies for Terpel Operation in Colombia.\r\nCBX, the brand agency and retail design consultancy based in New York, is working with Organizacion Terpel S.A., to completely update the company\'s Terpel gas and diesel fuel station sites in Colombia.\r\nLike many global petroleum companies, the Bogota-based Organizacion Terpel is hoping to expand its customer base by increasing its appeal to women, families and young consumers, explained Joseph Bona, president of branded environments at CBX. The firm\'s design and strategy teams worked with the company to take a fresh look at everything from updating the corporate identity and logo to creating new architecture for the forecourt and retail shops and how each can support Organizacion Terpel\'s corporate strategy for growth. A leading fuel supplier in Colombia, Terpel\'s network includes 1,460 service stations, 28 supply plants and operations in 20 Colombian airports. The company also sells fuels for automobiles, aircraft and motorboats in other Central and South American markets.\r\nWith a goal of creating a compelling design for the next 10 years, the entire forecourt for the company\'s retail fuel network has been completely reinvented, including canopy, pylon and fuel island design along with other customer touch-points, Bona noted. CBX also designed graphics and architecture for a newly revamped convenience store, branded car wash and service bays. The first complete site with a new c-store, canopy, lube bay and car wash is expected to open this year.\r\n\"Our role was to reinforce Terpel\'s ongoing commitment to providing quality products and services, but with a new view toward being one of Colombia\'s most innovative and forward thinking companies,\" Bona continued. \"We examined the entire customer journey experience from the curb to the pump and convenience store, to the car wash and lube bay. Equally important, while designing the new ground-up prototype, we also developed a \'retro-fittable\' design approach for adaptation to the existing portfolio of facilities.\"\r\nCBX worked closely on the project in association with The Murphy Group LLC, Ashburn, Va., which has independently served as a consultant to Organizacion Terpel S.A. on a wide range of strategic business activities.\r\n\r\nAbout Organizacion Terpel S.A.\r\nOrganizacion Terpel S.A. is a privately held Colombian oil and gas company founded in 1968. Formerly known as Terpel Bucaramanga, the company changed its name to Organizacion Terpel S.A. in 2001. Based in Bogota, Colombia, Organizacion Terpel S.A. distributes and sells fuel products for automobiles, aircraft and motorboats. It also produces and sells lubricants for marine and industrial use as well as for vehicles using diesel, gasoline and natural gas; and distributes natural gas for vehicles in Colombia, Mexico, Peru and Chile. The company also offers fuel and lubricants to sugar mills, oil and mining markets. The company operates service stations in Colombia, Ecuador, Chile and Panama. It also manages fuel supplies for two airports in the Dominican Republic. Organizacion Terpel S.A. is a subsidiary of Sociedad De Inversiones En Energia S.A., which is a subsidiary of Compania de Petroleos de Chile COPEC S.A.', 'CBX Assists Organizacion Terpel S.A.', '', 'inherit', 'closed', 'closed', '', '1799-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1799, 'http://cbx.cappendev.com/1799-revision-v1', 0, 'revision', '', 0), (2729, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'The average lemonade stand is usually pretty humble, but this one made quite the splash on the streets of NYC. With the help of CBX, this lemonade stand was developed for 826NYC, an organization that supports kids with skills that will enrich their futures. The kids got involved in all aspects of the creative process, including everything from the design of the logo, packaging, t-shirts and the lemonade stand itself.\r\nThe lemonade was branded to give a taste of \'Sweet \'n Sour Chillville\' and the surrounds were made to look like a refreshing oasis in the city, complete with palm trees, treasure chests and flamingos. The lemonade stand was set up in NYC, collecting nearly $3,000 in donations for the organization from the sales of lemonade.\r\n\r\nRead more: www.trendhunter.com/trends/lemonade-stand', 'CBX Collaborated with Kids to Create an Epic Lemonade Stand in the City', '', 'inherit', 'closed', 'closed', '', '1998-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1998, 'http://cbx.cappendev.com/1998-revision-v1', 0, 'revision', '', 0), (2730, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'CBX, a leading brand agency based in New York, announced today their collaboration in the creation of a new name and identity for Big Heart Pet Brands, previously Del Monte Foods’ (DMF) Pet Products business. Big Heart Pet Brands is home to a number of iconic and beloved brands, including Milk-Bone®, Meow Mix®, Natural Balance®, Kibbles \'n Bits®, 9Lives®, Milo’s Kitchen®, and Nature’s Recipe®, among others. The development of the new name and identity, unveiled late last month, follows the company’s sale of its Consumer Products division to Del Monte Pacific Limited (DMPL).\r\nCBX used their rigorous naming methodology to help Big Heart Pet Brands arrive at a name that would be unique within the pet category, yet remain relatable and relevant for all audiences. The firm built the creative foundation for naming based on the company’s purpose and broad, accessible portfolio of pet food and treats brands. The name Big Heart Pet Brands showcases the company’s desire to nurture the bond between pets and the people who love them. “Big Heart Pet Brands doesn’t believe in owning pets. They believe in loving them. We strongly believed the name should live up to this core belief,” said Rachel Bernard, Strategy Director at CBX New York, “The objective to show an unparalleled passion for pets truly inspired us—the result is a unique name that we believe advances the strategic vision of this category leader.”\r\n\r\nCBX also developed a new visual system for the company. At the core of the visual system is a dynamic new “heartpaw” logo that reinforces the company’s love for pets and desire to continually create better solutions for them. The logo represents both a pawprint—to root the company in the pet category—and a heart to convey the bond between pet and pet parents. The highlight “shine” marks used within the broader visual identity symbolize positivity, energy and innovative thinking. “Simple yet impactful, the identity signals a strong position in the pet space and a bright future for the company and the pets it supports,” said Rick Barrack, Founding Partner and Chief Creative Officer at CBX.\r\n\r\nThe CBX design and environments team collaborated with Big Heart Pet Brands to redesign the San Francisco headquarters over President’s Day weekend in the new visual identity system, so employees started day-one at Big Heart Pet Brands fully immersed in the new company.\r\n\r\n“The launch of Big Heart Pet Brands is a landmark event. Our partners at CBX worked closely with our creative services and consumer insights groups and with our executive team to create a name and visual identity that truly captures the spirit of our organization and our vision for the future,” said Carl Johnson, EVP, Marketing & Chief Growth Officer at Big Heart Pet Brands.\r\n\r\nAs seen in:\r\nBloomberg\r\nGDUSA\r\nCPG Matters\r\n\r\n ', 'CBX Collaborates on New Company Name and Identity for Big Heart Pet Brands', '', 'inherit', 'closed', 'closed', '', '1957-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1957, 'http://cbx.cappendev.com/1957-revision-v1', 0, 'revision', '', 0), (2731, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    NEW YORK (1/5/2011)--CBX, the strategic branding and retail design consultancy based here, announced that its Retail Division has completed a new prototype design for Toot’n Totum, a 62-unit privately held convenience store/gasoline retailer based in Amarillo, Texas.\r\nThe fast-track design, which debuted November 2010 in Amarillo, is housed in a newly built facility. CBX completed a new identity for the store and Toot\'n Totum\'s new private label fuel brand, as well as a complete interior décor package with elements that can be rolled out to future sites.\r\nThe 3,500-square-foot store and eight-pump fuel center is situated at the intersection of Hollywood and Coulter, just off an interchange of Interstate 27. CBX’s design takes full advantage of the highly visible site with a bright and sleek interior punctuated with bold graphics and Toot’n Totum’s signature red accented with green.\r\n\r\nFuel customers will find the well-lighted building beckoning from the road. The canopy carries a redesigned and highly stylized Toot\'n Totum logo that was completely reworked as part of CBX\'s assignment. Rather than spelling out \"Toot\'n Totum\" as in the past, the new logo has been distilled to a single \"T\" encircled by horizontal lines that suggest high energy, ease and speed. The illuminated stylized \"T\" accompanies the Toot\'n Totum name on both the gas canopy and storefront at the site, the first of several new locations expected to feature the chain\'s private label gasoline. All told, the company currently has four sites in various stages of planning or development, one of which will also incorporate a car wash and lube center.\r\n\r\nInside, customers will again encounter the redesigned logo. Here, as a repeating patterned wall treatment, the logo draws attention to the store\'s expansive self-service fountain beverage area. Cold beer to-go can be found in the enlarged, though sleek, cooler area, located across the store from the fountain beverage bar. In addition to the logo and graphics, CBX\'s new deécor package for Toot\'n Totum employs white painted metal merchandise fixtures that suggest cleanliness and enables the store\'s selection of snacks to pop. Customers can also find a hearty range of \"Hot\'n Fresh\" foods near one of the store\'s two entrances.\r\n\r\n\"\"\r\n\r\n\"The design centers around the new private label gasoline for passing motorists, but not at the expense of Toot\'n Totum\'s reputation as a quick-and-easy retail venue that delivers classic c-store goods such as fresh household staples, cold beverages, snacks and hot grilled items for locals,\" said Ralph Sloan, Senior Partner, Retail at CBX. To that end, the new location also features another first for Toot\'n Totum stores – a separate entrance created for non-fuel customers stopping for pantry basics.\r\n\r\nIn addition to the new locations under development, a phased rollout of the new design is expected to follow in remodels of Toot\'n Totum\'s portfolio of stores found in the Amarillo market. Presently, Toot\'n Totum\'s retail group, which grew from a number of acquisitions, represents a number of national petroleum brands from Shell to Phillips. The chain\'s existing stores range from 1,500 square feet to more than 3,000 square feet.\r\n\r\nCommenting on the new prototype, Greg Mitchell, Toot\'n Totum president, said: \"We have received great feedback from the public on our new look, beginning with the grand opening celebration when community and business leaders complimented us on the design of the store and overall site, as well as the new logo. The store\'s striking lighting and open feeling send a strong, welcoming invitation to residents of this area\'s many new housing developments, as well as those commuting to, from and through Amarillo via the interstate.\"\r\n\r\nHe added: \"During the design process, we found CBX to be in the vanguard of innovative imaging, capturing exactly the look we envisioned, both on-time and on-budget. Not only were they highly creative in their approach to our new look, they were equally skilled in designing a retrofit to accommodate our existing 61 stores. CBX exhibited an advanced degree of competency combined with an unequalled approach to client service and they will be integral to our future growth.\"\r\n\r\n\"\"\r\n\r\nAbout Toot\'n Totum:\r\n\r\nThe Toot\'n Totum story began in 1950 when a young entrepreneurial couple, Eldon \"Lefty\" and Novie Mitchell established their first convenience store at 15th and Washington in Amarillo, Texas. Its memorable name comes from the early days when customers would drive up to the store\'s front door, toot their horns, while a store clerk would \"tote\" their orders out to them. Over time, Toot\'n Totum grew to serve the Amarillo area through a number of acquisitions. The company acquired seven Anderson Dairy Stores in 1966, 12 Jiffy Food Stores in 1969, four Circle K stores in 1985, and 15 7-Eleven operations in 1988. Those acquisitions were followed by the purchase of 11 Diamond Shamrocks in 1995 and 10 Phillips 66 stores in 2004. Today, Novie and Eldon\'s son, Greg Mitchell, serves as owner and president of the growing enterprise that includes 62 convenience stores, six lube centers, five car wash locations, and 10 Mr. Payroll stores.', 'CBX Completes Prototype Design For Toot\'n Totum Fuel And C-Stores', '', 'inherit', 'closed', 'closed', '', '1606-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1606, 'http://cbx.cappendev.com/1606-revision-v1', 0, 'revision', '', 0), (2732, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'New Innocor Seamlessly Unifies Companies Focused on Manufacture and Sales of Innovative Foam Products, Including Mattresses, Pillows, Furniture and More\r\nCBX has created a new brand focused on the manufacture and sale of a wide variety of products primarily related to sleep and comfort. The new Innocor brand platform, which is based on the unifying theme of \"Where Innovation and Comfort Meet,\" ties together three companies acquired by global private equity firm Sun Capital Partners, Inc.\r\n\r\nIn the new identity system created by CBX, the overarching parent brand is Innocor, Inc.; the consumer-facing retail products business is called Innocor Comfort; and Innocor Foam Technologies refers to the B2B business. These brands encompass three companies acquired by Sun Capital: Flexible Foam Products, Inc., Sleep Innovations and Advanced Urethane Technologies.\r\n\r\n\"The client hired CBX to bring to life a new brand that could conceptually and aesthetically unify all three of these well-regarded companies,\" explained Gregg Lipman, CEO and Managing Partner at CBX. \"The project involved developing the new Innocor name, designing brand marks, as well as branding a showroom for Innocor products in the Flatiron district of Manhattan.\"\r\n\r\nCBX conducted an in-depth analysis of brands in the foam industry as part of the project. To unify the entities acquired by Sun Capital, the branding agency focused on four primary attributes shared by all three companies: comfort, innovation, trust and quality, Lipman explained.\r\n\r\n\"These attributes are reflected in the new Innocor brand mark,\" he said. \"The letterforms combine comforting, rounded shapes with sharper lines in a way that suggests a fine balance between innovation and comfort. Likewise, the sweeping graphic breaks softly and gently, but with a layered, forward momentum that, again, suggests this balance of comfort and innovation,\" noted Rick Barrack, Founding Partner and Chief Creative Partner.\r\n\r\nThe CBX team used color to highlight different brand attributes for each of the Innocor companies. \"For the parent entity, we used red to bring out the more confident aspect,\" Barrack said. \"For the customer-facing retail brand, we highlighted the cool colors that are common to the category. On the OEM technology side, we used teal -- a nice balance of warm and cool -- to signal innovation.\"\r\n\r\nMemory foam pillows, mattresses, mattress toppers, residential and commercial floor mats, furniture and other products branded with the Innocor Comfort name are already appearing on shelves at many of the larger sleep products retailers, Lipman noted.\r\n\r\nFinally, CBX designed how the Innocor brand would come to life in the showroom in Manhattan\'s Flatiron district. The team created a three-dimensional version of the brand mark in chrome, brushed aluminum and translucent acrylic, as well as a prominent graphic mural across a 30-foot glass wall inside the showroom.\r\n\r\n\"We changed what might otherwise have been a purely functional office into a gallery space that was inspiring and that could showcase Innocor\'s innovative product offerings,\" Barrack said. \"It was exciting to bring this brand to life in 3D.\"\r\n\r\nAlso seen in:\r\nCity Biz List', 'CBX Creates Major New Foam Brand for Private Equity Client', '', 'inherit', 'closed', 'closed', '', '2139-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2139, 'http://cbx.cappendev.com/2139-revision-v1', 0, 'revision', '', 0), (2733, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'CBX crafted a new brand strategy for new, pro-bono client, She Should Run, a nonprofit to advance women and girls in public leadership. She Should Run collaborates with corporate partners to develop ways to motivate girls to explore leadership opportunities. The latest example is the company\'s partnership with Mattel, Inc. on the new President and Vice President Barbie, launched this week. \"While female leadership continues to reach new milestones, only 39 percent of girls say they want to be a leader, according to a survey by the Girl Scout Research Institute,\" said Erin Cutraro, co-founder and CEO of She Should Run. \"The Barbie line\'s first female presidential and vice presidential ticket is a way of harnessing the power of young girls\' imagination to help them discover their own leadership potential. Ideally, it will lead to more girls in leadership roles in the years to come.\"\r\nOriginally published by MediaPost', 'CBX Creates Pro-Bono Work For She Should Run', '', 'inherit', 'closed', 'closed', '', '2212-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2212, 'http://cbx.cappendev.com/2212-revision-v1', 0, 'revision', '', 0), (2734, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'New Green Valley® organic vegetables are a visual feast for Millennial moms, bringing their mission of \"Healthy Food for All\" to shelves near you\nAs created by brand agency CBX, the new Green Valley® brand from Salem, Oregon based-Green Valley Foods, LLC brings eye-popping innovation to a category long marked by a sea of sameness on the shelf.\n\n\"We threw out the rules for the organic aisle with Green Valley,\" said Gregg S. Lipman, CEO and Managing Partner of CBX. \"Our beans will come in visually distinct, shelf-stable pouches, as well as in cans. Each package blends tasty photography with hand-written typography and vibrant illustrations. The result is a fresh, farm-to-table brand that intrigues and excites.\"\n\nIn creating the new brand, which launched in October, CBX designed packages for Green Valley\'s full line of organic beans, as well as their canned vegetable and pumpkin offering. Prior to designing the packs, the team surveyed the category and was struck by the visual similarity of many of the leading brands of organic beans, Lipman said. Research, focused on Millennial moms from both coasts, underscored the need for a breakthrough in the category, he added.\n\n\"We saw that there was an opportunity here for something innovative and differentiated,\" Lipman explained. \"The \'classic\' organic cues were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today\'s busy but conscious consumers.\"\n\nThe CBX team and Green Valley opted for an entirely new approach to the packaging by introducing a shelf-stable pouch for the bean varieties. \"Right away, that signals to the consumer that something is different about this brand,\" Lipman said.\n\nAnother goal of the brand was to inspire and engage Millennial consumers to enjoy the experience of cooking for themselves and for their kids, using Green Valley\'s organic ingredients. \"We introduced loose recipe suggestions on the back of the pack to inspire that creative cooking instinct,\" Lipman said.\n\nIn addition, the CBX team brought the strong brand identity and package design to life digitally by launching the brand across key social media platforms. At welcometogreenvalley.com, users are invited into the thriving, healthy world of Green Valley. The website and social media channels continue to build upon the \"Healthy Food for All\" platform with chef-created Green Valley product recipes, budget-friendly $10 family meals and information about organic food and farming practices.\n\n\"Already, social media results are indicating huge interest with more than 40,000 likes on Facebook,\" he reported. \"Distribution is set to grow rapidly over the coming months.\"\n\nGreen Valley believes in giving back, and has partnered with The Food Trust, a non-profit organization that shares a similar mission, to truly bring healthy food to everyone. The partnership will likely include donations and sponsorship of events across the country, Lipman said.\n\n\"Increasingly, simply being organic is no longer enough,\" he concluded. \"Consumers are looking for organic brands that mesh with their lifestyle, as well as their values. Green Valley fits the bill perfectly with a commitment to creative, organic and just plain healthier food for all.\"', 'CBX Creates Standout Organic Brand', '', 'inherit', 'closed', 'closed', '', '2152-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2152, 'http://cbx.cappendev.com/2152-revision-v1', 0, 'revision', '', 0), (2735, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'New Green Valley® organic vegetables are a visual feast for Millennial moms, bringing their mission of \"Healthy Food for All\" to shelves near you\r\nAs created by brand agency CBX, the new Green Valley® brand from Salem, Oregon based-Green Valley Foods, LLC brings eye-popping innovation to a category long marked by a sea of sameness on the shelf.\r\n\r\n\"We threw out the rules for the organic aisle with Green Valley,\" said Gregg S. Lipman, CEO and Managing Partner of CBX. \"Our beans will come in visually distinct, shelf-stable pouches, as well as in cans. Each package blends tasty photography with hand-written typography and vibrant illustrations. The result is a fresh, farm-to-table brand that intrigues and excites.\"\r\n\r\nIn creating the new brand, which launched in October, CBX designed packages for Green Valley\'s full line of organic beans, as well as their canned vegetable and pumpkin offering. Prior to designing the packs, the team surveyed the category and was struck by the visual similarity of many of the leading brands of organic beans, Lipman said. Research, focused on Millennial moms from both coasts, underscored the need for a breakthrough in the category, he added.\r\n\r\n\"We saw that there was an opportunity here for something innovative and differentiated,\" Lipman explained. \"The \'classic\' organic cues were no longer on the menu. We were on a mission to create a vibrant, playful, honest offering that would spark optimism and creativity, catering to today\'s busy but conscious consumers.\"\r\n\r\nThe CBX team and Green Valley opted for an entirely new approach to the packaging by introducing a shelf-stable pouch for the bean varieties. \"Right away, that signals to the consumer that something is different about this brand,\" Lipman said.\r\n\r\nAnother goal of the brand was to inspire and engage Millennial consumers to enjoy the experience of cooking for themselves and for their kids, using Green Valley\'s organic ingredients. \"We introduced loose recipe suggestions on the back of the pack to inspire that creative cooking instinct,\" Lipman said.\r\n\r\nIn addition, the CBX team brought the strong brand identity and package design to life digitally by launching the brand across key social media platforms. At welcometogreenvalley.com, users are invited into the thriving, healthy world of Green Valley. The website and social media channels continue to build upon the \"Healthy Food for All\" platform with chef-created Green Valley product recipes, budget-friendly $10 family meals and information about organic food and farming practices.\r\n\r\n\"Already, social media results are indicating huge interest with more than 40,000 likes on Facebook,\" he reported. \"Distribution is set to grow rapidly over the coming months.\"\r\n\r\nGreen Valley believes in giving back, and has partnered with The Food Trust, a non-profit organization that shares a similar mission, to truly bring healthy food to everyone. The partnership will likely include donations and sponsorship of events across the country, Lipman said.\r\n\r\n\"Increasingly, simply being organic is no longer enough,\" he concluded. \"Consumers are looking for organic brands that mesh with their lifestyle, as well as their values. Green Valley fits the bill perfectly with a commitment to creative, organic and just plain healthier food for all.\"\r\n\r\nAlso seen in:\r\nThe Dieline\r\nBrand Packaging\r\nPrepared Foods', 'CBX Creates Standout Organic Brand', '', 'inherit', 'closed', 'closed', '', '2153-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2153, 'http://cbx.cappendev.com/2153-revision-v1', 0, 'revision', '', 0), (2736, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Headquarters:New York\n\nKey Projects:\nSaks Fifth Avenue, Beverly Hills, Calif. (shown); Duane Reade, multiple New York locations; Lord & Taylor, Philadelphia; RadioShack, multiple U.S. locations; Terpel, Colombia\n\nhttp://www.nxtbook.com/nxtbooks/nielsen/ddi_201309/#/46', 'CBX Design Firm of the Year', '', 'inherit', 'closed', 'closed', '', '1854-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1854, 'http://cbx.cappendev.com/1854-revision-v1', 0, 'revision', '', 0), (2737, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    NEW YORK (12/9/09)--CBX, the strategic branding, retail design, and consultancy agency based here, today announced that one of the locations it designed for Freson Market, Ltd. was the 2009 Silver recipient of the Canadian Federation of Independent Grocers (CFIG’s) prestigious Canadian Independent Grocer of the Year Award, in the Small Surface category.\r\nThe Canadian Independent Grocer of the Year is the most prestigious CFIG award. From coast-to-coast, Canadian independent grocers vie for this title in the Large, Medium, Small Surface, and Specialty categories. Each of the competing stores is visited personally by a respected retail management expert, who evaluates the locations based on retailing excellence and innovation, store team performance, customer service, space usage, freshness and cleanliness. Once regional finalists are determined, the stores with the most points are audited once again and finalists go on to compete at the national level. Awards are then presented to the best Large, Medium and Small Surface grocers, as well as Specialty Store, in the Gold, Silver and Bronze levels.\r\n\r\nThe award for Freson’s store in Valleyview, Alberta was presented in late October at Grocery Innovations Canada 2009, Canada\'s premier grocery exposition and conference, in front of an audience of over 500 grocery industry professionals. \"Independent grocers continually raise the bar for innovative retailing. CFIG is proud to showcase the leadership and commitment to excellence that these retailers possess,\" said John F.T. Scott, President and CEO of CFIG, who presented the awards along with Dave Delchiaro, Chair of the group\'s Board of Directors.\r\n\r\nFreson’s 12,500-square-foot Valleyview store underwent an expansion and renovation that was completed in June 2009. The project was based on an old-world inspired prototype design created by CBX that updated the store\'s interior, exterior, graphics and departmental layout. The privately held supermarket chain is in the process of rolling out its new look to the 15 locations it operates throughout Alberta. Founded in 1955, the Peace River-based family-owned company is known for good value, customer service and community involvement.\r\n\r\nThough located mainly in rural Alberta towns, Freson stores are increasingly facing competition from larger chains and multi-nationals, explained Joseph Bona, president of CBX’s retail division. \"But from a strategic standpoint, none of Freson\'s competitors could touch the Lovsin family’s history in the markets they serve,\" he said. \"That became a significant point of differentiation we sought to highlight in the design. What’s interesting is that Frank Lovsin actually worked in many of the Freson stores, establishing a personal relationship with community members and knowing many of his customers on a first-name basis. Our objective was to capitalize on that heritage by making sure customers could sense the family’s presence in their local store. This prestigious award, which examined all phases of the Valleyview store’s operations, underscores Freson’s strong connection with its customers.\"\r\n\r\nAbout The Canadian Federation of Independent Grocers (CFIG)\r\nCFIG is a non-profit trade association founded in 1962, which continues to be a collaborative community, equipping and enabling independent, franchised and specialty grocers for sustainable success. Representing over 4000 grocery retailers from every part of Canada, CFIG is a strong and united voice for independent grocers, providing programs for operational excellence, facilitating educational and training programs and fostering enabling-relationships among retailers and suppliers. CFIG is a respected organization that speaks confidently for its retail members to industry, government, and the consumer.\r\n\r\nAbout Freson Market, Ltd.\r\nFreson Market Ltd. is the largest single-owned chain of IGA grocery stores in the province of Alberta. The company currently operates 15 stores while employing more than 950 full-time and part-time staff across Alberta. With a tradition deeply rooted in family and community, the Freson Market family brand has been proudly serving Alberta since 1955. Since its humble beginnings, Freson Market has been committed to fresh food, fresh value and top-notch customer service.

    \r\n', 'CBX DESIGNED STORE WINS 2009 CANADIAN INDEPENDENT GROCER OF THE YEAR AWARD', '', 'inherit', 'closed', 'closed', '', '1624-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1624, 'http://cbx.cappendev.com/1624-revision-v1', 0, 'revision', '', 0), (2738, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'New Wave of Spacious Food Halls Offers Lessons for Forward-Thinking Developers Seeking to Reinvigorate Older Projects, Writes CBX\'s Anthony Deen in Post for GlobeSt.com\r\nCommercial real estate developers should pay attention to the trend toward urban food halls packed with local restaurants, bars and cafés, urges Anthony Deen, Creative Director, Branded Environments, for CBX, in a March 9 column on GlobeSt.com.\r\n\r\n\"The likes of Berg\'n in Brooklyn\'s Crown Heights neighborhood; UrbanSpace in Manhattan\'s Midtown District, and Ponce City Market in Atlanta are destination locations driving unprecedented foot traffic,\" writes Deen, whose work as an architect and designer for the brand agency and retail design consultancy encompasses retail, hospitality, airport and commercial projects. \"This kind of diverse food hall model may be a perfect fit for developers seeking to adapt and reuse older retail big box spaces, warehouses and even factories.\"\r\n\r\nIn the column (\"From Food Courts to Food Halls\"), Deen notes that the traditional mall, in particular, has lost its appeal amid resurgent interest in the authenticity, creativity and vibrancy of Main Street and urban centers. \"What can malls learn from cities, and specific to driving traffic, what can they learn from the communal spaces of the city to enhance their attractiveness to consumers?\" Deen writes.\r\n\r\nHe says that The Plaza Food Hall by Todd English, located in Manhattan\'s landmark Plaza Hotel, represents precisely the type of urban experience that offers potential lessons for developers. \"The Plaza Food Hall turned the entire food court model on its head by offering a wide variety of well-prepared, interesting and enticing foods in one location,\" writes Deen, who is also an adjunct associate professor at Parsons School of Design, School of Art, Media + Technology.\r\n\r\nOf course, some major landlords are already exploring elevated approaches to food that go beyond earlier moves to add quality inline or freestanding restaurants. Taubman Centers, for example, recently announced plans to include a food hall curated by celebrity chef Michael Mina, with as many as 18 different concepts, in its $500 million renovation of Beverly Center in Los Angeles, Deen notes in the column.\r\n\"The current food hall has much in common with the city\'s traditional open-air market,\" Deen writes. \"It\'s a modern take on an ancient urban model, one that offers the pride of local cuisine and the excitement of variety.\"\r\n\r\nThe key to programming any successful public space, Deen adds, is to offer a mix and variety of relevant experiences. \"That could mean locally sourced and artisanal foods, as in Philadelphia\'s Reading Market or Cleveland\'s Westside Market, or incubating new food offers and being able to rotate food offers in and out on a regular basis, as Brooklyn\'s Threes Brewery does each month,\" he writes.\r\n\r\nWhether revamping mall food courts or reimagining vacant anchor spaces, mall developers could draw on lessons learned from food halls, fresh markets and other food-centric urban experiences. \"Cities represent a resilient model that continues to succeed,\" Deen writes in the conclusion to the piece. \"Studying urban spaces and using this knowledge to enliven retail environments is an effective way to improve foot traffic and customer retention.\"\r\n\r\nThe column is available in full on GlobeSt.com\r\nPhoto courtesy of Atlanta Food Critic\r\n\r\nAlso seen in:\r\nFood & Beverage Magazine\r\nFSR Magazine', 'CBX Designer: Food Hall Trend Holds Promise for Commercial Real Estate', '', 'inherit', 'closed', 'closed', '', '2160-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2160, 'http://cbx.cappendev.com/2160-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2739, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    New York, NY - January 10, 2011 -- In a major effort to re-energize its brand, LifeStyles®, owned by Ansell Limited, has relaunched its core line of condoms and released a new, Signature Series of premium condom products.\r\nDue to changing marketplace dynamics, the brand saw an opportunity to reconnect with their core consumers and retailers by partnering with CBX to develop a brand-centric approach while establishing a consumer-driven position that better reflects a more confident and contemporary masculine style. The new LifeStyles® position was brought to life in innovative new packaging design with a structure, substrates, textures and visual cues that telegraph key sensorial benefits with the brand’s contemporary, confident masculine energy.\r\n\r\nDeveloping a stronger connection to the target consumer revealed that, while consumers need condoms for sex to be safe, what they really want is a better experience. A two-tier strategy was therefore developed to redesign the core line of products and introduce a new premium line of products.\r\n\r\nThe core line includes basic products such as Ultra-Sensitive, Ultra Lube Plus, Pleasure Shaped Pleasure Ribbed and Flavors & Colors. Black packages incorporate various textures and colors to convey specific benefits. The white LifeStyles\' logo stands out on the black background and helps to create an overarching look for the brand when merchandised together on shelf.\r\n\r\n\"\"\r\n\r\n\"We wanted to instantly communicate the quality and sensorial promise of each product, but also deliver better experience with a more contemporary masculine style to make them stand out against the competition.\"\r\n\r\n\"We rethought everything, from the packaging structure and materials, to how we treated the logos and how these products would be merchandized at different retailers,\" says Lipman. \"Moving the brand to all vertical packaging reinforces the brand\'s innovative position while also helping our retail partners maximize valuable shelf space.\"\r\n\r\nCBX even rethought the naming convention. While condoms are a product important to both partners, they are designed to fit the male anatomy. The use of the \"Y\" in the spelling for the products such as THYN® & KYNG® plays off the fact that it\'s the \"Y\" chromosome that makes you a man.\r\n\r\nThe THYN condom is 21% thinner than a standard condom. To communicate this, the team at CBX used innovative, blue plastic acetate for the package. \"When a consumer picks up this box, it instantly conveys the message of how thin and sensitive this product is,\" notes Lipman. The streamlined silver font and tagline: \"So Thyn you’ll forget you’re wearing it\" reinforces the message.\r\n\r\nFor KYNG, a condom promising a larger, more comfortable fit, it is as much about premium as it is about size. CBX incorporated a thick, bold typeface using metallic substrates instead of foiling for impact and to deliver the premium message. A bold, chiseled copperplate font and cropped logo make the word \'KYNG\' appear even bigger.\"\r\n\r\nFor THRYLL, an ultra-studded condom designed for maximum stimulation, CBX used an electric color palette coupled with a studded substrate to communicate the product features and capture the intensity of the brand experience.\r\n\r\n\"We also took into consideration some retailers merchandize products by brand, so we made sure the \"LifeStyles\" brand name was anchored, consistently in the top left corner of each product in the core and signature lines. This maintains the brand continuity, while still allowing the core benefit of each product speak for itself,\" adds Lipman.\r\n\r\nResponse from retailers has been extremely positive. \"We\'ve dramatically changed the perception of LifeStyles,\" says Carol Carrozza at Ansell Healthcare Products, LLC. \"We\'re getting more shelf facings with our retailers and, importantly, back into the hearts and minds of our consumers. Retailers and consumers alike have been very receptive to these new products.\"', 'CBX Designs Brand Turnaround for LifeStyles® Condoms', '', 'inherit', 'closed', 'closed', '', '1605-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1605, 'http://cbx.cappendev.com/1605-revision-v1', 0, 'revision', '', 0), (2740, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    New York, NY – April 04, 2012 – CBX, a brand agency based in New York City, collaborated with The Scotts Company and a team of agencies to launch the new, revolutionary lawn care product line, the Scotts Snap Spreader System. As part of this launch, the team collaborated on the Snap name, with CBX developing graphics for the product line that includes a spreader and a complete line of lawn care products.\r\n\r\n“The educational component of the product was paramount to our solution,” says Rick Barrack, Chief Creative Officer, CBX. “The visual design needed to communicate that this is an integrated lawn care system with key features and benefits – essentially that a beautiful lawn is just a Snap away.” \r\n\r\nOnce the product name was confirmed, the CBX design team brought it to life with an approachable, contemporary typeface for the Snap logo and then powerfully elevated it by locking it up with the brand logo. \r\n\r\nCBX created aspirational graphics and bright colors on each Snap Pac, including a blue sky on the upper half of the bag and vibrant green grass imagery on the lower half to showcase the end benefit. A three-step instructional inset of Snap, Lock and Go illustrates how simple it is for homeowner’s to use the lawn care system. Finally, the close-up circle device depicts the solution to lawn care with the background grass and blue sky representing the end benefit.\r\n\r\nThe overall visual architecture was designed to accommodate the different formulas and includes a color-coding system for the eight products in the line, including lawn food, weed controls, crabgrass preventer and insect killer.\r\n\r\n“The design solution instantly communicates that we are taking the guesswork out of lawn care and making having a beautiful lawn easy for a new generation of users,” says Rich Foster, vice president lawns marketing, The Scotts Company. “Once again, we are offering the simplest, most effective, do-it-yourself solutions from a company that consumers know they can trust.”\r\n\r\n\r\nAbout CBX:\r\n\r\nCBX (www.cbx.com) is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly Clark, A&P, Pathmark, Saks Fifth Avenue Off Fifth, Lord and Taylor, Wawa, Sunoco, and Petro China. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n\r\nAbout The Scotts Company LLC:\r\n\r\nWith approximately $3 billion in worldwide sales, The Scotts Miracle-Gro Company, through its wholly-owned subsidiary, The Scotts Company LLC, is the world\'s largest marketer of branded consumer products for lawn and garden care. The Company\'s brands are the most recognized in the industry. In the U.S., the Company\'s Scotts®, Miracle-Gro® and Ortho® brands are market-leading in their categories, as is the consumer Roundup® brand, which is marketed in North America and most of Europe exclusively by Scotts and owned by Monsanto. In Europe, the Company\'s brands include Weedol®, Pathclear®, Evergreen®, Levington®, Miracle-Gro®, KB®, Fertiligene® and Substral®. For additional information, visit us at www.scotts.com.\r\n', 'CBX Designs Graphics for Scotts Snap Spreader Products', '', 'inherit', 'closed', 'closed', '', '1769-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1769, 'http://cbx.cappendev.com/1769-revision-v1', 0, 'revision', '', 0), (2741, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'CBX, a brand agency based here, recently assisted start-up company LIQS™ with the design of innovative packaging and the formulation of other branding initiatives for its eponymous line of super-premium, ready-to-drink cocktail shots.\r\nThe CBX design team worked with LIQS Co-founders Michael Glickman and Harley Bauer on a variety of efforts, including strategic alignment and development of the LIQS’ brand mark and package design. “We took our design cues from LIQS’ target customer, a sophisticated millennial who loves spontaneous get-togethers with friends, whether poolside, at the beach or boating,” said Gregg S. Lipman, CBX managing partner.\r\n\r\nSunny and stylish Miami, where LIQS was launched and is based, offered CBX inspiration for the package designs. The firm reinterpreted a sunburst in a series of colorful graphic bursts to correspond with each LIQS flavor -- red-orange for Tequila Cinnamon Orange; yellow-green for Vodka Cucumber Lime; aqua-blue for Vodka Kamikaze; and red-pink for Vodka Lychee Grapefruit.\r\n\r\nProduced in the USA, each LIQS product comes in a 50ml recyclable, crystal polystyrene shot glass that’s sealed and tamper-resistant. The product is sold in a multi-unit package that offers three individually sealed shots of a single flavor. Each shot, as well as the outer packaging, carries the burst graphic.\r\n\r\n“After many years of witnessing the love that consumers have with shots, and the lack of being able enjoy them at home as if made by a bartender, we set out for a solution that would give people access to quality shots they can take anywhere,” explained Glickman. “LIQS is a convenient and attractive alternative to a bartender and bar setup and a far cry from ‘test-tube’ style shooters. With the new packaging, we’re delivering mixology with the mixologist.”\r\n\r\nLIQS is currently available at numerous liquor stores in Florida in advance of a strategic regional rollout.\r\n\r\nAbout LIQS™\r\nFounded in 2013 by Michael Glickman and Harley Bauer, LIQS developed and markets its eponymous line of super-premium, handcrafted cocktail shots. Innovation, quality and convenience are the core principles for which LIQS has been created. LIQS is the first of its kind, offering customers a handcrafted, portable shot made from only the highest quality ingredients and spirits. www.LIQSshot.com', 'CBX Designs Innovative Packaging for Liqs™ Super-Premium, Ready-to-Drink, Cocktail Shots', '', 'inherit', 'closed', 'closed', '', '1903-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1903, 'http://cbx.cappendev.com/1903-revision-v1', 0, 'revision', '', 0), (2742, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'U.S. food brand Man Cave Craft Meats is moving from its tent at the Minneapolis Farmers Market to grocery stores across the country – with packaging and branding help from CBX.\r\n“The founders of Man Cave Meats, Nick and Josh Beste, were university students when they launched their business by crafting standout flavour combinations with an obsessive focus on quality,” said CBX Managing Partner Nancy Brown. “As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging.”\r\n\r\nIn less than a year, the brand grew from zero to more than 500 stores, with even more aggressive rollout plans for the future. “Man Cave Meats achieved this type of growth by bringing a truly new product experience to consumers,” said Brown, who is based in CBX’s Minneapolis office. “From 50/50 Bacon burgers, to sriracha chicken sausages, to buffalo-style bratwursts with bleu cheese, Man Cave Meats offers creative combinations that are unique and appeal to consumers seeking new flavor experiences.”\r\n\r\nThe designers say Man Cave Meats’ new packaging is atypical as well. The designs adopt a ‘craft-like’ aesthetic, featuring black backgrounds, bold typography treatments and deliberately masculine imagery.\r\n\r\n“Images of muscular males with beards and tattoos might not be appropriate for mainstream brands on the meat aisle, but such images – as well as taglines like ‘Long live the butcher!’ – are right in line with the Man Cave Meats brand,” said Man Cave Meats CEO, Nick Beste.\r\n\r\nOriginally published in Logo Designer.', 'CBX Designs Logo and Packaging for Man Cave Meats', '', 'inherit', 'closed', 'closed', '', '2144-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2144, 'http://cbx.cappendev.com/2144-revision-v1', 0, 'revision', '', 0), (2743, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    New ground-up design opens in Manning, Alberta, additional units to follow\r\nNew ground-up design opens in Manning, Alberta, additional units to follow NEW YORK, N.Y. (10/5/09) — CBX, the strategic branding, retail design, and consultancy agency based here, has designed an old-world inspired prototype for Freson Market Ltd., a privately held, supermarket chain with 15 units throughout the Canadian province of Alberta. The family-owned and operated company, known for good value, customer service and community involvement, is based in Peace River, a city located in the Northwest corner of Alberta.\r\n\r\nCBX developed the exterior and interior design, store layout, and all graphics—including a striking new logo—for the ground-up Manning, Alberta, store. The new 17,000-square-foot building on First Avenue North replaces theoriginal 6,000-square-foot Freson store across the street, which opened in 1978. The new store organizesspecialty perimeter departments around a well merchandised, amply lit and easy-to-navigate grocery core. As part of its ongoing store renewal and expansion program, Freson retained CBX last year to initially handle there modeling and expansion of an existing unit in Fairview. In addition, the rm is currently working on a handful ofother existing locations to incorporate some of the new design elements in an attempt to unify the look and feelof the entire Freson network.\r\n\r\nFounded as a butcher shop in 1955 by Frank Lovsin and two partners in Hinton, Alberta, the Freson name came from a combination of the founders\' initials. In 1956, the partners added groceries and continued to steadilyexpand the retailer\'s services. A second location opened in 1962 and by 1964, a third store managed by DanLovsin, Frank\'s brother, debuted in Fairview, Alberta. Currently, many members of the extended Lovsin family anddescendents of long-time employees continue to actively operate Freson Market stores under the IGA banner.\r\n\r\nThough located mainly in rural Alberta towns, Freson stores are increasingly facing competition from larger chains and multi-nationals, explained Joseph Bona, president of CBX\'s retail division. \"But from a strategic standpoint, none of Freson\'s competitors could touch the Lovsin family\'s history in the markets they serve,\" he said. \"That became a significant point of differentiation we sought to highlight. What\'s interesting is that Frank Lovsin actually worked in many of the Freson stores, establishing a personal relationship with community members and knowing many of his customers on a first-name basis. Our objective was to capitalize on that heritage by making sure customers could sense the family\'s presence in their local store.\"\r\n\r\nThe design achieved that goal in several ways. First, the revamped logo, which debuts on the Manning store exterior, is graphically powerful, but includes subtle tweaks. The words \"Freson Bros.\" replace the \"Freson Market\" found on the previous Manning store exterior. The former blue and red logo has given way to a deep burgundy field where custom sans serif type spells out Freson Bros. \"The new, larger mark is topped with a stylized black bow tie, again a subtle reference to earlier times when shoppers knew and trusted their local purveyors,\" said Nancy Brown, Managing Partner of CBX\'s Minneapolis office, which designed the logo. An added tagline, which reads: \"Serving the community proudly since 1955,\" is rendered in a Spencerian script-like hand. \"These graphic assets were conceived to subliminally reinforce Freson’s 54-year family connection with the communities it serves,\" Brown explained.\r\n\r\nDuring the design project\'s research phase, the CBX team found vintage photos of early Freson locations — prominently hung at the company\'s Peace River headquarters—which provided a source of inspiration for the in-store graphics program. Photos documenting earlier stores and the folks who worked there were super-sized and sepia-toned for use in key areas. For example, inside the front entrance, an informal photo of the Lovsin family and co-workers (circa early 1960s) was enlarged to life-size to greet customers as they reach for a shopping cart. The new logo\'s rich burgundy color continues inside the store on both focal and accent walls. Freson\'s signature color is complemented in the produce department by warm woods found in loose tables and barrel-style  fixtures and in an open ceiling truss system. Here, suspended dome lighting fixtures focus light on mounded displays of fresh fruits and vegetables.\r\n\r\nThe new logo’s rich burgundy color continues inside the store on both focal and accent walls. Freson’s signature color is complemented in the produce department by warm woods found in loose tables and barrel-style fixtures and in an open ceiling truss system. Here, suspended dome lighting fixtures focus light on mounded displays of fresh fruits and vegetables.\r\n\r\nContinuing around the store\'s perimeter, department signage applied to soffitts and walls is designed to recall earlier times with a hand-painted, gold-leaf embellished look. Other solid-looking materials such as the brick used in the deli department further suggest personalized permanence. Underfoot, shoppers will notice the light-toned ceramic oor tile, a practical solution to the harsh winter months that dene the Alberta province, but an element that suggests permanence and quality.\r\n\r\nFreson\'s emphasis on \'old world\' service, meanwhile, is front and center in several departments. In meats, for example, trained butchers constantly stock front cases as well as handle custom orders from a cutting room — with a sliver window giving customers a slice of the action. Freson shoppers can also watch trained bakers create made-from-scratch confections such as breads, cakes and cookies as they inhale the mouth-watering baked goods smells wafting throughout.\r\n\r\n\"The end result,\" Bona explained, \"is an authentic rustic marketplace channeling the personalized service and community involvement of the Lovsin family.\"\r\n\r\nAmplifying on that involvement, Ralph Sloan, CBX Senior Partner-Retail, noted: \"From our visits to their markets, it became clear that the Lovsin family is deeply involved with the communities it serves. However, in keeping with their humble persona, the family prefers to keep a low profile about its numerous and generous donations.\" In the past 55 years, the family has contributed to local charities and institutions such the Peace River hospital as well as organizations benefiting children\'s sports. In recognition of his contributions as a volunteer and philanthropist, CEO and Founder Frank Lovsin was recently made a Member of the Order of Canada.\r\n\r\nCommenting on the new design, Doug Lovsin, Freson Market’s VP-Operations, said: \"Right from our initial meeting, we have been extremely pleased with the work that CBX has provided. The firm\'s branding team delivered a logo that expressed exactly who we are, while its retail design team brought the brand to life in our stores.\"\r\n\r\nAbout Freson Market, Ltd.\r\nFreson Market Ltd. is the largest single-owned chain of IGA grocery stores in the province of Alberta. The company currently operates 15 stores while employing more than 950 full-time and part-time staff across Alberta. With a tradition deeply rooted in family and community, the Freson Market family brand has been proudly serving Alberta since 1955. Since its humble beginnings, Freson Market has been committed to fresh food, fresh value and top-notch customer service.

    \r\n', 'CBX DESIGNS NEW SUPERMARKET PROTOTYPE FOR FRESON BROS.', '', 'inherit', 'closed', 'closed', '', '1628-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1628, 'http://cbx.cappendev.com/1628-revision-v1', 0, 'revision', '', 0), (2744, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    \"\"\r\nWalgreens has unveiled the new store brand Nice! in locales throughout the country. The brand will include more than 400 grocery and household products, all of which the retailer hopes to have on shelves by the end of 2012. CBX developed the bold, clean identity and package design for Nice! Moe Alkemade, Walgreens’ head of private label brands, says the brand will compete with national products because its store brands are “no longer just a value option, but a smart option.” CBX was also recently involved in developing the private label brand for New York drugstore chain Duane Reade — Good & Delish — which was acquired by Walgreens in 2010. Now the largest drugstore chain in the U.S., Walgreens has made a commitment to evolve, consolidate and build its private label business. An integrated marketing campaign is planned to build the Nice! message.\r\n\r\nhttp://www.gdusa.com/issue_2011/october/news.php', 'CBX Does Nice! Work For Walgreens', '', 'inherit', 'closed', 'closed', '', '1731-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1731, 'http://cbx.cappendev.com/1731-revision-v1', 0, 'revision', '', 0), (2745, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    New York, NY-- November 11, 2010 - CBX, the strategic branding firm, received the highest recognition at the 40th Annual Creativity International Awards. One of the longest running independent international advertising and graphic design competitions, the Creativity Annual Awards honors superior advertising and graphic design from most every industry.\r\nCBX was awarded a prestigious Platinum Award, in the Health & Beauty Packaging category, for its work on Kimberly-Clark\'s U by Kotex. CBX helped redefine the feminine product category by designing a new brand by Kotex featuring tampons, liners and pads targeting 14 - 22- year olds. Black packaging accented with bright colors signals a revolution in feminine care and presents an image that is sleek, upscale and bold.\r\n\r\nThis year\'s competition included over one thousand entries from 31 countries, 27 U.S. States and 4 Canadian Provinces. Winners receive a Certificate of Merit and their designs are reproduced in the 400-page hardcover Creativity Awards Annual, published after the close of each year\'s competition and sold in bookstores around the world.

    ', 'CBX earns Platinum Award in Creativity International Awards', '', 'inherit', 'closed', 'closed', '', '1609-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1609, 'http://cbx.cappendev.com/1609-revision-v1', 0, 'revision', '', 0), (2746, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    New team of veteran store designers and project managers now working on projects for prominent national fashion retailer\r\nNEW YORK (1/6/2010) - CBX, the strategic branding and retail design consultancy based here, has announced that its Retail Division has expanded into specialty retail and department store design, recruiting a team of experienced retail designers, project managers and business development executives to create solution-driven concepts for apparel and lifestyle merchants and brands. The new group is already off and running, with projects for a major national fashion retailer.\r\n\r\nAs a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing, and consumer research. To introduce its expanded capabilities and team to the largest annual gathering of retailers, CBX will be exhibiting at the National Retail Federation\'s Annual Conference and Expo, which begins next week in New York City.\r\n\r\n\"Our expansion into specialty retail leverages the many strategic and design capabilities within the firm in order to serve retailers in the fashion apparel and lifestyle sectors,\" said Joseph Bona, President of CBX\'s Retail Division. Well known for its work within the grocery, drugstore and convenience store-petroleum industries both domestically and internationally, CBX\'s Retail Division has a prolific portfolio spanning multi-national and regional chains.\r\n\r\n\"This move enhances our overall offer for retailers and brands in all formats regardless of product or service category. With the addition of key personnel, we\'re able to design solutions for any client,\" added Gregg Lipman, CBX\'s Managing Partner. \"We can say that with confidence, because we have found top-notch retail design and project management talent with a wealth of in-depth specialty and department store experience.\"\r\n\r\nThe new team includes retail design veteran Peter Burgoyne, who will help drive the creative leadership of the specialty program. In his role as Creative Director, he will be responsible for programming, concept creation, design and design development. Burgoyne has more than 12 years experience in a wide range of retail projects involving disciplines from architectural design and interior design to architecturally based new media projects. Prior to CBX, Burgoyne held positions with Callison Architecture, RYA Design Consultancy and Jones Apparel Group, all in New York City. During his tenure with RYA, Burgoyne led the planning and design team responsible for the 800,000-sq.-ft. Shinsegae Department Store in Busan, Korea. Additional projects include work for Printemps in France, Rustan\'s in The Philippines and Karstadt in Germany. During his tenure with Jones Apparel Group, Burgoyne was charged with creating the concept design for its Nine West brand, and to manage brand integrity during an international rollout that spanned more than 60 countries.\r\n\r\nKieran Jason Hackett has been named Senior Vice President, Brand Activation Retail Environments. He comes to CBX from The Rockwell Group, New York City. There, Hackett led \"Studio Red,\" the firm\'s brand activation group, working with such clients as Coca-Cola, McDonald\'s, P&G, Mercedes-Benz, Marriott Hotels and Resorts, Club Med and Jet Blue to create dynamic brand experiences in the built environment. Prior to Rockwell, Hackett was senior strategist for interactive consultancy KPE in New York City. At CBX, Hackett will reach across the agency to develop strategy and tactics for using environmental, merchandising and interactive design to increase consumer engagement and drive preference for clients\' products.\r\n\r\nDimitri Vermès has been named Vice President for CBX. Most recently, Vermès served as vice president with RYA Design Consultancy, where he led new business development efforts, marketing and communications for both the New York and Dallas offices. Prior to RYA, Vermès spent nearly nine years at GRID 2 Int\'l, beginning as vice president of marketing and later elevated to partner. While there, he was responsible for new business and strategic branding efforts on an international level, including the Americas, Europe, the Middle East and Asia Pacific. Vermès has worked with such clients as J.P. Morgan Chase, Commerce Bank, Cartier, Diageo, Pernod-Ricard, L\'Oreal, Hess, Giant Food, UPS, P&G, Borders Books, Arby\'s and Duane Reade.\r\n\r\nRounding out the group\'s major new recruits is Joon Kyu Whang, who was named Managing Director, Korea. Based in the firm\'s Seoul office, he brings more than 24 years experience in architecture and design of retail, hospitality and entertainment venues to CBX. Whang has been responsible for the marketing, management and design of a variety of mixed-use retail design projects and department stores throughout Europe, Asia and the United States. Prior to joining CBX, he was vice president and managing director at RYA Design Consultancy in New York and Seoul, where he directed and managed Pacific Rim projects. Whang has also held management positions with Walker Group/CNI in New York, HTI/SDI (now FRCH) and served with Schafer Associates in Chicago early in his career.

    ', 'CBX Expands Into Specialty Retail Store Design', '', 'inherit', 'closed', 'closed', '', '1623-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1623, 'http://cbx.cappendev.com/1623-revision-v1', 0, 'revision', '', 0), (2747, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Brands need to soar past the sea of clichéd visual codes if they want to legitimately connect with real women, said Allison Koller, Executive Creative Director at brand agency CBX, in a recent TEDx talk in Scotch Plains NJ. All too often, even top brands seeking to connect with women fail to overcome the tired visual clichés that have marred such efforts for generations, Koller noted. “How quickly we become a sea of eyes, bellybuttons, breasts, and beautiful booties,” she said. “Messages and images with the power to break through that sea are unexpected. They are something that makes you look twice. They shift the cultural conversation.”\r\nDuring the talk, Koller described herself as a swimmer, illustrator, daughter, tennis player and wife who pays keen attention to the content and subtext of brand messages aimed at women. Her visually rich presentation included multiple examples of successful campaigns that legitimately connect with female audiences via creative and respectful messaging. “Last summer, Carli Lloyd and the U.S. women’s soccer team broke through and redefined the power and reach of female athletes and what it means to throw or kick like a girl,” Koller noted, as images from Always’ action-oriented “Like a girl”campaign appeared on screen behind her.\r\n\r\nOther collages in her presentation, however, highlighted tired imagery drawn from traditional and social media as well as product packaging used to address women. “Whether women are buying as new moms, looking to get in shape or just considering some new lip-gloss, it’s amazing how cliched the communications often are,” Koller said. These visual codes hinge on imagery full of clean, sleeping, happy babies; magical skin care products; nutrition bars that encourage women to “think thin” and the like, Koller explained. “It’s the promise of perfection: blissful mommy-hood, women with flawless skin, and a Zen-ed out approach to fitness,” she said. “The magic continues with products that perform miracles to make you gorgeous, or make you forget you even have your period.” Tropes include the blonde ingénue: fresh faced, innocent and unassuming; the golden goddess: perfect in a slinky ball gown or while working out; and the modern miracle mom whose home is clean as a sanctuary, with Pinterest-worthy parties and cupcakes, Koller noted.\r\n\r\nFortunately, some brands understand the need to keep it real, Koller said. She cited CBX’s work with Kotex. “When Kotex first started working with us, the cultural conversation around femininity had shifted,” she explained. “Kotex wanted to transcend the cliched codes of feminine hygiene: Girls back-flipping on the beach while having their period, levitating tampons twirling in front of a sea of flowers. They recognized a need to create a new conversation with young women.” CBX helped Kotex kill the butterflies and flowers and create packaging designs for its U by Kotex brand that broke through what Koller described as the “pretty-princess, flowery noise” of the category. “We launched with something undeniably code- and cliché-breaking: the black box with a touch of fun in the brightly colored wrappers,” she said. “No flowers, no high-tech performance claims.”\r\n\r\nAs forward-thinking brands seek to connect with women, they should continue to innovate with empowering and realistic visual counterpoints to the prevailing clichés, Koller advised. These new codes are already emerging. “Perfection is being replaced by imperfect expression, the ingénue by graceful aging, the golden goddess by the warrior,” she said. “Magic is taking a back seat to hard work. The modern miracle mom has shifted to home-making, with everyday dads and gender role reversals; instead of exoticism, we have true diversity.”\r\n\r\nOriginally published in Graphic Design USA', 'CBX Expert at TEDx: Women’s Brands Must Soar Past Sea of Cliches', '', 'inherit', 'closed', 'closed', '', '2228-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2228, 'http://cbx.cappendev.com/2228-revision-v1', 0, 'revision', '', 0), (2748, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    Veteran designer Joseph R. Bona shares a few trade secrets with viewers of TV\'s Modern Marvels.\r\nNEW YORK (01/12/12) – Convenience stores might not top the average person’s list of marvelous technological achievements, but as The History Channel’s Modern Marvels makes clear in a new episode on the convenience- store phenomenon, there is much more to America’s go-to pit stops than coffee, soda, snacks and hot dogs. Indeed, these remarkable profit centers are carefully designed for maximum speed and efficiency, explains Joseph R. Bona, President of the Retail Division for global branding firm CBX, in on-camera interviews for the hour-long program.\r\n\r\n“The successful development of any store starts with the layout,” says Bona, who has designed convenience stores for more than 30 years, often relying on a zoning system that maximizes impulse buying while also making the shopping experience as quick and easy as possible. Such innovations, the program notes, have been responsible for the c-store industry’s impressive track record in recent years. Today, there are more than 144,000 stores across the country, with the sector accounting for about one out of every 23 dollars spent in the United States in a given day.\r\n\r\nBusiest from 6 to 9 a.m., c-stores are a symphony of coordination—built for speed, designed to influence customers, constantly on guard for crime and equipped to stop it, the show explains. During the morning rush alone, U.S. c-stores sell about 11 million cups of coffee, along with millions of donuts, bagels, breakfast biscuits and other items. The average customer visit, however, lasts only 3.5 minutes. To make this happen in clockwork fashion, c-store companies in North America and abroad have relied on Bona’s design expertise for decades. During the program, Bona tells viewers about some of the important principles of good c-store layout, such as specific zones designed to help customers get their bearings, to encourage them to make impulse purchases or to help them find everyday items like the morning newspaper.\r\n\r\nDuring the show, Bona appears at a metro New York area 7-Eleven store (which was not designed by CBX), where he walks viewers through some of these features. In a typical convenience store, he notes, the design of the coffee service area makes it possible to sell hundreds of cups of coffee in a given day with a minimum of wait time for customers. “It’s like a production line,” Bona tells viewers. “Somebody comes in, they grab a cup, get their coffee, add their cream and sugar, and then they\'re able to move out of the way.\"\r\n\r\nExplaining that a third of a c-store’s sales can come from cold beverages, Bona points out that coolers are deliberately placed farthest from the door, which helps drive traffic through the store. Even subtle details like the location of a cooler’s door hinges can make a big difference in directing how customers move through the space, he explains.\r\n\r\nLikewise, the visual experience in any store is critically important. \"People buy with their eyes,\" Bona says, in describing what he calls the \"Impulse Zone,\" an area of the store stocked with common impulse purchases.\r\n\r\nWhile the featured 7-Eleven store offers about 5,000 different items, its total selling area amounts to only about 1,600 square feet. Certain merchandising principles help maximize the efficiency of this diminutive space, Bona explains. \"One of the important things is putting like things together,\" he notes.\r\n\r\nThe show, which covers everything from the history of 7-Eleven\'s Slurpee to recent innovations in convenience store security, is downloadable from iTunes. To watch the program online, visit http://www. history.com/shows/modern-marvels/videos...

    ', 'CBX Expert Gives History Channel a Primer on Convenience Store Design', '', 'inherit', 'closed', 'closed', '', '1583-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1583, 'http://cbx.cappendev.com/1583-revision-v1', 0, 'revision', '', 0), (2749, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Brand Agency\'s Allison Koller Cites Need to Forge New Visual Codes Rooted in Realism and Respect\r\nBrands need to soar past the sea of clichéd visual codes if they want to legitimately connect with real women, said Allison Koller, Executive Creative Director at brand agency CBX, in a recent TEDx talk in Scotch Plains.\r\n\r\nAll too often, even top brands seeking to connect with women fail to overcome the tired visual clichés that have marred such efforts for generations, Koller noted. \"How quickly we become a sea of eyes, bellybuttons, breasts, and beautiful booties,\" she said. \"Messages and images with the power to break through that sea are unexpected. They are something that makes you look twice. They shift the cultural conversation.\"\r\n\r\nThe TEDx event in Scotch Plains included several on-stage and video presenters in an effort to spark conversation. It was held under a free license granted by TED (Technology, Entertainment, Design), the internationally known conference series run by the nonprofit Sapling Foundation under the slogan \"Ideas Worth Spreading.\"\r\n\r\nDuring the talk, Koller described herself as a swimmer, illustrator, daughter, tennis player and wife who pays keen attention to the content and subtext of brand messages aimed at women. Her visually rich presentation included multiple examples of successful campaigns that legitimately connect with female audiences via creative and respectful messaging. \"Last summer, Carli Lloyd and the U.S. women\'s soccer team broke through and redefined the power and reach of female athletes and what it means to throw or kick like a girl,\" Koller noted, as images from Always\' action-oriented \"Like a girl\" campaign appeared on screen behind her.\r\n\r\nOther collages in her presentation, however, highlighted tired imagery drawn from traditional and social media as well as product packaging used to address women. \"Whether women are buying as new moms, looking to get in shape or just considering some new lip-gloss, it\'s amazing how clichéd the communications often are,\" Koller said.\r\n\r\nThese visual codes hinge on imagery full of clean, sleeping, happy babies; magical skin care products; nutrition bars that encourage women to \"think thin\" and the like, Koller explained. \"It\'s the promise of perfection: blissful mommy-hood, women with flawless skin, and a Zen-ed out approach to fitness,\" she said. \"The magic continues with products that perform miracles to make you gorgeous, or make you forget you even have your period.\"\r\n\r\nTropes include the blonde ingénue: fresh faced, innocent and unassuming; the golden goddess: perfect in a slinky ball gown or while working out; and the modern miracle mom whose home is clean as a sanctuary, with Pinterest-worthy parties and cupcakes, Koller noted.\r\n\r\nFortunately, some brands understand the need to keep it real, Koller said. She cited CBX\'s work with Kotex. \"When Kotex first started working with us, the cultural conversation around femininity had shifted,\" she explained. \"Kotex wanted to transcend the clichéd codes of feminine hygiene: Girls back-flipping on the beach while having their period, levitating tampons twirling in front of a sea of flowers. They recognized a need to create a new conversation with young women.\"\r\n\r\nCBX helped Kotex kill the butterflies and flowers and create packaging designs for its U by Kotex brand that broke through what Koller described as the \"pretty-princess, flowery noise\" of the category. \"We launched with something undeniably code- and cliché-breaking: the black box with a touch of fun in the brightly colored wrappers,\" she said. \"No flowers, no high-tech performance claims.\"\r\n\r\nBut U by Kotex and CBX didn\'t stop there. By including \"Myth or Fact?\" questions on the back of packs, they helped dispel urban myths surrounding women\'s periods. \"Fact: if you swim in the ocean while you have your period, you will not attract sharks,\" Koller said, to laughter in the TEDx audience.\r\n\r\nAs forward-thinking brands seek to connect with women, they should continue to innovate with empowering and realistic visual counterpoints to the prevailing clichés, Koller advised. These new codes are already emerging. \"Perfection is being replaced by imperfect expression, the ingénue by graceful aging, the golden goddess by the warrior,\" she said. \"Magic is taking a back seat to hard work. The modern miracle mom has shifted to home-making, with everyday dads and gender role reversals; instead of exoticism, we have true diversity.\"\r\n\r\nCharting course amid this new environment can be challenging for brands, but ultimately such approaches are far more inspiring for real women, Koller asserted. \"I would ask you to think hard about the brands you support and the ways you represent and brand yourself, your friends, your sisters,\" she said in the conclusion to the talk. \"You have the chance to shape conversations for and about women every day.\"\r\n\r\nTo view Koller\'s full presentation, please visit: http://tedxtalks.ted.com/video/Get-Real-Branding-beyond-the-cl;search%3ATEDxSPFHS', 'CBX Expert in TEDx Talk: Women\'s Brands Must Soar Past Sea of Cliches', '', 'inherit', 'closed', 'closed', '', '2223-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2223, 'http://cbx.cappendev.com/2223-revision-v1', 0, 'revision', '', 0), (2750, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Taking a Stand on Trending Cultural Moments Can Be a Savvy Move -- So Long as Those Trenchant Tweets Actually Match Your Brand, Writes CBX\'s Gregg S. Lipman in Column for The Huffington Post\r\nChiming in about trending cultural moments is the new Holy Grail of marketing. The trick, however, is to make sure your brand\'s social commentary doesn\'t turn into the functional equivalent of a drunken groomsman\'s awkward wedding toast, writes Gregg S. Lipman, Managing Partner at brand agency CBX, in a Jan. 30 column for The Huffington Post.\r\n\r\n\"Nobody doubts Drunk Guy at Wedding means well with his impromptu speech,\" writes the veteran brand consultant. \"What he\'s lacking is execution.\"\r\n\r\nIn the column (\"Responding to a Cultural Moment? Don\'t Use Deflated Creative\"), Lipman cites powerful examples of on-brand responses to various social issues and cultural moments, such as Oreo\'s real-time response to the third-quarter power outage at the Superdome during the 2013 Super Bowl (\"Power out? No problem. You can still dunk in the dark\"). \"To this day, Oreo\'s infamous blackout tweet is considered the epitome of a social media win,\" he writes. \"It garnered 525 million earned media impressions, which is five times the number of people who actually watched the game.\"\r\n\r\nLikewise, Ben & Jerry\'s delighted its fans last year with a tweet about the legalization of marijuana in Colorado (\"BREAKING NEWS: We\'re hearing reports of stores selling out of Ben & Jerry\'s in Colorado. What\'s up with that?\"). And the sheer cleverness of Krispy Kreme\'s \"deflategate\" tweet -- a picture of a football-shaped, cream-filled donut with the words \"Ours are fully filled\" -- blew up on Twitter. It was in response, of course, to the scandal about the New England Patriots\' alleged use of improperly deflated balls during the NFL playoffs.\r\n\r\nBut other attempts to \"grab the mic\" on social issues have come across as inauthentic. Lipman cites the Seattle Seahawks\' awkward Martin Luther King, Jr., tweet. One day after their comeback over the Green Bay Packers, which earned them a Super Bowl berth, the Seahawks posted a tweet that read, \"We shall overcome #MLKDay.\" By comparing their unlikely comeback to the humanistic victories of the civil rights movement, the team was guilty of borderline-offensive speech.\r\n\r\n\"Adding insult to injury,\" Lipman writes, \"it included a photo of quarterback Russell Wilson, crying tears of post-game joy, captioned with this MLK quote: \'Take the first step in faith. You don\'t have to see the whole staircase, just take the first step.\'\"\r\n\r\nProper execution, he explains, is about knowing what your brand means to consumers. For example, voicing support for causes such as Occupy Wall Street or the legalization of marijuana is perfectly consonant with Ben & Jerry\'s famously progressive brand and values. \"Ben & Jerry\'s purpose is to bring joy to the belly and the soul, which they accomplish, not only through a product mission, but also a larger social mission to positively impact society and the environment,\" Lipman writes. \"After all, it\'s not enough to say it internally. You need to prove it publically.\"\r\n\r\nGiven the risks of falling flat, some companies might want to play it safe by staying out of the cultural fray. But they risk their relevancy by doing so, Lipman writes. \"Branding is all about creating value beyond product benefits,\" he notes. \"We live in an era where people use brands, not only to express their personal style, but who they are and what they believe in ... Staying on the sidelines isn\'t going to cut it.\"\r\n\r\nIn addition to on-brand content, execution is also about creativity and skill. Lipman cites Starbucks\' recent ad saluting Martin Luther King, Jr. \"The real power of the ad is in the creative execution, which was done in-house,\" he writes. \"The ad features the alphabet spelled out in simple white type against a black background, only the letters are in reverse order, revealing the sequence M, L, K, which is highlighted in red. The copy reads: \'It\'s time to look at things differently. Again.\'\"\r\n\r\nPrinted in The New York Times and posted on social media, the Starbucks ad garnered glowing responses from the public and in the media. \"It works because it tells a straight-from-the-heart story through simple visuals and impactful copy, a story that reinforces Starbucks\' brand purpose and brand image (warm sincerity with a double shot of social activism and community),\" Lipman writes.', 'CBX Expert: Brands Can and Should \'Grab the Mic\' on Social Issues', '', 'inherit', 'closed', 'closed', '', '2070-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2070, 'http://cbx.cappendev.com/2070-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2751, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'But the Effort Must Be Comprehensive and Focus on Elevated Approaches to Store Design, Marketing, Merchandising and the Overall Customer Experience, Writes Branding Veteran Todd Maute\r\nDrug stores are always looking to drive more traffic to the front of the store and boost sales of higher-margin items. Upping their game on beauty is one way to accomplish both objectives, writes Todd Maute, a partner at brand agency CBX, in the August 24th issue of Chain Drug Review.\r\n\r\n\"National chain drug stores could position themselves as category killers that steal customers from department stores and other beauty mainstays,\" Maute writes. \"To accomplish this, however, they must redesign their approach to beauty marketing, branding, merchandising, service and even store design to give the area a more fashion-forward feel.\"\r\n\r\nIn the column (\"Drug Chains Can Own Beauty with Elevated Offerings\") Maute cites the ongoing efforts of chains such as Walgreens, CVS and Rite Aid to ramp up the sophistication of their beauty aisles. These efforts are for the most part on point, the veteran branding consultant comments, but the overall strategy should be to make the beauty aisle a true destination for beauty shoppers. \"Even women of limited means are often willing to drive to Macy\'s, Nordstrom, Sephora or Saks to splurge on cosmetics,\" he observes. \"What they\'re after is the experience of being catered to in a sumptuous, high-service environment. Drug stores need to offer something similar if they hope to compete in this category.\"\r\n\r\nDrug chains need to ramp up the general impression of service as well, Maute says. \"That could mean bringing in a cosmetologist for occasional product demonstrations, \'makeover days,\' classes or other events,\" he notes, \"or pointing to the fact that pharmacy personnel can answer questions about how certain products -- or even supplements and food -- can affect sensitive skin.\"\r\n\r\nMarketing and branding should reinforce this expert angle. The chain\'s social media presence, for instance, could include a cosmetologist blogger whose posts are more about answering legitimate consumer questions than pitching products, Maute writes.\r\n\r\nMoreover, chains could focus harder on elevating the design of the beauty aisle itself. \"At many drug stores today, the beauty aisles look much the same as those in which consumers might buy such mundane items as school supplies,\" Maute writes. \"But what if, upon reaching the beauty area, women were to discover a visual feast of colorful and neatly arranged cosmetics along the lines of Sephora? What if the beauty aisles at chain drug stores were packed with unique and differentiated brands arrayed for maximum visual appeal?\"\r\n\r\nMaute adds that \"the approach could be integrated and omni-channel -- right down to automated, replacements of mascara or other items populated as favorites via an iPhone app. You get a text telling you that your replacement item is ready for pickup, along with a coupon or two.\"\r\n\r\nSee the full article here.\r\n\r\nPhoto courtesy of Duane Reade.', 'CBX Expert: Drug Chains Can Own the Beauty Category by Upping Their Game', '', 'inherit', 'closed', 'closed', '', '2131-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2131, 'http://cbx.cappendev.com/2131-revision-v1', 0, 'revision', '', 0), (2752, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Creating metaphorical \'concept cars\' is a way for drugstore brands to unleash their creativity and position themselves for the future, retail design veteran Joseph Bona advises.\r\nChain drug stores should position themselves for the future by experimenting with paradigm-busting store prototypes that rethink business-as-usual approaches, writes Joseph Bona, President of Branded Environments for brand agency CBX, in the April 27 edition of Chain Drug Review.\r\n\r\nIn the column, the retail design veteran likens creative store prototypes to the unimaginable concept cars unveiled every year at major auto shows. \"By making a practice of radically rethinking their products, global carmakers have learned to unleash their creativity and position themselves for the future,\" Bona observes. \"Are chain drug stores doing the same?\"\r\n\r\nThe point is to generate new ideas that could ultimately exert real influence years or decades down the line, regardless of how impractical those ideas might seem today, Bona explains. When it comes to the already lagging front of the store in particular, he writes, the industry might rethink the current, convenience-oriented model by focusing more narrowly on health and wellness in ways that bolster the retailer\'s brand-promise.\r\n\r\n\"Drug stores are all about consumers taking better care of themselves,\" Bona writes. \"The \'Drug Store of the Future\' could offer products that reflect a more elevated consciousness.\"\r\n\r\nFor example, in the future, chain drug store staples like candy, high-sugar drinks, lawn chairs, Styrofoam coolers, low-end electronics and other space-clogging, commoditized products may be downplayed or eliminated altogether. Instead, the prototype could add healthy elements such as a preventive medicine clinic, an organic juice bar, a wide selection of artisanal waters, FitBit-style gizmos and even a pick-up area for farm-to-table produce, Bona writes. The store might also include a small community room for yoga classes, massages and other services.\r\n\r\nIn turn, shopper rewards programs might include free downloads of articles on nutrition or high-intensity fitness, or a digital recording of a stress-reducing guided meditation.\r\n\r\n\"Today, drugstores are full of merchandise that dilutes or even harms their brands, which is precisely why CVS kicked tobacco to the curb,\" he notes. \"If American society becomes increasingly focused on health and wellness, then why not try to bring about a future in which consumers strongly associate national drugstores with their health and wellness needs? Why cede this territory to the likes of Whole Foods, which could never achieve the geographic market penetration of a CVS or Walgreens?\"\r\n\r\nWhile \"far-out\" prototypes rarely go to market in full form, Bona writes in the conclusion to the piece, \"they can and do lead to new ideas and incremental changes that, over time, translate into competitive advantages for chain drug retailers in the real world.\"\r\n\r\nThe full article is available here.\r\n\r\nAlso seen in:\r\n\r\nCSPnet\r\n\r\nA.R.E.', 'CBX Expert: National Drug Chains Should Go Boldly Into The Future With \'Out-There\' Store Prototypes Focused On Health & Wellness', '', 'inherit', 'closed', 'closed', '', '2098-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2098, 'http://cbx.cappendev.com/2098-revision-v1', 0, 'revision', '', 0), (2753, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Petroleum Retailers Would Do Well to Focus Harder on Storytelling and the Customer Experience, Writes Veteran Design and Branding Consultant Joe Bona\r\nThe need to create and develop meaningful brand experiences is critical for retailers today, but petroleum companies in particular face these challenges when planning their stores of the future, writes Joseph Bona, president of Branded Environments for brand agency and retail design consultancy CBX, in a March 6 column for Oil & Gas Monitor online.\r\n\r\n\"While petroleum companies will continue to try to differentiate themselves at the pump -- offering the cheapest gasoline and/or the highest-performance additives -- the fact remains that gas has become a commodity purchase for most consumers,\" Bona writes. \"How, then, do you get people to purposefully drive past your competitors and spend their money with you?\"\r\n\r\nIn the column (\'Know Thyself\': For Petroleum Brands, The Future of Retail is About Looking Within), the veteran convenience store/fuel station designer highlights the role of the customer experience in cementing brand loyalty. He cites the examples of industry leaders such as Wawa, RaceTrac, Speedway, QuickTrip and Sheetz, all of which emphasize a brand-consistent customer journey.\r\n\r\n\"The idea is to make sure all aspects of the experience -- from seeing a sign on the interstate, to pulling up to the pump, to walking out of the store with a steaming cup of java in your hand -- will deepen your connection to the brand,\" Bona writes.\r\n\r\nHe goes on to describe several ways in which petroleum companies can make both the fueling and c-store experiences feel brand-right and engaging, and invites readers to imagine what would happen if Richard Branson, the visionary founder of Virgin Group, were to get his hands on a portfolio of gas stations. \"You can bet the journey would be more whimsical, futuristic and fun than what we have come to expect -- with a social conscience thrown in to boot,\" Bona writes.\r\n\r\nLike the individual words in a sentence, all elements of the fueling/c-store experience -- from the design of the canopies and pumps, to payment-processing interfaces, to the types of fuels available, to the look and feel of the store itself -- send messages to customers, he explains. \"Whatever the future brings in terms of technology, site configuration or anything else,\" Bona writes, \"do some careful thinking about how to make those changes in ways that reinforce your brand and encourage people to see the experience as consonant rather than dissonant.\"\r\n\r\nThe full column is available here.\r\n\r\nAs seen in:\r\n\r\nPetrol Plaza\r\n\r\n ', 'CBX Expert: Petroleum Brands Need to \'Look Within\' and Modernize', '', 'inherit', 'closed', 'closed', '', '2079-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2079, 'http://cbx.cappendev.com/2079-revision-v1', 0, 'revision', '', 0), (2754, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'All Too Often Retailers and Manufacturers Tussle Over the Costs of Store-Brand Packaging Rather Than Viewing It as a Wise Investment That Will Benefit Both, Writes Branding Veteran Todd Maute\r\nIn today\'s retail marketplace, beating the competition increasingly requires savvy approaches to building and leveraging store brands. And yet retailers and manufacturers often squabble over the cost of store-brand packaging rather than seeing it as a valuable marketing tool worth investing in, writes Todd Maute, a partner at brand agency CBX, in a July 29 column for Store Brands magazine.\r\n\r\n\"Building your brand is clearly about much more than containing costs,\" writes Maute in the publication\'s Expert Insights column (\"Reconsider packaging design: Get results through a more nuanced approach to cost containment\"). \"In fact, going to market with best-in-class private brands is really a wise long-term investment.\"\r\n\r\nIndeed, when retailers, manufacturers and design firms put a priority on creating best-in-class store brand programs, all are more likely to benefit, Maute observes. Toward that end, he encourages retailers to evolve their store brands further by ramping up the quality and design standards of the packaging. \"It\'s the primary -- if not the only -- marketing tool store brands get,\" he notes.\r\n\r\nNor, Maute writes, would taking this step be particularly unrealistic: Over the past 20 years, leading retail chains have steadily embraced more sophisticated approaches to store brands, especially when it comes to research and testing. \"Instead of battling over costs, focus on the impact of the first moment of truth at shelf on customers,\" he writes. \"Skimping on design costs hinders the retailer\'s ability to get the product perception right.\"\r\n\r\nUsing the example of a $1 billion store brand with 20 percent market penetration, he points out that a minimum 2 percent lift in sales from a packaging redesign would translate into $20 million in growth -- \"and the design expense would be a fraction of that.\"\r\n\r\nThe full column is available here.', 'CBX Expert: Retailers Should See Packaging as a Marketing Tool, Not a Cost', '', 'inherit', 'closed', 'closed', '', '2123-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2123, 'http://cbx.cappendev.com/2123-revision-v1', 0, 'revision', '', 0), (2755, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'At Pacific Northwest Retail Design Institute, Brand Agency\'s James Sundstad Encourages Retailers to Keep Tech Tools in Perspective and \"Dance\" With Their Customers -- Face-to-Face, Here and Now\r\nRetailers can fail to connect with their customers on a human level if they focus myopically on in-store and other tech tools, cautioned James Sundstad, VP of Branded Environments for brand agency CBX, at the Retail Design Institute\'s Pacific Northwest conference in Seattle.\r\n\r\n\"Smartphone addicts pay more attention to incoming texts than they do to the living, breathing human beings standing in front of them,\" Sundstad said. \"Many retailers focus overmuch on tech tactics such as video walls or geo-fencing, or on big-picture analytics about customers and markets. But the foundation of your brand strategy should be to forge meaningful, lasting relationships with actual people in the here and now -- especially when your competition includes the likes of Amazon.\"\r\n\r\nSundstad, a 35-year veteran of the retail design business, gave the talk (\"Why Algorithms Can\'t Dance: 5 Trends that are Humanizing Retail™\") on May 24 at Cincinnati-based RDI\'s Pacific Northwest regional event. The audience included leading retail design professionals as well as executives from major retailers such as Nordstrom, Ethan Allen and Amazon.\r\n\r\nWhether in life or retail, a singular focus on technology can lead to alienation and disconnection, Sundstad asserted during the presentation. \"Brand-building strategies need to hinge on the principles of building solid, long-lasting human relationships,\" he said. \"After you forge that connection on a human level, then, yes, you can use technology to enhance it. The key is to remember that technology is never a substitute.\"\r\n\r\nSundstad outlined five principles for humanizing retail and building customer connections.\r\n\r\nThe first -- \"Do \'You\'\" -- hinges on the need for authenticity, he explained. \"In a relationship, whether you\'re a romantic or the outdoorsy type or a homebody, just own who you are. Your partner will always see and appreciate the real you.\" Sundstad asked the audience to imagine a Twinkies package touting ingredients such as cane sugar, organic flour and farm-to-table, hand-churned butter made from grass-fed cows. \"People would never believe it,\" he said. \"Better for Twinkies to embrace its \'badness,\' its unhealthiness. If I want a Twinkie, I want it for all its caloric, indulgent, unhealthy glory. As a brand, in other words, it\'s OK to be who you really are.\"\r\n\r\nThe second principle -- \"Get Tribal\" -- focuses on the central role of community in human relationships. \"It\'s all about this idea of finding connection with people who are like-minded,\" Sundstad said. \"We need to create retail environments where people are motivated to come together around products and causes they believe in.\" The retail design veteran pointed to popular fitness studio SoulCycle. \"People joke about belonging to the \'SoulCycle tribe,\'\" he said. \"Creating a tribe is all about finding what motivates your customers and then giving them an environment in which to experience it with others. This encourages true connection.\"\r\n\r\nJust as honesty is one of the keys to friendships or romantic relationships, the third principle -- \"Get Naked\" -- focuses on the need to build trust with customers. \"Customers today want to know everything about your brand,\" Sundstad told the audience. \"The more open and honest you are with them, the better off you\'ll be in the long run.\" He cited the online clothing company Everlane, which provides customers with a detailed accounting of its markups, sourcing, costs and more as part of a drive toward what it calls \"radical transparency.\"\r\n\r\nRelationships can sometimes grow stale with time. The fourth principle -- \"Keep it Interesting\" -- highlights the need for continual reengagement. \"It\'s about keeping the spice of the relationship going and not falling into a predictable pattern,\" said Sundstad, who has worked with retailers such as Whole Foods, Starbucks, Jamba Juice and Walgreens, to name a few. \"What are you doing to create a different experience each time people come into your store? Once they enter your store, how are you making it fun and interesting? Are you encouraging connection?\"\r\n\r\nLastly, retailers can better connect with people if they \"Shut Up and Dance,\" Sundstad said. Dancing with a partner is never a one-sided affair, and yet many retailers simply present themselves to their customers, without asking or expecting anything in return. \"Good dancers closely engage with their partners, read their responses and then react in real time,\" he explained. \"Likewise, you want to create a customer engagement -- a dance -- that is mutual, empowering and encouraging.\" He cited Pret A Manger, where employees playfully give away free food to customers who engage with them by dancing, telling jokes or otherwise pleasing them. \"It\'s a delightful approach. Pret\'s employees are literally dancing with their customers,\" Sundstad related.\r\n\r\n\"The speed of life is always moving faster and faster, but it is time to slow down and connect -- human-to-human, brand-to-customer,\" he concluded. \"Algorithms can\'t dance, but you can.\"', 'CBX Expert: Technology Can Alienate Retailers From Their Customers', '', 'inherit', 'closed', 'closed', '', '2191-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2191, 'http://cbx.cappendev.com/2191-revision-v1', 0, 'revision', '', 0), (2756, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'An outdated graphic storyline dominates the baby products aisle: flawless photograph of happy babies and along with clinical imagery of safety and security. New packaging by CBX for The First Years brand seeks a change. “Gone is the baby boomer fantasy of angelic babies and perfect parents blissing out in la la land,” says Rick Barrack, Chief Creative Officer. “Instead, we worked with The First Years to do something refreshing for this category. We actually embraced the awesome — but at times messy and gritty — reality of the parenting journey.” The project, aimed at millennial parents, includes logos, fonts, selfie-style imagery that would seem at home on Facebook or Instagram, warm colors, as well as straight talk and irreverent copy. “Our goal was to bring some freshness and reality to a tired category,” says Willie Wilkov, CMO of TOMY International. “The result is a visually relatable brand that speaks directly to the next generation of parents using honest, real language.”\r\nThe full article is available here.', 'CBX Gets Messy with Millenials', '', 'inherit', 'closed', 'closed', '', '2080-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2080, 'http://cbx.cappendev.com/2080-revision-v1', 0, 'revision', '', 0), (2757, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Minneapolis craft meat brand got its start at the local farmers market but is now headed for grocery aisles across the country.\r\nMan Cave Craft Meats is moving from its tent at the Minneapolis Farmers Market to grocery stores across the country—with packaging and branding help from CBX.\r\n\r\n\"The founders of Man Cave Meats, Nick and Josh Beste, were university students when they launched their business by crafting standout flavor combinations with an obsessive focus on quality,\" said CBX Managing Partner Nancy Brown. \"As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging.\"\r\n\r\nIn less than a year, the brand grew from zero to more than 500 stores, with even more aggressive rollout plans for the future. \"Man Cave Meats achieved this type of growth by bringing a truly new product experience to consumers,\" said Brown, who is based in CBX\'s Minneapolis office. \"From 50/50 Bacon burgers, to sriracha chicken sausages, to buffalo-style bratwursts with bleu cheese, Man Cave Meats offers creative combinations that are unique and appeal to consumers seeking new flavor experiences.\"\r\n\r\nBefitting this creativity, Man Cave Meats\' new packaging is atypical as well. The designs feature black backgrounds, attention-grabbing typography treatments and iconic imagery in an aesthetic approach reminiscent of the world of craft beer. \"This brand is all about distinctive flavor,\" Brown said. \"We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.\"\r\n\r\nWhile the packaging celebrates quality and conveys the Beste brothers\' love of their craft, it was not designed to appeal to everybody, Brown noted. \"People who love craft meat are a kind of tribe, and they respond to an authentic, bold and true brand personality,\" she explained. \"They don\'t do \'generic\'.\"\r\n\r\nImages of muscular males with beards and tattoos might not be appropriate for mainstream brands on the meat aisle, but such images—as well as taglines like \"Long live the butcher!\"—are right in line with the Man Cave Meats brand, said Nick Beste, CEO.\r\n\r\n\"Our core customer is an unpretentious foodie—a down-to-earth meat-eater who wants food that satisfies and stimulates,\" Beste noted. \"He believes that meat should be damn good, which is why we make our products the same way today as the day we started—in small batches, with premium cuts of meat and in creative flavor combinations.\"', 'CBX Helps Man Cave Meats Gear Up for Geographic Expansion', '', 'inherit', 'closed', 'closed', '', '2141-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2141, 'http://cbx.cappendev.com/2141-revision-v1', 0, 'revision', '', 0), (2758, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'Brand agency works with She Should Run to add punch and clarity to its messaging; organization inspires women and girls to get in the race for public leadership to make a bigger impact.\r\nShe Should Run, a nonprofit committed to advancing women and girls in public leadership, is armed with a new messaging strategy thanks to pro-bono help from brand agency CBX.\r\n\r\n“The role of women and girls in politics is receiving more attention than ever thanks to the historic 2016 presidential campaign,” noted CBX Creative Director Lesley Stordahl. “While national attention is on the presidency and top 30 elected positions, there are over 500,000 seats in public leadership. Only 20% of those seats are held by women. She Should Run is there to encourage women to take a seat at the table and amplify their voice in the national debate.”\r\n\r\nExperts from CBX helped Washington, D.C.-based She Should Run add punch and clarity to its messaging by leveraging the proven principles of brand communication. She Should Run frequently collaborates with corporate and other partners to find new ways to motivate girls to explore leadership opportunities. The latest example is the nonprofit’s partnership with Mattel, Inc. on the new President and Vice President Barbie®, launched this week.\r\n\r\nWhile She Should Run’s “Ask a Woman to Run” nomination program has reached more than 100,000 women over the years, the nonprofit has simultaneously broadened and diversified its programs. “This strong growth added complexity to She Should Run’s messaging challenges,” Stordahl said. “Our solution was to employ a unifying framework similar to what you might find on the drawing board for a major CPG brand.”\r\n\r\nCrafting a meaningful messaging strategy started with a deeper understanding of the barriers women face getting into the race for public office. Originally, She Should Run described itself as “A national network committed to advancing women and girls in public leadership.” But by understanding the barriers, CBX was able to help SSR reframe the conversation in a more relevant and compelling way. The new statement is: “A national network committed to inspiring more women and girls to get in the race for public leadership to make a bigger impact.”\r\n\r\nUsing these insights, messaging experts from CBX helped She Should Run sharpen the aim of communications to more precisely hit on the needs and motivations of potential female candidates. The three key messages are: “Wish You Were Here,” “Fit in the Picture” and “Proactive Change.”\r\n\r\n“These three messages form the cornerstones of a clear She Should Run story,” Stordahl explained. “She Should Run shines a light on what’s missing in politics, and they help women envision themselves in the political picture (no matter their circumstances). They inspire proactive change by showing public leadership as a direct path to a better future.”\r\n\r\nWhile She Should Run is certainly part of the political world, the new messaging framework moves away from political, inside-the-Beltway language in favor of the higher-order messages of the brand model, Stordahl noted. Now, She Should Run is integrating the new approach into its Ask A Woman To Run program, “Warm Up” newsletter, social media communications, media interviews, speeches and more, she said.\r\n\r\n“We’re proud to have helped She Should Run establish a clear direction and voice for the future,” Stordahl said. “This messaging won’t just inspire language for existing programs—it will serve as a foundation as the rapidly growing organization collaborates with new partners, pitches potential sponsors and, most importantly, inspires new generations of women and girls to make an impact at all levels of the public leadership.”\r\n\r\nAs noted, the most recent example of that collaboration is the organization’s partnership with Mattel on the President and Vice President Barbie® launch. “While female leadership continues to reach new milestones, only 39 percent of girls say they want to be a leader, according to a survey by the Girl Scout Research Institute,” noted Erin Cutraro, co-founder and CEO of She Should Run. “The Barbie line’s first female presidential and vice presidential ticket is a way of harnessing the power of young girls’ imagination to help them discover their own leadership potential. Ideally, it will lead to more girls in leadership roles in the years to come.”', 'CBX Helps Nonprofit In Quest To Inspire More Females To Enter Politics', '', 'inherit', 'closed', 'closed', '', '2209-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2209, 'http://cbx.cappendev.com/2209-revision-v1', 0, 'revision', '', 0), (2759, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'New Packaging Is Vibrant and Playful as It Embraces an Authentic View of Parenting\r\nWith help from brand agency CBX, The First Years brand\'s newly redesigned packaging transcends outdated storylines that have long dominated the baby aisle.\r\n\r\n\"Gone is the baby boomer fantasy of angelic babies and perfect parents blissing out in la la land,\" said Rick Barrack, Chief Creative Officer. \"Instead, CBX worked with The First Years to do something refreshing for this category. We actually embraced the awesome -- but at times messy and gritty -- reality of the parenting journey. This is something millennial moms can relate to.\"\r\n\r\nWith new logos, fonts, \"selfie\"-style imagery and warmer colors, the redesigned packaging for products such as bathtubs, sippy cups and breast pumps began to hit the baby aisles in January. In addition to crafting three millennial-friendly packaging formats for The First Years\' 2015 rollout, CBX also developed a set of packaging guidelines geared toward applying the brand to future products.\r\n\r\n\"Now a part of TOMY International, the First Years has been a trusted name in the baby category since the 1950s and is known for putting a priority on the parenting experience,\" Barrack said. \"Indeed, this is the company that invented plastic-coated safety pins so that moms wouldn\'t hurt their fingers. From a design perspective, however, there was a need for more storytelling and differentiation.\"\r\n\r\nThe branding project, which included surveys of both new and existing moms, was important in part because competition for shoppers\' attention is so keen in the baby category, said Barrack.\r\n\r\nTraditionally, the baby aisle has been packed with an array of products featuring flawless photography of cooing babies along with somewhat clinical imagery suggesting safety and security.\r\n\r\n\"We recognized the need to stand out and stand for something,\" said Willie Wilkov, Chief Marketing Officer of TOMY International. \"Our goal was to bring some freshness and reality to a tired category. We appreciate that CBX pushed our thinking because we wanted to push the envelope. The result is a visually relatable brand that speaks directly to the next generation of parents using honest, real language.\"\r\n\r\nIn addition to playfulness, vibrancy and a sense of discovery, the new brand emphasizes straight talk. For example, CBX and The First Years chose photography that would seem right at home on Facebook or Instagram. \"There\'s a humor and irreverence to the photography we chose,\" said Barrack. \"We went with pictures that an actual mom might have taken after something unusual or funny happened, not a perfectly posed shot with perfect lighting. On The First Years\' new packages, the baby might even have a stain on his shirt.\r\n\r\n\"After all, millennials are looking for honest conversation about parenting, including candor about imperfection and realness,\" Barrack continued. \"They want to make their own choices. To them, parenting is a new form of freedom in a way. It isn\'t the end of something; it is a new beginning.\"', 'CBX Helps The First Years Rebrand -- With Younger Moms in Mind', '', 'inherit', 'closed', 'closed', '', '2073-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2073, 'http://cbx.cappendev.com/2073-revision-v1', 0, 'revision', '', 0), (2760, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    -- Rollout of new design to continue through 2008\r\nPLOCK, Poland (7/8/08) - PKN Orlen recently unveiled its new convenience store concept in Warsaw\'s Powazkowska section, representing a comprehensive strategic brand positioning, corporate identity and naming program, as well as a retail design prototype directed by New York-based CBX.\r\n\r\nThe state-owned company (which, with more than 1,800 stations across the country, is Poland\'s largest petroleum retailer) wanted to distinguish itself from multi-nationals entering the local market with formats that include convenience stores, explained Joseph Bona, president of CBX\'s retail division. Prior to engaging CBX, the company operated a basic, entry level c-store format.\r\n\r\n\"PKN Orlen sought to raise the design and merchandising bar in c-store retailing and, in turn, leapfrog the competition,\" Bona said. To that end, motorists using the site\'s fuel islands will find the adjacent \'Stop Café Bistro\' convenience store hard to miss. Bold colors and backlit columns on the exterior provide a powerful visual statement both day and night.\r\n\r\n\"Inside, we designed a layout that drives more customers through a new and improved foodservice offer to generate higher sales and profits,\" Bona noted. Coffee-to-go, a new and expanding category, is located near the entrance, immediately enticing customers with the sight, sounds and aroma of freshly brewed coffee. A well-stocked newsstand with periodicals also tempts customers to spend a moment browsing.\r\n\r\nCBX\'s design team devised a vibrant grid of product and people photography incorporating PKN Orlen\'s iconic shade of vivid red as well as darker and lighter reds, to highlight the foodservice area, which includes a grill station for made-to-order hotdogs. Sandwiches and other to-go foods are displayed in sleek glass cases with light-wood trim. \"Our intent was to create a \'stage\' or a bit of theater around the food offer,\" Bona explained, \"while also allowing for ease of operations.\"\r\n\r\nFoodservice customers travel the length of store to pay for their purchases at a centralized paypoint positioned at the rear of the selling space, where they will also find the grocery section. Light wood-trimmed shelving holds a wide range of items that makes Stop Café Bistro a destination for everyday kitchen staples as well as prepared foods.\r\n\r\nAbout PKN Orlen\r\n\r\nPKN Orlen is Poland and central Europe\'s largest publicly traded firm, with major operations in Poland, the Czech Republic, Germany and the Baltic States. The merger of Poland\'s C.P.N. and PKN in 1999 created PKN Orlen headquartered near Warsaw in Plock. The company, which also operates a number of joint ventures, generates annual sales of $10 billion (USD).

    ', 'CBX\'s New Convenience Store Prototype For PKN Orlen Debuts in Poland', '', 'inherit', 'closed', 'closed', '', '1646-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1646, 'http://cbx.cappendev.com/1646-revision-v1', 0, 'revision', '', 0), (2761, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', '

    NEW YORK (4/4/2011)-With the first phase of its design unveiled late last year, CBX, the strategic branding and retail design consultancy headquartered here, today announced that its Seoul, South Korea-based JMCBX Division is working towards the completion of the second phase of the new 495,900-square-foot Shinsegae department store in Cheonan, South Korea.\r\nThe 287,900-square-foot East wing opened in December 2010 on the site formerly occupied by a Galleria department store. This phase also included a 14,300-square-foot rooftop garden. The 193,700-square-foot West wing, expected to open in the second half of 2011, will debut in what had been a Yawoori department store. The project was made possible through a management agreement with Arario, owner of Yawoori, a local department store retailer that established an alliance with Shinsegae in January 2010.\r\n\r\nThrough the alliance with Arario, the new store marks Shinsegae Group\'s entry into this growing city, approximately 50 miles south of Seoul in the province of Chungcheong Nam Do. Including this newest location, the company operates nine namesake department stores as well as 151 E-Mart hypermarkets in Korea and China. A separate E-Mart opened in the basement level of the Chungcheong store building\'s west and east wings in late-December.\r\n\r\nShinsegae is known for many innovations, from creating Korea\'s first department store in 1930, to being the first to accept credit cards in that country as well as the first to sign partnerships with foreign brands. The company again made Korean retailing history in 2006 when it co-located a Shinsegae department store and E-Mart hypermarket in the city of Gwangju. In 2009, Shinsegae unveiled its 3.16-million-square-foot Centum City flagship in Busan. Surpassing Macy\'s Herald Square (2.14 million square feet) to claim the mantle as the world\'s largest department store, the Centum City location was designed to attract tourists from around the world with high-level amenities, merchandise and entertainment options-successfully fusing culture and retailing in a shopping mall resort concept. The project includes boutiques for luxury brands such as Chanel, Georgio Armani, Louis Vuitton, Cartier and Tiffany as well as a cineplex, ice-skating rink, food halls, cultural performance hall, and art gallery. Customer amenities include a concierge and valet parking, along with plazas and water features where families and friends can gather.\r\n\r\nWork on the first phase of the new store, located in Cheonan\'s Shinbu-dong central business district, began in March 2010. Working together, JMCBX and CBX designed the architectural envelope for all merchandise areas; designed all public areas and customer amenities; and directed the total design of certain multi-branded departments, including fixtures and overall environment. In addition, the firm handled traffic circulation and departmental adjacency planning, lighting and visual merchandising for the sprawling store spread among multiple buildings and levels, including new passageways that will seamlessly connect selling areas divided into East and West wings.\r\n\r\n\"While the design of the Chungcheong store is different from Shinsegae\'s Centum City flagship, it is consistent with the company\'s established minimal aesthetic,\" said Joseph Bona, President of CBX\'s Retail Division.\r\n\r\nShinsegae\'s signature refined and restrained use of natural materials - wood, metal, stone and deeply piled carpets - is evident on each floor of the six-floor East wing, which houses cosmetics, and apparel for men, women and children on the first four levels. Upper floors are home to a day spa, the Culture Hall, art gallery and restaurants. A central atrium defines the East wing as does the abundance of light made possible by skylights and an energy efficient lighting plan combining LED, metal halide and fluorescent sources. Vaulted ceilings as well as generous traffic aisles contribute to the overall feeling of spaciousness.\r\n\r\nUpon entering the store\'s first floor, customers take in a calming color palette that ranges from cool ebony and gray tones to warm hues of cream and bright whites. These colors are found on polished and raw stones as well as a variety of wood species making their way on walls, floors, furnishings and fixturing.\r\n\r\nIn addition to selling areas filled with luxury goods, the team headed by Peter Burgoyne, Retail Division Creative Director, designed indoor and outdoor common areas to appeal to customers of all ages and incomes. \"The special amenities found inside the Chungcheong store, such as the Culture Hall, rooftop garden and VIP lounges, are more in keeping with features found at private country clubs in the United States,\" said Burgoyne.\r\n\r\nFor example, marble flooring and comfortable seating are among the luxury treatments that can be found in private areas such as customer restrooms and VIP lounges. The Culture Hall has been designed to accommodate events ranging from performances to wedding receptions and trunk shows.\r\n\r\nLed locally by Seoul-based Managing Director Joon Kyu Whang, the JMCBX/CBX team contributed to the East wing\'s aesthetics and amenities from top to bottom through the design of a rooftop garden as well as a valet parking drop-off zone found underground. In addition to easy access for shoppers arriving by car or on foot, the store offers a direct connection to Cheonan\'s bustling main bus terminal.\r\n\r\n\"The team we assembled for this project represents decades of department store design expertise from around the world,\" said Bona. \"These are architects, designers, planners and project managers who have studied best-in-class department store retailing over their considerable professional design careers. We\'re excited to have them apply their skills to Shinsegae\'s newest store. As department stores remain strong in Korea, we believe Shinsegae will be well positioned in the increasingly competitive Cheonan market. Through great merchandising and great design, they should capture a healthy cross-section of the city\'s customer base, including young shoppers looking for the latest trends as well as adults looking for the latest in high end fashion.\"\r\n\r\nNotably, key members of the firm\'s Shinsegae design team also completed earlier projects for the retailer. Burgoyne led the planning and design team responsible for the Centum City store while with another consulting firm. Whang, who has earlier ties to the Korean department store operator, serves as the lead contact on the Chungcheong project. In this capacity, he was instrumental in the entire project\'s design direction and acted as the key liaison between the firm\'s New York and Seoul offices in adapting global design standards to the local Korean market, providing hands-on, day-to-day client management and coordination.\r\n\r\n\"We\'re very pleased to be working with Shinsegae on this important project,\" said Whang. \"With this new store in Cheonan, Shinsegae will now compete with the country\'s other luxury merchants in a new environment designed especially for this market\'s more affluent and aspirational customers, with all the amenities they expect and require. We also have an opportunity to engage younger customers through appealing public spaces and the latest trend merchandise.\"\r\n\r\n\"\"\r\n\r\nAbout Shinsegae Group:\r\nShinsegae has been at the forefront of Korea\'s retail industry, introducing the country\'s first department store in 1930, its first hypermarket in 1993 and the first premium outlet mall. Shinsegae Group today operates a network of nine Shinsegae department stores and 127 E-Marts stores in Korea, as well as 24 E-Mart stores in Shanghai and Tianjin, China. With 10 affiliates in retail support services, Shinsegae Group, a public company, also has operating joint ventures with Starbucks Coffee Co. as well as Chelsea Property, the world\'s number-one developer of premium outlet shopping centers. In addition, Shinsegae Group is involved in hotel, construction, food service, information and communication businesses. As of 2009, Shinsegae Group\'s total sales of 15 trillion KRW ($15 billion USD), makes it the 16th largest business group in Korea. Shinsegae is accelerating its growth with the aim to be among the world\'s top 10 retailers by 2012.\r\n\r\nAbout Arario Corporation:\r\nARARIO was launched in 1986 as a transportation service business, and subsequently developed a cultural hub in the heart of Cheonan City, Chungcheng Nam Do, Korea. In addition to its bus terminal, the company today operates a state-of-the-art multiplex cinema, high-quality food service outlets and a gallery focusing on modern art from around the world-including works of renowned artists from Cheonan, Seoul, Beijing and New York. In December 2010, ARARIO expanded its offerings in the city to include fashion, opening the Shinsegae Chungcheong department store in partnership with Shinsegae, which leads Korea\'s retail industry.\r\n\r\n', 'CBX\'s New Design for Shinsegae Department Store Unveiled in Alliance With Arario in Cheonan, South Korea', '', 'inherit', 'closed', 'closed', '', '1602-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1602, 'http://cbx.cappendev.com/1602-revision-v1', 0, 'revision', '', 0), (2762, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'CBX, the brand agency and retail design consultancy, received the top Platinum Award in the food category in the 2016 Pentawards packaging design competition for its work on behalf of Man Cave Craft Meats, which is headquartered in Golden Valley.\r\nCreated in January 2007, the Pentawards honor the best packaging designs from around the world. This year’s competition received a total of 1,843 entries from five continents and 54 countries, with awards presented on September 23rd in Shanghai.\r\n\r\nEntries are grouped into five major markets (beverages, food, body products, luxury goods, and “all other”) and no less than 55 sub-categories, so that each competing design is judged alongside similar creations. The entries are reviewed by an international jury of 12 highly respected designers and packaging design directors from major companies. The jury selects the winners based on the creative quality and the marketing relevance of the works presented.\r\n\r\nWinners receive bronze, silver, gold, platinum and diamond awards. Platinum awards are presented to the top entry in the five categories, while the Diamond honor goes to a single “best of show” entry.\r\n\r\nCBX assisted the craft meat brand as it expanded its sales from the local farmers’ market to grocery aisles across the country. “As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging,” explained CBX Managing Partner Nancy Brown, who is based in the firm’s Minneapolis office.\r\n\r\nThe new packaging created by CBX features black backgrounds, attention-grabbing typography treatments and imagery in an aesthetic approach reminiscent of the world of craft beer. “This brand is all about distinctive flavor,” Brown said. “We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.”', 'CBX\'s Work For Man Cave Craft Meats Receives Top Award in Food Category in 2016 Pentawards Packaging Competition', '', 'inherit', 'closed', 'closed', '', '2242-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2242, 'http://cbx.cappendev.com/2242-revision-v1', 0, 'revision', '', 0), (2763, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'CBX, the brand agency and retail design consultancy headquartered here, received the top Platinum Award in the food category in the 2016 Pentawards packaging design competition for its work on behalf of Man Cave Craft Meats.\r\nCreated in January 2007, the Pentawards honor the best packaging designs from around the world. This year’s competition received a total of 1,843 entries from five continents and 54 countries, with awards presented on September 23rd in Shanghai.\r\n\r\nEntries are grouped into five major markets (beverages, food, body products, luxury goods, and “all other”) and no less than 55 sub-categories, so that each competing design is judged alongside similar creations. The entries are reviewed by an international jury of 12 highly respected designers and packaging design directors from major companies. The jury selects the winners based on the creative quality and the marketing relevance of the works presented.\r\n\r\nWinners receive bronze, silver, gold, platinum and diamond awards. Platinum awards are presented to the top entry in the five categories, while the Diamond honor goes to a single “best of show” entry.\r\n\r\nCBX assisted the Golden Valley, Minn.-based craft meat brand as it expanded its sales from the local farmers’ market to grocery aisles across the country. “As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging,” explained CBX Managing Partner Nancy Brown.\r\n\r\nThe new packaging created by CBX features black backgrounds, attention-grabbing typography treatments and imagery in an aesthetic approach reminiscent of the world of craft beer. “This brand is all about distinctive flavor,” Brown said. “We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.”\r\n\r\nOriginally published in WhatTheyThink', 'CBX’s Work For Man Cave Craft Meats Receives Top Award', '', 'inherit', 'closed', 'closed', '', '2253-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 2253, 'http://cbx.cappendev.com/2253-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2764, 1, '2018-09-27 17:56:35', '2018-09-27 17:56:35', 'By Joseph Bona\nSurvey the retail landscape in Europe or the United States and you might conclude that unprecedented shifts are under way that promise to change the basic dynamics of the business from now until the end of time.\n\nIn the United States, for example, the term “showrooming” has become one of the biggest retail buzzwords. The basic idea is that smartphone-addicted shoppers are waltzing into big-box stores, scrutinizing various flat-screen TVs and other merchandise in person, and then buying these items on their phones for the cheapest possible prices.\n\nIn the wake of the Wall Street meltdown and the collapse of the housing market, meanwhile, American consumers are watching their suburban regional malls lose tenant after tenant.\nSome of these 20- or 30-year-old malls — primarily in secondary and tertiary markets — clearly are doomed and will have to be converted into outlets or nonretail uses. U.S. strip center landlords, too, are wringing their hands as big-box chains such as Walmart, Target and Best Buy shrink their store footprints, in part as a response to both the rise of online shopping and the implosion of consumer demand.\n\nSomething similar is happening in Europe and elsewhere with the slowdown of hypermarket expansion. Such factors as pricing pressures, the drive to maximize shareholder value, spiraling labor costs, economic uncertainty and the high barriers to entry have all conspired against the hypermarkets. Headlines about Carrefour’s Singapore pullout; Auchan’s struggles in Spain, Portugal and Italy; and Tesco’s slashed expansion plans in Britain have prompted some observers to ask, “Is this the beginning of the end of the hypermarket?”\n\nWith the high cost of gasoline and the growing concerns about climate change, fewer consumers are keen on driving miles from town to shop at cavernous hypermarkets. They would much rather stay at home and shop local alternatives.\n\nWhile such changes might seem seismic in their scope and scale, they should be kept in proper perspective. Retail has always been in flux and has always been a cyclical business. Change — along with the sense of newness and excitement that accompanies it — is, in fact, part of what keeps retail vibrant. And yet sometimes we forget about the positive side of change.\n\nTechnology is a good example of this. For far too long, online shopping and mobile commerce have been seen as threats to the vibrancy of brick-and-mortar retail. But what about the myriad ways in which the rapid evolution of technology has allowed retailers to reach new audiences and improve customer service? This is not to mention the dramatic improvements in back-office logistics, fulfillment and more.\n\nEarlier this month Bloomingdale’s 59th Street store in New York debuted something called FaceCake — a virtual fitting room that allows shoppers to “try on” clothes without taking off what they’re actually wearing. The device uses Microsoft’s Kinect sensor and camera along with a high-resolution, flatscreen display. As shoppers stand in front of the screen they can make various hand gestures to see what different outfits would look like on their bodies.\nThey can move around, change the angles and experiment with a wide variety of colors and styles. It is an engaging, fun experience that also happens to be a convenient time-saver. In other words, we are starting to see technology that makes a difference at the store level and is neither a threat nor a mere marketing tool. This technology, along with everything else, will evolve and improve over time, creating new possibilities for brick-andmortar stores.\n\nThe movement toward smaller-format stores is often cast as a negative (see business headlines trumpeting “The Death of Big-Box Retail”). But destruction and creativity are always intertwined in retail. By spending less on massive store rollouts and investing more time, money and energy in smaller-format, well-located stores, retailers can dramatically improve both the quality of the in-store experience and their level of customer service. Done right, this should translate into greater productivity. A 200,000-square-foot hypermarket has less appeal today than, say, a smaller format specialty food store along the lines of Trader Joe’s — the Aldi-owned U.S. chain known for its engaging signage, quirky products and gregarious clerks. Rather than wandering aimlessly through endless hypermarket aisles, the Trader Joe’s shopper can partake of the “thrill of the hunt” and come home with something new and novel.\n\nBut there is no reason why the large emporiums of today cannot reinvent themselves along these smaller-format lines, and this is precisely what we are now seeing in the United States from Target, Walmart and Best Buy. Back in April, Tesco announced plans to sink more than $1.6 billion into store improvements in a bid to revive its declining market share. The strategy has shown some early signs of success. Over the long term, however, hypermarket chains such as Tesco might consider shrinking their retail space to food and perishables. This would allow them to sublease more space to branded players in other categories — a great way to drive traffic and differentiate from the competition. One could even imagine a small-format Best Buy moving into a Tesco or a Carrefour.\n\nRetail purists in the United States sometimes fret about the fate of older brands such as J.C. Penney, Kmart or Sears. It is true that these decades-old nameplates do face challenges.\n\nIf Starbucks is about gourmet coffee and Apple is about cutting-edge computing devices, then the Penneys of the world have much more complicated brand identities. A retailer like Penney is essentially a house of brands. How can it set itself apart from its competition? As a Forbes magazine columnist recently put it, Penney chief Ron Johnson, the former Apple executive, has a vision for Penney’s stores that includes “wider aisles encircling a central location called The Square, a place where moms practice yoga and children receive haircuts. The individual modules that ring The Square will be grouped by brands or by theme, accompanied by spiffy technology — iPads, of course … and impressive Oracle gadgets.”\n\nDon’t be fooled — the iPads here are not the point. What Johnson is really trying to do is find meaningful connection points with Penney’s consumers. Ditto for Target, which is bringing in mini-shops that will sell exclusive merchandise as part of sublease agreements. As noted by Reuters, “The Shops at Target” concept features boutiques such as Boston’s Polka Dog Bakery, Miami’s The Webster and San Francisco’s The Candy Store.\n\nBy contrast, a retailer such as Kmart appears to be doing precious little to update and improve its stores, which increasingly seem tired and irrelevant. This helps illustrate the truth that change, far from being a threat, is actually a necessary part of running a successful retail business. In the case of Kmart, lack of change — which is another way of saying the absence of newness — is the cause of a relevance crisis.\n\nUltimately, those retailers that understand technology and know how to use it in service to the fundamentals of retail (having the right product at the right price in the right location with an engaging in-store experience and topnotch customer service) will win.\n\nThe iPad will eventually give way to something else, but these fundamentals go back millennia to the very beginnings of retail itself. Imagine walking up to the Roman Coliseum in, say, 80 AD. The place would have been teeming with shoppers (indeed, you could think of the Coliseum as a prototypical mall or supermarket) with market stands out front selling anything and everything. When a retailer like Target brings in a novel and new mini-shop, is it any different than adding, say, a new saffron vendor out in front of the Coliseum?\n\nSet and setting will inevitably change, but the retail fundamentals are as stable and constant as the law of supply and demand.', 'Change Helps Keep the Retailing Scene Vibrant', '', 'inherit', 'closed', 'closed', '', '1911-revision-v1', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 1911, 'http://cbx.cappendev.com/1911-revision-v1', 0, 'revision', '', 0), (2765, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', 'Choosing the right name is one of the most important decisions entrepreneurs make when starting up a new business. Here are some fresh insights into naming your business well.\r\nChoosing the right name is one of the most important decisions entrepreneurs make when starting up a new business. Ryan Lockhart, co-founder of boutique advertising agency group46, says the name can make or break a first impression of a new business’s brand. “I believe that the name comes from the future. The name is only a word, or a cluster of words, before the company puts a connotation behind it,” he says. “An apple was a fruit until the company revolutionized it.”\r\n\r\nChoosing a brand name is as much a strategic decision as a creative decision, argues Rachel Bernard, vice president of branding agency CBX. “Start by identifying the role the name should play for the business,” she counsels. “For example, if the business will be entering a crowded category with lots of competitors, a disruptive name that really stands out or a name that highlights a differentiating feature of the brand will be a big competitive advantage.”\r\n\r\nWhen you choose the right name for your brand, you allow all of the positive associations of that word or set of words to flow into your brand position and reinforce your core principles and values, says Adam Padilla, founder and CEO of BrandFire Creative Agency. “When you choose a not-so-good name, you wind up fighting an uphill battle to undo the preconception that the name carries, which means wasted marketing dollars. Worse, you run the risk of creating your own ‘brand ceiling,’ where you grow only as far as the name allows you to,” he warns. “This happens to many SMBs without the branding savvy to adjust their brand identity and fit into the larger national and international conversation.”\r\n\r\nSerial entrepreneur Bill Rinehart, who is currently founder, chairman, and CEO of DUFL, a travel and services app, has been through this exercise several times. He says choosing a name can be a do-it-yourself project, “although it doesn’t hurt to have outside opinions.” However, he feels it is important to engage third-party expertise for help with the logo, “which, in many cases, can be as important as the name.”\r\n\r\nLockhart stresses that choosing a name should be one of the final steps in the branding process for a new business. Completing the bulk of the branding process first “allows the personality and values of the company to be accurately reflected in a concise name.” He also reminds entrepreneurs to make sure they check for multiple definitions of any words used in the company name, and not just in the English language -- especially if your company will be doing business in other countries.\r\n\r\nMarketing consultant Brynn Winegard suggests that startups choose a name that is simple, descriptive, aspirational, differentiated, unique, Web-friendly, and can be trademarked. That last quality should not be overlooked. “After selecting a name, it is important to enlist the help of a trademark attorney to better assess the risk associated with the use of the proposed name,” says Jennifer Mikulina, a partner at McDermott Will & Emery and head of its global trademark prosecution practice.\r\n\r\nOnce you choose your name, you must take steps to protect it. Start by filing an application to register your name as a trademark or service mark with the U.S. Patent and Trademark Office, Mikulina advises. That creates a presumption of ownership of the trademark and the exclusive right to use it nationwide in connection with the goods or services listed in the trademark application. You should also create a strategy to police unauthorized third-party use of the name, for example, by setting up a Google Alert or using another online tool to notify you of references to your name online.\r\n\r\nOriginally published in Inc.', 'Choosing the Right Business Name', '', 'inherit', 'closed', 'closed', '', '2126-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 2126, 'http://cbx.cappendev.com/2126-revision-v1', 0, 'revision', '', 0), (2766, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', 'To compete with niche brands offering better-for-you products, mainstream CPGs are rethinking their products and packaging to convey greater authenticity and quality.\r\nConsumers today are more health-conscious than ever. They want less processed and more natural and organic versions of foods they love. They want to know where their food comes from and whether the ingredients used to make their products are healthy and natural. As a result, many consumer product companies are concerned about their mainstream brands losing market share to smaller competitors focused on conveying quality and transparency. The possibility of losing traction with authenticity-focused Millennials is surely a big part of the equation.\r\n\r\nThis trend is affecting classic American brands that have remained untouched for decades. Traditional manufacturers are scrambling to meet these needs in meaningful ways and offer options that keep these brands relevant with consumers.\r\n\r\nStaying current via acquisitions\r\nOne way is to buy successful brands that effectively compete in or have helped to create a category and simply add them to the portfolio. Companies are not always transparent about these ownership changes. In fact, some of them go out of their way to make sure consumers continue to view acquired brands as small and independent.\r\n\r\nEven today, many consumers are unaware that Hormel owns Applegate Farms, say, or that General Mills acquired the popular organic brand Annie’s Homegrown. When Whole Foods shoppers who are skittish about the health effects of fluoride use fluoride-free toothpaste by Tom’s of Maine, they are actually using a Colgate-Palmolive product.\r\n\r\nThis trend, which has been going on for years, doesn’t look to be slowing down. Recent examples include Unilever’s 2014 purchase of Talenti Gelato & Sorbetto and Hershey Co.’s 2015 acquisition of Krave beef jerky.\r\n\r\nMaking changes to core products\r\nStrategic acquisitions can certainly add to manufacturers’ bottom lines, but they do not guarantee that their primary moneymakers—the classic American brands we all grew up with—will survive, much less grow. This is why many brands are now trying to make their core products more relevant for health-conscious consumers.\r\n\r\nFor most of ConAgra’s non-organic Hunt’s-brand tomato products, the company uses a green-and-white bar indicating either “All-Natural” or “No Preservatives” at the top of the jar. However, some of its organic products get a different treatment entirely, with a wooden cutting board, rather than a solid block of red, acting as the background.\r\n\r\nConAgra is also spending money behind the brand, leveraging ad campaigns to tell consumers about the wholesome aspects of Hunt’s products. In the company’s “Tomato Town” TV spot and other ads, the emphasis here is not so much on ingredients as the differentiator; rather, it is about the wholesomeness of the process involved in making Hunt’s products. “At Hunt’s, we believe it’s good to be different,” one ad declares. “We peel our diced, whole, and stewed tomatoes with FlashSteam® instead of chemicals, which means no chemical by-products go back into the earth. It might not be the easiest way, but we believe that it’s the right way.”\r\n\r\nCreating line extensions\r\nAnother strategy to gain share from these consumers is to create line extensions for major brands that legitimately play in this space. Packaging needs to work hard to communicate these benefits and offerings.\r\n\r\nFor its new organic mayo, Unilever chose to preserve Hellmann’s blue ribbon equity at the top of jar. The ribbon is, however, greatly reduced in size and prominence in comparison to the pack for the original brand. This understated approach is appropriate: Many longstanding brands have been synonymous with loud, multicolor packaging, going back to the mid-20th century. Organic products, though, tend to be gentler; they never shout.\r\n\r\nAnd so on the package for its organic mayo, Hellmann’s replaced the bright-yellow label with a more transparent one. The transparency here conveys the notion that the mayonnaise itself is the real focus. In addition, Unilever employed a simpler typographical treatment on the jar, with the word “organic” appearing in a cursive font along with the USDA Organic logo and the line, “Made with organic cage-free eggs.” You might even notice the signature of founder Richard C. Hellmann right on the jar—an authenticity-reinforcing visual cue.\r\n\r\nThis past February, Unilever also introduced its own vegan-friendly, eggless spread called Hellmann’s Carefully Crafted Dressing and Sandwich Spread. The product is “Free from Cholesterol, Eggs, Artificial Colors and Flavors,” the label declares, along with the words “Non-GMO Sourced Ingredients.” Here, the treatment is more “crafty,” with a butcher paper-like label and brown, rather than green, typographical treatments.\r\n\r\nFor its Heinz Organic Ketchup, Kraft Heinz made relatively minimal changes to the architecture, but added a large “Organic” callout to the front of the package within a white, cursive font. The green-tinted back of the label includes the USDA Organic logo along with the words, “Vine-ripened, 100% USDA certified organic tomatoes and natural seasonings.” Some bottle designs also have a smaller green label at the top of the spout.\r\n\r\nModifying existing formulations\r\nAnother strategy is to modify existing product formulations to fit within this new paradigm so as to maintain long-term viability. While packaging can be a part of this process, it doesn’t always have to be.\r\n\r\nIn December, Kraft Heinz’ newly reformulated Kraft Mac & Cheese hit the shelves with hardly a change to the box. The only difference: a graphic in the bottom right-hand corner of the front panel that looks like a page torn out of a notebook bearing a checklist of the changes, including “NO Artificial Preservatives,” “NO Artificial Flavors,” and “NO Artificial Dyes.”\r\n\r\nYet the new formula was a big deal. It replaced artificial preservatives and dyes with more natural ingredients such as paprika, annatto, and turmeric. “We’ve sold well over 50 million boxes with essentially no one noticing,” one Kraft executive told The New York Times. The company was reportedly nervous about consumers perceiving a new—and inferior—taste along the lines of the “New Coke” debacle. But after Kraft Heinz had sold those tens of millions of boxes of Mac & Cheese, the company launched an ad campaign to inform consumers about the changes (“#didntnotice” was central to the social media push).\r\n\r\nWalking a fine line\r\nAre there any downsides or risks associated with these strategies? On the question of authenticity, mainstream brands do need to walk a fine line. Consumers know that these are mass-produced products owned by some of the largest corporations on the planet. In addition, many consumers have always thought about these products as being full of sugar and/or artificial additives and colors. One possible misstep would be to engage in the equivalent of “greenwashing” these improved products—i.e., overselling their health benefits or even misleading consumers about them.\r\n\r\nThe challenge is to cater to these evolving consumer wants and needs without overreacting and putting all your eggs (even organic and free-range ones) in one basket, as there are still a large proportion of consumers who are quite happy with the products they’ve been enjoying for years and wouldn’t want to give them up, either because they wouldn’t trust that the new version would taste as good or they don’t want to pay more. Did I mention the organic ketchup costs twice as much as the regular version?\r\n\r\nMarketers will want to provide meaningful options and do so in ways that are credible and sustainable and serve the needs of these merging and diverging audiences, because while Millennials and Gen Z are growing in influence and importance, they do not represent everyone (at least not yet).\r\n\r\nAnd so for consumer product companies, the task here is simply to inform consumers about the real changes they are making in response to shifting expectations—things like abandoning GMO ingredients or going organic. By keeping it informational and avoiding making either overblown claims or too-drastic changes to iconic product packaging, these companies only stand to benefit. These changes, after all, promise to make classic, top-selling products more acceptable to new generations of consumers. Handled well, these changes can boost the odds that some of our most well known and loved brands will stay relevant and continue to have a place in consumers’ pantries for years to come.\r\n\r\nStrategies for branding better-for-you line extensions\r\n\r\n- Determine the appropriate association between master brand and new offerings so as to not mitigate credibility.\r\n- Use effective graphic cues for the line extensions to immediately convey the new credentials while providing a modest brand linkage for reassurance.\r\n- Carefully announce the change—perhaps after the fact—to establish an improved process and ingredient profile without creating doubts or concerns about taste.\r\n\r\nOriginally published by Packaging World\r\nPhoto courtesy of Packaging World', 'Classic Brands Are Going Organic: Will Consumers Go For The Change?', '', 'inherit', 'closed', 'closed', '', '2186-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 2186, 'http://cbx.cappendev.com/2186-revision-v1', 0, 'revision', '', 0), (2767, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', '

    New York, NY, June 29, 2010 -- CBX, the strategic branding firm, received an Award of Excellence from Communication Arts for the package design of Duane Reade’s Skyline Series. The project will be featured in the magazine\'s Design Annual September/October 2010 issue, featuring the Best Design of 2010.\r\nThe Duane Reade Skyline Series is one of several brands that CBX redesigned for the New York chain of drug stores\' private label portfolio. Leveraging a New York-centric approach, CBX developed artwork using UPC’s in the shape of famous New York landmarks such as The Statue of Liberty, the Brooklyn Bridge and The Empire State Building on a white background.\r\n\r\nCommunication Arts Award of Excellence is one of the most-coveted awards in the industry. The awards recognize designers creating posters, brochures, packaging, trademarks, corporate identity, integrated branding, annual reports, catalogs, public service, self-promotion, letterheads and signage and is juried by nine top designers. Past judges have included such luminaries as Saul Bass, Michael Beirut, Lee Clow, Hillman Curtis, Louise Fili, Milton Glaser, Jeff Goodby, Hal Riney, Sam Scali, Paula Scher, Michael Vanderbyl, Lynda Weinman, Fred Woodward and Jeffrey Zeldman.

    ', 'Communication Arts Recognizes CBX with 2010 Award of Excellence', '', 'inherit', 'closed', 'closed', '', '1614-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1614, 'http://cbx.cappendev.com/1614-revision-v1', 0, 'revision', '', 0), (2768, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', 'By Joseph Bona\r\nWhen Norman Rockwell’s portrait of a pharmacist appeared on the cover of The Saturday Evening Post back in 1939, it rang true to readers. The painting showed a moustached pharmacist mixing up a concoction for a child with a doozy of a toothache. It reminded people of their own local druggists, who played central roles in the town and donned many hats in a given day—weatherman, advisor, storyteller, comedian and debate moderator, among them. At the typical small-town drug store, the pharmacist stood behind the counter all day filling prescriptions and chatting with regulars. Old-timers told fish stories and lounged on benches out front. Children filed in after school to buy penny candy from glass jars.\r\n\r\nBut if this sounds like an era long past, think again. While the setting has certainly changed remarkably since Rockwell’s time, community pharmacies still boast many of the same characteristics that made drug stores such iconic hubs of American life during the 20th century.\r\n\r\nFor starters, Americans continue to report feeling extraordinarily connected to their local pharmacists. Some consumers will even change stores to follow a transferred pharmacist to another location. And just as they always have, Americans still shop drug stores for sodas, snacks and any number of daily needs items, candy included.\r\n\r\nNonetheless, today’s chains aim to strengthen this sense of community even more. In our Twittering, Facebooking, smartphone-obsessed age, they are wisely focusing on strategic initiatives geared toward humanizing the in-store experience.\r\n\r\nRite Aid’s “Wellness Ambassadors” are but one example. The basic idea is to use these friendly, knowledgeable associates as a kind of bridge between the front of the store and the pharmacy. Wearing light-blue coats and armed with iPads, the ambassadors help people find products and are there to answer questions about over the counter medications, vitamins and supplements. They act as liaisons between consumers and the stores’ licensed pharmacists, and they even go out to visit senior communities and fitness centers to discuss wellness, set up flu clinics and organize health fairs.\r\n\r\nRite Aid recognizes how frustrating it can be for time-pressed shoppers to stand in the middle of the store feeling ignored. “What it comes down to is being able to talk to the customer,” says Amanda Morrison, an ambassador profiled on Rite Aid’s website. “You really do have to care about people.” Rite Aid is on the right track here.\r\n\r\nSo, too, is Walgreen Co., which has redesigned its stores to lower the wall between pharmacists and customers. This physical barrier might not seem so important at first glance, but the imposing wall formerly created emotional distance between druggists and their regulars. Bringing down the wall and lowering the counters sent a new message: “We can see and hear each other. Let’s talk.” You cannot have a strong sense of community without accessibility.\r\n\r\nAnd as they seek to build community even further, chains might consider reinforcing that Main Street vibe by exploring such initiatives as:\r\n\r\n• Taking a Starbucks-like approach to employee training. Your local barista has been carefully trained to learn the first names of regulars and to show “emotional intelligence.” Good baristas know that folks who walk into Starbucks at 7:30 a.m. are more likely to be grumpy and impatient without that first jolt of java; the same is true of a harried mom stuck in the drug store drive-through line after a hard day at the office.
    \r\nBest-in-class customer service involves much more than repeating pat greetings and behaving in prescribed ways. It is as deep, rich and complex as the gamut of our daily social interactions. From a hiring and training perspective, your employees’ felicity with social interactions is critically important; give it the weight and attention it deserves.
    \r\n• Strengthening all things local both inside the store and out. When Duane Reade rebranded its New York City stores, the chain took a savvy, locally oriented approach to the marketing, packaging and merchandising of private label brands such as Delish. The goal was to convey a New York attitude and feel. In addition, Duane Reade\'s newsletter/circular, The Duane Reader, was full of city-specific information like the skate times at Rockefeller Center. The logic here is catching on across retail.
    \r\nSan Francisco International Airport, for one, has ramped up the selection of local vendors in its retail areas. When you shop or dine inside the airport, the thinking goes, you should know you’re in San Francisco. For drug store chains with hundreds of locations across the country, this is admittedly a more challenging undertaking. But when managers are encouraged to find ways to make the in-store experience reflect the local community, good ideas will bubble to the surface. Could a digital bulletin board be installed to allow locals to post their “lost dog” signs or notices about bike club outings or upcoming volunteer opportunities? Could the pharmacist be more visible out in the community? Individual markets have unique needs. Empower store managers to find ways to recognize those needs and respond to them.\r\n\r\n• Consider the role of design in your community-building strategy. In the c-store sector, the Pennsylvania-based chain Wawa has scored a hit with shoppers through its stronger emphasis on community and customer.
    \r\nFor its rollout in the Florida market, Wawa used natural materials, floor-to-ceiling glass windows, warm colors, an outdoor seating area and a redesigned, highly visible kitchen/sandwich-making area to turn its stores into comfortable hangouts. Demand at many of these locations was so great Wawa had to beef up the staff and expand the kitchen and stockroom areas.
    \r\nThe chain has been innovative with social media as well. To date, Wawa’s Facebook page has racked up more than 1.1 million “likes.” Visit a Wawa store on a Saturday morning, and you’ll likely find the place packed with contractors contractors, outdoors men, families and other locals gearing up for their busy day.
    \r\nIn some markets, chain drug stores could strengthen their community feel by installing benches and tables, serving hot coffee and making other hangout-friendly design changes. These stores are already loaded with convenience items. In select markets, there is an opportunity to further engage.
    \r\nVisually, the community pharmacy will never be able to return to the Norman Rockwell era, of course, but the industry is smart to recognize that despite all the talk about technology, people still crave human connection. By some estimates, in fact, Internet sales still account for only 6% of total retail sales. Yes, online sales are rising at an eye-popping rate, but the vast majority of retail transactions still happen inside brick and- mortar stores, just as they did in the 1940s.\r\n\r\nBy bolstering community, today’s drug store chains stand to give their customers even more reason to shut down the laptop and head to the store.
    \r\n
    \r\nSource: Chain Drug Review - April 28, 2014', 'Community Sense Key to Today’s Pharmacy', '', 'inherit', 'closed', 'closed', '', '1930-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1930, 'http://cbx.cappendev.com/1930-revision-v1', 0, 'revision', '', 0), (2769, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', 'Some of the best and brightest from Bloomingdale’s, Costco, Wal-Mart, Facebook and other companies will participate at The Global Retailing Conference of the University of Arizona’s Terry J. Lundgren Center for Retailing. 

The conference — a forum bringing business leaders and academia together — will be held April 11 and 12 at Loews Ventana Canyon in Tucson, Ariz.

“Retailing continues to evolve rapidly, with new techniques, processes and technologies emerging virtually every day — all being driven by our customer’s changing habits and preferences. We all must be diligent in understanding what our customers want today and what they will want tomorrow,” said Terry J. Lundgren, chairman, president and chief executive officer of Macy’s Inc., who will deliver opening remarks. Others will address retail innovation, digital advancement, marketing strategies and consumer behavior. 

Set to speak: Tory Burch; retail presidents Bonnie Brooks of The Hudson’s Bay Co. and Tony Spring of Bloomingdale’s, as well as Jonathan Zrihen of the Clarins Groupe North America, Neil Cole of Iconix, Gary Talarico of Gordon Brothers, Scott Hardy of Polaroid, and Matthew Shay of the National Retail Federation, who all hold the titles of president and ceo.

Also on the speaker roster: Jim Sinegal, Costco’s cofounder; Ira Kalish, director of global economics, Deloitte Consulting; Doug Mack, ceo of One Kings Lane; Kevin Sterneckert, vice president of research, Gartner; Rob Garf, vice president, Demandware; Anita D. Bhappu, PetSmart Associate Professor of Retailing and Consumer Sciences, The University of Arizona; Joe Bona, president, Branded Environments, CBX; Wanda Young, Wal-Mart’s vice president of media and digital marketing; Kerry Lakin, senior account manager at Facebook; and Jack Tretton, ceo of Sony Playstation.

For information and registration, visit globalretailingconference.org or e-mail Martha Van Gelder, director of the Terry J. Lundgren Center for Retailing, at mvangelder@email.arizona.edu.\r\nhttp://www.wwd.com/retail-news/retail-features/lundgren-conference-attracts-industrys-heavy-hitters-6683172?module=Retail-hero', 'Conference Attracts Industry\'s Heavy Hitters', '', 'inherit', 'closed', 'closed', '', '1802-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1802, 'http://cbx.cappendev.com/1802-revision-v1', 0, 'revision', '', 0), (2770, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', 'Chobani, Spanx and other brands are learning valuable lessons by launching their own brick-and-mortar stores, writes CBX executive in online column for CPGmatters.\nBy opening storefronts focused exclusively on their own brands, the likes of Chobani Greek Yogurt, McCormick seasonings and Spanx hosiery are showing other consumer product manufacturers how brick-and-mortar real estate can be used creatively to strengthen ties to consumers, writes Joseph Bona, President of Branded Environments at brand agency and retail design consultancy CBX, in the early September issue of CPGmatters, a twice-monthly e-zine designed to help makers of consumer packaged goods build brands through retail.\n\n“By opening retail stores, brands gain the opportunity to experiment with their storytelling,” writes the veteran store designer. “The store is, in a sense, a lab in which the company can tinker with product offerings, tweak marketing messages, and absorb data related to the behavior and preferences of loyal customers.”\n\nIn the column, titled “From Shelf to Storefront: Brand-Building via Retail,” Bona notes that few consumer product manufacturers aim to blanket the country with retail stores along the lines of Dollar General or Walgreens. Rather, the focus is on sharpening the brand and learning as much as possible about the tastes and preferences of their loyal customers.\n\n“When Chobani launched its New York City yogurt store back in August 2012, it created a kind of church dedicated specifically to the conversion of legions into Chobani evangelists,” Bona writes. “At the bustling Prince Street store, Chobani fans—foodies, dieters, health nuts and everything in between—delight in sampling and buying all kinds of yogurt creations whipped up on site by highly trained associates. The store may or may not turn a profit, but it definitely tells a good story.”\n\nLikewise, Baltimore’s McCormick World of Flavors gives McCormick & Co. the opportunity to highlight all of its products in a colorful space filled with the sights, sounds and aromatic smells associated with cooking, baking and grilling, Bona writes. “It’s one thing to see an ad for McCormick brands like Old Bay, Vahiné or Grill Mates; it’s quite another to taste expertly seasoned food spiced up on site in the McCormick store,” he notes.\n\nQuestion marks continue to loom over the ultimate fate of brick-and-mortar real estate, with critics pointing to the efficiency and tremendous growth of Amazon and the rise of mobile commerce via smartphones and tablets. “But after talking with a few Chobani evangelists about their experiences with the New York store, it seems clear that something clicked for these consumers once they spent some time in that space,” Bona writes. “With its clarity of message and novel offerings, the store took the brand loyalty of these customers to a new level.”\n\nEven tech giants like Apple and Google see the upside of brick-and-mortar, Bona writes. Rumors are swirling about the possibility of brick-and-mortar stores focused on selling Google’s Android products and Google Glass, the eyeglasses-mounted computer set to go on sale next year, he notes. “And look at how profitable and jam-packed Apple’s stores happen to be. It all speaks to the advantages of brick-and-mortar real estate.”\n\nThrough their experiments as commercial real estate leaseholders, manufacturers can export the most successful experiential elements from their stores—imagery, themes, displays, samples, demonstrations and more—back to the supermarkets or other outlets where their products are sold, Bona adds. Indeed, these companies appear to be embracing something similar to retailers’ increasingly popular “omni-channel” focus. “In other words,” Bona writes in the conclusion to the piece, “they see offshoot retail locations as just one of many points of consumer contact, along with the likes of YouTube videos, Facebook pages and, of course, the all-important shelf space in other companies’ stores.”', 'Consumer Brands Boots Loyalty by Opening Storefronts, Bona writes', '', 'inherit', 'closed', 'closed', '', '1853-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1853, 'http://cbx.cappendev.com/1853-revision-v1', 0, 'revision', '', 0), (2771, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', '

    NEW YORK, N.Y (11/4/09)—Retailers, foodservice chains and consumer product manufacturers should think long and hard before attempting to cast their brand as \"green,\" according to Joseph Bona, president of the retail design division of New York-based strategic branding agency CBX.\r\n\"The bottom line is simple enough. If you aim to make green a fundamental part of your brand messaging, do not do so until sustainability truly is written into the company\'s very DNA, from senior management on down,\" the veteran store designer wrote in a column titled \"Winning over today\'s greenwash-weary consumers,\" which appeared in the October issue of retail design publication DDI. \"If your efforts are more modest, make sure your marketing is just as low key. And no matter how green your company might be, communicate those efforts with an honest and straightforward transparency. Doing so can deflect criticism and win respect from today\'s increasingly eco-savvy shoppers.\"\r\n\r\nIn the column, Bona pointed to the different approaches of three companies—Patagonia, Starbucks and Dunkin\' Donuts—in communicating their green virtues to consumers.\r\n\r\nAt Patagonia, visitors to the company’s website can click on the image of any of the outdoor apparel manufacturer\'s garments and find information boxes describing the product\'s ecological upside. \"No surprises there,\" Bona wrote. \"After all, Patagonia would be crazy not to tout its sustainability efforts, given the green bent of its consumers. But here is where it gets interesting. Under the heading \'The Bad,\' the info box then proceeds to describe exactly what is not green about the garment.\"\r\n\r\nBona praised the company\'s transparency in admitting that certain chemicals in its garments are \"bad\" for the environment. \"By being so forthright—and by pledging to further green its products and operations as its ability to do so improves—Patagonia is building immense brand credibility. This preemptive strike can stop any would-be watchdogs from hurling \'greenwashing\' charges,\" he commented.\r\n\r\nAt Starbucks, the SharedPlanet Web site provides a wealth of information about the company\'s numerous sustainability initiatives, including the plans to pursue LEED certification in all of the chain\'s new stores. \"Take a tour through the green blogosphere, however, and you\'ll find no shortage of scathing criticism for the company,\" Bona wrote in the DDI column. \"On one hand, there is little Starbucks can do to mollify a certain stratum of extreme critics. If it touts its efforts to buy Fair Trade coffee, for example, these eco-warriors will nonetheless say Starbucks doesn\'t buy enough Fair Trade, or will assail it for using too much water or too many paper cups. On the other hand, you can\'t help but wonder whether the volume and tone of that criticism would change if Starbucks took an utterly transparent, Patagonia-like approach and said, \'Here\'s the good and the bad of what we\'re doing.\'\"\r\n\r\nMeanwhile, Dunkin\' Donuts\' \"very low-key\" approach to promoting its participation in the Fair Trade coffee movement \"befits its regular-guy image,\" Bona observed. \"Rather than running green-themed ads rife with imagery of smiling indigenous farmers carefully tending coffee trees on Guatemalan hillsides, the chain was careful not to overreach. It worked a simple Fair Trade logo into some marketing materials, which was just enough to prompt a nod of approval from those who care about such things—and not enough to arouse suspicions of greenwashing.\"\r\n\r\nHe went on to advise that when communicating their efforts to go green, \"brands must be clear-eyed about their own complex relationships with consumers. Starbucks\' commitment to Fair Trade actually is a big deal, considering the enormous scale of this multinational corporation. Unfortunately for Starbucks, its size and corporate aura make it an easy target for eco-warriors. It has a much harder sell than, say, Ben & Jerry\'s, which all of us would immediately assume is green to the hilt, or, for that matter, blue-collar Dunkin\' Donuts, which nobody expects to be on the cutting edge of the environmental movement.\"\r\n\r\nTo read the full article, go to the digital edition of the October issue of DDI:\r\nwww.nxtbook.com/nxtbooks/nielsen/ddi_200910/index.php?startid=48#/50

    \r\n', 'Consumer Brands Should Think Twice Before Making Green A Fundamental Part Of Brand Messaging', '', 'inherit', 'closed', 'closed', '', '1627-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1627, 'http://cbx.cappendev.com/1627-revision-v1', 0, 'revision', '', 0), (2772, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', '

    JERSEY CITY, N.J. -- SABMiller put forth a number of directorate and senior management changes that will all become effective in July with the company\'s annual meeting:\r\nMeyer Kahn, chairman of SABMiller since its primary listing on the London Stock Exchange in 1999, will retire as Chairman after 46 years of service.\r\nGraham Mackay, group managing director since 1997 and chief executive since 1999, will become executive chairman, with the intention that he will continue in that role for one year before becoming non-executive chairman at the annual general meeting in 2013.\r\nAlan Clark, managing director of SABMiller Europe, will be appointed as chief operating officer and as an executive director, with the intention that he will succeed Graham Mackay as chief executive at the annual general meeting in 2013. John Manser, senior independent non-executive director and chairman of the Audit Committee, will in addition become deputy chairman of the board.\r\nSue Clark, director of corporate affairs, will succeed Alan Clark as managing director of SABMiller Europe. Her successor will be announced shortly.\r\nIn other people news:\r\n\r\nAnchor Packaging\r\nIn an effort to better serve the retail and foodservice channels, Anchor Packaging appointed Bob Brannen to the newly created position of director, national accounts, North America. He joins Anchor Packaging after spending a combined 20 years with the Pactiv Corporation.\r\n\r\nHe will report to David Johnson, executive vice president-sales. Reporting directly to Brannen will be Marianne Hilton, director, national accounts, retail and Frank Baumann, director, national accounts, foodservice.\r\n\r\nCBX\r\nCBX, the New York-based brand agency, appointed Marco Marcellini creative director in the retail environments group.\r\n\r\nMarcellini, a native of Florence, Italy, brings over 12 years of experience as an architect and interior designer working on a wide range of high-end projects including retail, educational, cultural, corporate interiors, hospitality, and residential. In this new position at CBX he will specialize in translating identities and brand strategies into 3D environments.\r\n\r\nThe Energy Exchange\r\nPhil Tomczyk was named to the board of directors of The Energy Exchange, a real estate firm that specializes in the sale of service stations and convenience stores nationwide.\r\n\r\nTomczyk is currently the CEO of Cave Creek Investment Properties, a Phoenix-based commercial real estate company. Previously, his experience included his tenure as president and CEO of Community Fuels of Texas, a fuel distribution company based in Dallas-Ft. Worth; president and CEO of Auto Auto Wash; president of the Giant Industries Retail Group and as senior vice president of Gasoline and Real Estate for Circle K.\r\n\r\nGlobe Food Equipment Company\r\nGlobe Food Equipment Company appointed Denis Griesmer to vice president of sales and marketing and Tony Quesenberry to director of service and customer support.\r\n\r\nGriesmer joins Globe Food Equipment with over 20 years\' experience in sales management, and marketing, with a focus in food service and food retail dealer business segments. In his new position, Griesmer is responsible for expanding Globe\'s worldwide sales strategy, managing dealer, buying group and sales representative relationships, and overseeing all sales and marketing operations for the company. Griesmer will report directly to Globe\'s President, Hilton Garner.\r\n\r\nQuesenberry has six years with Globe and over thirty years\' of experience in the food service equipment manufacturing industry. In addition to Quesenberry\'s new responsibilities, he will continue management of the inside sales support team and his regional sales management responsibilities.\r\n\r\nHeineken USA\r\nHeineken USA appointed Christopher Wade as vice president of sales development. In his new role, Wade will report to Scott Blazek, senior vice president of sales, and will be responsible for overseeing the delivery and execution of the company\'s commercial plans and priorities.\r\n\r\nWade joined Heineken in 2008, as the zone director for Texoma. Prior to joining the company, he most recently served as a director of sales at Diageo Guinness USA.\r\n\r\nHormel\r\nWith the upcoming retirement of William (Bill) Burke, Jr., president of Burke Marketing Corp., David F. Weber, Hormel Foods foodservice Southeast regional sales manager, has been named as Burke\'s replacement.\r\n\r\nBurke Marketing Corp., acquired by Hormel Foods in 2007, manufactures and markets pizza toppings and other fully-cooked meat products for the foodservice and prepared foods industry.\r\n\r\nDuring his 39-year career, Burke held a variety of roles for Burke Marketing Corp., which was founded by his father, Bill Burke, Sr.\r\n\r\nWeber began his career with Hormel Foods in 1992 as a foodservice sales representative. He has held his current role of foodservice Southeast regional sales manager since 2006.\r\n\r\nSIGMA\r\nSIGMA hired Hazel (Fischer) Tucker as manager of business development. She will oversee the Cardlock/Fleet Refueling Share Groups and communities on SIGMA Exchange, and will head up SIGMA\'s initiative to enhance its Lubes and Mobile Refueling offering. Through SIGMA, Tucker will also be available as a consultant to SIGMA members.\r\n\r\nTucker comes to SIGMA with over 19 years of experience in the petroleum industry, with a special focus on the independent marketer.\r\n\r\nhttp://www.csnews.com/top-story-business_focus-people_on_the_move-61003.html\r\n', 'Convenience Store News: People on the Move', '', 'inherit', 'closed', 'closed', '', '1682-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1682, 'http://cbx.cappendev.com/1682-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2773, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', '

    JERSEY CITY, N.J. -- Industry insiders have known it for decades and now so does the rest of the world: convenience stores are modern marvels.\r\nConvenience stores took center stage on The History Channel\'s \"Modern Marvels\" Monday night. And as the narrator explained c-stores are \"America\'s go-to pit stops -- catering to our cravings, quenching our thirsts.\" But what many viewers did not realize is that convenience stores are about more than coffee, cigarettes and snacks. \"These retail powerhouses take in one of every $23 spent each day in the U.S.,\" the narrator added.\r\n\r\nFeatured in the Dec. 26 episode were several big-named chains like Wawa, QuickChek and 7-Eleven. The show also spotlighted stores that are lesser-known on the national scene like Hutch\'s convenience stores and travel centers found mostly in Oklahoma, and Ma & Pa\'s Grocery Express in Fond du Lac, Wis.\r\n\r\nThe episode begins where every c-store operator\'s day begins: 6 a.m. or \"zero hour,” explaining the next three hours will be the busiest in a c-store\'s day. During the morning rush, the narrator said, \"convenience stores coast to coast sell more than 11 million cups of coffee.\" Add to it millions of doughnuts, bagels, muffins and breakfast biscuits, and customers spend $1.7 billion in convenience stores each day, the show added.\r\n\r\nThe main reason for such outstanding business: c-stores are fast. The average convenience store visit takes 3 ½ minutes compared to 41 minutes in the typical grocery store, the show explained.\r\n\r\nAnd the layout of a store has a lot to do with speeding up the visit. As architect Joseph Bona, president of the retail division at CBX, explained, a convenience store -- regardless of size -- should be divided into three zones. Zone one (nearest the entrance) is the decompression zone. Zone two is the impulse zone and zone three (furthest from the entrance) is the destination zone.\r\n\r\nIn addition to exploring the day-to-day operations of convenience stores -- from stocking inventory to security measures -- the show also highlighted the history and threw in some interesting facts about such c-store staples as the Slurpee (the most well-known name of the flavored frozen beverage), beef jerky and the lottery.\r\n\r\nFor example, what most viewers probably did not know is that the owner of a small Kansas convenience store invented the predecessor to the Slurpee by accident in the 1950s. It seems the store\'s fountain machine was broken one hot summer day so the owner put several bottles of Coca-Cola in the freezer and the customers loved the slushy concoction that resulted.\r\n\r\nBeef jerky, another favorite item in any c-store dates back to the late 1880s, according to the episode. But it is also out of this world, so to speak: the smoked beef snack is a favorite among astronauts in space, it added.\r\n\r\nAs for dreams of hitting rich, lottery sales have also made winners of convenience stores, the show added. At least $30 billion is spent on lottery tickets in c-stores annually. And the luckiest place to buy a lottery ticket in the United States? Fond du Lac, Wis. The town sells the most winning tickets in the country, according to the show, with more than $500 million worth of winning tickets purchased in just five stores along a stretch of road called The Miracle Mile.\r\n\r\nSpecifically, Ma & Pa\'s Grocery Express sells about 1.5 million tickets a year and has sold more than $273 million in winning tickets since 1994. Of those winning tickets, four topped $1 million. \"Luck gravitates here,\" one customer said.\r\n\r\nConvenience stores began their journey as a modern marvel in 1927 when Johnny Green operated a Southland Company icehouse in Dallas. The store originally sold blocks of ice to customers before modern refrigerators became a household must. He was open from 7 a.m. to 11 p.m. and his store soon turned into a gathering place for the community. Green soon added milk, bread and eggs to his product mix. Within a few years he added several other icehouses to his portfolio before rebranding his chain of stores 7-Eleven in 1946.\r\n\r\nBut what lies ahead for the industry? According to \"Modern Marvels\" it could be fully automated stores like SmartMart in Memphis, Tenn. Or perhaps Pops convenience store in Arcadia, Okla. The Route 66 store not only features more than 600 different flavors of soda from 17 different countries, but it also features a 66-foot high pop bottle out front. Since opening in 2007, Pops has become a gathering place for people. Sound familiar?\r\n\r\nhttp://www.csnews.com/top-story-business_focus-convenience_stores_go_prime_time-60174.html', 'Convenience Stores Go Prime Time', '', 'inherit', 'closed', 'closed', '', '1723-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1723, 'http://cbx.cappendev.com/1723-revision-v1', 0, 'revision', '', 0), (2774, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', '\"\"By Rick Barrack:\r\nHow the phrase \"certified pre-owned\" can help brand the idea of used products into vintage chic!\r\n

    \r\n\r\nBoy, do I remember my first car.\r\n\r\nLike the vast majority of Americans, it was used and it was crap. Reliable it was not; in fact, I can assure you that my first car was made out of metal, plastic, and betrayal.\r\n\r\nI was reminded of this car when I come across a few slickly produced commercials for Mercedes? \"certified pre-owned sales event\" recently. Virtually indistinguishable from new car ads, these soothingly voiced 30-second spots touted the irresistible benefits of certified pre-owned vehicles, presumably for the luxury buyer on a budget.\r\n\r\nCertified Pre-Owed. That sounds a little better than \"used,\" doesn\'t it? Especially considering that a certified pre-owned vehicle (CPO if you want to get all acronym-y) is simply a used car that has passed a safety inspection and carries a warranty.\r\n\r\nOne reason for certified used-car popularity is that these programs arguably allow consumers to enter a market segment that they normally couldn\'t afford to enter, which many view is worth the added cost of certification. And the words \"pre-owned\" really do help! Think about it: Whereas the word \"used\" immediately has connotations of second-hand, past its prime, worn out, and an almost-eroded quality, \"pre-owned\" assumes and embraces pride, attention, and care.\r\n\r\nSo I started thinking, if the word \"pre-owned\" can work so well for cars, couldn\'t it work for almost all categories of hard goods?\r\n\r\n\"\"\r\n\r\nTo take it a level further--and given the fact that we\'re well ensconced in a recycling-heavy, environmentally conscious, sustainable period in consumer culture--could the word (and the positives attributes) of something like \"pre-owned\"--or a cooler/hipper word like \"recycled\" or \"vintage\"--be applied to more categories to incentivize people to reuse all of their stuff?\r\n\r\nSeveral companies, many of them household names, have already taken the reused/pre-owned idea and run with it, creating efficient and dynamic platforms for the quick buying and selling of used products.\r\n\r\nEBay recently launched a new, no-fuss way for people to sell electronics they no longer use. The service, called Instant Sale, offers free shipping and removal of personal data. If a device doesn\'t sell, eBay recycles it for free.\r\n\r\nAnd IKEA! Well, you\'ll be happy to know that IKEA has an IKEA-branded second-hand online marketplace where you can buy used furniture. Why? Because in the words of CEO of IKEA Sweden, Peter Agnefäll: \"It is about taking an environmental responsibility for how our products are used in the longer term and making it easier for our customers to do their part for their responsibility towards the environment.\"\r\n\r\nWhy couldn\'t IBM or Apple do something like this? A branded pre-owned shop where people can easily drop off their older model laptops or phones for a few bucks and upgrade, while other shoppers specifically looking for older models can shop with manufacturer-backed confidence? There are tens of millions of people the world over who would love your two-year old iPhone!\r\n\r\n\"\"\r\n\r\nYou could even call the Apple pre-owned store Apple Pi, because the number pi goes on pretty much forever, so the name could be a clever way to speak about the ability of a well-designed and cared-for product being able to last a long time.\r\n\r\nWhat could possibly stop a large publishing company like Random House, HarperCollins or Penguin (whose pre-owned shop could be called \"The Igloo\") from creating an online or better yet, a brick and mortar location where people could come in and sell or buy pre-owned books?\r\n\r\nThis pre-owned branded shop concept can be extended to practically every category you can think of?household electronics, kids\' clothing, and video games!\r\n\r\nAnd, just as we\'ve all learned to look for and understand what the ubiquitous recycling arrow means, why shouldn\'t these stores and products have their own equally respected and recognizable symbol? Well, we thought about it and here\'s our take:\r\n\r\n\"\"\r\n\r\nRefurbishing, rebuilding and resusing products put us on the path to true sustainability in the coming years. And with any luck, we won\'t even need to use gorgeous slow-motion to promote \"certified pre-owned sales events\" on television any longer.\r\n\r\nOh, and by the way?my first car was a red 1976 Chevy Malibu sedan with a plastic tan interior.\r\n\r\n
    ', 'Could You Create a Brand That Celebrates Reuse Instead of Consumption?', '', 'inherit', 'closed', 'closed', '', '1555-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1555, 'http://cbx.cappendev.com/1555-revision-v1', 0, 'revision', '', 0), (2775, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', '

    New York, NY– November 9, 2009 – CBX, the strategic branding firm, received awards for five projects at the 39th Creativity Annual Awards. The Creativity Annual Awards honors superior advertising and graphic design from most every industry with judging taking place in 10 divisions and within 10 categories.\r\nThe awarded projects include:\r\n\r\nFirst Check (Inverness Medical Innovations, LLC) – Gold Award – First Check, a line of in-home drug tests, is the market leader of a growing category of over 1.5 million tests currently sold each year in the US. CBX updated the brand\'s packaging to better reflect its leadership position in the category.\r\n\r\nSnapple (Dr. Pepper Snapple Group) – Honorable Mention – CBX implemented a full brand redesign reflecting Snapple\'s move toward using healthier ingredients, providing better flavor choices, and offering innovative new products.\r\n\r\nDr. Scholl\'s Massaging Gel (Schering-Plough HealthCare Products) – Honorable Mention – CBX implemented a full brand redesign for Dr. Scholl\'s Massaging Gel line of products to provide a more contemporary and premium look for these offerings.\r\n\r\nTimber Wolf (Swedish Match) – Honorable Mention – CBX developed packaging graphics for Timber Wolf smokeless tobacco that strengthened and contemporized the brand. The design communicated that Timber Wolf is a premium, but not expensive tobacco product.\r\n\r\nFruit Chillers Tubes (Del Monte Foods) – Honorable Mention – Leveraging the look and feel from the existing Fruit Chillers cups packaging, CBX created a package that appeals to both kids and moms with exciting graphics that highlighted the product\'s unique, fun-to-eat form and health benefits.\r\n\r\nThis year’s competition brought thousands of entries from 37 countries and 37 U.S. states. Winners receive a Certificate of Merit and their designs are reproduced in the 400-page hardcover Creativity Awards Annual, published after the close of each year’s competition and sold in bookstores around the world.', 'Creativity Annual Awards Recognizes CBX in 39th Annual Competition', '', 'inherit', 'closed', 'closed', '', '1626-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1626, 'http://cbx.cappendev.com/1626-revision-v1', 0, 'revision', '', 0), (2776, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', '

    New York, NY - October 11, 2011 – CBX, the brand agency, received awards for five projects at the 41st Creativity Annual Awards.\r\nThe awarded projects include:\r\n\r\nU by Kotex* - Silver Award, Health & Beauty Packaging\r\nU by Kotex Tween - Honorable Mention\r\nU by Kotex Designer Series - Honorable Mention\r\nMilk-Bone Healthy Favorites - Honorable Mention\r\nLifestyles Signature - Honorable Mention\r\n\r\nCreativity International received over 1,100 entries into the 95 categories available to both professionals & students in Creativity 41 Print & Packaging. They came from 35 countries, 32 U.S. States and 4 Canadian Provinces.\r\n\r\nEach competition has a unique judging panel that changes each year. This format allows judging to be thorough and complete and gives all entries the proper consideration they deserve. The winners will be featured in the Creativity Awards Annual Book.\r\n\r\n\"\"\"\"\"\"\"\"\"\"\r\n', 'Creativity Annual Awards Recognizes CBX in 41st Annual Competition', '', 'inherit', 'closed', 'closed', '', '1585-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1585, 'http://cbx.cappendev.com/1585-revision-v1', 0, 'revision', '', 0), (2777, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', 'By Peter Burgoyne\nCurating the in-store experience is about much more than aesthetics. This can be tough for some designers to swallow. Aesthetic experience, after all, is the reason many of us get out of bed in the morning. For better or for worse, the truth is that everything the customer experiences in the store must reflect the brand experience.\n\nFor example, a few years ago many retailers became obsessed with the idea of marrying nicer visual presentations with exacting approaches to \"SKU rationalization.\" For upscale chains in particular, this disciplined approach was often a good way to improve the look, feel and functionality of the store. But over time, value chains that tried this approach often ended up wanting an annulment. They loved the look of those wide aisles and the minimalist chic of those barebones merchandising strategies. But, the marriage of SKU rationalization and hipness tended to send consumers an unintended message-namely, that this was not a store for bargain-hunters. Value shoppers don\'t mind sasquatch-high shelves heaped with merchandise. If the presentation feels too precious, in fact, they\'ll sense that something is wrong.\n\nDesigners also need to think about how their work will affect those who work inside the store, because virtually every element of the in-store design graphics, lighting, architecture, you name it-will affect how employees feel about the brand.\n\nSo, it is little wonder brand consultants spend so much time encouraging clients to define exactly what they stand for. Once those brand attributes are honed to diamond-like clarity, they can be used to sharpen all other facets of the in-store experience. When a luxe department store chain asked us to DDI I August 2013 redevelop the men\'s collection at its Beverly Hills store, the company had a clear idea-it wanted to present the merchandise \"as a fusion of an and fashion.\" So, we created several unexpected sculptural elements. For example, we fused glowing, translucent, acrylic surfaces into the wood lattice structure of the fitting room. These and other architectural moments sent the message the chain wanted: \"You will find the very best fashion here.\"\n\nFor Duane Reade, our rebranding campaign emphasized the local connection, not only to New York, but also to specific neighborhoods within it. For the Wall Street store, (or instance, we brought in on-the-go elements, like a shoeshine stand, a sushi bar, a cafe, and a hair and nail salon. In hip Williamsburg, we created a growler bar with gritty urban graphics. When supported by a strong, foundational brand strategy, such amenities can bring real relevance.\n\nAnd, of course, the look and feel of any and all apps, mobile-optimized websites and the like must also be brand-resonant, because these days the customer experience tends to begin long before the shopper walks into the store. Hair Cuttery is working with us to develop a new app that allows customers to book appointments right from their phones. When you wait one or two minutes instead of 30, it is a very different in-store experience indeed.\n\nDesigners tend to derive a lot of joy from aesthetics. But, the good ones also tend to love storytelling every bit as much. This is precisely what makes curating the in-store experience so much fun. After all, it takes a lot of creativity to weave compelling narratives out of such disparate elements.\n\nhttp://www.nxtbook.com/nxtbooks/nielsen/ddi_201308/#/74', 'Curating the in-store experience', '', 'inherit', 'closed', 'closed', '', '1851-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1851, 'http://cbx.cappendev.com/1851-revision-v1', 0, 'revision', '', 0), (2778, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', 'Grocery Headquarters’ annual design showcase takes a tour of some outstanding store designs and explores trends in materials, color schemes, layout and more.\r\nProject: Pathmark, Weehawken, N.J.\r\n\r\nDesign team: CBX, New York\r\n\r\nCBX was hired to design a “simpler” version of the original 2006 design and create an overall cohesive look for the entire store. Unlike the 2006 assignment, the goal this time around was to develop a much simpler color and materials retrofit program that still engaged the public with the Pathmark brand in a meaningful and memorable way. “We had done work for Pathmark before they were purchased by A&P, and this time they wanted to keep the design simple and colorful to communicate their position as a value brand,” says Joe Bona, retail division president of New York-based CBX.\r\n\r\nTailoring the offerings to the neighborhood also drove the design, say Pathmark officials.A new 36-foot meat service offers a wide variety of fresh poultry cuts that appeal to the Weehawken neighborhood, which has a high concentration of Cubans and Dominicans. “The service meat case is about three times what we have in a typical store,” says Bob Weidner, vice president of customer experience and space management for Montvale, N.J.-based A&P, which operates the Pathmark banner.\r\n\r\nLocalized offerings extend to the deli, bakery and other areas throughout the store. “It is our intention to be the neighborhood store in the markets we serve,” Weidner says.\r\nPathmark officials also wanted to clearly communicate the company’s “Live Better” tag line and tie the pharmacy into the rest of the store. Throughout the store, positive and playful terms reflecting the Pathmark brand image are displayed subtly along the walls.\r\n\r\nThe walls were treated in off-white, allowing the colorful signage to pop and communicate the product offering effectively to the customer.\r\n\r\nBeige and brown tile was used throughout. The contrasting colors were used as subtle way-finding signifiers for consumers; strips of brown throughout beige tile navigated customers down aisles, while entire areas of beige tile helped separate sections of the supermarket.\r\n\r\nBlack track lighting was installed above the fresh produce section, while recessed lighting was installed throughout the rest of the store.\r\n\r\nhttp://www.groceryheadquarters.com/2012/10/dazzling-decor/', 'Dazzling Décor', '', 'inherit', 'closed', 'closed', '', '1787-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1787, 'http://cbx.cappendev.com/1787-revision-v1', 0, 'revision', '', 0), (2779, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', '

    Aloha Petroleum, a Honolulu-based gas retailer and convenience store operator, unveiled the first \"ground-up\" version of a new prototype design for its c-store fuel sites that highlights the chain’s local roots. Designed by New York-based CBX, the 3,000-sq.-ft. store and adjoining gas islands opened in mid-June 2011 in the Kahala suburb of Honolulu. \r\n\"\"\r\n\r\nThe new Aloha features references to historical local architecture. From the horizontal wood siding and a modified double-pitched roof evocative of Hawaiian Mission Style-architecture found throughout the islands, the overall design underscores Aloha’s roots as the only local oil fuel marketer and c-store operator on Oahu, Hawaii Island and Maui.\r\n\r\n\"\"\r\n\r\nInside the store, customers will find the stylized “A” from Aloha’s updated logo repeated on green wallpaper that calls attention to food-service areas. Outside, the full logo is found on the façade signage, gas canopy and pumps. The logo’s “A” floats in a field of watery blue accented with green.\r\n\r\n\"\"\r\n\r\nBuilt with an eye toward easy navigation, the cleanly styled store offers generous aisles, while providing optimal food and beverage display. A refrigerated island case, positioned immediately off the entrance, displays a wide variety of fresh-delivered sandwiches, beverages and other chilled offerings.\r\n\r\n\"\"\r\n\r\nFreshly prepared foods to-go is an important ingredient in the new Aloha prototype, which recently opened in the Kahala suburb of Honolulu.\r\n\r\n\"\"\r\n\r\nDark brown gondola fixtures are used to merchandise pantry basics and assorted snacks. The store’s offer is rounded out by a large walk-in-cooler and \"beer cave\" found along the back wall.\r\n\r\n\"\"\r\n\r\nAloha’s pay point sits opposite the entry along the back wall for increased visibility and to help create an expanded impulse zone. The fixtures’ natural wood tones reinforce the local flavor and heritage of island life. The overall color palette is cool, refreshing and reflective of the islands’ relaxed lifestyle. \r\n\r\n\"\"\r\n\r\nAloha shoppers will find an abundance of natural light coming from the glass wall entrance, supplemented by a series of bowl-shaped galvanized metal pendant lights, which contribute to the historic design aesthetic. \r\n\r\n\"\"\r\n\r\nVarious shades of blue emerge from the refreshed logo to reflect the calm and serenity of the ocean; the green suggests the lushness of the tropics. \r\n\r\n\"\"\r\n\r\nhttp://www.ddionline.com/displayanddesignideas/galleries/supermarket/Aloha-Petroleum-Hon-4959.htm\r\n', 'DDi Project Gallery: Aloha Petroleum, Honolulu', '', 'inherit', 'closed', 'closed', '', '1741-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1741, 'http://cbx.cappendev.com/1741-revision-v1', 0, 'revision', '', 0), (2780, 1, '2018-09-27 17:56:36', '2018-09-27 17:56:36', '

    Phase one of Shinsegae\'s new Chungcheong store—located in Cheonan, South Korea\'s central business district—opened in December 2010. Working together, New York-based CBX and its Seoul-based JMCBX division designed the architectural envelope for all of the merchandise areas, as well as the public areas and customer amenities, and directed the total design of multibranded departments. \r\n\"\"\r\n\r\nWork on Shinsegae\'s Chungcheong store began in March 2010. The 287,900-sq.-ft. East building opened in December 2010 in the former Galleria department store. The 193,700-sq.-ft. West building is expected to debut later in 2011 in the former Yawoori department store. Including an E-Mart hypermarket, cinema and other facilities, the complex totals 1.26 million sq. ft.\r\n\r\n\"\"\r\n\r\nSpecial amenities found inside the Cheonan store, such as the Culture Hall, rooftop garden and VIP lounge (pictured here), are more in keeping with features found in a hospitality environment. \r\n\r\n\"\"\r\n\r\nDesigners were careful to include generous space between the myriad of merchandise focal points, such as this mannequin display, giving the eye a rest among the store\'s vast offerings. The East building was designed for adults looking for the latest in high-end fashion, while the West building will target young shoppers looking for the latest trends. \r\n\r\n\"\"\r\n\r\nUpon entering the store’s main floor, customers take in a calming color palette that ranges from cool ebony and gray tones to warm hues of cream and bright whites. Well-known cosmetic brands project from the neutral backdrop. \r\n\r\n\"\"\r\n\r\nA central atrium defines the East building, as does the abundance of light made possible by an energy-efficient lighting plan combining LED, metal halide and fluorescent sources. Vaulted ceilings, as well as generous traffic aisles, contribute to the overall spacious, yet cozy, upscale feeling. \r\n\r\n\"\"\r\n\r\nKnown for many innovations—from creating Korea’s first department store in 1930 to being the first to accept credit cards in that country—Shinsegae was also the first to sign partnerships with foreign brands, including some of the most prominent luxury nameplates. \r\n\r\n\"\"\r\n\r\nShinsegae’s signature refined and restrained use of natural materials—wood, metal, stone and deeply piled carpets—is evident on each floor of the East building, which houses apparel for men, women and children, as well as cosmetics and home products. \r\n\r\n\"\"\r\n\r\nShinsegae\'s design favors the use of natural materials, such as woods, metal and glass.\r\n\r\n\"\"\r\n\r\nWith its new Chungcheong store, Shinsegae introduced an environment designed especially for this market’s more affluent and aspirational customers. Here, high-end home goods receive designer status by way of boutique treatment.\r\n\r\n\"\"\r\n\r\nhttp://www.ddionline.com/displayanddesignideas/galleries/department-stores/Shinsegae-Cheonan--3823.htm\r\n\r\n', 'DDi Project Gallery: Shinsegae, Cheonan, South Korea', '', 'inherit', 'closed', 'closed', '', '1765-revision-v1', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 1765, 'http://cbx.cappendev.com/1765-revision-v1', 0, 'revision', '', 0), (2781, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', 'CBX, a brand agency based in New York City, collaborated with The Scotts Miracle-Gro Company to launch the packaging redesign of the Ortho(R) brand, the product line providing solutions for pest problems inside and outside your home.The goal was to simplify the shopping experience for consumers. Consumer research showed that communication on shelf was overly complicated, leading to a 30% walk-away rate, and requiring a cleaner way of communicating product benefits while improving the shopability.\n\"CBX developed a visual strategy to communicate the Ortho(R) repositioning by simplifying the architecture which improved the shopping experience,\" says Rick Barrack, Chief Creative Officer, CBX. \"By making the master and sub-brand of equal importance, it was easier to read and therefore shop on shelf.\"\nThe CBX team redesigned the brand mark to reflect that of a home, communicating the benefits of this contemporary household brand. This subtle, yet innovative shift, reassures consumers that Ortho(R) is the singular, effective brand to have in and around their homes.\nCommunication on-pack was a key focus. The CBX team cleaned up the design by simplifying font treatments and implementing color changes. Meaningful visual equities such as photography were incorporated to communicate the problems consumers face and the end solution desired.\nStructure was an essential component in the redesign. A redesigned bottle structure, launched in 2012, has a unique shape differentiating it from category standards. This makes for a greater impact at shelf and separates Ortho(R) from its competitors. The arcs within the artwork were meant to mimic the shape of the bottles, providing a clean, simple feel in contrast to the complex shopping experience typically found in this category.\n\"The redesigned packaging instantly communicates that we are taking the guesswork out of the controls aisle and inviting consumers to choose Ortho(R) for their insect, weed, and animal control needs,\" says Clary Leffel, Director, Ortho Marketing, The Scotts Company. \"Once again, we are offering the simplest, most effective, do-it-yourself solutions from a brand that consumers know they can trust.\"\n\nhttp://online.wsj.com/article/PR-CO-20130415-905872.html?mod=googlenews_wsj', 'CBX Overhauls the Ortho Brand', '', 'inherit', 'closed', 'closed', '', '1908-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 1908, 'http://cbx.cappendev.com/1908-revision-v1', 0, 'revision', '', 0), (2782, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', 'CBX OVERHAULS THE ORTHO® BRAND WHILE SIMPLIFYING THE SHOPPING EXPERIENCE IN A COMPLICATED CATEGORY
    CBX, a brand agency based in New York City, collaborated with The Scotts Miracle-Gro Company to launch the packaging redesign of the Ortho® brand, the product line providing solutions for pest problems inside and outside your home.\n\nThe goal was to simplify the shopping experience for consumers. Consumer research showed that communication on shelf was overly complicated, leading to a 30% walk-away rate, and requiring a cleaner way of communicating product benefits while improving the shopability.\n\n“CBX developed a visual strategy to communicate the Ortho® repositioning by simplifying the architecture which improved the shopping experience,” says Rick Barrack, Chief Creative Officer, CBX. “By making the master and sub-brand of equal importance, it was easier to read and therefore shop on shelf.”\n\nThe CBX team redesigned the brand mark to reflect that of a home, communicating the benefits of this contemporary household brand. This subtle, yet innovative shift, reassures consumers that Ortho® is the singular, effective brand to have in and around their homes.\n\nCommunication on-pack was a key focus. The CBX team cleaned up the design by simplifying font treatments and implementing color changes. Meaningful visual equities such as photography were incorporated to communicate the problems consumers face and the end solution desired.\n\nStructure was an essential component in the redesign. A redesigned bottle structure, launched in 2012, has a unique shape differentiating it from category standards. This makes for a greater impact at shelf and separates Ortho® from its competitors. The arcs within the artwork were meant to mimic the shape of the bottles, providing a clean, simple feel in contrast to the complex shopping experience typically found in this category.\n\n“The redesigned packaging instantly communicates that we are taking the guesswork out of the controls aisle and inviting consumers to choose Ortho® for their insect, weed, and animal control needs,” says Clary Leffel, Director, Ortho Marketing, The Scotts Company. “Once again, we are offering the simplest, most effective, do-it-yourself solutions from a brand that consumers know they can trust.”', 'CBX Overhauls the Ortho® Brand', '', 'inherit', 'closed', 'closed', '', '1807-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 1807, 'http://cbx.cappendev.com/1807-revision-v1', 0, 'revision', '', 0), (2783, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', 'New Design Gives A&P\'s Popular America\'s Choice Brand a Cohesive, Visually Consistent Identity at the ShelfCBX, the brand agency and retail design consultancy based here, has been recognized by Store Brands magazine for the new packaging design it created for The Great Atlantic & Pacific Tea Company\'s (A&P) America\'s Choice brand. A&P was named winner of the Redesigned Product Line award in the Packaging Design category as part of Store Brands\' fifth annual Innovation Awards program.\r\n\r\nAccording to CBX\'s entry, the America\'s Choice brand enjoyed a high level of recognition and trust for its quality and affordability among A&P customers, but its visual presentation was disparate and inconsistent across different product categories, causing the brand identity to be lost at shelf.\r\n\r\nThe new design developed by CBX presents the America\'s Choice name in white against a bright red banner that is featured on all products in the line. \"The new look and feel captures the innocence and cheerfulness of the America\'s Choice brand and better connects with the consumer at an emotional level,\" the magazine noted. \"The new, consistent, dependable visual architecture, meanwhile, improves shopability and brand loyalty.\"\r\n\r\nCBX Partner Todd Maute added: \"The redesign created a visually consistent brand with a unique personality that is maintained throughout the store.\"', 'CBX Packaging Redesign for A&P Honored in Store Brands Magazine\'s Annual Innovation Awards', '', 'inherit', 'closed', 'closed', '', '2042-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 2042, 'http://cbx.cappendev.com/2042-revision-v1', 0, 'revision', '', 0), (2784, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', 'CBX reported that modern convenience stores face pressure to evolve amid the ramped-up expectations of global consumers, according to an Oct. 8 NACS Show presentation by Joseph Bona, president of branded environments at CBX, and Dan Munford, Managing Director of Insight.\r\n\"Strategic insight has never been more important, precisely because the retail world is changing so fast,\" Munford told the audience at the National Association of Convenience Stores\' annual convention, which ran Oct. 7-10 at The Las Vegas Convention Center.\r\n\r\n\"For example, the phenomenon of channel-blurring has led to a proliferation of competitors from outside the traditional c-store sector,\" he said. \"Whether you\'re talking about c-stores, QSR and fast food chains or pharmacies and grocery stores, all of these retail categories are chasing the same consumers. C-stores must raise their game.\"\r\n\r\nAccording to a release from the company, in Europe and the United States alike, a number of c-store chains now aim to accomplish this by supplying food offerings, often in sumptuous settings relative to the c-stores of the past\r\n\r\nAccording to a September 2014 report by Nielson, fresh foods will account for up to 50 percent of category sales in Europe\'s next-generation c-stores, he noted.\r\n\r\nMeanwhile, U.S.-based chains such as Wawa, Sheetz and Rutter\'s are developing store designs centered on higher-quality food, Bona said.\r\n\r\n\"These chains understand that time-pressed consumers crave healthier and better offerings in both the foodservice and grocery areas,\" he said. Indeed, in one Technomic survey, a sizeable majority -- 64 percent -- said eating healthy was important. And earlier this year, two-fifths of consumers told the research firm they would visit convenience stores for prepared foods more often if freshness and quality were improved, Bona noted. \"But bear in mind, convenience-sector foodservice is already a $10.9 billion industry, according to Technomic,\" he said.\r\n\r\nOver the course of the presentation, Bona and Munford cited a raft of research illustrating changing consumer tastes and preferences. They also pointed to smart use of technology by Rutter\'s and Tesco Express. The latter chain, Munford noted, has been experimenting with self-checkout stations that are half the size of standard units, with an overall goal of slashing wait times.\r\n\r\n\"This use of the \'friendly culture\' of popular partner brands was a savvy move that is proving popular with consumers,\" Munford said. Likewise, European convenience retailer SPAR has partnered with independent U.K. retailer Eat17 to create a retail destination that combines convenience, restaurant and grocery.\r\n\r\nRead the full article here.', 'CBX President and Insight Managing Director Present at NACS Show', '', 'inherit', 'closed', 'closed', '', '2019-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 2019, 'http://cbx.cappendev.com/2019-revision-v1', 0, 'revision', '', 0), (2785, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', '

    New York, NY - October 18, 2010 - CBX, the strategic branding firm, received recognition at the annual Design of the Times competition, hosted by Shopper Marketing Expo. The Design of the Times Awards competition recognized the best in-store merchandising campaigns, displays, packaging and promotions that show creativity in the marketplace.\r\nCBX was awarded a prestigious Gold Award for its work with Duane Reade Skyline. The Duane Reade Skyline Series is one of several brands that CBX redesigned for the New York chain of drug stores\' private label portfolio. Leveraging a New York-centric approach, CBX developed artwork using UPC\'s in the shape of famous New York landmarks such as The Statue of Liberty, the Brooklyn Bridge and The Empire State Building on a white background.\r\n\r\nEntries were judged by CPG manufacturers and retail executives, based on their ability to command attention, connect with the shopper, convey information and close the sales. The awards reception was held on October 6th, in Chicago, hosted by the cast of Second City and retail star David Plante.

    ', 'CBX Receives Gold Award in the Design of the Times Competition', '', 'inherit', 'closed', 'closed', '', '1610-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 1610, 'http://cbx.cappendev.com/1610-revision-v1', 0, 'revision', '', 0), (2786, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', 'CBX, the brand agency and retail design consultancy headquartered in New York City, received the top Platinum Award in the food category in the 2016 Pentawards packaging design competition for its work on behalf of Man Cave Craft Meats.\r\nCreated in January 2007, the Pentawards honor the best packaging designs from around the world. This year’s competition received a total of 1,843 entries from five continents and 54 countries, with awards presented on September 23rd in Shanghai. Entries are grouped into five major markets (beverages, food, body products, luxury goods, and “all other”) and no less than 55 sub-categories, so that each competing design is judged alongside similar creations. The entries are reviewed by an international jury of 12 highly respected designers and packaging design directors from major companies.\r\n\r\nThe jury selects the winners based on the creative quality and the marketing relevance of the works presented. Winners receive bronze, silver, gold, platinum and diamond awards. Platinum awards are presented to the top entry in the five categories, while the Diamond honor goes to a single “best of show” entry.\r\n\r\nCBX assisted the Golden Valley, Minn.-based craft meat brand as it expanded its sales from the local farmers’ market to grocery aisles across the country.\r\n\r\n“As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging,” explains CBX Managing Partner Nancy Brown.\r\n\r\nThe new packaging created by CBX features black backgrounds, attention-grabbing typography treatments and imagery in an aesthetic approach reminiscent of the world of craft beer.\r\n\r\n“This brand is all about distinctive flavor,” Brown says. “We wanted to reinforce this by creating a distinctive package design system that disrupts the shelf and ultimately drives sales.”\r\n\r\nOriginally published in Package Design Magazine', 'CBX Receives Top Award at Pentawards 2016', '', 'inherit', 'closed', 'closed', '', '2258-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 2258, 'http://cbx.cappendev.com/2258-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2787, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', 'CBX received the top Platinum Award in the food category in the 2016 Pentawards packaging design competition for its work on behalf of Man Cave Craft Meats. CBX assisted the Golden Valley, Minn.-based craft meat brand as it expanded its sales from the local farmers market to grocery aisles across the country.\r\nCreated in January 2007, the Pentawards honor the best packaging designs from around the world. This year’s competition received 1,843 entries from five continents and 54 countries, with awards presented in Shanghai. Entries are grouped into five major markets: beverages, food, body products, luxury goods, and “all other.”\r\n\r\n“As Man Cave Meats geared up to reach thousands of new customers, our job was to help the company build its brand identity and create attention-grabbing product packaging,” says CBX Managing Partner Nancy Brown.\r\n\r\nThe new packaging created by CBX features black backgrounds, attention-grabbing typography treatments, and imagery in an aesthetic approach reminiscent of the world of craft beer.\r\n\r\n“This brand is all about distinctive flavor,” Brown says. “We wanted to reinforce this by creating a distinctive package-design system that disrupts the shelf and ultimately drives sales.”\r\n\r\nOriginally published by Shop! Insights Center.', 'CBX receives top award in Pentawards competition', '', 'inherit', 'closed', 'closed', '', '2267-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 2267, 'http://cbx.cappendev.com/2267-revision-v1', 0, 'revision', '', 0), (2788, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', '

    New York, NY -- October 18, 2010 -- CBX, the strategic branding firm, received recognition at the annual Design of the Times competition, hosted by Shopper Marketing Expo. The Design of the Times Awards competition recognized the best in-store merchandising campaigns, displays, packaging and promotions that show creativity in the marketplace.\r\nCBX was awarded a prestigious Gold Award for its work with Duane Reade Skyline. The Duane Reade Skyline Series is one of several brands that CBX redesigned for the New York chain of drug stores\' private label portfolio. Leveraging a New York-centric approach, CBX developed artwork using UPC\'s in the shape of famous New York landmarks such as The Statue of Liberty, the Brooklyn Bridge and The Empire State Building on a white background.\r\n\r\n\"\"\r\n\r\nSilver Awards were presented for U by Kotex (Kimberly-Clark). CBX helped redefine the feminine product category by designing a new product line featuring tampons, liners and pads targeting 14 - 22-year olds. Black packaging accented with bright colors signals a revolution in feminine care and presents an image that is sleek, upscale and bold.\r\n\r\n\"\"\r\n\r\nEntries were judged by CPG manufacturers and retail executives, based on their ability to command attention, connect with the shopper, convey information and close the sales. The awards reception was held on October 6th, in Chicago, hosted by the cast of Second City and retail star David Plante.

    \r\n', 'CBX Receives Two Awards in the Design of the Times Competition', '', 'inherit', 'closed', 'closed', '', '1611-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 1611, 'http://cbx.cappendev.com/1611-revision-v1', 0, 'revision', '', 0), (2789, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', 'Brand agency in New York City, CBX has joined forces with consumer products marketing company The Scotts Miracle-Gro to launch the packaging redesign of the household brand Ortho product line, which provides solutions for pest problems.\nCBX chief creative officer Rick Barrack said the agency developed a visual strategy to communicate the brand repositioning by simplifying the architecture.\n\"By making the master and sub-brand of equal importance, it was easier to read and therefore shop on shelf,\" Barrack said.\nThe CBX team redesigned the brand mark by communicating the benefits of the household brand and refreshed the design by simplifying font treatments and implementing color changes.\nThe agency also incorporated visual equities such as photography to communicate the problems faced by consumers and the desired end solution.\n\nhttp://householdelectronicsproducts.packaging-business-review.com/news/cbx-redesigns-packaging-for-household-brand-160413', 'CBX redesigns packaging for household brand', '', 'inherit', 'closed', 'closed', '', '1810-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 1810, 'http://cbx.cappendev.com/1810-revision-v1', 0, 'revision', '', 0), (2790, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', 'As created by New York brand agency CBX, the new Green Valley brand from Salem OR brings innovation to the old-school organics category. Seeking a fresh concept in organic packaging, CBX turned to shelf-stable pouches. “We threw out the rules for the organic aisle with Green Valley,” said Gregg S. Lipman, CEO and Managing Partner of CBX. “Our beans will come in visually distinct, shelf-stable pouches, as well as in cans. Each package blends tasty photography with hand-written typography and vibrant illustrations. The result is a fresh, farm-to-table brand that intrigues and excites.”\r\nThe project included packages for Green Valley’s full line of organic beans, as well as their canned vegetable and pumpkin offering. Prior to designing the packs, the team surveyed the category and was struck by the visual similarity of many of the leading brands of organic beans, Lipman said. Each Green Valley package blends photography with hand-written typography and vibrant illustrations. The look that is meant to inspire and engage millennial consumers — especially millennial moms — to enjoy the experience of cooking for themselves and their kids. To better reach this demographic, the CBX team integrated the brand identity and design into key social media platforms; the website and social media channels build on a “Healthy Food for All” platform with product recipes, budget-friendly family meals and information about organic food and farming\r\n\r\n“We saw that there was an opportunity here for something innovative and differentiated,” Lipman explained. “The classic organic cues were no longer on the menu. By introducing the pouches, right away, that signals to the consumer that something is different about this brand.”\r\n\r\nOriginally published in GDUSA.', 'CBX Rejects Classic Organic Cues For Green Valley Beans', '', 'inherit', 'closed', 'closed', '', '2154-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 2154, 'http://cbx.cappendev.com/2154-revision-v1', 0, 'revision', '', 0), (2791, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', '

    New York City -- CBX, the strategic branding and retail design consultancy, announced that its Retail Division has been retained by Cadena Comercial OXXO, North America’s largest operator of convenience stores, to assist with an expansion of its foodservice offer.\r\nThe Monterrey, Mexico-based OXXO presently operates 8,426 c-stores across Mexico and Latin America and is wholly owned by FEMSA (Fomento Económico Mexicano), a beverage company. Aggressively expanding, the chain is on track to field more than 12,000 stores by 2014. In 2010, OXXO unveiled about 1,080 new stores, for an average of 2.9 stores opening daily.\r\n\r\nIn addition to working with the chain on developing its food program, CBX is consulting on a variety of operational matters related to the foodservice program.\r\n\r\n\r\nhttp://www.chainstoreage.com/article/cbx-retained-work-mexico’s-largest-c-store-group', 'CBX retained to work with Mexico’s largest c-store group', '', 'inherit', 'closed', 'closed', '', '1761-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 1761, 'http://cbx.cappendev.com/1761-revision-v1', 0, 'revision', '', 0), (2792, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', '

    NEW YORK (5/11/2011)--CBX, the strategic branding and retail design consultancy based here, announced that its Retail Division has been retained by Cadena Comercial OXXO, North America’s largest operator of convenience stores, to assist with an expansion of its foodservice offer.\r\nHeadquartered in Monterrey, Mexico, OXXO presently operates 8,426 c-stores across Mexico and Latin America and is wholly owned by FEMSA (Fomento Económico Mexicano), a beverage company best known as brewers of Sol, Carta Blanca, Tecate and Indio beer. The chain currently offers traditional c-store fare such as hot dogs, sodas and bakery items, as well as a vast selection of bottled beverages.\r\n\r\nIn addition to working with the chain on developing its food program, CBX is consulting on a variety of operational matters related to the foodservice program. \"Mexico\'s middle class continues to grow and OXXO wants to position itself for future growth and profit,\" explained Ralph Sloan, Senior Partner, Retail at CBX.\r\n\r\nSince its founding in 1977 in Monterrey, OXXO operates freestanding stores ranging from 1,500 to more than 3,000 square feet. Aggressively expanding, the chain is on track to field more than 12,000 stores by 2014. In 2010, OXXO unveiled about 1,080 new stores, for an average of 2.9 stores opening daily.\r\n\r\nOXXO stores are easily identified by its consistent red-and-white sans serif logo along with well-executed interiors. The stores, most of which operate 24 hours a day, serve the everyday needs of millions of Mexicans who can visit a conveniently located OXXO store by foot or car. The chain offers its customers easy access, a fast and comfortable shopping environment and the ability to directly pay utility bills in store. Customers can find hundreds of everyday items from a wide array of household staples that range from laundry detergent to Mexican dietary mainstays such as tortillas and produce at prices competitive with the country’s supermarkets.

    ', 'CBX RETAINED TO WORK WITH MEXICO’S LARGEST C-STORE GROUP --Consulting and strategy assignment addresses OXXO\'S foodservice offering', '', 'inherit', 'closed', 'closed', '', '1599-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 1599, 'http://cbx.cappendev.com/1599-revision-v1', 0, 'revision', '', 0), (2793, 1, '2018-09-27 17:58:03', '2018-09-27 17:58:03', 'Wellsley Farms and Berkley Jensen take center stage of simplified and enhanced brand program.\r\n\"BJ_fine_look_00013_RGB_Edit_150911_HiRes_sm\"\r\n\r\nHundreds of new Berkley Jensen and Wellsley Farms packages are hitting the shelves at BJ\'s Wholesale Club thanks to an own brands consolidation and redesign project in partnership with CBX, the brand agency and retail design consultancy.\r\n\r\nThe brand consolidation project streamlined the BJ\'s brand portfolio to create greater clarity, awareness, and focus, explained Kris Modugno, assistant vice president of own brands for BJ\'s Wholesale Club. \"Instead of managing ten separate own brands across multiple categories, as we did before, we have now rolled our food items into Wellsley Farms and our non-food items into Berkley Jensen –both have the strongest brand equity and loyalty among our Members. The result is a rationalized platform of own brands, which better positions BJ\'s Wholesale Club for future growth.\"\r\n\r\n\"BJ\'s Wholesale Club is at the forefront in terms of commitment to the quality of its own brands products, and they needed to design the brands strategically to more effectively communicate this reality,\" said Todd Maute, a partner and private label branding specialist at CBX. \"For both Wellsley Farms and Berkley Jensen, the new design systems created are consistent enough to provide impactful identities on shelf and flexible enough to speak to individual product features and benefits, as well as to specific consumer targets.\"\r\n\r\nTo enforce consistency, CBX used the pack as a vehicle for sharing stories about both the high-quality sourcing and certification of all Wellsley Farms products, and the best-in-class manufacturing methods and beneficial features of products in the Berkley Jensen line. That might mean emphasizing the German-engineered, triple-ply construction of stainless-steel cookware, or highlighting the responsibly-sourced, premium-quality seafood.\r\n\r\n\"This new approach will help educate our Members on how these own brands products meet their needs of value, freshness, selection and quality,\" said David Atkins, vice president of own brands for BJ\'s Wholesale Club.\r\n\r\nAs an organization, BJ\'s Wholesale Club showed extraordinary commitment to its own brands throughout this project, Maute noted. \"From senior management down to marketing and procurement, just about every department at BJ\'s was involved,\" he said. \"The support we received was thoughtful and broad-based. Clearly, BJ\'s is dedicated to maximizing the success of these brands.\"\r\n\r\nAlso seen in:\r\nMy Private Brand\r\nMass Market Retailers\r\nPackaging Strategies', 'CBX Revamps Own Brands Identities at BJ\'S Wholesale Club', '', 'inherit', 'closed', 'closed', '', '2134-revision-v1', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 2134, 'http://cbx.cappendev.com/2134-revision-v1', 0, 'revision', '', 0), (2794, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    New York, NY – August 13, 2009 – CBX, the New York-headquartered strategic branding firm, has appointed Kieran Jason Hackett, 38, to the new position of Senior Vice President, Brand Activation. Jason will work across CBX’s diversified base of clients to help bring brands to life in the physical environment.\r\n\"We are proud to offer our clients exceptional strategies and tactics for increasing consumer engagement and brand preference through environmental, merchandising and interactive design. The depth and breadth of Kieran’s experience will help our clients gain a valuable edge in a very competitive world,\" says Gregg Lipman, managing partner, CBX. \r\n\r\nJason comes to CBX from The Rockwell Group, the world-renowned design and architecture firm, where he held several positions since joining in 2003. Most recently he was Studio Leader, in charge of the firm’s brand activation capability. Prior to that, he was Managing Director, Studio Red, a multi-disciplinary design studio within The Rockwell Group. During his tenure at The Rockwell Group, Jason worked with such clients as, The Coca-Cola Company, McDonald\'s, P&G, Mercedes-Benz, Marriott Hotels and Resorts, Club Med and Jet Blue to create dynamic brand experiences across a variety of consumer touch-points. Jason\'s experience also includes several years with KPE, the pioneering interactive consultancy, where he was a Senior Strategist. \r\n\r\n\"With such a dynamic and diverse group of clients, I\'m looking forward to contributing my expertise to the rest of the CBX team,\" says Hackett.

    ', 'CBX Strategic Branding Introduces New Senior Vice President', '', 'inherit', 'closed', 'closed', '', '1631-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1631, 'http://cbx.cappendev.com/1631-revision-v1', 0, 'revision', '', 0), (2795, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    New York, NY — July 7, 2009 — To launch The LifeStyles® X2™ condom, the brand\'s newest condom offering and the first and only condom with The Excite™ gel/lubricant inside and out, CBX Strategic Branding built a high-octanebrand identity to capture the attention of young men eager for sexual adventure and safety.\r\nCBX created the \"X2\" sub-brand name and designed its sleek black packaging with red and yellow graphics — a design that projects dynamism and gives the brand a high-def, performance driven feel. The silver foil on each 12-pack carton conveys the premium nature of the product and the LifeStyles® brand. The \"X2\" condoms not only contain double-sided lubrication for increased sensation, but also L-Arginine enhanced gel for heightened sensation. L-Arginine is a natural supplement.\r\n\r\n\"The edgy brand name and the design were inspired by the X Games. The 18 to 24 year-old X2 consumer enjoys extreme adventures, and that\'s the feeling we were going for in the creative development,\" said Rick Barrack, Chief Creative Officer, CBX.\r\n\r\nThe timing is right for the introduction of a condom with a unique and stimulating selling proposition. In this economy, the condom category is robust. The Nielsen Company reports that sales of condoms in the U.S. rose 5% in the fourth quarter of 2008, and 6% in January vs. the same time periods the previous year.\r\n\r\n\"This condom delivers double the pleasure of heightened sensitivity and sensation. Its purpose is to make sex a lot more intense and exciting. The name, X2, and the packaging work together to project this message to the consumer,\" says Carol Carrozza at Ansell Healthcare Products, LLC.\r\n\r\nQualitative research indicated consumers spend six seconds making purchase decisions for condoms, so the package had to be dynamic and bold enough to stand out on shelf. LifeStyles is the third largest brand in the category, following Trojan and Durex. Lifestyle® X2™ condoms will be in stores summer 2009.\r\n\r\nAbout LifeStyles:\r\nBased out of Red Bank, NJ, LifeStyles Condoms (\"Lifestyles\") was launched in 1985 as a U.S. based consumer products division of a U.S. subsidiary of Ansell Limited, a global leader in healthcare barrier protective products with operations in the Americas, Europe and Asia. With over 20 styles of condoms and an assortment of other pleasure products on the market, LifeStyles and its affiliates are some of the leading distributors of sexual health and well-being products in the US and Canada. More information on LifeStyles can be found at www.lifestyles.com. For more information on Ansell and its other products, please visit www.ansell.com

    ', 'CBX Strategic Branding Brings High-Def To New Brand – X2 From LifeStyles', '', 'inherit', 'closed', 'closed', '', '1633-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1633, 'http://cbx.cappendev.com/1633-revision-v1', 0, 'revision', '', 0), (2796, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    Joon Kyu Whang NamedPresident/Managing Director\r\n\r\nNew York, NY – November 18, 2009 – CBX Strategic Branding is opening a new office in Seoul, Korea, named JMCBX, which will be part of its CBX Worldwide Partnership.\r\n\r\n\"Activity and growth in the Asian market, particularly in Korea, points to many new opportunities for us,\" says Owen Coleman, CEO of CBX.\r\n\r\nJoon Kyu Whang, a 24-year veteran of architecture and design for retail, hospitality, and entertainment venues, has been named President/Managing Director to lead the new office. Prior to joining CBX, Joon Kyu was Vice President/Managing Director at Robert Young Architects (RYA) Design Consultancy in New York and Seoul where he directed and managed Pacific Rim projects. He was also Regional Vice President/Executive Design Director at Walker Group/CNI in New York where he was involved in all aspects of developing new business, negotiation of fee proposals, and project concept design through construction administration.\r\n\r\nJoon Kyu has worked for international and domestic clients including Bloomingdale\'s, Marshall Field’s, Saks Fifth Avenue, Macy\'s, The Bon Ton, Lladro, Esprit, Wanamaker\'s, Myer Department Store, House of Fraser, HYUNDAI Department Store, Rodamco Asia, Shinsegae, The Galleria, Korea Life, Yongsan Station Mix-use Complex, Grand Hyatt Mirama Group, Westin Chosen Hotel, Sheraton Walker Hill Hotel, Washington Mutual Bank, and Wachovia Bank.\r\n\r\n\"Joon Kyu\'s ability to create unique environments, coupled with his international experience and versatility will help CBX\'s Korean office get off to a fast start, as well as bolster our initiatives around the globe,\" adds Gregg Lipman, Managing Partner, CBX.\r\n\r\nThis year’s competition brought thousands of entries from 37 countries and 37 U.S. states. Winners receive a Certificate of Merit and their designs are reproduced in the 400-page hardcover Creativity Awards Annual, published after the close of each year’s competition and sold in bookstores around the world.\r\n\r\nThe address of the new office is:\r\n5Fl,Yeji Bldg. #511\r\n641-11 Yeoksam-dong (460 Nonhyun-ro),\r\nGangnam-gu,\r\nSeoul,Korea 135-909\r\n\r\nFor information contact Joon Kyu Whang in Korea at 82 2 3016 4511, joon@cbx.com or, Dimitri Vermès in New York at 212.404.7974, dimitri@cbx.com', 'CBX Strategic Branding Opens Office in Korea', '', 'inherit', 'closed', 'closed', '', '1625-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1625, 'http://cbx.cappendev.com/1625-revision-v1', 0, 'revision', '', 0), (2797, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    New York, NY – March 10, 2009 – CBX, the New York-based strategic branding firm, has hired Matthew Norcia as an Account Director. In his new position, Matt will work with the CBX consumer, corporate and retail branding teams to ensure the development and execution of exceptional work for every client.\r\n\"Matt\'s style of account management is based on the desire to always over-deliver. He accomplishes this by providing sound strategic branding and design solutions for each and everyone of his clients,\" says Gregg Lipman, managing partner, CBX. \"We\'re pleased to have him on our team.\"\r\n\r\n\"Brand development and management is about bringing the challenges of our clients together with the knowledge and experience of the CBX team to create solutions that grow their business.\" says Norcia. Prior to joining CBX, Matt spent five years with Interbrand, most recently as Senior Business Development Leader for North America, where he served clients such as AT&T, Xerox, Intel, Procter & Gamble, NestlŽ, Kraft, Target, and Sears. Matt has a BA in religion, sociology and economics from Bowdoin College in Brunswick, Maine.

    ', 'CBX Strategic Branding Welcomes New Account Director', '', 'inherit', 'closed', 'closed', '', '1638-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1638, 'http://cbx.cappendev.com/1638-revision-v1', 0, 'revision', '', 0), (2798, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    New York, NY – June 16, 2009 – CBX, the New York-headquartered strategic branding firm, has hired Dimitri Vermés as Vice President, Business Development. In this new position, Dimitri will be responsible for growing and diversifying CBX’s retail portfolio.\r\n\"Bringing together business consulting, marketing strategy and creative implementation, CBX is able to provide the optimal solution for both retailers and consumer product goods manufacturers. Dimitri\'s extensive knowledge of retail design and success in managing cross-functional teams will make him a valuable asset,\" says Gregg Lipman, managing partner, CBX.\r\n\r\nPrior to joining CBX, Dimitri was Vice President of Robert Young Architects (RYA) Design Consultancy where he led new business efforts, marketing and communications for both the New York and Dallas offices. He was also a Partner and Vice President of Marketing for 8 years at GRID2 International, where he was responsible for new business and strategic branding efforts on an international level, including The Americas, Europe, the Middle East and Asia Pacific. He has worked with clients such as Cartier, Diageo, Pernod-Ricard, L\'Oreal, Hess, Giant Food, J.P. Morgan Chase, Procter & Gamble, Borders Books, Arby\'s and Duane Reade.\r\n\r\n\"I\'m energized by the diverse portfolio of great clients that CBX works with and I look forward to contributing my expertise in helping them continue to grow,\"

    \r\n', 'CBX Strategic Branding Welcomes New Vice President', '', 'inherit', 'closed', 'closed', '', '1634-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1634, 'http://cbx.cappendev.com/1634-revision-v1', 0, 'revision', '', 0), (2799, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    NEW YORK, NY--(Marketwire - Oct 3, 2012) - CBX, the strategic branding and retail design consultancy based here, took a top honor in Convenience Store News magazine\'s annual Retail Design Awards program. The firm was recognized for its work with Aloha Petroleum, Ltd., the Hawaii-based gasoline retailer and convenience store operator.\r\nThe winning entry is the Aloha Island Mart located on Waialae Avenue in the Kahala suburb of Honolulu, across from Kahala Mall. CBX won in the \"Sky\'s the Limit Remodel\" category, which included projects with budgets exceeding $250,000. Working with CBX, Aloha embarked in January 2011 on a five-year, $20-million-plus program to refresh and rebrand its Aloha Island Mart c-store chain.\r\n\r\nThe $2 million Kahala project involved the demolition and ground-up rebuild of the store, which would serve as the company\'s flagship location and design prototype. Re-opened in June 2011, the Kahala project represents the full scope of CBX\'s design assignment for Aloha, which included the 3,000-square-foot store\'s interior design as well as exterior architectural design, logo, fuel islands and canopy.\r\n\r\nNow in its seventh year, Convenience Store News\' Retail Design Awards program, honors convenience retailers who have created the most exciting, innovative and shopper-friendly looks for their stores. Entries are judged on innovation, creativity and the positive impact of the overall design on the business.\r\n\r\nCommenting on the project in its September 2012 issue, Convenience Store News noted: \"The c-store in the Honolulu suburb dated back to 1960 and contained only 750 square feet of main retail space. Despite its small size, this Aloha Island Mart was one of the company\'s highest volume stores.\r\n\r\n\"Today, the overall design taps into the company\'s Hawaiian roots: the store\'s exterior mimics the iconic plantation-style architecture found throughout the islands. The exterior also prominently displays the restyled Aloha logo on the facade, signage, gas canopy and fuel pumps,\" the magazine continued. \"Stepping inside, the new logo -- a stylized \'A\' floating in a field of watery blue and green -- calls attention to the foodservice areas. An abundance of natural light from the glass wall entrance and a series of bowl-shaped galvanized metal pendant lights contribute to the historic design aesthetic. In addition, an open ceiling emphasizes and enhances the store\'s open layout.\" Other design features include Oahu\'s first walk-in beer cave.\r\n\r\nThe magazine goes on to note that, at the suggestion of customers, Aloha added restrooms inside the store and, for the benefit of runners and bicyclists, doubled the number of water fountains outside the building.\r\n\r\nAloha was one of eight convenience stores from around the U.S. recognized in the September issue for outstanding store design and innovation. Winners and honorable mentions were named in categories for Best Original Store Design, Best Interior Design, Sky\'s the Limit Remodel and Best Mid-Budget Remodel. The competition also includes winners in specialty categories such as Best Foodservice Presentation and Best International Store Design.\r\n\r\nAbout Aloha Petroleum, Ltd.\r\n\r\nAloha Petroleum, Ltd. is an independently owned and locally operated fuel marketer/distributor and convenience store operator, with a history that dates back to the early 1900s. Aloha is the largest retail gasoline marketer in the state of Hawaii and was recently ranked 9th among Hawaii\'s Top 20 companies by Hawaii Business magazine. Currently, Aloha Petroleum serves Hawaii with more than 100 Aloha, Shell, and Mahalo branded retail fuel locations on the islands of Oahu, Maui, Kauai, and Hawaii (the Big Island).\r\n\r\n\r\nhttp://www.businessreviewusa.com/press_releases/cbx-takes-convenience-store-news-top-remodel-award-for-aloha-petroleum-in-hawaii', 'CBX Takes Convenience Store News\' Top Remodel Award for Aloha Petroleum in Hawaii', '', 'inherit', 'closed', 'closed', '', '1720-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1720, 'http://cbx.cappendev.com/1720-revision-v1', 0, 'revision', '', 0), (2800, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    NEW YORK, N.Y. (10/3/2012) — CBX, the New York based strategic branding and retail design consultancy, took a top honor in Convenience Store News magazine’s annual Retail Design Awards program. The firm was recognized for its work with Aloha Petroleum, Ltd., the Hawaii-based gasoline retailer and convenience store operator. \r\n The winning entry was the Aloha Island Mart located on Waialae Avenue in the Kahala suburb of Honolulu, across from Kahala Mall. CBX won in the “Sky’s the Limit Remodel” category, which included projects with budgets exceeding $250,000. Working with CBX, Aloha embarked in January 2011 on a five-year, $20-million-plus program to refresh and rebrand its Aloha Island Mart c-store chain. \r\n\r\nThe $2 million Kahala project involved the demolition and ground up rebuild of the store, which would serve as the company\'s flagship location and design prototype. Re-opened in June 2011, the Kahala project represents the full scope of CBX’s design assignment for Aloha, which included the 3,000-square-foot store’s interior design as well as it’s exterior architectural design, logo, fuel islands and canopy. \r\n\r\n Now in its seventh year, Convenience Store News’ Retail Design Awards program, honors convenience retailers who have created the most exciting, innovative and shopper-friendly looks for their stores. Entries are judged on innovation, creativity and the positive impact of the overall design on the business. \r\n\r\n Commenting on the project in its September 2012 issue, Convenience Store News noted: “The c-store in the Honolulu suburb dated back to 1960 and contained only 750 square feet of main retail space. Despite its small size, this Aloha Island Mart was one of the company’s highest volume stores. “Today, the overall design taps into the company’s Hawaiian roots: the store\'s exterior mimics the iconic plantation-style architecture found throughout the islands. The exterior also prominently displays the restyled Aloha logo on the facade, signage, gas canopy and fuel pumps.” The magazine continued: “Stepping inside, the new logo – a stylized \"A\" floating in a field of watery blue and green – calls attention to the foodservice areas. An abundance of natural light from the glass wall entrance and a series of bowl-shaped, galvanized metal pendant lights contribute to the historic design aesthetic. In addition, an open ceiling emphasizes and enhances the store’s open layout.” Other design features include Oahu’s first walk-in beer cave. \r\n \r\n The magazine goes on to note that at the suggestion of customers, Aloha added restrooms inside the store and, for the benefit of runners and bicyclists, doubled the number of water fountains outside the building. \r\n\r\n Aloha was one of eight convenience stores from around the U.S. recognized in the September issue for outstanding store design and innovation. Winners and honorable mentions were named in categories for Best Original Store Design, Best Interior Design, Sky\'s the Limit Remodel and Best Mid-Budget Remodel. The competition also includes winners in specialty categories such as Best Foodservice Presentation and Best International Store Design.\r\n\r\n About Aloha Petroleum, Ltd. \r\n\r\n Aloha Petroleum, Ltd. is an independently owned and locally operated fuel marketer/distributor and convenience store operator, with a history that dates back to the early 1900s. Aloha is the largest retail gasoline marketer in the state of Hawaii and was recently ranked 9th among Hawaii’s Top 20 companies by Hawaii Business magazine. Currently, Aloha Petroleum serves Hawaii with more than 100 Aloha, Shell, and Mahalo branded retail fuel locations on the islands of Oahu, Maui, Kauai, and Hawaii (the Big Island).\r\n \r\n About CBX\r\n \r\n CBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n', 'CBX Takes Convenience Store News\' Top Remodel Award For Aloha Petroleum in Hawaii', '', 'inherit', 'closed', 'closed', '', '1774-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1774, 'http://cbx.cappendev.com/1774-revision-v1', 0, 'revision', '', 0), (2801, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', 'CBX, the brand agency and retail design consultancy headquartered here, took home two awards in the newly-created Verbal Identity Category at the 2016 LIA Awards.\r\nFormerly known as the London International Advertising Awards, the LIA is a worldwide awards program honoring legends, pioneers and embodiments of excellence in advertising, digital, production, design, music and sound, and technology. In addition to Verbal Identity, awards are presented in 15 other categories, including billboard, branded entertainment, digital, print, radio & audio, and TV/cinema/online film.\r\n\r\nWithin the Verbal Identity category, CBX competed against multiple entrants from agencies throughout the world and garnered Silver awards in both the Naming and Tone of Voice sub-categories. Additionally, a third CBX project was a finalist in Tone of Voice.\r\n\r\nIn Naming, the firm was honored for the development of the brand name Yesway, for a new Des Moines, Iowa-based convenience store chain. “Across America, you either find run-down, old-school gas stations or newfangled artisanal c-stores with made-to-order menus, but nothing in the middle,” said Rachel Bernard, CBX Vice President, Verbal Strategy. “That began to change when Brookwood Financial started acquiring a number of stations in the Midwest, looking to capture a more middle-of-the-road market. The result? Yesway – a simpler, easier, friendlier experience created from the ground up, from the name to the environment to the offer.”\r\n\r\nIn Tone of Voice, CBX was honored for its work for She Should Run, a nonprofit organization committed to advancing women and girls in public leadership. “The simultaneous broadening and diversification of She Should Run’s programs, combined with the meteoric success of programs like ‘Ask a Woman to Run’ and ‘See Joan Run,’ added even more complexity to the nonprofit’s existing communication challenges,” explained Lesley Stordahl, CBX Creative Director. “It needed a unifying messaging and voice framework to deliver clear, consistent and compelling communications. Understanding the barriers female candidates face was key to sharpening the brand’s voice to hit the communications that best motivate women to get in the race. The voice builds on the urgency and passion that women can bring to politics by breaking down these barriers, and rallies them to come forward and be heard. The new She Should Run voice establishes a clear direction for the future – inspiring new generations of women and girls to pursue a more perfect union,”\r\n\r\nThe firm was also named as a finalist in Tone of Voice for its “Deep-Rooted Beauty Care” re-branding of Hain Celestial’s Avalon Organics line of certified organic products. In addition to creating new packaging, design, tagline and nomenclature systems for Avalon’s five product lines, CBX’s team built a brand book; clarified Avalon Organics® brand personality and behaviors; defined the brand’s visual and verbal principles with expansive voice guidelines for use in social media and other communications, and conducted internal training to support writing around the new master brand.\r\n\r\nThis year, The LIA added Verbal Identity as a category, with sub-categories for Naming, Tone of Voice, Tagline/Endline, and Copywriting. This followed a campaign launched last year by CBX Managing Partner & CEO Gregg S. Lipman, which included a full-page ad in Advertising Age urging major industry awards programs to begin honoring creative agencies for their hard work and creativity in the naming arena.', 'CBX Takes Home Two Awards at 2016 LIA Competition in Newly-created Verbal Identity Category', '', 'inherit', 'closed', 'closed', '', '2281-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 2281, 'http://cbx.cappendev.com/2281-revision-v1', 0, 'revision', '', 0), (2802, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', 'Philabundance pursuing new model to serve people in need in Delaware Valley food deserts through attractive, convenient and friendly stores.\r\nCBX, the brand agency and retail design consultancy based in New York, has been retained by hunger relief organization Philabundance to design a prototype for Fare & Square, a not-for-profit grocery store slated to open this summer in Chester, Pa.\r\n\r\nFare & Square will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester--one of the 35 food deserts in the Delaware Valley according to the USDA--the access to “good food right around the corner” that has not been available since the town’s last full-scale grocer closed in 2001.\r\n\r\nPhilabundance recently purchased the town’s former grocery building at 3109 West 9th St., and gave CBX the assignment to create a colors and materials palette as well as signage and graphics for the 13,000-square-foot store. CBX will also design perimeter departments and the store’s center core. All creative work will be based on collaboration between CBX and Philadelphia-based LevLane Advertising, which designed the Fare & Square logo with Philabundance. The colorful logo features a simple drawing of a purple carrot (with green tops attached) and the words “Fare & Square” set in an outlined box with rounded edges, plus the tagline “good food right around the corner.”\r\n\r\n“We’ll be drawing heavily on both the Fare & Square brand direction as envisioned by LevLane and the existing supermarket footprint of the Chester space,” said Joseph Bona, president of CBX branded environments. The design will incorporate functional merchandise fixtures, flooring, lighting and signage.\r\n\r\nUnder its not-for-profit grocery store model, Fare & Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way. One notable aspect of the overall design “is that it will reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” Bona explained. “Ultimately, we’re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection.”\r\n\r\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley. “Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of the Philadelphia-based organization. “Philabundance has worked on this concept for five years, and we are thrilled to see it coming to fruition to help the residents of Chester.”\r\n\r\nAbout Philabundance:\r\n\r\nPhilabundance reduces hunger and food insecurity in the Delaware Valley by providing food access to people in need in partnership with organizations and individuals. Philabundance provides a full plate of services through neighborhood distribution programs and a network of close to 500 member agencies in 9 counties. Philabundance serves approximately 65,000 people per week at a cost of 50 cents per meal. There are more than 900,000 people in the Delaware Valley who are at risk for chronic hunger and malnutrition. In 2011, Philabundance distributed 21 million pounds of food. For more information about Philabundance, visit www.philabundance.org or call 215-339-0900. Visit us on Facebook, Facebook.com/Philabundance and follow us on Twitter, Twitter.com/Philabundance. If you or someone you know is in need of food assistance, please call Philabundance’s Food Help Line, 800-319-Food (3663).', 'CBX Tapped to Design Prototype for Fare & Square', '', 'inherit', 'closed', 'closed', '', '1798-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1798, 'http://cbx.cappendev.com/1798-revision-v1', 0, 'revision', '', 0), (2803, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', 'Design and Branding Initiative Focuses on Next-Generation Approaches to the C-Store Experience\r\nGlobal brand agency CBX will help Friendly Express update the design and branding of its 42-store network of community-focused convenience stores in southeast Georgia.\r\n\r\n\"Friendly Express, which has been in business for more than 25 years, is known for its strong commitment to the communities it serves,\" said Joseph Bona, President of Branded Environments at CBX, which has extensive experience in the energy and convenience store channel. \"In keeping with that commitment, the company\'s management team is eager to exceed customer expectations by working with CBX to adopt next-generation approaches to the c-store experience.\"\r\n\r\nUnder the assignment, the firm will update the chain\'s logo and redesign the interiors and exteriors of its convenience stores, which range in size from 2,000 to 3,500 square feet. Friendly Express stores, which also offer gasoline, are located in several different southeast Georgia communities, including Waycross, Jesup, Folkston, Brunswick, and St. Simons Island.\r\n\r\n\"The strategic goals here include bolstering design and branding elements of important categories and areas of the store,\" Bona noted. \"In particular, we will be working with the company to improve and highlight the coffee and overall foodservice experience.\" This is in keeping with broader trends across the U.S. c-store sector, in which higher-quality foodservice is one of the biggest growth areas, he added. \"Nowadays, consumers expect more from convenience stores, in part because so many players out there -- names like Wawa, RaceTrac, Sheetz and Thorntons -- continually seek to innovate and push the boundaries,\" Bona said.\r\n\r\nBut CBX will not need to create new brands from scratch: Friendly Express has already scored a hit with its loyal customers through its proprietary and locally produced DeDe\'s doughnut brand. \"There is an authenticity to DeDe\'s, and we might well incorporate elements of this story into the rebranding project,\" Bona said. \"Today\'s c-stores really need to \'own\' coffee and bakery and, among other improvements, we aim to help Friendly Express do precisely that.\"\r\n\r\nMany of Friendly Express\' rural stores already serve as community focal points where people congregate, eat and shop, noted David Weinberger, VP, Engagement Director at CBX. \"I visited one store that had a separate dining area, which is unusual even for many of today\'s best-known c-store chains,\" he said. \"That speaks to the already strong commitment to food at Friendly Express.\"\r\n\r\n\"Friendly Express is excited to team up with such a reputable company as CBX,\" said Danny Smith, CEO of Friendly Express. \"After checking their references and meeting with them personally, we realized they have a passion for what they do and a willingness to do whatever it takes to deliver on their service. They understand our business, our financial challenges and our desire to evolve without reinventing ourselves. Most importantly, they listen and they always, always ask questions to better understand what we want to be when we grow up.\"\r\n\r\nAbout Friendly Express\r\nFriendly Express is a community-focused convenience store network with 42 locations across southeast Georgia. As befits its name, the company is known for its friendly customer service as well as its strong commitment to local communities: From providing coats for children in need, to supporting research to fight breast cancer, giving back to the southeast Georgia community is one of Friendly Express\' top priorities. The company, which traces its origins to Lewis Oil Company (now Lewis and Raulerson, Inc.), has operated in southeast Georgia for more than 25 years.\r\n\r\nAs seen in:\r\nYahoo Finance\r\ndesign:retail', 'CBX to Help Friendly Express Update Its Georgia C-Store Network', '', 'inherit', 'closed', 'closed', '', '1919-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1919, 'http://cbx.cappendev.com/1919-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2804, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    NEW YORK (5/18/2010)–CBX, the strategic branding and retail design consultancy, will be a sponsor at the Intercontinental Group of Department Stores’ Global Department Store Summit (GDSS) taking place in New York City on June 10-11.\r\nOrganized by the Intercontinental Group of Department Stores in cooperation with Saks Fifth Avenue, GDSS is the department store industry\'s biggest event and serves as the industry platform for CEOs of leading department stores, suppliers and vendors, as well as major stakeholders from finance and retail real estate.\r\n\r\nThis year\'s GDSS will feature presentations and panel discussions by retail industry leaders from around the world on the topic, \"Winning in the New Retail Environment.\" Scheduled speakers include CEOs and Executive Chairmen from such retailers and key vendors as Macy\'s, Saks Incorporated, J.C. Penney, Polo Ralph Lauren, Coach, Estee Lauder, and Harrah’s Entertainment in the U.S.; Hudson\'s Bay Company in Canada; Marks & Spencer in the United Kingdom; La Rinascente in Italy; V&D in The Netherlands; Boyner Department Stores in Turkey; and Rustan\'s Supercenters in The Philippines.\r\n\r\n\"IGDS is committed to engaging leaders of different retailers around the world to share information with one another and take these lessons back to their own businesses,\" notes Joseph Bona, the veteran retail designer who serves as president of CBX\'s Retail Division. \"CBX believes in this commitment to excellence and our sponsorship of this year\'s Global Department Store Summit is a perfect match for our two philosophies.\" CBX will be joined by MasterCard Advisors, Aldar, Checkpoint, Desigual, Esteee Lauder Companies, Kurt Salmon Associates, and Pasaya as sponsors of the event.

    \r\n', 'CBX to Sponsor IGDS Global Department Store Summit', '', 'inherit', 'closed', 'closed', '', '1616-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1616, 'http://cbx.cappendev.com/1616-revision-v1', 0, 'revision', '', 0), (2805, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', 'Global branding industry should do more to honor the most creative and successful naming and verbal identity projects, says Gregg S. Lipman, CEO of the New York-based brand agency.\r\nEach year naming experts at brand agencies across the globe spend countless hours working to develop verbal identities for a dizzying array of corporations, products and brands. And yet major industry awards programs continue to ignore the foundational role of naming in the brand-building process, said Gregg S. Lipman, CEO and Managing Partner of CBX, the New York-based brand agency and retail design consultancy.\r\n\r\n\"Nothing is as foundational to a brand as its name,\" Lipman said. \"So why don\'t programs like Cannes Lions and CLIO honor creative agencies for their work on naming? On behalf of all of those who value the critical role of verbal identity in the branding process, we at CBX are calling for a change.\"\r\n\r\nEarlier this month, CBX took out a full-page advertisement inAdvertising Age in which Lipman urged major industry awards programs to begin honoring creative agencies for their hard work and creativity in the naming arena. Verbal identity, Lipman noted, is the most enduring aspect of any brand and is therefore every bit as worthy of recognition, if not more so, as a visually attractive logo or clever ad campaign. \"Without verbal identity, there would be no identity at all,\" Lipman wrote. \"No big idea. No creative campaigns. No trophies in the lobby.\"\r\n\r\nSpecialists in CBX\'s Naming and Verbal Identity group have created hundreds of names from scratch for a raft of corporate, service and product brands. Recent examples include everything from corporate to consumer: Big Heart Pet Brands (the world\'s largest standalone pet food and snacks company); Brew York City (Duane Reade\'sgrowler bar brand); Nice (a Walgreens private label brand); and Topaz (an Irish fuel brand), to mention just a few. \"When they \'nail it\' and come up with the perfect name for a brand, naming experts at firms like CBX get plenty of recognition from clients, but to date there has been no way for them to receive formal recognition from their peers,\" Lipman said. \"This could be easily remedied, which is why we are taking the unusual step of publicly calling for the addition of awards categories for naming and verbal identity.\"\r\n\r\nLipman pointed to the importance of naming in other creative arenas—from Hollywood, to the music industry, to book publishing.\r\n\r\n\"There\'s a reason Ernest Hemingway agonized over the title of The Sun Also Rises; a far cry from its original title Fiesta. This was the quintessential novel of the Lost Generation, and so the title had to be perfect,\" Lipman said. \"What would have happened if \'The Beatles\' had stuck with \'The Quarrymen?\' After Prince changed his name to a visual symbol, he had to go back to \'Prince\' because no one knew what to call him anymore. Simply put, naming matters—and this is every bit as true in the world of branding as it is in other realms.\"\r\n\r\nThe wrong name is like an unstable foundation, whereas a strong verbal identity serves as a solid platform for great brand-building campaigns for years, decades or even centuries to come, Lipman added. \"Campaigns last only as long as the media buy, and even logos and fonts evolve and change with time,\" he said. \"Names endure. And you have one shot to get it right. They are often multigenerational. Your great-grandfather probably wore Levi\'s.\"', 'CBX Urges Wider Recognition Of Naming\'s Role In The Brand-Building Process', '', 'inherit', 'closed', 'closed', '', '2086-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 2086, 'http://cbx.cappendev.com/2086-revision-v1', 0, 'revision', '', 0), (2806, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', 'Dave Weinberger, vice president and engagement director at brand agency and retail design consultancy CBX, was named to design:retail magazine\'s \'40 Under 40\' list of the top young professionals in the retail design community.A branding and identity expert, Weinberger leads interdisciplinary teams at CBX on retail, consumer and corporate initiatives. \"His leadership and teams have been instrumental in helping craft strong initiatives for brands like Duane Reade, Chase and The Home Depot,\" the magazine writes in its May 2015 issue. \"Weinberger is considered an expert in the energy and convenience channel, having worked with national brands like Hess, Wawa and PetroChina.\"\r\nIn addition to the aforementioned brands, over the course of his career at CBX and other global branding agencies, Weinberger has designed and directed programs around the world for such major corporations as Sunoco, BP, PKN Orlen, Marriott, Statoil, Kimberly-Clark, Quintiles, General Motors, and Western Union.\r\nWeinberger\'s work and writing have been featured in numerous publications, blogs and books. He has won multiple creative awards and been invited to speak before several university, industry and professional groups.\r\n\"I\'m thrilled that Dave has been recognized by the design community as one of the next generation of design leaders,\" said Joseph Bona, President of Branded Environments at CBX. \"Having worked with Dave across many different geographies and cultures, I\'ve seen him develop into a true student of the world, learning how to adapt and respond to a wide variety of unique creative challenges. His passion for design and positive team approach provides inspiration and guidance to the generation behind him, and lays the foundation for his continued growth and creative leadership for years to come.\"', 'CBX V.P. Dave Weinberger Named to design:retail\'s \'40 Under 40\'', '', 'inherit', 'closed', 'closed', '', '2100-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 2100, 'http://cbx.cappendev.com/2100-revision-v1', 0, 'revision', '', 0), (2807, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', 'Dave Weinberger, vice president and engagement director at brand agency and retail design consultancy CBX, was named to design:retail magazine\'s \'40 Under 40\' list of the top young professionals in the retail design community.\r\nA branding and identity expert, Weinberger leads interdisciplinary teams at CBX on retail, consumer and corporate initiatives. \"His leadership and teams have been instrumental in helping craft strong initiatives for brands like Duane Reade, Chase and The Home Depot,\" the magazine writes in its May 2015 issue. \"Weinberger is considered an expert in the energy and convenience channel, having worked with national brands like Hess, Wawa and PetroChina.\"\r\n\r\nIn addition to the aforementioned brands, over the course of his career at CBX and other global branding agencies, Weinberger has designed and directed programs around the world for such major corporations as Sunoco, BP, PKN Orlen, Marriott, Statoil, Kimberly-Clark, Quintiles, General Motors, and Western Union.\r\n\r\nWeinberger\'s work and writing have been featured in numerous publications, blogs and books. He has won multiple creative awards and been invited to speak before several university, industry and professional groups.\r\n\r\n\"I\'m thrilled that Dave has been recognized by the design community as one of the next generation of design leaders,\" said Joseph Bona, President of Branded Environments at CBX. \"Having worked with Dave across many different geographies and cultures, I\'ve seen him develop into a true student of the world, learning how to adapt and respond to a wide variety of unique creative challenges. His passion for design and positive team approach provides inspiration and guidance to the generation behind him, and lays the foundation for his continued growth and creative leadership for years to come.\"', 'CBX V.P. Dave Weinberger Named to design:retail\'s 40 Under 40', '', 'inherit', 'closed', 'closed', '', '2101-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 2101, 'http://cbx.cappendev.com/2101-revision-v1', 0, 'revision', '', 0), (2808, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', 'Convenience store and retail designer CBX was named Design Firm of the Year in Display & Design Ideas magazine\'s Portfolio Awards 2013. The New York-based brand agency and retail design consultancy, which is celebrating its 10th anniversary this month, was also lauded for its contribution to one of the Best Store Designs of the Year--the redesign of Saks Fifth Avenue\'s men\'s store in Beverly Hills, Calif.\nDDI\'s annual Portfolio Awards are the result of a reader-driven survey in which high-level retail and contract design professionals offer their picks for the best in design and branding over the past year.\n\nCBX was recognized for work on such diverse projects as Duane Reade\'s New York City stores; Lord & Taylor, metro Philadelphia; Saks Fifth Avenue\'s Beverly Hills men\'s store; Radio Shack locations across the United States; and the Terpel convenience stores and fuel centers in Columbia.\n\nIn the \"Best Store Designs of the Year\" category, the firm was recognized for its contribution to the transformation of Saks\' men\'s store in Beverly Hills into The Fifth Man, a 54,000-square-foot, four-level lifestyle store. The project was led by Saks\' in-house design team with the assistance of CBX and Los Angeles-based Marmol Radziner.\n\nCBX is celebrating the brand agency\'s 10th anniversary this month and reflecting back on a decade of growth in the areas of consumer branding, corporate branding and retail environments. The agency was founded in 2003 by four of the partners who continue in senior leadership roles today--Gregg Lipman, managing partner; Nancy Brown, managing director/partner; Rick Barrack, chief creative officer/partner, and Richard Villante, partner. A fifth partner, Todd Maute, chief retail officer, joined the firm in 2007.\n\nToday, CBX is based in New York\'s Flatiron District, with another office in Minneapolis, and has more than 130 employees. Nearly a quarter of these professionals have been with the firm for more than seven years, Lipman said.\n\n\"By pushing the bounds of creativity to help our clients innovate and expand, we have grown tremendously over the past decade--personally, professionally and as a company,\" he said. \"But to a remarkable extent, our evolution has and continues to be client-driven. During an early-stage planning session years ago, we asked, \'What does CBX want to be when it grows up?\' We continue to believe in our answer: \'We will go where our clients allow us and trust us to go.\'\"\n
    \n\nhttp://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/cbx-wins-design-firm-year-honor?utm_source=SilverpopMailing&utm_medium=email&utm_campaign=Daily%20News%2010-04-2013%20%281%29&utm_content=&spMailingID=43153793&spUserID=MjU0MDQ1OTQxMTgS1&spJobID=206166616&spReportId=MjA2MTY2NjE2S0', 'CBX Wins Design Firm of the Year Honor', '', 'inherit', 'closed', 'closed', '', '1863-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1863, 'http://cbx.cappendev.com/1863-revision-v1', 0, 'revision', '', 0), (2809, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', 'CBX, the brand agency and retail design consultancy, received five awards in Graphic Design USA’s American Package Design Awards 2015 competition.\r\nThe firm was honored for its work on behalf of a range of clients in the beauty and personal care; home, garden and industrial; health and wellness; posters, displays and kiosks; and wine, beer and liquor categories.\r\n\r\nThe editors recognized CBX for its work on behalf of Amway’s Satinique line of hair care products, Prestige Brands’ Little Remedies, ASICs Super J Display, Scotts Miracle-Gro’s new Nature’s Care product line, as well as for the new line of LIQS pre-made cocktail shots.\r\n\r\nConducted by the editors at Graphic Design USA, The American Package Design Awards have recognized excellence in packaging for over five decades. The competition, one of the fastest-growing, generated over 2,000 entries this year.\r\n\r\n\"Satinique_Shampoo_LL\" \"LilRemedies_LL_1\"\"ASICS_Dsply_3\" \"MG \"LIQS_LL_1_alt3\"', 'CBX Wins Five Awards In American Package Design Competition', '', 'inherit', 'closed', 'closed', '', '2133-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 2133, 'http://cbx.cappendev.com/2133-revision-v1', 0, 'revision', '', 0), (2810, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    New York, NY, April XX, 2012 – CBX, the brand agency, was awarded gold in the Shelf-Stable Foods category for its design of the Walgreens new store brand Nice! in the first-ever Store Brand Packaging Awards sponsored by Progressive Grocer’s Store Brands. The Nice! brand includes more than 400 grocery and household products. \r\nThe Store Brand Packaging Awards was created to find the “best of the best” in new store brand packaging – packaging that not only looks beautiful and functions well, but also does a great job in conveying the product’s message to consumers.\r\n\r\nThe winning package designs will be featured in the June 2012 issue of Progressive Grocer’s Store Brands. \r\n\r\n\r\nAbout CBX: \r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly Clark, A&P, Pathmark, Saks Fifth Avenue Off Fifth, Lord and Taylor, Wawa, Sunoco, and Petro China. In addition to its New York City headquarters, CBX has offices in San Francisco and Minneapolis, and with the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London, Amsterdam and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n', 'CBX Wins Gold in 2012 Store Brand Packaging Awards', '', 'inherit', 'closed', 'closed', '', '1770-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1770, 'http://cbx.cappendev.com/1770-revision-v1', 0, 'revision', '', 0), (2811, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', 'Firm cited in from Graphic Design USA’s American Package Design Awards 2016 and Vertex Awards competitions. \r\nCBX, the brand agency and retail design consultancy, was honored for its work on behalf of a variety of clients in Graphic Design USA’s 2016 American Package Design Awards and The Vertex Awards, a global competition devoted exclusively to the art of private brand package design.\r\n\r\nThe American Package Design Awards, a national design competition conducted by the editors of Graphic Design USA, recognized CBX for its work on behalf of Proctor & Gamble’s The Art of Shaving Lexington Razor in the Beauty and Personal Care category, and for the redesign of TOMY’s The First Years line of infant and child products in the Babies & Children category.\r\n\r\nIn the Vertex program, CBX was recognized in the Redesigned Brand Category with Silver and Bronze awards, respectively, for its work on BJ’s Wholesale Club’s Berkley Jensen line of laundry detergents and fabric softeners, and BJ’s Wellsley Farms grocery items. The Vertex Awards were created by Christopher Durham, the founder of My Private Brand and the vice president of retail brands at Theory House, and Phil Russo, the publisher of Global Retail Brands. Entries are judged by a panel of industry experts from around the world, with awards based on creativity, marketability, and innovation.\r\n\r\nSee the work:\r\n\r\n\"Taos_IL_5397_B\"\"First_Years_IL_5339_B\"\r\n\r\n\"BJ_Laundry_00070v1_RGB_Edit_HiRes\" \"4_WF_dried_fruit_HR\"', 'CBX Wins Multiple Honors In Top Package Design Competitions', '', 'inherit', 'closed', 'closed', '', '2177-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 2177, 'http://cbx.cappendev.com/2177-revision-v1', 0, 'revision', '', 0), (2812, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', 'Brand Agency Reframes Avalon Organics® Brand Positioning and Meaning, and Creates New Packaging for Its Certified-Organic Skincare, Hair Care and Bath and Body Products\r\nBrand agency and retail design consultancy CBX has rebranded Avalon Organics®, one of the first brands to offer a full line of certified-organic products, giving the brand a fresh perspective for a new era.\r\n\r\nAvalon Organics® brand got its start back when organic personal care products were primarily purchased by well-educated, high-income females in their 30s or 40s with children, noted Gregg Lipman, Managing Partner at CBX. \"Avalon Organics® earned a reputation for offering the highest-possible quality personal care products,\" he said. \"As the consumer has evolved, Millennial and Gen X women crave an emotional connection \'beyond organic.\' It was time to clarify Avalon Organics® brand story for today.\"\r\n\r\nToward that end, CBX experts in branding, design strategy and verbal strategy relied on extensive consumer conversations as they reframed the brand with the Personal Care team at Hain Celestial. In addition to creating new packaging, design and nomenclature systems for Avalon\'s five product lines, the team built a brand book; clarified Avalon Organics® brand personality and behaviors; defined the brand\'s visual and verbal principles with expansive voice guidelines for use in social media and other communications, and conducted internal training to support writing around the new master brand.\r\n\r\nMultiple research sessions conducted by CBX revealed the extent to which Avalon Organics® consumers had shifted to what the CBX team came to classify as \"Modern Holistics\" -- including contemporary Gen X or Millennial consumers who crave an emotional connection, in addition to caring about the safety and quality of the beauty products they use. \"It is always critically important to consider where a brand is in relation to culture,\" he said.\r\n\r\n\"CBX\'s research process engaged women in conversations about the role of beauty in their lives and focused on beauty-themed stories to discern the specific language that most resonated with them,\" Lipman explained. \"The idea of \'consciousness\' is important to the Avalon Organics® brand, but we wanted to uncover the nuances of this,\" he said. \"What is consciousness in this context? Is it organic and apothecary-esque, or is it something that can look just plain natural? Is it about how people treat themselves, or is it more about the environment? We explored it all.\"\r\n\r\nWhat emerged was consumers\' appreciation for beauty that is beyond skin deep, Lipman related. \"It was really important to them that it was deep, stable and all-encompassing,\" he said.\r\n\r\nThe new packaging CBX designed for Avalon Organics® shampoos, conditioners, moisturizers and other products -- including those belonging to its Intense Defense and Wrinkle Therapy lines -- are now hitting store shelves nationwide. \"We did a wholesale change from the Avalon Organics® brand\'s previous look, although we did preserve important equities such as the green bottle color,\" said Rick Barrack, Chief Creative Officer and Founding Partner. \"When we tested the new look, we absolutely exceeded expectations. Consumers indicated they would purchase the products more frequently as a result of these changes.\"\r\n\r\n\"On the new packs, the botanicals are hero to emphasize brand expertise in formulating the right, organic ingredients,\" he noted. \"We revolutionized the design -- from the bottle, to the logo, to the graphics, to the typography. The focus was on purifying the design to communicate to consumers that the product is better for you because it\'s Avalon Organics®.\"\r\n\r\nFunctionally, the design helps consumers better understand the product\'s botanical origins, what it does and its specific benefits, Barrack added.\r\n\r\n\"We wanted to make a big deal out of transparency and owning the brand colors for more impact at shelf,\" Barrack said. \"It\'s a crowded category, so brand-blocking was important. The transparent label and clear logo makes a big statement that Avalon Organics® brand is not standing in the way of nature, but is providing the expertise to make beauty products that work.\"\r\n\r\nAlso seen in:\r\nBrand Packaging\r\nHappi', 'CBX Works With Hain Celestial on Avalon Organics® Brand Positioning', '', 'inherit', 'closed', 'closed', '', '2165-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 2165, 'http://cbx.cappendev.com/2165-revision-v1', 0, 'revision', '', 0), (2813, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    New York, NY (4/23/10) -- CBX, the strategic branding and retail design consultancy based in New York, today announced that Vice President Dimitri Vermès has been named to VMSD magazine\'s editorial advisory board, an elite group of retail design industry leaders.\r\nVermès recently joined CBX as vice president of its Retail Division. Prior to that, he served as vice president with RYA Design Consultancy, where he led new business development efforts, marketing and communications for both the New York and Dallas offices. Before joining RYA, Vermès spent nearly nine years at GRID 2 Int\'l, beginning as vice president of marketing and later promoted to partner. At GRID 2, he was responsible for new business and strategic branding efforts on an international level, including the Americas, Europe, the Middle East and Asia Pacific. Over the course of his career, Vermès has worked with such clients as JP Morgan Chase, Commerce Bank, Cartier, Diageo, Pernod Ricard, L\'Oréal, Hess, Giant Food, UPS, Procter & Gamble, Borders Books, Arby\'s and Duane Reade.\r\n\r\nBased on his extensive retail design experience, Vermès was tapped to actively assist VMSD in its efforts to serve the industry. By participating in surveys and informal conversations with the magazine\'s editors, VMSD\'s advisory board helps chart the magazine\'s overall direction and content by identifying developing trends in the areas of architecture, design, planning, fixturing, lighting, and materials. The magazine also reports on the latest in visual merchandising, customer service and amenities as well as graphics, packaging and branding.\r\n\r\nOver the next year, Vermès will also participate in published interviews for print and online, and participate in the magazine\'s annual International Retail Design Conference and several other editorial board meetings. \"I\'m pleased to help VMSD shape its editorial content to reflect the changing and challenging retail industry,\" said Vermès, who has been quoted in such publications as The New York Times, Kiplinger\'s, Furniture Today, Rapaport Diamond Report, as well as VMSD.\r\n\r\nKristin D. Godsey, VMSD\'s associate publisher and executive editor, added: \"Over the years, this group has become an invaluable part of VMSD\'s strategic planning. The board members themselves benefit from increased visibility as influential retail leaders, while forging solid, lasting relationships with their peers.

    ', 'CBX\'S Dimitri Vermes Named to VMSD\'S Editorial Advisory Board', '', 'inherit', 'closed', 'closed', '', '1619-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1619, 'http://cbx.cappendev.com/1619-revision-v1', 0, 'revision', '', 0), (2814, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    -- New design to roll out to over 200 PRIMAX fueling locations in Peru and Ecuador\r\nLIMA, Peru (6/12/08)-- PRIMAX recently unveiled the first of its Listo! convenience store sites here at its PRIMAX-branded fuel center, representing a comprehensive strategic brand positioning, corporate identity program and retail design prototype all directed by New York-based CBX.\r\n\r\nSpanish for \"quick,\" the Listo! c-store brand was created for PRIMAX, a new fuel brand designated after the company acquired 165 former Shell locations in Peru and 60 in Ecuador. The Lima location will set the stage for a rebranding of those locations over an evolving timeframe, said Joseph Bona, president of CBX\'s retail division.\r\n\r\nBona noted that the resulting design stresses \"quick and convenient,\" while also conveying a contemporary and warm feel. The exterior incorporates an angular canopy over the forecourt, combining industrial metal with brick and floor-to-ceiling glazing. \"The effect is at once modern and dynamic,\" Bona explained. \"And the store\'s curved streetfront elevation allows the interior to project through to the street, drawing attention inside to the colorful and light-filled space.\" Overhead, translucent acrylic ceiling panels in the main sales area create a reflective surface, amplifying the illusion of height and brightness.>br/>\r\nIn the foodservice area, the CBX design team featured elements tailored for the local market. \"We wanted guests to view Listo! as a destination for food and beverages while projecting an \'authentic\' food experience,\" Bona said. Warm wood floors highlight foodservice seating and the wine department, while hues of soft ochre and cappuccino used throughout the prepared food area create a warm and appetizing shopping experience. Overhead, darker ceiling panels used over the seating area and service counters help create an intimacy not found in typical c-stores. Playful food icons repeated on upper-level fascia in this area reinforce the service offering and create an overall pattern.\r\n\r\nThose icons are also found on the grocery side of the store, where customers can grab a cold beverage or other staple items. Here, the palette shifts to a soft azure to help differentiate the planned-purchase section of the store from the prepared to-go food area.\r\n\r\nThe Lima unit also features a full-service Banco Credito bank inside, which aids in making Listo! a destination, Bona said, and serves to drive foot traffic. Located at the furthest point from the entrance, the bank\'s corner location leads customers through the entire store, thereby exposing them to Listo!’s full range of merchandise.\r\n\r\nAbout PRIMAX\r\n\r\nAn independent oil and gas marketing company headquartered in Lima, Peru, PRIMAX supplies a network of more than 350 petroleum and convenience retail sites, including its PRIMAX fuel and convenience stores. The company\'s retail fuel and convenience stores, along with its commercial fuel business, make it Peru\'s fuel market share leader. PRIMAX is a joint venture of Romero Group (Peru\'s largest conglomerate, with interests in the agribusiness and banking markets) and ENAP, Chile\'s national oil company.

    \r\n', 'CBX\'s New C-Store Prototype For Primax Unveiled in Lima, Peru', '', 'inherit', 'closed', 'closed', '', '1647-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1647, 'http://cbx.cappendev.com/1647-revision-v1', 0, 'revision', '', 0), (2815, 1, '2018-09-27 17:58:04', '2018-09-27 17:58:04', '

    --350 service stations and 100 c-stores acquired from Shell and Statoil to be re-branded to Topaz banner over next 12 to 18 months\r\nDUBLIN, Ireland (May 28, 2008)--Topaz Energy Group Limited recently took the wraps off its first group of Topaz fuel center/convenience store sites here, representing the culmination of a comprehensive strategic brand positioning, corporate identity program, and retail and environmental design prototype directed by the retail division of New York-based CBX.\r\n\r\nThese initial locations will set the stage for the re-branding over the next 12 to 18 months of 350 service stations and 100 convenience stores that Dublin-based Topaz had acquired from Shell Ireland and Statoil Ireland thus, ending a 106-year Shell presence in Ireland. Topaz Energy Group previously announced that it would invest 50 million Euros to support the launch of its new brand.\r\n\r\nThe first two units are located at Dublin Port and at Citywest in Dublin. The Dublin Port unit is the country\'s largest fueling site, encompassing 4.5 acres at the entrance to the Dublin Port Tunnel.\r\n\r\nCBX\'s assignment began with market research and analytics in order to generate the new Topaz name and corporate identity for the stores. With Topaz competing against multi-nationals such as Texaco and Esso, along with smaller locally owned entities, the firm looked for a way in which the company\'s new fuel centers and convenience stores could uniquely serve the needs of Irish customers. \"We believed there was a unique opportunity to position Topaz as Ireland\'s major homegrown, nationwide fuel and energy company,\" explained Joseph Bona, president of CBX’s retail division.\r\n\r\n\"Motorists driving past the new stations will come across a much warmer and friendlier brand identity intended to represent earth, sun and environment in a uniquely fresh approach for an energy company,\" Bona said. \"The brand mark is also intended to portray Topaz as a progressive company, operated by progressive Irish locals.\" Motorists will also see the new brand on the company\'s many livery vehicles traveling around the countryside.\r\n\r\nOnce on the site, customers will come across the new Topaz \'Restore\' convenience store concept, framed by a bright green and deep blue fasade. Inside Restore, guests will encounter a sleek, spacious contemporary design featuring an abundance of light, warm red tones on walls and upholstery, as well as rich woods on fixtures, flooring and furniture. They\'ll also find a generous amount of seating around Restore\'s extensive prepared and made-to-order food and beverage offer that includes coffee, smoothies, wraps and more than a dozen hot foods all on view behind contemporary styled cases. The store\'s merchandise offering is rounded out by a fully stocked dairy, frozen and staple foods area.\r\n\r\n\"This particular project,\" Bona noted, \"offered CBX the opportunity to tap all of our disciplines, from our experts in consumer research and brand strategy, to our corporate identity, graphic and environmental design groups.\"\r\n\r\nTopaz Chief Executive Danny Murray, comments T/K\r\n\r\nTopaz purchased the retail, commercial fuels and lubricants business of Shell in the Republic of Ireland and Northern Ireland in 2005. This was followed in 2006 by its acquisition of Statoil Ireland. The convenience stores acquired from the two chains in Ireland range from 150 to 200 square meters.\r\n\r\nWith 35 billion euro in annual revenue, Topaz Energy Group Limited ranks as one Ireland’s largest private businesses. \"Topaz is a true Irish company and with Ireland\'s booming economy, there was an opportunity to build a brand that clearly communicates its heritage and the spirit of a new dynamic, progressive Ireland,\" said Bona. \"We look forward to working with Topaz on rolling out the new look to the balance of the chain.\"\r\n\r\nAbout Topaz Energy Group Limited\r\n\r\nTopaz Energy, a 100%-owned consortium led by Irish private equity firm Ion Equity, was created in 2005 to complete the acquisition of Shell Ireland, including its 55-unit retail operation. In 2006, Topaz acquired all 236 convenience and fuel stores owned and operated by Statoil Ireland. (NOTE: THESE DON\'T FOOT WITH THE 350 FUEL CENTERS/100 C-STORES CITED ABOVE. LET\'S CLARIFY. PERHAPS WE WOULD SAY: 350 FUEL CENTERS, 100 OF WHICH INCLUDE C-STORES) The Dublin-based company is now the largest fuels business in Ireland, with annual revenues of 3.5 billion euros. Its retail operations generate more than 1.5 million customer transactions each week – including the sale of four million cups of coffee and three million sandwiches a year. In addition to retail service stations, Topaz owns oil importation facilities in Dublin, Cork, Limerick, Galway, Derry and Greenore, as well as local distribution depots geographically spread across Ireland. Topaz also supplies independently owned service stations. It sells gasoline, diesel, kerosene, fuel oil and lubricants into all market sectors, both directly and through a countrywide network of authorized distributors.

    \r\n', 'CBX\'s New C-Store/Fuel Center Prototype For Topaz Energy Group Debuts in Dublin', '', 'inherit', 'closed', 'closed', '', '1648-revision-v1', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 1648, 'http://cbx.cappendev.com/1648-revision-v1', 0, 'revision', '', 0), (2816, 1, '2018-09-27 17:58:40', '2018-09-27 17:58:40', 'New York-based CBX has designed a fresh, new prototype store for Wawa Inc.’s Florida-market entry. The seventh of the Wawa, Pa.-based fuel and convenience store operator’s locations in Florida opened in early January. Twenty-five more units are scheduled to debut in the Orlando/Tampa area in 2013.\nWawa’s Florida stores feature a design intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central-Florida building types.\n\nTravelers from the Mid-Atlantic will find Wawa\'s familiar “winged” gas canopy, a welcoming, centrally located entry portal, ample up-front parking and the chain’s familiar Canada Goose logo. The new Florida prototype also features expansive windows that provide a clear view to the new interior design.\n\nCBX created a new color and materials palette, emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and copper accents. Elements were selected to create a warm, welcoming atmosphere.\n\nA vibrant red-tiled wall highlights the new center-island kitchen. Guests can order using Wawa’s touchscreen system, with screens prominently positioned at the food service/specialty beverage counters.\n\nThe coffee and fountain beverage sections feature a backdrop of a warm taupe wall tile. Red drum shades are used over the coffee area to create a “sense of place.”\n\nWawa’s new Florida prototype is characterized by a spacious, open layout, with high ceilings and abundant natural lighting contributing to the comfortable, inviting space. The store features made-to-order food and beverages, as well as pantry basics and convenience foods for travelers.\n\nAs in the coffee/fountain beverage section, red drum shades help create a “sense of place” in the cooler area, located on the opposite side of the store.\n\n \n\nhttp://www.ddionline.com/displayanddesignideas/galleries/Wawa-Apopka-Fla-9705.shtml#8', 'DDI Project Gallery: Wawa, Apopka, Fla.', '', 'inherit', 'closed', 'closed', '', '1829-revision-v1', '', '', '2018-09-27 17:58:40', '2018-09-27 17:58:40', '', 1829, 'http://cbx.cappendev.com/1829-revision-v1', 0, 'revision', '', 0), (2817, 1, '2018-09-27 17:58:40', '2018-09-27 17:58:40', '

    ', 'DDi: \"Focus on the Shopper\"', '', 'inherit', 'closed', 'closed', '', '1755-revision-v1', '', '', '2018-09-27 17:58:40', '2018-09-27 17:58:40', '', 1755, 'http://cbx.cappendev.com/1755-revision-v1', 0, 'revision', '', 0), (2818, 1, '2018-09-27 17:58:40', '2018-09-27 17:58:40', 'NACS Show: It\'s more than a logo or a look, experts say \n\nA once-bitten fruit. A red bull\'s eye. A green mermaid.\n\nThey are not just an apple or a dart\'s destination or a mythical creature of beauty and mystery. They are the iconic signatures that require neither words nor clues to know their owners.\n\nAre these images what made Apple, Target and Starbucks the irresistible brands they are today, or are they the embroidery woven into a culture--the cues of brands we trust?\n\nThis critical question was the subject in a provocative session called CEO\'s Own Your Brand. The 50-minute session, which many executives later hailed as the best among a rich schedule of education at the NACS Show, featured Quinn Ricker , president and CEO at Anderson, Ind.-based Ricker Oil Co.; Joe Bona, retail division president at New York City-based designers CBX; and Scott Willy, co-owner of Indianapolis-based creative specialists Three Sixty Group.\n\nTo many, brand is synonymous with logo. Wrong, said Bona.\n\nLogos are the signposts, the winks of a brand with which you want to do business. \"Apple has changed the meaning of an apple,\" he said. \"Sometimes, [logos] are the symbol without the word. They\'re the personality and sign that I immediately know it\'s Target.\"\n\nSimply put, the brand is your promise. And if the promise is kept, the logo is that evocative emotional connection.\n\nActing Big\n\nRicker speaks eloquently from the point of view of a multi-generational, family-run business that has long successfully competed against chains more than four or five times its size. But such measures of assurance were disrupted when Quinn\'s share group visited his family\'s Ricker\'s stores in Indiana.\n\n\"They blistered us,\" he said of his group\'s members. The stores were not cohesive, the brand was not cohesive, they told him.\n\nAdding to the challenge was that the operator had acquired a fleet of ampm stores in 2008 as BP divested its company-owned units. Suddenly, Ricker\'s possessed multiple formats with a wide range of architectural and design motifs.\n\nRicker contracted the Three Sixty Group and the team undertook a detailed introspection. What kind of stores do we want to be? How does the appearance convey a promise and what is that promise?\n\nRicker\'s invested significantly in upgrading the exterior and interior of its stores, adding an elegant brick accent to the exterior, a palate of warm colors that not only would be employed inside, but would become the color scheme to all marketing and communication materials.\n\nIndeed, when the company opened a store in Feb. 2012, Ricker at the time heralded it as a the new flagship store, one substantially larger than the legacy network that ranged up to 2,400 square feet. The new unit, topping 4,000 square feet, ushered in a more relaxing atmosphere anchored in a dynamic foodservice program, higher-scale flooring and granite countertops.\n\nAugmenting the expanded store is Ricker\'s Rewards, one of the industry\'s most promising loyalty programs bolstered by a 10-cent-per-gallon savings in exchange for users\' banking information. The program is backed by an aggressive media campaign and, in a bold move for the upcoming NBA season, Ricker\'s is paying the Indiana Pacers to promote its Ricker\'s Rewards Get Pumped loyalty program as the commercial between third and fourth quarters of all home games.\n\n\"I have to look bigger than I am,\" Ricker said, later adding, \"I compete against Speedway and some other pretty good companies. I can\'t afford to look small. The customers need to think of me as one of the big boys.\"\n\nAnd that point is key. Your brand is not restricted by size--you don\'t have to be big to act big, said Willy.\n\n\"We live in a time when we are highly visual,\" Willy said. \"Design is the new currency we are all living in.\"\n\nhttp://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/defining-your-brand', 'Defining Your Brand', '', 'inherit', 'closed', 'closed', '', '1869-revision-v1', '', '', '2018-09-27 17:58:40', '2018-09-27 17:58:40', '', 1869, 'http://cbx.cappendev.com/1869-revision-v1', 0, 'revision', '', 0), (2819, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    New York, NY – October, 2011 – The pet food and supplies business remains a powerful multi-billion-dollar industry, one driven by pet parents who treat their pets like full-fledged family members and look to feed them the highest-quality products. This insight inspired the team at Del Monte Pet Products to launch Milo\'s Kitchen TM, a new line of thoughtfully prepared home-style treats for dogs, in March 2011.\r\nThe team at Del Monte worked hand-in-hand with CBX, a brand agency based in New York City, on fine-tuning the market insight, positioning and packaging design for Milo\'s Kitchen. Through an extensive research process, CBX helped pinpoint the insight that \"pet parents\" regard their pets as equal members of the family unit. As such, they want to share the same kind of 100 percent real, nutritious and flavorful snacks that they themselves would eat. This cherished relationship became central to the product\'s market positioning.\r\n\r\n\"This revelation became the driver - the distinct \'a-ha\' moment - behind the development and positioning of a pet snack brand that would allow Del Monte to carve out its share of this burgeoning market,\" said Rick Barrack, Chief Creative Officer, CBX.\r\n\r\n\"Everything about Milo\'s Kitchen celebrates the relationship between pet parents and their pets,\" said Geoff Tanner, Director of Pet Innovation, Milo\'s Kitchen, Del Monte. \"We utilized the research to introduce a product that taps into human emotion – a savory snack home-spun with genuine goodness that pet parents are proud to feed their four-legged family members.\"\r\n\r\nThe importance and value of the relationship shared between dog and pet parent is reinforced in the packag- ing graphic design, which features photography of people embracing their beloved pets; something atypical in this category. The round bulls-eye on the package - displaying the 100 percent real quality seal - reassures consumers of the high-quality ingredients. The light color of the packaging adds to the fresh and natural appeal of the product, as well as boosts its shelf presence on crowded grocery and retailer shelves. The clear window on the front has been maximized so consumers can see the superior pet snacks inside, which resemble something they themselves would eat. The back panel complements the positioning on the front by telling the story of the brand.\r\n\r\nMilo\'s Kitchen has launched four varieties of home-style treats - 100% real Chicken and Beef Jerky, Beef Sausage Slices with Rice and Chicken Meatballs. The stand-up re-sealable pouches are available in three sizes - small, medium and large – from 2.7 ounces to 20 ounces and are sold at large national grocery chains, Walmart, Target, PetSmart, Petco and other channels selling pet food.\r\n\r\n\"\"

    ', 'Del Monte Pet Products Proves It\'s a \"Dog\'s World\" with Introduction of Milo\'s Kitchen™ Dog Treats', '', 'inherit', 'closed', 'closed', '', '1588-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1588, 'http://cbx.cappendev.com/1588-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2820, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    New York -- June 28, 2010 -- Consumers are embracing the smoothie trend in a big way with thousands of retail locations opening across the country. Recognizing that many produce shoppers would like to consume smoothies more often, but find them too difficult to make at home, Del Monte© brand has introduced a line of Ready-to-Blend Fruit Smoothie Kits. The all-in-one kits contain fruit chunks and puree. Consumers just add ice, blend and enjoy.\r\nStrategic branding agency, CBX, created the brand identity and design for this first product of its kind to be positioned for retail in the refrigerated produce section. Since it\'s sold alongside ready-to-drink brands, the design had to visually capture the delicious advantages of the make-it-yourself product as well as the added value: one Ready-to-Blend Fruit Smoothie makes two servings when ice is added.\r\n\r\n\"Research revealed that consumers expressed an interest in drinking more smoothies, but felt they were too expensive and complicated to make,\" notes Rick Barrack, Chief Creative Officer, CBX. \"So we defined the brand\'s personality: simple, vibrant and friendly, and developed a design that communicates the value and easy preparation of this refreshing, good-for-you treat.\'\"\r\n\r\nBoth a blender graphic and the prominent Ready-to-Blend Fruit Smoothie logo clearly communicate the need for preparation. Positioned under the Del Monte brand name, the logo\'s clean, modern typeface and vivid color palette adds shelf impact. The phrase \"just add ice\" on the overcap further emphasizes that this is a starter kit. Luscious fruit slices and iced cubes tumbling playfully into the blender suggest easy preparation, great taste and good-for-you positioning. A vibrant blue background evokes the ultimate in refreshment. A consistent, color-coded banding device across the bottom of the cups and multi-packs helps with flavor identification.\r\n\r\n\"The result is a great solution for this unique product: instantly communicating refreshing, premium and fun, while providing us with great shelf presence and visual appeal in a high traffic area of the store where consumers look for healthy new items,\" says Bonnie McFarland, Del Monte Foods.\r\n\r\nReady-to-Blend Fruit Smoothie Kits began appearing on shelves in February 2010 and feature four flavors: Strawberry Peach, Strawberry Peach Lite, Mango Pineapple and Pomegranate Peach Pear as well as three club store multi-packs.\r\n\r\n\"\"', 'Del Monte© Launches Ready-to-Blend Fruit Smoothie Kits Brand Design from CBX', '', 'inherit', 'closed', 'closed', '', '1615-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1615, 'http://cbx.cappendev.com/1615-revision-v1', 0, 'revision', '', 0), (2821, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'As we were working on this issue of PLBuyer, we were also preparing to host the second annual PLBuyer Design Excellence Awards for private label packaging.\r\nDesign firms, manufacturers and retailers alike were excited to get their best designs in front of our judges.\r\n\r\nOnce again this year, we have assembled an all-star panel of private label design experts. They include Todd Maute, senior vice president/partner of New York-based CBX, Lindsey Hurr, vice president of Fort Worth, Texas-based Immotion Studios, Dennis Whalen, vice president of Calif.-based Michael Osborne Design and Christopher Durham, president and chief strategist for My Private Brand.\r\n\r\nMore than 100 entries were received across 13 categories this year, including frozen, refrigerated, on-shelf, beverages, ethnic, organic, health & personal care, beauty & cosmetics, household goods & supplies, OTC medications, paper products, baby care and pet food/care/supplies.\r\n\r\nThe winners will be showcased and announced at the 2012 PLMA Show this November.\r\n\r\nThis issue also features our annual ranking of the top private label retailers of North America. Once again this year we worked with our research partner, RSR, to bring you more detailed and more focused profiles of what these retailers have done and are doing when it comes to their private\r\nlabel programs.\r\n\r\nHarris Teeter joined the rankings for the first time this year, while WinCo Foods dropped off the list from last year. To all of the other retailers that made the list once again this year, keep up the great work.e publication can be viewed online at Walgreens.com, and the total circulation is expected to be approximately 65 million.\r\n\r\nhttp://www.privatelabelbuyer.com/articles/print/86927-design-contest-top-retailers-on-mind', 'Design Contest, Top Retailers On Mind', '', 'inherit', 'closed', 'closed', '', '1786-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1786, 'http://cbx.cappendev.com/1786-revision-v1', 0, 'revision', '', 0), (2822, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Brand agency CBX has given TERRA® root vegetable chips a brand refresh. The new look puts a modern spin on the traditional black bag with dramatic food photography and a clean architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag. The vegetable chips are made from a diverse set of root vegetables #8210; including taro, kabocha squash, parsnip and beets #8210; in a variety of colors and blends. “The root vegetables that go into TERRA® set it apart from ordinary chips,” says Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\nRead more: www.gdusa.com/egdusa/2014/0313e/design-gets-to-root-of-matter.php', 'Design Gets to Root of Matter', '', 'inherit', 'closed', 'closed', '', '1946-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1946, 'http://cbx.cappendev.com/1946-revision-v1', 0, 'revision', '', 0), (2823, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    New York, NY – May 18, 2009 –Richard Henderson, Managing Partner of CBX Asia/R-Co, was inducted into the prestigious Design Institute of Australia (DIA) Hall of Fame during its annual awards ceremony on May 1, 2009. CBX Asia/R-Co is a member of the CBX Worldwide Partnership, LLC, headquartered in New York.\r\nThe DIA Hall of Fame was launched in 1996 and recognizes contributions made by individuals to design in Australia. Under his leadership, CBX Asia/R-Co has received several awards for design excellence including the Australian Graphic Design Association and Gold Awards from the Australian Print Industry and the Australian Packaging Association. Mr. Henderson’s work has also earned him the Monash University Distinguished Alumni Award.\r\n\r\nMr. Henderson has been a driving force in Australia’s design culture for over 20 years, working with domestic and international clients to help them recognize the value of imagination through brand identity and design management. The Sydney 2000 Olympic Games, BHP Biliton, 2006 Melbourne Commonwealth Games and Telstra are among the many clients he has guided. Mr. Henderson is Co-Founder of the Australian Graphic Design Association, and he has traveled to China as a Design Ambassador.\r\n\r\n\"I\'m both honored and proud to accept this honor from DIA and celebrate this recognition with the CBX Asia/R-Co team. We embrace future opportunities to work with our clients on award-winning design.\"

    ', 'Design Institute of Australia Inducts Richard Henderson, CBX Asia/R-Co into its Hall of Fame', '', 'inherit', 'closed', 'closed', '', '1636-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1636, 'http://cbx.cappendev.com/1636-revision-v1', 0, 'revision', '', 0), (2824, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Congratulations, Dave Weinberger – Vice President and Engagement Director, for being recognized as one of 40 under 40.\r\nAs a branding and identity specialist, Weinberger leads interdisciplinary teams on retail, corporate and consumer initiatives. His leadership and teams have been instrumental in helping craft strong design initiatives for brands like Duane Reade, Chase and The Home Depot. Weinberger is considered an expert in the energy and convenience channel, having worked with national brands like Hess, Wawa and PetroChina. He frequently writes for industry publications and blogs about retail and branding trends.\r\n\r\nMy favorite place to shop is: The Lego Store.\r\nThoughts on mentoring: Coaching kids teaches you how to coach adults.\r\n\r\nSee the other winners here.', 'design:retail announces 40 under 40', '', 'inherit', 'closed', 'closed', '', '2096-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2096, 'http://cbx.cappendev.com/2096-revision-v1', 0, 'revision', '', 0), (2825, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    MUST FORM FOLLOW FUNCTION? NOT WHEN REINVENTING AN IMAGE\r\nFor many years, feminine hygiene products — and many of their packages — have been stuck in a white rut. White may imply “clean” and “fresh,” but it’s also “dead boring.” White also carries a medical and sanitary image.\r\n\r\nFast-forward to 2010, when the branding and design team for Dallas-based Kimberly-Clark’s Kotex brand sought a way to increase market share and appeal to Millennials (particularly the subset of young women aged 14-22). Knowing that Millennials are technology-savvy, fashion-conscious but averse to overt marketing, and selfabsorbed but also strongly influenced by their friends, the Kimberly-Clark team worked with New York-based design firm CBX to flip feminine product norms on their head in a new line comprised of products and packaging that looked radically different from anything else on the shelf.\r\n\r\nThe U by Kotex line debuted in the spring of 2010 in paperboard boxes and purse-sized tins with a matte black coating accented with fluorescent colors. Even the plastic wrappers on the individual tampons and pads sport Day-Glo shades. The plastic applicators echo the intense colors, and the pads and liners feature printed patterns. The strategy proved successful. The new products “flew off the shelves,” said design manager Kristi Bryant, and the company won an Effie marketing award for the line.\r\n\r\nDetermined to keep their target market engaged, the U by Kotex team and CBX looked to fashion and cosmetic trends for their next venture: a limited-edition U by Kotex Designer Series. Released this spring and expected to be on store shelves through the end of this month, the series features four brightly colored patterns — “poptimistic,” “boho,” “freestyle,” and “punk glam” — that reflect individual style preferences.\r\n\r\n“We want to continually surprise and delight our customers at every point in the experience, from the outer package to the internal packaging to the product itself,” said Jenn Westemeyer, design director for Kimberly-Clark’s Kotex, Poise, and Depend brands. “We’re giving them the opportunity to customize and personalize their experience with the product, so that it’s almost like an accessory.”\r\n\r\nIn August, the team took its engagement strategy to the next level: crowdsourcing. With the help of fashion designer Patricia Field, U by Kotex launched a “Ban the Bland” contest to solicit new product and package designs. Anyone, regardless of age or gender, can go to the brand’s website and create their own designs for pads, carrying tins, or “inspiration boards” (box designs).\r\n\r\nPackaging Strategies’ Perspective: Though not every product and its packaging may lend themselves to such frequent changes, the U by Kotex evolution should serve as a wake-up call and a reminder of the importance of understanding your target market.\r\n\r\nhttp://digital.bnpmedia.com/article/Designed+To+Delight/834684/0/article.html', 'Designed To Delight', '', 'inherit', 'closed', 'closed', '', '1737-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1737, 'http://cbx.cappendev.com/1737-revision-v1', 0, 'revision', '', 0), (2826, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Remember all the hoopla over Bic Pens For Her? In one of the great, sexist product misfires of the past decade, Jezebel pointed out the sheer ridiculousness of a writing implement that could—gasp—finally be used by women.\r\nWell, surprisingly enough, it was such a tremendous disaster that they’re still being sold. One quick Amazon search will give you all the proof you need that Bic For Her is alive and well, perhaps driven by the stubbornness of pen executives who refuse to think they were wrong and/or are possibly entertained by the hilarious Amazon comments they still continue to inspire to this day. It’s this particular kind of sexist branding and packaging that relies upon grossly outdated ideas and tired tropes that leaves many creatives asking:\r\n\r\nHow do we design in a way that will actually speak to what female consumers want?\r\n\r\n\"\"Depot\'s work on Bare skincare\r\n\r\n“I think we look and listen to where women are at right now,” says design studio Depot’s founder Angela Spindler. “Things have changed and I feel we are now more than ever in a state of flux. Boundaries are blurring or disappearing. We don’t like being labeled or tidied into convenient categories, so perhaps we should think less about designing for women and think more about designing for people.”\r\n\r\nHaylee Powers of Bad Bitch Branding agrees, saying, “In some ways, we don’t need to worry so much about designing for women. We need to worry about how to design for people. The way in which brands have come out with smaller versions of pens to fit a woman’s hand like with Bic for Her, pink versions of razors and energy bars that are lower calories is ludicrous.”\r\n\r\nUnfortunately, there are countless examples across many industries. Brands seem hellbent on marketing beer solely to women, from the low-calorie Chick Beer with a six-pack case done up like a purse, to the recently released Czech Aurosa. Hell, there’s even been a car designed just for women by Cosmopolitan and Spanish carmaker Seat. And gender-specific marketing is an equal opportunity offender, as men with colds or a penchant for greek yogurt, there’s now their own brogurt and man-sized Kleenex to protect their fragile masculinity.\r\n\r\n“The problem with creating a brand that is supposed to be feminine,” Haylee says, “is that the research is often overlooked. Design is visual communication, and I would be the worst designer if I just created something that looked feminine instead of developing a strategy. Typically a strong brand strategy stems from a unique selling proposition, target market research, the persona creation and more.”\r\n\r\n“With any design regardless of gender,” Angela says, “we look at relevance, and that can encompass a huge array of things.” Currently, her studio is working on branding and packaging for a product that in the past was associated with men but is now being targeted at women as the category has recently seen a shift—motorcycling. As gender barriers and norms break down, that experience becomes more universal, something shared. “They are carving a space within the culture to express their passion, freedom, and individuality. So, in designing this product branding and packaging we are responding to the relevance of this expression—so in fact, it becomes less about designing the product for women and more about their experiences which could arguably be very similar to men.”\r\n\r\nRecently, creative design agency Anomaly crafted Sally Hansen’s Shetopia campaign, which explores a world with reversed gender roles that champions real-life, self-made women—a world where men are the primary childcare providers AND they apologize for interrupting women during a business meeting. It’s an incredibly powerful campaign and one that celebrates founder Sally Hansen’s own entrepreneurial wherewithal and go-it-alone attitude.\r\n\r\nNot only does the Shetopia ad speak directly to women, it confronts sexism head-on. It’s a much-needed reminder that designers and marketers have a duty to challenge outdated and pervasive sexist branding. “It’s an economic responsibility to ask if it’s necessary to limit the number of potential consumers by 50%” Rachel Bernard of Branding Agency CBX says. “But it\'s also a social responsibility to ask whether it’s right to continue to push the idea that certain product categories, like cooking and cleaning products, belong primarily in the domain of women.”\r\n\r\nThe days of gendered marketing may be numbered, and deeply out of touch campaigns like Bic For Her will someday be a thing of the past as attitudes and perceptions about gender continue to evolve.\r\n\r\n“Interestingly,” Rachel says, “younger generations are exploring gender fluidity while becoming less binary each day. Brands need to be conscious of the changing attitudes and adjust their marketing appropriately. When Gen Z reaches peak buying power, gendered branding may be a thing of the past or operate under a different set of rules.”\r\n\r\nOriginally published by The Dieline\r\nPhotos courtesy of The Dieline', 'Designing For Women Without Being a Sexist Jerk', '', 'inherit', 'closed', 'closed', '', '2303-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2303, 'http://cbx.cappendev.com/2303-revision-v1', 0, 'revision', '', 0), (2827, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'A South Florida development company that specializes in constructing charter schools has purchased 10 acres on South Goldenrod Road in southeast Orlando.\nMG3 Developer Group purchased the property, which is part of the 39-acre Goldenrod Commerce Center, for $1.5 million. The center also includes a Murphy USA convenience store, three retail parcels and about 91,000 square feet of office/flex space.\n\nHernon Leonoff, manager for MG3, said the property had previously been approved as an educational site and can accommodate a building of about 75,000 to 80,000 square feet, which is large enough for 1,400 students.\n\nEven though no charter-school operator has signed a lease, Leonoff said the vacant property is suited for an elementary/middle school. His group has developed 14 charters schools for different operators.\n\n\"We speak to the community about local needs and don\'t work exclusively with any school,\" said Leonoff, whose group worked on the purchase for about five months. \"We don\'t have immediate plans to start work. Most likely, construction would start in 2014.\"\n\nTherese Taylor of Hold Thyssen Inc. represented the seller.\n\nLeases\nFamily Melton Convention Contractors Inc. leased 19,300 square feet of space in Parksouth Distribution Center, 2481 Principal Row, Orlando. Matt Sullivan, Wilson McDowell and Bobby Isola of Colliers International Central Florida represented the tenant. Tim Perry represented the landlord, Duke Realty LP. Also, Tantara Transportation Group Inc. leased a 13,422-square-foot industrial space in Prologis Orlando Central Park South, 2100 Consulate Drive, Orlando. Sullivan, McDowell, and Isola represented the landlord, Prologis. …\n\nMichael Heidrich, principal for NAI Realvest, represented the Maitland-based landlord, Ray A. Kennedy, in the lease of 3,455 square feet of office space at 1920 Boothe Circle, Longwood. The law offices of Scott M. Miller will locate there.\n\nDesign\nCuhaci & Peterson Architects, in conjunction with CBX of New York City, designed the Orlando area\'s first six Wawa stores. The Orlando locations are on Central Florida Parkway, Goldenrod Road, Silver Star Road, South Orange Blossom Trail and North Orange Blossom Trail. A Kissimmee store is on U.S. Highway 192.\n\nSales\nTaylor Morrison has closed on 270 acres in a $17 million transaction to build Overlook at Hamlin, a mixed-use community southwest of Windermere near State Road 429. Overlook will include 381 single-family home sites and is slated to open for sales in mid-2013. …\n\nMeritage Homes purchased 234 acres in southwest Orange County\'s Horizon West development for $18 million. The home builder acquired the property from Compass Rose Corp., an affiliate of Walt Disney World. …\n\nDuke Realty Corp. acquired two portfolios of medical-office assets totaling 1,536,000 square feet. Buildings sold by Seavest Healthcare Properties include Celebration Medical Plaza in Kissimmee and Medical Plaza and East Orlando Medical Surgical Plaza, both in Orlando.\n\nConstruction\nRoger B. Kennedy Inc. of Altamonte Springs is under way on the Flats at Carrs Hill, a $13 million, 225,000-square-foot student-housing facility at the University of Georgia in Athens that is slated to open in June 2013.\n\n\nhttp://articles.orlandosentinel.com/2012-11-18/business/os-cfb-real-estate-school-1119-20121118_1_goldenrod-road-office-space-leases', 'Developer buys charter-school site', '', 'inherit', 'closed', 'closed', '', '1783-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1783, 'http://cbx.cappendev.com/1783-revision-v1', 0, 'revision', '', 0), (2828, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Brand journalism elevates the marketing conversation for a connected world.\r\n\"Let\'s face it, the young millennial woman has an undeniable presence in social media,\" Kristi Bryan, global design director at Kimberly-Clark Design, remarks. \"She lives and breathes it. She expects it. For U by Kotex, it isn\'t an elective, it is mandatory. It is simply the way we work and communicate to her to create a seamless brand experience.\" And it\'s not just the younger consumers who are plugged into this hyper-connected world...\r\n\r\nAllison Koller, Creative Director at CBX, sees some marketers forgetting to invite package design to the table for these integrated marketing campaigns and says it can be a lost opportunity. \"For example, Always just came out with their high impact \'Like A Girl\' campaign, which is all about female empowerment and abolishing nasty stereotypes,\" Koller notes.\r\n\r\nRead the rest of the article here and learn more about U by Kotex here.\r\n\r\n[video width=\"480\" height=\"270\" mp4=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/05/U-by-Kotex_video-case-study_Mobile.mp4\"][/video]', 'Dialogue by design', '', 'inherit', 'closed', 'closed', '', '2106-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2106, 'http://cbx.cappendev.com/2106-revision-v1', 0, 'revision', '', 0), (2829, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    If you think offering the right products at the right prices in the right location is enough to be successful these days, think again. That strategy might get you started in retail, but it won\'t protect you from the competition. \"Today everybody competes at that level, and it\'s become table stakes,\" says Joseph Bona, president of the Branded Environments Group for New York-based branding firm CBX.\r\nIncreasingly, traditional supermarkets face competition on all sides–not only from other grocery stores but also from online merchants, dollar stores, drugstore chains, supercenters and warehouse clubs. As a result, of critical importance is a compelling point of differentiation, something that will impel shoppers to bypass the most convenient store on their way home from work and aim for the destination of their choice.\r\n\r\nSo how do you strengthen your appeal? To successfully distinguish your brand from the competition, devise and implement a differentiation strategy that will carry through to all aspects of your business, from store design to customer service. \"Most people don\'t start off with a strategy,\" says Bona. \"They come in, their stores are in decline or they\'re losing market focus, and they just want a new design. But design alone isn\'t going to save a business. Strategy and positioning are tied together and create a road map for everything else.\"\r\n\r\n

    \"Strategy and positioning are tied together and create a road map for everything else.\" -Joe Bona, CBX
    \r\n\r\nWhere To Begin:\r\n\r\nFirst, determine what sets your business apart from the competition. This requires retail leaders to \"get back to the values of your company,\" says Colin Stewart, senior vice president at AMG Strategic Advisors, a division of Jacksonville, Fla.-based Acosta Sales & Marketing.\r\n\r\nThen research your audience and prospects to determine what their perceptions of your business are. \"A lot of benefits can come out of that basic research,\" Stewart says, such as determining why shoppers in certain departments aren\'t buying as much as you expected, Stewart says. \"If you\'re going down this road, start with some foundational understanding of your shoppers and how they perceive you. Start with that baseline and continue to measure that over time.\"\r\n\r\nFor example, a supermarket chain that thought one of its strengths was its broad, well-priced assortment of frozen foods learned from customer research that in reality, shoppers thought the stores had a poor and expensive selection because its in-store navigation and signage made finding the items difficult. Stewart and his team worked with the retailer to reassign adjacencies and improve signage, and shortly thereafter customer perception did jive with reality, he says.\r\n\r\nYour research also should include your front-line workers: store managers, department managers and cashiers. \"Talk to them to get a better sense of the day-to-day business,\" Bona advises. After all, they know how each store actually works versus how it should work, and they are most often on the receiving end of shoppers\' complaints.\r\n\r\n\'Retail Is Detail\':\r\n\r\nYour point of differentiation needn\'t be radically different from how you\'ve been conducting business so far. In keeping the mantra, \"retail is detail,\" often the key markers of your brand\'s differentiation are what Bona calls \"little nuances that make companies unique.\"\r\n\r\nFor instance, CBX has worked with a small chain in Canada that for years escaped the attention of larger chains. Once the majors began moving into its territories, though, it felt the need to set itself apart. This small chain \"had wonderful black-and-white pictures of the old stores [from] 50-plus years of serving the community, a tradition that the national chains couldn\'t meet,\" Bona says. The retailer\'s strong community reputation also was rooted in friendly service. \"Their customers actually knew the owners and employees by name. Their sense of community was real; they lived it every day. Through storytelling we were able to elevate that to the next level,\" he says.\r\n\r\nBeyond putting those old photographs front and center in the stores and emphasizing its decades of tradition in its marketing materials, the chain modified its store design, too. The stores used to butcher animals that the area farmers brought in–cattle from their farms, deer they had hunted. To emphasize this tradition of service, the stores now opened up their meat departments and \"put the butcher on stage,\" Bona says. This also had the benefit of reinforcing the freshness of its meats and its above-and-beyond customer service.\r\n\r\nFocusing on community is, for smaller and more localized stores, a relatively simple means of differentiating themselves from the larger, national competitors, notes Debbie Laskey, a Los Angeles-based marketing and brand strategist. \"Consider focusing on the community partnership scenario: How does your smaller entity become an integral part of the larger community?\" Laskey says. Sponsoring local Little League teams, marching in community parades and holding food drives for area nonprofits are all tried-and-true ways of differentiating your store as the hometown brand.\r\n\r\nLocalization, in fact, is one area in which mid-tier retailers tend to focus with great success when seeking to differentiate themselves, Stewart says. For Austin, Texas-based Whole Foods Market, which has more than 310 stores in North America and the U.K., it means sending store employees to visit local farmers and other suppliers and requiring two-thirds of a store\'s team members to approve of potential new hires before bringing them aboard.\r\n\r\nIt also can mean allowing store managers more latitude in selecting merchandise. At West Des Moines, Iowa-based Hy-Vee, which has 285 stores across the Midwest, decisions regarding merchandising and product sourcing are made at the store level. \"Ideally I think every retailer would like to have store-level merchandising, but operationally you get into challenges,\" he notes. To make it possible, cluster stores into groups by merchandise mix, such as one cluster for stores in Hispanic markets and another for those catering to customers with young children.\r\n\r\nFreshness often goes hand-in-hand with localization. In some of its more than 480 stores throughout the South, Jacksonville, Fla.-based Winn-Dixie displays produce in areas of its parking lots to create the appeal of a farmers market. Signage that details which parts of the country, or which local farms, supply particular products also reinforce the freshness theme.\r\n\r\nFocusing on value and price is another potential area of differentiation, albeit one that\'s easier for larger chains with economies of scale to manage successfully than smaller ones. Boise, Idaho-based WinCo allows customers to buy items in bulk and has a self-bagging system that enables it to keep prices low and remain true to its value-focused proposition. It reinforces this messaging online by linking to blogs, such as \"Fabulessly Frugal,\" on its web page and declaring on its Facebook page: \"Our online community is dedicated to help you save money on groceries.\"\r\n\r\nWalking The Talk:\r\n\r\nCreating a differentiation strategy means nothing if it\'s not implemented properly. And to do that, you need to communicate it internally and externally. \"You have to take the time to train the staff and infuse your strategy into their culture,\" Laskey says. Providing incentives such as an employee stock ownership plan (ESOP), as Lakeland, Fla.-based Publix and WinCo do, can motivate everyone down to the front line to buy in to the corporate strategy. Likewise, Hy-Vee pays its store directors based on commission, Stewart says, which encourages them to ensure that employees are embracing the company\'s approach.\r\n\r\nAs for communicating the strategy to consumers, err on the side of simplicity. \"Simplify your message down to what you want it to stand for,\" Stewart says. \"If it\'s freshness, you want to use the word \'fresh\' in all your communications–your signage, your circulars. Focus on one key message; you don\'t want to confuse people.\"\r\n\r\nFailing to maintain that focus is a common pitfall. Coming off the previous decades, when the conventional wisdom was \"bigger is better\" and supermarkets tried to be all things to all people, consistently homing in on a narrower message can seem limiting and risky.\r\n\r\nTrader Joe\'s, for one, has proven that big things can come from thinking small. The Monrovia, Calif.-based chain eschews most major, national brands–if you\'re looking to buy Coke or Pepsi, you won\'t find it there. Yet its 360-plus stores are almost always crowded, and not simply because they\'re a fraction of the size of standard supermarkets. \"You really can\'t go in and do a full grocery shop,\" Bona says. \"But there\'s always these new and unique products, a sense of discovery, a sense of fun.\" Trader Joe\'s communicates this in everything from the witty store flyers, which use vintage-style clip art instead of standard food photography, to the Hawaiian shirts employees wear.\r\n\r\n\"In an industry where you have small competitors and the big guys, you really need to stand out,\" Laskey says. \"Little extras will bring someone in. You can\'t be everything to everyone. But whatever those keys are that make your brand different, you\'ve got to use them.\"

    \r\n\r\nhttp://www.retailleader.net/print-article-differentiate_and_conquer_-3072.html\r\n', 'Differentiate And CONQUER', '', 'inherit', 'closed', 'closed', '', '1666-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1666, 'http://cbx.cappendev.com/1666-revision-v1', 0, 'revision', '', 0), (2830, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'After seven years in concept and nearly a year in construction, it’s finally here!\r\nThe new Fare & Square grocery store in Chester, Pa., has opened to serve the residents of this city without a supermarket for nearly 12 years. Once a center of shipbuilding, Chester lost industry and half its population after World War II. Today, Chester’s population numbers around 33,000 people, but it was nearly impossible to buy a head of lettuce or anything else fresh until Fare & Square opened for business. Chester had become a food desert—one of the 35 food deserts in the Delaware Valley, according to the USDA.\r\n\r\nAbout 200 people gathered for the ribbon cutting held Sept. 28, followed by lines of customers waiting to shop the new 13,000-sq.-ft. store. Once inside, they immediately could see generous displays of produce arrayed on tilt-style tables, while pendant lighting called attention to freshness and quality. But there was more: a wide variety of additional fruits and vegetables lining the walls was both inspiring and appetizing—as well as staples and additional specialty departments.\r\n\r\nThe new store represents Chester’s first grocery store in more than a decade and gives residents of Chester easy access to a full range of fresh and national brand foods that have not been available since its last full-scale grocer closed in 2001.\r\n\r\nPhilabundance, a hunger-relief organization located in the Delaware Valley behind the non-profit store, commissioned New York based branding and design firm CBX to handle the design.\r\n\r\nNow, what’s interesting about that is not just the fact that CBX has years of experience in the supermarket and c-store industry, but that Philabundance wanted to create an environment that would reflect the hopeful and respectful nature of its goal to create a store that could look at home in any community. Translated that means no cut cartons or obvious cutting corners on the look and feel. And, while it’s no Dean & Deluca, the store’s fixtures, lighting, flooring and décor package would be at home in for-profit supermarkets. Consistent with for-profit grocery stores, Fare & Square specialty departments include not only produce but also dairy, deli, meat and seafood.\r\n\r\nf&s 2.JPGThe colorful Fare & Square logo—a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square—designed by Philabundance and LevLane Advertising—provided CBX inspiration for the overall palette of bright green and shades of saturated purple, with splashes of yellow and orange. Modern elements, such as light-colored woods and stainless steel trim, round out the colors and materials. Lending a local connection is the one-of-kind murals designed and executed by area artists.\r\n\r\nIn the end, CBX was asked to make Fare & Square an energizing and inspiring, but comfortable, place to shop and congregate. Philabundance hopes to replicate this model in other communities in the Delaware Valley region.\r\n\r\nHere’s a big salute to the new Chester store and its residents. While your juices are flowing, we’d love to read your thoughts. Leave any taste in the comments section.\r\n\r\nRead more: http://retaildesigndiva.ddionline.com/2013/10/dignity-by-design-at-fare-square.html', 'Dignity by Design at Fare & Square', '', 'inherit', 'closed', 'closed', '', '1875-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1875, 'http://cbx.cappendev.com/1875-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2831, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Traditional supermarkets on both sides of the Atlantic are losing market share, thanks to a rapidly advancing horde of competitors seeking to outdo them on price, convenience and quality, experts say.\"Whereas once consumers bought all their groceries at one location, this is no longer the case. Consumers are now splitting their grocery shopping across multiple channels - as many as five,\" wrote JLL analysts in the firm\'s Retail Shop Topic report published last September. \"By 2018, traditional supermarkets\' share of grocery dollars [in the U.S.] will have shrunk 300 basis points to 37.2 percent.\"\r\n\r\nRivals of all types and sizes surround these chains. The list of competitors includes massive wholesale clubs and supercenters; fresh grocers focused on perishables and ethnic foods; a new breed of small, format stores in closer proximity to shoppers\' homes and geared toward faster, easier shopping; and thousands of food, focused dollar stores, drugstores and convenience stores. Meanwhile, online sales are gaining momentum, as the likes of Amazon.com\' s Prime Pantry, FreshDirect, Google Express, Instacart and Pea pod roll out grocery delivery services in major markets.\r\n\r\nIn the U.K. the highly efficient German grocers Aldi and Lidl are wooing droves of customers from mainline rivals such as Tesco, Sainsbury\'s and Morrisons, says Joseph Bona, president of branded environments at CBX, a global brand agency and retail design consultancy. \"Aldi and Lidl are going like gangbusters in the United Kingdom,\" he said. \"Their motto used to be \'stack it high and sell it,  but now they\'re offering a better customer experience and higher quality without sacrificing competitiveness on price. They pose a serious threat.\"\r\n\r\n\"1\"These German chains aim to challenge U.S. supermarkets as well: Aldi already has 1,300 stores in the U.S., Bona notes, and could have as many as 2,000 there by 2018. Lidl is preparing to enter the U.S. bv 2018 with an initial focus on the mid-Atlantic region, according to Naveen Jaggi, president of retail brokerage for JLL Americas. \"Here Lidl will not be playing in the discount sector at all, \" he said. \"It plans to build a 30,000-square-foot, high-end store that in its presentation- architecturally as well as in price and product mix will be going straight for the Whole Foods consumer. Lidl will have no problem putting its stores right across the street from Whole Foods. It will be an interesting battle to watch.\"\r\n\r\nThe rise of alternate food-selling channels is eroding sales of packaged, nonperishable goods typically offered in the center of the supermarket, says Jim Prevor, a Boca Raton, Fla.-based analyst who blogs at PerishablePundit.com. \"Profit has just drained out of the \'center store,\'\" he said, referring to the packaged foods-oriented central areas of a grocery store, as opposed to the perimeters, where fresh produce is placed. The reason is simple enough: A box of Tide laundry detergent or Kellogg\'s Corn Flakes is the same no matter where it is sold. That makes it easy for price-conscious shoppers to hunt for bargains on commoditized goods by website, in dollar stores, at Walmart or in a multiplicity of other food selling outlets, Prevor says. \"Even if traditional supermarkets can continue to sell center-store items, they have to do so at such deep discounts that they\'re just not able to generate profitability,\" he said.\r\n\"3\"Though the so-called Great Recession is technically over, it has led to an enduring change in the way people spend their money, Jaggi says. \"Consumers now feel that anything you shop for can be found cheaper if you are willing to shop for it,\" he said. \"That is the big shift. Nearly all retailers have tiered down their price offerings. They want to force consumers to come to them for all sorts of goods, as opposed to going and getting two weeks\' worth of supplies in one trip at the supermarket.\"\r\n\r\nOne direct result of these spending pattern shifts is an on going consolidation in the grocery senor, observers say. The latest example is Albertsons\' $9 billion merger with Safeway, which was on track at press time for a January 2015 closing and will reportedly lead to the sale of 168 stores across eight states. \"The Safeway-Albertsons merger is going to change the grocery sector from the Midwest to the West,\" Jaggi said. \"Consolidation is, hopefully, going to give these companies more buying power and efficiencies in distribution. That in turn could enable them to spread those savings to the consumer. It is probably the dearest indication that the grocery sector is going through a significant change.\" The September JLL retail report also cites a raft of other examples from the past couple of years, including Albertsons\' $385 million purchase of United Supermarkets; Kroger\'s $2.6 billion acquisition of Harris-Teeter; Safeway\'s closure of 72 Dominick\'s stores in Chicago; and Yucaipa\'s acquisition of 110 Fresh & Easy stores. The Dominick\'s closures resulted in the return of some 4.5 million square feet of space back into the Chicago market and spiked local retail vacancies by about 80 basis points, according to the JLL analysis.\r\n\r\nDoes this instability mean that traditional supermarkets will shrink dramatically along the lines of \"right-sizing\" retailers such as Best Buy? Not necessarily, Prevor says. \"It is a possibility, but I believe it is just as possible supermarkets will further evolve ,\" he said. Already, major chains are ramping up their focus on fresh and prepared foods around the perimeter of the store by installing foodie-friendly cheese caves, wine bars, mini-restaurants and more, according to Prevor.\r\n\"Some supermarkets are transforming themselves into hybrid food-service and retail emporiums,\" he said. \"This actually holds out the possibility that some of these stores could get bigger.\r\nThat way, they can have food courts and other things that we haven\'t traditionally associated with supermarkets.\"\r\nChains could simultaneously confront discounters by adding the types of products found on the cheap at warehouse clubs, Jaggi says. \"Do you have to go to Costco to get that giant pallet of paper towels?\" he said . \"Maybe not - maybe Kroger starts carrying that.\" By offering touches of both Costco and Whole Foods, in other words, supermarkets stand to broaden their appeal. \"All these major brands, whether you\'re talking about Kroger, HEB or Publix, are trying to appeal to as broad a demographic as possible,\" Jaggi said. \"They want their stores to appeal to discount-oriented consumers, aspirational consumers and affluent consumers alike.\'\'\r\nLandlords could employ a similar strategy when retenanting shopping centers that have lost large-format grocery anchors owing to sector consolidation, Prevor says. Instead of a single grocery anchor, the shopping center could offer multiple highly specialized food tenants that occupy in the aggregate roughly the same square footage as the departed anchor. \"One tenant might be a deep-discount concept like an Aldi, another might be a health-oriented, upscale concept like Whole Foods,\" Prevor said . \"You could also have an ethnic-food store focused on Asians or Latinos. So the model moving forward might he for multiple 10 ,000- or 15 ,000-squarefoot stores instead of one 60,000-foot store. The design of these centers could change.\"indeed, the JLL report does predict continuing closures of traditional supermarkets over the next three years as alternative channels - particularly dollar stores and fresh-format grocers - expand aggressively. Meanwhile, online grocery concepts will eat into supermarket sales even further in coming years, says Susan Porjes, a market analyst (or research firm Packaged Facts. \"Back more than 10 years ago, investors were leery of online grocery shopping, due to some spectacular failures, like Webvan,\'\' said Porjes. \"But online grocery sales are poised to take off on a high-growth trajectory\".\r\n\"2\"Indeed, U.S. online grocery sales are set to grow from about $23 billion last year to nearly $ 100 billion by 2019, which would amount to 12 percent of total grocery spending, according to Porjes, who wrote an October 2014 report on the phenomenon. Others see it too. Ultimately untrammeled growth of online grocery shopping could spell trouble for supermarkets, write the JLL analysts. \"If Amazon figure out a successful solution to a wide-scale implementation of its Amazon Fresh model, it poses a significant threat to groceries, particularly supermarkets with thin margins.\"\r\n\r\nBut even this trend could at the same time create certain opportunities for landlords, Porjes notes. Companies such as Chronodrive, which has 74 store across France, specialize in building drive-through, Internet-enabled grocery stores. \"That model has been successful in France\" Porjes said. \"You place your order, and on the way h0me from work you go to the drive-through and they have everything ready for you.\" The stores, which Porjes likens to small warehouses with limited assortments, represent a new potential retail tenant, particularly for shopping centers that lack grocery anchors.\r\n\r\nDrive-through grocery Zoomin Market launched this concept in Olathe, Kan., last April - local shoppers place orders using a smartphone app. and a text alerts them when the groceries are ready for pickup. Walmart began testing a similar concept last September on its home turf in Bentonville, Ark.\r\n\r\nSome grocery sellers are installing lockers at which shoppers can pick up their online-ordered bags of produce and packaged goods- a trend that could supplement retail leasing revenue over time, Porjes says. Peapod, for one, is leasing space for grocery pickup lockers at three Metro stations in Washington, D.C., as part of a six month pilot program. \"For commuters who are not always able to be home for grocery delivery, this is a perfect solution.\" Porjes said.\r\n\r\nFinally, the practice of \"crowd sourcing\"- where by companies such as Uber use the Internet and GPS-enabled smart phones to tap into pools of freelance delivery drivers - could also be a boon to supermarkets and other food stores, Jaggi says.\r\n\r\nGeneral Growth Properties, Macerich, Simon and other top U.S. mall owners are using some of these freelance drivers to offer rapid delivery of items bought from tenants\' stores. For Jaggi, the potential for supermarkets to do the same was underscored on a recent Uber ride in Dallas. \"Before the Uber driver picked me up, he asked me if i wanted a lunch,\"Jaggi said. \"He told me many of the drivers he knew were offering delivery services. When you start getting third party service providers in the business of delivering groceries - now you\'ve got a real change in the way we perceive the shopping experience.\"\r\n\r\nGrowth in specialty grocer sector spurs development, attracts investors\r\n\r\nMobs of investors are fighting over properties anchored by big supermarket chains such as Harris Tooter, Kroger and Publix, leading those seeking less competition to focus on shopping centers anchored by specialty grocers, such as Earth Fare, Sprouts Farmers Market, The Fresh Market, Trader Joe\'s and Whole Foods. According to Franklin Street Retail Investment Advisors, 51 specialty-grocery-anchored U.S. shopping centers have traded hands in the past two years, accounting for an aggregate $1.3 billion, double the amount sold in 2012.\r\n\r\nAbout 80 percent of last year\'s specialty-grocery-anchored properties were single-asset deals, according to Gary Saykafy, senior director at Franklin Street. Of the 10 transactions that were part of a larger portfolio sale, most consisted of entry-level transactions or the buyout of a partnership interest. Fresh Market was the most popular specialty supermarket among traded properties last year, accounting for 37 percent of the total, Saykaly reports. Whole Foods made up 28 percent of the deals, Trader Joe\'s 22 percent, Earth Fare 12 percent and Sprouts 2 percent. Whole Foods properties garnered the lowest cap rates: 4.9 to 5.4 percent.\r\n\r\nIn regional terms, the Southeast was the hot zone, as 66 percent of the total sales volume last year occurred in Florida and North Carolina, according to Franklin Street. Georgia was the third-most active state with 22 percent of the total. The majority of sellers were private investment groups, among them Och-Ziff Capital Management Group and Rialto Capital Management.\r\n\r\nSpecialty grocers are helping to drive a new wave of ground-up development as well, since they are growing much faster than their traditional supermarket peers, according to Franklin Street. Whole Foods has 15 new stores under way, followed by Fresh Market, Which is planning to open 10. Meanwhile, Earth Fare, Sprouts and Trader Joe\'s have collectively announced 22 stores set to open this year. All these are to roll out in the Southeast, 17 of them opening in Florida. Only eight are redevelopments, Saykaly says. The majority of the developers involved are privately owned.\r\n\r\nThe full article is available here.', 'Discounters and Other Innovators are Turning the Global Supermarket Industry on its Head', '', 'inherit', 'closed', 'closed', '', '2068-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2068, 'http://cbx.cappendev.com/2068-revision-v1', 0, 'revision', '', 0), (2832, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Brands are more susceptible to catastrophe today than at any point in modern history.\r\n“With the rise of social media and the 24/7 cycle of media today, news spreads faster than ever,” said Nick Bell, vice president of marketing communications for Cision. “In times of crisis, this quick dissemination of information can add fuel to the fire and amplify negative news in a matter of minutes.”\r\n\r\nCompany leaders used to worry about Mike Wallace, of “60 Minutes” fame, walking through their front doors with an allegation and a camera. “Now everyone walking into your building has a camera,” said Kelly O’Keefe, professor at the Virginia Commonwealth University (VCU) Brandcenter. “This makes businesses incredibly vulnerable.”\r\n\r\nCouple that with all-time low levels of public trust in corporate and governmental institutions, and you have a veritable recipe for brand disaster, added Dustin Longstreth, chief marketing and strategy officer at branding agency CBX.\r\n\r\nAssessing The Damage
\r\n\r\nThe failure to control organizational crises in the earliest stages can cost companies dearly—impacting value, revenue, and long-term reputation. Yet many businesses fail to respond quickly enough to brand-damaging issues. More than a quarter (28%) of crises reported spread internationally within an hour, according to a worldwide survey of crisis communications professionals by law firm Freshfields Bruckhaus Deringer, and more than two-thirds (69%) go global within a day. Yet the same survey found that companies require an average of 21 hours to issue any meaningful external communications in response to a crisis.\r\n\r\n\"\"\r\n\r\nBrand damage originates in many shapes and sizes, such as controversial corporate decisions or statements, logistical problems, or product safety issues. Then there are those that result from deliberate attacks, such as erroneous social media posts or other deceptive content.\r\n“There is also a larger meta-category that pervades all the above—the betrayal of a brand promise,” said Thom Wyatt, managing director at global brand strategy and design firm Siegel+Gale. “This is when the crisis is in direct conflict with what the brand stands for and is, therefore, particularly harmful.”\r\n\r\nBut, by far, the more injurious incident of all is the one for which a marketing organization has not prepared. “It’s a guaranteed way to add chaos to an already chaotic situation,” Bell said. “When forced to think on-the-fly during a brand catastrophe, the chances of having the entire company on the same page in terms of action items and response is slim, making the odds of clear and meaningful communication with the public virtually impossible.”\r\n\r\nAn effective brand catastrophe plan is developed long before a problem arises. Following are seven steps CMOs can take to build reputational resistance into their organizations.\r\n\r\n1. Involve senior leaders early—and often: “Precrisis planning should include cross-functional leaders and strategists, representatives from marketing, public relations, sales, customer service, finance, operations, and HR,” said Nina Brakel-Schutt, business development executive at digital asset management software maker Widen Enterprises.\r\n\r\nSenior leaders also should decide who will serve as spokesperson in the event of a brand emergency “so they can own the narrative,” Siegel+Gale’s Wyatt said. (Hint: The CEO works best.) “The response must be clearly articulated and come directly from someone in authority to ensure credibility and accountability.”\r\n\r\n2. Know your weaknesses: “Being able to identify your brand’s vulnerabilities makes it easier to assess your potential areas of risk and identify what’s preventable,” Cision’s Bell said. Due diligence will require that marketing leaders survey others, including customers, partners, and industry observers, to accurately pinpoint corporate frailties.\r\n\r\n3. Determine what constitutes a crisis: CMOs should gauge the business impact of hypothetical events to define what will be considered a true crisis versus an issue in order to coordinate responses and resources effectively. “An issue causes waves, but has no long-term impact on a brand,” said Bell, “whereas a crisis can permanently damage your brand and potentially lead to profit loss.”\r\n\r\nConsider creating a top 10 list of potential crises your brand might face given the existing climate, and update that list frequently as market conditions change.\r\n\r\n4. Expect the unexpected: While a list of likely brand catastrophes is helpful, many crises come out of the clear blue. “We don’t necessarily know what a worst-case scenario even looks like,” CBX’s Longstreth said. The global economic climate moves so quickly that marketing leaders are best-served designing corporate cultures and systems that can weather reputational tempests.\r\nBrands that establish trust over the long haul fare far better in times of crisis, VCU Brandcenter’s O’Keefe said. Toyota, for example, had built a reputation for reliability and was able to bounce back from massive recalls in 2009 and 2010.\r\n\r\n“Brands and companies who operate every day under clearly defined and understood values, behaviors, and purpose will be much better prepared in the face of extreme circumstances,” said Longstreth, who worked with Gold Medal Flour to define a brand purpose and corporate culture.\r\n“When there was the slightest concern of E. coli from their mill in Kansas City, Gold Medal ordered a recall straight away and communicated openly and consistently with the public,” Longstreth recalled. “They knew that the financial cost of the recall was insignificant to the loss of trust from consumers. There was no hesitation because the strong sense of purpose and integrity was embedded in the DNA of their culture.”\r\n\r\n5. Avoid “brand-made” disasters: Marketing leaders and experts preach the importance of creating a compelling brand narrative. But companies that can’t live up to the stories they tell customers can create their own brand catastrophes. It’s a new but damaging trend.\r\n\r\n“Story is something that is very important and valuable for brands to cultivate in this day and age,” Longstreth said. “[But] all too often we see companies leverage a very compelling story for their brand only to falter when it is discovered that the reality of their business doesn’t match up.”\r\n\r\nAdded Brakel-Schutt of Widen Enterprises: “A brand crisis can be eliminated when an organization knows who they are and what they stand for, and works relentlessly to deliver what their audience wants and needs. Very little can sway consumer loyalty if an organization consistently does the things they do best for the right group of people.”\r\n\r\n6. Create a rapid response plan: When the you-know-what hits the fan, there is no grace period. “In today’s digital age, there isn’t time to assess a crisis and investigate the problem at hand before communicating with the public,” Bell said. “The minute a crisis goes public is the minute people want answers.”\r\n\r\nA rapid response plan with clear processes and responsibilities will help. Make sure company leaders are aware of potential threats you’ve prepared for and the steps they will be asked to take.\r\n\r\nWhile communication with the media is an important part of the response, marketers should consider other important audiences, such as employees, corporate executives and board members, customers, vendors and partners, regulators, industry analysts, financial institutions, and trade organizations. Know their communication preferences “so you know where to share your message when the time comes,” Bell said. “Additionally, actively monitor the conversations taking place among your audience members and in public conversation. Keeping a pulse on topics and sentiment can impact the language, tone, and message you share in the midst of a crisis.”\r\n\r\n7. Consider not just what you say, but how: “Companies must understand the power of their response; it’s not just the intent of what they’re saying, but how they say it,” Siegel+Gale’s Wyatt said. “Re-establishing trust is not simply a rational or logical issue—it requires an emotional response as well.”\r\n\r\nCompanies must deliver what’s expected in the wake of a crisis, but to truly be resilient they must go above and beyond the expected response. It’s almost better to overstate the problem than to understate it, VCU Brandcenter’s O’Keefe added. “That’s a demonstration of taking responsibility and taking the challenge seriously,” he said.\r\n\r\nSilver Lining?\r\nEffective crisis response is more about long-term strategy than short-term tactics. “The long-term work of building trusting relationships with customers, peers, employees, and others means much more than the wording in a post-crisis press release,” said Will Bunnett, president of political marketing firm Clarify Agency. “No quick fix will help if there isn’t something there people think is worth fixing in the first place.”\r\n\r\nBrand disaster preparedness is critical to resilience, but such plans should serve as guides, not checklists. “Once a catastrophe hits, be sure to assess your original plan and tweak as necessary before jumping into actions,” Cision’s Bell said. “While there’s no way to prepare for every scenario, when a plan is in place for various types of crises, chances are you’ll be able to pull bits and pieces from different response plans. If nothing else, preparing for a crisis in advance will identify the proper chain of command and communication.”\r\n\r\nIn the end, a well-handled brand crisis can even have an upside. “If you respond immediately and forcefully, you can actually end of with a stronger brand than you started with,” O’Keefe said. “Consumer love a brand that owns up to its challenges and commits itself to making things better.”\r\n\r\nOriginally published by CMO.com\r\nPhotos courtesy of CMO.com', 'Don’t Worry, You Really Can Build A Crisis-Resilient Brand', '', 'inherit', 'closed', 'closed', '', '2289-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2289, 'http://cbx.cappendev.com/2289-revision-v1', 0, 'revision', '', 0), (2833, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Experts prescribe remedies for ailing beauty sales in languishing chains.\r\nFor many shoppers, the average mass-market beauty department is one big yawn. Retailers have elevated the assortment, but clunky, overstocked displays make finding many products difficult. Shoppers know just what to expect when they walk into their local chain store, and that’s the problem, said retail experts polled by WWD. The sameness across retail nameplates is prompting consumers to look elsewhere for beauty. For the first time in years, department and specialty store beauty sales are growing faster than mass.\r\n\r\nAccording to data from IRI for the 52-week period ended Sept. 6, in multiunit stores, most beauty category sales expanded an average of 4.5 percent over the year prior. While that shows some improvement over 2 percent inclines in the first half of 2015, it is below the 7 percent increase in prestige recently reported by The NPD Group.\r\n\r\nThat’s a tough reality given beauty products produce the second largest portion of sales in drugstores behind pharmacy, and the category ranks within the top five departments at discount stores. Consumers are looking for change.\r\n\r\nFor years, chain stores have presented beauty in much the same way, with cosmetics brands lining one wall, and skin- and hair-care and bath products filling rows and rows of shelving. They are only occasionally interrupted by photos or graphics.\r\n\r\n“Build me my magic box,” that’s what consumers are clamoring for, according to in-depth consumer research just completed by WSL Strategic Retail. “We’ve spent the last 10 years worrying about logistics or the implication of digital. But the reality is, 90 percent of sales are still in a store. People think about digital as a black box, they think about stores as a place to exercise and mingle with people,” said Wendy Liebmann, the founder and chief executive officer of WSL. “We’ve left the box to itself and shoppers are calling for change.”\r\n\r\nThat’s the clarion call. But a mind shift could be a challenge. “It’s tough for mass [merchants] to change up the way products are merchandised,” said Ben Bennett, cofounder and chief creative officer at Hatchbeauty. “Success is measured by dollar per square foot with products packed in rows in the aisles.”\r\n\r\nBennett, along with several other creative thinkers, suggested retailers station beauty at the center of the store, and have products build out from there.\r\n\r\nThe aisles and aisles of products, most of which are hidden behind bulky outer cartons, make beauty shopping more of a chore, said Jeanine Recckio, beauty futurologist of Mirror Mirror Imagination Group. “We expect the consumer to do all the work. We’re making shopping too hard and not fun to do….Retailers are so stuck on the numbers that they’ve forgotten the experience.”\r\n\r\nAt the root of the problem is the enormous volume of inventory housed within the beauty department. “The model is built for visual impact,” said Joe Magnacca, a former drugstore executive who most recently was ceo of RadioShack Corp. “It’s excessive from an inventory point of view, with 80 percent of the sales coming from 20 percent of the stockkeeping units,” said Magnacca, who is credited with sweeping improvements during his time at Duane Reade and Walgreens.\r\n\r\nJoe Bona, president of branded environments at CBX, a branding agency, agreed beauty needs an overhaul. “Mass-market retail has always been about ‘stack it high and keep the prices low,’ but beauty is bigger than that,” he said. “People go out of their way to shop at, say, Nordstrom or Sephora because these are sumptuous environments with elevated levels of service. These are places where women can relax and take care of themselves.” Bona envisions an oasislike approach where retailers jettison prosaic beauty aisles for more theatrical space. “You want women to cross the threshold, smell pleasant fragrances, hear soothing music, see softer lighting, and just relax. You want them to go ‘Wow. This is like a spa.’”\r\n\r\nVictoria Buchanan, a visual trends researcher at The Future Laboratory, said there is simply too much stuff for shoppers to peruse. In her view, rethinking the beauty department hinges on the idea of curation.\r\n\r\nDylan Lauren, founder and ceo of Dylan’s Candy Bar, also called for an edited approach, and a more inviting environment. Recalling the idea behind Dylan’s Candy Bar, she said, “I wanted my customers to experience candy differently. Our mission was to awaken the inner child.” Mass merchants could do the same with beauty with a leaner assortment, enticing packaging, better lighting and digital images, she said.\r\n\r\nEnticing the Millennial consumer is a must for the mass business to turn around. Not only are Millennials quickly becoming the biggest demographic group, they have a halo effect on other age segments, especially Baby Boomers who bristle when pegged as old and stodgy. “Millennials are drawn to experiences that involve their peers and friend endorsement. They want instant feedback on what they purchase and approval by their social followings. Playing to those elements is key for discount beauty retailers to draw in this audience,” said Amy Levin, founder of College Fashionista, a Web site popular with Millennials. She said current product displays cheapen the experience. Her advice: merchandise by occasion, such as brunch or a night out. Monetary rewards for those who spread the good word on a retailer can also sweeten sales.\r\n\r\nAnother hurdle to sales is that shoppers generally cannot try a product first. Betsy Olum, cofounder of Beauty Innovation Group, suggested offering samples of key launches, noting that most shoppers want to see, smell and touch a product before buying. “One of the most important things about beauty is being able to explore and play with the products,” said Olum, whose experience includes posts at Sephora and HSN.\r\n\r\nOriginally published in WWD.', 'Dreaming Up An Ideal Store', '', 'inherit', 'closed', 'closed', '', '2150-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2150, 'http://cbx.cappendev.com/2150-revision-v1', 0, 'revision', '', 0), (2834, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'By Rick Barrack\r\nBrangelina, George Clooney, Justin Timberlake and other stars who lend their names to liquor brands are designing the packaging to be consistent with the personalities we see on the red carpet.\r\n\r\nA few months ago, megastars Brad Pitt and Angelina Jolie added another accolade to their long list of joint accomplishments. No, they didn’t become parents for the umpteenth time—they won “Best Rose in the World” in Wine Spectator’s Top 100 Wines of the Year issue.\r\n\r\nYou heard me right; Brangelina is now a premiere winemaker, which is further proof that alcohol is the new perfume, with more celebrities opting to lend their personas to spirits than scents. Stars such as George Clooney, Justin Timberlake and Sofia Coppola also are lending their names (and possibly, expertise) to wine and liquor brands, making the local wine store shelf resemble an issue of US Weekly. So how do these stars—who have an army of publicists and Tweeters shaping their public personas—protect their images when it comes to the packaging and marketing of their liquor brands?\r\n\r\nGeorge Clooney is a lover of women, Italian villas and—as nightclub impresario Rande Gerber knows—tequila. It seems that while the two were just hanging out being dudes in Cabo San Lucas, they hatched an idea to launch a tequila brand; in fact, the name of their brand, “Casamigos,” means “House of Friends.”\r\n\r\nPartying celebrities starting a liquor brand may not be surprising—but what will surprise you about George’s brand is the way it looks. The design is very simple, even bordering on—I’ll say it—feminine. A typewriter font gives the brand a handmade feel, informs buyers of the ingredients and where/when the tequila was bottled, and features an edition number. Consistent with the intimate feel is the fact that every bottle label is signed by the two founders. As for the aqua blue logo, one can only assume that it reflects the Blue Weber Agave from which the product is made.\r\n\r\nWhile this bottle may not reflect George’s masculine persona, it is definitely charming and refined, adjectives often used to describe the actor/director (at least by the media).\r\n\r\nAnother celebrity, Justin Timberlake, is trying to give George a run for his money with his tequila brand, Sauza 901. With a name that’s a nod to the area code of JT’s hometown of Memphis, TN, Sauza 901 is definitely catering to a younger, hipper, clubbier audience.\r\n\r\nJustin may claim to be a spirits aficionado (his song “Drink You Away” has a line about trying “Jack, Jim..all of their friends”), but he’s also the consummate performer. With this tequila, he’s trying to get people to party and drink along with him. The bottle’s long hexagonal shape and an oversized “901” graphic is edgy, sexy and slightly mysterious. Justin is likely modeling his public persona (if not his film career) after George’s, but his tequila brand feels a lot more mass—and the fact that it is being marketed by Sauza suggests just that. This is not the homemade, small batch tequila touted by George, but a mainstream tequila for those who love a good time (and in all likelihood, Justin’s music).\r\n\r\nDirector Sofia Coppola was blessed with talent, good looks and a father who is not only an incredible director but who also owns a vineyard. As a gift to his daughter, Francis Ford bestowed her with her own champagne, named—what else?—Sofia.\r\n\r\nGiven that Sofia is something of a fashion brand herself—she has designed handbags for Louis Vuitton, been a guest editor at French Vogue and starred in a Marc Jacobs ad campaign—one would assume that she had a definite hand in the creation of the Sofia champagne brand.\r\n\r\nMy favorite aspect of the champagne is the fact that it is packaged in a metal can, the perfect mix of “mass” and “class.” The white logo, in a sanserif font, contrasts against a metallic raspberry color, as does a romanticized illustration of a grapevine. The can is undoubtedly feminine, but it’s sleek enough to be held by a guy. And it comes with a matching plastic straw, in a cardboard box that is so attractive, it could be a gift under a Christmas tree. Yes, Sofia gives a winning performance on this one—too bad they don’t give out Oscars for alcohol brands.\r\n\r\nSince we’ve tackled tequila and champagne, let’s look at Sean Combs’ vodka brand, Ciroc. This brand is a little bit different from the others, because the product was created by Diageo before the former P. Diddy came on as brand ambassador in 2007.\r\n\r\nThe bottle is hip enough to suit his persona, with a slender, towering shape that is as imposing on shelf as the entrepreneur himself. And the blue circle on the bottle makes an eye-catching bulls eye behind the bar.\r\n\r\nWhere Combs really gets to shine is in the marketing for the vodka. Ad campaigns feature him as a modern day Sinatra, sitting around a table with his very own Rat Pack. Few celebrities today know more about branding than Diddy, who not only created his own hip-hop “brand” but also created the successful Sean John fashion line, a movie production company, a men’s perfume and two nightclubs, among other ventures. By partnering with Ciroc, Combs has used his prowess to turn a 50,000 case per year vodka brand into a 2 million case per year spirits superstar.\r\n\r\nThe list could go on and on. Dan Ackroyd launched Crystal Head Vodka in 2008, and his vodka, is filtered through 500-million-year-old quartz crystals that have supposed spiritual qualities. (Inspired by “Ghostbusters,” Dan?)\r\n\r\nFinding the spirits category no laughing matter, Ackroyd’s buddy and co-star Billy Murray founded Slovenia Vodka with dancer Mikhail Baryshnikov in the most bizarre celebrity partnership ever.\r\n\r\nDrew Barrymore went from wild child to wife/mother to vintner, with her brand Barrymore Wines.\r\n\r\nAnd who can forget that “Real Housewife” of New York, Bethenny Frankel, launched her Skinny Girl Margaritas while starring on the show? Hey, when reality TV gives you lemons, why not make lemonade-flavored cocktails?\r\n\r\nSo, what does Brad and Angie’s brand look like, you may ask? An actor who fancies himself a design aficionado and art collector, Brad likely had a hand in the design—as he did with houses in New Orleans for his Make It Right initiative, his Pitt-Pollaro furniture collection and even Angie’s engagement ring.\r\n\r\nThe Miraval Rosé bottle, named for their estate in Provence (excuse me…), is sophisticated and streamlined, with a bodacious shape that brings a particular actress to mind—and I’m not talking about Jennifer Aniston. Although don’t be surprised if Smartwater millionairess Jen launches her own alcohol brand in the near future—it seems to be a trend that’s caught a lot of (TMZ) buzz.\r\n\r\nRead more: www.packagingdigest.com/beverage-packaging/dressing-celebrity-alcohol-packaging-style', 'Dressing Up Celebrity Alcohol Packaging in Style', '', 'inherit', 'closed', 'closed', '', '1948-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1948, 'http://cbx.cappendev.com/1948-revision-v1', 0, 'revision', '', 0), (2835, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    \"\"\r\nSo, I’m on this date. And for all intents and purposes, it’s going pretty well. When he asks me if I would like to go somewhere for dessert, I’m in. When he asks me where I want to go (how kind and thoughtful!), I’m even more excited.\r\n\r\n“Let’s get FroYo!” I say.\r\n\r\nHis response?\r\n\r\n“What’s FroYo?”\r\n\r\nAnd that, my friends, is how our date ended. How can a man not know what FroYo is? Wait – how can anyone not know what Fro-Yo is?? It just happens to be the most delicious, low-calorie (if you get tart flavor and add a dash of chocolate peanut butter like I do) dessert you could ask for.\r\n\r\nObviously, I feel strongly about my FroYo. So, you can imagine my excitement when I received word that Duane Reade (drugstore retailer extraordinaire) decided to add a self-serve frozen yogurt bar to its Broadway and 52nd Street NYC store. You mean I can get lipstick, toothpaste, a prescription filled and FroYo? Wow.\r\n\r\nUpMarket Fro-Yo is, according to a recent company press release, part of Duane Reade’s plan to become a total health/beauty/daily living destination. They must be really tuned in to how important FroYo is in today’s world. Or at least in my world.\r\n\r\nWhile it’s a bizarre combination—drugstore meets FroYo—I applaud the innovation. In fact, this type of “out of the box” innovation is not exactly a new thing for Duane Reade. It added a sushi and juice bar to its 40 Wall St. location in New York last year, and it looks as though the drugstore retailer will continue to bring healthy food options to various retail locations.\r\n\r\nOne of the things I’m digging about the FroYo bar (besides its FroYo of course) is the design – all handled by CBX. It’s sleek, the colors are enticing and they’ve made great use of integrating the FroYo swirl cleverly into the design. There’s absolutely no way you’re going to walk by this and not get frozen yogurt. You sort of have to – that’s how good it looks.\r\n\r\nNow the only question left to be answered is: do they have tart, chocolate and peanut butter flavors available, along with a single man who can take me there on a date? That’s sort of the deal-breaker for me…\r\n\r\nWhat do you think about drugstore meets FroYo? Ever ended a date due to a total lack of dessert knowledge?\r\n\r\nhttp://retaildesigndiva.ddionline.com/2012/02/drugstore-meets-froyo-you-in.html', 'Drugstore Meets FroYo -- You In?', '', 'inherit', 'closed', 'closed', '', '1692-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1692, 'http://cbx.cappendev.com/1692-revision-v1', 0, 'revision', '', 0), (2836, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    On Wednesday, the New York-based Walgreens-owned ubiquitous drugstore Duane Reade opened its new flagship store bring the brand vision “New York Living Made Easy” to life in a vibrant neighborhood that is establishing its upscale identity. The roughly 22,000-square-foot store is the largest Duane Reade ever built. The store, which will be open 24 hours a day, seven days a week, is located in close proximity to the New York Stock Exchange and features the first introduction of their parent companies brand into a store “Powered by Walgreens Pharmacy Network”; an expanded beauty department centering on the award-winning Duane Reade LOOK Boutique; a unique fresh food, beverage and snack department; sushi bar, a shoe shine area, the largest Duane Reade/HP digital photo center and daily fresh flowers for sale. As well as an in-store salon will offer blowouts for $35 to $45 and manicures for $10; “Find Your Look,” a computer that takes your photo, lets you scan in makeup items, then retouches your photo to show how you would look in those products; a juice bar where employees whip up made-to-order $4.99 smoothies and a Coca-Cola machine that dispenses 130 drinks at the touch of a computer screen.\r\nAnd of course the CBX designed and recently renamed Private Brand Good & Delish, the groundbreaking UPC based skyline value brand and Apt 5 all playing starring roles with endcaps and signage engaging customers in the brands throughout the store.\r\n\r\nHere is the press release from Duane Reade:\r\n\r\nNew York City’s Largest Drugstore Chain Unveils the World’s Most Innovative Drugstore with Pharmacy Services Powered by Walgreens\r\n\r\n40 Wall Street, known as the “Crown Jewel of Wall Street,” once held the title of the tallest building in the world. Now, it is home to a 22,000-square-foot Duane Reade flagship store and one of the drugstore chain’s most innovative locations to date, which is scheduled to open July 6th. The new 24-hour store will have a decided “up market” focus, from its health care, food and beauty offerings to exclusive services and amenities never before seen in a Duane Reade or any other drugstore.\r\n\r\n“This store represents a milestone, with the best ideas of Duane Reade and Walgreens setting a new benchmark for health and daily living,” said Walgreens President and CEO Greg Wasson. “As part of the Walgreens family of companies, Duane Reade is taking an important step in its highly visible re-branding initiatives with the opening of this store.”\r\n\r\nJoe Magnacca, President of Duane Reade and President of Daily Living Products and Solutions for Walgreens, said, “This space signifies great historical achievement, where it took workers just 93 days to build the entire steel frame of this 72-story building in 1930. Since then, it has been transformed for the new era, mirroring Duane Reade’s strategic brand repositioning today. 40 Wall Street is the latest phase in introducing our iconic New York brand to its modern relevancy with our New York metropolitan area customers.”\r\n\r\nQualified medical attention will be on-hand with the company’s signature, no-appointment-required “Doctor On Premises” service that provides urgent, affordable and quality health care, including Duane Reade’s first pharmacy “Powered by Walgreens Pharmacy Network.” The new system will link to Walgreens pharmacy system, the largest pharmacy network in the U.S. New Yorkers, out-of-state residents and visitors now can have their Walgreens pharmacy information available at this Duane Reade location for a seamless patient experience that will also include prescription “ready” text messaging.\r\n\r\nAn expanded beauty department will feature the award-winning LOOK Boutique offering before/after virtual makeovers, skin analysis from Philips Crystalize, and an automatic fragrance sampler that will allow customers to try more than 40 different scents on their wrist. A nail salon will feature manicures, gels, the latest colors from OPI and essie, and a hair salon by Phyto Universe with services like hair/scalp analysis, blowouts and styling from a certified hair care professional. High-end, salon grade skin/hair products and accessories will be available from Nuxe and other trusted brands.\r\n\r\nDuane Reade will bring the best of its New York Living Made Easy vision with store offerings that will include: a Sushi Station, featuring a chef and full menu from edamame to elaborate rolls; The Juice Market, offering fresh-made specialty themed smoothies; a Starbucks coffee and fresh bakery counter; a Coca-Cola “Freestyle” machine dispensing 130 varieties of Coca Cola fountain drinks; and an expanded natural and organic section containing fresh fruits, vegetables, wraps, sandwiches and salads made daily; including other products exclusive to Duane Reade.\r\n\r\n“The fresh and healthy food offerings will be un-paralleled within the drugstore industry,” said Paul Tiberio, Senior Vice President of Merchandising & Chief Marketing Officer for Duane Reade. “As our customers shop across fewer retailers, we have positioned 40 Wall Street to best service the ‘need-it-now’ trips of the area’s growing residential and professional populations, offering an ‘up market’ fresh food proposition and their one-stop shop solution.”\r\n\r\nThe Virtual Assistant, custom designed for Duane Reade by Tensator, will welcome and introduce customers to the many new store features by utilizing the latest in holographic imaging and audio-visual technology to create the illusion of a real person. (Tensator is a global leader in queue management and digital signage solutions.)\r\n\r\nFor the professional on the go, a retro-styled, mahogany-polished shoe shine area will be on-hand, and all proceeds from the shine will be donated to various New York-based philanthropic organizations through the Duane Reade Charitable Foundation. In addition, business enthusiasts will be able to browse the international newsstand stocked with papers from financial centers across the globe, power-up at a cell phone charging station that will lock the device and charge while a customer shops, all while taking in important stock, news and sports feeds on the 20-foot official NYSE in-store ticker.\r\n\r\nOther New York City conveniences include daily fresh flowers available for any occasion and the biggest Duane Reade/HP digital photo center to date.\r\n\r\nhttp://mypbrand.com/2011/07/06/duane-reade-good-delish-invade-wall-street/\r\n', 'Duane Reade & Good & Delish Invade Wall Street', '', 'inherit', 'closed', 'closed', '', '1751-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1751, 'http://cbx.cappendev.com/1751-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2837, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    New York, NY – February 21, 2012 – CBX, the New York- based brand agency, announced today that the work it completed as Duane Reade\'s retail brand partner earned an award in Chain Store Age\'s 30th annual Store of the Year Retail Design Competition. Competing with entries submitted from around the world, the Duane Reade 40 Wall Street location won First Place in the 2011 Drug Store/Convenience Store category.\r\nCBX worked with Duane Reade on the overall strategic vision and then created store environments unique to the individual New York local markets. \"The size (22,000-sq-ft.), and the location gave us the opportunity to provide amenities not typically found in a neighborhood pharmacy,\" says Todd Maute, partner, CBX. \"The former bank space with its black marble columns and gilded escalators allowed us to creatively design and offer a hair salon, a nail bar and the new UpMarket grocery featuring sushi and smoothie bars.\"\r\n\r\nA panel consisting of designers, retailers, and architects chose winners based on project objectives, unique project characteristics, and special design elements and materials. Winners of the Chain Store Age Retail Store of the Year 2011 Design Competition will be highlighted in the February/March 2012 issue of Chain Store Age.\r\n\r\n\"\"\r\n\r\nAbout CBX:\r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly Clark, A&P, Pathmark, Saks Fifth Avenue Off Fifth, Lord and Taylor, Wawa, Sunoco, and Petro China. In addition to its New York City headquarters, CBX has offices in San Francisco and Minneapolis, and with the CBX World- wide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shang- hai, London, Amsterdam and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.

    ', 'Duane Reade 40 Wall Street Location, Designed by CBX, Wins Chain Store Age\'s \'Store of the Year Retail Design Competition\'', '', 'inherit', 'closed', 'closed', '', '1577-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1577, 'http://cbx.cappendev.com/1577-revision-v1', 0, 'revision', '', 0), (2838, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    NEW YORK -- Duane Reade has added an Upmarket Chop Salad Bar store-within-a-store at its 100 Broadway location in downtown New York City. The salad bar is designed for customers with limited lunch breaks to quickly customize their own salads in a grab-and-go manner.\r\nDuane Reade collaborated with design firm CBX on the project. CBX\'s goal was to create a distinctive look for Upmarket Chop. The final product includes a giant LED light box of a spoon, fork and knife that hangs on the wall of the salad bar at its centerpiece.\r\n\r\n\"Duane Reade continues to bring value to New York City shoppers, providing everything from pharmacy to fresh food needs,\" said Todd Maute, partner at CBX.\r\n\r\nThe 100 Broadway location also features a juice bar, a sushi bar, coffee station, hot soups and a frozen yogurt station.\r\n\r\nAs CSNews Online also reported, Duane Reade opened its flagship large-scale store at 40 Wall Street in July 2011. That store, located in the Trump Building down the street from the New York Stock Exchange, features many of the same items as the 100 Broadway location, as well as a Coca-Cola Freestyle machine and a Tensator Virtual Assistant.\r\n\r\nDuane Reade is a division of Walgreen Co.\r\n', 'Duane Reade Adds Salad Bar to Its Product Mix', '', 'inherit', 'closed', 'closed', '', '1658-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1658, 'http://cbx.cappendev.com/1658-revision-v1', 0, 'revision', '', 0), (2839, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    Walgreens continues efforts to innovate its retail stores with the latest addition of Fro-Yo frozen yogurt bars at Duane Reade in New York. \r\nThe renovated Duane Reade located at Broadway and 52nd Street reopened this week with the chain’s first self-serve frozen yogurt bar. UpMarket Fro-Yo is part of Duane Reade’s plan to become a total health, beauty and daily living destination, according to Duane Reade president, Joe Magnacca.\r\n\r\nThe UpMarket brand debuted last year at Duane Reade’s 40 Wall Street location with a sushi bar and juice bar. The addition of frozen yogurt is a continuation of the chain’s strategy to develop neighborhood-centric niche offerings and part of parent company Walgreen’s efforts to reinvent the drugstore experience.\r\n\r\nWalgreen’s opened a flagship store in Chicago in January featuring UpMarket offerings including the Fro-Yo self serve frozen yogurt bar. Other store features include a juice bar and fountain for made-to-order smoothies and milkshakes, fresh hand-rolled sushi and sashimi prepared daily, and hundreds of fresh food items including produce and on-the-go meal options such as wraps, sandwiches and salads.\r\n\r\nThe store also features a Coca-Cola Freestyle machine capable of dispensing 130 varieties of Coca-Cola fountain drinks, a selection of more than 700 wines positioned to pair with artisan cheeses and an assortment of specialty meats and chocolates are also featured. A “LOOK Boutique” beauty department featuring dozens of prestige and niche cosmetic, skincare and hair care brands not typically found in drugstores and staffed with trained beauty advisors. And a nail bar offers professional manicures, and eyebrow shaping and other grooming services.\r\n\r\nThese efforts are being carried over to Duane Reade, which Walgreen’s acquired in 2010. Since then, the chain has expanded Duane Reade’s Good & Delish store brand, now carried at both chains, and relaunched Walgreen’s Deerfield brand under the Nice! store label. Nice! is now carried at both Walgreen’s and Duane Reade stores.\r\n\r\nIn New York, Fro-Yo greets shoppers at the entrance to the store across from the UpMarket Sushi and Juice bars and, through sophisticated design cues, instantly communicates a convenient destination and fast, fresh new alternative for discerning New Yorkers. The modern design was created by CBX, which also helped design Duane Reade’s signature private label strategy and package design system.\r\n\r\n\r\nThe curved space with machines canted at a 45-degree angle makes the flow and pedestrian traffic fluid and easy to navigate. The organic shape of the machines mimics the swirl of the frozen yogurt while a green accent subway tile leads customers through the entire journey with style from cup pick up to flavor choice and topping.\r\n\r\n\r\nUpMarket Fro-Yo serves eight flavors of frozen yogurt along with a variety of toppings at a price of $5.99 per cup.\r\n\r\nhttp://www.storebrandsdecisions.com/news/2012/01/31/duane-reade-expands-upmarket-offerings-with-fro-yo\r\n', 'Duane Reade Expands UpMarket Offerings With Fro-Yo', '', 'inherit', 'closed', 'closed', '', '1705-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1705, 'http://cbx.cappendev.com/1705-revision-v1', 0, 'revision', '', 0), (2840, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    CBX leverages quintessential New York-centric approach.\r\nNew York, NY - January 30, 2012 - For New Yorkers, a routine trip to the local drug store to pick up a tube of toothpaste may turn into something totally unexpected. The renovated Duane Reade located at Broadway and 52nd Street reopened with the chain\'s first self-serve frozen yogurt bar. UpMarket Fro-Yo is part of Duane Reade’s plan to become a total health, beauty and daily living destination, according to Duane Reade president, Joe Magnacca.\r\n\r\nDuane Reade collaborated with CBX, its creative retail brand partner, to help develop the name, look and feel for this store within a store environment for a fresh food offering space. The UpMarket sub brand made its debut last year at Duane Reade\'s 40 Wall Street location with a sushi bar and juice bar. It\'s a continuation of the chain\'s strategy to develop neighborhood-centric niche offerings. CBX also helped design Duane Reade\'s signature private label strategy and package design system.\r\n\r\n\"UpMarket Fro-Yo is a unique creative addition to their strategy,\" says Todd Maute, managing partner, CBX. \"This was an opportunity for us to collaborate with Duane Reade management to continue the transformative \'New York Living Made Easy\' vision and create a real destination that offers its customers something innovative in a sophisticated, Duane Reade way,\" he adds.\r\n\r\nThe contemporary design epitomizes the quintessential New York feel with the application of black and white subway tiles and introduces a new signature color of green to indicate an expansion of the fresh food offerings. Playful language punctuated by an edgy tone is complemented with clever graphic icons that speak to the various activities and places people usually enjoy while eating frozen yogurt including bike rides, ice skating, ball games and the beach.\r\n\r\nFro-Yo greets shoppers at the entrance to the store across from the UpMarket Sushi and Juice bars, and through sophisticated design cues, instantly communicates a convenient destination and fast, fresh new alternative for discerning New Yorkers. The curved space with machines canted at a 45-degree angle makes the flow and pedestrian traffic fluid and easy to navigate. The organic shape of the machines mimics the swirl of the frozen yogurt, while a green accent subway tile leads customers through the entire journey with style from cup pickup to flavor choice and topping.\r\n\r\nMenu boards, cups and napkins incorporate the same edgy tone along with the icons, green swirl and talk bubbles (\"Grab life by the berries,\" and \"Go ahead, get creative\") that encourage customers to create their own signature combination of yogurt and toppings. Lighting inside the kiosk, the dispenser units and above the toppings bar gives it a clean, fresh look.\r\n\r\nUpMarket Fro-Yo serves eight flavors of frozen yogurt along with a variety of toppings at a price of $5.99 per cup.\r\n\r\n\"CBX helped us bring something special into the neighborhood that connects with New Yorkers and fits into our larger strategy of enhancing our position as the retailer of choice in New York,\" says Mike DeFazio, Director of store merchandising, Duane Reade.\r\n\r\n\r\n\r\n', 'Duane Reade Expands UpMarket Store Within a Store: Fro-Yo Bar Swirls into New York', '', 'inherit', 'closed', 'closed', '', '1581-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1581, 'http://cbx.cappendev.com/1581-revision-v1', 0, 'revision', '', 0), (2841, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    NEW YORK, NY, Sep 06, 2012 (MARKETWIRE via COMTEX) -- Capitalizing on the unique nature of its home city, New York\'s Duane Reade chain has built its drugstore brand on uniqueness, with a tag line -- Uniquely New York since 1960 -- that speaks precisely to that point. So it is no surprise that the chain\'s newest store, located at 100 Broadway and overlooking the famous \"Canyon of Heroes\" tickertape parade route, is in a league of its own. Not only does the store\'s design speak to its historic site, but this new Duane Reade location also boasts the brand\'s first ever Upmarket Chop Salad Bar, where customers can create their own customizable salads.\r\nDuane Reade collaborated with agency partner CBX on the creation of the store-within-a-store (Upmarket) Chop Salad Bar, the newest offering for the chain\'s Upmarket brand. The fresh offerings at Upmarket Chop allow customers to customize their own salads in a \"grab \'n go\" manner that works conveniently with their hectic lunch hours. \"Duane Reade continues to bring value to New York City shoppers, providing everything from pharmacy to fresh food needs,\" says Todd Maute, Partner, CBX. CBX helped create a distinctive look for Upmarket Chop, the centerpiece of which is a giant LED light box of a spoon, fork and knife that hangs on the wall of the salad bar.\r\n\r\nThe rest of the store\'s design plays into its historic \"Canyon of Heroes\" location in an 1896 building that formerly housed the American Surety Company. The design features museum-like plaques on each of the nine columns facing Broadway that give a brief description and image of some of the athletes, presidents and war heroes that have been showered with streams of confetti in past parades. The design is fresh, fun and contemporary, with black laminate cubicle shelving, brushed aluminum lighting troughs, black and white subway tiles, an iconic NY skyline and playful framed phrases in the back wall cubicles. From the store\'s second floor, one can look down onto the famous Trinity Church and Cemetery, as well as get a perfect view of the \"Canyon of Heroes\" route.\r\n\r\nhttp://www.marketwatch.com/story/duane-reade-extends-its-uniquely-new-york-experience-to-new-100-broadway-store-featuring-the-citys-first-upmarket-chop-salad-bar-2012-09-06\r\n', 'Duane Reade Extends Its \"Uniquely New York\" Experience to New 100 Broadway Store, Featuring the City\'s First Upmarket Chop Salad Bar', '', 'inherit', 'closed', 'closed', '', '1660-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1660, 'http://cbx.cappendev.com/1660-revision-v1', 0, 'revision', '', 0), (2842, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    New York, NY (9/5/12)--Capitalizing on the unique nature of its home city, New York’s Duane Reade chain has built its drugstore brand on uniqueness, with a tag line – Uniquely New York since 1960 – that speaks precisely to that point. So it is no surprise that the chain’s newest store, located at 100 Broadway and overlooking the famous “Canyon of Heroes” tickertape parade route, is in a league of its own. Not only does the store’s design speak to its historic site, but this new Duane Reade location also boasts the brand’s first ever Upmarket Chop Salad Bar, where customers can create their own customizable salads. \r\nDuane Reade collaborated with agency partner CBX on the creation of the store-within-a-store (Upmarket) Chop Salad Bar, the newest offering for the chain’s Upmarket brand. The fresh offerings at Upmarket Chop allow customers to customize their own salads in a “grab ‘n go” manner that works conveniently with their hectic lunch hours. “Duane Reade continues to bring value to New York City shoppers, providing everything from pharmacy to fresh food needs,” says Todd Maute, Partner, CBX. CBX helped create a distinctive look for Upmarket Chop, the centerpiece of which is a giant LED light box of a spoon, fork and knife that hangs on the wall of the salad bar. \r\n\r\nThe rest of the store’s design plays into its historic “Canyon of Heroes” location in an 1896 building that formerly housed the American Surety Company. The design features museum-like plaques on each of the nine columns facing Broadway that give a brief description and image of some of the athletes, presidents and war heroes that have been showered with streams of confetti in past parades. The design is fresh, fun and contemporary, with black laminate cubicle shelving, brushed aluminum lighting troths, black and white subway tiles, an iconic NY skyline and playful framed phrases in the back wall cubicles. From the store’s second floor, one can look down onto the famous Trinity Church and Cemetery, as well as get a perfect view of the “Canyon of Heroes” route. \r\n\r\nAbout CBX: \r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n\r\nAbout Duane Reade:\r\nFounded in 1960, Duane Reade is the largest drug store chain in New York City. In keeping with the company’s brand vision of New York Living Made Easy, Duane Reade provides New Yorkers with prescriptions, health products and services, beauty products and services, food and convenience items for daily life in the City…everything for “How I Feel”, “How I Look”, and “What I Need Now”. The company operates 250+ stores throughout the metropolitan New York region. Duane Reade is part of the Walgreens family of companies, the nation’s largest drugstore chain with more than 7,900 stores in all 50 states, the District of Columbia and Puerto Rico.\r\n', 'Duane Reade extends its “Uniquely New York” experience to new 100 Broadway store, featuring first Upmarket Chop Salad Bar', '', 'inherit', 'closed', 'closed', '', '1772-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1772, 'http://cbx.cappendev.com/1772-revision-v1', 0, 'revision', '', 0), (2843, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    Duane Reade Flagship Store Wins Design Award:\r\nLocation at 40 Wall Street Is Named Winner of the Convenience Store/Pharmacy Category in the Retail Design Institute\'s 41st Annual International Design Competition\r\n\r\nNEW YORK, NY -- (Marketwire) -- 02/07/12 -- Duane Reade\'s flagship store in Manhattan\'s financial district took first place honors in the Convenience Store/Pharmacy category at the Retail Design Institute\'s 41st annual international awards program last month.\r\n\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street, the 22,000-square-foot project represented a collaborative effort between Duane Reade, New York-based branding and retail design consultancy CBX, and Toronto-based consultants Joe Jackman Brand, Inc. The award was presented on Jan. 16 in New York City at a ceremony coinciding with the National Retail Federation\'s (NRF) annual conference.\r\n\r\nDozens of new stores opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\nOpened last July, the flagship store for the iconic, 256-unit New York chain (now a part of Walgreen Co.) was designed for its location in the heart of New York City\'s Financial District. The project goal was to build a state-of-the-art prototypical pharmacy/convenience store, yet remain sensitive to the architecture in the storied space where the Rockefeller family operated its bank. Some of these vintage architectural elements greeting customers are dramatic stone arch bays, marble columns, 28-foot-high ceilings and gold-gilded accents. Decidedly more high tech is a virtual \"talking\" greeter (holography and A/V technology), which directs customers from the entrance on their journey for prescriptions or everyday basics.\r\n\r\nMany of the store\'s features were guided by Duane Reade\'s vision statement, \"New York Living Made Easy.\" Customers will find a fast and easy-to-navigate space with an in-store Starbucks, sushi bar, juice bar, prepared foods to go, as well as such new departments as a nail bar and hair salon. There\'s the customary pharmacy and a rray of OTC medications, but there\'s also a no-appointment-needed doctor on duty and beauty consultants to assist shoppers with makeovers -- all in a well-lit, inviting setting. Time-pressed customers can also count on such amenities as a cell phone charging station.\r\n\r\nDuane Reade\'s prototypical colors of blue, green and mauve are used in strategic places throughout the space, while signage is minimally places. The design of the Up Market convenience foods area on the store\'s mezzanine is kept fresh, fun and contemporary with such touches as black-and-white subway tile, quartz-topped stand-up counters, sleek reach-in coolers and a playful text wall. Mindful of the Financial District digs, Wall Streeters on hand for a quick lunch or coffee break can still keep an eye on the market thanks to a 20-ft. NYSE ticker.\r\n\r\n\"On other hand, the nail bar and hair salon were designed to create a serene break from the hustle and bustle of Wall Street,\" explained Joseph Bona, President of CBX\'s Retail Division. The spaces are accented with crystal chandeliers emitting a soft mauve halo glow while light music plays overhead.\r\n\r\n\"We are honored to be among the winners, and very pleased to have had the opportunity to collaborate on this very special project with the progressive vision of Mike DeFazio, Duane Reade Senior Director of Store Concepts, and retail consultants Joe Jackman and Vern Gomes of Joe Jackman Brands,\" commented Bona.\r\n\r\n\"The Duane Reade flagship on Wall Street was a huge hit with our participants of the NRF Retail Tour series,\" said Brian Dyches, International President of the Retail Design Institute. \"We took more than 100 global retail executives into the space and they were simply wowed by the \'fit\' of Duane Reade within this iconic locale.\"\r\n\r\nThe execution of the concept was well conceived, implemented and well stylized to meet the needs of daytime employees and residents of Manhattan\'s financial district, continued Dyches, who also heads Trend Habitat, a California-based trend consultancy. \"The embedded technology platforms were well placed in their respective departments and did as promised -- enhanced the customer experience via great information and respect for time management,\" he noted.\r\n\r\nhttp://www.bloomberg.com/article/2012-02-07/at.NsaDlDLVo.html', 'Duane Reade Flagship Store Wins Design Award', '', 'inherit', 'closed', 'closed', '', '1700-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1700, 'http://cbx.cappendev.com/1700-revision-v1', 0, 'revision', '', 0), (2844, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    NEW YORK -- Duane Reade\'s Manhattan flagship store, located at 40 Wall Street, won first place in the Convenience Store/Pharmacy category of the Retail Design Institute\'s 41st annual international awards. The store is the result of collaboration between Duane Reade, branding and retail design consultancy CBX and Toronto-based Joe Jackman Brand Inc.\r\n\"We are honored to be among the winners, and very pleased to have had the opportunity to collaborate on this very special project with the progressive vision of Mike DeFazio, Duane Reade senior director of store concepts, and retail consultants Joe Jackman and Vern Gomes of Joe Jackman Brands,\" said Joseph Bona, president of CBX\'s retail division.\r\n\r\nThe store was designed to be a state-of-the-art prototypical c-store while remaining sensitive to the architecture of the building. Vintage elements such as stone arch bays, marble columns, high ceilings and gold accents mix with the store\'s high-tech virtual \"talking\" greeter.\r\n\r\nStore features, guided by company vision statement \"New York Living Made Easy,\" include an easily-navigable space, an in-store Starbucks, sushi bar, juice bar, fresh prepared food, a nail bar, hair salon and cell phone charging station, among other amenities.\r\n\r\nDuane Reade\'s blue, green and mauve colors are used strategically, and signage is minimal. The location also features black-and-white subway tile and quartz-topped stand-up counters. A 20-foot New York Stock Exchange ticker keeps financial district employees up to date.\r\n\r\n\"The Duane Reade flagship on Wall Street was a huge hit with our participants of the NRF Retail Tour series,\" said Brian Dyches, international president of the Retail Design Institute. \"We took more than 100 global retail executives into the space and they were simply wowed by the \'fit\' of Duane Reade within this iconic locale.\"\r\n\r\nhttp://www.csnews.com/top-story-business_focus-duane_reade_flagship_store_wins_international_design_award-60437.html', 'Duane Reade Flagship Store Wins International Design Award', '', 'inherit', 'closed', 'closed', '', '1698-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1698, 'http://cbx.cappendev.com/1698-revision-v1', 0, 'revision', '', 0), (2845, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    Duane Reade’s flagship store in Manhattan’s Financial District took first-place honors in the Convenience Store/Pharmacy category at the Retail Design Institute’s 41st Annual International Store Design Awards Gala last month in New York City. The event coincided with the National Retail Federation’s annual conference.\r\nThe flagship store for the iconic 256-unit New York chain—now part of Walgreen Co.—opened last July. It’s the result of a collaboration between Duane Reade; New York-based branding and retail-design consultancy CBX; and Toronto-based consultants Joe Jackman Brand. It was designed for its location in the heart of New York City’s Financial District.\r\n\r\nThe store’s 22,000 square feet occupy the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street. The project goal was to build a state-of-the-art prototypical pharmacy/convenience store that would remain sensitive to the architecture of the space where the Rockefeller family operated its bank. Some of its vintage architectural elements are stone arch bays, marble columns, 28 foot-high ceilings and gold-gilded accents. Its more high-tech feature is its virtual “talking” greeter—a combination of holography and A/V technology—which directs customers from the entrance on to their destinations.\r\n\r\nStore representatives say its features were guided by Duane Reade’s vision statement, “New York Living Made Easy.” Thus, it was designed for fast and easy navigation, and includes a Starbucks, a sushi bar, a juice bar, prepared foods to go, a nail bar, a hair salon and a pharmacy with a no-appointment-needed doctor on duty. There are also beauty consultants who assist with makeovers and a cell phone charging station.\r\n\r\nDuane Reade’s prototypical colors of blue, green and mauve are used in strategic places, and signage is minimally placed. The Up Market convenience foods area features black-and-white subway tile, quartz-topped stand-up counters, sleek, reach-in coolers and a playful text wall. Interested consumers can keep an eye on a 20-foot New York Stock Exchange ticker. The nail bar and hair salon are accented with crystal chandeliers that emit a soft mauve halo while light music plays nearby. They two areas were “designed to create a serene break from the hustle and bustle of Wall Street,” explains Joseph Bona, president of CBX’s retail division.\r\n\r\nAll of the submissions competing for honors were judged by a panel of retail-design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\n\r\nhttp://www.beautystorebusiness.com/duane-reade-flagship-wins-top-honors\r\n', 'Duane Reade Flagship Wins Top Honors', '', 'inherit', 'closed', 'closed', '', '1703-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1703, 'http://cbx.cappendev.com/1703-revision-v1', 0, 'revision', '', 0), (2846, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    CBX leverages New York-centric approach to redesign its private label portfolio\r\nNew York, NY (04/26/10) - The New York marketplace breeds it\'s own type of shoppers. And retailer Duane Reade knows exactly who they are, what they need, and how they like to shop. With more than 250 locations in New York and its surrounding boroughs, and a dominant market share, Duane Reade sought to further develop its position and product offering specifically for this shopper and wrapped in a New York iconic style.\r\n\r\nCBX, a strategic branding company, was charged with developing the private label expression of Duane Reade\'s new brand strategy. According to Todd Maute, CBX Managing Partner: \"Our mission was to broaden Duane Reade\'s private brand product appeal, enhancing its position as the preferred store for New Yorkers and further bringing to life the brand\'s new positioning \'New York Living Made Easy.\'\"\r\n\r\n \"We brought in a New York agency that is expert with private brand image and packaging design, and understands the quintessential New York shopper. CBX helped us communicate and connect with New Yorkers through a unique product voice,\" said Joe Magnacca, Chief Merchandising Officer, Duane Reade, Inc.\r\n\r\nTo build upon Duane Reade\'s new image, CBX collaborated with the retailer on multiple fronts to help strengthen their relationship with customers. First, CBX provided input into Duane Reade\'s private brand architecture, and designed its private label brand imagery and packaging systems. Then, they helped revamp the loyalty card brand image and collateral material. To further establish direct communication with Duane Reade\'s customer, CBX designed an edgy New York publication called The Duane Reader to help market and support all of their branding and product development efforts.\r\n\r\nThe private label brand portfolio was completely revamped along with the product mix to draw consumers into the store as well as to enhance their \'uniquely New York\' value messages. Multiple brands across 2,000 SKUs were developed. Here are the brands:\r\n\r\nDR Delish, a new line of premium foods that stand out on shelf with black-and-white packaging and feature fun and edgy New York-themed photography and proprietary artwork of New York City landmarks. Items in the line include Spectacular Chocolate Chip Cookies with a theatrical spotlight shining on appetizing product shots. Deluxe whole cashew cans whimsically position the cashews on bar stools and park benches, and Fire Fighter\'s Joe coffee packages include a backdrop of New York skyscrapers.\r\n\r\nApt. 5 was repositioned as a household products brand with an apartment-living slant. Products in bright, colorful packages pop from the shelf, and include toilet paper with an image of an empty roll on a tiled bathroom wall in a typical New York City apartment. A green version, designed to take their rightful place alongside other credible \"green\" brands, includes cleaning products featuring bright green labels with interior photography of bathrooms, kitchens and living rooms from pre-war New York apartments.\r\n\r\nDR is a line of HBA products that were formerly found under the Duane Reade label. Bright bands of color delineate the line of products on white, apothecary-style packaging compositions. \r\n\r\nIn addition, a value line of products was developed to provide the Duane Reade customer with extreme value in key categories. Products include high-value items such as bottled water, paper towels and nuts with iconic, UPC-style illustrations of New York landmarks (i.e., the Statue of Liberty, Brooklyn Bridge).\r\n\r\nProducts from these lines began rolling out in October 2009.\r\n\r\nThe first issue of The Duane Reader, a twice-yearly store-branded publication, debuted in November 2009 and was distributed in The New York Times and the Daily News, and handed out throughout the city. Crammed with products, historical information and informative tips connected with city living, it boasts a distinctive, edgy New York tone and reflects the brand\'s complete transformation. \r\n\r\nThe new loyalty card was named Duane Reade Flex Rewards, to signal change from its old program to a more flexible and easy system. The card\'s design leverages the popular and iconic Duane Reade \"urban luggage\" shopping bag and boxes spelling out the word \"rewards\" floating into the shopping bag to add an element of freedom and reward. An 80-page Duane Reade Beauty Book was also developed as a tool to educate consumers about Duane Reade as a destination for prestige and everyday beauty needs.\r\n\r\n\"Duane Reade\'s remarkable transformation has been guided by several clear and actionable points of strategy,\" says Joe Jackman, Acting Chief Marketing Officer, Duane Reade, Inc. \"Easy, rewarding, and uniquely New York. These same words could as accurately describe our partnership with CBX.\"

    \r\n', 'Duane Reade Gets in a New York State of Mind for Private Label Expansion', '', 'inherit', 'closed', 'closed', '', '1618-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1618, 'http://cbx.cappendev.com/1618-revision-v1', 0, 'revision', '', 0), (2847, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    New York, NY (06/03/2011) - CBX, the strategic branding and retail design firm, today announced that its design for the Duane Reade Growler Bar in Brooklyn, NY, received the award for Best Specialty Department in the 2011 CSNews Store Design Awards.\r\nA total of 14 Convenience Retailers were cited in the 2011 Awards.\r\n\r\nFor Duane Reade\'s Williamsburg, Brooklyn store, CBX helped create a store within a store for the growler bar (a new way - or should we say old way - to buy beer dispensed straight from the keg into a \"growler\" -a 64 oz. refillable bottle). The New York sense of style is everywhere, from the name, \"Brew York City\", to the detailed skyline of Williamsburg and references to the adjacent subway line.\r\n\r\n\"We designed the growler bar to have its own unique look and feel, but fit cohesively within the Duane Reade, New York-centric store experience,\" says Todd Maute, partner, CBX.\r\n\r\nPhotos and descriptions of the winners will appear in the September and October issues of Convenience Store News.\r\n\r\n\"\"\r\n\r\nAbout Convenience Store News:\r\nConvenience Store News\' mission is to deliver the insight, analysis, market research and business intelligence that helps c-store retailers stay ahead of what\'s next - critical information to grow sales and profits.', 'Duane Reade Growler Bar, Designed by CBX Wins Convenience Store News Design Award', '', 'inherit', 'closed', 'closed', '', '1597-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1597, 'http://cbx.cappendev.com/1597-revision-v1', 0, 'revision', '', 0), (2848, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    New York City -- With its array of in-store services, expanded food offerings and unexpected amenities, the new Duane Reade flagship in downtown Manhattan pushes the envelope of drugstore retailing -- and it does so with a style and ambience that sets it apart from the competition.\r\n(View photos of the flagship store)\r\n\r\n\r\nThe 22, 000-sq.-ft. store is located in the Trump Building at 40 Wall Street (once the tallest building in the world), in a cavernous space that was formerly home to a bank. With its vaulted ceilings and marble columns, the refashioned interior combines the building’s historic architecture with decidedly contemporary elements, starting with a high-tech holographic “virtual” greeter that welcomes customers. In a nod to its location, there is also a NYSE ticker. The interior was designed by CBX, New York,\r\n\r\nThe new Duane Reade boasts a number of services, including a nail salon, hair salon and shoe shine station. A doctor is on hand in the pharmacy for consultation. The expanded food section is more like a mini-convenience store. It includes a juice bar, sushi bar, and refrigerated cases with such Big Apple favorites as pastrami from the Carnegie Deli and sandwiches from Zabar.\r\n\r\nThe store brings together many of the innovations that Duane Reade has been working on in recent years under one roof for the first time -- and also brings the best of its parent company, Walgreens, particularly the latter’s pharmacy expertise.\r\n\r\n“This store will serve as an incubator for new ideas,” said Joe Magnacca, president of Duane Reade and president of Daily Living Products and Solutions for Walgreens. “And where is makes sense, we will apply whatever works here to other locations, Walgreens as well as Duane Reade.” (Walgreens acquired the 258-store Duane Reade in 2010 for about $1 billion.)\r\n\r\nThe 22,000-sq.-ft. Wall Street location is the largest to date in Walgreens’ portfolio. But that will not be true by the end of the year, Magnacca said.\r\n\r\n“We are looking to open flagships under the Walgreens banner, in select locations,” he added.\r\n\r\nSome of the key highlights of the store include:\r\n\r\n

      A big focus on fresh foods, with a sushi station complete with a chef, a juice bar with fresh-made smoothies, and an expanded natural and organic section containing fresh fruits, vegetables, wraps, sandwiches and salads. The overall food selection balances national brands with local, well-known vendors.
    \r\n\r\n\r\n
      A Coca-Cola \"Freestyle\" machine dispensing 130 combinations of Coca Cola- owned fountain drinks;
    \r\n\r\n\r\n
      A department-store styled beauty department offering before/after virtual makeovers, skin analysis, and an automatic fragrance sampler that will allow customers to try more than 40 different scents. Trained beauty advisors are on hand to assist customers.
    \r\n\r\n\r\n
      The chain’s first pharmacy \"Powered by Walgreens Pharmacy Network,” concept, which links the system to the Walgreens pharmacy system;\r\nNo-appointment-required \"Doctor On Premises\" service;
    \r\n\r\n\r\n
      A nail salon, done in partnership with Essie and OPI, that offers feature manicures in a boutique-like setting (in a space that used to house the office of banker David Rockefeller) accented with a chandelier, antique mirror marble fireplace;
    \r\n\r\n\r\n
      The first retail application of the Tensator Virtual Assistant (see related story), which uses holographic imaging and audio-visual technology to create the illusion of a real person. Here it takes the form of a friendly female greeter who welcomes customers to the store.
    \r\n\r\n\r\n
      A hair salon by Phyto Universe offering such services as hair/scalp analysis and blowouts;
    \r\n\r\n\r\n
      A cell-phone charging station that will lock and charge the device while the customer shops;
    \r\n\r\n\r\n
      A newstand stocked with papers from financial centers around the world; and
    \r\n\r\n\r\n
      A shoe-shine station, with all proceeds donated to locally-based charities.
    \r\n\r\n\r\nhttp://www.chainstoreage.com/article/duane-reade-opens-big-wall-street\r\n

    \r\n\r\n ', 'Duane Reade opens big on Wall Street', '', 'inherit', 'closed', 'closed', '', '1752-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1752, 'http://cbx.cappendev.com/1752-revision-v1', 0, 'revision', '', 0), (2849, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    New York-based Duane Reade has opened a new store at 100 Broadway in New York. The new store features the first Chop Salad Bar, which is the newest in-store shop from the chain’s Upmarket brand and allows customers to customize their own salads. The store, designed with the help of CBX, includes brushed aluminum lighting troths, black laminate cubicle shelving, black-and-white subway tiles, an iconic New York skyline and framed phrases in the back wall cubicles. Overlooking the “Canyon of Heroes” tickertape parade route, the store also features nine columns with museum-like plaques describing past parades. Duane Reade operates more than 250 stores throughout the New York region.

    \r\n\r\nhttp://www.ddionline.com/displayanddesignideas/industry-news/Duane-Reade-Opens-Ne-7718.shtml', 'Duane Reade Opens New Store, First Chop Salad Bar', '', 'inherit', 'closed', 'closed', '', '1659-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1659, 'http://cbx.cappendev.com/1659-revision-v1', 0, 'revision', '', 0), (2850, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    This past week Walgreens owned New York drug store Duane Reade invited its Facebook fans to “Take a peak at our new line of Good & Delish products” the announcement signaled the conversion of the Premium Private Brand DR Delish to a more Walgreen compatible name. Good & Delish is certainly an acceptable transition despite its rather inelegance, it sounds more like a 50’s drive-in than a premium food brand. It remains to be seen how this will impact the remainder of the Walgreen’s Private Brand portfolio, including their current food brand Deerfield Farms.\r\nTake a look at some of the very subtly redesigned products, in case you miss it the GOOD & is in the red dot where the DR used to live.\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nhttp://mypbrand.com/2011/05/08/duane-reade-reinvents-dr-delish-as-good-delish/\r\n', 'Duane Reade Reinvents DR Delish as Good & Delish', '', 'inherit', 'closed', 'closed', '', '1763-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1763, 'http://cbx.cappendev.com/1763-revision-v1', 0, 'revision', '', 0), (2851, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    \"\"\r\nDrug Store News kicked off Friday morning with a firsthand look at the transformed Duane Reade store nestled in the vibrant neighborhood of 52nd and Broadway.\r\n\r\nTo better reflect the needs of the neighborhood, which is brimming largely with tourists and business tourists, Duane Reade transformed the former 3,100-sq.-ft. Duane Reade Express store into an impressive 20,000- sq.-ft. health, beauty and daily living destination.\r\n\r\nThe two-level location now features a pharmacy, which is powered by the Walgreens Pharmacy Network; a Duane Reade Look Boutique; and a unique fresh food, beverage and snack offering.\r\n\r\nPrior to an official ribbon-cutting ceremony on Friday morning, Scott McCulloch, senior director of merchandising at Duane Reade, led a store tour. The tour began on the store’s main level and highlighted several services never before seen in a Duane Reade, including the debut of the Fro-Yo Bar, Freezee Station for slushies and a Good & Delish oatmeal station. The store also features several popular offerings first introduced in the chain’s 40 Wall St. flagship store, such as in-house prepared sushi and the Juice Market.\r\n\r\nDownstairs shoppers will find the powered-by-Walgreens pharmacy and a Duane Reade Look Boutique, which has several new beauty collections, such as French beauty brand Le Couvent des Minimes and skin care line Minus 417.\r\n\r\nFollowing the store tour, there was an official ribbon-cutting ceremony and the donation by Duane Reade to the Susan G. Komen for the Cure foundation in support of the work they do to fight breast cancer. Attending the ceremony was public advocate Bill de Blasio for the City of New York and Susan G. Komen for the Cure CEO, Dara Richardson-Heron.\r\n\r\nhttp://mypbrand.com/2011/12/19/the-duane-reader-nice/', 'Duane Reade store introduces Fro-Yo Bar, Freezee and Oatmeal Station - Part 1', '', 'inherit', 'closed', 'closed', '', '1708-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1708, 'http://cbx.cappendev.com/1708-revision-v1', 0, 'revision', '', 0), (2852, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    The Chop Salad Bar can be seen in this year’s NACS “Ideas 2 Go” program at the NACS Show in Las Vegas on October 9.\r\nNEW YORK – Duane Reade’s newest store, located at 100 Broadway and overlooking the famous \"Canyon of Heroes\" tickertape parade route, is boasting the chain’s first Upmarket Chop Salad Bar, where customers can create their own customizable salads.\r\n\r\nDuane Reade collaborated CBX to create the store-within-a-store (Upmarket) Chop Salad Bar, which capitalizes on the grab-and-go concept for New Yorkers who are looking for a fresh, healthy mealtime option.\r\n\r\n\"Duane Reade continues to bring value to New York City shoppers, providing everything from pharmacy to fresh food needs,\" said Todd Maute, partner at CBX, in a press release. Customers easily locate the salad bar inside the store thanks to a giant LED light box of a spoon, fork and knife that hangs on the wall.\r\n\r\nThe rest of the store\'s design plays into its historic \"Canyon of Heroes\" location in an 1896 building that formerly housed the American Surety Company. The design features museum-like plaques on each of the nine columns facing Broadway that give a brief description and image of some of the athletes, presidents and war heroes who have been showered with streams of confetti in past parades.\r\n\r\nThe contemporary design also features black laminate cubicle shelving, brushed aluminum lighting troughs and black and white subway tiles. From the store\'s second floor, one can look down onto the famous Trinity Church and Cemetery, as well as get a perfect view of the \"Canyon of Heroes\" route.\r\n\r\nhttp://www.nacsonline.com/NACS/News/Daily/Pages/ND0910126.aspx', 'Duane Reade Touts Fresh Offer With Salad Bar', '', 'inherit', 'closed', 'closed', '', '1656-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1656, 'http://cbx.cappendev.com/1656-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2853, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    Duane Reade\'s flagship store in Manhattan\'s financial district took first place honors in the Convenience Store/Pharmacy category at the Retail Design Institute\'s 41st annual international awards program last month.\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street, the 22,000-square-foot project represented a collaborative effort between Duane Reade, New York-based branding and retail design consultancy CBX, and Toronto-based consultants Joe Jackman Brand, Inc..\r\n\r\nDozens of new stores that opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\nOpened last July, the flagship Duane Reade store for the 256-unit New York chain (now a part of Walgreen Co.) was designed for its location in the heart of New York City\'s Financial District. The project goal was to build a state-of-the-art prototypical pharmacy/convenience store, yet remain sensitive to the architecture in the storied space where the Rockefeller family operated its bank. Some of these vintage architectural elements greeting customers are dramatic stone arch bays, marble columns, 28-foot-high ceilings and gold-gilded accents. Decidedly more high tech is a virtual \"talking\" greeter (holography and A/V technology), which directs customers from the entrance on their journey for prescriptions or everyday basics.

    \r\n\r\nhttp://www.retailcustomerexperience.com/article/190151/Duane-Reade-wins-design-award', 'Duane Reade wins design award', '', 'inherit', 'closed', 'closed', '', '1695-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1695, 'http://cbx.cappendev.com/1695-revision-v1', 0, 'revision', '', 0), (2854, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    New York, NY - February 22, 2011 - CBX, the New York based strategic branding firm, announced today that the work it completed as Duane Reade\'s retail brand partner earned an award in Chain Store Age\'s 29th annual Store of the Year Retail Design Competition. Competing with entries submitted from around the world, Duane Reade won first place in the 2010 drug store category.\r\nCBX worked with Duane Reade on the overall strategic vision and then created store environments unique to the individual New York local markets. \"We are thrilled with the incredible success that Duane Reade has achieved as it has expanded its footprint and offerings to New York City shoppers,\" says Todd Maute a partner at CBX.\r\n\r\n\"\"\r\n\r\nA panel consisting of designers, retailers, and architects chose winners based on project objectives, unique project characteristics, and special design elements and materials. Winners of the Chain Store Age Retail Store of the Year 2010 Design Competition will be highlighted in the March 2011 issue of Chain Store Age.

    ', 'Duane Reade, Designed by CBX, Wins Chain Store Age\'s Store of the Year Retail Design Competition', '', 'inherit', 'closed', 'closed', '', '1603-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1603, 'http://cbx.cappendev.com/1603-revision-v1', 0, 'revision', '', 0), (2855, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'It’s not every weekend that Kerri Gristina, a schoolteacher living in the Bronx, manages to round up her three daughters and load them into the car for a Manhattan outing. When she does, she’ll take them to a Broadway play, to a museum or just to frolic around Central Park. But no matter what else they do that day, the busy mom always manages to carve out some time for one special stop along the way.\n“They have natural options, organic options,” Ms. Gristina, who writes a blog called Raising Three Savvy Ladies, told The New York Observer of her favorite place to buy beauty products in NYC. “It’s like a designer store. Maybe it costs more, but having more variety is worth it.”\n\nNo, it’s not the Laura Mercier or Bobbi Brown counter at Bergdorf’s. Ms. Gristina’s guilty primping pleasure is Duane Reade.\n\nSeriously.\n\n“I can’t always go to a Sephora with three kids,” she said, praising the chain store’s LOOK Boutiques, where quickie makeovers are provided for free by professionals. “At Duane Reade, I can still get a mom moment—a me-time moment.”\n\nAnd Ms. Gristina isn’t the only one singing hymns at the altar of the mega-chain. “I have been in NYC less than a month and they recognize me when I go there. It’s like Cheers. It’s awesome,” reads one recent Yelp review. “A girl I dated once called Duane Reade her secret lover for all that he provided for her,” another enthusiast wrote about the franchise’s 42nd Street location. “At first a joke, I started to get jealous after a while.”\n\n“They really are like a literal urban oasis,” said Mary Elizabeth Williams, a culture writer at Salon who has spent the past two years battling stage IV melanoma. “They have this neutral quality of an airport lounge,” she told The Observer. “When you’re in a real crisis moment of your life, the mundane becomes the most important.”\n\nBut Duane Reade has done more than just master the mundane. This is a drugstore whose flagships offer everything from sushi and fro-yo stations to juice bars and in-store nail and hair salons. If you need assistance, you can ask a hologram floor greeter. Or you can help yourself at the digital makeup counter, where, via a computerized snapshot of your face, you can see what new products would look like without ever having to use a tester.\n\nThe 40 Wall Street location in particular, which opened in 2011, resembles a futuristic shopping mall or an underground Japanese city more than a place to pick up prescriptions. The reaction to a chain store opening in a landmark location could have gone either way, but this ribbon-cutting proved an unmitigated success: customers loved it, the store won a prestigious design award, and the critics were raving. The New Yorker and Women’s Wear Daily both gave the store high marks, but really, the litmus test was the fact that such publications wrote about the opening of a franchise drug store in the first place.\n\nThe party thrown for the opening of the 40 Wall Street flagship—attended by bloggers, journalists (The Observer included), design students and busy attorneys alike—wasn’t just a game-changer. It was a mood-changer.\n\nIf ever there was a store in need of a makeover, it was Duane Reade. The problems the franchise faced—both before and after it was acquired by Walgreens in 2010 from Oak Hill Capital Partners—have been well documented. Former CEO Anthony Cuti and CFO William Tenant were sentenced to three years in prison for fraudulently misrepresenting the companies finances. The pharmacies were ranked dead last in customer satisfaction, according to J.D. Power and Associates, and the stores frequently received low health grades. (Duane Reade was once forced to pay $200,000 out in civil court for peddling drugs and products past their expiration date.)\n\nThe blog I Hate Duane Reade, founded in 2007, served as a mouthpiece for customers and employees who had complaints about the mega-chain—and they had many. The combination of photos of the understocked, overcrowded stores and relatable tales of misery made the site a viral hit, garnering mentions in The New York Times, Gawker, USA Today and The Wall Street Journal. It was the quintessence of what was wrong under the old regime.\n\nThe most damning bit of criticism came from Martha Plimpton in a 2007 New York magazine interview. Asked what she hated most about the city, she replied: “The dead-eyed pharmacy people at Duane Reade … It’s always a journey into the heart of darkness.”\n\nThe founder of IHDR (who wished to remain anonymous) told The Observer that the idea came while sitting with friends and comparing horror stories about the drugstore. “[We] realized that we all had the same issues. We wondered if everyone else felt the same way. Turns out they did.”\n\nThe Walgreens buyout had an immediate effect, curbing the criticism. IHDR published its penultimate post in February 2010. And four months after the purchase, Walgreens boasted in a quarterly meeting that sales were up, with Duane Reade contributing 2.8 percent to the total increase.\n\nStill, altering the essence-du-Duane took more than a quick-fix change of ownership. It’s been a long road back to Gotham’s good graces for the store that boasts the most sales per square foot in the industry.\nWhile still under the aegis of Oak Hill Capital Partners, Duane Reade began its facelift, courtesy of the strategic branding firm CBX. The mission: redesign its stores and rehabilitate its personal brand. No easy task.\n\nJoe Bona, president of the retail division at CBX, worked closely on the in-store redesigns and in-house brands. “People need to still walk in and recognize that it’s a Duane Reade,” he said of the new and improved stores. In other words, it was all about atmosphere. Or as the franchise’s revamped slogan put it, “New York Living Made Easy.”\n\n“One of things we know through research,” Mr. Bona said, “is that when you create a wider aisle, [customers] feel less pressured and they tend to linger a bit longer.”\n\nAnd relaxation is a key theme at the new Duane Reade: a luxury that hints at the store’s new upscale aspirations. After all, as any New Yorker knows, time equals money. So if you have time to meander and browse instead of rushing to the express lane, you must have minutes—and therefore cash—to burn.\n\nWhen Ms. Williams ducks into her favorite Duane Reade location, right next to Sloan-Kettering, where she receives cancer treatment, for example, she is always amazed to see how many customers just seem to be loitering. “At least 50 percent of the people are just hanging out,” she marveled.\n\n“I guess that’s what’s in it for me too,” she added. “I need to regroup.”\nMs. Williams’s reaction to Duane Reade is no accident: through wider aisles and warmer fluorescent lighting, landscape windows and perfumeries, Duane Reade represents the latest triumph of psychographics, a research field specifically tailored to the psychological states of customers in retail environments.\nDr. Archana Kumar, an assistant professor in the department of marketing at Montclair State University, might be described as a psychographicist. In a phone call with The Observer, she broke down this almost-subliminal messaging.\n“Blue, green and violet are calming colors,” she said, explaining that to create a “calming effect,” a store like Duane Reade would have to change its color palette from “agitating” colors, like red, to warmer ones that are “associated with feelings of peacefulness and happiness.”\nIs it any coincidence that Dr. Kumar’s calming colors are the exact three that Duane Reade happened to choose for its redesign? Probably not.\nOther subtle changes have been effective as well. By designing and promoting the Duane Reade food-and-beverage brand DR Delish as a more expensive alternative to its other off-label brand, Cityscape, for example, CBX was able to convince customers that the store’s self-made tiers correspond to product quality. It sacrificed one label to the hordes of coupon-clippers so that DR Delish might fare better against the big-name brands.\nBut here’s the weird thing: sales of both DR Delish and Cityscape doubled between 2009 and 2011. People, it seemed, were ready to pledge allegiance not only to Duane Reade as a store, but to its products as well—and across all price points.\nSome of Duane Reade’s newfound fans may also be attributed to the store’s vastly improved social media presence. On Ms. Gristina’s blog, she’s penned such lyrical posts about the Walgreens-owned chain that you might believe she was being paid by the company.\n\nIn fact, she attempted to become one of the store’s 10 “VIP NYC Bloggers”—a contest whose winners would receive $200 a month in store credit in exchange for blogging, tweeting and Facebooking their love for the store.\nWhile some might read this contest as part of a cynical branding attempt by a faceless corporate entity, Duane Reade seems to be investing a huge amount of time and considerable effort to draw in digital consumers, most of whom are happy to receive the love and give it back.\nLast year, the Duane Reade Twitter feed—which often promotes local events like readings at Housing Works—surpassed even its parent company’s by skyrocketing from 15,000 to 390,000-plus followers in seven months, making it the most popular drugstore on Twitter. (Pretty impressive when you consider that Duane Reade only has stores in the New York City area.)\n\nThere have been celebrity endorsements too, like when Glee actor Cory Monteith, who is based in L.A., tweeted “Yeah, I actually started following @DuaneReade. so what? what if I need a heads up on everyday products I need.” That comment has been retweeted more than 350 times.\n\nAs silly as this all might sound, these efforts have translated into revenue: when the store put forth another Internet-based contest last year as part of its “Show Us Some Leg” campaign, sales of Duane Reade-brand hosiery jumped 40 percent.\n\nStill, none of this Web 2.0 magic would work if people had a negative impression of the stores themselves. But the rehabilitation is working, and once again Duane Reade feels like an integral part of the city. What’s more, individual store locations have taken to embracing the character of different NYC neighborhoods.\n\nAt the Soho location (on Spring Street, another repurposed former bank), for instance, you can find obscure art and fashion magazines. The Times Square location sells a ton of “I Love New York” memorabilia. Wall Street has its shoe-shine parlor and nail salon. And in Brooklyn, as much as they fought it, hipsters have found the growler bar and walk-in beer fridge in Williamsburg a highly persuasive reason to shop at a chain.\n\nAs Ms. Williams put it, “Duane Reade provides a safeness: If you’re picking up your cancer medication while someone else is picking up tampons and there’s a guy picking up a six pack, it’s like this great big circle of life.”\n\nAnd that’s something you can’t put a price on.
    \n\nhttp://observer.com/2013/04/the-re-education-of-duane-reade-a-drugstore-as-retail-therapy/?show=all', 'Duane Reade: A Drugstore as Retail, Therapy', '', 'inherit', 'closed', 'closed', '', '1815-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1815, 'http://cbx.cappendev.com/1815-revision-v1', 0, 'revision', '', 0), (2856, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    NEW YORK – Duane Reade\'s flagship store at 40 Wall Street in Manhattan took first place in the convenience store/pharmacy category at the Retail Design Institute\'s 41st annual international awards program.\r\nBranding and retail design consultancy CBX said Tuesday that award was presented in New York City at a ceremony coinciding with the National Retail Federation\'s annual conference.\r\n\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at the historic building, the 22,000-square-foot Duane Reade store, which opened in July, was a collaborative effort between the chain, a unit of Walgreen Co. and New York-based CBX and Toronto-based consultants Joe Jackman Brand Inc.\r\n\r\nCBX noted that dozens of new stores opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\nAccording to CBX, the goal of the 40 Wall Street project was to build a state-of-the-art pharmacy/convenience store yet remain sensitive to the architecture in the space, where the Rockefeller family once operated its bank. Vintage architectural elements include dramatic stone arch bays, marble columns, 28-foot-high ceilings and gold-gilded accents. On the high-tech side is a virtual greeter using holography and audiovisual technology that directs customers.\r\n\r\nReflecting Duane Reade\'s mantra of \"New York Living Made Easy,\" store features include an in-store Starbucks, a sushi bar, a juice bar, prepared foods to goand new departments such as a nail bar and a hair salon. Along with the standard pharmacy and over-the-counter products are a no-appointment-needed doctor on duty and beauty consultants to help shoppers with makeovers. Time-pressed customers can also use such amenities as a cell phone charging station.\r\n\r\nThe design of the Up Market convenience foods area on the store\'s mezzanine is fresh, fun and contemporary with such touches as black-and-white subway tile, quartz-topped stand-up counters, sleek reach-in coolers and a playful text wall, CBX said. Wall Streeters on hand for a quick lunch or coffee break can still keep an eye on the market thanks to a 20-foot NYSE ticker.\r\n\r\n\"On other hand, the nail bar and hair salon were designed to create a serene break from the hustle and bustle of Wall Street,\" stated Joseph Bona, president of CBX\'s Retail Division. The spaces are accented with crystal chandeliers emitting a soft mauve halo glow while light music plays overhead.\r\n\r\n\"We are honored to be among the winners and very pleased to have had the opportunity to collaborate on this very special project with the progressive vision of Mike DeFazio, Duane Reade senior director of store concepts, and retail consultants Joe Jackman and Vern Gomes of Joe Jackman Brands,\" added Bona.\r\n\r\n\"The Duane Reade flagship on Wall Street was a huge hit with our participants of the NRF Retail Tour series,\" commented Brian Dyches, international president of the Retail Design Institute. \"We took more than 100 global retail executives into the space, and they were simply wowed by the \'fit\' of Duane Reade within this iconic locale.\"\r\n\r\nhttp://www.chaindrugreview.com/newsbreaks-archives/2012-02-06/duane-reades-40-wall-street-store-honored-for-design', 'Duane Reade\'s 40 Wall Street store honored for design', '', 'inherit', 'closed', 'closed', '', '1701-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1701, 'http://cbx.cappendev.com/1701-revision-v1', 0, 'revision', '', 0), (2857, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '

    Web-only article\r\nBack in September STORES featured a bold spread on the new Duane Reade drugstore at 40 Wall Street. With more bells and whistles than had ever been amassed in a drugstore environment, it was groundbreaking, show-stopping, business sensitive and savvy, all rolled into one 22,000 sq. ft. store.\r\n\r\nTurns out plenty of experts have taken notice. Recently it was announced that the store took first place honors in the Convenience Store/Pharmacy category at the Retail Design Institute’s 41st annual international awards program last month.\r\n\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street, the store represents a collaborative effort between Duane Reade, New York-based branding and retail design consultancy CBX and Toronto-based consultants Joe Jackman Brand, Inc. Opened last July, the flagship store for the iconic, 256-unit New York chain (now a part of Walgreen Co.) was developed and shaped by its location in the heart of New York City’s Financial District.\r\n\r\nThe goal was to build a state-of-the-art prototypical pharmacy/convenience store, yet remain sensitive to the architecture in the storied space where the Rockefeller family operated its bank. Some of these vintage architectural elements that greet customers are dramatic stone arch bays, marble columns, 28-ft.-high ceilings and gold-gilded accents. Decidedly more high-tech is a virtual “talking” greeter (holography and A/V technology), which directs customers from the entrance on their journey for prescriptions or everyday basics.\r\n\r\nMany of the store’s features were guided by Duane Reade’s vision statement, “New York Living Made Easy.” The store features easy-to-navigate spaces with an in-store Starbucks, sushi bar, juice bar and prepared foods to go, as well as such new departments as a nail bar and hair salon.\r\n\r\nThere’s the customary pharmacy and array of OTC medications, but there’s also a no-appointment-needed doctor on duty and beauty consultants to assist shoppers with makeovers -- all in a well-lit, inviting setting. Time-pressed customers can also count on such amenities as a cell phone charging station. Wall Streeters on hand for a quick lunch or coffee break can still keep an eye on the market, thanks to a 20-ft. NYSE ticker.\r\n\r\nDozens of new stores that opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing. The award was presented on Jan. 16 in New York City at a ceremony coinciding with the National Retail Federation’s annual conference.\r\n\r\nhttp://www.stores.org/content/duane-reade%E2%80%99s-rx-drug-store-design', 'Duane Reade\'s Rx For Drug Store Design', '', 'inherit', 'closed', 'closed', '', '1694-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1694, 'http://cbx.cappendev.com/1694-revision-v1', 0, 'revision', '', 0), (2858, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Brand expert Todd Maute says lawsuit shows how far store brands have come\r\nBrand expert Todd Maute says the lawsuit that The Kroger Co. filed against Lidl, which goes to trial in January, is a good sign for the private brands industry.\r\n\r\nIn July, Cincinnati-based Kroger filed a federal lawsuit against Arlington, Va.-based Lidl claiming that the German retailer, which at the time had just opened its first U.S. stores, was infringing on Kroger’s well-known “Private Selection” store brand with its “Preferred Selection” store brand. Last week, a U.S. district judge denied Kroger\'s request for an injunction that would have forced Lidl to stop selling Preferred Selection. The judge noted that \"private\" and \"preferred\" have different definitions and set a Jan. 11 date for a bench trial.\r\n\r\nThe lawsuit has created much attention and drama in the private brands industry. It is the new kid on the block (Lidl) taking on the veteran and venerated grocer (Kroger).\r\n\r\nMaute, a partner at New York-based CBX, a brand agency and retail consultant, says the lawsuit reminds him of years ago when the owners of top consumer product brands always went after what they saw as trademark infringement on the part of private brand emulators. But this lawsuit is also different — “A twist on the prevailing dynamic,” Maute says —because one of the top owners and creators of private brands is taking a fellow private brands competitor to court.\r\n\r\nMaute says the lawsuit shows just how far private brands have come.\r\n“Here we have one major grocer suing another over private label trademarks,” he says. “I see it as an indication of how far private label has come, at least with respect to those retailers that truly understand its power and potential.”\r\n\r\nMaute is spot on. Although the timing of the lawsuit was interesting — Lidl says Kroger wanted to throw water on its coming-out party — nobody can fault Kroger for trying to protect a very successful 20-year-old store brand. Credit Lidl as well for not backing down and wanting to protect its own store brand as it continues to open stores in the U.S.\r\n\r\nKroger, the second-largest food retailer in the country, has been a private brands pacesetter. Lidl, which operates more than 10,000 stores across Europe, will also be a private brands leader in the U.S., considering that 90 percent of its assortment comes from private brands and that it will eventually open hundreds of stores.\r\n\r\nMaute says he remembers reading a story several years ago about how Disney lawyers forced a small Florida daycare center to whitewash an image of Mickey Mouse that the center had had painted on the side of its building.\r\n\r\n“Is that aggressive? Sure,” Maute says. “However, nobody could accuse Disney of trademark apathy. Without commenting on the merits of the Kroger-Lidl case, I say kudos to those retailers that fully embrace their store brands — up to and including protecting them in court.”\r\n\r\nOriginally published by Store Brands Magazine\r\nPhoto courtesy of Store Brands Magazine\r\n\r\n

     ', 'Editor\'s blog: Kroger-Lidl Dispute a Good Sign for Private Brands', '', 'inherit', 'closed', 'closed', '', '2296-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2296, 'http://cbx.cappendev.com/2296-revision-v1', 0, 'revision', '', 0), (2859, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Even seemingly commonplace products feel premium with the right narrative.
    By Nancy Brown\n\nHave you ever found yourself telling an elaborate story at a dinner party, all eyes on you, when you realize … you have no idea where the story is going? That’s precisely what it’s like when your brand doesn’t have a good story to tell: It falls flat with its audience. And if your brand doesn’t have a good story, chances are your packaging doesn’t, either.\n\nMost brands and many of our clients have been working on focusing their stories and delivering them on pack. Even if they don’t have a riveting backstory, they strive to forge an emotional connection with consumers through narrative. In fact, “narrative” and “storytelling” are two of the biggest buzzwords in the branding world right now.\n\nLuxury brands know that in order to get people to shell out the big bucks, they have to create a world that makes people aspire to live a certain lifestyle. A recent Louis Vuitton ad showcased Angelina Jolie on a boat in Cambodia, and Tiffany ads have always evoked a romantic, fairytale mood, long before the store was immortalized by Audrey Hepburn. But it’s interesting to see masstige brands now using storytelling on pack to attract and keep consumers. Mars’ American Heritage Chocolate, Walgreens’ Ology, Harney Teas and The Art of Shaving brands all use unique narratives to elevate their brands and connect with audiences.
    \nAMERICAN HERITAGE CHOCOLATE\n\nThere have always been premium chocolate brands. Godiva set the original gold standard, and with the advent of the artisanal, small-batch food movement, a whole new generation of chocolate brands, such as Vosges, Mast Brothers and MarieBelle, have taken these confections to a new prestige level. These products feature well-crafted stories and beautiful packaging that elevate the chocolates to art. It seems that masstige brands are following suit. The recently redesigned American Heritage Chocolate — a gifting chocolate from Mars, for which my company did the redesign — puts its heritage story front-and-center. Only colors, typefaces and imagery found during the 1800s were used for the new design, yet they seem totally modern. “From the historic division of Mars” is prominently highlighted on pack. Actual writing — in a cursive reminiscent of the Declaration of Independence — appears behind a brightly colored illustration that speaks to the era and pops against an otherwise neutral palette. This historic, yet modern, look is a differentiator in the category and a more upscale direction for the brand.
    \nWALGREENS’ OLOGY\n\nA few years ago, people would have laughed if you told them that in 2013, a private-label brand would be considered upscale, let alone have a strong narrative to its brand. And yet, Walgreens’ Ology line of products has completely elevated the categories of baby, personal care and household cleaners to new levels, with a narrative that communicates the importance of a healthier, happier world through great design. Ology products are all about “well. being.” and as such, the messaging on pack plays into the origin of the product (e.g., toilet paper made from sugarcane husk and bamboo), what’s not inside (“100% Tree Free”) and just why it is good for environment (“Traditional paper is made from trees that take up to 35 years to replace.”). The packaging is meant to appear handmade, and the design CBX crafted has a hand-drawn feel that is playful, approachable and above all, really conveys the brand’s story.
    \nHARNEY & SONS FINE TEAS\n\nHarney & Sons Fine Teas recently entered the bottled iced tea and juice market with organic tea and juice flavors. The company, which previously just sold tea bags and loose tea, went for a more premium direction for its bottled beverages by giving the product labels the look of a Far East tea company, a direct reference to the tea’s Indian origins. This plays into the company’s brand mission to “educate the world of tea history and taste.” Clear bottles are distinctly upscale, as is Harney’s softer color palette and minimal text that lets the product speak for itself. In truth, Harney & Sons is a family-owned and operated company based in upstate New York, but it is telling a different, larger scale story — about the exotic world of teas in general — with these products.
    \nTHE ART OF SHAVING\n\nHow’s this for a story? “A loving wife with a background in the spa industry makes her husband, with sensitive skin, a special oil to use before shaving. Husband realizes this oil is something special; the couple sells their car to fund the business, and they open a boutique that becomes a New York sensation. Eventually, company gets bought by P&G, and the couple lives happily ever after.” Sound like a fairytale? Well, it’s the true story of The Art of Shaving. Fortunately, the packaging’s clean, classic, barbershop feel has not been lost in the translation from boutique to mass brand. Neither has the “Art” in The Art of Shaving’s name, which refers to the brand’s heritage, and the line has a small-batch feel that references its origin in the owners’ kitchen. Through the premium cosmetic story it tells on the packaging, The Art of Shaving has been able to break out of a commodity category and position itself as an essential part of men’s everyday routines.\n\nDon’t get me wrong: I’m not claiming that the design of these brands is on par with those of Gucci and Prada. But there is something to their packaging that feels undoubtedly premium, draws me in and makes me want to know more about their stories. These days, it’s all about the world you craft, the story you tell and how you use your packaging to tell it. It may not be Capote’s “Breakfast at Tiffany’s,” but chances are, if you have a good narrative, consumers will keep coming back for more.\n\nRead more: http://www.brandpackaging.com/articles/84651-elevating-everyday-products-to-extraordinary-indulgences', 'Elevating Everyday Products to Extraordinary Indulgences', '', 'inherit', 'closed', 'closed', '', '1877-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1877, 'http://cbx.cappendev.com/1877-revision-v1', 0, 'revision', '', 0), (2860, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    CBX Strategic Branding designs major gifts campaign grounded in stories of heroes\r\nNew York, NY – July 13, 2009 – Faced with a difficult environment for fundraising, The American Cancer Society\'s Hope Lodge is getting donations by asking people to give hope.\r\n\r\nLocated in New York City, Hope Lodge Jerome L. Greene Family Center is a safe and free place for cancer patients and families to live while receiving treatment from some of the best cancer centers in the world. They turned to CBX Strategic Branding in New York to create collateral materials for a $50 million major gifts campaign.\r\n\r\n\"Designed to be delivered personally, the elements work together to establish an emotional connection,\" says Gregg Lipman, Managing Partner at CBX. \"It\'s driven by the message of giving hope, giving from the heart, instead of asking for money.\" The campaign\'s power comes from looking through the eyes of past residents and past donors and reading their stories.\r\n\r\nThe CBX design team worked closely with the Hope Lodge campaign committee to create an entirely new visual system and contemporary palette while leveraging both the ACS corporate identity and current Hope Lodge website. Wide use of large, close-up photography keeps the focus on hope and life. Warm and lively colors including yellows, greens, and oranges, convey the vitality and hope of those patients who are fighting cancer.\r\n\r\nThe components of the campaign include:\r\n\r\nA tri-fold with an 8-page brochure inset that unveils a message of compassion. Full-page photos depict guests as heroes with their stories as well as enduring messages regarding the purpose, power and impact of Hope Lodge.\r\n\r\nThe Donor Profile Page stands out with a cooler color palette of blue and green to differentiate the donor heroes from the guest heroes.\r\n\r\nThe Vital Statistics page provides numbers about Hope Lodge operations and savings to guests at the lodge with an easy-to-read grid system that organizes the information while maintaining impact through the use of color and copy size.\r\n\r\nThe Quarterly Newsletter is a direct mail piece that is sent to anyone in the ACS community. It is editorial by design and able to stand on its own, while maintaining its aesthetic fit with the donor brochure based on the color palette and layout.\r\n\r\nThe first three components listed above target potential donors of $10,000 or more.\r\n\r\nThe new visual system is being extended to outdoor signage, print advertising, and campaign displays inside the Hope Lodge lobby. Because of the great initial success of the campaign, ACS has extended it to other lodges around New York State as well.\r\n\r\n\"In tough economic times we needed a completely new and different approach for our major gifts campaign. CBX provided us with materials that successfully connect potential donors with Hope Lodge, thus increasing the likelihood of a donation,\" says Mady Schuman, American Cancer Society senior vice president, campaign and leadership giving, \"It was also an added bonus for CBX to design the Hope Lodge collateral pieces pro bono thus giving us more flexibility in our budget to respond to the needs of Hope Lodge services.\"\r\n\r\nAbout Hope Lodge:\r\nHope Lodge New York City is one of 28 American Cancer Society Hope Lodges located near major cancer centers throughout the nation. With seven additional lodges in development, the ACS plans to extend the Hope Lodge network to more than 50 locations by 2015.\r\n\r\n\"\"\r\n\r\n\"\"

    ', 'Emotional Connection Helps American Cancer Society\'s Hope Lodge Reach its Fundraising Goals', '', 'inherit', 'closed', 'closed', '', '1632-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1632, 'http://cbx.cappendev.com/1632-revision-v1', 0, 'revision', '', 0), (2861, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Veteran designer Joseph Bona believes grocers need to reinvent their stores. As technology transforms multi-channel retail into hyper-channel \"always-on\" retailing, chains must emotionally connect with consumers like never before, he says.\r\nHe presented his views in a recent speech at EuroShop, the global trade fair in Dusseldorf, Germany, where he urged retailers to rethink the function of their brick-and-mortar stores.\r\n\r\n\"Emotion plus theatrics equals experience;\' says Bona, president, branded environments for CBX, a New York-based retail design consultancy and brand agency. \"Story-telling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions.\r\nUltimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.\'\r\n\r\nToday\'s \"always-on\" environment is not restricted to people buying whatever they want using their phones and tablets. It also means they can use GPSand cloud-enabled tools to find the very best retail experiences available wherever they happen to be, Bona says.\r\n\r\n\"Physical stores can no longer be what they used to be-namely, distributors of other people\'s goods at reasonable prices in convenient locations;\' he adds. \"They must offer sights, sounds, tastes, touch, and emotion-3D experiences that 2D can\'t achieve.\'\r\n\r\nBona points to Trader Joe\'s and Wegmans as retailers using design to create a sense of adventure and discovery. He says they are not just resellers of other branded products, but are destinations dedicated to providing truly unique and memorable experiences.\r\n\r\n\"They encourage you to browse, touch, feel and see what\'s new and on display;\' Bona says. \"They make shopping fun and engaging.\'\r\n\r\nHe says grocers should bring some of the excitement of food TV to stores or add tasting stations, growler bars and restaurants in new or remodeled stores.\r\n\r\n\"Overall, retailers need to push the envelope and keep asking one basic question: \'How do you maintain a pillar of affection and human touch while there\'s a simultaneous shift to increasing human interaction with technology?\" says Bona.\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Emotional shopping', '', 'inherit', 'closed', 'closed', '', '2022-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2022, 'http://cbx.cappendev.com/2022-revision-v1', 0, 'revision', '', 0), (2862, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'While they’re loyal to their favorite brands, millennials reserve the right to cheat on them, says Nancy Brown, managing partner at New York-based CBX. Early adopters who constantly look for “the next new thing,” millennials want to be the first of their friends to try the latest, greatest product — and are willing to switch brands to do so.\r\nMillennials also are savvy shoppers who love a good value, says Jennifer Gaeto, creative director for Chicago-based Equator Design. And being used to having unlimited choices among brands, they have no problem turning to high-quality and unique store brand products, which already have a large following among this group.\r\n\r\nBut retailers need to do more than develop high-quality, unique products for these shoppers. They also need to focus on designing packaging that speaks to and engages with millennials to help build a solid relationship with this consumer group.\r\n\r\nBe unique, interactive\r\n\r\nPreviously, packaging’s only purpose (beyond product protection) was to help a product stand out on the shelf, Brown says. But today, millennials want more than just attractive packaging — they also want packaging that engages them. An engaging package persuades them to learn more about the brand.\r\n\r\nAccording to Gaeto, a package that engages millennials is unique and different. For example, some millennials gravitate toward designs that have a handmade and non-mass-produced feel. Such a design can be achieved via typography that looks like handwriting or kraft paper. Millennials also enjoy limited-edition packaging, as it has a “feeling of exclusivity” and taps into their desire for discovery.\r\n\r\nAs for colors, some millennials are interested in brighter, more vibrant palettes that are less “serious,” says Glenn Pfeifer, executive creative director, Galileo Global Branding Group, Daymon Worldwide, Stamford, Conn. Some newer brands that appeal to millennials use colors that reflect their optimistic mood.\r\n\r\nOne example is Kimberly-Clark’s feminine hygiene line U by Kotex, Brown says. Young millennials told CBX, which designed the line’s packaging, that although they purchased the same feminine hygiene products as their mothers, they wanted packaging to be more interesting. The women weren’t interested in pastels; instead, they were interested in a black package with a window showing bright neon colors surrounding the tampons and pads.\r\n\r\nSpeak their language\r\n\r\nBut for millennials, a specific color palette or design style is only one important aspect. They also want packaging that is visually smart and surprising, says Tessa van Asselt, insights strategist at TrendsActive, a Dutch trend interpretation agency. “Retailers often forget that this generation is growing up in a world that is more and more visual, and this generation longs for an innovative approach to visual communication,” she explains. “Smart visual communication means really understanding this generation’s symbols, icons and visual language.”\r\n\r\nKees Elands, founder and CEO of TrendsActive, gives the example of two store brand concepts that TrendsActive created for a retailer in the Netherlands, each of which relies heavily on iconography. One is a package of ground coffee that features the image of a giant battery, similar to the icon found on electronic devices. In this case, the bars indicating the power level of the battery are clear and colorless, letting the ground coffee show through.\r\n\r\n“The battery on the coffee package [immediately communicates] the energizing and recharging qualities of coffee,” he says.\r\n\r\nThe other is of a beer bottle with “play” and “pause” button icons. These icons, in particular, help to show the product proposition, Elands says. The beer allows the consumer to either unwind and relax by “hitting the pause button” or start the party by “pressing play.”\r\n\r\nSpeaking of hitting buttons, packaging for millennials also needs to be interactive, not just clever. Millennials have become so accustomed to interactivity in every part of their lives that they expect everything to be interactive, van Asselt adds.\r\n\r\nAnd they want to help develop and evolve a brand. Jeff Fromm, co-author of the book Marketing to Millennials and president of Kansas City, Mo.-based FutureCast, a marketing consultancy dedicated to researching millennial trends, notes that millennials created the “participation economy.” And if a retailer reaches out to them for brand design advice or simple feedback via social media, millennials will want to respond.\r\n\r\nBe transparent, purposeful\r\n\r\nBut just as they want to be honest to brand owners about their products, they want brands to be honest in return. So when it comes to the message on the pack¬age, millennials desire authenticity and transparency.\r\n\r\nInstead of using typical marketing ploys, which millennials can immediately spot and will reject, retailers need to have an authentic story when creating something new and trendy, Gaeto says. For example, when it comes to photography on food packaging, millennials are not interested in seeing a “perfect-looking meal.” They want to see how the food, in reality, will look when prepared at home.\r\n\r\nRetailers also need to clearly communicate a product’s tier on packaging, Fromm says. Is the product under a bargain brand or an affordable luxury brand? Millennials want packaging to tell them if they’re trading up or trading down. And don’t try to fool them — they crowd-source a lot of information from their peer network, so they’ll know when a retailer isn’t being honest with its brand story.\r\n\r\nMillennials also want to understand the back story of what they are buying, Fromm says. Retailers could effectively use packaging to tell them about a product’s origin or how it is produced.\r\n\r\n“Millennials prefer brands that have a purpose,” he adds. “The more meaningful a brand is, the more it’s going to win with millennials.”\r\n\r\nBut retailers don’t necessarily have to work with charities to make a brand purposeful. Sustainability is another area that, if linked to a retailer’s store brands, could resonate with millennials as they continue, as a group, to value sustainable packaging options.\r\n“Sustainability is important to this group, as they were raised with the notion of recycling and making the world a better place as a normal way of life,” Gaeto says. “Packaging that is eco-friendly connects and creates a positive image for the brand.”\r\n\r\nBut an eco-friendly package does not necessarily have to be 100 percent “green,” Fromm says. The packaging just has to be “less bad” than the alternatives.\r\nOffer convenience\r\n\r\nMillennials are no longer just the young kids that marketers might think they are, says Nancy Brown, managing partner for New York-based CBX. The oldest of them are in their thirties and are starting to settle down and have families. They are busy, therefore, and looking for products that will make their lives easier, so any type of packaging that is convenient will win big with this group.\r\n\r\nBut the definition of “convenient packaging” could differ from person to person in this group. Millennials are creative in the kitchen and enjoy cooking, so convenient packaging to some could mean helpful hints or recipe suggestions on packaging, Brown adds. Or it could mean packaging that directs them online to easily find answers to questions or product reviews.\r\n\r\nConvenient packaging could also refer to functionality. Here, Glenn Pfeifer, executive creative director, Galileo Global Branding Group, Daymon Worldwide, Stamford, Conn., gives the example of packaging for soups, chewing gum and snacks that is designed to fit in car cup holders to better cater to millennials’ on-the-go lifestyle.\r\n\r\nRead more: www.storebrands.info/engage-them', 'Engage them', '', 'inherit', 'closed', 'closed', '', '1996-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1996, 'http://cbx.cappendev.com/1996-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2863, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    U by Kotex Limited Edition Designer Series Offers Stylish Protection\r\nKimberly-Clark has expanded its U by Kotex line to include the U by Kotex Limited Edition Designer series. This new line features new fashionable box designs meant to reflect a young woman’s personal style.\r\n\r\nThe U by Kotex Limited Edition Designer series includes four different box “personalities”: Poptimistic, Boho, Freestyle and Punk Glam (tampons only). The boxes are marked by bright and bold colors and patterns. For instance, the Punk Glam packagain is black and pink, while the Boho box is a flurry of swirl designs in orange.\r\n\r\nThe design strategy was developed by CBX. The company took inspiration from trends in the beauty and fashion industries as well as major clothing retail stores. According to CBX’s managing partner Gregg S. Lipman, the new designs are targeted at the consumer who wants her style and personality reflected in the brand she chooses. The U by Kotex Limited Edition Designer series essentially creates an “engaging and positive interaction.”\r\n\r\n\"\"\r\n\r\nhttp://www.trendhunter.com/trends/u-by-kotex-limited-edition-designer-series', 'Fashionable Feminine Hygiene', '', 'inherit', 'closed', 'closed', '', '1743-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1743, 'http://cbx.cappendev.com/1743-revision-v1', 0, 'revision', '', 0), (2864, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    LONDON -- Six convenience retailers and forecourt operators will be going for the title of the 2012 Insight NACS International Convenience Retailer of the Year Award next month.\r\nThe six finalists come from all parts of the globe, highlighting the international reach of convenience retailing and advanced concepts, according to NACS, the Association for Convenience & Fuel Retailing. The final six are BP Connect, New Zealand; Musgrave Centra, Rochestown, Ireland; Spar Ireland, J14/Spar Express, Ireland; Spar UK, Walthamstow, United Kingdom; Statoil Fuel & Retail, Norway; and Tesco Fresh & Easy Express, United States.\r\n\r\nThe award, sponsored by Imperial Tobacco, is now in its fourth year. Don Longo, editor-in-chief of Convenience Store News and Convenience Store News for the Single Store Owner under Stagnito Media, sits on this year\'s judging panel.\r\n\r\nOther international experts on the 2012 judging panel are: Frank Gleeson, retail director at Topaz, the 2011 award winner; Jeff Rogut, executive director for the Australian Association of Convenience Stores (AACS); Joe Bona, president, retail division, CBX; Ramon Kuijpers, international key accounts manager, Reemtsma Cigarettenfabriken GmbH, an Imperial Tobacco Group company; Dan Munford, managing director, Insight Research; and Stephanie Rice, founder of Rice Retail Marketing.\r\n\r\nFiona Briggs, editor of Global Convenience Store Focus, and Erin Pressley, editor of NACS Magazine, will co-chair the judging panel, as CSNews Online previously reported.\r\n\r\nThe award will be presented at the Insight/NACS Future of International Convenience Retailing 2012 event held Sept. 24 through Sept. 28 in London.\r\n\r\nhttp://www.csnews.com/top-story-business_focus-finalists_named_for_international_convenience_retailer_of_the_year_-61668.html', 'Finalists Named for International Convenience Retailer of the Year', '', 'inherit', 'closed', 'closed', '', '1663-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1663, 'http://cbx.cappendev.com/1663-revision-v1', 0, 'revision', '', 0), (2865, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Q: How do you make sure new hires will mesh well with your other employees and with your company\'s culture?
    A: Gregg S. Lipman\'s hiring motto has always been: \"Prima donnas need not apply.\" That should tell you all you need to know about the spirit of collaboration at CBX, the New York City-based brand agency where Lipman is managing partner.\nLike all good entrepreneurs, Lipman has learned from his mistakes. He once tried to hire what he calls \"disrupters and agitators\"--folks whose personalities, work habits and sundry intangible qualities would clash with the existing work force. He figured those disrupters would create new energy. He was right. Problem was, it was the wrong kind of energy.\n\"We actually taught ourselves how important culture was to the organization,\" Lipman says. \"Their inability to mesh with the culture actually provided a disservice to the organization. Rather than dealing with business issues, we found we were dealing, a lot of time, with personality conflicts.\"\nLesson learned, Lipman set about hiring only candidates he believed would fit comfortably within CBX, \"using culture as a guidepost.\" He looks for employees who communicate effectively, resolve conflict peaceably and--just as important--haven\'t forgotten their manners.\nTo do that, Lipman engages job applicants in what he calls a \"transparent conversation.\" He tries to go beyond the résumé--way beyond. He might ask about a candidate\'s preferred brand of candy bar, bottled water or toothpaste.\n\"I\'ll say, \'Let\'s talk like real human beings. Why are you here? Why do you do what you do?\'\" Lipman says.\n\"I\'m trying to get a sense of whether they\'re passionate for what they do or if it\'s just a job. Ultimately, what I try to do in my hiring practice is to get beyond the cliché.\"\nFor Lipman, the off-kilter line of questioning reveals a candidate\'s ability to clearly express his or her thoughts, and that ability inevitably contributes to the company\'s internal chemistry. \"You want to be in an environment where communication becomes second [nature],\" he says, \"where you have the ability to anticipate and read each other\'s minds.\"\nOf course, no hiring system can prevent an occasional clash of wills. Lipman might understand this fact of business life better than most, which is why he places such value on an employee\'s ability to deal with discord. \"We\'re looking for folks that understand that conflict and challenge happen but are capable of taking the high road and handling conflict professionally, in an adult manner,\" he says.\nLipman clearly knows this isn\'t going to be possible unless employees show respect--for their co-workers, supervisors and clients. But that doesn\'t mean he runs a shop full of pushovers. \"It really stems from an understanding that no matter what business you\'re in, you\'re really in the people business,\" he says. \"If you don\'t have mutual respect, it makes it difficult to traffic things from A to B to C.\"\nIn other words, just remember his motto.
    \n\nhttp://www.entrepreneur.com/article/225751', 'Finding the Right Hire for Your Company', '', 'inherit', 'closed', 'closed', '', '1811-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1811, 'http://cbx.cappendev.com/1811-revision-v1', 0, 'revision', '', 0), (2866, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Despite the Mounting Pressure to Discount in Order to Make a Sale, Marketers Must Beware of Cheapening Their Brand Permanently in The eyes of the Consumer, CBX Executive Writes\r\nAlthough deep discounting can give retailers a short-term edge over their rivals, from a brand equity standpoint, relying solely on lower prices can have unforeseen consequences, writes Gregg Lipman, Managing Partner at brand agency and retail design consultancy CBX, in a guest commentary that appeared November 25 in the Business section of the Huffington Post.\r\n\r\nIn the column, titled, \"The Race to Zero: Time to Rethink \'Discount\' Mentality,\" Lipman contends that allowing a brand to become subject to \"discount creep\" will ultimately cheapen it by training customers to focus exclusively on price rather than the brand\'s intrinsic value. \"The biggest risk to relying on discounts to drive sales is that it becomes the definitive narrative in your brand story,\" warns the veteran brand marketer. \"When selling on price, you\'re not selling on a product\'s unique attributes. Worse still, you\'re not selling on emotional benefit.\"\r\n\r\nLipman points out that the power of branding resides in the way it uses the psychology of images, words, colors, patterns and fonts to create a value that transcends rational calculations. \"Does the product add experience, create a memory, spark a wonderful feeling, enhance a moment, inspire personal growth?\" he asks. \"Engaging in a discount-focused strategy neglects the power of brand and is likely destined to fail over time.\"\r\n\r\nIn a retail environment increasingly characterized by competition on price alone, it is easy to forget that a sales strategy should not rely exclusively on discounts and concessions that ultimately devalue a brand. Rather, Lipman argues, the challenge is to create more demand for the product. The executive evokes the message of legendary advertising exec David Ogilvy, who declared in 1986: \"any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand.\"\r\n\r\nAnd in fact, Lipman goes on, consumers look for more from brands than just a bargain. He likens the relationship of consumer and brand to friendship, describing it as engagement on a deep, personal level. Like a good friend, a brand can play an active role in one\'s life.\r\n\r\nLipman concedes that luxury brands have an easier path in defending and justifying their price position. He points to a campaign by natural mineral water brand Perrier to refresh its identity and attract new customers -- without resorting to discounts or adopting a new, ultra hip image. Under the campaign, the company teamed up with contemporary artists on limited-edition series of Perrier bottles. \"By focusing on elevating their brand through smart packaging, positive associations and high impact content, Perrier has experienced a resurgence, selling 1 billion units in 2013 in over 140 countries,\" he notes.\r\n\r\nThat kind of approach is not, however, restricted to high-end brands. And despite the pressure on them to produce impressive short-term financial results, Lipman urges brand marketers to resist selling out. \"For a long-term strategy, consider striving for the things that create brand value,\" he concludes, \"Otherwise it becomes a race to zero.\"\r\n\r\nThe full article is available here.', 'Focusing on Discounting Can Dilute Brand Equity, Warns Lipman', '', 'inherit', 'closed', 'closed', '', '2040-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2040, 'http://cbx.cappendev.com/2040-revision-v1', 0, 'revision', '', 0), (2867, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    \"\"By Rick Barrack:\r\nIt was in 1994 that, under the provisions of the Nutrition Labeling and Education Act of 1990, all food companies were required by law to begin using the Nutrition Facts label. By today\'s wireless, hybrid, organic, GPS-enabled, touch-sensitive consumer product standards, would anyone argue that a 16-year-old anything isn\'t practically and hopelessly fossilized?\r\n\r\n\"\"\r\n\r\nThe current Nutrition Facts label was originally based on Recommended Dietary Allowances dating from 1968(!)--a time when low- or fat-free foods still only numbered in the dozens--and has remained unchanged for 16 years.\r\n\r\nGiven the advances in nutritional science and its ensuing impact on the American public\'s diet, as well as the continuing efforts of both the U.S. Department of Health, the FDA and food companies to help consumers make better/healthier eating decisions, isn\'t it time to bring the Nutrition Label into a new light--a cleaner, more concise and informative light?\r\n\r\nAs a passive observer/consumer, I have followed the unending gyrations of the FDA as it grapples with how to develop a new labeling system for both the front and back panels of packages. As a designer, I believe it shouldn\'t be that difficult to create a simple, unbiased and meaningful solution--one that doesn\'t require consumers to bring a magnifying glass and calculator with them when they go food shopping.?? I\'d like to offer the following prototypes to the FDA. They take the current thinking for nutritional labeling to the next level and show how information design can work effectively to help consumers make better and healthier choices.\r\n\r\n\"\"\r\n\r\nThe Information Hierarchy: The first thing consumers should look at is the serving size/serving per container, as they are the true indicators of how much a consumer should be eating. (Click any image to view it larger)\r\n\r\n\"\"\r\n\r\nLanguage Simplification: Use meaningful/simplified language such as, \"Control\" (Portion Control, Calorie Control, Target Control) to empower consumers to take charge of their health.\r\n\r\n\"\"\r\n\r\nGraphic Details: Use colorful icons that provide clear, easy communication, as well as a legible, contemporary font.\r\n\r\n\"\"\r\n\r\nGood Stuff vs. Bad Stuff: Separate nutrients into \"More of These\" (with a plus sign) and \"Less of These\" (with a minus sign). It helps distinguish the good stuff from the bad and reinforces the notion of less versus more.\r\n\r\n\"\"\r\n\r\nPhone app and website: Taking this a step further, consumers would be well served to locate a Nutrition Facts app and website that can be accessed through their cell phones to help them make smart nutrition decisions. It\'s just what the doctor ordered.

    \r\n\r\nhttp://www.fastcodesign.com/1661867/food-for-thought-rethinking-our-nutritional-facts', 'Food for Thought: Rethinking Our Nutritional Facts', '', 'inherit', 'closed', 'closed', '', '1563-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1563, 'http://cbx.cappendev.com/1563-revision-v1', 0, 'revision', '', 0), (2868, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'It\'s widely believed that men are faster, more time- efficient shoppers than women and that unlike their female counterparts, they don\'t like to linger in stores but instead prefer to find an item, buy it and get in and out as quickly as possible. But with the arrival of department store Saks Fifth Avenue\'s new men\'s standalone lifestyle concept The Fifth Man at its historic Beverly Hills location, that gender-based retail truism may soon be turned on its ear.\r\nOpened in February 2014 and short for \"The Saks Fifth Avenue Man,\" the renovated and renamed Fifth Man space covers 6,000 sq. feet (557 sq. meters) and features three key highlights: a downstairs premium denim bar that is adjoined by an actual bar in an area called D-Bar, a shoe shop that is among the biggest for men on the West Coast and designer shop-in-shops and a prototype space dedicated to the store\'s in-house Saks Fifth Avenue Men\'s Collection on the main floor.\r\n\r\nThe denim-and-drinks D-Bar concept was designed by the California-based architectural firm Marmot Radziner and feature a lounge area with a custom-made pool table, a street-art mural by artist Karl Clay and walls covered in boardwalk wood. An onsite John Allan\'s Salon offers customers both grooming services and beverages.\r\nThe adjoining denim bar\'s product assortment is a virtual who\'s who of the top premium denim brands and includes AG, Diesel, DL 1961, Joe\'s, Hudson, Nudie, PRPS, Rag & Bone, 7 for All Mankind, A.P.C. and True Religion. Also featured are a revolving selection of up-and coming jeans brands such as Diana Keinejad, Baldwin and BLK Denim. \"Customers are very impressed with the product offered and people really seem to like the underground vibe,\" says Amber Ayala, fashion and public relations coordinator for the Beverly Hills location, about the overall reaction to the new space.\r\n\r\nUpstairs, the new Shoes On the Main Floor area features more than 600 styles divided across three sections. The first is for classic brands such as Salvatore Ferragamo and Rosetti, the second includes designer footwear from the likes of Gucci, Prada and Dior while the third, the contemporary area, has names such as Paul Smith, Viktor & Rolf and Marc Jacobs. Newly added brands to Shoes on the Main Floor include Del Toro, Martin Margiela and Pirelli, among others.\r\n\r\nElsewhere on the floor is the latest prototype shop for the store\'s in-house men\'s collection, an assortment Saks has been putting special emphasis on of late. New York-based design and architecture firm CBX created this area. It features exposed ceilings and white oak flooring. According Ayala, The Fifth Man concept, which reties heavily on art installations and residential-style furniture that welcomes guys to stay awhile, will be carried over to other Saks locations and has already been implemented at its Chicago store. \"Through these innovative renovations, Saks is thrilled to offer our customers exciting new lifestyle shopping experiences,\" adds Tom Ott, senior vice president and GMM for men\'s, home and gifts at Saks Fifth Avenue. \"0-Bar and the men\'s shoe salon in particular are sure to become iconic West Coast shopping destinations.\"\r\n\r\nSource: Sportswear International, Issue #261, Page 44 - Jul/Aug 2014\r\n\r\n ', 'For The Boys Saks Fifth Avenue Rolls Out Its New Men\'s Store Concept In Beverly Hills', '', 'inherit', 'closed', 'closed', '', '1975-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1975, 'http://cbx.cappendev.com/1975-revision-v1', 0, 'revision', '', 0), (2869, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    \"\"By Rick Barrack:\r\nYou\'ve grown to 140 million tweets per day and impacted global politics. It\'s time you moved beyond the cartoon birdie. Here\'s three takes on a new Twitter logo.\r\n\r\nHappy fifth birthday, Twitter! While five years seems like a blink of an eye, in the world of social media, you\'re a mature adult now. And you\'re ranked as one of the ten most visited websites worldwide by web traffic analyst Alexa. Your meteoric rise can be measured by comparing the measly 400,000 tweets per quarter in 2007 to today\'s average of over 140 million tweets per day--nothing to chirp at.\r\n\r\nSo it\'s way past the time for you to grow up as a brand. In other words, how about presenting a more appropriate image that reflects your current status? The following are just a few suggestions of how we think you should toast your fifth year as a media heavy.\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nThis streamlined execution of the current bird icon speaks to the simplicity and user-friendliness inherent in the brand\'s DNA. The short, straight \"chirp\" lines signify a quick and direct way to communicate within the 140-character limit that the brand personifies. In addition, the simplicity of this icon allows it to be universally accepted around the globe, thus helping with international expansion and adaptation.\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nThis incremental evolution of the wordmark preserves the brand equity of the logo but adds a new dimension of an animated \"E,\" which is then transformed into the chirping icon. An added benefit is that it can act as a mnemonic device, becoming the hallmark of quick and easy communication--the equivalent of the Nike Swoosh for social media. When paired with a name or another logo, it can serve as an indicator of accessibility/Tweetability.\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nThe amalgamation of the wings from the current bird (stylized to look more lifelike) and Twitter\'s famous thought bubble crystallizes the notion that Twitter is about communication, connection, and dialogue. This logo dispels the notion that Twitter is just about saying the first thing that pops into your head, and serves as a great mnemonic device for how Twitter takes your thoughts and shares them with your followers. The modified wordmark melds the \"w\" and \"i\" and connects the two \"t\"s for a streamlined mark that furthers the idea of touching and connecting.

    \r\n\r\n', 'For Twitter\'s 5th Birthday, New Grown-Up Logos', '', 'inherit', 'closed', 'closed', '', '1549-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1549, 'http://cbx.cappendev.com/1549-revision-v1', 0, 'revision', '', 0), (2870, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    \"\"By Gregg Lipman:\r\nImplementing a Sustainability Strategy for Tomorrow Doesn\'t Work With Human Nature.

    \r\n\r\nSustainability, while not quite the hot topic it was a few years ago, nevertheless continues to be a topic of reasonable warmth today. Priuses are still flying out of showrooms, reusable bags are a fashion statement, and the Obama administration has made renewable energy and conservation fundamentals anchors of its sweeping reorganization of the country. Heck, there\'s even been a resurgence in composting (for those who are so agriculturally inclined).\r\n\r\nBut the question remains: Is sustainability sustainable? Has it been effective? Has it engendered lasting behavioral changes? And, more worrisome, is it starting to fall on deaf ears?\r\n\r\nThe answer is not especially clear and, thus, not entirely encouraging. We all remember the tremendous efforts undertaken more than a decade ago by the world\'s leading food companies to begin to educate consumers about the very real dangers of obesity, the virtues of portion control and low-calorie eating.\r\n\r\nBut regrettably, and in an extremely damning indictment of those efforts, the U.S. for roughly the 23rd consecutive year (from 1985 to 2007, according to data collected by the CDC\'s Behavioral Risk Factor Surveillance System) has seen a swift and unabated increase in the prevalence of both adult and childhood obesity. Clearly, it can be argued, admonishing regular, everyday people to do something as simple and seemingly pain-free as eating sensibly simply does not work.\r\n\r\nWhy doesn\'t it work? Basic human nature, that\'s why.\r\n\r\nWithout falling into the depths of anthropological analysis, I can nevertheless posit with a reasonable degree of confidence that human beings have evolved to deal most effectively with the present: What is happening now and how can I impact what is happening now? We are far less effective at addressing things that will happen in the future.\r\n\r\nA food company can put a label on the front panel of one of its myriad products telling me to curb my intake of calories or to eat five to nine fruit/vegetable servings per day, but the great deficit of that strategy is that it cannot tell you how the benefits of that type of eating will be realized now.\r\n\r\nThat\'s ultimately what people will care most about. As marketers, we should make it a priority to communicate the now messages as much as we can if we hope to have any shot at changing consumers\' behavior in a meaningful way.\r\n\r\nWhich brings us back to sustainablity and to why I believe the sustainablity movement will also ultimately fail (unless of course the government starts to impose tangible and financial penalties on \"nonsustainable\" individual behavior).\r\n\r\nThe sustainability argument those in the media articulate today based on what they observe from the corporate, consumer and political culture revolves mostly around the \"benefits/rewards not just for me but for my neighbors and children in the future\" angle.\r\n\r\nThat is a mistake.\r\n\r\nToday\'s \"this will be good for you in the future\" position is no longer tenable. As good as consumers\' intentions are, they will naturally, intuitively, place far greater value (read monetary value) to what is happening now rather than what could happen in the future. Unless the sustainability argument gets reframed in now terms, in present-value terms, individual consumers will almost always default to the easiest thing for them to do now, today -- which is frequently nothing at all.\r\n\r\nRecycling is currently the one \"sustainable\" behavior that regular people, to a large degree, have effectively integrated into their personal and professional lifestyles. Why? Because recycling is something you can do now. You done with that soda? Just toss the can in the appropriate bin. That\'s it. That\'s easy. That\'s now.\r\n\r\nMinding your carbon footprint? Buying offsets along with your airline ticket? Converting your car\'s engine to run on biodiesel or ethanol? Solar panels? Not so easy.\r\n\r\nThose initiatives ignore the requirements of the present and, in continuing to do so, will never leave the realm of the tiny \"eco-warrior\" demographic or the celebrity spokesman demographic, which boasts luminaries such as Daryl Hannah (who proudly cruises around her New Mexico town in a 1983 El Camino converted to run on biodiesel) or Willie Nelson (who created his own brand of biodiesel fuel called BioWillie), and will hardly warrant anything more than polite consideration by the general public.\r\n\r\nI speak from experience. Last year a small group of my employees approached me about making our company greener, more sustainable. They had it all worked out: We\'d go paperless, and recycle by hiring a service to take away the trash from our offices; we\'d use compact fluorescent light bulbs exclusively and stock the company pantry with organic, sustainable products from the supermarket and the nearby Union Square farmer\'s market. I was all for the plan, so I crunched the numbers. The contemplated changes would cost me a quarter of a million dollars annually. So I returned to my green committee and gave them the news.\r\n\r\n\"Great!\" one said. I asked him what he meant. After all, I knew the cost of going green at work would mean changes, and not just in the content of our snack cabinet. The expense would likely mean my employees would forgo raises. I told him so.\r\n\r\n\"Oh no,\" he and the other members of the green committee said to me, \"we want you to pay for it. We don\'t want to give up our raises.\"\r\n\r\nSo according to my green-minded employees, the onus for saving the planet is on small-business owners today. My employees, while keenly aware of the benefits of environmental responsibility/sustainability, were not willing to give up tangible, present value things such as money to achieve said benefits.\r\n\r\nDoes that make them bad employees, bad people? Not at all. It simply reflects the fact that all things considered, the obligations and requirements of the present will always trump the benefits of the future.\r\n\r\nSo where does that leave us? Should we just abandon all sustainability efforts? Since people don\'t care about the future anyway, I\'m certainly not advocating apathy, given the present state of things.\r\n\r\nApathy is the enemy of creative ideas.\r\n\r\nRather, I am firmly behind a regrinding of the lens through which we look at sustainability. We need to move completely away from an emphasis on future benefits and shift all discussions back to the opportunities of today: What can science do for sustainability today? How can we make emissions standards and gas mileage targets more nearer-term goals? How can we harness the ingenuity, creativity and ruthless efficiency of capitalism to make the world a greener cleaner now, today?\r\n\r\nIt is only then that a change will come -- and not a moment too soon.

    \r\n\r\nhttp://adage.com/article/goodworks/sustainability-talk-focus/137975/', 'Forget the Future; Let\'s Talk About Now', '', 'inherit', 'closed', 'closed', '', '1571-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1571, 'http://cbx.cappendev.com/1571-revision-v1', 0, 'revision', '', 0), (2871, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Have you read any 2015 retail trend forecasts lately? Let’s face it, many so-called trends for the year ahead — the need to focus on things like mobile payment, customization, foodservice, smaller formats or millennial shoppers, to name a few — are at this point just the cost of doing business.\r\nYes, technology will be a part of retailing in 2015, just as it was in 2013 or, for that matter, 2010. These days, the story is more about real estate: As pressure on sales per square foot increases and retailers hunt for smaller footprints in higher-density areas, chains are getting increasingly creative. Some are even partnering with each other to compete. Here are four trends to watch for in the months ahead:\r\n\r\nTheme Park-ifying\r\nConsumers are shopping more often and making smaller trips. Because of this, retailers are not just shifting to smaller formats; they are also taking increased note of how people shop and why their habits are changing. Given the glut of empty big boxes in otherwise-healthy strip malls and shopping centers across the country, large-format seekers should look to New York and Chicago’s Eataly for inspiration. Sometimes likened to a grocery store with tasting rooms, the Italian food and wine emporium offers a compelling mix of retail, restaurants, food and beverage stations, a bakery and cooking schools, all under one roof. Such themed and curated shopping experiences are precisely the types of brick-and-mortar concepts that can inspire people to close their MacBook Pros, get off the couch and drive to the mall.\r\n\r\nIn the year ahead, don’t be surprised to see retailers put their own spins on creative curation and theming. The likes of Babies “R” Us, for example, could take over a large-footprint and create an experience built around a theme such as “motherhood,” with a Babies “R” Us, a Starbucks, a Lululemon, a Massage Envy and a wine shop with open eating areas—all inside a vacant big-box store.\r\n\r\nCorner Grabbing\r\nHuge shifts that are underway in the rapidly consolidating gas and convenience industry, where big players are snapping up street corners to create land banks that give them the freedom to either develop the properties or keep them out of competitors’ hands. But as good street corners get scarce, this strategy will have to adjust.\r\n\r\nDrug stores have long had great dirt, but that business is booming, riding the wave of increased prescriptions and convenience items. Banks, by contrast, are ubiquitous and have set up shop over the last 50 years on some of the best corners out there. And yet consumers have fewer and fewer reasons to go to a branch. In 2015, as the major convenience players jockey for position, look for c-store companies such as Couche-Tard, 7-Eleven or CST brands to make big real estate deals with banks as they seek to seize such coveted real estate.\r\n\r\nRebooting\r\nIt\'s hard to stay relevant today. Traditional brick and mortar stores have a more difficult time keeping up to date. Instead of slowly dying, look for some retailers to shut down, get out of their real estate commitments and reboot. Six months ago, Authentic Brands Group announced it was shutting down all Juicy Couture locations, with a re-launch of the brand planned for 2015. Store-in-store deals are part of the proposal as well. Is this strategy high-risk? Sure. But it is potentially high reward as well. Indeed, a variety of retailers are likely to embrace similar approaches in the year ahead. My money is on Abercrombie & Fitch and American Eagle Outfitters being next. However, rebooting won’t be confined to apparel retail: After shutting down more than eight months ago, specialty bookstore Rizzoli has a New York flagship opening in the spring.\r\n\r\nSide Selling\r\nRetail is all around us. You used to have to seek it out by going to the store or the mall. Now, retail drives down the street and also has set up shop in your phone. Look for this to ramp up even more. Retail is currently popping up in parks and other public spaces. We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers. More businesses, too, will open up their extra space for retail. Eventually, gyms that don’t have a vitamin shop, apparel store and juice bar will be seen as a thing of the past. In 2015, we could even see walls of merchandise from Walgreens or Rite Aid in high-traffic doctor\'s offices.\r\n\r\nI firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015. Channel lines will continue to blur as retailers invite, not only more consumer brands and tech vendors, but also other retailers into their stores. It should be an exciting year.\r\n\r\nThe full article is available here.\r\n\r\nAs seen in:\r\nNACS Online', 'Four 2015 Retail Trends You Haven’t Already Heard About', '', 'inherit', 'closed', 'closed', '', '2047-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2047, 'http://cbx.cappendev.com/2047-revision-v1', 0, 'revision', '', 0), (2872, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Friendly Express has enlisted global brand agency CBX to help update the design and branding of its convenience stores. Friendly Express operates a 42-store network in southeast Georgia. CBX will update the chain’s logo and redesign the interiors and exteriors of its convenience stores, which range in size from 2,000 sq. ft. to 3,500 sq. ft. Friendly Express stores, which also offer gasoline, are located in several different southeast Georgia communities, including Waycross, Jesup, Folkston, Brunswick and St. Simons Island.\r\nRead more: www.designretailonline.com/displayanddesignideas/industry-news/Friendly-Express-to--11596.shtml', 'Friendly Express to Refresh Stores', '', 'inherit', 'closed', 'closed', '', '1942-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1942, 'http://cbx.cappendev.com/1942-revision-v1', 0, 'revision', '', 0), (2873, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'The retail mall environment needs to learn from the city. Food halls can help.\r\nThe traditional mall has lost its appeal. There are numerous reasons why, but one of the most poignant is the resurgence of the urban center and specifically the appeal of Main Street.\r\n\r\nMain Street is attractive again, and with it are all the things that the density of the city provides to pull shoppers away from retail-focused venues like malls. Cities offer a density of chaos and accident and a commensurate density of ideas and creativity. This is a phenomenon that even a well-planned mall, limited by its necessary focus on retail and a preset menu of activities, cannot compete with. Or can it? What can malls learn from cities, and specific to driving traffic, what can they learn from the communal spaces of the city to enhance their attractiveness to consumers?\r\n\r\nWithin the traditional retail mall, one arena ripe for reinvention is the food court. Food courts were initially envisioned as a quick recharge while shopping rather than as destinations in and of themselves. For this reason, most mall food courts are populated by bland and undifferentiated quick service restaurants (QSRs), and seating that is more cattle car than fine dining.\r\n\r\nWith the simultaneous arrival of Starbucks CEO Howard Schultz’s theory on “third space,” and more authentic-feeling offers such as Chipotle, Shake Shack and Dig Inn, the traditional QSR has been served notice. Add to this The Plaza Food Hall by Todd English in Manhattan’s landmark Plaza Hotel, which turned the entire food court model on its head by offering a wide variety of well-prepared, interesting and enticing foods in one location. Let’s face facts, consumers have learned that fast food can be good, healthy and interesting—and this is how more and more people want to eat.\r\n\r\nFortunately, some major landlords are already exploring elevated approaches to food: Announced earlier this month, Taubman Centers’ $500-million renovation of Beverly Center in Los Angeles reportedly will include a food hall with as many as 18 different concepts. Taubman even tapped celebrity chef Michael Mina to head the project.\r\n\r\nLearning from farmers’ markets, food trucks, craft breweries and farm-to-table restaurants can be an effective way to create an engaging experience for a retail or mixed-use project. But simply dropping in a cart that looks like a food truck isn’t going to be enough. It is equally important—and often overlooked—to understand how these innovative trends develop, and then to create the kinds of spaces that engage and attract consumers.\r\n\r\nThis is precisely why the new crop of spacious food halls is worth a serious look. Packed with local vendors, bars and cafes, the likes of Berg’n in Brooklyn’s Crown Heights neighborhood; UrbanSpace in Manhattan’s Midtown District, and Ponce City Market in Atlanta are destination locations driving unprecedented foot traffic. This kind of diverse food hall model may be a perfect fit for developers seeking to adapt and reuse older retail big box spaces, warehouses and even factories. The current food hall has much in common with the city’s traditional open-air market. It’s a modern take on an ancient urban model, one that offers the pride of local cuisine and the excitement of variety.\r\n\r\nSuccessful mixed-use developments build on this model by leveraging the daytime community that works in their commercial space, while also offering something to the local community to also leverage nighttime, weekend and other off-hours pedestrian traffic. On the high-end, the Related Companies has perfected this model at Time Warner Center and soon in the upcoming Hudson Yards. On the adaptive reuse end of the spectrum, Jamestown Properties, after buying a majority stake in the Chelsea Market in Manhattan’s Gansevoort Meatpacking District, is applying these lessons to its new projects at Industry City in Brooklyn and Ponce City in Atlanta.\r\n\r\nWhile retail malls don’t have a built-in commercial tenant population or a local community per se, they can still learn from the engaging, creative spaces in urban environments. The programming of a mall food court is, like that of any successful public space, dependent upon offering a mix and variety of relevant experiences. That could mean locally sourced and artisanal foods, as in Philadelphia’s Reading Market or Cleveland’s Westside Market, or incubating new food offers and being able to rotate food offers in and out on a regular basis, as Brooklyn’s Threes Brewery does each month.\r\n\r\nBeyond moves to reimagine the food court, in scenarios where large anchors move out, the empty space represents a unique opportunity to experiment with new kinds of offers, including food halls, fresh markets and other food-centric activities that will draw consumers.\r\n\r\nCompeting for consumers’ increasingly scarce time and attention is a huge challenge, one that makes the physical shopping experience less and less of compelling. Faced with the pressure to retain these shoppers, it is incumbent upon mall operators and other retail landlords to explore new ways to make their properties more desirable and enticing. Cities represent a resilient model that continues to succeed. Studying urban spaces and using this knowledge to enliven retail environments is an effective way to improve foot traffic and customer retention.\r\n\r\nOriginally published on Globest.com\r\nPhoto courtesy of Laura Peruchi', 'From Food Courts To Food Halls', '', 'inherit', 'closed', 'closed', '', '2159-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2159, 'http://cbx.cappendev.com/2159-revision-v1', 0, 'revision', '', 0), (2874, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Sandra Creamer\r\nSandra Creamer looks at how elf cosmetics has reinvented its image for its flagship store.\r\n\r\nConsumer products companies occasionally take brands from the shelf to a freestanding retail store to elevate their offerings in the eyes of consumers and establish a stronger connection.\r\n\r\nThe Chobani store in Soho, Spanx mall outposts and the McCormick World of Flavors store in Baltimore’s Inner Harbor are three terrific examples that have helped each brand boost its caché.\r\n\r\nIn the beauty category, we’ve seen prestige brands go from shelf to store, but for mass brands this is less common.There is one value brand in particular that is breaking this prestige shelf-to-store mold in a very big way: e.l.f. Makeup & Cosmetics.\r\n\r\ne.l.f. cosmetics Opens Its Flagship\r\n\r\nDrugstore makeup brand e.l.f. (which stands for eyes, lips, face) opened a flagship called e.l.f. Studio this past spring in New York City.\r\n\r\ne.l.f. was once a small, independently owned brand, started by an NYU student and a veteran of the cosmetics brand Hard Candy, that first offered products online before getting mass distribution. The story goes that a major beauty magazine wanted to ensure, prior to providing national PR for the brand, that e.l.f. products – at that point only sold regionally – would be available nationally to their 2MM+ reader base.\r\n\r\nTo do so, e.l.f. quickly established an online outpost and was on its way. It was 2004, after all. Interest grew, and e.l.f. was able to gain distribution at mass retail. Then, quite a few years later – May of 2013 – e.l.f. officially opened its flagship doors.\r\n\r\n\r\nEnhancing the Brand\'s Image\r\n\r\nWhat makes this shelf-to-storefront tale so unusual is that e.l.f. had launched originally as an “extreme value” brand, with most products at $1 or $3.\r\n\r\nOpening a flagship would seem unusual for such a low-cost brand, except for this fact: Having real estate and a retail presence would enhance consumer perception of the brand, and allow e.l.f. to showcase new, more expensive product lines that might seem out of place/difficult to merchandise next to cheaper products at, say, a Target or a Walmart.\r\n\r\nMuch like the shelf-to-storefront objectives of other category brands, the e.l.f. Studio environment serves to up e.l.f.’s cool caché and enhance the perception of the brand.\r\n\r\nThe store vibe is clean and inviting, with shiny floors, white fixtures and a row of flat panel screens flanking the aisles reminiscent of the Saks or Bloomingdale\'s cosmetics floor.\r\n\r\nThe product packaging also paves the way to reach for the premium pricing tier: Sleek solid black packs are on par with the standard for premium products set by M*A*C, Chanel and popular European brand FACE Stockholm.\r\n\r\n\r\nThe Strategy\r\n\r\nFor a brand such as e.l.f., which is seeking to expand beyond its value play, opening a flagship store serves a very strategic purpose.\r\n\r\nIt not only connects with the consumer in an upscale, controlled environment, but it also allows the coexistence of low and more expensive lines to tackle the barrier of up-selling for a value brand, which is very challenging indeed.\r\n\r\nValue brands should take note!\r\n\r\nOriginally printed in Beauty Packaging.', 'From Mass to Class: A Beauty Brand that Breaks the Mold', '', 'inherit', 'closed', 'closed', '', '1891-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1891, 'http://cbx.cappendev.com/1891-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2875, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Joseph Bona\nConsumer product manufacturers have historically focused on just one type of “real estate” — namely, that relatively small amount of shelf space where their brands jockey for attention in the store. But over the past few years, a few manufacturers have been doing deals with landlords to launch spacious retail stores focused exclusively on brands like Chobani Greek Yogurt, McCormick seasonings or Spanx hosiery. Is the goal here to dive into commercial real estate and blanket the country with storefronts along the lines of a Dollar General or a Walgreens? Not likely. However, by opening retail stores focused exclusively on their brands, these companies do stand to accomplish something important: Deepening their connections with consumers.\n\nWhen Chobani launched its New York City yogurt store back in August 2012, it created a kind of church dedicated specifically to the conversion of legions into Chobani evangelists. At the bustling Prince Street store, Chobani fans — foodies, dieters, health nuts and everything in between — delight in sampling and buying all kinds of yogurt creations whipped up on site by highly trained associates. The store may or may not turn a profit, but it definitely tells a good story.\n\nThe most successful stories are often those that can be summed up in just a sentence (“It’s about this 10-year-old wizard who has to stop the world’s most evil villain”). Honing and clarifying the message in this way takes lots of practice. By opening retail stores, in other words, brands gain the opportunity to experiment with their storytelling. The store is, in a sense, a lab in which the company can tinker with product offerings, tweak marketing messages, and absorb data related to the behavior and preferences of loyal customers.\n\nIn Baltimore, McCormick World of Flavors gives McCormick & Co. the opportunity to highlight all of its products in a colorful space filled with the sights, sounds and aromatic smells associated with cooking, baking and grilling. It’s one thing to see an ad for McCormick brands like Old Bay, Vahiné or Grill Mates; it’s quite another to taste expertly seasoned food spiced up on site in the McCormick store. The storefront, which opened in August 2012, even boasts its own line of flavored salsas, olive oils, vinegars and tapenades.\n\nThis is not to suggest that profit is never part of the picture for brand-focused retail stores. The products of the Atlanta-based hosiery company Spanx are famously popular, and so it wouldn’t be a surprise if the company’s stores in Pennsylvania, Virginia, New Jersey and Atlanta actually make money. According to NPD Group, consumers spent $725 million on Spanx and Spanx-like hosiery in the 12-month period that ended on June 30.\n\nHigh-traffic sites such as McCormick’s store — which is located in Harborplace at Baltimore’s Inner Harbor, one of the most photographed and visited places in the city —do create another interesting possibility. Because the experience is still fresh in their minds, the thousands of tourists and locals who visit places like McCormick World of Flavors might actually be more likely to shop this brand the next time they go back to their local supermarkets.\n\nBut even if such efforts fail to drive profits for the likes of Spanx, McCormick and Chobani, they can certainly help manufacturers learn valuable lessons about how to be as focused and brand-centric as possible. This is no small feat in an economy in which many brands struggle to connect with customers.\n\nOf course, question marks continue to loom over brick-and-mortar real estate. Critics point out that we now live in a world in which Amazon Prime subscribers can have anything and everything shipped to their homes — for free — with just a few swipes on their iPhones or iPads. But after talking with a few Chobani evangelists about their experiences with the New York store, it seems clear that something clicked for these consumers once they spent some time in that space. With its clarity of message and novel offerings, the store took the brand loyalty of these customers to a new level.\n\nTheoretically, a brick-and-mortar store is the last place you might expect to see buyers of the Apple iPad or Google Glass (the eyeglasses-mounted computer set to go on sale next year), because these are among the most tech-savvy shoppers around. But look at how profitable and jam-packed Apple’s stores happen to be. And consider all the rumors swirling about Google’s alleged plans to sell its Android products and Google Glass in branded retail stores. It all speaks to the advantages of brick-and-mortar real estate.\n\nThrough their experiments as commercial real estate leaseholders, manufacturers can export the most successful experiential elements from their stores — imagery, themes, displays, samples, demonstrations and more — back to the supermarkets or other outlets where their products are sold.\n\nToday, retailers are adopting channel-neutral approaches in which they do their best to reach consumers in whatever ways the consumers prefer. Likewise, manufacturers now appear to be taking something similar to an “omni-channel” approach to brand building. In other words,they see offshoot retail locations as just one of many points of consumer contact, along with the likes of YouTube videos, Facebook pages and, of course, the all-important shelf space in other companies’ stores.\n\nhttp://www.cpgmatters.com/In-StoreMarketing0913.html', 'From Shelf to Storefront: Brand-Building via Retail', '', 'inherit', 'closed', 'closed', '', '1850-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1850, 'http://cbx.cappendev.com/1850-revision-v1', 0, 'revision', '', 0), (2876, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Gregg S. Lipman\r\nI\'ve often equated growing a business to raising a kid (much to my staff\'s chagrin). At first, she needs your utmost attention -- feed her, nurture her, coddle her. Pookie can\'t survive without you. Your influence will help shape what she will become.\r\n\r\nAt every stage of development, the relationship you have with your child changes, your role changes and his/her needs change, too. I\'m happy to say that I\'ve got two relatively happy (hey, they\'re teenagers), healthy, productive kids. I also have a relatively happy healthy, productive company (it\'s also a teenager). Having given birth to CBX with my co-parents, uh, co-founders just over ten years ago, I feel qualified to share some of our parenting experiences.\r\n\r\nAll companies face significant challenges as they go from startup to grown-up. Most of them are not unique, but they are unique to you -- especially when you are a first-time parent (I still have nightmares about the period right after my daughter was born). Success is not without its pitfalls and roadblocks, but the companies that succeed are the ones that have the wherewithal to be open-minded, introspective, and have the resolve to push through the hard times and, importantly, learn from these experiences.\r\n\r\nFive things to consider in raising a company:\r\n\r\nStay True to Your Culture\r\n\r\nYour child has innate traits and will also be influenced by her environment. I can\'t tell you how many times our clients have said to me, \"You know why we keep coming back to you guys? Yes, it\'s the work -- but it\'s also the people.\"\r\n\r\nAnd those people were all asked to join our team because they fit into a particular culture we try to cultivate here -- one built on the philosophy of \"dirty hands, creative minds, straight talk, and good manners.\" (I\'m quoting our web site, where we call out \"Culture\" as its own category).\r\n\r\nSure, it\'s important that they fit the job description, but it\'s almost more important that we understand how they conduct themselves as human beings. We are definitely not looking to create the Stepford Company at CBX -- we are the proverbial melting pot of approaches and experiences. But we\'ve definitely made the mistake in the past of hiring disruptors -- people who wowed us with their resumes and accomplishments, but not, once they actually worked here, with their personalities.\r\n\r\nPlan to Grow, and Shrink, and Grown Again\r\n\r\nEvery kid goes through growing pains. Some even discover beer. From physical space to managing people, it\'s always crucial to plan for growth, whether that means having enough space for the staff (real estate commitment is a Top 5 \"watch out\" for businesses) to providing training for staff (at some point osmosis doesn\'t quite cut it).\r\n\r\nInfrastructure changes by the numbers: five is different than 15, than 25, than 50 than 100, and so on. Putting the right structure in place for your business and modifying the rules of engagement in digestible doses makes all the difference. Businesses that evolve with purpose tend to adapt to a future state more comfortably and sustainably than those that wretch forward and use a lot of duct tape to keep things together.\r\n\r\nAnd while you\'re planning for the good, don\'t forget to plan for the bad. Clients and customers are fickle and the market changes. Yes, you could have a bad year. Think about what you\'ll do now, should that happen -- hopefully, you won\'t go down that road. But if and when you do, it won\'t be a shock and you\'ll better prepared to deal with it and move forward.\r\n\r\nStrike a Balance Between Fluid and Structured\r\n\r\nKids ride their scooters at breakneck speeds and snowboard down mountains with abandon. They\'re not scared to take risks, even if it means getting lots of bruises in the process. Of course, good parents make sure the kid has a helmet on and some pads.\r\n\r\nWith growth comes complexity. Fifteen people? You\'re in each other\'s business, so rules need not apply. Twenty-five or more? Process and protocols are in your future, but how do you maintain the entrepreneurial spirit while establishing the structure that allows things to run smoothly?\r\n\r\nHere\'s a clue: the truth is usually in the middle. I\'m usually interested in the results over the process, and to empower your staff, they need to be able to create their own navigation. That said, we try a codified approach with the caveat that it\'s a guideline more than a rule, and we want people to be able to get where they\'re going through their own style (as long as the expected results are there).\r\n\r\nBe Able to Let Go and Trust Your People\r\n\r\nYeah, I cried watching Finding Nemo, too. The whole idea of a parent trusting their child really got me choked up. It sort of reminds me of that classic corporate retreat game where you close your eyes, fall backwards and hope that your co-workers will catch you. I basically play that game every day because I have to trust the people we\'ve hired to be responsible for the business I helped found. It\'s one of the reasons why we lean so much on culture -- mutual respect over a period of time leads to trust, and with trust you can do great things.\r\n\r\nPresident Reagan had a phrase that we put to use at our agency as well: \"Trust, but verify.\"\r\n\r\nWhile we preach individual empowerment and responsibility, we also build in a system of checks and balances to protect each other.\r\n\r\nKeep Things Sexy (So to Speak)\r\n\r\nEnough with the kids already. Any marriage therapist will advise her patients to \"keep things sexy,\" and the same holds true for a business. The early days of a start-up, like a relationship, are energized, vibrant and unpredictable. It\'s all passion, all the time. Everybody\'s in it together.\r\n\r\nBut as time goes by, things become a little more -- let\'s face it -- ho-hum and expected. The excitement is gone, replaced by the day-to-day reality... or as some call it, the \"rude awakening.\" The real challenge is to shake things up every once in a while, keep things sexy, and your employees on their toes. Present a challenge to the staff. Throw a party. Change the seating arrangements (we\'re actually doing this right now). Whatever it takes to get people engaged and excited to come to work each day.\r\n\r\nSo now that CBX is ten years old, do I consider it a fully functioning \"grownup,\" as the title of this piece would imply? Well, no, not exactly. I suppose I would say we are entering into those awkward tween years, where we know in our heart what we do best, but are still pushing the boundaries to be as good as we can be. Personally, I\'m excited for the uncertainty that lies ahead, and plan to use the top five lessons above to guide me through the next ten years.\r\n\r\nRead More: http://www.huffingtonpost.com/gregg-s-lipman/5-challenges-agencies-face-as-they-mature_b_4454516.html', 'From Startup to Grownup: 5 Challenges Agencies Face as They Mature', '', 'inherit', 'closed', 'closed', '', '1892-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1892, 'http://cbx.cappendev.com/1892-revision-v1', 0, 'revision', '', 0), (2877, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Joe Bona
    “If you’ve seen one chain drug store, you’ve seen them all.”\r\n\r\nSuch was the prevailing attitude just a few years ago. And while it is still true that pharmacy sections do tend to be fairly similar from location to location, over the past few years chain drug stores have been tinkering with their front end as never before.\r\n\r\nWalgreens’ smaller-format “food desert” stores, which are designed to bring fresh food to underserved urban neighborhoods, are but one example. And in New York City, Walgreens’ Duane Reade stores customize offerings from one neighborhood to the next.\r\n\r\nAfter data showed significant differences in customer needs in various parts of the city, Duane Reade responded by changing the front end of the store to better reflect the character of the local community. Drive across the bridge to Duane Reade’s Williamsburg, Brooklyn, location and you find a hip store replete with a beer growler section; head to Wall Street and the offerings include sushi amid sumptuous environs befitting the financial industry’s “masters of the universe.”\r\n\r\nBut as the industry looks to the future, how will its newfound flexibility — the basic willingness to abandon cookie cutter store formats and experiment with new and innovative designs — shake out? We can extrapolate from existing trends to make some loose predictions.\r\n\r\nGiven all of the overlap in food today — with dollar stores, drug stores, convenience stores, quick-serve restaurants and other businesses increasingly competing for the same customer — the national drug chains and some of the remaining regional players are almost certainly looking outside of their own sector to find new ideas. The overlap between c-stores and chain drug stores is particularly pronounced, and so it is quite possible that drug stores will make front-of-the-store improvements that echo certain innovations in the c-store sector.\r\n\r\nFor example, the c-store chain Wawa has racked up one award after another for its newly introduced store design, which strategically highlights the idea of fresh food. By making liberal use of natural materials, floor to-ceiling windows and warm colors, and by adding an open, highly visible kitchen/sandwich-making area and outdoor seating areas, Wawa is sending patrons of its newest stores (many of them in new markets, such as Florida) a clear message: “You haven’t seen this before. We are a cut above.”\r\n\r\nIndeed, today’s shoppers can find higher-quality food offerings nearly everywhere they look. They are starting to expect better coffee, bagels, sandwiches — you name it — and even local and organic produce. And health isn’t just important to the 80 million-or-so baby boomers hitting retirement age. Members of the Millennial generation have grown up feeling that food variety and quality is virtually the price of admission. They will continue to feel this way for the rest of their lives. Looking ahead, it seems inevitable that chain drug stores will start to cater to foodie tastes by doing even more to ramp up front of the store food offerings.\r\n\r\nMeeting the needs of increasingly time-pressed shoppers is another imperative that will continue well into the future. When people are pressed for time, they start looking for ways to save it. In a growing number of communities today, it makes little sense to brave nerve-frazzling gridlock and drive from one store to the next to meet daily needs.\r\n\r\nThus, chain drug stores will continue to see good reason to ramp up the convenience and product diversity of the front end. You can almost hear the kitchen table conversations that will ensue as they do so: “Wow, honey. The drug store actually had everything on my list today. It actually saved me a trip to the grocery store.”\r\n\r\nStrategic partnerships are another important consideration for drug stores. For years now, hybrid c-stores have been pairing, say, a Texaco with a Taco Bell, or a Subway with a 7-Eleven. In coming years, drug stores could consider embracing the same idea by teaming with the likes of Starbucks, Dunkin’ Donuts or any number of other complementary businesses. When many c-store chains first jumped into the food business, they did so by exploring these types of partnerships. This enabled them to learn the food business and, eventually, strike out on their own. Conceivably, the drug store of the future could sharpen the front of the store through strategic partnerships followed by an informed approach to a proprietary food program.\r\n\r\nAnd why stop at fueling shoppers’ bodies? Walgreens is already installing electric-vehicle charging stations at some of its stores. It isn’t hard to imagine a person sitting at a café table outside a drug store and watching his e-vehicle charge as he sips on a tall hazelnut latte. Can gasoline pumps be next?\r\n\r\nFinally, one has to assume that the ongoing evolution of technology — and “omnichannel” retailing in particular — will continue to affect the way drug stores do business. Such chains as Office Depot and Staples now do nearly half of their business online. Why drive to the big-box store for a ream of paper and a printer cartridge when you can have those items show up on your doorstep?\r\n\r\nWhether Amazon will one day deliver goods by drone is an open question. But one thing is for sure — the company is scrambling to get merchandise to people as quickly as possible by building distribution centers across the country.\r\n\r\nYet, nobody has a bigger real estate footprint than brick-andmortar retailers, including the national drug chains. Indeed, these “distribution centers in waiting” are already right where customers live. It is theoretically possible, then, that square footage at chain drug stores will increasingly be set aside for tech-based fulfillment programs.\r\n\r\nMaybe it’s a staging area where associates put together orders for people who want to pick up their prescriptions, along with their milk, eggs, shampoo or other necessities.\r\nMaybe it’s an “Amazon locker” area where urbanites, who hate the idea of packages being stolen from their doorsteps while they’re at work, can have stuff dropped off and securely stored. Thus, drug stores will continue to experiment with alternate drive-through windows and other approaches to “buy now, pick up in store” that could augment their front-of-store sales.\r\n\r\nNotice the overlap among all these trends: One-stop shopping not only is a time-saver, but also saves fuel and is better for the environment. Online fulfillment, likewise, feeds directly into concerns over time or gas. Strategically, too, what better way to compete with your direct and indirect rivals than by giving your consumers more of what they want and need?\r\n\r\nAnd while some of this might sound like pie in the sky, remember: In a certain sense, America has been here before. There used to be a place where people went to get just about anything they needed — the general store.\r\n\r\nRead more: Chain Drug Review/August 25, 2014', 'Front end of the store is a focal point for innovation', '', 'inherit', 'closed', 'closed', '', '1985-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1985, 'http://cbx.cappendev.com/1985-revision-v1', 0, 'revision', '', 0), (2878, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'CHICAGO -- The restaurant industry ranges from ultra casual fast-food joints to premium fine dining, and more than ever, convenience stores are earning a seat at the table. This is apparent at the 2013 National Restaurant Association (NRA) Show, which began Saturday and runs through tomorrow, May 21, at Chicago\'s McCormick Place.\nIn the first of two convenience store-specific panels that are part of the show\'s educational track, Convenience Store News Editor-in-Chief Don Longo teamed up with Sheetz Inc. Executive Vice President and soon-to-be CEO Joe Sheetz to discuss the future of convenience stores as it relates to fresh, prepared food. Foodservice is more important than ever and has remained the most profitable category at c-stores for the past five years, according to CSNews research.\n\nLongo presented select insights from CSNews’ 2013 Realities of the Aisle consumer study, showing that sandwiches, hot dogs and pizza are among the most popular prepared food items at c-stores, yet offering healthier options appears to be paying off with increased sales. Other opportunities for growth in prepared food can be found through connecting with the right shoppers, optimizing promotions to drive trips, and reaching consumers in flexible ways.\n\nOf the total foodservice category, \"prepared food is the shining star\" at convenience stores, Longo said.\n\nSheetz concluded the presentation with a retrospective on the beginnings of Sheetz Inc. as a business and its evolution into an extremely foodservice-focused chain that considers itself a \"convenience restaurant\" chain. \"Everything we do is through restaurant glasses,\" he commented.\n\nThe family-owned, Altoona, Pa.-based retailer has found success through its Made To Order (MTO) program, which offers customized menu items through touchscreen ordering, as well as its subsequent Made To Go premade food program. Its loyalty program has also done well.\n\nThe company keeps a close eye on the future, reinventing itself and always striving to become the Sheetz that will put the Sheetz of today out of business.\n\nThe notion of c-stores being competition in the foodservice market was expanded upon during a panel entitled, \"The Convenience Store Competition: What You Can Learn From C-store Foodservice?”, presented by Nancy Caldarola, education director for NACS, the Association for Convenience & Fuel Retailing; Bill Reilly, senior vice president of marketing, GPM Investments LLC, owner of Fasmart/Shore Stop Convenience Stores; and Joseph Bona, president, branded environments, CBX.\n\nWhile convenience stores are facing a number of new challenges as the foodservice category grows, such as handling space and new equipment requirements, rising food costs and needing additional skilled labor beyond their comfort zone, c-stores are also seeing some exciting positive changes, including expanded menus and product offerings, technology to enhance the order process and expanded fresh and healthy offerings, according to the panelists.\n\nTo create a positive impression and combat the fact that gas pumps often turn customers off of c-stores as a foodservice destination, they said operators must use the retail environment to set the stage for the promise of freshness and use the layout to create a strong first impression. Bundled offerings and establishing a sense of place through localized products can also be effective. Most importantly, c-store operators must remember to refine, refresh and revitalize — and don\'t stop.\n\nHeld annually, the National Restaurant Association Restaurant, Hotel-Motel Show is the largest single gathering of restaurant, foodservice and lodging professionals and is held in conjunction with the International Wine, Spirits & Beer Event (IWSB). Together, they attract more than 61,000 attendees from over 100 countries.\n\nhttp://www.csnews.com/top-story-foodservice-the_future_of_convenience_stores__food_destination-63687.html', 'Future of Convenience Stores', '', 'inherit', 'closed', 'closed', '', '1819-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1819, 'http://cbx.cappendev.com/1819-revision-v1', 0, 'revision', '', 0), (2879, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    \r\n\"\"\r\nClient: Duane Reade \r\nTitle: Prevail\r\n\r\n\"\"\r\nClient: Kimberly Clark \r\nTitle: U by Kotex \r\n\r\n\r\n\"\"\r\nClient: Kimberly Clark\r\nTitle: tween\r\n\r\n\"\"\r\nClient: Kotex\r\nTitle: Natural Balance\r\n\r\n\"\"\r\nClient: Duane Reade \r\nTitle: Delish\r\n\r\n\"\"\r\nClient: Del Monte \r\nTitle: Fruit Naturals\r\n\r\n\"\"\r\nClient: Home Depot \r\nTitle: Millstead\r\n\r\n\r\n\"\"\r\nClient: Del Monte\r\nTitle: Milo’s Kitchen\r\n\r\nhttp://www.gdusa.com/contests/apda12/types/se.php?x=HB127-HB129-HB130-HB132-FB126-FB133-HG128-PE125\r\n

    \r\n', 'GDUSA: 2012 American Package Design Awards Entries', '', 'inherit', 'closed', 'closed', '', '1684-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1684, 'http://cbx.cappendev.com/1684-revision-v1', 0, 'revision', '', 0), (2880, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Thousands of cliché images bombard us through all forms of media on a daily basis. Pristine babies smiling angelically at the camera; women doing cartwheels on the beach during their period; mom preparing a perfectly homemade dinner with a smile on her face. While these scenarios rarely reflect real life, marketers often rely on these images to reach their consumers. They do so because clichés are safe, and generally don’t make consumers feel uncomfortable. But, the question is, what are clichés really doing for your brand?\r\nAllison Koller, Creative Director at CBX, will explain why our society focuses so heavily on clichés, will dig into examples of brands successfully defying clichés, and will wrap up with key takeaways to apply to your own brand.', 'Get Real: Branding Beyond the Cliche', '', 'inherit', 'closed', 'closed', '', '2087-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2087, 'http://cbx.cappendev.com/2087-revision-v1', 0, 'revision', '', 0), (2881, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '
    Allison Koller, Executive Creative Director at CBX, discusses how cliche the portrayal of women is in advertisements today, and how we can take steps to reshape those marketing campaigns to represent real women in the future.\r\n\r\nAllison has been with CBX since its inception. As Executive Creative Director, she is responsible for providing creative inspiration, vision and strategic guidance for the design team. Her work has been recognized by the creative industry through numerous awards.\r\n\r\nThis talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at http://ted.com/tedx\r\n\r\nOriginally published on tedxtalks.ted.com', 'Get Real: Branding Beyond The Cliche', '', 'inherit', 'closed', 'closed', '', '2216-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2216, 'http://cbx.cappendev.com/2216-revision-v1', 0, 'revision', '', 0), (2882, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By gobbling prime real estate and mastering the science of site selection, the top national drug store chains have absolutely succeeded in getting as close to the customer as possible.\r\nBut in an era when almost anything you want is available at the touch of a button — not just on your computer at home but on the smartphone in your pocket — is it enough to get close to the customer physically? What about getting close to the customer emotionally?\r\n\r\nGo to any of the top chain drug stores and just watch as people try to shop the O-T-C aisles. Invariably, you’ll see folks standing around bewildered as they try to figure out which cold medicine or foot cream is the right one for them. They look confused, even lonely.\r\n\r\nPersonally, I’ve been to the drug store a thousand times over the years. Only once do I remember a pharmacist coming out from behind the counter to help, an experience that was as highly satisfying as it was rare. And yet this type of friendly, personalized exchange was commonplace in the era when most drug stores were mom-and-pop operations.\r\n\r\nToday, three dominant operators have achieved impressive scope and scale, but homogeneity is a real challenge for the sector. Stand in the parking lot of these chains’ stores and you will find that they look remarkably similar, right down to the red-and-white color schemes common to all three (well, one of them has some blue, too). Walk into the stores themselves and, again, the experience is homogeneous right down to the product offering.\r\n\r\nMeanwhile, throughout the rest of retail, brick-and-mortar operators are looking to ramp up the authenticity and richness of the customer experience in creative and innovative ways.\r\n\r\nCertainly, national chain drug stores understand the need to follow suit here, which is why we’re seeing laudable pushes on wellness, some advances in private label and even the integration of a European drug store brand’s successful elements.\r\n\r\nCompared to the rest of retail, though, the drug store experience is still remarkably cookie-cutter. The absence of compelling stories, in particular, is noteworthy when compared to what you find in, say, the arena of better-quality food. At Whole Foods Market Inc., for example, signage at the meat counter tells you all about the South Georgia farmer who takes such good care of his grass-fed cattle and now supplies to Whole Foods stores across the state.\r\n\r\nAt chain pharmacies, though, story tends to be lacking. You might see a mug shot-style picture of the pharmacist on duty along with a line or two of biographical information. We can do better. Did that person decide to become a pharmacist after seeing medicine improve the quality of life of her ailing mom? Is she a Desert Storm veteran of the U.S. Army? A mother of triplets and a triathlete? We’ll never know.\r\n\r\nFrom both the channel and individual store perspectives, drug stores need to be more creative and daring in their pursuit of unique points of differentiation and storytelling. The growth of digital makes this especially important, as does the coming of age of the Millennial generation, which tends to demand more authenticity and connection from its retail experience.\r\n\r\nSo what is the specific opportunity here for drug stores? Health care and wellness are becoming increasingly important to just about everyone — baby boomers, Gen Xers and Millennials alike.\r\n\r\nWhile the big chains have made good strides in offering testing, flu shots and other health-related services, they need to do more to build upon this through both the in-store environment (including personalized customer service) and the product offer. Take the sterility out of these environments. Use your private label lines to tell stories. Leverage design to present your private label products in more compelling ways. Elevate the experience to capture the way new consumers are shopping.\r\n\r\nSound impossible? Think drug stores are, by definition, functional and therefore resistant to this kind of elevation? Today, an elevated approach to prepared food and food in general is the fastest-growing trend throughout the once-humdrum convenience store sector — and not just in North America but all across the planet.\r\n\r\nFor someone born in the 1960s or ’70s, c-stores were dingy places where people went for chips, beer, candy or maybe the proverbial shriveled hot dog. Now, millions of people are starting to see c-stores as places where they can grab quality food and beverages on the go or even sit back and relax on a sofa in a café setting. Confronted with shrinking margins on sodas, cigarettes and gasoline, the industry’s most forward-thinking chains have made a lot of progress in reinventing themselves. They have succeeded in driving traffic and store growth via these elevated offers, improbable though this might once have seemed.\r\n\r\nLikewise, chains such as Trader Joe’s Co., Fresh Market and Wegmans Food Markets Inc. offer richer experiences than might have seemed plausible back in the era when all supermarkets were essentially the same. The product offer is wildly diverse compared to this bygone era, and the experience far more lively. People go to Trader Joe’s or Wegmans at least in part because they enjoy the experience. Yet, today most people go to drug stores because they have to, not because they want to.
When you have thousands of stores, you have to systematize everything, and mass efficiency is always easier than customer accommodation.\r\n\r\nNonetheless, customer accommodation is too important to ignore, which is why the rest of retail is so laser-focused on it. Systems can still leave room for localization and variability — in visual presentation, marketing, social media and even private label. You just have to build more creativity into the process.\r\n\r\nFor forward-thinking drug chains, the approach should be, “Let’s find compelling stories — about our communities, products, company and people — and then tell those stories in-store. Let’s stop being so functional and start putting more feeling and uniqueness into the in-store experience.”\r\n\r\nMake no mistake, the three national chains have taken some important steps to make their stores stand out.\r\n\r\nRite Aid Corp. has done a good job transforming its stores by focusing on elevating the wellness experience and developing some interesting private label brands. Walgreens has created cool brands and unveiled great flagship stores in key metro markets. And CVS Pharmacy has begun to launch a health platform and healthier brands to create a more holistic experience.\r\n\r\nBut are these measures enough to overcome the proximity factor? In other words, convince consumers to go out of their way to shop at one chain versus the other?\r\n\r\nThe goal should be to build loyalty based on satisfaction and identification with the brand and experience. There is no reason why national chain drug stores shouldn’t build more compelling brand stories, conveyed throughout the store and supported by products, brands, people and design.\r\n\r\nCould the whole pharmacy area be more of an interaction and consultative environment versus a queue where patients wait for the next available register? Could it be more inviting? Why does it have to be so transactional? Could people exit the store feeling wowed by your in-store beauty expertise or impressed with the food-shopping experience?\r\n\r\nThe national chains have got back-end efficiency covered. Now it’s time to build loyalty via best-in-class customer experience across the board.\r\n\r\nOriginally published by Chain Drug Review', 'Getting close to the consumer — emotionally', '', 'inherit', 'closed', 'closed', '', '2232-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2232, 'http://cbx.cappendev.com/2232-revision-v1', 0, 'revision', '', 0), (2883, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    First produced for hockey players in 1999, Bionic is a line of specialty performance gloves for sports like golf, baseball, fitness (weightlifting), tennis, racquetball, equestrian events and others, as well as a very popular line of gardening gloves. The gloves are the invention of orthopedic hand surgeon James Kleinert for sports equipment manufacturing company Hillerich & Bradsby, which more famously produces the Louisville Slugger bats. In March, Bionic introduced a new logo designed by New York, NY-based CBX.\r\n

    Bionic’s updated logo captures the athletic spirit of the brand and feels more modern and iconic. Because Bionic Glove Technology focuses on gloves — and the hands that fill them — the symbol to the left of the logo is representative of both the letter “B” and a gripping, gloved hand. Its positioning at an angle adds a dynamic aspect to the logo that is reflective of Bionic’s innovative approach to creating performance-enhancing gloves. The tag line “Super. Human. Performance.” aims to clearly communicate the points of differentiation of the glove, including the premium quality and the patented performance technology that are the essence of the brand.
    \r\n\r\n— Press Release\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nI liked the old logo, not because of its execution (obviously) but I find the idea of a — gloveless! — hand holding a bolt of thunder comical even though they were trying to be dead serious. I also appreciate anyone willing to italicize type beyond the usual 9 to 12 degrees; it was a staggering 36 degrees. The new logo is much more focused and clear: It’s a gloved hand making the shape of a “b”. It’s smart and simple and the abstraction and simplification work well in communicating that this is a logo that has to do with sports and hands. Perhaps it feels too much like a hand holding a baseball, potentially neglecting all the other sports it covers — specifically golf, which they seem to be targeting more heavily. Tilting the logo 45 degrees was key in not making the logo look too dumbed down and being more overt about it being a “b”. The wordmark is bionic-y without being a douchebag like its predecessor. The only gripe I would have is that — and this is assuming that the gardening market is still a big deal for them — the new logo doesn’t feel appropriate for the lady with the green thumb who might think that there is nothing in Bionic for her. Nonetheless, a major graphic improvement.\r\n\r\nhttp://www.underconsideration.com/brandnew/archives/gloves_fit_for_the_six_million_dollar_man.php', 'Gloves fit for the Six Million Dollar Man', '', 'inherit', 'closed', 'closed', '', '1678-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1678, 'http://cbx.cappendev.com/1678-revision-v1', 0, 'revision', '', 0), (2884, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    OAK BROOK, Ill. -- A new and occasional feature in Fare Digest, Channel Surfing offers a peek at what\'s on the mind of retailer/operators, consultants and other experts in the foodservice-at-retail industry.\r\nThis week, we’re featuring Joseph Bona, president of retail for New York-based full-service branding firm CBX. Bona is responsible for directing the retail practice at CBX. His work on six continents has given him a unique perspective on global trends and a practical knowledge of how to adapt and respond to local markets. Bona has directed a wide range of initiatives for companies such as Stop & Shop Supermarkets, Pathmark Supermarkets, Chevron, PetroChina, Frito-Lay, Nestle and Petro-Canada.\r\n\r\nFare Digest spoke with Bona about creating an atmosphere as a point of difference, understanding the millennial shopper and the biggest mistake a retailer can make.\r\n\r\n\"\"\r\n\r\nFare Digest (FD): You travel all over, experiencing different retail and foodservice concepts. What has caught your eye recently?\r\nJoseph Bona: Sometimes I think some of the best c-stores are found beyond U.S. borders. That’s not to say there aren\'t a lot of great stores in the U.S.; there are. Pronto highway sites at Copec stations in Chile have great full-serve restaurants, and Applegreen and Topaz in Ireland have both developed world-class motorway sites as well, to name a few.\r\n\r\nFD: What segment of foodservice or retail is most intriguing to you today? What are you paying attention to?\r\nBona: I think it\'s the attention to environment that has really captured my attention, Starting with Starbucks, who defined the retail experience that many are now trying to emulate. Others like Panera Bread and Pret A Manger have led McDonald’s to really reinvent the fast-food dining experience with more of a lounge-like atmosphere, Wi-Fi accessibility and warmer and richer surroundings. With all the attention being focused these days on technology innovations, people still buy with their eyes and the environment is a big motivator of purchase behavior.\r\n\r\nFD: At the recent NACS Show, in your presentation, you said that \"fresh\" is table stakes—a nonnegotiable price of entry in the c-store foodservice game. What are a few key ways operators can deliver freshness cues?\r\nBona: I believe fresh is no longer a point of difference. Consumers today have too many options for finding the fresh-food products they seek, so if you\'re not thinking of fresh, you\'re not even in the game. How you communicate your offer can be an important way to have a fresh dialogue with your customer. Pret A Manger is a great example of prepackaged food; they tell a compelling “fresh” story throughout the store. And if you are preparing made-to-order offers, show it off. This is where layout and design can help to create a bit of theater around the service area.\r\n\r\nFD: What common mistakes do you see in the field for delivering \"fresh\"?\r\nBona: The biggest mistake is overpromising and underdelivering. Stay within what you know and what you do best. Perhaps you can’t be fresh across all areas of your offer, but where you can--like coffee, for example--commit to delivering it as fresh as possible.\r\n\r\nFD: We talk a lot today about understanding the millennial shopper. What to you is the biggest takeaway about how millennials interact with brands?\r\nBona: I think they want the same thing as any group. We are all consumers who have the same or similar needs and desires, but the terms of engagement are radically different--and that is the challenge. How do brands communicate and reach this group in ways that drive loyalty and path to purchase? Technology becomes more of an enabler for these tech-savvy consumers more than any other group, but they still need to eat, they still want convenience and they also want it now.\r\n\r\nhttp://www.cspnet.com/news/foodservice/articles/going-beyond-fresh', 'Going Beyond Fresh: Channel surfing with Joseph Bona, retail-branding expert', '', 'inherit', 'closed', 'closed', '', '1729-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1729, 'http://cbx.cappendev.com/1729-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2885, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'The story: Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique haircare portfolio — with award-winning structural packaging and graphics created by leading global brand agency CBX, which specializes in corporate identity, consumer branding and retail. Amway is one of the world’s dominate direct selling businesses, founded in 1959 by entrepreneurs Rich DeVos and Jay Van Andel, and based in Ada, Michigan, U.S.\r\nThe challenge: The project — which took top design honors in the haircare category this past June at HBA Global, the Health & Beauty Aids Expo and Conference — will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, says Gregg S. Lipman, managing partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through both global research as well as input from a team of Amway regional affiliates.\r\n\r\nThe solution: The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners as well as a host of styling gels and serums, final?touch sprays, mousse and other products.\r\n\r\nFor the new logo, CBX added a touch of uniqueness to the “q” in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of renewed and free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes.\r\n\r\n“Because Amway is an $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing,” Lipman explains. “And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\nStarting in 2010, CBX participated in Amway’s global research study that identified universally appealing characteristics to Amway’s diverse consumers across markets such as Russia, China and Southeast Asia. The research was followed by an audit of the premium or prestige beauty and haircare category internationally in a bid to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category, Lipman notes.\r\n\r\nThis research, as well as quantitative testing, revealed that consumers universally favored a simple, sleek and streamlined design. As a direct result, feminine lines and an upward sweeping movement characterize the Satinique cleansing bottles’ silhouette.\r\n\r\n“This energy emphasizes the cleansing product’s breakthrough ability to rejuvenate hair from the inside out while staying true to the positive transformation beautiful hair provides,” Lipman says. “The ergonomics of the feminine shape also create a comfortable feeling in hand and an easy grip in the shower or bath.”\r\n\r\nWhile competing with other products at shelf was not part of the challenge for CBX on this project, Amway agreed that the structural packaging and graphics were no less important than with a typical CPG.\r\n\r\n“Strong design helps provide reassurance that this is a good brand and that it is delivering on quality,” Lipman concludes. “It also helps convey things like usability and shower?worthiness.”\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” explains Maud Pansing, VP Global Beauty. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”\r\n\r\n1. The brand moved away from its previous stouter structures in favor of slimmer, streamlined packaging. Research and testing proved consumers were partial to a simple, sleek design that feels comfortable in hand.\r\n2. The “q” in Satinique mimics the rejuvenating drop’s shape that sits with the brand mark.\r\n3. Rich jewel tones and metallic touches grace the new bottles and coordinate the cleansers and conditioners. The new color palette gives the products a fresh, revitalized look.\r\n\r\nRead the full article here.', 'Good Grooming: Haircare Line Debuts Polished New Look', '', 'inherit', 'closed', 'closed', '', '2028-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2028, 'http://cbx.cappendev.com/2028-revision-v1', 0, 'revision', '', 0), (2886, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Peter Burgoyne\r\nAs we approach the New Year, I’ve been taking a step back and take the proverbial “30,000 foot view” of where things stand in the world of retail design.\r\nI spent a lot of time over the past year flying around the world to visit stores and malls in France, Turkey, the Philippines, Morocco, Spain, Italy, the U.K., Canada and on both coasts of the United States. Again and again on these travels, I was struck by creative, high-quality retail design and architecture.\r\n\r\nRead More: http://vmsd.com/content/grand-tour', 'Grand Tour, Why you should feel bullish about retail in 2014', '', 'inherit', 'closed', 'closed', '', '1894-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1894, 'http://cbx.cappendev.com/1894-revision-v1', 0, 'revision', '', 0), (2887, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    Brand agency, CBX, received awards from Graphic Design USA for 8 recent projects. The annual competition celebrates well-designed graphics, in addition to the power of using design to advance a brand\'s promise and to forge an emotional link with consumers.

    The awarded projects include:\r\n\r\n \r\n\r\nGold Bond Men’s Essentials\r\n\"\"\r\n\r\n \r\n\r\nGreen Giant Veggie Chips\r\n\"\"\r\n\r\n \r\n\r\nPillsbury Baguette Chips\r\n\"\"\r\n\r\n \r\n\r\nBertolli Frozen Dinners\r\n\"\"\r\n\r\n \r\n\r\nAmerican Heritage Chocolate\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\nPyrex\r\n\r\n\"\"\r\n\r\n \r\n\r\nNature’s Recipe Cat & Dog Food\r\n\r\n\"\"', 'Graphic Design USA awards American Package Design Awards to CBX work', '', 'inherit', 'closed', 'closed', '', '1935-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1935, 'http://cbx.cappendev.com/1935-revision-v1', 0, 'revision', '', 0), (2888, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    New York, NY, January 26, 2010 -- CBX, the strategic branding firm, received awards for five recent projects at the 2009 Graphic Design USA’s American Package Design Awards that recognize excellence in packaging, POP, and the entire in-store experience.\r\nThe awarded projects include:\r\n\r\nSplenda Misters (McNeil Nutritionals) – Leveraging the fashion-forward nature of the product, CBX created a designer series of collectible mist canisters for this new, versatile, innovative spray targeted to young women.\r\n\r\nDuane Reade Apt. 5 (Duane Reade) – CBX repositioned the private label household products brand with a decidedly New York City apartment living slant and created distinctive packaging with bright colors that pop from the shelf, including toilet paper with an image of an empty roll on a tiled bathroom wall in a typical New York City apartment. A green version, designed to compete with Method and other \"green brands,\" includes cleaning products featuring bright green labels and interior photography of bathrooms, kitchens and living rooms from pre-war New York apartments.\r\n\r\nDuane Reade DeLish (Duane Reade) - CBX designed packaging for a new line of premium foods with black and white packaging featuring fun, edgy New York-themed photography and proprietary artwork of New York City landmarks.\r\n\r\nDuane Reade – DR Brand (Duane Reade) - CBX developed packaging for a line of HBA products formerly found under the Duane Reade label. Bright bands of color delineate the line of products on black and white backgrounds.\r\n\r\nJoy of Cooking (Michelina) - CBX helped extend the Joy of Cooking brand to an entire new line of premium meal solutions including entrees, side dishes, vegetables and breads. An elegant white package prominently features the red bulls-eye Joy of Cooking logo while appetizing photography highlights the quality of the food.\r\n\r\nAll entries receive an embossed Certificate of Excellence and become eligible for reproduction in the GDUSA American Package Design Awards Annual that appears March 2010.

    ', 'Graphic Design USA Recognizes CBX with 2010 American Package Design Awards', '', 'inherit', 'closed', 'closed', '', '1621-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1621, 'http://cbx.cappendev.com/1621-revision-v1', 0, 'revision', '', 0), (2889, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    New York, NY, February 21, 2012 – CBX, the brand agency, received awards for eight recent projects at the 2012 Graphic Design USA\'s American Package Design Awards that recognize excellence in packaging, POP, and the entire in-store experience.\r\nThe awarded projects include:\r\n\r\nDuane Reade DeLish (Duane Reade) - CBX designed packaging for a new line of premium foods specifically designed for the quintessential New York marketplace. Delish represents the celebration of food wrapped in a clever and witty brand personality. Packaging features fun and edgy slices of New York life, product relevant imagery and catchy New York style phrases that delivers a pleasurable shopping experience with plenty of winks along the way.\r\n\r\nMilo\'s Kitchen (Del Monte) - CBX helped Del Monte launch a new line of home-style dog treats by focusing on the special relationship between pets and owners. The package delivers on this story with photography of pet owners embracing their pets and a light and open design that accentuates the homemade appeal and superior ingredients.\r\n\r\nU by Kotex (Kimberly-Clark) - CBX helped redefine the feminine product category by designing a new product line featuring tampons, liners and pads targeting 14 – 22-year olds. Black packaging accented with bright colors signals a revolution in feminine care and presents an image that is sleek, upscale and bold.\r\nNatural Balance (Kimberly-Clark) - CBX created a simple and clean design to align with the brand’s personality of \"Trusted Protection\" and communicate a natural message while distinguishing it from it\'s sister brand, U by Kotex. The white background speaks to the purity of the product while a colorful wave element evokes the natural curve of a woman\'s body. Simple icons help to communicate the natural elements of the product.\r\n\r\nU by Kotex Tween (Kimberly-Clark) - Like it\'s older sister, U by Kotex, CBX helped extend the line with U by Kotex Tween, that breaks through category clutter and is the only product on the market specifically designed for tweens. A black and pink glittery package that lets brightly colored product wrappers peak through a star-shaped window addresses mom\'s desire for having something specially designed for her daughter and her daughter\'s desire for self-expression.\r\nMillstead (Home Depot) - CBX worked with Home Depot to help leverage its own brand of hardwood flooring products and simplify the buying experience at retail. The design of the package integrates a new updated logo that looks like it was burnt into the wood along with finished room product shots that highlight results and telegraphic icons that easily identify products for consumers.\r\n\r\nPrevail (Duane Reade) - As part of Duane Reade\'s strategy to provide department store quality products at convenience store prices, CBX helped to develop packaging for a beauty products line exclusive to Duane Reade. Prevail\'s simple, yet sophisticated black and white floral pattern connects the line from hand sanitizers to high-end makeup brushes. The packaging helps communicate that all products in the line meet department store quality standards.\r\n\r\nDelMonte Fruit Naturals - CBX helped refresh the logo and package design for the Fruit Naturals brand by modernizing and enlarging the fruit visuals for increased appetite appeal. CBX also created a graphic communication device to highlight the benefit that the product is 100% juice.\r\n\r\nAll entries receive an embossed Certificate of Excellence and become eligible for reproduction in the GDUSA American Package Design Awards Annual that appears March 2012.\r\n\r\n\"\"

    ', 'Graphic Design USA Recognizes CBX with 2012 American Package Design Awards', '', 'inherit', 'closed', 'closed', '', '1578-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1578, 'http://cbx.cappendev.com/1578-revision-v1', 0, 'revision', '', 0), (2890, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    New York, NY, February 23, 2009 – CBX, the strategic branding firm, received awards for seven recent projects for Graphic Design USA’s 2008 American Package Design Awards that recognize excellence in packaging, POP, and the entire in-store experience.\r\nThe awarded projects include:\r\n\r\nScotts Outdoor Defense Citronella Candle (The Scotts Miracle-Gro Company) - CBX developed packaging graphics for the new Scotts insect repellent product.\r\n\r\nFirst Check (Inverness Medical Innovations, LLC) - First Check, a line of in-home drug tests, is the market leader of a growing category of over 1.5 million tests currently sold each year in the US. CBX updated the brand\'s packaging to better reflect its leadership position in the category.\r\n\r\nJerky Treats (Del Monte Foods) - CBX redesigned the Jerky Treats packaging to better reflect the brand positioning of a flavorful, authentic dog snack made with real American meat.\r\n\r\nTimber Wolf (Swedish Match) - CBX developed packaging graphics for Timber Wolf smokeless tobacco that strengthened and contemporized the brand. The design communicated that Timber Wolf is a premium tobacco product, but not expensive.\r\n\r\nGreen Giant (General Mills) - CBX redesigned the entire Green Giant line of frozen and shelf-stable vegetables. CBX focused on communicating the fresh positioning and contemporizing the brand.\r\n\r\nSnapple (Dr. Pepper Snapple Group) - CBX implemented a full brand redesign reflecting Snapple’s move toward using healthier ingredients, providing better flavor choices, and offering innovative new products.\r\n\r\nTopaz (Topaz Energy Group, Limited) - CBX developed the identity for Ireland’s newest and largest fuel and convenience store brand.\r\n\r\nAll entries receive an embossed Certificate of Excellence and are reproduced in the Awards Annual.

    \r\n', 'Graphic Design USA Recognizes CBX with 2008 American Package Design Awards', '', 'inherit', 'closed', 'closed', '', '1639-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1639, 'http://cbx.cappendev.com/1639-revision-v1', 0, 'revision', '', 0), (2891, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    New York, NY, September 16, 2009 - CBX, the strategic branding firm, received awards for eight recent projects at the 2009 American Graphic Design Awards. The American Graphic Design Awards honors outstanding new work of all kinds in 23 categories from print and packaging to internet and interactive design.\r\n\r\nThe awarded projects include:\r\n\r\nScotts Outdoor Defense Citronella Candle (The Scotts Miracle-Gro Company) - CBX developed packaging graphics for the new Scotts insect repellent product.\r\n\r\nFirst Check (Inverness Medical Innovations, LLC) - First Check, a line of in-home drug tests, is the market leader of a growing category of over 1.5 million tests currently sold each year in the US. CBX updated the brand\'s packaging to better reflect its leadership position in the category.\r\n\r\nJerky Treats (Del Monte Foods) - CBX redesigned the Jerky Treats packaging to better reflect the brand positioning of a flavorful, authentic dog snack made with real American meat.\r\n\r\nTimber Wolf (Swedish Match) - CBX developed packaging graphic for Timber Wolf smokeless tobacco that strengthened and contemporized the brand. The design communicated that TW is a premium tobacco product, but is not expensive.\r\n\r\nGreen Giant (General Mills) - CBX redesigned the entire Green Giant line of frozen and shelf-stable vegetables. CBX focused on communicating the fresh positioning and contemporizing the brand.\r\nSnapple (Dr. Pepper Snapple Group) - CBX implemented a full brand redesign reflecting Snapple\'s move toward using healthier ingredients, providing better flavor choices, and offering innovative new products.\r\n\r\nScotts Miracle-Gro Eco Sense - CBX developed a brand identity and packaging graphics for a more eco-friendly line of products under the Ortho brand umbrella.\r\n\r\nAchieve Global - CBX developed a new positioning, logo and visual system for Achieve Global, one of the world\'s largest workforce training companies. The new direction for the brand reflects a shift in how people work and the skills needed to excel in the 21st century.\r\n\r\nOver 8,000 entries were judged for the competition. Winners receive a Certificate of Excellence and are reproduced in the 350-page hardcover Design Annual in December.\r\n', 'Graphic Design USA Recognizes CBX with 2009 American Graphic Design Awards', '', 'inherit', 'closed', 'closed', '', '1630-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1630, 'http://cbx.cappendev.com/1630-revision-v1', 0, 'revision', '', 0), (2892, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    New York, NY, September 20, 2010 -- CBX, the strategic branding firm, received awards for three recent projects at the 2010 American Graphic Design Awards. The American Graphic Design Awards honor outstanding new work of all types across all media\r\nThe awarded projects include:\r\n\r\nDuane Reade DeLish (Duane Reade) - CBX designed packaging for a new line of premium foods with black and white packaging and featuring fun and edgy New York-themed photography and proprietary artwork of New York City landmarks.\r\n\r\nDuane Reade - Skyline (Duane Reade) - The Duane Reade Skyline Series is one of several brands that CBX redesigned for the New York chain of drug stores’ private label portfolio. Leveraging a New York-centric approach, CBX developed artwork using UPC\'s in the shape of famous New York landmarks such as The Statue of Liberty, the Brooklyn Bridge and The Empire State Building on a white background.\r\n\r\nU by Kotex (Kimberly-Clark) - CBX helped redefine the feminine product category by designing a new product line featuring tampons, liners and pads targeting 14 - 22-year olds. Black packaging accented with bright colors signals a revolution in feminine care and presents an image that is sleek, upscale and bold.

    ', 'Graphic Design USA Recognizes CBX with 2010 American Graphic Design Awards', '', 'inherit', 'closed', 'closed', '', '1613-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1613, 'http://cbx.cappendev.com/1613-revision-v1', 0, 'revision', '', 0), (2893, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    New York, NY, September 28, 2011 - CBX, the brand agency, received awards for six recent projects at the 2011 American Graphic Design Awards. The American Graphic Design Awards honor outstanding new work of all types across all media.\r\nThe awarded projects include:\r\n\r\nDuane Reade DeLish (Duane Reade) - CBX designed packaging for a new line of premium foods specifically designed for the quintessential New York marketplace. Delish represents the celebration of food wrapped in a clever and witty brand personality. Packaging features fun and edgy slices of New York life, product relevant imagery and catchy New York style phrases that deliver a pleasurable shop- ping experience with plenty of winks along the way.\r\n\r\nMilk-Bone (Del Monte) - CBX partnered with Del Monte to create Milk-Bone Healthy Favorites, a sub brand that leverages the trusted heritage of Milk-Bone and brings to life the \"wholesome like human\" positioning. The simple and straightforward design communicates the healthy, high quality, simple ingredients with taste good appeal.\r\n\r\nMilo\'s Kitchen (Del Monte) - CBX helped Del Monte launch a new line of home-style dog treats by focusing on the special relationship between pets and owners.The package delivers on this story with photography of pet owners embracing their pets and a light and open design that accentuates the homemade appeal and superior ingredients.\r\n\r\nU by Kotex Tween (Kimberly-Clark) - Like it\'s older sister, U by Kotex, CBX helped extend the line with U by Kotex Tween, that breaks through category clutter and is the only product on the market specifically designed for tweens. A black and pink glittery package that lets brightly colored product wrappers peak through a star-shaped window addresses mom\'s desire for having something specially designed for her daughter and her daughter\'s desire for self-expression.\r\n\r\nPoise (Kimberly-Clark) - CBX helped Kimberly-Clark introduce Poise Hourglass Shape Pads® that are more feminine and discreet in comparison to traditional pads. The package design solution connects on an emotional level with consumers while also standing out on shelf by highlighting the distinct product benefits of size, contour shape, comfort, and secure fit.\r\n\r\nMillstead (Home Depot) - CBX worked with Home Depot to help leverage its own brand of hardwood flooring products and simplify the buying experience at retail. The design of the package integrates a new updated logo that looks like it was burnt into the wood along with finished room product shots that highlight results and telegraphic icons that easily identify products for consumers.\r\n\r\n\"\"', 'Graphic Design USA Recognizes CBX with 2011 American Graphic Design Awards', '', 'inherit', 'closed', 'closed', '', '1587-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1587, 'http://cbx.cappendev.com/1587-revision-v1', 0, 'revision', '', 0), (2894, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    \"\"By Todd Maute:\r\nExploring the role of private label within new, small format stores.Now that there’s a big-box store of every variety on just about every corner, it’s hard to remember a time when the neighborhood General Store was where people went for all their shopping needs.

    \r\n\r\nGeneral stores started out as rural or small town stores that carried a broad range of merchandise (usually food staples such as milk and bread, as well as household goods such as hardware and electrical supplies), most of it coming from the town and surrounding local areas. In these stores, you told a salesperson what you wanted and they brought it to you—but people soon tired of waiting.
    \r\n\r\nEnter the self-service supermarket concept, which was introduced in 1916 by Clarence Saunders through his Piggly Wiggly stores, then was tweaked to perfection in the 1930s by Michael Cullen and his King Kullen supermarkets.
    \r\n\r\nThen Sam Walton came along in the 1960s, bringing with him the notion of the “big-box store,” and the rest is history. In 1980, the average SKU count for stores was 15,000; today, the average SKU is around 45,000.
    \r\n\r\nBut with all the nostalgia generated from a “simpler time,” and a business opportunity to better target specific audiences and their geographic, demographic and psychographic needs (as well as their buying behaviors and spending power), retailers are going small again.\r\n\r\nIn recent years, a crop of small-format stores have popped up, and they are starting to give the large-format stores (as well as both established and slow-evolving C-stores) a run for their money. Why? For a variety of reasons:\r\n\r\n• The consumer experience in massive retail establishments is becoming increasingly unattractive.\r\n\r\n• Lower-income shoppers, in particular, find that they are not comfortable in large stores because service is less personal, and the broad assortment of products drives home how little they can afford.\r\n\r\n• Large stores frequently are inaccessible, as they are located far from city centers.\r\n\r\n• Economics and technology have shifted the value proposition.\r\n\r\n• Population growth in urban areas had necessitated the need to build stores where the people are; unfortunately, urban areas can’t support the large formats.\r\n\r\nWhat can a small format store do for a large format store?\r\n\r\n• They offer retailers a more intimate relationship with customers and employees, and therefore allow for genuine innovation in store design and even business model design.\r\n\r\n• They have the ability to tap into new demographics and locate and build sites more quickly in saturated markets.\r\n\r\n• They provide a less intense drain on capital resources compared with the supercenters and hypermarkets that drive the bulk of the revenues at many of the world’s largest grocery operators.\r\n\r\nBut when mega-stores such as Walmart, Kroger, Safeway and Target go from formats with 40,000 SKUs down to those with, say, 10,000 SKUs, what products stay and what products go? How can these smaller stores create an ownable, and lucrative, private label strategy? And how should they brand their experiences to mark this profound shift from the larger format arena?\r\n\r\nFirst and foremost, retailers should consider the purpose of their endeavor. Is it a convenience play, a specialized offer? What role will the banner play in the portfolio? That business raison d’etre will inform the next question.\r\n\r\nHow will they brand their store? Does their small format store need a new name or variation of the existing brand name? Can it use the same name?\r\n\r\nFor example, Walmart has two small format stores, Walmart Express and Walmart Marketside. Giant Eagle has Giant Eagle Express and Giant Eagle Get-Go, and Target has City Target. Successful store names tend to leverage existing equities and provide a clear, motivating and brand relevant message to the consumer.\r\n\r\nThe next consideration is the private label strategy—the makeup of the brand’s private label portfolio. Before a retailer can determine the composition, it again needs to identify its differentiating strategy and how that might be applied. Is the differentiator value, fresh, or value-added? Is it a premium or value play?\r\n\r\nSmall format stores such as Aldi, Fresh & Easy and Trader Joe’s illustrate why a strong strategy is essential.\r\n\r\nAldi is a small format store that is strictly a value proposition. The store locations, the footprint, the layout of the selling floor and the product assortment all support the brand proposition. But in general, most small format stores tend to be more about convenience than value … and customers definitely are willing to pay a small premium for that convenience.\r\n\r\nAldi successfully leverages an extensive private label program over national brands at a discount to support its position in the marketplace.\r\n\r\nFresh & Easy is all about being fresh (and, well, easy), and by sticking to this doctrine, it has created a strong fan base.\r\n\r\nTrader Joe’s is all about providing a unique, value-added proposition. It offers private label items such as “cat cookies,” “pot stickers” and dried fruits and nuts to which customers are extremely loyal and know they can only buy at Trader Joe’s.\r\n\r\nHere, too, Trader Joe’s leverages innovative packaging, branding and significant private label presences to make its brand experience unique and ownable.\r\n\r\nAs more and more retailers are getting into the small format store space, they should consider three possible strategies for using private label:\r\n\r\n1. Make the majority product mix private label. This means commitment to building a relevant branded environment and product development, as traffic will be driven by the brand propositon, e.g. the Trader Joe’s of the world.\r\n\r\n2. Keep the private label focus on fresh food and meal solutions. Drive traffic and margin with these offerings; they can even be branded solutions to create a proprietary look and feel.\r\n\r\n3. Develop a few unique private label offerings found only in this small format that target your consumer wants and needs. Take a page out of Duane Reade’s DeLish brand, which lets private label serve as a unique, well-positioned driver within the national brand portfolio (in other words, have your cake and eat it, too.)\r\n\r\nIn some ways, it would be really nice and easy to go back to the industrial-age days of “build it one way, build it big and utilize leverage” to drive the business. But we’re in a different time, one where technology and evolving needs have altered both consumer expectations and the buying experience.\r\n\r\nConsumers now seek out custom solutions that benefit them through badge value, quality, price and/or convenience. By strategically assessing these wants and needs, and delivering against them as Piggly Wiggly and King Kullen did back in the days, retailers can harness the concept of the old General Store and turn small formats into strong, sustainable business concepts.

    \r\n\r\nhttp://www.privatelabelbuyer.com/articles/86650-growing-your-business-smaller\r\n', 'Growing Your Business Smaller', '', 'inherit', 'closed', 'closed', '', '1540-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1540, 'http://cbx.cappendev.com/1540-revision-v1', 0, 'revision', '', 0), (2895, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '

    Brands are spending a lot of effort (and money) trying to get consumers to “Like” them on Facebook, but there are only a few brands consumers truly “love.”\r\nAccording to a survey of 1,000 people conducted by New York-based brand agency CBX, Apple is the brand they “love the most,” followed by Sony, Coca-Cola, Nike and Pepsi/Mountain Dew. The reasons listed for loving those companies ranged from “innovative” (Apple) to “reliable and dependable” (Sony) and “great/good taste” (Coca-Cola).\r\n\r\nRounding out the Top 10 list were: Wal-Mart, Samsung, Chevrolet, Dell and Amazon. Apple was the clear winner among both men and women, although men were more likely to choose Nike and/or Sony as their second and third choices, while women picked Coca-Cola second.\r\n\r\n“‘Love,’ in all aspects of life, is about having a deep affection for something or someone. As love gets deeper, you start to develop feelings of trust, comfort and stability for/from that person or brand,” Greg S. Lippman, managing partner of CBX, tells Marketing Daily. “In the case of this survey, I think that all of these brands provide something to people that they believe they cannot get elsewhere. And in most cases, they also get that feeling of trust, comfort and stability from each of these brands.”\r\n\r\nAmong other demographic breakdowns:\r\n\r\n-Consumers 18-24 said they loved Nike, but no one over 55 had similar love for the brand.\r\n\r\n-Sony still captured the hearts of 27% of consumers ages 18-24, which led it to the number 2 position.\r\n\r\n-26% of consumers 35-44 loved Coca-Cola more than any other brand.\r\n\r\n“There is a difference between like and love,” Lippman says. “There are certain brands that I am passionate about and would definitely say I ‘love,’ that I wouldn\'t cheat on [Apple]. And there are others that I like, [though] I could be swayed to try a dalliance [Snickers vs. a Milky Way].”\r\n\r\n\r\nRead more: http://www.mediapost.com/publications/article/167722/happy-valentines-day-apple-they-love-you.html#ixzz29TIz7hQO', 'Happy Valentine\'s Day, Apple! They Love You', '', 'inherit', 'closed', 'closed', '', '1689-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1689, 'http://cbx.cappendev.com/1689-revision-v1', 0, 'revision', '', 0), (2896, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Christina P.\r\nJust because a brand may feel like your baby, doesn’t mean you should become an overbearing parent. Here’s how to let go of the reins, for long-term benefit.\r\n\r\nA famous piece of wisdom from child-rearing expert Dr. Benjamin Spock is making the rounds again: “Better to relax and make a few mistakes than to try too hard to be perfect … Children are driven from within themselves to grow, explore, experience, learn, and build relationships with other people. A lot of good parenting lies in simply allowing your child to go with these powerful drives.”\r\n\r\nIt’s refreshing to see the parental pendulum swinging to the point where mistakes are now considered a key aspect of growth. Let’s hope it doesn’t take too long for this trend to trickle into the world of brand innovation. Unfortunately, it seems that “helicopter branding” still continues to thrive in corporate America, as companies hover protectively over their successful brands, sometimes stifling growth in the process.\r\n\r\nLike helicopter parenting, helicopter branding actually comes from a positive space: The deep love for--and, therefore, drive to protect--a successful brand. Counterintuitive to any “brand parent” is a willingness to set their “brand child” up for potential innovation failure. Often we hear that it’s an overall low appetite for risk that’s to blame. But a brand’s crash can also stem from its company’s inability to give that brand the freedom to grow.\r\n\r\nHere are four Dr. Spock-esque ways to loosen the parenting reigns to raise healthy, growing brands and foster innovation:\r\n\r\n1. Remember that every child brand is driven to explore boundaries\r\n\r\nManufacturers who deliver one specific offering might not realize that there are plenty of in-between ways to stretch the brand and push the boundaries of that core product or service. Developing adjacent product ideas that align with brand and business models can breed creativity within existing capability and unlock ideas that not only are doable but also change the game for a brand.\r\n\r\nLook at Tide, for example. Expanding from laundry clean to fabric care through form and function innovation, the company stretched its one key offering--detergent--into several things: pods, sprays, stain sticks, and more. In doing so, Tide changed consumer perceptions of their own idea of what doing laundry means.
    \r\n2. Let your child brand negotiate the landscape\r\n\r\nAllow a toddler innovation to find its own road, while sticking around for course correcting. Sometimes brands surprise us by slipping into our behavior unannounced--and sometimes the brands surprise themselves (who knew we’d be running our homes with iPads?). Sometimes a parent notices an opportunity and gives the brand a little push in the right direction.\r\n\r\nWe can see this through the lens of Instagram. The photosharing sensation started out as a Foursquare-esque app called Burbn, until the business noticed that the photosharing capability was getting all the action. So the brand insta-evolved into what it is today, and hasn’t looked back since (certainly not after it was purchased by Facebook for a cool $1 billion).
    \r\n3. Nurture your child brand through all developmental stages\r\n\r\nParental guidance is invaluable as innovation passes through subsequent growth stages. Needs may change depending on the stage, but continuing to nurture breakthroughs through transitions, post-commercialization, is part of the process. Don’t let poor marketing strategy and execution errors or distribution challenges curtail development. Test, analyze, guide, and re-tack in real time.\r\n\r\nThat’s what happened with Dr. Scholl’s, which launched its Custom Fit Orthotic products in retail kiosks equipped with diagnostic foot-mapping technology that can “see” through stockinged feet. Unfortunately, in test markets, a merchandising flaw came to light: When people took off their shoes, there was nothing to stabilize them in the kiosk space. Dr. Scholl’s went back and overhauled the units to rectify the problem and make the kiosks more consumer-friendly. The company also raised the pricing by 30%, to reflect the premium nature of its offering, without losing volume--a literal return on nurturing investment.\r\n\r\n4. Allow your child brand to skip math finance class occasionally\r\n\r\nKnow what the innovation goals are for your brand, apart from profit targets, and calibrate financial expectations against important metrics that will affect brand growth over the long haul. Maybe it’s a door-opener in a new category, maybe it’s sexy flypaper in a merchandising brand block, maybe it’s a way to slowly take over the universe. Whatever the tactic, it may very well lead to big money down the road, if not in the immediate future.\r\n\r\nRed Bull has been back on people’s lips again, thanks to its Red Bull Media House. This business model departure into content has a finger on the pulse of sports and culture. Red Bull Stratos dropped a guy from outer space and became the most buzzed-about brand in the social-networking stratosphere. Is Media House turning a profit? Not yet. But is it garnering attention for the brand? Absolutely.\r\n\r\nSure, these are the success stories, but we’ve all seen how helicopter parenting can get in the way of growth. The fear associated with loss of control keeps some brand folks up at night (much like a newborn would keep up first-time parents) and makes them hesitant to do anything at all. Unfortunately, this can lead to the creation of disastrous offspring. Whether supporting ideas for growth or supporting mistakes, letting go of the reins a little--and supporting the brand-child as it naturally evolves--is essential for long-term success.\r\n
    \r\nhttp://www.fastcodesign.com/1671881/helicopter-branding-why-it-s-bad-and-how-to-avoid-it\r\n', 'Helicopter Branding: Why It’s Bad...', '', 'inherit', 'closed', 'closed', '', '1805-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1805, 'http://cbx.cappendev.com/1805-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2897, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    \"\"By Rick Barrack:\r\nOkay, I have a confession to make: I\'m the furthest thing from political, and only recently learned what the term \"Tea Party\" meant. The truth is, I probably wouldn\'t have sat up and taken notice of these important mid-term elections if not for one thing: the recent redesigns of the Democratic and Republican parties\' logos. Now that\'s a political statement I can get behind. Call me shallow, but few things get me going like good design.\r\n\r\nUnfortunately, good design wasn\'t necessarily what I found. So here are my thoughts on the latest logos -- and my suggestions for how the political parties might take things one step further.\r\n\r\n\"\"\r\n\r\nWe\'ll start with the new Democratic Party logo. According to Tim Kaine, the Chairman of the Democratic National Committee, \"This new identity for our party captures the spirit that unites us all.\" But in my humble opinion, there\'s nothing unifying or inspiring about this logo at all. On the one hand, the Dems want to show us that they\'re the one party that truly represents America\'s middle class, and that they\'re progressive and modern. My guess is that the designer of this logo, New York-based SS+K, argues that its bare bones design -- which breaks with popular tradition by leaving out stars and stripes, an antiquated donkey symbol and a red/white/blue color palette -- would boldly signal a return to the simple values of the American Middle Class.\r\n\r\nBut I just don\'t buy that. I see no spirit, no energy or no new idea here at all -- just a logo that looks like a target or a superhero\'s logo. C\'mon, people: It\'s a capital letter D in a circle! It looks like nothing so much as an almost failing grade atop a terrible book report. And to say it looks unfinished would be extremely kind. The fact that the Dems chose this as a way to regain some momentum for what some predict will be big election losses is baffling.\r\n\r\nHere\'s how we would have handled the redesign:\r\n\r\n\"\"\r\n\r\nOwning the letter \"D\" is a bold move, but don\'t leave it flailing out there alone on an island (or in a circle, as it were). Adding another element -- such as an equal sign, which speaks to \"equality for all\" -- would speak for the fundamental principles of the Democratic party and make the visual identity richer and stronger. The symbol could also function as a galvanic campaign message, e.g. D = determination, D = dedication, etc.\r\n\r\n\"\"\r\n\r\nThe GOP, on the other hand, has played it close to the vest by making some relatively subtle changes to their existing brand identity, as featured on their new website.\r\n\r\nRed is still the dominant color (which always struck me as fascinating, since in most of the world, red is associated with left-leaning parties). The new GOP font, which sort of resembles the \"Crimestopper\" font created by renowned typeface designer Jeff Levine, has a little more softness along the edges. And the trusted old elephant (a Republican symbol dating back to 1874) is still there -- albeit \"trunk\"-ated (pun intended) -- and now integrated into the \'O\' of GOP. Could it be that this combination of elements was designed to project a more contemporary, streamlined, brand-conscious party?\r\n\r\nThere\'s no question that when you\'re the party that\'s not in charge, you can take some risks and have a little fun. So here\'s what we recommend:\r\n\r\n\"\"\r\n\r\nSince most people do not necessarily know the origin or historical development of the term GOP, and young people probably aren\'t that attracted to a party with the word \"ole\" in it -- or \"grand\" for that matter -- we recommend taking a page from the recent Democratic Party logo redesign and owning the letter \"R.\" We also believe a subtle but potent integration of the elephant\'s trunk (because we don\'t want to sever ties completely with the party\'s popular pachyderm) and stars would complete the picture.\r\n\r\n\"\"\r\n\r\nWhich brings me to The Tea Party. Using the very same grassroots tools (e.g., technology and social media) pioneered by the Obama campaign, The Tea Party is fully intent on \"crashing the party.\" And they intend to do it in the most unapologetic, no-holds-barred way you can think of. But is their \"let\'s-take-back-America-from-the-evil-clutches-of-government\" reflected in their logo?\r\n\r\nAs you might guess, a party named for one of the watershed moments in Revolutionary America\'s history probably felt obliged to use the flag colors in a central, anchoring way, and it does. The Tea Party chose a shield in a pretty obvious attempt to stand out as the party that will stoutly defend the interests of hardworking American people. Not awful, but the somewhat slicker design and layout of the stars and stripes strikes me as awkward (are the stars and stripes actually a sash?).\r\n\r\nIn general, the logo tries to communicate too many things: \"We\'re Pro-American jobs! We\'re media savvy! We\'re here to protect you! We\'re about small government! We\'re cool and modern! We\'re the party of change!\" As a result, it is ridiculously cluttered, and seems like a combination of the Australian flag (same white stars on blue background) and the Star Trek crew insignia. Sorry to ruin the (tea) party, guys.

    \r\n\r\n\"\"\r\n\r\n', 'Hey Dems, GOP, and Tea Party! We Redid Your Crappy Logos', '', 'inherit', 'closed', 'closed', '', '1561-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1561, 'http://cbx.cappendev.com/1561-revision-v1', 0, 'revision', '', 0), (2898, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    NEW YORK, NY--(Marketwire - Oct 9, 2012) - Bionic, a division of the family owned, Louisville, Kentucky-based Hillerich & Bradsby Company, is a glove brand that continues to evolve in order to provide the best quality and performance for athletes and non-athletes alike. Parent company Hillerich & Bradsby has a long established commitment to athletes, and is more famously known as the manufacturer of Louisville Slugger baseball and softball equipment.\r\nBionic collaborated with agency partner CBX, a brand agency based in New York, to redesign its logo and tagline, which is used across a variety of media and touch points. Bionic sought to update the look of their brand -- which had originally been developed more than a decade ago -- in order to reflect the overall growth of the company as well as the evolution of its products. Today\'s Bionic line includes gloves specially designed for golf, baseball, tennis, racquetball, fitness and equestrian, as well as for such other pursuits as gardening, driving, and motorcycling. The line also includes gloves for general winter wear and for men and women coping with arthritis.\r\n\r\nCBX realized that a logo on a golf glove is advertising the brand out on the course. It has to be seen from 20 yards away. They were able to create a simplified logo that actually conveyed more to the target consumers. This logo is equal parts the letter \"B\" and a gripping hand silhouette, reinforcing the Bionic name brand while showing, quite literally, the unparalleled grip that is the brand\'s biggest strength.\r\n\r\nThe tagline \"Super. Human. Performance.\" aims to succinctly communicate the more advanced technology associated with Bionic gloves, with the byproduct of that technology being superior performance.\r\n\r\nCBX Chief Creative Officer Rick Barrack, originally from Louisville, remarked, \"Inside, we\'re all athletes. We all want to perform and get results. People look to brands for guidance and confidence. The new Bionic logo visually transforms the brand from being just about gloves to being a sports performance company. It\'ll compete very nicely with the Nikes and Under Armours of the world over time.\"\r\n\r\nThe new logo and tagline better encapsulate the athletic spirit of the brand, in a more modern and iconic way than the previous incarnations. Bionic is gradually rolling out this new identity in the coming months and year.\r\n\r\nAbout CBX: \r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n\r\nhttp://news.yahoo.com/hillerich-bradsbys-bionic-glove-brand-133000654.html', 'Hillerich & Bradsby\'s \"Bionic\" Glove Brand Gets a New Grip on Positioning for a \"Super. Human. Performance.\"', '', 'inherit', 'closed', 'closed', '', '1714-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1714, 'http://cbx.cappendev.com/1714-revision-v1', 0, 'revision', '', 0), (2899, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    New York, NY –(10/9/12)--Bionic, a division of the family owned, Louisville, Kentucky-based Hillerich & Bradsby Company, is a glove brand that continues to evolve in order to provide the best quality and performance for athletes and non-athletes alike. Parent company Hillerich & Bradsby has a long established commitment to athletes, and is more famously known as the manufacturer of Louisville Slugger baseball and softball equipment. 
 \r\n
Bionic collaborated with agency partner CBX, a brand agency based in New York, to redesign its logo and tagline, which is used across a variety of media and touch points. Bionic sought to update the look of their brand – which had originally been developed more than a decade ago – in order to reflect the overall growth of the company as well as the evolution of its products. Today’s Bionic line includes gloves specially designed for golf, baseball, tennis, racquetball, fitness and equestrian, as well as for such other pursuits as gardening, driving and motorcycling. The line also includes gloves for general winter wear and for men and women coping with arthritis. 
 \r\n\r\n
CBX realized that a logo on a golf glove is advertising the brand out on the course. It has to be seen from 20 yards away. They were able to create a simplified logo that actually conveyed more to the target consumers. This logo is equal parts the letter “B” and a gripping hand silhouette, reinforcing the Bionic name brand while showing, quite literally, the unparalleled grip that is the brand’s biggest strength. 
 
The tagline \"Super. Human. Performance.\" aims to succinctly communicate the more advanced technology associated with Bionic gloves, with the byproduct of that technology being superior performance.
 \r\n\r\n
CBX Chief Creative Officer Rick Barrack, originally from Louisville, remarked, \"Inside, we\'re all athletes. We all want to perform and get results. People look to brands for guidance and confidence. The new Bionic logo visually transforms the brand from being just about gloves to being a sports performance company. It\'ll compete very nicely with the Nikes and Under Armours of the world over time.\"
 
\r\n\r\nThe new logo and tagline better encapsulate the athletic spirit of the brand, in a more modern and iconic way than the previous incarnations. Bionic is gradually rolling out this new identity in the coming months and year. 
 
\r\n\r\nAbout CBX: 
CBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n', 'Hillerich & Bradsby’s “Bionic” Glove Brand Gets New Grip 
On Positioning For “Super. Human. Performance.”', '', 'inherit', 'closed', 'closed', '', '1775-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1775, 'http://cbx.cappendev.com/1775-revision-v1', 0, 'revision', '', 0), (2900, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Marketing and branding can be silly. But we give them a ton of power to shape how we see the world.\r\nSo we made a podcast to talk about how this stuff really works (how do businesses become “brands”?), make fun of the super stupid stuff (like when brands get “woke”), and trash the really ugly stuff that businesses use their brands to hide.\r\n\r\nAnd we’ll try to understand the biggest question of all...\r\n\r\nWHAT ARE THE WORLD\'S BIGGEST BRANDS HORNY FOR?\r\n\r\nJoin us in The Brand Hole to find out.\r\n\r\nLATEST EPISODE\r\n\r\n\r\n\r\nRachel Bernard, VP of verbal strategy at CBX, joins Caitlin to talk about one of the most important parts of brand naming: making sure it\'s not incredibly offensive. We get into why we check for linguistic issues, what we look for, and, most importantly, we tell tales of all the ridiculous disasters we uncover (or create).', 'Horny for Linguistic Disasters', '', 'inherit', 'closed', 'closed', '', '2297-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2297, 'http://cbx.cappendev.com/2297-revision-v1', 0, 'revision', '', 0), (2901, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'After months of planning and prepping, Saks Fifth Avenue closed up shop at 5115 Westheimer Road for new and improved digs — swapping 5115 for 5175. And despite being a mere three-tenths of a mile from the original location, Saks’ transformed space transports customers to a palatial emporium of luxury that Houston’s never seen. The store was designed by Saks Fifth Avenue Store Design and Planning Team in collaboration with CBX.  Feast your eyes on the new Saks Fifth Avenue.\r\nOriginally posted by PaperCity', 'Houston’s New Luxury Palace: Inside The New Galleria-Changing Store', '', 'inherit', 'closed', 'closed', '', '2174-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2174, 'http://cbx.cappendev.com/2174-revision-v1', 0, 'revision', '', 0), (2902, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Joseph Bona\r\nLet’s say a burglar breaks into your hotel room and steals your laptop, iPad, car keys, briefcase, passport and more. What does it say about you if you can’t stop thinking about how the whole nightmarish event was such an epic fail on the branding front?\r\n\r\nI guess it means I’ve been at this branding business for a long time. Let me explain. On a business trip to San Antonio a few weeks ago, I was staying at a seemingly nice, albeit lower-end, hotel bearing the name of one of the top three chains. When I returned from dinner one evening, I noticed my laptop was not on the desk where I had left it. My heart leaped out of my chest when I saw that my briefcase was gone, too. Had I put anything in the safe? Impossible; there was no safe in the room.\r\n\r\nI went downstairs and told the staff. They called the police, who showed me how the door had been jimmied, and pointed out the lack of a standard-issue security plate . As a result, it had been easy for the burglar to compromise the lock by cramming something in between the door and doorjamb. Well, at least they probably filmed the guy on the interior hallway cameras, right? No cameras.\r\n\r\nThe staff phoned the manager. Would he be coming in to create a strong sense that the hotel was deeply concerned about this rare breach of security? Nope. How about a real-time call in which the manager said, “Mr. Guest, I am sorry this happened.” Didn’t happen. And would it surprise you to learn the hotel’s insurance company later tried to browbeat me into putting it all on my homeowner’s insurance?\r\n\r\nWhen brands interact with people, they do so at a wide range of touch points, far beyond the brand name and physical appearance of the hotel.\r\n\r\nWhen your guest can’t find her child at the swimming pool, has a medical emergency, or has her hotel room burglarized, these, too, are critical touch points.\r\n\r\nIt is a fatal flaw for a company to put time, effort and money into routine customer-facing brand impressions, while ignoring the customer experience during inevitable adverse events. At lower-end properties, consumers will not expect a Ritz-Carlton mint on the pillow. However, things like basic security precautions and an empowered and well-trained manager are the price of entry, especially if you plaster a well-respected brand name on the hotel.\r\n\r\nHumans are emotional creatures, and a brand is intended to connect on an emotional level. If I had been able to talk with the manager on the phone right after the burglary, my primary expression of anguish would not have been about the loss of my belongings. Instead, I would have talked about how the burglar had made off with the gifts that my wife had given me 25 years ago. Silly as it might sound, some words of empathy and concern from the manager at that time would have made me feel more appreciated by the brand I was once loyal to. Later, when the manager called up and offered me 10,000 loyalty points, it was too little, too late.\r\n\r\nI couldn’t have cared less about the monetary value involved here. For me, the problem was the seeming callousness on the part of the company in response to the break-in. From a branding perspective, this hotel fell down on the job at all of the post-event touch points. Instead of disregarding my concerns, the brand could have had guidelines in place in order to show compassion and sympathy. This would have demonstrated its seriousness about keeping my business and maintaining my brand loyalty. And by the way, think of what happens when you poorly handle such things in today’s social media environment, where your customers can update thousands of people on your brand’s shortcomings, live.\r\n\r\nIf your customers aren’t going to be surprised and impressed with how well you handle adversity, you need to think harder about the potential negative effects this could have on your brand over time. At the end of the day, companies must deliver and execute against all the promises — explicit and implicit — behind a brand.', 'How A Hotel Burglar Stole My iPad - And My Brand Loyalty', '', 'inherit', 'closed', 'closed', '', '2094-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2094, 'http://cbx.cappendev.com/2094-revision-v1', 0, 'revision', '', 0), (2903, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'For practical purposes, we all consider convenience stores to belong to one retail sector and drug stores to another. In a very real sense, however, the modern chain drug store is a c-store.Convenience is the raison d’être for the extraordinarily well-positioned real estate of the drug store sector as a whole. The strategy, of course, is to create one-stop-shopping destinations for neighborhood customers who already need to visit the store to pick up prescriptions. In this model, the role of the pharmacy is roughly analogous to that of the gas pump at c-stores — it is the primary traffic driver.\r\n\r\nBut in case you haven’t noticed, traditional c-stores are coming into their own with strategies that substantially augment this approach. The idea is not just to ramp up productivity by offering more reasons to walk into the store; it is to elevate the experience in order to cement brand loyalty and drive repeat visits.\r\n\r\nWhen you walk into a chain drug store today, is there anything novel or exciting about the experience? How does the overall atmosphere make you feel? “Experiential” is the biggest buzzword by far in all sectors of retail today. Yet, the experience in our drug stores has remained remarkably cookie-cutter (with a few exceptions). Often, a customer simply walks into a wall of end-cap fixtures.\r\n\r\nC-stores, by contrast, have shown a greater willingness to experiment with their formats. When Wawa moved into Florida, the Pennsylvania-based chain scored a big hit with its use of “fresh” decorating cues such as natural materials, floor-to-ceiling glass windows to provide inside-out retailing, warm colors, outdoor seating areas, and highly visible kitchen and sandwich-making areas. For many in the Sunshine State, this elevated offering, with its fresh-baked bread and signature coffee presentation, was truly novel.\r\n\r\nOther examples of this approach (and there are many) include Argentina’s Axion Spot! Café, which is a c-store designed around an authentic café experience, or Eastern Europe’s MOL Fresh Corner stores, which offer fresh food and branded coffee. Back home, some West Coast c-stores even sell gourmet tacos from outdoor food carts. The point here is not just to give people something new to eat — it is to add theater.\r\n\r\nNational chain drug stores can, and should, raise their game as well. That means finding viable ways to enliven today’s cookie-cutter experiences. Of course, it would be impossible for a chain with 1,200 stores to offer a thoroughly unique experience at each location. However, bringing some degree of localization to individual stores — especially those in distinct locales with high traffic — is doable.\r\n\r\nThis is about more than swapping out seasonal merchandising. Bringing in sand toy and beach chair displays over the summer is not localization, and since everyone does it, this is hardly an effective tactic. Localization requires a willingness to decentralize and collaborate with store managers to stock select merchandise that speaks directly to the needs and priorities of local shoppers.\r\n\r\nKnowing the neighborhood firsthand is a critical part of the localization process, because numbers alone can be misleading. Years ago, when Virgin Entertainment was planning a megastore for Union Square in Manhattan, the merchandise was originally programmed around classical music. Online research and stats for the neighborhood indicated a wealthier, older demographic. And yet half-a-dozen colleges and universities surrounded the Union Square store.\r\n\r\nWhy had the software failed to record these young people? They were not “permanent residents” and, thus, not included in demographic research. After realizing this oversight, Virgin reprogrammed the store around rock and world music.\r\n\r\nNew York City pharmacy chain Duane Reade is one player that has sought to bring local angles to its stores through a rebranding initiative. In Brooklyn’s Williamsburg neighborhood — where you’ll find no shortage of craft beer hot spots such as Threes Brewing, The Brooklyn Brewery, Beer Boutique and Mugs Ale House — it was a logical choice for Duane Reade to add a craft beer growler bar to its reinvented store. In Downtown Manhattan, though, Duane Reade’s research showed that customers were particularly in need of high-quality fast food, available on the go. Here a sushi bar made the most sense.\r\n\r\nWalk into certain Seattle-area Bartell Drugs locations, and you’ll find end-of-aisle displays featuring what might seem to be an unusual item: Spam, the kitschy meat product by Hormel, most loved by Hawaiians. Given its relative proximity to Hawaii, Seattle has a relatively large population of native Hawaiian islanders. So Bartell moved to meet this demand in a way that highlighted its grasp of local culture.\r\n\r\nAlong the same lines, Bartell made sure to prominently display products by Seattle-based Theo’s Chocolate as a way to help localize its stores. These higher-end products were given an elevated and centered presentation, with more mainstream candies still accessible on the racks below.\r\n\r\nIn the old days, Bartell was a soda shop that was popular up and down the West Coast. To localize a South Lake Union store popular with Seattle urbanites, Bartell took advantage of the store’s classic long bar and bar stools by partnering with a local ice creamery and gelato store. Now customers can stroll in, order a root beer float or a sarsaparilla, and have the kind of experience that you just can’t find at every chain drug store.\r\n\r\nImprovements in the customer experience need not always be rooted in local history and character. Duane Reade, for example, supplemented greeting cards from its core American Greetings brand with an attractive branded display by that company’s higher-end Papyrus unit, supplier of better-quality cards, gifts and stationery. Small touches such as this add up quickly. Suddenly, your store has more cachet.\r\n\r\nThe fundamentals of retail design also matter — especially given that the rest of retail is so obsessed with ramping up the customer experience.\r\n\r\nAt better American c-stores, the “stack it high” merchandizing model is gone, replaced with shorter gondolas that give the place a lighter, airier feel. In addition to making the coolers more visible, this helps female customers feel safer and more comfortable. And yet in the drug store business we still find 7-foot-tall gondolas that tower over shoppers and block critical sight lines. How can we ramp up beauty sales if female customers consciously or unconsciously feel unsafe to linger on the beauty aisle?\r\n\r\nFinally, U.S. drug stores could find new sources of inspiration by studying how the customer experience is evolving in international markets. In Brazil, for example, one chain is already working with designers to better integrate into the flow of its stores the experience of visiting a medical technician for an immunization.\r\n\r\nToday, as major drug chains continue to add walk-in clinics to their stores, they could do more to integrate this growing focus on consultative health, wellness and medical services into the customer journey. Specifically, there is potential here to create consultation spaces (served by relevant merchandise displays) that communicate on-brand messages to consumers.\r\n\r\nA clinic need not feel overly clinical. Open designs with reassuring colors, wellness-oriented visuals and other flourishes can create a pleasing experience. This is especially important if a wait is likely to be part of the journey.\r\n\r\nOf course, facilitating customer interaction with pharmacists and wellness ambassadors should be central to these efforts — and a number of U.S. chains have already made strides in this area.\r\n\r\nAt older stores, high counters between pharmacists and patients created an unwelcome barrier. Duane Reade, for one, embraced lower counters in order to restore a sense of personal connection.\r\n\r\nWith about 30,000 chain drug stores in the United States alone, the top chains already create retail experiences for millions of people. There is tremendous opportunity at every touch point to convey brand messages, cement customer loyalty and increase foot traffic and sales in location-appropriate merchandise. Duane Reade’s Growler Bar would never have worked if it was not the right strategy from the start. And yet all too often the experience of shopping at a drug store feels functional and flat.\r\n\r\nIf drug stores were islands unto themselves, they could afford to stay the same. Don’t allow your competitors to eat your lunch. It’s time to differentiate.\r\n\r\nOriginally published in Chain Drug Review', 'How Chain Drug Stores Can Stand Out From the Crowd', '', 'inherit', 'closed', 'closed', '', '2167-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2167, 'http://cbx.cappendev.com/2167-revision-v1', 0, 'revision', '', 0), (2904, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Design in American politics doesn’t sound like it would be anything special—a little red, white, and blue, some stars and stripes, and you’re set. It’s practically what’s expected, so is there really any need to innovate beyond that?\r\nWell, if 2017 was any indication, the answer is a resounding, “Hell yes.” And NYC brand and design agency CBX truly took this to heart when designing She Should Run, an organization that aims to expand the talent pool of women running for office in the United States.\r\n\r\n“They didn’t want to look all the way like a political campaign,” explained Lesley Stordahl, Creative Director at CBX. After all, She Should Run is so much more than that—it goes beyond pushing people to nominate other women to run for office but also encourages, motivates, and inspires women so they themselves feel confident enough to run. It’s no surprise that women are underrepresented at all levels in the 500,000+ elected offices across the country. And without women in these roles, the cycle perpetuates itself, leaving young girls without role models in political office.\r\n\r\n\"\"\r\n\r\nSo how could CBX design She Should Run to help change the culture of women in politics at its core? The answer was to make it welcoming.\r\n\r\n“It was about softening some of the pieces so it feels approachable,” said Lesley. “I wouldn’t say feminine—just approachable.”\r\n\r\nLesley pointed towards the Obama campaign as one that truly achieved a design which felt accessible. “They did a great job of smoothing things out, with a deep blue and a deep red,” she mentioned. And the result is that people truly felt like they were a part of something and actually standing with Obama, rather than just voting for him.\r\n\r\n“As we moved towards designing for women it takes some of the harshness and aggressiveness out of the pieces,” she added. Variety, from different fonts and a wider range of colors (like the coral used for She Should Run as opposed to a bright red) makes it all feel more attainable, not to mention modern.\r\n\r\n\"\"\r\n\r\nBut it’s a bit of a balancing act. Of course, you certainly don’t need American flags plastered all over something to indicate it’s something political, but you also can’t entirely forgo these elements in an effort to create something brand new. “When you try to push design into a whole new place, and if you don’t have some of those residual codes,” she said, “then someone may go right past you and not think you’re telling a political activism story. So how can we modernize them—feminize them if they need to be—and make them clear so that someone can take action from that moment?”\r\n\r\nMaking it inclusive is key—and this very well may be the defining characteristic of the role design can play in politics, in 2018 and far into the future. When applied to brand design as a whole, Lesley advises designers, “Appreciate that design is general. If you look to other industries there’s a blurring of lines of what’s traditional masculine and feminine.”\r\n\r\nShe Should Run is geared towards women specifically so female icons were used, but this still meant some careful consideration to often overlooked details. “We included all racial identities,” Lesley mentioned, “so we had to think about the figures, their hair shape, and the shape of the forms themselves.” The final look and feel is hardly the typical portrayal of femininity; rather, it represents strength in womanhood and humanity as a whole.\r\n\r\nAnd this, in turn, ignites action.\r\n\r\n\"\"\r\n\r\n“People have lost sight of the fact that doing something can be very easy. There’s so much apathy and people feel like it’s so insurmountable to even fix anything,” Lesley added. “They want to fix it rather than participate in ways to change.” So in order to overcome this helplessness and immense overwhelm, political design must also feel doable.\r\n\r\nShe mentioned Alabama’s Senate election in which African American women in particular played a vital role in Doug Jones getting elected. “Black women showed up to vote, which sounds like a simple thing,” Lesley said, “but it was also such a big thing.”\r\n\r\n“As we design for any marginalized group, we need to make it clear that there are simple actions you can take. It must feel intuitive, like you’re part of it,” Lesley stated. “It’s important for people to feel like they have done something in the most simple way possible. So that means design needs to be simple.”\r\n\r\nOriginally published in The Dieline', 'How Design Is Giving American Politics a Brand New Look', '', 'inherit', 'closed', 'closed', '', '2305-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2305, 'http://cbx.cappendev.com/2305-revision-v1', 0, 'revision', '', 0), (2905, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Todd Maute\r\nPrivate label emerged when retailing was still relatively straightforward. Today, the proliferation is such that we are no can longer rationalize creating a new brand for countless categories. “I have 21 brands and I don’t know what half of them are,” an executive recently said to me. “If I don’t know what these brands mean, how are our shoppers going to?” Every private brand in a retailer’s portfolio needs to tell a compelling story. They also need to have a strategy that addresses consumer mindsets, as well as items that give shoppers a reason to return.\r\n\r\nAs consumer trends have diversified, product categories have expanded to the nth degree. Historically, with each new trend (organic, natural, gluten free, low fat, high protein, etc.) came a new private brand. And with time, this strategy resulted in extreme brand proliferation. Now that companies have upwards of 10 to 20 unique brands in their private brand portfolios, they should start to consider a new paradigm. Move away from product-led strategies and instead focus on brand-led strategies that deliver against business goals. Instead of creating a new brand for every product, consider developing a brand centered around a role, purpose or consumer target brand, and use design as a marketing tool to communicate differences not just communicate functional attributes. Will consumers be able to discern between organic and low sodium, even if they come from the same brand? If you do it right… you bet. So what’s the challenge? Determining how to measure success.\r\n\r\nIf you don’t have a brand for every trend, are you more or less successful than if you do? I’m arguing that you can be more successful, if you look at the measurement criteria with a new lens. Most companies focus on quantitative data – share and penetration. But is penetration enough? Is share of market enough? What about qualitative metrics – equity and loyalty? Private brands can have high penetration, but zero loyalty. Hardly a secure position. But think of the difference a brand-led strategy can make: If that gluten-free customer simply can’t find your private brand elsewhere –that “gets her” like yours does – you win. Penetration and share of market are important, of course, but “mind share” means consumers are coming back to you specifically to get the products that speak directly to them. Go for mind share first and market share will follow and give you the credibility to grow and expand the brand if you thought it out properly.\r\n\r\nLittle wonder more retailers are going through brand-led, brand-consolidation processes that make more practical and emotional sense. So next time you have a conversation around private label metrics for success, think about these questions: How are you going to market? What are the roles of the brands? Have you considered the power of equity and loyalty? Who are we creating this brand for and why? Once you do…chances are your bottom line will thank you.\r\n\r\nRead more: www.mypbrand.com/2014/05/19/how-do-you-measure-success', 'How Do You Measure Success?', '', 'inherit', 'closed', 'closed', '', '1920-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1920, 'http://cbx.cappendev.com/1920-revision-v1', 0, 'revision', '', 0), (2906, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    New York, NY, January 3, 2012 – CBX was a winner in the 2012 HOW International Design Awards. U by Kotex* received a Merit Award in the Packaging (consumer goods CD’s, etc.) Category:\r\nU by Kotex* (Kimberly-Clark) – CBX helped redefine the feminine product category by designing a new product line featuring tampons, liners and pads targeting 14 – 22-year-olds. Black packaging accented with bright colors signals a revolution in feminine care and presents an image that is sleek, upscale and bold.\r\n\r\nWinning entries will be featured in the 2012 HOW Design Annual, showcased in the online competition gallery archive and displayed in the Gallery of Stars at HOW Design Live.\r\n\r\n', 'HOW International Design Awards Recognizes CBX', '', 'inherit', 'closed', 'closed', '', '1582-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1582, 'http://cbx.cappendev.com/1582-revision-v1', 0, 'revision', '', 0), (2907, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'When London International Awards (LIA) became the first global awards to recognize the role of naming last year, they didn’t quite realize what they’d started.\r\nThe impetus back in 2015 was the “What About Naming” campaign launched by New York-based brand agency, CBX, aiming to give the power of language in branding its own recognition.\r\n\r\nBut a phenomenal response to including Verbal Identity as a section in the Design Jury was followed by even more ‘What About….?’ questions from agency chiefs:\r\n\r\nWhat about the power of a great endline? What about the impact of a unique tone of voice? What about effect of brilliant copywriting?\r\n\r\n“Verbal Identity is much more than just a design category,” explains Barbara Levy, Founder and President of LIA. “It has many components, and thus deserves its own jury. LIA thought it was a great idea to create a separate medium with individual categories for the many elements and to invite a panel to judge it.\"\r\n\r\nSo this year, LIA further cements its position as one of the world’s most progressive and forward-thinking competitions by introducing Verbal Identity for the first time in advertising awards history as its own medium with a standalone jury.\r\n\r\nPresiding over this year’s Verbal Identity Jury will be Chris West, Founder of Verbal Identity Ltd. in London. On the decision to appoint Chris, Barbara comments: “Chris, whose company is appropriately named Verbal Identity, actually called us last year after seeing that we’d added Verbal Identity as a category [in Design]. He explained the many facets of Verbal Identity to us, his great passion for words and his enthusiasm for LIA recognizing their importance to the industry laying the groundwork for where we are now with the medium. We invited Chris to be the inaugural Jury President and he gladly accepted.”\r\n\r\n“My ego is now rampant – I think I’ll be a monster!” jokes Chris about the honour of being the first-ever Verbal Identity Jury President. “Luckily, the jury is composed of some of the best writers and namers, all with outstanding experience, from across the world. We understand language like others understand visual identity or numbers.”\r\n\r\nJoining Chris on this year’s maiden Verbal Identity Jury, among other notable names, will be Rachel Bernard, CBX’s Vice President of Verbal Strategy. “She’s the best of the best with her skill set,” says Rick Barrack, Chief Creative Officer of CBX and 2015 LIA Design Juror. “I’m excited to see the winners from this year’s entries and you can rest assured that damn good work will be honored.”\r\n\r\nThe jury will encompass skill-sets from all around the world. Amanda Liu will represent China’s leading naming agency, Labbrand Brand Innovations. The world of business is recognized by the inclusion on the jury of one of the most well-read writers on writing: the Wall Street Journal’s Ben Zimmer, who has a regular column in the WSJ. Steve Martin of Eat Design will be joining the jury from Japan. And one of the UK’s most highly respected ad agency writers, Sean Doyle, completes the group of linguistic experts.\r\n\r\nSays Chris: “The industry is changing. Clients are asking for a strong verbal identity like they used to insist on a clear and consistent visual identity. When 8 out of 10 channels are dominated by language, it’s never been more important. Language means so much to us; words reveal how we categorize the world and that’s crucially important in branding - it’s language which starts to build concepts and brands.”\r\n\r\nThe LIA 2016 Entry System is now accepting entries. The initial Entry Deadline is 10th June. Judging will take place in Las Vegas from 6th October to 14th October. The shortlists will be announced as each judging session concludes, with Winners being announced 8th November. For more information on submissions and eligibility, please visit http://www.liaawards.com/enter/eligibility/\r\n\r\nOriginally published on LIAawards.com', 'How LIA is Finally Giving Verbal Identity the Recognition it Deserves', '', 'inherit', 'closed', 'closed', '', '2213-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2213, 'http://cbx.cappendev.com/2213-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2908, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Belsomra is a hell of a drug.\r\nFor an insomnia medication, this was a real breakthrough. The pill is an orexin inhibitor that targets the pathways of the brain which keep us awake, effectively shutting them off and telling the brain to go beddy-bye.\r\n\r\nBut because of the type of drug it was, it had to be packaged in a blister pack, not just to keep a prying child’s hands away, but because it would ruin the efficacy of the drug. Seems reasonable enough, right?\r\n\r\nNow imagine that you haven’t slept since you don’t know when. Maybe you’re worried about losing your job. Maybe you have a couple kids that take up every last minute of your day. Maybe you have a set of nightly rituals and if one goes wrong, you know you won’t sleep tonight. Did you draw a warm bath? That First Rain incense burning? The heightened state of anxiety that plays out is just as routine as the sleepless nights.\r\n\r\n“These are people whose lives and health are in jeopardy,” CBX Strategy Director Brian McDonagh says. “So here’s a medication that may solve all of your problems, but best of luck getting it out of the package.”\r\n\r\nAccording to Brian, there’s a disconnect between the various drug manufacturers and medical device makers and the consumers they help. “Their focus, and rightly so, has been on the solution and the drug,” he says. “That whole mindset is about process, control, and rigor. You don’t want something to end up on the market that’s ineffective or dangerous. It’s basically the scientific process—test, repeat, verify. Everything about that is methodical and clinical.”\r\n\r\nSo how can designers eliminate all the of the physical, perceptual, and emotional barriers for patients along the way?\r\n\r\n\"\"\r\n\r\nIn the case of Belsomra, CBX had the opportunity to make the packaging much more functional. Because the chemical integrity of the pill couldn’t be compromised, the blister pack wasn’t something that could be entirely eliminated. The packaging first came as a large rectangular box of blisters with even more boxes inside as well. They cut out the extraneous packaging waste while reducing the cavity size of the blister so that it was less a gigantic brick of plastic and more like a smartphone. They also improved the opening and closure of the product so that it’s much more navigable—now, there’s a clear front and back.\r\n\r\n“You have to have an empathy gene,” Brian says. “That’s the hidden gem in all of this. Everyone I’ve worked with—whether it was a medical device or a vaccine—99.9% of these guys really want to help people.” But no matter how groundbreaking or effective the drug, if it doesn’t get inside the person’s body in the right way at the right time, then what’s the point of making it?\r\n\r\nBut in order to do this, the most important thing, Brian says, is getting out there and understanding the client. “You have to go and talk to people,” he says. “You have to go into where they live and work and observe. Be immersed as much as you can.”\r\n\r\nSo where is medical packaging going? Does medicine even need to look like medicine? Just because a bottle has a screw-tap today doesn’t necessarily means it needs to be that way tomorrow. Epinephrine doesn’t need to be administered from a $600 gluestick. Just look at the EpiPen’s competitor Auvi-Q with it’s slim, easily-portable and helpful design.\r\n\r\n“No one wants to be reminded that they’re sick, Brian says. “A lot of stuff coming out is bright and optimistic—it doesn’t look clinical.” Part of that comes down to how we speak to patients, and designers can remove that stigma that comes from being sick. How do you let them own it and not be ashamed?\r\n\r\nDesigners also need to be aware that most medicines will soon be connected to your smartphone. In the case of schizophrenia medication Abilify MyCite, a small microchip is embedded with the drug that digitally tracks whether or not a patient has taken their medication. Understanding the relationship between how we package medicine, how we’re signaled to take it and how it connects to our lives as an everyday object needs to be considered.\r\n\r\nBrand managers and designers can help bridge the gap and do the heavy lifting that medical providers cannot, so they can instead focus on developing the products that can potentially save our lives. Designers can help make the products more human, easier to use.\r\n\r\n“After all,” Brian says, “a pill not taken helps no one.”\r\n\r\nOriginally published in The Dieline', 'How Medical Packaging Can Stop Sucking and Start Saving More Lives', '', 'inherit', 'closed', 'closed', '', '2304-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2304, 'http://cbx.cappendev.com/2304-revision-v1', 0, 'revision', '', 0), (2909, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'The beleaguered electronics retailer wants to get back to its roots: being MacGyver to MacGyvers.\r\nDuring the Super Bowl, RadioShack aired an ad that kicked off the retailer\'s new \"Do It Together\" marketing campaign. Two zoned-out red shirts stand in an old outlet-mall RadioShack store. The doors bust open. Enter Hulk Hogan, Cliff from Cheers, Mary Lou Retton, Alf, Sargeant Slaughter, and others. They scour the premises for their favorite stuff and carry everything out the door, leaving the red shirts standing alone in the dust. The tagline? \"The \'80s called. They want their store back.\"\r\n\r\n\r\n\r\nCool ad, but it missed the point. It\'s the Radio Shack of the 2000s, and even the 2010s, that people hate. Some crappy smartphone outlet store replaced the RadioShack many of us knew and loved. Many of us are still nostalgic for the original do-it-yourself store of the \'80s--a place of weird computers, cool robot kits, strange circuit breakers, and random electronic circuitry that taught many of us to love tech. That\'s the store--in spirit, at least--that we want back. And thanks to a team-up with CBX, the same branding firm that reimagined Duane Reade, RadioShack is trying to get back to the roots of what made the company great.\r\n\r\nIn recent years, RadioShack has found itself in serious trouble. In fact, compared to what its stock was worth in July 2007, RadioShack\'s stock has lost more than 95% of its value in just the past seven years. In 2013, RadioShack lost $3.04 per share; the losses causes the once ubiquitous electronics outlet in March to announce the closure of 1,100 stores. And in 2012, the board fired the company\'s CEO as well as replaced most of the senior executive team. The message was clear: RadioShack either needs to find its way in a post-Apple age, or die out for good.\r\n\r\nAs part of an aggressive redesign across its 8,000 retail locations, the electronics retailer is trying to marry the RadioShack of the \'80s--a neighborhood meeting hall for tinkerers, makers, and electronics enthusiasts--with the sophisticated experiential design today\'s consumers have come to expect.\r\n\r\n\"When we started talking to customers to see how to remake RadioShack, what we discovered was whether they loved us or hated us, they still had a lot of passion for the brand,\" says RadioShack chief marketing officer Jennifer Warren. \"For the people who hated it when RadioShack started focusing on smartphones, they still had positive memories of RadioShack from the \'80s as this place where inventors and makers got their start.\"\r\n\r\n\"\"\r\n\r\nFor its rebranding, RadioShack is trying to get this mojo back. The company is embracing the maker spirit, turning space back over to such gear as 3-D printers and robot sets. In RadioShack\'s new Boston custom concept store, there is meeting space in the back to encourage DIY types to come in and collaborate on projects. And although much of RadioShack\'s floor space still goes to smartphones, the company is trying to do a better job of integrating the phones into the company\'s maker heritage.\r\n\r\n\"It\'s important to realize that mobility has been a part of RadioShack\'s heritage ever since the days of pocket FM radios,\" says Merianne Roth, RadioShack\'s vice president of communications. \"We might not have gotten the balance right in the past, but if you look at how people use smartphones these days, it\'s the thing that connects all these other things in your life. It\'s how makers control all of the cool things that they make. And that\'s something we really want to highlight.\"\r\n\r\nAnother central tenet of the RadioShack redesign is interactivity. In an age of ubiquitous online shopping, people go into physical stores to experience the products they want to buy before actually buying them. The new RadioShack lets customers try out headphones or speakers for themselves and lends a hand with sleek touchscreen displays that let shoppers compare and contrast different models with just a tap.\r\n\r\n\r\n\r\nAs part of its rebrand, RadioShack is also trying to more clearly establish the store\'s position as a part of local heritage. In three custom concept stores, the nearly 100-year-old chain incorporates distinctive visual elements of each location--Fort Worth, Manhattan, and Boston--into the in-store aesthetic. Not every store will get this personalized treatment, but in the case of the recently opened Boston custom concept store, the store\'s sleek interactive interior is set in relief by reclaimed wood and hemp rope evocative of the tall clipper ships of Boston Harbor\'s famous waterfront.\r\n\r\nBut, ultimately, the rebrand is about is getting back to a place where makers once more feel comfortable walking into a RadioShack and making their inventions a reality. RadioShack intends to rigorously pursue this initiative as it continues to rebrand its retail stores in 2014.\r\n\r\n\"Historically, RadioShack has been the MacGyver for MacGyvers, the place where makers who know how to do 80 percent of what they want to accomplish go to get the next 20 percent,\" Roth says. \"So that\'s what we\'re trying to get back to. The only difference is that everyone is a MacGyver now, which means we\'ve got to step up our game.\"\r\n\r\nRead more: www.fastcodesign.com/3029533/with-rebranded-stores-radioshack-tries-to-find-its-way-in-a-post-apple-age#8', 'How RadioShack Got Its Groove Back', '', 'inherit', 'closed', 'closed', '', '1929-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1929, 'http://cbx.cappendev.com/1929-revision-v1', 0, 'revision', '', 0), (2910, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    \"\"By Rick Barrack:\r\nOnce heralded as an innovative strategy to draw in holiday shoppers, the concept of the temporary store, or \"pop-up,\" has quickly become as prevalent as the average corner bodega. Now pop-up stores are more like The Boy Who Cried Wolf: since they appear so often, they\'ve lost their cultural caché and are as expected as any other marketing ploy.\r\n\r\nMaybe this is why my ears perked up when I heard about a new pop-up store at luxury British department store Selfridges? for Marmite. Yup, Marmite: That sticky, dark brown paste made from yeast extract, that Brits either love or hate. The Selfridges shops in London, Birmingham, and Manchester will feature 150 different Marmite-inspired products, in turn elevating the brand from supermarket product to hipster must-have. Now that\'s cool: the perfect mix of high and low.\r\n\r\n\"\"\r\n\r\nThe Marmite pop-up store features Love/Hate graphics illustrating the disagreement that divides Great Britain.\r\n\r\nSuch inventiveness got me thinking about other (somewhat maligned) brands that could do something really cool with the pop-up. And who better to benefit during this crazy holiday season than that oft-scorned government agency, The United States Postal Service? The post office is the one place almost everyone has to go during the holidays at least once, so more temporary locations would actually be useful to their customers. Plus, the USPS is an organization that could really employ the pop-up medium for some serious brand realignment -- using a fun, festive space to update their image as a dysfunctional, stodgy, unfriendly destination. So here\'s what we\'re thinking: A USPS \"pop-in.\" To distinguish the stores from the regular USPS, we would call it USPS Holiday Express, to convey its speed and efficiency.\r\n\r\nWe\'d place a USPS Holiday Express in major city hubs like Bryant Park in Manhattan, Millennium Park in Chicago, Union Station in Washington, DC, as well as in prime location in department stores and at major retailers, such as Macy\'s and FAO Schwartz, hence the \"pop-in\" reference. We might also set them up within 24-hour Apple stores.\r\n\r\nFollowing in the footsteps of Black Friday trends (and to beat the mid-day chaos), USPS Holiday Express would be open from 6:00am to 12:00am (to cater to people before and after work).\r\n\r\nA wall of sleek, friendly kiosks, called \"The Eagle\" to represent the speed with which you can mail packages/buy postage, will usher customers in and out of the pop-in store quickly and with little stress. Sleek, oversized drop-off windows will also be featured around the store.\r\n\r\nTo overcome the image of the USPS as a stodgy, outdated agency, we would offer a limited edition holiday stamp collection with artwork by hot contemporary artists, possibly in partnership with a modern art museum. This artwork will be promoted on the flat-screen TVs adorning the pop-in spaces.\r\n\r\nCasually dressed USPS Holiday Express Concierges, similar to Apple Geniuses, will walk around the pop-in store with electronic neck badges that enable them to print/scan postage in seconds. Upbeat, perky and attractive, they will be the complete and utter contradiction of the curmudgeonly postal worker.\r\n\r\nAs part of a possible Apple partnership, we would create a special USPS app that could be used to print labels and postage right from your home computer or from iPads in the store, so all you need to do is drop off your packages at the USPS location.\r\n\r\nFor those doing their mailings in the early morning or later at night, there could be an Indicia Coffee Bar.\r\n\r\nNow, we\'re not saying the USPS Holiday Express is guaranteed to soothe the postal service woes of weary holiday shoppers needing to send a fruitcake to Aunt Nan in Nevada. But they certainly couldn\'t hurt, and they would unquestionably raise the cool quotient -- at least temporarily -- of a government agency desperately in need of a makeover. And with any luck, the shops might just get other businesses to think \"out-of-the-box\" (deliberate mail reference) about ways that they can freshen up the pop-up, too.\r\n\r\nhttp://www.fastcodesign.com/1662902/how-the-usps-can-rebrand-itself-clever-pop-up-shops\r\n', 'How the USPS Can Rebrand Itself: Clever Pop Up Shops', '', 'inherit', 'closed', 'closed', '', '1560-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1560, 'http://cbx.cappendev.com/1560-revision-v1', 0, 'revision', '', 0), (2911, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    \"\"By Todd Maute:\r\nA private label brand portfolio can be one of a retailer’s most powerful marketing tools, helping to keep its merchandise mix fresh and relevant in a rapidly changing marketplace. When the brand portfolio is properly aligned with the store experience and other marketing messages, it also helps foster a clear brand positioning in the minds of consumers. By creating private label as a marketing tool rather than just a price alternative, retailers gain the opportunity to tell a complete brand story while simultaneously boosting customer loyalty.\r\n\r\nSuccessfully achieving this objective requires a retailer to understand who its customers are and when, why and how they shop. They need to study the market and the competition intimately and to develop a strategy that targets key customers while at the same time drawing in new ones. Retailers that can execute flawlessly will be in a good position to leverage private label as a tool to build their desired brand image.\r\n\r\nPerhaps no retailer in recent memory has executed on a private label brand strategy as successfully as Duane Reade, the venerable New York City drug store chain that was subsequently acquired by Walgreen Co.\r\n\r\nDuane Reade launched an extensive research effort to help it better understand its customers and market, and it used those findings to determine key areas of focus. The insight led to a strategy that focused on convenience, beauty and health, with an overall mantra of “New York Living Made Easy.” Critical components of the chain’s rebranding effort included a radical redesign of its stores and the focused development of a clear private label portfolio that addresses key learnings from the consumer research initiative. Marketing efforts then were targeted on what that research identified as being most important to New Yorkers.\r\n\r\nThe retail design strategy was focused on creating a new image for Duane Reade that would appeal to demanding New Yorkers. At the same time, the private brand strategy focused on leveraging the chain’s New York heritage and its hometown consumers’ desire for unique products coupled with everyday value. Duane Reade drove the business by integrating product development and great design, followed by outstanding merchandising at store level.\r\n\r\nOn the beauty front, it decided to leverage that it was in a market with intelligent, trendy, forward-thinking consumers. Rather than trying to compete with price-driven retailers, Duane Reade made beauty a key platform, using unique brands and private label beauty products to drive traffic, boost margins and differentiate it from competitors. It also saw an opportunity to grab some share from up-market channels such as department stores and specialty cosmetics shops.\r\n\r\nIts health and wellness strategy was built around revamping the pharmacy, and the convenience component sought to take advantage of New Yorkers’ fast-paced, time-sensitive needs. The convenience factor was addressed through the development of unique and differentiated food products as well as items that offered New Yorkers great value in key categories.\r\n\r\nOur firm helped Duane Reade create a multiple brand strategy, starting with deLish, an upscale line of food products that were unique and different from the competition, all wrapped in a New York-style design. We redesigned the DR O-T-C brand to fit nicely into the clean and contemporary stores. The chain also had a cosmetics utensils line called Apt. 5 that lacked relevance in the new strategy, so we changed that brand to cover a line of household items, cleaners, mops and other essentials New York City apartment dwellers need. Finally, Duane Reade knew that even affluent customers are price-conscious, so we created an unnamed value-driven brand featuring New York City landmarks such as the Statue of Liberty, Brooklyn Bridge and the city’s subway system. The goal was to support the chain’s New York focus and to appeal to loyal New Yorkers.\r\n\r\nThe private label program was an integral part of a broader go-to-market strategy that included revamping its loyalty program, launching a new marketing campaign and delivering unique events at store level.\r\n\r\nSince the overarching strategic element differentiating Duane Reade from its competitors was its intrinsic “New York-ness,” that became a unifying theme in everything from package design and graphics to in-store signage. Everything worked together to endorse the idea of “New York Living Made Easy.”\r\n\r\nIn developing a private label expression that aligned precisely with its retail brand strategy, and desired image with New York customers, Duane Reade now offers New Yorkers a shopping and product experience that is 100 percent unique to them -- quite the aligned strategy!

    \r\n\r\nhttp://www.storebrandsdecisions.com/news/2011/08/16/how-to-develop-a-private-label-expression-aligned-with-retail-brand-strategy\r\n', 'How to Develop a Private Label Expression Aligned with Retail Brand Strategy', '', 'inherit', 'closed', 'closed', '', '1548-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1548, 'http://cbx.cappendev.com/1548-revision-v1', 0, 'revision', '', 0), (2912, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    \"\"By Rick Barrack:\r\nUh-oh, could it be bad news for national brands? It looks like more and more retail stores are finally beginning to “get it.”\r\n\r\nRetailers are increasingly starting to work like independent national brands, not just real estate agents who sell other people’s brands. Nowadays, to retain customer loyalty, stores cannot simply offer low prices. They have to provide better products, better service, and a better experience—in other words, build themselves as a brand and act like a marketer. In doing so, they are focusing on the consumer by making the shopping experience easier, more engaging, and ultimately, more enjoyable.\r\n\r\nAs stores become more powerful marketing tools, the role of package design has become essential to success. National brands must learn to tell their own story within the new “store-as-brand” paradigm, in which retailers are branding their own store displays and beginning to leave national brands out of the mix.\r\n\r\nRemember when store brands were found in generic-looking packages? At some point, there was a shift, and store brands started designing packaging to be category-specific to “knock off” the design of the leading national brand that competed against them. Today, the trend is for stores to build their brand by creating one identity system and using it across all packaging throughout the store. On one hand, it helps create a consistent look for the brand. On the other hand, it also can dilute the brand image.\r\n\r\nAs a result, there is plenty of opportunity for national brands to compete effectively against this surge of private-label brands. One key is providing a meaningful point of difference that elevates the value of the national brand in the consumer’s mind. Meaningful brands deliver value beyond products that compete largely in terms of lower price.\r\n\r\nSafeway and Procter & Gamble reflect two different approaches to creating value for shoppers. Safeway’s Eating Right brand leverages packaging color and graphics to deliver a single message—good for you. It does so across the brand’s multiple product lines. But national brands have the wherewithal to use packaging to establish category leadership.\r\n\r\nCozying up to consumers\r\nProcter & Gamble, for one, looks to establish a deeper relationship with its consumers. Instead of using the same branding and graphic approach for Tide, Herbal Essences, Febreze, and Charmin, P&G has created unique identities for each brand. The packaging communicates P&G’s expertise within each product category.\r\n\r\nThe notion of a meaningful difference also extends to the package structure. This is one area where national brands should look for differentiation, because private-label brands often can’t shoulder the costs of more inventive package structures.\r\n\r\nBrand owners should ask themselves three questions when considering differentiating through structure. First, how can I use shape and materials to provide aisle disruption in my category? Second, what are the packaging gaps that offer unmet consumer needs in my category? And third, how can I use structure to create an attention-getting package that drives impulse sales?\r\n\r\nOther national brands provide a meaningful difference to their private-label counterparts as well, and we will examine those later. First, let’s take a trip around the store to see how retailers are re-creating themselves as a brand.\r\nJust as Starbuck’s changed the coffee culture, specialty retailers like Whole Foods and Trader Joe’s have gotten closer to the consumer and created a devoted following.\r\n\r\nA unique positioning and “personality” is key for retailers in creating a powerful brand. Trader Joe’s makes its stores more approachable by creating a voice that is quirky, fun, and engaging. The company has a unique story, and it is reflected in everything from product selection to the stores’ distinctive chalkboards and signage. Even the employee uniforms (Hawaiian shirts) are memorable.\r\n\r\nWhole Foods is also very disciplined in its philosophy and brand strategy, from its in-store communication to its all-natural products. The brand, emphasizing health and wellness, has been instrumental in taking organic products mainstream.\r\n\r\nLight illuminates the picture\r\n\r\nThe design and layout of a store is critical to a retailer’s success. Lighting, color, texture, and graphic materials contribute to creating a cohesive brand. Pathmark’s recently redesigned supermarkets are a prime example.\r\nCustomers entering the Pathmark store in Edgewater, NJ, immediately notice a new Produce Market featuring freestanding wood fixtures, specialty lighting, and a richly toned, warm color palette from floor to ceiling. Adjustable track lighting animates the fresh produce that surrounds the department and makes the products seemingly jump off the displays.\r\n\r\nFurther enhancing the produce department is signage containing eye-catching photography of fresh fruits and vegetables, combined with phrases such as “Just Picked,” “Farm Fresh,” and “Vine Ripened.” These claims reinforce Pathmark’s “Go Fresh, Go Local” positioning. That theme is reflected throughout the store.\r\n\r\nTogether, these merchandising and design elements are intended to project a sense of authenticity by reinforcing Pathmark’s connection to the New York tri-state area, where the company operates the majority of its stores. For example, the deli has been branded “The Original 59th Street Delicatessen” and the bakery is called “Chelsea Bakers.” Both are reminiscent of old-style New York shops. Likewise, stainless accents and bleached wood panels give “Chesapeake Seafood” a svelte, clean veneer, suggesting a fresh catch from local shores. The goal is to drive home a sense of the familiar while communicating the idea that Pathmark—a genuine homegrown retailer—is the place for local specialties.\r\n\r\nSome supermarkets provide layout innovations to help differentiate their stores and create a more streamlined look. Their ergonomically oriented layouts make stores more customer-friendly. “Convenience-store” formats provide a store-within-a-store area that enables shoppers to pick up a few items without having to explore all the aisles. In addition, many stores use engaging in-line features and interactive point-of-purchase displays. Both of these aids help communicate brand messages and make shopping more fun and interesting.\r\n\r\nThe maturity of private-label brands\r\n\r\nThe Store as Brand concept is extending into retailers’ own packaged goods. Retailers’ increasingly sophisticated packaging strategies include more robust use of color and photography to appeal to the senses. These tactics are encouraging consumers to take a closer look at private-label brands.\r\n\r\nThe private-label concept began as a cheaper alternative to national brands. It was positioned to the right of national brands and was 20% less expensive. But during the past several years, enormous improvements in package design and materials, product quality, and consumer segmentation have changed the playing field. Subsequently, smart private-label strategies have allowed supermarkets to compete with the Whole Foods and Trader Joe’s of the world. Today, private-label brands are receiving more prominent shelf space than ever inside the store, as retailers understand the importance of their own products in making their stores shopper destinations.\r\n\r\nThe ultimate litmus test of a private-label brand is whether it can stand on its own. Safeway, for example, changed its product mix, added variety, and built huge, successful private-label lines. Both Safeway’s “O” organics line (designed to compete with Whole Foods), and its “better-for-you” brand, Eating Right, will be sold at competing grocery chains this fall. Eating Right leverages an uncluttered package design, making the product name an art element, positioned prominently in a green square on the label of each product. This single message on each package, suggesting a healthful product, transcends many product categories. National brands typically can’t match such broad exposure around the store.\r\n\r\nEach of these in-store branding tactics—layout, point-of-purchase displays, and private-label packaging—has become profoundly more sophisticated. For national brands to survive in this environment, their packaging will have to create a meaningful point of difference and also provide visual disruption in the store aisle.\r\n\r\nWho is doing it well? Take a look at recent developments in packaging for StarKist and Splenda.\r\n\r\nIn response to consumer needs, StarKist introduced tuna in a distinctive package for the category—a retort pouch shelved amid a sea of stacked tuna cans. StarKist’s structural evolution provides several benefits for the consumer. The retort pouches are easy to open, portable, and eliminate the mess associated with draining liquid from a can.\r\n\r\nBeyond addressing multiple consumer needs, the package structure creates more “real estate” for staging and building the brand. Graphics that appeared very small on a can are much larger across the label area of a pouch.\r\n\r\nSplendid Splenda packs\r\n\r\nIn the sweetener aisle, Splenda recently introduced a line of “minis”—small dissolving tablets—in a portable dispenser that hangs from a shelf peg. This product form and its packaging differentiate Splenda from other sweeteners and visually set it apart. As a result, consumers can find the product more easily, encouraging impulse purchases.\r\nBy funding their R & D and marketing efforts, national brands can embark on package redesigns and product innovations that are the direct result of category, consumer, and market changes. These strategic initiatives will allow national brands to continue to survive and thrive in the ever-changing retail environment.\r\n\r\nWhen all is said and done, the burgeoning Store as Brand philosophy can be a win-win for both retailers and national brands. Consumers will always seek out stores where shopping is easier and they’re confident of finding superior products and value. Retailers’ long-term profitability will be linked to providing quality brands and satisfying shopping experiences. As long as national brands and retailers continue to develop these partnerships, each will find loyal customers and reap bottom-line rewards.

    \r\n\r\nhttp://www.packworld.com/package-type/bagspouches/how-succeed-new-store-brand-world', 'How to succeed in the new \'Store-as-Brand\' world', '', 'inherit', 'closed', 'closed', '', '1574-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1574, 'http://cbx.cappendev.com/1574-revision-v1', 0, 'revision', '', 0), (2913, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Nancy Brown\r\nThere are brands that have lived in our hearts for decades, which we have stocked in our pantries and come to depend on year after year. Marketers call these heritage, or classic, brands. They’re the ones loyalists will continue to buy no matter what. Or, will they?\r\n\r\nWith more competition in virtually every category in the store and the elevation of private label to private brand status, some of these classic brands need to re-examine their recipes for success. By doing so, they will stay relevant with their loyal consumers while demonstrating a reason to be considered by newcomers.\r\n\r\nSome truly iconic companies — such as Hamburger Helper and Ritz — have kept their brands fresh and remained favorites with consumers. How? By applying one or more of the following four fundamental strategies: maintaining relevance, leveraging their equities, differentiating themselves from their competitors, and innovating.\r\n\r\nMAINTAIN RELEVANCE\r\n\r\nIn today’s ever-changing world, there are many different ways of learning about and purchasing products. Additionally, today’s consumer behavior is increasingly influenced by time-management pressures, changing taste preferences and nutritional concerns such as organic, gluten-free, local grown, etc., etc., etc. To stay relevant under these conditions, even trusted and familiar brands must adapt. They can do so via product reformulations, line extensions, new usage occasions, repositioning or simply updating their brand presentations.\r\n\r\nHamburger Helper provides a good example. The brand was launched when “convenience” was a new concept, and Hamburger Helper became shorthand for quick and easy meals consumers had a hand in preparing. In recent years, however, the brand has faced significant competition from a wide range of new meal solution products. To keep its core consumers and attract new ones, Hamburger Helper went on the offensive. With all of this new competition, it needed to reclaim its territory. For starters, the packaging was dramatically redesigned, including a significant rebranding. “Helper” was enlarged to reinforce the convenience aspect, and the helping hand character — an iconic representation of the brand proposition — was given significantly more prominence. New product introductions like single-serve microwave cups, Helper Complete Meals (which include the protein) and whole grain varieties address consumers’ evolving tastes while still “helping” get dinner on the table.\r\n\r\nOrganic Valley, founded in 1988 (a “classic” as far as organic products go), has become a leader in the production of organic milk products. But in the age of organic everything (so much so that the claim has become a bit untrustworthy and vague), Organic Valley needed to do something to define itself in terms that really meant something to consumers. For the 2013 redesign of the brand’s milk cartons, the entire back panel is devoted to a statement — in an oversized font — about the product’s origin: “We Give Our Animals the Greenest Pastures and They Give You Delicious and Nutritious Milk.” A paragraph speaks to the way the cows are raised, sent out into “lush, organic pastures for fresh air, exercise and grazing,” and another panel describes what the cows eat (and don’t eat) and the vitamins found in the milk. To be a leader in this category, Organic Valley knows it has to give customers the proof they need to believe the brand proposition.\r\n\r\nEMBRACE YOUR EQUITIES\r\n\r\nThe idea of capitalizing on one’s equities — the design elements consumers associate with your brand — seems rather obvious. But, in fact, it’s not always so easy to determine which elements should be retained, which need enhancement, and which ones are actually detrimental and should be abandoned — even if they’ve been around for a long time.\r\n\r\nKraft Macaroni & Cheese was always known as “the blue box.” This is great in terms of having strong associations but is limited in terms of being distinctive; any private label maker of macaroni and cheese could make its box blue and thereby ride on Kraft’s coattails. So, Kraft did something about it. First, the brand updated the specific treatment of blue it was using. Then, it created an iconic expression of its brand proposition by instituting a new brand equity element — the elbow macaroni smile — and incorporating it into its brandmark. The move was brilliant, and consumers responded enthusiastically.\r\n\r\nM&M’S is another iconic brand that re-examined what had made it so successful. The brand had been playing up its colorful candy characters for years, but to its surprise, a strong consumer finding in equity research was that people experience a warm sense of nostalgia when they hear M&M’S being poured into a bowl. A-ha! Why not combine the bowl and the candy? The redesigned packaging did just that, by showcasing the characters having fun in various bowl scenarios that highlighted the candy variety and seasonal occasions.\r\n\r\nDIFFERENTIATE FROM COMPETITION\r\n\r\nConsumers today have more choices than ever before, and most brands’ competitive sets have changed dramatically over the years. As a result, it is more important than ever to stand out on shelf and provide a compelling reason for consumers to consider your brand as a viable choice. It is crucial to understand how you can stand apart from your competitors while still being appropriate in the category.\r\n\r\nKotex was a brand that had basically disappeared in the feminine hygiene aisle. With a quiet design that was consistent with the category norms of pastel colors and floral designs, there was nothing that made a customer stop in her tracks and choose Kotex over the competition. That was, until the day when a sassy black box showed up on shelf and made everyone take notice. By introducing all-black packaging, bold type and a new name that spoke to the current generation of millennial girls, we helped U by Kotex* revolutionize the category and usher in a whole new era for feminine care products.\r\n\r\nAnother brand that shook up its category in a big way was Splenda. For many years, users of artificial sweeteners knew to “look for the pink packet,” which was how Sweet’N Low was known. When Equal — a different type of artificial sweetener — was introduced, it easily differentiated itself by using a blue package. Then came Splenda, a sweetener that was closer to real sugar in format and whose taste consumers overwhelmingly preferred. In order to stand out on shelves among the well-established pink and blue offerings, Splenda needed its own strong visual presence and chose the color yellow to make its stand. It was a prophetic choice. The brand not only stood out on shelf, but its distinctive yellow packets were easily recognized on restaurant tables and quickly found in the bottoms of large purses. And the yellow brand soon shot past pink and blue to overtake the category.\r\n\r\nREMEMBER TO INNOVATE\r\n\r\nInnovation can mean adding a new flavor, changing form, delivering new functionality — or it can simply mean thinking of something that nobody has thought of before.\r\n\r\nRitz, America’s favorite cracker, has successfully innovated through form and function. Faced with a plethora of competition in the snack food aisle, the product has changed form through Ritz Bits, Crackerfuls (sandwiches with cheese, peanut butter or chocolate in their centers) and Toasted Chips in flavors like Sweet Home Sour Cream & Onion and Western Ridge Peppercorn Ranch. But the brand hasn’t stopped there. Ritz looked at the way consumers used and consumed its products and introduced Fresh Stacks, smaller rolls of the crackers that can be easily packed in lunchboxes or thrown into mom’s bag for car trips.\r\n\r\nGerber, the longtime leader in baby food, has innovated to meet consumer demands for organic foods with a line of organic products, as well as new product forms. Its growing organic line includes everything from cereals to snacks to meal options.\r\n\r\nResponding to consumers’ desire for portability, the company now provides baby food offerings in a pouch format that is demonstrably distinctive from the mainstay glass jars.\r\n\r\nAnd going beyond food for infants, Gerber provides products for all phases of a child’s life: Birth, Supported Sitter, Sitter, Crawler, Toddler and Toddler 2+. By looking at changes in the category and thinking about busy parents’ lives, Gerber is now trusted by a whole new generation of parents who want to feed their babies and children the very best food possible.\r\n\r\nA deep-seated brand in the laundry detergent aisle, Tide has innovated by combining Downy fabric softeners and Febreze odor remover into its mainstay detergent product. Additionally, the brand has created convenient new forms such as pods (no measuring required) and Tide to Go stain sticks, where the Tide product is in a handy pen form that can be used for quick touchups anywhere, anytime.\r\n\r\nThe brands cited here have all learned that being a “classic” doesn’t have to mean you are stodgy, boring or outdated. By staying in step with current trends, remembering what made you so special in the first place, keeping an eye on the competition, and investing in innovation, you can ensure that your brand ages not only gracefully but also profitably as well.\r\n\r\nRead More:www.brandpackaging.com/articles/84704-how-to-contemporize-a-classic-brand', 'How to: Contemporize a Classic Brand', '', 'inherit', 'closed', 'closed', '', '1953-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1953, 'http://cbx.cappendev.com/1953-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2914, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'The story behind the iconic shape that came to symbolize the c-store chain\'s brand promise\r\nThe angled, wing-shaped canopy that covers Wawa’s fuel islands is as powerful a branding tool as the price sign—if not more so. How it came to be an iconic element of the chain’s sites is a story about how design can elevate a brand.\r\n\r\nIn the mid-1990s, the Wawa, Pa.-based chain was looking to enter the gasoline business and wanted to make a statement with its fuel island. Mariellyn Zeock served as Wawa’s manager of architectural design at the time. She had never designed a fuel canopy before but was tasked with coming up with design ideas for that first fuel site in Millsboro, Del. So she drove around the area to look at local examples.\r\n\r\n“I noticed that they were all the same—all really heavy on top,” Zeock, now retired, told CSP Fuels. “What if we just made it lighter, thinner and exposed the structure?”\r\n\r\nThe architectural team—which included Zeock and the late Jim Dodrill—got the go-ahead to pursue the idea from Peter Gilligan, then director of construction and engineering (and the recently retired vice president of real estate for Wawa). Dodrill worked with lighting designer Kristin Keilt to mock up a preliminary model of the canopy.\r\n\r\n“Jim and I had a very synergistic relationship,” Keilt told CSP Fuels. “He would not just design the form and hand it off to me to light it—we would have the key conversations, and ask the right questions.”\r\n\r\nDodrill and Keilt wanted to design the canopy around people, so they visited competitors’ sites at night to get a feel for the market norm.\r\n\r\n“Everyone seemed to be creating canopies that were a glare source—a high level of glare and a high light output,” said Keilt, who today oversees lighting design for Lowe’s Cos. Inc., Mooresville, N.C. “It started to become a gas-station war on brightness. What that tended to do to the entire site was disable somebody from comfortably pulling in at night to a gas station.”\r\n\r\nThe team’s aim was to design a canopy that welcomed customers. They used layers of vertical light and lowered the light and wattage levels typical for the time. (The lighting scheme was so unobtrusive it won a “Good Neighbor” award from a dark-sky association.)\r\n\r\n“That’s something that was really disruptive at that time in the industry, where everyone was racing to the brightest light,” said Keilt. “And we were really doing the opposite.”\r\n\r\nThe team also played with the placement of the canopy of itself. Dodrill designed the fixture to tip at an angle, so that lighting was reflected on the c-store rather than the customers below.\r\n\r\n“We were doing a lot of cardboard, wood mockups, shining light on it; we were really playing in that space in thinking about the human condition there,” said Keilt.\r\n\r\nThey also gave the canopy a split wing shape. Norman Turiano, principle of Turiano Strategic Consulting, Cape Coral, Fla., and fuel pricing manager for Wawa at that time, said the canopy was meant to not only evoke the wings of Wawa’s goose icon, but also to highlight the chain’s foodservice-focused c-store. “There was a fear going into fuel that a forecourt with 16 pumps would block it,” Turiano told CSP Fuels.\r\n\r\nMaking the Sell\r\n\r\nBecause of the design’s uniqueness, the team knew it needed to help Wawa executives better visualize the experience. So they created a video rendering that placed the viewer at car level and moved them through the site.\r\n\r\n“We knew we needed to really expand that visualization for them to get the concept won,” said Keilt. “It was not [out of] ego that we designed it; it was really for those customers that we wanted to create a wonderful environment.”\r\n\r\nThis effort was especially critical because that first prototype was at least three times more expensive than a standard canopy, which created some pushback from the chain’s budget watchers, said Zeock. But the design had a powerful fan: Dick Wood, then CEO and today chairman of the board.\r\n\r\n“Dick Wood wanted it, and Dick gets what he wants,” said Turiano. Wood was willing to invest money if it enhanced the Wawa brand image. The winged canopy did just that.\r\n\r\nThat’s not to say the iconic design remained a permanent fixture of Wawa sites. There was a brief period during the recession when Wawa retired the winged canopy for a standard, rectangular model as money got tight and the desire to build more stores pressured construction budgets, said Turiano.\r\n\r\nBut after about a dozen locations with an “out-of-the-box” canopy, Wawa returned to the angled design. This was partly at the urging of its design firm, New York-based CBX. It was also partly because of the timing: The retailer, which today has more than 700 stores, was about to make a big push into Florida.\r\n\r\nWawa and CBX have updated and tweaked the canopy’s design over the years, but 20 years later, it still retains its original, unique shape. This is a testament to its timeliness and fit.\r\n\r\n“We had a very distinct visual language that supported the brand, and [Wawa was] a different competitor in the market, and they stood apart,” said Keilt. “All of those architectural elements together combined in a holistic way to really amplify their brand messaging.”\r\n\r\n“I wish Jim were still around to see they went back to the canopy,” said Zeock of Jim Dodrill, who died in 2010. “It was a group effort.”\r\n\r\nOriginally published by CSP', 'How Wawa’s Canopy Took Wing', '', 'inherit', 'closed', 'closed', '', '2287-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2287, 'http://cbx.cappendev.com/2287-revision-v1', 0, 'revision', '', 0), (2915, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'MOL Group has begun rolling out a scalable convenience store prototype created in close collaboration between its internal retail group and CBX. \r\nThe first 28 locations under the Fresh Corner brand opened over the course of the past three months in six countries (Hungary, Croatia, Romania, Serbia, Slovakia and the Czech Republic). The initial stores range in size from 500 to 2000 square feet.\r\n\r\nCBX was tasked with creating a new retailing concept and prototype that would reflect and respect the diversity of the company’s distinct national markets. In addition, with its expansion driven by acquisitions, MOL’s network currently incorporates a number of different nameplates and footprints. Consequently, part of CBX’s assignment was to develop guidelines and criteria to help the company determine which store size and product assortment would be right for particular markets and locations.\r\n\r\nJoseph Bona, CBX president of branded environments and a veteran c-store designer, noted that product offerings in MOL’s retail facilities were heavily focused on automotive supplies and accessories. To aid the company in developing a true convenience retail assortment, CBX analyzed MOL’s sales data to determine the optimal core offering.\r\n\r\nReflecting on the overall scope of the project, Lars Höglund, SVP MOL Group Retail, commented: “MOL defined a very ambitious retail strategy for the upcoming years. To be successful with our mission, we had to reconsider all aspects of our retail fundamentals step-by-step, and CBX was a great partner and mentor on this journey.”\r\n\r\n“As a result of our intense, joint efforts,” Höglund summed up, “we now provide a relevant customer offer at all of the pilot sites, which includes an enhanced hot beverage and food-to-go program, a new convenience store concept with daily essentials, as well as a renewed car wash offer and other services. Ultimately, we intend to roll out these elements to all locations.”\r\n\r\nMOL operates a fuel retail network of more than 1,900 sites in 11 countries across central and southeastern Europe.\r\n\r\nEditors Note:\r\n\r\nCBX feature in the forthcoming PetrolWorld Magazine with a special feature article entitled “New Era Retail”. www.Petrolworld.net\r\n\r\nThe full story of the new Fresh Corner c-store created by CBX for MOL will appear in the forthcoming Cstore Executive Magazine online. www.Cstoreworld.com\r\n\r\n \r\n\r\nOriginally published in Petrol World.', 'Hungary: Fresh Start For MOL Convenience Retail', '', 'inherit', 'closed', 'closed', '', '2135-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2135, 'http://cbx.cappendev.com/2135-revision-v1', 0, 'revision', '', 0), (2916, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Design Creates a Retail Brand and Elevates Food Offering\r\nMOL Group, an international oil and gas company based in Budapest, Hungary, has begun rolling out a scalable convenience store prototype created in close collaboration between its internal retail group and CBX, the strategic brand agency and retail design consultancy based here. MOL operates a network of more than 1,900 fuel centers in 11 countries across central and southeastern Europe.\r\n\r\nThe first 28 locations under the Fresh Corner brand opened over the course of the past three months in six countries (Hungary, Croatia, Romania, Serbia, Slovakia and the Czech Republic). The initial stores range in size from 500 to 2000 square feet.\r\n\r\nCBX was tasked with creating a new retailing concept and prototype that would reflect and respect the diversity of the company\'s distinct national markets. In addition, with its expansion driven by acquisitions, MOL\'s network currently incorporates a number of different nameplates and footprints. Consequently, part of CBX\'s assignment was to develop guidelines and criteria to help the company determine which store size and product assortment would be right for particular markets and locations.\r\n\r\nFinally, CBX worked with MOL to develop a core c-store offering, including hot beverages and food-to-go, that could be applied with modification across all of the company\'s national markets. Joseph Bona, CBX president of branded environments and a veteran c-store designer, noted that product offerings in MOL\'s retail facilities were heavily focused on automotive supplies and accessories.\r\n\r\nTo aid the company in developing a true convenience retail assortment, CBX analyzed MOL\'s sales data to determine the optimal core offering. \"We felt the convenience assortment needed to do three things,\" Bona explained. \"First, increase shopping frequency. Second, increase the basket size and third, provide items that people need on a regular basis, not for a roadside emergency. It was really about giving people more reasons to shop at the MOL network and encourage them to buy more when they do.\"\r\n\r\nReflecting on the overall scope of the project, Lars Höglund, SVP MOL Group Retail, commented: \"MOL defined a very ambitious retail strategy for the upcoming years. To be successful with our mission, we had to reconsider all aspects of our retail fundamentals step-by-step, and CBX was a great partner and mentor on this journey. The new design was created in order to best support the provision of the renewed offer. The external design communicates immediately that we moved away from the traditional forecourt shop towards a retail outlet where customers can make their daily top-up shopping, as well as buy hot beverages and food for the road.\"\r\n\r\nIn terms of site design, Bona noted that in many MOL locations, the gas canopies are connected to the stores, which typically has a dramatic influence on customers\' perceptions of the facility. \"We had to make sure the store\'s exterior communicated properly what is inside,\" he said. \"To accomplish that, we designed an all-glass storefront that clearly displays the convenience and food offerings inside, and created an outdoor seating area to further reinforce their food offering.\"\r\n\r\nAdjacent to the outdoor seating area, the store\'s exterior sports a newly designed visual identity -- a large graphic of a cup of Fresh Corner-branded coffee. This reinforces the message that food is inside to customers at the curb or gas pumps.\r\n\r\nOf course, that message is also conveyed through the store\'s new name, \"Fresh Corner.\" MOL had been employing the \"Fresh Corner\" descriptor to demarcate a small food area inside its retail facilities, and at CBX\'s suggestion, this became the stores\' main identity, branding them as a food retailer rather than just a gas station. \"Since the company owns the name, we took \'Fresh Corner\' and applied it to the exterior of the building over the entrance,\" Bona explained.\r\n\r\n\"Like the effort behind the stores\' core offering, the challenge of developing a foodservice offering that could work in the different countries was tackled in a similarly analytical fashion. We started with the belief that 80% of what people expect in terms of food-to-go from a c-store is fairly universal,\" Bona said. \"It\'s the other 20% where you need to create the flexibility to entertain different taste profiles, flavor preferences and unique items. The system we created allowed for local nuances. But the system of delivering the food, the preparation, the presentation and the packaging, all needed to be consistent.\"\r\n\r\n\"Our key challenge was to know exactly who our customers are and what they want in the different markets,\" noted Höglund, who added that MOL has also focused on improving customer experiences at the fuel pumps and other areas. \"We had to align ourselves with the latest market and customer trends and convert our filling stations to service stations. We aspire to leap-frog competition not only in our offer, but in operations, too. We are transforming our pump attendants into hosts, who from now on need to think, act and behave with 100%-customer focus.\"\r\n\r\n\"As a result of our intense, joint efforts,\" Höglund summed up, \"we now provide a relevant customer offer at all of the pilot sites, which includes an enhanced hot beverage and food-to-go program, a new convenience store concept with daily essentials, as well as a renewed car wash offer and other services. Ultimately, we intend to roll out these elements to all locations.\"\r\n\r\nAlso seen in:\r\nPennEnergy\r\nNACS Online\r\nRetail Business Review\r\nPetrol Plaza', 'Hungary\'s MOL Group Rolls Out New C-Store Prototype Designed by CBX', '', 'inherit', 'closed', 'closed', '', '2132-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2132, 'http://cbx.cappendev.com/2132-revision-v1', 0, 'revision', '', 0), (2917, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Philabundance recently opened the nation\'s first non-profit grocery store, Fare & Square.Located in Chester, Pa., a metro-Philadelphia area food desert, the 16,000-sq.-ft. store offers nutritious food at low prices, marking the city\'s first grocery store in more than a decade.\r\n\r\nPhilabudance enlisted New York-based brand agency and retail design consultancy CBX to create an environment that would \"reflect the hopeful and respectful nature ofPhilabundance\'s goal to serve Chester residents through a store that could look at home in any community,\" says Joseph Bona, president of branded environments for CBX.\r\n\r\nThe colorful Fare & Square logo was the design team\'s inspiration for the overall color palette of bright green, purple, yellow and orange, which is complemented by light wood and stainless steel elements. \"The palette is designed to make Fare & Square an energizing and inspiring, but comfortable, place to shop and congregate,\" Bona says.\r\n\r\nThe store\'s design elements are consistent with for-profit stores, including hanging aisle-marker signage, end-cap displays, vinyl flooring, large displays of produce on tilt -style tables and pendant lighting. Additionally, dairy, deli, fresh meat and seafood fill the perimeter of the store. There also are local touches, such as a one-of-kind mural demonstrating the spirit of Chester. \"We designed a neighborhood store that\'s clean, well-lit, functional, convenient and friendly, but it\'s also a place that the community can call their own, instilling a sense of optimism, pride and connection,\" Bona says.\r\n\r\nPhilabundance hopes to roll out this model in other communities in the Delaware Valley region.\r\n\r\nSources: design:retail, March 2014', 'Hunger-Relief Organization', '', 'inherit', 'closed', 'closed', '', '1944-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1944, 'http://cbx.cappendev.com/1944-revision-v1', 0, 'revision', '', 0), (2918, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Rick Barrack\nYou can learn about branding and brand loyalty from the unlikeliest places.\n\nTake “The Newlywed Game.” (Bet you didn’t see that one coming – but I did say \'unlikeliEST\'!) Specifically the original version that premiered in 1966, with the eternally young Bob Eubanks as host.\n\nI happened to catch a re-run of it on the Game Show Network recently, and for those of you who aren’t familiar with the show, the premise is as simple as it is effective: recently married couples are split apart in two rooms and asked questions to determine how well they know their spouse. They are then each put in front of a live studio audience and asked to guess their spouse’s answers.\n \nHilarity, as well as full-on yelling matches and actual divorces, ensues.\nIt’s not only terrific entertainment, but a show that contains some fascinating things that the astute observer can pick up on and still relate to today. Namely, how HARD it is to remember little details about your spouse! Especially in the hyper-branded world we live in.\n \nFor example, my wife is working out five days a week now—she’s an absolute machine, and the results are simply phenomenal, Olympian even. If she were to come home one day and say, “Rick, I think I can do a little better than this,” I would absolutely pack my bags and go. She looks that good.\n \nBut do I even know what model sneakers she wears to the gym?\nWhat her favorite soap is?\nWhat her preferred choice of deodorant is?\nWhich fragrance she’s currently wearing?\nWhat her favorite Snapple flavor is?\nWhich brand of toothbrush she uses?\nWhat her favorite clothing brand is?\n \nAnd how long has she been using those specific brands and products? Has she always used them? I don’t really know. And yes, we’ve been married twelve years.\n \nCome to think of it, I have no idea what my kids’ top brands are right now. And I buy most of them! \n \nAs designers, we have access to acres upon acres of macro-information, quantitative and qualitative research, trends reports, competitive analyses and psychographics, but do we even know which brands the people closest to us are loyal to and why?\n\nNot to say that I know NOTHING about the brands my wife uses. Indeed, I DID notice recently that she had started using a new health and beauty brand.  Now, truth be told, I only knew this because I oversaw the redesign of the package. But I still thought, with a smile: “Cool, sleek, breakthrough modern packaging wrapped around high performance and efficacy. Nicely done, Rick. Nicely done, indeed.” However, she soon went to another brand. (Was it the one she’d been using all along?) Should I have been a little offended? Why, yes!\n \nOr actually, no, as I’m not exactly the target market for the product. But it goes to show that even though her husband, her partner in life and love and laughter, oversaw the redesign of the package, for whatever reason it didn’t fit her needs. In other words, she made the leap of faith, landed, gave it a shot and turned right back around.\n \nThat package design can play a crucial role in influencing consumer purchasing decisions is undeniable, but as my own anecdote shows, refreshing or reinventing a brand’s visual language is no guarantee of loyalty. Certainly it’ll get someone to try a product, but there are myriad other factors (price, performance, culture, availability, etc.) involved in making that relationship work. Not unlike a marriage, if you think about it. \n \nWhich got me thinking. . . if brand loyalty can be compared to marriage. . . wouldn’t it be great to see a spin-off of that 60s TV show called “The Brand Newlywed Game”? A show where designers are paired up with consumers and asked to guess each other’s answers to brand questions? I’m not sure what would ensue, but it would be riveting TV.\n\nhttp://www.thedieline.com/blog/2013/5/16/i-brand-take-thee.html?utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer&utm_content=buffer545b5\n', 'I Brand, Take Thee...', '', 'inherit', 'closed', 'closed', '', '1817-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1817, 'http://cbx.cappendev.com/1817-revision-v1', 0, 'revision', '', 0), (2919, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Generation Z, the generation after millennials, is the first generation that has truly grown up in a purely technology-driven world.\r\nAccordingly, Gen Z — more so than any other generation — is primed to respond strongly to technology offerings. Tech is an important tool to gain and keep these consumers.\r\n\r\nConvenience store retailers must remember \"this generation, even more so than millennials, has only known a mobile world,\" noted David Brewis, chief marketing officer at New York-based Amplience, a provider of ecommerce retail solutions.\r\n\r\n\"While it’s no secret that traditional brick-and-mortar retailers are being pushed to embrace omnichannel models, they’re now going to have to capture this new generation of shoppers on mobile first,\" he explained.\r\n\r\nGeneration Z — made up of those born from the mid-1990s to the early 2000s — currently accounts for 25 percent of the U.S. population, making it a larger cohort than baby boomers or millennials. Ranging in age from pre-tween to 21, they already claim more than $40 billion in buying power and are predicted to be the driving force of the consumer world by 2020.\r\n\r\nIf retailers want to connect with Gen Z shoppers, they need to \"meet them where they’re at and create an engaging experience connecting physical and digital realms — namely, through the smartphones these consumers already carry with them,\" said Davor Sutija, CEO of Thinfilm, a NFC mobile marketing solutions provider.\r\n\r\nGen Z shoppers are becoming the trendsetters and tastemakers in society.\r\n\"They’re increasingly looking for more interactive and personalized ways to shop, with online platforms like search engines, social media and ecommerce marketplaces changing the game for these digitally-savvy consumers and the retail world at-large,\" Sutija said.\r\n\r\nALL ABOUT SOCIAL MEDIA\r\nGen Z is \"all about social media,\" according to Todd Maute, partner at New York-based brand agency CBX. He recommends c-stores put their brand out there in a way that is both meaningful and emotional to get Gen Z to respond. Working with \"influencers\" can be a part of the strategy.\r\n\r\n\"In particular, video gamers’ fast-paced lifestyles dovetail very well with the offerings of c-stores,\" Maute told Convenience Store News. \"Pro-gamers reach massive online audiences: L.A.-based gamer and YouTube star Mark Fischbach, for example, reportedly made more than $12 million last year. He now has more than 21 million subscribers. The right influencer collaborations certainly can bolster a c-store brand’s resonance with Gen Z.\"\r\n\r\nMarketing expert Angie Read agrees that the best way to capture this generation is to feature a social media influencer who is \"their age, music and humor.\"\r\n\r\nRead is the co-author of Marketing to Gen Z: The Rule for Reaching This Vast — and Very Different — Generation of Influencers, a recently released report from FutureCast.\r\n\r\n\"Gen Z doesn’t watch television like older generations, so don’t waste advertising budgets on traditional TV ads,\" Read said. \"They do, however, voraciously consume digital media and, while they skip traditional ads at nearly all cost, they will sit through ads they find entertaining. They have a short attention span — 8 seconds or less.\"\r\n\r\nOriginally published by Convenience Store News', 'If You\'re Looking to Attract Gen Z, Technology Is the Way', '', 'inherit', 'closed', 'closed', '', '2309-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2309, 'http://cbx.cappendev.com/2309-revision-v1', 0, 'revision', '', 0), (2920, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Ever talk to someone who shops at Lululemon? It’s simply not normal how emphatically the brand’s customers -- my wife included -- talk about their leggings (even if they are sheer in all the right places). The Lululemon brand connection is forged on something more than yoga clothing and gear -- it is forged on a lifestyle of health and well-being that makes shoppers feel that they are part of the “tribe.” In fact, Lululemon employs “ambassadors” -- really just adoring fans -- to spread the word about the brand in cities around the U.S. and Canada.\nLululemon knows one important fact about branding today: In order to resonate with consumers, you cannot simply offer products and services. You need to offer a way of life -- an emotional bond that connects one shopper to the next and makes them want to return, again and again. Here are some pointers for brands looking to create a tribe through a total experience.\n
    \nLet your tribe connect with each other\nSeveral fairly recent online communities, including Etsy, Pinterest and Airbnb, are giving their users online spaces where they can connect with like-minded individuals. Etsy calls itself “more than a marketplace: we\'re a community of artists, creators, collectors, thinkers and doers.” Airbnb calls itself “a community marketplace for unique spaces,” while Pinterest puts all the power in users’ hands: “Pinterest is a tool for collecting and organizing things you love.” Users of these sites go to them knowing they will find people with similar tastes to their own, which perhaps grants them permission to spend time there -- and spend time they do, making Pinterest one of the fastest-growing social networks out there right now.\n
    \nElevate your tribe’s purpose\n\nCertain brands approach customers so that their experiences leave them feeling like a better person. At MAC Cosmetics, the attention showered upon you and the personal service allows you to feel comfortable, confident and free to express your desires without judgment. Celebrity endorsers like RuPaul, Lady Gaga and Elton John preach inclusivity and are atypical “beauties” -- a fresh departure from beauty brands that feature flawless, airbrushed models. MAC’s social media efforts, “Back to MAC” social responsibility program and friendly makeup artists create a tribe that is totally inclusive.\n
    \nCreate a community in your brandspace\n\nSoulCycle has turned legions of New Yorkers and Los Angelenos into spin worshippers by offering an experience that elevates exercise to a whole new level. Instead of pushing “celebrity,” SoulCycle markets “real.” People bond on favorite instructors and playlists, and popular classes sell out in minutes. Walls, t-shirts and products are covered with inspiring words, and it would be easy for a new visitor to forget that SoulCycle is actually about spinning. There are celebrity endorsers up the wazoo, like Kelly Ripa and Lena Dunham, but they endorse at their own volition. Once you are inside their studios, there’s no attitude whatsoever…just a group of like-minded people looking to clear their minds and have a bad-ass workout.\n
    \nOffer unforgettably unique experiences\n\nTo create its tribe, American Girl taps into the imaginations of little girls and offers experiences at its stores that doll owners can’t find anywhere else (sorry, Barbie). In the brand’s own words, it is “more than just a store -- it’s a place where her imagination can soar.” Doll owners can take a cooking class with their dolls, or eat next to their dolls at the restaurant, or wait months for a highly coveted appointment at the Doll Hair Salon. American Doll owners spend thousands of dollars to make pilgrimages across the country to the flagship store on Fifth Avenue. Members of the American Girl tribe can bond with one another at historical scavenger hunts and events that revolve around specific dolls, like Julie and Saige.\n\nBut here’s the thing about tribes: They need to stand for something. They need to have a common spirit that pervades a group and the physical trappings that unify, and they need to evolve over time. Brands that don’t do so start to lose their relevancy, and in turn their followers. Don’t believe me? Just ask the Catholic Church.\n
    \nhttp://www.mediapost.com/publications/article/209592/immersive-brand-experience-as-a-way-of-life.html?print#ixzz2hKzQbaKu', 'Immersive Brand Experience As A Way Of Life', '', 'inherit', 'closed', 'closed', '', '1866-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1866, 'http://cbx.cappendev.com/1866-revision-v1', 0, 'revision', '', 0), (2921, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    \"\"By Gregg Lipman:\r\nIt\'s Valentine\'s Day, which got us in the mood for -– you guessed it -– love. In particular, brand love. We went out to the street and performed a down-and-dirty survey to find out just what brands make us weak in the knees, who is worthy of a long-term commitment, and who we want to break up with.\r\n\r\nHere\'s what people had to say:\r\n\r\nBrand You\'d Buy A Drink\r\n\r\nPinterest. You\'ve been hearing all about her for a few weeks now -- she\'s the girl on everyone\'s lips; she’s the next big thing. But is she really as cool as everyone says she is? After one drink, you’re sure to find out. \r\n\r\nBrand You\'d Take Home For The Night\r\n\r\nTwitter. It’s destined to be a brief encounter (no more than 140 minutes, tops), but it’ll likely be pretty fun while it lasts. He’s certainly hot right now, but you wonder if he’ll be around in five minutes -- let alone five years.\r\n\r\nBrand You\'d Kick Out The Next Morning\r\n\r\nWal-mart. The night before, you were wooed by all the talk of mega-this and mega-that, of all the low prices and special offers. But the next morning, you realize: sometimes bigger is not always better.\r\n\r\nBrand You\'re Most Likely To Bring Home To Mama\r\n\r\nChrysler. He\'s got All-American good looks, wholesome values, solid parts, diehard attitude and undying loyalty. Plus, he\'s proven that he can come through a crisis with flying colors, and regain his footing as a leader. Mama will call him a “stand-up guy” (like Clint Eastwood, the guy who voiced his recent Super Bowl commercial). \r\n\r\nBrand With Whom You\'d Like A Fling\r\n\r\nJetBlue. You don’t have an occasion to see her all the time, but when you do, it\'s always a whirlwind experience. She always seems to be thinking of just the right things to do and say, and who cares if she’s always on time or not…there are always plenty of things to do and see while you wait.\r\n\r\nBrand You Want To Marry\r\n\r\nApple. He\'s smart, he\'s cool, he\'s stable, he\'s ambitious, he\'s successful, he knows who he is, and he’s always trying to better himself. He loves to have a good time, but he’s not so slick that he’s going to fail you in a time of need.\r\n\r\nBrand Whose Kids You\'d Like To Have\r\n\r\nWhole Foods. She always has your best interests in mind and wants to make the world a better place. She’s eco-conscious and truly cares about the next generation. Her idealism sometimes comes at a high price, but she’s so good that you’re willing to take the leap with her.\r\n\r\nBrand You\'d Take To Couples Counseling\r\n\r\nTylenol. After last year\'s recall fiasco, you found yourself untrusting of her, after many years of having her be your go-to gal. She did right by you forever, but then she fell off the wagon, and you found yourself questioning the whole relationship. But if she got her act together, you’d probably go back in a heartbeat.\r\n\r\nBrand You\'d Like To Break Up With\r\n\r\nVerizon. After years of spotty customer communications (or lack of communications altogether), you’ve had enough of his lies and unreliability. In fact, he’s sometimes so hard to reach that you might have to send him a text message to let him know you\'re splitsville.

    \r\n\r\n\r\n\r\n', 'In the Mood For Brand Love', '', 'inherit', 'closed', 'closed', '', '1543-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1543, 'http://cbx.cappendev.com/1543-revision-v1', 0, 'revision', '', 0), (2922, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Joe Bona\r\n“City hardware store survives despite bigger retail options.” So ran the headline last November in the local newspaper for Pottsville, Pa. (population 14,229). The story focused on the seemingly unlikely survival of Pottsville’s Centre Street Hardware, which had managed to keep its doors open since 1992 despite the rise of price-busting big-box hardware stores.\r\n\r\nJason Brown, a crack mechanic who manages the family business, told the newspaper its success owes to diversification. “We sell multiple things, such as bagged coal and wood pellets, all along with the regular hardware retail,” he said. “The small engine repair and service work we do, that’s our biggest thing, really.”\r\n\r\nWalk into Roswell Hardware Co., in Roswell, Ga., and the story is much the same. It happens to be an exclusive dealer of a best-in-class barbecue grill called the Big Green Egg. It is a hot item, no pun intended, and about half the store is filled with BBQ-related stuff. By the way, good luck finding Big Green Egg in the big-box stores.\r\n\r\nThe notion of connecting with customers comes up so often in retail these days that it might seem like a meaningless cliché. But as the examples above illustrate, when a business can build strong relationships with local consumers, it can do what some consider nearly impossible—compete with the biggie chains. Indeed, the cavernous big-box stores might even be at a disadvantage in this regard. In a world of commoditized and homogenized retail, there is undeniable appeal to walking into your corner hardware store and chatting with people who know your name.\r\n\r\nBut you cannot just look the part. The key is to actually elevate service in ways that are immediately recognizable to your shoppers. When they ask for help finding an item, walk them to the exact spot. Once there, engage with them by asking about the project they are working on. Find out if they need other help—and make sure you know enough to actually help them. Aside from service, organize your store so that it works for shoppers, not against them. Remove clutter, set store shelves so that categories are easy to navigate, and give those who want to be left alone lots of easy-to-read, way-finding signage.\r\n\r\nBut having clean, bright and organized stores is just cost of entry. More important is to have a differentiating strategy along the lines of the examples above. Find your own Big Green Egg. Maybe it is a top-tier leaf-blower or weed-trimmer that is unavailable in the big boxes but the clear favorite of professional landscapers. Maybe you offer the quickest, best and most affordable equipment repair services in town. And don’t be afraid to steal a few pages from the big boys: Hold classes and other events that drive traffic and simultaneously educate people about your store. Such outreach helps forge even closer ties to the community, which is precisely your goal.\r\n\r\nFor local independents, find your unique story, history or special service and celebrate it. Let your store symbolize all that is good about one of America’s most cherished values: independence.\r\n\r\nRead More: http://www.hardwareretailing.com/independents-day-smaller-stores-can-stand-up-to-their-behemoth-rivals/', 'Independents’ Day', '', 'inherit', 'closed', 'closed', '', '1902-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1902, 'http://cbx.cappendev.com/1902-revision-v1', 0, 'revision', '', 0), (2923, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    \"\"By Rick Barrack:\r\nI\'m not exaggerating when I say that I\'ve been going to the Indianapolis 500 since I was in diapers; my parents first brought me to the event when I was just a year old, and I\'ve been attending every Memorial Day weekend since. As a kid I had little appreciation for the event, but over the years my passion for Indy has become near-obsessive, and I anticipate the race--which takes place this Sunday--as some do the Super Bowl, the Oscars, or even their own wedding (sorry, honey).\r\n\r\nFor me, motorsports are always interesting, but for the past few years they have been even more so, largely thanks to Danica Patrick. Danica is not the first female racecar driver, but she stole headlines by being the first woman to win an IndyCar race (the Indy Japan 300, in 2008) and a massive number of fans started watching IndyCar racing due to her high-profile presence. (In 2009, the Indianapolis 500 attracted 16 million viewers, despite rainfall, and this year viewership will undoubtedly be even greater.)\r\n\r\nThanks to her, and to other female drivers including Sarah Fisher, Ana Beatriz, and Simona De Silvestro (all of whom will be starting with her at Indy this Sunday), this once male-dominated sport is now incredibly popular with women--and its star is only on the rise. NASCAR reports that 40% of its 75 million fans are women, for whom NASCAR is the second-most-watched television sport after football (according to Fox Sports Network). And here\'s the most striking statistic of all, at least for advertisers: women NASCAR aficionados are three times as likely to purchase NASCAR-sponsored products as non-fans. Yup ... three times.\r\n\r\nSo why the attraction? Beth Coode, a 33-year-old junior high school history teacher who lives in Nashville and has been following car racing for 10 years, says, \"It\'s clean and the family can watch it. There\'s a camaraderie with the [drivers] and their families.\" Robin Braig, the president of Daytona International Speedway, refers to it as the \"Danica-effect.\" Janet Guthrie--who was, in 1977, the first female to compete in the Indianapolis 500--said regarding racing\'s popularity, \"I thought it would take two generations, and it only seems to have taken one.\" Lyn St. James, who was one of the sport\'s pioneers and had 15 IndyCar starts in the 1980s, is now an advocate for training women to be top-notch contenders, and has served as a mentor to many of the up-and-coming drivers, Patrick included.\r\n\r\n\"\"\r\n\r\nIf you ask me, this sudden popularity presents an incredible opportunity for more female- and family friendly sponsors to get involved in motorsports. While Danica\'s current sponsors--Peak Antifreeze, GoDaddy, and MarquisJet--err on the male side, a brand like Target--an Indy sponsor, as well as QuickTrim--clearly speaks to women. AllState Insurance was one of the first advertisers to speak to NASCAR\'s female fan-base through a series of popular TV spots, started in 2005, that feature \"AllState Girls.\" One of last year\'s sponsors was a company called Her Energy (replete with a pink logo), and Cottonelle is on board for yet another year.\r\n\r\nSo on Sunday, while all eyes will be glued to Danica, Ana, Simona, and Sarah, my eyes will inevitably gravitate to the logos on their racing suits, to see which brands have the forethought to align themselves with these amazing women at this exciting moment in motorsports history. That\'s one race that might just interest me as much as the Indianapolis 500 race itself.\r\n\r\nhttp://www.fastcompany.com/1653201/indy500s-danica-effect-brands-are-you-listening\r\n', 'Indy500\'s Danica Effect: Brands, Are You Listening?', '', 'inherit', 'closed', 'closed', '', '1565-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1565, 'http://cbx.cappendev.com/1565-revision-v1', 0, 'revision', '', 0), (2924, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    Insight and NACS are delighted to announce the judges for the prestigious 2012 International Convenience Retailer of the Year Award, sponsored by Imperial Tobacco for the fourth year running.\r\nTwo new judges are joining our panel. Frank Gleeson, retail director at Topaz, the Award winner in 2011; and Jeff Rogut, executive director at the Australian Association of Convenience Stores (AACS), join an established panel with expertise in worldwide convenience and forecourt markets.\r\n\r\n\r\nJeff Rogut: Australian convenience expert joins the 2012 panel\r\n\r\nIn alphabetical order the 2012 panel is:\r\n\r\n-Joe Bona, president, retail division, CBX\r\n-Frank Gleeson, retail director, Topaz\r\n-Ramon Kuijpers, international key accounts manager, Reemtsma Cigarettenfabriken GmbH, an Imperial Tobacco Group company\r\n-Don Longo, editor-in-chief, Convenience Store News & Single Store Owner\r\n-Dan Munford, managing director, Insight Research\r\n-Stephanie Rice, founder of Rice Retail Marketing\r\n-Jeff Rogut, executive director at the Australasian Association of Convenience Stores\r\n-Fiona Briggs, editor, Global Convenience Store Focus and Erin Pressley, editor NACS Magazine, will co-chair the judging panel.\r\n\r\nThe 2012 International Convenience Retailer of the Year Award was launched in December 2011 and is now inviting entries from leading convenience and forecourt retailers around the world.\r\n\r\nRetailers are required to submit documentation based on a number of key criteria and supply photographic and/or video evidence (for further information visit please visit: Entry Form\r\n\r\nIn the first stage of the judging process, the judges will review the entries to produce a shortlist of retailers. The shortlist will be featured on Global Convenience Store Focus and readers will be invited to vote for their favourite format online.\r\n\r\nOur expert panel will also be judging the new award category in 2012, focused on product availability.\r\n\r\nImperial Tobacco is also sponsoring this new award, which will look to benchmark and highlight global best practices in the development of better resource, behaviours and processes in the last five yards of convenience retail. Both retailers and suppliers will be able to enter case studies for this award, and the winner will be decided by the judging panel, rather than an internet vote.\r\n\r\nAnnouncing the judging panel, Insight managing director, Dan Munford, said: “We are delighted to have established such an experienced and international panel of convenience expertise. We are delighted to welcome on board Frank Gleeson from Topaz, the winner of the 2011 Award; and Jeff Rogut from the AACS.\r\n\r\n“Our judges have an in-depth knowledge and understanding of the convenience sector and they represent some of the leading global convenience store markets. Their input will help to ensure the shortlisted entries in the 2012 International Convenience Retailer of the Year Award and new Product Availability Initiative will be truly world class.”\r\n\r\nPrevious winners of international convenience awards, sponsored by Insight and NACS, have included Tesco Express Environment Store and Spar Ireland’s Eurospar format.\r\n\r\nIn 2009 readers of Global Convenience Store Focus voted Spar China as their winner of the award. The Spar Hongtu store in Dongguan City, Guangdong Province, is independently owned by the Hu Family.\r\n\r\nIn 2010, Applegreen, Ireland’s leading independent forecourt retailer, won the readers’ vote from an impressive shortlist; while rival forecourt Topaz scooped the crown in 2011 for its state-of-the-art forecourt opened in partnership with McDonald’s. Morrisons’ new convenience format, M-local, was highly commended.\r\n\r\nhttp://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201202&this_page=2', 'Insight announces expert judging panel for 2012 International Convenience Retailer of the Year Award', '', 'inherit', 'closed', 'closed', '', '1704-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1704, 'http://cbx.cappendev.com/1704-revision-v1', 0, 'revision', '', 0), (2925, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    Insight is hosting a retail study tour in conjunction with branding agency, CBX, in New York, 7-8 December 2011.\r\nInsight’s Retail Inspiration Tour is designed to update forward thinking retailers with an insider’s guide to the latest innovations in one of the most vibrant, multi-cultural metropolitan areas in the world.\r\n\r\nNew York has a population of over 8m time pressured, highly demanding, sophisticated and \'hard to please\' consumers. To survive in this place, retailers have got to be really good.\r\n\r\nAs snack food, which bridges the gap between dining in and dining out, continues to build in importance globally, customers are demanding healthier, more exciting options. What works in New York is a good guide to the future elsewhere and Insight’s Inspiration Tour will provide businesses with new ideas and implementable concepts.\r\n\r\nStore tours will be in small groups, each hosted by an expert retail consultant. Feedback workshops will ensure attendees gain the insight and understanding required to relate new concepts to their own businesses, claims Insight.\r\n\r\nThe tours will offer inspiration and an opportunity to experience best practice from brands that are: unique in the fast food category, fresh and inviting and communicate taste and quality.\r\n\r\nThe Inspiration Tour focuses on the following areas:\r\n\r\nOffer: clear communication of offer, healthy cues, indulgent cues\r\nBranding: signage, uniforms\r\nPeople: sampling opportunities, people who can speak knowledgeably about product portfolio, friendly/approachable, customer intimacy/interaction\r\nMerchandising: presentation, fixtures, lighting\r\nStore design: what is unique, how is it inviting, efficiency\r\n\r\nhttp://www.youtube.com/watch?v=VIjrwFiEexM&feature=player_embedded', 'Insight to host New York Retail Inspiration tour in partnership with CBX', '', 'inherit', 'closed', 'closed', '', '1734-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1734, 'http://cbx.cappendev.com/1734-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2926, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    NEW YORK, NY (12/3/08) — CBX, the strategic branding, design and consultancy agency based here, has been honored with awards for its store design and branding work on behalf of four petroleum retailers. The winning projects were completed for Petro-Canada, PKN Orlen in Poland, PRIMAX in South America, and Topaz Energy Group in Ireland.\r\nThe firm took the top award in the Best International Design category in a competition sponsored by Convenience Store News for \"Neighbours,\" a new retail format from Petro-Canada that combines a c-store, restaurant and specialty coffee shop under one roof. According to CBX Retail Division President Joseph Bona, the Neighbours\' concept was conceived to help improve Canadians\' perception of c-store foodservice. The new design for Canada’s leading petroleum retailer focuses on food and features not only sit-down eating areas, but other non-traditional features such as a drive-thru window and an outside dining patio.\r\n\r\nWorking with Petro-Canada, CBX assisted in developing the overall marketing strategy in addition to the concept\'s naming and logo design. The firm also handled architectural design, store layout, interior décor, graphic communication, foodservice, and operational consulting. \"The use of natural-looking materials and warm colors helped to create a \'visual signature\' on the exterior facade and an authentic food experience on the inside,\" CSNews writes. \"…so far, the concept seems to be helping shift perceptions of convenience store foodservice.\"\r\n\r\nCBX also took honorable mention in the publication\'s International Design category for the new \"Stop Café Bistro\" c-store concept it developed for PKN Orlen, Poland\'s largest oil company. The state-owned company with more than 1,800 stations retained CBX to assist in its effort \"to raise the design and merchandising bar in c-store retailing and leapfrog the competition,\" Bona noted. The prototype\'s exterior features shades of PKN Orlen’s signature primary red color, while backlit columns beckon day and night to passing motorists and customers using the fuel islands. Inside, customers find a new layout and bold color scheme that drives them to the new and improved foodservice offer encompassing coffee-to-go, a grill station for made-to-order hot dogs as well as prepared foods displayed in sleek glass cases. A grocery section stocked with kitchen basics also makes Stop Café Bistro a convenient spot for pantry staples.\r\n\r\nThe firm also captured an Award of Merit in the VMSD (Visual Merchandising Store Design magazine\'s) annual Retail Renovation Competition, which showcases the best store transformations worldwide. The competition\'s judges singled out Listo! (Spanish for \'quick\'), CBX’s project for PRIMAX, the new fuel brand created by a local independent oil and gas marketing company that acquired 225 former Shell sites in Peru and Ecuador. In addition to conducting research to name the new c-store entity, CBX developed a new merchandise plan, fixturing, in-store signage and colors, and material palette for the variety of Listo! footprints found in urban, suburban and rural locations. The design, Bona said, stresses \"quick and convenient,\" while also conveying a contemporary and warm feel. A curved streetfront elevation allows the store\'s interior to project through to the street, drawing attention inside to the colorful and light-filled space. Features in the prototype Lima location include a foodservice seating area and wine department denoted by warm wood flooring.\r\n\r\nFinally, CBX\'s corporate identity and rebranding work for the newly formed Topaz Energy Group Limited netted four honors in the Ireland Forecourt and Convenience Retailer Awards program. The Dublin-based company is in the process of rolling out the new Topaz brand, design and merchandising plan to 350 service stations and 100 c-stores it acquired from Shell Ireland and Statoil Ireland. For its initial efforts, the company received \"Newcomer of the Year,\" \"Best Oil Company Initiative,\" \"Best use of Category Management\" and \"Best Forecourt Facilities\" awards in the competition. CBX’s market research, analytics, design and branding work assisted in creating the new Topaz brand, corporate identity and store prototype. \"This particular project,\" Bona noted, \"offered CBX the opportunity to tap all of our disciplines, from our experts in consumer research and brand strategy, to our corporate identity, graphic and environmental design groups.\"

    \r\n', 'International Projects by CBX Win Awards For Store Design and Branding', '', 'inherit', 'closed', 'closed', '', '1641-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1641, 'http://cbx.cappendev.com/1641-revision-v1', 0, 'revision', '', 0), (2927, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '

    LONDON -- In a ceremony held last month at the Insight NACS Future of Convenience event here, Centra Rochestown, an Ireland convenience store that combines fresh food, a deli and an inviting dining area, was crowned the 2012 International Convenience Retailer of the Year. This is the third consecutive year the award has gone to an Ireland-based c-store.\r\nStatoil Fuel & Retail, the Norway-based petroleum and c-store chain that was recently acquired by Alimentation Couche-Tard Inc., was a highly commended runner-up in the Insight NACS competition, which included some of the world\'s latest and most innovative convenience store formats.\r\n\r\nThe International Convenience Retailer of the Year award was presented during the Insight NACS Future of Convenience event in London. This annual event for the European and international convenience petroleum industry attracted delegates from more than 22 countries this year.\r\n\r\nAn elite panel of judges including Joe Bona, president of the retail division at CBX; Jeff Rogut, executive director of the Australian Association of Convenience Stores; Stephanie Rice, founder of Rice Retail Marketing; and Don Longo, editor-in-chief of Convenience Store News, shortlisted six finalists for the 2012 award. Readers of Insight\'s international newsletter, Global Convenience Store Focus, were then asked to vote for their favorite online.\r\n\r\nFeatured in the latest edition of Global Convenience Store Focus, Centra Rochestown puts fresh foods and value at the center of its offer and has a strong community following as a result. The store, owned by Terry and Sieglinde Murphy and run by store manager Mary McGroarty, emphasizes fresh foods with shoppers greeted by coffee, then leading onto bakery and finally fresh fruit and vegetables.\r\n\r\nThe store has a distinct market feel with plenty of open space. Customers can choose from fresh sandwiches, ready meals or ingredients for dinner at home. An open and inviting area around the deli, meanwhile, enables customers to browse and chat, and has created a real hub at the heart of the store.\r\n\r\nThe judging panel felt this store demonstrated real local involvement, too. Centra Rochestown is an active participant in the local community. It supports local producers and suppliers, and sponsors the Gaelic Athletic Association, which is brought to life in the community through ticket giveaways, face painting and lots of other activities on match days.\r\n\r\n\"It is very gratifying for us to be acknowledged and to receive this award and see all the hard work come to light,\" Terry Murphy said. \"The focus has been to be high on convenience by bringing fresh and food-for-now to the front of the store and very local. It\'s been a huge team effort and we couldn\'t have done it by ourselves. We are delighted with the support we received from Musgrave -- it is a true retail partnership.\"\r\n\r\nRunner-up Statoil Fuel & Retail was highly commended for its new highway concept store in Minnesund, Norway. The judges felt the site design had been carefully thought through with a separate forecourt area and shop. The panel was particularly impressed with the in-store layout and creation of distinct departments for self-serve coffee, bread and bakery, fresh food, a salad bar, convenience offer and services.\r\n\r\nA food offer tailored to the time of day with breakfast, lunch and dinner options was another standout feature cited by the judges. Statoil Fuel & Retail was also praised for its highly engaged people, plus investment in staff training to deliver the new food offer.\r\n\r\n\"The Insight NACS International Convenience Retailer of the Year Award is going from strength to strength,\" said Dan Munford, managing director of Insight. \"The caliber of the entries in this year\'s contest was first-class, with innovations at every turn. Judges were put through their paces to deliver a shortlist from an outstanding field of entries and put six stores through to the final: BP Connect, New Zealand; Centra Rochestown, Ireland; Junction 14 Spar Express, Ireland; Tesco Fresh & Easy Express, USA; and Statoil Fuel & Retail, Norway. Centra Rochestown is an inspirational winner of the 2012 award.\"\r\n\r\nMike Laney, head of convenience for award sponsor Imperial Tobacco, extended congratulations to the winner and added, \"Imperial Tobacco is delighted to be associated with the Insight NACS International Convenience Retailer of the Year Award, which showcases the best convenience and forecourt operators around the world. The award provides a valuable opportunity to share and recognize international best practice in convenience retailing.\"\r\n\r\nCentra Rochestown is the fourth retailer to win the Insight NACS International Convenience Retailer of the Year Award. Previous winners include Spar, China (2009); Applegreen, Ireland (2010); and Topaz Cashel, Ireland (2011).\r\n\r\nIn conjunction with the NACS Show, starting this Sunday, Oct. 7, Insight will kick off its retail store study tours in the United States this weekend, with planned excursions to Fresh & Easy, Walgreens, IN-AND-OUT Burger and 7-Eleven in the Las Vegas area.\r\n\r\nhttp://www.csnews.com/top-story-business_focus-ireland_c_store_crowned_international_convenience_retailer_of_the_year-62013.html', 'Ireland C-store Crowned International Convenience Retailer of the Year', '', 'inherit', 'closed', 'closed', '', '1655-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1655, 'http://cbx.cappendev.com/1655-revision-v1', 0, 'revision', '', 0), (2928, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Gregg S. Lipman\r\nOn a brisk fall day in 1869, the Rutgers football club (the Scarlet Knights nom de plume would follow much later) defeated the Princeton club 6-4 in the first intercollegiate football game. Such glory has been rare at my alma mater. And while it\'s been a few years (please don\'t ask just how many) since I graduated from Rutgers, my fandom for my school\'s teams, and collegiate athletics in general, has remained steadfast. Even as the college football season has ended, I get myself psyched up for college hoops and March Madness -- I\'m in a bit of a tizzy, as they say. But what the heck is happening at the NCAA? The \"venerable\" National Collegiate Athletic Association, it appears, has a branding dilemma on their hands.
    \r\nDespite having the enormous advantage of built-in \"brand\" loyalty (e.g., fans support teams for years, generations even, regardless of whether they win or lose), the NCAA and its sub-brands -- the conferences that lie under the NCAA banner -- are having a bit of an identity crisis. The organizational efficiency and rich regional rivalries steeped in tradition, once hallmarks of the NCAA brands, have eroded into something approaching, well, meaninglessness.
    \r\nHistorically, the amazing thing about the NCAA has been its ability to take its student-athletes and leverage its competitive conferences. Today it represents the interests of over 400,000 such student-athletes grouped into 95 competitive, regional athletic leagues and conferences that comprise over a thousand colleges and universities. The organization has been like the Procter & Gamble of aggregate athletic organizations -- full of trusted, colorful and evocative name brands like the Ivy League, the Patriot League and \"The Valley,\" and lots of Bigs, i.e., the Big Ten, the Big East, the Big South, the Big 12 and the Big Sky. Not to mention conferences that became such household names that we\'d only refer to them by their geographical acronyms: the SEC (Southeastern Conference), ACC (Atlantic Coast Conference), MAC (Mid-American Conference), PAC-12 (Pacific-12) and C-USA (Conference USA), to name a few.
    \r\nThose names initially made sense because they connected the schools in some way to the culture of the participants and/or geography. The Big East has long stood for tough, gritty, relentless play sprinkled with a dash of flash and pizzazz; think Tony Soprano meets Jay-Z. The SEC is all about that uniquely Southern, borderline pathological obsession with football and longstanding rivalries that would make the Hatfield-McCoy feud feel downright \"Downton Abbey\" polite (the 115-year-old Georgia vs. Georgia Tech game is now colloquially known as \"Clean, Old-Fashioned Hate\"). Pac-12 games are generally more freewheeling, with a certain creative elegance and laid-back West Coast flair (think Palo Alto, Los Angeles, Berkeley, Seattle). And the Big Ten is the perfect name for a Midwestern-based conference that regularly features serious power rushing and some of the largest young athletes in the country.\r\nThe strength of these NCAA conference brands was how personal, real and honest each felt. Even if you didn\'t have a personal stake in a particular school or game, as a college sports fan, you were still able to see yourself, your daily grind and your region\'s pulse reflected in your regional league or conference. And let\'s not forget that for the many states lacking a professional sports team, college sports are the highest profile games in town. This in turn ensured enormous brand loyalty.
    \r\nThere was a time when all the schools in the Big East (originally, Providence, St. John\'s, Georgetown, Seton Hall, Connecticut, Boston College, and later, Villanova and Pittsburgh) were East Coast schools, or at the very least Eastern Standard Time-based, and when there were actually ten schools in the Big 10, all flagship schools in their respective states, all within a few hours drive from one another. If your school played in the Big Ten, you could easily rattle off all the other school names, their mascots and where their campuses were located. Fast forward to today, and you\'ll see that there are currently 12 schools in the Big Ten, and the Big Ten can\'t change its name to the Big 12 because there is already a conference called the Big 12. Not to mention, they will soon be 14: the University of Maryland and yes, my Scarlet Knights of Rutgers will join their ranks starting in 2014.\r\nWhy has this happened? Yep, folks... follow the money. The need to generate revenue and the dramatic influx of TV money (mostly from college football broadcasting rights) have made it particularly lucrative for schools to abandon their traditional conferences in order to align themselves with conferences that make no sense regionally or from a historical or cultural standpoint. And this is happening all over the country.
    \r\nPersonally, I think the NCAA should call \"time-out!\" and figure out a way to preserve some of the principles its conferences were founded upon. Or, at minimum, set guidelines for a way forward -- competition, tradition, rivalry, discipline, hope and camaraderie -- before the organization turns into a corporate behemoth bent on maximizing its assets. The recent decision by the seven Catholic schools, which were part of the original Big East, to get out of the TV money-grab vortex, leave the conference and form a new one (the Psalm Pseven, perhaps?) is a direct response to that. Don\'t get me wrong, I\'m all for adapting to modern times and shifting business needs and/or consumers wants/habits. But I also believe the NCAA college sports brand represents something true and great and emotional and inspiring. As such, it is a brand worth preserving for every incoming class as well as us alumni, and should continue to strive to define the idea that \"winning isn\'t everything,\" even if that\'s not the case (marketing is in fact theater).
    \r\nSo we decided to have a little fun and rename a few of the conferences:
    \r\nFor example, the Mountain West Conference, which currently includes the Air Force Academy, Boise State, Colorado State, New Mexico, Utah State, Wyoming, Fresno State, Hawaii (football only), Nevada, San Diego State, San Jose State and UNLV, would be renamed The Wild Wild West Conference. We believe this accurately reflects the style of play in that conference, namely, very high scoring, trick plays and other surprises.
    \r\nOr what about the Pugilist Conference, made up of schools across all divisions whose mascots won\'t back down from a fight? This would include the Campbell Fighting Camels (that is an amazing name: Fighting. Camels), Illinois Fighting Illini, North Dakota Fighting Sioux, Notre Dame Fighting Irish, Lynn Fighting Knights, Western Illinois Fighting Leathernecks, Muskingum Fighting Muskies, Carroll College Fighting Saints (a bit of an oxymoron perhaps?), Gordon College Fighting Scots, Edinboro Fighting Scots, Macalester Fighting Scots, McHenry County College Fighting Scots, Monmouth College Fighting Scots, Ohio Valley Fighting Scots and Wooster Fighting Scots.
    \r\nReally, the point is, and as these examples illustrate, there\'s clearly a lot of room to improve upon the mess that\'s been created over the years with the various realignments. I would strongly urge the NCAA to take back some branding equity building control and start thinking about how these haphazard groupings of schools will affect their brands -- and its own organization -- in the long run. Oh, and if you\'re looking for someone to help with the renaming/reorganization, I\'m happy to throw my own hat in the ring... just as long as it\'s not during this year\'s Big East hoops championship at MSG -- the last year that my Scarlet Knights will have a chance to come up short in the tourney again.
    \r\n\r\nhttp://www.huffingtonpost.com/gregg-s-lipman/conference-realignment_b_2671585.html', 'Is the NCAA Losing Its Identity?', '', 'inherit', 'closed', 'closed', '', '1804-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1804, 'http://cbx.cappendev.com/1804-revision-v1', 0, 'revision', '', 0), (2929, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Wal-Mart’s bold entry into the booming organic food market sets a lofty goal for the company: offering a wide range of products bearing the coveted USDA certified organic seal at stores across the United States.\r\nBut experts say that the target may be impossible to live up to in a country where less than two percent of farms grow organic crops.\r\n\r\n“There\'s no way in hell that Wal-Mart is going to be able to carry a line of organic products that all bear the certified-organic USDA seal,” Darrin Duber-Smith, president of the natural and organic products strategic planning firm Green Marketing and marketing professor at Metropolitan State University of Denver, told IBTimes. “There’s a huge supply problem in organics. Demand outstrips supply by 25 percent in the industry.”\r\n\r\n\"Organic\" is a loaded term with specific meanings outlined and regulated by the USDA. While most USDA-approved products made with at least 70 percent certified organic ingredients can print the words “made with organic” on their labels, in order for a product to carry the USDA’s green “Organic” seal, it must contain at least 95 percent certified-organic ingredients.\r\n\r\nWal-Mart contends that it will be able to meet its goal of selling a line of nearly 100 products -- of which nearly 90 percent are certified organic -- at all of its stores as well as on its popular website. The company hopes to achieve this goal through an exclusive supply partnership with Wild Oats, a brand owned by the Los Angeles-based investment firm Yucaipa Companies.\r\n\r\n“They are USDA certified-organic products. Ninety percent are USDA-certified organic,” Wal-Mart spokeswoman Danit Marquardt told IBTimes via phone, adding later that “it will initially roll out to 2,000 stores. The intention is to roll out across the chain. It will also be available on Walmart.com later this summer.”\r\n\r\nThat imminent launch appears on its face to be untenable given the shortfall in organic farms’ productivity. But Duber-Smith offered a caveat to his assertion that the chain will not be able to pull off such an ambitious organic roll-out, saying that Wal-Mart may have quietly laid the groundwork necessary to do just that. And the evidence suggests that he might be right.\r\n\r\nThe process for converting a traditional farm to an organic-certified one lasts a minimum of three years, which means that the plans any new organic farms Wal-Mart may be relying on for the ingredients in its organic foods would need to have been underway since 2011 at the latest. According to Bill McCue, a spokesman for Wild Oats, that is the year “Wild Oats Marketing LLC was formed by the Yucaipa Companies … to bring back the much-loved and trusted Wild Oats brand.”\r\n\r\nThe company has not explicitly stated whether or not it or Wild Oats has set up a network of new organic producers to supply the ingredients needed to make the certified-organic goods it plans to sell, and Marquardt would not say what the company has done to ensure a supply of organic ingredients. But she did state that Wild Oats is “a company that we’ve been working with for the past couple years on this project.”\r\n\r\nThe Bentonville, Ark.-based retail chain has also indicated that it will be offering Wild Oats products at rock-bottom prices, in keeping with its corporate mantra. For instance, the company wrote on its website that Wal-Mart’s six-ounce cans of Wild Oats tomato paste will sell for 58 cents, which is 41 percent cheaper than that of other national organic brands sold at competing groceries. Likewise, 32-ounce cans of organic chicken broth will cost 88 cents -- 43 percent less than equivalent products elsewhere.\r\n\r\nThat Wal-Mart -- the second-largest company on Fortune’s Global 500 list, with more than $469 billion in revenues and $17 billion in profits -- hopes to sell large quantities of the nation’s limited supply of organic goods at prices far below what the market currently bears is a courageous gamble on its own.\r\n\r\nThe company reported that 91 percent of Wal-Mart customers it polled said they would be interested in purchasing reasonably priced organic goods. But in order to turn that interest into sales, Wal-Mart also needs to convert a swath of shoppers who are not used to purchasing organic goods into doing so at its stores, which may be a tough sell given that organic goods are typically more expensive than their nonorganic counterparts.\r\n\r\n“How will that translate to actual sales? Of the 91 percent that say they’d like organic products at a reasonable price, what’s reasonable?” asked Nancy Brown, a founding partner at the global brand agency CBX. “How low will Wal-Mart need to go to convince their customers to try organics? Because you know there’s still going to be a price differential.”\r\n\r\nBut if it does work, the surge in sales and possible expansion of consumer base will increase demand and drive prices for organic ingredients even higher, potentially adding further strain to its commitment to offer inexpensive organic products. Certainly, a network of its own organic farms would go a long way toward addressing that issue.\r\n\r\n“I think in the short run prices will go up because supply has been so squeezed. It’s going to mean much higher prices in the whole industry,” Duber-Smith predicted, adding that the company’s massive size does give the company a unique ability to keep its prices low.\r\n\r\n“They must control their supply chains. When you have control over them you control pricing. As the head of the channel they can dictate price points … Wal-Mart has all the power, which means they can squeeze every penny out of organic suppliers the way they have with conventional suppliers for years.”\r\n\r\nThat could be the key to success for its Wild Oats plan. Marquardt emphasized that the way the company is able to leverage its position as the nation’s largest retailer, and the demand assurances that come with such prominence, to sell products at lower price points than smaller groceries can offer.\r\n\r\n“The benefit that we have is that we’re able to use our scale to deliver quality organic products to our customers for less. And when we do this it’s a win-win-win situation for our customers, our suppliers and our company,” she explained.\r\n\r\n“Our customers can trust that they’ll save money at Wal-Mart, our suppliers can count on us for the demand and we’re able to offer innovative new products. At Wal-Mart, we’re able to make agreements with our suppliers to provide scalable savings to our customers.”\r\n\r\nRead more: www.ibtimes.com/wal-mart-quietly-building-organic-empire-fuel-its-wild-oats-rollout-1570870', 'Is Wal-Mart Quietly Building An Organic Empire To Fuel Its Wild Oats Rollout?', '', 'inherit', 'closed', 'closed', '', '1933-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1933, 'http://cbx.cappendev.com/1933-revision-v1', 0, 'revision', '', 0), (2930, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'By Rick Barrack\r\nBack when I was growing up, the only water I ever drank came from the kitchen sink. Every once in a while, I’d go to a friend’s house or a restaurant and see a bottle of water with the name Evian or Perrier across the front, but I didn’t know what it was, partially because my parents didn’t pay for water and partially because I didn’t speak French.\r\n\r\nBut then, in the late 80s, a new water brand, Poland Spring, appeared on the scene, and by the early 90s, the market became saturated (pun intended) with brands like DASANI, Aquafina and FIJI Water. These waters were differentiated by their brand stories, which were featured on their packaging, rather than the way they tasted.\r\n\r\nEvian was known as the first premium water; drinking it projected a certain kind of Reagan-era wealth. Poland Spring was earthier and came from a spring in Maine (although that source has recently been debated). Aquafina, with its exotic-sounding but vague name, was Pepsi’s attempt to snag some of bottled water’s market share, and DASANI — equally vague — was Coca-Cola’s attempt to compete with Pepsi in the water arena.\r\n\r\nThen, in the early 2000s, water went from just being a commodity to being a social badge. Designer water entered the scene with slick packaging and expensive price tags. VOSS, with its slender glass bottles, SEI, which came in a bottle resembling a flask, and T? Nant, in bright blue bottles that looked great on a windowsill, all made people look twice and dip into their wallets.\r\n\r\nBut with the proliferation of the organic movement, consumers started to expect more out of their products, water included. Enter flavored and vitamin-rich waters like vitaminwater, which not only delivered on taste but also on vitamins and nutrients with end-benefit product names like “energy” and “multi-v.”\r\n\r\nCoconut water was the next craze, a potassium-rich beverage with South American roots, endorsed by the likes of Madonna and Demi Moore. The product claimed to have more potassium than a banana and to cure certain ailments.\r\n\r\nTwo competing brands, ZICO and Vita Coco, were suddenly stocked in every market, and everyone, from marathon runners to pregnant women, was attesting to its strengths. Unfortunately, it turned out that coconut water didn’t really have the health benefits the producers initially claimed (per a recent article in The New York Times), and those claims have been greatly scaled back.\r\n\r\nWith people tiring and becoming skeptical of vitamin and coconut waters, it seems the time is right for some new trends in the water category. Several new water offerings with provocative names, ingredient stories and packaging are generating buzz. Among the most intriguing new offerings are watermelon water, maple syrup water and artichoke water.\r\n\r\nBut hold on a minute: When did these fruits, natural sweeteners and vegetables become waters? Are people just looking to be the first in with a bizarre new water offering? Is water — that age-old source of refreshment — having an identity crisis?\r\n

    \"BP0914_Feat_Water_Img2_S\"

    \r\n WATERMELON WATER\r\nWTRMLN WTR, a product made of 100 percent raw fruit, knows that there are few things as appealing as watermelon on a hot summer’s day. The packaging focuses on its strongest asset — watermelon — by staging the entire fruit right on the front of the label. Its tag line, “Summer in Your Mouth,” seems mildly amusing to me, but there’s no question that one sip of the drink brings memories of my days at summer camp.\r\n\r\nWTRMLN WTR’s claims may sound awfully familiar: The 12-fluid ounce bottle supposedly has almost double the potassium of a single banana, and it is reportedly rich in antioxidants such as vitamin C, vitamin A and lycopene, which help protect against breast and prostate cancer as well as heart disease and aging. Heck, if half of WTRMLN WTR’s claims are true, sign me up for a few dozen cases, ASAP.\r\n

    \"BP0914_Feat_Water_Img3_S\"

    \r\nMAPLE SYRUP WATER\r\nContrary to how it may sound, maple syrup water is not water with maple syrup added (although I will confess, that sounds pretty good to me). Maple water is water that has been naturally filtered by maple trees, which gives it a lightly sweet taste and fortifies it with nutrients.\r\nAs of now, two brands seem to be vying for the king of maple syrup water position — Vertical Water and DRINKmaple — and they market disparate messages with their branding. Both are packaged in cardboard boxes, but Vertical Water espouses a sustainability message, claiming that “sharing the maple water from forest owners’ trees gives them a financially viable reason for keeping their trees vertical longer” while DRINKmaple purports that you should drink its maple water to “hydrate and nourish your body the same way it nourishes the maple trees.”\r\n

    \"BP0914_Feat_Water_Img4_S\"

    \r\n BOXED WATER\r\nAnd speaking of cardboard boxes, it seems like there’s a major bottle backlash going on. The boxed water trend was kicked off by a brand called “Boxed Water is Better,” which launched in 2009 and packages its water in a small box reminiscent of a milk carton, claiming that it is better for the environment. The design of these boxes is refreshingly simple, featuring bold letters that make it clear that water is inside, and a little water drop to further drive that point home. I definitely looked twice the first time I saw this carton on a café counter. But to be honest, it does feel innately strange to drink water out of what appears to be a milk box. Once I got beyond that, however, it was just good old water, in a novel and environmentally sustainable package.\r\n

    \"BP0914_Feat_Water_Img5_S\"

    \r\nARTICHOKE WATER\r\nI never really liked artichokes, so the idea of ARTY Water — “the world’s first premium artichoke beverage” — doesn’t exactly get my mouth watering. But the brand, which comes in a bottle shaped like an actual artichoke, claims that “this delicious blend of artichokes, lemon, apple and mint provides nutritious, multifunctional hydration” and is loaded with essential vitamins A, E, C, B1, B2, B3, B6 and B9, along with vital minerals sodium, potassium, calcium and iron.\r\n\r\nThis is a benefit story similar to that of coconut water, but hopefully unlike its predecessor, ARTY Water can support its claims with real science. The packaging features an artsy artichoke graphic and is appealing, but I fear that unless you are a person who really likes artichokes, this might be a hard sell.\r\n\r\nIf artichoke water is now a viable beverage option, what’s next — peanut water, dark chocolate water … kale water? Nothing would surprise me at this point. Companies seem to be seeking new ways to bring the next great water sensation to the market, which makes me wonder if the beverage is having an identity crisis.\r\n\r\nDon’t get me wrong, each of the waters I mentioned intrigue me, and I’d be willing to try them at least once. But at the end of the day, I like my water to taste like water and my food to taste like food, although from a branding point of view, I’m excited to see what the new water brands will come up with next.\r\n\r\nRead more: www.brandpackaging.com/articles/84868-branding-new-product-sensations-in-exciting-ways', 'Is Water Having an Identity Crisis?', '', 'inherit', 'closed', 'closed', '', '2000-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2000, 'http://cbx.cappendev.com/2000-revision-v1', 0, 'revision', '', 0), (2931, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Veteran retail store/restaurant designer and brand strategist James Sundstad has joined brand agency and retail design consultancy CBX as Vice President, Branded Environments.\r\nIn his new position, Sundstad will be responsible for leading the CBX Branded Environments group, reporting to Partner Todd Maute.\r\n\r\nSundstad comes to CBX with over 35 years industry experience collaborating with architects, interior designers, graphics firms, PR agencies, brand strategists, and other creative professionals. Most recently, he was Vice President, Retail Strategy & Design at Studio D/Visual Graphics Systems, Carlstadt, N.J., a full-service manufacturer of next-generation signage. There, he established new strategic relationships with major retail and foodservice clients across the United States and Canada, including Chipotle, Whole Foods, Starbucks Coffee Company, Peet\'s Coffee & Tea, Pizza Factory, FatBurger, Fuddruckers, Jamba Juice, Blue Frog Brewing, SuperValu and United Pacific Oil.\r\n\r\nBefore joining Studio D, James worked on a contract basis supporting the Starbucks new store development team. Prior to that, he was Executive Vice President, Creative Services at King Retail Solutions, a retail design and build firm in Oregon. In that capacity, he was responsible for key account development and served as strategic director for such major retail clients as Starbucks, Safeway, PetSmart, GH Bass Shoes, Whole Foods, Rite Aid, Adidas, Kroger, Fred Meyer, Massage Envy, Butter London, Bartell Drug, Thrifty Foods, Sunoco, Walgreens, and Eddie Bauer.\r\n\r\nFrom 2009 to 2011, Sundstad was Managing Director, Director of West Coast operations for branding company FITCH in Seattle, where his clients included Microsoft Hardware & Global Retail, City Target, Nokia, Dell, Buffalo Wild Wings & Starbucks.\r\n\r\nPrior to FITCH, Sundstad spent five years in London as Owner/Creative Director of Werkspace Studios, Ltd., a firm focused on brand strategy, brand positioning and re-branding strategies. Earlier, Sundstad launched Werkhaus Creative Communications in Seattle. During Sundstad\'s 15 years as the branding firm\'s President and Creative Director, his project managers and designers handled assignments for such diverse clients as Nike, Starbucks Coffee Company, Tully\'s Coffee, Microsoft, Chihuly Studio, Nintendo, K2 Sports, U2 (the band) and Wells Fargo.\r\n\r\nAlso seen in\r\nBiz Journals\r\nCity Biz\r\nVMSD\r\nPetrolPlaza\r\nHigh Beam Research\r\nDesign:Retail', 'James Sundstad Joins CBX as V.P., Branded Environments', '', 'inherit', 'closed', 'closed', '', '2156-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2156, 'http://cbx.cappendev.com/2156-revision-v1', 0, 'revision', '', 0), (2932, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Fitness dance company Jazzercise has rebranded and updated its visual identity, with the aim of modernising the image of the dance style.\r\nThe revamped design of the brand includes bright colours and sharp lettering, focused on “intensity and results”, the company says. The branding is understood to have been created by CBX in New York.\r\n\r\nThe identity includes a new logo and brand mark, which Jazzercise founder and CEO Judi Sheppard Missett says reflects the brand’s new message – “You think you know us but you don’t” – incorporated to represent change in the company.\r\n\r\n\"NewLogo_Jazzercise\"\r\n\r\n“Some people still think legwarmers and leotards when they hear Jazzercise, but we left the 80s behind a long time ago,” Missett says. “We’ve recharged our brand to reflect the edge, energy and intensity of our classes and to reach out to a new audience.”\r\n\r\nAlongside the new identity, Jazzercise has also updated its class portfolio, expanding their offering from four to five different dance classes.\r\n\r\n\"OldLogo_Jazzercise\"\r\n\r\nThe 45-year-old dance style is a mixture of cardio and resistance training, Pilates, yoga and kickboxing. The company has more than 8,300 franchises in 32 countries worldwide.\r\n\r\n \r\n\r\nThe full article is available here.', 'Jazzercise Reveals New Visual Identity', '', 'inherit', 'closed', 'closed', '', '2051-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2051, 'http://cbx.cappendev.com/2051-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2933, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Jazzercise president Shanna Missett Nelson, leads a class called Dance Mixx on Friday at the Jazzercise studios in Oceanside, California. — Eduardo Contreras\r\nOn a Friday morning, Iggy Azalea\'s \"Trouble\" blasts through a room filled with mostly women and a few men who are shaking their hips – and everything else – to the music.\r\n\r\nThis is not your mother\'s Jazzercise, and it\'s certainly not stuck in the 1980s. Instead of leotards, dancers are wearing Lululemon, and there\'s not a legwarmer or sweatband to be seen. But there is plenty of sweat. And where there used to be simple, low-impact movements like hip swivels, now there\'s a blend of kickboxing, Pilates and hip-hop moves.\r\n\r\n\r\n\r\nThe 46-year-old fitness franchise headquartered in Carlsbad this year introduced a bold new logo, color scheme and advertising campaign to shake off its dated reputation and show people a modern, harder-edged Jazzercise that delivers results.\r\n\r\nIt is also rolling out a new menu of calorie-crushing classes as part of its \"You Think You Know Us But You Don\'t\" rebrand.\r\n\r\nThe goal is to abolish misguided and outdated stereotypes about Jazzercise, said Sandra Creamer, vice president of strategy at CBX, the New York agency that crafted the rebrand.\r\n\r\nThe new look, which also features cropped images of women\'s toned bodies while working out, is designed to show women that Jazzercise isn\'t all jazz, but it\'s also exercise that will help them slim down and tone up their muscles. At the same time, Jazzercise wants to show the world it has the stuff to compete with newer fitness concepts such as Zumba, kickboxing and Bokwa.
    \r\nThe revolution\r\n\r\nJazzercise was one of the first organized fitness concepts in the United States when professional dancer and choreographer Judi Sheppard Missett started teaching her dance-based workout classes in 1969. It started as a performance dance class, but Missett quickly realized her students were more interested in something less disciplined that would allow them to get fit while having fun.\r\n\r\nSo she turned them away from the mirror and started calling out simple steps while leading from the front of the room. That first class had 15 students, she said. The second class had 30, because everybody brought a friend. By the third meeting, the group of 60 had outgrown the room.\r\n\r\n\"That was kind of my \'ah-ha!\' moment,\" Missett said.\r\n\r\n\r\n\r\n\r\n\r\nShe didn\'t set out to turn her aerobic dance lessons into a business, but her classes kept growing and by the mid-80s, Jazzercise had helped spearhead a revolution that turned fitness into an organized industry boasting evangelical personalities like Richard Simmons and Jane Fonda.\r\n\r\nJazzercise was one of the first companies to market fitness as fun, and became one of the first fitness programs to train and franchise its instructors. It also pioneered on-site childcare for its members, making it easier for them to squeeze exercise into their busy lives.\r\n\r\n\r\n\r\n\"People were teaching group fitness classes for many years before that, but in the \'80s is when we saw it really take off, and Jazzercise was a very big part of that,\" said Jessica Matthews, senior adviser for Health and Fitness Education at the American Council on Exercise based in San Diego. \"That\'s when you started to have this identified profession.\"\r\n\r\nACE, established in 1985, was the first to offer any sort of credential in the fitness industry, Matthews said, and its first credential was for aerobic dance instructors like those who taught Jazzercise.
    \r\nThe evolution\r\n\r\nJazzercise has since expanded into an estimated $100 million fitness empire boasting 8,300 franchisees teaching more than 32,000 classes per week in 32 countries around the world. It is now ranked No. 7 on Entrepreneur magazine\'s list of Fastest-Growing Franchises and No. 13 on its list of America’s Top Global Franchises.\r\n\r\nAlthough Jazzercise is practically a household name, Missett said that is a double-edged sword, because the name recognition often comes with an old-fashioned understanding of what Jazzercise is all about. So many people who think they know her company, she said, don\'t in fact know anything about the bass-thumping, heart-pumping classes it offers in 2015. Instead, they associate it with their mothers or grandmothers in the 1980s.\r\n\r\n\"Here\'s the thing: If we had stayed an \'80s program, we wouldn\'t be here today,\" said Missett, now 70 and still teaching classes.\r\n\r\nShe thrives on change, she explained, and works hard to keep a constant stream of new songs and choreography flowing to her instructors and franchisees. That helps keep both instructors and customers from getting bored.\r\n\r\nThe company, too, has evolved with their changing needs. For example, said Missett\'s daughter and company president Shanna Missett Nelson, Jazzercise has developed a variety of business models for its franchisees, whether they\'re just teaching as a hobby or want to turn Jazzercise into their livelihood.\r\n\r\nMatthews often jokes that fitness is like fashion, she said, with trends that die out and make a comeback, but Jazzercise seems to be an exception.\r\n\r\n\"It\'s not a surprise to me that Jazzercise and dance-based fitness formats continue to thrive after all these years, because quite honestly, most people don\'t equate dancing with exercise,\" she said.\r\n\r\nThat means they go to have fun, and the workout is a side benefit.
    \r\nA new image\r\n\r\nBut that fun-first image is exactly what Jazzercise is trying to distance itself from, said Creamer from CBX.\r\n\r\nAlthough the fun of a dance party keeps the average Jazzercise customer coming to class for an impressive seven years, that\'s not what will get new people in the door for the first time, she explained. The fact that a customer can burn as many as 600 calories in one 60-minute session will.\r\n\r\nPeople are well aware of how entertaining Jazzercise can be, which is one reason some don\'t take it seriously. That perception, coupled with a growing attraction to more intense fitness concepts like boxing and CrossFit, has slowed Jazzercise\'s growth in recent years.\r\n\r\nThis new, harder-core image will help Jazzercise compete with that trend and appeal to a younger generation who want to fit exercise into their schedules, but won\'t bother unless they believe it\'s going to challenge them and deliver results.\r\n\r\nThe more aggressive, authoritative image, projected by phrases such as \"Our classes are way too hot for legwarmers\" and \"Our only throwback is our right hook,\" is what will get people to try Jazzercise for the first time, Creamer said.\r\n\r\nThe fact that it\'s enjoyable is what will keep them coming back – a challenge for most workout programs, but something Jazzercise excels at.\r\n\r\n\"If you\'re going to exercise, it\'s not about intensity, but continuity,\" Creamer said. \"They have a winning formula for that, and they just want to share that with more people.\"\r\n\r\nJazzercise unleashed its rebrand on Jan. 1, and Leah Castle, owner of the College Area franchise, said it led to a strong month for her business. Oddly, though, her new new customers weren\'t in the new target demographic of women in their 30s. Instead, they were mostly women in their late 40s.\r\n\r\nStill, she said, the new image was an important step for the company and its franchisees.\r\n\r\n\"I think it was needed, and I really think Jazzercise is on the right track,\" Castle said.\r\n\r\nThe full article is available here.', 'Jazzercise shakes off \'80s reputation', '', 'inherit', 'closed', 'closed', '', '2084-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2084, 'http://cbx.cappendev.com/2084-revision-v1', 0, 'revision', '', 0), (2934, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Consumer products industries brand specialist Jennifer Tausch has joined brand agency and retail design consultancy CBX as Creative Director.\r\nIn her position, Tausch will partner with CBX executive creative directors and senior management in shaping the vision for various consumer products clients’ brands. She reports to Joe Violante, Executive Creative Director.\r\n\r\nTausch comes to CBX from brand design agency LPK in Cincinnati, where she had served as Global Creative Director for Proctor & Gamble feminine care brands since 2010, beginning with Naturella and Tampax, and later handling Always.   She began her career in 2002 at Proctor and Gamble in Cincinnati, rising to Senior Design Manager. During those years, Tausch managed the internal design process within the P&G multifunctional global teams for Always, Pampers, Evolve and UnderJams. In addition, she has served as an adjunct instructor at the Art Academy of Cincinnati since 2012.\r\n\r\nA resident of Manhattan, Tausch earned a Masters of Fine Arts in Graphic Design from the University of Illinois at Chicago, and a Bachelor of Science in Graphic Design from the University of Cincinnati.\r\n\r\nAlso seen in:\r\nNew York Business Journal\r\nStore Brands', 'Jennifer Tausch Joins CBX as Creative Director', '', 'inherit', 'closed', 'closed', '', '2115-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2115, 'http://cbx.cappendev.com/2115-revision-v1', 0, 'revision', '', 0), (2935, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Veteran account director and business developer Jodi Sutherland has joined brand agency and retail design consultancy CBX as vice president, engagement group director.\r\nIn her new position, Sutherland will partner with peer leaders at CBX to market the firm to key audiences and develop business-building opportunities with new and existing clients, driving core competencies more broadly and identifying new offerings to support clients\' evolving needs. She reports to Gregg S. Lipman, CEO and Managing Partner.\r\n\r\nSutherland comes to CBX from global advertising agency Publicis Worldwide, New York, where she was Senior Vice President Group Account Director. There, she led a multidisciplinary team for integrated business development for the P&G Family Care brands, including Bounty, Basic and the introduction of Bounty with Dawn.\r\n\r\nPrior to that, she was Executive Director Client Services/Business Development at global brand and creative design agency Brand Union, New York, from 2011 to 2014. At Brand Union, Sutherland was responsible for leading the consumer branding team for North America, covering global and regional clients on projects that ranged from strategy and positioning to creation of visual brand language, naming, brand architecture, design and implementation.\r\n\r\nFrom 2006-2011, she was Executive Director of Client Service and Business Development at Kramer Design Group, a New York-based branding and design firm specializing in luxury brands and retail. While at Kramer, her clients included Donna Karan, Waterworks, Wynn Hotel, Kate Spade, Rocawear, Hugo Boss, Club Monaco, Barneys New York, and Judith Leiber.\r\n\r\nShe began her career in 1988 as a Strategic Planner/Account Management at Warwick, Baker & Fiore in New York and went on to serve as Vice President, World Wide Account Director at D\'Arcy Masius Benton & Bowles, and later as a Consultant to the Intrepid Wine Company, a highly specialized boutique wine company.\r\n\r\nA resident of New York City, Sutherland graduated from Syracuse University with a B.A. degree in Consumer Studies.\r\n\r\nAlso seen in:\r\nVMSD\r\ncitybizlist\r\ndesign:retail', 'Jodi Sutherland Joins CBX as VP, Engagement Group Director', '', 'inherit', 'closed', 'closed', '', '2120-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2120, 'http://cbx.cappendev.com/2120-revision-v1', 0, 'revision', '', 0), (2936, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '\"\"\nJoe Bona, President, Branded Environments, CBX - Speaking at the Global Retailing Conference 2013 about \"Format Reinvention in the Retail Space\"', 'Joe Bona at the Global Retailing Conference 2013', '', 'inherit', 'closed', 'closed', '', '1842-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1842, 'http://cbx.cappendev.com/1842-revision-v1', 0, 'revision', '', 0), (2937, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'SPECS 2014\r\nThe Gaylord Texan Convention Center, Grapevine, TX\r\nMarch 11, 2014 - 1:40 PM to 2:30 PM\r\n\r\nOffline and Online Retail: Bridging the Gap\r\n\r\nThe digital explosion has led to smaller physical footprints, an influx of in-store technologies, and reduced staffing - while at the same time an emerging group of pure-play concepts is entering the brick-and-mortar space. Hear insights on how to fuse brick-and-mortar with online, and present a seamless customer experience.\r\n\r\nLearn more about SPECS: www.specsshow.com', 'Joseph Bona speaking at SPECS', '', 'inherit', 'closed', 'closed', '', '1959-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1959, 'http://cbx.cappendev.com/1959-revision-v1', 0, 'revision', '', 0), (2938, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '

    Classic cookbook serves up meals matching today\'s lifestyle\r\nMinneapolis, MN - January 5, 2009 - It was 1931, shortly after the Great Depression hit, that 54-year old Irma Rombauer took $3,000, the entire sum of her late husband\'s legacy, and self-published the first edition of the Joy of Cooking. Since then, this classic cookbook has occupied kitchen shelves across thousands of homes. Simon & Schuster published the 75th anniversary edition in 2006.\r\n\r\nA new licensing agreement between Simon & Schuster and Bellisio Foods is extending the Joy of Cooking brand to an entire new line of premium meal solutions, including entrees, side dishes, vegetables and breads. They are currently test launching 22 items in many major retailers including Kroger, Albertson\'s, Wegman\'s, and Stop & Shop, in select markets across the country.\r\n\r\n\"Most people can name where they keep the Joy of Cooking cookbook or where their mother\'s is,\" says Joel Conner, CEO, Bellisio Foods. \"It\'s that emotional connection that we wanted to leverage.\"\r\n\r\nBellisio Food\'s research revealed that consumers were looking for meals that are wholesome, quick and easy with minimal mess and clean up and offered something for every family member.\r\n\r\nPrior to presenting the licensing idea to Simon & Schuster, Bellisio tapped CBX, a strategic brand consultancy, to create packaging concepts for their pitch. Staying true to the clean, simple approach of the original cookbook, the CBX design team created an elegant white package that prominently features the red bulls-eye Joy of Cooking logo. Appetizing photography highlights the quality of the food and color-coded bars: brown for main dishes and entrees, green for vegetables and sides and gold for breads distinguishes the items in the line and creates a shelf block -- a one-stop shop for busy consumers looking for quick and easy meal solutions. Side panel recipes allow consumers to customize the dishes, playing off the concept of the cookbook.\r\n\r\n\"We created a contemporary link to the Joy of Cooking brand,\" says Scott Fisher, Creative Director, CBX. \"We took a 75-year old brand and made it relevant to the realities of modern day cooking and today\'s fast-paced lifestyle.\"\r\n\r\nThese packaging concepts helped convince Simon & Schuster that the licensing idea would help extend the brand in the right direction and build equity. Bellisio proceeded to hire a chef to create products with no preservatives and 0 trans fat.\r\n\r\n\"The packaging is sophisticated, clean, crisp, and light while beautifully replicating the iconography of the cookbook,\" says Conner. \"Consumers who see these products on shelf instantly recognize and appreciate the Joy of Cooking premium image.\"\r\n\r\nThe all-in-one meal stop for consumers that Bellisio introduced to retailers was met with such enthusiasm that many retailers gave it the highly-coveted position of end-aisle door space for the brand.\r\n\r\nBellisio plans to expand the test launch in January 2009 with protein entrees such a pot roast, pulled pork and chicken quarters.

    ', 'Joy of Cooking Becomes All-in-One Meal Stop', '', 'inherit', 'closed', 'closed', '', '1640-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1640, 'http://cbx.cappendev.com/1640-revision-v1', 0, 'revision', '', 0), (2939, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '

    New York, NY - August 8, 2011 - Within a year of creating a revolution in the feminine hygiene category with the launch of U by Kotex* and U by Kotex Tween*, Kimberly-Clark is extending the line with U by Kotex* Limited Edition Designer Series. Four distinct new products and designs capture young women\'s personal style with trend forward colors and patterns, keeping her interested by creating surprise, delight and variety on shelf.\r\nBranding agency, CBX, provided inspiration, trends and insights that informed the team within Kimberly-Clark and all its agency partners involved with product and packaging innovation. The result was a seamless integration of product development and design thinking based on critical consumer insights. \"We created a limited edition designer series package to allow for customized interaction with the brand. Our consumers can now choose products that reflect their own personal style,\" says Kristi Bryant, Design Manager Kimberly-Clark.\r\n\r\nCBX developed the design strategy using trends based on cosmetics, beauty and fashion and took inspiration from popular retail brands such as J.Crew, Anthropologie and H&M. \"These are consumers who are keenly aware of the latest fashion trends and want their style and personality reflected in the brands they choose,\" says Gregg S. Lipman, managing partner CBX. \"Just as in other categories where they have opportunities to personalize their purchases, these designs give them the same experience. It\'s all about creating memorable, engaging and positive interaction.\"\r\n\r\nSince breaking category norms has been the hallmark of U by Kotex*, the Designer Series is no exception. High-contrast colors and vibrant patterns envelope each package and reflect individual fashion trends -- poptimistic, boho and freestyle for the three pad designs and punk glam for the tampons. The iconic U by Kotex* black logo stands out against the saturated colors and is accompanied by a black belly band that wraps around the package, creating a ribbon, gift-like effect. Visuals on all the panels reveal what\'s inside: pads and product wrappers as colorful and coordinated as the packages.\r\n\r\n\"Overall, the designs allow for self-expression and style. When she realizes that these products fit seamlessly into her purse, along with her other fashion accessories, it is an added bonus of surprise and delight,\" says Bryant.\r\n\r\nU by Kotex* Designer Series will be available nationwide in stores by August 2011.\r\n\r\n\"\"', 'Kimberly-Clark Launches U by Kotex* Limited Edition Designer Series', '', 'inherit', 'closed', 'closed', '', '1591-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1591, 'http://cbx.cappendev.com/1591-revision-v1', 0, 'revision', '', 0), (2940, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '

    New York, NY - June 17, 2011 - CBX, the strategic branding and retail design firm, today announced that it was named one of Kimberly-Clark\'s Outstanding Suppliers for 2010.\r\nKimberly-Clark\'s program recognizes outstanding suppliers from around the globe for innovative solutions and stellar commitment to quality and service.\r\n\r\nAccording to Kimberly-Clark, \"CBX was recognized for their innovative risk-sharing compensation model for new brand initiatives. Coupled with 100% on-time project delivery with challenging timelines and their competitive and analogous products globally, CBX brings a unique and valuable perspective to the design recommendations that they provide to K-C.\"\r\n\r\nRecent projects that CBX partnered with Kimberly-Clark on include the revolutionary new U by Kotex®, Poise and Depend.\r\n\r\n\"\"', 'Kimberly-Clark Names CBX as 2010 Outstanding Supplier', '', 'inherit', 'closed', 'closed', '', '1595-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1595, 'http://cbx.cappendev.com/1595-revision-v1', 0, 'revision', '', 0), (2941, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Convenience store chain Kum & Go has embraced a stylish new design with the launch of the Kum & Go Marketplace in Johnston, Iowa. The 6,000-sq.-ft. store is the prototype of a new brand concept designed by New York-based retail design consultancy CBX.\r\nAn open-kitchen concept is the centerpiece of the new store, putting food prep on display for customers. White subway tiles, marble-like countertops, and stainless trim also make a striking impression. The new store also promotes the brand’s refreshing look with an 8-foot-tall ampersand gracing the façade. The new logo, designed by Des Moines-based studio Sticks, projects Kum & Go well beyond the curb.\r\n\r\n“This new footprint represents everything that Kum & Go strives to be for our associates and for our customers,” says Kyle Krause, president and CEO. “This is the evolution of our brand promise and business approach. Now customers can truly experience the ‘more’ that we provide.”\r\n\r\nHeadquartered in West Des Moines, Iowa, Kum & Go operates 430 stores in 11 states. The brand plans to launch its new design throughout 2016 in 28 additional locations.\r\n\r\nOriginally published by design:retail', 'Kum & Go Debuts New Store Concept in Iowa', '', 'inherit', 'closed', 'closed', '', '2181-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2181, 'http://cbx.cappendev.com/2181-revision-v1', 0, 'revision', '', 0), (2942, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Inaugural location opens just north of I-80/35, with 28 additional locations to follow in 2016\r\nKum & Go will open the doors tomorrow morning, Thursday, February 18, at 6 a.m. to its newly re-built location in Johnston, Iowa, at 5225 NW 86th Street. The store is a brand new, 6,000+-square-foot Marketplace design prototype with a variety of unique offerings for customers, making it unlike any other location. To encourage customers to try out some of those new offerings, the first 99 customers to arrive on Thursday morning will receive a coupon for a 99-cent whole pizza. Additionally, on Friday from 10 a.m. to 2 p.m., customers can fill up with E-15 for $0.99 per gallon (available only at this store).\r\n\r\nDeveloping this distinctive model took nearly two years, and the result is an entirely new concept. The centerpiece of the store is an expanded and open food preparation area that customers can see from the moment they enter. Other location features include:\r\n\r\n- Elevated food experience with Kum & Go’s “Go Fresh Market”\r\n- Open kitchen layout, clear aisles and easy-to-navigate zones\r\n- Seating inside with patio seating outside (weather permitting)\r\n- Complimentary Wi-Fi and charging stations for customers\r\n- Expansive beer cave and growler station with fresh beer\r\n- Designed for LEED-certified status, using energy efficient and sustainable design\r\n\r\nAdditionally, visible on 86th Street is a new piece of artwork commissioned by Kum & Go specifically for this Johnston location. An 8-foot tall and 7-foot wide ampersand (paying tribute to Kum & Go’s slogan “Where & means more.”) sits on the north side of the store. Designed and produced by the award-winning, Des Moines-based art studio Sticks, the sign pays tribute to the community of Johnston with key words and images that reflect the area’s attractions and slogans on one side. The opposite side showcases the Kum & Go core values and culture.\r\n\r\n“This new footprint represents everything that Kum & Go strives to be for our associates and for our customers,” said Kum & Go president and CEO Kyle Krause. “This is the evolution of our brand promise and business approach. Now customers can truly experience the “more” that we provide.”\r\n\r\nThe store design was conceptualized by CBX, a retail design firm headquartered in New York City, and working prototype developed by BRR, an architecture firm in Kansas City. Local partners included Henning Construction from Johnston, Performance Display and Civil Design Advantage from Grimes, and Seneca Companies from Des Moines. Additional partners included Hussmann, Nagle Signs, and Arning Companies.\r\n\r\nKum & Go operates three stores in the Johnston community – the other two can be located at 5800 Northglenn Drive and 6130 NW 86th. All Johnston locations are open 24 hours, year-round.\r\n\r\nFuture locations of this new layout are planned for 2016 in Iowa, Colorado, Oklahoma, Wyoming, Missouri, and Arkansas. The next Iowa location will be located in Waukee in the new Kettlestone development, projected to open in spring 2016.\r\n\r\nOriginally published by Kum & Go.\r\nAlso seen in:\r\nConvenience Store News\r\nCSP\r\nC Store Decisions\r\nNACS', 'Kum & Go Unveils First Marketplace Store Design in Johnston', '', 'inherit', 'closed', 'closed', '', '2157-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2157, 'http://cbx.cappendev.com/2157-revision-v1', 0, 'revision', '', 0), (2943, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Midwestern chain Kum & Go is elevating the c-store experience from the traditional grab-and-go to destination retail with a new Marketplace concept.\r\nWhen you think convenience store, do you think LEED-certified building, fresh food, warm and inviting interior, and growler bars? Nope. Well Kum & Go is trying to change that mindset with a new store concept—a market prototype dubbed Kum & Go Marketplace—that is setting a new standard for the c-store sector.\r\n\r\nEstablished in 1959 in Hampton, Iowa, Kum & Go is a family-owned business and the fifth-largest privately held and company-operated convenience store chain in the United States. It currently employs 5,000 associates across 430 stores and has a presence in 11 states (Iowa, Arkansas, Colorado, Minnesota, Missouri, Montana, Nebraska, North Dakota, Oklaoma, South Dakota, and Wyoming).\r\n\r\n“Kum & Go is an industry pioneer founded on providing exceptional service and delivering more than what customers expect,” says Chris Jones, senior vice president, marketing at Kum & Go. “The Marketplace concept was developed to align with our evolved brand promise and continued focus on fresh food options.”\r\n\r\nNew York-based brand agency and retail design consultancy CBX worked with Kum & Go on the design concept, while Missouri-based BRR Architects helped adapt the concept to the 6,000-sq.-ft. prototype store in Johnston, Iowa.\r\n\r\nThe innovation of the prototype comes with the prioritization of the food offering. An open kitchen serves as the store’s centerpiece, with a major objective of showcasing quality and freshness. This featured area uses materials that communicate a more sophisticated kitchen, such as white subway tile, marble-like countertops and stainless steel.\r\n\r\n“This is an area that is typically not seen,” explains Todd Maute, a partner at CBX. “Kum & Go wanted to elevate the food offering, showing the great quality to the customer.”\r\n\r\nJones adds that the kitchen was a focus for the brand, because that is where the company sees the most potential for growth. “We’ve opened up the kitchen and put the food preparation area front and center, so customers can watch us prepare fresh, delicious food that they can eat right in our store or on the patio outside” he says.\r\n\r\nDisplay units were lowered in order to create consistent sightlines throughout the store to simplify navigation, improve shopability and maintain the focus on the fresh food offerings from every angle. Express Checkouts adjacent to the entry were incorporated for customers who need to complete a fast transaction.\r\n\r\nJust as the kitchen is the heart of the home, Kum & Go wanted to reiterate that family-owned commitment and invite customers in with that same sense of warmth and comfort. Architecture and design details draw on residential cues.\r\n\r\n“The overhanging canopy on the exterior offers the appeal of a low-hanging prairie-style home, a simple, modern approach to the architecture that creates that residential scale and feel,” says Joseph Muscarella, design director at CBX.\r\n\r\nMaterials and finishes, such as the subway tile and marble-like surfaces, reinforce the residential cues. While these selections infuse a clean modern aesthetic, the use of wood adds warmth and texture. The lighting strategy was meant to accentuate the interior design, creating a moody and dramatic feel in contrast to the typically bright and glaringly overlit convenient store. Black details add a classic, sophisticated appeal, while red accents serve as highlights that speak to the Kum & Go brand.\r\n\r\nIn addition to the signature brand color, the brand story is clearly communicated using the iconic ampersand. From the exterior fascia and door hardware to halo light ceiling details and even donuts, the ampersand amplifies the brand experience. For Kum & Go, the ampersand truly represents what the company stands for, “Where & means more.” This detail reinforces the goal of the prototype communicating that Kum & Go offers more than a typical convenience store.\r\n\r\nAnd the space does offer much more—from the open kitchen, indoor and outdoor seating and nicely articulated restrooms to elevated offerings such as complimentary Wi-Fi and charging stations, a walk-in cooler (or “beer cave”) and a growler station with locally brewed beers.\r\n\r\nCreating a connection to the local community was important, as Kum & Go is dedicated to the communities it serves, including sharing 10 percent of its profits with charitable causes. An 8-ft.-tall, 7-ft.-wide ampersand sculpture brings the brand message curbside. A Des Moines-based artist, Sticks, integrated keywords and imagery that reflect area attractions and slogans as a way to pay tribute to the Johnston community on one side of the sculpture, with Kum & Go brand elements and core values on the other. The brand also demonstrates its commitment to the community and the environment through its sustainability standards. Material selections and initiatives like the water retention capture have earned this prototype store LEED recognition.\r\n\r\n“The whole approach is such a dichotomy to the traditional convenience store,” Maute says. “Here, it is not grab what you need and go. Kum & Go invites you to stay and linger.” For Kum & Go, this store concept is a natural extension of their brand promise. Jones explains: “As our customers’ needs change and evolve, we want to keep up with them to provide everything they need and more from our convenience stores.”\r\n\r\n\"XH2R7610\"\r\nThe Kum & Go ampersand sculpture pays tribute to the community on one side and the essence of the store on the other.\r\n\r\n\"160216_Kum\r\nLowered display heights and enhanced signage create continuous sightless that help customers easily navigate the store.\r\n\r\n\"160216_Kum\r\n\r\n\"197H7644\"\r\nThe material applications and lighting strategy create a more modern and sophisticated approach to c-store design.\r\n\r\n\"160216_Kum\r\nDedicated innovation space, such as the growler bar, provides the opportunity to test out new ideas that elevate the customer experience.\r\n\r\nOriginally published in design:retail', 'Kum &...Stay?', '', 'inherit', 'closed', 'closed', '', '2201-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2201, 'http://cbx.cappendev.com/2201-revision-v1', 0, 'revision', '', 0), (2944, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Chain drug retailers are being challenged to free up additional retail space and to reconfigure their stores to keep pace with competitors’ new brandings and offerings, according to Duane Chudy, president and chief executive officer of TCGRx, a supplier of work-flow solutions and pharmacy automation.\r\nThe market, he notes, is constantly driving pharmacy operators to invent new ways of doing business to stay competitive and profitable, and retailers are turning to innovate store designs and fixtures as key components in those efforts.\r\n\r\n“We have been designing pharmacies and integrating automation for years,” he says, adding that the Wisconsin-based firm helps pharmacies shrink their square footage without sacrificing service.\r\n\r\nJames Sundstad, vice president of branded environments at CBX, an agency that helps build brands through innovative store designs and other initiatives, agrees that the blurring of retail channels and the increased competition within the drug store industry and from other trade channels has inspired new concepts in store designs, layouts, and fixtures.\r\n\r\nDrug stores, without abandoning their pharmacy and health and wellness images, have evolved into convenience stores in the minds of many customers, whereas other customers are turning to convenience stores for many of their over-the-counter medicines.\r\n\r\nMark Gillham, collaborative store leader at Jackman Reinvents, adds that retailers are spotlighting and showcasing products in a more profound way by adopting and utilizing store designs and fixtures. Jackman Reinvents has worked with such retailers as Duane Reade, Walgreens, Rexall Health and Sobeys Inc. on store design initiatives.\r\n\r\n“We help organizations reinvent the customer experience to drive growth and win against competitors,” he explains. “We do this by bringing business and creative strategy together in a collaborative end-to-end process.”\r\n\r\nOne fixture line that TCGRx recently brought to the pharmacy market is HDStock, it’s high-density cabinets that can reduce a pharmacy’s medication storage footprint by up to 50%, in the process opening up space to implement such functions as patient consultative services and vaccination rooms or expanded retail merchandising areas, all without expanding an existing floor plan. With HDStock—available in six features—the unique layouts and work flows of pharmacies are addressed.\r\n\r\nChudy says that the HDStock system has been designed to be expandable and that the fixtures can be customized with colors and finishes to match the look of an existing pharmacy.\r\n\r\nAt CBX, the agency works with retailers to provide customers with unique brand experiences through novel layouts, whether that customer is in the store for a “grab-and-go” item or for more of a complete purchase transaction, says Sundstad.\r\n\r\nHe says that one trend in the design/fixtures arena is that products that were once confined to higher shelves are now placed at lower levels on gondolas to attract the customer and in the process build brand loyalty. He cites the approach that Bartell Drugs has taken to usher in local merchandise—including specialty chocolates, local products and gifts—to some neighborhood stores, where they are displaying the high-end products on attractive end-caps, gondolas, and in-aisle fixtures.\r\n\r\nAt CBX client Duance Reade, success was achieved several years ago when cosmetic counters and fixtures once nearly exclusive to department/specialty stores were introduced to drug stores. By highlighting the cosmetics section as a uniquely branded area of the store, sales increased dramatically. Duane Reade is also among pharmacy retailers that now depend on lower pharmacy counters as vehicles to help forge stronger bonds between pharmacists and patients.\r\n\r\nChanges in store designs and fixtures are also reflected in the increased integration of perishable and nonperishable food in the drug channel. Gillhman says a “big game changer” in this trend is seen at Shoppers Drug Mart as a result of its recent acquisition by Loblaw Cos. New formats at SDM stores have expanded square footage to accommodate fresh/perishable items.\r\n\r\nOriginally published in Chain Drug Review Magazine', 'Latest Fixtures Help Retailers Get More Out of Their Space', '', 'inherit', 'closed', 'closed', '', '2249-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2249, 'http://cbx.cappendev.com/2249-revision-v1', 0, 'revision', '', 0), (2945, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Formerly Known as Dice Holdings, Inc., DHI Group, Inc., Celebrates Its New Visual and Verbal Identity Today by Ringing the Closing Bell on the New York Stock Exchange\r\nAs DHI Group, Inc. (\"DHI\") rings the Closing Bell on the New York Stock Exchange today, it does so with a new visual and verbal identity created by CBX, the brand agency and retail design consultancy, in consultation with DHI.\r\n\r\nFormerly known as Dice Holdings, Inc., DHI is a leading provider of specialized websites and services for professional communities. With the help of CBX, the Company has rebranded as DHI and adopted a new logo that includes the brand-reinforcing tagline \"Delivering Hire Insights.\"\r\n\r\n\"We began as the Dice business nearly 25 years ago and have developed and expanded to serve multiple specialty verticals, with new products and services that will further expand our market opportunity. The name DHI better represents the evolution of our Company into a diverse portfolio of specialized websites and services that serve targeted constituents and are unified under one corporate umbrella,\" explained Michael Durney, DHI\'s President and CEO.\r\n\r\n\"For the new logo, CBX sought to create a symbol of reliability, trust and quality,\" said Rick Barrack, co-founder and Chief Creative Officer at CBX. \"We used proprietary, bold, uppercase letterforms to define the new brand mark. Running from the cross bar of the \'H\' and leading to the accent graphic over the \'I,\' the visual path we created in the logo calls to mind the upward trajectory showing positive results. It represents ambition, innovation, forward-thinking and setting new paths of opportunity.\"\r\n\r\n\"The new tagline -- \'Delivering Hire Insights\' -- complements this visual identity even as it evokes the human dimension of DHI\'s people-centric mission,\" Barrack said. \"The tagline defines what DHI is all about, and what it does for its clients and the professionals who use their services.\"\r\n\r\n\"With our new verbal and creative assets, DHI now has its own distinct identity, allowing our Dice brand to strengthen its position as the leading digital career resource,\" Durney noted. \"The name DHI and our new tagline more clearly reflect the globally unified company we have become.\"\r\n\r\nAbout DHI Group, Inc.\r\nDHI Group, Inc. is a leading provider of specialized websites and services for professional communities including technology and security clearance, financial services, energy, healthcare and hospitality. Our mission is to empower professionals and organizations to compete and win through specialized insights and relevant connections. Employers and recruiters use our websites and services to source and hire the most qualified professionals in select and highly-skilled occupations, while professionals use our websites and services to find the best employment opportunities in and most timely news and information about their respective areas of expertise. For almost 25 years, we have built our company on providing employers and recruiters with efficient access to high-quality, unique professional communities and offering the professionals in those communities access to highly-relevant career opportunities, news, tools and information. Today, we serve multiple markets primarily located throughout North America, Europe and the Asia Pacific region.', 'Leading Digital Provider for Professional Communities Rebrands as DHI Group, Inc. With Help From CBX', '', 'inherit', 'closed', 'closed', '', '2088-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2088, 'http://cbx.cappendev.com/2088-revision-v1', 0, 'revision', '', 0), (2946, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'CBX, the brand agency and retail design consultancy based here, has been retained by OKKO, the L\'viv, Ukraine-based network of 400 petroleum and convenience stores, to help refine its product offering and shop design standards. OKKO stores can be found along highway interchanges as well as more densely populated urban areas in this country of more than 45 million people.\r\n\"OKKO operates traditional c-stores throughout the region, which are quite modern and good looking,\" said veteran c-store designer and consultant Joseph Bona, CBX president of branded environments. \"However, the chain recognized a need to enhance its product offering, particularly for stores located in urban areas where fast, fresh and convenient food offers could help the company stand out among its competitors and increase market share and profits.\"\r\n\r\nThe assignment includes helping OKKO balance traditional c-store offerings along with food-to-go selections. To that end, CBX will work with the chain to develop a scalable foodservice program that can be rolled out across the network while also rationalizing existing merchandise selections. \"In the global convenience store market, food-on-the move is a growth area for all operators, but especially for those in emerging markets with an expanding middle class,\" Bona explained. \"Our role is to help OKKO define itself through product offer as the leader in their market.\"\r\n\r\nOn the design side, Bona noted that OKKO recently instituted a chainwide remodel and refresh program involving its gas canopy logo and forecourt standards. Under its assignment, CBX will build upon that program by developing new complementary standards across different assets, including exterior and interior shop design, shop layout, uniforms, temporary and permanent signage, menus, and other communication vehicles. \"The goal is to project the OKKO brand\'s strong local roots and its focus on innovation,\" Bona concluded.\r\n\r\n\"We are really excited to work with the CBX team,\" said Iryna Moiseyeva, Director of Private Enterprise at OKKO. \"Their international experience and strong retail background supports us in our strategy, planning and renovation projects. We are looking forward to opening the first three new stores with our new concept and updated offering in the beginning of 2015.\"\r\n\r\nAs seen in:\r\nPenn Energy.com\r\nNACS Online\r\nA.R.E Retail Environments\r\nVMSD', 'Leading Ukraine C-Store Network OKKO Taps CBX to Enhance Product Offering and Shop Design', '', 'inherit', 'closed', 'closed', '', '2056-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2056, 'http://cbx.cappendev.com/2056-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2947, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '

    I’m not sure we could have asked for anything more the first time out of the gate.\r\nNearly 140 people came to Chicago in early June to learn and share their time and experience about the private label industry at PLBuyer’s first conference, Private Label: The Next Generation.\r\n\r\nWe wanted to fill a niche within our industry, creating a conference that was focused on retailers, the problems and challenges that they face and some of the experiences and successes that they’ve found along the way.\r\n\r\nClearly, we struck a chord. Attendees representing 15 retailers in the U.S., Mexico and Canada were on hand for the event. Some of them were among our strong lineup of speakers, others came along to learn and network.\r\n\r\nOur attendees stretched across nearly every channel, with grocery, dollar, warehouse, mass merchandise and convenience represented.\r\n\r\nSo what did we learn? What could all of us take away from this event?\r\n\r\nThe general consensus was that the old approach to marketing, merchandising, development and partnerships is not the way to succeed in the future.\r\n\r\nSafeway’s Joe Ennen talked about retailers doing their own consumer research and listening to their customers rather than reacting to the national brand manufacturers’ trends.\r\n\r\nLongo Brothers Fruit Markets’ Jenny Longo and Robert Koss said creating a premium tier for private label meant not simply settling for small variations in products to make that distinction. Rather, their signature tier is comprised of family recipes and unique products that can not be found on other shelves.\r\n\r\nTerry Lee of Private Brand Advisors said we needed to capture customers’ attention quickly as quick trips in new channels such as convenience and dollar stores increase. And Todd Maute from CBX went through a quick case study of Duane Reade’s private label transformation, linking its private label program to customers where they live, in New York City.\r\n\r\nNew approaches. New thought processes. New packaging. New outreaches to customers.\r\n\r\nSam Mayberry of Supervalu ended with the biggest indication of where we’re going. Fitting that our final keynote speaker would point the way to tomorrow.\r\n\r\n“I really think there’s a larger play for collaboration with everyone who can get the product off our shelves and into the hands of consumers,” he said.\r\n\r\nPrivate label is no longer the domain of suppliers pitching products to retailers, or retailers finding categories to create me-too items from CPG companies. The future will involve more close work between retailers and suppliers, from the infancy of developing products through the packaging and merchandising of the products in stores.\r\n\r\nWe’re all in this together. That’s what we continued to learn last month. I can’t wait to find out what we learn next year.

    \r\n\r\nhttp://digital.bnpmedia.com/display_article.php?id=1108145\r\n', 'Learning to Fly', '', 'inherit', 'closed', 'closed', '', '1674-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1674, 'http://cbx.cappendev.com/1674-revision-v1', 0, 'revision', '', 0), (2948, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'WHO: 826NYC, an organization founded by celebrated author Dave Eggers to foster creative writing skills in under-resourced students, and CBX, a Manhattan-based branding agency..\r\nWHAT: The students and agency joined together for \'The Great Lemonation Imagination Collaboration\' workshop, a two-month project to create a dream lemonade stand. Students, aged 9-12, from 826NYC will operate the stand for a day in Flatiron Plaza, the culmination of a pro-bono effort led by CBX in which the children\'s creative energies were tapped for everything from the naming of the business to the design of the logo, stand, product packaging, and uniforms. Students and 826NYC supporters will be on hand to give away the lemonade and collect donations. Executives from CBX and 826NYC will be available for interviews, along with the students. To view a 1-minute video of the project, visit: www.cbx.com.\r\n.\r\nWHEN: Wednesday, August 20, from 10:00 a.m. to 6:00 p.m..\r\n.\r\nWHERE: Flatiron Plaza (SW corner of Broadway and 23rd Street in Manhattan).\r\n.\r\nMORE DETAILS: 826NYC (www.826nyc.org) is a nonprofit organization dedicated to helping under-resourced students, ages 6-18, strengthen their writing skills and improve their academics through evening and weekend workshops, afterschool tutoring, in-schools projects, and creative writing field trips. The Brooklyn-based organization specializes in writing-based projects including college essays, student publications, creative-writing assignments, and expository papers. The 826 organization was launched by Dave Eggers, author of best-seller \"A Heartbreaking Work of Staggering Genius\" and founder of publishing house McSweeney\'s..\r\n.\r\nCommenting on the project, Eggers said: \"As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. So, over the years, the students at 826NYC have made incredible short films, written novels, produced radio shows and made hundreds of chapbooks. The lemonade stand project with CBX is right in keeping with this idea -- how do you make writing feel electric and essential and how do you give students an authentic outside audience? This project works on so many levels. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.\"', 'Lemonade!', '', 'inherit', 'closed', 'closed', '', '1988-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1988, 'http://cbx.cappendev.com/1988-revision-v1', 0, 'revision', '', 0), (2949, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'By Joe Bona\r\nPanera Bread recently announced plans to open hundreds of branded convenience stores in major markets across the United States. The Chicago-based chain, which posted sales of $3.7 billion in 2012, said the new stores will be hybrid versions of its popular fast-casual restaurants, but with fuel pumps, snacks and other c-store mainstays as part of the mix. The rollout could begin as early as 2014.\r\n\r\nBefore you react with alarm or bewilderment to the paragraph above, I should point out that nothing in it is true — except for the part about Panera generating $3.7 billion in 2012. But if the idea of going head-to-head with Panera made you uneasy, even for a moment, this is understandable.\r\n\r\nUse a Venn diagram to compare the attributes of c-store and fast-casual food strategies and the overlap is considerable. Both sectors target on-the-go shoppers who need to get in and out in a flash. Both aim to broaden their appeal by combining higher-quality food ingredients with sparse, easy-to-understand menus. And as they seek to innovate, both c-stores and fast-casual chains are paying much closer attention to brand-reinforcing graphics, store design and the total customer experience.\r\n\r\nFor its part, the fast-casual sector has honed this formula to near-perfection, with impressive results. According to research firm Technomic Inc., “Fast-casual makes up just 14 percent of the total $223 billion limited-service restaurant segment, but its sales continue to outpace other operators. Fast-casual sales increased 13 percent in 2012, and the largest chains did even better, growing by 16 percent.”\r\n\r\nBut despite all the overlap in the aforementioned Venn diagram, rarely if ever does the c-store sector look outside itself for new and innovative approaches. For years now, a few chains — the likes of RaceTrac, Wawa and QuikTrip, to name a few — have led the pack and spawned quite a bit of imitation, with some of their competitors repeatedly taking “best practice tours” in which they visit these innovators’ new stores in search of creative ideas.\r\n\r\nInnovation is different from imitation, however. Given all the channel blurring in food today — with dollar stores, drugstores, c-stores, quick-service restaurants and other businesses increasingly competing for the same customer — looking outside your own sector is arguably not just a best practice; it is a strategic imperative.\r\n\r\nIf c-stores want to build their brands around stronger food offerings, they would do well to branch out and study what is happening in sectors with which they share some commonalities. Panera and Pret A Manger sell sandwiches, which are precisely what so many of the better c-store retailers are focused on these days.\r\n\r\nWhy have consumers responded so enthusiastically to fast-casual chains? How do these chains approach preparation, distribution, traffic flow, presentation and signage? Like c-stores, today’s fast-casual chains contain a number of self-serve elements, such as fountain-drink stations, coffee services and beverage coolers. Pret A Manger, in particular, is all grab-and-go — a convenience store, minus the smokes and the gas.\r\n\r\nWhat successful elements from this could be adapted for a c-store context? Picture what Panera or Chipotle might actually look like as a hybrid convenience store/fast-casual restaurant. What would have to change? What could stay the same? Operationally, how large would a c-store company have to be before it could launch its own commissary and begin stocking its stores with prepared foods worthy of the best in fast-casual?\r\n\r\nIn all likelihood, asking such questions would not lead to a total remake of the decades-old c-store model. But it could very well spark some creative approaches that yielded real benefits for those brave enough to try.\r\n\r\nNaturally, risk-taking is a part of this. The typical evolution involves launching a test concept and spending a lot of money to work out the kinks. Tests fail, which is perhaps why so many c-store chains tend to favor low-risk, equipment-based solutions to their foodservice offers. But the upside of automated approaches, such as savings on labor and storage space, should be considered along with the potential downside: namely, a perpetuation of the consumer perception that c-store food is greasy, unhealthy and stale.\r\n\r\nStealing pages from Panera Bread or Pret A Manger, by contrast, would entail a high level of commitment, with different skill positions, a bigger investment in people and infrastructure, additional training and more storage space. And yet, you can bet the millions of Americans who regularly patronize fast-casual restaurants spend plenty of time visiting c-stores as well. These consumers have more choices today than ever. They are accustomed to switching from one brand to the next. And their frantic schedules actually favor more one-stop shopping at convenience stores.\r\n\r\nConsider Technomic’s 10 Trends for 2014 report. Published in November, it highlights the breakdown of traditional meal times as a trend to watch. “Consumers are less likely to eat according to a three-square-meals schedule; they nosh, skip meals, eat breakfast for dinner and vice versa,” the researchers explain. “More restaurants are introducing innovative breakfast items…often available all day. And while breakfast- and lunch-only concepts are building a niche, other operators are promoting late-night breakfast menus, often in conjunction with 24-hour drive-thru service.”\r\n\r\nThat sounds an awful lot like a national to-go order for more convenient approaches to food. Will the c-store sector rise to the challenge?\r\n\r\nRead more: http://www.csnews.com/print-topstory-lessons_from_fast_casual-64892.html', 'Lessons from Fast-Casual', '', 'inherit', 'closed', 'closed', '', '1890-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1890, 'http://cbx.cappendev.com/1890-revision-v1', 0, 'revision', '', 0), (2950, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'The London International Awards (LIA) has announced the addition of the \'Verbal Identity\' category to its 2015 Design competition.\r\nThe introduction of the category is a reaction from LIA to the \'What About Naming?\' campaign launched by New York-based brand agency CBX.\r\n\r\nWith major industry awards programs continually ignoring the foundational role of naming in the brand-building process, CBX launched the \'What About Naming?\' campaign. CBX quite rightly believes that more should be done to honor the most creative and successful naming and verbal identity projects.\r\nOn April 6th, CBX carried out a full-page advertisement in Advertising Age that targeted the industry\'s award shows. Although it was not directed at LIA, the advertisement thanked the awards for validating a job well done but then pointed out that maybe they\'d forgotten something, and asked the question: \'What About Naming?\'\r\n\r\nSays Barbara Levy, founder of LIA: \"When I read the ad that CBX took in Advertising Age, although the ad wasn\'t directed at us, we realized that LIA needed to take action. As LIA has become one of the most progressive festivals and continuously works with the industry on what they need changed, we decided that we would respond and work with CBX to award this forgotten category. We immediately got in touch with CBX and partnered with them to define the category so that LIA could add it to our 2015 competition.\"\r\n\r\nCBX revealed in a statement that \"LIA acted fast to reach out to us in response to our campaign to promote industry recognition for naming and verbal identity. We were thrilled to learn that our vision will become a reality at LIA\'s 2015 awards festival.\"\r\n\r\nLIA recognize that Verbal Identity is an important part of developing a consumer brand and that there is an obvious gap in the awards festival for a Naming & Branding category. LIA took CBX\'s \'What About Naming?\' campaign as invitation to fill this gap.\r\n\r\nLIA and CBX will continue to work together to ensure that the new Design category is exactly what Naming & Branding agencies require. Rick Barrack, chief creative officer/founding partner of CBX, will judge the category.\r\n\r\nSays Gregg Lipman, CEO/managing partner of CBX on why \'Verbal Identity\' is so important: \"You will never talk about your brand without using the name. Unlike the tagline or logo, it\'s the one touch-point that follows every single interaction with the brand. In written or verbal conversation, the name is always part of the dialogue. Simply put, your brand name follows you wherever you go.\"\r\n\r\nSays Barrack: \"People are often afraid to reward things until they know they are a success. Part of the issue is that language is universal. Most people aren\'t afraid to admit they can\'t design, so outsourcing design is acceptable. Language is different. Everyone speaks, so it seems like anyone could name a brand. But the reality is, naming a brand presents serious trademark, linguistic and strategic challenges that need to be addressed by professionals.\"\r\n\r\nAny company or individual, including clients, that are involved in the long-term verbal assets (naming or re-naming) of the brand are eligible to enter into the \'Verbal Identity\' category.\r\n\r\nThe LIA 2015 Entry System is now accepting entries through August. Judging will take place from 1st October to 10th October. The shortlists will be announced as each judging session concludes, with winners being announced 10th November. For more information on submissions and eligibility please visit http://www.liaawards.com/enter/eligibility/.\r\n\r\nAlso seen in:\r\n\r\nBizcommunity.com\r\n\r\nBest Media Info\r\n\r\nMediaPost\r\n\r\nCampaign Brief', 'LIA becomes first awards festival to introduce \'Verbal Identity\' category to Design competition', '', 'inherit', 'closed', 'closed', '', '2099-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2099, 'http://cbx.cappendev.com/2099-revision-v1', 0, 'revision', '', 0), (2951, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Brian Collins, chief creative officer and co-founder of Collins, has been named as the Design and Package Design jury president for the 2015 London International Awards (LIA).\r\nThe Design and Package Design Jury will consist of a host of the world\'s finest creative minds, including: Rick Barrack, Tim Greenhalgh, Pum Lefebure, Rebeca Mendez, Christian Mommertz, Joanina Pastoll and Ronnie Wu.\r\n\r\nWithin the Design & Package Design medium will lie the \'Verbal Identity\' category, one of two categories making their debut this year. The introduction of the \'Verbal Identity\' category is a reaction from LIA to the \'What About Naming?\' campaign launched by New York-based brand agency CBX. Also, new to the 2015 Design competition is the \'Product Development\' category.\r\n\r\nSays Collins: \"I\'m beyond happy to join such a distinguished list of judges this year - and across so many established, new and emerging disciplines. I\'m also beyond happy that the thoughtful people at the London International Awards had a few more highballs before it came time to select this year\'s design chair. How nice for me.\"\r\n\r\nCollins is chief creative officer and co-founder of Collins, a company dedicated to designing experiences and communications that shape companies and people for the better.\r\n\r\nHis creative work has been featured in The New York Times, Creativity, Fortune, Graphis, NBC News, ABC News and Fast Company, which named him one of five American Masters of Design. Business Week named his work on the Hershey Chocolate Factory in Times Square as a design \"Wonder of the World.\"\r\n\r\nCollins speaks globally on design and innovation and he was the first graphic designer invited to participate in the World Economic Forum in Davos, Switzerland. He is also a member of the Forum\'s Global Agenda Council and, in 2011, he was selected by the AIGA to represent the United States at Beijing Design Week.\r\n\r\nCollins is vice president of The Art Directors Club and is a director of Virginia Commonwealth University Brandcenter. He has been a professor in the Graduate Program of the School of Visual Arts in New York since 2001.\r\n\r\n2015 Design & Package Design Jury:\r\nBrian Collins (Chief Creative Officer & Co-Founder, Collins, New York) - Jury President\r\nRick Barrack (Chief Creative Officer, CBX, New York)\r\nTim Greenhalgh (Chairman & Chief Creative Officer, FITCH, London)\r\nPum Lefebure (Co-Founder & Chief Creative Officer, Design Army, Washington D.C.)\r\nRebeca Méndez (Artist & Designer, Rebeca Méndez Studio, Los Angeles)\r\nChristian Mommertz (Chief Creative Officer, Geometry Global, Berlin)\r\nJoanina Pastoll (Executive Creative Director, Lowe Cross Colours, Johannesburg)\r\nRonnie Wu (Group Creative Director, Y&R Beijing, Beijing)\r\n\r\nThe LIA 2015 Entry System is now accepting entries through August. Judging will take place from 1st October to 10th October. The shortlists will be announced as each judging session concludes, with winners being announced 10th November.\r\n\r\nFor more information on submissions and eligibility please click here.\r\n\r\nTo find out more about LIA Awards, visit http://www.liaawards.com/.\r\n\r\nAlso seen in:\r\nSourceEcreative', 'LIA names Collins co-founder Brian Collins as Design and Package Design jury president', '', 'inherit', 'closed', 'closed', '', '2105-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2105, 'http://cbx.cappendev.com/2105-revision-v1', 0, 'revision', '', 0), (2952, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'LIA has announced the first stand-alone jury recognizing the importance of verbal branding. The 2016 LIA Verbal Identity Jury will focus on the assets of a brand that relate to naming, phrasing, and communications. It is being introduced as a medium for this year\'s awards, after serving as a category under the Design medium in 2015.\r\nThe inaugural jury president will be Chris West, managing director of the London-based brand consultancy, Verbal Identity Ltd.\r\n\r\nSays West: \"I am honoured to be the president of the Verbal Identity Jury at the 2016 LIA Awards, with a Jury that consists of some of the world\'s most respected creators and users of powerful brand language today. Like Steve Martin said: \'Some people have a way with words, and other people...oh, uh, not have way.\'\"\r\n\r\nWest launched the verbal brand strategy consultancy Verbal Identity in 2013, accumulating a number of high-profile clients from the luxury goods, technology, cosmetics, brewing and automotive industries, including the House of Alexander McQueen, Fred Perry, SABMiller, Hunter and Staples. He started his career in the 90s as a highly-awarded copywriter working at Saatchi, BBH, Leagas Delaney, RKCR and Mother, and claims authorship of two \'Billion Dollar lines\' (\"You never actually own a Patek Philippe. You merely look after it for the next generation,\" and Pringles\' \"Once you pop, you can\'t stop,\").\r\n\r\n2016 Verbal Identity Jury:\r\nRachel Bernard, VP, Director of Verbal Strategy, CBX, New York\r\nSean Doyle, Owner, Panic, London\r\nAmanda Liu, VP & Creative Director, Labbrand Brand Innovations, Shanghai\r\nSteve Martin, Director, Eat Creative, Tokyo\r\nBen Zimmer, Language Columnist, Wall Street Journal, Jersey City\r\n\r\nCategories in this medium include:\r\nCampaign Tagline/Endline - The creation of a single line/phrase, that is consistently applied across all or most of the brand\'s/product\'s communications, and which is designed to sum up the communications so as to become a shorthand for the brand\'s positioning.\r\nNaming - The creation of a new brand or product name that suggests the soul and positioning of a new product or brand in an evocative and memorable way.\r\nTone of Voice - The development of a character-rich and relevant voice for a product or brand in its written and/or spoken communications.\r\nUse of Copywriting\r\n\r\nAll companies and/or individuals involved in the creative process are eligible to enter.\r\nFor more information on submissions and eligibility: Eligibility.\r\n\r\nWork submitted must be broadcast, published or released in a commercial environment with client approval between 1st July 2015 and 31st July 2016.\r\n\r\nOriginally posted by Campaign Brief Asia', 'LIA Reveals New Verbal Identity Category', '', 'inherit', 'closed', 'closed', '', '2171-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2171, 'http://cbx.cappendev.com/2171-revision-v1', 0, 'revision', '', 0), (2953, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Gregg S. Lipman, Managing Partner, CBX and Joe Bona, President of Branded Environments, CBX, spoke about how retail is changing.\nThe fundamentals of retail today are the same as they were 2,000 years ago. It\'s only the way brands go to market and communicate with consumers that have changed.\nIn today\'s \"always on\" market, it\'s more dynamic and every one is communicating at once. We\'ve moved to multi-channel, to hyper-channel to omni-channel. The brand needs to communicate on each channel without losing its essence.Everything is retail because of digital.\nProducts will exist in a cloud that will aggregate data, provide insights, customer service, etc, the internet of things is coming, if not already on its way.\nWhat will drive and motivate consumers to drive to a brick and mortar store in this age?\nCreate 3D experiences that 2D cannot achieve, stimulate all the physical senses.\nPeople still seek experiences. That entertain, inspire & delight. Provide consumers with a \"special treat.\"\nGuest experience: community, product, service, shared values/experiences\n\n3 Case Studies were examined:\n\nDuane Reade:\n\nReinvented themselves around Pharmacy, beauty needs, and daily living/convenience needs expressly for New Yorkers.\n\nPhilabundance:\n\nWanted to offer happy, fresh, approachable foods to food desert communities.\n\nTerpel/Copec:\n\nWanted to make the motor oil pump experience very different, branding itself as the leader, future of fuel.\n\nExperience, design, and physical rich experience is what will lead vibrant retail in the future.\n\n \n\nhttp://www.thenextbigdesign.com/2013/04/live-from-fuse-2013-brand-xperience.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed:+NextBigDesign+%28Next+Big+Design%29', 'Live from FUSE: Changing the Face of Retail', '', 'inherit', 'closed', 'closed', '', '1808-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1808, 'http://cbx.cappendev.com/1808-revision-v1', 0, 'revision', '', 0), (2954, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Project: Duty-free shops, Muhammed V International Airport, CasablancaDesign: CBX\r\nCompletion: Spring 2104 (phase 1), Summer 2014 (phase 2)\r\nSize: 9,967 sf\r\nRetailer: IDFS\r\n\r\nInspired by Moroccan architecture most recognized by its royal arches,these duty-free shops give shoppers one last look at Morocco as they leave the country. Luxury purchases of perfume, wines, chocolates, and other international items become souvenirs of their stay in an exotic and storied locale.\r\n\r\nSeparate shopping areas (all owned by IDFS, Morocco’s oldest duty-free retailer) give the feel of shops in a bazaar, while architectural touches such as stylized courtyards and arches recreate the feel of traditional Moroccan homes or “riads.” Rendered in a modern style accessible to the most international taste, the stores feature a color pallet based on the local landscape: desert colors for the floors, rich ivory and sea blue for the accents.\r\n\r\nLED lighting shows off the products to best advantage while large, warm pendant lights bring the scale down to human size and further recall local architecture. Overhead signs identify departments while internally illuminated display towers highlight logos of designer brands.\r\n\r\nThe first two stages of the fast-track project were completed in May and June. The third, a handbag shop, will be finished later this year.\r\n\r\nRead the full article here.', 'Local inspiration', '', 'inherit', 'closed', 'closed', '', '2025-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2025, 'http://cbx.cappendev.com/2025-revision-v1', 0, 'revision', '', 0), (2955, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'By Joseph Bona\r\nChalk it up to the law of unintended consequences. Forward-thinking limited-service chains have spent the past few years searching for ways to ramp up the customer experience — up to and including encouraging people from all walks of life to use their stores as hangouts and even Wi-Fi-enabled \"third place\"-style offices. But now the likes of Starbucks and McDonald\'s face a chorus of criticism from camps with opposite agendas.\r\n\r\nOn one side are those who are outraged by the decision these chains have made to oust certain loiterers. A Jan. 27 article in The New York Times (\"The Food May Be Fast, but These Customers Won\'t Be Rushed\") called attention to the trend. It cited PR nightmares such as the Starbucks store that kicked out a group of deaf people who were not ordering enough coffee, and the McDonald\'s restaurant that ushered out a group of older Koreans, sparking a worldwide boycott in the bargain.\r\n\r\nDon Mitchell, a professor at Syracuse University, was among those none too pleased. He told the newspaper: \"Taking up space is a way to claim a right to be, a right to be visible, to say, \'We\'re part of the city too.\' \"\r\n\r\nBut the online comments triggered by the article were full of exactly the opposite sentiment.\r\n\r\n\"Too often I\'ve had to walk out of a Starbucks without buying a coffee and pastry because all tables and chairs are taken by people just reading books or laptops,\" noted one reader. Another said his local McDonald\'s was inhabited by scary-looking drug addicts: \"Nothing makes a customer like me take his food and leave like a scary, skinny, dirty guy staring angrily at me while I am eating because I am in \'their\' side of the restaurant.\"\r\n\r\nKick loiterers out, and you get slammed. Ditto if you let them stay. So how can restaurants create an inviting customer experience without playing socio-economic favorites and incurring the wrath of the politically correct on one side, and their better customers on the other?\r\n\r\nThere are no easy answers here. Today\'s chains face a massive threat from Amazon and other ecommerce retailers, which is why brick-and-mortar retail CEOs constantly talk about \"place-making\" and \"destination retail.\" Walk into the Nordstrom store at Bellevue Square in Seattle and you\'ll find a full-fledged cocktail bar. Even some c-store chains now strive to create café-style atmospheres.\r\n\r\nBut chains cannot have their cafés and tell people to \"beat it,\" too. Once you start offering free Wi-Fi and putting in soft-seating lounges, you have to stand by your commitment to customers. Setting blanket time limits on how long people can stay is a formula for driving your customers to your rivals.\r\n\r\nBut limited-service chains do have every reason to protect their customers from behaviors that cross the lines of societal acceptability. If someone is drunk, loud, malodorous or abusive, that person can and should be shown the door. The trick is to train employees and managers, not only in how to recognize this behavior, but also in how to deal with it safely, sensitively, fairly and legally. The handbook should be explicit: People can stay here as long as they want, so long as their behaviors are consistent with societal norms and the law.\r\n\r\nThis is not about how much time or money people spend. It\'s about making people feel valued and welcome — a legitimate basis for long-term customer loyalty if ever there was one.\r\n\r\nRead more: www.fastcasual.com/article/229399/Loitering-Critics-on-both-sides-of-the-fence-slam-limited-service-chains', 'Loitering: Critics on both sides of the fence slam limited-service chains', '', 'inherit', 'closed', 'closed', '', '1949-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1949, 'http://cbx.cappendev.com/1949-revision-v1', 0, 'revision', '', 0), (2956, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Alibaba is once again in the hot seat facing allegations of supporting the sale of counterfeit goods on its sites. The issue has been a thorn in its side this year and is one of the reasons the stock has not been performing well. It\'s now facing a lawsuit from the owner of some of the world\'s top brands. CCTV America\'s Karina Huber filed this report from New York.\r\nWatch Maryann Stump, VP Strategy Director, comment on the affects of counterfeiting on brand.', 'Luxury brands sue Alibaba for selling alleged fake goods', '', 'inherit', 'closed', 'closed', '', '2103-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2103, 'http://cbx.cappendev.com/2103-revision-v1', 0, 'revision', '', 0), (2957, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'As it seeks to tweak its image, Lyft announced its hire of Jesse McMillin, a former Virgin America employee.\r\nRide-hailing service Lyft is bringing in top talent with its recent hire of Jesse McMillin, the former creative director at Virgin American who had helped to transform that company’s image.\r\n\r\nLyft announced the hire in a blog post on July 29, giving McMillin a platform to introduce himself and his mission for the company. “It’s not every day that all of the ingredients for an amazing brand perfectly align and create a space where the potential and opportunity is entirely limitless,” he wrote. “To be a part of shaping the path for where such an exciting brand will go is not only a special opportunity, it’s the chance of a lifetime.”\r\n\r\nDuring his tenure at Virgin America, McMillin was responsible for projects including a new in-flight safety video that drew praise for its entertainment value. In fact, the video went viral, and was viewed nearly 10 million times on YouTube.\r\n\r\nAs he attempts to make his mark on Lyft, especially as it tries to grow amid legal problems and a rocky start to service in New York City, McMillin has bold plans. In an interview with Wired on Tuesday, McMillin called Lyft an “underdog,” and that the company’s signature pink, fluffy mustache attached to the front of its driver’s cars may evolve in the future. “There are different ways you might execute the power of an icon. We’ll be thinking about the next life of the mustache,” he told Wired.\r\n\r\nGregg Lipman, a managing partner at the branding firm CBX, called Lyft’s hire a strong one. “Virgin is a pretty good training ground to choose from,” he told Fortune in an email.\r\n\r\nLipman praised the company’s current image as “quirky, unique and ownable.” He added that the decision to hire McMillin may be a solid choice, especially if Lyft hopes to reach a wider range of customers. “The question will be, as competition with Uber increases, and they both deal with regulation and the inevitable backlash, will this cute, perky persona be adaptable to a broader ubiquitous audience – and will it need to?” he said.\r\n\r\nAnd like with McMillin, the mustache became a focal point for Lipman when discussing Lyft’s look going forward. “I can’t see them losing the mustache in the near future. Maybe a dye job would do, but not a shave,” he added.\r\n\r\nBut, interestingly, the company has seemingly already begun distancing itself from the pink appendage. In its newly minted New York City service, for instance, cars are without the signature mustaches attached to the grilles. Instead, a small, pink one will hang on the windshield, according to Bloomberg. Maybe it’s a signal of what’s to come.\r\n\r\nRead more: http://fortune.com/2014/08/06/lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone/', 'Lyft\'s new creative director: Trim the pink mustache or leave it alone?', '', 'inherit', 'closed', 'closed', '', '1983-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1983, 'http://cbx.cappendev.com/1983-revision-v1', 0, 'revision', '', 0), (2958, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '

    Schweppes wanted to freshen up its image yet draw on the traditions of the sparkling beverage brand, which was founded in 1783.\r\n\"Redesigning a brand with 230 years of heritage was no easy task,\" says Tony Jacobs, senior vice president of marketing with Dr Pepper Snapple Group, which markets Schweppes ginger ale and other sparkling drinks in the U.S. and Canada. \"Get it wrong, and you\'ve alienated millions of consumers.\"\r\n\r\nThe company brought in brand agency CBX, which spent six months on a design that tackled the desired look and feel of the packaging, which is currently rolling out to store shelves.\r\n\r\nThe angle of the resulting brand logo and banner were tilted counterclockwise (1) for \"a little more energy and movement, while allowing the brand to appear larger and more impactful,\" says Satoru Wakeshima, senior vice president and general manager of CBX. Now, when viewed from the front, the brand mark looks larger—even though it isn\'t.\r\n\r\n\"\"\r\n\r\nThe brand mark, which Schweppes also refers to as the ribbon(2), now has a \"clear beginning and end.\" Before, the ribbon \"curled on the edges,\" says Mr. Wakeshima. Now its shape is more sharp, signaling strength and a contemporary spirit, he says.\r\n\r\nCBX replaced the detailed gray border on the ribbon with a slim silver border (3) for a cleaner look that Mr. Wakeshima says makes the brand name appear more assertive.\r\n\r\nThe red fountain seal was slightly enlarged and was given depth to make it more three-dimensional. The illustrated fountain and dolphins (4) were enhanced. \"The slight adjustment of the details of those elements all serve to make the seal more legible,\" he says.\r\n\r\nAlso, founder Johann Schweppe\'s signature (5) was given more prominence. \"You could barely see it before,\" says Mr. Wakeshima. The designers brought it \"to the forefront, proudly endorsing the brand\'s quality and heritage.\"\r\n\r\nThe bubbles on the packaging (6) are now \"more lyrical,\" says Mr. Wakeshima. They are shown moving from bottom to top and going across, in contrast to the past bubbles that moved straight, from bottom to top.\r\n\r\nConsequently, Mr. Wakeshima says, the bubbles\' movement looks \"a little more random, more realistic in terms of how you would experience effervescence.\"\r\n\r\nhttp://online.wsj.com/article/SB10001424127887324439804578104901147734158.html', 'Marketing Decoder: Schweppes Bottles', '', 'inherit', 'closed', 'closed', '', '1778-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1778, 'http://cbx.cappendev.com/1778-revision-v1', 0, 'revision', '', 0), (2959, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Smart retailers are using design and technology to attract and influence the newest generation of buyers.\r\nRetail store presentation is radically evolving. The traditional planning of store designs to appeal to the now-retiring Baby Boomers has given way to the influx of new buyers: Millennials. These customers, who have become the dominant force in retail, see, think, behave and buy differently than previous generations. Accordingly, owners and managers have to plan their stores, merchandise displays and, most importantly, interact with customers in new ways if they expect to grow their business.\r\n\r\nWhile marketing to Millennials includes technology outreach such as cell phones and social media, experiential marketing inside stores is also important. While providing shoppers with an environment that is sophisticated, attractive and friendly, presentation and attention to detail are critical.\r\n\r\nMillennial Impact\r\n\r\nMillennials have become a dominant buying force. A 2014 study by Accenture described them as \"a trillion-dollar demographic\" that has transformed shopping. Accenture\'s study put the number of Millennials in the United States at 80 million and estimated their annual domestic spending at $600 billion. \"If retailers want to give Millennials the seamless experience they have come to expect, they must radically change the way they operate,\" the study warned. Agencies helping stores transition from traditional marketing agree. \"You need to connect on some level because there has to be engagement,\" says Christina Papale, vice president of strategy for CBX, a New York-based brand agency.\r\n\r\nNot surprisingly, this demographic group stays on top of prices and promotions, usually through cell phones and/or social media. Respondents to the survey said that real-time product availability impacts their choice of where they will spend. Other business analysts believe a non-traditional store environment is necessary to entice Millennials.\r\n\r\nRetailers from the big boxes to smaller convenience outlets are catching on. Sheetz Inc., a chain of gas station/convenience stores, initiated computerized sandwich orders inside its facilities well before the practice became widespread.\r\n\r\nThe Millennial impact is evident as newly conceived designs make their way into the marketplace. Convenience is particularly important to Millennials who are coming to buy a specific product they\'ve researched via cell phone. Sometimes, that product is food. Perhaps that explains the rationale behind Target\'s debut of its first Target Express store near the University of Minnesota. The location is only 20,000 square feet and is stocked with food (we are talking about college students), electronics and includes a pharmacy and beauty department. The store contains touchscreens for buyers to access special discounts. Walmart has opened its first Express store in Arkansas. These are more signs of growing change in retail outreach.\r\n\r\nConvenience stores are beginning to rethink their layouts because of these trends, according to Michael Lawshe, president and chief executive officer of Paragon Solutions in Fort Worth, Texas. His firm has suggested moving refrigeration and food service to the middle of convenience stories. \"Food service should be the biggest growing thing in the store,\" Lawshe says.\r\n\r\nMillennial Expectations\r\nWhat is it that they want? Don\'t discount the \"cool factor.\" The Accenture study and others like it confirm that the store can be just as important as the products. Consider the now ever-present \"beer cave. \"When first introduced, it was a welcome alternative: to routinely stocked shelves because it had become a destination. Lawshe thinks the concept should expand. \"Millennials don\'t want the cave to be just a dark corner because they want an experience,\" he said.\r\n\r\nMany Millennials are green-oriented. They are likely to take note of energy inefficiency and talk about it on social media. Energy-efficient LED lighting is not subtle for these very aware people; it\'s a requirement. Surveys show that Millennials pay close attention to business\' envirorunental footprints. Execution of sensory and conceptual stimulation must occur within a technological framework that resonates with buyers.\r\n\r\nHere is where many retailers are lagging. For them, change is a very slow process, and that can be costly. The longer it takes to change, the more likely these consumers and their purchasing power will go elsewhere. \"You have to know your audience and understand what is important in their lives,\" Papale says. One way to expedite the process is to partner with design vendors during the planning process. Vendor expertise can provide a number of cost-efficient choices when they are most needed - before installation and not after when changes tend to be more costly.\r\n\r\nNew alternatives and choice\r\nEvolving technology that appeals to Millennials - and those significantly older - has changed everything from cases to lighting. There is, for example, the intelligent sealed-glass door with an embedded, translucent LCD panel. Within this new casing design is a media player with wireless connectivity, capable of delivering content to the door, allowing consumers easy product information access. Another alternative is LED lighting. LEDs aren\'t new, but marketers have found that varying lighting colors ranks high in the Millennials\' sensory attraction. Retailers are also advised to remember the point about destinations. It worked for beer caves and can have the same impact for other products.\r\n\r\nAnother new design revelation is the ability to change merchandise at different times of the day. Specially designed shelving for a minimal staff enables the retailer to change and re-set the product mix as needed based upon the popularity of certain products at various hours.\r\n\r\nTechnology is inherent with Millennials, so it makes sense for retailers to take advantage of sophisticated high-tech tools that will appeal to their lifestyles. Those tools should be part and parcel of the design of retail operations. Energy-efficient cases, lighting and specialized destinations eliminate clutter and influence consumer behavior during a visit, especially at the point of sale.\r\n\r\nThe latest wave of technological options resonates with a buying public that wants the cool factor and more. At a time when it is so difficult to get messages across to people because of the plethora of communication and message outlets, designs that attract and relate through technology send a clear signal that the retailer understands its Millennial customers. This is a strategy that can help ensure the growth of a loyal customer base. products.\r\n\r\nRead the full article in Retail-Merchandiser, September/October 2014 issue', 'Marketing to Millennials', '', 'inherit', 'closed', 'closed', '', '2017-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2017, 'http://cbx.cappendev.com/2017-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2960, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Build brand awareness, enhance brand credentials, drive incremental usage among loyalists, and attract new users by stretching your brand into new and different areas.\r\nMarketers have always used line extensions to build business and grow consumer loyalty. Oreo is a classic example. You start with Oreo sandwich cookies and then extend in subtle ways. You add more filling (“Double Stuf”) and make the cookies bigger or smaller. Then you vary the base product a bit further by, say, covering the cookies with chocolate or changing their flavors and filling. This classic approach to line extensions worked decades ago and still works today.\r\n\r\nBut today there are reasons for brands to stretch further—to go beyond the simple and obvious. Today’s buzz-hungry, relevancy-oriented, social media-rich marketplace is fertile ground for brands to connect with consumers by innovating even more. By leveraging existing brand equities and stretching them into new and different areas, companies can build brand awareness, enhance brand credentials, drive incremental usage among loyalists, and even attract new users to the fold. Successful “stretching” leverages key packaging equities as a bridge to maintain a strong connection between the existing brand and the new innovation.\r\n\r\nBrand stretches that make sense\r\nA prime example of a brand stretch is Ben & Jerry’s Salted Caramel Brownie Brown Ale, a collaboration with New Belgium Brewing Co. that will be available this fall. Here, the packaging for the brown ale clearly leverages the brand’s visual assets: the puffy white clouds against a light blue sky and the quirky cow with its bright-yellow scarf, snow goggles, and ski hat. But this packaging isn’t designed only for those of us who have stood before grocery-store coolers salivating at all the different Ben & Jerry’s flavors; it also aims to appeal to craft beer fans who have done much the same looking at diverse selections of ales, stouts, and the like. In addition to the Ben & Jerry’s equities, the packaging includes New Belgium’s logo and signature red bicycle.\r\n\r\nI doubt this is a first step in a move by Ben & Jerry’s to become a dominant player in the world of craft beer. Nor is New Belgium likely to sell ice cream-inspired beer anytime soon. Instead, this is a quirky, fun, and buzz-generating collaboration that will put smiles on the faces of all involved. This brand stretch reinforces the good feelings already associated with both brands. If it makes money, that’s a happy bonus.\r\n\r\nAnother example is Patagonia Provisions by outdoor clothier Patagonia. The company’s world-traveling founder, Yvon Chouinard, cares deeply about food and began offering Patagonia-branded food items in 2013 with the introduction of lightly smoked, wild-caught salmon. More recently, the company began selling organic fruit-and-almond bars. Here, the effort clearly involved a careful survey of existing approaches to packaging in the healthy bar category. Patagonia’s fruit bars are visually spare, with about as much white space as you would expect to see on a trek through the Himalayas. This sends a message to consumers that the bars are about whole foods, not additives. The Patagonia logo is tastefully minimized but helps tie these products back to the original brand. The overall approach is utilitarian, making the bars feel like something you would pick up along with freeze-dried dinners and fuel for your camp stove, in preparation for a long backpacking trip. Are hardcore adventurers really the sole target audience for the bars? No, but who doesn’t want to feel like a hardcore adventurer at one time or another? Regardless of whether Patagonia Provisions becomes a big moneymaker, this stretch clearly helps bolster the overall Patagonia brand. In this case, the fit between the original product brand and the new offshoot is as snug as a pair of ski pants.\r\n\r\nWhen Condé Nast’s Self fitness and beauty magazine launched Self Healthy Kitchen frozen meals last year, the stretch made sense to anyone familiar with the magazine’s persistent attempts to play a more meaningful role in readers’ lives. Created in partnership with chef Calvin Harris, the line is reportedly headed for shelves at nearly 3,000 stores. Magazines and food might seem like ... well, apples and oranges, but the brand affinities here are strong and could help drive brand loyalty.\r\n\r\nAs with the Ben & Jerry’s/New Belgium and Patagonia products, packaging was used to give this stretch added credibility. Viewed side-by-side with the latest issue of Self, the packaging for these frozen meals clearly resembles the cover of a monthly issue of the magazine. However, the “star” is not an artfully edited image of, say, Cameron Russell or Jillian Michaels. Instead, it is a scrumptious-looking picture of the entrée inside.\r\n\r\nBad publicity better than no publicity?\r\n\r\n

    But can brands stretch too far? This is subjective territory. Unsuccessful attempts can leave your target consumers scratching their heads. An idea that seems a bit off to one person might appeal to another.

    \r\n

    Back in 2012 when Heineken partnered with a retailer and fashion designer to offer a leather saddle shoe, I wondered whether beer nuts would have been a more logical choice. And to me, the idea of Zippo Fragrances is completely off brand. When I heard of this extension, I couldn’t help but imagine the dizzying odor of butane. Since 1933, Zippo has sold more than 500 million lighters across the globe. According to the company, “98 out of every 100 people surveyed have knowledge of the Zippo name and lighter without being coached in any manner.” Is this level of global brand recognition impressive? Absolutely. But I must admit that, for me, Zippo Fragrances seems a bit too much. In this case, though, the stretch is really more about novelty packaging than brand fit. The fragrance bottles look exactly like Zippo lighters.

    \r\n

    To be sure, we will continue to see conventional approaches to line extensions in the classic mold—how many more granola bars and yogurt flavors and sizes can we come up with? In today’s always-on marketplace, companies need to try even harder to find new and novel ways to make their brands resonate with consumers. “Stretchy” brand expansions are a way to do precisely that, allowing brands to be present in additional apertures and in more categories. Charting unfamiliar territory can be risky, but it can also be a great way to grow your business and bolster customer loyalty. Before you embark on such a project, however, key considerations should include:

    \r\n1. Brand fit: Can the signature attributes, benefits, or image associations of your brand credibly migrate to other offerings? What is it about your brand beyond straightforward product characteristics that can be leveraged in a new way?\r\n\r\n2. Potential benefits: Will the stretch generate more buzz or awareness for your brand, regardless of whether sales go through the roof? If so, the idea might well be worth pursuing. Even if the stretch isn’t particularly tweet-worthy, will it appeal to a different set of consumers in ways that could drive incremental sales growth over time?\r\n\r\n3. Strike a balance: If the idea is truly novel or offbeat, make sure it will put a smile on the face of consumers rather than cause them to scratch their heads in confusion. Is it something that you personally would want to chat about at the water cooler (in a positive way)? If so, that’s a promising sign.\r\n\r\nOriginally published in Packaging World.', 'Master the Art and Science of the Brand Stretch', '', 'inherit', 'closed', 'closed', '', '2129-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2129, 'http://cbx.cappendev.com/2129-revision-v1', 0, 'revision', '', 0), (2961, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '

    THE PRODUCTA fast, easy breakfast that’s delicious every time—who wouldn’t enjoy that? This is exactly what Mom Brands wants to bring to breakfast tables across the U.S. with innovative packaging of its Better Oats Instant Oatmeal packaging.\r\nThe package uses traditional materials—a paperboard carton that houses plastic-lined paper packets—but cleverly decorates the pouches to awaken a new level of functionality. Each pouch includes a fill line that transforms the tall, slender packet into a measuring device.\r\nThe measuring packet helps deliver a more consistent product experience because consumers don’t have to guess at the amount of water needed just because a traditional measuring cup isn’t available.\r\nThe tall, slender structure of the packets and their carton also enables more boxes and thus more varieties of Better Oats to fit in the same retail space. Mom Brands reports that retailers were so excited about being able to stock more variety in less space that Better Oats reached 80 percent all commodity volume distribution the first year after launch.\r\n\r\nBut what do package designers think?\r\n\r\nTHE VERDICT\r\nMom Brands has done a great job of re-imagining what oatmeal could look like. Often, we as designers and brand managers take for granted category assumptions like oatmeal always being in a square pouch and in a horizontal pack.\r\nWhy not change it up and go vertical?\r\nFresh thinking, while maybe not sexy, can resonate with consumers and where they store their food, e.g., the pantry or cupboard. Retailers probably love fitting more packs on shelf! I love the extra thought behind creating a stadium die cut to remind consumers how many pouches are left as well. So often consumers look at a closed box and think that it’s full—this is a constant reminder: Go buy more of me!\r\nSean Huls, brand-design manager, ConAgra Foods\r\n\r\nThe outer carton speaks to healthy, while the inner pouch conveys sustainability and convenience. For a brand preaching innovation, the inner pouch contains no logo or brand identifier that enables the brand to take credit.\r\nRick Barrack, chief creative officer, CBX\r\n\r\nOne of the interesting design features of this product is its inner pouch functioning as a measuring cup. This feature, coupled with the pouches’ clean, easy to read and use graphics, is smart design!\r\nBusha Husak, creative director,\r\nThe Design Company\r\n\r\nBeing an oatmeal lover, the interior measuring packets are a very smart solution. However, the secondary packaging is a disconnect from the primary package. The primary is a ubiquitous replication of big-brand cereal cues, while the interior is a good stab at simplicity using materials with a natural look. It’s a shame the interior aesthetic wasn’t translated across the brand. PD\r\nJohn Nunziato, founder and creative director, Little Big Brands\r\n\r\nhttp://www.packagedesignmag.com/content/measured-results-innovative-pouches-make-breakfast-delicious\r\n', 'Measured Results: Innovative Pouches Make Breakfast Delicious', '', 'inherit', 'closed', 'closed', '', '1664-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1664, 'http://cbx.cappendev.com/1664-revision-v1', 0, 'revision', '', 0), (2962, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '

    MONTERREY, Mexico -- North America\'s largest convenience store operator is setting its sights on expanding its foodservice offerings. To that end, Cadena Comercial OXXO has hired strategic branding and retail design consultant CBX to help meet that goal.\r\nOXXO, which is headquartered here, currently operates 8,426 c-stores across Mexico and Latin America. It is wholly owned by FEMSA, a beverage company best known as brewers of Sol, Carta Blanca, Tecate and Indio beer. The stores\' foodservice menu currently features hot goods, sodas and bakery items.\r\n\r\nIn addition to working together to expand the menu, OXXO and CBX will be putting their heads together on various operational matters related to the food program. \"Mexico\'s middle class continues to grow and OXXO wants to position itself for future growth and profit,\" said Ralph Sloan, senior partner, retail at CBX.\r\n\r\nIts foodservice program is not the only thing OXXO is expanding; it is also growing its footprint. The convenience store chain is on track to field more than 12,000 stores by 2014. In 2010 alone, OXXO opened the doors on approximately 1,080 new stores -- averaging 2.9 new stores a day.\r\n\r\nhttp://www.foodservice.csnews.com/top-story-mexico_s_largest_c_store_chain_looks_to_improve_foodservice_offer-864.html\r\n', 'Mexico\'s Largest C-Store Chain Looks to Improve Foodservice Offer', '', 'inherit', 'closed', 'closed', '', '1760-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1760, 'http://cbx.cappendev.com/1760-revision-v1', 0, 'revision', '', 0), (2963, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'CBX to Handle New Identity Program for Virginia Chain\'s Stores and Fuel Centers\r\nCBX, the brand agency and retail design consultancy based here, has been retained by Miller Oil, the family-owned operator of more than 50 fuel centers/convenience stores in Virginia, to update graphic identity for its retail network.\r\n\r\n\"The Miller name has enjoyed great recognition in the markets it serves ever since Gus Miller opened his first Miller Mart in the 1980s,\" said veteran c-store designer Joseph Bona, CBX president of branded environments. The Norfolk-based chain\'s stores can be found from Virginia Beach to Manassas, Va., but its community presence can be felt through the Miller Oil Foundation, which benefits children\'s charities, domestic violence shelters, assisted living centers, the arts, and more.\r\n\r\nIn the intervening years since the first Miller Mart -- now called Miller\'s Neighborhood Market -- opened, national chains have entered the market, Bona explained. \"The national competition has stiffened over the years,\" he noted, \"and the family understands the need for its identity to speak with one voice.\"\r\n\r\nCBX teams will update the existing script Miller logo and identity standards for use on fuel pumps, pylons and canopies. Inside, the new Miller identity will be used for wayfinding, point of sale and food and beverage service signage. The chain\'s on-the-go beverage offerings include Miller\'s Choice coffee and tea, along with Miller\'s Chiller fountain sodas. The stores also offer snacks, fresh fruits, pantry basics and toiletries.\r\n\r\n\"As Chairman of NACS, I learned the value of studying not just the competition in the US, but being aware of international trends as well,\" said Jeff Miller, President of Miller Oil Company. \"Joe Bona and CBX bring a global perspective to convenience retailing that I believe will help us thrive in the highly competitive marketplace here in southeastern Virginia.\"\r\n\r\nAs seen in:\r\nDaily Press\r\nPenn Energy\r\nCSNews\r\nCSPnet\r\nNACS\r\nRetail Environments\r\nInside Biz\r\n\r\n \r\n\r\n ', 'Miller Oil Selects CBX to Update Graphic Identity', '', 'inherit', 'closed', 'closed', '', '2063-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2063, 'http://cbx.cappendev.com/2063-revision-v1', 0, 'revision', '', 0), (2964, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'A recent study by market intelligence agency Mintel reveals that 69% of U.S. adults shop online monthly, trading in the brick-and-mortar retailers for the more convenient e-tailers. And a great percentage of these sales are being done on mobile.\r\nThat’s why it’s important for designers and marketers to leverage the ever-growing mobile market to optimize their brand messaging, strengthen relationships with consumers, and grow sales.\r\n\r\nBrands in Action\r\n\r\nAccording to Google Analytics, people are using mobile for three critical moments in the shopping journey: to get ideas and inspiration, to learn more about a product and comparison shop, and finally, to purchase. It’s not enough to just cut and paste a picture of your package and post it online, and not every piece of information about the product needs to be put on the pack.\r\n\r\n“Marketers need to think about designing an experience for the needs of each distinct moment of consumer engagement,” says Dustin Longstreth, branding strategist with CBX. “A mobile presence provides brands the opportunity to go deeper into ideas and inspiration on how the product can be used. It’s also a great platform to provide additional product info, for example ingredient sourcing, craftsmanship stories, consumer reviews, and rankings relative to competitive brands.”\r\n\r\nCraig Besnoy, senior director, digital business at global technology consulting firm Mindtree notes new age consumers use mobile devices to make buying decisions, ask questions and pay bills and to win the attention of these consumers, CPG companies need to deliver consistent brand experiences across mobile channels.\r\n\r\n“Mindtree has partnered with five of the top 10 global CPG enterprises to reshape their IT strategies, which has resulted in mobile site development, mobile app development, analytics, testing, maintenance, regional localization, content updates and master data management,” he says. “By focusing on the technology tools available, designers and marketers can leverage the mobile market to optimize their brand message.”\r\n\r\nHopsy is a San Francisco-based craft beer curation and delivery service that uses NFC OpenSense tags on their signature “growlettes” so when customers tap their phones to the label, they instantly access videos and other content with information about that specific beer, where it’s from, how it was made and more.\r\n\r\nThe Tim Horton brand has a QR code on the sleeves of its coffee so when a consumer scans it with his or her mobile device, it links consumers to news feeds and information. Dr. Shankar says this is ideal for reaching a consumer in the morning.\r\n\r\n“It’s all about thinking differently,” he says. “In the past, CPG brands used to shout to consumers through mass media advertising. Now, they need to engage consumers one-on-one through relevant messaging, packaging, and keep the brand as relevant to their daily life.”\r\n\r\nDiageo recently partnered with Thin Film Electronics to create the Johnnie Walker Blue Label smart bottle, which leverages NFC (Near Field Communication) technology, a solution different from QR codes.\r\n\r\n“Unlike a QR code that needs to be scanned using an app, NFC is already embedded into most smartphones,” Besnoy says. “Simply tapping a mobile device can activate NFC content. Consumer engagement is enhanced since this will allow the brand to send consumers personalized communication that can contain any type of marketing content.”\r\n\r\nSpecs for Mobile\r\n\r\nMobile has increased consumer engagement in the buying experience by providing on-the-spot information in a way that is enticing, informative and easily accessible. Consumers can make choices without the assistance of sales staff, so packaging must be increasingly informative and educational in ways that are easily read at small sizes.\r\n\r\nDesign considerations include simplicity of imagery, effective typographic hierarchy, bright colors and text that is visible, visual and written for visual scanning instead of reading. Catchy pictures, fonts and colors are all key packaging traits for attracting those using mobile. Also, designers should test the effectiveness of the packaging for viewing in both portrait and landscape modes, in small sizes, and in different lighting environments.\r\n\r\n“When designing for any mobile device in a responsive design strategy, it is essential to consider the constantly changing compositional issues,” Frear says. “Typeface selection and application is critical to readability on digital devices. Logos must be simplified to be communicative and recognizable at small sizes. Color balance and contrast is also of great importance to viewing packaging information on a small screen.”\r\n\r\nDesigners and marketers must always consider these size and format limitations when creating new packaging that will inevitably be viewed on a digital device.\r\n\r\nLongstreth says CPG brands need to think of it more like a creating a series of interactions and experiences designed to serve as the consumers’ personal help desk or shopping assistant.\r\n\r\n“The pack may grab their attention, but the mobile experience is there to prime the pump and, in many cases, close the deal,” he says. “In designing for mobile, think of opportunities to expand the conversations you are having and the experiences you are able to deliver, rather than simply repeating the same message and posting the same design. This starts with establishing a deep understanding of the customer journey.”\r\n\r\nRemember, the intention of mobile marketing is to help and include the consumer in telling a brand’s story, so any communication where the consumer feels like he or she is participating will be welcome and successful.\r\n\r\nRead the full article in Package Design Magazine\r\nPhotos courtesy of Keith Loria', 'Mobile Matters', '', 'inherit', 'closed', 'closed', '', '2234-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2234, 'http://cbx.cappendev.com/2234-revision-v1', 0, 'revision', '', 0), (2965, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'CBX to Design a New Scalable Store Prototype to Cross Cultures and Trading Borders\r\nCBX, the brand agency and retail design consultancy based here, has been retained by MOL, the Budapest, Hungary-headquartered oil and gas corporation, operating over 1,700 service stations in 12 central and southeastern European countries, to consult on a number of design and strategic initiatives.\r\n\r\nOver the years, MOL Group\'s store count has grown through acquisition. As a result, the company consists of a group of branded networks doing business under a number of nameplates. While the company has already developed a design solution to unify its forecourt, pumps and canopy design, CBX was charged with creating a flexible store prototype for MOL\'s expansive network of service stations. \"We will be working to create a design that respects and reflects the cultures, languages and geographies of MOL Group\'s diverse trading area,\" said veteran c-store designer Joseph Bona, CBX president of branded environments.\r\n\r\nBeyond design and identity, CBX teams will assist MOL in developing criteria for scalability, helping the company determine what size store and product mix are best suited to the demographics of a particular market or locale. In connection with that, the firm will work with MOL to develop an overall c-store offer. This will include food-to-go fare as well as traditional c-store offerings.\r\n\r\n\"This challenging assignment reflects the global nature of today\'s changing c-store industry,\" Bona noted. \"It\'s an exciting take on the future of this market segment. In the end, the store and the offer will reflect the global changes shaping this ever-evolving industry, but still be tailored to meet the needs of local customers.\"\r\n\r\n\"Based on the solid track record of the CBX brand agency, we believe that they are a great partner for us to create best-in-class service stations, delivering excellent and relevant customer offers,\" said Lars Höglund, SVP of MOL Group Retail.\r\n\r\nAs seen in:\r\nA.R.E Retail Environments\r\n\r\n ', 'MOL Group Selects CBX for New C-Store Design', '', 'inherit', 'closed', 'closed', '', '2064-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2064, 'http://cbx.cappendev.com/2064-revision-v1', 0, 'revision', '', 0), (2966, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Urban Outfitters is putting bars in stores.\r\nHow can brick-and-mortar stores respond to stiff competition from online retailers? The answer, it seems, is to mix customers a stiff drink.\r\n\r\nRetailers around the country are trying to draw in customers by installing bars in their stores, USA Today reported. Urban Outfitters, for instance, has three locations (in Brooklyn, Los Angeles and Austin, Tex.) that feature several bars. The chain encourages customers to browse its offerings with a drink in hand. The Brooklyn Urban Outfitters, for instance, includes two bars, one on the roof and another on the third floor in the men’s department, as well as an Israeli barbecue restaurant.\r\n\r\nUrban Outfitters isn’t the only retailer trying to lure in customers for happy hour. A Target store in Chicago with a Starbucks serves the coffee chain’s “evenings” menu with wine and beer. And Barnes & Noble will open a handful of stores in the fall that feature sit-down restaurants with table service, which will serve “shareable food and wine and beer,” according to Jaime Carey, president of development and restaurant group for the chain.\r\n\r\nRetailers are employing a trick used by shopping malls and department stores, where the food court offered a chance for tired, hungry customers to take a break from shopping. “Having more reasons to draw (customers) to the store is really the game,” James Sundstad, vice president of branded environments at strategy, branding and retail design firm CBX, told USA Today.\r\n\r\nIndeed, retail stores sorely need to draw in more customers. Amazon is estimated to sell more apparel than all U.S. retailers with the exception of Wal-Mart, and it’s expected to make up about 20% of the retail market by 2020.\r\n\r\nAs a result, brick-and-mortar retailers, particularly mall anchors, have been feeling the pinch. For instance, Macy’s reported its worst quarterly sales since the recession this year, J.C. Penney cut payroll and froze overtime for its employees in April, and teen-apparel chain Aéropostale filed for bankruptcy in May. Some analysts predict that about a third of American malls will close their doors in the coming years.\r\n\r\nWhile serving cocktails and food is undeniably a smart way to bring customers in the door, it’s unclear if the move is affecting sales. Target declined to comment to USA Today on how the new Starbucks concept is impacting sales and traffic in the Chicago store. Barnes & Noble hopes that the addition of wine and beer in its stores will increase the proportion of food and beverage sales, now at 10%, of the overall sales of the store.\r\n\r\nBarnes & Noble’s development president says he expects food and beverage to make up more of the store’s sales than they do now — at less than 10% — but ultimately drive traffic through the rest of the store, too.\r\n\r\nOriginally published by Time\r\nPhoto courtesy of USA Today', 'More Retailers Are Serving Booze to Boost Business', '', 'inherit', 'closed', 'closed', '', '2226-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2226, 'http://cbx.cappendev.com/2226-revision-v1', 0, 'revision', '', 0), (2967, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'TBD', 'NACS Insight International Convenience Retail Awards Announced', '', 'inherit', 'closed', 'closed', '', '1978-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1978, 'http://cbx.cappendev.com/1978-revision-v1', 0, 'revision', '', 0), (2968, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'New York-based brand and retail design consultancy CBX has added Nan Richardson to its team as the engagement director of branded environments. Based in Newport Beach, Calif., she will seek out new relationships and development opportunities across numerous industries.\r\nRichardson holds more than 20 years of experience in the field, previously serving as the West Coast director of business development for Core States Group. She has also held senior marketing and business development positions at prominent firms such as Perkins+Will, IA Interior Architects, and H. Hendy Associates. A graduate of the American Institute of Interior Design, Lucerne, Switzerland, Richardson is a member of the International Council of Shopping Centers, the Urban Land Institute, and the Boutique & Lifestyle Lodging Association.\r\n\r\nOriginally published in design:retail', 'Nan Richardson Joins CBX', '', 'inherit', 'closed', 'closed', '', '2277-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2277, 'http://cbx.cappendev.com/2277-revision-v1', 0, 'revision', '', 0), (2969, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'How Independent Toy Stores Can Outwit, Outplay, and Outlast Their Big-Box Rivals\r\nBy Joe Bona\r\n\r\nMore than 600 independent toy stores threw a party on November 9 to celebrate Neighborhood Toy Store Day. This publicity event triggered some heartwarming media coverage and was surely lots of fun for all involved. However, when you survey the retail landscape with which today’s independent toy retailers are forced to contend, you might wonder whether or not celebration is in order.\r\n\r\nEven mass retailers such as Target, Walmart, and Toys “R” Us are nervous about the dawning of an era in which Mom and Dad can get all their Christmas shopping done in an hour or two simply by visiting amazon.com. In this $22 billion industry, how could an independent toy store hope to compete? The answer might just lie in the massive proportions of the toy business itself.\r\n\r\nAmerican consumers are rapidly becoming overwhelmed by the confusing array of choices in the marketplace. They live hectic, over scheduled lives, which makes the gridlocked drive to a cavernous big box store an unsavory option for many parents. The glut of homogenized, commoditized retail products has triggered a bit of backlash among some consumers. More people are now demanding authenticity and uniqueness from the shopping environments they visit and the products they buy. This is the potential sweet spot for independent toy stores—the market position in which small, local operators can enjoy a distinct advantage.\r\n\r\nThe trick is to actually narrow your focus rather than broaden it— to become the source in your community for a particular category of merchandise, and to build a brand for your store based on top-notch customer service, sincere community involvement, and impressive knowledge of the category itself. Selling the same products as Walmart and Target is not an option anymore; instead, you should specialize in one or two specific product categories.\r\n\r\nImagine a store focused exclusively on nifty, harder-to-find toys related to science, mathematics, DIY construction, and IQ-building puzzles and games. With a demeanor akin to that of Bill Nye the Science Guy, the owner holds special events in the store and at local schools. If Target has three telescopes, the Science Guy has 12. Need a space poster for you nephew but can’t find one at Walmart? You know where to go.\r\n\r\nThe store is loaded with cool and unique stuff, so much so that kids enjoy hanging out there. Pleased by the uplifting atmosphere, parents also like that the store is local. This might sound antiquated, but it is right in line with retail trends.\r\n\r\nNot so long ago, you could walk into a cellphone store and all the products were tightly sealed in the kind of packaging that requires a sharp knife to get open. These days, more retailers are talking about “high touch,” the notion that people should be able to play with the products. Our science store could have all kinds of toys and games out for the kids. Would Target and Walmart do the same? Not likely. The typical employee at a big-box store also lacks the motivation to build personal relationships with regulars, and they know little about individual product categories, such as science toys.\r\n\r\nWhen you are passionate about your products and your community, it is obvious to customers who walk in the door. With Amazon chatting up the media about delivery via intense-looking drones, such human qualities might be far more valuable than any of us know.\r\n\r\nThe Toy Book, February 2014', 'Narrow Your Focus, Expand Your Reach', '', 'inherit', 'closed', 'closed', '', '1960-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1960, 'http://cbx.cappendev.com/1960-revision-v1', 0, 'revision', '', 0), (2970, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Senior executives at Golub Corp. have said the Price Chopper name no longer reflects the chain\'s broad range of products and services. Instead, it conveys the image of a no-frills or deep-discount supermarket, especially in areas beyond the Albany region where the brand is not as well-known.\r\nTwo national retail branding consultants who had no role in Price Chopper\'s decision to change its name to \'Market 32 by Price Chopper\' both question the reference to \'32,\' but one was more critical than the other about the supermarket chain\'s new title.\r\n\r\n\"The name they chose boggles my mind,\" said Laura Ries, co-owner of Ries & Ries in Georgia, a consulting firm whose recent clients include Ford, Doritos and Samsung. \"They have not completely dropped \'Price Chopper.\' They\'ve made it longer and more confusing. They\'ve added terms that people aren\'t going to really completely understand.\"\r\n\r\nShe added: \"It\'s easier to remember Price Chopper than it is Market 32. I think they\'re going in the wrong direction. In fact, it\'s a weaker name. Price Chopper is a stronger name, it\'s just not the position they want to own.\"\r\n\r\nRies has never been to a Price Chopper, nor had she heard of the brand prior to being contacted by the Albany Business Review. She said the Market 32 name doesn\'t communicate a specific identity or what the chain provides to customers.\r\n\r\n\"In the supermarket business, you\'ve got Whole Foods at the high end, Walmart at the low end, and everyone else fighting in that mushy middle. You have to really think hard, and, we say, narrow the focus to build a brand and then pick a name that\'s unique and memorable.\"\r\n\r\nAnother retail consultant, Joseph Bona, said the \'32\' -- which references 1932, the year the company was founded by brothers Ben and Bill Golub -- \"seems a little esoteric.\"\r\n\r\n\"Do people even know or care that\'s when the brothers started the company?\" said Bona, regional division president at CBX, a New York City firm that has done work for Dr. Scholl\'s, Snapple, Wrangler and others.\r\n\r\nBona, however, wasn\'t dismissive of the new name, saying the consultants who worked with the supermarket chain on the rebranding \"did their homework and based it on some foundational knowledge of the existing base.\"\r\n\r\nMona Golub, spokeswoman of The Golub Corp. in Schenectady, New York, owner of Price Chopper, issued this statement when asked to respond to criticisms from branding consultants:\r\n\r\n\"How can a consultant from outside of the area, who hasn\'t visited our stores, doesn\'t know our current brand architecture, essence, voice, and personality, and didn\'t receive information about the extensive modernization plan that prompted the name change, possibly render an opinion about it?\"\r\n\r\nSenior executives at Golub Corp. have said the Price Chopper name no longer reflects the chain\'s broad range of products and services. Instead, it conveys the image of a no-frills or deep-discount supermarket, especially in areas beyond the Albany region where the brand is not as well-known.\r\n\r\nThe new name is part of a $300 million-plus strategy that will include renovations and upgrade s to half of the 135 stores over the next five years. The remaining stores will also be converted, a process that could take eight to nine years, officials have said.\r\n\r\nThere have been plenty of opinions voiced about the rebranding since it was announced earlier this week, something that company officials fully expected after more than 40 years of using the Price Chopper name. Jerry Golub, president and CEO, is hosting a live Facebook chat today to answer questions and further explain the changes.\r\n\r\nMona Golub declined a request to speak directly with the consultants who worked on the rebranding. The firm, Watt, has offices in Toronto and China and has done brand development for large supermarket chains Safeway and A&P and many other companies including Home Depot and Hallmark.\r\n\r\nGolub officials have said they worked for about two years on the rebranding, a process that included extensive customer research and consideration of numerous names before settling on Market 32 by Price Chopper. The \'by Price Chopper\' will be dropped after officials believe customers have become accustomed to the new name.\r\n\r\n\"The 100,000-plus customers whose insight guided our process are thrilled that we\'re investing in improving their stores and creating a more modern shopping experience,\" Mona Golub said. \"And many more have expressed their enthusiasm since we made the announcement. We\'re gratified by the passion our customers feel about our current brand and confident that when they see the transformation and experience Market 32, the name will define itself.\"\r\n\r\nRead the full article here.', 'National branding experts question Price Chopper\'s new name', '', 'inherit', 'closed', 'closed', '', '2034-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2034, 'http://cbx.cappendev.com/2034-revision-v1', 0, 'revision', '', 0), (2971, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Firm Wins Six Awards for Packaging, Environmental Graphics, Displays and Logos in Graphic Design USA\'s American Graphic Design Awards 2014\r\nCBX, the brand agency and retail design consultancy, was a big winner in the American Graphic Design Awards 2014, a 50-year-old national design competition conducted by the editors of Graphic Design USA.\r\n\r\nThe firm won a total of six awards in the contest for environmental graphics, packaging and other touch points created on behalf of a wide range of clients.\r\n\r\nIn the category of P-O-P, sign design, displays and environmental graphics, CBX won awards for the \'Super J\' P-O-P display it developed for ASICS footwear and for the environmental graphics it created for RadioShack\'s new Sundance, Texas store. The environmental graphics were part of the striking prototype designs CBX developed for the chain\'s new and remodeled stores.\r\n\r\nThe editors also recognized CBX for its packaging designs for Scotts Miracle-Gro\'s new Nature\'s Care product line as well as for the new line of LIQS pre-made cocktail shots.\r\n\r\nFinally, in the logo design category, CBX earned recognition for its work on behalf of Gamco Investors, a diversified global financial services company, and ReefGen, which sells premium ornamentals for aquariums.\r\n\r\nViewable online at gdusa.com, the Getty Images-sponsored contest honors outstanding new work of all kinds, including print, packaging, point-of-purchase, Internet, interactive and motion graphics. Entrants include advertising agencies, graphic design firms, publishing departments and others from across the country.\r\n\r\n\"As a firm of dedicated creatives who live and breathe our profession, we\'re extremely proud to receive this recognition,\" said Rick Barrack, Chief Creative Officer and co-founder of CBX.\r\n\r\nSee more here.\r\n\r\nAs seen in:\r\nBrandPackaging\r\nTopix\r\nVMSD', 'National Design Contest Honors CBX for Creativity, Innovation', '', 'inherit', 'closed', 'closed', '', '2048-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2048, 'http://cbx.cappendev.com/2048-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2972, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX.\r\nWith twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\nHow did you get into the branding industry?\r\n\r\nI got into the branding industry rather by accident. I always knew I wanted to do something artistic, but I didn’t always know what. Back when I was really young, I won a scholarship by submitting a drawing of Woody Woodpecker to a kids’ magazine. After that, my mother encouraged me to do all kinds of creative things. I started off going to the regular public high school, but I was not a very good student. My mother had the foresight to know that a traditional liberal arts high school was not optimal, so I transferred to the Youth Performing Arts High School in Louisville, KY. Next thing I knew, I was enrolled at Carnegie Mellon as a theater major. By my sophomore year, I realized that if I stayed in set design, I’d be broke for life. So, I transferred my major to communication arts and the rest, as they say, is history.\r\n\r\nTell us about CBX. What inspired the idea and what is your vision for the company?\r\n\r\nCBX is an agency that specializes in creative marketing services including branding, retail design, packaging and promotional programming. We currently have a staff of around 160 employees.  CBX was founded in 2003 and some of our clients include: Dr Pepper Snapple Group, General Mills, Kimberly-Clark, Scotts Miracle-Gro, A&P, Pathmark, Saks Fifth Avenue, Lord & Taylor, Shinsegae, Walgreens and Wawa.  In addition to our New York City Headquarters, we have offices in Minneapolis and San Francisco.\r\n\r\nI was inspired to start CBX because I didn’t want to do time sheets anymore! I’m kidding (kind of). The truth is that I wanted to take control of my own destiny and do the work that I felt passionate about. My co-founder and I wanted to start working with our clients in whatever way we felt appropriate without constraints so that we could create success for our clients – NOT success for a public holding company.\r\n\r\nLife Motto?\r\n\r\nI have a few:\r\n\r\n“You’ve gotta have a passion in life.”\r\n\r\n“Luck is when preparation meets opportunity”\r\n\r\n“ Outwork everybody else.”\r\n\r\nCBX\'s Motto?\r\n\r\nWe believe that nurturing a culture of creative minds, dirty hands, straight talk and good manners inspires us to find more creative, innovative and purposeful ways to connect with people.\r\n\r\nYour greatest success as founder/CCO of CBX? Most difficult moment-how did you overcome and what did you learn?\r\n\r\nWhen we first started CBX, we were two guys coming from humble beginnings with a wing and a prayer. We were hoping some of our past relationships would start up our business, and that our skills and our talent would be validated.  So, I don’t know if I’ve had one greatest moment of success, but I do remember the day everything changed.  In the early days of CBX, we were invited to participate in a pitch for a celebrity chef’s private brand. It was a significant piece of business at the time, we were a seriously small agency – I’m talking half a dozen people – and we really had no credentials in the category at that point. As we prepared for the pitch, we found out that we were up against some of THE global leaders in the industry. Just being named in the same sentence as those guys was a huge success in our eyes. So on the way to the pitch, I said to my co-founder, “remember – just being asked to the party means we are on our way.” That was the moment we knew that we were on our way to bigger and better things.\r\n\r\nAs far as a difficult moment goes… Flash forward 11 years from the day we pitched the celebrity chef and we’re now a multi-disciplined agency with 160 people, 3 offices, and have worked with some of the best clients in the marketplace. Times have changed a lot since that first big pitch. I’ve had to come to terms with the fact that I can’t do everything. I’ve had to realize that I need to empower, support and grow the talent that we hire, which was a hard reality for me. I started off so entrepreneurial – I was literally doing all of the creative development. But as we’ve grown with time, I’ve built a team full of immensely talented people who complement each other, and I’ve had to adjust my behavior to set them free and let them do what they do best.\r\n\r\nYour advice to an aspiring entrepreneur?\r\n\r\nMy biggest piece of advice is to have perspective. In your endeavors, commit to what you’re passionate about, but be realistic. Open yourself up to learning (if you think you know everything, you’re not going to learn anything) and be prepared to course correct along the way. Understand your strengths and your weaknesses, and spend time learning how to leverage your strengths and improve your weaknesses.\r\n\r\nHow do you motivate your employees?\r\n\r\nWith snacks.\r\n\r\nOne food and drink left on earth, what would you choose?\r\n\r\nStewart’s Cream Soda and bucket of Joe’s Stone Crabs.\r\n\r\nWhat literature is on your bed stand?\r\n\r\nPorsche – Origin of the Species with a foreword by Jerry Seinfeld.\r\n\r\nRole model - business and personal?\r\n\r\nWhen I was in college, my father attended a trade show where Rick Pitino (at the time head coach of the New York Knicks) was the keynote speaker. The trade show gave attendees cassette tapes of Rick’s speech, which my father passed on to me. That was the first time I was introduced to Rick Pitino as a leader. I listened to the tapes right away, and I’ve had them ever since. I don’t have a machine to play them on anymore, but that talk has guided me through my career.\r\n\r\nI like his approach to coaching and life. He believes that ego is a potential killer. He’s passionate, and he’s committed to what he does and what he believes in. The other thing Pitino does phenomenally well is that he manages and leads situationally. There are no cookie-cutter solutions. He analyzes the moment and I think that’s very important in business and in life.\r\n\r\nCurrent passion?\r\n\r\nI’m passionate about vintage automobiles. The interest stems from my childhood and has been a passion for my entire life. If I weren’t in the business of branding, I’d probably be working with cars in some way.  There’s a creative design element to cars, as well as a very personal childhood association for me.\r\n\r\nMost interesting headline you\'ve read this week?\r\n\r\nManspreading. What is manspreading anyway?\r\n\r\n \r\n\r\nThe full article is available here.', 'Native AdVice with Rick Barrack', '', 'inherit', 'closed', 'closed', '', '2061-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2061, 'http://cbx.cappendev.com/2061-revision-v1', 0, 'revision', '', 0), (2973, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '\"allison-k-final-retouch-_intranet\"\r\nNew York City-based CBX is consumer branding firm providing a range of strategic and creative services. As executive creative director, Allison Koller is responsible for providing inspiration, vision, and strategic guidance for the CBX design team. She has led creative and innovation initiatives for such clients as Kimberly-Clark, General Mills, Burt’s Bees, and The Art of Shaving.\r\n\r\nMost recently, Koller led her team to a Platinum Pentaward for packaging work on behalf of U by Kotex (Kimberly-Clarke). And it’s marketing to women that inspires Koller. In a June TEDx talk in Scotch Plains, N.J., Koller described herself as a swimmer, illustrator, daughter, tennis player, and wife who pays keen attention to the content and subtext of brand messages aimed at women.\r\n\r\nYou said brands need to move beyond the “sea of clichéd visual codes” if they want to connect with real women. Can you give examples of the “tired tropes,” as you call them?\r\n\r\nI think the most clichéd codes present women as perfect—no flaws allowed. By presenting women without imperfections, we’ve set up an unrealistic standard where women can’t get real. There’s no sweat or blemishes, no aging, and perfectly run households. There are no individuals with real thoughts or feelings represented.\r\n\r\nAmong the most common cliched codes I’ve found is “magic.” The word is used with products that promise to make you flawless, or forget any challenges women may face. Another one is the “Ingénue.” She’s an innocent—usually blonde—woman that never ages. The “Goddess” is either perfectly sculpted from a sweat-free work out or wearing a sparkling gown. We’ve all seen “Modern Miracle Mom” with her house in order, dinner on the table, perfect birthday parties, and blogging all about it. Unfortunately, we still find references to the “Exotic,” a still-all-too-common representation of women of color mysterious, sultry, or fiery.\r\n\r\nTired tropes include the sea of eyes, belly buttons, breasts, and beautiful booties. Messages and images with the power to break through that sea are unexpected. They make you look twice. They shift the cultural conversation.\r\n\r\nWhat brands have been successful in shifting the cultural conversation?\r\n\r\nFortunately, some brands understand the need to keep it real. I think U by Kotex started a new type of dialogue. Kotex wanted to transcend the clichéd codes of feminine hygiene: Girls back-flipping on the beach while having their period, levitating tampons twirling in front of a sea of flowers. They recognized the need for a new conversation with young women that broke through the “pretty-princess, flowery noise” of the category. We launched with something undeniably code-and cliché-breaking—the black box with a touch of fun in the brightly colored wrappers. No flowers, no high-tech performance claims.\r\n\r\nElsewhere in the category, we’re seeing it in the “Like a Girl” campaign from Always (Procter & Gamble) that addresses the plummeting self-esteem girls experience around the same time that they get their period. Think has upped the ante with its “period proof’ underwear. Both Kotex and Thinx have taken a rebellious stance. They’re pointing out shortcomings and double standards of the category and culture. That’s allowing them to open up a more honest and real conversation about women’s health, and, in particular, having a period. You just have to ask yourself, if our culture can accept open dialogue about erectile dysfunction, why not periods?\r\n\r\nAre there others worthy of note?\r\n\r\nOutside of the feminine category, the health and fitness space has made a shift to embrace real women. Under Armour has stepped up community building through social media. Its “What’s Beautiful” campaign cast amateur female athletes as strong warriors that supported one another. They also expanded the definition of athlete to include ballet dancer Misty Copeland and with supermodel Gisele Bundchen fighting off harsh online criticism in the “I Will What I Want” campaign. It was an inspirational way for them to reach women.\r\n\r\nIn cosmetics, a true pioneer is Dove with its “Real Beauty” campaign. Dove’s tireless commitment to the platform, expanding upon it year after year to make a more inclusive definition of beauty, has inspired so many other brands. You can also see it in American Eagle’s Aerie brand. They made a commitment to not retouch their models’ [photographs] and to use young women who fall outside the super-slim standard. Campaigns like this start to shift the culturally accepted definition of “beautiful woman” from perfect to real.\r\n\r\nSo how do you measure success when connecting with “real” women and not some idealized version? Does social media play a role? What about the physical retail environment or online commerce?\r\n\r\nI think response in social media is definitely a barometer of success. The “#LikeAGirl” video [has] received more than 62 million views worldwide since 2014 and it’s actually having a positive effect on boys as well. The campaign also netted Procter & Gamble a double-digit increase in product sales. Under Armour paired its “What’s Beautiful” with pop-up workout events around the country, so they were able t directly connect with their customer. When women are active engaging and sharing pieces of their experience, a real connection is made.\r\n\r\nBut a great retail experience isn’t specific to women. Creating an open environment with places to connect to community or have an experience that can’t happen online will ultimately make the difference. Lululemon’s retail model is a prime example. The store doubles as a yoga studio.\r\n\r\nWhile not traditional retail, SoulCycle is another fitness brand that has created a tribe of women that are T-shirt wearing, yellow nail-painting brand evangelists. Toms Shoes is not specific to women, but it’s unquestionably real in its commitments to social responsibility. Toms’ “One for One” program permeates all communications. It’s an underpinning to the retail environment where people can hang out with free Wi-Fi, drink some Toms coffee, attend a yoga class and, of course, browse for shoes and sunglasses. The brand’s core consistency allows it to expand in many directions and make real connections with both men and women.\r\n\r\nWhat advice do you have for brand marketers hoping to create campaigns that resonate with real women? You mentioned, for example, notions of “perfection” giving way to imperfection. Can you share a few thoughts?\r\n\r\nI would urge any brand to take a risk and change the conversation. Show women a more inclusive and inspirational—not just aspirational—picture of the world.\r\n\r\nRather than representing the “Ingénue,” embrace aging in all its beautiful forms. Women can work hard to get results as warriors, not only goddesses. “Magic” is taking a back seat to hard work. The “Modern Miracle Mom” has shifted to homemaking with everyday dads and gender role reversals. Instead of exoticism, we have true diversity.\r\n\r\nExpand the definition of family—look at the recent Tylenol and Honey Maid campaigns—by flipping gender roles and depicting same-sex partnerships. If that sounds too scary, it really shouldn’t, because we’re talking about real life. It comes down to finding the message that’s true to a brand. Next is defining how it can authentically connect with women in a space beyond the cliché, and then living up to that message every singe day.\r\n\r\nOriginally published in Stores Magazine\r\n\r\n ', 'Navigating the Sea of Marketing Clichés', '', 'inherit', 'closed', 'closed', '', '2282-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2282, 'http://cbx.cappendev.com/2282-revision-v1', 0, 'revision', '', 0), (2974, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Limited access to healthy, affordable food choices, is an oft-cited reason for poor food habits among the nation\'s less fortunate. In order to address this issue, hunger relief organization Philabundance has teamed up with retail design consultancy CBX to create a prototype for a not-for-profit grocery store.
    Slated to open this summer in Chester, Pa., Fair & Square will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester -- one of the 35 “food deserts” in the Delaware Valley according to the USDA -- the access to \"good food right around the corner\" that has not been available since the town\'s last full-scale grocer closed in 2001.
    \r\nPhilabundance recently purchased a former grocery building in the town of Chester and gave CBX the assignment to create a colors and materials palette as well as signage and graphics for the 13,000-sq.-ft. store. The firm will also design perimeter departments and the store\'s center core.
    \r\nAll creative work will be based on collaboration between CBX and Philadelphia-based LevLane Advertising, which designed the Fare & Square logo with Philabundance.\r\n\"We\'ll be drawing heavily on both the Fare & Square brand direction as envisioned by LevLane and the existing supermarket footprint of the Chester space,\" said Joseph Bona, president of CBX branded environments. The design will incorporate functional merchandise fixtures, flooring, lighting and signage.
    \r\nUnder its not-for-profit grocery store model, Fare & Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way.
    \r\n“Ultimately, we\'re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona said.\r\n\r\nhttp://www.retailingtoday.com/article/new-grocery-concept-offers-relief-pa-food-desert', 'New grocery concept offers relief to PA', '', 'inherit', 'closed', 'closed', '', '1803-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1803, 'http://cbx.cappendev.com/1803-revision-v1', 0, 'revision', '', 0), (2975, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Terpel is a major Colombian oil and gas company, the largest fuel distributor in the country. This week, it unveiled a new corporate identity, developed by independent brand agency CBX. It will be launched with a gradual update of its stations network. It should be associated with values such as proximity, dynamism, modernism, service, technology, familiarity, uniqueness, solidity and reliability.\r\nThe previous logo was introduced in 2006 as an update of the sun logo used up until then. This is allegedly the fourth logo makeover in the company\'s history.\r\n\r\nhttp://brandingsource.blogspot.com/2012/12/new-logo-terpel.html', 'New logo: Terpel', '', 'inherit', 'closed', 'closed', '', '1788-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1788, 'http://cbx.cappendev.com/1788-revision-v1', 0, 'revision', '', 0), (2976, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '

    HONOLULU, Hawaii (8/10/2011) — Aloha Petroleum, Ltd., the Hawaii-based gas retailer and convenience store operator, has unveiled the first \'ground-up\' version of a new prototype design for its convenience store-fuel sites that highlights the chain\'s local roots.\r\nDesigned by CBX, the strategic branding and retail design consultancy, the 3,000-square-foot store and adjoining gas islands with five pumps opened in mid-June on Waialae Avenue in the Kahala suburb of Honolulu. Aloha\'s former c-store and fuel islands on the site were demolished to make way for the new structures. The new facility represents the full scope of CBX\'s design assignment for Aloha, which included the store\'s interior design, exterior architectural design, logo, fuel islands and canopy.\r\n\r\nCustomers to the new location will find references to Hawaiian-style architecture – CBX\'s nod to Aloha Petroleum’s roots as the only local fuel marketer and c-store operator on Oahu, Hawaii Island and Maui. From the building\'s exterior, which has been treated to horizontal wood siding and a modified double-pitched roof evocative of the plantation architecture style found throughout the Hawaiian islands, the overall design underscores Aloha\'s efforts to develop a \"kama\'aina\" (or \'local\') brand of convenience stores to compete against those from traditional mainland companies.\r\n\r\n\"The company wants to position its convenience operation as the c-store brand of choice in its markets on the three islands,\" explained Joseph Bona, president of the retail division of the New York-based CBX. \"Our role was to help create a brand that stands for more than convenience while establishing a stronger emotional connection with those who work and live in the islands.\"\r\n\r\nAmong the most commanding of the new design elements is the restyled Aloha logo found repeated on the façade signage, gas canopy and pumps. The updated logo features a stylized \"A\" floating in a field of watery blue accented with green. Various shades of blue emerge from the refreshed logo to reflect the calm and serenity of the ocean; the green suggests the lushness of the tropics. The natural wood tones of the exterior and interior fixtures reinforce the local flavor and heritage of island life. \"The overall color palette is cool, refreshing and reflective of the relaxed lifestyle found in the Hawaiian Islands,\" said Bona.\r\n\r\nInside the store, customers will find the stylized Aloha \"A\" repeated on green wallpaper that calls attention to food- service areas. They\'ll also find an abundance of natural light coming from the glass wall entrance, supplemented by a series of bowl-shaped galvanized metal pendant lights which contribute to the historic design aesthetic.\r\n\r\nBuilt with an eye toward easy navigation, the cleanly styled store offers generous aisles, while providing optimal food and beverage display. A refrigerated island case, positioned immediately off the entrance, displays a wide variety of fresh-delivered sandwiches, beverages, and other chilled offerings. A well-positioned pay point with room for multiple cashiers sits opposite the entry along the back wall for increased visibility and to help create an expanded impulse zone. Dark brown gondola fixtures are used to merchandise pantry basics and assorted snacks. The store\'s offer is rounded out by a large walk-in-cooler and \'beer cave\' found along the back wall.\r\n\r\nIn addition to the Kahala store, Aloha has just opened a new fueling station and 2,000-square-foot convenience store in Kahului, Maui, its first Aloha branded store on that island, and a new-to-industry 3,000-square-foot c-store and fuel station in Kona on Hawaii Island.\r\n\r\nCommenting on the new store and scheduled roll out of the design, Richard Parry, Aloha president and CEO, stated: \"We are very pleased with the Kahala prototype. CBX has done an outstanding job in capturing the look and feel of the islands and developing a functional and attractive store, brand image and fuel facility. We believe that this sets a great foundation for Aloha Petroleum’s plans to expand and further develop our c-store business in Hawaii.\"\r\n\r\n\"\"\r\n\r\nAbout Aloha Petroleum, Ltd.\r\nAloha Petroleum, Ltd. is an independently owned and locally operated fuel marketer/distributor and convenience store operator, with a history that dates back to the early 1900s. Aloha is the largest retail gasoline marketer in the state of Hawaii and one of Hawaii\'s Top 20 companies, according to Hawaii Business Magazine. Currently, Aloha Petroleum serves Hawaii with more than 100 Aloha, Shell, and Mahalo branded retail fuel locations and 35 Aloha Island Mart convenience stores on the islands of Oahu, Maui, Kona and Kauai.\r\n', 'New Prototype For Aloha Petroleum Convenience Store-fuel Sites Opens on Oahu', '', 'inherit', 'closed', 'closed', '', '1593-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1593, 'http://cbx.cappendev.com/1593-revision-v1', 0, 'revision', '', 0), (2977, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'With a design reminiscent of what consumers would find in a for-profit supermarket, Fare & Square debuted in this metro-Philadelphia area food desert last week. The nation’s first nonprofit grocery store of its kind is housed in a former grocery building purchased by hunger relief organization Philabundance and offers nutritious food with a focus on fresh produce, fresh meats, deli, dairy, seafood, frozen foods and a full range of food staples at everyday low prices. \nThe new 16,000-square-foot store represents Chester’s first grocery store in more than a decade. Fare & Square gives residents of Chester — one of the 35 food deserts in the Delaware Valley according to the USDA — easy access to a full range of fresh and national and private brand foods that have not been available since its last full-scale grocer closed in 2001. Philabundance hopes to replicate this model in other communities in the Delaware Valley region. \n\nWhen planning the prototype, the organization asked New York City-based CBX, the brand agency and retail design consultancy, to create an environment that would “reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” explained Joseph Bona, CBX president of branded environments. In the works for nearly a year, the resulting store features fixtures, lighting, flooring and other elements that would be at home in for-profit supermarkets, but includes a one-of-kind mural designed to showcase the spirit of the City of Chester.\n\nThe colorful Fare & Square logo—a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square—designed by Philabundance and LevLane Advertising, provided CBX inspiration for the overall palette of bright green and shades of saturated purple with splashes of yellow and orange. Modern elements such as light wood and stainless steel trim round out the palette. “The palette is designed to make Fare & Square an energizing and inspiring, but comfortable, place to shop and congregate,” said Bona. \n\nCustomers entering the store will immediately see large displays of produce arrayed on tilt-style tables, while pendant lighting above the displays draws attention to its freshness and quality. A wide variety of additional fruits and vegetables can be found in fresh food fixtures lining the walls. Consistent with for-profit grocery stores, Fare & Square perimeter departments also include dairy, deli, fresh meat and seafood. \n\nShoppers can easily navigate the store’s central core for canned and packaged staples as well as frozen foods, thanks to hanging aisle-marker signage and enticing end-cap displays. Flooring throughout is vinyl, which is easy on both the backs and feet of employees and customers. \n\nNear the store’s exit, a centralized checkout with multiple lanes has been designed to quickly assist shoppers through the bagging process. “In the same spirit as we welcome customers through the front door, we also wanted that last image as they exited the store to leave a positive impression,” Bona noted.\n\nUnder its not-for-profit grocery store model, Fare & Square strives to provide a customer-focused shopping experience and partners with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way. “We designed a neighborhood store that’s clean, well lit, functional, convenient and friendly, but it’s also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona summed up. \n\n“Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of the Philadelphia-based Philabundance. “We have worked on this concept for seven years, and are thrilled to see it come to fruition to help the residents of Chester.”\n\nAbout Philabundance\nPhilabundance reduces hunger and food insecurity in the Delaware Valley by providing food access to people in need in partnership with organizations and individuals. Philabundance provides a full plate of services through neighborhood distribution programs and a network of close to 500 member agencies in 9 counties. Philabundance serves approximately 72,000 people per week at a cost of 50 cents per meal. There are more than 900,000 people in the Delaware Valley who are at risk for chronic hunger and malnutrition. In 2012, Philabundance distributed nearly 25 million pounds of food. For more information about Philabundance, visit www.philabundance.org or call 215-339-0900. Visit us on Facebook, Facebook.com/Philabundance and follow us on Twitter, Twitter.com/Philabundance. If you or someone you know is in need of food assistance, please call Philabundance’s Food Help Line, 800-319-Food (3663).\n', 'New Prototype for Fare & Square, a Not-for-Profit Grocery Store Targeting Food Deserts, Opens in Chester, PA', '', 'inherit', 'closed', 'closed', '', '1904-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1904, 'http://cbx.cappendev.com/1904-revision-v1', 0, 'revision', '', 0), (2978, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '1. Saks Fifth Avenue, HoustonOpened: April 2016\r\n\r\n2. Ballard Designs, Philadelphia\r\nOpened: November 2015\r\n\r\n3. M&M Meat Shops, Kitchener, Ontario, Canada\r\nOpened: September 2015\r\n\r\n4. LUSH, New York\r\nOpened: April 2016\r\n\r\nCheck out additional images of these stores and more at designretailonline.com/projectgallery\r\n\r\nOriginally published in design:retail\r\nPhoto courtesy of Max Bolzonella', 'New Store Watch', '', 'inherit', 'closed', 'closed', '', '2206-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2206, 'http://cbx.cappendev.com/2206-revision-v1', 0, 'revision', '', 0), (2979, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '

    Regional chain goes from branded snacks to self-serve frozen yogurt.\r\nNew Yorkers are persnickety about everything, even their frozen yogurt— a substance that, like espresso, is essential for sustaining life in a big city. But with the retro-chic Pinkberry blooming all over town, how likely is a Prada-wearing, iPhone-toting Manhattanite to stop for self-serve frozen yogurt at a drug store? That’s exactly what Duane Reade is about to find out.\r\n\r\nThe 50-year-old regional chain has announced it will begin adding self-service frozen yogurt kiosks to select stores, complete with topping bars. “This is part of a bigger strategy,” said Joe Magnacca, president of Daily Living Products for Walgreens, which purchased the 250-unit Duane Reade in 2010. “We’re looking at our business differently and evolving into a health and daily-living destination.”\r\n\r\nOnly a few years ago, such plans would have sounded crazy. Founded in 1960, Duane Reade had a decades-long reputation for dingy stores and surly service. (In 2007, the actress Martha Plimpton famously said in an interview that going to Duane Reade is “a journey into the heart of darkness.”) But Walgreens’ purchase of the chain in 2010 prompted a course correction.\r\n\r\nAfter introducing its own line of branded snacks in 2010, the chain moved its crosshairs to the Manhattan lunch crowd. Baguette sandwiches (made fresh by Eli Zabar, the legendary New York gourmet store), cheesecake, and even sushi and shrimp cocktails now beckon from chiller cases up front. The frozen yogurt offerings (in eight flavors including Blueberry Tart and Peach) will be nearby, next to the fresh juice bars.\r\n\r\n“This won’t go systemwide,” Magnacca said, “but it will go where there’s high traffic. Our objective is to get people into the stores for different reasons as often as possible.” Sound familiar? It’s proof that the category blurring that began when Walmart started selling groceries (and flowers and deli platters and just about everything else) has trickled down to the level of regional chains, such as one that can no longer compete by just selling aspirin and Q-tips. “The days that brands owned one specialty are changing,” Magnacca said.\r\n\r\n“Like the other in-store food offerings, [fro-yo] helps make Duane Reade a one-stop shopping destination,” said Todd Maute, partner in CBX, the firm that designed the yogurt stations.\r\nWhile Walgreens is also experimenting with a fro-yo bar in Chicago, the Duane Reade bars are clearly designed to appeal to New Yorkers. White-tile mosaics are meant to evoke subway stations, while the signage (“Grab Life by the Berries”) is more likely to amuse than offend. “All of it works…to support a uniquely New York communication strategy,” Maute said.\r\n\r\nhttp://www.adweek.com/news/advertising-branding/new-yorks-duane-reade-adds-store-yogurt-kiosks-137999', 'New York\'s Duane Reade adds In-Store Yogurt Kiosks', '', 'inherit', 'closed', 'closed', '', '1696-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1696, 'http://cbx.cappendev.com/1696-revision-v1', 0, 'revision', '', 0), (2980, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'ACCOUNT\r\nNissan Motor Company expanded its relationship with TBWA Worldwide, part of the Omnicom Group, by naming TBWA as the global marketing agency for the reintroduction of the company’s Datsun brand. Spending has not been determined. Datsun was the original name for the Nissan brand; it is being brought back as a lower-price car line aimed at young, middle-class drivers in fast-growing markets like India, Indonesia and Russia. The worldwide creative and strategic work for Datsun will be led by TBWA Hakuhodo, Tokyo, and TBWA London. TBWA is also the creative agency for the Nissan and Infiniti brands sold by Nissan Motor.
    \r\nVonage Holdings, Holmdel, N.J., selected two agencies for assignments that had been handled by agencies owned by the Omnicom Group. Spending was estimated at $150 million. JWT New York, part of WPP, will handle the Vonage creative account, which had been handled by TBWA/Chiat/Day, part of the TBWA Worldwide division of Omnicom. And Horizon Media, New York, will handle the Vonage media account, which had been handled by PHD, part of the Omnicom Media Group division of Omnicom.
    \r\nChopin, the Polish vodka owned by Tadeusz J. Dorda, named Clarity Coverdale Fury, Minneapolis, as its worldwide agency of record. Spending has not been determined. Clarity Coverdale helped introduce Chopin in North America in 1997 and was the brand’s agency for eight years; recently, the account had been handled internally.\r\n\r\nPEOPLE
    \r\nDeanie Elsner, president for the beverages business at the Kraft Foods Group, Northfield, Ill., was named the company’s first chief marketing officer. The Kraft Foods Group was formed after Kraft Foods spun off its snack foods brands into a stand-alone company, Mondelez International. The Kraft Foods Group sells former Kraft Foods products like Kraft cheeses, Maxwell House coffee and Oscar Mayer meats.
    \r\nChris Tussing rejoined DDB Worldwide, New York, part of the Omnicom Group, as global business director, overseeing the agency’s new Reebok account. He had most recently been account managing director at the Chicago office of McGarryBowen, part of the Dentsu Network unit of Dentsu, and earlier in his career was group account director at the DDB West division of DDB, based in San Francisco.
    \r\nLori Erdos, business development director for digital at Smithsonian Media, based in the New York office, was named to a new post, publisher for media and business development. Smithsonian Media is part of the Smithsonian Enterprises unit of the Smithsonian Institution.
    \r\nMISCELLANY
    \r\nPeter Arnell, who in 2011 left his agency, the Arnell Group, New York, in a dispute with its parent, the Omnicom Group, has returned to the industry, working on his own on a new campaign for a former Arnell Group client, GNC Holdings. The campaign, carrying the theme “Respect yourself,” is being created by Mr. Arnell and an internal marketing and communications team at GNC, the company said. A lawsuit between Mr. Arnell and Omnicom was settled last year. “We are pleased to once again be working directly with Peter,” Joseph Fortunato, chief executive of GNC, said in a statement.
    \r\nParry Branding Group, a brand identity agency for the health and wellness market, was opened in Brooklyn by Vince Parry.
    \r\nPhilabundance, Philadelphia, an organization that specializes in hunger relief, named CBX, New York, a brand agency and retail design consultancy, to design a prototype for Fare & Square, a nonprofit grocery store that is scheduled to open this summer in Chester, Pa. The store will sell staples like produce, dairy and meats at everyday low prices to residents of Chester, which has been identified as a so-called food desert.\r\n\r\nhttp://www.nytimes.com/2013/02/04/business/media/news-from-the-advertising-industry.html?_r=0', 'News From the Advertising Industry', '', 'inherit', 'closed', 'closed', '', '1801-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1801, 'http://cbx.cappendev.com/1801-revision-v1', 0, 'revision', '', 0), (2981, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'LIVERPOOL, N.Y. -- The mission statement of Nice N Easy Grocery Shoppes is short and sweet: \"Be nice. Have fun. Sell stuff. Be the best.\" At its annual trade show, held yesterday at the Holiday Inn here, company executives focused on the third tenet, \"Sell stuff.\"\r\n\"As good as we are, we can sell more stuff. If we sell every customer just one more thing, that would be huge,\" company founder and President John MacDougall told the store managers, assistant managers, foodservice managers and franchisees gathered for the event, which took on a rock \'n\' roll theme this year. \"Take that back as your goal for the rest of this year. That\'s a challenge you can talk to your people about.\"\r\n\r\nOn a corporate level, MacDougall shared what the 80-store New York State chain is doing to sell more stuff. One of the best ideas of 2011, he said, was the launch of the \"Best Idea\" program, which encourages employees to submit their best ideas for the company. \"This continues every week now,\" the chief executive said. \"We\'re getting some top-notch suggestions.\"\r\n\r\nAlso last year, Nice N Easy brought on professional chefs to elevate its already-strong Easy Street Eatery foodservice offer of pizza and subs. The chefs recently led the chain in developing a home meal replacement (HMR) line of microwaveable entrees, all priced at $6.99.\r\n\r\n\"You have to find people who are experts in the business you want to be in,\" MacDougall said, introducing Chef David and Chef Andrew to the group. \"We really want to take our foodservice business up three notches. We want to be the best.\"\r\n\r\nTo get the managers pumped up about this year\'s goals and celebrate the achievements of 2011 -- which included chainwide growth of 5 percent and an additional $160 million in inside sales -- MacDougall led the crowd in the \"Tiger Pump,\" the signature move of star golfer Tiger Woods.\r\n\r\n\"You did a great job in 2011 and things are going to be even better in 2012,\" he added.\r\n\r\nAs part of the \"sell more stuff\" theme, guest speaker Joseph Bona of New York-based branding and retail design consultancy CBX, talked about capturing the emotions behind the purchase. With increasing cross-channel competition, he said retailers have to deliver more than a \"transaction.\" CBX helped Nice N Easy develop its current prototype and the Easy Street Eatery concept.\r\n\r\n\"Selling more stuff is creating that emotional connection with people. The greater the connection, the more stuff you\'ll sell,\" Bona said. \"Consumers today have choices; they have a lot of places to buy a lot of stuff. That\'s why the connection is so important.\"\r\n\r\nAmong Bona\'s recommendations for selling more stuff were to:\r\n\r\n

      Ensure a positive first impression because consumers can either gain or lose an appetite upon entering a store.
    \r\n\r\n
      Give customers easy access to products by keeping the store open, clean and uncluttered.
    \r\n\r\n
      Create destination departments by taking a category with already strong sales and merchandising it in its own separate area.
    \r\n\r\n
      Create bundled solutions, presenting the whole package to consumers in one place.
    \r\n\r\n
      Carry locally sourced products to connect with customers.
    \r\n\r\n
      Use private label to build loyalty, since these products can\'t be found anywhere else.
    \r\n\r\n\"It\'s all about experience,\" he concluded. \"Everybody is realizing that if I don\'t deliver something beyond the transaction, I\'m going to be left out.\"\r\n\r\nNice N Easy\'s Rock N Roll Trade Show 2012 also featured an afternoon expo where vendors showed off their newest products, and the c-store chain held a contest to find potential new items for Easy Street Eatery, which is available in 20 of the company\'s 36 corporate stores. An evening awards banquet followed, honoring the top employees, stores and vendors of 2011.\r\n\r\n\r\nKate Millett\r\nThis year\'s award winners included:\r\n\r\n
      Store Manager of the Year: Laura Horner, Westmoreland
    \r\n\r\n
      Sharon Jordan Memorial True Spirit Award: Kate Millett, district manager
    \r\n\r\n
      Foodservice Manager of the Year: Georgeanne Kovacs, Westmoreland
    \r\n\r\n
      Store of the Year: Taft Road, East Syracuse
    \r\n\r\n
      Franchise of the Year: KMAC/Deb Ostrander
    \r\n\r\n
      Assistant Manager of the Year: Krista John, Le Ray Street
    \r\n\r\n
      Foodservice Coordinator of the Year: Janet Manzer
    \r\n\r\n
      Total Customer Experience (mystery shop program): first place, Downtown Seneca Falls; second place, Fayetteville; third place, Manlius and Constableville (tie)\r\nTrade Partner of the Year: Hormel Foods
    \r\n\r\n\r\n ', 'Nice N Easy Rock \'n\' Rolls at Trade Show', '', 'inherit', 'closed', 'closed', '', '1686-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1686, 'http://cbx.cappendev.com/1686-revision-v1', 0, 'revision', '', 0), (2982, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Hunger relief organization Philabundance here has retained retail design consultancy CBX to design a prototype for Fare & Square, a not-for-profit grocery store slated to open this summer in Chester, Pa.Fare & Square, a 13,000-square-foot store, will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester — one of the 35 food deserts in the Delaware Valley according to the U.S. Department of Agriculture — easy access to fresh foods for the first time since the town’s last full-scale grocer closed in 2001. Philabundance recently purchased the town’s former grocery building.\r\nUnder its not-for-profit grocery store model, Fare & Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community.\r\nOne aspect of the overall design “is that it will reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” said Joseph Bona, president of CBX branded environments, in a statement. “Ultimately, we’re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection.”\r\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley. “Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of Philabundance. “Philabundance has worked on this concept for five years, and we are thrilled to see it coming to fruition to help the residents of Chester.”\r\n\r\nhttp://supermarketnews.com/retail-amp-financial/non-profit-store-open-pa-food-desert#ixzz2JgWNt1KE', 'Non-Profit Store to Open in Pa. Food Desert', '', 'inherit', 'closed', 'closed', '', '1800-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1800, 'http://cbx.cappendev.com/1800-revision-v1', 0, 'revision', '', 0), (2983, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Philabundance, a nonprofit agency that seeks to reduce hunger in the Delaware Valley region near Philadelphia, has opened what has been described as the nation’s first not-for-profit supermarket here.\nThe 16,000-square-foot Fare & Square outlet features an array of traditional offerings, including fresh meats and produce, frozen foods and dry grocery product. The store is the only supermarket in this town of 34,000 people that had been classified as a “food desert.” Chester had been without a grocery store for 12 years.\n\nFare & Square seeks to offer product at a discount compared with traditional supermarkets, and in addition, customers can also reduce their grocery bill by joining the store’s “Carrot Club.” Members are eligible to earn rewards through in-store promotions and other offers, and Carrot Club members whose households earn 200% of the poverty line or less can also receive Carrot Cash benefits, a 7% credit towards future purchases.\n\nThe store was funded through government, foundation, corporate and individual contributions.\n\nNew York-based retail design and branding firm CBX developed the prototype, which was modeled to be similar in appearance to traditional supermarkets. The Fare & Square logo — a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square — was designed by Philabundance and LevLane Advertising, and provided the inspiration for the color palette of the store.\n\nhttp://supermarketnews.com/photo-gallery/gallery-nonprofit-supermarket-debuts-pa#slide-1-field_images-444422', 'Nonprofit Supermarket Debuts in Pa.', '', 'inherit', 'closed', 'closed', '', '1864-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1864, 'http://cbx.cappendev.com/1864-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2984, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'By Rick Barrack\nWhy “something old is new again” works every time with design.\n\nWhenever I hear the word “nostalgia,” an image of grumpy old Archie Bunker and his dowdy wife Edith sitting on their musty old furniture in their Queens house singing “Those Were the Days,” pops into my head. But the truth is there’s nothing old-fashioned about nostalgia, which Webster’s calls “a wistful or excessively sentimental yearning for return to or of some past period.”\n\nNostalgia has been a staple marketing and branding tactic for decades, but lately it seems like every product in the supermarket aisle is borrowing something from years gone by. Why does nostalgia speak so strongly to us as consumers? Because it taps into the fundamental human need to feel safe and secure, in our lives and in our choices. It’s like that old pair of blue jeans you never want to take off — it just feels cozy, familiar and right. And it speaks to me the way it speaks to all of us: I’m wild about Stewart’s soda bottles; I keep my receipts in an Altoids tin on my nightstand, and I’ve always loved the look of Jack Daniel’s bottles. But while existing brands are using the retro-ssaince to bring back old, and often beautiful, designs, new brands are taking retro elements and creating something entirely new, often combining these elements with undeniably modern touches.\n\nTo the first point, General Mills kicked off the recent reissue trend when it re-released its original designs for brands including Lucky Charms, Trix, Wheaties and Kix. Featuring bold graphics on bright backgrounds, these boxes were originally designed to pop on TV sets — TV being a relatively new technology at the time — but they made as big a splash when the boxes were reintroduced nearly 40 years later. Brillo is currently riding on nostalgia’s coattails in honor of its 100th birthday; earlier this year, the brand released an awesome-looking limited-edition box featuring Andy Warhol’s iconic interpretation of the brand. In 2011, Coca-Cola marked its 125th birthday by reissuing the Hutchinson, its first ever glass bottle, released in 1899.\n\nSo why do people love nostalgic packaging, other than it looks fantastic? In my opinion, it boils down to three significant points:\n\n1. It speaks to a simpler time, before our daily lives became saturated by an abundance of overt marketing messages and promotional speak.\n\n2. It helps us trust the products, because they feel personal, as if someone took the time to create them just for us.\n\n3. It validates a brand or product by appearing as if it’s been (or actually has been) around for years, in turn conveying that it has stood the test of time.
    \n\n\nREMINISCENT OF SIMPLER TIMES \n\nIt’s hard to imagine a time other than the one we’re currently living in, where young kids have iPhones and people take photos of themselves savoring their daily lives in order to post them on Instagram (not to actually savor their daily lives). I mean, I barely remember what it was like not to have email. That’s why there’s something so refreshing about packaging that is streamlined and simple. And not just packaging — food products are now marketed on the simplicity of their ingredients.\n\nRonnybrook Farm Dairy capitalizes on this trend perfectly. The brand sells its milk in classic glass bottles, which catapults us back to the days when a milkman dropped off your milk at your door. The logo is incredibly simple, featuring two cows and the product name, as well as the town where the farm is located. A simple line, “Bottled on the farm,” appears under the logo, which also speaks to the “personalized” aspect so prevalent in products that speak to nostalgia.\n\nAnother example of the simpler-times trend is the packaging that was introduced this past August for Kellogg’s Frosted Flakes, Froot Loops and Rice Krispies. Sold exclusively at Target to celebrate Froot Loops’ 50th anniversary, it marks the first time in Kellogg’s history that they have introduced retro-inspired packaging (I wonder if the General Mills’ boxes had anything to do with that?). The boxes were designed to allow each brand to stay true to its core equity while also reminding consumers of their beloved cereal as children (which has been with them for years), and of what life was like before they were bombarded by text messages and Facebook updates. I love how these boxes tap into their historical roots while also looking totally updated and modern, and the use of their famous taglines (“They’re Gr-r-reat!”) in a larger font than the actual logo is really novel and eye catching. They’re definitely worth a special trip to Target to collect them all. Similarly, Oscar Mayer put a fresh spin on retro-inspired packaging last year, when it released playfully illustrated boxes that contained vintage-style trinkets like a bike horn, a dart board and a yo-yo.
    \n\n\nFEELS PERSONAL AND HOMEMADE \n\nThere’s a built-in trust level in products inspired by nostalgia, because they seem as if they were made especially for us. J.R. Watkins, a manufacturer of health remedies, baking products and other household items, has — according to its packaging — been around since 1868, but the public has only taken notice of the brand in the past few years. Why? Because it reintroduced its body-care line in 2008 with packaging that has an apothecary feel, as if each product — from body lotion to baby oil — was specially formulated for you by a pharmacist. In fact, the word “Apothecary” appears front-and-center on the packaging. The logo incorporates an old-style illustration of founder J.R. Watkins himself, yet feels totally modern thanks to its choice of fonts and decorative background graphics. Each product has its “variety” called out in English and French on the bottom of the bottle in a typewriter-style font, as well as its own product number, which makes it feel as if it has been made in a small batch just for you.\n\nSimilarly, Civilized Spirits, a maker of whiskey, rum and gin based in Michigan, has a small-batch feel that instantly forges trust between the product and the consumer. Its eye-catching logo is reminiscent of another era yet undeniably modern, as is its classically beautiful bottle. The Civilized Spirits’ brand story is told through minimal copy that salutes the distillery, Mission Microdistillery, where the product is made. In my opinion, this brand, and many other liquor brands, takes a page out of the Jack Daniel’s school of branding, in which its old-school look and brand story makes it seem almost like moonshine — crafted not only especially for you but also illegally in someone’s basement!
    \n\n\n\nHAS STOOD THE TEST OF TIME \n\nProducts use nostalgia to show that they’re a trusted source that has stood the test of time. In a market where new products pop up every day and try to claim their share of their respective category, having a rich heritage goes a long way.\n\nMilk-Bone has been a trusted dog food brand since 1908, and it puts that fact right on its packaging (admittedly designed by CBX). The original logo remains, but has been enhanced to reinforce its “right to own” in the pet aisle. By reminding us of Milk-Bone’s heritage of 100-plus years, it fortifies the brand in our minds as a trusted and honest source. And when juxtaposed against a fire-engine red box, that bone and the trust factor make an even bigger visual and literal statement and more indelible mark in the mind of consumers.\n\nHow many brands can say they’ve been around since the reign of King George III? (Not that I really know much about King George III … but it sounds like he’s been around for a while.) Altoids, one of my personal favorites, was introduced in 1780 — yes, 1780! It’s made very few changes to its original design over the years, namely moving from a cardboard box to a metal tin in 1920 and introducing its now-legendary tag line, “Curiously Strong Mints.” That line and the overall design — with its classically elegant logo, a simple illustration of a peppermint plant and a “Made in Great Britain” phrase — harken back to its quintessentially British lineage. By rooting its story and design in this history, Altoids has become one of the world’s most iconic brand identities.\n\nOf course, not all retro design is good design, especially in a time when so many brands are manufacturing nostalgia as a marketing tactic. In order to incorporate nostalgia in a way that looks distinctive, not copycat, you’ll need to keep the following pointers in mind:\n\n1. Use a little of this, a little of that.\nBrands like J.R. Watkins and Civilized Spirits take the best elements of the past and combine them with modern elements of today to create something own able and distinctive.
    \n2. Practice restraint.\nWhether we’re talking about design or copy, less is always more. Altoids’ classic “Simply Curious” line and Ronnybrook’s “Bottled on the farm” message are memorable by brevity, choice in their executions and focused in their deliveries.
    \n3. Don’t throw out the baby with the bathwater.\nOften, a company’s original design — à la Coke’s original glass bottles or Froot Loops’ Toucan Sam illustration — can retain its charm from generation to generation. Brands like Heinz ketchup and Campbell Soup Company, for example, have kept the same design for many decades. They are effective, and they look as modern today as when they were first introduced. I would urge brands to think twice before eliminating original elements in their designs, and that when introducing a new visual asset, they carefully assess its timelessness.
    \n\nLet me apologize now if I’ve gone overboard waxing poetically about all these terrific examples of nostalgic design. Given that our agency is celebrating its 10th anniversary this year, I can’t help but find myself a little bit nostalgic for my early days in the industry. Man, maybe I’m undergoing a little retro-ssaince of my own these days — though that’s certainly not a bad thing.\n\n \n\nhttp://www.brandpackaging.com/articles/84549-nostalgic-packaging-those-were-the-days', 'Nostalgic Packaging: Those Were the Days', '', 'inherit', 'closed', 'closed', '', '1848-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1848, 'http://cbx.cappendev.com/1848-revision-v1', 0, 'revision', '', 0), (2985, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'CBX to Develop a Branded C-Store Concept and Foodservice Program for New England Fuel Distributor\r\nCBX, the brand agency and retail design consultancy based here, has been retained by Nouria Energy Corporation, the Worcester, Mass.-headquartered fuel station and c-store operator, to create a unified brand identity and convenience store concept for the company\'s network of more than 125 locations.\r\n\r\nFounded in 1989 by Tony El-Nemr, Nouria started out with a single location in Auburn, Mass. and has since grown to become one of the largest fuel distributors in New England, supplying more than 125 gas stations operating under the Shell, Gulf and Irving Oil brands in Maine, Massachusetts, New Hampshire and Rhode Island. Currently, Nouria operates 85 sites offering fuel, convenience stores, co-branded and proprietary foodservice. In addition, Nouria operates one of the largest car wash networks in the country.\r\n\r\nTo assist Nouria in its ongoing expansion, CBX will provide a range of services, including the development of a store name and logo, car wash name and logo, store layout, and building exterior and interior design that encompasses graphic treatments, lighting, flooring and fixturing. The firm will also work with Nouria on developing a proprietary foodservice program that reflects the needs and tastes of its customers.\r\n\r\n\"Our challenge is to create a uniform brand identity and store design that can be executed across the entire network of locations, making them customer destinations and complementing the powerful fuel brands,\" said veteran c-store designer Joseph Bona, CBX president of branded environments. \"The goal is to develop a number of store prototypes that can work with the company\'s diverse footprints, with the first grouping of next-generation locations expected to open before the end of the year.\"\r\n\r\nAccording to Bona, the new prototypes will be rolled out through a combination of renovations, re-builds and all-new, \'ground-up\' sites.\r\n\r\n\"We are very excited to team with CBX as we begin this journey,\" said El-Nemr, Nouria CEO and president. \"I\'m very confident that CBX\'s creative and c-store industry expertise make them the ideal partner as we work together toward our ultimate goal of better identifying and meeting the needs of our diverse and ever-changing customers.\"\r\n\r\nAs seen in:\r\nCSpnet\r\nCSnews\r\nA.R.E\r\nThe Griffin Report\r\n\r\n ', 'Nouria Energy Selects CBX for C-Store Design Development', '', 'inherit', 'closed', 'closed', '', '2075-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2075, 'http://cbx.cappendev.com/2075-revision-v1', 0, 'revision', '', 0), (2986, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 'NRF Stores Features Duane Reade and My Private Brand', '', 'inherit', 'closed', 'closed', '', '1767-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1767, 'http://cbx.cappendev.com/1767-revision-v1', 0, 'revision', '', 0), (2987, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Dustin Longstreth doesn’t believe you should just build brands – it’s about relationships, too. Ask the VP and strategy group director for New York City branding agency CBX, and he’ll tell you that connecting with people in this ever-evolving world of branding is the true key to success today. For the last 10 years, Longstreth has helped innovate and re-energize consumer-facing and internal brands such Del Monte, General Mills, PepsiCo, Scotts Miracle-Gro and Arby’s. Here he shares some secrets on the art of branding today.\r\nWhat’s happening in the branding world today?\r\nThe biggest shift is in the nature of media. We now live in a 24/7, always-on world, where media is a means of utility and connection. As a brand, you must move past the “if all assets look consistent, I have a brand,” to a cohesion of actions and behaviors. Today, brands are as brands do – it’s all about the actions you take to fulfill its purpose and make life better for the people it seeks to serve. Stop obsessing about standing out and focus instead on leading, delivering value and being understood. The greater clarity you have about why you do what you do, the more you understand the needs and motivations of your constituents and the value you bring. This will help you stand out from the cacophony of meaningless platitudes and make it easier for your constituents to “pick” you.\r\n\r\nIs it possible to stand out today?\r\n\r\nYes, but only if you have a clarity of purpose. Historically, brands only needed to ensure the consistency of a message and an image across a limited number of mediums (print, TV, retail, etc.). In today’s digital world, the number of mediums is exponentially more, and the nature of those mediums is fundamentally different. It’s more about engaging in a conversation and providing utility than simply blasting a message. Therefore, coherence of behavior and action becomes just as important, if not more, than consistency of image. Clarity of purpose is the thread that provides the necessary coherence of behavior and actions.\r\n\r\nHow important is it to be agile today?\r\n\r\nAgility – size, speed, positioning, benefits, style – is the single most sustainable competitive advantage for brands today. Agility is defined as the power of moving quickly and easily. Being nimble. It’s the ability to think and draw conclusions quickly. For brands, the flat, hyper-connected world is more reflective of pickup ball at the playground than the controlled environments of league play. The brands that can thrive in this new environment, the brands with agility, will win.', 'On point with... Dustin Longstreth', '', 'inherit', 'closed', 'closed', '', '2102-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2102, 'http://cbx.cappendev.com/2102-revision-v1', 0, 'revision', '', 0), (2988, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Competitive pricing is no longer the only value own brands add to retailers. They can build reputation, loyalty and sales, but their design and management requires a considered approach and careful research into audience and category behaviors.\r\nHaving an own brand offers well-documented benefits. It can be a boon to business financially and reputationally. However, how companies in different places around the world build, manage and implement these brands varies widely. Considerations must take into account packaging design, category, audience, fit with the corporate brand and perception. Successfully achieving an effective own brand requires a deft hand and a keen understanding of audience.\r\n\r\n...\r\n\r\nDesign and packaging are key considerations when developing an own brand, particularly when consolidating brands. CBX, a New York-based brand agency, developed six labels – from over 60 existing brands – for Walgreens that were suited to their categories. Similarly, its work for chemist Duane Reade focuses on audience and category while using creative packaging techniques, doubling private label sales. Even more starkly, it cut American warehouse retailer BJ’s Wholesale’s own brands down to two, one for food brands and one for non-food brands.\r\n\r\nRead the full article in Transform magazine', 'Own Brands, From Value Driven to Valuable', '', 'inherit', 'closed', 'closed', '', '2196-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2196, 'http://cbx.cappendev.com/2196-revision-v1', 0, 'revision', '', 0), (2989, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '

    Brand, design consultant will assist Mexico\'s largest c-store chain with foodservice expansion\r\nNEW YORK -- Strategic branding and retail design consultancy CBX said that its retail division has been retained by Mexico\'s Cadena Comercial OXXO, North America\'s largest operator of convenience stores, to assist with an expansion of its foodservice offer. Headquartered in Monterrey, Mexico, OXXO presently operates 8,426 c-stores across Mexico and Latin America and is wholly owned by FEMSA (Fomento Econ amico Mexicano), a beverage company that brews Sol, Carta Blanca, Tecate and Indio beer.\r\n\r\nThe chain currently offers traditional c-store fare such as hot dogs, sodas and bakery items, as well as a vast selection of bottled beverages.\r\n\r\nIn addition to working with the chain on developing its food program, CBX is consulting on a variety of operational matters related to the foodservice program. \"Mexico\'s middle class continues to grow, and OXXO wants to position itself for future growth and profit,\" said Ralph Sloan, senior partner for retail at CBX.\r\n\r\nSince its founding in 1977, OXXO operates freestanding stores ranging from 1,500 to more than 3,000 square feet. Aggressively expanding, the chain is on track to field more than 12,000 stores by 2014. In 2010, OXXO unveiled about 1,080 new stores, for an average of 2.9 stores opening daily.\r\n\r\nOXXO stores are identified by their red-and-white sans serif logo along with well-executed interiors. The stores, most of which operate 24 hours a day, serve the everyday needs of millions of Mexicans who can visit a conveniently located OXXO store by foot or car. The chain offers its customers easy access, a fast and comfortable shopping environment and the ability to directly pay utility bills in store. Customers can find hundreds of everyday items from a wide array of household staples that range from laundry detergent to Mexican dietary mainstays such as tortillas and produce at prices competitive with the country\'s supermarkets.\r\n\r\nNew York City-based CBX is a fully integrated creative agency specializing in retail design and operations, brand and corporate identity development, packaging, research and motion branding. As a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing and consumer research.\r\n\r\nhttp://www.cspnet.com/news/foodservice/articles/oxxo-retains-cbx', 'OXXO Retains CBX', '', 'inherit', 'closed', 'closed', '', '1759-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1759, 'http://cbx.cappendev.com/1759-revision-v1', 0, 'revision', '', 0), (2990, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '

    New York, NY -- May 4, 2010 -- Diverging completely from traditional pastel hues and floral patterns, U by Kotex – a new product line from Kimberly-Clark featuring tampons, liners and pads targeting 14- to 22-year-olds - hits the shelves this month. According to the firm that designed the brand\'s packaging graphics, the line\'s black packaging accented with bright colors signal a revolution in feminine care and presents an image that is sleek, upscale and bold.\r\n\"Kimberly-Clark aims to completely redefine the feminine hygiene category. The challenge in doing so was pinpointing the exact visual territory for the brand. We strategically mapped the different personalities of women in this age group in order to drill down to the visual essence that would be most meaningful for the U by Kotex brand,\" says Gregg Lipman, managing partner of New York-based branding agency CBX. \"The idea is to help girls and women feel empowered by providing them with opportunities to express themselves.\"\r\n\r\nThe design for the packaging was based on extensive research. Teens and young women expressed a need to tone down the embarrassment factor (e.g., tampons accidentally falling out of a purse or backpack), therefore the packaging is discrete while still making a statement. \"We drastically altered the visual landscape of the feminine health aisle by creating a graphic vocabulary for U by Kotex that leverages color palettes and abstract patterns from the fashion world,\" explains Rick Barrack, Chief Creative Officer, CBX. \"The black package is attention-grabbing on the shelf, yet discreet when sitting in the shopping cart, purse or home.\"\r\n\r\nUnder CBX\'s design, the letter \"U\" stands out on the box as an icon for the brand. \"Contemporary, straightforward, clean fonts are used to call out brand, product type and form,\" Barrack continues. \"The product names have more personality and reflect the benefits of the products.\" For example, \"U by Kotex Click*\"\r\n\r\nTampons make a click sound when fully extended and are ready for use and \"U by Kotex Barely There*\" Liner is a very light liner fit for any kind of undergarment. Additionally, many of the product names convey the feel of a girl\'s handwriting.\r\n\r\nThe packaging is all about surprise and delight both externally and internally. Every aspect of the package is an experience from the outer carton to the inner wrappers. The windows on the package help simplify the shopping experience by allowing the consumer to see the products and easily gauge product thickness and size.\r\n\r\nAs part of the introduction, the brand\'s new compact tampon, \"U by Kotex Click*\" Tampon is also merchandised with reusable tin containers that come in 56 different patterns for taking products on-the-go. The reusable tins are almost completely unbranded (except for a small logo on the back of the tin), to allow for complete privacy.\r\n\r\n\"No other U.S. brand in this category offers tins,\" says Barrack. \"They\'re really an effective way of expanding the brand\'s reach, as they can be merchandised in the feminine hygiene section, cosmetic aisles, checkout counters, and other sections of the store.\"\r\n\r\nThe brand is also utilizing the back of the package in a unique way. CBX worked closely with the U by Kotex brand team to develop 60 to 70 different myths/facts that will appear in rotation on the back panel. These include valuable heath facts, as well as playful, fun facts to make girls feel better about themselves, while educating them about feminine health. The back panel is also designed to help drive traffic to the website, www.ubykotex.com, where young women have opportunities to learn, engage and share. U by Kotex is available in stores now.\r\n\r\nAbout Kimberly-Clark:\r\nKimberly-Clark and its well-known global brands are an indispensable part of life for people in more than 150 countries. Every day, 1.3 billion people - nearly a quarter of the world\'s population - trust K-C brands and the solutions they provide to enhance their health, hygiene and well-being. With brands such as Kleenex, Scott, Huggies, Pull-Ups, Kotex and Depend, Kimberly-Clark holds No. 1 or No. 2 share positions in more than 80 countries. To keep up with the latest K-C news and to learn more about the company\'s 138-year history of innovation, visit www.kimberly-clark.com.', 'Package Design For U by Kotex Helps Redefine Feminine Product Category', '', 'inherit', 'closed', 'closed', '', '1617-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1617, 'http://cbx.cappendev.com/1617-revision-v1', 0, 'revision', '', 0), (2991, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '

    Rick Barrack of brand agency CBX explains how elements of nostalgia are used in package design to convey quality, build credibility, and establish trust.

    \r\n\r\n\r\n\r\nPackaging Nostalgia with Rick Barrack', 'Package Design Workshop: Nostalgic packaging creates personal connection', '', 'inherit', 'closed', 'closed', '', '1544-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1544, 'http://cbx.cappendev.com/1544-revision-v1', 0, 'revision', '', 0), (2992, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '

    All-natural crystals promote health and hydration, and package graphics signal YZ’s effervescent properties.\r\nTower Laboratories is quenching consumers’ ever-growing thirst for proactive health products with YZ (pronounced “wise”) All-Natural Hydravescent Crystals. Tower Laboratories is a division of Towers Brands and a manufacturer of private-label effervescent products, including denture cleaners, analgesic antacids, and bath tablets.\r\n\r\nSeeking a way to extend its proprietary effervescent technology, Tower Laboratories turned to branding firm CBX to help innovate new product ideas. The branding team decided to focus on the category of proactive health and hydration for the application of Tower Laboratories’ technology.\r\n\r\nThe YZ brand that grew out of this research includes All Natural Hydravscent Crystals, which are added to water to proactively foster good health. The line consists of three products: Immunity (Orange Mango Pineapple), Antioxidant (Raspberry Green Tea), and Digestive Health (Lemon Ginger).\r\n\r\nThe crystals contain 20 calories per serving, respond to a variety of health issues, and feature electrolytes to aid hydration.\r\n\r\nThe product comes in seven “stick” packets inside a carton. A color-coded logo and benefit bar—green for the Antioxidant packs, orange for the Immunity packs, and yellow for Digestive Health packs—make it easy to understand the benefits and clearly differentiate the products. Luscious and natural fruit photography further communicates each flavor. The brand name appears on the front carton, placed inside a circular logo surrounded by bubbles to signal the product’s effervescent nature. A narrative about the benefits of the bubbles runs along the side of the package.\r\n\r\n“While there are many other water-enhancing products on the market, the effervescent bubbles in YZ are actually better, as they help to disperse ingredients quickly and evenly,” says Henry McInerney, Tower Brands CEO.\r\n\r\nYZ products are available online, at Connecticut specialty retail stores, and in health clubs and Pilates studios across the nation.\r\n\r\nIn addition, Outthink, Tower Brands’ marketing firm, developed innovative ways to introduce the YZ to the target audience. One of them involves working in conjunction with a sports nutritionist to launch a grass-roots campaign leveraging social media marketing, online sampling, and couponing.\r\n\r\nhttp://www.packworld.com/package-design/graphic/package-helps-sell-benefits-crystal-based-hydration-product', 'Package helps sell benefits of crystal-based hydration product', '', 'inherit', 'closed', 'closed', '', '1756-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1756, 'http://cbx.cappendev.com/1756-revision-v1', 0, 'revision', '', 0), (2993, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Marketers of ice cream, beer, soup and even shampoo are discovering what stylish women everywhere know: It\'s totally awkward when two guests show up at the party wearing the same little black dress.
    Anheuser-Busch InBev recently introduced its first black beer bottle, complete with a black label, for Beck\'s Sapphire. Häagen-Dazs, owned by General Mills Inc., has just brought out a gelato line in black containers.
    \r\nEven the once-cheery laundry detergent aisle, a veritable \'60s kaleidoscope of blues, greens and oranges, is going darker. So is soup.
    \r\n\"The use of black has really exploded,\" says Mike Cecil, senior brand manager of Renuzit air freshener from Henkel AG\'s Dial Corp., which in August introduced a new line of cone fresheners packaged in black.
    \r\nBut a Renuzit rival, Air Wick from Reckitt Benckiser, launched its own black packaging for a line of air fresheners named for the national parks last month. Black helps companies \"break through the clutter,\" says Domenick Tiziano, senior brand manager for Air Wick.
    \r\nBig supermarket brands invest countless hours and dollars studying which colors and graphics will grab the eye of hurried shoppers maneuvering through crowded store aisles. So the more-or-less simultaneous adoption of black by a brand and its rival would seem like an unfortunate coincidence.
    \r\nNot at all, Renuzit\'s Mr. Cecil says. His competitor Air Wick is using black for candles, scented oils and automatic sprayers—but not cones.
    \r\nBecause most stores stock air fresheners according to form, not brand, the two brands say their black packages are unlikely to sit next to each other on shelves.
    \r\nSome marketers say black\'s popularity is a reaction to the continued lackluster economy, which has consumers gravitating to lower-priced items. Black subtly conveys \"premium,\" they say.
    \r\nPeople want premium products so long as they don\'t cost too much, says Pat McGauley, vice president of innovation at Anheuser-Busch. Consumers are saying, \"I can\'t drive a high-end car but I can drink a slightly more premium beer without breaking the bank.\"
    \r\nBeck\'s Sapphire, which Anheuser-Busch says is brewed with \"German sapphire aroma hops,\" costs 20% to 25% more than regular beer.
    \r\nShampoo rivals are also dressing alike for the packaging prom. In January, L\'Oréal SA launched Advanced Haircare shampoos and conditioners, a new line in sleek black bottles—the same month when Procter & Gamble Co. brought Pantene\'s black-clad Expert Collection to stores.
    \r\nThe use of black is especially striking for Pantene, which has relied on white for its packages for so long. People inside P&G even sometimes use the phrase \"wall of white\" to refer to Pantene\'s territory in the shampoo section.
    \r\nKevin Crociata, marketing director of P&G\'s North American Hair Care business, wouldn\'t comment as to whether he is worried about Pantene\'s and L\'Oréal\'s dueling black packages. A spokeswoman for L\'Oréal declined to comment.
    \r\nWith so many brands in black, there is always a danger consumers will be turned off, or worse, simply won\'t notice.\r\nRenuzit is already updating its black air-freshener packages, which hit store shelves in summer, adding brightness to the images and text to help them pop even more on store shelves.
    \r\n\"Our launch packaging ended up a bit darker than we set out,\" says Dial\'s Mr. Cecil. \"Being lead to market with black in a category brings with it some learning curves.\"
    \r\nBlack has been a packaging standard in consumer electronics for years but once was considered taboo for other products, including food, packaging experts say.
    \r\n\"You wouldn\'t even have the conversation about the color because it had too much negative baggage,\" says Rick Barrack, chief creative officer at CBX, a packaging design firm in New York.
    \r\nThat changed in the economic boom of the 1980s, when more companies adopted black packages to signal luxury, says David Turner, partner at the package-design firm Turner Duckworth.
    \r\nBreyers ice cream from Uniliver was among the products in that wave, he said. The trend eventually lost steam.
    \r\nAn early sign of black\'s comeback came in 2010, when Kimberly Clark Corp., working with CBX, introduced a black package for U by Kotex. In the feminine-protection aisle, the product was a contrast to the pastel hues typically used on products there.
    \r\nU by Kotex has built up a 7% market share in the $2.6 billion U.S. business.
    \r\nFor Beck\'s Sapphire, Anheuser-Busch did extensive testing, showing consumers computer simulation of store shelves and using eye-tracking technology to observe how well they saw the product compared with others.
    \r\nAnheuser\'s Mr. McGauley says his company had \"some reservations\" when it was contemplating using a black bottle and black label because, he says, \"black can look heavy.\"
    \r\nIt added an image of a glass of golden beer to the six-pack holder, reassuring consumers that the beer itself wasn\'t black.
    \r\nPantene\'s Expert Collection products sell for about $8.99, compared with a base price of about $3.99 for regular Pantene. \"The technology inside is really breakthrough,\" says Mr. Crociata at P&G. One of the formulas has a thickening agent that \"gives you the feeling of 6,500 more hair strands in your ponytail.\"
    \r\nDial says the new Renuzit air fresheners have roughly 25% more premium fragrance oils and cost about 25 cents more than the company\'s existing cone fresheners.
    \r\n\"It\'s about finding new ways to signal affordable luxury,\" says Mr. Cecil at Dial.
    \r\nIn summer 2011, P&G brought out Downy Unstopables, a line of black-packaged scent boosters that claims to give laundry \"up to 12 weeks of freshness.\"
    \r\nThe product has exceeded expectations, generating $50 million in sales in the first year, a Downy brand spokeswoman said, and it\'s on track to double sales this year. It sells for about 32 cents an ounce, compared with 9 cents an ounce for regular Downy.
    \r\nProduct makers are under unrelenting pressure to differentiate their products in the sea of cardboard and plastic in supermarkets.
    \r\nThe number of new product introductions has exploded over the past decade. In 2012, 40,194 new products hit the market, up 52% from 2002, when 26,412 products were introduced, according to market research firm Mintel.
    \r\n\"Packaging needs to work harder now,\" says Benjamin Punchard, Mintel\'s senior global packaging analyst.
    \r\nFor Häagen-Dazs, it\'s critical to catch shoppers\' attention fast. \"A lot of people don\'t enjoy walking down the frozen-food aisle. It\'s cold and you are slightly uncomfortable,\" says Cady Behles, brand manager for Häagen-Dazs, which just launched a gelato line in black containers.
    \r\nHäagen-Dazs conducted focus groups with 150 consumers last June, months ahead of the gelato launch.
    \r\nParticipants in one group saw the new black packages nestled amid other ice creams in mock store shelves. A second group saw a gold-and-white container.
    \r\nOverwhelmingly, Ms. Behles says, consumers found the black packages were more eye-catching and appealing.
    \r\n\r\nhttp://online.wsj.com/article/SB10001424127887324662404578330162064184332.html?cb=logged0.12677355729725215#articleTabs%3Darticle\r\n\r\n ', 'Packaging Noir', '', 'inherit', 'closed', 'closed', '', '1806-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1806, 'http://cbx.cappendev.com/1806-revision-v1', 0, 'revision', '', 0), (2994, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Gregg S. Lipman:\r\nFor years, I always thought my friends up in Canada were exaggerating when they\'d talk about how fiercely protective the province of Quebec -- through its official language watchdog The Office québécois de la langue française (OQLF) -- was of its French language. There were stories filled with references to eating chiens chauds (literally \'hot... dogs\'), watching their favorite quart-arrière (quarterback) and having to stop for signs that read \"Arrêt,\" despite the fact that they say \"Stop\" in every other French-speaking country in the world.\r\n\r\nI always found these anecdotes simply funny, until I heard about the office\'s recent attempt to force major American retailers like Walmart, Costco, The Gap, Guess, Old Navy and Best Buy, to amend their brand names to include a French phrase/slogan that would clearly articulate what the company is selling. Not only would these brands have to change their signage -- they\'d also have to spend millions of bucks to update all their marketing materials, packaging, labels, price tags, and so on. All for what? To dilute their trademarks?\r\n\r\nAnd that was when the brand guy in me got a little -- how do you say -- \"PO\'ed\" (pardon my French). I mean, if I moved to Quebec, would I have to change my name to Gregoire?\r\n\r\nThe OQLF claimed they were just ensuring their Francization laws were now simply being respected, even though it had not uttered a peep when those companies first started operating in the province. But their attempt was made very adversarial by threats of fines, denial of government subsidies/contracts or even suspension of the certificates of compliance necessary to operate a business in Québec.\r\n\r\nNot surprisingly, the American companies targeted responded with a stinging lawsuit, questioning the entirety of the premise and timing of the OQLF\'s nefarious undertaking. And why wouldn\'t they?\r\n\r\n- We know full well it often takes years and many millions of marketing dollars, to create a distinctive and memorable brand\r\nname. It is a huge investment that cannot be toyed with on what appears to be a whim.\r\n- The strength of a trademark -- especially an international one -- correlates most strongly with its consistent, if not uniform,\r\npresentation and application throughout its markets.\r\n- Brand equity, brand recognition and brand valuation are now readily acknowledged as vitally important elements of a brand\'s\r\noverall worth.\r\n\r\nThe OQLF outlined four ways for brands to alter their names. Unfortunately, each and every one of them poses serious threats to their brand trademarks and global credibility. Here\'s how:\r\n\r\n1. Attaching a French word that would describe what the American company sells/does\r\n\r\nHolds great potential to be visually awkward on signage. How would French descriptors even help in the first place? Would Habits The Gap (literally \'Clothes The Gap\') or Le Magasin Walmart somehow get a potential Quebec shopper any closer to understanding what either company sells (assuming they\'ve never heard of them)?\r\n\r\n2. Creating a French version of the American Trademark\r\n\r\n- Doable and not altogether uncommon (see Green Giant/Géant Vert in France or KFC/Poulet Frit Kentucky in Quebec).\r\n- But this option would not work for a Walmart or J. Crew or Starbucks or any proper name brand.\r\n- You risk creating a name that has no visual or etymological connection to its original brands at all (see Staples/Bureau en Gros. Can Whole Foods/Nourritures Entières be far behind?).\r\n\r\n3. Creating a multiple word slogan, all in French that would describe what the American Company sells\r\n\r\nIf a single French word could potentially be awkward, imagine what multiple descriptive words will look like! With modern retailers increasingly broadening their product mixes (Urban Outfitters -- to pick just one example -- sells everything from clothing to books to jewelry to cameras and vinyl records) to include complementary and lifestyle products, how could this strategy effectively communicate the totality of a retailer\'s offerings?\r\n\r\n4. Keeping the original American brand name but reducing its size dramatically and slotting it under its far larger, translated-into-French name\r\n\r\nThis is clearly the worst option of the bunch. Imagine a sign with two brands on it, one saying Vieille Marine and directly below it, in much smaller letters, the words Old Navy. It would be chaos on signage, nor would that in any way clarify to a potential consumer what it is the brand sells or does.\r\n\r\nSo nice of you to offer these suggestions, Quebec. But do you really think that Walmart is going to become Le Magasin Walmart just for your shoppers? Even the \"real\" French are less stringent about their language laws -- and that\'s saying a lot. Don\'t get me wrong: I find it admirable of you to want to preserve your French heritage. But as a brand professional I also find it wholly naïve. I mean, when a brand invests millions and millions of dollars in establishing a name, why would they risk devaluing its international recognition by changing it for one small region of the world?\r\n\r\nFurthermore, while there was certainly a time in our civilization\'s history where a language only applied to a specific, corresponding culture, in this day an age, the high degree of exposure, interaction and connectivity afforded us (in large part thanks to technology) has allowed language to mutate to such a high degree that it has effectively decoupled from culture. That is to say: a culture that spawned a language, no longer necessarily defines it.\r\n\r\nLanguage adapts very quickly to changing environments and imports heavily from other languages it comes in contact with. And we know that centuries of close proximity to America has enabled many English words to migrate over into French. To assume that they would need English retail signage translated into French is thus, well, silly. After all, over here in America, we\'re not translating Le Pain Quotidien into \"The Daily Bread\" or \"Le Chateau\" to \"The Castle.\" Trying to legislate language is not only virtually impossible, it shows a willful disregard for the power of language and its free exchange between societies, as a continuing catalyst for cultural and creative growth.\r\n\r\nAnd for the record, I think that Gregg is a helluva nicer name than Gregoire. Just saying.\r\n\r\n \r\n\r\nhttp://www.huffingtonpost.com/gregg-s-lipman/pardon-my-french-quebec_b_2396822.html\r\n\r\n ', 'Pardon My French...', '', 'inherit', 'closed', 'closed', '', '1792-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1792, 'http://cbx.cappendev.com/1792-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (2995, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'The international jury of Pentawards®, the first worldwide competition devoted exclusively to Packaging Design, chaired by Gérard Caron, is announcing its 2016 winners.\r\nThis year, which celebrates the 10th anniversary of the Pentawards, the winners received the following global awards in Shanghai’s design hotel Hyatt on the Bund in front of more than 250 designers and brand owners from all around the world (24 countries represented).\r\n\r\nPENTAWARDS 2016:\r\n5 Platinum Pentawards, the Best in each Category\r\n\r\nBesides the Diamond Pentaward, the best of the show (Domino’s Pizza) the international jury chaired by Gérard Caron also awarded the 5 \"Best of the Category\" prizes.\r\n\r\nThe BEVERAGES Platinum\r\n...went to the superb bottle of Imayotsukasa Sake created by Bullet agency (Japan)\r\n\r\n\"imsake\"\r\n\r\nThis special sake is named after the carp, a famous ornamental fish and a symbol of Japan, which has been bred for decades in the same Niigata prefecture where this Nishikigoi sake is manufactured. Considered a living jewel, the carp has beautiful red patterns on a white body and this scheme has been adopted in the bottle design where the red is printed directly on to the white bottle. Japanese brush-work was used to create the red elements, while the outer box features a window in the shape of a fish. The combining of white, red and gold gives a luxurious impression and makes it an excellent gift, while the packaging helps Nishikigoi stand out from other sake brands in the Japanese and overseas markets.\r\n\r\nThe FOOD Platinum\r\n...was won by CBX (USA) for the packaging of meat from Man Cave Meats.\r\n\r\n\"pent\"\r\nThe founders of Man Cave Craft Meats, Nick and Josh Beste, were university students when they launched their business, by crafting innovative flavor combos with an obsessive focus on quality. Moving from the stall at the Minneapolis Farmers Market out into grocery stores required the creation of a punchy packaging design for Man Cave Craft Meats to proclaim the makers’ innovative flavor combinations and obsessive pursuit of quality. This was a product with a bold and authentic identity, and a strong measure of individuality, reminiscent of the artisanal world of craft beer with its small-batch production and straightforward, masculine irreverence. So for the unpretentious foodie core customer, the new design uses hand-crafted typography on a strong black background, and images of burly, bearded men with tattoos, alongside taglines such as: “Long live the butcher!”\r\n\r\nThe BODY Platinum\r\n...is awarded to Mousegraphics (Greece) for a series of packaging for the BIC brand socks.\r\n\r\n\"bic-sock\"\r\n\r\nBIC is a company with a strong brand known worldwide. A fresh packaging idea here brings a number of Bic products together by the use of a smart but simple concept and its variations: if socks dress the feet, shoes complete the process, then socks for sale on the shelf can also be ‘dressed’ in shoes in a playful manner that catches the eye immediately. The packaging for each style features the image of a type of shoe (women’s, men’s, sports, casual) to match the sock. Within the brand’s range this creates a discrete category that is easy to identify (shoes) while also providing a unifying principle.\r\n\r\nThe OTHER MARKETS Platinum\r\n...is awarded to The Partners (UK) for a range of packaging designs for Argos \'Simple Value\' household appliances.\r\n\r\n\"house\"\r\nArgos is the UK\'s leading digital retailer - 33,000 products 53,000 lines, 130 million customers, 840 UK stores. Consisting of 140 basic household items, the Argos \'Simple Value\' range offers solid quality at low prices. It was this combination of simplicity with value that led to the name, and the packaging also reflects the fact that these products speak for themselves. But simple need not mean dull, and while the product descriptions communicate the basic values there are unexpected twists that lift the copy into something that engages more personally with customers. Different designs have also been created for all these items, and with several hundred thousand units produced per year the simplicity of the print production makes it easier for international suppliers to contribute to the range..\r\n\r\nThe LUXURY Platinum\r\n...goes to Coley Porter Bell (United Kingdom) for the luxurious Chivas Regal bottle, The Icon, and its superb packaging.\r\n\r\n\"regal\"\r\n\r\nChivas Regal is considered the world\'s first luxury whisky. It was the first Scotch to be exported to the rest of the world in 1909 and became the iconic whisky of its time, drunk by the global elite. Fast forward just over one hundred years and Coley Porter Bell were tasked with developing the positioning, visual identity and packaging for a new ultra-prestige product that would serve to enhance Chivas Regal\'s luxury credentials. As a permanent expression representing the pinnacle of the range (retailing at US$3,500), their challenge was to get to the very essence of the brand\'s visual DNA. To deconstruct its qualities and re-imagine them in the purest, most sublime form. They needed to look backwards in order to look forwards and in doing so, they struck upon their inspiration - the original 1909 bottle - an icon of its day. The design pays tribute to the brand\'s illustrious past - the green crystal decanter in particular, but also the touches of red throughout the packaging, the reference to the ship on the badge and the presentation case pay homage to the iconic green bottle of 1909 and the brand\'s export story. The agency worked closely with a leading luxury cabinet-maker and the master craftsmen at Dartington Crystal. Each decanter is mouth-blown and hand finished.\r\n\r\nRead the full article in Brand Packaging\r\nPhotos Courtesy of the Pentawards', 'Pentawards Announces 2016 Packaging Design Winners', '', 'inherit', 'closed', 'closed', '', '2273-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2273, 'http://cbx.cappendev.com/2273-revision-v1', 0, 'revision', '', 0), (2996, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '

    New York, NY - October 3, 2011 - CBX, the brand agency, has received two prestigious Pentawards at the sixth annual competition. The Pentawards is the first on-line global awards competition devoted entirely to packaging design.\r\nThe awarded projects included:\r\nU by Kotex Tween (Kimberly-Clark) – Bronze Award – Like it’s older sister, U by Kotex, CBX helped extend the line with U by Kotex Tween, with positioning and packaging that breaks through the category clutter. A black and pink glittery package that lets brightly colored product wrappers peak through a star-shaped window addresses mom\'s desire for having something specially designed for her daughter and her daughter\'s desire for self expression.\r\n\r\nPoise (Kimberly-Clark) - Bronze Award – CBX helped Kimberly-Clark introduce Poise Hourglass Shape Pads® that are more feminine and discreet in comparison to traditional pads. The package design solution connects on an emotional level with consumers while also standing out on shelf by highlighting the distinct product benefits of size, contour shape, comfort, and secure fit in a sophisticated way.\r\n\r\nThis year\'s competition brought in over 958 entries from 51 different countries. An international jury of 12 specialists in packaging design evaluated entries. The Pentawards prize ceremony was held in New York on the 29th of September, at the Marriott Marquis on Times Square.\r\n\r\nThe designs awarded will be presented January 2012 in Paris at the DesignPack Gallery, the creative space devoted to packaging design, opened under the initiative of the Fabrice Peltier. For more information on the Pentawards, visit http://www.pentawards.org\r\n\r\n\"\"

    ', 'Pentawards Recognizes CBX in Fifth Annual International Competition', '', 'inherit', 'closed', 'closed', '', '1590-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1590, 'http://cbx.cappendev.com/1590-revision-v1', 0, 'revision', '', 0), (2997, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '

    New York, NY – October 1, 2010 – CBX, the strategic branding firm, has received two prestigious Pentawards at the fifth annual competition. The Pentawards is the first on-line global awards competition devoted entirely to packaging design.\r\nThe awarded projects include:\r\n\r\nU by Kotex - Platinum Award, Best in Category (Body-Healthcare) – CBX helped redefine the feminine product category by designing a new product line featuring tampons, liners and pads targeting 14 – 22-year olds. Black packaging accented with bright colors signals a revolution in feminine care and presents an image that is sleek, upscale and bold.\r\n\r\nDuane Reade DeLish - Silver Award (Food-Distributor’s Own Brands) – The Duane Reade DeLish Series is one of several brands that CBX redesigned for the New York chain of drug stores’ private label portfolio. CBX designed packaging for a new line of premium foods with black and white packaging and featuring fun and edgy New York-themed photography and proprietary artwork of New York City landmarks.\r\n\r\nThis year’s competition brought in over 800 entries from 39 different countries. An international jury of 12 specialists in packaging design evaluated entries. The Pentawards prize ceremony was held in Shanghai on the 30th of September, at the Belgain-Eu Pavillion at Shanghai Expo 2010.\r\n\r\nThe designs awarded will be presented January 2011 in Paris at the DesignPack Gallery, the creative space devoted to packaging design, opened under the initiative of the Fabrice Peltier. For more information on the Pentawards, visit http://www.pentawards.org\r\n\r\n\"\"

    ', 'Pentawards Recognizes CBX in Fifth Annual International Competition', '', 'inherit', 'closed', 'closed', '', '1612-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1612, 'http://cbx.cappendev.com/1612-revision-v1', 0, 'revision', '', 0), (2998, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '

    Marketing a workaday product like antifreeze requires the help of a credible endorser—but boy, has that definition changed...\r\nThe hardworking folks who manufacture the 108 million gallons of antifreeze produced annually in the U.S. have had the same marketing headache for the last 74 years. Most Americans simply don\'t think about antifreeze. (When they do, it\'s probably not about any particular brand of the stuff.)\r\n\r\nEver since 1937, when domestic automakers first poured ethylene glycol down radiator pipes to keep liquid-cooled engines from freezing, drivers have pretty much taken the chemical compound for granted. This is why antifreeze brands have historically devoted a lot of thought to the selection of the right product endorsers--people who can speak to the reliability, efficacy, and overall importance of that iridescent green liquid.\r\n\r\nIn 1947, for the marketers at Prestone, the man for that job was East Orange, N.J., Fire Department Chief Charles A. McGinley, shown in the ad on the right. Did it matter\r\nthat none of the readers of The Saturday Evening Post had any idea who he was? No, it did not. The 61-year-old had been a fire chief for 17 years. His job was to save lives--and he used Prestone to make sure his pumpers started. Enough said.\r\n\r\n\"This was serious stuff; it was heroism,\" observes Rick Barrack, founding partner and chief creative officer of branding firm CBX. \"People in uniform were the celebrated figures of the postwar era. And while you may just be the average motorist, [this ad said] you should trust this product because our stately fire chief here does.\"\r\nNot only does McGinley tell you as much (\"No freeze-ups for my car,\" the gray-haired fire chief proclaims), the ad jabs you with proof of just how important the choice of an antifreeze brand can be. The newspaper clipping in the upper left-hand corner implies, in effect, that 17 people in New Jersey owe their very lives to the fact that McGinley poured Prestone into his trucks.\r\n\r\nBut times change. While Peak antifreeze may have needed a product endorser in 2011 every bit as much as Prestone needed one 64 years ago--and has clearly found one in Nascar driver Danica Patrick, opposite--the chivalrous and noble-minded themes of the postwar era are gone. \"You can apply trust to this new ad insofar as this is a professional race car driver who trusts this product in her car,\" Barrack says. \"But Danica is far from a hero. Does she represent trust and authority? Absolutely not. Yet in this day and age, what\'s it matter? Men like babes. Men like babes who drive fast.\" Another jug of antifreeze--sold!\r\n\r\nA side note: While Patrick is a true national celebrity, Chief McGinley was far from being just an average Jersey guy. Five years after this ad ran, Popular Mechanics devoted an entire article to McGinley for his design of an improved fire truck fitted with lifesaving equipment.\r\n\r\nAlas, Prestone was not mentioned. \r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nhttp://www.adweek.com/news/advertising-branding/perspective-baby-its-cold-outside-136494', 'Perspective: Baby, It\'s Cold Outside', '', 'inherit', 'closed', 'closed', '', '1727-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1727, 'http://cbx.cappendev.com/1727-revision-v1', 0, 'revision', '', 0), (2999, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'To differentiate in the pet food aisle, brands are taking cues from successful design trends of food packages for people.
    Once upon a time, if you were shopping for pet food, you\'d immediately be overwhelmed by a case of \"cute overload.\" It seemed every bag (with the exception of the always clinical Science Diet brand) featured a photo of a ridiculously adorable pooch or pussycat, looking out at you with soft, adoring eyes and fur you wanted to reach out and stroke. Even the most cold-hearted of individuals would find themselves crooning \"Awww!\" when walking down the pet food aisle.
    \nThe problem with those packages was that there was no differentiation-and more importantly, no real information-on the bags. But over the years, pet food marketers have come to recognize that people are trained to shop a certain way for their own food and they apply these same behaviors when shopping for their pets. That means that the same visual and verbal cues are turning up on Casey the Calico\'s and Dexter the Doberman\'s dinners.
    \nA deep dive into the current state of pet food packaging shows that there\'s really not much difference between marketing pet food and human food today. Among some of the most significant cues-which also turn up on the food humans purchase-are these five nutritional tables or food pyramids; photography and food styling that conveys appetite appeal and freshness of ingredients; brand stories; on-pack language that tells you not only what\'s inside, but what\'s not inside a bag; and imagery that speaks to animals\' true natures.\n
    \n1. Nutritional tables/food pyramids
    \nPet food consumers are now more educated than they were in the past, about their own food and about their pets\' food. They harbor the same concerns for their pets as they do for themselves, and with good reason: Issues like obesity and allergies, so prevalent among today\'s children, are now also major concerns for dogs and cats. In 2012, the majority of adult dogs and cats-53 percent of dogs and 55 percent of cats-were classified as overweight or obese by their veterinarians.
    \nTo educate consumers, companies are featuring nutritional tables and food pyramids prominently on pack, letting consumers know what allowances of vitamins and nutrients they will find inside. Nutro Ultra\'s food pyramid on the front of pack breaks down the product into three categories: \"Powerful Antioxidants,\" \"Whole Grains & Natural Oils\" and \"3 Lean Proteins.\" On the back, the bag features illustrations for 12 ingredients found inside the product, including whole flaxseed, pure sunflower oil and rolled oats.\n
    \n2. Better photography/food styling
    \nPhotography and photo styling have moved away from the pet-centric or pet-plus-owner-centric photography of recent years and are now more focused on the actual food. Photography styling is less propped and more real, with food appearing the way you\'d see it in real life-scattered across a table, as opposed to perfectly (and fakely) sitting in a bowl. The goal: for consumers to think, \"That looks good, that looks tasty, that looks healthy\" in the same way they do when they see something appetizing for themselves. Nature\'s Variety Homestyle by Prairie is one of several brands that showcase food the way it really looks: fresh, raw and being prepared by a human on a kitchen table.\n
    \n3. Brand story
    \nThe artisanal, small-batch trend is huge in human food and, not surprisingly, it\'s also beginning to carry over to pet food. Consumers are more apt to buy something that feels like it\'s been made by the \"little guy,\" and to attach themselves to brand\'s with compelling brand stories. Consumers are asking \"Where does it come from?\" \"How is it made?\"
    \n\"What\'s it going to do for me?\" and companies are answering by putting their stories on pack and on their web sites, making their brand purpose undeniably clear.
    \nMerrick Grain Free dog food feels more artisanal and local, with its use of a family name, a smaller bag (for small batch feel), call out of ingredients like \"Real Texas Beef,\" and touchy-feely copy such as \"From our kitchen to yours.\" And speaking of copy, companies are now adding more modifiers before ingredients, so that what was once just \"chicken\" and \"beef\" is now \"Chicken Dinner Recipe\" and \"Country Beef Grill.\" Once again, they are making things more like human food and tapping into verbal cues consumers have been grown accustomed to hearing for their own food. Of course, your dog doesn\'t care where it came from-but you do.\n
    \n4. \"No\" language
    \nConsumers are avoiding the same things for their pets that they do in their own meals, so at the same time they want to know what\'s in pet food, they also want to know what\'s not inside. Many brands are calling out things like \"no meat by-products,\" \"no wheat,\" \"no gluten\" and \"no artificial preservatives.\" In fact, some packages simply feature an oversized \"NO\" on bag.
    \nIams Sensitive Naturals\' bag, for example, features an image of a fish-its primary ingredient-alongside four circles with slashes through their simple graphics, to convey \"No chicken,\" \"No corn,\" \"No wheat\" and \"No soy.\" Copy correlates to these visuals: \"Specially formulated with fish to limit ingredients that may cause itching and scratching.\"\n
    \n5. Animal nature
    \nThere is a recent movement in the pet food world to give animals the foods they were meant to eat in the wild. By recognizing the physiology of pets as animals, we can treat dogs as dogs and cats as cats, which means giving them high-protein diets with limited ingredients. This trend toward the \"limited ingredient diet\" (LID) and giving animals what they instinctually want is promoted on packaging and illustrations that show animals in the wild, sometimes hunting the food they consume, such as fish.
    \nNatural Balance dog food features a huge \"LID\" on several of its bags. Purina ONE SmartBlend\'s newest line, True Instinct, combines an illustration of an elk and photography of a turkey in the wild and raw chicken and beef chunks in a bowl to convey that this is the food of a dog\'s natural instinct.
    \nAnd pet food isn\'t the only packaging that\'s changed. Pet treats, which used to be considered like Doritos or Twinkies for dogs, are now being made from better ingredients and linked to a specific benefit. For example, Dogswell\'s chicken and duck jerky treats promote things like Happy Hips and Vitality. This moment of emotional connection for pet owner and pet, which used to be all about indulgence, is now also about health: \"I want the enjoyment of treating my dog, but I also want it to be good for him.\"
    \nAll of these changes point to one almost certain fact: If there is a trend blowing through the food and beverage aisle, chances are pretty strong that you\'re going to see them turning up in the pet food aisle. If the design of today\'s packaging is any indication, this is a good thing-though I must confess I\'ll miss all those cute little dog and cat faces. Guess that\'s why the website Cute Overload still exists. \n
    \n\nhttp://www.packagingdigest.com/article/print/523780-Pet_food_packaging_gets_real.php', 'Pet food packaging gets real', '', 'inherit', 'closed', 'closed', '', '1865-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1865, 'http://cbx.cappendev.com/1865-revision-v1', 0, 'revision', '', 0), (3000, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '

    NEW YORK, N.Y. (9/12/08) -- PetroChina (NYSE: PTR), China\'s second largest petroleum retailer with more than 18,000 stations across the country, has selected the retail division of New York-based CBX to develop a brand strategy and new prototype for its fuel and convenience store operation.\r\nBanking on CBX\'s global expertise in the petroleum and convenience retail sector, PetroChina\'s new store prototype will bring together all aspects of the firm\'s service offerings, from brand strategy, graphic and retail design, to operations and merchandising consulting. Design support will be provided from CBX headquarters in New York and its offices in Beijing and Shanghai.\r\n\r\nIn the consulting arena, working in tandem with The Murphy Group LLC, based in Washington, D.C., CBX will provide strategic guidance on network planning and rationalization, global best practice benchmarking, as well as support in such areas as operational procedures, policies and employee training.\r\n\r\n\"PetroChina\'s new store prototype will bring together global best-in-class design and merchandising to the world\'s second largest integrated oil and gas company by market capitalization behind Exxon Mobil,\" said Joseph Bona, president of CBX\'s retail division. \"The new retail format is intended to position PetroChina as the premier convenience retailer of choice in the Chinese market by attracting the burgeoning middle class of drivers and customers looking for convenience. As today\'s Chinese consumer is growing used to seeing and shopping the world\'s best global brands, retailing expectations have been elevated requiring these new stores to meet the challenge.\"\r\n\r\n\r\nAbout PetroChina\r\n\r\nFounded in 1999 and headquartered in Dongcheng, Beijing, People\'s Republic of China, PetroChina has annual revenue of more than $90 billion (USD) and is the listed arm of state-owned China National Petroleum Corporation (CNPC). PetroChina Limited is mainland China\'s largest producer of oil.\r\n\r\nAbout The Murphy Group LLC\r\n\r\nThe Murphy Group LLC (TMG) is a global business development consultancy focused on the fuels and convenience retailing industry. Its variety of services includes market entry strategies, brand development, training, operational improvement, global best practice benchmarking and strategic planning.

    \r\n', 'PetroChina Limited Selects CBX Retail Division for New C-Store Prototype and Branding Work', '', 'inherit', 'closed', 'closed', '', '1645-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1645, 'http://cbx.cappendev.com/1645-revision-v1', 0, 'revision', '', 0), (3001, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Philadelphia-based hunger relief organization Philabundance has opened a new grocery store called Fare & Square in Chester, Pa. The 13,000-sq.-ft. store marks the country’s first-ever nonprofit grocery concept. The company brought in New York-based CBX to help design the new store, which features six departments: produce, deli, fresh meat, seafood, dairy, frozen and dry goods, featuring brand name and private labels. With a free annual membership, customers will have access to fresh produce, meats, dairy, seafood and frozen foods at low prices.\nhttp://www.ddionline.com/displayanddesignideas/industry-news/Philabundance-Opens--10259.shtml', 'Philabundance Opens First U.S. Nonprofit Grocery Store', '', 'inherit', 'closed', 'closed', '', '1860-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1860, 'http://cbx.cappendev.com/1860-revision-v1', 0, 'revision', '', 0), (3002, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '
    \nA new 16,000-square-foot grocery store in Chester, Pa., is the city’s first in a decade. And although it boasts a design reminiscent of what consumers would find in a for-profit supermarket, the store — which made its debut in late September — is claiming to be the first nonprofit grocery store of its kind.\n\nFare & Square opened in a former grocery building purchased by hunger relief organization Philabundance. It gives residents of Chester — one of 35 food deserts in the Delaware Valley, according to the USDA — easy access to a full range of fresh and nutritious national brand and private label foods, said CBX, a New York-based brand agency and retail design consultancy involved with the store’s development. The store places a special focus on offering fresh produce and meats, deli, dairy, seafood, frozen foods and a full range of food staples at everyday low prices.\n\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley region.\nWhen planning the prototype, the organization asked CBX to create an environment that would “reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” explained Joseph Bona, CBX president of branded environments. In the works for nearly a year, the resulting store features fixtures, lighting, flooring and other elements that would be at home in for-profit supermarkets. It also boasts a one-of-kind mural designed to showcase the spirit of Chester.\n\nThe colorful Fare & Square logo — a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square — designed by Philabundance and LevLane Advertising, provided CBX inspiration for the overall palette of bright green and shades of saturated purple with splashes of yellow and orange. Modern elements such as light wood and stainless steel trim round out the palette, CBX stated.\n\n“The palette is designed to make Fare & Square an energizing and inspiring, but comfortable, place to shop and congregate,” Bona said.\n\nCustomers entering the store will immediately see large displays of produce arrayed on tilt-style tables, while pendant lighting above the displays draws attention to its freshness and quality, CBX noted. A wide variety of additional fruits and vegetables can be found in fresh food fixtures lining the walls. Consistent with for-profit grocery stores, Fare & Square perimeter departments also include dairy, deli, fresh meat and seafood.\n\nShoppers easily can navigate the store’s central core for canned and packaged staples, as well as frozen foods, thanks to hanging aisle-marker signage and enticing end-cap displays, CBX explained. Flooring throughout is vinyl, which is easy on both the backs and feet of employees and customers. Near the store’s exit, a centralized checkout with multiple lanes has been designed to quickly assist shoppers through the bagging process.\n\n“In the same spirit as we welcome customers through the front door, we also wanted that last image as they exited the store to leave a positive impression,” Bona noted.\n\nUnder its not-for-profit grocery store model, Fare & Square strives to provide a customer-focused shopping experience and partners with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way, CBX said.\n\n“We designed a neighborhood store that’s clean, well lit, functional, convenient and friendly, but it’s also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona pointed out.\n\nBill Clark, president and executive of Philadelphia-based Philabundance, noted that the project has been in the works for a number of years, and he’s glad to see it fully built.\n\n“Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” Clark said. “We have worked on this concept for seven years, and are thrilled to see it come to fruition to help the residents of Chester.”\n\n \n\nhttp://www.plstorebrands.com/top-story-philadelphia_area_food_desert_welcomes_nonprofit_grocer-4357.html', 'Philadelphia-area food desert welcomes nonprofit grocer', '', 'inherit', 'closed', 'closed', '', '1858-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1858, 'http://cbx.cappendev.com/1858-revision-v1', 0, 'revision', '', 0), (3003, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Reassure consumers with a package design that conveys trustworthiness, craftsmanship, joie de vivre and simple goodness.\r\nWhatever food, beverage, over-the-counter (OTC) remedy or health and beauty care (HBC) product is in that box, bottle, can, pouch or jar, it’s going into or onto a consumer’s body. So that consumer needs to know that everything’s going to be OK with that product.\r\n\r\nIndustry experts agree, therefore: It’s important to be authentic, upfront and direct with your package design. Evoke purity and innocence. Convey vibrancy and joy. Build trust in your own brand.\r\n\r\nCompanies are embracing a more welcoming, friendly appearance on packaging to connect with consumers on a more personal level, says Deborah Ginsburg, founder and CEO of Oakton, Va.-based Strategia Design. Handmade artisanal looks with stripped-down styles, shapes, patterns and easy-to-read fonts bolster this image, Ginsburg declares.\r\n\r\nThe market-driving, influential millennial generation of young adults is drawn in by authenticity and innocence. They want products that are good to them and good to their earth.\r\n\r\n“Everyone wants to believe in something,” observes Jennifer Gaeto, creative director of Equator Design, Chicago.\r\n\r\nEco-friendliness is considered the norm to members of this generation, who seek genuine value from the things they purchase, Gaeto adds. Design that is more moody, less idealized, simple and straightforward tells a story consumers want to hear — that a product is less processed, purer and more natural.\r\n\r\nAbstract patterns, bold graphic elements, two or three colors, and monochromatic colorations are on-trend, especially for food and beverages, Gaeto declares.\r\n\r\nSimplicity and honesty are fresh, adds Maria Dubuc, director of Boston-based Marketing By Design.\r\n\r\n“This is a growing trend based on consumer reaction to overbearing and overworked brands that employ packaging filled with predictable yet disingenuous claims,” she says.\r\n\r\nClean and honest branding with minimalist graphics works better, Dubuc adds.\r\nTraceability, social responsibility and value experience are the three micro trends across the food, beverage, OTC and HBC categories that are impacting the private label industry, according to Jean-Pierre Lacroix, president of Toronto-based Shikatani Lacroix.\r\n\r\nLacroix groups these trends under the “macro health umbrella,” and says they relate mainly to baby boomers and millennials.\r\n\r\n“Boomers are entering their retirement and want to live longer and healthier. The emerging millennials’ buying power increases, and their interest [in] social responsibility, environmental issues and their own health will only get stronger with time,” Lacroix observes.\r\n\r\nEmerging trends\r\n“Delight and joy” have become prominent visual themes, says Chris Ertel, managing director of Kaleidoscope in Chicago.\r\n\r\n“We see floods of bright colors, reflecting a tone and energy associated with the brand. Taste and health credentials are confirmed through natural patterning, realistic photography, less-composed food styling and typography with personality,” Ertel says.\r\n\r\nVisually authentic style showcases the craft, quality and skill in both the product and packaging design, says Jim Lucas, principal and founder of The Evanston Consulting Group, Evanston, Ill. Some of these elements, he adds, include handwritten, raw, freeform or sketchy typography; vintage-inspired references or typography; simple hand-rendered illustrations; and natural color palettes.\r\n\r\nAnother emerging trend driven by millennials is what might be termed “in-the-moment,” Lucas adds. With high expectations and low patience, these consumers want the information they need to make a choice at the point of decision. Lucas cites Google research showing that 82 percent of smartphone users turn to their phones to influence a purchase decision while in the store.\r\n\r\nShoppers are looking for more information about the brands and the products they purchase, which is why trends such as clean labeling and transparent packaging have become popular, Lucas observes.\r\n\r\nAdvancing own brands\r\nDesign strategy should be a thoughtful component to any private brand program and should have a clearly defined brand role, says Todd Maute, partner at New York-based CBX. A brand-led versus product-led approach is a step in the right direction, he adds.\r\n\r\nIn planning for the future, Maute advises: “Be yourself. Have a brand purpose and execute it in a way that is right for you and your consumers. Don’t be afraid to take risks. Design can be a powerful tool to tell a unique and differentiated story.”\r\n\r\nDesign is an under-leveraged tool, one with the power to cause a reaction, Maute declares.\r\n\r\n“Use design strategically, creatively and as a tool to express your brand and beliefs,” he advises.\r\n\r\nGaeto recommends that retailers differentiate their private brands by standing for something.\r\n\r\n“Create something people can believe in,” she says.\r\n\r\nAnd thinking of private label as a private brand instead changes just one word, yet transforms a retailer’s entire mindset, Gaeto says.\r\n\r\n“Once you go down that path, you think like a national brand will think. Know what you stand for and what your products stand for, and you will have a more compelling product,” she stresses.\r\n\r\nGinsberg advocates for long-term planning to create “visionary” brands that will inspire loyalty.\r\n\r\n“There was a time, about 15 years ago, when retailers were building their programs, and the long-term visions played a stronger role in product development, packaging quality and pricing strategy. Today, many retailers are trying to get products out faster, cheaper and easier, and they are losing a sense of detail and care that is very noticeable to their customers,” she notes.\r\n\r\nThere is a big opportunity for own brands to profit by understanding how their products add value to consumers’ lives.\r\n\r\n“Develop a system and design language to activate this promise, and then leverage a unified architecture across the categories,” Ertel says. “A confident and flexible branded system that delivers the right category cues, while reinforcing a larger retailer proposition, allows retail brands to offer consumers differentiation more nuanced than price alone.”\r\nRetailers need to constantly assess the definition of value across their consumer segments, too, and explore ways to deliver this through products and packaging, says Lacroix.\r\n\r\n“Our role as brand strategists and designers is to help our clients bridge the current and the future by creating a design roadmap that ensures we bring their customers along for the journey,” he explains.\r\n\r\nOriginally published in Store Brands.\r\n\r\nPhoto courtesy of fromseattletosuva.com.', 'Pining for Purity', '', 'inherit', 'closed', 'closed', '', '2138-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2138, 'http://cbx.cappendev.com/2138-revision-v1', 0, 'revision', '', 0), (3004, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'A handful of kids got a taste of retail branding in the recent creation of the ultimate lemonade stand at a busy Manhattan plaza, thanks to two A.R.E. members based in the area. Brand agency CBX worked with a team of 9- to 12-year-olds for two months to develop the concept, while Big Apple Visual Group manufactured and built the stand. The project was organized by 826NYC, an organization fostering creative writing skills in under-resourced students.\r\n“Having the students plan with the professionals at CBX, execute, and then interact with the general public … will have a profound effect on these young people,” said 826NYC Founder Dave Eggers.\r\n\r\nThe students worked side-by-side with the CBX creative team on the business name and design of the logo, stand, signage, product packaging, and uniforms. The 10-ft.-by-20-ft. stand resembled “a tropical oasis hidden in the heart of New York City’s steamy concrete jungle,” replete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and “Welcome to Paradise” signage.\r\n\r\nCBX sought “to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,” said Gregg S. Lipman, managing partner of CBX. “We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life.”\r\n\r\n“Sweet ’n Sour Chillville” was open for eight hours at Broadway and 23rd Street on a warm August day. Staffed with 11 students, it sold 3,000 bottles of Lemon826 Sweet ’n Sour Lemon Twist, raising nearly $3,000 for the Brooklyn-based nonprofit. A video and signage about 826NYC helped students discuss their experiences as part of the group’s after-school programs with the public.\r\n\r\n“The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,” said Joshua Mandelbaum, executive director of 826NYC.\r\n\r\nCBX provides pro bono branding services to the organization, and Lipman said the agency plans to continue working with the group. “I’m proud that CBX was able to make a difference in these kids’ lives. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place,” Lipman said.\r\n\r\nRead the full article here.', 'Pint-size Retail', '', 'inherit', 'closed', 'closed', '', '2032-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2032, 'http://cbx.cappendev.com/2032-revision-v1', 0, 'revision', '', 0), (3005, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Last week, senior designer Jonathon Jones was one of six NYC designers to participate in Shutterstock\'s Pixels of Fury live design battle. The competition was fierce: Participants had just 20 minutes to create a brand from scratch for a local brewery.\r\nCheck out the recap here.\r\n\r\nWe had a blast supporting our CBX teammate. Go team Double J!', 'Pixels of Fury: Team Double J', '', 'inherit', 'closed', 'closed', '', '2012-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2012, 'http://cbx.cappendev.com/2012-revision-v1', 0, 'revision', '', 0), (3006, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '

    New York, NY, November 29, 2010 - CBX, the strategic branding firm, received 8 of the 23 awards across eight packaging categories in PL Buyer’s 8th annual Private Label Packaging Awards competition. Several hundred entries were reviewed by a panel of judges and awards were granted in the following categories: box, glass bottle, plastic bottle, pouch, bag, wraps, cans, and miscellaneous. Judges were also asked to select their personal favorites.\r\nThe awarded projects include:\r\n\r\nDuane Reade DeLish Salsa (Honorable Mention/glass bottle/food)\r\nDuane Reade - Skyline Trash Bags (Winner/box/non-food)\r\nDuane Reade - Apt 5 Cleaning Products (Winner/plastic bottle/non-food)\r\nDuane Reade - Skyline Bath Tissue (Winner/wraps/non-food)\r\nDuane Reade - DeLish Nuts (Winner/can/food)\r\nDuane Reade - DeLish Dark Chocolate Covered Cashews (Judges Choice/pouch/food)\r\nSears Holdings/Kmart Corp - Champion Breed dog treats (Honorable Mention/pouch/food)\r\nMapco Mart - MY Tall Boys beverages (Honorable Mention/can/food)

    \r\n', 'PL Buyer Recognizes CBX in 8th Annual Private Label Packaging Awards', '', 'inherit', 'closed', 'closed', '', '1608-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1608, 'http://cbx.cappendev.com/1608-revision-v1', 0, 'revision', '', 0), (3007, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '

    PLBuyer this year is launching an all-new awards program for private label products, the PLBuyer Design Excellence Awards. Winners will be recognized in 13 food and nonfood categories as well as in various product tiers.\r\nA distinguished panel of industry designers has been assembled to judge entries. The panel will be co-chaired by PLBuyer Editorial Director John N. Frank and Patrick Rodmell, CEO of Watt International. Other judges are:\r\n\r\n\r\nJonathan Asher\r\nPerception Research Services\r\n\r\nW. James Forward\r\nForward Branding\r\n\r\nLindsey Hurr\r\nImmotion Studios\r\n\r\nTodd Maute\r\nCBX\r\n\r\nDenis Ring Bode\r\nInternational\r\n\r\nDennis Whalen\r\nMichael Osborne Design\r\n\r\nWinners will be announced at the annual PLMA show in Rosemont, Ill., this November. All finalists will be displayed at PLBuyer’s show booth at PLMA. Visit http://awards.privatelabelbuyer.com to enter. The entry deadline is August 26.', 'PLBuyer Best of Design Excellence', '', 'inherit', 'closed', 'closed', '', '1594-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1594, 'http://cbx.cappendev.com/1594-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3008, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'THE PRODUCT
    Inspired by the colorful and dimensional illustrations in pop-up books, Savvi’s senior designer Rob Backues aimed to create tattoo packaging that was markedly different from its competitors. As he describes it, the tattoo section of the toy aisle falls flat with an overly simple packaging approach.
    \nInstead, he wanted to bring depth to tattoo packaging in a very literal sense. This, he explains, gives Savvi’s packaging the “wow factor” that attracts both the end consumers, children aged three to 10, and the primary purchasers, their parents.
    \nWorking with Savvi senior illustrator Pete Arriola, Backues designed a low-depth paperboard carton that comprises up to seven panels. Each panel contains part of an illustration, with the lowermost panels printed with background images and the top-panels cut and printed with an image that boldly depicts the tattoos’ theme.
    \nThis  approach is time consuming and laborious, but Backues contends it is worth it. Savvi has expanded the design system to 18 Savvi products and approximately 10 licensed products.
    \nBut what do Package Design readers think?
    \nTHE VERDICT
    \nI can’t believe I’m going to say this, but this is the rare instance where the brand takes a back seat to selling the product. The central thought? “Boy, my kids are going to have a field day with these! Where do I buy one?” The packaging is exciting and vibrant, and personally, I know my kids would not be able to get enough of these littering the house. The versioning is also wonderful. The experience and the fantastical feel are transportive and incredibly appealing. What kid doesn’t love butterflies, flowers and pink hearts—more is definitely better here.\n Rick Barrack, chief creative officer and managing partner at CBX
    \nThis packaging is unique and clever in its construction. The illustration style fits the category as being bright, detailed and layered with lots to see bringing the tattoos to life for the kids, by complimenting the contents nicely.
    \nWhere the design falls flat for me is the front top panel and the type treatment. The fonts paired with each collection name, Star Brite, Pirates, Surf, etc., feel expected and dated. I would love to see all the typography revisited with the same level of consideration, uniqueness and creativity as they clearly did designing the package construction.
    \nEverything supporting the product should have a pint-sized hip vibe that would raise the excitement of the product for everyone—especially moms. I would be much more willing to purchase this product for my kids or for party goody bags if the tattoos looked and felt current and cool.\n Amy Graver, president and creative director at Elements
    \nThese boxes are well marketed to their primary audience. The hanging feature increases visibility to the primary display panel combined with colorful graphics gives the graphic design on this product line a leg up on the competition.
    \nBut I question if the increase in retail space allocated to these boxes will be validated with a comparable sales lift over the competitions’ flat pouch packaging formats in dollars per sq. ft.\n Leon Hall, president and CEO of Terra Nova Business Solutions Inc.
    \nhttp://www.packagedesignmag.com/content/pop-up-appeal', 'Pop-up Appeal', '', 'inherit', 'closed', 'closed', '', '1831-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1831, 'http://cbx.cappendev.com/1831-revision-v1', 0, 'revision', '', 0), (3009, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'By Todd Maute\nWith upwards of 12 million viewers, AMC’s “The Walking Dead” certainly gives advertisers access to hordes of American consumers. But of course, it all depends on the target demographic you’re trying to reach. If the agency is peddling the likes of Ax Body Spray, the new “Assassin’s Creed” videogame or the Hollywood remake of Stephen King’s “Carrie,” then buying time on a show filled with brain-eating zombies is … well, a no-brainer. After all, “The Walking Dead” is a massive hit with the 18-to-49 rating. But of course, if you’re pitching products such as Celebrex or subscriptions to Readers Digest, you might want to steer clear of horrific gore fests and go with the kind of traditional sitcoms and dramas proffered by CBS.\n\nReach plus the target demographic. It’s advertising 101. And yet even as they spend vast sums on both traditional and digital media buys, many American retailers could reap powerful benefits by using private brands to deliver targeted messages right to their most valued customers. The key is to start thinking differently about the role of those private brands. Yes, these are products. But private brands also represents a medium of mass communication unto itself—with a targeted reach that can be as impressive as any traditional media buy.\n\nAd campaigns are all about consumer impressions. But think about the multiple impressions created, day in and day out, by the Private Brand lineup in retail environments. To be specific, every private brand purchase carries with it three distinct impressions:\n\nWhen the consumer sees the product on the shelf (presentation);\nwhen the shopper buys the product (purchase);\nand, finally, when the consumer actually consumes or uses the item (product experience).\n\nLet’s say a major national grocery chain happens to sell 50 million units annually across a broad spectrum of private brands. Not only will this translate into a whopping 150 million impressions annually, it will also give the company the ability to precisely target those impressions: For example, a grocer aiming to woo more affluent shoppers and compete with the likes of Whole Foods could ramp up its organic, non-GMO, premium line, all the while smartly branding it to send a clear message to these consumers about the chain’s commitment to quality and sustainability.\n\nIn this way, presentation, purchase and product experience can powerfully shape customer loyalty and bolster the company’s brand. This is a big departure from the traditional, product-led approach to private brand: “How do we source product at a good price, get it on the shelf as quickly as possible and sell as much of it as we can?” Where is the brand building in such an approach? Where is the appreciation for the sales and marketing value of well-executed private brands?\n\nA brand-led strategy is one in which you consciously tell a story. Every part of the process—the packaging, merchandising, product type (organic, natural, premium, etc.)—is seen as an opportunity to create a favorable impression.\n\nChains such as Safeway, Trader Joe’s, Wegmans and Kroger understand these dynamics. They have been using private brand to build stronger loyalty. The benefits here are twofold: It allows them to enjoy the profits generated by higher private brand sales, but it also helps them save money on traditional (and often extremely expensive) media spends. Indeed, private brand stalwart Trader Joe’s doesn’t even bother with traditional media. Its newsletter, The Fearless Flyer, isn’t the company’s primary ad vehicle—that role is played by the private brands in Trader Joe’s stores.\n\nFor years now, brands have used traditional media to tell a single story. For Volvo, that story hinges on safety. For Geico, it’s all about saving money. Likewise, you can use a diverse array of private brands to weave a thematically coherent narrative, so long as consistent elements of that story—i.e. particular brand attributes—echo throughout the respective private brands. For example, Walgreens brands—names like Nice, Good & Delish, Ology, Pet Shoppe and more—combine to form a go-to-market strategy that supports a happy and healthy lifestyle. Walgreens has developed a private brand portfolio based on its target consumer, not just on category-related considerations.\n\nA Super Bowl ad makes lots of impressions, but only lasts 30 seconds. A brand-led private brand strategy will deliver results over the long term. This is simply a more powerful approach than the traditional focus on securing low cost product and putting it on the shelf without leveraging its sales, marketing and branding potential. Amid tenacious competition as well as trends such as consolidation, Internet retailing and product commoditization, can today’s retailers really afford to take such old-school strategies into the 21st century? Well, it’s important to play nice, so we’ll avoid calling them “The Walking Dead.”\n\nRead More: http://mypbrand.com/2013/10/30/private-brand-as-media-using-your-brands-to-build-customer-loyalty/', 'Private Brand as Media: Using Your Brands to Build Customer Loyalty', '', 'inherit', 'closed', 'closed', '', '1876-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1876, 'http://cbx.cappendev.com/1876-revision-v1', 0, 'revision', '', 0), (3010, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'The key is a sharp focus that extends to often-ignored customer-facing side of the business, writes veteran CBX brand consultant in the October issue of M&A magazine.\nPrivate equity’s disappointing investments in several specialty retailers have led some pundits to question whether retail “category killers” are simply a bad bet for Private Equity investors. But in a column published in the October issue of Mergers & Acquisitions magazine, branding agency CBX’s Todd Maute reframes the question to focus on whether investors pay enough attention to the customer-facing side of the retail business.\n\n“When most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale,” Maute writes. “These backend changes hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain—just about any process improvements that could make the company more profitable. But the customer does not usually see or feel these changes directly.”\n\nIn the piece “The Secret to Success in Retail”, the consultant points to the central importance of brand strength and customer loyalty in today’s marketplace. Retail acquisitions that build a sterling reputation for both, he notes, tend to yield a higher return.\n\nTo illustrate this point, Maute cites Oak Hill Capital’s sale of Duane Reade, which gave the PE firm a return of about 1.5 times its approximate $400 million investment in the New York City drugstore chain. Prior to the overhaul, Duane Reade had floundered, Maute notes. “In the context of the challenges Duane Reade had faced prior to Oak Hill’s stewardship, this was an impressive result,” he writes. “What was so different about this new approach? It was customer-facing.”\n\nAs Maute outlines in the piece, the customer-facing changes at Duane Reade included: reinvigorating store interiors with a host of shopper-friendly design changes, launching a suite of successful private brands, and introducing new services such as “Doctor on Premises” walk-in healthcare, along with stores-within-stores such as the “Look Boutique” beauty concept.\n\nWhen Walgreen’s acquired Duane Reade from Oak Hill, Maute notes, its CEO made specific reference to the way these changes had boosted the attractiveness of the New York drugstore chain. “The Duane Reade nameplate had been transformed into an asset, and so had its private label line—a novel change for a retailer,” writes Maute, whose firm continues to work with Duane Reade on private label and store design initiatives.\n\nLikewise, Dollar General, which was acquired by KKR for $7.3 billion in 2007, became even more of a powerhouse by elevating the look and feel of its stores, launching a rebranding initiative, adopting customer-centric store formats, and more. “Dollar General went public in November 2009—the largest retail IPO in nearly 14 years,” writes Maute, whose firm did not work with that chain.\n\nIn the conclusion to the piece, he points to the considerable room for similar improvements at other, PE-operated retail chains.\n\n“By paying close attention to the customer-facing side of the chains they invest in, PE firms stand a much greater chance of maximizing return—even in the face of the admittedly daunting challenges arising from e-commerce,” Maute writes. “After all, high-def broadcasts haven’t killed live sporting events and TV evangelists haven’t stopped people from going to church. When retailers emphasize the point of differentiation their brands offer, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way.”\n\n \n\nRead more: http://mypbrand.com/2013/11/11/private-brand-could-supercharge-private-equity-returns/', 'Private Brand Could Supercharge Private Equity Returns', '', 'inherit', 'closed', 'closed', '', '1882-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1882, 'http://cbx.cappendev.com/1882-revision-v1', 0, 'revision', '', 0), (3011, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '

    DALLAS — The Food Marketing Institute will encourage retailers to think like shoppers at its 2012 Private Brands Summit, co-located with FMI2012: The Food Retail Show.\r\nWhereas previous summits have drawn store-brand leaders already immersed in corporate brands, the latest iteration will cater to a cross-section of the food retail business with attendees interested in private-label opportunities, consumer trends and shopper loyalty, encouraged to attend.\r\n\r\nTwenty-five thousand retailers, wholesalers and suppliers representing 90 countries are expected to descend upon Dallas for FMI2012, with individual operators, such as Hy-Vee, sending well over 100 employees.\r\n\r\n“The benefit of combining FMI Private Brands with our FMI2012 is that it presents the opportunity to reach industry leaders representing every area of the retail business, and challenges them to think differently about their strategies and partnerships as they relate to private brands,” said Joe McKie (left), vice president of Private Brands for FMI.\r\n\r\nFMI’s Private Brands Education and Research Committee, co-chaired by Ralph Fischer, group vice president of food merchandising at Meijer; Edgar Elzerman, vice president Own Brands for Ahold USA; and John Graham, chief customer officer of Clement Pappas & Co., began working on the agenda when the most recent Private Brands Summit concluded last fall.\r\n\r\n“The FMI private brands community really guides and directs our areas of focus and where they want to spend their time and ask questions and gain incremental insights that are going to help them be more competitive moving forward,” McKie said.\r\n\r\nThe summit’s educational workshop — one of seven tracks featured at the show — begins Monday, April 30, at 2 p.m. with a presentation by Harvey Hartman, founder, chairman and chief executive officer of The Hartman Group. Hartman will shed light on snacking trends, the products customers gravitate towards and gaining one’s fair share of mind and wallet.\r\n\r\nAnother summit highlight — the Idea Exchange Breakfast — kicks off day two. Participants will be organized into small roundtable discussions on “Increasing Private Brand Products in the WIC program,” “Building Collaborative Trading Partner Relationships” and “Private Brand Marketing.”\r\n\r\nAttendees will also hear from their peers during sessions such as “Building Strong Retail Brands through Multi-Faceted Collaboration,” a product development case study featuring Laura Sturdevant, director, product development for private brands at Walgreens; George Miketa, executive vice president, sales, Snacks Holdings Co.; and Todd Maute, partner at CBX.\r\n\r\nFMI will also share results from a partnered report with Buxton at the show, including a case study involving Meijer, Inc. and John B. Sanfilippo & Son. Buxton tested marketing efforts to provide an understanding of the best return on investment when marketing to loyal private-brand customers, and those likely to switch between private labels and national brands.\r\n\r\n\r\nhttp://supermarketnews.com/private-label/private-brands-summit-draw-wider-audience', 'Private Brands Summit to Draw Wider Audience', '', 'inherit', 'closed', 'closed', '', '1683-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1683, 'http://cbx.cappendev.com/1683-revision-v1', 0, 'revision', '', 0), (3012, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'The key is a sharp focus that extends to often-ignored customer-facing side of the business, writes veteran CBX brand consultant in the October issue of M&A magazine.\nPrivate equity’s disappointing investments in several specialty retailers have led some pundits to question whether retail “category killers” are simply a bad bet for PE investors. But in a column published in the October issue of Mergers & Acquisitions magazine, CBX’s Todd Maute reframes the question to focus on whether investors pay enough attention to the customer-facing side of the retail business.\n\n“When most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale,” Maute writes. “These backend changes hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain—just about any process improvements that could make the company more profitable. But the customer does not usually see or feel these changes directly.”\n\nIn the piece (“The Secret to Success in Retail”), the veteran brand consultant points to the central importance of brand strength and customer loyalty in today’s marketplace. Retail acquisitions that build a sterling reputation for both, he notes, tend to yield a higher return.\n\nTo illustrate this point, Maute cites Oak Hill Capital’s sale of Duane Reade, which gave the PE firm a return of about 1.5 times its approximate $400 million investment in the New York City drugstore chain. Prior to the overhaul, Duane Reade had floundered, Maute notes. “In the context of the challenges Duane Reade had faced prior to Oak Hill’s stewardship, this was an impressive result,” he writes. “What was so different about this new approach? It was customer-facing.”\n\nAs Maute outlines in the piece, the customer-facing changes at Duane Reade included: reinvigorating store interiors with a host of shopper-friendly design changes, launching a suite of successful private-label brands, and introducing new services such as “Doctor on Premises” walk-in healthcare, along with stores-within-stores such as the “Look Boutique” beauty concept.\n\nWhen Walgreen’s acquired Duane Reade from Oak Hill, Maute notes, its CEO made specific reference to the way these changes had boosted the attractiveness of the New York drugstore chain. “The Duane Reade nameplate had been transformed into an asset, and so had its private label line—a novel change for a retailer,” writes Maute, whose firm continues to work with Duane Reade on private label and store design initiatives.\n\nLikewise, Dollar General, which was acquired by KKR for $7.3 billion in 2007, became even more of a powerhouse by elevating the look and feel of its stores, launching a rebranding initiative, adopting customer-centric store formats, and more. “Dollar General went public in November 2009—the largest retail IPO in nearly 14 years,” writes Maute, whose firm did not work with that chain.\n\nIn the conclusion to the piece, he points to the considerable room for similar improvements at other, PE-operated retail chains.\n\n“By paying close attention to the customer-facing side of the chains they invest in, PE firms stand a much greater chance of maximizing return—even in the face of the admittedly daunting challenges arising from e-commerce,” Maute writes. “After all, high-def broadcasts haven’t killed live sporting events and TV evangelists haven’t stopped people from going to church. When retailers emphasize the point of differentiation their brands offer, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way.”', 'Private Equity Could Supercharge its Retail Returns, Maute writes', '', 'inherit', 'closed', 'closed', '', '1879-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1879, 'http://cbx.cappendev.com/1879-revision-v1', 0, 'revision', '', 0), (3013, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Manufacturers and retailers are partnering to create innovative ideas that have a big impact\nRetailers continue to refine their private label strategies, with packaging playing an essential role. The latest package designs put the \"brand\" in store brands, with smart looks that convey differentiated quality. And in some cases, the packaging also offers environmental benefits.\nChanges in the retail environment, supply chain and consumer preferences have paved the way for today\'s private label designs. \"From a packaging standpoint, consolidation on the manufacturing side, coupled with consolidation on the retail side, has given an opportunity to innovate more and be more strategic,\" says Todd Maute, partner at branding firm CBX, New York.
    \nRather than mimicking the packaging of national brand owners, \"Retailers [are] partnering with manufacturers to innovate and create unique and differentiated items and trying to be first to market versus second or third,\" Maute adds. That \"has a significant impact on the strategic value of the package.\"
    \nThe Simply Balanced brand from Minneapolis-based Target Corp. illustrates the shift. This new, healthier-for-you store brand launched in June 2013 and replaces the retailer\'s Archer Farms Simply Balanced and Archer Farms Organic private labels. The new brand includes beverages as well as grocery items.
    \nTarget is \"strategically creating brands and unique package designs based off of what the consumer\'s expectation is in that marketplace. I call that a \'control brand\' strategy -- individual control brands that when created and designed and packaged are really there to support what they want that bull\'s-eye to mean in the customer\'s mind,\" Maute says, referring to the red bull\'s-eye logo that appears in Target\'s advertising and stores—but not on its private-label packaging.
    \nChristopher Durham, president and chief strategist at My Private Brand, Omaha, Neb., notes the innovative graphics Target chose for its Simply Balanced packaging.
    \n\"It\'s a very clean line, it\'s very simple,\" Durham says. \"The design certainly is a bit more whimsical or playful than we\'ve seen [with] a lot of the natural and organic designs … over the last few years, [which has] nothing fun about it.\" He explains that most natural and organic packaging, private label and otherwise, tends to \"lean on the ingredients and the seriousness of everything they\'re doing.\"
    \nIn contrast, Durham says, the Simply Balanced package design is \"fun\" and seems designed to \"appeal to \'her,\' our shopper that\'s … trying to take better care of her family. To me, that comes to life in that packaging. Even the photography is not so serious. If you look at how that brand is positioned, Simply Balanced, it\'s very straightforward and direct and makes it easier for \'her.\'\"
    \nMany Simply Balanced packages also incorporate a teaser of nutritional data on the front panel or label -- \"36g whole grains per serving\" or \"100 percent juice,\" for example -- to give consumers essential information without needing to turn the package over. The brevity of the data keeps the front panel from getting cluttered.
    \nSignature store brands\nPrivate label-driven retailer Aldi, Batavia, Ill., also launched an organic store brand recently plus specialty product lines, each with its own brand identity. \"Today, retailers like Aldi are realizing the importance and impact of creating and building brands,\" says Richard Barkaway, creative director at Studio One Eleven, a division of Berlin Packaging, Chicago.
    \n\"A good example of this is Aldi\'s Asian-inspired line, called Fusia, or their all-natural Simply Nature healthy line of products. Aldi even developed a premium line called Specially Selected, which [is] an origin-inspired line of imported products,\" Barkaway says.\nIn each case, packaging graphics establish a distinctive look and feel for the brand. The Specially Selected packaging, for example, uses script in the logo, a \"Passion for Food\" stamp-like icon and banners of bold color on an elegant black background. Launched this April, the Specially Selected line features specialty and imported products such as gourmet salad dressing, coffee, pasta, cookies, meats and cheeses.
    \nThe marketplace reality -- and not just for Aldi -- is that \"consumers have become far more sophisticated shoppers over the past decade and are no longer looking for just the convenient value brand,\" Barkaway says. Consequently, \"retailers are no longer interested in the [me-too] strategy and are now developing believable, authentic brands that consumers resonate with.\"
    \nWaste not\nA brand attribute with resonance for consumers in both the U.S. and the United Kingdom is environmental consciousness. For that reason, and as a matter of corporate citizenship, more retailers are taking the environment into account as they design, or redesign, their private-label packaging.\nAs part of a larger environmental mission, U.K. grocery retailer Waitrose has in recent years focused on reducing the amount of packaging it uses for its private-label products. In an announcement earlier this year, the company pledged to reduce its packaging by half by 2016 (compared with 2005).\nRecent changes to the packaging for three of Waitrose\'s private label product lines will save almost 100 tonnes of packaging annually, according to the company.
    \nThe retailer relaunched its Menu from Waitrose line of prepared meals, which includes 49 products, reducing the package\'s sleeve width. This change will eliminate 33 tonnes of packaging annually, which translates into a 20 percent weight reduction overall.\nThe redesigned Menu from Waitrose packaging uses a lacquered aluminum tray, which lets consumers cook the products in a conventional oven and serve them in the package -- no baking or serving dishes required. The tray is recyclable.
    \nIn addition, for its Good to Go private label sandwiches and snacks, Waitrose redesigned the packaging to reduce materials use. For example, it increased the size of windows on sandwich packs and switched from labeled packaging to printed bags for fruit portions. Thanks to these kinds of changes, Good to Go packaging has been reduced by 25 tonnes per year.
    \nThe third change is an extension of the flow-wrap package that Waitrose rolled out three years ago for private label minced and diced beef. The retailer now also packages lamb and pork in the pouch, eliminating the plastic trays typically used in meat packaging. By getting rid of the pork and lamb trays, Waitrose says it will reduce its meat packaging by 38 tonnes per year.
    \nIn addition to helping at the macro level by keeping trash out of landfills, Waitrose\'s packaging changes make life easier for consumers. They have less trash to deal with, and the flow-wrap meat packs take up less space in the refrigerator than the old meat packs did. There\'s also the green glow that comes from buying a package that\'s more environmentally responsible.
    \nThis consumer angle is essential, Barkaway says: \"Designing a successful package is all about shoppability and making the user experience enjoyable for the consumer.\"
    \nhttp://www.foodprocessing.com/articles/2013/private-label-packaging.html', 'Private Label Packaging Playing an Essential Role in Retailer Brand Strategies', '', 'inherit', 'closed', 'closed', '', '1844-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1844, 'http://cbx.cappendev.com/1844-revision-v1', 0, 'revision', '', 0), (3014, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '

    Private label products are no longer the dowdy stepsisters of national brands. In fact, the quality and variety of private label food is better than it has ever been. And to position the products vis-à-vis national competitors, private labelers are relying on packaging that\'s every bit as impactful as that of leading national brands.\r\nPackage graphics, in particular, are playing a central role. Retailers are turning to graphics to create a store-wide presence for their private label offerings and also to convey the quality of new premium and artisanal private label lines.\r\n\r\nPackaging line looks\r\nIn years gone by, private label products were a cheap alternative to leading national brands, with little to no emphasis on the \"brand\" component of the store brand. But that\'s changing, and the result is a new generation of private label programs that emphasize a unified brand look across food categories.\r\n\"Retailers are asking, \'How do I create a brand that I can use across 250 categories and 3,000 SKUs so that I can tell a brand story? So if somebody is really satisfied buying my [private label] cereal and they see a similar looking package in canned goods, they\'ll get the same perception,\' \" says Todd Maute, partner at branding firm CBX (www.cbx.com), New York.\r\n\r\n\"There has been a trend as of late where retailers are going more toward \'line looks,\' which are a common theme across all categories,\" Maute adds. \"The primary driver behind line looks is … to build a common story for the brand.\"\r\n\r\nThis strategy drove a recent private label repositioning initiative at Longo\'s (www.longos.com), a Vaughan, Ontario-based grocery. Longo\'s is a family-owned company with 25 stores in the greater Toronto area. Working with integrated retail agency Watt International (www.wattintl.com), Toronto, Longo\'s executed the refresh, which resulted in a two-tier private label program.\r\n\r\nLongo\'s new mid-tier private label offerings are \"value\" products — quality but everyday products with lower prices than national brands. The other tier, Longo\'s Signature, is a premium product line.\r\n\r\nProducts in both tiers are merchandised in many departments throughout the store, and the package design for each tier overcomes inconsistencies in fonts, imagery, design elements and logo placement on Longo\'s previous private label packaging.\r\n\r\nUnique design elements, including color schemes and typefaces, differentiate the packaging of each tier from the other — and from national competitors. Even the Longo\'s logo is different between tiers. The mid-tier logo is the Longo\'s name in white on a ground of red, with two small green leaves (in place of an apostrophe) to connote freshness.\r\nThe Signature logo, in contrast, uses a handwritten font and round stamp. The idea is that \"our family endorses it, because it has that Longo Bros. signature stamp,\" explains Jenny Longo, director of private brands. The Signature logo and package design were created to elevate the brand and deliver a \"premium look and feel,\" she adds.\r\n\r\nLongo\'s private label products currently comprise about 700 SKUs, about 90 percent in the mid-tier and 10 percent in Signature. The company started its private label revamp in 2009, and in the two years that followed \"revised everything,\" Longo says. That included introducing 400-plus new SKUs, refreshing some existing SKUs and discontinuing others. \"The process was intense, and it was a huge undertaking.\"\r\n\r\nThe results of the tiered private label program are encouraging. Longo\'s reports that its private label penetration in the Canadian market rose from 4.6 percent in 2008 to 8.2 percent in 2011. By 2017, the company hopes the figure will grow to 20 percent.\r\n\r\nSunflower Farmers Market (www.sunflowermarkets.com), Phoenix, also relaunched its 600-SKU private label line recently. The effort included a thorough packaging redesign. Sunflower, a chain of natural food stores in the western and southwestern U.S., worked with Vertis Communications (www.vertisinc.com), Baltimore, on the relaunch.\r\n\r\n\"I haven\'t come across a private label line that really understands its niche the way Sunflower does,\" says Steve Beckman, former vice president of creative services at Vertis.\r\n\r\n\"They\'re not an \'organic store.\' They do have a lot of organic products, but that\'s not the mainstay of what they are. It\'s a farmers\' market.\" Thus, freshness and messages like \"from our farm to your table\" are fundamental to the Sunflower store brand.\r\n\r\nBeckman points out that at a traditional farmers\' market, shoppers can talk with farm-stand marketers to learn about products and get recommendations. However, \"you can\'t do that in a store. So we tried to get the products to speak for themselves, and one of the ways we did that was with really innovative copy writing and informative [elements] on the packaging. Another was with the introduction of QR codes.\"\r\n\r\nThe quick-response (QR) codes connect shoppers in real time, via their smartphones, to web-based product information that could influence purchasing. Sunflower is purportedly one of the first private labelers to use QR codes on packaging.\r\n\r\nBoxes of Sunflower All-Natural Cereal display a QR code on-pack, but not all Sunflower products do. \"I don\'t typically recommend QR codes on packaging,\" Beckman says, because in many cases relevant information can be communicated better using text, graphics and other on-pack design elements.\r\n\r\nSo Sunflower \"products that don\'t have as full of a story\" don\'t get an on-pack QR code, he says. But \"products that are truly unique are getting it.\" For those that do display a QR code, Sunflower has developed linked web content that educates shoppers about, for example, where the products or their ingredients come from.\r\n\r\nPremium and artisanal products\r\nIn addition to the shift to store-wide private label lines, industry observers are noticing continued growth of premium and artisanal private label products.\r\n\"Premium [private label] is, in my opinion, a trend that will continue to grow, because the goal is to offer a better product than exists in the category today, still at a better price point than the comparable national brand in the category,\" says CBX\'s Maute. \"So it\'s a nice way for retailers to differentiate themselves in the marketplace.\"\r\n\r\nFor these high-end products, packaging that accurately conveys the item\'s quality is essential. The Great Atlantic & Pacific Tea Company, Inc. (www.apfreshonline.com), Montvale, N.J., leveraged package graphics to communicate artisanal qualities when it launched the Jersey Tomato Sauce line under its Food Emporium Trading Company private label. Vertis Communications designed the Jersey Tomato Sauce packaging for A&P.\r\n\r\nThe four products in this product line are made in small batches by \"two guys from New Jersey who are passionate about tomatoes,\" says Beckman. \"They buy the Jersey tomatoes the second they\'re ripe and make this sauce at that time. So it has a lot of artisan craftsmanship about it, and we wanted to bring that out in the design. Also, it\'s very Jersey and we wanted it to have a little bit of Jersey attitude, as well.\"\r\n\r\nTo balance those objectives and stand out on-shelf, the designers chose a weathered look for the brand name and tomato illustration — plus a prominent \"Made with Jersey Fresh Tomatoes\" icon on the front of the package. The 25-oz. glass jars are decorated with pressure-sensitive labels.\r\n\r\nRestaurateurs are also getting onboard with artisanal private labeling. When family-owned Carmella\'s Italian Bistro (www.carmellasbistro.com), Appleton, Wis., decided to launch a private label version of its house-made sauces, package design was a key consideration.\r\n\r\nDirections Marketing designed Carmella\'s package graphics, and WS Packaging Group Inc. (www.wspackaging.com), Green Bay, Wis., printed the labels using a digital printer. Digital printing is geared to low-volume, high-quality print runs and is much more cost-effective for small-batch projects than high-volume, high-quality printing technologies such as rotogravure.\r\n\r\n\"We chose an off-white uncoated paper stock traditionally used for wine labels, which combined visual texture as well as an in-hand feel,\" says Aaron Graff, art director at Directions Marketing (www.directionsmarketing.com), Neenah, Wis. \"The design was kept clean and simple, highlighting a primary ingredient. Both of these cues combined to offer a fresh approach to the category by reflecting the simple, natural and handcrafted essence of the Carmella\'s sauces.\"\r\n\r\nGraff adds the pressure-sensitive label stock\'s visual and tactile attributes \"work together to portray Carmella\'s as a premium handmade sauce.\"\r\n\r\nhttp://www.foodprocessing.com/articles/2012/private-label-packaging-steps-out.html?page=2', 'Private Label Packaging Steps Out', '', 'inherit', 'closed', 'closed', '', '1661-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1661, 'http://cbx.cappendev.com/1661-revision-v1', 0, 'revision', '', 0), (3015, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Design firm brings California cool to a legacy brand\r\n\"Orange is orange is orange is orange.\" That was the challenge design firm CBX faced last year when it was tasked with giving the Sunkist soda brand a redesign. \"Unlike the stalwarts of Coke and Pepsi, or even specific flavors like Dr Pepper ... the three orange [soft-drink] players are perceived as similar,\" says Satoru Wakeshima, general manager at New York-based CBX.\r\n\r\nCBX had to take its client Dr Pepper Snapple Group\'s venerable Sunkist brand and elevate it above all other orange sodas. In order to do that, says Wakeshima, \"you need to give people a reason to believe.\"\r\n\r\nThe brand\'s heritage stems from the original Sunkist fruit growers. And a certain segment of the population still has a nostalgic fondness for that brand legacy. But that\'s not whom the company was targeting.\r\n\r\n\"How can we make people fall in love with Sunkist again? How do we make it relevant to a younger audience?\" says Wakeshima. \"How can we get them to really feel like this is a brand that is relevant attitudinally?\"\r\n\r\nTo help get inspired, CBX designers decked out their studio war room in California \"beach chic.\" Real sand was poured on the floors. Beach scenes and sunsets covered the windows. Beach balls, surfboards, beach chairs and towels were thrown across the tables. The result of all that method design is a bright, sunny, mouthwatering representation of the California sunshine. \"There\'s an appeal to that kind of California cool attitude that is laid-back, easygoing, but still has a lot of energy,\" Wakeshima says. \"That\'s very, very relevant to a millennial market. The personality of the brand is radiant, driven and optimistic.\"\r\n

    \"Sunkist2\"

    \r\n

    Source: CSP, Issue: May June 2014 - Page 104

    \r\n \r\n\r\n \r\n\r\n ', 'Putting the Sun Back in Sunkist', '', 'inherit', 'closed', 'closed', '', '1977-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1977, 'http://cbx.cappendev.com/1977-revision-v1', 0, 'revision', '', 0), (3016, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'In preparation for the judging of the annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nThe competition closes January 15th so ENTER TODAY.\r\n\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer & Managing Partner, CBX New York, United States\r\n\r\nWhat was your first memory/experience of Private Brand?\r\nMy mom serving me Kroger’s Frosted Flakes.\r\n\r\nWhat does the future of retail owned brands look like?\r\nIn the future, I predict that “retail owned brands” will be hardly distinguishable from national brands. We’re seeing more and more that retailers are treating their owned brands as importantly as their national brand counterparts. Take Walgreens – this summer they created a TV ad to promote the Ology brand. Does that sound like a national brand move or what?\r\n\r\n\"WalgreenOlogy_Video\"\r\n\r\nHow important is strategy to the success of a Private Brand?\r\nStrategy is incredibly important – at CBX we like to say that without strategy, design is just a bunch of pretty pictures. But arguably even more important for a private brand to be successful is having commitment from the retailer. Not just at shelf, but also within the broader context of the store and through advertising, marketing and branding channels.\r\n\r\nWhat role should design play in solving retail problems?\r\nDesign is a tool that can make private label brands connect with their consumers on an emotional level – which is a huge hurdle to overcome. Once your brand has secured a loved place in your consumers’ hearts and minds, you’ll be one step closer to gaining brand loyalists – a goal for all retailers.\r\n\r\nWhat advice do you have for retailers trying to take their brands to the next level?\r\nCommit to your private brand and to telling the brand’s narrative consistently at all touch points. Try hero-ing your private label brands like The Home Depot heroes the Behr paint portfolio (from TV ads, to print marketing, to in-store displays, Behr is strongly and beautifully promoted). Or try investing in product demonstrations, or an industry-focused magazine that tastefully reinforces the brands you’re trying to push. Success in elevating your private brands takes hard work and commitment. But when done right, the rewards will pay off.\r\n\r\nThe full article is available here.', 'Questions with the Vertex Judges: Rick Barrack', '', 'inherit', 'closed', 'closed', '', '2053-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2053, 'http://cbx.cappendev.com/2053-revision-v1', 0, 'revision', '', 0), (3017, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Mom is no longer the only consumer shopping the retail aisle. Changing consumer demographics mean brand owners must rethink their packaging to hit a new bull’s-eye.\r\nNot long ago, it seemed that supermarkets were designed to speak to one audience, and one audience alone: Mothers. Nearly every product in every aisle was designed for Mom and her family. But today, it’s not all about Mom. Consumers are changing and so are brands. There are new generations, new behaviors, new attitudes, and ultimately new target audiences to consider\r\n\r\nSuccessful brands are finding unique ways to reach and attract new consumers to their brand. That often means shifting a brand’s focus away from the traditional bread-and-butter audience, toward another audience that could generate a new revenue stream. This is more than thinking out-of-the-box; this is creating a new box altogether, and it is the way that industry leaders have managed to stay on top of the competition in an age when competition is fierce.\r\n\r\nRethinking gender stereotypes\r\nOne exciting example of this kind of retargeting is the proliferation of playthings and weaponry targeting young girls. Toy companies such as Hasbro, and Zing have retargeted their typically male audiences after the popularity in recent years of fighting-centric female heroines in movies such as The Hunger Games, Divergent, and Brave, and are now creating weaponry and action figures specifically for young girls.\r\n\r\nWhile it is extremely welcome to see such a shifting of gender stereotypes, especially in a category known for gender socialization, these products—which include bows and arrows, shooters, and action figures—are still luring their audience with “girlie” colors like pink and purple, and patterns including hearts, stars, and animal prints. Nerf’s Rebelle line of weapons skillfully incorporates “belle” into its name; another company’s “action shooter” shoots marshmallows. While this may make feminist mothers cringe, the truth is, these toy companies are aware of a new female archetype that is emerging for today’s young girl, one who can be both tough and aggressive yet also feminine and demure. The Hunger Games’ Katniss Everdeen perfectly embodies this dichotomy, and so do thousands of young women who worship her across the country.\r\n\r\nWhile a rise in female pop culture heroines has brought about new types of toy products, the feminine hygiene category had a different challenge: How do you attract younger consumers to your brand who perceive it to be dated and old-fashioned? Brands like U by Kotex* revolutionized the category by moving away from the demure messaging and understated, pastel packaging that was typical of the category in previous decades, and instead targeting a new generation—Millennials—with bold graphics, black packaging, and down-to-earth, honest messaging. These were not your mother’s tampons; in fact, U by Kotex* offers special, limited-edition tin cases that you actually want to show off inside your bag, rather than hiding them in embarrassment\r\n\r\nRemember the day when metrosexual was a new idea? Today, the beauty industry has recognized that men who care about the way they look are just…men who care about the way they look, which accounts for the majority of men today. Brands like Dove and Nivea have identified a new target in men, and acknowledge that yes, they are just as interested in hair care, skin care, and shaving as women are. This is more than Dove going after men with gray packaging and adding the word “Men” to the brand name; this is about a shifting point of view in sexuality and gender stereotypes, just as it is with girls and weaponry. The fact that nearly every skin-care and hair-care company is going after this audience leads you to wonder: When is Cover Girl going to come out with Cover Boy?\r\n\r\nSeize the moment\r\nThese brands are examples of how to successfully expand your audience and reach new consumers. Every single demographic—Millennials, Gen Xers, Baby Boomers, toddlers, at-home dads, and so on—has considerable purchasing power. So how can your brand seize this moment and continue to grow with these consumers?\r\n1. Rethink your audience.\r\n2. Think outside the box.\r\n3. Be daring.\r\n4. Have fun.\r\n\r\nIf you do, you may just hit the bull’s-eye like Katniss Everdeen—and possibly start a (brand) revolution of your very own.\r\n\r\nRead more: www.packworld.com/package-design/strategy/ready-reaim-fire-targeting-new-audiences-through-package-design\r\n\r\n ', 'Ready, (Re)aim, Fire: Targeting New Audiences Through Package Design', '', 'inherit', 'closed', 'closed', '', '1972-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1972, 'http://cbx.cappendev.com/1972-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3018, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Get results through a more nuanced approach to cost containment \r\nDay in and day out, managing costs is part and parcel of the retail business. For retail chains, this means always being on the lookout to do things such as ramp up backend efficiencies or trim the bottom 10 percent of underperforming stores in the portfolio. Call it “cost-consciousness.” It’s a strategic imperative that retailers must maintain if they want to survive in today’s highly competitive marketplace.\r\n\r\nThe same holds true when retailers develop their private label packaging; the question is: Does this need to be core to a private label’s DNA?\r\n\r\nMost retailers make a practice of asking manufacturers to keep the component costs of store brand product lines under tight control. Those costs certainly include the package. After all, every component of the package and its design — the box, the ink, the artwork, you name it — comes at a cost, right?\r\n\r\nTrue enough, but being competitive in today’s retail market is also about building and leveraging private brands in ways that differentiate retailers and cement customer loyalty. In that context, building your brand is clearly about much more than containing costs.\r\n\r\nIn fact, going to market with best-in-class private brands is really a wise long-term investment. When retailers and manufacturers work together with design firms and all appreciate the value of sophisticated approaches to private brand building, they are more likely to benefit. Arguably, though, it is all too easy in this day and age to underappreciate the true value of private label packaging and, consequently, to underinvest in it.\r\n\r\nShould the next evolution in private label be to evolve the quality and design standards of the package? Why not? It’s the primary — if not the only — marketing tool private label gets.\r\n\r\nQuestion the status quo\r\n\r\nFor the past 20 years, leading retail chains have continued to embrace more sophisticated approaches to private label. As a result, a growing number are willing to make national brand-like investments in the initial research and testing phase of the process and to mine data in ways that help them better promote those private brands and better understand how those brands will resonate with customers.\r\n\r\nAnd yet when retailers move to execute on the packaging design, all too often their concerns about cost take over. As the industry sees it, shouldering the cost of package design is ultimately a component cost of goods versus a strategic investment into a marketing tool that can drive growth. When viewed as an investment, this becomes an opportunity for collaboratively developing the right products with the right quality in the right package. Instead of battling over costs, focus on the impact of the first moment of truth at shelf on customers. Skimping on design costs hinders the retailer’s ability to get the product perception right.\r\n\r\nYou can understand this perspective: The whole point of a private label program is to have a value offering in the category, but “value” and “low price” are not synonymous. Retailers and manufacturers spend way too much time trying to cut costs on packaging, which is their main selling tool. Put simply: Better design leads to more sales, which lead to benefits (loyalty, growth, emotional connection, value) for all parties involved. So why are we all still battling over the cost of designing a great package? Let’s all start working together to drive sales.\r\n\r\nRealism vs. idealism\r\n\r\nSo is the notion that retailers and manufacturers could invest more into private label packaging too idealistic? Possibly. But consider the stark contrast between the level of investments in the national brand world versus what happens in the realm of private label. Let’s say two companies — one a national brand manufacturer and the other a retailer with a private label line — want a design firm to create new packaging for a dog food brand. Typically the private label constituents will be willing to pay a fraction of what consumer packaged goods (CPG) companies will allocate for such a project, understandably so. The store brand most likely doesn’t have the same volume and brand awareness in the category, so it’s not as able to scale and amortize. Yet a few dollars more for a design would most likely be offset by that incremental growth.\r\n\r\nWith CPG companies, by contrast, brand is everything and packaging rules. Clearly, CPG leaders see packaging as a powerful marketing tool that allows them to differentiate from the competition. They understand that brand impressions at shelf are more valuable than traditional TV or magazine ads. They know that whenever shoppers interact with that package, they are creating impact and a connection. Let’s look at the value of keeping your package design relevant and on trend. Let’s say you have a $1 billion store brand with 20 percent market penetration, and that redesigning your packaging will translate into at least a 2 percent lift. That’s $20 million in growth, and the design expense would be a fraction of that (and, as I see it, a worthy investment.)\r\n\r\nThe time has come for retailers and manufacturers to ask themselves the hard questions. Is building a brand a component cost of goods, or is it an investment in your future? If you view it as the latter, how much are you willing to stretch in pursuit of that goal? How do you balance the need to manage costs with the reality of a private label marketplace in which brand sophistication is rapidly becoming the price of entry?\r\n\r\nThere are no universal answers here. But to speak frankly about the matter, the failure to consider these issues at all is starting to seem downright archaic.\r\n\r\nOriginally published in Store Brands\r\n\r\n ', 'Reconsider packaging design', '', 'inherit', 'closed', 'closed', '', '2121-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2121, 'http://cbx.cappendev.com/2121-revision-v1', 0, 'revision', '', 0), (3019, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '

    New look emphasizes innovation and market leadership position\r\nNew York, NY - November 3, 2008 - In just five minutes parents can discover if their children are using drugs thanks to First Check, a home drug test that is being marketed nationally. Inverness Medical Innovations, LLC, acquired the brand in 2007, and immediately embarked on a package design overhaul to solidify its leadership position and reflect its image as an innovator. The First Check brand, with a 60% share, and sales of over 1.2 million tests each year, offers six versions of its lab-accurate home drug tests that cover a range of 12 different drugs.\r\n\r\nOther products in the line include screening for cholesterol and colon cancer.\r\n\r\nCBX, a New York-based strategic brand consultancy, was brought in to create a branded family look across the entire line. \"The home drug test market is so new that most people don\'t know that these products can be purchased at the local pharmacy,\" says Gregg Lipman, managing partner, CBX. Research revealed that although First Check was primarily marketed to parents attempting to curb or prevent their children\'s drug use, a large segment of buyers were using it to self test and monitor themselves prior to mandated drug tests.\r\n\r\nThe redesign of the brand focused on communicating the over 99% accuracy of the test and the proprietary consumer-friendly cup design. The CBX design team had the unique opportunity to define the look for this new category and created a brand architecture that projects a confident image across the line. A rich blue background color for the outer box enhances shelf presence. A bold new logo incorporates a check mark within the letter \"k\" and forms a lock-up with the \"lab accurate\" descriptor while the custom typeface communicates confidence. The new, enlarged cup image highlights the ease-of-use of the product as well as its proprietary technology. Each of the six versions of the test from marijuana to cocaine to prescription drugs is color-coded to complete the family look of the brand and make it easy for consumers to shop the category.\r\n\r\nThe same brand architecture extends to the cholesterol and colon cancer packages to retain the family look. In place of the color-coding are images of people enjoying an active lifestyle.\r\n\r\n\"From every angle, our brand presence truly conveys the confidence of a leader and innovator,\" says Julie Godon, Director of Marketing Inverness Medical Innovations, LLC. \"In addition, the brand promise of accuracy and easy-to-use technology is instantly communicated on shelf.\" \r\n\r\nFirst Check is sold at pharmacies, including CVS, Rite Aid, Target and Wal-mart, and at firstcheckfamily.com, drugstore.com and other online outlets, with a suggested retail price ranging from $15.99 to $39.99.

    ', 'Redesign of Home Tests for Drug Use and Medical Screening Passes with Flying Colors', '', 'inherit', 'closed', 'closed', '', '1642-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1642, 'http://cbx.cappendev.com/1642-revision-v1', 0, 'revision', '', 0), (3020, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'By Gregg S. Lipman:\r\n\r\nThe President has been re-elected, the media circus has died down, and Nate Silver is digging up statistics on some new topic -- the Petraeus affair, the Fiscal Cliff, the odds of Black Friday being moved to the week after Labor Day, perhaps?\r\n\r\nUgh. So what\'s next for \"the Greatest Nation on Earth\"?\r\n\r\nI\'m thinking it\'s time to refresh America the brand. And it ain\'t the color scheme that needs a shot in the arm.\r\n\r\nElections are always ugly, and this year\'s was certainly no different. Millions of dollars were spent slandering the opposing parties, at a time when we could have been using that money to dig ourselves out of a massive financial hole. The gap between Republicans and Democrats (not just far right Tea Partiers and far left liberals) grew wider than ever before (thank you dear Internet). In the midst of all this craziness, we lost sight of the qualities that make our country so damn awesome and weakened our own brand. In a nutshell, we\'re fragmented, identity-challenged and -- methinks -- suffering from low self-esteem.\r\n\r\nWe were built on unity, but now we\'re divided into sparring factions. We always knew who we were, but now we\'re letting others define us. We were built on a healthy ego, but now we\'re doubting our own abilities. We\'ve had loud people yelling on one side and loud people yelling on the other, but the truth is that what makes America great lies right down the middle.\r\n\r\nWhen a brand steps away from its principals, it needs to take a breath, reflect and figure out how to get back to them. What are the attributes and equities at our core? How do they deliver against a higher order that lives in the hearts and minds of our people?\r\n\r\nLet\'s get that star shining again. Divided into red and blue parties for several years, it\'s now time to become red, white and blue, again.\r\n\r\n\r\nAmerica the Brand\r\n\r\n\r\n DIVERSITY
\r\n\r\nDiversity is America\'s most potent brand attribute and the cornerstone for some of our warmest brand nomenclature: Melting Pot. It\'s a founding attribute and a growing attribute, one with depth, breadth and legs that will fuel the benefits of our brand for years to come. As American majorities shift and change in the near and far term, we should keep in mind that our diversity comes with the territory.\r\n\r\n\r\nUNITY
\r\n\r\nUnity is America\'s brand ambition. Now\'s a good time for us to leverage the robust equity-quest built into our constitution as we continue to form, and relentlessly strive for, a more perfect Union. Unity as an ambition is healthy. In theory, it would give us a holistic voice and provide a safe haven for American commonality in belief or approach that could actually glue our brand\'s warring factions together -- look at Chris Christie and Obama. Maybe we\'re closer than we think.\r\n\r\n\r\nINNOVATION
\r\n\r\nInnovation is the brand promise that America broke. But fear not...we have the right to win here. Innovation lies deep within the roots of our being. We were built on new ideas and we have nurtured idea making throughout our history -from our government\'s inception to our 20th century manufacturing leadership. As our cultural identity reels from recent innovation declines, it\'s time to channel the Wilbur and Orville in all of us and re-build this promise for ourselves. (Because we\'re worth it.)\r\n\r\n\r\nOPTIMISM
\r\n\r\nOptimism is America\'s emotional benefit and our innermost brand feeling. It\'s the wind that allows our brand to soar (if you\'ll forgive the emotional blather). Optimism drives America the brand forward, and picks our fallen brand up, dusting it off with a chuckle. If you listen carefully, you can hear America\'s optimism surging forward right now. It\'s the shining light post Superstorm Sandy, it\'s the drive that powered us through election mayhem, and it\'s the equity to leverage as we re-ignite our hopeful prosperity for generations to come.\r\n\r\n\r\nFREEDOM
\r\n\r\nFreedom is the highest order of America the brand, our pyramid top of self-actualization. Freedom is the crux of our brand purpose, the reason we exist, our core truth, and our brand belief rolled into one. Freedom is inherently, innately and immeasurably our brand everything and none of us -- or our individual ideologies -- would be here if IT wasn\'t.\r\n\r\n\r\nNow that, ladies and gentleman, is a brand! What\'s not to love?\r\n\r\n\r\nhttp://www.huffingtonpost.com/gregg-s-lipman/refreshing-americas-brand_b_2164598.html', 'Refreshing America\'s Brand After an Ugly Election Year', '', 'inherit', 'closed', 'closed', '', '1781-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1781, 'http://cbx.cappendev.com/1781-revision-v1', 0, 'revision', '', 0), (3021, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'This year\'s Store Design Contest winners represent a whole new class of convenience\nAs the convenience store industry continues to elevate its offerings, consumers are continuously raising their expectations. Some might say they\'re becoming \"convenience connoisseurs.\"\n\nC-store retailers, as a result, are churning out new stores that are larger than ever before, made with higher-quality materials than ever before, offer more products and services than ever before – and perhaps most importantly, tap into the spoken and unspoken desires of customers.\n\nThe winners of this year\'s Convenience Store News Store Design Contest reinvent the corner store and redefine what a c-store should be. From Bolla Market\'s marble bathrooms, wood-grain gondolas and black tile flooring, to Wawa\'s \"fresh and inviting\" point of view, to Jubitz Travel Center\'s ability to bring the natural outdoor beauty of Oregon inside, these award-winning designs are sure to please even the most discerning convenience connoisseur.\n\nThe CSNews design awards, now in their eighth year, honor convenience retailers who have created the most exciting, innovative and shopper-friendly looks for their stores. Entries are judged on innovation, creativity and the positive impact of the overall design on the business.\n\nHere, we highlight the winners and honorable mentions for Best Original Store Design (a new build), Best Interior Design (also a new build), Sky\'s the Limit Remodel (more than $250,000), Best Mid-Budget Remodel ($100,000 to $250,000) and Best Low-Cost Remodel (less than $100,000).\n\nThe winners in specialty categories, such as Best Exterior Design and Best Fountain Presentation, will be featured in the October issue of Convenience Store News.\n\nBest Original Store Design\nHonorable Mention: Wawa\nOrlando, Fla.\n\nAlready deeply entrenched in the Mid-Atlantic market, Pennsylvania-based Wawa Inc. approached design firm CBX in 2009 for help in writing the next chapter in the convenience store chain\'s story – expansion into a new market for the first time in its 200-year history.\n\nWawa\'s plans to enter Florida, specifically the Orlando and Tampa areas, served as a catalyst for it to reexamine its brand equity not only for the Sunshine State, but also in its core market.\n\nCBX was called upon to help the retailer figure out how to successfully evolve the \"fresh and inviting\" essence and personality of the Wawa brand to be relevant in the new market, while at the same time taking a synergistic approach in its core market to ensure brand consistency.\n\nWawa\'s new store design was developed by staying true to the overarching point-of-view of \"fresh and inviting.\" After exploring how far it could stretch the unique customer experience on both an emotional and functional spectrum, the concept of \"residential\" was chosen.\n\nThe residential design utilizes familiar architecture for the exterior, evoking the feeling of home by using a creamy, soft color palette and natural finishes. For the interior, natural light, high ceilings, architectural detailing and rich textures are used to harmoniously tie back to the exterior.\n\nThe new concept also positions Wawa as a food destination rather than just another c-store through the use of \"fresh cues.\" Natural materials, warm colors and ties to the kitchen bring a sense of freshness to the interior. In addition, the visible food preparation area, coffee section, fresh baked goods and walk-in refreshment cooler further speak to the concept of communal kitchen.\n\nWawa\'s first Florida store sporting this design debuted in Orlando on July 18, 2012.\n\nBest Low-Cost Remodel, Honorable Mention\nTerpel\nBogota, Columbia\nOwner: Organizacíon Terpel\nDesigner: CBX\n\nIt was a collaboration that transcended continents, with the common goal being to create a compelling design that Bogota, Colombia-based Organización Terpel could implement for the next 10 years. Working with New York-based design firm CBX, Terpel was able to create a fresh new look, from its corporate logo to the architecture of its retail locations.\n\n\"Our role was to reinforce Terpel\'s ongoing commitment to providing quality products and services, but with a new view toward being one of Colombia\'s most innovative and forward-thinking companies,\" said Joseph Bona, president of branded environments at CBX. \"We examined the entire customer journey experience, from the curb to the pump and convenience store, to the car wash and lube bay. Equally important while designing the new ground-up prototype, we also developed a ‘retrofittable\' design approach for adaptation to [its] existing portfolio of facilities.\"\n\nCBX\'s design and strategy teams worked closely with Asburn, Va.-based The Murphy Group LLC, which independently consulted Terpel on business strategies. The collaborative result is a modern and low-cost solution to remodel Terpel\'s retail network, which includes 1,460 service stations, 28 supply plants and operations in 20 Colombian airports.\n\nThe outdoor station upgrades include a reinvented canopy, LED lighting, a pylon and fuel island, as well as a high-tech car wash that can clean a car in 3.5 minutes.\n\nInside, Terpel is rolling out four convenience store formats – alto, toque, altoque and deuna – each with \"impeccable restrooms\" and their own amenities. Descriptions for altoque and deuna stores are not yet available, but according to Terpel\'s corporate website, alto stores currently offer customers \"the best traditional Colombian food, snacks, refreshing beverages and sweets,\" as well as Wi-Fi and ATMs. At toque stores, customers will be able to use Skype while touchscreen ordering beverages, snacks and coffee.\n\nTerpel\'s new design debuted in January. As of June, the company had remodeled 27 stations. Its first complete site with a new c-store, canopy, lube bay and car wash is expected to open this year.\n\nBest Original Store Design\nNOCO Express\nLancaster, N.Y.\nOwner: NOCO Inc.\nDesigner: Paragon Solutions Inc., TRM Architects\n\nBest Original Store Design, Honorable Mention\nWawa\nOrlando, Fla.\nOwner: Wawa Inc.\nDesigner: CBX\n\nBest Interior Design\nCorner Store\nHarris County, Texas\nOwner: CST Brands Inc.\nDesigner: Antista Fairclough\n\nBest Interior Design, Honorable Mention\nBolla Market\nBrooklyn, N.Y.\nOwner: Bolla Management Corp.\n\nSky\'s the Limit Remodel\nJubitz Travel Center\nPortland, Ore.\nOwner: Jubitz Corp.\nDesigner: Paragon Solutions Inc.\n\nSky\'s the Limit Remodel, Honorable Mention\nCruizers\nRaleigh, N.C.\nOwner: Holmes Oil Co.\nDesigner: Paragon Solutions Inc.\n\nBest Mid-Budget Remodel\nHigh\'s\nEdgewater, Md.\nOwner: High\'s of Baltimore LLC\nDesigner: L2M Architects\n\nBest Mid-Budget Remodel, Honorable Mention\nIdaza\nRio do Sul and Curitiba, Brazil\nOwner: Idaza Distribuidora de Petróleo\nDesigner: Gabriela Cervi, Gge Design\n\nBest Low-Cost Remodel\nEarth Market\nFrankfort, Ill.\nOwner: Atlas Oil Co.\nDesigner: Xcel Construction, Paragon Solutions Inc., GSP Marketing\n\nhttp://www.csnews.com/article-reinventing_the_corner_store-6196.html', 'Reinventing the Corner Store', '', 'inherit', 'closed', 'closed', '', '1856-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1856, 'http://cbx.cappendev.com/1856-revision-v1', 0, 'revision', '', 0), (3022, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'By Gregg S. Lipman\r\nDid you like Krispy Kreme\'s response to the \'Deflategate\' cheating scandal?\r\nHow about Apple\'s \'Je Suis Charlie\' banner on their French website? Starbucks\' homage to Martin Luther King?\r\n\r\nCall it the New Holy Grail of marketing -- a brand generates speed-of-light positive buzz by jumping in on a timely social issue or responding to a cultural moment. To this day, Oreo\'s infamous blackout tweet during the 2013 Super Bowl is considered the epitome of a social media win, garnering 525 million earned media impressions, which is five times the number of people who actually watched the game. Ben & Jerry\'s delighted their fans last year with a tweet about the legalization of marijuana in Colorado. And most recently, Krispy Kreme scored a real-time marketing touchdown with their Deflategate-themed social image.\r\n\r\nYou might be saying yourself: \"I have an idea. How about if I don\'t play the game at all? Isn\'t that the safest play?\" Here\'s the thing: branding is all about creating value beyond product benefits. We live in an era where people use brands, not only to express their personal style, but who they are and what they believe in. When 87% of consumers believe businesses should consider societal interests as much as their own interests, it speaks to new consumer expectations: reflect my values, reinforce my self-concept, earn your identity.\r\n\r\nStaying on the sidelines isn\'t going to cut it. People expect brands to play an active role in their personal lives, which means participating in the conversations that are relevant to them. Like it or not, at some point, you have to take the mic. When you do grab mic, it\'s helpful if you don\'t act like the plowed groomsmen at a wedding. Nobody doubts Drunk guy at Wedding means well with his impromptu speech - what he\'s lacking is execution.\r\n\r\nExecution starts with knowing who you are as a brand (it also helps if you\'re not knackered when you tweet.) These social movements are opportunistic but fleeting and your behaviors are a reflection of your true (brand) self. Every action you take defines you. So make sure you know: Can you execute effectively and remain true? What\'s your purpose? Why do you do what you do? What\'s your reason for existing? What is your soul? For example, Southwest\'s purpose is short and sweet: democratize the skies. Ben & Jerry\'s purpose is to bring joy to the belly and the soul, which they accomplish, not only through a product mission, but also a larger social mission to positively impact society and the environment.\r\n\r\nVoicing their support for causes like Occupy Wall Street and the legalization of marijuana is a way to earn their identity as a brand committed to progressive values. After all, it\'s not enough to say it internally. You need to prove it publically. That\'s how purpose becomes authentic, through deeds and actions, by taking a real stand. \"With values-led marketing you just go out there and say who you are. You don\'t have to fool people to sell them your product,\" Ben Cohen explained in his book Ben & Jerry\'s Double Dip, co-written with Jerry Greenfield.\r\n\r\nOnce you\'ve defined your purpose, then you have to establish your overall voice. Does your voice reflect your personality? If we personified Haagen Daz, she might be Catwoman - sophisticated, indulgent and worldly. Would Ben& Jerry\'s be Seth Rogen - a fun-loving oddball stoner?\r\n\r\nWhile Ben & Jerry\'s has made moves of late to look a little less tie-dye and a little more premium, their core personality is expressed in everything they do - including wacky-named flavors (including one based on their support of marriage equality) and whimsical packaging. Their Colorado marijuana tweet worked because it conveyed a mischievous sense of humor, which felt in line with their quirky personality, as well as their brand philosophy, if it ain\'t fun, then why do it? Not surprisingly, Ben & Jerry\'s Colorado marijuana tweet began as an internal joke, according to Mike Hayes, the brand\'s Digital Marketing Manager. It felt authentic because it was authentic.\r\n\r\nIf Haagan Daz had made the same visual joke, it would have fallen flat as a result of feeling forced, inauthentic and out-of-character. Besides being genuinely clever, no small feat, Krispy Kreme\'s \"Deflategate\" social image felt in step with their cheeky personality. On the other hand, a brand like Charles Schwaub is all about stability, intelligence, competency. Let\'s hope they never tweet: \"Deflated balls? Talk to Chuck.\"\r\n\r\nBrands often get caught up in the question -- Should I comment on this event? Or should I take a stand on this issue? -- that they lose sight of perhaps the most crucial component to a successful branding campaign. Namely, that the creative execution be as strong as the sentiment is authentic and on brand.\r\n\r\nStarbucks\' recent ad saluting Martin Luther King is a great example of delivering a pro-social message that feels on brand. But the real power of the ad is in the creative execution, which was done in-house. The ad features the alphabet spelled out in simple white type against a black background, only the letters are in reverse order, revealing the sequence M, L, K, which is highlighted in red. The copy reads: \"It\'s time to look at things differently. Again.\"\r\n\r\nPrinted in the New York Times and posted on social media, the ad garnered glowing responses from the public and in the media. It works because it tells a straight-from-the-heart story through simple visuals and impactful copy, a story that reinforces their brand purpose and brand image (warm sincerity with a double shot of social activism and community).\r\n\r\nBy placing a discreet version of their signature logo at the bottom, and nothing else, they communicate to the audience that they are behind the tribute but recognize the messaging priority. To do otherwise would be insincere. As well as sending a message of support to the cause of racial justice, Starbucks is conveying a message that, in all aspects of their business, they are unafraid to \"look at things differently.\" In turn, this allows their tribe of coffee-drinkers to reinforce their own identity as socially conscious free-thinkers.\r\n\r\nFor the defending Super Bowl champion Seattle Seahawks, who are also a multi-million-dollar brand, their attempt to honor MLK was infinitely less successful. One day after their stunning comeback over the Green Bay Packers, which earned them a Super Bowl bid, the Seahawks posted a tweet that read, \"We shall overcome #MLKDay\"-- comparing their unlikely comeback to the civil rights movement. Adding insult to injury, it included a photo of quarterback Russell Wilson, crying tears of post-game joy, captioned with this MLK quote: \"Take the first step in faith. You don\'t have to see the whole staircase, just take the first step.\"\r\n\r\nAs much as branding experts preach sincerity and authenticity, the Seattle Seahawks and the Starbucks shared the same positive sentiment -- the difference is that one Seattle brand nailed the creative execution, the other botched it.\r\n\r\nEven when you have the right brand message, getting the ad right still comes down to creative execution. Oreo proved this point with a social media campaign in 2012 called the \"Daily Twist\", in which they posted a daily image of an Oreo cookie depicting a pop culture moment, past or present, tied to that date. Part of what made Oreo\'s jump into the cultural conservation successful was the way it projected a humanistic vision, from a 7-layer rainbow Oreo to celebrate Gay Pride Day to one featuring red-dyed cream marked with tire tracks to honor the Mars landing.\r\n\r\nFor Oreo to come out and honor Gay Pride Day surprised many - it\'s not like they are known as the Ben & Jerry\'s of cookie purveyors. Although the tweet did spark some mild backlash, the overall campaign succeeded for two reasons: the strength of the creative concept (it was not only about taking a bold stand on that one social issue but \"filtering the world through the playful imagination of Oreo,\" a true expression of their brand personality) and its artistic realization -- it was visually striking and told a story in a clear and entertaining way.\r\n\r\nIt\'s easy to forget but Oreo wasn\'t only brand to chime in during the infamous power outage at the Superdome, nor was Krispy Kreme alone in taking to Twitter to offer their two cents on Deflategate. Why did so many other brands fail to gain any traction? Ultimately, it\'s the same reason why one of the two teams playing in the Super Bowl is going to lose this Sunday: lack of execution.\r\n\r\nThe full article is available here.', 'Responding to a Cultural Moment? Don\'t Use Deflated Creative', '', 'inherit', 'closed', 'closed', '', '2066-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2066, 'http://cbx.cappendev.com/2066-revision-v1', 0, 'revision', '', 0), (3023, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Grocers are designing stores to meet the needs of today\'s omnichannel shopper.\r\nFor the longest time, the traditional grocery store has flourished as one of the pillars of both small towns and big cities across the country. It has been more than the source of provisions for families. The supermarket has anchored shopping centers and often served as a social gathering place and sponsor of community events.\r\n\r\nWhile many of those functions endure, there is a growing consensus across the food industry that grocery stores must redesign and reinvent themselves to relate to today\'s omnichannel consumers who want a seamless shopping experience through all available channels-from the traditional bricks-and-mortar store to smartphones, tablets and computers.\r\n\r\nMost of all, grocery stores must blend the digital world with the physical store while incorporating more design elements that offer sights, sounds and touch as well as emotional experiences. This transformation extends beyond digital add-ons such as online grocery shopping.\r\n\r\nMichael Harris, managing partner of Match Shop Lab, a shopper marketing agency with offices across North America, says stores need to be reconceived to be sensorial environments as opposed to just efficient distributors of products. He expects to see a massive reduction in nondescript pre-packaged items and an increase in unique, perishable and emotionally driven products and categories.\r\n\r\n\"Grocers who fail to merge the digital and physical worlds will watch their sales erode as more consumers use digital channels to research and buy;\' says Steve Cole, CMO of Gladson, a Lisle, Ill.-based provider of syndicated product images and information and category management services. \"The way consumers will use digital for shopping in the next few years will change drastically. This includes what products consumers will buy in store versus what products will be purchased online. With items such as paper products and toiletries hanging in the balance, e-tailers and traditional grocers will battle for the sales of these high-margin items.\'\r\n\r\nJuan Perez, president and CEO of ADUSA, a Hoffman Estates, IlL-based provider of self-service systems for grocery stores, provides a glimpse of what happens in the evolving supermarket: An office worker receives a coupon on her smartphone for a sandwich that is on special at a local supermarket. She uses the omni channel fresh foods selforder app on her smartphone to order the sandwich and schedule a pick-up time during her lunch break. While in the store to pick up her sandwich, she decides to use a self-order app on a convenient in-store kiosk to place an order for a party tray she will pick up over the weekend. She then also decides to print her shopping list and pick up a few items she had added to that list the previous day while at home.\r\n\r\nNot futuristic enough? Here is how Eran Sharon, vice president of product management for YCD Multimedia, based in New York, envisions such a grocery store: The use of audio-visual media is an integral part of the shopping environment. The buying process combines messaging to the client during her visit to the store to strengthen the brand and assist in her decision making, as well as to entertain and make the visit an enjoyable experience.\r\n\r\nAudio-visual displays are located in various areas of the store, such as delicatessen, meat and bakery. Displays are also installed at the points-of-sale and in aisles; that is, in areas that offer an opportunity to high-impact advertising and impulse purchasing. Stores create a digital multimedia ecosystem that includes regular screens, video walls, kiosks and interactive applications, using tablets. Customers experience content ranging from entertainment, advertising and promotion to brand video and tablet-based resources. QR codes extend digital signage beyond the boundaries of screens and video walls into mobile devices. They remind shoppers of offers and coupons by exact location according to GPS. Shoppers then share this adventure with their friends on Facebook and Twitter.\r\n\r\nDOING DIGITAL\r\nSound far-fetched? Not so much, since many these digital elements are entertaining and informing shoppers in two leading supermarket and hypermarket chains in Istanbul, Turkey: Migros and Macrocenter. YCN is negotiating with a major supermarket chain in the U.S. for a similar installation.\r\n\r\nMeanwhile, Westside Market, a family-owned and operated chain of neighborhood stores in New York, will be opening a new location equipped with new technologies. Shoppers there will be able to connect to Wi-Fi via smartphones and tablets. Technology will create faster checkout counters and an app will enable customers to learn about specials and products sold at the store while shopping.\r\n\r\n\"At this time, the areas in which digital and physical most logically intersect are in tracking consumers\' purchasing activity and pushing individualized content based on past purchasing behavior;\'says Joseph Bona, president, Branded Environments for CBX, the New York based retail design consultancy and brand agency. \"This could include weekly specials, shopping list management, menu/ingredient ideas for a family of two, four or more, introduction of new products and recipes and a host of other specifically targeted service offerings. Additionally, linking health and nutritional information with eating habits may provide more meaningful connections other than offering a list of packaged commodities online.\r\n\r\n\"Chain drug stores are adding health advisors armed with digital tablets as a way of elevating personalized service levels in-store;\' he adds. \"Likewise, supermarkets could add a nutrition advisor or a meal ambassador with an iPad as a way of elevating in-store engagement. Why do customers always need to go through a checkout lane? As successfully done in other retail sectors, can\'t roaming clerks check you out with a portable scanner if you\'re just picking up tonight\'s meal of five items or less?.\"\r\n\r\nCole agrees that the key consideration when implementing technologies that bridge digital and physical worlds is to enhance the shopper\'s buying journey, not complicate it. For starters, he says grocers should understand how digital technologies can best support their shoppers\' current habits.\r\n\r\n\"This can lead to introducing mobile apps for recipes and shopping lists, weekly circulars available on digital platforms and digital coupons;\' says Cole. \"For retailers looking ahead to futuristic technology, Apple\'s iBeacon is an example of technology that hopes to blend in-store and digital realms. iBeacon, and other in-store location devices, push offers to shoppers\' smartphones based on both the store they are in and, crucially, their location within the store:\' ·currently, the technology is being tested by Giant Eagle and Safeway.\r\n\r\nIn the fresh foods departments of grocery stores, Perez says well-placed self-ordering kiosks, attractive digital menu boards, and digital queue management systems can make shopper traffic flow smoothly, and web/mobile ordering apps give consumers all of the tools they need to engage the supermarket on their terms. \"After all, that\'s the power of the omni-channel;\' he says.\r\n\r\nSo much focus is centered on what is happening in the digital world that it is easy to forget that the physical world is still what offers us the best way to interact with brands, products and services. Supermarkets are selling an experience, not just products, says Cole. Leading grocers are accomplishing this with instore design elements such as kitchens for culinary workshops, ask-the-expert stations, elaborate food sampling displays and other features that engage the shoppers\' senses.\r\n\r\n\"In the uber-connected, myriad product world, shoppers need more from retailers than the ability to quickly, efficiently and cost effectively purchase the items on their list;\' says Harris, adding they increasingly will be able to do that from the comfort of their armchair. \"The tone needs to be authentic and natural, conjuring in the mind of shoppers real people toiling to grow and harvest their food. Other design elements would be those that break up the monotony of aisles and fridges- an artisan cheese maker, a local farmers market, an aspiring chef from a local culinary school.\'\r\n\r\nDesigner Juan Romero takes it one step further. The president and CEO of api( + ), based in Tampa, Fla., says stores can leverage welldesigned and maintained environments by sharing images through omni-channel efforts and encouraging social media activity.\r\n\r\n\"Images of grocery store interiors are rarely used in promotional efforts;\' he says, \"but they can be a draw for customers who choose their shopping destination based on environment. Images are especially compelling for consumers who have not yet shopped the store.\r\n\r\n\"Well-designed environments can encourage social media activity, which creates buzz and brings in more shoppers:\' he adds. \"Social media users frequently check in and share \'selfies\' with their social media networks when they visit unique or beautiful restaurants. There is no reason a grocery store can\'t also leverage this free third-party promotion. To boost in-store social media use, retailers need to become destinations that consumers want to talk about, and they must create photo opportunities, which can be done via design. Retailers can also promote social media shares by providing loyalty program incentives for photo shares, check-ins and tweets.\'\r\n\r\nLiz Crawford, vice president of strategy and insights for Match ShopLab, presents a creative and radical way that grocery stores will be redesigned. She says that \"grocerants\" will be the new norm. A grocerant is a store that combined a supermarket and a restaurant. The key here is that most \"grocers\" will no longer sell .\"ingredients\" such as flour or cake mix, but will sell prepared food for consumption within a few days. Cooking itself will become the purview of the hobbyist, as real culinary skills and time become scarcer. She lists two megatrends that support this prediction:\r\n\r\n• Consumers are urbanizing. The Brookings Institute reports that large American cities are growing faster than the suburbs for the first time in almost a century. That is important because city dwellers use prepared foods to a greater extent than ingredients, and they do not have the storage or cooking facilities that their suburban counterparts do.\r\n• Demographics are changing. There are more single adults now than ever before. In 1960, 60% of adults 18 - 29 were married, according to the Pew Research Center-a fact tank focusing on attitudes and trends shaping America-today only 20% are. In 1970, over 72% of all adults were married; today that number is 50%. And, as a rule, single adults do not cook as much as families or even couples do. Finally, Millennials do not have the same cooking skills as previous generations did.\r\n\r\n\"So, taken holistically, the picture is changing;\' she says. \"Shoppers will increasingly look for prepared foods to heat-and-eat during the week. Grocerants will fill the need.\'\r\n\r\nAt the same time, she says restaurant design will influence supermarkets. From themed restaurants such as Tex-Mex to broad-appeal, low-cost diners, grocers selling prepared foods will adapt new designs to sell their goods.\r\n\r\n\"There may be a convergence of some popular restaurant chains with grocers to create a new format for grocerY:\' she says. \"Imagine Applebee\'s and Kroger joining forces to sell prepared foods to go in mid-size cities throughout the Midwest. Maybe the shopper could pick up nonfoods while in the store, such as personal care items. It would neither be a typical grocery store, nor a typical restaurant, like today. It would be a re-invention to fill the needs of a new generation.\'\r\n\r\nAnother grocery format that Crawford envisions is the nearly completely self-serve food warehouse. This selfserve retailer will resemble \"automated retail\" without much human interaction at all. Instead of relying on people to work, it will rely on digital technology for product information, ordering and payment.\r\n\r\n\"I believe the era of self-service retail is close; she says. \"This may serve a certain cost-conscious segment of the population, while grocerants may serve a more affluent segment. Will there be retail experiences in between? Sure, but what\'s different is that those traditional stores may not dominate the food retail landscape in 15 years.\'\r\n\r\nDespite such far-flung formats of the future and the growing technological wizardry of today, success often comes down to people. Jeff Weidauer, vice president of marketing and strategy for Vestcom, a Little Rock, Ark.-based provider of shelf-edge marketing solutions, says that a major element in the brick-and-mortar store experience is the availability of knowledgeable sales people who can help shoppers.\r\n\r\n\"In a world that is focused on labor cost reduction, the use of technology can help, but live people are still necessary to engage with shoppers and provide advice and support:\' he says. \"Brick-and-mortar stores have a major opportunity as online continues to grow, but connecting the virtual and real worlds requires dedication, investment, and, most of all, a willingness to look at the entire shopping trip holistically to see where technology makes sense and where it doesn\'t.\'\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Retail reinvented', '', 'inherit', 'closed', 'closed', '', '2023-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2023, 'http://cbx.cappendev.com/2023-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3024, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', '<strong>Dan Munford, Insight managing director, <a href=\"http:// http://bit.ly/SAXSzL. \" target=\"_blank\">introduces Retail Vision viewers to Wawa’s Florida store</a>.</strong>\r\nThe millennial generation just don’t eat at home much any more, he says.\r\n\r\n“Eating out is the new eating in and that presents a huge opportunity for convenience retail. Let’s take a look at one of the best in the US - Wawa.”\r\n\r\nWawa opened its first, new large store in Florida about one and a half years ago.\r\n\r\nCustomers clearly rate the store, praising its reasonable prices and very friendly staff.\r\n\r\nCustomers frequent Wawa regularly, visiting daily for breakfast and lunches, for example.\r\n\r\nShoppers Munford speaks to say they love the freshness of the offer versus pre-packed products at rivals. The coffee offer is a favourite too; while the store’s lay out is another bonus.\r\n\r\n“You can find everything you need and it’s a place with everything in it, all in one shop,” customers tell Munford.\r\n\r\nMunford notes that customers love the service but suggests that’s no accident and Wawa has done that by design because it puts so much effort into looking after its employees.\r\n\r\n<strong>Investment in staff</strong>\r\n\r\nMunford interviews a colleague, with a career in foodservice, who says he’s never worked in a better place and that Wawa is now paying and supporting him through college.\r\n\r\nTodd Souders, director of operations at Wawa in Florida, provides insight into Wawa’s history. He has worked for the company for 14 years.\r\n\r\nWawa was founded in 1964 in Pennsylvania and is celebrating its 50th birthday this year.\r\n\r\nWhen Souders joined the business in 2000, Wawa was just getting the fuel side of the business up and running.\r\n\r\nNow Wawa has well over 300 fuel stores, up from 20 locations at the turn of the century.\r\n\r\nWawa has also been busy advancing its foodservice offer with fresh foods and more variety to cater for all the day parts.\r\n\r\n<strong>The leap to Florida</strong>\r\n\r\nSouders reveals why Wawa took the leap from Pennsylvania to Florida.\r\n\r\nThe company had put together a team and researched the market in a hunt for the best food and fuel potential. It decided Florida was the state to enter, Souders says.\r\n\r\nThe move introduced a step change in store design, which showcases the fresh food offer, with a more upscale, relaxing look and a calming exterior.\r\n\r\nSouders tells Munford Wawa worked hard to develop a 5,600sq ft store format, which was able to accommodate the full offer but could be flexed, according to property lots.\r\n\r\nInside the store features a super sized customer service counter plus touch screens for ordering, delivering a highly efficient service.\r\n\r\nCustomers refer to the store as a restaurant with gas pumps rather than forecourt with food, Munford says.\r\n\r\nAccording to Souders, that has been a clear aim - to get customers beyond the fuel pumps and to think about fresh food.\r\n\r\n“The focus has been on fresh foods and convincing customers about the quality of the offer,” he says.\r\n\r\nAccording to Munford, the industry is at a crossroads as gas stations strive (and succeed) in being famous for fresh food and reckons the future will see more stores emerging like Wawa.\r\n\r\n<strong>Local store design</strong>\r\n\r\nJoe Bona, president of branded environments at CBX, worked with Wawa on the Florida store format.\r\n\r\nBona thinks Wawa’s new store represents the state of the industry and that in future stores will have a more developed food offer. As a result, stores such as Wawa will be competing with retailers like Subway as well as traditional convenience chains.\r\n\r\nElevating the food experience within a convenient environment will be key going forward, Bona says.\r\n\r\nBona says Wawa’s entry into Florida was eased by making it look like a local retailer. The store design features a clapboard siding, pastel colours and an open porch, reflective of the local architecture. The aim was to “communicate from the street” that Wawa was a local retailer, he says.\r\n\r\nCBX was able to be a collaborative partner with Wawa on the store project. According to Bona, Wawa doesn’t do anything casually. Attention to detail is paramount and the resulting store is a true test of Wawa’s expertise and knowledge to really make things work.\r\n\r\n<strong>Future expansion plans</strong>\r\n\r\nMunford questions Souders on Wawa’s expansion plans. Souders reveals the company built 27 stores last year, representing an investment of over $100m.\r\n\r\nHe praises the effort on the the ground in Florida and the teams back at Wawa’s HQ for the success of the opening.\r\n\r\n“We are extremely happy about how it’s working out today,” he says.\r\n\r\nExpansion beyond Florida is not ruled out but is not likely for five to 10 years, Souders says.\r\n\r\n<strong>The immediate focus is firmly on Florida.</strong>\r\n\r\n“Florida is a big state. We feel we could get hundreds of sites in Florida, which could be very profitable and accepting to the customers,” Souders says. “The focus is on making Florida successful and spreading as many Wawas as possible.”\r\n\r\nSource: Global Convenience Store Focus, May 2014 issue', 'Retail Vision: Inside Wawa’s New Florida Store Format', '', 'inherit', 'closed', 'closed', '', '1926-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1926, 'http://cbx.cappendev.com/1926-revision-v1', 0, 'revision', '', 0), (3025, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Work\'s out and it\'s time for happy hour. Where to go for a stiff drink?\r\nOne surprising destination of choice: Urban Outfitters. The hipster retailer has begun to offer customers much more than clothing at certain locations. Now visitors can shop, or just head for its bar area.\r\n\r\nAiming to stand out in a world overflowing with retail shops and online competitors, some chains want to become destinations for diners and drinkers, not just shoppers.\r\n\r\nThe Urban Outfitters here in Brooklyn, called Space Ninety 8, has two bars — one on the roof and another on the third floor near the men\'s department — as well as an Israeli barbecue restaurant. The store doesn\'t discourage walking around the clothing displays with a drink in hand.\r\n\r\nUrban Outfitters has two other stores with bars — one in Los Angeles and another in Austin.\r\n\r\nIt\'s not alone:\r\n\r\n• Barnes & Noble — which already has in-store cafes — plans to open some stores this fall that will include sit-down restaurants and have alcohol on the menu.\r\n\r\n• A Target store in Chicago has a Starbucks that serves the coffee chain\'s \"evenings\" menu with wine and beer.\r\n\r\n• Accessories retailer Shinola, best known for its high-end wristwatches, is partnering with Washington-based bar owner Derek Brown on a drink concept set to open in its store there next year.\r\n\r\nStandalone retailers are borrowing the time-tested technique of shopping malls and high-end department stores, where quick Chinese food or ritzy cafes have long offered respite to exhausted customers. Now the strategy is being adopted as a survival technique by shops that once might have frowned at letting customers roam displays of blouses and leather handbags while carrying food or a drink.\r\n\r\n\"You have to give people a reason to come to the store other than just duplicating what they can buy online,\" says Shinola Chief Marketing Officer Bridget Russo.\r\n\r\nThose who come in for edible fare may be more apt to linger, and in turn, spend more time with the merchandise, says James Sundstad, vice president of branded environments at strategy, branding and retail design firm CBX. \" \"You\'re giving them a reason to be there that isn’t just about buy something or get out,\" he says.\r\n\r\nThe recent performance of retail shops vs. restaurants offers an idea of why retailers are embracing this strategy. Restaurant sales increased 10% between April 2014 and April 2015, according to data from research firm Nielsen. Retail sales — excluding food and auto sales — have had about 2% to 4% growth in recent years, according to Department of Commerce figures.\r\n\r\nPeople may not be in the market for a new shirt or pair of jeans very often, but \"everyone’s eating out at some point during the week,\" says Anjee Solanki, national director of retail services in the U.S. for real estate firm Colliers International.\r\n\r\nFor the new Barnes & Noble restaurant concept, it\'s expected that food and beverage will make up more of the store\'s sales than those categories do now — at less than 10% — as well as drive traffic through the rest of the store, says Jaime Carey, president of development and restaurant group for the chain.\r\n\r\nAt Urban Outfitters\' amped-up stores, which also host events such as movie nights, the company wanted to create a place that would appeal to its young, adventurous customer base and give them \"experiences you cannot order online,\" says Global Chief Creative Director Sue Otto.\r\n\r\nMany of the young adults on the rooftop bar on a recent evening came solely for the drinks and the atmosphere. Ashley Delamarter, 32, and her friend Brittany Leslie, 27, sipped on glasses of rosé while chatting in a wooden cabana.\r\n\r\n\"I don\'t feel like I have to come here just because I\'m shopping,\" Delamarter said. \"You can just come hang out.\" Delamarter said she only occasionally shops at Urban Outfitters.\r\n\r\nThe business arrangements can vary when it comes to restaurants and bars opening in retail locations. Otto declined to give sales figures for the stores, only saying \"we’re happy with the idea and we’re going forward with it.\"\r\n\r\nTarget spokeswoman Amy Joiner declined to say how the new Starbucks concept is affecting overall sales and traffic in the Chicago store. Employees have noticed groups of friends often meet there after work for a drink, she says, though customers aren\'t allowed to leave the dining area with alcohol.\r\n\r\nStill, a customer with the time to sip on a glass of wine may be more likely to linger, browsing for books or picking up a new candle for the bedroom. Will a tipsy shopper be more likely to buy? Maybe. Either way, the experience forces customers to slow down, Sundstad says.\r\n\r\nOriginally published by USA Today\r\nPhoto courtesy of Sara Snyder', 'Retailers install bars, hoping to lure shoppers offline', '', 'inherit', 'closed', 'closed', '', '2220-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2220, 'http://cbx.cappendev.com/2220-revision-v1', 0, 'revision', '', 0), (3026, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'By David Weinberger\r\nInnovation ain’t easy. For starters, it requires something precious that all consumer product brands must work hard to achieve — trust. And once that trust is finally won, brands naturally tend to stick with the relative safety of the known. Instead of leaping forward with profound innovations — which, after all, could inadvertently alienate those hard-won loyalists — they play it safe and move sideways.\r\n\r\nHow, then, can CPG brands innovate and meet consumer need even as they leverage their existing levels of consumer trust? Like I said, it ain’t easy. A case in point is the way in which restaurant brands like TGI Fridays, Starbucks, Nathan’s Famous, White Castle and Chi Chis, to name a few, offer iterations of their products in grocery stores. While these brands enjoy distinct advantages, many of these offerings can be found only in the frozen-food aisle, which makes delivering on expected product quality a challenge. Moreover, an important part of enjoying food in a restaurant is the experience and the environment: the servers, the music, the decor and the people you’re eating with. Like consumer trust, the experience that goes along with your brand bears a huge value. While I understand that such approaches can be hard to resist, I bet companies can push further.\r\n\r\nLet’s flip the tables — smart CPG brands can offer something new and innovative (while maintaining their consumers’ trust) by simply doing the reverse of the frozen spinoff. Instead of offloading your brand to an inert environment, you animate it in a brick-and-mortar setting replete with servers, decor, music and friends. Bear in mind, I’m not referring to flagships along the lines of M&M’s Stores or Chobani Yogurt bars, which are essentially write-offs that offer certain advantages but are under no real pressure to make money. I’m talking about investing in something innovative and profitable, with the potential to go big — I’m talking national or even international. The key is to figure out how to bring consumers an experience they can’t get by just buying your products at Dollar Tree, Shoprite or, heaven forbid, Amazon. Let’s transform these CPG brands into a destination.\r\n\r\nHeinz is an example of a company that could pull this off. Famous on six continents, the company has tremendous heritage, trust and awareness that it has yet to fully leverage. Heinz can start by taking advantage of three major food trends.\r\n\r\nStart with customization. Across the U.S., we see restaurants such as Chipotle Mexican Grill and Subway riding the fast-casual wave as they allow their fans to create their own meals. Another example of this is the rise of “fixin’s” bars in convenience stores such as Maverik, ampm and Corner Store.\r\n\r\nNext is the ongoing globalization of cuisine. From the coasts to Middle America and beyond, flavors are blending. Latin and Asian influences in particular are on trend, with chipotle and Sriracha popping up all over. Earlier this year, Heinz announced the release of a product that combines classic American ketchup with Sriracha, a flavor that used to be known only to epicures fond of browsing Asian grocery stores. It may be hard to find, but Heinz is touching on a big opportunity here.\r\n\r\nThe third trend is simple authenticity. Heinz has been around since 1869 and is one of the most trusted brands in the world. What kid doesn’t like ketchup?\r\n\r\nLeveraging this consumer trust and riding the tails of these three food trends, I believe that Heinz can move beyond line extensions and into the world of retail destinations, and break new ground — literally. Retail locations could help the Heinz brand truly own “customization of flavor.” Imagine walking into a fast-casual sandwich place called “Flavors 57.” Like the menus at Chipotle and Five Guys, the Flavors 57 menu would offer creative spins on burgers, dogs, hoagies, falafels, croque madames, banh mis, tortas, you name it. (Oh, and fries of course.) It would all be made in front of you with any fresh toppings you want. After you get your meal, you walk over to the “Heinz Saucing Station.” Fifty-seven sauces? Exactly. Take that Arby’s.\r\n\r\nThere would be 10 types of ketchup, branded mustard, mayo, relish, chutney, tahini, salsa, hot sauce, tartar sauce, cheese sauce, peanut sauce, steak sauce, secret sauce, Limited Time Only sauce and, of course, Awesome Sauce.\r\n\r\nThe idea here is not to spotlight Heinz, but to point to the potential of maximizing under-leveraged — but highly trusted — brands. One could say much the same for the likes of Sabra, Applegate Farms, Kashi and many more. If IKEA can serve meatballs, why can’t Trader Joe’s open its own QSRs?\r\n\r\nInnovation ain’t easy. But it can come from anywhere. Even a tomato.\r\n\r\nThe full article is available here.', 'Rethinking branding, what it means to be “new and improved”', '', 'inherit', 'closed', 'closed', '', '2082-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2082, 'http://cbx.cappendev.com/2082-revision-v1', 0, 'revision', '', 0), (3027, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', '

    New product and package design innovations help solidify market leadership position and create value.\r\nNew York, N.Y. – October 8, 2008 – In a slowing economy consumers think twice before putting a name brand into their shopping cart, when a less costly store brand is an option.\r\n\r\nWhile consumers recognize and favor Reynolds Wrap aluminum foil as a performance leader, many purchase store brands for everyday tasks and save Reynolds Wrap, which they perceived as stronger, versatile and more durable, for tougher cooking assignments.\r\n\r\nThe need for innovation within the category prompted Reynolds to bring in CBX, a strategic branding company based in New York. \"To reinforce Reynolds\' leadership position, justify its price and communicate the differences among its products, we introduced a value system,\" explained Rick Barrack, Chief Creative Officer at CBX. \"A \'good, better, best\' system created added value, allowed room for product extensions and reinforced customer loyalty, all while maintaining brand equity.\" CBX retained the core equities of the brand including the reflex blue background, silver laminate and familiar typography, but a color coding system on the end corridor provides differentiation and reduces the focus on square footage. Nomenclature was revised to further clarify the functional benefits of each of the new product sku\'s; Reynolds Wrap, with the traditional salmon end corridor, Reynolds Wrap Heavy Strength (silver), Reynolds Wrap Super Strength (gold) and Reynolds Wrap Non-Stick (yellow). Heritage and trust was leveraged across the range of products by locking up the brand name with a ribbon containing a \"Trusted Since 1947\" message. The new designs are rolling out nationally. CBX\'s exploratory into various innovations led to the launch of a new sku – Reynolds Pro-Grille a superior quality product with non-stick, heavy strength and extra width features. Illustrations of barbecue tools and a red end corridor establish new Reynolds Pro-Grille as a necessary tool for out door grilling. With this new position and packaging, Reynolds gained distribution through a new channel and is selling Pro-Grille exclusively at Lowe\'s in the grilling products section.

    ', 'Reynolds Wrap Foils the Competition', '', 'inherit', 'closed', 'closed', '', '1643-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1643, 'http://cbx.cappendev.com/1643-revision-v1', 0, 'revision', '', 0), (3028, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Veteran architecture/design/commercial real estate business development, marketing and public relations professional Nan Richardson has joined brand agency and retail design consultancy CBX as Engagement Director, Branded Environments.\r\nFrom her base in Newport Beach, Richardson will work to connect with prospects, build relationships and develop new business opportunities for CBX in the retail, restaurant, hospitality and commercial real estate industries, reporting to Vice President, Branded Environments James Sundstad.\r\n\r\nRichardson brings a diverse background to the New York-headquartered CBX, with over 20 years of business development and marketing experience, primarily in the architecture, interior design and commercial real estate industries. Prior to joining CBX, she was West Coast Director, Business Development at Core States Group, a fully integrated architecture, interior design, engineering and general contracting firm specializing in the hospitality, retail, restaurant and corporate sector. From her base in Newport Beach, she had direct responsibility for client relations, public relations, marketing, and business development functions.\r\n\r\nPreviously, Richardson held senior marketing and business development positions with such other prominent firms as Perkins+ Will, IA Interior Architects, and H. Hendy Associates.\r\n\r\nShe is an active member of the International Council of Shopping Centers, Urban Land Institute, and the Boutique & Lifestyle Lodging Association. Her extensive philanthropic efforts include the United Way, Community Service Programs, Inc., and the National Kidney Foundation.\r\n\r\nA resident of Newport Beach, Richardson graduated from the American Institute of Interior Design, Lucerne, Switzerland, with a Bachelor of Arts in Interior Design.', 'Richardson Joins CBX as Engagement Director, Branded Environments', '', 'inherit', 'closed', 'closed', '', '2270-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2270, 'http://cbx.cappendev.com/2270-revision-v1', 0, 'revision', '', 0), (3029, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Nan Richardson has joined CBX as engagement director, branded environments.\r\nRichardson will work to connect with prospects, build relationships, and develop new business opportunities for CBX in the retail, restaurant, hospitality, and commercial real estate industries, reporting to VP, branded environments, James Sundstad. She will be based in Newport Beach, Calif.\r\n\r\nRichardson brings a diverse background to CBX, with more than 20 years of business development and marketing experience, primarily in the architecture, interior design, and commercial real estate industries.\r\n\r\nPrior to joining CBX, she was west coast director, business development, at Core States Group, a fully integrated architecture, interior design, engineering, and general contracting firm specializing in the hospitality, retail, restaurant, and corporate sectors. From her base in Newport Beach, she had direct responsibility for client relations, public relations, marketing, and business development functions.\r\n\r\nRichardson has held senior marketing and business development positions with such other firms as Perkins+Will, IA Interior Architects, and H. Hendy Associates.\r\n\r\nShe is an active member of the International Council of Shopping Centers, Urban Land Institute, and the Boutique & Lifestyle Lodging Association. Her extensive philanthropic efforts include the United Way, Community Service Programs Inc., and the National Kidney Foundation.\r\n\r\nA resident of Newport Beach, Richardson graduated from the American Institute of Interior Design in Lucerne, Switzerland, with a bachelor of arts in interior design.\r\n\r\nOriginally published by Shop! Insights Center', 'Richardson named engagement director at CBX', '', 'inherit', 'closed', 'closed', '', '2264-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2264, 'http://cbx.cappendev.com/2264-revision-v1', 0, 'revision', '', 0), (3030, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Rick Barrack is the chief creative officer at branding firm CBX, which recently helped Duane Reade do the impossible: execute a redesign to become cool (at least, as much as any drugstore can be cool). Established in 2003, CBX has worked with popular consumer brands ranging from Arby\'s to M&M\'s to Snapple.\r\nQuote\r\n\r\n\"The dynamics of e-commerce, as it has evolved, created a new shopping behavior. People demand more information. And now, outside of e-commerce, we have to provide that as well.\" »\r\n\r\n \r\n\r\nRead More: www.fastcompany.com/person/rick-barrack\r\n\r\nRick Barrack on FastCo', 'Rick Barrack', '', 'inherit', 'closed', 'closed', '', '1967-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1967, 'http://cbx.cappendev.com/1967-revision-v1', 0, 'revision', '', 0), (3031, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Rick Barrack, Chief Creative Officer of CBX, was among those recently honored at Fast Company’s Most Creative People in Business 1000 (MCP 1000) event in New York.\r\nHosted by Diane von Furstenberg, the Jan. 31 event in New York and a Feb. 4 event in San Francisco helped launch Fast Company’s MCP 1000, a new resource that defines the influential, diverse group of modern Renaissance men and women driving change across the economy and around the globe. This new editorial initiative, anchored on FastCompany.com, was created in the spirit of Fast Company’s annual 100 Most Creative People in Business franchise, which recognized Barrack in 2012 for “helping to make retail exciting again,” citing his work on the redesign of drug store chain Duane Reade in New York City.\r\n\r\nThe MCP 1000 coverage includes profile pages for all honorees, daily news posts, live chats, videos, polls, events, and more. Fast Company will also bring the members of the world’s most creative community together to facilitate the spread of innovation and the sharing of expertise. MCP 1000 honorees will have access to exclusive Fast Company content, as well as private MCP 1000 events.', 'Rick Barrack Honored at Fast Company’s Event', '', 'inherit', 'closed', 'closed', '', '1964-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1964, 'http://cbx.cappendev.com/1964-revision-v1', 0, 'revision', '', 0), (3032, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'December 6, 2012, CBX COO Rick Barrack talks branding, how he got his start in the business and the history of CBX, on LA Talk Live! radio show \"What Catches Fire\". Syndicated through itunes, UStream, Facebook and Live 360.\r\n \r\n\r\n\r\n\r\nLA Talk Live! Radio: http://latalklive.com/new/what-catches-fire\r\n\r\nYou Tube: http://youtu.be/0Y883Hu3xgY', 'Rick Barrack on LA Talk Live Radio', '', 'inherit', 'closed', 'closed', '', '1790-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1790, 'http://cbx.cappendev.com/1790-revision-v1', 0, 'revision', '', 0), (3033, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'By Gregg S. Lipman\nIn the ten years since I co-founded a brand agency, I\'ve often been asked, \"Who or what is your greatest professional influence?\" And while I\'d love to say something intellectual or provocative like \"Steve Jobs,\" \"David Ogilvy\" or \"my father,\" the truth is, much of the wisdom I refer to on a daily basis comes from the comedic films of the 1980s.\n\nYup. Believe it.\n\nCall me what you want -- guy with a Peter Pan syndrome, John Hughes junkie, whatever -- but for me, these films spewed a kind of rare wisdom that no amount of \"T&A\" could diminish. And I try to manage my company and my staff with that same respect for the fundamentals that these films all had -- because in order to create a forum where good ideas can flourish, you need to have a good foundation. Okay, so maybe Belushi didn\'t always represent that in Animal House, but a lot of the characters in my favorite 80s films -- movies like Spring Break, Revenge of the Nerds and the film Tim Robbins never acknowledges on his resume, Fraternity Vacation -- had a disarming sweetness about them that I think is incredibly effective in the branding world.\n\nSo, skinny ties and big hair aside, here are five quotes from 80s movies that I refer to on a weekly basis when making management decisions.\n\nCaddyshack: \"Let\'s pretend like we\'re real human beings.\"\nChevy Chase\'s Ty Webb in Caddyshack is one of my favorite characters ever; he utters this line while trying to bed Lacey Underall (don\'t get me started). And this quote has total relevance in my day-to-day, as I often try to remind my staff that at the end of the day, we\'re all just real people. If we can simply cut out the bullshit that stops us from connecting, we have an amazing opportunity to do great things. Whether or not that work is as important as bedding Lacey Underall...well, that\'s for you to decide.\n\nRisky Business: \"Sometimes you gotta say, \'What the f&8ck.\'\"\nBefore cute, relatively unknown tom cruise was the scary Scientology mega-star Tom Cruise, he made what many consider the greatest coming-of-age movie since The Graduate. The naiveté of his Joel Goodsen character in Risky Business is precisely why he was a keen businessman, and ultimately a prime candidate for Princeton (he utters this line to the admissions officer, though it is his friend Miles -- who other 80s movie fans will remember as Booger in Revenge of the Nerds -- who initially imparts this wisdom to Joel). And in my day-to-day, I definitely encourage my team to say, \"What the f&8ck,\" in order to take risks and produce work that\'s not only distinctive, but often game-changing. In fact, the longer version of that quote has this at the end: \"Saying \'What the Fuck\' brings freedom. Freedom brings opportunity, opportunity makes your future.\" Precisely.\n\nBack to the Future Part I: \"Roads? Where we\'re going, we don\'t need roads.\"\n\"Doc\" Brown, one of my favorite film characters ever, utters this legendary line at the very end of the first Back to the Future movie (I don\'t even acknowledge the sequel), right before he and Marty McFly jet off in their DeLorean time machine to 1988 -- \"the future.\" And the notion that you really can\'t predict what\'s coming down the line, no matter how hard you try, is so integral to the kind of work we do every day. We always need to focus on the task at hand, and not pretend like we know what\'s going to happen the day after tomorrow. At the same time, it\'s important to create work that stands the test of time, and which will still be around if and when you do go Back to the Future.\n\nThe Breakfast Club: \"You see us as you want to see us, in the simplest terms, in the most convenient definitions. But what we found out, is that each one of us is a brain, and an athlete, and a basket case, a princess and a criminal.\"\nThis quote comes from the letter that The Breakfast Club writes to Principal Vernon at the end of the detention day. Quite literally, it speaks to the fact that nobody -- including the misfits in the film -- is as they seem. And as far as organizational structure goes, it also speaks to the fact that everybody in our company has value, based on who they are and the experience they bring. While each has an area of expertise, the melting pot of perspectives and the open environment in which to express them provides a grounding to our work -- we are different, but we are the same.\n\nStripes: Winger: C\'mon, it\'s Czechoslovakia. We zip in, we pick \'em up, we zip right out again. We\'re not going to Moscow. It\'s Czechoslovakia. It\'s like we\'re going into Wisconsin. Russell: Well, I got the shit kicked out of me in Wisconsin once.\nWhat can I say about a movie whose tagline was, \"The story of a man who wanted to keep the world safe for democracy...and meet girls\"? Well, a lot actually. This quote is so fitting to what we do every day, because having realistic expectations for any given project is key to getting the job done, and done well. You can never really predict how things will turn out, but going into a job knowing what could happen helps mentally prepare you for possible pitfalls along the way.\n\nOkay, so I know what you\'re thinking: This grown man (me) has based his whole management style on those dirty, ridiculous movies from a decade that most people mock? Well, I\'m here to tell you there\'s a helluva lot more than just silly banter in these films; if you look deeply enough, you can find the meaning of life. Or at least, enough wisdom to keep a company going for 10 years, keep employees feeling inspired about their day-to-day, and keep me laughing my butt off in good times and bad. \"Razzle, Dazzle...and that\'s the fact, Jack.\"\n\nhttp://www.huffingtonpost.com/gregg-s-lipman/risky-business-management_b_3868895.html?view=screen', 'Risky Business: Management Wisdom Gleaned From 80s Movies', '', 'inherit', 'closed', 'closed', '', '1849-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1849, 'http://cbx.cappendev.com/1849-revision-v1', 0, 'revision', '', 0), (3034, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'On Thursday, Saks Fifth Avenue opened the doors to its new Houston store, located in The Galleria entertainment complex.\r\nThere to cut the ribbon on the new department store were Saks president Marc Metrick, chief merchant Tracy Margolies, EVP of stores Larry Bruce and Houston VP and GM Bobby Dees.\r\n\r\nIn the lead-up to the opening, the retailer held special events with the city’s movers and shakers to mark the occasion. On Tuesday, it teamed up with Town & Country to host a private dinner attended by designer Erdem Moralioglu, opera singer Ana María Martínez and Houston socialites Lynn Wyatt and Isabel David. And on Wednesday, Saks invited more than 1,000 guests to a cocktail party and preview of the new Galleria store.\r\n\r\nSaks’ 200,000-sq.-ft. location in The Galleria was designed by CBX Agency in New York and represents a significant expansion from its previous Houston store, which closed earlier this month.\r\n\r\nNew additions to the brand roster include Proenza Schouler and Dries van Noten. The new store also will feature a Christian Louboutin boutique and a reimagined 10022-SHOE department.\r\n\r\nDees told FN sister publication WWD earlier this year that despite the economic slowdown in Texas, Saks is upbeat about the region.“You can’t foresee the economy, but we know over time the local economy will get better,” he said. “We are optimistic about Houston, and we are focused on being the best retailer we can be.”\r\n\r\nOriginally posted by Footwear News', 'Saks Celebrates Opening of Houston Store', '', 'inherit', 'closed', 'closed', '', '2173-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2173, 'http://cbx.cappendev.com/2173-revision-v1', 0, 'revision', '', 0), (3035, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'On April 28, 2016, Saks Fifth Avenue formally unveiled its new flagship store in the Houston Galleria. The 200,000-square-foot store was designed and planned in partnership with CBX, the New York-based brand agency and retail design consultancy. Saks relocated to the prominent two-level anchor building from a smaller space at the mall, adding approximately 20,000 square feet to its footprint at The Galleria. This was the largest Saks project to date for CBX, which has designed departments for a number of other Saks locations.\r\nCBX’s role\r\nCBX’s assignment encompassed the exterior design of the building; master planning of the entire interior space; and design of all front-facing merchandise departments, back-of-house and stock areas, and customer amenities, such as the Fifth Avenue Club personal shopping area. CBX created new design elements that complemented Saks’ current interior design concept for several key departments, including jewelry, women’s lingerie, and the second-largest beauty and fragrance department in the entire Saks’ portfolio. In addition, the firm created “white box” designs for dedicated vendor shops occupying more than 27,000 square feet.\r\n\r\n“Saks Fifth Avenue is known for delivering an unparalleled personalized shopping experience and its new Houston Galleria store is no exception,” said Todd Maute, Partner at CBX. “The design strategy was to create unique moments that express the modernity, tactility, sensuality and femininity of the Saks brand. We used space planning, architectural design and materials to create a memorable shopping experience.”\r\n\r\nKey design features\r\nThe design of the exterior façade emulates a modern lattice aesthetic, and the customer valet entrance is graced with a covered walkway. At night, the exterior architecture is dramatically highlighted by soft, glowing LED lighting. Taking its inspiration from high-end fashion, CBX employed sculptural elements, colors, special lighting fixtures and materials to create a cohesive design. “Seamless transitions between the different departments maintain a consistent brand story while celebrating the merchandise within each space,” said Maute.\r\n\r\nCBX designed the store’s escalator as a major focal point in the customer’s journey, highlighted by a white ceramic gold-leaf sculpture by Pascale Girardin that spans two stories. “The sculpture depicts a just-sprayed mist, such as a fragrance, which rises from the escalator void to the second floor, where it dissipates,” explained James Sundstad, VP Branded Environments at CBX.\r\n\r\nThe stairway to the second level is no less visually striking. Inspired by the female form and its movements while dancing, the design of the stairway expresses the swaying movement of a dress during dance. Elsewhere, The Apothecary, a new department designed by CBX, serves as a backdrop to the expanded fragrance and beauty department. “The Apothecary is meant to be a curated space for creative merchandising of skincare products and gifting,” explained Sundstad. “It features custom-made shelving with a unique, bracketed detail that allows for flexible merchandising and visualizing the product.”\r\n\r\nThe women’s lingerie department, meanwhile, projects a sultry, seductive feel created by soft, low ambient lighting and elliptical ceiling treatments. A sweeping glass curved wall divides the main sales floor from the fitting rooms to create an intimate and private shopping experience within. Finally, the enhanced Fifth Avenue Club, situated adjacent to the Women’s collection department, features eight private suites for customers to try on the latest collections with the assistance of their personal shoppers.\r\n\r\nOriginally published by Retail Design Blog\r\nPhotos courtesy of Max Bolzonella\r\n\r\n\"01\" \"02\" \"03\" \"04\" \"05\" \"06\" \"07\" \"08\" \"09\" \"10\" \"11\" \"12\" \"14\" \"15\" \"16\" \"17\" \"20160426_114233\" \"20160426_115824\"', 'Saks Fifth Avenue Flagship Store by CBX, Houston – Texas', '', 'inherit', 'closed', 'closed', '', '2190-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2190, 'http://cbx.cappendev.com/2190-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3036, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'New brands, exclusive boutiques and sleek, sophisticated design are on deck at Saks Fifth Avenue’s new Galleria store, debuting this spring.\r\nOpening in the Galleria in 1997, the current Saks Fifth Avenue Houston is a monument to mall culture—the monolithic limestone façade facing Westheimer is basically a temple dedicated to luxury shopping. But almost as soon as Saks was installed in the mall, consumer tastes changed. Malls have been challenged for shopping supremacy by open-concept shopping centers like River Oaks District. High-end shoppers began to demand a experience that included luxury finishings and details in keeping with the price tags of the goods on display. Younger customers preferred boutiques over megastores.\r\n\r\nTo respond to a changing retail environment, Saks Fifth Avenue has unveiled detailed plans of its new Galleria department store, gathering media for a comprehensive presentation on Tuesday evening. The big news is that the new store will open on April 28, with the current space closing at the end of the day on April 20 to facilitate the move.\r\n\r\n“This is the biggest move of its type that Saks has ever done,” said Bobby Dees, vice president and general manager of Saks Fifth Avenue Houston. “It’s going to be a very special store.”\r\n\r\nThe present Saks Fifth Avenue Houston is one of the most successful stores in the company—it typically ranks third in sales volume, after the New York and Beverly Hills stores, though it’s fallen to fourth during the current construction. The new store is set to surpass even those numbers at 20,000 square feet larger, with the biggest footprint and volume of any Saks outside of Manhattan.\r\n\r\nDesigned by Saks’ in-house team along with CBX, the renderings present a store infused with rich, non-retail finishes, including a spiral staircase to the second floor and a clean color palette in shades of white, from whitewashed woods to marble.\r\n\r\nBut the biggest change is not the fixtures, it’s the layout, which radically rethinks what a department store should look like. Instead of big, open spaces, Saks is rolling out individual boutiques inside the store for its most prestigious brand partners, making it almost like a mall inside a mall, but with cohesive service and only-in-department-store perks. Among the 22 dedicated shops in women’s designer apparel, to be located on the second floor, are Dries Van Noten, Alaïa, Alexander McQueen, Proenza Schouler, Chloé, Altazarra, Fendi, Etro and Lanvin.\r\n\r\nOn the first floor—there will only be two levels, Dees notes, because research has shown shoppers don’t tend to venture up past the second floor—the entrance will be flanked by the luxury sector’s two big moneymakers: women’s shoes and handbags. The former will include a Christian Louboutin boutique, the first of its kind outside the New York store, and Prada, Louis Vuitton and Dior will be among the handbag boutiques.\r\n\r\nWithin the cosmetics and fragrance department will be the “crown jewel” of the store, with all counters expanded into, again, boutique-like spaces. The biggest of these will be the Chanel beauty boutique, though the most prestigious might be the forthcoming Gucci beauty boutique, the first time the coveted beauty line will be available in Texas, and one of only five points of distribution for the brand in the United States.\r\n\r\nThe men’s department will also be on the first floor, divided from the cosmetics department by Bar 12, described as a casual gathering space. It was designed by Nina Magon of Contour Interior Design, as was the new 51Fifteen restaurant on the second floor.\r\n\r\n“There’s a lot of white, grey, black and brass, ” said Magon. “We wanted it to be modern but everlasting.” The renderings show a clean and sophisticated space, festooned in marble with an eye-catching field of three-dimensional white tulips hanging from the ceiling. The restaurant will have two private dining spaces and its own entrance from the two-story garage beneath Saks for functions outside of store hours.\r\n\r\nThe new Saks Fifth Avenue Houston will be inaugurated by a series of preview events, including a Houston Grand Opera VIP dinner on April 26 and a kickoff for M.D. Anderson’s 75 anniversary on April 27 in advance of the ribbon-cutting on April 28. All three events will feature British designer Erdem Moralioglu of Erdem—a favorite of Kate Middleton—in his first visit to Houston.\r\n\r\nLet’s just say, as spring awakenings go, this one is pretty big.\r\n\r\nOriginally published by Houstonia Magazine', 'Saks Fifth Avenue Is Radically Rethinking the Department Store', '', 'inherit', 'closed', 'closed', '', '2175-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2175, 'http://cbx.cappendev.com/2175-revision-v1', 0, 'revision', '', 0), (3037, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue\'s Houston location is bigger than the first store established in the city, and gives greater focus on beauty and fragrance products.\r\nThe store\'s relocation in The Galleria in Houston was designed in partnership with CBX and boasts more than 20,000 square feet more than the previous store. It also features a 10022-SHOE department, according to a company press release. Additional designers are showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, is also featured.\r\n\r\n\"This store demonstrates our commitment to the important Houston market. It\'s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers — both current and new — in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,\" said MarcMetrick, president of Saks Fifth Avenue.\r\n\r\nThe store offers its Saks At Your Service to customers via a Mercedes-Benz Sprinter that will travel directly to a client\'s home, office or hotel room. Also, 51Fifteen Cuisine & Cocktails serves lunch and dinner. A bar, Bar 12, wraps the staircase in the center of the first floor, the release said.\r\n\r\nOriginally published by Retail Customer Experience', 'Saks Fifth Avenue opens revamped Houston store', '', 'inherit', 'closed', 'closed', '', '2185-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2185, 'http://cbx.cappendev.com/2185-revision-v1', 0, 'revision', '', 0), (3038, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue has completed a major renovation of its Beverly Hills men’s store, creating what it calls a “stand-alone lifestyle store” under the name The Fifth Man.\nThe 54,000-square-foot, four-level unit on Wilshire Boulevard opened in 1995 in a landmark building that was designed by Timothy Pflueger and formerly housed an I. Magnin. The revamp includes several new designer shops, the largest men’s shoe presentation on the West Coast and a new underground home for denim and cocktails, called D-Bar.\n\n“The store has very beautiful bones,” said Tom Ott, senior vice president and general merchandise manager of men’s wear. When it opened, Saks “put in some shops and enhancements to make it more masculine. But the business has changed and we’re trying to create a wonderful store that caters to the Beverly Hills and California market and is not New York-centric.” Ott said the redesign was executed by Los Angeles-based designers to ensure it has “a local flair. Even though we’re a big national company, we pride ourselves on understanding and assorting for local markets.”\n\nArchitectural features include exposed ceilings, hand-distressed European white oak floors that lead customers through the selling floor, as well as sustainable composite flooring. It features furniture from Matter, Porro, Boffi NY and Julian Chichester, and custom fixtures designed with Amanueal, Van Stry and CBX.\n\nIn terms of merchandise, Ott said the first floor now offers “a big sportswear statement,” with new or renovated shops for Salvatore Ferragamo, Giorgio Armani and Brunello Cucinelli. “This sends a message of a more-casual lifestyle in Beverly Hills,” he said. “It’s still all about luxury, but it’s less serious.” He said a Zegna shop on the main floor will be renovated this spring.\n\n“And we’ve really enhanced our footwear presentation,” Ott continued. “We have 680 sku’s of shoes, which our intelligence tells us is the most pairs of men’s shoes on the West Coast. It flows from sneakers to fine dress shoes. There are sneakers for $100 to hand-made Kiton shoes in the high-$3,000s. And there’s a big statement in designer footwear. It’s very dramatic.”\n\nNewly added brands include Del Toro, Giuseppe Zanotti, Kiton, Louis Leeman, Martin Margiela, Pirelli and Riviera. Lanvin will be added to the mix in the future. The space is divided into three sections, one for classic brands such as Ferragamo, Rosetti and Pierre Corthay; one for designer brands including Gucci, Prada, Dior and Alexander McQueen, and one for contemporary brands such as Paul Smith, Vintage, Viktor & Rolf and Marc Jacobs.\n\nThe shoe department opened last week, Ott said, and business is “off the charts. We’re trying to push the envelope so it’s not so predictable.”\n\nAlso on the main floor, the company is opening the first hard shop for the Saks Fifth Avenue Men’s Collection, a line that  has grown into the company’s largest men’s resource since its introduction in 2009. The 2,000-square-foot boutique has taken the space formerly devoted to shoes. Ott said the New York flagship will add a boutique for the collection over the summer.\n\nThe lower level is now home to the company’s assortment of denim collections and contemporary apparel. D-Bar was designed by California architecture and design firm Marmol Radziner and includes a lounge with an orange-felt-top pool table; a floor-to-ceiling, street-art-inspired mural by artist Karl Clay; boardwalk wood walls; a neon light installation; custom and found furniture in velvet and leather, as well as decorative lighting from Marmol Radziner, Organic Modernism, Pfeifer and Moooi. A John Allan’s Salon was added as well.\n\n“We really believe in the denim and contemporary business,” said Ott. “It’s been one of the fastest-growing categories for us over the last several years. This is our opportunity to take Beverly Hills to the next  level.”\n\nAmong the brands that are being offered are AG Adriano Goldschmied, Diesel, DL196, J Brand, Joe’s, Hudson, Nudie, Prps, Rag & Bone, Seven For All Mankind and True Religion, as well as new offerings from up-and-coming Los Angeles-based designers such as Diana Keinejad. “There’s a lot of exclusive product,” he added. “The assortment will be different than the other stores, even New York.”\n\nOn the second floor, which is devoted to more-classic vendors, the store has introduced Charvet, redone the Armani clothing shop, is planning a renovation of the Zegna shop and will install a Kiton boutique. “This is the floor for the guy who is more suited up,” Ott said.\n\nThe third floor is now devoted exclusively to “pure designer” merchandise. “Without denim and contemporary there, the offering is more polished. We have a designer room like we do in New York and there’s a new Hugo Boss Red shop.” Other vendors on that floor include Burberry, Dsquared2 and Ralph Lauren Black Denim.\n\nIn its totality, the store is being called The Fifth Man, a tag line conceived by Terron Schaefer, executive vice president and chief marketing officer, that is short for The Saks Fifth Avenue Man. “It calls attention to us as a men’s store,” Ott said.\n\nAlthough the company declined to provide a volume figure for the store, Ott believes the renovation is “a great opportunity to showcase these brands.” He said the location in Beverly Hills is one of the “most competitive strips” in the country, with Neiman Marcus and Barneys New York flanking the unit. “We have to offer something new and unique,” he said. “So we’ll have the large brands we’re known for, but inject [the store] with some newness.”\n\nOtt declined to say if any of the concepts that are being unveiled in Los Angeles will be rolled out to other stores in the chain. Saks operates men’s-only stores in San Antonio, Boston, Chevy Chase, Md., Chicago and Palm Beach, Fla. He also declined to provide details on plans for the company’s men’s store on North Michigan Avenue in Chicago, which sources said is the next unit slated for a change. “Chicago will be one notch up,” Ott said. \n\n“\n\nThere are a lot of things out there for men’s in the next 12 to 18 months,” he added. “Men’s has outpaced growth [at the company] and Steve [Sadove, chief executive officer] and Ron [Frasch, president and chief merchant] are putting capital into men’s. We have a lot of great stores, but they were built in the Nineties. They stood the test of time but we’re updating them to do something fresh and unpredictable.”\n\nHe said that while the other upscale retailers are strong competitors, “our biggest competition is online. So to drive traffic to our stores, we have to create theater and a certain service standard for our customer. That’s our great differentiator.”\n\n \n\nhttp://www.wwd.com/menswear-news/retail-business/saks-revamps-beverly-hills-mens-store-6833449', 'Saks Fifth Avenue Renovates Men\'s Store', '', 'inherit', 'closed', 'closed', '', '1905-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1905, 'http://cbx.cappendev.com/1905-revision-v1', 0, 'revision', '', 0), (3039, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue is pleased to reveal details regarding the relocation of its store within The Galleria in Houston, TX. The new, 200,000 square foot, two-level Saks Fifth Avenue store is expected to open on April 28.\r\n“This store demonstrates our commitment to the important Houston market. It’s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers – both current and new – in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,” commented Marc Metrick, President of Saks Fifth Avenue.\r\n\r\nDesigned in partnership with CBX, the new location boasts 20,000 square feet more than the existing store, providing space to showcase the second largest beauty and fragrance department in the Saks Fifth Avenue portfolio, including an all-new 10022-SHOE department. Many additional designers will be showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, will also be featured.\r\n\r\nThe store will also offer the Personal Service Experience, bringing the best of Saks Fifth Avenue to customers via a custom Mercedes-Benz Sprinter, which will travel directly to a client’s home, office, or hotel room. 51Fifteen Restaurant & Lounge, a local favorite recognized for its distinctive cuisine, will join Saks Fifth Avenue in opening in the new location, serving both lunch and dinner. In addition to private dining, an active bar will wrap the staircase in the center of the first floor.\r\n\r\nOriginally published on HBC.com', 'Saks Fifth Avenue Unveils Plans for New Store in Houston', '', 'inherit', 'closed', 'closed', '', '2168-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2168, 'http://cbx.cappendev.com/2168-revision-v1', 0, 'revision', '', 0), (3040, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue is pleased to reveal details regarding the relocation of its store within The Galleria in Houston, TX. The new, 200,000 square foot, two-level Saks Fifth Avenue store is expected to open on April 28.\r\n“This store demonstrates our commitment to the important Houston market. It’s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers – both current and new – in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,” commented Marc Metrick, President of Saks Fifth Avenue.\r\n\r\nDesigned in partnership with CBX, the new location boasts 20,000 square feet more than the existing store, providing space to showcase the second largest beauty and fragrance department in the Saks Fifth Avenue portfolio, including an all-new 10022-SHOE department. Many additional designers will be showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, will also be featured.\r\n\r\nThe store will also offer Saks At Your Service bringing the best of Saks Fifth Avenue to customers via a custom Mercedes-Benz Sprinter, which will travel directly to a client’s home, office, or hotel room.\r\n\r\n51Fifteen Restaurant & Lounge, a local favorite recognized for its distinctive cuisine, will join Saks Fifth Avenue in opening in the new location, serving both lunch and dinner. In addition to private dining, an active bar, Bar 12, will wrap the staircase in the center of the first floor.\r\n\r\nOriginally published by Beauty Fashion Fragrance', 'Saks Fifth Avenue Unveils Plans For New Store In Houston', '', 'inherit', 'closed', 'closed', '', '2187-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2187, 'http://cbx.cappendev.com/2187-revision-v1', 0, 'revision', '', 0), (3041, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue is pleased to reveal details regarding the relocation of its store within The Galleria in Houston, TX. The new, 200,000 square foot, two-level Saks Fifth Avenue store is expected to open on April 28.\r\n“This store demonstrates our commitment to the important Houston market. It’s so exciting to be able to bring the new, luxurious and modern Saks to Houston. We are thrilled to be able to better serve our customers – both current and new – in a store that exemplifies our commitment to offering our customers the latest fashions and the most personalized service,” commented Marc Metrick, President of Saks Fifth Avenue.\r\n\r\nDesigned in partnership with CBX, the new location boasts 20,000 square feet more than the existing store, providing space to showcase the second largest beauty and fragrance department in the Saks Fifth Avenue portfolio, including an all-new 10022-SHOE department. Many additional designers will be showcased throughout the store and an enhanced Fifth Avenue Club, with eight private shopping suites, will also be featured.\r\n\r\nThe store will also offer Saks At Your Service bringing the best of Saks Fifth Avenue to customers via a custom Mercedes-Benz Sprinter, which will travel directly to a client’s home, office, or hotel room.\r\n\r\n51Fifteen Restaurant & Lounge, a local favorite recognized for its distinctive cuisine, will join Saks Fifth Avenue in opening in the new location, serving both lunch and dinner. In addition to private dining, an active bar, Bar 12, will wrap the staircase in the center of the first floor.\r\n\r\nOriginally published by Beauty Fashion Fragrance\r\nPhoto courtesy of Max Bolzonella', 'Saks Fifth Avenue Unveils Plans For New Store In Houston', '', 'inherit', 'closed', 'closed', '', '2199-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2199, 'http://cbx.cappendev.com/2199-revision-v1', 0, 'revision', '', 0), (3042, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue recently unveiled its new flagship store in the Houston Galleria. The 200,000-sq.-ft. store was designed and planned in partnership with CBX, the New York-based brand agency and retail design consultancy.\r\n\"04\"\r\n\r\nCBX created new design elements that complemented Saks’ current interior design concept for several key departments, including jewelry, women’s lingerie, and the second-largest beauty and fragrance department in the entire Saks’ portfolio.\r\n\r\n\"05\"\r\n\r\nSaks relocated to the prominent two-level anchor building from a smaller space at the mall, adding approximately 20,000 square feet to its footprint at The Galleria. This was the largest Saks project to date for CBX.\r\n\r\n\"07\"\r\n\r\nCBX designed the store’s escalator as a major focal point in the customer’s journey, highlighted by a white ceramic gold-leaf sculpture by Pascale Girardin that spans two stories.\r\n\r\n\"08\"\r\n\r\nThe women’s lingerie department projects a sultry, seductive feel created by soft, low ambient lighting and elliptical ceiling treatments. A sweeping glass curved wall divides the main sales floor from the fitting rooms to create an intimate and private shopping experience within.\r\n\r\n\"15\"\r\n\r\nCBX employed sculptural elements, like this chandelier in the Women\'s Collection.\r\n\r\n\"17\"\r\n\r\nThe enhanced Fifth Avenue Club, situated adjacent to the Women’s collection department, features eight private suites for customers to try on the latest collections with the assistance of their personal shoppers.\r\n\r\n\"20160426_114233\"\r\n\r\nThe Apothecary, a new department designed by CBX, serves as a backdrop to the expanded fragrance and beauty department. It features custom-made shelving with a unique, bracketed detail that allows for flexible merchandising and visualizing the product.\r\n\r\nOriginally published by design:retail\r\nPhotos courtesy of Max Bolzonella', 'Saks Fifth Avenue, Houston', '', 'inherit', 'closed', 'closed', '', '2193-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2193, 'http://cbx.cappendev.com/2193-revision-v1', 0, 'revision', '', 0), (3043, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Saks Fifth Avenue has relocated its store in Houston’s The Galleria, opening a larger space that offers the ultimate luxury department store experience.\r\nDesigned in partnership with CBX, the new Saks occupies approximately 200,000 sq. ft. on two shopping levels. In addition to an expanded merchandise selection, it houses the second largest beauty and fragrance department in the Saks portfolio, an enhanced Fifth Avenue Club with eight private shopping suites, and an outpost of a favorite local cocktail bar and restaurant. It also offers the company’s Saks at Your Service home-based personal shopping, styling and tailoring services.\r\n\r\nThe design inspiration is derived from mid-century, modern architectural principles, and features unexpected pops of colors and materials. Due to its massive size (more than twice the size of the average Saks), the store embodies unique architectural details and elements of surprise, including a dynamic sculptural staircase that appears as a ribbon dancing its way down from the second floor. An eclectic mix of found and custom furniture, fixtures, decorative lighting and accessories are found throughout the space, along with innovative, and sometimes non-conventional, hand-crafted and hand-applied materials and finishes.\r\n\r\nStore highlights include the lingerie department, which a new design concept that includes hand-folded and painted wall covering as well as a curved glass wall functioning as the mannequin display. The beauty and fragrance department has nine beauty shops and five fragrance shops, roofed with Pascale Girardin hanging porcelain sculptures, and covered with custom mosaic flooring from Sicis and Cesarstone countertops.\r\n\r\n\"07\" \"08\" \"09\" \"12\" \"13\" \"15\" \"17\" \"02\" \"04\"\r\n\r\nOriginally published by Chain Store Age\r\nPhotos courtesy of Max Bolzonella', 'Saks Fifth Avenue, The Galleria, Houston', '', 'inherit', 'closed', 'closed', '', '2192-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2192, 'http://cbx.cappendev.com/2192-revision-v1', 0, 'revision', '', 0), (3044, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Created in collaboration with CBX (New York), the upper floors house the Fifth Avenue Man collection and the largest shoe assortment at any Saks to-date. Wound copper and stainless steel mesh material on the walls visually unites rooms. \"We wanted something with a little sparkle that could still feel raw and masculine,\" Harry Cunningham, svp store planning and design, says.\r\nRead more about the robust reinvention of the Beverly Hills Saks here.', 'Saks Fifth Avenue\'s Fifth Avenue Man/D-Bar takes VMSD\'s 2014 Retail Renovation of the Year', '', 'inherit', 'closed', 'closed', '', '1992-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1992, 'http://cbx.cappendev.com/1992-revision-v1', 0, 'revision', '', 0), (3045, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'Four-floor Wilshire Boulevard location is being called The Fifth Man.\r\nSaks Fifth Avenue (New York) has completed renovation of its men’s store on Wilshire Boulevard in Beverly Hills, Calif. It’s calling the 54,000-square-foot, four-level store The Fifth Man.\r\nRead more: http://vmsd.com/content/saks-renovates-its-beverly-hills-men-s-store', 'Saks Renovates its Beverly Hills Men’s Store', '', 'inherit', 'closed', 'closed', '', '1821-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1821, 'http://cbx.cappendev.com/1821-revision-v1', 0, 'revision', '', 0), (3046, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', 'By Todd Maute:\r\nBrand-led strategy the right approach for retailers in the future

.\r\n\r\nFrom one perspective the news on private label could hardly be better. After all, product quality is much higher these days, and consumer perception has changed dramatically as well. Studies show that about two-thirds of shoppers believe private-label products are as good as the national brands.\r\n\r\n“Shoppers report feeling good about buying private label products,” notes a May 2012 report by Perception Research Services International. “Over half (51 percent) say they feel smart/savvy when they buy private label products; and very few – only 11 percent – say they feel self-conscious, with almost none – 3 percent – saying they feel embarrassed when doing so.\r\n\r\n”

Moreover, according to analysts with the research firm Mintel, today’s rosier perceptions “point to the potential for continued growth in private-label food sales and share.” Other observers cite the boost provided by tough economic times. Consumers, they note, are still trading down to private label in droves.\r\n\r\nBut let’s take a step back and look at the situation from a different perspective.\r\n\r\nWhen researchers still feel compelled to ask people whether they feel self-conscious or embarrassed about buying private-label brands, what does that say about the state of things? Regarding those statistics, imagine what would happen if somebody handed those numbers to a brand manager at, say, Coca-Cola. Odds are the executive would shout something along the lines of, “Oh my God! Only 70 percent of the people think our product is as good as Pepsi? Only half feel smart and savvy when they buy our brand? There are actually people who feel self-conscious or embarrassed when they walk up to the counter to buy a Coke! That’s terrible! This will not do!”\r\n\r\nAnd if economic doldrums have played such an outsized role in private label’s recent growth, what does this say about how well companies have positioned their brands in customers’ minds? Or better yet, are they actually positioning brands – or are they merely putting products out on the shelf?

Satisfaction no longer motivates. Those who market, manufacture and sell private-label products should be proud of progress, yet they should not be satisfied. Amid the ferocious competition in American retailing today, private label brands need to be aggressive. The goal should be to build consumer loyalty, provide a point of difference and, ultimately, drive profits – not just to beat national brands at their own game.\r\n\r\nAs private-label growth stabilizes and consumers tire of frugality for frugality’s sake, private-label brands will be under the gun to seek deeper connections with consumers. In 2009, one-third of adults said they expected to buy more private-label foods over the prior year, according to NPD Group. But in 2012 that number had dropped to one fourth, as the economy improved and national brands did more to fight back. The time is now to secure a better, more lasting perception in consumers’ minds and hearts.\r\n\r\nTo be sure, those merchants with the highest share of private-label sales – names such as Safeway, Wegmans, Kroger and Target – know how to create, market and merchandise brands with skill. But many retail companies are still fuzzy on the critical distinction between product-led and brand-led strategies.\r\n\r\nA typical approach to a product strategy may run something like this: Presented with a product to sell, the retailer evaluates its market sales potential, decides to include it in his category mix, and then says, “Now what brand should this go in? Do we have a brand that suits this? No? OK, then we’ll create another brand.”\r\n\r\nI’m exaggerating, but not too much.\r\n\r\nIn a brand-led strategy, by contrast, the retailer marries deep-dive market and customer analysis with a long-term vision that includes the customers the chain would like to have in the future, as well as the kind of image it would like to have in the market. The private-label strategy hinges on creating brands that serve all of these objectives. Some of the parameters of those brands might be related to quality, but the brand is not driven primarily by Individual product attributes.\r\n\r\nDuane Reade’s Good n’ Delish brand, created in partnership with CBX, is an example of how customer insights and desired positioning can drive brand development.\r\n\r\nHere, the Walgreen Co.-owned, New York City drugstore chain took a close look at its affluent customer base and identified a substantial opportunity to sell more premium food. Duane Reade knew its stores were in a very affluent marketplace and had a deep understanding of its customers and their preferences. Delish as a brand name offers a touch of urban slang that you would hear in New York City all the time. For Duane Reade, the positioning is all about New York living made easy. By offering a premium brand of food that New Yorkers could relate to, Duane Reade saw a surefire way to connect with its core customers. With each product addition to this brand – premium cookies, candies, pastas and more -- Duane Reade has been able to make this brand’s story come to life in its customers’ minds, a destination point that differentiated those stores from the competition.\r\n\r\nThis is an approach to private label in which brands are regarded as assets. Although Coca-Cola certainly has billions of dollars in factories, trucks and other physical assets, just think of the massive value of the Coke brand itself, which is the best-recognized brand on the planet.\r\n\r\nBy thinking about private label a bit differently – in other words, as a marketing tool versus a margin enhancer – retailers can set themselves apart, bolster shopper loyalty, improve price perception and boost their bottom lines through the higher gross margins these products deliver.\r\n\r\nThe best retailers think of their private-label vendors as partners, not as mere procurement sources. They work together to create a reason for customers to believe in a brand. They also merchandise with pride, and promote their brands as though they were national leaders – not lower-tier alternatives.\r\n\r\nWhen you really think about it, the statistics for private label are positive, yes, but should you be satisfied? I say “not.”\r\n\r\nBy taking a step back and thinking about things a little differently, retailers and manufacturers can take private label to the next level. The trick to staying ahead of the curve is easily summed up in a straightforward slogan: “Never be satisfied.”\r\n\r\nhttp://digital.bnpmedia.com/display_article.php?id=1217581', 'Satisfaction No Longer Motivates', '', 'inherit', 'closed', 'closed', '', '1780-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1780, 'http://cbx.cappendev.com/1780-revision-v1', 0, 'revision', '', 0), (3047, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', '

    Veteran store design consultant Joseph Bona of CBX highlights 21st-century challengesas part of National Retail Federation panel\r\n\r\nNEW YORK (1/11/2010)—Store design has long been driven by the need to make the customer experience as compelling as possible. But in a society where shoppers can download Kindle bestsellers in a flash or shop on-the-go with iPhones and netbooks, today\'s retailers must rethink how they use design to drive traffic—and more importantly, boost sales—in brick-and-mortar stores, said Joseph Bona, President of the Retail Division at CBX, the strategic branding and retail design consultancy.\r\n\r\n\"Shoppers are redefining how the game is played,\" Bona said yesterday during \'The Power of Retail Design,\' a panel discussion at the National Retail Federation\'s 99th Annual Convention & Expo, in New York City. \"Yes, they still go to brick-and-mortar stores. But they are taking full advantage of high-tech tools that are powering up and evolving at a blistering pace. This puts the onus on designers to create extraordinarily compelling in-store experiences—experiences that are fully integrated with retailers\' brand identities, operational capabilities and the fast-changing behaviors and preferences of their core customers.\"\r\n\r\nSpeaking to an audience that included top retail executives, store designers and architects, Bona cited bold moves in store design that have enabled specialty retail and other chains to set themselves apart from their competitors. \"One example is Hollister,\" he noted. \"The teen apparel retailer changed the way people think about its stores by bucking the status quo at the mall. Instead of having floor-to-ceiling glass storefronts, Hollister actually \'boarded up,\' so to speak, and created cave-like entrances to its stores. This gave shoppers the sense that, simply by walking in, they were about to embark upon a distinct experience. The oversized photos of sexy models, meanwhile, provided a tantalizing suggestion that what could be found inside would be compelling.\" Skillfully executed, such game-changing approaches can work in any retail category, said Bona, who has worked with brands and stores on six continents in his 30-year career in store design. \"Our firm, for example, transformed Petro-Canada\'s Neighbours concept into something that looks and feels more like Panera Bread Co. than your typical convenience store,\" he said. \"The result actually changed shopper behavior and turned Neighbours into much more of a destination for planned purchases vs. impulse-driven purchases. Through design, Neighbours\' stores now have a warm-and-inviting atmosphere—a blend of both convenience and experience that calls to mind something between a corner store and a café.\"\r\n\r\nClear communication, too, is a critical component of effective in-store design, commented Bona. \"The in-store experience, of course, is also a key communication channel,\" he said. \"All of us in branding and design should keep in mind that shoppers today demand authentic and transparent messaging as never before. It\'s a bit of a backlash in the wake of the housing collapse, Wall Street bailouts and trends like green-washing.\"\r\n\r\nBona cited Patagonia as a brand that understands the importance of transparency. Shoppers who visit Patagonia.com can click on the image of any garment and read about its ecological upside, he noted, but they can also learn exactly what is not green about the product. \"For example, one pop-up info box on their Web site tells all about how the garment\'s down came from humanely raised geese and how its light shell is of recycled polyester,\" Bona explained. \"Under the heading \'The Bad,\' however, the site then explains that the zipper is treated with a synthetic chemical and is not recyclable. Patagonia is basically saying, \'We know this isn\'t perfect, but we\'re working on it.\'\"\r\n\r\nBona and his team seized an opportunity for such authentic communication when Freson Bros., a family-owned grocery chain with more than 50 years of history in northwestern Canada, asked CBX’s Retail Division to revamp its stores. The regional chain had been concerned about competition from Wal-Mart and other multinationals. \"If you go in Freson Bros.\' conference room, they have black-and-white photos literally lining the walls—a chronological history of the different generations in the business,\" Bona said. \"To this day, their customers know all the owners and managers of these stores on a first-name basis, and they know their customers just as well. That\'s something the competition cannot offer.\"\r\n\r\nBona\'s redesign for Freson Bros. highlighted this mom-and-pop feel. The CBX team literally took pages from the family\'s photo albums and integrated these sepia-toned images into the store redesign, hanging poster-sized portraits of company founders on the walls and integrating candid shots from early in the company\'s history into the signage. \"In the old original photographs, the managers wore bowties every day,\" Bona noted. \"Our new Freson Bros. logo has a little bowtie, too. It\'s a subtle thing, but all these cues, taken together, reinforce the brand and bring you back to a time when communities were more intact.\"\r\n\r\nAs important as it is to communicate effectively, craft compelling experiences and develop innovative retail concepts, Bona told the audience, such efforts must stay grounded in operational and budgetary realities. \"An integrated approach is what is required,\" Bona said. \"When you\'re looking to do a game-change—something totally new that actually changes consumer behavior—you have to make sure you have the internal capability to deliver.\" \r\n\r\nLikewise, store design should be about the customer experience rather than an abstract reflection of ethereal ideas about brand. \"Pressure is being created on all fronts—from traditional online shopping to retail-focused iPhone apps to the Amazon.com Kindle, and who knows what else in the future, \" Bona said. \"Today, store design is all about the end-user: \'How do we communicate from the exterior? How do people interact with and within the space? How do we communicate the point of difference we offer?’ Self-referential branding with an interior focus is a thing of the past.\"\r\n\r\nAs a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing, and consumer research. Well known for its work within the grocery, drugstore and convenience store-petroleum industries both domestically and internationally, CBX\'s Retail Division has a prolific portfolio spanning multinational and regional chains. With several key staff additions, it recently expanded its capabilities to service the specialty retail and department store sectors, with its team now working with a major American fashion chain.\r\n\r\nNew York-based CBX\'s Retail Division is exhibiting this week at the NRF convention\'s DESiGN STUDiO for Store Design and Visual Merchandising, a resource area for suppliers.

    ', 'Savvy Store Design in an Age of Instant Books And Endless \'Apps\'', '', 'inherit', 'closed', 'closed', '', '1622-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 1622, 'http://cbx.cappendev.com/1622-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3048, 1, '2018-09-27 17:58:47', '2018-09-27 17:58:47', '\"brow-zigs\"\r\n \r\n

    Benefit Cosmetics strikes a tongue-in-cheek tone that doesn’t take beauty too seriously.

    \r\nWomen are looking for products and packaging that go beyond the tired clichés of femininity. CBX’ Allison Koller explains how brand owners can create more authentic packaging for female consumers.\r\n\r\nAllison Koller, Executive Creative Director of CBX, recently gave a TEDx talk on the clichés used in packaging for products geared toward women. Here she answers some questions on the topic and provides examples of how brand owners can convey a more authentic story.\r\n\r\nPackaging World:\r\n\r\nHow do female stereotypes and clichés currently manifest themselves in retail product packaging and branding?\r\n\r\nAllison Koller:\r\n\r\nRepresentations of women in packaging and in store displays cue off many of the same clichéd codes present in advertising, where women are depicted as perfect, without flaws. This sets up an unrealistic standard, where women can’t get real. No sweat, no blemishes, no aging, perfectly run households—no individuals with real thoughts or feelings.\r\n\r\nCommon codes include: “Magic”—products that promise to make you flawless, or forget any challenges you may face; “The Ingenue”—an innocent (usually blonde) who never ages; “The Goddess”—either perfectly sculpted from a sweat-free workout or wearing a sparkling golden gown; “The Modern Miracle Mom”—house in order, dinner on the table, perfect birthday parties, blogging about it all; and “The Exotic”— an all too common representation of women of color as mysterious, sultry, or fiery.\r\n\r\nDesign language in packaging can quickly fall into shorthand to convey, “This is for a woman.” This includes graphic cues such as soft, pastel colors and curvy shapes, floral and butterfly motifs, and lace. It’s a singular idea of what femininity and being female should be, one that is outdated and infantilizing.\r\n\r\nYou might say that some of these representations are aspirational. Why are they no longer relevant?\r\n\r\nThese codes for femininity do set an aspirational expectation. It’s just another place for women to measure up to a definition of “perfection.” Many women have moved on to set their own standard for beauty, for motherhood, and for being a professional. Brands that create a platform for their audience to be themselves are much more relevant than those that dictate a specific way of being.\r\n\r\nDo you think it’s something female consumers are conscious of? Are they looking for alternatives?\r\n\r\nClichéd codes often fade into the background. They are expected, so their impact is dulled. They’ve become just another beautiful face, or a perfect body selling something.\r\n\r\nFrom my experience listening to consumers in focus groups for a myriad of products made for women, yes, women are very open to something different, something outside the girlie cliché. In some cases they demand it.\r\n\r\nBased on the cultural impact of campaigns like Dove’s Real Beauty, Like a Girl from Always, and Under Armour’s I Will What I Want, and even the packaging for U by Kotex, the opportunity to present an alternative to the cliché is rich. These brands found a new way to address women in categories that previously upheld standards of perfection for women. What may have initially felt like a risk, turned out to reap great rewards.\r\n\r\nWhat are some examples of package designs that rely on these stereotypes?\r\n\r\nMany brands in the feminine and personal care categories continue to use clichéd codes for femininity in packaging design. They fall into the trap of “for woman = soft or pink,” as if we need to be reminded that “women like flowers” when we have our periods.\r\n\r\nHow can brand owners convey more authentic messages to female consumers through their package design? What are some examples of brands that have successfully changed the story?\r\n\r\nPackaging is a perfect place to bring a brand’s tone of voice to life. From claims to romance copy, it is a platform to authentically connect with women. Paired with unexpected visual cues—ditch the pastels and flowers—a new story can emerge. A story where brands get real and cut her a break, or challenge her with new ideas. There are as many ways to say, “I’m for you,” as there are women out there. Be a coach in her success, a rebel in a tired category, someone that is infinitely relatable, not just a goddess or ingénue. Would a rebel show up to a protest wearing a gold ball gown? Ensuring authenticity is essential to your brand’s success.\r\n\r\nThere are excellent examples of brands that have found this authentic voice through packaging, sometimes in unexpected places, like beauty. Benefit Cosmetics strikes a tongue-in-cheek tone that doesn’t take beauty too seriously. Products like “fake up,” “benetint,” “high beam,” and “hello flawless” invite women in with humor, expressive patterns, and typography.\r\n\r\nBumble and Bumble hair care takes a similar approach to design through the use of distinctive patterns, textures, and copy for each product, which mirrors its inclusive portfolio for every hair type and styling goal.\r\n\r\nKY has expanded sexual wellness to include women’s pleasure, and has breakthrough packaging to match. Yours & Mine is not shy about its purpose or impact at shelf.\r\n\r\nKind bars flipped the (female) nutritional bar category on its head, using a name and clean, linear graphics that convey the elemental nature of the product, not a feminine cliché. The brand has recently built on its success with the launch of STRONG, launched for women seeking some extra protein for their (warrior-like) workouts.\r\n\r\nIs there a still a place for traditional feminine visual cues, depending on the product?\r\n\r\nIt is difficult to argue against a gorgeous, perfectly styled mane of hair in the hair-care category, or some sparkle in oral care packaging. However, there are always opportunities to be more inclusive in depictions of what is an aspirational image.\r\n\r\nWatch a video of Koller’s TEDx talk. \r\n\r\nOriginally published by Packaging World\r\nPhoto courtesy of Packaging World', 'Scrap the stale female clichés', '', 'inherit', 'closed', 'closed', '', '2279-revision-v1', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 2279, 'http://cbx.cappendev.com/2279-revision-v1', 0, 'revision', '', 0), (3049, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '

    \"\"By Joe Bona:\r\nLike novelists intent on creating lively protagonists, today’s retailers love to pen vivid descriptions of the all-important “core customer.” In all likelihood, you have heard or even given presentations that rely on this kind of language: “Her name is Cindy,” says the specialty store executive. “She’s 37, works in the insurance business and has 2.3 kids. Her husband, Dale, is an IT whiz. He hates going to the mall and has just started doing online shopping with his beloved iPad.” \r\n\r\nThis approach is popular for a reason. By leveraging in-depth data, retailers can figure out exactly what types of shoppers are most likely to make repeat purchases at their stores. Detailed composite characters like Cindy can then be used to help them shape more effective approaches to merchandising, marketing, branding and customer-service. And yet, in its single-minded focus on one type of shopper, the “core customer” concept tends to ignore one of today’s most prominent retail trends: channel-blurring.\r\n\r\nJust a few years ago, the retail business was characterized by bright lines between one sector and another: If a place had fueling stations and coolers full of drinks, you knew it was a convenience store. If it had a pharmacy and was located on its own corner, its core business was obviously to sell prescription and over-the-counter drugs. During this (relatively) stable era, the Walmarts and Costcos of the world were always out on the strip by themselves, and tenant lineups at regional malls were eminently predictable.\r\n\r\nThese formerly bright lines are fading fast. Channel-blurring is occurring to a remarkable degree in many sectors of the retail industry. Malls that once relied on upscale, fashion-forward tenant lineups are now welcoming the likes of Costco and Target to backfill vacated department store spaces. Walgreens, which has been looking more like a convenience store with each passing year, aims to put e-vehicle fueling stations in its parking lots, making that resemblance even more striking.\r\n\r\nConvenience stores, once known for that shriveled hot dog of indeterminate age, are transforming into something akin to a quick-serve restaurant, replete with cafés and prepared meals. Even Goodwill is cleaning up its stores and moving into nicer neighborhoods. And as retailers like Walmart broaden their appeal to more well-heeled shoppers, their counterparts on the luxury end are building outlet stores and wooing shoppers from lower tax brackets.\r\n\r\nSo what is happening here? When Wall Street and the housing bubble collapsed in 2008, consumers’ spending priorities shifted. Relatively affluent shoppers began checking out the likes of Walmart or Big Lots for the first time. Wine aficionados went to see if their favorite brands were cheaper at Costco, which they were. And landlords began welcoming extreme value retailers like Dollar Tree to centers that were once off limits to such tenants.\r\n\r\nThe net effect is that more retailers now understand that their stores are not necessarily for one type of person alone, no matter what name we give her. Indeed, cross-shopping among store formats and price-points is rare only among the very rich and the very poor. Cindy might be perfectly content to buy her husband an anniversary present at Nordstrom, but then hit T.J. Maxx for a small token of affection for one of her girlfriends. Thus, retailers would do well to think harder about how they can appeal to the heterogonous mix that is their customer base. Walmart did this by ramping up quality and cleanliness while preserving its emphasis on price. Duane Reade, the New York pharmacy chain, has done a fantastic job of reaching out to a broad array of shopper types using everything from organic foods to high-quality cosmetics. Department stores like Nordstrom are making lower-priced goods more visible in their stores, without skimping on atmosphere or top-notch customer service.\r\n\r\nIn the “new normal” of today’s economy, shoppers will continue to be circumspect about how they spend, and old channels will keep on blurring. This will make cookie-cutter approaches even more outdated. Embracing complexity -- or even, at times, paradox -- is a must. While your brand might have been founded on other attributes, it is still possible to introduce, say, more value or convenience. But it is also possible to lose credibility by being too heavy-handed with this approach. Your niche, in other words, still has to be your strength. Retailers who try too hard to be all things to all people can overreach, just as those who focus too much on an ideal “core customer” can miss valuable opportunities with the rest of us.\r\n\r\nAwareness of channel-blurring also will be more important for some retailers than others. Will a 19-year-old male be shopping at a women’s fashion retailer like Chico’s for any reason other than holidays or birthdays? Not likely. But for a wide variety of less-specialized retailers, it makes sense to see how innovative and creative you can be in broadening your appeal. Indeed, social networking and other technological tools make this more viable today than ever.\r\n\r\nAre we saying au revoir to Cindy, then? Not really. Instead, think of it as a bonjour! to all those new classes of customers who will be strolling into the store.

    \r\n\r\nhttp://www.chainstoreage.com/article/seeing-past-‘core-customer’-channel-blurring-means-retailers-should-embrace-complexity-and-e', 'Seeing past the ‘core customer’: Channel-blurring means retailers should embrace complexity -- and even paradox', '', 'inherit', 'closed', 'closed', '', '1557-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1557, 'http://cbx.cappendev.com/1557-revision-v1', 0, 'revision', '', 0), (3050, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'By Satoru Wakeshima\nSo, you go through the long, arduous task of an agency selection process. “We’re not looking for just a great agency,” you say. “We’re looking for someone that will truly partner with us.”\nThe agencies go through a rigorous request-for-information (RFI) and request-for-proposal (RFP) process that involves lots of important people who have little time for this kind of thing, but “this will affect the future of our organization and our brands!” Then each agency is brought in to demonstrate how it is different, answer questions with all the right answers, and put on a show. Finally, you’ve found them—the agency you’ve been searching for. Great people, incredible talent, the right experience, and, thanks to procurement, a great price! You’re excited and they’re excited, too. “We love these guys! GREAT! (pause) Now, we can’t stand them.”\n\nUnfortunately, those quickly changing feelings are common. Why?\n\nLet’s look at how a partnership between an agency and a client compares to other partnerships in our lives.\n
    \n1. Money Matters\n\nMost people don’t have to pay someone to be their friend, mate, or partner. Money makes a relationship awkward. But here’s the truth: The creative folks aren’t in it for the money. The money is a necessary means for people to be creative for a living. Creative people are motivated by the opportunity to do great work. We want the work to be great, not for our clients, but for us. Why is this important? Because to get the best work out of a creative agency, you have to get past any misconception that they’re out to get you. They’re not. A creative agency’s work is its calling card. The more successful the work, the better we look. The better we look, the better we feel.\n
    \n2. Expertise and Experience Means Something\n\nThink about other relationships where your expectation is that the person you’re paying has specific expertise or experience—doctors, lawyers, mechanics, accountants, etc. These people “work for you,” but you’re likely to want to work with them because they’re trying to help you. You don’t usually tell a doctor or lawyer how to do their job because they’re experts. Are the folks in your agency experts in what they do? They should be. And didn’t you just go through a very rigorous process in hiring them?\n
    \n3. Your Partner Wants to Help You\n\nHow is your relationship with your doctor different than your relationship with your gardener? You have a much more respectful relationship with someone who’s trying to help you solve bigger problems. There’s a lot more on the line when you’re dealing with your health or legal matters, than if your grass is cut too short. Your agency is trying to help you solve brand problems—that’s pretty important.\n
    \n4. Respect One Another\n\nThere are also relationships where you’re paying someone to do something that you know how to do, but don’t really want to do, like cutting your lawn. Unfortunately, you’re not likely to show these people the same respect you would your doctor. (Truth.) But these people are likely to want to do a better job for you. Whether you’re asking your agency to help you with highly strategic, creative work, or maintenance work, you want them to feel like everyone’s on the same side. Because ultimately, you’re all working towards the same objective: great work.\n\nWe agency people are like puppy dogs; we want you to love us and we want to please you more than anything. Tell us you love us, treat us with love and respect, and we’ll bend over backwards for you. Hell, we’ll even give you extra work for free! Treat us like we’re on opposing sides and… well, we’re less likely to want to please you.\n\nYou don’t need to show your agency “who’s boss.” Trust me, we already know. Because without our clients, we have no business.\n
    \n5. Good Partnerships Are Fair\n\nIn any partnership, there’s give and take. Each partner needs to feel like they’re getting something in return for what they’re giving. Like in any business partnership, there’s a value associated with time. If something requires a lot of time or needs to be done in a really short amount of time, it generally costs more. But being fair isn’t just about money. One of the most important factors in making either scenario work is the amount of your time you invest in setting your agency up to succeed. Your time in planning, preparing, organizing, gathering, and explaining will directly impact their performance.\n\nBeing fair also means being loyal. When you’re loyal in a relationship, it can prosper. Play the field, and the relationships become less meaningful. It’s common for clients to require their agencies to sign contracts that prohibit them from working with their direct competitors. But is that a commitment from both partners? Just like a person who dates too many people at the same time, gets a reputation, so can business partners. Just like in a good personal relationship, with commitment comes trust.\n
    \n6. Trust Is Everything\n\nThe best partnerships are founded on trust. Trust is earned over time and demonstrated by actions. We typically enter a partnership cautiously—that’s natural. But just as agency needs to earn a client’s trust, clients can do things to earn an agency’s trust, whether by helping them communicate their perspective to senior leadership, working with them to secure more time for the project, or just truly listening to what they’re saying. Trust is what makes each partner feel like they’re on the same side.\n
    \n7. Don’t Forget to Appreciate Your Partner\n\nI really appreciate great clients who exemplify the word “partnership,” and I let them know how much we appreciate their support. I tell them and I show them by treating their business like our business. Saying thanks, dropping a little love note, and showing your partner how much you appreciate them goes a long way. Don’t worry—you don’t need to remember birthdays or buy flowers. But like a good marriage, a good business partnership does take effort.\n\nSo in the end, the client and agency partnership is actually quite a lot like the other relationships in one’s life. There will be bumps in the road, walks in the park, celebrations, and sometimes tears along the way. But with the right partner, the work is worth it.\n
    \nRead more: http://www.mpdailyfix.com/seven-things-marketers-need-to-know-about-agency-partnerships/\n', 'Seven Things Marketers Need to Know About Agency Partnerships', '', 'inherit', 'closed', 'closed', '', '1870-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1870, 'http://cbx.cappendev.com/1870-revision-v1', 0, 'revision', '', 0), (3051, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'By Sandra Creamer\r\nI’m a strong believer in the notion that brands – whether you’re talking about products or companies – should be “single-minded” about who they are. But what about social media, programmatic media buys and the proliferation of touch points created by the trend toward omni-channel marketing? Don’t you need to sacrifice the brevity and clarity of a single, overarching idea if you are to have any hope of coping with the complexity of today’s media environment? Not at all. The key is to take a more nuanced view of the challenge.\r\n\r\nFor starters, single-minded doesn’t mean a single benefit. Plenty of longstanding and popular brands tout their multifaceted upsides (see the popularity of “all-in-one” or “3-in-one” statements, etc.). At the same time, however, all of these brands can explain themselves with clear, simple words or a single, straightforward phrase. This enables them to stay focused whether the channel is TV, print, packaging, store displays or digital media. After all, competing for the attention of today’s multi-tasking, time-pressed, driven-to-distraction consumers requires nothing if not brevity and clarity. Effective marketing necessitates well-chosen language. And yet a great many clients still ask for the “kitchen-sink concept.” They seem to believe that appealing to a broad audience means explicitly stating everything you can think of about the brand’s upside. It’s very tempting, but according to experts, this approach always tests poorly with consumers; they get confused and don’t take away anything at all.\r\n\r\nCompanies like P&G practically mandate that communication strategies have one idea that gets played out across all touch points to reinforce the main reason consumers should or will want to buy the product (they do a lot of testing to get there). Mega brand Tide launched Pods to great fanfare with a functional description on pack: “detergent + stain remover + brightener.” It’s an example of the 3-in-1 approach delivered in the context of a single-minded focus. Likewise, lucky number 7 appears across categories in P&G products, including newer products like Pantene Age Defy, which “fights the 7 signs,” and Total Effects, which was one of the first brands to kick off the multiple benefit idea with 7-in-1 anti-aging. A third P&G brand, Crest, relies on a modified approach: The new Sensi-Stop Strips have a simplified set of claims and benefits: 1 strip, 10 minutes, up to 1 month of protection. Lastly, Cover Girl, a P&G color cosmetic brand, launched Lip Perfection lip color a couple of years ago with the marketing line “softer lips in 7 days.” To this day, Cover Girl continues to use the copy “create soft, smooth, beautiful lips in just 7 days” (there’s that 7 again). Imagine how easy it is to use this communication message across all touch points.\r\n\r\nWhat you see in the examples above is what I call “choicefulness,” applied at the brand level. But choicefulness also lives at a deeper level – in the brand’s DNA. While it is possible to be single-minded and still have broad appeal, this does not mean the brand should, in its earliest stages of development, be designed for the masses. Who hasn’t heard a marketing executive say “Well, we want to appeal to everyone.” We know. But how you get there is a different consideration. The Apple iPod, Starbucks and Target brands were not designed with everyone in mind. Eventually the crowds came, but at the beginning, more than likely each brand had an “aspirational design target” – a hypothetical composite person – in mind for the design. It makes sense that industry insiders believe that Apple engineers designed their products for themselves. It’s impossible to imagine that “Joe the Plumber” could have inspired Apple, high-end coffee or Target’s accessible high-end design idea. But what these brands did embrace was the principle of choicefulness – conveying multiple benefits without sacrificing the clarity of a single, overarching idea.\r\n\r\nThere are many reasons why corporate and individual brands don’t automatically apply the principle of choicefulness. First, it’s counterintuitive and paradoxical to believe successfully appealing to a broad market means designing for a non-majority. Second, it feels too simplistic, warranting defensive cries of “but we’re a large complex business/brand/offering.” In reality, neither complexity nor size actually matters. Just look at GE (“imagination at work”) and IBM (“smarter planet”). Another perceived barrier: that being choiceful will somehow “limit our future options.” And yet consumers don’t miss a beat when brands modify themselves over time. Amazon used to describe itself as “a retail bookseller that provides instant access to over 1.1 million books.” Today, Amazon “seeks to be Earth’s most customer-centric company.” This is definitive, memorable and clear.\r\n\r\nIf you are not choiceful in your strategy and design, you’ll have difficulty aligning on a whole host of branding tactics: including naming, messaging and design, to name a few. And it will be much more difficult to have a unique and ownable point of view across all touch points. But it certainly doesn’t have to be that way.\r\n\r\nRead the full article here.', 'Should Brands Be Single-Minded in a Multi-Touch-Point World?', '', 'inherit', 'closed', 'closed', '', '2027-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2027, 'http://cbx.cappendev.com/2027-revision-v1', 0, 'revision', '', 0), (3052, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'At least six major brands ran ads during Super Bowl LI that addressed political or social issues such as immigration and gender equality.\r\nAt an average cost of $5 million per 30-second spot, those were some pretty expensive statements to make. Budweiser, Airbnb, 84 Lumber, Google Home, Audi, and Coca-Cola might have been lauded or jeered, depending on one\'s personal point of view, for delivering those messages, but did the brands get their money\'s worth?\r\n\r\nIt\'s a difficult question to answer, and it raises even more questions about if and when brands should speak out about policies or proposed laws, the challenges involved in doing so, and the risks of not speaking up on issues that are important to their customer base.\r\n\r\nOn a pragmatic marketing level, there is also the question of whether issue-oriented spots provide a worthwhile return on investment. The weekend after Super Bowl LI, Saturday Night Live ran a skit depicting a fictitious ad pitch session for Cheetos that lampooned the agencies that create activist ads and the marketing managers who buy them. It was exaggerated and satirical, of course, but it likely had a lot of marketing folks talking about the underlying issues that Monday.\r\n\r\n\"When it comes to making public statements or actions about policies or laws, it\'s always important to connect it back to your brand purpose, mission, and values,\" suggests Dustin Longstreth, chief marketing and strategy officer at brand agency CBX. \"Public statements rooted in a clearly understood and demonstrated brand culture will be received as authentic, whether people agree with the statement itself or not.\"\r\n\r\nThat\'s exactly the approach embraced by outdoor apparel marketer Patagonia, which has a long history of activism, but always on behalf of causes closely aligned with its brand DNA. \"For us, when we speak out about issues, it\'s not about politics, it\'s about the values we hold dear,\" says Corley Kenna, director of global communications and public relations at Patagonia. \"We\'ve been speaking out about issues we care about — which are those having to do with our planet — really, since the company was founded. We feel compelled to respond when we believe that environmental issues are under threat or are being taken for granted, and that\'s how we make the decision on when to speak out.\"\r\n\r\nAuthenticity is a key tenet of Patagonia\'s strategy, and it\'s demonstrated by the brand\'s willingness to take action on important issues, not just talk about them. \"Right now, we find ourselves in the middle of a very interesting and important conversation about public land,\" Kenna relates. \"We are very much in the spotlight because we have said directly to the governor of Utah that if he doesn\'t stand up for public lands — and specifically for the Bear Ears National Monument — then we will not participate in the biggest trade show in the state,\" Kenna says, referring to July\'s Outdoor Retailer show.\r\n\r\nSo, is it always a good idea for a brand to take a public stand on issues it considers important? It depends. A majority of Americans (67 percent) do not think that brands and companies should publicly comment on politics, according to research conducted by CivicScience, a provider of marketing intelligence solutions. But there are significant exceptions related to target audience and brand identity. For example, those under the age of 18 are 84 percent more likely to say that brands should publicly comment on politics, and Millennials are 25 percent more likely to say the same. Baby Boomers, on the other hand, are 20 percent more likely to take the opposite position. An individual\'s view of a particular brand also plays a role. For instance, among consumers with a favorable view of Beats by Dr. Dre, 56 percent think brands and companies should publicly comment on politics, double the percentage of those with an unfavorable view of the brand.\r\n\r\nFiguring out if and when a brand should take a public stance on a political issue or a proposed law requires careful analysis, says Mark Mayer, a former Kraft Foods brand manager who is now a clinical assistant professor of marketing at Indiana University\'s Kelley School of Business. \"Brand equity largely exists in consumers\' minds. It\'s not something that is simply created and pushed at consumers, but rather it is largely made up of consumers\' knowledge, experiences, associations, and other dynamics, which aren\'t static but rather change over time. So if this protest or statement or other stance fits with consumers\' attitudes — and fits with the brand\'s personality and image — then there probably won\'t be a negative issue, and such actions might even be very positive in effect,\" he says.\r\n\r\nThese are hard decisions to make, so it\'s no surprise that many brands prefer to avoid taking a public stand on controversial issues. \"Commerce is downstream from culture; for every action, there is an initial impact and a backlash,\" says Bill Gullan, president at the branding agency Finch Brands. \"Brands need to consider the compelling business benefits of making a political statement — first, how the issue impacts employees and customers.\"\r\n\r\nCommenting on some of the Super Bowl ads, Gullan, who has a degree in political science, concludes that it was strategic for Airbnb to take a side on the issue of President Donald Trump\'s executive order banning travel from seven predominately Muslim countries because the company\'s stance is consistent with the sensibilities of its global traveler base and progressive leadership team. Conversely, Gullan points to one of the games\' automobile ads that took on the issue of the gender wage gap. \"While beautifully executed, [it] seems less appropriate,\" he says. \"It\'s tempting to jump on an issue that\'s important and on-trend, but it\'s essential to have credibility before making a statement.\"\r\n\r\nPatagonia\'s Kenna, who spent more than a decade in government and politics before joining the private sector, echoes Gullan\'s observation on that key point. \"There are plenty of issues around the world that we don\'t speak up on, but not because we don\'t care about them,\" she says. \"We are, I think, a credible source of information around environmental issues, so that\'s the place for us to speak out. There is a natural tie-in on those issues with our brand. I\'ve been exposed to a lot of companies that struggle with this very question, and it\'s been my experience that companies do best when they find an area that makes sense for them to speak out on, as opposed to trying to speak out on everything.\"\r\n\r\nOriginally published in ANA Magazine\r\nPhoto courtesy of ANA Magazine', 'Should Brands Get Political?', '', 'inherit', 'closed', 'closed', '', '2290-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2290, 'http://cbx.cappendev.com/2290-revision-v1', 0, 'revision', '', 0), (3053, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '

    Retailers might not have the deep pockets of a consumer-packaged-goods giant. But a little creative thinking goes a long way. Consider the following tips — in no apparent order — when marketing your store brand products:\r\n\"\"\r\n\r\n1. Don\'t just promote on price.\r\nA quality store brand product at a low price might be appealing to many consumers, but it isn\'t necessarily a strong differentiator.\r\n\r\n\"The most successful retailers use [their brands] to not only drive margin, but to provide a clear point of difference, help enhance the shopping experience, and — most importantly — provide customers with additional reason to come to your stores and buy more,\" says Andres Siefken, vice president of marketing with Daymon Worldwide, Stamford, Conn.\r\n\r\nBrad Hanna, senior vice president, consumer packaged goods, and group practice leader of Kansas City, Mo.-based Barkley, says the \"quality and value\" proposition is an entry point for many categories. Retailers such as Target, Costco, Trader Joe\'s, Whole Foods and Safeway have gone beyond this proposition and carried through the more \"vibrant, relevant and defined personality\" of their retail brands into their store brand products to better differentiate themselves in the market.\r\n\r\n2. Consider the category.\r\nStore brand penetration varies from category to category. Ergo, marketing strategies also must vary from category to category, says Todd Maute, a partner with New York-based CBX.\r\n\r\nFor example, an April study from Market Force Information of Boulder, Colo., found that more than 29 percent of survey participants never purchase private label cereal (citing taste as the primary reason), while only 4 percent never purchase own-brand milk.\r\n\r\nRetailers should effectively analyze data to determine the optimal private label product mix, Maute says. The insight also should be coupled with marketing strategies that vary from category to category.\r\n\r\n3. Use the shelf edge.\r\nMany experts believe that at least 70 percent of purchasing decisions are made in-store. For that reason, Jeff Weidauer, vice president of marketing and strategy for Vestcom, Little Rock, Ark., calls the shelf edge a store’s \"most valuable real estate\" for educating customers and promoting store brand items.\r\n\r\n\"It\'s the first place a shopper looks for information,\" he says, \"and it\'s the best bet for creating that all-important connection that makes her choose the product off the shelf.\"\r\n\r\nAnd don\'t forget about placing quick response (QR) codes on the shelf edge. By taking a picture of a QR code with a smartphone, consumers are directed to a website containing product information that might not fit on packaging or a shelf edge.\r\n\r\n4. Get creative with displays.\r\nThe private label industry has seen a push toward creative point-of-purchase (POP) formats that feature innovative, multi-dimensional and 3D visuals that really grab consumer attention, says Kathy Calta, chief marketing officer for Baltimore-based Vertis Communications.\r\n\r\n\"Mixing textures like fabric, wood, aluminum and metal is another trend retailers are using with their displays to promote store brands,\" she says.\r\n\r\nRetailers also could use window clings and creative shades or blinds, Calta adds. And when integrating a brand\'s message on POP displays, it is important to think regionally — in terms of both geography and ethnicity — so messages are versioned appropriately.\r\n\r\n5. Be consistent.\r\nIn packaging, visual quality and consistency — in terms of both color and content — are two key attributes that impact a brand\'s value and affect the way consumers view and select products, Vertis\' Calta says. Both help tie store brand products together.\r\n\r\n\"To make a store brand easily recognizable on shelves, it\'s important that the colors and images on a can of soup are consistent with those on [a] bag of chips,\" she says.\r\n\r\nVertis recently began using customer insight to develop packaging concepts for Sunflower Farmers Market\'s own-brand products. The concepts — which go across a variety of product substrates — feature colors, imagery and designs that convey the attributes of the brand that resonate most with consumers.\r\n\r\n6. Encourage exploration.\r\nThe retailer has the power to create a shopping experience that motivates clients to explore, says Greg Feinberg, president of the Los Angeles-based Aisle 9 Group.\r\n\r\n\"The retailer also has the power to place its products in optimal areas where they will be picked up,\" he points out. \"Remember: Once a product is picked up by a consumer, there is an 80 percent chance that they will buy it.\"\r\n\r\nMike Taylor, executive director, brand strategy and research for Dayton, Ohio-based Interbrand, says his company\'s research shows that consumers consider every shopping experience to be a journey.\r\n\r\nTo create an enjoyable journey, Taylor says retailers should let their store brands be trail markers. Retailers could place them in areas that \"surprise and delight consumers\" every time they walk into the store and down an aisle, with one \"marker\" leading to another.\r\n\r\n7. Create a demo program.\r\nIn-store sampling not only impacts day-of sales, but also impacts sales for many weeks following. An August 2009 study from research firm Knowledge Networks-PDI, Menlo Park, Calif., found that items sampled in-store in multiple categories showed an average 475 percent cumulative sales lift on the day of the event. What\'s more, over the course of a 20-week period, the sampled items saw an average cumulative sales lift of 74 percent.\r\n\r\nThe study also found that in-store sampling drives repeat purchases and sales of existing products and line extensions.\r\n\r\n8. Promote outside the store. \r\nMost purchase decisions are made in-store, but don\'t discount the importance of engaging consumers outside those four walls. Rich Simon, managing partner with Boomerang Brands, Westmont, Ill., says every retailer has a captive audience for its store brands. But rarely does one see a retailer promoting its brands outside of the store.\r\n\r\n\"Retailers must look at the daily lives of their iconic customers and promote their store brands where they work, work out and receive their local news,\" Simon adds.\r\n\r\nHe goes on to say that retailers have the opportunity to promote their store brands through targeted advertising via print (local newspapers and mailers), health-focused events (local 5K runs and amateur sports) and social media.\r\n\r\n9. Think big picture. \r\nA store brand represents its owner, taking on its personality and visual identity. Therefore, it is important to know the attributes consumers find most appealing about the retailer and use them during every step — from product development to marketing.\r\n\r\n\"Many retailers have vibrant and relevant retail brands, but they are missing an opportunity to push the equities of their retail brand into the equity of their private brands,\" says Barkley\'s Hanna.\r\n\r\n10. Use excess space. \r\nIn the May issue of its Competitive Edge (titled \"My Store Is Too Big — What Do I Do With the Extra Space?), Barrington, Ill.-based retail consultancy Willard Bishop says the most efficient store size is approximately 40,000 square feet — nearly 25 percent smaller than most grocery stores are today. That extra space could be dedicated to destination or signature categories, thus providing customers with a unique shopping experience.\r\n\r\nhttp://www.plstorebrands.com/print-article-shout_it_out-2139.html', 'Shout it Out', '', 'inherit', 'closed', 'closed', '', '1750-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1750, 'http://cbx.cappendev.com/1750-revision-v1', 0, 'revision', '', 0), (3054, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'I recall a business meeting where my team hosted 20 colleagues from Japan. At the end of the meeting, each and every one of our guests twisted the cap back onto his soda bottle and placed it in his bag. I had noticed cultural differences via greetings and meeting behaviors throughout the day. This action, however, transcended customs and geographies and I realized in that moment that appreciation for beauty and art is a universal human trait. These people “liked” this showstopper packaging design and decided to keep it. These particular bottles were the streamlined metal Coke and Diet Coke bottles, and would undoubtedly be put on display when they returned home.\r\nHistorically, consumers held onto packaging only if it served a functional purpose. Cigar boxes, coffee tins and Quaker Oats canisters were repurposed as storage or toys. They ended up sticking around for days, months or years as subtle reminders of the brand. Growing up, I can remember having Folgers cans in our basement filled with nuts and bolts. The Container Store wasn’t ubiquitous in the 80s, so my dad improvised. As a result, I will never forget those Folgers cans.\r\n\r\nFunctionality will keep an old package around. Creating something that consumers find beautiful enough to hold onto is another. There are two major benefits to showstopper packaging.\r\n\r\nThe first is impressions. Traditional advertising is on the decline, social media is on the rise and brands around the world are challenged to connect with consumers in unique and personal ways. Showstopper packaging delivers strong, personal impressions over and over again. When you pick up a pack, that’s an impression. When you eat or drink the product, that’s an impression. And when you display the pack, you get a new impression every time somebody so much as glances at it. That’s as good as advertising. I’d like to go so far as to say “free advertising,” but it’s not free. It costs money to design and produce showstopper packaging. These impressions, while small in scale, are so valuable because they reach the unreachable to manufacturers: homes and offices.\r\n\r\nThe second major benefit is creating incremental sales. With showstopper packaging, consumers may choose to buy an item just to keep, use or display and still buy a separate package to consume. Any kind of olive oil sold at Williams Sonoma is an example of this. These packages work hard to show off the beauty of the product, and as a result double as decoration. If a consumer wants to display it and consume it, he or she will need to buy two. This is a huge win for brands, and one that the post office has been pulling off for years by encouraging people to collect stamps. Showstopper packaging also reaches a subset of people who wouldn’t ordinarily buy a particular product. If a pack is notable, they may be inclined to purchase it as a gift or put it on display, resulting in even more incremental sales.\r\n\r\nThere are many benefits to packaging that consumers want to keep and all are linked to sales.\r\n\r\nFor new food and beverage brands, great packaging is needed to stand out on the shelf. So much has been done before with form, substrate and graphics. To enter the crowded vodka market, Crystal Head Vodka designed a glass skull. These bottles were undoubtedly designed to grab attention and give consumers something interesting to display at home. New brands can also use showstopper packaging to create the perception that their brand and product has value.\r\n\r\nFor existing brands, showstopper packaging can be used to make news and cause people to pause for a second look. Many brands take advantage of licensing partnerships, throwback designs, designer series or sports team themed seasonal packaging. A strategy like this will certainly get people to take notice, but doesn’t necessarily convey a sense of increased value that showstopper packaging does. Miller High Life recently commissioned a designer series, but there were very few variations and multi-pack cases did not carry the variety. Thirty of the same doesn’t say “special.”\r\n\r\nThe way to create a showstopper package for food and beverage is to create something that people want to hold in their hand and put on display. They need badge value. They need to be cool — like the metal coke bottles that my Japanese colleagues carried home with them. And even more so, like the original coke bottles: showstoppers.\r\n\r\nOriginally published in Smartblogs.\r\n\r\nPhoto courtesy of Coca-Cola.', 'Showstopper Packaging: the Power of a Bottle', '', 'inherit', 'closed', 'closed', '', '2137-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2137, 'http://cbx.cappendev.com/2137-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3055, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '

    \"\"By Rick Barrack:\r\nMore than two months later, we still haven\'t forgotten the images of Haiti being reduced to rubble in the worst catastrophe in its 200-year-old history. But with the devastation in Haiti--and in the aftermath of Chile\'s worst earthquake in over 40 years--we have also witnessed unprecedented support from private and governmental agencies, religious groups of all denominations, and international relief organizations from around the world. In the United States alone, the American Red Cross generated nearly $30 million in two weeks after setting up its $10 text-message donation system for Haiti.\r\n\r\nAs we\'ve seen in Haiti and Chile the logos of disaster relief agencies must also work harder than most other logos. Due to the fact that they\'re used in a variety of foreign countries and by people who speak many different languages, they need to communicate a singular idea that\'s easily recognizable, even if the name attached isn\'t instantly understood. Since they\'re used in the field with less-than-optimal graphic conditions, these logos need to make sure they can be readily reproduced on a large scale and across all mediums. And since disaster relief logos are often used as landmarks for aid in infrastructurally-damaged areas, they must use a vivid color scheme that will stand out against any background.\r\n\r\nWhen we think of disaster relief and humanitarian organizations, which come to mind first and why? How effective and memorable are their identities?\r\n\r\n\"\"\r\n\r\nThe Red Cross/American Red Cross is the neutral worldwide organization dedicated to humanitarian interests and the prevention of human suffering. The visual effectiveness of its logo is centered on a simply colored shape, transcending language barriers and making it one of the most widely recognized symbols on the planet, synonymous with mercy and charity.\r\n\r\n\"\"\r\n\r\nCARE serves individuals and families in the poorest communities of the world. Drawing strength from its global diversity, resources, and experience, CARE promotes innovative solutions and advocates global responsibility. The warm color palette evokes a sense of positivism and compassion, and the hands forming a circular shape create an unmistakable, universal symbol of partnership and cooperation. The lower case lettering suggests approachability, access, and friendliness. It is easy to scale up and down and has great visibility from a distance.\r\n\r\n\"\"\r\n\r\nUNICEF is mandated by the United Nations General Assembly to advocate for the protection of children\'s rights--to help meet their basic needs and to expand their opportunities to reach their full potential. The UNICEF logo benefits enormously from the fact that it is based on the United Nations logo, which is highly recognized and afforded immediate legitimacy all over the world. It could be improved slightly by sharpening the mother/child silhouettes or transforming these images to seem more life-like.\r\n\r\n\"\"\r\n\r\nThese logos, for the most part, work. But I as I surveyed disaster relief logos in action throughout the many photos of Haiti and Chile, I was struck by the poor graphic presence of Doctors Without Borders (or Médicins Sans Frontières). The international medical humanitarian group is a neutral organization that provides aid to people whose survival is threatened by violence and neglect due to armed conflict, epidemics, malnutrition, or natural disasters. But even with its very bold mission this is an example of a disaster relief organization badly in need of a new identity to communicate its cause.\r\n\r\nWhile the coarse and sketch-like nature effectively communicates the often incredible and daring endeavors of the organization, the image is still vague and confusing. While Doctors Without Borders has not asked for our help, CBX decided to show how a new logo could provide an improved image reflective of its international, global mission.\r\n\r\n\"\"\r\n\r\nTo create something much more effective, we started by communicating a singular idea in a much simpler way by using a symbol with a medical connotation that also suggests freedom of movement to convey the \"without borders\" aspect of the organization.\r\n\r\n\"\"\r\n\r\nWe chose a dove for its peace symbolism but also to illustrate that doctors should be free (as birds) to cross borders. Instead of the traditional olive branch, we picked a stethoscope that symbolizes medical relief--it\'s a concept that easily communicates what to expect wherever that logo will be found.\r\n\r\nFinally, this color spectrum illustrates that Doctors Without Borders will help people of all nationalities. But we also chose this rainbow of colors for its bright, hopeful feeling. At the very least, a disaster relief logo might be able to provide a small moment of optimism in an otherwise devastating environment.

    \r\n\r\n\r\nhttp://www.fastcompany.com/1600702/sign-humanitarian-relief-anyone-can-understand\r\n', 'Sign of Humanitarian Relief That Anyone Can Understand', '', 'inherit', 'closed', 'closed', '', '1569-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1569, 'http://cbx.cappendev.com/1569-revision-v1', 0, 'revision', '', 0), (3056, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'Don’t let tight quarters deter your sales\r\nCharm meets functionality at Nomad’s Pizza in Hopewell, New Jersey. This 600-square-foot historic carriage house has been transformed into a cozy European-style eatery. And despite its size, it’s packing a punch for owner Tom Grim’s bottom line.\r\n\r\nAverage wait times for a table on a busy night: Two hours. And people do wait.\r\n\r\n“We have three places, and this one is the most profitable,” Grim says. “The others are bigger with kitchens. We’re able to focus, and we don’t have the whole kitchen staff to worry about. We make pizza and salads and are very efficient.”\r\n\r\nJames Sundstad understands why Grim has found success in a small space. Several years ago he was part of the team tasked with developing Starbucks’ new “express” stores, recreating the Starbucks experience in 400 to 500 square feet. His team worked on a “mock” store at Starbucks headquarters to find a formula for operating in a limited space. Sundstad is now vice president of branded environments at CBX, a retail design consultancy.\r\n\r\n“It comes down to honing your operation to make it functional and have a good customer experience,” Sundstad says.\r\n\r\nHere are ways to maximize your space for your customers’ happiness and your profitability:\r\n\r\nStudy and understand how your customers move\r\nThink about the “journey” into your small space from their standpoint, Sundstad says. Choose a table, sit at it and then watch customers to see how they’re “flowing.” Is there a path for wait staff to deliver food without crashing into customers?\r\n\r\n“If you handle velocity in a way that benefits the customer, and wait lines are not long, you can increase sales,” he says.\r\n\r\nVary seating to play with the sense of scale\r\nUsually with a smaller space, people think they can only fit “so many tables,” Sundstad says. Get creative with a mix of table heights and sizes –– a large community table, lower seating, bar seating, a counter by the window or even an “armchair nook” with two plush chairs facing each other in a corner. It makes the more space engaging, and the more variation, the better. “One level of low seating consumes space,” he says.\r\n\r\nJim Jacobs, owner of Pisanello’s Pizza in Mount Pleasant, Michigan, knocked down a wall in his shopping center to expand the restaurant in 2014. He nearly doubled the space from 50 seats to about 90.\r\n\r\nBut before that, seating was at a premium. The place had become incredibly popular after he added a buffet lunch service. To accommodate the lunch crowd, Jacobs built a bench along the length of one wall and placed tables in front of it. “They can be shoved together for whatever size you want –– two or 20 people,” he says.\r\n\r\nA combination of tables and booths, with Jacobs’ personal woodworking touch, created a warm and eclectic space. “I made 80 percent of the table tops out of a local red oak board that I bought at a saw mill. Plus, I took some old maple top butcher block tables that we used for prep tables in the back, and I sanded those down and varnished them, and we use those for table tops now,” he says.\r\n\r\nCreate ambiance in tight quarters with light and sound\r\nJeff Pond is former owner of A4 Pizza, a 1,200-square-foot restaurant in Somerville, Massachusetts. He had to shutter A4 due to an August 2015 fire.\r\n\r\nBut one thing he learned about interior design from the A4 experience is that soft lighting provided depth to the dining experience.\r\n\r\n“Our kitchen was in the same room. We had a wood fired oven that centered the room, and it was the only prep and cooking area. You came in, and it was wide open, and you saw everything that was happening. The ambience was warm by nature,” he says.\r\n\r\nPond has bounced back and is constructing two new restaurants, scheduled to open in September and October. But he misses his cozy space at A4.\r\n\r\n“The upside to the small space is that the energy is fantastic,” he says. “You get just 10 to 12 people in the room, the energy changes. If you put them in a 200-seat restaurant, it’s different.”\r\n\r\nNoise definitely plays into ambience, Sundstad agrees. Keep in mind that hard surfaces add to the acoustics of a small space. If you want diners to linger, incorporate textiles and soft background music.\r\n\r\n“The core question to all of these elements is, how long do you want customers to stay? Or do you want them to get their stuff and get out? What are you encouraging them to do? If you do a high volume business, it’s less about sit-down service,” he says.\r\n\r\nStick with simple and savory\r\nWhile working on the express stores at Starbucks, Sundstad and his team pared down product offerings so that baristas could efficiently serve the most popular drinks in a tiny space. “We’d get the 20 different syrups and choose the top six that people use and decided what we could offer. For example, we knew we couldn’t do blended drinks but other things,” he says.\r\n\r\nSimilarly, apply the “keep it simple” rule to your pizzeria.\r\n\r\n“The only thing we cook is the pizza,” Grim says. “We have no kitchen or hood or fryer, or any of that stuff. We have a salad station. Anything that needs to be cooked, we cook in the oven. There’s no stove. Just the pizza.”\r\n\r\nFun waiting in a small space\r\nAt tiny Nomad’s on a busy night, owner Tom Grim ensures the time passes as quickly as possible. “We have a beautiful garden area, and people hang out and drink wine. They bring their own wine (in New Jersey, any restaurant can do that), and people love it,” he says.\r\n\r\nGrim also uses an app service called Nowait, a text message waitlist system. “People leave their number, walk around, and Nowait texts them when their table’s ready,” he says.\r\n\r\nIn a pinch, chalkboards also work for waits at small restaurants, says Jeff Pond, former owner of A4.\r\n\r\n“We took a pillar in the front area, made a chalkboard and had a running wait list. We didn’t take reservations and only sat 36 people. You could see how far along you were on the list,” he says.\r\n\r\nOriginally published by Pizza Today\r\nPhoto courtesy of Pizza Today', 'Small Spaces, Big Profits', '', 'inherit', 'closed', 'closed', '', '2189-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2189, 'http://cbx.cappendev.com/2189-revision-v1', 0, 'revision', '', 0), (3057, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'Leveraging Their Talent for Providing Customer Service and Developing Innovative New Concepts Can Help Brick-and-Mortar Merchants Cultivate the Older Populations, CBX Executive Writes.\r\nWhile lower prices and broader assortments of merchandise will continue to give Internet retailers a leg up on their brick-and-mortar counterparts, the latter can thrive by using customer service and innovative new concepts to cater to the growing senior citizen market, writes Crosby Renwick, Executive Director of Strategy at brand agency and retail design consultancy CBX, in a guest commentary that appeared in late October on www.chainstoreage.com, a retail management publication.\r\n\r\n\"The prognosticators all say the same thing: What little growth there will be in consumer spending over the next five years is mostly going to happen online,\" writes the veteran marketing executive. \"But the bricks and mortar model can start winning again by leveraging its natural talent with the changing conditions\" -- the graying of the American marketplace.\r\n\r\nIn the column, titled, \"Advantage: Retail,\" Renwick notes that retailers may perceive the increasing number of older Americans as a disadvantage to their business because these consumers do not spend as much money on goods as their younger counterparts. However, senior citizens do buy services. Brick-and-mortar retailers are in an ideal position to leverage their natural talent to provide these services, in turn distinguishing themselves from merchants that only conduct business online.\r\n\r\n\"Haven\'t bricks and mortar retailers been in the service business all along?\" Renwick asks. \"Especially mom-and-pop stores, who buy, edit, arrange, display and demonstrate an array of products while bringing them close to the customers. That\'s service. It\'s a natural talent missing from the Internet; you can\'t click and order services. Services most likely require in-person experiences within bricks and mortar.\"\r\n\r\n\"The explosive growth of the senior population brings with it opportunities that go well beyond storefront medical and insurance services,\" he notes, outlining several concepts that can be employed to fill vacancies in malls, strip centers and business districts. These include storefront \"Senior Social Clubs\" complete with gyms, reading and art programs, wood shops, talent shows, and other features intended to bring together like-minded individuals. Although services of this type could be placed in church basements and other locations off Main Street, being in the center of everything, with retail locations, ensures maximum visibility, Renwick contends.\r\n\r\nAnother option are service-driven integrative pharmacies that stock naturopathic (plant-based) remedies as well as Western pharmaceuticals, and concentrate on the pharmaceutical side of the business, \"All the big drug chains turned themselves into convenience stores in the past 20 years,\" Renwick writes. \"Pharmacy is still a major part of their business, but nobody specializes in it anymore. And, what a giant, dependable business it is. Indeed, the elderly average six prescriptions per person, to be taken every day for the rest of their lives.\"\r\n\r\nRenwick also advocates the launch of \"senior living superstores\" targeted towards individuals over 50 years of age. He describes these stores as \"one-stop emporiums\" whose merchandise mix would include all the items necessary for modifying a home to accommodate older residents (e.g., grab bars, motion-sensitive lighting and chair lifts). Shoppers could also arrange for home-modification services, like elevator installation. Related products, such as large-print books and invisible hearing aids, would be available as well. \"Today, the only retail place where you can access even a modest assortment of these products is a hospital supply store,\" Renwick writes. \"It\'s probably located on the wrong side of town, it\'s grey, badly lighted and there\'s a wheelchair and toilet seat in the window -- and probably a dirty window, to boot.\"\r\n\r\nRenwick notes that touting low prices on commodities is the only arena in which Internet retailers triumph over brick-and-mortar retailers. \"Who wants to be in that business anyway?\" he writes in the conclusion to the piece. \"Let\'s apply what retail really already does better -- servicing its clientele -- and focus those services on the exploding aging population.\"\r\n\r\nThe full article is available at: http://chainstoreage.com/article/advantage-retail?ad=exclusives-analysis. ', 'Smart Retailers Target Seniors With Service', '', 'inherit', 'closed', 'closed', '', '1886-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1886, 'http://cbx.cappendev.com/1886-revision-v1', 0, 'revision', '', 0), (3058, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '

    Scotts creates a no-mess, no-guesswork lawn spreader that works with pouched lawn-care products that snap into place and provide controlled-flow dispensing.\r\nThe Scotts Co. has stirred up a stagnant lawn-care product category with a new lawn spreader system featuring a custom pouch with fitment that becomes an integral part of the product-dispensing process. The Scotts Snap cartridge spreader system with complementary Scotts Snap-Pac pouches, engineered in-house with assistance from a design firm, provides a no-mess, no-guesswork lawn-care option for consumers with smaller lawn sizes—4,000 sq ft or less—and for those looking for a more convenient spreader option.\r\n\r\nThe sleekly engineered spreader and eight product varieties in flexible Snap-Pac pouches—including lawn food, weed controls, crabgrass preventer, and insect killer—were launched gradually into the market, beginning in 2010 and becoming available nationally in home and garden retailers in 2012. Sold separately from the spreader, the products are dispensed by placing the Snap-Pac on top of the applicator, flipping a switch that affixes the pouch to the spreader, and engaging the handle of the spreader, which opens the fitment at the bottom of the pouch to release product in a controlled flow.\r\nAccording to Scotts research principal Brad Schultz, the Snap system was developed in response to ethnographic research conducted by the company to determine consumers’ pain points relating to lawn and garden care. One challenge, they learned, was the unwieldy task of pouring product into the spreader, as well as the subsequent storage of unused product.\r\n\r\n“Another challenge, particularly for consumers who aren’t experienced in lawn and garden fertilizing, is understanding the product instructions,” Schultz adds. “Snap basically takes that anxiety away for the consumer because there are no settings. Each cartridge is preset for the product that’s being dispensed. So assuming the consumer goes over their lawn just one time [with the spreader], there is no chance of over- or under-application of product.”\r\n\r\nAt $49.99, the Snap applicator is positioned between Scotts’ mid-tier and high-end spreading units. It was designed with a streamlined, contemporary appearance and a small footprint, with a handle that folds in half for easy storage. Premium metallic colorants were used in the injection-molding process to offer more “bling” than Scotts’ traditional agricultural-style spreaders, Schultz notes. All colorants and resins for the spreader were also selected to meet Scotts’ strict durability and fade-resistance requirements, he adds.\r\n\r\nThe crowning achievement of the Snap cartridge system however, is the Snap-Pac. Says Schultz, “When we set out to build this package, we really pushed the limits of what has been attempted before in terms of fitment technology.” The Snap-Pac employs two proprietary parts: a multilayer stand-up pouch, and a custom injection-molded dispensing fitment. The pouch, holding from seven to 12.8 lb of product, depending on variety, offers a custom shape that engages with the spreader and features a two-hole handle that makes it easy for consumers to carry. The proprietary pouch structure is laminated for strength and for high-end print capabilities, and offers UV-resistance.\r\n\r\nThe fitment, positioned at the bottom of the pouch, is a four-piece construction made of high-density polyethylene that includes a metering plate specifically designed for each product variety to ensure the proper application rate. “You don’t put an insect control product down at the same rate as a fertilizer,” Schultz explains. “So we modify the metering plate so we get a variety of orifice sizes that allow us to control the flow of product.” Once the consumer releases the handle of the spreader after product application, the fitment closes, and the pouch with any unused product can be removed from the spreader for clean, no-spill storage.\r\n\r\nAs for the product’s marketing prowess, brilliantly colored Snap-Pac pouch graphics were designed by brand agency CBX, which created aspirational images for each lawn-care variety to showcase the end benefit of the products. A blue sky with fluffy clouds is pictured on the top half of the bag, while the bottom displays vibrant-green grass. The product name uses an approachable, contemporary typeface that is locked up with the Scotts logo. A three-step instructional inset with product illustrations at the bottom of the bag depicts how users “Snap,” “Lock,” and “Go” with the system.\r\n\r\nSays CBX chief creative officer Rick Barrack, “The educational component of the product was paramount to our solution. The visual design needed to communicate that this is an integrated lawn care system with key features and benefits—essentially that a beautiful lawn is just a Snap away.”\r\n\r\nSince its introduction, Scotts Snap spreader cartridge system has caused some buzz in a retail category starved for innovation, Schulz says, and has attracted new consumers to a process that may have formerly intimidated them. Snap-Pacs are available nationally at a suggested retail price of $13.99 to $29.99, depending upon variety. \r\n\r\nhttp://www.packworld.com/package-type/bagspouches/snap-pac-pouch-makes-lawn-spreading-simple\r\n', 'Snap Pac pouch makes lawn spreading simple', '', 'inherit', 'closed', 'closed', '', '1657-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1657, 'http://cbx.cappendev.com/1657-revision-v1', 0, 'revision', '', 0), (3059, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'Snapple has emerged with a new look following a makeover from the company’s longstanding brand agency, New York City-based CBX. The company announced the “brand refresh” in a press release Wednesday, revealing that over twenty different flavors of Snapple’s regular and diet teas and juices will see a packaging redesign. The moves comes as part of the company’s efforts to deepen its presence across the United States as the ready-to-drink tea category continues to experience significant growth.\r\n“Snapple has a strong following on both coasts and now it’s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,” said Rick Barrack, CBX’s Chief Creative Officer.\r\n\r\nYou might not notice Snapple’s new face at first glance but its graphics have seen some tweaks. In an effort to “amplify the playfulness, wit and simple goodness” of the brand, its lettering has been updated while keeping the brand’s signature curled “S” intact. A new hand-drawn sun also now hangs above its logo. CBX also placed an emphasis on Snapple’s New York roots with a NYC skyline featured on its bottles.\r\n\r\n“We want people across the country to share this excitement about the brand because, although it was born in New York, it’s truly made for everyone,” said Brent Chism, Snapple’s director of marketing.\r\n\r\nLastly, Snapple’s flavors will also now feature captions including “Life’s a Peach,” “Lemon Large,” “Takes 2 to Mango” and “Kiwi Meets Berry.” The new bottles are hitting store shelves now.\r\n\r\nOriginally printed in BevNet.', 'Snapple Undergoes “Brand Refresh”', '', 'inherit', 'closed', 'closed', '', '2109-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2109, 'http://cbx.cappendev.com/2109-revision-v1', 0, 'revision', '', 0), (3060, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'The team at Houston\'s Saks Fifth Avenue is in the final stages of preparing for the store\'s anticipated April 28 opening date.\r\nDisplays are laid out, and apparel from high-end designers like Alexander McQueen, Carolina Herrera, Louis Vuitton and Tom Ford are on the hangers. The Houston Business Journal got a sneak peek of the new, expanded building. Take a tour in the video.\r\n\r\nSee the full video on Houston Business Journal', 'Sneak Peek: Inside Houston\'s New Saks Fifth Avenue (Video)', '', 'inherit', 'closed', 'closed', '', '2176-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2176, 'http://cbx.cappendev.com/2176-revision-v1', 0, 'revision', '', 0), (3061, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'A new generation of specialty carts and kiosks is generating big revenues in small spaces.\nBack when giant televisions and stereo systems were at the top of shoppers\' must-have lists, electronics chains shelled out millions of dollars for big-box stores manned by oodles of employees. But these days a kiosk staffed with just one person can rake in huge amounts of cash by selling tiny gizmos and accessories. After all, when powerful computers are small enough to put in a pair of eyeglasses - as with the much anticipated Google Glass, the head-mounted device set to go on sale in 2014-who needs all that shelf space? \"Size doesn\'t matter anymore,\" said Don Gregor, national vice president at Canada\'s Aurora Realty Consultants. \"lt\'s profitability.\"\n\nAnd according to the pros, the powerful punch of smaller spaces is just one of many factors contributing to the ongoing vibrancy of specialty leasing in today\'s technology-driven, post-recession economy. With their high traffic, low overhead and short-term leases, carts and kiosks are a perfect way for entrepreneurs to test new concepts and otherwise respond creatively to the ever-shifting marketplace, observers say. Thanks to technology, even mainstays of the business are managing\nto make more money, Gregor says. \"Look at the T-shirt kiosks - they\'ve been around at every mall for 20 or 30 years,\" he said. \"But they no longer print up the T-shirts in advance, except for the ones on display. Now they have a computer, so people can press a button and create their own shirts using hundred of customizable designs. Blank shirts are the only thing in the actual booth--no inventory and no wastage.\"\n\nAnd though kiosks hawking cellphone accessories have been around nearly as long, the continual release of new-model gizmos keeps stir ring demand for chargers, cases and more, particularly among status-conscious young people. \"Some of the cart people do incredible number,\"Gregor said. \"We have a client that does cellular-phone faces. You might think, \'Why would anyone be in the cellular-phone face business?\' But if you look at a little tiny piece of plastic that I molded, colored and with some bedazzled jewelry on it kids are buying these things for $25 or $30 bucks each. The profit margin is so incredible that effective sales per square foot of some of the cart operators would rival that of any of the major international brands.\"\n\nBut technology is not the only innovative force in the world of specialty leasing. Landlords’ leasing teams, for one, are scouring local markers to find new categories of colorful and compelling specialty leasing concepts. Carts and kiosks with a retro focus are a prime example. \"Sometimes it\'s actual vintage furniture where the operators will repurpose things,\" said Michael J. Anderson, assistant vice president of leasing development at Macerich. \"Other times it\'s things like vintage or reproduction clothing. The e types of stores are really popping up in urban shopping areas, and so now we\' re adding them to our centers.\"\n\nMacerich leveraged both the \"buy local\" trend and the strategic advantages of smaller spaces when it created The\nUnion, an alternative retail concept that opened last year at Biltmore Fashion Park, in Phoenix. The idea was to give shoppers a mix of 18 distinctive boutiques, some of which were as small as 200 square feet. The roster of kiosk like tenants now includes businesses that may be found along any city street in d1e world: newsstands, flower sellers, gift shops and clothiers among them. \"We basically took a 7,000-square-foot empty shell and created a group of individual stores,\" Anderson said. \"It\'s a great concept. Some of these tenants have other stores wid1in the city, but they\'re all local retailers and entrepreneurs.\"\n\nMeanwhile, many of the same trends that are making an impact elsewhere in the retail universe - such as the rise of medical and service-oriented tenants, or the growing popularity of the franchise model among entrepreneurs- are equally visible in specialty leasing, observers say. Health care spending will rise by about $600 billion over the next three years alone, according to CBRE. Little wonder that leasing teams, including those responsible for carts, kiosks and temporary in line spaces, are doing more deals with medical-related users. \"With key parts of Obamacare coming to fruition in 2014, we are seeing a lot of the health care companies want to have a presence in our centers,\" Anderson said. \"They want to explain the process to the consumer, face-to-face.\"\n\nBranding is also hugely important to health care companies and other non-traditional users these days- especially in those markers where they happen to be locked in battle for market share with one or two competitors. Leasing carts and kiosks gives these tenants the ability to accomplish two goals at once: making money by selling in high-traffic parts of the mall, and boosting their brands against those of their rivals, says Jeffrey L. Gregerson, vice president of specialty retail at CBL & Associates Properties. He cites the trend of colleges and universities that hoist their banners at the mall. \"There are a lot more adults going back to school, especially after the recess ion, and we arc now finding that more colleges want to advertise to our shoppers,\" Gregerson said. \"They see this as a great way to go after prospective students.\" Doing kiosk deals with the likes of d1iropractors, masseurs, manicurists and gel-nail artists also holds the promise of driving traffic to the center, he says. After all, shoppers cannot enjoy much real-world services by touch screen.\n\nMalls are also benefiting from greater interest in kiosks on the part of entrepreneurs hard-pressed for startup funds, observers say. Amid the volatility in retail in recent years, many of these business people are keen on buying established franchises rather than creating their own concepts, Gregerson says. In Canada particularly, hardworking immigrants tend to see a lot of upside to operating mall kiosks. \"These are smart people who are looking to advance,\" Gregerson said. \"Instead of driving a cab or opening a restaurant, many of them might want to buy their way into a small franchise system, which often is a kiosk style of business.\" And while nicer kiosks can cost upwards of $40,000, entrepreneurs who work with the Canadian Franchise Association typically can obtain $150,000 small-business loans. \"This is another driving factor toward small-style retail operations here,\" Gregerson said.\n\nSpecialty leasing professionals also see plenty of room for future growth. Burlington Coat Factory, Harry & David and Toys \'R\' Us, to name a few, have experimented with temporary spaces in the mall. But other national retailers could reap strategic advantages by ramping up the visibility of their products in mall common areas, Gregerson says. \"What better way to test something than to take it out of your inline store, or even a department store, and bring it out into the middle of the mall?\" he said. \"You can see how people respond to the product.\" And on this score, established chains enjoy clear advantages over kiosk startups. \"If shoppers are seeing you for the first time, then you really have to find a hook, because you need to give them a reason to say, \'I will rake a chance and buy your product,\' \" Gregerson said. \"A permanent, national tenant like Macy\'s already has the advantage of brand-name recognition; customers are comfortable with the brand and feel that it will be a high-quality product.\"\n\nIn other words, in today\'s era of omni-channel retail- the notion that products should be sold anywhere and everywhere shoppers want to buy them, not just in typical storefronts- carts and kiosk could be seen as an untapped channel for a host of products and companies.\n\nAnd when it comes to the future of mailer retail spaces, U.S. landlords may be able to learn a thing or two from what retailers and developers in China, the Philippines, South Korea and other places are already doing, says Peter Burgoyne, creative director at New York City-based ~ a global branding and retail consulting firm. One mall owner in the Philippines is working with CBX to create kiosk locations for well-known restaurants at a new mall, Burgoyne says. The goal is to help the mall bolster its brand with local shoppers and add to the overall atmosphere. Likewise, South Korean department store Shinsegae makes especially creative use of carts, kiosks and other small-scale retail spaces, he says. \"Shinsegae has lots of island spaces and kiosks throughout the building- areas for [product] launch, visual merchandising, events,\" he said. \"They call these \'spice\' locations. These kiosks in the store aren\'t static- it could be a large area for sunglasses and accessories one day, an ice-cream smoothie bar the next. The point is to have something exciting and new all the time. This creates energy. The architecture can be pretty adventurous, too.\"\n\nBy contrast, U.S. developers sometimes have relatively li near groupings of similar-looking kiosks. When they redevelop their properties or build new wings, U.S. mall owners might consider taking some alternative approaches to the placement and design of such small-scale retail spaces, Burgoyne says. \"Make these kiosks destinations in their own right, because they are almost as important as the [in-line retail] brands,\" he said. \"They can add to the total experience of going to the mall\"', 'Specialty Retail Revolution', '', 'inherit', 'closed', 'closed', '', '1833-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1833, 'http://cbx.cappendev.com/1833-revision-v1', 0, 'revision', '', 0), (3062, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'Innovation is key in retail — so long as it is rooted in realism\nBy Joseph Bona,\n\nIn media interviews of late, Beth Newlands Campbell, the new CEO of Food Lion, has been offering reporters a frank assessment of the supermarket chain’s ho-hum, middle-of-the-road situation: “Staying the same,” she explains, “is not an option.”\n\nSlogans such as these can only go so far. But in the topsy-turvy world of 21st-century retailing, you could do a lot worse than Campbell’s mantra. Retailing, after all, continues to be rife with homogeneity, commoditization and redundancy. Imagine a team of researchers conducting a blindfold test. They strip the logos from inside a wide range of drugstores, supermarkets and big boxes. Then they bring in some blindfolded consumers. Would these shoppers, once their blindfolds were lifted, actually know where they were? Arguably, many would not have the foggiest idea whether they were in chain X, Y or Z.\n\nSuch is the sameness of the shopper experience today. While there are leaders in various retailing categories — among supermarkets, for example, chains like Whole Foods, Trader Joe’s and Fairway have carved out distinct identities — many other operators would likely flunk the blindfold test. Their stores are neither good nor bad. They utilize similar layouts, offer basically the same type and level of customer service, sell the same products at the same or similar price and their store environments are generic at best.\n\nTo be stuck in the middle in this way is to be on a clear path to irrelevance. For the likes of Food Lion, the trick is to figure out how to give consumers a clear reason to drive past the competition and stroll into your store. Retailers are in control of their own destinies, but to be competitive they need to exercise that control in creative and strategic ways.\n\nGone are the days when a lagging chain can take a “me, too” approach and try to eke out an existence by copying successful innovators. Nor can you save a bad retail proposition by making incremental improvements alone — things like cleaner floors, brighter lighting or a new customer-service manual geared toward plastering smiles on the faces of your employees. Basic tweaks such as these might have worked 10 or 15 years ago. Today these kinds of changes are table stakes.\n\nRetailing today is hyper-competitive. The bar is higher than in the past. But if staying the same is not an option, how should retailers tackle the challenge of change?\n\nStart with another timeworn slogan: “Know thyself.” Once you identify an opportunity in the marketplace — something like the brand-building and cost-saving potential of private-label products, or the trend toward prepared food — the next step is to take an honest look at whether this opportunity matches your capability. Do you have the corporate culture, backend systems, financial strength, human capital and other resources needed to pull off the reinvention? If not, is the opportunity you have identified so great that it would be worth the herculean effort required to raise those capabilities?\n\nBrand attributes are an important consideration here. Let’s say a chain is widely regarded for its fast, hands-on service. In focus groups, consumers say things along the lines of, “I go to you because you get me in and out of there in a snap.” It would be a disaster to adopt a new program designed to, say, slow the entire experience down under the pretext that longer dwell times translate into greater spending.\n\nConsider the road taken by William Ackman, manager of the $11 billion hedge fund Pershing Square Capital. At the end of August, Ackman announced that he had finally sold his entire stake in J.C. Penney Co. — about 18 percent of the company — amid internal squabbling over strategy. Ackman, of course, had brought in Apple’s Ron Johnson in a failed bid to remake Penney, which saw its sales and stock-price take a nosedive. As CEO of Penney, Johnson had sought to enrich the customer experience, redesign the stores, beef up the roster of brands and otherwise reinvigorate the chain. Unfortunately, though, there was a mismatch between the perceived opportunity and Penney’s capability to execute on it. Johnson’s vision had merit, but it was an expensive and ambitious about-face that required securing the buy-in of shoppers, employees, shareholders and the media. With a clearer message and greater reserves of time and money, the strategy might have worked. Unfortunately, this was not to be.\n\nThe Penney saga also highlights the pitfall of launching a reinvention after the company’s market position has deteriorated. A weak position translates into a reduced capability for serious change. And so, even when times are good, true leaders tend to think hard about where they will be, not just a year or two from now, but also 10 or 15 years down the road. They understand that, regardless of how swimmingly things might seem today, a fierce competitor could rear its head tomorrow. As a result, leaders see innovation as a necessity. They constantly look for ways to improve design, product delivery, customer service and more.\n\nThis involves risk. A product line might fizzle. A test-store rollout might go nowhere. A ballyhooed mobile app or in-store technology program might fail to live up to its promise. But this is just part of the cost of admission in retailing today. Ultimately, what matters most is the willingness to keep looking forward so that you can move the needle in the direction of the next big idea. This does not have to mean chasing one tech trend du jour after another. If your business is not particular visual in nature, forget about the Pinterest page. The focus should be on how individual technologies and services can bolster and fit into the overall mission. Where does the company need to be in the marketplace? Who does it most want to serve? What do these customers want, and how can you meet or exceed their expectations?\n\nStaying the same is easy. Innovating is hard. But by being honest and realistic about the limits of the brand and the actual capabilities of the company, it is possible to stay on the leading edge. Otherwise you fall prey to inertia, which is no option at all.\n\nRead more: http://chainstoreage.com/article/staying-same-not-option', 'Staying the Same is not an Option', '', 'inherit', 'closed', 'closed', '', '1878-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1878, 'http://cbx.cappendev.com/1878-revision-v1', 0, 'revision', '', 0), (3063, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '

    Compared to a decade ago, when most retailers still were emulating the national brands, the strategy behind the creation of store brands has changed dramatically, according to George Miketa, executive vice president, sales for Minneapolis-based Snacks Holdings Co. In a May 1 panel discussion (moderated by Progressive Grocer’s Store Brands’ publisher, Steven Lichtenstein) at the Food Marketing Institute’s (FMI) 2012 Private Brands Summit, held in conjunction with the FMI Show in Dallas, he said retailers now are looking for differentiation to create loyalty.\r\n“Private brands are no longer the low-cost solution at the shelf,” added panelist Laura Sturdevant, director, product development – private brands for the Deerfield, Ill.-based Walgreen Co. “You’re going to hear about differentiation a lot today; that’s what every retailer wants.”\r\n\r\nBut the differentiation so many retailers desire calls for a much more strategic — and collaborative — approach to product development, as well as to branding and design, said panelist Todd Maute, partner at CBX, New York. The products must connect emotionally with consumers if they are to be a success, he added, noting that CBX is starting to see retailers and manufacturers looking at packaging innovations as another way to differentiate.\r\n\r\nAnd collaboration for private brand differentiation really starts with a commitment to co-creation by all parties involved, Miketa said.\r\n\r\n“Why not get the retailer involved from the start?” he suggested.\r\n\r\nFor its part, Walgreens now relies on external partners and agencies to get critical insights related to consumer wants and needs, Sturdevant said. Such insights will be even more important for differentiation going forward.\r\n\r\n“We want to be pushed; we want to be pulled at the same time,” she said.\r\n\r\nCollaboration between the retailer, the manufacturer and the branding/design firm during the product development and launch process is important, but Maute noted that the work doesn’t end at launch. A collaborative approach also can involve all the parties in the development of merchandising and marketing strategies — and evaluation of the results.\r\n\r\nUltimately, collaboration in the name of store brand differentiation works best when every person’s role and responsibilities are well-defined, Maute noted.\r\n\r\nAnd clear communication is critical.\r\n\r\n“It all starts with communication,” Miketa stressed.\r\n\r\nhttp://www.plstorebrands.com/top-story-store_brand_differentiation_calls_for_collaborative_approach-1512.html\r\n', 'Store Brand Differentiation Calls for Collaborative Approach', '', 'inherit', 'closed', 'closed', '', '1681-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1681, 'http://cbx.cappendev.com/1681-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3064, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '

    \"\"By Todd Maute:\r\nHere’s a sad but true statistic: As many as 95% of new products introduced each year are financial failures, according to AcuPoll. It’s not surprising. Most companies tend to equate “product development” with things that are really line extensions, in which a brand adds a new flavor or ingredient and calls it new. But “orange juice with mango” isn’t really an innovation; it’s more of a new product for new product’s sake. True innovation is about leveraging your brand in a multitude of ways, by understanding the behavioral needs of your consumers.\r\n\r\nIn recent years, technology brands have led when it comes to innovation, with the amount of new products and services coming at breakneck speed. Apple changed the world with the iPod, a product that people didn’t even know they needed – but soon the brand had carved out an entirely new category around those little white music players. National brands have definitely learned a thing or two from Apple and created products that are true innovations, not just line extensions. Coca-Cola’s Fridge Pack filled an unmet need by revolutionizing the package and beverage categories by introducing a longer, narrower package for its 12-pack soft drink cans that dispenses easily and stores smaller in the refrigerator. Scotts “Tube-Free” Toilet Paper was “a-ha!” innovation moment that spoke to consumers who wanted to do something good for the environment.\r\n\r\nPrivate Label Innovation\r\nBut while national brands typically led the innovation game in grocery, it actually seems that the most interesting kind of innovation is coming out of the private label world. Historically, private label brands have ridden on the coattails of national brands – first as followers, and more recently as “fast followers.” But smart retailers like Duane Reade, Safeway and Walgreens are leveraging brand development, their retail spaces, and technology when it comes to innovation, and shifting the focus away from products. Here are some recent examples of successful brand innovation that come to mind:\r\n\r\nDuane Reade played into the behavioral insights and learnings from their NYC consumers and created a “New York living made easy” positioning that spoke to its heritage as New York’s drug store chain. They developed new brands that played into this positioning, including a premium private label program, Delish, never before sold in this kind of retail space, and then made their stores destinations by giving customers “Uniquely New York” experiences. These included novel innovations like a growler bar, Brew York City, that offers dozens of kinds of beers, an “upmarket: CHOP” salad café, and a self-serve frozen yogurt bar called Fro-Yo. These scalable innovations were all grounded in strong insights and a solid understanding of Duane Reade’s New York consumers.\r\nSafeway reinvented its stores based on lifestyle, launching a new “Ingredients for Life” positioning. Their private label lines – “Eating Right,” “Open Table” and “O Organics,” were developed under this positioning, and were distinguished by design, marketing, as well as product offering. (For example, one of the store’s recent innovations, Safeway Select Grilling Sauce, comes in a spray bottle so you aren’t continually dipping your raw-chicken covered basting brush back inside a jar.)\r\nPhoto development, once a big money maker for drug stores, suffered greatly with the advent of digital photography and smart phone cameras. Walgreens tapped into this opportunity and met the needs of consumers by creating an innovative app that lets people download smartphone photos and then automatically send them to local Walgreens’ stores for printing.\r\nThe success surrounding these innovations can largely be attributed to these retailers knowing their customer and their market. To pinpoint what was missing from their current offerings and set their brands apart, they stepped back and looked at three key things:\r\n\r\n1. Brand \r\na. Look at your brands and how they relate to business goals. Ask yourself, “How can an innovation strategy help you achieve your goals?”\r\nb. Look at your business and innovate to your strengths, e.g. Duane Reade “NY Living Made Easy.”\r\n\r\n2. Culture\r\na. Understand the cultural milieu, in terms of how people are spending and what products they are buying. \r\nb. Send the innovation message throughout the organization. This is not just about products – it can be merchandising, store experience, services or technology-based innovation.\r\n\r\n3. People \r\na. Get in touch with consumer behavior – know what motivations, needs, and wants they have – and develop simple solutions to drive differentiation. \r\nb. Hire the right people that will help you think and act differently.\r\nInnovation is a process and a way of thinking. Look at innovation more broadly and you will help minimize the space planning game and drive meaningful points-of-difference. Retailers have a captive audience and deep relationship with their customers, and are in a perfect position to leverage their knowledge. Using product, services, retail experiences, and/or great design will help you differentiate your brand and help build undying consumer loyalty.

    \r\n\r\nhttp://www.plstorebrands.com/plmag-article-store_brands__taking_product_beyond_the_shelf-3290.html\r\n', 'Store Brands: Taking Product Beyond the Shelf', '', 'inherit', 'closed', 'closed', '', '1651-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1651, 'http://cbx.cappendev.com/1651-revision-v1', 0, 'revision', '', 0), (3065, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'Convenience Store News cites CBX’s foodie-friendly design for Wawa’s new Florida stores, along with chain’s social media strategy, mobile app and strong focus on customers.
    \n\nThanks in part to a new store prototype created by New York-based brand agency and retail design firm CBX, Wawa was named Convenience Store News magazine’s “Innovator of the Year.”\n\n“Always one of the leading innovators in the c-store industry, Wawa in the past year seems to be taking convenience retailing to a new level,” the magazine wrote in its October cover story. “With its successful entry into Florida, innovative use of social media, a mobile app initiative and continued focus on the consumer, Wawa has been selected by the editors of CSNews as the 2013 Retailer Innovator of the Year.”\n\nIn describing the Pennsylvania-based chain’s rapid rollout in the Florida market, the magazine noted: “To make this great first impression, Wawa needed to do more than just transplant its Mid-Atlantic store model to the South…To introduce itself to customers in central Florida, Wawa worked with store design firm CBX to unveil the retailer\'s first major new store concept since the late 1990s. The new design uses ‘fresh’ decorating cues such as natural materials, floor to ceiling glass windows, warm colors, an outdoor seating area and a redesigned, highly visible kitchen/sandwich-making area.”\n\nThe article goes on to quote Wawa President and CEO Chris Gheysens on the integral role the design played in capturing the imagination of Sunshine State shoppers. (This work also previously earned CBX an Honorable Mention in the magazine’s 2013 Retail Design Awards.)  “We felt we needed a fresh design, driven by the psychology of the Florida customer,” explained Gheysens.  “The new store design has really informed the majority of people who didn’t previously know Wawa and what the brand stands for: fresh, great-quality food and beverages, and convenience…When you walk into the store, you see people making food, as well as digital signs romancing the offer. There’s no mistaking that we are in the fresh food and fresh beverage business.”\n\nVeteran c-store designer Joseph Bona, President of Branded Environments at CBX, added: “With its signature coffee bar, open kitchen, fresh-baked goods and other distinguishing characteristics, Wawa needed to makes sure Floridians understood this new entry was a cut above other convenience stores. People tend to think of any building with gas pumps as a run-of-the-mill convenience store, but we were intent on making sure Wawa’s brand did not fall victim to this ‘gas penalty.’ We’re delighted that customers and peers are giving Wawa’s design rave reviews.”\n\nWith more than 600 stores in Pennsylvania, New Jersey, Delaware, Maryland and Virginia, Wawa has rolled out 25 stores in Florida since entering the state in July 2012. Demand at many of these locations was so great that staff had to be beefed up and kitchen and stockroom areas expanded, the magazine notes.\n\nAs noted, among other things, Convenience Store News also lauded the chain for its innovative use of social media, a mobile app initiative and continued focus on the consumer. Those endeavors have helped Wawa’s Facebook page accumulate more than 1 million “likes.”\n\n ', 'Store Design by CBX Helps Wawa Take \"Retail Innovator of the Year\"', '', 'inherit', 'closed', 'closed', '', '1868-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1868, 'http://cbx.cappendev.com/1868-revision-v1', 0, 'revision', '', 0), (3066, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'NEW YORK, NY--(Marketwire - November 22, 2010) - CBX, a strategic branding and retail design consultancy based in New York today announced that the second of the locations it designed for Freson Market Ltd., received a major award from the Canadian Federation of Independent Grocers (CFIG) during its annual Grocery Innovations Canada tradeshow held in Toronto. Freson\'s Manning store in Alberta earned the 2010 Gold Medal Award in the Small Surface Category (stores under 15,000 square feet) in CFIG\'s Independent Grocer of the Year Competition.

    \"\"\r\n\"This latest award confirms my belief that we are building Canada\'s best small store format,\" noted Doug Lovsin, Freson Market\'s vice president of operations. Last year, CFIG honored Freson\'s Valley View store with a Silver Medal Award in the same category.\r\n\r\nFreson\'s 12,165-square-foot Manning store underwent an expansion and renovation that was completed in October 2008. The project was based on an old-world inspired prototype design created by CBX that updated the store\'s interior, exterior, graphics and departmental layout. The supermarket chain is now in the process of rolling out its new look to the 15 locations it operates throughout Alberta. Founded in 1955, the Peace River-based, family-owned company is known for good value, customer service and community involvement.\r\n\r\nThough located mainly in rural Alberta towns, Freson stores are increasingly facing competition from larger chains and multi-nationals, explained Joseph Bona, president of CBX\'s retail division. \"But from a strategic standpoint, none of Freson\'s competitors could touch the Lovsin family\'s history in the markets they serve,\" he said. \"That became a significant point of differentiation we sought to highlight in the design. What\'s interesting is that founder Frank Lovsin actually worked in many of the Freson stores, establishing a personal relationship with community members and knowing many of his customers on a first-name basis. Our objective was to capitalize on that heritage by making sure customers could sense the family\'s presence in their local store. This prestigious award, which examined all phases of the Manning store\'s operations, underscores Freson\'s strong connection with its customers.\" Bona added: \"It\'s great to have our client\'s operation recognized. Both our Minneapolis branding team and New York store design team were delighted to hear that the project they collaborated on for the Lovsin family was honored with this award.\"\r\n\r\nThe award for Freson\'s Manning store was presented on October 26 in front of an audience of more than 500 grocery industry professionals. The Canadian Independent Grocer of the Year is CFIG\'s most prestigious award. From coast-to-coast, Canadian independent grocers vie for this title in the Large, Medium, Small Surface and Specialty categories, with awards presented in the Gold, Silver and Bronze levels. Each of the competing stores is visited personally by a respected retail management expert, who evaluates the locations based on retailing excellence and innovation, store team performance, customer service, space usage, freshness and cleanliness. Once regional finalists are determined, the stores with the most points are audited once again and finalists go on to compete at the national level.

    \r\n\r\n', 'Store Designed by CBX for Freson Market Ltd. Wins 2010 Canadian Independent Grocer of the Year Award', '', 'inherit', 'closed', 'closed', '', '1607-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1607, 'http://cbx.cappendev.com/1607-revision-v1', 0, 'revision', '', 0), (3067, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'In today’s digitally inclined and rapidly changing shopping landscape, strong brands can help pet retailers come to terms with the increasingly purpose- and values-driven mindset of the consumer. Simply put, today’s consumers have shifted from buying brands to “buying into” them. Now more than ever, brands represent users’ values, beliefs and points of view. Because of this, both private-label and mainline brands need to think more about the types of conversations they can initiate with consumers.\r\nStrong brands can even help retailers adapt to the forces of disruption that are reshaping retail, from the rise of the millennials, to the growing popularity of Amazon Alexa. In the pet category, the potential rewards for getting this right are high indeed: According to the 2017-2018 National Pet Owners Survey by the American Pet Products Association, 68 percent of U.S. households now own pets, and Americans spent nearly $69.4 billion on pet products in 2017. To win market share, retailers need highly targeted strategies. Here are some key considerations:\r\n\r\nDemographics\r\nMillennials are the country’s largest living generation. In 2016, there were an estimated 79.8 million millennials compared with 74.1 million baby boomers. While they dominate the population, millennials are having the hardest time economically, with 36 percent saying they have difficulty affording groceries. Those aging baby boomers, meanwhile, still wield a lot of spending power even as the rest of the population continues to gray (98.2 million people will be over 65 years old by 2050). Older consumers strive to be frugal, especially on commoditized essentials. Lastly, the middle class continues to shrink: According to Pew Research, half of U.S. adults belong to middle-income households, as opposed to 61 percent back in 1970. All of this points to one thing: value will continue to matter.\r\n\r\nTech Innovation\r\nTechnology is transforming retail. Americans are not only going online more often, but more of them are also buying online on a weekly basis. According to industry research, mobile payments for online goods and services will grow over the next five years from an estimated 453 million global users in 2014 to nearly 2.1 billion users in 2019. Meanwhile, researchers estimate that 22.5 million connected products will be in American homes by 2020, with Amazon Alexa’s sales rising to 11 million units sold over just the last year. Pet products are ideal for automatic online renewal. How will your brand look on an iPhone X? And what kind of personalized and connected cross-channel experiences are you offering?\r\n\r\nInformed Consumers\r\nIncreasingly, we see consumers looking to online articles, reviews, forums and even the Amazon comments section to learn about and discuss products and services. As part of this, they want to know about a brand’s values. Packaging for Open Farm, a family-run pet food business based in Toronto, includes barcodes that let shoppers see sources right down to specific farms. This reinforces the attribute of being ethically conscious. Highlighting your corporate responsibility is always a good idea, as cause-oriented brands like Warby Parker and REI have learned.\r\n\r\nPackaging\r\nPackaging is a key communication channel across retail, but especially in pets. Walk the aisles of any major pet retailer today and it is easy to see how advanced packaging has become. Pet food is now a complex category, with products based on life stage, gluten-free, grain-free, made in the USA and more. Strong packaging also clearly establishes tiers such as value, premium or super-premium. Brands need great packaging quality and clarity.\r\n\r\nMeanwhile, the term experiential retail is all the rage. Shopping for, buying and using products amounts to an experience for consumers. Carefully target your consumer, provide great packaging with a strong message and merge your strategy with evolving trends. These steps will encourage shoppers to identify with your store’s brands, develop strong loyalty and keep coming back for more.\r\n\r\nOriginally published by Pet Age', 'Strong Brands Help Retailers Adapt to Change', '', 'inherit', 'closed', 'closed', '', '2307-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2307, 'http://cbx.cappendev.com/2307-revision-v1', 0, 'revision', '', 0), (3068, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'The Ivanka Trump clothing and accessories brand has been highly visible in headlines and on television this past week. But in North Jersey stores, you have to look pretty hard to find it.\r\nWhile stores, including Macy’s, Lord & Taylor, T.J. Maxx and Marshalls, still carry the brand, at most retailers it isn’t being given star treatment in the aisles or even its own display racks.\r\n\r\n“Ivanka Trump? You mean the dresses?” said a salesclerk at Macy’s in Paramus, when asked about the line. “I think there are some over there, way in the back.”\r\nStore employees said the line – which made the news when President Trump assailed Nordstrom on Twitter for dropping the Ivanka brand, and then when his adviser Kellyanne Conway urged supporters to buy it – isn’t triggering boycotts or political battles in Macy\'s dressing rooms. Rather, it is being met with something retailers fear far more – a lack of interest.\r\n\r\nMarketing experts said the brand\'s troubles aren’t just political. The biggest problem facing it, they said, is an identity crisis. The Ivanka Trump brand must address the critical existential questions all celebrity brands must be able to answer – who are you, and what do you stand for?\r\n\r\n“Her brand has always been her lifestyle and her lifestyle is inextricably linked to her father, who is a highly controversial figure right now,” said Dustin Longstreth, chief marketing and strategy officer at the New York-based brand agency CBX.\r\n\r\nMore Ivanka, less Trump\r\n\r\n“She has two choices,” said Longstreth, who has worked with brands such as General Mills, PepsiCo and Arby’s. “She can continue to double down and connect it more directly with her father,” he said, or “identify something that is truly independent so it becomes more Ivanka and less Trump.”\r\n\r\nThe Ivanka Trump brand, which started with a jewelry line launched in 2007, and added a licensing deal for clothing in 2012, had a strong brand niche, before her father\'s presidential bid, as a fashion line that spoke to young women who wanted to be like Ivanka.\r\n\r\n“She appealed to a very specific woman – young, working women who thought she was so pretty and had it all,” Julie DeLoca said. Her branding company, Loca Marketing, has offices in Short Hills and Manhattan, and she has worked with Rebecca Minkoff and Elie Tahari, among other fashion brands.\r\n\r\nThe Ivanka brand had “on-trend clothing and accessories that were a reasonable price,” DeLoca said, and that conveyed the message that “you could be a stylish working mom.”\r\n\r\nThe line was “just the right combination of aspirational, yet accessible,” she said.\r\n\r\nThe clothes and shoes sold well, and “she got very wide distribution very early on because of her name,” DeLoca said.\r\n\r\nWhen Ivanka launched her shoe line in 2012, she promoted it with an appearance at the Nordstrom store at Westfield Garden State Plaza in Paramus.\r\n\r\nNordstrom recently announced it was dropping the line because of poor sales, prompting Trump supporters to claim the department store chain had caved to pressure from anti-Trump forces who had organized a boycott.\r\n\r\nBottom line, not boycott\r\n\r\nCo-president Pete Nordstrom, in an email to employees that was obtained by Fortune magazine, said the bottom line, not any boycott, was responsible for the decision. “Every single brand we offer is evaluated on their results,” Nordstrom said. “If people don’t buy it, we won’t sell it.”\r\n\r\nMarketing and branding experts agreed that if the clothes were selling well, they would probably be in the stores.\r\n\r\nA check of retailers in North Jersey that carry Ivanka Trump merchandise showed that only Lord & Taylor features the brand with dedicated displays and special signage. At the Lord & Taylor at Westfield Garden State Plaza, her shoes had their own display table. The women’s dresses section of the store has a large \"Ivanka Trump\" sign in its designer section. On Thursday, however, none of the dresses displayed near the sign bore the Ivanka Trump label.\r\n\r\nIn Totowa, at the T.J Maxx store – another retailer that has said it will remove Ivanka Trump displays but will continue to sell the merchandise – not a single piece of Ivanka Trump clothing or footwear could be found.\r\n\r\nEileen Potrock, owner of the E Designer Resale consignment store in Cliffside Park, said she’s seen the value of Ivanka Trump fashions drop on the resale market. While she has never sold the brand in her store, because she specializes in higher-end designer fashions, she monitors the resale market and has seen other stores decline to sell it.\r\n\r\n“There’s no demand for it. People aren’t looking to buy it, at least not in the Northeast,” she said.\r\n\r\nPotrock said she feels sympathy for Ivanka Trump\'s situation. “I feel bad that the sins of the father are affecting the daughter,” she said.\r\n\r\nLack of demand in the Northeast, Potrock said, may not reflect the rest of the country. “I would be interested to see how her brand is affected in the states Trump won,” she said.\r\n\r\nRevenue growth cited\r\n\r\nA representative for the Ivanka Trump brand, when asked about annual sales and how sales did in 2016, responded with a statement from Rosemary K. Young, senior director of marketing, who asked that it be quoted in its entirety.\r\n\r\n“The Ivanka Trump brand continues to expand access across categories and distribution with increased customer support, leading us to experience significant year-over-year revenue growth in 2016. We believe that the strength of a brand is measured not only by the profits it generates, but the integrity it maintains. The women behind the brand represent a diverse group of professionals and we are proud to say that the Ivanka Trump brand continues to embody the principles upon which it was founded. It is a company built to inspire women with solution-oriented offerings, created to celebrate and service the many aspects of their lives.”\r\n\r\nBloomberg News reported in December that the Ivanka Trump brand generates $100 million in annual sales.\r\n\r\n\"\"Ivanka Trump display sign at Lord & Taylor. None of the clothes surrounding the sign bore the Ivanka Trump label\r\n\r\nMarketing expert DeLoca said Ivanka Trump lost her connection with her target customer when she became less involved in her business and more involved in campaigning for her father and, now, after the election, when she is taking more of a back seat to her father and her husband.\r\n\r\n“She lost the people, and when the people don’t want your brand, that’s why Nordstrom pulled out,” DeLoca said.\r\n\r\nBranding specialist Longstreth agreed. Nordstrom dropped the line, he said, because “it really wasn’t selling and they didn’t see a future in it.”\r\n\r\nDeLoca said Ivanka Trump might be able to polish her brand’s image if she uses her power in the White House to spearhead a working women’s initiative, such as family leave. “Maybe if she gets behind something like that in a huge way and (goes) back to being that working-mother role model,” the brand will bounce back, she said.\r\n\r\nSome marketing experts even think the controversy will boost the brand, as the president\'s supporters rush to buy his daughter\'s products in a show of solidarity.\r\n\r\nMark Stevens, chief executive of the marketing and branding firm MSCO, said the same intensely loyal Trump supporters who drove hundred of miles to attend his rallies and voted for him, likely will rally behind his daughter.\r\n\r\n\"If there is one thing everyone has learned over the past year and a half, it\'s that their brand is Trump and their fans have a loyalty to it that even Nordstrom can only dream of,\" Stevens said.\r\n\r\nOriginally published in USA Today\r\nPhotos courtesy of USA Today', 'Struggling clothing brand needs more Ivanka, less Trump, mall shoppers say', '', 'inherit', 'closed', 'closed', '', '2291-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2291, 'http://cbx.cappendev.com/2291-revision-v1', 0, 'revision', '', 0), (3069, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '

    New York, NY – April 6, 2009 – As consumers strive to add fruits and vegetables into their diets, Del Monte brand\'s introduction of Del Monte® Citrus Bowls makes it easier for them to do so. Del Monte refrigerated produce takes the guesswork out of shopping for fruit by providing consumers with a product that is packaged at the peak of ripeness and stripped of skin, seeds and cores — making it more convenient than ever for them to eat the fruits they love. This new offering of refrigerated citrus fruit is pre-packaged in clear, plastic bowls with a paperboard sleeve and sold in the refrigerated produce section of the supermarket.\r\nCBX, the strategic branding consultancy, was identified to create this new product’s identity and packaging design. The key to success was positioning it for retail in the produce section, an area known for high-growth, high-margin products. \"Consumers are accustomed to finding Del Monte brand products in the center isles of stores where there are lower margins. We wanted to help Del Monte grow their brand within the value-added produce section located around the perimeter of the store where consumers look for healthy, new items,\" says Rick Barrack, Chief Creative Officer, CBX.\r\n\r\nWith an emphasis on simplicity, the CBX design team knew they needed to use the package as a window for consumers to see the fruit within. A paperboard sleeve surrounding the 20-ounce plastic bowl provides the background for minimal, elegant graphics. The image of fruit on a fork stands out prominently on the white background as does the black, free-style typography that clearly communicates the contents inside the bowl. This simple design, along with the message, \"ready to enjoy,\" and the trusted, iconic Del Monte brandmark completes the design.\r\n\r\n\"This light, vibrant package design was vital for Del Monte brand\'s success in the produce section, which is like a country market — a place that\'s full of life. It\'s vibrant, colorful and full of enticing aromas. It\'s a place where consumers linger and explore,\" adds Barrack.\r\n\r\n\"The brand proposition is successfully expressed through our packaging and has provided us with great visibility on-shelf in this growing category,\" says Bonnie McFarland, Director Graphic Design & Packaging, Del Monte Foods.\r\n\r\nPlans call for other citrus varieties to roll out this year.

    \r\n', 'Take the guesswork out of buying fruit with Del Monte® Citrus Bowls', '', 'inherit', 'closed', 'closed', '', '1637-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1637, 'http://cbx.cappendev.com/1637-revision-v1', 0, 'revision', '', 0), (3070, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'By Todd Maute\r\nCommitment can be a sticking point when it comes to retailers and their private label brands. After all, making a serious commitment usually requires a willingness to sacrifice and take risks—and that can be scary.\r\n\r\nTrue commitment also needs to be multidimensional. In retail, this involves fully supporting the brand, not just at shelf, but also within the broader context of the store and through the full gamut of available advertising, marketing and branding channels. Yes, the shelf is (and will continue to be) extremely important. But if merchandise amounts to, say, 80 percent of what consumers see in the store, what about the other 20 percent of that multi-sensorial customer experience? If a retailer has a clearly tepid commitment to their private label, it is hard for consumers to be passionate about the products. What has the retailer done with its signage, décor, graphics, color schemes or even olfactory environment to reinforce its private label brands? How many touch points inside or outside the store offer cues that reinforce the carefully selected attributes of that private label line?\r\n\r\nWhen retailers do take the plunge and fully commit their resources to a portfolio of private label brands, they are often surprised by the way this “multiplier effect” yields a host of benefits. From a branding standpoint, they often discover that it is much easier to tell a consistent story if you commit to presenting your private label narrative in the store, in your circulars, online and at shelf. They also find that “owning” particular categories can become quite doable—and profitable—whenever you fully commit. To be sure, this is easier for private label–dominant retailers like Trader Joe’s, ALDI or Body Shop, all of which see their stores as blank canvases for their private label merchandising and branding strategies. Unlike typical mass-market grocers—where private label accounts for just 10 percent or so of the 40,000 SKUs—these chains are never forced to make tough choices about whether to commit square footage to a national brand in exchange for cash.\r\n\r\nNonetheless, plenty of retailers have managed to make strong commitments to private label even as they carry lots of national brands. The Home Depot, for one, puts heavy emphasis on the Behr portfolio, its exclusive private label paint partner, while also selling a whole host of name brand options. The Home Depot supports Behr by spending money on sumptuous, visually engaging advertisements that, in in turn drives traffic to the store. Stroll into the paint department at The Home Depot, and it is clear that Behr owns the category. This took commitment. National brands would pay good money for the perks now enjoyed by Behr, but The Home Depot continues to be faithful to its private label partner. There is even a mobile app geared toward fans of Behr paints. Along the same lines, Ace Hardware was committed enough to its Clark & Kensington paint brand that it redesigned certain stores to better show off the line.\r\n\r\nThese approaches are about investing in product innovation and understanding the broader context in which the private label brand lives, not just the appearance at shelf. To that end, it is important to think about how people actually shop the store. The centrality of the paint department at The Home Depot is no accident—it is meant to be a visual showpiece with bright colors and an interactive paint-mixing counter.\r\n\r\nEven smaller gifts to the brand can yield dividends. That could mean putting more thought and creativity into end cap presentations (glance at the end caps at Trader Joe’s and you might just see some of the same products featured in the chain’s latest Fearless Flyer) or making sure your product demonstrations are a rich, brand-reinforcing experience (Costco’s Kirkland Signature line is a case in point).\r\n\r\nBut these connections can be subtle, too. If a national grocery chain were to launch a new line of natural products geared toward Baby Boomers, it could certainly take a traditional approach by mailing out coupons. A more subtle alternative, however, would be to produce a health-oriented magazine that happens to reinforce the brand attributes of that line, perhaps with no more than a tasteful mention or two of the new products. This would be a long-term strategy—again, a reflection of commitment to concept.\r\n\r\nThe point is to think in terms of touch points, which extend from the circular at the kitchen table, to the in-store experience, to the point of purchase, and even to the sight of the store in the rearview mirror. At Fairway Markets, the multiplicity of experiences creates positive private label brand associations almost through sheer osmosis. Fairway takes pride in carrying or importing new and delicious foods. It bills itself as “the only market to roast hand-selected coffee beans of the highest quality on premises” and boasts of “a selection that all other grocery stores are absolutely envious of.” Hyperbolic? Maybe. But there is theater in this, too. The unspoken message is that, if you find a product in Fairway, it is likely to be worthwhile. This gives Fairway’s private label brands a head start when it comes to winning credibility with consumers.\r\n\r\nSo retailers, you need to think about the importance of commitment and avoid being myopic and overly focused on the package at shelf. Context counts. Don’t be afraid to take the plunge.\r\n\r\nRead the full article here.', 'Take the Plunge: Fully Commit to Private Brands and Reap the Benefits', '', 'inherit', 'closed', 'closed', '', '2030-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 2030, 'http://cbx.cappendev.com/2030-revision-v1', 0, 'revision', '', 0), (3071, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', '

    \"\"\r\nThe Scotts Snap Spreader System debuts with packaging designed to take the guesswork out of lawn care. The product line includes a spreader and specially formulated products for specific lawn care needs, such as controlling weeds, killing insects and fertilizing.\r\n\r\nTo help consumers easily identify which product is the best fit for their lawn care needs. “The visual design needed to communicate that this is an integrated lawn care system with key features and benefits – essentially that a beautiful lawn is just a Snap away,” says Rick Barrack, chief creative officer, CBX. The Scotts Company collaborated with CBX, a brand agency based in New York City. CBX was also part of a team of agencies that worked with The Scotts Company on the Snap name.\r\n\r\nOnce the product name was confirmed, the CBX design team brought it to life with an approachable, contemporary typeface for the Snap logo and then locked it up with the brand logo. Aspirational graphics were developed and bright colors used on each Snap Pac, including a blue sky on the upper half of the bag and vibrant green grass imagery on the lower half to showcase the end benefit. A three-step instructional inset of Snap, Lock and Go illustrates how simple it is for homeowner’s to use the lawn care system. Finally, the close-up circle device depicts the solution to lawn care with the background grass and blue sky representing the end benefit.\r\n\r\nhttp://www.packagedesignmag.com/content/teachings-on-the-green#.UAcXdHAxEgs

    ', 'Teachings on the Green', '', 'inherit', 'closed', 'closed', '', '1676-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1676, 'http://cbx.cappendev.com/1676-revision-v1', 0, 'revision', '', 0), (3072, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'Rick Barrack, Chief Creative Officer and Founder of CBX, has over ten years experience working in the creative industry. In this article, he describes the ten lessons he has learned over ten years in design.I have two young daughters, and every year at their birthday parties, as they lean in to blow out the candles on their cakes, I find myself reflecting back on every single year of their lives. So you might imagine that I’m also feeling sentimental about the tenth anniversary of CBX, the brand agency I helped found with some colleagues back in 2003.\nI’ve seen a lot of changes in the branding game over the course of a decade, and I’ve seen even more changes within our own company. My staff, my clients and my fellow partners have all taught me valuable lessons – at least one per year for the last ten years. And let me tell you: They’re not at all what you’d expect. Along the way, we’ve made Fem Care cool, drug stores chic and learned the hard way to “Keep it simple, stupid” (what I say to myself, not to my staff).\nSo here are some of the most significant things I’ve learned, in no particular order:
    \n1. Black is the new black.\nIn 2009, CBX was asked to help position Kimberly-Clark’s U by Kotex* brand for Millennials, an audience who previously hadn’t given Kotex the time of day. After research proved that this audience wanted products that reflected who they really are (not just their mother’s daughters), we made a bold decision to use black packaging – the polar opposite of the whites and pastels used by other brands – in our packaging. The boxes popped off the shelf and had real attitude, and as a result, U by Kotex* shook up the category and created a new paradigm in feminine care.
    \n\"\"
    \n
    \n2. Design can feel good.\nWe all know that design can look good – but it can also feel good, which I learned when CBX create a strategy and retail presence for Fare & Square, a supermarket in Chester, PA, for non-profit organization Philabundance. Located in a Delaware Valley “food dessert,” Fare & Square helps the residents of Chester – which has been without a grocery store since 2001 – gain convenient access to “good food right around the corner,” including fresh produce, meats, dairy, seafood, and frozen foods. We helped establish a warm look and feel for this prototype store, and it felt damn good to be involved in such a kick-a&* project.
    \n\"\"
    \n
    \n3. You can improve upon a classic.\nIf you told me when I was 25 that I’d be working with M&M/Mars one day, I would’ve said, “Come on.” Helping iconic brands stand the test of time and continue to attract new audiences is my passion. Our packaging for M&Ms put a fresh spin on a beloved classic. By playing into the Pavlovian reaction that customers have when they hear the product being poured into a bowl, we’ve featured a bowl full of M&Ms right on pack. Our seasonal designs also personified the candies in a way that had applications across various holidays, including Christmas, Halloween and Valentine’s Day.
    \n\"\"
    \n
    \n4. Pets are people, too.\nOne of the categories that’s seen the most growth since CBX’s inception is the pet food category. Our packaging design for Milo’s Kitchen, a new brand in the “real meat treat” category for dogs, was built around the idea that dog owners treat their pets as members of their family, and as such, want to give them the kind of food they themselves eat. The final brand name and packaging graphics highlight the connection between human beings and their dogs, one that I totally relate to now that we’ve added a dog into our family mix.
    \n\"\"
    \n
    \n5. Beverage tastes come and go, and go, and go.\nOur clients are always telling us that our people are what make CBX so special, and why they come back to us again and again. We’ve been lucky enough to work with Snapple continually since our inception, and have seen the brand go from beverage leader during the ice tea boom days to a brand moving into new territory such as bottled water. From redesigning a new Snapple iced tea to Snap2O, we’re happy to ride the kooky refreshment wave with Snapple, no matter what is going on in the industry.
    \n\"\"
    \n
    \n6. Drug stores can be chic.\nChic, you say? Yes, chic – and cool, too. We helped NYC’s biggest drug store chain stave off the competition and bring its new positioning, New York Living Made Easy, to life by rolling out new and innovative designs for more than 250 stores; creating five private label brands with a distinctly New York sensibility; and developing unique marketing collateral like The Duane Reader. Products ranging from coffee to nuts got a dose of New York iconography and branding on their package. We also created my personal favorite, Brew York City – a growler bar where customers can fill growlers with dozens of different beers.
    \n\"\"\n
    \n7. Private label design is the new luxury.\nIt takes a lot to surprise me – but perhaps the biggest surprise I’ve had in the last ten years is the way that the private label category has stepped up its branding and design, giving national brands a reason to shake in their boots. It’s been an honor and a privilege to create amazing work for Duane Reade, Walgreens, Giant Eagle, and KMart. By seizing the day and recognizing what it takes to stand out in the drug store aisle (smart strategy, kick ass design), these private label brands have reinvented the way we think about the category.
    \n8. Less is more.\nThere is a saying, “Keep it simple, stupid,” that gained popularity in the 1960’s, and I must think about that saying on a daily basis. Brands like Apple and Target have always recognized that it’s better to create a clear, concise message and design with a lot of white space than the bog down packaging with text and overwrought design. Fortunately, in the past ten years since CBX was created, a lot of brands have jumped on the KISS bandwagon, and I believe this is for the better. We’ve incorporated “KISS” into our work for so many of our clients, namely Walgreens Nice!, Milo’s Kitchen, Pillsbury Simply and Miracle-Gro Culinary Herb Garden, all of which utilize considerable white space, bold photography and clear messaging to make the product the star.
    \n\"\"
    \n
    \n9. Condom packaging can be hot (outside the bedroom).\nI could make some lewd jokes about our work for LifeStyles condoms, but the truth is, it’s one of the projects that makes me feel incredibly proud. Like our work for U by Kotex*, Lifestyles presented an opportunity to speak to a new audience through a bold new look, naming convention and package design. By highlighting the “Y” in some of the sub-brand names – Kyng, Wyld, Thryll – (for Y chromosome), communicating the brand’s sensorial promise, and switching to all-vertical packaging that maximized shelf space, we were able to help alter the LifeStyles brand perception and its place in the market. And there’s nothing hotter than that.
    \n\"\"
    \n
    \n10. Politics are anything but boring.\nLook, I’m not really a political guy. But I AM a design guy, which is why I sit up and take notice during election years – of the party logos, that is. In 2010, after the Democratic and Republican parties unveiled boring new logos, my team and I took a stab at redesigning them, as well as one for the Tea Party (which still had credibility at the time). Posted on the FastCoDesign blog, our designs generated a good amount of debate, proving my belief that controversy is not just a stage for politicians. Design can create debate too.
    \n\"\"
    \n
    \nSo there you go – my top ten lessons from the past ten years. Thanks for taking a trip down memory lane with me in honor of CBX’s 10th anniversary. The truth is, there are dozens of invaluable lessons I’ve learned, and each one is more inspiring than the next. Now bring on the next ten!
    \n
    \nRead more: http://www.thedieline.com/blog/2013/11/19/ten-years-ten-lessons-in-design.html', 'Ten Years, Ten Lessons in Design', '', 'inherit', 'closed', 'closed', '', '1888-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1888, 'http://cbx.cappendev.com/1888-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3073, 1, '2018-09-27 17:58:48', '2018-09-27 17:58:48', 'The Hain Celestial Group, Inc., a leading organic and natural products company providing consumers with A Healthier Way of Life, today announced a packaging refresh for its TERRA brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand\'s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\nFor more than two decades, TERRA snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables -- including taro, kabocha squash, parsnip and beets -- in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n\"The root vegetables that go into TERRA set it apart from ordinary chips,\" said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. \"Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.\"\r\n\r\nIn January 2014, TERRA introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\nRead more: http://online.wsj.com/article/PR-CO-20140304-908603.html', 'TERRA Chips Introduces New Look', '', 'inherit', 'closed', 'closed', '', '1954-revision-v1', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 1954, 'http://cbx.cappendev.com/1954-revision-v1', 0, 'revision', '', 0), (3074, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'New Packaging Design to Spotlight Unique Root Vegetables in Every Bag \r\nThe Hain Celestial Group, Inc., a leading organic and natural products company providing consumers with A Healthier Way of Life™, today announced a packaging refresh for its TERRA® brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand’s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\n\r\nFor more than two decades, TERRA® snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables – including taro, kabocha\r\n\r\nsquash, parsnip and beets – in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n“The root vegetables that go into TERRA® set it apart from ordinary chips,” said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\n\r\nIn January 2014, TERRA® introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA® Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA® Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\nAs seen in:\r\nYahoo Finance\r\nFood and Beverage News\r\n\r\n ', 'TERRA Chips Introduces New Look For Its Iconic Black Bag', '', 'inherit', 'closed', 'closed', '', '1958-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1958, 'http://cbx.cappendev.com/1958-revision-v1', 0, 'revision', '', 0), (3075, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'HOW TO MAKE RETAIL EXCITING AGAIN\r\nBY: STEPHANIE SCHOMER\r\n\r\nRick Barrack is the chief creative officer at branding firm CBX, which recently helped Duane Reade do the impossible: execute a redesign to become cool (at least, as much as any drugstore can be cool).\r\n\r\n\"The dynamics of e-commerce, as it has evolved, created a new shopping behavior. People demand more information. And now, outside of e-commerce, we have to provide that as well,\" Barrack says. \"... E-commerce has provided exclusivity, and people want that in retail stores. Duane Reade narrowed offerings to make it feel more relevant--and exclusive--to New Yorkers: At the Wall Street location, the sushi bar is called Up Market and there\'s a stock ticker; in Williamsburg, there\'s a growler bar. It\'s telling the consumer, We understand the way you live, where you live, and what you need from us.\"\r\n\r\nClick here to read the conversation about making retail exciting again between Barrack and Story founder Rachel Shechtman, No. 80 on our Most Creative People list.\r\n\r\nTIMELINE\r\n1973\r\nAttends his first Indianapolis 500; hasn’t missed one since in 39 years\r\n\r\n1987\r\nPurchases first X-ACTO knife, which has survived for more than 25 years\r\n\r\n1988\r\nSecures first design internship with Connie Birdsall\r\n\r\n2000\r\nGets engaged\r\n\r\n2003\r\nEstablishes CBX with three people; the team has now grown to 140\r\n\r\n2003\r\nWelcomes daughter Lily\r\n\r\n2007\r\nWelcomes daughter Sadie\r\n\r\nhttp://www.fastcompany.com/most-creative-people/2012/rick-barrack\r\n', 'The 100 Most Creative People in Business', '', 'inherit', 'closed', 'closed', '', '1679-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1679, 'http://cbx.cappendev.com/1679-revision-v1', 0, 'revision', '', 0), (3076, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '

    \"\"By Rick Barrack:\r\nLast month, I attended \"back-to-school night\" at my four-year-old’s preschool, where the teacher spelled out my daughter’s curriculum for the school year. Not only did she inform me that my kid would be learning eight languages plus calculus by the time Christmas rolls around; she also told me that I should not pack her lunch box with cookies, chips, or sugary juice boxes, as that would be a major Montessori faux pas. (Personally, I’m surprised they don’t have an organic chef on staff, given how much I’m dishing out in tuition.)\r\n\r\nUSDA\'s MyPlate Initiative\r\n\r\n\r\nUnsure of how to achieve the optimal nutritional intake for my daughter, I turned to the USDA’s MyPlate well-intentioned initiative designed to (and promoted by Michelle Obama) remind parents of the basics of eating right. Given how much debate there’s been lately about childhood obesity and diabetes, I think there’s no better time to take a good, hard look at kids’ diets. So you can imagine my disappointment when I felt more baffled than ever after having a look at the primary graphic: a circle (presumably a plate) carved up four food groups, which looks to have spawned a smaller circle labeled “Dairy” (presumably a glass of milk). The plate is supposed to be an improvement over the food pyramid, which caught criticism for being too complicated to understand.\r\n\r\nBut as these on-the-street interviews show, MyPlate’s dietary recommendations are still far from self-evident. It does away with the pyramid’s number of servings but doesn’t provide its own details about number and size of recommended portions. With 17% of U.S. children facing obesity, clear dietary guidelines should be available for families looking to make healthful choices. Unfortunately, MyPlate doesn’t measure up.\r\n\r\nhttp://www.fastcodesign.com/1665239/the-brain-dead-design-behind-the-usdas-new-dietary-chart', 'The Brain-Dead Design Behind The USDA’s New Dietary Chart', '', 'inherit', 'closed', 'closed', '', '1547-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1547, 'http://cbx.cappendev.com/1547-revision-v1', 0, 'revision', '', 0), (3077, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'By Gregg S. Lipman\r\nI asked a contractor doing some work on our house for an estimate. The first pass was a lump sum, and he was reticent to line item it. I explained that I too am in the service business, and that I had no issue with him making a fair profit. I just needed to know what the base cost was, and what premium my wife was adding to the party. I\'m sure my clients sometimes wonder the same. So here are three things to keep in mind when dealing with your agency.\r\n\r\n1. Talk About Value... Even if It\'s Awkward\r\n\r\nValue is generally understood as the ratio between price and quality. We get it -- in the service business, the value equation is hard to peg. In work for hire, agency models are most often based on time -- the goal is to get the best work in the shortest amount of time. Clients use leverage to minimize cost (and therefore time). But, fact of life, creativity needs time to \"bake\" -- it is an iterative science where mistakes are made (see Creative Inc., Ed Catmull\'s [head of Pixar and Disney\'s] new book about creative management], since the creative idea is not a tangible thing, it is not as efficient as, say, making widgets).\r\n\r\nEven though we all know that value often boils down to dollars, it\'s a known fact: Whether in friendship, marriage or business, money makes things a little more awkward. But while money is necessary to keep companies afloat, at the end of the day, the opportunity to do great work simply jazzes us creative types up. So please, let\'s have a candid conversation. We recently went through an RFP process where the client was moving to an agency relationship (from working with individual freelance vendors), for stability and consistency of high-quality work and service. The budget, however, did not change to address the new strategic partnering objective. Champagne taste: beer pocket, as they say. To be clear, you needn\'t kill a fly with a bazooka either. Define your own expectations, and recognize the market parameters.\r\n\r\n2. Good Partnerships Are Mutually Beneficial\r\n\r\nIn most healthy relationships, there\'s a fair amount of give and take. Each partner needs to feel like they\'re getting something in return for what they\'re giving. In the service business, however, the requirement is to give before receiving. The truth is, most agency people -- I\'ll speak for CBX -- are like puppy dogs; we want you to love us and give us treats because we want to please you more than anything (it is an emotional business, and trust me, you want it that way). It is amazing what the little things mean, like saying \"thanks for the effort,\" or saying you\'re sorry that the team worked the weekend. Don\'t worry -- you don\'t need to remember birthdays or buy flowers (that\'s our job). Just be aware and respectful and we\'ll bend over backwards for you. Hell, like a well-treated waiter who offers dessert on the house, we\'ll even give you more than you were looking for. After all, there\'s nothing like working for someone who appreciates what you\'re doing. We\'re currently working with a client who was formerly on the agency side. He\'s good enough to verbalize that he is empathetic because he\'s been on our side. He then unapologetically asks for deliverables in unreasonable amounts of time. The thing is, we are more than pleased to deliver as best we can because our client, while demanding, is straight with us. He\'s part of the process, quick to praise and as a result, our relationship is strong.\r\n\r\n3. Trust\r\n\r\nRespect is something earned everyday. Respect earned over time equals trust. And trust is everything. As an agency guy, I\'m most proud of our long-standing relationships with clients. Nice guys who do mediocre work don\'t last too long. Great work done by jerks is not sustainable either. Truly great firms have a secret sauce -- a magical combination of business-oriented thinking driven through a highly creative environment with delightful white glove service. We strive to be intimate with our clients -- because our relationships are where the value truly lies. Signs of a trusting relationship show that we can anticipate on your behalf, communicate without speaking, motivate teams on all sides, and innovate to further the business without formalities. Added bonus -- trust is wonderful in good times, but its value is clearly felt in the toughest situations.\r\n\r\nThe results of our work together will be judged by the success or failure of your brand and its products. At CBX, we believe that connectivity to the lives of people is what matters most -- it is our mandate. But make no mistake, the metric that underscores these connections is money, and that\'s the truth.\r\n\r\nRead more: www.huffingtonpost.com/gregg-s-lipman/the-business-of-creativity-partnership_b_5198129.html', 'The Business of Creativity: 3 Ways for the Client/Agency Relationship to Work', '', 'inherit', 'closed', 'closed', '', '1932-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1932, 'http://cbx.cappendev.com/1932-revision-v1', 0, 'revision', '', 0), (3078, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'The industry continues to change at an increasing pace. Here\'s what the start of the next 20 years brings.\r\nIn two decades, brands have found many new ways to express their identity and connect with customers through packaging. We look at what is coming next.\r\n\r\nTwenty years ago, when BRANDPACKAGING put out its first issue, the packaging world looked very different. The way companies operated then wasn’t wrong; the CPG industry simply has an entirely changed set of marketing, branding and packaging ideals and undertakings today. Understanding the past is important, as is living in the present, but especially critical for brands now is watching the horizon for what will happen next in four key areas.\r\n\r\nBRANDING\r\nFor decades, brands have used packaging to differentiate themselves from the competition, and to great success. Now, companies are requesting agencies take branding a step further: to their physical space.\r\n\r\n“When you are buying and selling products to consumers, branding is important everywhere,” says Anthony Deen, creative director, Environments at CBX. “When you walk into someone’s house, you form an impression. Everything from the artwork on the walls to the rug on the floor to the light fixtures on the ceiling all help you understand what the owners are trying to say about themselves. It’s no different with retail environments. That’s why it’s critical for retailers to establish a distinct voice and personality for their brand that connects to consumers on a higher, more experiential level. Retailers must now, more than ever, work very hard to engage consumers by defining the consumer experience and making it meaningful.\r\n\r\n“Branding spaces is about extending the brand into the physical environment — expressing a brand in a palpable way,” Deen continues. “For us at CBX, it includes designing everything from the packaging to the shelf talker on the gondola or a specialty endcap fixture. It includes the tradeshow booth where the discussion takes place between a manufacturer and retailers, the pop-up shop that introduces the product to consumers and the store itself.”\r\n\r\nNJOY\r\nBefore NJOY, the electronic cigarette/vaping category was still primarily entrenched in the visual world of tobacco, marketed as a cessation or tobacco alternative rather than a unique experience unto itself. CBX was challenged to reinvigorate and relaunch the brand as a unique, full-flavor experience in a rapidly growing category.\r\n\r\nThe agency conducted in-depth ethnographies and category audits that uncovered the target audience — the male millennial and the older transitional smoker. While the team didn’t want to alienate the female consumer, the brand needed to speak to the millennial who revels in hedonistic pleasure and lives life in the moment.\r\n\r\nCBX came up with a brand identity that was vibrant, engaging and disruptive in store. The agency relaunched NJOY’s original six SKU line, as well as two new lines, ultimately delivering 150 SKUs in total. The agency supported the launch and developed consumer-facing POS displays in 7-Eleven, Walgreens and other convenience store locations.\r\n\r\nFrom there, CBX created full-scale environments at trade shows, mobile vaping bars and the first free-standing NJOY retail location. The NJOY Vaping Bar it created can be found at The LINQ, a Caesars Entertainment property in Las Vegas.\r\n\r\nThe reaction was quick and intense: Less than three months after the relaunch of its vaping products, NJOY reached No.1 in retail sales, capturing 23.7 percent of this growing category, and accounted for 85 percent of the segment growth. By September 2014, NJOY grew to a 4.4 share and its market share continued to rise, with the aim of a 10 point share to be earned by the end of 2015. The new recharge line knocked LOGIC off the No.1 spot, and NJOY became the leading mass brand in the emerging flavor/vaping segment.\r\n\r\nRead the full article in Brand Packaging', 'The Changing Landscape of Branding and Packaging', '', 'inherit', 'closed', 'closed', '', '2184-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2184, 'http://cbx.cappendev.com/2184-revision-v1', 0, 'revision', '', 0), (3079, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\r\n

    \r\n\"\"\r\nOpened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.

    \r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n \r\n

    \"\"Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality.

    \r\n \r\n\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n\r\n \r\n

    \"\"Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.

    \r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n\r\n \r\n

    \"\"What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.”

    \r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by Adweek', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0), (3080, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'You\'ll never have breakthrough ideas if you\'re living life entirely through a screen. Which is why Rick Barrack, chief creative officer at branding firm CBX, recently dumped 10 pounds of sand on a conference room floor.\r\nBy Rick Barrack\r\n\r\nRick Barrack, the chief creative officer at the branding firm CBX and the man responsible for Duane Reade\'s successful redesign, believes that a life lived entirely through a screen is one that\'s probably short on genuine creative output. Which is why at CBX, it\'s all about the tactile. The objects around his team, Barrack says, help them dream up new directions and identities for their clients\' products. CBX\'s office, he says, is \"built around the spirit of theatrics\" that has gone as far as filling a room full of sand to re-create the feel of a beach. Here, he shares his creative case for stuff.\r\n\r\nThis conversation has been condensed and edited for clarity.\r\n\r\nStuff Is The Stuff Of Inspiration\r\n\r\n\"One of the areas that we find really important, particularly in this day and age of the computer and social media and such, we find it necessary and critical to get back to our roots. What I mean by that is, as a branding agency, our consumers and the audience that we speak to are picking up product and living with brands that are tangible and are not necessarily always viewed through a monitor. We find it really important when being briefed and initiated into a given project to immerse ourselves in what we call \"stuff\"--stuff that inspires us, stuff that motivates us, stuff that provokes thought and interest, and helps us live the brands that we\'re so lucky to initiate with.\"\r\n\r\nReally Live The Brand\r\n\r\n\"I think living the brand is really important and you can live the brand in many ways. What we really ask people here to do is to immerse themselves in analysis and thought through physical and tangible tools. We\'ve even set the culture up in a manner that manifests that, such as having areas within the company that are more communal, that allow for the collection of material products, analogs, and other things that you would find out in the marketplace off the shelf.\r\n\r\n\"It doesn\'t stop there. It goes as far as having examples and representative materials that would speak to what a given consumer would be experiencing in their lives that would be associated with or adjacent to the product or brand initiative that we\'re engaged in. If we\'re being asked to create a new brand for a liquor product, for example, we would immerse ourselves in products that would be associated with those liquor products, or products that people would experience adjacent to those liquor products. So that\'s things such as glasswear or tobacco products, or things that would be found at a typical bar.\r\n\r\n\"We are pushing out on this idea much further than we ever have before. We are creating not only war rooms but conference rooms that are experiential in everything not just from the work, but the products that are adjacent.\"\r\n\r\nAn Experiential Office Space Is a Creative Office Space\r\n\r\n\"Our office is built around the spirit of theatrics. Much of the work that we do needs to create or provoke an experience. In our office, we want people to feel from the moment they walk in that they are stepping into an experience. And that experience is one that is comfortable to them, is familiar to them. We have living room space throughout the office--little living rooms that are set up not only for communal ideation but also to provoke free thought. Our furniture themes are very warm and living-room like. Our space is very communal.\r\n\r\n\"We do not have necessarily specific breakout rooms, where ideation needs to happen. Ideation can happen anywhere. I have my own office; I work around a circular dining room table versus a traditional desk. It helps foster the same spirit that the rest of the office provokes: communal conversation, ease and approachability, and the ability to have free thought.\r\n\r\n\"It\'s really important for people, in order to inspire creativity, to have comfort and familiarity. If people are familiar and comfortable in their environment it actually allows for free thought and it allows for people to take a breath and relax and think through things. My office is my comfort zone.\"\r\n\r\nGet Creative Tools\r\n\r\n\"I encourage my teams to live the brands that they are working with every day, to use the products that we\'re actually working on, and to shop at the stores where the products are sold that we\'re working on. While I don\'t have a specific recommendation on how to get inspired, I do know what has worked for us: Think freely about how one immerses in problem solving and think about the tools differently.\r\n\r\n\"The analogs can provide greater insight than the actual product. Another good example, for a beverage project that we did here at the office: as opposed to building a conference room and pinning up designs on the wall, we actually created an entire experience within that conference room. We brought in paraphernalia and accessories and tools. We even changed the color of the conference room, painted the conference room, laid sand in the conference room. The product was having fun in the sun, so we brought in things that were about what people have fun with in the sun and what people’s perceptions were. Instead of having an area rug in the conference room, we brought in 10 pounds of sand. It was a nightmare to clean up at the end, but during the process it got people into the mindset immediately.\r\n\r\n\"Find the tools that allow you to get into the mindset of what that brand is about. That’s what my idea of living the brand is: transforming experience.\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nRead more: www.fastcompany.com/3028545/agendas/the-creative-case-for-stuff', 'The Creative Case For Stuff', '', 'inherit', 'closed', 'closed', '', '1937-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1937, 'http://cbx.cappendev.com/1937-revision-v1', 0, 'revision', '', 0), (3081, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '

    NEW YORK – Before there is a dazzling store, there has to be a magnificent space. Duane Reade had such a space at 40 Wall Street, and it shows in the chain\'s bold new drug store there.\r\nThe fantastic architectural detail at the lower Manhattan skyscraper — including archways, tall windows and David Rockefeller\'s office fireplace — led to a drug store like no other, says Joe Bona, president of the retail division of New York-based CBX, which designed the 22,000-square-foot unit.\r\n\r\nThe fantastic architectural detail at the lower Manhattan skyscraper — including archways, tall windows and David Rockefeller’s office fireplace — led to a drug store like no other, says Joe Bona, president of the retail division of New York-based CBX, which designed the 22,000-square-foot unit.\r\n\r\n“One of the good things about doing work in the city is that every once in a while you come across spaces that are unique,” says Bona.\r\n\r\nThe 72-story financial district building dates to 1930, and it was the tallest in the world before being overtaken by the Chrysler Building while still being recognized as “the crown jewel of Wall Street.” Its dramatic use of space “made the project that much more fun to work on,” Bona says.\r\n\r\nThe former bank space also happened to have about 8,000 square feet more than a typical Duane Reade, affording the chain an opportunity to pioneer offerings such as a sushi bar, juice bar, fresh food section and “Up Market” dining area. While not a sit-down restaurant, Up Market does allow shoppers to “decompress” with a bite to eat, Bona says.\r\n\r\nThe idea of luxuriating with some gourmet food seems natural at a store with double-height ceilings and windows, he adds. “As you get off the escalator you’ve got this high, dramatic ceiling and four or five archways framing the colonnades both sides of the main space, and it’s just very, very dramatic.” CBX filled the archways with white subway tile “that helped bridge old-world style with new age design in a way that felt seamless and purposeful,” says Bona.\r\n\r\nWhile taking advantage of the details, CBX also adapted them for a 21st century drug store where necessary. To create a nail salon, for example, the fireplace’s heavy oak paneling was replaced with white marble around the mantle, to complement white walls. Recessed cove LED lights for a soft purple glow and a coffered ceiling with a modern crystal chandelier were also added.\r\n\r\nThe new look changed what had the feel of a men’s club to something more appropriate for women, Bona notes. “I would have loved to have kept it as it was, because it was a unique office of a famous person. But, in the end, we were able to transform this area into a modern, welcoming space while retaining the visual impact of the fireplace.”\r\n\r\nOn the other side of the mezzanine, three white marble archways were used to form the walls of a hair salon. Two of the archways occupy their original positions; a third, crafted of similar marble, was carefully removed and relocated to the area in its entirety.\r\n\r\nComplementary faux marble panels were added to fill in where needed to vertically extend the archways and complete the visual story.\r\n\r\n“While there aren’t many opportunities to work in spaces like 40 Wall Street, some of the store’s design components, programs and offerings could be rolled out in neighborhood locations where warranted,,” Bona says. As urban as the outlet seems, Bona sees potential for certain of its elements in the suburbs. He views it as “the convenience store for women,” saying features could work at Main and Main.\r\n\r\n“From a design standpoint and also from an offer standpoint, I actually think it’s a perfect model for the industry. It redefines convenience, because it’s a store where you can get soda, beer, snacks and groceries, including fruits, vegetables and salads, and even some meats. Yet, it’s still a pharmacy and it has what women are looking for in a drug store — namely, the beauty component. You put those things together in a nice setting and if it were on every busy corner in the suburbs it would be a hard store to beat. Put gas pumps out front and who knows? I think it would work anywhere. I believe in Duane Reade as an urban retailer, but I think the idea certainly could reshape the chain drug industry.”\r\n\r\nWhile the chain has become known for striking stores, including outlets designed by CBX on Spring Street in Manhattan and in the Williamsburg section of Brooklyn, Bona says there is a Duane Reade “brand standard” with a strict set of guidelines and rules for a consistent store look and feel.\r\n\r\n“Part of our job is to not get so enamored of the different spaces we’re working with that we’re designing one-off stores. Our job is not to focus on design for the sake of design.” While the design and branding firm has localized outlets with such features as a growler bar in Williamsburg, “by and large what we try and do is maintain the integrity of the brand,” says Bona. A shopper walking into any Duane Reade “should feel almost the same experience,” he explains.\r\n\r\nEven the 40 Wall Street store is divided into color-coded “How I Look,” “How I Feel” and “What I Need Now” sections for beauty, health and convenience products, he notes. ”We use the imagery and graphics in a consistent way no matter what the space.”\r\n\r\nHe credits Duane Reade president Joe Magnacca, who has overseen the chain’s overhaul with such launches as the Look Beauty boutique, with being a major inspiration for the unique offering in the new store.\r\n\r\nCBX’s relationship with Duane Reade started with its work a couple of years back on the chain’s private label packaging design. The line, DR ­Delish, proved so successful that parent company Walgreen Co. adapted it for a chainwide rollout under the Good & ­Delish name. The store brand work led to store design work, resulting in CBX’s design of some 40 units last year. The firm is on track to design a similar number of units this year.\r\n\r\nCBX partner Todd Maute, who directs the firm’s retail and private label business, credits the management of Duane Reade and Walgreens, where Magnacca is president of daily living products and solutions, as being “the most open-minded, quick to execute, and strategic” he has worked with in the industry.\r\n\r\n“It’s unique for a retail organization to define itself based on the marketplace, and act on the dynamics and nuances on a neighborhood by neighborhood basis, as fast as they have,” he says. “Whether it was their private label, or 40 Wall Street, they pushed the envelope, made decisions and executed flawlessly. This store was designed in record time. From concept to completion, the process — including the creation and trademarking of logos and brands and the retrofitting of an extra-large space — took six months. It was a great experience.”\r\n\r\nhttp://www.chaindrugreview.com/inside-this-issue/news/08-29-2011/the-designers-who-helped-duane-reade-create-a-hit', 'The designers who helped Duane Reade create a hit', '', 'inherit', 'closed', 'closed', '', '1740-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1740, 'http://cbx.cappendev.com/1740-revision-v1', 0, 'revision', '', 0), (3082, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '

    \"\"By Gregg Lipman:\r\nTweens are a complicated bunch—as parents and marketers know. Considered “too old for toys, too young for boys (and girls),” this demographic of kids ages 9 to 14 is feisty, opinionated, honest, sharp, cynical, and responsible for $200 billion in sales a year. That means tweens yield a tremendous amount of purchasing power, which is why every smart marketer needs to keep them top of mind in 2012.\r\n\r\nCreating, designing, and marketing brands for tweens, however, is a challenge mostly because tweens are full of dichotomies.\r\n\r\n1. Tweens aspire to be older—but are still children.\r\n2. They want to be unique—but also fit in.\r\n3. They have strong ideas about what they want to buy—but need parental involvement and approval to purchase desired items.\r\n\r\nThat last point means marketers need to talk authentically to teens and, at the same time, convince parents that the products are worth their money.\r\n\r\nAppealing to parents and tweens isn’t easy. And as the parent of a tween, I can tell you that there’s a fine line between being cool and trying too hard. (I’ve gotten the stink eye one too many times for corny comments I’ve made in front of my daughter.) \"\"\r\n\r\nMy company, CBX, found out how difficult it is to appeal to both tweens and parents when we, as brand stewards of Kimberly-Clark’s U by Kotex feminine care line, were asked to design U by Kotex Tween. After conducting a deep dive to get into the minds of tween girls, we created packaging that featured:\r\n\r\n-Copy that speaks to girls honestly and openly\r\n-A black and pink glittery pack that conveys the idea of “girly princess meets teen rebellion”\r\n-Star-shaped peekaboo windows that let girls see the brightly colored product\r\n-Designs with hot pink doodled stars and hearts that could be straight from girls’ notebooks\r\n-Discreetly designed packaging and product, so as not to embarrass girls\r\n-The designs were a hit in addressing a tween’s desire for freedom and self-expression, and her mom’s need for reassurance and safety. By appealing to both tweens and -parents, sales of U by Kotex Tween helped Kotex capture a 15.9% share of the tampon market and 19.4% of the sanitary napkin and liners segment.\r\n\r\nAnother product that tweens like and parents approve is Someday perfume. Do you have a Biebs lover in your house? (I do!) Justin Bieber and his team just keep hitting it right from a branding angle. His perfume for girls, Someday, strikes a perfect balance between being modest enough for parents and alluring enough for tweens. In the ads, a young girl is shown pining for Justin, who is shown against a backdrop of purple, his favorite color (and that of many tween girls). The perfume bottle features blooming hearts that appeal to this love-obsessed demographic and a removable key and jewel-encrusted heart to carry Justin wherever the tween goes. Tween-friendly elements such as those helped Someday bring in $3 million in sales in its first three weeks.\r\n\r\nTween Marketing Gone Horribly Wrong\r\n\r\nNot all products can balance the appeal to tweens and their parents. Some products miss the mark completely and get shunned by both tweens and parents.\r\n\r\nFor example, let’s take Abercrombie Kids’ Ashley Push-Up Triangle. The bikini top lined with push-up padding was marketed to girls as young as eight. Eight! Tweens may want to seem grown-up, but their parents still want to keep them kids—which is why parents were absolutely furious over the product. Abercrombie & Fitch backpedaled, saying the product was always intended for girls ages 12 and up. The bikini top was soon removed from shelves, and Yahoo Finance’s 24/7 Wall Street placed the Ashley Push-Up Triangle in its No. 1 slot for biggest product failure of the year.\r\n\r\nHow to Best Reach Tweens\r\n\r\nIn addition being smart about tween products, marketers have to be savvy about their advertising and promotions. Gone are the days of reaching tweens via 30-second TV spots. Tweens are tech-obsessed, always looking for the newest and coolest platforms and gadgets. This audience likes to push its boundaries, albeit within a controlled environment like Mommy and Daddy’s house. New platforms come out every day. (Facebook and Tumblr are being replaced by newer programs like Xbox Live and Sweety High.) The most successful ads tend to mix an element of danger with something safe and responsible.\r\n\r\nHere are a few rules for marketing to tweens.\r\n\r\n1. Know your audience\r\nConduct a serious deep dive into the media, technology, fashion, and products that are speaking to tweens today.\r\n\r\n2. Tell it (to parents and tweens) like it is\r\nTweens want to be talked to—not down to. Immerse yourself in their lingo, and keep your words short and sweet in a relatable, conversational tone. But be sure to use language that doesn’t completely alienate parents; they’re the ones paying, after all.\r\n\r\n3. Wow them\r\nAlways include an element of surprise, something unexpected and fun, that will stand apart from the competition as well as from their parents’ products. Funky graphics, glitter, stickers, and jewels all feel like special treats for tweens.\r\n\r\n4. Give tweens a voice\r\nTweens like to put their stamp on the world, so give them avenues for feedback on social networks.\r\n\r\n5. Keep cool\r\nLastly, keep in mind that tween trends change like the weather… Be sure to stay abreast of what’s cool right now. If you don’t know what’s trendy, tweens won’t give you the time of day.

    \r\n\r\nhttp://www.mpdailyfix.com/the-dos-and-donts-of-tween-marketing/', 'The Do\'s and Don\'ts of Tween Marketing', '', 'inherit', 'closed', 'closed', '', '1542-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1542, 'http://cbx.cappendev.com/1542-revision-v1', 0, 'revision', '', 0), (3083, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'A push for more efficient healthcare challenges designers to bring medical services to retail\r\nAny Lab Test Now is probably your doctor’s worst nightmare. The service, which allows patients to request their own lab tests without a physician’s order, has even trademarked the phrase “No insurance? No problem.” It’s like Googling your own symptoms on steroids: Instead of a rumpled printout (apology expected), you can hand your physician a crisp set of lab results to back up your self-diagnosis.\r\n\r\nRead more: http://vmsd.com/content/doctor', 'The Doctor Is In', '', 'inherit', 'closed', 'closed', '', '1828-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1828, 'http://cbx.cappendev.com/1828-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3084, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Brands are telling consumers how they will feel if they buy their product—and are doing it front and center on their packages.\r\nMaybe it’s me, but it seems like everywhere you look these days, there’s bad news: war, domestic shootings, political unrest, Middle East Respiratory Syndrome (okay, so that was a false alarm, but still…). With headlines like these, is it any wonder that people are grasping for positivity wherever they can find it? Not surprisingly, Pharrell Williams’ “Happy” song is the anthem of 2014, the one that got Meryl Streep dancing in the aisles at the Oscars. Pharrell is proud to tell everyone that he’s happy, and you should be too, dammit.\r\n\r\nPop songs have no problem telling you how you should be feeling, and now brands are following suit by staging end benefits front and center on pack. A recent trip down the supermarket aisle proves how brands are leveraging this strategy. Several can be seen using a strong end benefit to make the consumer believe they need to buy these products to feel better about life. To feel refreshed, optimistic, energized and—you guessed it—happy. Instead of human behavior driving brands, as they once did, it now seems that brands are the ones driving human behavior.\r\n\r\nAnd when I say they are “on pack,” I’m not saying that these messages are simply tertiary copy buried beneath a brand, sub-brand or claim. In many instances, the end benefits are promoted prominently, and have even become part of the brand name.\r\n\r\nCrest recently launched a new line, “Be,” that lets consumers define themselves based on the products they are using. Forget about getting clean teeth and fresh breath—now, you can recalibrate your psyche with just one brush! Be INSPIRED, in a Vanilla Mint Spark flavor, is for those who feel their dental routine is a little, well, underwhelming. Be ADVENTUROUS, in a Mint Chocolate Trek flavor, takes your mouth on an exhilarating ride. And Be DYNAMIC, with its unusual Lime Spearmint Zest combination, tingles the senses with bold and unexpected flavors. The thing that gets consumers’ attention is the prominent sub-brand “Be”; and the end benefit that follows reinforces who and what they should be (inspired, adventurous, dynamic). Crest believes that the emphasis on the potential of what one could be will ultimately drive sales.\r\n\r\nDietary supplement brand, Neuro, prominently features its end benefit front and center on its bottles. In fact, this benefit is so much larger than the actual brand name that you might think that SLEEP (with the tagline “Sweet Dreams”) is the brand, rather than a sub-brand. With this approach, Neuro is trying to lure consumers who are looking for an end benefit, not a specific brand. It’s a great strategy because who wouldn’t be attracted to a product that has the ability to change one’s behavior for the better? Hell, any drink that would help me sleep more soundly is one I’d happily give a shot.\r\n\r\nI have to admit, there’s something incredibly appealing about a brand trying to enhance my well-being. But I also can’t help but wonder: Is it realistic to expect a brand to make us feel a certain way about ourselves? Most people would say no, but in a time when books like “The Happiness Project” put a premium on feeling happy, I guess my response is: Why not? After all, Coca-Cola, Apple and Betty Crocker—three of the biggest brand names of our time—have been asking us to feel and behave in certain ways for years, but have limited the use of these messages to their advertising campaigns.\r\n\r\n“Have a Coke and a Smile”—a slogan that embodied Coke’s M.O. to spread happiness around the world—has appeared in Coke ads and on promotional collateral for years but rarely on actual bottles. Ditto for Apple, who used “Think Different” in its groundbreaking ad campaign, and put the letter “i” before its product names. (They claim the “i” stands for “interactive,” but there’s no question it also references the individual who puts his/her own stamp on whatever Apple device they are using.) For years, Betty Crocker inspired consumers to “Bake Someone Happy.” What heartless soul wouldn’t bake a dozen cupcakes to make their kids smile?\r\n\r\nSo, at the end of the day, I wholeheartedly welcome this movement. It’s a lot easier and cheaper than paying a therapist $200 an hour to have you vent about your emotions or complain about why you’re not sleeping at night.\r\n\r\nI can’t wait for the day when I can buy a shampoo that will make me feel more creative or use a deodorant that not only helps with perspiration but also makes me feel like a better parent. Soon, we might not even need to analyze how we’re feeling at all—the brands can just do that for us. And singers like Pharrell, of course.\r\n\r\nRead more: www.packagingdigest.com/packaging-design/the-era-of-feel-good-packaging140814', 'The era of feel-good packaging', '', 'inherit', 'closed', 'closed', '', '1984-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1984, 'http://cbx.cappendev.com/1984-revision-v1', 0, 'revision', '', 0), (3085, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'by Meg Asaro,\r\nCulture has become quite the buzz word as of late. The word itself has been trending on Merriam-Webster as the third most popular on their site (06.26.14). Is it because culture is literally expanding in size or because it is one of those words that has different meanings and needs clarification? I believe the root cause is related to both.\r\n\r\nThe dictionary definition of culture is “the beliefs, customs, arts, etc. of a particular society, group, place or time.” That makes total sense but, as a brander, I see culture as the palpable environment in which brands gain or lose relevance and meaning. For my work, the definition needs be more specific and actionable, setting up a call and response between culture and consumer, with brand smack dab in the middle of that conversation.\r\n\r\nSomething along the lines of “culture is the fusing of opportunity and motivations through mass behavior.” Redefining culture in this way makes room for the ever-changing symbiotic relationship between consumer and culture, humans and their environment and allows brands to connect on a deeper level. Deconstructing the definition a bit for clarity, motivations refer to the consumer need and opportunity to the shifting white space that brands inhabit in order to best satisfy that need.\r\n\r\nOnly by connecting a human need to a brand truth can brands hope for solid traction. Think of a brand that moves you. For me, it is Target. Experiencing awesome design at affordable prices, with modernized version of songs from my past (“Unbelievable,” 1991 from their back-to-school clothes spot) totally yins my yang.\r\n\r\nBut, today, there is a big challenge looming. We live in a time of constant content bombardment. Perpetual information is bought and sold, repurposed, consumed and more and more, forgotten. Ray Kurzweil’s “accelerating intelligence” is here. It is not a cultural shift of tomorrow but a reality of today. Culture is accelerating and is now much more fractured, splintered and well, weak. As the connective tissue between brand and consumer, it is getting stretched so thin that it is becoming more difficult to know what is true, what to latch onto and ultimately, what to leverage. Basically, it is becoming harder to find true relevance as cultural relevance itself is becoming less potent.\r\n\r\nI stumbled on cultural strategy as a profession by happenstance about 16 years ago when I worked as a cultural curator: someone who defines and re-appropriates cultural meat for brand strategy and, ultimately, expression. At the time, Naomi Klein came out with No Logo and stated, “Whoever produces the most powerful images, as opposed to products, wins the race.” Tracking cultural shifts back then was dare I say, easy. You could see them coming from Technohuman (the melding of technology and humanity) to S/he (gender bending) to Mass Class (the democratization of design - thanks Martha).\r\n\r\nWe talked of white space and penetrating gray matter because we could with culturally relevant image and design. Culture had gravitas and weight and we had water cooler moments to discuss and dissect. But progressively, these moments got fractured. Common cultural stories were told in smaller like-minded tribes. And those bigger cultural moments? They got uglier. The squeaky wheel tends to get the grease, or the loudest voice the mic, more appropriately. Examples that come to mind range from the Real Housewives juggernaut to Miley’s twerking to the unfortunate nature of the coverage of our beloved Robin Williams‘ death. We don’t need all the gory details but the school of thought that’s winning today says: sensationalism sells.\r\n\r\nI look back at 1998 with rose-tinted glasses. We saw the future through brightly colored iMacs and Woody from “Toy Story.” But, we could also turn ourselves off and just be human, find some peace. Cyber reality was just that, another world to enter and leave. Today, we are never unplugged, the thought is foreign as our smartphones get smarter and our addiction grows. Google Executive Chairman Eric Schmidt is famously quoted as saying, “Every two days, we create as much information as we did from the dawn of civilization up until 2003.” Because of this, I sometimes find myself feeling overwhelmed and overloaded. I worry that we are experiencing a cultural fracturing, and that perhaps a deep cavernous disconnection has begun.\r\n\r\nSo, in this world where overload is the new normal, what is a brand to do? How can brands connect with consumers and actually, really, still break through?\r\n\r\nI have a few thoughts:\r\n\r\n1. Be strong\r\n\r\nIt is brand’s role to act as a stabilizer in this cultural uncertainty. JC Penney illustrated what happens when a brand radically departs from what they know. They crumbled fast but thankfully are back on track, returning to their original logo and common industry practices.\r\n\r\n2. Be true to your brand’s roots\r\n\r\nDon’t act upon a cultural shift that is not true to the DNA of your brand. Remember Pepsi’s Refresh Project? It didn’t resonate because cause marketing was not core to the brand. Once they started embodying being “timely” to Coke’s “timeless”, did Pepsi gain traction. They now message “current” to go up against Coke’s “classic”, leveraging a rich history of using “of the moment” musicians to retain cultural relevancy.\r\n\r\n3. Be ahead of the curve\r\n\r\nBrands that follow by nature tend to get swallowed up in the abyss and don’t truly stand for something. Yesterday’s low fat is today’s whole grain.\r\n\r\n4. Research culture relevant to your tribe\r\n\r\nContinually monitor your core constituents, their behaviors and needs. With today’s cultural fracturing, staying close to those who love your brand allows you to stay at the heart of the conversation and respond with culturally relevant stories. Only then are we truly allowing brands to do their thang.\r\n\r\nRead the full article here.', 'The Fragility Of Culture', '', 'inherit', 'closed', 'closed', '', '2011-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2011, 'http://cbx.cappendev.com/2011-revision-v1', 0, 'revision', '', 0), (3086, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Brand agency CBX collaborated with 826NYC, an organization that helps under-resourced students in New York, to create design and packaging for a tropical oasis-style lemonade stand in New York City. The project was part of a special collaboration to support 826NYC\'s project-based learning format.\r\n\"LemonadeStand_2\"\r\n\r\nFor two months, students and agency creatives developed concept and design for the ‘Sweet ‘n Sour Chillville’ lemonade stand. The goal of the project was to spread the word about 826NYC\'s mission while giving children of the program, who range in age from nine to 12, the chance to work side-by-side with the CBX creative team on everything from the naming of the business to the design of the logo, stand, signage, product packaging, and uniforms.\r\n\r\nThe stand was unveiled at Manhattan’s Flatiron Plaza on August 20, and 11 students from the organization interacted with the public, collecting donations and sharing the organization\'s mission with their customers. The effort raised nearly $3,000 for the Brooklyn-based organization.\r\n\r\n\"LemonadeStand_3\"\r\n\r\nUnder the students’ vision, the  10-ft. by 20-ft. installation was designed to resemble “a tropical oasis hidden in the heart of New York City’s steamy concrete jungle,” complete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and “Welcome to Paradise” signage. Information on the project and 826NYC was provided on a TV monitor and additional signage.\r\n\r\n“The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,” noted Joshua Mandelbaum, executive director of 826NYC.\r\n\r\n826 founder Dave Eggers added: “As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.”\r\n\r\n“Our purpose in taking part in this project was to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,” said Gregg S. Lipman, Managing Partner of the Manhattan-based CBX. “We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life.  I\'m proud that CBX was able to make a difference in these kids’ lives, and we will continue to work with the organization in the future. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place.”\r\n\r\n\"LemonadeStand_4\" \"LemonadeStand_5\" \"LemonadeStand_6\" \"LemonadeStand_7\"\r\n\r\n\"LemonadeStand_8\"\r\n\r\n\"LemonadeStand_9\"\"LemonadeStand_11\"\"LemonadeStand_10\"\r\n\r\n826NYC is a nonprofit organization dedicated to helping under-resourced students, ages 6-18, strengthen their writing skills and improve their academics through evening and weekend workshops, afterschool tutoring, in-schools projects, and creative writing field trips.\r\nAlong with CBX, two New York City firms, Big Apple Visual Group and Suite Spot lent their services on a pro-bono basis.\r\n\r\nRead more: www.thedieline.com/blog/2014/9/9/the-great-lemonation-imagination-collaboration?utm_content=buffer9edc9&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer', 'The Great Lemonation Imagination Collaboration', '', 'inherit', 'closed', 'closed', '', '1994-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1994, 'http://cbx.cappendev.com/1994-revision-v1', 0, 'revision', '', 0), (3087, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'By Meg A.\nLast week, after taking the train to the \'burbs and then picking up my four-year-old son from preschool, I was lucky enough to witness a tender moment. A father and his kids were sitting on their stoop, barefoot, happily watching the world go by. The dad was dressed casually, the toddler was in shorts and the baby was hanging in his diapers. They clearly had been home all day -- you could tell that they had happiness and rhythm in their world, a successful hallmark of being a stay-at-home parent. The only thing \"unusual\" about this scene was that a man was in the nurturing role, traditionally embodied by a woman.\n\nThis scene got me thinking about how gender roles have shifted, even reversed -- and how as a result, advertising is challenged in authentically portraying these roles today.\n\nSo much of the dialogue today is around the rise of women: Look at them break through that glass ceiling! I remember my mom going to work. One day, she sat me up on the washing machine, showed me how to use it and said, \"I’m going to work now so you are going to have to learn how to take care of yourself.\" I was in third grade and welcomed the responsibility, I learned independence and self-reliance, says the former latchkey kid. Looking back, I see that my mom taught me that women can do, get and be whatever they want. But where do men fit in this equation? Especially now that women are being raised to be self-sufficient, heroes in their own right that don’t need a man to save the day? With every action comes a reaction. Where are men in this ongoing cultural shift?\n\nAs culture shifts, so do brands. Let’s look through the lens of traditional female roles to see how they are portrayed in brand messaging and advertising today. Female roles tend to fall into two camps: the madonna or the whore. Can men wear these shoes?\n\nLet\'s start with the whore. (I promise not to get too dirty.) We see this role portrayed by women all the time when products are marketed to men -- namely beer or HBA products that tempt men with the idea that they might “get some.” Let’s hire us a hottie to move some cases. Easy!\n\nBut can the same visual strategy apply to products traditionally marketed to women? Brands such as Liquid Plumbr and Velveeta are giving it a whirl. Clearly, it is quite entertaining to reverse the roles but does it work? With an air of self-deprecation about them, these ads seem forced and inauthentic. Perhaps taking it to humor instead of to sexy is more palatable for mainstream America, but it does feel a bit more Chippendales than Magic Mike. Perhaps this is still an unnatural role for men to play or even to be viewed in? Basically, unless the man wants to be an object of desire (we love you, Channing Tatum) this image won’t ring true to the viewer.\n\nLet\'s now look to the madonna role. Madonna (no, not that one) is the quintessential nurturer -- a caring persona whose goal is to care for or help others. In modern-day layman terms, the mom role. But today, with approximately 20% of men who are stay-at-home dads, these waters are getting rather muddied. Part of this is due to the “mancession” (yes, that’s a word) but part of it is choice. “There are a lot of guys out there that had remote relationships with their own fathers and they don’t want that with their kids,” according to Jeremy Adam Smith, author of The Daddy Shift.\n\nWhich brings us back to that guy on the stoop. What did I love so much about that moment? It was real. Men as nurturers might not have a historical precedent, but it is a role that is becoming more and more authentic today. Ask yourself, what is more attractive to a female eye? A man in a uniform or a man with a baby? The times they are a changin\'.\n\nWe see this in advertising more and more today, especially around Father\'s Day, with brands like Wells Fargo, Huggies and Oral-B, the latter of which showcased this trend in its Power of Dad spot.\nBy elevating the conversation to the concepts of nurturing and love, we find a universal story that speaks to anybody with a heart. Screw the stereotypes -- the heart wins every time. Who are these ads resonating with most, mom or dad? The answer is both, methinks. \n\nhttp://www.mediapost.com/publications/article/204771/the-great-role-reversal.html?print#ixzz2a9vpBNf4', 'The Great Role Reversal', '', 'inherit', 'closed', 'closed', '', '1835-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1835, 'http://cbx.cappendev.com/1835-revision-v1', 0, 'revision', '', 0), (3088, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Coca-Cola, Tiffany & Co., and John Deere have all leveraged color to a point where it has become synonymous with their brand identities. But just how does a brand go about identifying color and trends that generate relevance in order to connect with consumers in a meaningful way? Start by using color resources and listening to what consumers have to say about their favorite brands.\r\nOne such resource is the Color Marketing Group (CMG), a non-profit association that provides color direction and forecasting for a broad range of industries, products and services—including branding and packaging. The group’s forecasts, which are released under the NEXT moniker, detail colors that have made their way into the marketplace or are about to be introduced.\r\n\r\n“CMG forecasts are considered color directions and are not directives,” John West, vice president of color forecasting explains. “They show the course that colors are likely to take and are open for interpretation across industries, products and packaging.”\r\n\r\nWest goes on to explain that CMG members collaborate at regional color workshops called ChromaZones which take place throughout the year to determine the NEXT colors. These outputs are then collectively shared at an end-of-year international summit conference. Members interpret the direction of color based on many types of global influences. These are consolidated into a final color forecast of about 60 to 70 total colors that will influence Asia Pacific, Europe, North America and Latin America regions.\r\n\r\nDifferentiation and disruption\r\n“Memory structures in the brain are what cause us to recall a product, package or an advertisement,” Donna Sturgess, executive in residence at Carnegie Mellon University, and president and co-founder of Buyology, says. “Color is an aid to creating and refreshing the memory structures that are an important component of decision-making and buying. Our non-conscious mind processes color at a subliminal level and reinforces a brand framework and cues that leads to long-term distinctiveness. Brands need to look towards distinction and to find a place to be. This can be achieved through the use of form and color choice.” She goes on to add, “Brands must stand out with distinctiveness, and without confusion for customers to recognize and recall the brand in buying situations. Color is a meaningful element to deliver upon this distinction.”\r\n\r\nBack in black\r\nOne color making a bold statement across several categories is black. In combination with bright, vibrant colors, or with spot varnishes, patterns and textures, black is showing up in unusual verticals—such as personal hygiene, produce and nuts, and dairy— to convey a sense of luxury, youthfulness, beauty, fashion, power, and in some cases, masculinity.\r\n\r\nDanone Yogurt for Men is a perfect example. When Danone wanted to release a yogurt specifically marketed to young men, it found that men not only had specific preferences when it comes to product—a distinctive taste, higher fat content and thicker consistency—but also wanted clearer, simpler and bolder packaging.\r\n\r\nWorking with development partner Greiner Packaging, Danone created a stylish, sleeved yogurt cup with a deep black color scheme. The minimalistic graphics and text combinations applied to the cups communicated a sense of strength.\r\n\r\nThe black packaging used by Wonderful brands to market its pistachios and almonds makes the brand stand out in the food aisle. The solid black packs combined with neon green and orange copy offers a minimalistic, impactful brand blocking presentation at shelf. This youthful, bold-and-upscale looking approach is something that has gained noticeable traction with the millennial audience.\r\n\r\nCutting through a sea of sameness\r\nWhen Kimberly Clark enlisted CBX as the branding firm to design its U by Kotex line of women’s personal care products, it became evident to them that to compete with brands such as Always and Carefree, the packaging was going to have to find a way to connect and relate to 18- to 24-year-old females. Consumer research found that the target market had an innate sense of collectivism and characteristic of sharing everything. It became imperative that the brand become something worthy of being shared.\r\n\r\nIn an effort to break through traditional conventions and the preconceptions of women’s personal care products being branded in pink and pastel color palettes, CBX developed a black pack design that felt more like a beauty cosmetic, trendy and fashion forward that challenged the category norm and created disruption. “Research results suggested that consumers were giving us permission to go with the black packaging,” Allison Koller, creative director at CBX, says.\r\n\r\nCombined with distinctive patterns, vivid accent colors and consistent brand messaging, the packaging and colored product wrappers offer up an unexpected surprise and delight. Taking this contrarian approach has paid off.\r\n\r\nKoller reports that consumer feedback showed that women would be comfortable displaying U by Kotex products in their bathrooms or taking the women’s personal care products out of their purses in public, which was really something the category had not experienced before.\r\n\r\nIn today’s marketplace, it is becoming more and more difficult for brands to be distinctive and standout on shelf. As the retail space becomes more and more saturated with competing brands and private label offerings, product packaging needs to be disruptive in order to capture the attention of consumers. When done in the right manner, this can be achieved through the use of form and color. While color can often be a subjective topic of debate, especially when developing packaging and branding, it is hard to argue the fact that it holds the power to persuade, stimulate and connect with consumers, on both physical and emotional levels.\r\n\r\nRead more: www.packagedesignmag.com/content/the-hue-for-you', 'The Hue for You', '', 'inherit', 'closed', 'closed', '', '1924-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1924, 'http://cbx.cappendev.com/1924-revision-v1', 0, 'revision', '', 0), (3089, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Interested in investing in beverage companies Coca-Cola , SodaStream , and Dr Pepper Snapple Group ? Exploring this week\'s news in the beverage industry may help you decide.\r\nPartnerships and innovation\r\nCoca-Cola\'s Honest Tea subsidiary recently took its zero-calories Unsweet Lemon Tea national. Feeling good about the success of its Just Green Tea drink, Honest Tea thinks it can capitalize on the robust tea market. On the innovation front, Drinks Business Review nominated Coca-Cola for the 2013 DBR Drink Innovation Award. Last month in Japan, Coca-Cola introduced a Canada Dry Hot Ginger Ale drink in a can designed to maintain the carbonation when the drink gets heated from a \"chemical concoction\" within the container.\r\n\r\nSodaStream increased the convenience of making soda at home in the United States by introducing SodaStream caps. You essentially take the pre-measured one-use capsule and pour it in the bottle to make a drink. This will certainly add to its appeal for the environmentally conscious consumer. Moreover, it may appeal to the convenience-oriented consumer who doesn\'t want to measure the amount of syrup to make a drink.\r\n\r\nIn an effort to expand their presence as well as combat waning sales in the perceived \"unhealthy drinks\" arena, beverage companies -- via partnerships or their own research team -- are bringing new products to market to entice consumers. Dr Pepper Snapple Group intends on using excess distribution capacity to expand the range of products it sells. Last month, the company partnered with Sunny Delight Beverages to sell the Sparkling Fruit2O flavored water. More recently, Dr Pepper Snapple teamed up with Bai Brands, makers of Bai 5-Calorie Antioxidant Infusions to bring its natural beverages to major markets.\r\n\r\nPackaging and advertising\r\nAccording to a Beverage World article, Dr Pepper Snapple has engaged brand agency CBX to revamp its Sunkist logo and bring back its iconic sun ball graphic. D. Pepper Snapple felt that its current packaging lacked differentiation and lost connection with its \"California beach story.\" The company wants the brand revitalized for the younger demographic. With that said, it can use all the help it can get, considering that its carbonated soda volume fell flat in its most recent quarter.\r\n\r\nCoca-Cola invested in its first dairy cooperative, Fair Life, which owns Core Power, a high-protein shake. With the resources of Coca-Cola, Core Power executives want to sell the public on the \"sex appeal of vitality\" that comes from drinking the protein shake, according to Beverage Daily. Core Power executives utilized Coca-Cola\'s distributions system to take its brand national.\r\n\r\nTrends\r\nIn a recent article, Beverage World cited statistics that offer reassurance to the long-term shareholders of eco-friendly companies such as SodaStream. According to the article, over 75% of the 4,000 people polled increasingly consider environmental factors such as recyclability and environmental friendliness of packaging in their purchasing decisions. In an interesting contrast, another Beverage World article talks about the falling rate of recycling during the 10-year period from 2000 to 2010. The article cited a \"national wasting rate for 2010 at 63 percent\" versus 59% in 2000. The article suggests that if recycling became more convenient via the increased availability of recycling bins, then the rate of recycling might follow. If more consumers can incorporate an eco-friendly mentality, then companies like SodaStream may thrive even more.\r\n\r\nFoolish takeaway\r\nThese headlines point to the understanding on the part of the beverage industry that consumers increasingly want healthier drinks and eco-friendly packaging. As a result, companies are stepping up with new products either internally generated or through partnerships and acquisitions.\r\n\r\nRead More: http://www.dailyfinance.com/2013/11/26/the-latest-news-in-the-beverage-industry-coca-cola/', 'The Latest News in the Beverage Industry: Coca-Cola, SodaStream, and Dr Pepper Snapple', '', 'inherit', 'closed', 'closed', '', '1900-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1900, 'http://cbx.cappendev.com/1900-revision-v1', 0, 'revision', '', 0), (3090, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'By Peter Burgoyne:\r\nNow that the U.S. economy is recovering (albeit slowly) from the economic crash, there’s been lots of buzz about the rebound in luxury retail. Certainly, the sector has been outperforming other retail categories, with analysts pointing to luxury as a safe harbor amid disruptive factors like rising oil prices and the chaos in Libya. One CNNMoney story, in fact, referred to investors hopping on a “luxury bandwagon” and noted that Louis Vuitton’s London boutique has limited shoppers to a maximum of three purchases for fear of running out of inventory. The report also cited China’s thriving economy as a key driver of global demand for luxury goods.\r\n\r\nRead more:\r\n\r\nhttp://vmsd.com/content/the-luxury-rebound', 'The Luxury Rebound', '', 'inherit', 'closed', 'closed', '', '1553-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1553, 'http://cbx.cappendev.com/1553-revision-v1', 0, 'revision', '', 0), (3091, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Did the recession have a lasting impact on luxury?Peter Burgoyne\r\n\r\nNow that the U.S. economy is recovering (albeit slowly) from the economic crash, there’s been lots of buzz about the rebound in luxury retail. Certainly, the sector has been outperforming other retail categories, with analysts pointing to luxury as a safe harbor amid disruptive factors like rising oil prices and the chaos in Libya. One CNNMoney story, in fact, referred to investors hopping on a “luxury bandwagon” and noted that Louis Vuitton’s London boutique has limited shoppers to a maximum of three purchases for fear of running out of inventory. The report also cited China’s thriving economy as a key driver of global demand for luxury goods.\r\n\r\nRead more: http://vmsd.com/content/the-luxury-rebound', 'The Luxury Rebound', '', 'inherit', 'closed', 'closed', '', '1837-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1837, 'http://cbx.cappendev.com/1837-revision-v1', 0, 'revision', '', 0), (3092, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'C-stores are being forced to upgrade and drop the \'smokes and Cokes\' image as competition moves into their territory:\r\nThe big gulp you’re hearing these days is not from a 7-Eleven fountain drink. It’s from the management of 7-Eleven itself – and Wawa, Thorntons, Circle K, Cumberland Farms and all the other major convenience store players around the country.\r\n\r\nRead more: http://vmsd.com/content/the-new-convenience?page=0%2C1', 'The New Convenience', '', 'inherit', 'closed', 'closed', '', '1738-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1738, 'http://cbx.cappendev.com/1738-revision-v1', 0, 'revision', '', 0), (3093, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Retailers need to create an emotive connection, in store and out.By Peter Burgoyne\r\n\r\nUnlike design professionals, the left-brained coders who create today’s omni-channel tools have not spent their lives learning how to use the five senses to manipulate mood in three dimensions. And yet the pixelated experiences that emerge from all those ones and zeros can affect how people feel about brands. So even when the design team crafts an in-store environment that perfectly reflects the brand’s attributes, this could easily be undermined by unfortunate experiences with other channels outside of the store.\r\n\r\nRead more: http://vmsd.com/content/omni-channel-challenge', 'The Omni-Channel Challenge', '', 'inherit', 'closed', 'closed', '', '1885-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1885, 'http://cbx.cappendev.com/1885-revision-v1', 0, 'revision', '', 0), (3094, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Now celebrating its 10th year, the Pentawards has as its mission the global promotion of packaging design. Brigitte Evrard, Pentawards co-founder, has stated that: \"Packaging design is a very demanding and difficult discipline, as it is subject to the laws of a market more and more focused on cost reduction and short-term profitability. Packaging designers must often do a lot with a little. The goal of the Pentawards is to reward designs originating from all markets, from mass-market to luxury.\"\r\nTo facilitate this, the awards are structured in five broad sectors—Food, Beverages, Body, Other Markets and Luxury—that group together 50 categories. The ninth edition of the Pentawards received 1,843 entries from five continents and 54 countries. An international jury composed of 12 professionals from packaging design and marketing, as well as the Pentawards chairman, bestowed the Bronze, Silver, Gold and Platinum Pentawards. The Diamond Pentaward winner will receive, in addition to a trophy, a year of the Esko Suite 14 packaging design software, worth €5,000. Taschen will publish the fourth edition of The Package Design Book, this time containing all the winners from 2015 and 2016.\r\n\r\nLondon-based agency Jones Knowles Ritchie took home the Diamond Pentaward, 2016 Best of the Show, for its design of new boxes for Domino\'s Pizza. Below you\'ll find it and our selection of winners. Submissions for the 11th Pentawards will be open from February 20 to April 7, 2017. More information and galleries of winners from this and previous years are available on the Pentawards site.\r\n\r\n\"dominos\"\r\n\r\n \r\n\r\nDIAMOND PENTAWARD 2016 and ESKO PRIZE - BEST OF THE SHOW | Entrant: Jones Knowles Ritchie | Brand: Domino\'s Pizza\r\nOver the years, Domino’s pizza packaging had become overloaded with generic information which had lost impact with consumers, while the brand mark had become relegated to a small endorsement. Redesigning its delivery boxes in the UK would enable it to become the definitive article again, and this meant taking a bold and simple approach to replace the clutter on the boxes and focus instead only on the brand’s distinctive two-color logo. Since 96% of all Domino’s pizzas are sold in pairs, the brand’s pizza combo deal was used as the basis for the new design, with one red box and one blue. The result? An open invitation for sharing and fun, as if to say \"don’t order a pizza, order Domino’s.\"\r\n\r\n\"sake\"\r\n\r\nPLATINUM PENTAWARD 2016 – BEST OF THE BEVERAGES CATEGORY | Entrant: Bullet | Brand: Imayotsukasa Sake Brewery - Imayotsukasa\r\n\r\n\"man-cave\"\r\n\r\nPLATINUM PENTAWARD 2016 – BEST OF THE FOOD CATEGORY | Entrant: CBX | Brand: Man Cave Meats\r\n\r\n\"bic\"\r\n\r\nPLATINUM PENTAWARD 2016 – BEST OF THE BODY CATEGORY | Entrant: Mousegraphics | Brand: Bic - Socks\r\n\r\n\"houseee\"\r\n\r\nPLATINUM PENTAWARD 2016 – BEST OF THE OTHER MARKETS CATEGORY | Entrant: The Partners | Brand: Argos - Simple Value\r\n\r\n\"regal-1\"\r\n\r\nPLATINUM PENTAWARD 2016 – BEST OF THE LUXURY CATEGORY | Entrant: Coley Porter Bell | Brand: Chivas Regal - The Icon\r\n\r\n\"rooser\"\r\n\r\nGOLD PENTAWARD 2016 – FOOD | Entrant: Squad Ink | Brand: The Grounds - Granola\r\n\r\n\"tuna\"\r\n\r\nGOLD PENTAWARD 2016 - CONCEPT | Entrant: Anthem | Brand: Eternal Oceans\r\n\r\n\"aloe\"\r\n\r\nGOLD PENTAWARD 2016 - BODY | Entrant: Enprani | Brand: Holika Holika - Aloe\r\n\r\nOriginally published in Graphics\r\nPhotos courtesy of Graphics', 'The Pentawards 2016 Packaging Design Award Winners', '', 'inherit', 'closed', 'closed', '', '2275-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2275, 'http://cbx.cappendev.com/2275-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3095, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'By Nancy Brown\r\nBrands need to explore new packaging strategies in the era of online delivery to keep consumers coming back for more.\r\n\r\nPackaging offers a way to establish brand identity and create personalized consumer experiences. But in the era of online delivery, shouldn’t brands do a lot more to give online shoppers more compelling and on brand packaging experiences—right on the consumer’s doorstep? In today’s economic environment, after all, brands are competing as much on the experiences they offer as the products they sell.\r\n\r\nWe all saw the numbers for the 2014 holiday season: more online purchases than ever. By 2018, nearly one-half of CPG growth—a total take of $35 billion in sales—will derive from online transactions, according to the Grocery Manufacturers Association. And more and more as e-commerce sales continue to take over the market, that classic moment of truth when shoppers first see your brand as it hangs on a hook or perches on a shelf will never happen. Instead, it will begin when they open the front door or a mailbox to find the product they have ordered in a box.\r\n\r\nThink about that for a moment. Innumerable Ph.D. theses have been written about the art and science of the consumer-product encounter at shelf. But how much time and effort is going into the experience of receiving and opening products ordered online, from a branding and packaging standpoint?\r\n\r\nAs more consumers transition from brick-and-mortar stores to e-commerce, brands will need to find new ways to improve the packaging experience at the doorstep. The goal should be to thrill consumers and keep them coming back for more.\r\n\r\nOnline retailers like Birchbox, Mantry and One Kings Lane are already taking creative approaches to the aesthetic and tactile experience of opening their packages at home. They represent a potential source of ideas and inspiration for ways in which other brands could improve upon their experience\r\n\r\nStart with a subscription to Birchbox. Consumers sign up for monthly deliveries of sample-sized beauty, grooming and lifestyle products, tailored to a personalized style profile. The goal? To give people access to a variety of products—cult brands, up-and-coming lines and everything in between—and to gain loyal consumers through an inspirational monthly subscription service. The monthly deliveries arrive in brightly colored shipper boxes (see photo above), which function as a Pavlovian cue to make consumers say, “Fantastic! My Birchbox is here!” Every detail within the box is beautifully designed to feel like a gift. There are pouches within boxes, cleverly written letters to consumers and straight shooting product descriptions. Different themes every month add to the delight and surprise of the deliveries. Summer boxes come with sunscreen and tips for staying cool and fresh looking, while winter boxes share tips on skin hydration. Some boxes even come with promotional campaigns like this April’s tie in with the finale of Mad Men. Each month offers something unique while providing a cohesive brand experience. In turn, those charming monthly deliveries drive further sales for the company and breed loyal consumers.\r\n\r\nMantry bills itself as offering curated craft, artisan and small-batch food and beverages targeted to fit the modern man’s lifestyle. The company’s eye-catching packaging was inspired by prohibition-era liquor crates. The products are shipped in a literal crate, the tops of which are nailed shut, and consumers immediately feel like they’re about to make something with their own two hands. Each month, Mantry subscribers pry off the lids to unveil the surprise products within. “The core goal of the service is to help guys discover the undiscovered makers doing amazing things in food and drink,” the company says.\r\n\r\nLastly, One Kings Lane, a flash-sale home decor business that operates a furniture and home accessories sales website, redesigned its packaging with the goal of “taking the brown box and making it a little more special.”\r\n\r\nRather than opening a nondescript box, a One Kings Lane consumer might find a package with a hand-drawn elephant on the outside and a printed motif lining the inside, a ribbon-tied box filled with artisan soap bars wrapped in wax paper or even a “thank you” note as the first interaction with the brand once the box is opened. These unique details are reminiscent of the amount of love and attention that their consumers put into decorating their homes. The fact that each package is slightly unique encourages consumers to continue ordering from One Kings Lane, because each experience is sure to be surprising and delightful every time.\r\n\r\nAs marketers move forward with new approaches rooted in the reality of e-commerce, they should consider making the tactile joy of receiving and opening packages a fundamental consideration. The biggest trap that big brands can fall into is clinging to strategies that worked great offline but simply don’t hold up online.\r\n\r\nSo, could other brands, including those with a more mass-market appeal—potentially the Amazons and Macy’s of the world—change their online packaging experience? Possibilities run the gamut: Try sending small assortments of samples or other free gifts related to the consumer’s purchase or designing a visually engaging shipping box. For multi-channel retailers, the point is to delight online shoppers just as much, if not more, as their brick-and-mortar consumers. Just because the shelf doesn’t play a role in the e-commerce equation does not mean that packaging loses its importance.\r\n\r\nWhen people shop online, they are rarely looking to duplicate the in-store experience. They expect something different. Let’s start giving it to them.', 'The Power of Packaging at the Doorstep', '', 'inherit', 'closed', 'closed', '', '2091-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2091, 'http://cbx.cappendev.com/2091-revision-v1', 0, 'revision', '', 0), (3096, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'By Gregg S. Lipman\r\nThe running joke in the retail world is that the battle to entice shoppers with heavy discounts starts earlier each year. It\'s no longer a matter of deep discounting on Black Friday, or even Hurry-Up-and-Finish-Your-Turkey-So-We-Can-Start-Shopping Thursday. In fact, a recent Google survey finds that half of all shoppers start scouting for deals before Thanksgiving -- 26 percent of them even start before Halloween. Retailers are more and more extending Black Friday-like discounts through at least the entire month of November.\r\n\r\nWho doesn\'t love a deal? David Ogilvy wasn\'t a big fan, or at least he wasn\'t very keen on brands partaking in them. \"Any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand,\" the late advertising legend said at a New York City luncheon in 1986.\r\n\r\nBut here we are, already into the holiday season, a time of family gatherings, peppermint lattes and deliriously deep discounting. But beware marketers: From a brand equity perspective the implications of \"discount creep\" on brands should not be overlooked. Discounting will give retailers a short-term advantage over competitors, but it can come with perhaps unforeseen consequences.\r\n\r\nTruth: Leading with low prices cheapens your brand. Sure, people will rush out to buy your product, prompting a spike in sales. But at the same time, customers will be so focused on price they will lose sight of the intrinsic value in paying full retail price.\r\n\r\nThe biggest risk to relying on discounts to drive sales is that it becomes the definitive narrative in your brand story. \"On sale\": Are those the words you want instantly popping in heads when consumers think about your product? Maybe they\'ll think, \"I\'ll wait to buy, it\'ll be on sale again in two weeks\", or they\'ll wait for that time of year when your category is in discount land. And how \'bout everyone\'s favorite: \"BOGO\"?! As Entrepreneur\'s Dan Kennedy and Jason Marrs explain in the The Dark Side of Discounts: \"When you offer a discount, you are taking the focus from the value you provide and placing it squarely on your price. There is no way to escape that.\" And even after the sale ends, the customer will continue to evaluate your product in terms of price instead of centering his attention on a more enticing benefit.\r\n\r\nWhen selling on price, you\'re not selling on a product\'s unique attributes. Worse still, you\'re not selling on emotional benefit. The more scientists understand about human behavior, the more they understand that basic motivational forces, based on primal desires and fears, determine our actions. What makes branding a powerful tool is the way it uses the psychology of images, words, colors, fonts and patterns to fill a product with value that transcends rational calculations. Does the product add experience, create a memory, spark a wonderful feeling, enhance a moment, inspire personal growth? Does it foster feelings of belonging, worth and well-being? Engaging in a discount-focused strategy neglects the power of brand and is likely destined to fail over time.\r\n\r\nAs discounting has become more prevalent, many have forgotten that making a sale should not be about discounts and concessions that devalue your brand. Instead, it is a challenge to create more demand within your target audience to inspire purchase at the posted price. Ogilvy was a master at creating an insatiable demand for his client\'s products, making everything he sold a must-have, from Hathaway shirts to Rolls Royce.\r\n\r\nWhat consumers demand from brand is not unlike what they expect from a good friend -- to show empathy and kinship, to engage on a deeply personal level. A good friend plays an active role in your life. A good friend is fascinated by what you have to say, makes your moments better, your experiences more interesting and helps gear your creativity into overdrive. The guy who does none of these things but offers to pay for your beer -- that\'s an acquaintance. And at some point when the tides change you\'ll think, \"Hey, wasn\'t that the guy who used to buy me beers but now doesn\'t (a la JC Penney circa 2012)? Screw that guy!\"\r\n\r\nGranted, luxury brands (real or perceived) have a better shot at defending their price position. Let\'s give credit to a brand like Perrier, the French mineral water. The now iconic green teardrop-shaped bottle, the chic logo, their 24-year-old status as the \"official bubble\" of the French Open -- has all reinforced the brand\'s personality: Elegant, glamorous and oh so French.\r\n\r\nLike many brands, Perrier is looking to expand its consumer set. Perrier could of course entice new natural mineral water sippers through discounting. Perhaps a social media campaign that offers a taste of the elegant life through a buy two get one free deal. Now they could try addressing a new audience by putting on an ultra hip façade. Such a move would not jibe with Perrier\'s identity as a stalwart of class, unapologetically cool and timeless, and would come off like Charlie Rose eating tacos with Justin Bieber on the street in Brooklyn. Discounting and tactical pandering result in brand dilution, and losing your brand\'s identity is one-way ticket to irrelevancy.\r\n\r\nSo what does a brand like Perrier do? They go deep in their ethos and find fresh ways to elevate the brand and keep it relevant. Recently, Perrier teamed up with contemporary artists on limited-edition series of Perrier bottles, including Agnès B, Sophia Wood, Paul & Joe and burlesque beauty Dita Von Teese. The stylish designs add to the Perrier narrative, with just the right amount of sex appeal and chic glamour without losing any of the sophistication. \"The newsprint pattern of the Paparazzi décor beautifully reveal Dita\'s vintage sensuality and underline the legendary pleasure experienced with each sip of Perrier,\" the water giant said in a press release. Newsprint pattern, paparazzi décor, right brain emotions -- and right on brand.\r\n\r\nIn addition to the limited-edition bottles, brand initiatives such as Societe Perrier, a series of high-end lifestyle sites devoted to \"what\'s hot around the world\" in nightlife and culture, reinforce the core identity of elegance while providing an added value -- being a fashionable, sexy and in-the-know friend. By focusing on elevating their brand through smart packaging, positive associations and high impact content, Perrier has experienced a resurgence, selling one billion units in 2013 in over 140 countries.\r\n\r\nIn a world where a CEO\'s life expectancy averages well under five years and brand marketers are measured by short-term financial results, the seductiveness of selling out to sell more is hard to resist. For a long-term strategy, consider striving for the things that create brand value. Otherwise it becomes a race to zero. And that\'s no way to spend the holidays.\r\n\r\nRead the full article here.', 'The Race to Zero: Time to Rethink \'Discount\' Mentality', '', 'inherit', 'closed', 'closed', '', '2037-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2037, 'http://cbx.cappendev.com/2037-revision-v1', 0, 'revision', '', 0), (3097, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', '

    \"\"By Gregg Lipman:\r\nThe summer TV season is already in full swing, as you may already know based on the plethora of posters and promotions for shows like Breaking Bad, Suits, Royal Pains, The Newsroom, and so on. The History Channel kicked off the summer craziness on Memorial Day, with its miniseries Hatfields & McCoys. My curiosity was piqued by this series\' commercials, and so I found myself watching it over a three-day period. But what was even more entertaining than the actual show were the commercials for other History Channel shows that ran during those three nights. The commercials -- for reality TV and pseudoscientific programming like Swamp People, Pawn Stars, Ice Road Truckers and Monsterquest -- drew me in for their sensational qualities, and from a brand perspective, my curiosity was equally piqued. What did these shows have to do with history?\r\n\r\nThe trend of jettisoning a brand\'s original DNA in favor of ratings is everywhere in cable right now -- and as a branding professional, I wonder how that will affect the overall branding of TV in the long haul. Back in the \'80s and \'90s, a slew of TV networks launched with names that clearly communicated the type of content viewers would find there. Animal Planet, Discovery, Bravo, A&E, The Learning Channel, The History Channel. They came at branding the traditional way: establishing a brand positioning, coming up with a name that is reflective of this goal, and then creating messaging and communications that convey the brand promise. But they could not hold onto this approach from a business proposition, and before long, networks were saying, \"Screw the brand; I need sales.\"\r\n\r\nWhich brings us to the sad state of cable TV offerings today. When I flip through the channels, I literally have ZERO idea which network I am watching. Mob Wives is on VH-1, Viral Video Show is coming out on the SyFy channel, My Big Fat Gypsy Wedding is on TLC (formerly The Learning Channel), Best Ink is on Oxygen. But couldn\'t any of these shows appear on ANY network?\r\n\r\nYes, and that\'s because networks have pretty much thrown brand discipline out the window for the dollar. Originally, they held true to their brands, with Bravo offering arts entertainment and the History Channel airing documentaries on World War II and fascist leaders. But the second the networks saw business going away, they sought out the content -- often sensational, reality-based programming -- that people wanted more. They chased the lowest common denominator instead of taking the time to cultivate their network offerings. In other words, they\'ve mortgaged the future by getting rid of the brand.\r\n\r\nPart of the problem is that these networks limited themselves from the get-go with their names, making what was once their strongest asset -- for example, cuddly animals on Animal Planet -- into their weakest links. They need to pander to audience tastes in order to get advertisers, instead of airing what they really want to show. Even when a network claims to want to change course by adding quality scripted programming -- MTV comes to mind -- they end up adding three different Jersey Shore spin-offs in order to get ratings (do we really care about Snooki\'s pregnancy?!).\r\n\r\nOn the flip-side, you have quality networks like Showtime and HBO (Home Box Office) that have names broad enough to accommodate a variety of programs, and a subscription-based model that means they don\'t have to answer to advertisers. This is what enables those networks to be a little riskier in their programming, renewing shows like the recently heralded Girls and Veep based on terrific reviews, instead of booming viewership. A few riskier, non-subscription based networks, like AMC and FX, have renewed cult-favorite shows like Mad Men and It\'s Always Sunny In Philadelphia simply because they enhance their reputations as quality programmers (did you know that Mad Men, for all the hype, actually doesn\'t get huge ratings?).\r\n\r\nPerhaps the most interesting of all network models today is not a network but a web site and subscription service. Hulu -- a joint venture between NBC-Universal, FOX and Disney-ABC -- builds on the notion that since audiences have very little network loyalty, why not give them all of the programs they want across all networks, for a \"pay as you watch\" fee? It\'s still unclear what Hulu stands for as a brand, but the model seems to work -- now.\r\n\r\nAnd while I\'m unsure as to where networks and channels will go with their businesses in the coming years, there\'s one thing I do know: Audiences want the simplicity of knowing what their programs are, where they can find them and -- best of all -- that they\'ll be able to connect with their content. Until the MTVs, A&Es and TLCs deliver on this, I\'ll be looking forward to seeing The Real Housewives of Pawn Stars on Cartoon Network.

    \r\n\r\nhttp://www.huffingtonpost.com/gregg-s-lipman/the-reality-of-cable-tv_b_1625881.html', 'The Reality of Cable TV', '', 'inherit', 'closed', 'closed', '', '1541-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1541, 'http://cbx.cappendev.com/1541-revision-v1', 0, 'revision', '', 0), (3098, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'You’re not crazy. The words premium and snack really are popping up on chain-restaurant menus everywhere. Crazy is making some appearances too.Why are these the latest restaurant buzzwords? And why are they supposed to resonate with customers? Let’s take a look.
    \nCrazy\n\n\nSensible food is boring. Fast-food fans — young ones especially — supposedly want something different, something a little, well, crazy. A Fortune post noted that crazy and similar terms have accordingly been showing up on chain-restaurant menus. Most obviously, there’s Pizza Hut’s new Crazy Cheesy Crust Pizza, which features 16 dough pockets stuffed with extra cheese around the pizza — a design that indeed seems pretty crazy.\nWhy has crazy become the menu term du jour? “What’s happening is that the American palate has moved from boring to bold,” Nancy Brown, a partner at branding firm CBX, told Fortune. “I think crazy is what extreme was because extreme has kind of run its course.”\n\nOne of the fast-food players known for being “extreme” a few years back was Pizza Hut’s sister at Yum Brands, Taco Bell. The chain began offering items like the Extreme Cheese and Beef Quesadilla in the late ’00s. It has since moved on to menu offerings that are “crazy,” or more precisely “loco,” with last year’s introduction of the highly successful Doritos Locos Taco.
    \nPremium\n\n\nA 2011 Technomic report found that premium was the most persuasive menu term for getting customers to order an item with beef; 28% of surveyed consumers said they’d be more likely to order beef with the word premium, and they’d be willing to pay a 5% premium for their premium order. Well, surprise, surprise, a study conducted by Mintel for BurgerBusiness last year reported that usage of the word premium on restaurant-chain menus has soared. By its count, there were 138 “premium” offerings on chain menus last year, compared with just 69 in 2007.\nThe word premium “connotes high quality or high price without committing to being either,” BurgerBusiness noted. “Premium sounds upscale, special, with a sophistication that deluxe lacks.”\n\nToday’s fast-food “premium” selections go well beyond beef. In a recent count at the McDonald’s menu, there were 12 “premium” sandwiches and wraps, plus nine “premium” salads, as well as “premium” roast coffee and “premium” roast iced coffee. Burger King, meanwhile, boasts the Premium Alaskan Fish Sandwich, and Sonic Drive-In has a lineup of “premium beef” hotdogs.
    \nSnack\n\n\nSnack has been proliferating at restaurants for several years now, with usage of the word tripling from 2007 to 2010 on fast-food menus. McDonald’s now has 10 varieties of “snack wraps” and snack-size orders of items like Fish McBites. For that matter, bites, a word that signifies food that’s easy for snacking, is also popular on menus — Pretzelmaker Bites, KFC Original Recipe Bites and so on.\nWhy the rise in menu items that aren’t quite meals? One reason is that restaurants are trying to attract customers during the normally dead moments of the day that aren’t quite mealtimes — the in-between hours when diners aren’t up for a full meal, but could go for a quick snack. Snacks can also serve as up-sell items that customers add on in addition to their meal order. And, most of all, snack is spreading because the word is appealing to consumers on two key levels: it’s easy on the waistline and wallet alike. It’s “just a snack,” after all.\n\nNation’s Restaurant News reported that Arby’s is now testing the possibility of launching a “snack ’n’ save” menu as a replacement for its value menu — value being another buzzword that fast-food customers are well acquainted with.\n\n \n\nhttp://business.time.com/2013/04/11/latest-unavoidable-fast-food-buzz-words-the-rise-of-crazy-premium-snacks/', 'The Rise of Crazy, Premium, Snacks', '', 'inherit', 'closed', 'closed', '', '1909-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 1909, 'http://cbx.cappendev.com/1909-revision-v1', 0, 'revision', '', 0), (3099, 1, '2018-09-27 17:58:49', '2018-09-27 17:58:49', 'Sometimes the only way to meet internal and external demands is through fundamentally changing the business.\r\nOn June 10, 2015, natural and organic grocer Whole Foods Market introduced the official name for the newest member of its family. The name, 365 by Whole Foods Market, \"celebrates our belief that fresh healthy foods can be readily available to more people in an affordable way every day…365 days a year,\" Jeff Turnas, president of the new unit, wrote that day on Whole Story, the retailer\'s blog. \"It also tips our hat to our popular 365 Everyday Value brand, which our shoppers seek out for quality, transparency and great value—the same attributes to come with our smaller store format.\"\r\n\r\nCARE BEFORE TRANSFORMATION\r\n\r\nChange of some kind, of course, is always necessary in a retail environment. But retailers must take care before instituting truly transformative changes, experts stress.\r\n\r\n\"Change can be good, but radical change in a brand can be problematic,\" cautions consultant Steven Platt. Case in point: J.C. Penney\'s push to move away from sales and into an everyday low price format alienated the company\'s core customers, Platt notes.\r\n\r\nThat\'s why thoughtful planning before any restructuring is so important, Bishop says.\r\n\r\n\"Start the process before you have a problem—that way, there is no panic, no pressure,\" Bishop says. \"The industry is changing so fast that you have to be monitoring changes regularly and examining what they mean to you.\"\r\n\r\nThat monitoring should reveal where vulnerabilities in relation to your customers exist, and where your customers want to go that they\'re not able to go. \"Step in so you will be the answer,\" Bishop advises.\r\n\r\n\"My advice would be to ensure that any major changes be firmly grounded in a clear understanding of consumer needs, and a sober assessment of competitive dynamics and internal competencies,\" echoes Dustin Longstreth, senior vice president and strategy group director at CBX, a New York City-based full-service branding firm. \"This will focus resources towards the areas where you truly have a right to win.\"\r\n\r\nBeing specific about how a restructuring initiative will help you will do better is a second important step, Bishop says: \"You have to nail a clear strategy before you start doing things, or you will end up redoing them.\"\r\n\r\nFinally, accepting the sometimes hard reality that investing in new assets while divesting of old ones has to be part of any restructuring plan.\r\n\r\n\"Get rid of assets that don\'t have profitability,\" Bishop says. \"For example, you might want to keep a marginally performing, 35,000-sq.-ft. store. But given the distraction [it causes], and the challenge of allocating scarce resources, you might have to get rid of it. Part of the restructuring process is letting go.\"\r\n\r\nDaniels sums up the steps retailers who are exploring restructuring should take even more simply:\r\n\r\n\"Understand how consumers are shifting; embrace technology; and focus on taking the cost out of the business,\" he says. \"Price and service are big issues, and will continue to be.\"\r\n\r\nRead the full article on Retail Leader\r\nPhoto courtesy of Whole Foods', 'The Road To Restructuring', '', 'inherit', 'closed', 'closed', '', '2194-revision-v1', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 2194, 'http://cbx.cappendev.com/2194-revision-v1', 0, 'revision', '', 0), (3100, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'PE firms can maximize returns by focusing on the customer experience of retail chains\nBy Todd Maute\n\nSome observers apparently think that brick-and-mortar retail businesses are a bad bet for private equity.\n\nBut by paying close attention to the customer-facing side of the chains they invest in, private equity firms stand a much greater chance of maximizing returns - even in the face of the admittedly daunting challenges arising from e-commerce. After all, high-definition broadcasts haven\'t killed live sporting events, and TV evangelists haven\'t stopped people from going to church.\n\nWhen retailers emphasize the point of differentiation their brand offers, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way. Brand loyalty is a huge factor in the value of any retailer, and Forrester Research has found that the customer experience is the driving factor in determining brand loyalty. \"This means companies can\'t expect to outperform competition on price while ignoring their customers\' experience,\" wrote senior analyst Maxie Schmidt-Subramanian in a May 2013 report.\n\nA report from earlier this year highlighted the particular struggles of specialty retail \"category killers\" like Toys \"R\" Us, Sports Authority, Petco, Burlington Coat Factory and Guitar Center, arguing that the private equity heavy hitters that had invested in these chains had, to date, come up short. With the likes of Amazon on a veritable tear, it is certainly valid to question investments in certain specialty retail formats. But because the $10 trillion U.S. economy is consumer-driven to a remarkable extent, retail is too huge a sector for private equity firms to ignore altogether.\n\nClearly, these firms will continue to sink billions of dollars into retail investments of various kinds. So asking whether retail amounts to a bad bet might be the wrong question. It is more productive to ask if private equity firms are playing their hand correctly in this arena, and if they are doing all they can to maximize retail returns. Many private equity firms have yet to focus on the creative, customer-facing side of retail. Are some brick-and-mortar chains too vulnerable to Amazon and its ilk? Certainly. But this hardly means all of retail amounts to a bad bet. Risk can never be eliminated, but by taking a holistic approach that includes the brand and its customers, private equity firms can boost their odds of walking away from the table as big winners.\n\nConsider another, very different, analysis: \"Vindicated,\" runs the headline of Mergers & Acquisitions magazine\'s March 2011 cover story. \"Oak Hill Capital\'s sale of Duane Reade - the 2010 \'Deal of the Year\'- highlights the perseverance of the PE model.\" Here the reporter focuses on Walgreen Co.\'s 2010 acquisition of New York\'s largest drugstore chain, which gave Oak Hill a return of about 1.5 times its approximately $400 million investment in Duane Reade. In the context of the challenges Duane Reade had faced prior to Oak Hill\'s stewardship, this was an impressive result. CBX worked with Duane Reade on its private label, store design and other branding initiatives.\n\nIt was a move that took some courage. Oak Hill had initially invested $239.5 million in Duane Reade, followed by an additional $39.5 million. But it was in the late summer of 2009 when, heartened by a new strategy, Oak Hill risked another $125 million.\n\nWhat was so different about this new approach? It was customer-facing.\n\nTo back up for a moment, when most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale. These back-end changes, which are mostly invisible to the customer, hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain - just about any process improvements that could make the company more profitable. This is part of the standard playbook because it mostly works.\n\nBut, as mentioned, the customer does not usually see or feel these changes directly. Realizing this, Oak Hill decided to go further. A critical part of its approach was to invest in the customer-facing side of the business to drive top-line growth. The chain\'s New York City stores were located on some fantastic corners, but the experience inside them was anything but inspiring, with excessively high gondolas, inaccessible pharmacy counters and dirty floors. Oak Hill\'s 2009 investment was geared toward reinvigorating the stores, as well as the Duane Reade brand.\n\nIn the company\'s press release announcing the acquisition, Walgreens CEO Greg Wasson lauded Duane Reade\'s recent initiatives in urban retailing, customer loyalty and private brand products. He noted that, in the prior fiscal year, Duane Reade had posted \"the highest sales per square foot in the retail drugstore industry nationwide.\"\n\nOak Hill had used consumer and market insights to make dramatic, customer-facing improvements at Duane Reade. As Walgreens noted in the announcement, these included new store designs with wide aisles and contemporary décor, a much improved pharmacy featuring lower service counters for more personalized patient interaction, introduction of \"Doctor on Premises\" walk-in health care and a store-within-a-store prestige beauty concept called \"Look Boutique.\" Walgreens also lauded the launch of a family of exciting new private brands, including food and beverage brand DR Delish and a much expanded customer loyalty program called FlexRewards.\n\nThe Duane Reade nameplate had been transformed into an asset, and so had its private label line - a novel change for a retailer. Now, Walgreens is leveraging many of these brighter, more relevant brands across its portfolio.\n\nDollar General is another example of a private equity firm using customer-facing changes with a powerful effect. When Kohlberg Kravis Roberts & Co. (NYSE: KKR) acquired Dollar General in 2007 for $7.3 billion, the chain was hardly a dog. But KKR was not content to focus on back-end efficiencies alone.\n\nInstead, the firm took an aggressive approach to the customer-facing side of Dollar General\'s business. It elevated the look and feel of the stores, seeking to make them fresh, bright and clean, and launched a rebranding initiative with shiny yellow carts and baskets. It updated signage with messaging trumpeting \"the new Dollar General,\" and launched customer-centric store formats with smarter merchandise adjacencies, wider aisles and more convenient checkout.\n\nDollar General also expanded its consumables presentation, ramping up its emphasis on packaged foods, snacks, beverages, beauty aids and more. In its 2009 annual report, the chain noted that its new crop of private-label brands in particular had gone a long way toward boosting gross profits.\n\nBuoyed by these changes, Dollar General went public in November 2009 - the largest retail IPO in nearly 14 years. Today, Dollar General continues to build sales per square foot and generate solid same-store sales on top of one prior-year gain after another. And of course, the chain continues to show enviable earnings growth and profit margins: In fiscal 2012, net income climbed 24.3 percent to $973.1 million on an 8.2 percent increase in sales to $16.02 billion. With that, net margin expanded to 6 percent of sales from 5.2 percent in fiscal 2011 and 4.8 percent in 2010. This attests to Dollar General\'s ability to engage customers with the right product mix and pricing.\n\n\nhttp://www.themiddlemarket.com/maj/2011_61/the-secret-to-success-in-retail-pe-backed-retail-243989-1.html\n', 'The Secret to Success in Retail', '', 'inherit', 'closed', 'closed', '', '1867-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1867, 'http://cbx.cappendev.com/1867-revision-v1', 0, 'revision', '', 0), (3101, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '

    \"\"By Gregg Lipman:\r\nBy now, just about everyone in the Western world (or at least those reached by TMZ) knows about the John Galliano scandal of early March. As one who is Jewish (and just as a human being), I was outraged by his anti-Semitic rants in a Paris restaurant. But as a brand person, I also thought: \"No John Galliano at Dior? He is Dior!\"\r\n\r\nThe trend of chief creative officer or CEO as brand ambassador has been going on for a while now. In fact, several of these individuals have such a hand in the shaping of the brand that their names are virtually synonymous with the brand. Whereas the head of a company used to remain somewhat anonymous, today\'s brand gatekeepers are front-and-center. They even go so far as reaching out directly to customers -- through corporate communications, blogs and tweets -- to forge relationships.\r\n\r\nTake Millard \"Mickey\" Drexler, for example. As the head of J. Crew, he and his Executive Creative Director, Jenna Lyons, have turned the company around, making it a brand worthy of a $3 billion buyout. Last time my wife bought something online from the brand, she got a \"personal\" note from Mickey, printed on thick cardstock, reassuring her of J. Crew\'s high standards of quality. And then a few weeks later, she received a similar note from the CEO of Garnet Hill, in yet another attempt to foster return sales.\r\n\r\nJetBlue CEO David Barger has been known to mingle with fellow passengers on his flight, introducing himself and greeting them as they disembark the plane. Reed Krakoff, who as chief creative officer of Coach, has turned that brand around in the last decade and has garnered such a fan base that he recently launched his own, eponymous, non-Coach brand (seen on no less than Michelle Obama). And the gregarious Tony Hsieh of Zappos is gunning for brand ambassadorship through his bestselling book, Delivering Happiness, a freshly launched consulting firm of the same name and a Twitter account featuring both personal and professional tidbits.\r\n\r\nBut it\'s not always a positive for a brand to be so strongly associated with the person running the show. Seemingly bulletproof brand Apple has had to figure out the best way to cope with the health issues of its brand ambassador, CEO and co-founder, Steve Jobs. As Jobs\' appearance has worsened and he has taken several prolonged leaves-of-absence (the most recent one being this past January), many investors have worried about what might happen if Apple lost its visionary and first-in-command. In light of this, Apple has appointed Tim Cook as acting CEO, and he has started to appear at more public events, such as the launch of iPad 2 in early March.\r\n\r\nI bet Dior wishes that Galliano had a well-known second-in-command. Instead, the label made the brilliant decision to bring the designer\'s seamstresses right onto the runway after the most recent (and last Galliano) collection for the fashion house. This salute to craftsmanship proved the lesson that Apple already knows: at the end of the day, no matter what the circumstances, the show must go on.

    \r\n\r\n\r\n\r\nRead more: http://www.mediapost.com/publications/article/148501/#ixzz271faUkqW', 'The Show Must Go On', '', 'inherit', 'closed', 'closed', '', '1552-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1552, 'http://cbx.cappendev.com/1552-revision-v1', 0, 'revision', '', 0), (3102, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'By Peter Burgoyne\r\nU.S. Vice President Joe Biden raised some hackles in early February by likening New York’s LaGuardia Airport (LGA) to that of “some third-world country.” But few could dispute Biden’s overall point – namely, that too many U.S. airports are in desperate need of modernization. And yet this is not just a stateside phenomenon: Aging airports around the globe are begging to be brought into the 21st Century.\r\n\r\nRead more: www.vmsd.com/content/truth-hurts', 'The Truth Hurts', '', 'inherit', 'closed', 'closed', '', '1941-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1941, 'http://cbx.cappendev.com/1941-revision-v1', 0, 'revision', '', 0), (3103, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'To start off the New Year and lead up to the judging of the first annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer & Managing Partner, CBX of the U.S.\r\n\r\n1. What do you look for in great Brand design?\r\nBreaking through the obvious.\r\nDesign that communicates a clear and concise message with a point of difference. Something that differentiates in the marketplace and from the competition. Don’t just push product with basic product shots, benefit statements and a cheaper price. Look to make a paradigm shift in a category, celebrate your brand’s unique difference in the marketplace.\r\n\r\n2.How can Design help retailers and their brands differentiate?\r\nRetailers all have some attributes that are unique to them — whether that be the way the arrange their goods, the way they make their goods, their service, etc. Design shows how to put those unique attributes on a pedestal — make those unique elements the hero and thus create a lasting image in consumers’ minds as to why they can get something from that retailer that they can’t get from anyone else — and that’s the most important piece of retail today because if they can get it someplace else, it’s a price game.\r\n\r\n3. How do you help retailers select great design instead of obvious or easy design?\r\nReminding our clients the value of good brand design is not just about being a national brand equivalent, but standing for something more than that and building brand equity and loyalty.\r\n\r\nDesign is about solving a particular puzzle (all the variables: physical, merchandising needs, space constraints, consumer desires, etc.) in an elegant way where the end solution makes a total impact greater than the sum of all the parts. Design is about creating more for less. Design puts together a puzzle of needs in a way that creates more impact with less resources. Great design has to solve for certain challenges within certain constraints. If it does that well, in a way where the investment is less than the net experience, then you have great design. However, great design doesn’t have to mean design that’s never been done before. Great design takes the core idea of “obvious” and makes it special, unique, nuanced and desired.\r\n\r\n4. What advice do you have for retailers working with design consultancies/branding agencies?\r\n\r\nTrust them. Partner with them. Trust in the process and recognize that the creative process is iterative.\r\n\r\nTake the time upfront to work with the team to understand what all the possible opportunities are. Only then will you be able to make decisions confidently along the way because you’ve explored the alternative paths and know why you did or didn’t pursue them. If you dive right into design, thinking you know what you want, in the short term you may have less confidence in all the decisions that must be made along the way, and in the long run you might regret not stretching your ideas further because retail design is a long term investment.\r\n\r\n5. How can retailers avoid the mistakes of the past and the missteps of national brands?\r\n\r\nThe biggest mistake national brands make is not “sticking with it”. Whether that be good values, advertising, their customer base, their long-term equities or any other unique-ness. Particularly in public companies where the pressure to grow is constant, too many brands and retailers will try anything new to light sales. But, creating consumer awareness of what you’re doing is quite expensive and is likely to wipe out the margin that might have been gained in increased sales. When brands “Stick with it,” they build on the momentum that has been banked over the long-term.\r\n\r\nRead More: http://mypbrand.com/2014/01/07/5-questions-the-vertex-judges-rick-barrack/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+mypbrand+%28Myprivatebrand%27s+Blog%29', 'The Vertex Judges: Rick Barrack', '', 'inherit', 'closed', 'closed', '', '1898-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1898, 'http://cbx.cappendev.com/1898-revision-v1', 0, 'revision', '', 0), (3104, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Fine-tuning a luxe mall in Manila—with the help of a homegrown genius.\r\nBy Peter Burgoyne\r\n\r\nIf you’ve ever spent time in Manila, you know how its broiling streets can make you want to duck into a climate-controlled mall—and stay there. Little wonder the likes of Power Plant Mall at Rockwell Center draw such crowds. But this isn’t value shopping: At Manila’s malls, shoppers tend to be either privileged members of the local moneyed class or jet-setting tourists and businesspeople from around the globe; building a box and filling it with brands like Starbucks or North Face is simply not enough.\r\n\r\n\r\nhttp://vmsd.com/content/virtuoso-rattan', 'The Virtuoso of Rattan', '', 'inherit', 'closed', 'closed', '', '1838-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1838, 'http://cbx.cappendev.com/1838-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3105, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'CBX reveals real-estate trends that will spark retail creativity in 2015\r\nAs retailers try to squeeze more sales-per-square-foot out of smaller spaces over the next year, they will be forced to get more creative--even partnering with each other to make their stores more compelling, said Dave Weinberger, vice president and director of engagement for CBX, the brand agency and retail design consultancy, according to a report by Chain Store Age.\r\n\r\nReal-estate pressures will drive four trends in the year ahead, all of which are related to better understanding and catering to today\'s shoppers.\r\n\r\n\"Consumers are shopping more often and making smaller trips,\" Weinberger said. \"Because of this, retailers are not just shifting to smaller formats; they are also taking increased note of how people shop and why their habits are changing.\"\r\n\r\nHe described:\r\n\r\nTheme Parkifying. A way to give shoppers an exciting experience that happens to be convenient as well. He cited the Chicago and New York locations of Eataly as a possible source of inspiration for chains seeking to innovate in this way.\r\n\r\n\"Sometimes likened to a grocery store with tasting rooms, the Italian food and wine emporium offers a compelling mix of retail, restaurants, food and beverage stations, a bakery and cooking schools, all under one roof,\" said Weinberger. \"Such themed and curated shopping experiences are precisely the types of brick-and-mortar concepts that can inspire people to close their MacBook Pros, get off the couch and drive to the mall.\"\r\n\r\nCorner Grabbing. Refers to the likelihood that convenience concepts will snap up premium corner locations, which are among the most convenient in any marketplace but are frequently owned by banks that no longer need this real estate.\r\n\r\n\"In 2015, as the major convenience players jockey for position, look for c-store companies such as Couche-Tard, 7-Eleven or CST Brands to make big real-estate deals with banks as they seek to seize such coveted real estate,\" he said.\r\n\r\nSide Selling. A trend toward looking for alternative channels in which to sell retail goods. Retail is currently popping up in parks and other public spaces, and it will continue to branch out in the year ahead.\r\n\r\n\"We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers,\" Weinberger predicts. \"More businesses, too, will open up their extra space for retail.\" Gyms, for example, could boost productivity by offering vitamin shops, apparel stores and juice bars, he said.\r\n\r\n\"I firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015,\" Weinberger concluded. \"Channel lines will continue to blur as retailers invite not only more consumer brands and tech vendors, but also other retailers into their stores. It should be an exciting year.\"\r\n\r\nNew York City-based CBX specializes in creative marketing services, including branding, retail design, packaging and promotional programming. Clients have included Dr Pepper Snapple Group, General Mills, Kimberly-Clark, A&P, Pathmark, Walgreens and Wawa and more.\r\n\r\nThe full article is available here.\r\n\r\n ', 'Theme Parkifying, Corner Grabbing & Side Selling', '', 'inherit', 'closed', 'closed', '', '2059-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2059, 'http://cbx.cappendev.com/2059-revision-v1', 0, 'revision', '', 0), (3106, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '

    The winning packages in our first-ever Store Brand Packaging Awards competition not only are great-looking and functional, but also effectively communicate the product message to consumers.\r\nPackaging can do much more than just hold and protect a product. It can draw a shopper\'s eye, communicate a product\'s message, and even boost a product\'s convenience quotient. Great packaging accomplishes all of those things – and more. In our first-ever Store Brand Packaging Awards, Progressive Grocer\'s Store Brands is pleased to honor new store brand packaging that deserves that \"great\" qualifier.\r\n\r\nOur call for entries netted approximately 100 submissions representing hundreds of SKUs. To avoid the potential for bias, we looked outside the packaging design industry to put our panel of judges together. Our judges, packaging editors from UBM Canon\'s Packaging Digest, collectively boast almost a century of packaging experience. They include John Kalkowski, the publication\'s editorial director; Lisa Pierce, the publication\'s editor; and Jack Mans, the publication\'s plant operations editor.\r\n\r\nWe divided the entries into four categories: Refrigerated and Frozen Foods, Shelf-Stable Foods, Beverages and Non-Foods. When a line included products under more than one category, we selected the category in which the majority of products fell.\r\n\r\nWe then instructed the judges to evaluate each entry within a category on three criteria: overall appearance, functionality and communication of the product message. They were told to weigh each criterion equally.\r\n\r\nIn the end, the judges selected a Gold, Silver and Bronze Award winner within each category. They also honored one overall standout across the categories with the \"Best of the Bunch\" Award.\r\n\r\nIn addition, the judges gave Batavia, Ill.-based ALDI Inc., which submitted a number of SKUs for consideration, an honorable mention for placing bar codes on multiple sides of its packaging. The design, the judges say, should work to enhance speed of checkout in ALDI\'s unique operating environment.\r\n\r\n\r\nShelf-Stable Foods (Gold Award):\r\n\r\nNice! line \r\nRetail company: Walgreen Co., Deerfield, Ill.\r\nPackaging design company: CBX, New York\r\n\r\nThe judges weigh in:\r\n\"I know that Walgreens is using this on a whole bunch of different SKUs, and this shows a very small part of the entire product line. But one thing I like is the way they use the product itself in some type of illustration on every one of the packages,\" Kalkowski offers. \"Even though they are using a white background that\'s popular with so many brands right now, I think they do it in a way that is not quite as plain Jane as some of the other ones that are out there right now.\"\r\n\r\nIt\'s a clean design,\" Pierce says. \"The color coding is helpful from a shopability point of view. They are using nice, contemporary colors and a clean design.\"\r\n\r\n\"I like the continuity of the brand – the way they carry it out throughout the whole range of products,\" Mans adds.\r\n\r\n\"\"\r\n\r\nhttp://www.plstorebrands.com/article-they_ve_got_it_all-2903.html

    ', 'They\'ve Got it All', '', 'inherit', 'closed', 'closed', '', '1677-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1677, 'http://cbx.cappendev.com/1677-revision-v1', 0, 'revision', '', 0), (3107, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'CSNews Store Design Contest honors 10 retailers delivering a unique experience.\r\nIt\'s one thing to have an attractive store that grabs the attention of motorists driving by. It\'s another thing to have an attractive store that delivers an in-store experience unlike anything else consumers have ever encountered at a convenience store. The winners of the 2016 Convenience Store News Store Design Contest achieve both — with flair.\r\n\r\nNow in its 11th year, the awards program honors new and rebuilt c-stores whose designs excel in areas such as branding, interior layout, use and effectiveness of signage and logos, and exterior property and landscaping. Construction or remodeling of eligible stores must have taken place between January 2015 and April 2016.  Winners were selected based on innovation, creativity, and the positive impact of the design and/or remodel on the retailer\'s overall business.\r\n\r\nThis year\'s honorees, spanning six categories, are:\r\n\r\nBEST ORIGINAL DESIGN\r\n\r\nWinner: Kum & Go LC, Johnston, Iowa\r\nDesigner: CBX & BRR Architecture\r\n\r\nHonorable Mention: Parker\'s, Ridgeland, S.C.\r\nDesigner: api(+)\r\n\r\n***\r\n\r\nBEST INTERIOR DESIGN\r\n\r\nWinner: Grab.n.Go Food Mart, Marshall, Texas\r\nDesigner: Paragon Solutions\r\n\r\n***\r\n\r\nBEST SKY\'S THE LIMIT REMODEL\r\n\r\nWinner: All-N-1, Campti, La.\r\nDesigner: Paragon Solutions\r\n\r\nHonorable Mention: Dirt Cheap, O\'Fallon, Mo.\r\nDesigner: Paragon Solutions\r\n\r\n***\r\n\r\nBEST MID-BUDGET REMODEL\r\nWinner: Tang Mart, Attalla, Ala.\r\nDesigner: Paragon Solutions\r\n\r\nHonorable Mention: Lone Star Food Stores, Van Alstyne, Texas\r\nDesigner: Paragon Solutions\r\n\r\n***\r\n\r\nBEST TRAVEL CENTER DESIGN\r\n\r\nWinner: Kwik Stop, Peosta, Iowa\r\nDesigner: Hussmann\r\n\r\nHonorable Mention: Kings Mahwah, Mahwah, N.J.\r\nDesigner: Bolla Oil Corp.\r\n\r\n***\r\n\r\nBEST INTERNATIONAL DESIGN\r\n\r\nWinner: ZOOM, Dubai, United Arab Emeritus\r\nDesigner: Emirates National Oil Co.\r\n\r\nOriginally published in Convenience Store News', 'This Year\'s Best-Designed C-store Chains Are...', '', 'inherit', 'closed', 'closed', '', '2283-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2283, 'http://cbx.cappendev.com/2283-revision-v1', 0, 'revision', '', 0), (3108, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'By Todd Maute\nCompetition has always been heavy in retail. But, for a variety of reason, it has turned into a veritable slugfest over the past few years. Amid such trends as consolidation, Internet retailing and product commoditization, retailers have just a few ways in which to set themselves apart. Virtually all of these differentiators hinge on one thing: brand.\n\nThis is why pharmacies have been working so hard to make progress in brand development and private label branding in particular. The goal is twofold: First, drug chains aim to strengthen consumer impressions in ways that have more to do with emotions and psychology than mechanistic, tactical approaches along the lines of, \"Can we have the lowest price on the street?” Second, they want to capture incremental share from other trade classes, and even health services companies.\n\nAnd so, certain chains are now being far more precise about private label branding in the pharmacy context. Walmart, for one, uses its catchall Equate brand for generalized, over-the counter products such as medicine, vitamins and personal care items. But the discounter doesn’t just segment by category: Its ReliOn brand speaks to a specific customer segment -people with diabetes.\n\nOther chains have created multiple tiers of attractive, high-quality brands, from value all the way up to premium. In June, for example, CVS/ pharmacy announced that it had added a premium tier to its redesign Gold Emblem consumables brand. The company also offers more than 100 beauty products via Nuance Salma Hayek. Duane Reade\'s DeLish is another example of a private label brand carefully tiered to the preferences and needs of specific consumers.\n\nAll of this is taking place, of course, amid a revolution in private label that has evolved over the past 20 years or so. Thanks to this revolution, the product and packaging quality of private label brands has risen dramatically.\nLittle wonder the consumer perception of these products is so favorable. Studies have shown that most shoppers now believe private label brands are every bit as good as the nationals. Research also shows that companies with the strongest private label brands also tend to have the highest customer loyalty. And isn\'t that what everyone is shooting for?\n\nIn general, though, pharmacies still have a way to go on private label. Some chains are weak in certain categories and strong in others, but the improvements in private label image have to do with the bigger picture.\n\nAll too often, pharmacies rely on what might be described as product-led strategies. In a product-led approach, somebody else develops the product and it\'s the retailer\'s job to determine what brand it might fit in (often driven purely by the quality level of the product itself) and then roll out the line. In a brand-led strategy, by contrast, the pharmacy relies on market and customer research to develop a long-term branding initiative specifically matched to its core customers, the consumers it wants to woo moving forward, as well as the overall brand image it wants to promote.\n\nWhen Walgreens wanted to cultivate health and wellness as a platform, for example, it looked first at research demonstrating the big population of health conscious and environmentally aware people who shopped the store. Only after creating and developing Ology, its green-and healthy private brand, did Walgreens go looking for products.\n\nSuch brand-led strategies can yield a host of benefits. A few years ago, A&P started a health-and-wellness program called Live Better! It was more a marketing platform than a true brand, but Live Better! proved a big hit with shoppers. This persuaded A&P to transform it into a private label brand by bringing Live Better! to the 0-T-C drug arena. And so now, instead of generic aspirin, consumers shop for Live Better! Aspirin. They have grown accustomed to a lifestyle brand that speaks to their needs. A&P has continued this initiative by expanding Live Better! to the perimeter fresh department and even perish able produce items. And why not? Eating fresh fruits and vegetables is part and parcel of a healthier lifestyle, and that makes it a natural extension of Live Better!\n\nAnother example is Duane Reade\'s Good & DeLish. Created in partnership with CBX, this brand demonstrates how customer insights and desired positioning can drive brand development. Here, the New York City chain took a close look at its affluent customer base and saw an opportunity to sell more premium food. Duane Reade had a deep understanding of its customers and their preferences. DeLish as a brand name offers a touch of urban slang that you would hear in the city. For Duane Reade, this positioning is all about the tag line \"New York living made easy.\" By offering a premium brand of food that New Yorkers could relate to, Duane Reade saw a surefire way to connect with its core customers. With each product addition to this brand – premium cookies, candies, pastas - Duane Reade has been able to make this brand\'s story come to life in its customers\' minds.\n\nThis is an approach to private label in which brands are literally regarded as assets. A few short years ago Duane Reade was a different chain. Its New York City stores were located on some fantastic corners, but the experience inside them was anything but inspiring. Then its owners made a serious investment in customer-facing improvements geared toward reinvigorating the stores. A key part of this strategy was a brand-led approach to private label.\n\nIn creating DeLish, Duane Reade knew it had a target customer who would buy premium- type products. It then sourced products for the brand rather than going the other way around. When Walgreens acquired Duane Reade in 2010, CEO Greg Wasson lauded this brand-led strategy, citing Duane Reade\'s \"recent initiatives in urban retailing, customer loyalty and private brand products.\" The Duane Reade nameplate had been transformed into an asset, and private label had a lot to do with it.\n\nBy thinking about private label a bit differently - namely, as a marketing tool versus a margin enhancer- pharmacies can set themselves apart, bolster shopper loyalty, improve price perception and, at the same time, boost their bottom lines through the higher gross margins private label products deliver. But they can\'t do this alone. Operationally, it is critical to partner with the right set of manufacturers and to rely on best-in-class consumer metrics. The best pharmacies think of their private label vendors as partners, not as mere procurement sources. They work together to create a reason for customers to believe in a brand. They also merchandise with pride, and promote their brands as though they were national leaders - not lower-tier alternatives.\n\nIn reality, the statistics for private label are positive, but should retail pharmacies be satisfied with the considerable progress they have made thus far? Clearly there is more work to be done. By taking a step back and working with brand-led approaches, pharmacies can push private label to the next level.\n\nChain Drug Review, August 19th 2013', 'Time is now for pharmacies to ramp up private label', '', 'inherit', 'closed', 'closed', '', '1852-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1852, 'http://cbx.cappendev.com/1852-revision-v1', 0, 'revision', '', 0), (3109, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'By Nancy Brown\r\nFind creative new ways to celebrate holidays, seasons, and special occasions through your product and packaging to keep your brand top-of-mind all year long.\r\n\r\nBrands have long capitalized on those holidays for which their products are well suited, such as candy for Halloween, Easter, and Valentine’s Day, snacks and beverages for the Super Bowl and the NCAA Final Four, and stationery products for Back-To-School.\r\n\r\nBut with every brand in a category providing a seasonal offering, how can you avoid simply being just another “me too”? How can your brand leverage holidays and other relevant opportunities to break through at shelf and drive incremental sales?\r\n\r\nThere are several approaches brands can use to move beyond the obvious—and limited—seasonal merchandising strategies they’ve been using, and instead keep their brands fresh, relevant, and top-of-mind throughout the year.\r\n\r\nCapitalize on your season\r\n\r\nThanksgiving is a natural promotional fit for every food brand out there, which is why it’s exciting to see brands thinking out-of-the-box when it comes to this holiday. One of the best examples of this kind of creativity is the holiday-themed packs put out by Jones Soda a few years ago. Thanksgiving flavors included Tofurky & Gravy Soda (a vegan-friendly, sugar-free flavor), Green Bean Casserole, and Mashed Potato & Butter…and believe it or not, Tofurkey wasn’t that awful.\r\n\r\nThe offerings were so successful that Jones followed them up with a Christmas edition, including Christmas Tree, Egg Nog, and Sugar Plum sodas, and a Chanukah package with Latke, Apple Sauce, Chocolate Coins, and Jelly Doughnut sodas. Other special occasion series include Halloween flavors, a Valentine’s Pack, Easter flavors, and a Dessert Pack. The package designs all play into the look of the holiday, and are completely on brand with Jones’ typically fun spin.\r\n\r\nMake it your season too\r\nBrands have figured out that you don’t necessarily need to be an obvious fit with a holiday/season in order to “own it.” Certain unexpected partnerships use promotions as a way to capitalize on special occasions. For example, a Kraft string cheese/Crayola crayon promo for “back-to-school” that makes the string cheese look as if it were packaged in a Crayola crayon box, comes to mind, while others simply do this through packaging (see pwgo.to/316).\r\n\r\nOne of the best back to school promotions is the Bath & Body Works “lunch box bundle” of hand sanitizers. In scents including Marshmallow Treat, PB&J, Honey Pretzel, Juice Box, and Bag of Grapes, these sanitizers were a huge hit with young girls (and their moms) everywhere.\r\n\r\nAnother brand that has figured out ways to “own” certain holidays and seasons is Lego. For example, Lego has gotten in on the Easter action by creating a product and special packaging for a bunny with his Easter basket made out of Legos. Kleenex “slice” boxes—made to look like watermelon, lime, and orange wedges—were created exclusively for Target to sell during the summer months, and injected new life into the brand in the off-season, making them mouthwatering in more ways than one. Kleenex followed up the designs the next year with equally adorable boxes that featured scoops of ice cream.\r\n\r\nCreate (and leverage) seasonal assets\r\nSome people bemoan the commercialization of the holidays—especially Christmas. But it’s interesting to note that one of the most cherished icons of that holiday, Santa Claus, was actually a marketing creation of the Coca-Cola Company in the 1930s. By promoting Santa—who up until that point had been visually portrayed in many different ways—as a big, jolly man in a red suit with a white beard, Coca-Cola not only created an emotional link with one of the world’s most recognized holidays and created brand associations in its “off-season,” but it also commercialized the gift-bearing folklore with an accessible personification. This visual was so strong that it could have become a brand character, but instead, it transcended that role to be much more universal. Years later, Coca-Cola did for polar bears what it had done for Santa:\r\nmade them synonymous with Christmas.\r\n\r\nIn the same vein, M&Ms has leveraged its personified M&Ms characters and placed them into holiday and seasonal situations (such as a yellow M&M getting frisky with holiday lighting) to take ownership of these holidays in a way that seems honest and innovative.\r\n\r\nCreate new holidays\r\nThese days, special events can be created, or novel ways of promoting less mainstream events established, to connect with consumers. For example, Solo cups posts ideas on Facebook for how to use its products to honor unexpected events like National Boss’ Day and National Hamburger Day.\r\n\r\nMany brands show their support for Breast Cancer Awareness Month by creating some form of pink packaging in October, but Danish bread manufacturer Kohberg went one step further by packaging their Rye Bread Buns in a pink bag that made the buns look like breasts in a bra. While understandably controversial, it did get noticed and created attention for the cause as well as the company.\r\n\r\nNo matter what holiday, season, or occasion you choose for your brand, there are options for forging authentic connections on-pack. Here are five guidelines that will help you get noticed on shelf at all times of the year:\r\n\r\n1. Engage your audience: Create something that shoppers will not only notice, but will also talk about, laugh about, and best of all, care about enough to want to buy.\r\n\r\n2. Stay true to your brand: Build long-term equity, not just short-term sales boosts, by figuring out a connection that seems authentic, not hokey.\r\n\r\n3. Be controversial: Whether it’s the holiday you select for your brand or what you do with that holiday tie-in, go for it and push the envelope. A little controversy can go a long way.\r\n\r\n4. Create an idea with longevity: Get consumers excited about your season, create buzz around your brand, and make them look forward to and anticipate next year’s offering.\r\n\r\n5. Spare no expense: Graphics and structure matter, so dream big with a unique structural package and proprietary graphics that take your package to the next level.\r\n\r\nRead More: http://www.packworld.com/package-design/promotional-package/every-brand-there-season', 'To every brand, there is a season', '', 'inherit', 'closed', 'closed', '', '1893-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1893, 'http://cbx.cappendev.com/1893-revision-v1', 0, 'revision', '', 0), (3110, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '

    LAS VEGAS, NV, Oct 10, 2012 (MARKETWIRE via COMTEX) -- Well-executed branding strategies for private label products can help convenience stores set themselves apart, bolster shopper loyalty, improve price perception and, ultimately, boost their bottom lines. And yet the industry still has a long way to go when it comes to taking full advantage of private label\'s powerful potential, said Todd Maute, a partner in the global branding firm CBX, during a panel discussion Sunday at the National Association of Convenience Stores (NACS) annual expo and convention.\r\n\"Private label is a hot commodity and is in the news a lot these days,\" Maute told the audience during \"Private Label Profit Puzzle,\" a panel discussion featuring c-store and branding experts from four national firms. \"But much of its recent growth has been driven by the sluggish economy and is the result of consumers \'trading down\' in search of better price values.\"\r\n\r\nDuring the panel discussion, Maute underscored the need for the industry to adopt a new attitude about private label -- one in which companies see private label products, not as lower-tier alternatives to the national brands, but as powerful marketing and branding vehicles in their own right.\r\n\r\n\"If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private label brands in the customer\'s mind,\" he said. \"But c-stores can remedy this by standing behind their brands, marketing them with confidence and educating customers that their private label brands really are worth buying.\"\r\n\r\nIn the grocery and big-box discount sectors, Maute explained, smart retailers like Safeway, HEB, Target and Walmart are making much more of their private label brands. But while c-stores certainly have more limited shelf space and shallower offerings in various product categories, their \"captive audiences\" ought to translate directly into stronger private label market share, Maute asserted.\r\n\r\n\"Let\'s say you\'re in a hurry, go into a convenience store and cannot find the national brand version of a product you happen to need,\" Maute said. \"You\'ll be perfectly willing to try the c-store\'s private label brand, rather than walk out empty-handed. If it happens to be an attractive package, well merchandised, with a high-quality product inside, you\'ll buy it again. C-stores are missing out on an opportunity here with products that tend to deliver higher profits for retailers.\"\r\n\r\nThe private label branding veteran drew a sharp-distinction between product-led and brand-led strategies. All too often, c-stores\' private label strategies are product-led, he explained, which means the attributes of the product itself -- whether it is potato chips, soda or motor oil or is a \"premium\" product versus a \"national brand equivalent\" -- drive the way it is packaged, merchandised and marketed. In a brand-led strategy, by contrast, smart retailers create coherent and appealing private label brands that become instantly recognizable to consumers. \"If the strategy is brand-led, you will innovate and differentiate,\" Maute said.\r\n\r\nRetailers with the highest private label market share maintain a laser-like focus on smart advertising and promotion for those brands, up to and including social media, Maute said. They understand that every private label purchase carries with it three distinct impressions on the consumer, he added. \"The first is when they see the product on the shelf. The second is when they buy it, and the third is when they actually consume or use it,\" he explained. \"If you sell 50 million units per year, that translates into 150 million consumer impressions per year. And so the way you package and merchandise your private label products, the way you price them and place them on the shelf can be more powerful than a Super Bowl ad when it comes to shaping customer loyalty and building your overall brand.\"\r\n\r\nHow should c-stores go about reorienting their private label strategies? \"Start with the fundamentals of good retailing,\" Maute advised. \"It is all about knowing the customer and understanding the dynamics of your store and your categories. Think of your vendors as partners, not as a mere procurement sources. Merchandise the product like you\'re proud of it, which you should be. Promote it and treat it like a national brand, not like a brand alternative.\"\r\n\r\nThe NACS Show, held Oct. 7-10 at the Las Vegas Convention Center, highlights products and services for the convenience and fuel retailing industry and is one of the top 50 trade shows in the United States, according to the Trade Show News Network.\r\n\r\nhttp://www.marketwatch.com/story/expert-urges-c-stores-to-take-a-savvier-approach-to-private-label-2012-10-10', 'Todd Maute from NACS Show Panel Urges C-Stores to Take a Savvier Approach to Private Label', '', 'inherit', 'closed', 'closed', '', '1713-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1713, 'http://cbx.cappendev.com/1713-revision-v1', 0, 'revision', '', 0), (3111, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Tonya Garrett has joined brand agency and retail design consultancy CBX as Vice President, Client Services Group Director.\r\nIn her position, Garrett will be responsible for directing the firm\'s client services team, including the advisement of clients, growth of relationships and management of projects. She reports to Satoru Wakeshima, Senior VP, General Manager.\r\n\r\nGarrett comes to CBX with more than 18 years of digital marketing, management consulting and P&L experience, most recently as Managing Director/NY Market Lead at Proof Integrated Communications/Burson-Marsteller Company. In that position, she was responsible for leading the New York office\'s P&L and operations to deliver digital campaigns from research, creative and technical execution.\r\n\r\nFrom 2010 to 2013, Garrett was a Managing Director at JWT, a global full-service employee relationship marketing agency focused on recruitment advertising, employer branding, strategy and internal communications. Prior positions included Client Engagement Director at global digital marketing agency Razorfish; Director of Project Management/Account Director and Director of Operations and Delivery at Omnicom\'s Agency.com; and a Senior Consultant at Accenture, where she began her career in 1996.\r\n\r\n\"Tonya\'s diverse experience and outstanding track record position her as exceptionally qualified to lead teams across our organization,\" said Wakeshima. \"I\'m confident that her passion, vision and comprehensive thinking will help us continue to drive cohesive branding solutions for our clients, with measurable results. Additionally, our clients and teams will really enjoy working with Tonya -- she\'s a great cultural fit for CBX. I\'m very excited to have her join our senior leadership and look forward to an exciting future together.\"\r\n\r\nGregg Lipman, the firm\'s CEO/Managing Partner, added: \"Tonya\'s addition to the team underscores CBX\'s commitment to a rapidly changing marketplace in which clients with thinner resources rely on firms like us to offer the breadth and depth of services to fulfill their unique needs, and be proactive business partners in the process. With her vast experience, Tonya Garrett will be a catalyst to ensure CBX is at the forefront of that change.\"\r\n\r\nGarrett, a resident of New York City, earned an M.B.A. from Duke University\'s Fuqua School of Business and a Bachelor of Business Administration, Finance and Accounting, from the University of Oklahoma.\r\n\r\nAlso seen in:\r\n\r\nNew York Business Journal\r\n\r\nNACS Online', 'Tonya Garrett Joins CBX as VP, Client Services Group Director', '', 'inherit', 'closed', 'closed', '', '2097-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2097, 'http://cbx.cappendev.com/2097-revision-v1', 0, 'revision', '', 0), (3112, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '

    See where CBX comes in at on Inc.com\'s list of the \"Top Companies in New York 2011.\" \r\nhttp://www.inc.com/inc5000/list/2011/state/ny/300/state/

    ', 'Top Companies in New York on the 2011 Inc. 5000', '', 'inherit', 'closed', 'closed', '', '1709-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1709, 'http://cbx.cappendev.com/1709-revision-v1', 0, 'revision', '', 0), (3113, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '

    Consumers love their brands, especially ones that begin with the letter “A” for Apple. In honor of Valentine’s Day, CBX, the New York-based brand agency, conducted a quantitative online survey of 1,000 consumers nationwide and asked, “What brand do you love the most?” and “Why?”\r\nThe top ten brands that are consumers’ Valentines:\r\n\r\n\"\"\r\n\r\nBrand Love by the Ages:\r\n\r\n

      Those hard-to-please younger consumers (ages 18-24)) professed their love of Nike (54%). But, no one over 55 said they wanted Nike to “be mine” in the survey.
    \r\n\r\n\r\n
      27% of consumers, ages 18-24 said they loved Sony, helping to land the brand in the number two spot.
    \r\n\r\n
      Consumers aged 35-44 and 55-64 named Coca-Cola as their number one love (26%).
    \r\n\r\nExplaining their love for these brands, consumers most frequently said, Apple is “innovative,” “high-end”, “love/like products” and “good quality”. While Sony soaked up the love because of “good quality,” “reliable/dependable,” “love/like products” and “innovative/high-end.” Those who chose Coca-Cola overwhelmingly did so by describing the brand as, “great/good taste” and “delicious.”\r\n\r\nhttp://popsop.com/53700', 'Top Ten Brands Consumer\'s Love Most', '', 'inherit', 'closed', 'closed', '', '1688-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1688, 'http://cbx.cappendev.com/1688-revision-v1', 0, 'revision', '', 0), (3114, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '

    A state of the art service station in Cashel, Co. Tipperary, which was only opened by Topaz four months ago, has won a leading international retailer award.\r\nThe Cashel site, at Junction 8 on the M8, was awarded the Insight NACS 2011 International Convenience Retailer of the Year Award at a gala ceremony in London last week attended by delegates from 20 countries.\r\n\r\nNACS is the Association for Convenience and Fuel Retailers and represents retailers and suppliers worldwide.\r\n\r\nThe award is seen as particularly significant because of the quality of those competing and the fact it is voted on by suppliers and industry peers. Topaz beat off stiff competition from a short list which included Morrisons M-local from the UK, LS travel retail from France and Shell/7-Eleven from Norway.\r\n\r\nTopaz, the fully Irish owned and managed company only came into existence as a brand in February 2008. The Cashel site is the first of up to 15 motorway sites which the Company plans to build close to the motorway network. Services on offer at the site include a hot food buffet and café, children’s play area, wi-fi internet access, toilets and showers. The site also has a McDonald’s restaurant, which is also a first motorway location for that company.\r\n\r\nEddie O’Brien, Chief Executive of Topaz, said the award was a huge boost for the company generally and Cashel in particular.\r\n\r\n‘This is an acknowledgement by our industry peers from across Europe that the range of services on offer at Cashel, transform the customer experience. This site is our template for future sites close to the motorway network and it is extremely encouraging that our ‘first-born’ has won such a prestigious award. Our aim is to provide five star rest and refueling stops for motorists and winning this award re-enforces our belief that we are on the right track. The judges were impressed with our commitment to our customers, our staff and the community as a whole and that was especially pleasing’ O’Brien said.\r\n\r\nOne of the judges Joe Bona, President Retail Division at CBX a New York based strategic branding company said; ‘Through the integration and use of technology across multiple platforms, from pay at the pump to social media and smart phone apps, Topaz appears to be an innovation leader for the convenience channel’.\r\n\r\nLast year Topaz was crowned Irish Retail Company of the Year at the Retail Excellence Ireland Awards in Galway, while in May it was recognised as one of the Best Large Workplaces in Europe.\r\n\r\nhttp://www.hgvireland.com/09/27/topaz-cashel-crowned-world-champion/', 'Topaz Cashel crowned world champion', '', 'inherit', 'closed', 'closed', '', '1736-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1736, 'http://cbx.cappendev.com/1736-revision-v1', 0, 'revision', '', 0), (3115, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'To create holiday packaging that will enchant consumers, you need to move beyond seasonal clichés and embrace quality design that brings a bit of the unexpected.\r\nWith the holidays upon us, celebrations beginning, and an influx of plastic Santas on rooftops, I can’t help but pine for more sophisticated creative this season. It goes without saying that much of the holiday packaging we see is, let’s face it, pretty tacky. It’s as if someone said, “Just slap a reindeer, Santa, or snowflake on the package and call it a day. Oh, and make sure it’s gaudy!” I believe that brands that use cheap tactics are underestimating the public’s ability—and desire—to embrace quality design. Let’s look at some great examples that haven’t used tacky gimmicks to convey “holiday.”\r\n\r\nTissue boxes conjure classic holiday settings\r\n\r\n\"kleenex-christmas-designs_497x295\"\r\nThere’s corny Christmas humor—ugly sweater contest anyone?—and then there’s keen Christmas wit. Kleenex opted for the latter when it launched its limited-edition tissue box holiday collection in 2013. Festive enough to leave out on the mantel alongside your stockings for those emotional holiday moments, the holiday tissue boxes were made to resemble quintessential settings like a gingerbread house and garland-draped fireplace. Best of all, the structure of the box was made to look like a roof, with the Kleenex logo at the top. These were tissues you wanted to show off around the house, rather than hide under the Christmas tree.\r\n\r\nSocks in a jar reflect handcrafted heritage\r\n\r\n\"levis_project048_tp31\"\r\n\'Tis the season for cozy socks, as Levi’s knows better than anyone. To its credit, the brand figured out a way to make this classy holiday product more than just a stocking stuffer when it introduced Mr. Strauss’ Rediscovered Long Socks just in time for the 2014 holiday season. The socks are modeled after those worn by the founder of the brand, and claim to be “woven on a traditional 48 needle machine just as it would have been in 1853.” Packaged in a glass jar, with a handmade-style label printed on weathered, antique-style paper, there’s a homegrown feel to the packaging that supports Levi’s handcrafted heritage. As far as the connection to holiday, well, these cozy socks tell the whole story—imagine wearing those red, woolen socks while sitting in front of the fireplace sipping a hot toddy. What’s more holiday than that?\r\n\r\nFestive champagne bottle graphics get the party started\r\n\r\n\"le-set-sq-crop\"\r\nSpeaking of color, winery Chandon made big news in the libations world in 2014 when it introduced its white-and-gold Limited Edition Party Bottle. No red and green pairings here; Chandon had the confidence to wrap its bottle in all white—reminiscent of a white Christmas—and use a festive gold script that implies celebration and makes the brand really pop (pun intended). Various playful copy lines convey the festivity of the season. The nicely designed, themed bottles make a great holiday gift, and a bottle worth bringing to any party.\r\n\r\nClever copy alludes to season’s treats\r\n\r\n\"butlers\r\nFor its line of holiday food products, Irish brand Butler’s Pantry veered away from conventional holiday clichés, and piqued their consumers’ curiosity. A neutral background pattern, made up of mini-snowflakes that hint at the season without overtly referencing it, sets the stage for the festive quotes. Copy such as “You’ve Got Beautiful Mince Pies” and “Delicious Piece of Hand Made Heaven Inside” cleverly alludes to the deliciousness that awaits.\r\n\r\nBeer gets gift-wrapped, including a bow\r\n\r\n\"12_5_11_stella1\"\r\nIt’s no surprise that Stella Artois—a brand that was actually named for the Christmas star—really embraces the holiday season. Each year, Stella Artois turns out packaging that, while not quite revolutionary, is as understated as it is clever. A few years ago, a festive box was introduced leveraging Stella’s most significant brand assets, the star and the crimson color, staged in a repetitive pattern made to look like gift-wrap. The design covered cases of beer and was tied up with a bow. The perfect gift for any beer drinker on your holiday list—no wrapping required.\r\n\r\nCoffee-pack characters celebrate holiday moments\r\n\r\n\"12_04_12_\r\nIn 2012, Starbucks’ spirited holiday packaging portrayed an unexpected approach to the holiday season. Instead of the usual chubby Santa and happy snowmen, Starbucks opted to illustrate holiday moments with such characters as a Christmas caroler and an ice dancer, which were applied to each of its holiday blends and coffee to-go cups. It made every cup of coffee bring a smile to my face that season.\r\n\r\nFaceted glass vodka bottle helps holidays shine brighter\r\n\r\n\"RTEmagicC_B_AB007_06.jpg\"\r\nLeave it to Absolut to create the best holiday bottle ever! Reminiscent of a sparkling diamond, the limited edition 2010 Absolut Glimmer bottle made for a shimmering Christmas gift and bar accessory you’d be proud to display at your holiday party. As opposed to other recent holiday bottles such as Absolut Bling Bling, Absolut Disco, and Absolut Rock Edition, Absolut Glimmer marks the first time that the bottle structure was altered, rather than just the graphics. The perfect excuse to shine a little brighter for the holiday.\r\n\r\nAs all of the examples here prove, beautiful design is indeed always in season. Here are a few pointers to keep in mind:\r\n\r\n- Build on your heritage.\r\n- Look for the unexpected.\r\n- Pique your consumer’s curiosity.\r\n- Deliver an engaging experience.\r\n- Emphasize the craft.\r\n\r\nSo this year I urge you to go beyond the expected clichés of plastic Santas, Rudolphs, and Frostys. Instead, embrace holiday cheer with concepts that engage, entice and remind everyone to be joyful. After all, that’s what this time of year is all about.\r\n\r\nOriginally published in Packaging World.\r\nPhotos courtesy of Kimberly-Clark, Mail Movement, Chandon, The Dieline 1, The Dieline 2, The Dieline 3, and Societ Ricard.\r\n\r\n ', 'Toss the Tacky, and Other Strategies For Inspiring Holiday Packaging', '', 'inherit', 'closed', 'closed', '', '2149-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2149, 'http://cbx.cappendev.com/2149-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3116, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'The Storenvy Online Market place is a virtual mall brimming with funky fashions and jewelry, nifty gizmos, artisan soaps and other eclectic merchandise from some 52,000 independent retailers. And now this San Francisco-based dot-com which enables shoppers to fine-tune the stuff they see by \"envying\" the products in the manner of a Facebook \"like\" - is bringing its user-driven model to the brick and-mortar world. Storenvy\'s 1,700-square-foot store opened at the beginning of the year in downtown San Francisco\'s Crocker Galleria. Initially, the idea was for a popup shop on a 30-day trial run, bur shoppers at the boutique-focused mall responded so enthusiastically that the plans were quickly changed, says founder and CEO Jon Crawford. \"Crocker Galleria came to us and said, \'Hey, we love you guys and want you to stay,\'\" he said.
    \nAll the merchants in the physical store are popular sellers at Storenvy.com, which launched in 2009 and now has upwards of one million registered shoppers. These plugged-in users create detailed profiles and curate the products they peruse by envying their favorite items and merchants and following other shoppers whose tastes jibe with their own. These users spend some $2.5 million in total with Storenvy sellers in a given month, according to Crawford. At the Crocker Galleria store, meanwhile, Storenvy strives to maintain a similarly engaging mix by frequently varying the offering. \"Every 30 clays we roll in a new batch of five or six of our online merchants into the space,\" Crawford said. The company, named one of Forbes magazine\'s 10 Greatest Industry-Disrupting Startups of 2012, has thus far attracted some $6.5 million in venture capital from the likes of First Round Capital, Intel Capital, Kleiner Perkins Caufield & Byers and Spark Capital. The company is open to launching additional stores, Crawford says.
    \n\nWhile Storenvy specializes in what Crawford describes as \"unique, original and authentic stores and artists,\" a big reason for its success is the way it handles \"discovery\": the process whereby users learn about particular merchants and products. Whether browsing online or in the physical world, shoppers face the overwhelming conundrum of figuring out exactly what to buy amid nearly unlimited options. \"Discovery is the final frontier of retail shopping,\" Crawford said. \"If you know where the cool things are, and the right things are put in front of you more often, you\'ll actually spend more of your money.\" Sites like Amazon.com and Netflix try to tackle this challenge by monitoring the browsing and buying habits of the users and by tailoring the product pitches to match. Storenvy\' model is more like that of the blogging website Tumblr, which makes it easy for people to share their favorite finds with their social-media friends. \"We believe that crowd-curating through social [medial] is one of the most scalable forms of discovery,\" Crawford said. \"It is just a lot more interesting to pair you up with people who have similar styles, tastes and moral views as you do. Whatever they think is cool, you get to see.\"
    \n\nNot all tech startup stay around for the long haul, but Storenvy\'s use of a social-media-like model to curate merchandise offerings is intriguing, says Joseph Bona, president of branded environments at CBX, a New York City-based branding and retail-design consulting firm. \"Given the homogenization and commoditization in conventional retailing today, many retailers are struggling to give people a reason to walk through the door,\" Bona said. \"Arguably, staying the same is no longer a viable option in retailing today. A model in which the fast-turning merchandise on the shelf is partly or wholly determined by shoppers\' \'likes\' - that is different and unusual.\" In today\'s world of omni-channel retailing, it makes sense for independent retailers to use tools like Storenvy to gain a foothold online, Bona say. Storenvy builds customized, e-commerce- enabled websites for its sellers for free, making money by charging for upgrades and, starting in January, by taking a cut of any sales that occur in Storenvy\'s separate online marketplace. \"You never know which of these tech tools will explode to become the next big thing,\" Bona said. \"But when these tools are affordable and showing signs of growth, smaller retailers have every reason to experiment and try to leverage interesting online channels, in addition to the brick-and-mortar side.\"
    \n\nJust about any seller can join the site, and many of these independent retailers do lease space at shopping centers, Crawford says. He is a web designer and engineer who conceived of Storenvy while building online tares for small businesses. \"These were all really passionate people who just wanted to sell their stuff on the Internet and create a branded retail experience online,\" he said. \"They didn\'t want to be on eBay or Amazon, because they did not feel like it fit their brand experience.\" Crawford says he grew increasingly annoyed that there was no easy way for these smaller stores to launch attractive, ecommerce- enabled websites without first sorting thorough costly and time-consuming issues- multiple decisions related to such things as web-hosting and publishing, and payment-processing. Even today small businesses pay specialists huge sums to launch a website when there are simpler solutions available, Crawford says. \"You don\'t have to pay someone to build your online store from scratch,\" he said. We see people spending $5,000 or $10,000 to get a website built that they cannot even update themselves. That makes us very sad. These people could be empowered by using a platform like Storenvy.\"
    \n\nThe Storenvy online marketplace aims to help smaller retailers solve another problem: attracting the attention of target customers. \"People end up making sales through Storenvy.com in addition to the sales that they are driving tl1rough the customized websites that we create for them,\" Crawford said.
    \n\nStorenvy currently employs l8 people and has plans to add 15 or 20 more over the next year or so, Crawford says. \"We are in business to help people express their ideas and create amazing online businesses,\" he said. \"And we\'re just warming up. The product that is online right now is just the beginning. We\'re learning a lot about physical retail, discovery, storytelling and mobile. We invite people who want to create strong community and tell their stories to be part of what we\'re doing.\nBut we try to stay away from sellers who just want to be on 50 different websites to make money as fast as they can. This is for businesses with soul.\"\n\nRead more: http://sct.icsc.org/sct/', 'Turning Clicks to Bricks', '', 'inherit', 'closed', 'closed', '', '1884-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1884, 'http://cbx.cappendev.com/1884-revision-v1', 0, 'revision', '', 0), (3117, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '

    \"\"By Gregg Lipman:\r\nTweens: They’re feisty, opinionated, razor-sharp, brutally honest, slightly awkward, and very, very important for your brand. My oldest daughter is just about to enter into this demographic (9 to 14 years old, “too old for toys, too young for boys,” as they say), and as a parent, I’m bracing myself for all the craziness that comes along with it. But as a creative, I couldn’t be more excited for the opportunities that tweens present. Creating and designing products that reflect this group’s multifunctional, fast-paced lives is one of the most thrilling challenges out there for those working in the marketing and branding worlds.\r\nSales of products for tweens currently exceed $200 billion annually. That’s quite a few Justin Bieber posters, eh? But reaching this audience is not as easy as one might think, because tweens are full of dichotomies:\r\n\r\n1. They aspire to be older, but are still children.\r\n2. They want to be unique, but also still fit in.\r\n3. They have strong ideas about what they want to buy, but need parental involvement and approval to purchase those things.\r\n\r\nMy company, CBX, is familiar with the challenges facing tweens. Our work for U by Kotex—a brand for 14 to 22 year olds said to have revolutionized the feminine care aisle—was so successful that Kimberly-Clark turned to us to help design another product line, U by Kotex Tween, that specifically targets these young consumers.\r\nBy conducting a deep dive to get into the minds of tween females, we discovered that our target audience wanted:\r\n\r\n• Copy that speaks to her honestly and openly\r\n• Windows that let her see the product\r\n• Packaging functionality that speaks to how she expresses herself\r\n• Portability that lets her take products with her wherever she goes\r\n• Bold colors, a pleasing fabric, and fun textures\r\n\r\nThe resulting design spoke to a tween’s desire for freedom and self-expression and to her mom’s need for reassurance and safety. And those facets—freedom, self-expression, and safety—are also evident in several other new products currently being marketed specifically to tweens.\r\nPersonal care products packed with tween appeal\r\nFor starters, there is Geo Girl, Walmart’s new line of eco-friendly cosmetics for 8 to 12 year olds. Geo Girl includes blusher, mascara, face shimmer, and lipstick that are “mother approved.” Formulas are designed for young skin and contain natural ingredients like white willow bark, chamomile, lavender, and calendula, as well as antioxidants, which are said to prevent aging (yes, you read correctly…anti-aging for 8 to 12 year olds!).\r\n\r\nAll 69 products in the range are paraben-, phthalate-, and sulfate-free, a strategy that is designed to attract parents worried about the excess chemicals in makeup. The packaging system—featuring playful fonts and pop colors—communicates each product’s unique feature, reflecting every tween’s desire to be noticed and recognized as an individual. The verbal strategy supports this message by engaging each tween in a dialogue on how to bring out their beauty, and the use of recyclable packaging encourages this younger generation to make their contribution to society. \r\n\r\nIn 2010, Crest introduced the unisex Crest and Oral-B Pro-Health For Me, the first-ever complete collection of oral care products for kids aged 8 to 12. This line, consisting of a rinse, brush, floss, and toothpaste, is promoted as “made just for tweens,” and projects an image that dental care is cool (to be fair, it isn’t necessarily un-cool). For the most part, the design looks similar to other Crest and Oral-B products, with the exception of hand-drawn illustrations that are very tween-esque. This hip graphic treatment attempts to separate from the stigma attached to “if it’s my parents’ product, I will hate it” syndrome. The sub-brand “for me” helps soften the blow of engaging in the dreaded dental routine. As opposed to whining, “Do I really have to?,” these products will have them saying, “Look ma, I brushed my teeth!” \r\n\r\nDegree Girl is, unquestionably, a product that popular television character iCarly would use (sure, she’s a little older, but what tween doesn’t aspire to be more mature?). It promotes itself as “Protection for Every OMG! Moment,” and features “OMG!” on its packaging, Web site, and promotional materials. In doing so, Degree Girl reaches out to its target audience by speaking in its tween lingo, and moves away from the pastel tones associated with the category by packaging product in edgy tones like purple, fuchsia, and black.\r\n\r\nDegree Girl utilizes glitter caps, fun names, and unique graphic expressions that support moments in every tween’s life: “I think I’m in love,” “Today I’m a rock star,” and “I am woman, hear me roar.”\r\n\r\nWhile these brands were created to speak specifically to the tween audience, some existing products created for older consumers are tweaking their advertising messages—if not their packaging—to reach a younger male audience, and are turning up in such specifically tween places as Twitter, YouTube, and Facebook.\r\n\r\nMarketers of these brands rely less on 30-second TV spots than on interactive Web sites, creating communities of young fans. Axe has an avatar in Pain, a PlayStation game. Old Spice’s Swagger sponsors Xbox team competitions. Brands create downloadable apps, have lengthy “advergames” on their Web sites, and urge fans to text friends with coy messages about the products. They make commercials specifically to air on YouTube (as opposed to TV), a site proven to attract young boys, many of whom make and post their own videos.\r\n\r\n\r\nFive tips for tapping the tween market\r\nSo at the end of the day, what advice would I give brands trying to reach this audience through packaging? I confess that I am slightly reluctant to dish out said advice, knowing that these brands will soon be targeting my still-innocent little daughters. But here it goes:\r\n\r\n1. Know your audience: Conduct a serious “deep dive” into the media, fashion, and products that are speaking to your target audience. For U by Kotex, we analyzed trends, visited stores, watched movies and TV shows, and conducted focus groups to literally “become the girl.”\r\n\r\n2. Tell it like it is: Tweens want to be talked to like people—not like they’re being talked to by their parents. Immerse yourself in the lingo of your target audience, and keep it short, sweet, and in a relatable, conversational tone. \r\n\r\n3. Surprise! Always include an element of surprise, something unexpected and fun, that will stand apart from the competition as well as from (gasp!) their parents’ products.\r\n\r\n4. Personalize it: Tweens like to put their stamp on the world, so products (and promotions) should have some option for personalization. And providing a place for feedback—whether through Facebook, Twitter, or Tumblr—is highly recommended. \r\n\r\n5. Make it snappy: Make sure there are elements on the packaging—glitter, peek-a-boo windows, illustrations—that make the package feel like a special treat for tweens.

    ', 'Tween-tastic Package Design', '', 'inherit', 'closed', 'closed', '', '1546-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1546, 'http://cbx.cappendev.com/1546-revision-v1', 0, 'revision', '', 0), (3118, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '

    \"\"\r\nThe packaging usually found in the feminine hygiene products aisle is not exactly earth-shattering. Characterized by dainty pastel color palettes and soft-sided poly packs, nearly every container\'s design is timid, rather than tenacious.\r\n\r\n\r\nEnter U by Kotex. The Kimberly-Clark feminine hygiene product line breaks through the clutter with firm, upright paperboard outer cartons emblazoned with eye-popping color, a sharp contrast to the fields of frilly flowers and soft-sided bags more commonly associated with the category. The innovative packaging design recently cleaned up at the 2011 New Jersey Packaging Executives Club Package of the Year Awards. Submitted by package design/production firm AGI, the packaging garnered a Market Innovator award, Gold recognition in the Personal Care category and top honors as Package of the Year.\r\n\r\n\r\n\"We are very happy that Kimberly-Clark chose AGI as the packaging manufacturer for some of its U by Kotex products. It\'s always great to play an instrumental role in helping bring design innovation to the marketplace,\" says Sharon Meeks, vp of sales at AGI.\r\n\r\n\r\nIn addition to attracting the attention of packaging pros, U by Kotex is engaging female customers by giving them something different.\r\n\r\n\r\n\"The entire category has historically been flooded with this sameness of soft colors, white packaging,\" says Jenn Westemeyer, brand design director with Kimberly-Clark. \"We were missing out on opportunities to connect with consumers.\"\r\n\r\n\r\nStudy habits \r\n\r\n\r\n\r\nIn 2009, Kimberly-Clark commissioned an online study (conducted by Harris Interactive) to gauge female consumers\' attitudes toward feminine hygiene products and packaging, and to determine where the category fell short in serving the audience. The study polled more than 1,600 women in North America, aged 14-35. The research showed that 70 percent of women believe society needs to improve dialogue about feminine health; however, more than half of the respondents reported they didn\'t feel empowered to make a change in that area.\r\n\r\n \r\n\r\nIn reaction to the findings, the Kotex brand team threw themselves into getting to know consumers, inside and out, to determine how best to meet their needs.\r\n\r\n \r\n\r\n\"We soon realized that [feminine products] is a boring, boring category and desperately needed a facelift,\" Westemeyer says. \"Since we\'re the leaders and inventers in the category, we were ready to blaze the trail.\"\r\n\r\n \r\n\r\nAccording to Kristi Bryant, senior design manager with Kimberly-Clark, the Kotex team decided to take a consumer-centric approach when creating U by Kotex.\r\n\r\n \r\n\r\n\"We started really paying attention to what ‘she\' [the female consumer] wanted,\" Bryant says. \"We listened, and we identified behaviors and unmet needs.\"\r\n\r\n \r\n\r\nResearch supported the idea that rather than feeding into a sense of embarrassment about \"that time of the month,\" female consumers would best respond to a package that \"stood proud on the shelf, rather than fading into the background,\" Bryant says. The entire package-created in partnership with branding firm CBX-feeds into that desire for engagement, from the bold black background, to the paperboard carton that stands tall (rather than sagging), to the bright colors, to the cutout window offering up a glimpse of the individually wrapped products inside.\r\n\r\n \r\n\r\nForging ahead\r\n\r\nTo test the bold new packaging, Kimberly-Clark first launched U by Kotex in Australia. Consumers there share many behaviors and attitudes with their American counterparts, though the market tends to have a higher acceptance of bold messages and \"edge.\"\r\n\r\n \r\n\r\n\"Australian consumers are somewhat bolder in their sense of style and body image,\" Westemeyer says. \"We used that as a stepping stone to get to our consumer here. We did a lot of learning, and we realized that if we could succeed there, we could do it anywhere.\"\r\n\r\n \r\n\r\nThe U by Kotex packaging that U.S. consumers see on retail shelves builds upon Kimberly-Clark\'s success with Australian consumers. According to Westemeyer, an aim of the design is to \"surprise and delight\" the customer by incorporating elements of the unexpected. The package delivers in a number of ways: inner wrapping comes in an array of colors, enabling the user to select individual product according to her mood; informative text on the back of the package engages; and the carton is printed in matte and gloss for eye-catching contrast. Kimberly-Clark produces the inner product wrap; various partners across the country produce the outer carton.\r\n\r\n \r\n\r\nResponse to U by Kotex has been positive, from consumers shopping the item on the shelves, to retailers providing favorable feedback, to competition feeling the demand to deliver similarly innovative products and packaging.\r\n\r\n \r\n\r\n\"Retailers are expecting differences and change, and they\'re putting pressure on our competition,\" Westemeyer says.\r\n\r\n \r\n\r\n2011 NJPEC Package of the Year Awards\r\n\r\n\r\nIn addition to Kimberly-Clark\'s U by Kotex, these packages garnered New Jersey Packaging Executives Club recognition for packaging design: \r\n\r\n\r\n\r\nSTUDENTS\' CHOICE AWARD\r\n\r\n\r\nFlight by Michael Jordan\r\nFor Five Star Fragrance\r\nBy Five Star Fragrance\r\n\r\n \r\n\r\nGOLD AWARDS\r\n\r\n \r\n\r\nPromotional\r\n\r\nSex and the City Ultimate Collection\r\nFor HBO\r\nBy Napco Inc.\r\n\r\n\r\nFood and Beverage\r\nSarabeth\'s Legendary Cookies\r\nFor Sarabeth\'s Bakery\r\nBy O.Berk Co.\r\n\r\n\r\nHealth and Beauty\r\nKate Somerville Clinic-to-Go\r\nFor Kate Somerville Skin Care LLC\r\nBy Padtech AS\r\n\r\n\r\nHousehold/Industrial\r\nElectric Wand Retail Packaging\r\nFor Hyde Tools\r\nBy Bruce Alexander, MNA/BAX\r\n\r\n\r\nColor Cosmetics\r\nAlmay Intense I-Color Smoky-I Kit\r\nFor Almay\r\nBy Topline Products\r\n\r\n \r\n\r\nSILVER AWARDS\r\n \r\n\r\nPromotional\r\nYSL Opium Sample Mailer\r\nFor L\'Oreal\r\nBy Color Optics Inc.\r\n\r\n\r\nPersonal Care\r\nChannoine Sun Collection Tube\r\nFor Channoine\r\nBy Neopac\r\n\r\n\r\nFood and Beverage\r\nEarth\'s Best Pop Snax\r\nFor the Hain Celestial Group Inc.\r\nBy Smith Design\r\n\r\n\r\nColor Cosmetics\r\nLancome Juicy Tubes Gift Set\r\nFor Lancome\r\nBy Color Optics Inc.\r\n\r\n\r\nHealth and Beauty\r\nBody Drench Quicktan Instant Self Tanner Bronze Lotion\r\nFor American Intl. Industries\r\nBy Viva Healthcare Packaging\r\n\r\n\r\nFragrance\r\nBeyonce Pulse\r\nFor Coty Inc.\r\nBy Curtis Packaging Inc.\r\n\r\n\r\nBRONZE AWARDS\r\n\r\n\r\nFood and Beverage\r\nXXX Shine White Whiskey, Philadelphia Distilling\r\nFor Piramal Glass USA Inc.\r\nBy Piramal Glass USA Inc.\r\n\r\n\r\nPromotional\r\nThe Vanilla Collection\r\nFor Bakto Flavors\r\nBy O.Berk Co.\r\n\r\n\r\nPersonal Care\r\nPampers Kandoo ‘Corner Buddy\' Hand Wash\r\nFor Nehemiah Manufacturing\r\nBy Berlin Packaging\r\n\r\n\r\nHealth and Beauty\r\nEstee Lauder Cooling Eye Illuminator\r\nFor Estee Lauder\r\nBy Albea\r\n\r\n \r\n\r\nFragrance\r\nBurberry Body\r\nFor Burberrry\r\nBy FiberMark\r\n\r\n \r\n\r\nColor Cosmetics\r\nMally Evercolor Endless Eyeshadow\r\nFor Mally Beauty\r\nBy Topline Products\r\n\r\n \r\n\r\nTECHNICAL MERIT AWARDS\r\n\r\n \r\n\r\nFragrance\r\nReb\'l Fleur by Rihanna\r\nFor Parlux Fragrances Inc.\r\nBy SGD North America Inc.\r\n\r\n \r\n\r\nKeith Urban Phoenix Mens Fragrance\r\nFor Mass Retailers\r\nBy Boom! LLC\r\n\r\n \r\n\r\nCalvin Klein Beauty\r\nFor Coty Inc.\r\nBy Curtis Packaging Corp.\r\n\r\n \r\n\r\nSTOCK PACKAGING AWARDS\r\n\r\n \r\n\r\nFragrance\r\nA Dozen Roses\r\nFor 360 Degrees Inc.\r\nBy Standwill Packaging Inc.\r\n\r\n \r\n\r\nHealth and Beauty\r\nSoft Whisper by Powerstick Body Wash\r\nFor A.P. Deauville LLC\r\nBy A.P. Deauville LLC/Berry Plastics\r\n\r\n \r\n\r\nFood and Beverage\r\nSarabeth\'s Preserves Gift Set*\r\nFor SBK Preserves\r\nBy O.Berk Co.\r\n\r\n \r\n\r\nSUSTAINABILITY PACKAGING AWARDS\r\n\r\n \r\n\r\nFragrance\r\nRolled Edge Paperboard Containers\r\nFor MCMC Fragrances\r\nBy Chicago Paper Tube & Can Co.\r\n\r\n \r\n\r\nKD11 Twist\r\nFor Rexam\r\nBy Rexam\r\n\r\n \r\n\r\nOTHER ENTRIES\r\n\r\n \r\n\r\nPersonal Care\r\nDiadermine Lift and Ultime Tube\r\nFor Henkel\r\nBy Neopac\r\n\r\n \r\n\r\nJust in Case Confidential\r\nFor Just in Case Inc.\r\nBy Worldwide Packaging\r\n\r\n \r\n\r\nTokyomilk Dark\r\nFor Tokyomilk\r\nBy Pak Enterprises Inc.\r\n\r\n \r\n\r\n* also received Sustainability Award\r\n\r\n \r\nhttp://www.packagingdigest.com/article/520116-Standing_out_from_the_pack.php', 'U by Kotex packaging Distinguishes Itself with Engaging Graphics and Bright Colors', '', 'inherit', 'closed', 'closed', '', '1726-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1726, 'http://cbx.cappendev.com/1726-revision-v1', 0, 'revision', '', 0), (3119, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Lemonade stand open Aug. 20 at Broadway and 23rd St., Manhattan\r\nWhen 826 NYC, a nonprofit organization that fosters creative writing skills, asked children ages 9-12 to dream up the ultimate lemonade stand, the responses were huge. The winning project of  The Great Lemonation Imagination Collaboration was turned into a real lemonade stand complete with free lemonade in Manhattan\'s Flatiron District. The organization\'s members were also required to help run the stand that went up at Broadway and 23rd Street on Wednesday. The free lemonade giveaway begins at 10 a.m. and ends at 6 p.m. Donations for 826 NYC will be accepted.\r\n\r\nClick here to see the footage from Good Day New York.\r\n\r\nClick here to see the footage from New York Minute.', 'Ultimate lemonade stand in Flatiron District', '', 'inherit', 'closed', 'closed', '', '1987-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1987, 'http://cbx.cappendev.com/1987-revision-v1', 0, 'revision', '', 0), (3120, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Using sights, sounds and smells to enliven a Manila mall.\r\nBy Peter Burgoyne\r\n\r\nIf the age of the category killers and cookie-cutter retail lineups flattened the customer experience, our job today is to make it three-dimensional again. As I detailed in an earlier post, this was our strategy in Oct. 2011 after the Philippine conglomerate Store Specialists Inc. (SSI) hired us to design the interior of a luxe mall in Manila.\r\n\r\nhttp://vmsd.com/content/uncommon-areas', 'Uncommon Areas', '', 'inherit', 'closed', 'closed', '', '1862-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1862, 'http://cbx.cappendev.com/1862-revision-v1', 0, 'revision', '', 0), (3121, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'A leading worldwide supplier of premium branded lubricants and automotive services — announced today the retail launch of its newest innovation, the Easy Pour Bottle. Valvoline™ worked alongside consumers to develop the game-changing design. The brand\'s patent-pending Easy Pour Bottle will make changing oil easier while offering a simplified shopping solution for the automotive Do-It-Yourself (DIY) audience.\r\n[caption id=\"attachment_10841\" align=\"alignnone\" width=\"728\"]\"\" Valvoline\'s New Easy Pour Bottle[/caption]\r\n\r\n\"Valvoline\'s goal for 151 years has been to use our expertise for the benefit of our customers. Each part of Valvoline\'s Easy Pour Bottle has been engineered with our DIY consumers in mind – reimagined, redesigned, tested and proven to make changing oil easier, faster and cleaner,\" said Heidi Matheys, Valvoline chief marketing officer. \"Our technical team integrated an abundance of consumer field research and feedback, which ultimately resulted in this one unique design.\"\r\n\r\nHighlights of Valvoline\'s new Easy Pour Bottle include:\r\n

      \r\n
    • Easy Pull Tab™ – Makes opening the bottle clean and simple.
      • \r\n
    • Precision Pour Spout™ – Provides accurate pour and clean cut off for a mess-free experience.
      • \r\n
    • Anti-Glug Tube™ – Provides a glug-free pour for a faster, cleaner and easier oil change.
      • \r\n
    • Resealable Overcap with No-Slip Grip™ – Helps prevent spillage and provides safe storage.
      • \r\n
    • Centralized Handle – Makes for a more confident pick up, transport and pour.
      • \r\n
    \r\nThe brand is so confident in their newest innovation that they have issued a Satisfaction Guarantee at retailers nationwide, offering a 100-percent money-back promise to encourage DIYers to experience the bottle — and its advantages — for themselves.\r\n\r\nValvoline has partnered with seven-time NASCAR Champion Jimmie Johnson to promote a series of entertaining videos showcasing the ease of use and cleanliness of the new packaging. Videos are now available for viewing at EasyPour.com. Additional motorsports athletes will participate in the series later this year.\r\n\r\n\"Our Easy Pour Bottle is one of the biggest packaging innovations in the history of Valvoline and was developed with integral feedback from DIYers and auto experts alike,\" said Michelle Allen, director of marketing for Valvoline. \"As we look to the future, we will continue to innovate in every area – from design to products and services – to meet the needs of our customers.\"\r\n\r\nOriginally published by PR Newswire\r\nPhoto courtesy of Valvoline', 'Valvoline Unveils Cutting-Edge Innovation with Launch of Easy Pour Packaging', '', 'inherit', 'closed', 'closed', '', '2298-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2298, 'http://cbx.cappendev.com/2298-revision-v1', 0, 'revision', '', 0), (3122, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'The London International Awards is claiming an award-show first by announcing the shortlist for its new Verbal Identity category.\r\n2016 marks the first time the awards has appointed a standalone jury for Verbal Identity (pictured), led by Chris West, founder of Verbal Identity Ltd.\r\n\r\nThe Awards says the introduction of Verbal Identity was a reaction to the ‘What About Naming?’ campaign launched by New York-based brand agency CBX in 2015. As major awards programs continually ignored the role of naming in the brand-building process, CBX believed that more should be done to honour the most creative and successful naming and verbal identity projects.\r\n\r\nWith West, jury members included Rachel Bernard of CBX New York, Sean Doyle of Panic London, Steve Martin of Eat Creative Tokyo, Laurel Sutton, senior strategist and linguist at Catchword Oakland and Ben Zimmer, language columnist at the Wall Street Journal.\r\n\r\nRead the full article in Marketing Mag\r\nPhoto Courtesy of Marketing Mag', 'Verbal identity on show for first time at London International Awards', '', 'inherit', 'closed', 'closed', '', '2278-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2278, 'http://cbx.cappendev.com/2278-revision-v1', 0, 'revision', '', 0), (3123, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'MANAGEMENT CHANGES\r\nArchitectural firm MulvannyG2 (Bellevue, Wash.) promoted Brian Fleener to vp of retail stores development. In this position, Fleener will lead the development of the firm’s retail stores market sector and design strategy.\r\n\r\nRead more: http://vmsd.com/content/victoria-s-secret-remodels-miracle-mile-location-and-more-industry-news ', 'Victoria’s Secret Remodels Miracle Mile Location … And More Industry News', '', 'inherit', 'closed', 'closed', '', '1757-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1757, 'http://cbx.cappendev.com/1757-revision-v1', 0, 'revision', '', 0), (3124, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Packaging speaks volumes about a brand’s worth and appeal. We love a good-looking or smart package, but a pretty face or all brains doesn’t mean much if they aren’t backing up brand goals. The Design Gallery honors packaging that most effectively tells a brand’s story through design and structure to connect with consumers.\r\nA package from each category – Metal, Paperboard, Flexible, Rigid and Glass – will be presented a People’s Choice award on Wednesday, October 15 at 8:30 a.m. at Packaging That Sells in Chicago. Register to attend the show to see the presentation, plus benefit from all speaker sessions and networking!\r\n\r\nThen, stay tuned to see which packages are worthy of the esteemed Design Gallery annual, out in December.\r\n\r\nHow to Vote\r\nRead the statement about the packages to learn more of the brand’s story\r\nVote for the package you feel best represents the brand and its purpose in reaching customers. Polls are located at the bottom of each category.\r\n\r\nNaturally Sweetened\r\nBrand owner: Dr Pepper Snapple Group\r\nNaturally Sweetened spans three brands — 7UP, Dr Pepper, and Canada Dry — and gives consumers  a “better for you” choice in the spectrum of brands they know and love. The new packaging of a slim, sleek can with simple design mirrors the better offering of the product while standing out at shelf. Click here to vote.\r\n\r\n\"Screen\r\n\r\n ', 'Vote for the People’s Choice Awards 2014', '', 'inherit', 'closed', 'closed', '', '2007-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2007, 'http://cbx.cappendev.com/2007-revision-v1', 0, 'revision', '', 0), (3125, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '

    Walgreens Launches Nice!™ Store Brand Chainwide. Designed by CBX\r\n\"Nice!™ features a bold, clean design aimed at being easily recognizable and simplifying the shopping experience.\"\r\n\r\n\"Current store brands including Café W, Deerfield Farms, W and others will be phased out and transitioned to Nice!™. The change is Walgreens latest move in its strategy to build its private brand business, including consolidation of many of the brands in its existing portfolio.\r\n\r\n“The Nice!™ product line compared favorably to respective national brand competitors in consumer testing,” Alkemade said, “and the sleek new packaging garnered rave reviews, which is expected to promote trial of the new products.”\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\n\"\"\r\n\r\nhttp://www.thedieline.com/blog/2011/8/31/walgreens-nice.html', 'Walgreen\'s Nice!', '', 'inherit', 'closed', 'closed', '', '1739-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1739, 'http://cbx.cappendev.com/1739-revision-v1', 0, 'revision', '', 0), (3126, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '

    DALLAS — Getting company-wide input — from marketing to merchandising to category managers — is key to private-label success, said Laura Sturdevant, director of product development for private brands at Walgreens, Deerfield, Ill.\r\n“Get employees involved,” she said last week at the Private Brands Summit at FMI2012 here.\r\n\r\n During the development process, retailers should let employees at all levels experiment with ingredients, flavors and textures, and suggest recipes for new products, she said.\r\n“It’s important to let them own the brand, because then they will get excited about it,” she said.\r\n\r\nSturdevant was part of a panel discussion called “Building Strong Retail Brands Through Multi-Faceted Collaboration.” Other panelists were George Miketa, executive vice president, sales, Snacks Holding Co.; and Todd Maute, a partner at CBX, a branding firm.\r\n\r\nPartnering with a design agency will add to the private-brand appeal, Sturdevant said.\r\n\r\n“Design agencies can provide ownable design solutions so that retailers can be different on the shelf,” she said.\r\n\r\nMore Snacking Creates New Meal Occasion\r\n

    \r\nOnce launched, private brands need strong marketing support involving not only traditional advertising, but also new tactics like social media, mobile coupons and QR codes, Sturdevant added.\r\n\r\n“There are so many different ways to market to consumers, even compared to just five years ago,” she said. “If retailers adapt to that, they’ll capture new consumers.”\r\n\r\nThe process doesn’t end once the product is on the shelf. Retailers need to measure the product’s sales and profits continually, Sturdevant said.\r\n\r\n“You need to find out if you delivered what you planned to deliver,” she said.\r\n\r\nTo accomplish this, it’s worthwhile to invest in qualitative and quantitative analysis to determine if changes need to be made.\r\n\r\n“It’s better to find out early on in the process, rather than find out two years down the road that it didn’t work,” she noted.\r\n\r\nBy making such an investment, companies will get bigger, faster returns, she said.\r\n\r\nWalgreens should know. The drug store chain is on target to double its private-label sales, which currently stand at $4 billion, over the next five to seven years.\r\n\r\nPart of the way it’s doing so is by consolidating its program from some 75 brands down to just a few core lines.\r\n\r\nAt the same time, the retailer is developing new brands. One of the biggest is “Nice!” a 300-item line of grocery and household products at prices up to 30% below other national brands.\r\n\r\n\r\nhttp://supermarketnews.com/2012-fmi/walgreens-executive-shares-corporate-brand-tips', 'Walgreens Executive Shares Corporate-Brand Tips', '', 'inherit', 'closed', 'closed', '', '1680-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1680, 'http://cbx.cappendev.com/1680-revision-v1', 0, 'revision', '', 0), (3127, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Deerfield, Illinois based drugstore Walgreens announced the launch of Happy And Healthy, Your Guide To Living Well With Walgreens, which debuts on Sunday, November 4. The magazine will be issued bi-annually, and the première edition is holiday-themed and includes entertaining and gift ideas, as well as Taylor Swift on the cover. The high-quality, glossy, 28-page magazine will be available in English and Spanish. In NYC the magazine replaces the popular Duane Reader, but I have to say it lacks the personality, relevance and sense of humor of the Duane Reader.
    \r\nThe magazine delivers content, such as healthy living tips, relevant offers and Balance Rewards loyalty program promotions to its readers. It also provides a unique way to highlight Walgreens private brands. This issue includes a two-page spread on their newest Private Brand “Ology” the brand was created by the NYC based branding agency CBX. The new line of healthy household products combines the best of green, organic and natural with a modern text based visual language that rethinks the cliched traditional category focused language of green.\r\n
    \r\n“We are thrilled to bring Happy and Healthy magazine to our customers, and we look forward to providing them with relevant information and articles to help them get, stay and live well,” said Joe Magnacca, president of daily living products and solutions for Walgreens. “Walgreens is constantly innovating and Happy and Healthy is a great way to keep our customers informed of our latest Private Brand offerings.”\r\n
    \r\nSome highlights from the Fall/Winter edition include:\r\n
    \r\n• Dr. Oz Healthy Holiday Travel Tips\r\n• Ask Your Pharmacist – Answers For Cough/Cold/Flu season\r\n• Diabetes Management Including Paula Deen’s Cooking Tips\r\n• Introducing their newest Private Brand Ology\r\n• Taylor Swift’s Perfect Christmas\r\n• Stocking Stuffers, Holiday Gifts and Entertaining Essentials\r\n• Beauty Advice Including An Interview With Halle Berry\r\n
    \r\nHappy And Healthy, Your Guide To Living Well With Walgreens will be inserted into millions of Sunday newspapers and also available in-stores nationwide. An electronic version of the publication can be viewed online at Walgreens.com, and the total circulation is expected to be approximately 65 million.\r\n
    \r\nhttp://mypbrand.com/2012/11/01/walgreens-launches-new-private-brand-new-magazine/\r\n', 'Walgreens Launches New Private Brand & New Magazine', '', 'inherit', 'closed', 'closed', '', '1785-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1785, 'http://cbx.cappendev.com/1785-revision-v1', 0, 'revision', '', 0), (3128, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    \"\"By Gregg Lipman:\r\nThe other day I was driving in my car, gas gauge edging toward empty, when I realized that the only station available to me was one owned by BP. My heart sank; how could I possibly patronize the oil giant in the midst of the relentless Gulf of Mexico oil spill? So I decided to drive past the BP station in the hope that I would find another station before running out of gas. Fortunately I did, and I filled my tank -- and satisfied my conscience -- with the knowledge that I wouldn\'t have to go against my values.\r\n\r\nI have a tendency to hold grudges against wrongdoing companies, and my BP experience got me thinking about other companies that have provoked grudges in consumers over the years. Perhaps the most obvious example of this behavior comes in the form of automobile purchases. A Jewish friend still refuses to buy a Mercedes-Benz, due to the fact that the German company was rumored to use imprisoned Jews for labor during World War II; similarly, there are Americans who will not buy Japanese cars due to Pearl Harbor.\r\n\r\nAnd Toyota\'s recent recalls over accelerator pedal problems has cost its brand image dearly; it has fallen like a rock in the eyes of consumers, plunging from sixth place in the 2009 J.D. Power & Associates Quality Study all the way down to 21st (out of 33 brands). (According to The New York Times, every major automotive company with the exception of Toyota reported increases in car sales of at least 17.5% in May; Toyota\'s was a paltry 6.7%.)\r\n\r\nOf course, grudges are not limited to the automotive industry. Many people refused to shop at Wal-Mart after its \"cameo\" in \"Bowling for Columbine,\" which exposed the fact that one of the Columbine killers used his father\'s gun, purchased at Wal-Mart, to claim innocent children\'s lives.\r\n\r\nAnother popular company, Nike, fell out of favor with the public in the 1990s when it was exposed for using child labor in its Southeast Asian factories and for mistreatment of female workers.\r\n\r\nAnd most recently, McNeil Consumer Healthcare\'s voluntary recall of children\'s and infants\' liquid products (including Tylenol, Advil and Motrin) has incurred the wrath of millions of parents across the country; nearly two months later, it has yet to start reproducing these products, forcing parents to resort to using generic drugstore brands (although it was rumored that even these were made in the McNeil factories).\r\n\r\nThe bad news for wrongdoing companies is that since grudge-holding is so personal, it\'s extremely difficult to change the minds of those who have turned against you. The good news is, as with grudges in relationships, there is often a statute of limitations; for example, Nike\'s problems in the Nineties are no longer severely impacting sales the way they once did.\r\n\r\nHowever, for those unwilling to wait it out (especially since there is no guarantee that people will forgive and forget), I suggest that brands be proactive in acknowledging mistakes and winning back the hearts and minds of consumers. Here are a few suggestions:\r\n\r\n1. Have a consistent and constant focus on building up goodwill and brand equity so that people will find it easier to forgive and forget when things go wrong (if not just simply give you the benefit of the doubt).\r\n\r\n2. Fix mistakes quickly and assertively. Don\'t wait for people to show up with picket signs in front of your stores. Over-correcting a problem will let consumers know that you care about them; for example, Toyota has expanded and extended its offers such as no-interest financing to win customers back.\r\n\r\n3. Take control of your story instead of letting the media, consumer advocacy groups or your competitors do it for you. We have seen how poor judgment in this regard has only further hurt BP, so be sure to use advertising, marketing and public relations dollars wisely and effectively.\r\n\r\nOf course, the most obvious piece of advice I can offer is this: Don\'t commit the crimes in the first place! Unfortunately, for many of the brands referenced above, it\'s too late for that -- but it\'s probably not too late to do a little damage control and make matters a teeny bit better for their brands. I suppose only time will tell if the public is willing to forgive and forget...but for now, I\'ll be getting my gas elsewhere, thank you very much.

    \r\n\r\n\r\nhttp://www.mediapost.com/publications/article/132339/\r\n', 'Watch Out: Someone\'s Got A Grudge', '', 'inherit', 'closed', 'closed', '', '1562-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1562, 'http://cbx.cappendev.com/1562-revision-v1', 0, 'revision', '', 0), (3129, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'Wawa is one of the US market\'s leading convenience store retailers. This exclusive Retailvision film introduces viewers to its highly successful new large store format in Florida, featuring interviews with customers and Wawa\'s Director of Operations in Florida.\r\nWatch the full video: www.youtube.com/watch?v=IPE_xyABACk', 'Wawa', '', 'inherit', 'closed', 'closed', '', '1928-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1928, 'http://cbx.cappendev.com/1928-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3130, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    The WaWa chain of convenience retail stores is heading for the Sunshine State, and digital signage is helping to pave the way.\r\nAccording to an announcement from New York City-based CBX, the first of the Wawa, Pa.-based fuel and convenience store operator\'s new locations in the Florida market opened July 18 across the street from Sea World, with four more scheduled to open in the Orlando area over the next five weeks. CBX, a creative agency specializing in retail design and operations, designed the new store prototype for the move into Florida, featuring digital signage.\r\n\r\nInside the store, customers will immediately see a red-tiled wall placed front and center, highlighting the center island kitchen, where fresh hoagie rolls will be baked daily. The food preparation area also incorporates a full-service specialty beverage section, where customers can order 20-plus varieties of hot drinks, as well as more than 20 varieties of Smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touchscreen system, with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa\'s digital signage (from Wilmington, Del.-based The Archer Group) highlights the store\'s food and beverage offerings in a fun and appetizing way, said CBX Retail Division President Joseph Bona.\r\n\r\n\"Digital signage and menu displays that allow for better time of day communication of various items will help introduce Wawa\'s unique offer to this new audience,\" Bona said in the announcement.

    \r\n\r\nhttp://www.digitalsignagetoday.com/article/197703/WaWa-c-stores-driving-digital-signage-to-Florida\r\n', 'WaWa c-stores driving digital signage to Florida', '', 'inherit', 'closed', 'closed', '', '1670-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1670, 'http://cbx.cappendev.com/1670-revision-v1', 0, 'revision', '', 0), (3131, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    ORLANDO, Fla. & CADIZ, Ky. -- Two major convenience chains have celebrated expansion into new states. Wawa Inc. has opened the second and third of its first five stores in five weeks slated for the Greater Orlando area in central Florida. And Casey\'s General Stores Inc. has opened its first store in Kentucky.\r\nDuring this grand opening events, local officials, heroes and community members joined Wawa for ribbon-cutting ceremonies, sampling of Wawa products and a charitable hoagie building competitions featuring the Orange County Sheriff\'s Department and the Orange County Fire & Rescue and the Osceola County Sheriff\'s Department and the Osceola County Fire EMS, respectively, where the stores are located.\r\n\r\nThe grand opening events also continue to fuel Wawa\'s partnership with the Second Harvest Food Bank of Central Florida. It has committed to donating a portion of hoagie sales for the stores (up to $5,000 per store) to the organization, with a goal to raise and donate $25,000 in five weeks time, and help fight hunger in the Orlando community.\r\n\r\nThe fourth store is scheduled to open on August 8 and the fifth store on August 15.\r\n\r\nClick here for CSP Daily News and CSPTV coverage of Wawa\'s Florida debut. And click here for an updated Wawa Florida photo gallery.\r\n\r\n\"We are thrilled to continue to open our doors in the Greater Orlando area and share this momentous occasion with our Orange County friends and neighbors, welcoming them to enjoy our unique brand of appetizing convenience. With each of our five grand openings we look forward to helping make our goal of supporting the Second Harvest Food Bank in a meaningful way a reality, and perpetuating our commitment to support local causes and people in the communities we serve,\" said Howard Stoeckel, Wawa\'s CEO, at the opening of the second store on July 25.\r\n\r\n\"It\'s been a thrilling three weeks, and we couldn\'t be happier that our unique brand of appetizing convenience has caught on so quickly with our new Central Florida friends and neighbors,\" said Chris Gheysens, Wawa\'s president, at the opening of the third store on August 1.\r\n\r\nThe new Florida stores will feature Wawa\'s newest design prototype, developed by CBX, including 4,600 square feet of retail space and additional gasoline facility, as well as new in-store graphics, colors, restroom design and merchandising features.\r\n\r\nThe store features Wawa\'s new bakeoff kitchen area where fresh hoagie rolls will be baked daily; a full-service specialty beverage area where, via touchscreens, customers can order 20 handmade varieties of hot beverages, espressos, Chai teas and lattes and more than 20 varieties of smoothies and frozen beverages; dedicated chec-out lanes; and large expanded windows providing a clear view inside of the new design.\r\n\r\nEach store will offer Floridians numerous Wawa fan-favorites, including award-winning Wawa coffee (195 million cups sold annually); the Sizzli?, Wawa\'s hot breakfast sandwiches; Wawa\'s bakery items; and Wawa\'s built-to-order hoagies (70 million sold annually) and Wawa brand teas and juices.\r\n\r\nWawa will open six stores in Orlando in 2012 and begin to open its first stores in Tampa in 2013. Throughout the Orlando / Tampa markets, Wawa plans to open 20 stores in 2013, 25 stores in 2014 and 25 stores in 2015 and projects they will open 100 stores in the Orlando and Tampa markets within the next five years.\r\n\r\nThe new stores will each employ nearly 35 associates, all of which are new positions brought to the area through the development of the stores.\r\n\r\nWawa, based in Wawa, Pa., has more than 595 convenience retail stores, 300 offering gasoline, located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and Florida.\r\n\r\nCasey\'s Dozen\r\n\r\nMeanwhile, Casey\'s Cadiz, Ky., store represents the entry into the 12th state in which the Ankeny, Iowa-based company operates.\r\n\r\nThe company posted on Facebook and tweeted the grand opening Thursday morning.\r\n\r\n\"We are excited about continuing the development of our store expansion into other states,\" Robert Myers, president and CEO said in March when the expansion was announced. \"We plan to open our store in Cadiz later this summer, with additional sites in Paducah and Henderson to be built later in the year. We believe there are many communities in this state that fit perfectly with our business model.\"\r\n\r\nIn April, Casey\'s also announced that it would be entering its 13th state with the opening of a store in Dyersburg, Tenn.\r\n\r\n\"We believe the state of Tennessee provides an excellent opportunity for Casey\'s,\" said Myers at that time. \"We plan to open our store in Dyersburg in October. The community is a perfect fit for our business model, particularly our foodservice program that offers made-from-scratch pizza, homemade donuts and our new made-to-order sub sandwiches.\"\r\n\r\nCasey\'s entered Arkansas, its 11th state, in April 2011, with the opening of a store in Belle Vista. It is also eyeing the state of Michigan.\r\n\r\nThe chain operates a total of approximately 1,700 locations.\r\n\r\n(See Related Content below for previous CSP Daily News coverage of Casey\'s expansion.)\r\n\r\nhttp://www.cspnet.com/news/corporate/articles/wawa-continues-opening-first-five-florida', 'Wawa Continues Opening \'First Five\' in Florida', '', 'inherit', 'closed', 'closed', '', '1665-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1665, 'http://cbx.cappendev.com/1665-revision-v1', 0, 'revision', '', 0), (3132, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    Media, Pa.-based Wawa Inc. has entered the Florida market. The first of five stores planned for the Orlando area has opened across the street from Sea World at the intersection of Central Florida Parkway and International Drive. The new 4,600-sq.-ft. store features a new prototypical design by New York-based CBX. The new prototype is characterized by a spacious open layout, with high ceilings and abundant natural light. The design also boasts a vibrant, red-tiled wall highlighting the center island kitchen and a touch-screen ordering system, with a series of screens positioned at the food area counters. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic South and Central Florida buildings. The four remaining stores planned for the Orlando area are scheduled to open over the next five weeks.

    \r\nhttp://www.ddionline.com/displayanddesignideas/industry-news/Wawa-Debuts-in-Flori-7299.shtml \r\n', 'Wawa Debuts in Florida', '', 'inherit', 'closed', 'closed', '', '1669-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1669, 'http://cbx.cappendev.com/1669-revision-v1', 0, 'revision', '', 0), (3133, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    \'Uniquely Floridian\' Design Debuts in Orlando; Additional Stores to Follow\r\nORLANDO, FL, Jul 19, 2012 (MARKETWIRE via COMTEX) -- New York City-based CBX has designed a fresh, new prototypical store for Wawa, Inc.\'s entry into the Florida market. The first of the Wawa, Pa.-based fuel and convenience store operator\'s new locations in the Sunshine State opened July 18 across the street from Sea World, with four more scheduled to open in the Orlando area over the next five weeks.\r\n\r\nLocated at the intersection of Central Florida Parkway and International Drive, Wawa\'s new 4,600-square-foot Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\n\"While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,\" said veteran c-store designer Joseph Bona, CBX retail division president. Travelers from the Mid-Atlantic will find the familiar \"winged\" gas canopy, the welcoming centrally located entry portal, ample up-front parking and the chain\'s familiar Canada Goose logo. The new Florida prototype, designed by CBX with the help of local architects and engineers Cuhaci & Peterson, also features expansive windows that provide a clear view to the new interior design.\r\n\r\nOnce inside, customers will immediately notice the vibrant red-tiled wall placed front and center highlighting the new center island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order 20+ handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touch screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a \"sense of place,\" Bona said.\r\n\r\nOverall, Wawa\'s new prototype is characterized by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space. CBX created a new color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store\'s warm and welcoming aura while complementing the look and feel of the Sunshine State, Bona noted.\r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa\'s digital signage (from Wilmington, Del.-based the Archer Group) highlights the store\'s food and beverage offerings in a fun and appetizing way. \"Digital signage and menu displays that allow for better time of day communication of various items will help introduce Wawa\'s unique offer to this new audience,\" Bona explained.\r\n\r\n\"We are thrilled to be doing business in Florida and look forward to setting a new standard of quality and appetizing convenience for Floridians,\" said Chris Gheysens, Wawa President.\r\n\r\nWawa CEO Howard Stoeckel added: \"Since the opening of our first convenience store in 1964, every member of our team has dedicated themselves to living our values and to being a great neighbor and corporate citizen. We look forward to fostering new relationships in Florida and simplifying the lives of our customers.\"\r\n\r\nThe new ground-up construction stores will serve as the prototypical design for Wawa\'s wave of new stores planned for the Central Florida market.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states, 300+ of which offer fuel. The chain is revered equally for its wide variety of coffee and smoothies, fresh salads and built-to-order hoagies, as well as its fast and friendly service, available all day, every day.\r\n\r\nAbout Wawa, Inc.\r\n\r\nWawa, Inc., a privately held company, began in 1803 as an iron foundry in New Jersey. Toward the end of the 19th Century, owner George Wood took an interest in dairy farming and the family began a small processing plant in Wawa, Pa, in 1902. The milk business was a huge success, due to its quality, cleanliness and \"certified\" process. As home delivery of milk declined in the early 1960s, Grahame Wood, George\'s grandson, opened the first Wawa Food Market in 1964 as an outlet for dairy products. Today, Wawa is your all day, everyday stop for fresh, built-to-order foods, beverages, coffee, fuel services, and surcharge-free ATMs. A chain of more than 595 convenience retail stores (300 offering gasoline), Wawa stores are located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and by summer of 2012, Central Florida. The stores offer a large fresh food service selection, including Wawa brands such as built-to-order hoagies, freshly-brewed coffee, hot breakfast sandwiches, built-to-order Specialty Beverages, and an assortment of soups, sides and snacks.

    \r\n\r\nhttp://www.marketwatch.com/story/wawa-enters-florida-market-with-stores-designed-by-cbx-2012-07-19', 'Wawa Enters Florida Market With Stores Designed by CBX', '', 'inherit', 'closed', 'closed', '', '1671-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1671, 'http://cbx.cappendev.com/1671-revision-v1', 0, 'revision', '', 0), (3134, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    ORLANDO, Fla. (7/19/2012) —New York City-based CBX has designed a fresh, new prototypical store for Wawa, Inc.’s entry into the Florida market. The first of the Wawa, Pa.-based fuel and convenience store operator’s new locations in the Sunshine State opened July 18 across the street from Sea World, with four more scheduled to open in the Orlando area over the next five weeks.\r\n Located at the intersection of Central Florida Parkway and International Drive, Wawa’s new 4,600-square-foot Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\n “While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,” said veteran c-store designer Joseph Bona, CBX retail division president. Travelers from the Mid-Atlantic will find the familiar “winged” gas canopy, the welcoming centrally located entry portal, ample up-front parking and the chain’s familiar Canada Goose logo. The new Florida prototype, designed by CBX with the help of local architects and engineers Cuhaci & Peterson, also features expansive windows that provide a clear view to the new interior design.\r\n\r\n Once inside, customers will immediately notice the vibrant red-tiled wall placed front and center highlighting the new center island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order 20+ handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters. \r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a “sense of place,” Bona said. \r\n \r\nOverall, Wawa’s new prototype is characterized by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space. CBX created a new color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store’s warm and welcoming aura while complementing the look and feel of the Sunshine State, Bona noted. \r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa’s digital signage (from Wilmington, Del.-based the Archer Group) highlights the store’s food and beverage offerings in a fun and appetizing way. “Digital signage and menu displays that allow for better time of day communication of various items will , help introduce Wawa’s unique offer to this new audience.” Bona explained. \r\n\r\n “We are thrilled to be doing business in Florida and look forward to setting a new standard of quality and appetizing convenience for Floridians,” said Chris Gheysens, Wawa President. Wawa CEO Howard Stoeckel added: “Since the opening of our first convenience store in 1964, every member of our team has dedicated themselves to living our values and to being a great neighbor and corporate citizen. We look forward to fostering new relationships in Florida and simplifying the lives of our customers.”\r\n\r\n The new ground-up construction stores will serve as the prototypical design for Wawa’s wave of new stores planned for the Central Florida market.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states, 300+ of which offer fuel. The chain is revered equally for its wide variety of coffee and smoothies, fresh salads and built-to-order hoagies, as well as its fast and friendly service, available all day, every day. \r\n\r\n\"\"\r\n\r\n\"\"\r\n \r\nAbout Wawa, Inc. \r\n\r\nWawa, Inc., a privately held company, began in 1803 as an iron foundry in New Jersey. Toward the end of the 19th Century, owner George Wood took an interest in dairy farming and the family began a small processing plant in Wawa, Pa, in 1902. The milk business was a huge success, due to its quality, cleanliness and “certified” process. As home delivery of milk declined in the early 1960’s, Grahame Wood, George’s grandson, opened the first Wawa Food Market in 1964 as an outlet for dairy products. Today, Wawa is your all day, everyday stop for fresh, built-to-order foods, beverages, coffee, fuel services, and surcharge-free ATM\'s. A chain of more than 595 convenience retail stores (300 offering gasoline), Wawa stores are located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and by summer of 2012, Central Florida. The stores offer a large fresh food service selection, including Wawa brands such as built-to-order hoagies, freshly-brewed coffee, hot breakfast sandwiches, built-to-order Specialty Beverages, and an assortment of soups, sides and snacks.\r\n\r\n\r\nAbout CBX\r\n \r\nCBX, www.cbx.com, is a fully integrated creative agency specializing in retail design and operations, brand and corporate identity development, packaging, research, and motion branding. The award-winning company maintains offices in New York City, Minneapolis and San Francisco in the U.S., and in Seoul, South Korea. As a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing, and consumer research. \r\n', 'Wawa Enters Florida Market With Stores Designed by CBX', '', 'inherit', 'closed', 'closed', '', '1771-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1771, 'http://cbx.cappendev.com/1771-revision-v1', 0, 'revision', '', 0), (3135, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    Orlando, Fla. -- Convenience-store operator WaWa has entered the Florida market, opening a store across from Sea World in Orlando. Four additional units are scheduled to open in the Orlando market during the next four five weeks.\r\nDesigned by New York City-based CBX with the help of local architects and engineers Cuhaci & Peterson, Wawa’s new 4,600-sq.-ft. Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture. The new ground-up store will serve as the prototypical design for Wawa’s wave of new stores planned for the Central Florida market.\r\n\r\nExterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\nThe new location features WaWa’s familiar “winged” gas canopy, a centrally located entry portal, ample up-front parking and the chain’s signature Canada Goose logo. The new Florida prototype also features expansive windows that provide a clear view to the new interior design.\r\n\r\n“While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,” said Joseph Bona, CBX retail division president.\r\n\r\nThe store has a spacious open layout, with high ceilings and abundant natural lighting. The interior boasts a vibrant red-tiled wall placed front and center highlighting the new center island kitchen. The food preparation area also incorporates a full-service specialty beverage section where customers can order 20+ handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages.\r\n\r\nGuests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch-screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states.

    \r\n\r\nhttp://www.chainstoreage.com/article/wawa-makes-florida-debut-new-prototype?utm_source=GoogleNews&utm_medium=Syndication&utm_campaign=ManualSitemap', 'WaWa makes Florida debut with new prototype', '', 'inherit', 'closed', 'closed', '', '1672-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1672, 'http://cbx.cappendev.com/1672-revision-v1', 0, 'revision', '', 0), (3136, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'The seventh of the Pennsylvania-based fuel and convenience store operator’s locations in the sunshine state, opened on Monday (7 January 2013), with 25 more scheduled to open in the Orlando/Tampa area in 2013.\r\nLike the six sunshine state locations that opened last year, Wawa’s latest store in Apopka features a design intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\nOnce inside, customers will immediately notice the vibrant red-tiled wall placed front and centre highlighting the new centre island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order more than 20 custom-made varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a sense of place. Overall, Wawa’s new prototype is characterised by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space.\r\n\r\nNew York City-based CBX worked with Wawa to create the fresh, new prototype store. CBX created a new colour and materials palette emphasising natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store’s warm and welcoming aura while complementing the look and feel of the sunshine state.\r\n\r\n“We are thrilled to be doing business in Florida and look forward to setting a new standard of quality and appetising convenience for Floridians,” said Chris Gheysens, Wawa President.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states, 300+ of which offer fuel. The chain is revered equally for its wide variety of coffee and smoothies, fresh salads and built-to-order hoagies, as well as its fast and friendly service, available all day, every day.\r\n\r\nCBX: provided design expertise for Wawa\'s Florida market entrance.\r\n\r\nhttp://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201301&this_page=8', 'WAWA opens latest prototype in Apoka, FL', '', 'inherit', 'closed', 'closed', '', '1794-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1794, 'http://cbx.cappendev.com/1794-revision-v1', 0, 'revision', '', 0), (3137, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'East Coast-based convenience store operator WaWa is expanding through the state of Florida with a new prototype designed to reflect the language and style associated with Floridian vernacular architecture. \nOn the exterior, pastel colors, clapboard siding, pitched roofs and front porches reference historic south and central Florida building types. At the same time, travelers from the Mid-Atlantic states will find the chain’s familiar “winged” gas canopy, the welcoming centrally located entry portal and familiar Canada Goose logo\n \nA spacious open layout, with high ceilings and abundant natural lighting, gives the interior an inviting, modern feel. Digital signage is used to highlight the store’s food and beverage offerings in a fun, appetizing way\n \nA vibrant red-tiled wall placed front and center highlights the new center island kitchen. Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch-screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\n\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers to create a sense of place.\n\nWith more than 600 stores in Pennsylvania, New Jersey, Delaware, Maryland and Virginia, Wawa has rolled out 25 stores in Florida since entering the state in July 2012.\n\nDesign: CBX, New York City\n\nRead more: http://chainstoreage.com/article/wawa-various-locations-florida', 'WaWa, various locations in Florida', '', 'inherit', 'closed', 'closed', '', '1874-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1874, 'http://cbx.cappendev.com/1874-revision-v1', 0, 'revision', '', 0), (3138, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    ORLANDO, Fla. -- Retail design agency CBX has designed a fresh, new prototypical convenience store for Wawa Inc.\'s entry into the Florida market. The first Wawa store in the Sunshine State opened July 18 in the Orlando area, with four more scheduled to open over the next five weeks.\r\n(See Related Content below for previous CSP Daily News coverage.)\r\n\r\nWawa\'s new 4,600-square-foot Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture, according to CBX. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\n\"While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,\" said Joseph Bona, CBX retail division president. Travelers from the Mid-Atlantic will find the familiar \"winged\" gas canopy, the welcoming centrally located entry portal, ample upfront parking and the chain\'s familiar Canada Goose logo. The new Florida prototype, designed with the help of local architects and engineers Cuhaci & Peterson, also features expansive windows that provide a clear view to the new interior design.\r\n\r\nOnce inside, customers will notice the red-tiled wall placed front and center highlighting the new center island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order more than 20 handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages.\r\n\r\nGuests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touchscreen system (recently highlighted by GOP presidential candidate Mitt Romney; click here for previous coverage), with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a \"sense of place,\" Bona said.\r\n\r\nOverall, Wawa\'s new prototype is characterized by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space. CBX created a new color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving and copper accents. Elements were selected for their ability to contribute to the store\'s warm and welcoming aura while complementing the look and feel of the Sunshine State, Bona said.\r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa\'s digital signage (from Wilmington, Del.-based the Archer Group) highlights the store\'s food and beverage offerings in a fun and appetizing way. \"Digital signage and menu displays that allow for better time of day communication of various items will help introduce Wawa\'s unique offer to this new audience,\" said Bona.\r\n\r\nThe new ground-up construction stores will serve as the prototypical design for Wawa\'s wave of new stores planned for the Central Florida market.\r\n\r\nNew York City-based CBX is a fully integrated creative agency specializing in retail design and operations, brand and corporate identity development, packaging, research and motion branding. As a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing and consumer research.\r\n\r\nWawa currently operates approximately 600 stores in five Mid-Atlantic states, more than 300 of which offer fuel. The Wawa, Pa.-based chain is known for its coffee, hoagies, surcharge-free ATMs and more. Stores are located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and now Florida.\r\n\r\nhttp://www.cspnet.com/news/services/articles/wawas-floridian-vernacular', 'Wawa\'s \'Floridian Vernacular\'', '', 'inherit', 'closed', 'closed', '', '1673-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1673, 'http://cbx.cappendev.com/1673-revision-v1', 0, 'revision', '', 0), (3139, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    ORLANDO, Fla. -- When planning its move into Florida, Wawa Inc. turned to New York City-based CBX to design a new prototype store specifically for the Sunshine State. The public got a look at the first of those stores during yesterday’s grand opening in Orlando.\r\nThe first Wawa in Florida, located on Central Florida Parkway across from SeaWorld Orlando, measures 4,600 square feet and is intended to reflect the language and style associated with Floridian vernacular architecture, according to the design company. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\nThe new ground-up convenience storereflects the prototypical design for Wawa\'s wave of stores planned for the central Florida market. Four more Orlando stores are slated to open over the next four weeks, as CSNews Online previously reported.\r\n\r\n\"While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,\" said convenience store designer Joseph Bona, CBX’s retail division president.\r\n\r\nCustomers familiar with Wawa locations in its other five markets -- Pennsylvania, New Jersey, Delaware, Maryland and Virginia – will still recognize the \"winged\" gas canopy, centrally located entry portal, ample up-front parking and the chain\'s Canada Goose logo. The new Florida prototype, designed by CBX with the help of local architects and engineers Cuhaci & Peterson, features expansive windows that provide a clear view to the interior design.\r\n\r\nThe interior features red-tiled walls highlighting the center kitchen island. The counter area is adjoined to coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a \"sense of place,\" Bona said.\r\n\r\nIn addition, CBX created a color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store\'s warm and welcoming aura, while complementing the look and feel of the Sunshine State, he added.\r\n\r\nhttp://www.csnews.com/top-story-business_focus-wawa_s_sunshine_state_stores_designed_by_cbx-61544.html\r\n', 'Wawa\'s Sunshine State Stores Designed by CBX', '', 'inherit', 'closed', 'closed', '', '1668-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1668, 'http://cbx.cappendev.com/1668-revision-v1', 0, 'revision', '', 0), (3140, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    \"\"By Gregg Lipman:\r\nIn case you haven\'t heard, Will and Kate (Duke and Duchess of Cambridge to you and me) are coming to America this week, to California to be exact. Their trip itinerary seems to be set, but we thought that we, as an American branding agency, would offer them our list of, er, quintessential American brands that will give them a rather uniquely American experience. We\'re hoping they take time out of their busy, expected and likely boring schedule to check out at least one of our more appealing options.\r\n\r\nDisneyland\r\nPeople magazine will be paying big bucks for a shot of Wills and Kate riding Space Mountain, their hands thrown up in exhilaration ... and posing with Mickey and Minnie ... and looking for buried treasure (not like they need it) at Pirates of the Caribbean. This iconic park is a must for any visitor to L.A. -- and a visit here means that, from that point forward, when people ask them, \"Do you Disney?\" (to quote a recent New York Times magazine article), they\'ll answer, \"Yes, we do!\"\r\n\r\nCoffee Bean and Tea Leaf \r\nThe average American may not be familiar with this brand, but for Californians, this coffee chain is bigger than Starbucks. Sure, the Brits may miss their high tea, but while they\'re in America, they\'ll need to indulge in the coffee fix of the celebs. (We recommend a Vanilla Iced Blended.)\r\n\r\nL.A. Dodgers\r\nWhat could possibly be more all-American than experiencing our great national pastime, baseball? Kate may be bored to tears by a night game at Dodgers Stadium, but Will will likely be cheering from the stands, enjoying a brewski and chowing down on a hot dog. Hopefully the newlyweds will turn a blind eye to the fact that the team\'s owner, who is embroiled in a messy divorce, has driven this incredibly strong brand into bankruptcy.\r\n\r\nDash\r\nThe Kardashians are an American phenomenon, so is it any wonder that they\'ve ventured into fashion (like the Olsen twins and Jessica Simpson before them)? High Street shopper Kate will likely want to hit this L.A. boutique -- the latest extension of the Kardashian brand -- but she should be warned: It\'s in \"the Valley\" (insert gasp here).\r\n\r\nVitaCoco Coconut Water\r\nSay goodbye, Evian, and \"hola\" to VitaCoco! A secret of South American countries for years, coconut water is the new American craze, and there\'s no better way for the Duke and Duchess to stay hydrated during their hot July visit than with this electrolyte-packed drink. After all, there\'s a good reason why it has become one of the fastest-growing lifestyle beverages in North America -- and did you know that former Brit Madonna is an investor?\r\n\r\nLA Ink \r\nSure, it might piss off the Queen, but we think that\'s precisely why Wills and Kate need to visit Kat Von D\'s \"LA Ink\" tattoo shop, High Voltage, during their visit. (Plus they can get a taste of our American fixation with reality TV ... not like they didn\'t start all that across the pond). We\'re envisioning matching \"Cambridge\" tats -- for Will\'s on his bicep and for Kate on her bum.\r\n\r\nSports Club LA\r\nThere\'s going to be a lot of eating and drinking during the royal visit, so the fitness-loving Duke and Duchess may want to hit L.A.\'s best, and most famous, athletic club to burn some calories. This chain is so popular, it has outposts in New York, D.C., Boston, San Francisco and Miami ... and we\'re guessing Wills and Kate will have an unlimited pass for future U.S. visits.\r\n\r\nIn-N-Out Burger\r\nThe secret menu at In-N-Out Burger is part of the allure of this iconic Southern California burger chain, but we have a feeling Will and Kate won\'t have trouble finding someone behind the counter to tip them off. We envision the Duchess getting hers \"Protein Style\" (burger wrapped in lettuce, no bun) while the Duke -- whose weight and style choices are not being watched nearly as closely as those of his svelte wife -- might opt for \"Double Meat\" (two beef patties, lettuce, tomato, spread, with or without onions, on a freshly baked bun).\r\n\r\nToms Shoes \r\nHumanitarian Wills will want to drop by the new West Hollywood store of cult brand TOMS, which gives a pair of new shoes to a child in need for every pair of shoes sold. Goodness knows, Wills can afford a lot of shoes. This might be a perfect place to pick up a souvenir for brother Harry, who shares Will\'s philanthropic spirit and errs on the hipper side.\r\n\r\nWindsor, Calif. \r\nOkay, so it\'s not a brand or a landmark, but Windsor, California, might be a logical last stop for Kate and Wills, given that it bears the same name as their family and all ... plus its Napa location makes it a great place to unwind with a few glasses of wine. Perhaps they\'ll rent a car (we\'re envisioning an eco-friendly Ford Fusion) in L.A. and drive down the Pacific Coast Highway? We can\'t think of a more romantic trip ending for the world\'s favorite newlyweds.

    \r\n\r\n\r\n\r\nRead more: http://www.mediapost.com/publications/article/153520/#ixzz271c7yNB9', 'Welcome to the United Brands of America', '', 'inherit', 'closed', 'closed', '', '1550-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1550, 'http://cbx.cappendev.com/1550-revision-v1', 0, 'revision', '', 0), (3141, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '\r\nNot so long ago, ads for pads and tampons showed images of women in gauzy garments, doing yoga on the beach. Manufacturers left it to moms and big sisters to give young women \"the talk.\"\r\n\r\nToday, these brands speak to girls directly:\r\n\r\nAlways’ “#LikeAGirl” ad, featuring young women, ran in the last superbowl. “First Moon Party”, a humorous take on a girl’s wish to get her first period, got over 30 million views since it went up on YouTube last year.\r\n\r\n“It’s not surprising that it could be turned into something funny because it’s already something that I’m comfortable with,” said Willa, a 12-year-old Brooklynite.\r\n\r\nDirect talk and the rhetoric of female empowerment seem to be a good match for young women today. But when the product being advertised is clothing or makeup, it can raise questions.\r\n\r\nEmily Long, director of communication at The LAMP, a media-awareness organization for kids, said companies use soft-focus feminism to obscure the fact that a brand must play on a woman’s insecurities in order to sell product.\r\n\r\nShe cited Dove skincare, which has a selfie campaign for teens, and Aerie, which announced last year it would stop re-touching photos of its models.\r\n\r\n“It’s still a construction, “ Long said. “They’re still creating a shot, putting them in costumes and lighting and makeup. Just because they’re not going back over it later on with something like Photoshop doesn’t mean that it hasn’t been manipulated.”\r\n\r\nAerie says its ads are aimed at young women 15 and up. Pink by Victoria’s Secret, a rival clothing brand, says it focuses on “college-aged women”\r\n\r\nBut in fact both brands are popular with tweens, because they sell fashionable underwear that fits them.\r\n\r\nA recent study by EPM Communications put tween spending power at $43 billion.\r\n\r\nThe full article is available here.\r\n\r\n ', 'What a Brand Would Give to Be a Tween Girl’s Friend', '', 'inherit', 'closed', 'closed', '', '2081-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2081, 'http://cbx.cappendev.com/2081-revision-v1', 0, 'revision', '', 0), (3142, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'CBX Open-Letter Ad in Advertising Age Asks Cannes Lions, CLIO & Pencil Awards Programs To Begin Honoring Agencies For Naming Efforts\r\nIn a full-page, open-letter ad in today\'s edition of Advertising Age, the chief executive of branding agency CBX asked the Cannes Lions, CLIO and Pencil awards programs to begin honoring creative agencies for their work in naming or \'Verbal Identity.\'\r\n\r\nThe letter from Gregg S. Lipman, CEO and Managing Partner of the New York-based firm, reads as follows:\r\n\r\nTo the esteemed Governing Bodies and Judging Committees of the Cannes Lions, CLIO, and Pencil Awards:\r\n\r\nThank you. Your awards elevate an entire industry and celebrate the best and brightest in our field. They validate a job well done. But is it possible, perhaps, you may have forgotten something?\r\n\r\nWhat about Naming?\r\n\r\nOn behalf of Branding & Naming agencies everywhere, we humbly submit that you may want to consider the singular importance of Verbal Identity. It is the most enduring aspect of any brand; without it, there would be no identity at all. No big idea. No creative campaigns. No trophies in the lobby.\r\n\r\nMight we recognize this critical component to the marketing mix with an award as well?\r\n\r\nWe could even create a clever name for it if you\'d like.\r\n\r\nThanks so much,\r\n\r\nGregg S. Lipman\r\n ceo/managing partner\r\n #whataboutnaming', 'What About Naming?', '', 'inherit', 'closed', 'closed', '', '2085-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2085, 'http://cbx.cappendev.com/2085-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3143, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'CHICAGO – With convenience stores adding more prepared food, the comparison to restaurants is inevitable. Foodservice at c-stores now accounts for 15.18% of annual sales, with beverages garnering 14.65%. Those numbers are only predicted to go up, which means the competition between restaurants and convenience stores will increase, too, Nation’s Restaurant News reports.
    During a workshop at the National Restaurant Association Show, which ended yesterday in Chicago, industry experts gathered to discuss what restaurants and c-stores could learn from each other. “We are the place you go to refuel, refresh and reward yourself,” said Dr. Nancy Caldarola, education director at the NACS Center for Achieving Foodservice Excellence (NACS CAFÉ). Convenience stores offer prepared food as one more way of meeting customer needs through convenience.
    \nOne lesson convenience stores are learning is how to neutralize the “gasoline penalty,” said Joseph Bona, president of branded environments at CBX. “You can have the best turkey sub in the world, but if I can’t get people to understand that we’re a legitimate destination for that, I can’t get them in the front door,” he said.
    \nRestaurant innovations have pushed convenience stores to expand their offerings and include fresher ingredients, said Caldarola. Having a clean, welcoming store with food ready fast is also important, said Bona. “Consumers eat with their eyes,” he said. “They buy with their eyes.”\nMost convenience stores have recognized that having prepared food is a huge advantage, said Bill Reilly, senior vice president of marketing GPM Investments. “Female shoppers are a big [on their] wish list as far as reaching new customers,” he said.
    \nTechnology, such as electronic ordering stations, gives convenience stores an advantage over restaurants while controlling labor expenses. “Who am I to tell you how to make your turkey sandwich?” said Reilly. “We gave the power to the consumer.”
    \n\nhttp://www.nacsonline.com/News/Daily/Pages/ND0522133.aspx?utm_content=newsarticle2&utm_source=NACS%20Daily&utm_campaign=NACS%20Daily%20052213&utm_medium=email&utm_term=455699&src=newsarticle2#.UZzxgoU2ptR', 'What Convenience Stores Can Teach Restaurants', '', 'inherit', 'closed', 'closed', '', '1820-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1820, 'http://cbx.cappendev.com/1820-revision-v1', 0, 'revision', '', 0), (3144, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'You’ve probably heard this piece of not-so-little news: Amazon has acquired Whole Foods. And while the prospect of having fresh foods, specialty cheeses, and flax seeds delivered straight to our door sounds pretty amazing, we also wanted to dig a little deeper to learn what this acquisition might mean for the future of grocery shopping. We spoke with retail and branding experts Gregg Lipman and Todd Maute, Partners at CBX to gain more insight on what consumers can expect.\r\nCONSIDERING THE NEWS, WHAT DO YOU THINK IS THE OVERALL VISION AMAZON HAS IN MIND AND IS WORKING TOWARDS FOR CONSUMERS?\r\n\r\nGregg: Amazon is continuing to expand its reach and ubiquity as a supplier in all aspects of a consumer’s life. They’ll continue to lead with their disruptive model—using and creating progressive technologies to make services and products that will further entrench themselves into a person’s life and transform not only the way people shop but how they live.\r\n\r\nTodd: Amazon’s goal is to be the world’s foremost customer centric company. Its muscle has always been its well-oiled logistical operations powered by the most sophisticated of data mining capabilities. With the acquisition of a 430 retail-location strong behemoth that has mastered the food supply, processing and distribution chain end to end, Amazon will be able to utilize its tech capabilities to introduce a completely unique and customized grocery experience to the consumer—possibly one that includes never having to leave their house.\r\n\r\nAdditionally, the acquisition should be able to further Amazon Fresh service with Whole Food’s physical locations playing a big role. Shrink is a consistent challenge and is harder to control in an online-only warehouse driven format; it is much better suited for a retailer to manage that profit-diminishing factor. Additionally, if Amazon Fresh could incorporate Prime, Pantry and Dash into the mix, it could become a singular brand platform for Amazon’s food business. From a demographic perspective, the typical Whole Foods shoppers sits on the higher-income earning scale similarly to the Amazon Prime shopper thus continuing to add to their growing customer database.\r\n\r\nIt’s often hard for people to embrace change, and many people still relish going into a grocery store and picking out produce themselves rather than having it picked and delivered for them. What steps can Amazon and Whole Foods take to make this a more natural transition for consumers?\r\n\r\nGregg: Amazon’s logistical juggernaut and access to consumer data will add more dimensions to the purchasing experience. People still seek a human-driven experience and Amazon should do everything to ensure its consumers its brick and mortar presence is about accessibility and enhancement; there is no sacrifice or subtracting with its newfound physical presence and if anything, should be a deeper-data infused complement to its virtual counterpart.\r\n\r\nTodd: Consumers today are accustomed, if not expectant of, external changes that affect their daily behaviors. From mobile banking to pharmaceuticals delivered within two days at your doorstep to the evolution of the gas station deli offering, culture and technology have accelerated the pace of change and primed the consumer’s desire for convenience, value and their willingness to accept the new.\r\n\r\nBoth brands would be smart to take steps to ensure consumers the acquisition won’t affect them in ways each brand has built their loyalty off. They need to re-affirm and emphasize that Whole Foods will continue its high standards of product quality and Amazon’s efficient and customer-centric services won’t be affected.\r\n\r\n\"\"\r\n\r\nWHAT ARE SOME OF THE BIGGEST BENEFITS CONSUMERS WILL SEE AS A RESULT OF AMAZON ACQUIRING WHOLE FOODS? WHAT ARE SOME OF THE POTENTIAL PROBLEMS CONSUMERS MIGHT FACE RESULTING FROM AMAZON’S ACQUISITION OF WHOLE FOODS?\r\n\r\nGregg: The benefit is a more integrated consumer experience for Amazon and Whole Foods visitors where transitioning from URL to IRL (or the opposite) is more simple, seamless and backed with robust data on purchasing options, history, recommendations, etc. Additionally, the potential effects on manufacturers could also lead to a decrease of prices for the consumer. The potential problems may rest in fewer channel choices for the consumer should they decide they don’t want to go with an Amazon-affiliated option.\r\n\r\nTodd: Both Amazon and Whole Foods have very sophisticated methods in capturing consumer data. Coupled with Whole Foods’s stringent quality standards and efficiency in product development, you have a recipe for success. Consumers could potentially have access to both better pricing (as there would be no more middle man) and wider selection of choices. Convenience, quality, variety and savings—what more can consumers ask for?\r\n\r\nOn the flip side, great vision executed poorly can be problematic. If Amazon and Whole Foods can’t integrate their unique brand assets seamlessly, it could result in turning the consumer off completely. History has proven that home delivery for food is challenging such as in the case of Webvan. While its concept was ahead of its time, it was riddled with issues on its approach to the market specifically:\r\n\r\nNone of the executives understood the food business.\r\nIt expanded too quickly\r\nIt targeted the wrong consumer and wrong markets\r\nIt built warehouses instead of leveraging existing infrastructures.\r\nWhile the Amazon and Whole Foods merger may currently be blessed without these issues, both brands need to marry their assets quickly and flawlessly to convince consumers they can meet, if not exceed their expectations.\r\n\r\nIN WHAT WAYS DO YOU FORESEE ANY WAYS THAT THIS ACQUISITION COULD BACKFIRE, ACTUALLY HURTING AMAZON IN THE LONG RUN?\r\n\r\nGregg: If history is an indicator of the future, Amazon will see its failure as a learning experience and move on to the next (i.e. see Amazon Fire Phone). Amazon’s nature is to innovate quickly and while this acquisition is not technically an “innovation,” its brand could take a hit on the public relations front as a brand that can seemingly do anything.\r\n\r\nTodd: Amazon has seen astronomical growth due to their bets on digitization and mobile and their continued portfolio diversification around the Internet of Things. It is a company not afraid to take risks outside its wheelhouse and invest in trends; leveraging what they do well and investing in the multi-trillion business of grocery is a wise bet. Even if they’re unable to convert the consumer, I’m doubtful it would drastically impact the overall Amazon brand in a negative way. Consumers will continue to flock to Amazon to purchase other things- perhaps one day cars or prescriptions? Amazon’s opportunities are endless.\r\n\r\n\"\"\r\n\r\nWHAT ABOUT RETAILERS—WHAT ARE SOME OF THE CHALLENGES THEY’RE LIKELY TO FACE DUE TO THE ACQUISITION OF WHOLE FOODS?\r\n\r\nTodd: The market reaction to the Amazon announcement was not positive for other grocery brands. Retail across the board has been failing to keep pace with Amazon’s ability to sell goods online at the value consumers are demanding. Department store brands are rapidly disappearing because of their inability to respond to the requirement of digitization and embrace omni-channel and the only ones surviving, if not thriving, are value operators like Aldi, TJ Maxx, Home Goods etc.\r\n\r\nIf Amazon opts to focus on its own delivery service, Whole Food’s relationship with Instacart would be affected and it would ripple to brands like Publix and HEB, ultimately weeding out Amazon’s competition.\r\n\r\nAdditionally, the organics industry has seen enormous growth over the past few years. Supply has increased and traditional grocers like Kroger have entered the business in a major way specifically by creating their own billion-dollar private label brands. If Amazon and Whole Foods could bring better pricing and more access and convenience to the organics industry, it will most definitely impact traditional grocer’s attempt to capture more share of the consumer that desires more high quality and healthier food options.\r\n\r\nHOW CAN OTHER BUSINESSES PLAN TO KEEP AN EDGE AND COMPETE WITH AMAZON AND WHOLE FOODS?\r\n\r\nTodd: As much as consumers want value and convenience, they also desire a unique shopping experience. More grocers are increasingly investing in enhancing the shopping experience and growing the perimeter. If they can offer the consumer a shopping experience that can’t be had online, that is where they’ll be able to defend their market share. While this takes capital, time, and commitment, they cannot afford to not do so. Wegmans and Costco are interesting examples of brands providing unique shopping experience incorporating the love of food, the thrill of the hunt and an exploratory opportunity for the consumer shopping their goods.\r\n\r\nWith the business potential the acquisition can create, there will be a significant opportunity for markets to expand for niche brands. Smaller companies will have a less costly way to enter the market than traditional retail. Start-ups can benefit greatly by gaining access to massive distribution without the need for slotting fees and other costs burdening the growth of their business.\r\n\r\nLAST YEAR, OVER 40% OF ONLINE RETAIL SALES WERE ON AMAZON, AND WITH THE ACQUISITION OF WHOLE FOODS WE LIKELY CAN EXPECT THIS NUMBER TO INCREASE. BUT AT WHAT POINT DOES HAVING ONE ENORMOUS RETAILER MAKING SUCH A SIGNIFICANT PORTION OF SALES ACTUALLY PUT SOCIETY AS A WHOLE AT RISK?\r\n\r\nGregg: The effects of scale have implications. Technology has enabled both innovation and consolidation and as these tech-fueled companies continue to amass power and leverage, they sometimes tread dangerously with antitrust laws. It is the prerogative of the government to ensure these companies’ pursuit of growth and influence does not result in competitor manipulation and category monopoly.\r\n\r\nTodd: With scale comes risk. When you put too many eggs in one basket, competition is inevitably eliminated and thus impacting quality for the consumer. However, on the flip side, size has the potential to drive down cost and also increases profits, which provides more capital for investment in continuous improvement. There is a case for both good and bad but regulation should be able to protect the consumer.\r\n\r\n\"\"\r\n\r\nIN WHAT WAYS, IF ANY, DO YOU FORESEE AMAZON’S ACQUISITION OF WHOLE FOODS HELPING WITH FOOD INSECURITY?\r\n\r\nGregg: If executed properly, Amazon will be able to leverage Whole Foods’s credibility in food quality. It will be interesting to witness both brands’ approach to fresh foods, food service and natural and organics at scale and observe whether expectations and tolerance of quality differ when it comes to different consumer segments.\r\n\r\nTodd: If you look at the values both companies operate by, I would assume the impact on food insecurity would be positive and minimize growing consumer concern.\r\n\r\nThe Amazon brand is customer obsessed; they invent and simplify, hold the highest standards, think big, take action, are frugal and want to instill trust. Whole Foods is grounded in high product standards, caring for the community, satisfying and nourishing consumers and environmental stewardship. Together, they should be able to bring the best products to consumers at the lowest prices and in the fastest and most convenient ways possible.\r\n\r\nAs consumers, we need to realize that neither Amazon nor Whole Foods make everything they sell and thus do not have total control over the supply chain. But the strength and power the combined organizations could have will provide significant influence on their manufacturing partners. Therefore they should have a greater ability to enforce their values and high product standards, ultimately benefiting consumers and alleviating any concern over food safety and insecurity.\r\n\r\nPhotos courtesy of Whole Foods and Amazon.', 'What does Amazon’s Acquisition of Whole Foods Mean for the Future of Grocery Shopping?', '', 'inherit', 'closed', 'closed', '', '2294-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2294, 'http://cbx.cappendev.com/2294-revision-v1', 0, 'revision', '', 0), (3145, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    \"\"By Gregg Lipman:\r\nRebellion is as American as baseball and apple pie. Rebelling against your parents, even more so. But, standing in the middle of my local Best Buy recently, I saw something I hardly would have considered possible just 20 years ago: parents and children buying video games together. Discussing strategy, cheat codes and in one particular case, which games would be the most fun for their entire family.\r\nVideo games? Family video-game night? Video games used to be the exclusive dominion of teenagers. They ruled that world with an iron (yet wildly oversensitive) fist. Rated E for Everyone? Everyone?\r\n\r\nSo, is this entente, this seemingly cordial intersection of parent/child in the gaming world, a natural \"technological convergence\" phenomenon, a Trojan horse strategy? Or have brands looked the future right in the eyes and decided it will be run by Generation E, Generation Everyone? Will the idea of a \"generation gap\" eventually atrophy into obsolescence?\r\n\r\nWe see this not only in the video-game world, but also in other brands: moms and daughters with matching Ugg boots, Juicy Couture sweatsuits, Abercrombie hoodies and Coach handbags. Fathers and sons comparing fantasy football rankings on matching iPhones or killing precious productivity hours on YouTube. Teachers and students sipping from matching Starbucks latte cups or ordering the same items from Pinkberry. Moms and daughters rooting feverishly for their favorite \"American Idol\" contestants or shaking their heads in utter disgust at the shameless and hygienically dubious conduct of the latest batch of \"The Real World\" participants. Moms and their adults friends, with or without their daughters, attending Jonas Brothers concerts, or standing in line for midnight premiere showings of the brow-furrowing fest that is the \"Twilight\" franchise. Aunts and nieces perusing the same Kiehl\'s or MAC products. Uncles and nephews cracking open cans of Red Bull. Grandparents, parents and their children conversing freely on Facebook or Skype.\r\n\r\nThese companies have successfully created branding stories that resonate across a spectrum of ages because they have largely ignored age-based demographic \"insights\" as they were, and instead focused on harnessing societal (the blurring of the generation/cultural gap) and technological (the desire to be ever more connected) trends to their benefit. So, in this new reality, what are the implications for brands and their consumer messaging?\r\n\r\nAt first glance one would be inclined to simply proclaim, with a derisive shrug of the shoulder, natch: \"How is this surprising? Of course, all brands try to appeal to as wide a swath of consumers as possible, genius.\" But \"cross-generational\" or \"trans-generational\" marketing/branding strategy is not nearly as easy to execute successfully as one might presume.\r\n\r\nMarket segmentation and demographic, gender, psychographic analyses are still to this day fundamental elements of practically every consumer product/service/technology company\'s marketing and communications philosophy: \"Who is our target audience, and how can we tailor our message to capture their attention and disposable dollars?\" Some brands have been able to answer that question with greater effectiveness than others.\r\n\r\nThe teenager/young-adult demographic, to refer to just one target audience, is traditionally wary of products that are specifically marketed to it. Indeed, the consumer product landscape is littered with companies that tried to position themselves and their products as cool/urban/edgy, only to ultimately be rejected by the target consumer base. See Palm\'s Zoomer, Zima, Zune, as well as Polaroid, Ecko, Pro-Keds or Pony (which was rejected pretty much immediately after relaunching).\r\n\r\nAppealing to Generation E requires a massive shift away from the standard \"What are they looking for in a product?\" to \"What does this brand say about me as a person?\" And in order to answer such a profound question, one cannot hope to rely solely on traditional qualitative/quantitative marketing data any longer. Successful brands will have to:\r\n\r\nUse social media to build communities around them, but still use \"traditional\" media such as TV, newspapers and magazines, as it can have tremendous impact on your brand\'s appeal. A simple photograph of a celebrity eating, drinking or wearing your product can often provide a significant boost to your brand. For example, Britney Spears and her undying and highly caloric love of Starbucks Frappucinos has absolutely led many a teen/tween to become fans as well (of the Frappucinos, if not Britney).\r\n\r\nConsider the larger socio-cultural context in which products fit by hiring or consulting with people who have a social sciences or humanities academic background. They will have the ability to surface social and cultural questions that branders and marketers simply cannot foresee.\r\n\r\nFocus marketing efforts on brand values and attributes, but be smart with advertising and photography. Don\'t visually skew your brand toward a specific target audience. In fact, on your website or collateral material, consider showing many age groups interacting with your product. Or, keep it simple and focus purely on (attractive) product shots, with no people in them (Pinkberry, Starbucks and Coach, for example, display only their products).\r\n\r\nWe don\'t think that the generation gap will ever totally disappear, and that\'s probably a good thing, but in this age of hard-core partisanship, perhaps we as marketers can soften the rhetoric between the generations and create stronger brands at the same time.

    \r\n\r\nhttp://adage.com/article/cmo-strategy/marketing-generation-gap/144249/', 'What Generation Gap? How Marketers Can Connect With an Increasingly Converging Target Demographic', '', 'inherit', 'closed', 'closed', '', '1564-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1564, 'http://cbx.cappendev.com/1564-revision-v1', 0, 'revision', '', 0), (3146, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'Do you ever get the sense that retail technology is overhyped?\r\nPersonally, I love it. In my career, I have overseen technology roll-outs at thousands of high-touch retail stores nationwide. I have also consulted with major retailers and automakers on a raft of tech-related projects.\r\n\r\nBut let’s take a moment to get real about the role of technology in retail.\r\n\r\nOne of the biggest stumbling blocks I often see is the tendency to apply new technology to old techniques. We all feel comfortable sticking with known commodities — the approaches that have generally worked for years or even decades. All too often, the Web and ad agencies with which retailers have existing RFPs and retainers find it easier to rely on status-quo methods. This leads to shortcuts along the lines of, “We already paid $XX,XXX to create that message for the end cap, so let’s just make that show up on someone’s phone, too.” Or, “Make sure to tweet about that new (brand/product/feature).”\r\n\r\nTweeting might seem advanced, but if you think about it, it’s really a one-way communication — the equivalent of taking out a newspaper ad. Likewise, push text messages are hardly different from those pesky hawkers on the street who try to stuff random flyers in your hand. Some would even have retailers step into the role of an omniscient Big Brother by tracking customers’ always-on cellphone signals and automatically texting a coupon within a certain radius.\r\n\r\nTruth is, most people find this kind of thing irritating… and a little creepy.\r\nRetail technology is useful only insofar as it sparks meaningful conversations with and among consumers. If the technique in question won’t feel authentic and humanized on the receiving end, is it worth adopting? If it doesn’t involve listening and learning on both sides, is it really cutting edge?\r\n\r\nThe real promise of retail technology is its ability to facilitate meaningful two-way interactions in a variety of channels, both digitally and in real life.\r\n\r\nSo what does that look like? For starters, you don’t need to spend $1 billion on holograms and virtual-reality headsets. A simple tablet will do. What’s important is how you use the tools at your disposal. Let’s say you’re a retailer of high-end, modern furniture. A customer wants to know what that svelte sofa would look like in lime green. She also wants to see it in a living room that has pastel-yellow walls just like hers. The salesperson can now use the tablet to show the customer a digital mockup of exactly what she has imagined. In this scenario, the salesperson can offer to enhance the mockup with coffee tables, lamps, ottomans, etc., because the pitch is taking place as part of a two-way exchange that is willingly entered into by the customer.\r\n\r\nNeiman Marcus, for example, rolled out a shoe table that “listens” to customers in a novel way. When the customer picks up a shoe to examine it, a video rolls on the table showing a model striding down the runway in those flats or pumps. The customer thereby gains information both visually and, by holding the shoe, through touch. She has made a closer connection to the product, and the retailer learns about this connection because, upon activation, the sales staff learned precisely which shoe had piqued the shopper’s interest. The moment that video rolled, a legitimate reason for the salesperson to engage the customer in further conversation was presented.\r\n\r\nThe two-way nature of this is important, because when people feel listened to, they want to extend the dialog rather than walk out of the store. This is why retailers such as Apple, Nordstrom and AT&T were smart to bring point-of-sale out from behind the counter and into the workspace. The conversation just flowed. At AT&T, the goal is to inject learning into these interactions. “You have a new Audi A3?” the salesperson says. “That’s cool. Did you know those cars have wireless-hotspot functionality? It can save your family a ton of data.” Yes, the tablet has a quick video showing how AT&T’s hotspot plan works, but it’s only effective because customer interest was piqued by a personal conversation.\r\n\r\nSo why not just rely on status-quo methods? Because attitudes are changing. Today, consumers want to be in charge of the buying process. They want to have conversations with brands and with each other. So forget about “pushing” content down a one-way street. Instead, let your customers take the wheel with you right by their side.\r\n\r\nOriginally published in SmartBlogs', 'What Neiman Marcus Gets About Retail Technology', '', 'inherit', 'closed', 'closed', '', '2122-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2122, 'http://cbx.cappendev.com/2122-revision-v1', 0, 'revision', '', 0), (3147, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'With generic convenience stores seemingly on every corner, the easiest thing for customers to do is head to the location that’s … just convenient. Many C-store chains aim to stand apart from the crowd by ramping up the sophistication of their in-store environments. They are making stores larger, stocking them with healthier, fresher food, and adding modern dining furnishings.\r\nIt’s a nice start, but in contemplating the C-store of the future, designers need to imagine a world in which consumers pay greater attention to the brand attributes, product offerings, and consumer experiences available at competing quick-shopping options. That requires being bold and rethinking the category.\r\n\r\nHow would innovators in other sectors approach the challenge? As the former head of store design for Virgin Megastores, I can’t help but contemplate how Virgin founder Richard Branson might approach a portfolio of fueling station and C-store sites.\r\n\r\nIdeas from an innovator\r\nBranson is an innovator to the core. Since the retail gas industry is already mature, Branson’s business-centric inclination would be to jump to the head of the line. Forget about fossil fuels; Branson’s Virgin stations would sell electricity, natural gas, and biodiesel for green vehicles. His goal would be to create focal points for the growing community of drivers who see environmental sustainability as a top priority. His marketing, advertising, and branding for the chain would build loyalty and community around this shared value. In addition to sustainability, Branson’s brand would make its mark by evolving the customer experience. Today, Sheetz has such a substantial food offering that people go there regardless of whether they need gas. Likewise, chains such as 7-Eleven and Wawa can thrive even without gas canopies simply because their C-stores are destinations unto themselves. In seeking to evolve the C-store experience further, Branson would focus on selling food, culture, and lifestyle in a fun and comforting atmosphere unlike anything in the sector today. He would shoot for the kind of engaging experience that makes you drive past competitors’ locations and come to his C-store.\r\n\r\nYou can see this strategy in action at Branson’s other ventures. Even if you fly coach on Virgin Atlantic, you get a free ice cream bar after your meal, followed by the flight attendant offering you a hot towel. A comforting and relaxing experience isn’t reserved for premium customers alone. In keeping with the Virgin brand, Branson’s C-store might offer things like the industry’s cleanest, fully touch-free bathrooms, or massage tables in a quiet corner, enabling stressed-out commuters to stop and relax after a maddening stint on the road.\r\n\r\n\r\nCustomized convenience\r\nVirgin Atlantic was the first to offer personalized TVs. This wasn’t technology for technology’s sake: It was to make the experience more personalized and engaging. Smart use of technology would be part of the picture at Branson’s stations as well. You can look around at today’s trends and get an idea for what this might entail. This year, Tesla Motors unveiled a cobra-like robot charging station for the Model S. It connects to the car, charges it, and then retracts—all without the touch of a human hand. Branson’s C-store would also offer a touch-less fueling or recharging experience. As the robotic “pump” attaches to your car, you could use your phone or display at the “pump” to have a smiling attendant bring your food order right to your car. Another aspect of your fill-up might be an automatic diagnostic. A sensor might mind-meld with the general control center of your car and tell you whether anything was askew.\r\n\r\nThat’s convenient, not just for people, but also for a future with driverless cars. Branson’s stations would be designed to allow easy access by driverless taxis and delivery vehicles in need of a fast charge. Meanwhile, dashboard-mounted RFID chips would enable human members of the loyalty program to drive up to the pump, refuel or recharge, and drive off without swiping cards or handing cash to clerks inside. Loaded with each club member’s preferences, the next-generation pumps would scan customers’ RFID chips and then send them customized offers: “Hi, Michelle! It’s nice to see you again. As a token of our appreciation, here’s half off your regular chai tea and low-fat scone.”\r\n\r\nOn Virgin America’s planes, colored lighting creates an atmosphere reminiscent of a small nightclub in a boutique hotel. A Virgin fueling canopy might have OLED-based lighting, using fiberoptics to transmit sunlight from above the canopy or to create a digital light show, pulsing in synch with music. Of course, the canopy and even the store’s roof would be topped with solar panels or living plants, reinforcing the brand’s stance on sustainability and making customers feel even better about their visit.\r\n\r\nFuturistic and fun\r\nNot all of Branson’s ventures have been successful, but today’s already-evolving C-stores and gas stations could certainly learn a thing or two from his core principles. They include creating a refreshing guest experience in an inclusive and welcoming atmosphere; making smart use of intuitive technology and customer-friendly automation; and investing in teams of well-trained employees who are people-focused. In the C-store space, you can bet Branson’s brand would be futuristic and fun—with a social conscience to boot.\r\n\r\nOriginally published in A.R.E.', 'What Would Richard Branson Do With Convenience?', '', 'inherit', 'closed', 'closed', '', '2155-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2155, 'http://cbx.cappendev.com/2155-revision-v1', 0, 'revision', '', 0), (3148, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'By Julie D.\r\nPeople tend to think naming is magic, that the “right name” is a secret sauce that will make a product succeed. But the truth is, you can have all the clever word play in the world, and it won’t save your product if it fails to deliver on the promises your name implies. Words have power — the power to paint a picture in the mind. That picture needs to be something your brand or product can live up to. You need to choose a name strategically, and make a strategic plan to support it, launch it, and stick by it.\r\n\r\nI was reminded of this during the State of the Union address when President Obama introduced the name “myRA” for a new category of retirement savings accounts. The name has a lot going for it. It is short and easy to remember, repurposing a woman’s name in a way that feels instantly familiar. The lowercase letters give it a modern feel. It rhymes with “IRA,” placing the new offer in the IRA family. And it draws on our understanding of MySpace, My Verizon, myCigna and all the other “my” names, with their messages of personal customization and accessibility.\r\n\r\nKnowing nothing other than the name, we can conclude that myRA is a friendly, personal type of IRA. This gives it a head start over programs first introduced bearing the number for part of the tax code (401K).\r\n\r\nIt does have a few downsides, though. The pharmaceutical industry is already using “RA” as catchier way to talk about Rheumatoid Arthritis. And there are pronunciation issues—in fact, the president stumbled on his first mention of name, starting to call it “My IRA” before correcting to “my-R-A.” These tripping points are easy to predict — we often test for such issues. Once you identify potential sticking points, the next step is to do a realistic analysis. Is the flaw necessarily fatal? Can it be planned for and mitigated? In myRA’s case, minor pronunciation issues seem unlikely to be a problem long-term.\r\n\r\nNike, Google, Ikea, Etsy have taught us how to pronounce their names correctly over time. When the iPad was launched, there was a backlash — to some, the name sounded like a feminine hygiene product. Today, we can’t imagine the word “iPad” meaning anything other than a sleek interactive device. These companies were able to stick to their message, keep repeating their name, and bring us along for the ride. It was a good first step that President Obama repeated the name multiple times, correctly, after his initial mistake.\r\n\r\nWhat might be more of a problem is if myRA doesn’t live up to the promises implied by its name. If it isn’t personal and easy. If it doesn’t act like an IRA. Names that fail to fulfill their promises often invite ridicule, and this is particularly true in the political area, where Washington tends to jump on awkward monikers (The Patient Protection and Affordable Care Act) and spin them into short, pejorative nicknames with sticking power (Obamacare).\r\n\r\nThe right name can help you take control of the conversation about a new offer. If you choose a name that delivers the tone and message you’re looking for, you get a jumpstart on building meaning in your audience’s mind. But introducing that new name is also an act of leadership. You have to pick the right promises to make. You have to have to look beyond initial reactions. And you need a strategic plan to introduce your name in a way that can survive a few bumps in the road.\r\n\r\nRead more: http://www.mediapost.com/publications/article/219449/whats-in-a-name.html', 'What\'s In A Name?', '', 'inherit', 'closed', 'closed', '', '1962-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1962, 'http://cbx.cappendev.com/1962-revision-v1', 0, 'revision', '', 0), (3149, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'By Gregg S. Lipman\nChallenger soda brands, take note: there seems to be a tremor in the force of the beverage world. I\'m talking, of course, about the war being waged on \"big sugar\" -- sugary beverages like Coke and Pepsi, namely -- by one Mr. Michael Bloomberg (that\'s \"Mayor\" to you). Sugar is the devil these days, thanks in large part to widespread campaigns against childhood obesity, the trendy farm-to-table movement and an uptick in healthy eating in general. Soda sales dropped 1.2 percent in 2012, compared with declines of 1 percent in 2011 and .5 percent in 2010. New York has been embroiled in a battle over \"to tax or not to tax\" for the past year, and 33 other states are giving the thumbs down to soda and its sugary counterparts. And it\'s not just America that\'s giving these beverages the boot. Since 2012, France has imposed a \"fat tax\" on sugary beverages as well.\n\nNot that we should really feel that bad for Coke and Pepsi, who\'ve done a great job of expanding their portfolios to include water (now the #1 beverage in the world), juices and energy drinks. Apparently they knew the day would come when the tide would turn against soda, and it\'s paying off. They seem more focused on just maintaining the audience they have for their soda brands rather than necessarily growing that audience.\n\nThis means there\'s an opportunity for you, challenger brand, to take advantage of the backlash and create a little niche for yourself. Innovate around where the audience is, from Gen Y- and Z-ers to helicopter parents who couldn\'t imagine anything as toxic as soda touching their children\'s lips. Here are some tips we\'ve gleaned from the \"little guys\" -- many of whom seem to be doing this beverage thing right.\n\nShow you love the planet.\nEco-friendly packaging may have backfired for a snack brand like Sun Chips, but it presents a huge opportunity for beverage makers. SodaStream, a product that forces carbon dioxide gas into water, has become a worldwide sensation with messaging that is morally and economically attractive to younger generations. Owners of SodaStream makers can eliminate dollars spent and bottles wasted while enjoying the hand-crafted experience of making their own sodas. Coke and Pepsi might consider making their bottles refillable, a la growlers, with retailers allowing customers to bring their empty bottles to the store to be refilled at taps.\n\nStay trendy.\nIf you think that fashion is temperamental, try the beverage industry. What\'s cool one season is suddenly passé the next, so it\'s important to keep abreast of what consumers want in the here and now. Remember when Snapple Ice Tea first came out? And VitaminWater? And Zico coconut water? At the moment, fizzy drinks are all the rage...even IF it was recently proven that one fizzy drink a day can raise the diabetes risk by a fifth.\n\nOffer your product in small batches.\nSmall-batch beer brewing is huge; why not small-batch soda-making? Jones Soda offers 12-packs of quirky flavors like Berry Lemonade and Fufu Berry (what the what?) on its Internet site, and also allows you to design your own label for your bottles. Boylan Sodas calls itself \"a full line of hand-crafted small batch sodas and mixers to please any palate.\" Everything about Stewart\'s Fountain Classics, from its name to its bottles to its logo, harkens back to a more personal time. In this age of artisanal everything, a Starbucks-style soda shop - like the old-fashioned soda fountains - seems like a brilliant idea.\n\nProduce products the way nature intended.\nSince everyone assumes that soda is the unhealthiest product known to man, it would behoove companies making more natural beverages to say how their products are made. Virgil\'s Root Beer brews its combination of herbs and spices naturally, rather than concocting a chemistry experiment of artificial flavorings, dyes, and additives. Hot Lips Soda\'s lineup changes with the seasons, based on what\'s locally available; to make the soda, the company takes fruit, cooks it, adds water and cane sugar then bottles it, with much of the fiber-rich pulp intact, and carbonates it.\n\nPack them full of good things (or, without any bad things).\nThese days, people want to know not only where their food came from but just what their food ATE before it arrived on their plates. So it\'s no surprise that people want the best, most natural ingredients packed into their beverages. Oogave, a soda that incorporates agave nectar as a sweetener, was started by a natural foods restaurant owner in Denver, and dubs itself \"the purest, best-for-you soda without chemicals or GMO products.\" Steaz is a family of \"all-natural, organic and fair tea-based beverages.\" Hot Lips sodas contain organic lemon juice as a preservative, rather than ascorbic or citric acid, both of which can be derived from genetically modified corn and soy.\n\nThese small guys may not be trying to be the next Coke or Pepsi, but they are doing a great job of making names for themselves in a crowded market. Utilizing one or several of these tips could help you snag a few customers from those beverage giants, and feel better about your brand in the process. Because let\'s face it...it\'s unlikely that people will ever STOP drinking soda, but they certainly are clamoring for more alternatives. The beverage options mentioned here are options that even sugar hater Mike Bloomberg can live with.Who knows - they may distract him long enough to stop hating on soda and seek out a new target - butter, perhaps?\n\n\nhttp://www.huffingtonpost.com/gregg-s-lipman/whats-the-future-of-soda_b_3384797.html', 'What\'s the Future of Soda?', '', 'inherit', 'closed', 'closed', '', '1825-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1825, 'http://cbx.cappendev.com/1825-revision-v1', 0, 'revision', '', 0), (3150, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'Two key objectives are driving new packaging design strategy for own-label products at retail. Eye-catching, stand-out-from-the crowd identities are partnering with environmental-friendliness. Designers are tasked with establishing a distinctive look and feel, while materials are minimized and those used selected for their recyclability.\nThe consumer angle is essential, according to Food Processing. Richard Barkaway, creative director at Studio One Eleven, a division of Berlin Packaging, Chicago, believes, \"Designing a successful package is all about shoppability and making the user experience enjoyable for the consumer. ... Retailers are no longer interested in the [me-too] strategy and are now developing believable, authentic brands that consumers resonate with.\"\n\nPackaging Digest\'s editors, who judged some 200 American retailers\' submissions for the 2013 private label packaging awards, noted several trends: unique fonts, warm earth tones, stylized photography, high-quality printing for maximum shelf impact, whimsical designs targeted across age groups and limited editions which they said were \"previously the domain of national brands.\"\n\nAs Kate Bertrand Connolly wrote last year in Food Processing, \"Private label products are no longer the dowdy stepsisters of national brands.\" Using graphics to create identities easily spotted across the store gives an impression of both quality and consistency while emphasizing what she describes as the \"\'brand\' component of the store brand.\"\n\nTodd Maute, of New York branding firm CBX, emphasized that if customers are satisfied with one private label product and then see similar packaging on a different shelf, \"They\'ll get the same perception. ... The primary driver behind line looks is ... to build a common story for the brand.\"\n\nTarget\'s Simply Balanced brand, launched in June, was cited as an example of \"strategically creating brands and unique package designs based off of what the consumer\'s expectation is in that marketplace.\" Graphics were described as innovative by My Private Brand\'s president, Christopher Durham, adding that the package design is \"fun, straightforward and direct.\"\n\nhttp://www.retailwire.com/news-article/16961/whats-the-story-retailers-build-brand-identities-on-store-shelves', 'What\'s the Story? Retailers Build Brand Identities On Store Shelves', '', 'inherit', 'closed', 'closed', '', '1846-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1846, 'http://cbx.cappendev.com/1846-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3151, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '

    \"\"By Rick Barrack:\r\nThe other night, I was reading a marketing article in bed about the new Twitter logo when I looked over to see my wife reading a “before and after” plastic surgery article in US Weekly. Ironically, our articles had something in common … because what Twitter did — dropping its Twitter type and going to a single bird symbol — was tighten things up in the hopes of tweaking its image overall.\r\n\r\nLogo redesigns prove that celebrities aren’t the only ones going under the knife these days. Brands constantly want to alter their images, and the changes range from subtle to dramatic. As a brand consultant, I’ve sat in more than one meeting where a client said, “We’d like to move away from our visual brand equity.” In these cases, we encourage clients to take a step back and look strategically at why they are making these moves — is it to appeal to a different audience or achieve a new business goal? Does it really make sense for their brands? I’m wondering if plastic surgeons in Beverly Hills do the same. Here are five examples of recent brand redesigns that brought celebrities\' surgeries to mind:\r\n\r\nNOSE JOB\r\n> J.C. PENNEY \r\nTo move away from the poor product expectations that became synonymous with its brand, J.C. Penney kept its font but abbreviated to initials placed in the upper left corner of a square. This rejiggering of parts reminds us of actresses whose nose jobs alter the very thing that made them accessible: their imperfections.\r\n\r\nFACELIFT\r\n> PEPSI \r\nBy changing its iconic logo to reach a new generation, Pepsi essentially said, “Give me back my youthful image.” Certain iconic actresses have taken similar steps to compete with young beauties, and though their new looks may be hard to swallow at first, eventually their fans jump on board with the change and love them even more than before.\r\n\r\nBOTOX\r\n> Starbucks and Target \r\nEver look at a famous celebrity and think, “Hmm … there’s something different about that face, but I can’t tell what it is.” That’s what Starbucks and Target both did last year — smoothed out a few wrinkles by getting rid of the Target and Starbucks type. These brands are already so respected and established that these moves were subtle, seamless and without controversy. We happen to think the logos look a helluva lot better now.\r\n\r\nIMPLANTS\r\n> THE GAP \r\nSome brands “go under the knife” only to flip-flop on their decisions shortly thereafter, a la actresses\' implant choices — in, out and then back in again. Whereas the old Gap logo looked distinctive and elegant, the new 2010 logo kept one small element — the blue box — and then downgraded the rest of the logo. But a few days after unveiling the new look, the brand reneged and went back to the old.\r\n\r\nMultiple procedures\r\n> TROPICANA \r\nSome celebrities — you know who I’m talking about — have had so much surgery that it has rendered them virtually unrecognizable. And that\'s what happened to Tropicana in early 2009, when the agency working on the brand wielded the knife so liberally as to do away with any semblance of the company people knew and loved. With people unhappy with the rebrand, Tropicana broke under pressure and reverted back to its original design.\r\n\r\nBut the truth is, sometimes the brands with the most equity are the ones that haven’t had any surgery at all — that stay “au naturel,” if you will. Companies like Heinz, Campbell’s and Coca-Cola have all aged gracefully, and kept their logos relatively the same for many decades. I’d say that’s working for them, no? After all, how many brands can say they were the subjects of iconic Andy Warhol paintings?

    \r\n\r\nhttp://www.brandpackaging.com/articles/84349-when-brands-get-plastic-surgery', 'When Brands Get Plastic Surgery...', '', 'inherit', 'closed', 'closed', '', '1652-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1652, 'http://cbx.cappendev.com/1652-revision-v1', 0, 'revision', '', 0), (3152, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'The terminology we use in daily life can have a subliminal effect on the way we look at things, from advertising to packaging. Why? Because terminology shapes our thinking, and our thinking shapes our actions. As a case in point, contemplate the usual connotations around the word “private.” Typically, it’s a term that connotes something special and elevated: If you work for a top private equity firm, you’re a big shot. If your kids go to a private school, and your family belongs to a private country club, those are good things, too, right?\r\nAnd yet when it comes to use of the term “private label,” it is hard not to notice an undercurrent of discomfort in certain quarters. This is understandable: Consciously or unconsciously, many people still link private label with cheap knockoffs. In all likelihood, this is why so many retail executives bend over backward to use an alternate term like “own brands.”\r\n\r\nThis ambivalence around terminology might actually be a wise, almost instinctive, understanding that older approaches to private label are now thoroughly outmoded. The oldest approach literally was brand-less: In the 1970s, a generic bag of potato chips on U.S. grocery shelves offered little more than the words “One Pound, Potato Chips.” There was no imagery, no color. You could easily imagine this type of packaging on store shelves in Khrushchev-era Russia.\r\n\r\nBut what came next — knockoff-style packaging in which you tried to pull off an empty imitation of an established national brand — should also stir some discomfort. Sadly, many packaging design agencies continue to reflexively employ this intermediate step in the development of private label brands. It’s a bid to stake out the value proposition, nothing more.\r\n\r\nWhile the alternate term “own brand” is certainly a bit awkward — it doesn’t exactly roll off the tongue — in the best-case scenarios it reflects a shift in understanding. The retailer is saying, “Hey, let’s own this thing. Let’s invest in this brand, redefine the category norm and increase perceived value.” Instead of knocking off Lay’s Potato Chips, for instance, Safeway created Spud Naked Kettle-Cooked Classic Potato Chips. The look and feel of the package was Safeway’s own. A brand came to life.\r\n\r\nUltimately, of course, it’s fine to use whatever terminology you like. The key, as I see it, is to pay attention to how language affects the way you think about and approach package design and branding.\r\n\r\nThe good private equity firms of the world, for example, are likely to talk about the private label brands they acquire as assets worth investing in. When retailers can be persuaded to think of private label brands in the same way, they are much more likely to make solid, brand-building moves. The story of New York City pharmacy chain Duane Reade helps illustrate the potential upside of an investment-oriented approach. Private equity firm Oak Hill Capital Partners sank millions of dollars into Duane Reade after acquiring the chain and eventually launched a major redesign of the customer experience inside the retailer’s New York City stores. The effort entailed new store designs with wider aisles and more appealing décor and signage; shopper-friendly changes to the pharmacy; the introduction of store-within-store beauty; the launch of a host of high-quality private label brands such as DR Delish, Prevail and the DR brand; and the creation of growler, frozen yogurt and sushi counters. The packaging here was all about redefining the retailer and being a leader, not a follower. The lesson? It’s necessary to invest in order to get a return on investment.\r\n\r\nIn this example, private label brands were seen as an asset to build, rather than something to marginally improve and offer as a national brand alternative. And as further evidence of the power of those brands, Walgreen Co. (which acquired Duane Reade in 2010) CEO Gregory Wasson said, “Duane Reade’s recent initiatives in urban retailing, customer loyalty and private brand products support and accelerate Walgreens’ strategy to enhance the customer experience in our network of more than 7,100 stores across the country.” With more stories like this, pejorative connotations around the private label term will fade into a distant memory.\r\n\r\nAnd in fact, there are many reasons to be both proud of private label’s evolution and optimistic about its future. For starters, the United States is currently in the middle of a major consumer shift toward Millennials, who see no shame whatsoever in snapping up private label brands. Millennials represent a huge and increasingly important target market. Their openness is like a blank canvass. Retailers have every reason to take advantage of this trend — now!\r\n\r\nChanging shopping patterns also bode well for private label brands. Historically, private label sales would improve when times were bad and fall when times were good. But in recent years, the trend has been for private label not to merely ride the economic wave but stay level even as the economy rebounds (Arguably, there was a missed growth opportunity here, but that’s another story …). Millions of people are now in the habit of buying private label products. Let’s give them more of what they’re looking for and want.\r\n\r\nMeanwhile, our increasingly foodie-oriented culture happens to play right into private label’s strengths — so long as retailers seize the opportunity. Food is hot, and retailers should capitalize on general human interest when they can. With its cornucopia of private label brands, Trader Joe’s has smartly capitalized on the shift toward all things foodie. Now Whole Foods is doing the same with its smaller-format, private label-focused Whole Foods 365 stores, which will offer high-quality products while banking on the 365’s brand’s well-known value proposition. Capture this captive audience!\r\n\r\nLastly, private brands represent a medium of mass communication, with a targeted reach that can be as impressive, if not more so, than any TV program, blog or billboard. Media is all about consumer impressions. Along the same lines, every private label purchase carries with it distinct consumer impressions: When the consumer sees the product on the shelf, when the shopper buys the product and, finally, when the person actually consumes or uses the item.\r\n\r\nIf you sell 50 million units of a particular private label product in a given year, this will translate into a whopping 150 million consumer impressions. That’s more powerful than a Super Bowl ad. These impressions can powerfully shape customer loyalty and build the brand in ways that many retailers have yet to fully explore. Treat private label like a marketing tool — it will provide great returns.\r\n\r\nBy shedding the old connotations and embracing brand-led private label strategies, retailers can tell more compelling stories to a wide range of people. In this approach, every part of the process — the packaging, merchandising, product type (organic, natural, premium, etc.) — is seen as an opportunity to create a favorable impression with target consumers. Chains such as Safeway, Trader Joe’s and Kroger understand these dynamics. They have been using private label to connect with core consumers and new consumers alike and, with the benefit of higher profit margin in a variety of categories, to also build stronger loyalty to their stores. So powerful are these impressions that private label stalwart Trader Joe’s doesn’t even bother with traditional media. Its customer newsletter, The Fearless Flyer, isn’t the company’s primary ad vehicle. That role is played by the private label brands in its stores.\r\n\r\nIf you ask me, all of this speaks in favor of the true value of private label as a worthwhile marketing tool. Indeed, research shows that higher private label brand penetration also equates to higher store loyalty.\r\n\r\nLet’s be proud of the term, treat it better, and continually refine our strategic thinking around it.\r\n\r\nOriginally posted in Brand Packaging.\r\nPhoto courtesy of Brand Packaging.', 'When Did \'Private\' Become a Dirty Word?', '', 'inherit', 'closed', 'closed', '', '2147-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2147, 'http://cbx.cappendev.com/2147-revision-v1', 0, 'revision', '', 0), (3153, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'For the longest time, the mattress industry seemed impervious to the digital disruption rocking so many business sectors, from hotels to music. Then, in 2014, Casper Sleep introduced the bed-in-a-box, a mattress ordered online and delivered, neatly compressed, in a cardboard box. Initial orders were impressive and media coverage loud. After that, a slew of other online rivals, like Tuft & Needle and Leesa, entered the market with their own competitive versions.\r\nAccording to Warren Kornblum, interim CMO at Serta Simmons Bedding (SSB), one of the leaders in the industry and seller of the Serta and Simmons mattress brands, Casper\'s success came as a proverbial wake-up call. Consumers, the company realized, found mattress shopping annoying, time-consuming, and confusing, and were, in fact, thrilled that there was an easier alternative.\r\n\r\nSo SSB stepped up its game, enlisting marketing as a big player. Working hand in hand with product development, it launched a new social media effort to establish the brand as a thought leader in the sleep space. In June, the company also introduced its own direct-to-consumer line called Tomorrow Sleep. \"The first reaction of many companies in this situation might be to throw up your hands and say, \'woe is me,\'\" Kornblum says. \"But it made us realize that, for many years, the mattress industry had been doing things the same way and speaking more to itself than the consumer.\"\r\n\r\nKornblum is in a better position than his counterparts in many other disrupted industries. In an interview with Architectural Digest, Casper cofounder and COO Neil Parikh estimates companies like his have cornered perhaps 10 percent of the market so far. That growth, Kornblum says, is stymied in part by the conundrum of how dissatisfied consumers return the mattresses, since the bedding arrives compressed and, once unfurled, can\'t fit back in the box. Still, the situation shows how vulnerable many industries are to digital disruption and the importance marketing can play in addressing it. What\'s more, if marketers do their jobs right, they can not only forge stronger relationships with customers but also detect trouble on the horizon that warrants action. \"Marketing not only plays a role in this; it should play the key role,\" says David Reibstein, professor of marketing at the Wharton School of Business. \"Marketing is perhaps the most important element in recognizing a disruption is coming.\"\r\n\r\nStay Vigilant\r\nCertainly, as Kornblum knows, one essential response is to react expeditiously, rather than ignoring an impending threat. Perhaps the poster child for what not to do is Eastman Kodak. The venerable former photography giant famously developed digital photography, did little with it, then responded too slowly as the world of photography changed dramatically. It eventually filed for bankruptcy in 2012 before reconstituting as a smaller company. Ultimately, according to Reibstein, the primary fault lay with marketing, which didn\'t detect customers\' gradual embrace of change and the transformation underway. \"Front and center this was a failure of marketing,\" Reibstein says.\r\n\r\n\"Every company has to be a tech company.\"\r\n— Joshua Shane, VP of business development and strategy at Viewstream\r\n\r\nThe key to avoiding such a failure, then, is paying attention. Dissatisfaction with a product or service tends to be out there well before disruption bursts onto the scene and takes hold, according to Reibstein. As a result, marketers can pick up clues, sussing out both what\'s coming down the pike that could affect the market — therefore requiring a strong response — and smaller anomalies that are likely to fade away.\r\n\r\nIronically, the marketer\'s most effective tool in watching for signs of disruption is technology, the very thing that most often enables disruption in the first place. \"Every company has to be a tech company,\" says Joshua Shane, VP of business development and strategy at Viewstream, a San Francisco–based technology marketing firm.\r\n\r\nScouring social media continually for customer sentiment is important. To Shane, that\'s a no brainer. More important, he says, is moving away from traditional surveys and focus groups toward tech that can sift through data and analyze patterns in customers\' behavior and understand how they interact with the brand. Doing so requires tapping sophisticated cloud-based platforms that have artificial intelligence (AI) capabilities built in. Without such technology, \"You\'ll fall behind in getting insights that will keep disrupters from coming into your industry,\" Shane says. \"The gap between those really taking advantage of these capabilities and those who don\'t is only going to get wider and wider.\"\r\n\r\nMost importantly, an AI-capable system, drawing on data found in everything from loyalty card purchase-tracking databases to Facebook analytics, uncovers insights a human could not discern. \"It will mine for otherwise buried behavior patterns by particular customer segments that could, in another year, bubble up and become a problem,\" Shane says. With that information, brands can take steps to address the issues before they get worse.\r\n\r\nMaintain Relevancy\r\nMany marketing experts point to Netflix, the Los Gatos, Calif.–based streaming media company, as the ultimate example of a brand that, by relying on data analysis, was able to reinvent itself before another player did the disrupting. Netflix, of course, launched its online DVD rental service in 1998 and, a decade later, was on the verge of being disrupted by video on-demand. In response, says Dustin Longstreth, chief marketing and strategy officer at CBX, a New York City–based brand agency, Netflix expanded into streaming third-party content before beginning to produce and distribute original series in 2013.\r\n\r\nIts first major foray in original content, which put the company on the map as a high-quality content producer, was a 13-episode remake of the 1990 BBC series House of Cards. Part of the reason for the show\'s initial popularity, according to Viewstream\'s Shane, is that the marketing team leveraged big data by tapping the company\'s recommendation engine, which pinpointed potential viewers likely to be interested in political drama and then reached out to them.\r\n\r\nUsing data and AI-enabled platforms is important for another reason as well. It can help brands increase their relevance to customers, and that provides a significant protection in the market. For example, by using natural language processes and search analysis, marketers can determine more easily than ever how consumers search for products and services and find the triggers likely to engage them. Through the use of visual recognition, which allows them to pinpoint images that viewers are attracted to, they\'re able to zero in on customer preferences and then provide relevant content. Andrew Swinand, North American CEO at Leo Burnett, the Chicago-based advertising agency, points to a client for whom marketers analyze Facebook pictures of cars people owned and then offer up content related to that type of vehicle. If a picture shows someone, say, standing proudly by a Jaguar, the agency can provide articles about luxury cars. \"If you\'ve increased your relevance to consumers, you\'re in a stronger position no matter what happens,\" he says.\r\n\r\nIn addition, there\'s the matter of convenience, a key driver of consumer response. Such tactics are especially important in an environment where getting stuff quicker, faster, and with more ease is the name of the game. \"Digital disruption usually comes in the form of finding an easier way to do something — increasing convenience,\" Swinand says. \"So marketers must provide relevant information that\'s not distracting. Relevance is a sister to convenience.\"\r\n\r\nEvolve with the Times\r\nBrands also can respond to disruptive threats through a repositioning that taps major, relevant consumer trends. For its part, SSB decided to address bed-in-a-box upstarts by remaking itself into a \"sleep company,\" says Kornblum, tapping growing interest in healthy living, especially in sleep, along with diet and fitness, as essential ingredients. \"The part we can help with is the sleep part,\" he says. That\'s partly meant pushing out online content establishing the company as the go-to source for sleep improvement. It\'s also involved emphasizing products equipped with new technology, like sleep trackers that unobtrusively measure the quality of consumers\' slumber, allowing people to see patterns in, say, how the quality of their sleep might be affected when they drink an extra glass of wine the night before.\r\n\r\nThe repositioning of SSB also meant working closely with product development. \"We\'re attached at the hip,\" Kornblum says. In fact, he emphasizes the importance for marketers to break out of silos and work closely with other functions, like operations and product development.\r\n\r\nAs marketers step up their analyses of customer data and discern important patterns, they need to be able to share that intelligence with the rest of the company. \"If you work in silos, others in the company can\'t take advantage of patterns that marketing finds,\" says Shane of Viewstream. \"We have to be champions in our own organizations.\"\r\n\r\nDo the Disrupting\r\nConsumers these days, of course, tend to do a lot of research online before making a purchase. That\'s true for just about any product, from mattresses to cars. Consequently, marketers have to know where potential customers go to get their information and be ready with the right engaging content at every step of the purchasing process, or face the possibility of losing ground to more innovative and attentive brands. \"You\'ve got to provide a greater amount of content to the buyer than ever before and make sure they can get it as easily as possible,\" says Tracy Eiler, CMO at InsideView, which sells targeting intelligence solutions that help sales and marketing teams. The more engaged the customer is, Eiler asserts, the greater the opportunity for marketers to control the conversation and the brand\'s image before, during, and after a disruption.\r\n\r\nUltimately, no one can predict just how their industry could be upended. \"I don\'t think anybody has a crystal ball with which they can clearly see the technology that\'s going to disrupt them,\" says Longstreth. But marketers who stay on top of trends, continually comb through data to see what\'s on customers\' minds, and learn to face up to market changes are less likely to be caught off guard — and more likely address disruption successfully.\r\n\r\nOriginally published by ANA Magazine\r\nPhoto courtesy of Netflix', 'When Disruption Happens, What’s the Best Way for Brands to Respond?', '', 'inherit', 'closed', 'closed', '', '2300-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2300, 'http://cbx.cappendev.com/2300-revision-v1', 0, 'revision', '', 0), (3154, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'By Nancy Brown\nCPGs forge emotional connections with consumers through products that contain minimal ingredients and streamlined packaging.\n\nBack in the 1960s, the acronym “KISS”—”Keep it simple, stupid”—began showing up on bumper stickers, billboards, and t-shirts across the country. A design principle first used by the U.S. Navy, “Keep it simple, stupid” is defined by the belief that most systems work best if they are kept simple rather than made complex.
    \nThroughout history, this sentiment has been championed by many esteemed artists and thinkers, among them Leonardo da Vinci (“Simplicity is the ultimate sophistication”) and Mies Van Der Rohe (“Less is more”). And in the decades since it became a cultural touchstone, everyone from software designers to animators has hopped on the KISS bandwagon.
    \nToday, simple is still better, and now consumers have caught the KISS fever as well. After all, everyone today wants their lives to be simple—especially busy moms and dads who want to give their families simple, healthy, wholesome meals without all the fuss. Simple is now mainstream, not alternative, and it has become synonymous with imperfect and raw, not perfect and quiet. So it’s no surprise that consumer packaged goods companies have taken notice of this fact and are forging emotional connections with consumers through products that contain minimal ingredients and streamlined packaging.
    \nMost significantly, “simple” brands are showcasing their simplicity on pack, putting their single most important idea front-and-center through photography and copy. Brands such as Simply juice, Simplait yogurt, Simple Skincare, Wellness Simple dog food, and Lay’s Simply Natural Potato Chips wear their simple pride on their chests with packaging that is minimal, elegant, and free of all the fuss.
    \nHere are five “ingredients” that brands can use to communicate the simple ethos on-pack:
    \n 1. Put your simplicity front-and-center.\n\n\n“Simple” and “simply” are being used both in product names and in their subheads. Pillsbury Simply touts its simple status right there in the title, while Dorset Cereals modifies its brand name by calling itself “simply delicious muesli.” Simple is becoming mainstream consumer language now, and can be found on more products than you may realize.
    \n2. List your ingredients.\n\nSimple products usually contain just a handful of ingredients, which they put front-and-center on their packaging. For example, Simplait from Yoplait has “just 6 simple ingredients,” as indicated in copy sandwiched between the brand name and a large product illustration. Lay’s Simply Natural Potato Chips lists just three ingredients—potatoes, expeller-pressed sunflower oil, and sea salt—on its bag…although that still doesn’t exactly make them good for you!
    \n 3. Show your product.\n\n\nTo cue appetite appeal, simple brands are literally and figuratively showing their products on their packaging. Simply Juice from Simply Orange Juice Co. uses fruit photography on its labels to convey that there’s not much more inside their bottles than the purest form of the product. Dorset Farms cereal boxes feature peek-a-boo windows that let you see the all-natural granola inside…and not much else.
    \n4. Go heavy on the white space.\n\nNothing conveys simple like a whole lot of white space. Many brands try to pack a lot of claims and visuals on their products, but simple brands make it clear that they are really just about offering the good stuff—no misleading claims or unnecessary graphics to bog them down. Ceres All-Natural Juices takes this approach, and as a result, really makes the product the star.
    \n5. Stress your single most-important message.\n\n\nSimple products focus their brands on one concise message and then drive that message home. Simple Skincare products from Unilever put the copy, “No perfume, no colour” on its packaging, telling you what’s not inside, as opposed to what is. Wellness Simple Dog Food puts its “SIMPLE” moniker in large, capital letters, and also adds “Limited Ingredient Diet” directly underneath, to make it known that Fido is getting only the very best, curated ingredients in his food.\n\n \n\nhttp://www.packworld.com/package-design/strategy/when-it-comes-package-design-keep-it-simple-stupid', 'When it comes to package design, \'Keep it simple\'', '', 'inherit', 'closed', 'closed', '', '1823-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1823, 'http://cbx.cappendev.com/1823-revision-v1', 0, 'revision', '', 0), (3155, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'By Todd Maute\r\nWhere on “The Spectrum of Love” does your private label brand live? After all, if you think about how people relate to brands, there really is quite a broad array of possibilities, from the cynical (“I couldn’t care less about that brand.”) to the quasi-mystical (“The brand and I are one.”).\r\n\r\nOn one end of this spectrum — call it the left side — you start with brands that are sadly lacking for love stories of any kind. These are brands people know about but rarely or never use. On the other side of the scale are those beloved, even iconic, brands people gladly identify with and use.\r\n\r\nUnfortunately, the ho-hum side of the spectrum happens to be where a great many private label brands reside. This includes everything from below-average product quality to meet a price point to the merely functional. The common thread is the lack of inspiration in packaging and overall product and brand vision. There is simply nothing interesting or enticing about many of these products; they elicit a “So what?” type of response from consumers.\r\n\r\nFor the most part, private label branding continues to be rooted in appeals to the price-conscious buyer, in a relationship that feels more transactional than emotional. When it comes to private label brands, one could ask, “Where’s the love?”\r\n\r\nA prerequisite is persuading retailers of the need for private label to transcend the mundane in the first place. After all, if the retailer sees its brands through the functional lens, its customers are bound to do the same. By contrast, when retailers embrace and love their brands, consumers will as well.\r\n\r\nSome might not see anything wrong with accepting private label as merely functional. However, would they actually go on the record to admit that their highest aspirations are to be followers rather than leaders? In what other competitive arena is this passive mentality considered acceptable? Imagine being a brand manager at Apple, Nike or some other national brand and saying to the c-suite execs: “Sure, people like those other products way better than ours, but our latest sales are still OK.” Cut to the scene where you head out to your car with the contents of your desk in a cardboard box.\r\n\r\nThe question, then, is how to find a way to make private label brands live in consumers’ hearts and minds?\r\n\r\nThe uninspiring part of the spectrum is about low or nonexistent expectations. Happier with a name-brand light bulb because of its aura of greater longevity, a customer nonetheless grabs a private label brand on the way out of the store; it was the first one she saw, and it might be as good as the national brand — it’s only a light bulb after all. Intent on buying some Ben & Jerry’s “Karamel Sutra,” another disappointed shopper grabs a private label brand she has never heard of; they were out of Karamel Sutra, and the retailer’s brand looks kind of similar and is cheaper, to boot.\r\n\r\nMoving to the more emotionally resonant part of the spectrum, you start to find brands that people actually enjoy or even love to use. One example is Trader Joe’s, where lively atmosphere and enthusiastic customer service help make up for the shortcomings of the company’s whimsical but imperfect packaging. Nonetheless, most consumers are happy with the net effect, and the chain’s hardcore fans really do love going to Trader Joe’s and buying their products. Consider that in May, Trader Joe’s once again came out on top after Market Force Information asked 6,200 consumers to name their overall favorite grocery store.\r\n\r\nThe research firm noted in a release: “With its quirky branding, unique private label products such as Speculoos Cookie Butter and Green Tea Mints, and a constantly rotating array of merchandise, Trader Joe’s has amassed a loyal following of shoppers looking for an unconventional grocery shopping experience with a neighborhood feel. The national chain is regularly recognized for delivering a level of service and customer satisfaction that exceeds expectations.”\r\n\r\nLikewise, Amazon’s Kindle is a private label brand beloved by millions of digital bibliophiles. These on-the-go readers will never forget that first experience of, say, getting stuck with a lengthy flight delay but then, within seconds, downloading a juicy book to help them while away the hours at the airport (and it would be much easier to read, if only CNN wasn’t blaring over the TVs). Building on this initial masterstroke of innovation, Amazon has retained these customers’ loyalty by continually upgrading Kindle technology and, much to the chagrin of Amazon’s rivals, doing everything it can to corner the market on digital books.\r\n\r\nAnother example of an emotive private label brand is Duane Reade’s deLish, which scored a hit by speaking to New Yorkers in their own language (“delish” is a legitimate adjective among native New Yorkers of all stripes) and offering convenient, sophisticated food options.\r\n\r\nWith this spectrum in mind, here are few big-picture approaches that can move private label brands toward the emotional end.\r\n\r\nEmbrace your  hometown and bring it to life on pack.\r\n\r\nHave you ever heard of a hyper-local restaurant? That’s a trendy way of describing a restaurant that has its own garden — onsite. In today’s marketplace, consumers are in love with all things local. If your private label narrative includes a hometown-oriented origin story or founder, consider making it a part of the package as Duane Reade has done with Skyline, which features a UPC code in the shape of the city’s famous horizon. Most retailers are regional. Why shouldn’t they make a bigger regional play with their private label?\r\n\r\nHave fun.\r\n\r\nBranding is always serious business. But this doesn’t mean your private label brands have to be prim and proper. Bright colors are no longer sufficient to pop at shelf. The wry wit of a standup comedian? That is something people don’t expect on the product aisle. Done right, humor and lightness can be a differentiator.\r\n\r\n It’s OK to be bold and beautiful.\r\n\r\nDesign matters. Consider the simple white packaging at Waitrose. This is elegance in action. When you create a new brand, the results of your approach don’t have to be measured solely in terms of sales or market share; there is also the dimension of aesthetic success and the pursuit of broader goals such as customer loyalty and long-term brand building. (Remember, too, that good design doesn’t have to be expensive. Even chains with small budgets can leverage design and shopper insights to create love affairs with their customers.) How invested are you in making sure the brand is forward-looking and relevant? Are you taking any risks? How do you want the brand to make people feel?\r\n\r\nIndeed, many retailers would do well to think more about the role of emotion and personality. Find out not just how much money your core customers want to spend, but also learn what kind of statements they want to make about themselves. Study what makes them laugh or causes them to roll their eyes. If something about the product is awkward or embarrassing — maybe it’s in the hygiene or cleaning category — would trying to hide this aspect of the product really work? Or, would it be better to “keep it real” by taking the unconventional route in a way that causes your consumers to smile or even laugh?\r\n\r\nCan every private label brand move up the spectrum? No doubt. There is clearly a huge amount of room for private brands to bolster their emotional appeal. If you ignore the emotional side of the spectrum by sticking with a functional approach, how can you take your brand to the next level?\r\n\r\nRead more: www.brandpackaging.com/articles/84832-wheres-the-private-label-love', 'Where\'s the (Private Label) Love?', '', 'inherit', 'closed', 'closed', '', '1982-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1982, 'http://cbx.cappendev.com/1982-revision-v1', 0, 'revision', '', 0), (3156, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'For a pair of American brands that recently underwent similarly massive rebrands – Big Heart Pet Brands (formerly of the Del Monte empire) and Jazzercise – heritage was found in the companies’ histories, but also in their values and objectives for the future of their business. American brand agency CBX worked on both rebrands.\r\nBig Heart Pet Brands is, essentially, a new brand. It’s logo and brand system are new. It’s positioning is new. Yet, it is also the only remaining vestige of FMCG giant Del Monte’s business after a sell-off of its human food brands. The company found that its remaining pet-focused holdings were not best served by the Del Monte brand, despite the brand affinity among consumers for the parent company and its own 129-year history.\r\n\r\nSatoru Wakeshima, general manager at CBX, says this was a compelling position as the company was now all about pets. That was a proposition that made sense to its consumers, internal audience and investors alike. “While Del Monte Foods owned strong, well-known leadership brands in this space, such as Milk-Bone – and they very well could have gone the route of calling it the Milk-Bone Pet Company – there was a much bigger opportunity. When you’re creating a brand, you’re telling a story. And our story was more than just about the products this company sells, it was about a mission, a purpose: nurturing the bond between pets and the people who love them, making every day special.”\r\n\r\nWakeshima adds, “Big Heart Pet Brands would be a completely different company than Del Monte Foods and that transformation happened literally, overnight.” Despite throwing off the Del Monte mantle, though, Big Heart Pet Brands focused on its objective – love for one’s pets and the emotions within that relationship. From that standpoint, the brand was able to establish a new heritage in pet care by harnessing the company’s culture, the equity in its renowned brands and a new photographic and visual style. Wakeshima says, “Unless heritage has relevancy, it’s merely that: your past. Brand equity is what you own in the minds of people and there’s tangible, visual equity and there’s the intangible, emotional equity that’s associated with a brand.”\r\n\r\nJazzercise also saw heritage as both a boon and a burden. The high-intensity exercise brand had become inextricably tied to the 1980s, and all the visual clichés inherent in that decade. In rebranding, it had to acknowledge the household brand’s heritage, but also address its relevance to the modern woman.\r\n\r\n“A rebrand allows any business to take a step back and evaluate its past, present and future place in the market and wider world. Ultimately, it’s a moment to identify its raison d’être”\r\nCreative director at CBX, Alison Koller, says Jazzercise chose a frank, straightforward tone of voice that recognised and dispelled the associations the brand had with the past. But it also remained true to its core proposition of offering fun, intense workouts infused with choreography and dance music. Koller says, “We looked at all of the historical materials from Jazzercise, and understood that the name was the one clear piece of equity for the brand. The visual elements, however, needed a complete transformation... Innovation can come in the form of a new product or service. In the case of Jazzercise, the simple extension of the brand into greater strength and higher intensity toning (still based in dance) was a straightforward innovation.”\r\n\r\nSee full story in Transform Magazine.', 'Who Am I?: Heritage and Rebranding', '', 'inherit', 'closed', 'closed', '', '2125-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2125, 'http://cbx.cappendev.com/2125-revision-v1', 0, 'revision', '', 0), (3157, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'The challenges of merchandising in the ethnic foods aisle\r\nThe other day I was in the “ethnic” aisle at our local grocery store picking up some items I needed for a few home-cooked meals. As I strolled past the likes of Mission brand tortillas, Ortega salsa, Kikkoman soy sauce and Goya black beans, the experience at the shelf was unremarkable — that is, until I noticed the Taco Bell-branded taco shells. I had seen them before, butthis time, for some reason, I paused. I was in the ethnic aisle. And there was Taco Bell. In the ethnic aisle. Taco Bell. Ethnic? I found myself contemplating the whole Venn diagram of ethnicity and branding in U.S. retail today — and the way our thinking around these issues can create unnecessary redundancy and confusion.\r\n\r\nFor starters, this is America. Aren’t we all ethnic? The globalization of cuisine doesn’t just affect major metro areas. This is a national trend. After all, you’re just as likely to find Chipotle in Murfreesboro, Tenn., as in Los Angeles, New York or Chicago. Meanwhile, Chinese and Japanese restaurants are in small-town strip malls across the country. In the U.S., believe it or not, salsa outsells ketchup, and tortillas outsell white bread. Did I not just hear a sriracha reference in “Pitch Perfect 2?”\r\n\r\nWhat makes tacos ethnic and spaghetti not ethnic? In a Whole Foods in New York City, seaweed snacks were recently moved from the ethnic aisle to the snack aisle. If seaweed can live next to granola bars, can’t soy sauce live next to hot sauce? This is an issue for retailers, who are creating redundancies around the store. There’s so much pressure on making every square foot count, and yet ethnic aisles include items such as beans, soda, rice, oils and spices. Why double-merchandise? Meat, dairy and produce are grouped, and consumers seem to understand the rationale just fine. Although they come from various climates and geographies around the world, I don’t find it confusing or inconvenient that bananas, corn, mangoes, avocados and apples can all be found in the same area.\r\n\r\nGreater exposure — bringing more shoppers and families into the mix, regardless of ethnic identity, and exposing them to additional tastes and foods — is the missed opportunity here for brands. In a word, that means missed sales. In my local Shoprite, you can only find sriracha in the ethnic aisle, and yet sriracha is trending. Its sales have skyrocketed in recent years. There’s no doubt that families staying in center store and looking for hot sauce options should see these “ethnic” options as well. Food is universal. It’s a win for brands and retailers.\r\n\r\nWhy would Goya not want to compete with all of the other major brands? Couldn’t Goya win on authenticity and flavor with many audiences outside of its target consumers? Wouldn’t the same be true for other brands stuck in the ethnic aisle? Won’t more exposure lead to more interest, more recipes and more sales? It makes me think of the Apple brand. Apple used to be an exclusive club, meant for creatives and other cool tech folks who wanted to think differently. Well, Apple did a great job of saturating that market and decided that in order to grow, it needed to expand its customer base and appeal to a wider audience. Apple’s ads, messaging and product design went from edgy to functional. The brand transformed itself from an exclusive club into everyone’s favorite Mother’s Day gift. Huge financial growth ensued.\r\n\r\nAlong the same lines, salsa, sriracha and soy sauce should be allowed to rub elbows with the rest of the condiments we all hold dear. Enough with the ethnic-aisle redundancies. Let taco shells and tortillas go head-to-head with bread. Let rice be with rice, olives with olives, spices with spices, and beans with beans.\r\n\r\nOriginally published in SmartBlog Food & Bev.', 'Who Moved My Seaweed?', '', 'inherit', 'closed', 'closed', '', '2119-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2119, 'http://cbx.cappendev.com/2119-revision-v1', 0, 'revision', '', 0), (3158, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'James Sundstad, VP Branded Environments is speaking at Globalshop 2016.\r\nWednesday, March 23 @ 10:30am\r\nRoom: Islander G\r\n\r\nHave you read any retail trend forecasts lately? Let’s face it: many so called “trends” are just the cost of doing business (mobile payments, customization, small-format anybody?). Yes, technology will be a part of retailing this year, just as it was in 2013 or for that matter, 2010. 2016 will most certainly see a continued evolution of what retail is and what it does. For this forecast, James Sundstad will concentrate on physical retail, since he believes that this is where the innovation will—and indeed, must—occur. E-tailers and hybrid-tailers will continue to make transactions easier and safer while adding algorithms that suggest products and services tailored to the individual. Online purchasing will become more intuitive and smarter, connecting you with various electronic devices, apps and, soon, even your refrigerator and closet. Because of this, retail designers will focus on humanizing the in-store experience. The goal is to give consumers a reason to get out of their pajamas and walk into a store. In this session, Sundstad will uncover those not-so-obvious trends that will make a difference in retail of the future.\r\n\r\nLearning Objectives:\r\n\r\n1. Learn what categories are innovating at retail\r\n2. Learn how to keep consumers at the center\r\n3. Understand how Design and Business converge to cause future trends\r\n4. Leave with real-world examples of trends that are taking shape\r\n\r\n \r\n\r\nSee more Globalshop information here.', 'Why Algorithms Can\'t Dance: 5 Retail Trends You Haven\'t Already Heard', '', 'inherit', 'closed', 'closed', '', '2162-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2162, 'http://cbx.cappendev.com/2162-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3159, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'Food companies are launching campaigns for products they call crazy. Instead of grossing out consumers, it\'s creating a nation of \'loco-vores.\'\nAt a certain point, we mature past eating food on a dare. If someone describes something by using the phrase, \"That\'s crazy,\" you generally wouldn\'t put it in your mouth. But some food companies are making money hand over fist on products that they freely admit you have to be kind of nuts to eat. Why does this work?\n\nFirst, let\'s take a look at the masters. Yum Brands (YUM), which owns KFC, Taco Bell, and Pizza Hut, has nailed this formula. On April 3 the company introduced its \"Crazy Cheesy Crust\" Pizza, which it deemed \"an explosion.\" In Pizza Hut\'s own language from the press release:\n\n\"The mere name of the pizza is quite fitting. It\'s Crazy -- featuring 16 dough pockets at its outer edge -- Cheesy -- each pocket is filled with a blend of five Italian cheeses -- and Crust(y) -- the element of a pizza that Pizza Hut has a rich tradition of revolutionizing all around the world.\"\n\nYum, it would seem, is bilingual in \"Crazy.\" During its fourth-quarter earnings call on February 5, President Richard Carucci trumpeted the success of its \"Doritos Locos Tacos,\" -- essentially a meat, cheese, and salt bomb wrapped in a taco shell made from a Doritos chip. Yuck, right? Wrong. Genius.\n\n\"During 2012, Taco Bell sold 325 million Doritos Locos Tacos,\" Carucci said. \"That\'s more tacos than there are people in the United States and makes it one of the most successful product launches in [quick service restaurant] history.\n\nCompanies besides Yum have gone the crazy route. Four Loko was wildly popular before the FDA deemed it dangerous, banning the caffeinated sugar booze in 2010. Kellogg\'s (K) Pop-Tarts breathed life into the brand with their \"Crazy Good\" campaign, which launched back in 2004 and is still  going today. Kellogg\'s maintains its marketing strategy -- in which \"crazy\" is a positive modifier -- by various means including sponsoring concerts by the likeable, saccharine Carly Rae Jepsen\n\nThe word \"crazy\" works particularly well for food because it hones in on the current zeitgeist. \"I think \'crazy\' is definitely skewing towards millennials and even younger,\" says Andrew Pierce, U.S. President of brand consultancy firm Prophet. \"If you do a Google Image search for the word \'crazy\' (please turn your safe search filter ON) all you see is Homer Simpson, cats, and cartoon characters.\" These are things young people like.\n\nThus, \"crazy\" food can mean fun, creative food, which lines up with our evolving national taste. \"What\'s happening is that the American palate has moved from boring to bold,\" says Nancy Brown, a partner at branding firm CBX.  About six years ago, she says, marketers went after teen males by calling products \"extreme.\"\n\n\"I think \'crazy\' is what \'extreme\' was because \'extreme\' has kind of run its course,\" Brown says. And trends do. Companies should beware, says Pierce, because just as \"OMG\" is now old news in the youth lexicon, \"crazy\" too, shall pass.\n\nThese promotions tend to take that factor into account. Doritos Locos and the new \"crazy\" crust pizza are billed as limited-time-only engagements. These are flash-in-the-pan hot items that companies can yank from the shelves before the branding strength of \"crazy\" runs out.\n\nWorst-case scenario, these promotions create buzz for the brand in the fiercely competitive quick-service restaurant category, which always runs the risk of becoming mundane. If, like Taco Bell, you hit gold, the sales boost is just Dorito-encrusted icing.\n\nSo \"crazy\" works on two kinds of consumers, suggests Pradeep Chintagunta, a marketing professor and consumer behavior expert from the University of Chicago\'s Booth School of Business. One is the heavy junk food consumer, generally young and male, who is looking for new ways to spice up his favorite foods. Convincing him a product is \"crazy\" can get him in the store or at least generate buzz.\n\nBut the second target group for \"crazy\" food marketing reflects an interesting trend in our national food psyche. That is, people tend to perceive their eating habits as a kind of balance, says Chintagunta. And many consumers are waking up to the country\'s issue with obesity-related heart disease and diabetes. They really are working hard to eat healthier. So when they want to splurge, they don\'t just want a Snickers bar, they want something so crazy that it balances out the rigidity of the rest of their diet.\n\n\"People like to balance virtue and vice,\" says Chintagunta.  \"They\'ll say, \'During the week, I was a good person. I ate my lettuce, I ate my salad. Now it\'s the weekend, and I want to cut loose a little bit. If I try something, I want to try something a little bit crazy.\'\"\n\nLucky for them, there\'s a cheese-pocket filled pizza with their name on it. Problem solved.\n\n \n\nhttp://management.fortune.cnn.com/2013/04/08/crazy-cheesy-crust-pizza/', 'Why pizza, tacos, and Pop-Tarts have gone \'crazy\'', '', 'inherit', 'closed', 'closed', '', '1906-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1906, 'http://cbx.cappendev.com/1906-revision-v1', 0, 'revision', '', 0), (3160, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'If you’ve walked by the area of 37th and 6th and wondered who will be coming moving into the empty real estate, we have an answer for you.\r\nOscar Fittipaldi, an immigrant and Argentian-American, is the new franchise operator who will soon be running a Chick-fil-A out of Herald Square beginning in October.\r\n\r\nSome chicken lovers are rejoicing out there, but others are perhaps feeling a bit torn on this one — particularly members of the gay and lesbian community.  That’s because Chick-fil-A’s President and CEO said he’s against same-sex marriage  and he didn’t only voice his opinions once, but numerous times.\r\n\r\nBut will New Yorkers tweeting and bashing the company’s stance truly stand by their calls to boycott one of America’s favorite fast food chains? Or give in to their love of the food instead? We took that question to Dustin Longstreth, branding strategist with CBX in New York City.\r\n\r\n“I think New York City respects authenticity and the commitment of conviction above all, but at the end of the day the thing that unites New Yorkers is not a liberal agenda or a political opinion, but rather the love of good food,” said Longstreth.\r\n\r\nLongstreth believes there’s no question Chick-fil-A knew exactly what they were doing when they rolled out with this new ad spot to create a new and different tone from perhaps previous preconceptions surrounding the company and its CEO.\r\n\r\nThe company turned the tables and made the story more about Fittipaldi’s background.  That, according to Longstreth was a smart move, but will it work?\r\n\r\n“New York is a city that thrives off of tension.  Chick-fil-A will bring that tension and New York City also thrives off of great food, so they better bring some good chicken,” said Longstreth.\r\n\r\nIn a statement to PIX11, Chick-fil-A said:\r\n“Chick-fil-A believes that success in a community is tied directly to the caliber of the individual franchised Operator who runs the local Chick-fil-A restaurant. Oscar has not only an incredible background in leadership and hospitality, but he also has an entrepreneurial spirit. He has been running the Chick-fil-A restaurant at Aramingo in Philadelphia since it opened more than five years ago, bringing together a diverse community in an urban location. His experience in Philadelphia – combined with his energetic personality – makes him the right person to open the first restaurant in New York City.\r\n\r\nPIX11 also asked Chick-fil-A if they are concerned about a potential boycott in New York City or even protesters, to which the company said it “is not concerned and hopes to sincerely and genuinely welcome everyone from the community.”\r\n\r\nOriginally aired on PIX11 News.\r\n
    ', 'Will Chick-Fil-A Retain its Anti-LGBTQ Stance for its Move to NYC?', '', 'inherit', 'closed', 'closed', '', '2124-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2124, 'http://cbx.cappendev.com/2124-revision-v1', 0, 'revision', '', 0), (3161, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'How names can make or break government programs\r\nFinancial experts are quickly evaluating President Obama’s newly proposed “myRA” savings program , determining whether or not it will be a boon to the millions of Americans who haven’t adequately funded their retirements.\r\nBut marketing and branding professionals are weighing in on an altogether different aspect. Forget what the program can accomplish from a dollars-and-cents perspective, many say; the real problem is that the name itself may not add up.\r\nThe issues are varied. Sure, the name is supposed to be read as “My RA,” but because it’s a play on the popular IRA program, there’s a temptation to read it as “My IRA.” President Obama himself made this slip when he spoke of the program during Wednesday night’s State of the Union address.\r\nAs “a general rule of thumb, if a gifted orator like President Obama struggles to pronounce it, you may want to look into other naming options,” says John Paolini, a partner with Sullivan, a New York-based branding and marketing firm.\r\nPlus, on paper, the name looks like a woman’s name — Myra (a name shared by such figures as the famed British classical pianist Myra Hess and the title character in Gore Vidal’s novel-turned-film Myra Breckinridge). And to make matters more confusing, the abbreviation RA already has competing meanings in the American vernacular: For instance, it denotes both a dormitory’s residential assistant and the painful disease rheumatoid arthritis. Consider: If you go to TrackMyRA.com , you won’t be gathering information about rates of return. Instead, you’ll be learning about a medical smartphone app “developed specifically with RA patients in mind.”\r\nThat website alone makes Marlin Collingwood, president of the Boston-based communications firm CHT Group, question the branding savvy of the president’s team. “I have to wonder how much research and testing — if any — they did on the name,” Collingwood said.\r\nThe White House did not immediately respond for comment about the “myRA” name.\r\nIt’s not as if the names of government programs or bills don’t matter, marketing experts say. True, many names are fairly innocuous or hard to understand on face value — the name 401(k) actually derives from a subsection of the Internal Revenue Service code — but they still somehow become embraced by the public, often simply as a function of being heard again and again. But other names don’t catch on, so they become what amounts to a missed marketing opportunity. (Yes, bills and government programs must be “marketed,” political pros note.)\r\nEven worse, a name that isn’t quite right invites ridicule: That was the case with the Patient Protection and Affordable Care Act (also known as Obamacare), argues Julie Doughty, a director of verbal identity for CBX, a New York-based branding agency. “If you choose a name that is awkward, long or difficult to remember, then you run the risk that someone else will give you a nickname that sticks — and take the conversation in a direction you didn’t intend,” she says.\r\nConversely, a cleverly crafted name can help a bill or program succeed — in spite of the fact that legislators or the public might not be all that supportive of it. The classic case that’s cited? The USA Patriot Act of 2001. To be against it was to seemingly imply that one wasn\'t “patriotic,” a 2010 Northwestern University report noted. The naming was “an act of public relations genius,” government relations expert Peter Peyser wrote in the report.\r\n\r\nRead more: www.marketwatch.com/story/will-unwieldy-name-doom-obamas-myra-plan-2014-01-29?link=MW_latest_news', 'Will unwieldy name doom Obama’s myRA plan?', '', 'inherit', 'closed', 'closed', '', '1965-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1965, 'http://cbx.cappendev.com/1965-revision-v1', 0, 'revision', '', 0), (3162, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'PLBuyer presented awards to the winners of its Design Excellence Awards contest this morning at PLMA’s 2012 Private Label Trade Show.\r\nBusy PLMA patrons started to crowd around the PL Buyer booth as 11 a.m. loomed near today. Taking a break from walking the show floor attendees snapped photos of the winning products, which are displayed in cases at the PLBuyer booth. As the presentation of the awards began, passersby stopped to learn who was among the winners selected from more than 100 submissions.\r\n\r\nEditor Chris Freeman did the honors this time around, announcing the winners from the contest now in its second year. Winners chosen for 16 categories, with two products earning Best In Show honors from the panel of judges. Judge Christopher Durham of My Private Brand was present this morning to see awards he helped choose among three other judges, Lindsey Hurr of Immotion Studios, Todd Maute of CBX, and Dennis Whalen of Michael Osborne Design, be presented.\r\n\r\nBLDG No. 4 Marketing was the first to receive an award. We spoke with Greg Crombie of BLDG No. 4 Marketing after the ceremony to learn more about Rexall Gripe Water, which won an award for the Baby Care category. This staple product for young mothers with newborns features a colorful dinosaur character and cures minor upsets stomachs.\r\n\r\nCrombie said Rexall came to them looking for an innovative package design. The character they created helps this product stand out on shelves, highlighting the product apart from both national brands and private labels. Since the introduction, “sales have quadrupled,” Crombie said, proving that innovative design can quickly helps a store brand get noticed on shelves.\r\n\r\nDanielle Kidney from P&W Design Consultants was on hand to accept not one, but two awards: Italian sodas for Fresh & Easy and Spanish Orange Juice for Tesco UK.\r\n\r\n“We are so excited to win two awards for both our clients Tesco and Fresh and Easy,” Kidney said. “Designing the Italian sodas for the impulse category was a lot of fun, as we are always allowed tons of creative freedom. We are so pleased to be recognized for this design, which we are so proud of and has been well received.\r\n\r\n“The Spanish orange juice design delivers a highly creative solution to a very competitive category. It truly delivers both humor and shelf standout. We look forward to entering more projects next year.”\r\n\r\nStop by the PL Buyer booth 600-701 to see all of the winners on display and find out how to enter your product in 2013.\r\n\r\nHere are the winners of the 2012 Design Excellence Awards contest:\r\n\r\nBEST IN SHOW\r\nMetolius India Pale Ale. Company: Winery Exchange. Retailer: Supervalu.\r\nPresident’s Choice Black Label Pasta. Company: Loblaw Companies Ltd. Retailer: Loblaws.\r\n\r\n BABY CARE\r\nGripe Water. Company: BLDG No. 4 Marketing. Retailer: Rexall\r\n\r\nBEAUTY AND COSMETICS\r\nV Moroccan oil. Company: Navarro Discount Pharmacy’s Vida Mia. Retailer: Various retailers and wholesalers.\r\n\r\nBEVERAGES-PREMIUM\r\nItalian sodas. Company: P&W Design Consultants. Retailer: Fresh & Easy.\r\n\r\nBEVERAGES-NBE\r\nSpanish Orange Juice. Company: P&W Design Consultants. Retailer: Tesco UK\r\n\r\nETHNIC\r\nFull Circle Udon and Noodle Bowls. Company: Topco Associates LLC. Retailer: Topco.\r\n\r\nFROZEN-PREMIUM\r\nWestern Family Classics Limited Edition Ice Cream. Company: RKW Communications Inc. Retailer: Overwaitea Food Group\r\n\r\nFROZEN-NBE\r\nFull Circle Organic Frozen Fruit Medleys. Company: Topco Associates LLC. Retailer: Topco\r\n\r\nHEALTH AND PERSONAL CARE\r\nBody Washes and Lotions. Company: Pharmaca Integrative Pharmacy. Retailer: Pharmaca.\r\n\r\n HOUSEHOLD GOODS AND SUPPLIES\r\nBlue Hawk. Company name: united* dsn llc. Retailer: Lowe’s.\r\n\r\n ON-SHELF PREMIUM\r\nPresident’s Choice Black Label Pasta. Company: Loblaw Companies Ltd. Retailer: Loblaws.\r\n\r\nON-SHELF NBE\r\nOrganic Quinoa. Company: Pedon S.P.A. Retailer: Norgesgruppen.\r\n\r\n ORGANIC\r\nThe Fresh Market Organic Rice And Quinoa. Company: The Fresh Market. Retailer: The Fresh Market.\r\n\r\n OTC MEDICATIONS\r\nMedications. Company: Fred’s. Retailer: Fred’s.\r\n\r\nPAPER PRODUCTS\r\nKirkland Signature Parchment Paper. Company: Costco Wholesale. Retailer: Costco.\r\n\r\nPET FOOD/CARE/SUPPLIES\r\nPresident’s Choice Nutrition First Pet Food. Company: Loblaw Companies Ltd. Retailer: Loblaws.\r\n\r\nREFRIGERATED\r\n365 Everyday Value Greek Yogurt. Company: Whole Foods Market. Retailer: Whole Foods Market.\r\n\r\n
    \r\nhttp://www.privatelabelbuyer.com/articles/print/86984-winners-accept-design-excellence-awards', 'Winners Accept Design Excellence Awards', '', 'inherit', 'closed', 'closed', '', '1782-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1782, 'http://cbx.cappendev.com/1782-revision-v1', 0, 'revision', '', 0), (3163, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '

    JERSEY CITY, N.J. -- Eight convenience stores from around the nation are being recognized for outstanding store design and innovation in this year\'s Convenience Store News Store Design Contest.\r\nThe highly coveted Best Original Design award this year goes to Hi Road, a unique Clarksville, Tenn., convenience store owned by Beach Oil Co. and based on a design collaboration with Paragon Solutions Inc.\r\n\r\nOther noteworthy winners include Sky\'s the Limit Remodel winner, Aloha Island Mart in Honolulu, Hawaii; Best Mid-Budget Remodel winner, Quik Mart in Columbia, Tenn.; and Best Interior Design winner, NOCO Express in Cheektowaga, N.Y.\r\n\r\nBelow is the full slate of winners:\r\n\r\nBest Original Store Design\r\nHi Road, Clarksville, Tenn. \r\nOwner: Beach Oil Co. \r\nDesigner: Paragon Solutions Inc.\r\n\r\nBest Original Store Design, Honorable Mention \r\nKelly Express Mart, Albion, Mich. \r\nOwner: Kelly Fuels\r\nDesigner: D|Fab\r\n\r\nBest Interior Design\r\nNOCO Express, Cheektowaga, N.Y. \r\nOwner: NOCO Energy Corp.\r\n\r\nBest Interior Design, Honorable Mention \r\nThe Purple Cow Convenience Store, Gautier, Miss. \r\nOwner: Slidell Oil Co. \r\nDesigner: Paragon Solutions Inc.\r\n\r\nBest Interior Design, Honorable Mention \r\nHutch\'s C-Store, Elk City, Okla. \r\nOwner: Hutchinson Oil Co. \r\nDesigner: Paragon Solutions Inc.\r\n\r\nSky\'s the Limit Remodel\r\nAloha Island Mart Kahala, Honolulu, Hawaii \r\nOwner: Aloha Petroleum Ltd. \r\nDesigner: CBX\r\n\r\nSky\'s the Limit Remodel, Honorable Mention \r\nOn the Run, St. Peters, Mo. \r\nOwner: Wallis Cos. \r\nDesigner: Paragon Solutions Inc.\r\n\r\nBest Mid-Budget Remodel\r\nQuik Mart, Columbia, Tenn. \r\nOwner: South Tennessee Oil Co. Inc. \r\nDesigner: Conceptual Design Group\r\n\r\nWatch for photos and profiles of the winners in the September issue of Convenience Store News, along with interactive slideshows on CSNews.com.\r\n\r\nhttp://www.csnews.com/top-story-business_focus-winners_announced_in_2012_csnews_store_design_contest-61713.html', 'Winners Announced in 2012 CSNews Store Design Contest', '', 'inherit', 'closed', 'closed', '', '1662-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1662, 'http://cbx.cappendev.com/1662-revision-v1', 0, 'revision', '', 0), (3164, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'National drug chains are working hard to drive more sales in the beauty care category.\r\nThe merged Walgreens Boots Alliance Inc., for starters, is revamping its stores with a swankier cosmetics offering centered on the Boots No7 skin care line, which already drives traffic across Europe. For its part, Rite Aid Corp. is rolling out its Receutics Active Skin Repair, a new line of over-the-counter, dermatologically tested skin care products. And of course, CVS/pharmacy continues to reap the benefits of its popular Nuance Salma Hayek line.\r\n\r\nThis emphasis on beauty is no accident. Clearly, drug stores need to leverage their proximity to consumers and drive more traffic to the store. Instead of emphasizing food offerings, like many drug stores are doing, there’s an opportunity to focus on a higher-margin offering, such as cosmetics.\r\n\r\nSo, how can retailers elevate their game in the high-margin beauty aisle and make it a destination? One approach would be to truly own the category.\r\n\r\nA few years ago, for example, when consumers needed pet food, most of them just went to the grocery store. Today, national pet retailers own the pet food category. These chains smartly created strong narratives that positioned themselves as the real experts on pet food — places where you could talk to an expert to get the low-down on the healthiest and highest-quality selections for your particular pet, and where there would be a diverse offering of brands. (It also didn’t hurt that, like drug stores, pet retailers saturated the marketplace and are now on every corner.)\r\n

    Likewise, national chain drug stores could position themselves as category killers that steal customers from department stores and other beauty mainstays.

    \r\n

    To accomplish this, however, they must redesign their approach to beauty marketing, branding, merchandising, service and even store design to give the area a more fashion-forward feel. Even women of limited means are often willing to drive to Macy’s, Nordstrom, Sephora or Saks to splurge on cosmetics. What they’re after is the experience of being catered to in a sumptuous, high-service environment. Drug stores need to offer something similar if they hope to compete in this category.

    \r\n

    Offering a strong private label brand approach in beauty is a good first step. To truly capture loyalty, however, drug chains need to ramp up the general impression of service as well. That could mean bringing in a cosmetologist for occasional product demonstrations, “makeover days,” classes or other events, or pointing to the fact that pharmacy personnel can answer questions about how certain products — or even supplements and food — can affect sensitive skin.

    \r\n

    Marketing and branding should reinforce this expert angle. The chain’s social media presence, for instance, could include a cosmetologist blogger whose posts are more about answering legitimate consumer questions than pitching products. Use this opportunity to be proactive — don’t wait for consumers to come to your website. Your experts need to be out there, not just on YouTube and Twitter, but also on major venues like “Good Morning America” and CNN as well.

    \r\n

    In addition to reputation-building efforts of this kind, chains could focus harder on elevating the customer experience in the beauty aisle.

    \r\n

    At many drug stores today, the beauty aisles look much the same as those in which consumers might buy such mundane items as school supplies. But what if, upon reaching the beauty area, women were to discover a visual feast of colorful and neatly arranged cosmetics along the lines of Sephora? What if the beauty aisles at chain drug stores were packed with unique and differentiated brands arrayed for maximum visual appeal?

    \r\n

    The approach could be integrated and omnichannel — right down to automated replacements of mascara or other items populated as favorites via an iPhone app. Customers get a text telling them that their replacement item is ready for pickup, along with a coupon or two.

    \r\n

    Walgreens, for one, is collaborating with a new “social competition” app called Challenged to “bring summer beauty tips to life.” Along the lines of the Ice Bucket Challenge, Walgreens is challenging users to submit 12-second video clips using either CIRCA Beauty or Nonie Creme Colour Prevail, both of which are Walgreens private label products. Beauty expert Lauria Locsmondy of the Walgreens Social and Content creative team will judge the top-three “viewed” Beauty Challenge videos. This is savvy positioning.

    \r\n

    With its emphasis on health, Rite Aid’s Receutics line also appears to be on trend. According to the company, both research and feedback from pharmacists indicated that Rite Aid’s customers wanted dermatologist-strength solutions to common skin care issues. The pitch here is that Receutics aren’t just clinically proven to be effective — they’re also affordable. The products, which range in price from $9.99 to $49.99, fall into one of four categories: acne clearing, therapeutic relief, sun care and antiaging.

    \r\n

    Notice that, with Receutics, Rite Aid has much more than an opportunity to boost sales: The customer encounter with Receutics — whether we’re talking about in-store, online or anything in between — is a meaningful impression in and of itself, with broad potential to bolster the overall Rite Aid brand.

    \r\n

    All in all, the focus on higher-margin beauty items is a solid strategy and, given that the U.S. beauty industry alone is worth $12 billion, there is a lot of room for robust growth. Having done the work on the product front, the next step is to kick execution into a higher gear. Before you know it, most women will be skipping those trips to the mall — and picking up their cosmetics at neighborhood drug stores.

    \r\nOriginally published in Chain Drug Review.\r\n\r\nPhoto courtesy of entdigest.com', 'With Elevated Offerings, Drug Chains Can Own Beauty', '', 'inherit', 'closed', 'closed', '', '2128-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2128, 'http://cbx.cappendev.com/2128-revision-v1', 0, 'revision', '', 0), (3165, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '

    \"\"\r\nIn January, Rick Barrack asked you what logo most needed an overhaul. The answer? Sherwin-Williams. Here\'s his stab at a quick refresh.\r\n\r\n\"No, but seriously guys? Tell us how you REALLY feel!\" That was my first thought as I read the, how shall we say, rather assertively worded answers, comments, and tweets in response to the list of logos FastCoDesign posted as contenders in its \"Overdue for a Redesign\" competition. The responses were outstandingly entertaining, including:\r\n\r\nAbout Verizon:\r\n\r\nPlease put Verizon on the list. It\'s a hideous eyesore.\r\nAbsolutely, without a question, Verizon. A crime against design.\r\n\r\nAbout Hallmark:\r\n\r\nHALLMARK! That scripty font makes me nauseous.\r\n\r\nAbout Kmart:\r\n\r\nKmart can just be renamed zombieland.\r\n\r\nMuch to our surprise, while this blog suggested dozens of logos that suffered from a variety of ailments, the nearly unanimous choice for a \"Design-Me-Up\" makeover was the venerable, 150-year-old Sherwin-Williams Company of Cleveland, Ohio. First Lebron James, and now this. Tough year in Cleveland. Here\'s what people had to say:\r\n\r\nSherwin-Williams!! It looks like they\'re PRO-pollution of the environment as long as it\'s done with their paint.\r\n\r\nLet\'s go with Sherwin-Williams. As a design-related product there is no excuse.\r\n\r\nI gotta go with Sherwin Williams. Cover the earth...in paint?!? That\'s healthy.\r\n\r\nSherwin-Williams. In an age of oil spills, coating the earth with goop is a pretty ominous brand.\r\n\r\nThe Sherwin-Williams logo definitely needs an overhaul?cover the earth tag needs a re-fresh too!\r\n\r\nSherwin Williams\' is absolutely awful.\r\n\r\nRedesign the Sherwin-WIlliams logo. It\'s so dated!\r\n\r\nAsk for a redesign and you shall receive. So we got busy developing platforms, creating concepts, and identifying areas of opportunity to improve upon the current Sherwin-Williams logo.\r\n\r\nFirst, we isolated what we felt were the four key elements that make up the existing logo:\r\n\r\n- The \"SWP\" initials\r\n- The paint can\r\n- The pour/drip\r\n- Earth\r\n\r\n\"\"\r\n\r\nAnd how could we forget the ominous \"Cover the Earth\" tagline?\r\n\r\nThen we asked ourselves: Should we keep any, or all, of the current brand assets? Which ones should we evolve or revolutionize? What are the positives and negatives associated with each element?\r\n\r\nWe juxtaposed these assets on top of the company\'s mission statement?which appears right on their website\'s homepage?to see if there was an appreciable degree of harmony between the them.\r\n\r\nASK SHERWIN-WILLIAMS\r\nI would argue that the main axis around which Sherwin-Williams\'s business and positioning revolves around is customer service and expertise, or in other words, \"Come into one of our stores, ask one of our experts anything you want and they\'ll know what to do.\"\r\n\r\nIt\'s a very confident positioning, but one they can claim because:\r\n\r\na) They\'re relying on more than a hundred years worth of experience, an iconic status, and a pole position in the North American market.\r\n\r\nb) Sherwin-Williams paints are sold ONLY in Sherwin-Williams stores and nowhere else.\r\n\r\nThis means that if you walk into a Sherwin-Williams retail store, you can be absolutely certain that whoever you talk to will know everything there is to know about their products.\r\n\r\n\"No matter where you are in the world...\"\r\nEven though almost all of their nearly 4,000 retail stores are in the US, Sherwin-Williams products are readily available anywhere in the world (except, curiously, in most of Europe and all of Africa). This would also explain why arguably the most prominent feature of their logo is the Earth.\r\n\r\n\"[no matter]...what surfaces you\'re coating.\"\r\nThis speaks again to expertise, versatility, and a vast array of products.\r\n\r\nBasically, what they\'re saying is, \"No matter what you need to do that involves paint, Sherwin-Williams has something to help you achieve your goals.\" That would explain the can and the pouring paint elements of the logo.\r\n\r\n\"Sherwin-Williams provides innovative solutions to ensure your success.\"\r\nThis is standard corporate boilerplate, but this is also where the mission statement\'s connection with the identity completely falls apart, as you would NEVER associate \"innovative\" with the current, 150-year-old logo.\r\n\r\nAnd as many of you pointed out, the combination of the four key elements (initials, paint can, pour/drip and globe) strongly telegraphs negative connotations of heaviness, messiness, and pollution all wrapped in a hopeless and antiquated design. And the \"Cover the Earth\" tagline doesn\'t help matters one bit either.\r\n\r\nBut Sherwin-Williams is THE preeminent paint brand in America after all; far be it for us to suggest simply tossing out an iconic logo and starting from scratch. So what could we do to better reflect today\'s design sensibilities and make Sherwin-Williams more relevant to today\'s marketplace?\r\n\r\nTo arrive at our design, we listened to your feedback and explored a few different directions that emphasized a more inspirational and approachable perspective on paint while preserving the positive aspects of the current logo.\r\n\r\n\"\"\r\n\r\nExploration #1: SW Initials\r\nAn obvious starting point in evolving the current logo was to reinterpret the SWP initials as a signature written in paint.\r\n\r\nExploration #2: Paint Can\r\nWe then looked at the paint can. Since painting is, after all, is a creative exercise that ideally yields beautiful results, in this version we put a unique spin on the quintessential embodiment of beauty: a butterfly.\r\n\r\nExploration #3: Paint Drips\r\nThis direction substitutes the ecologically unsound toxic paint drips in the current logo with a more positive interpretation of the act of painting. The Jackson Pollock-like drips help reinforce the notion that painting is fun, liberating, and creative.\r\n\r\nExploration #4: Paint Swoosh\r\nSwoosh showcases \"the hand at work,\" and represents the personalization that is inherent in the act of painting.\r\n\r\nExploration #5A: The Earth\r\nThe visual of the Earth made up of paint chips speaks to the fact that Sherman-Williams products can be found around the world, as well as the empowerment that comes with having all these colors at your fingertips.\r\n\r\nExploration #5B: Paint Chips\r\nThe four previous explorations led us to the creation of two different visuals?one that shows the Earth made up of paint chips, and another in which paint chips emanate from the Earth\'s surface?that, when put together, resulted in our final logo design:\r\n\r\n\"\"\r\n\r\nWe believe that this new Sherwin Williams logo captures the positive aspects of painting?the freedom of expression, the sense of discovery and transformation, the personal and inspirational natures of painting, the act of creating, the lightness and brightness, and the empowerment of the painter?while removing, or at least de-emphasizing the messiness, imprecision, and anachronistic nature of the current logo.\r\n\r\n- We jettisoned the paint can (simply not innovative) and the dripping paint (messy, polluting, and downright scary/bloody!)\r\n- We kept the Earth to speak to comprehensive and expert service, but removed the allusion to continents to give it more contemporary, boundary-less, aspirational feeling.\r\n- We kept the longitudinal and latitudinal lines in a more abstract way, in turn creating a world made up of paint chips and making it a more relevant visual tie-in with how customers shop for paint. These white lines also lend a lightness to the overall look of the logo.\r\n- We added ?emanating\' paint chips to connote a sense of creative energy, empowerment, and excitement that comes with choosing a color and painting a room, as well as having the logo speak to the myriad possibilities that quality paint affords you.\r\n- By showing the spectrum of color, we are referencing customers\' palette options and their unique experience when choosing paint, bringing the paint experience back to the individual.\r\n\r\nWe also felt this new logo was a strong complement to the wonderfully artistic and dynamic ads the company has been running on television for the past several months?ads that have been very well received by consumers (just type in \"Sherwin Williams commercial\" on Twitter and see for yourself). The use of paint chips, the empowerment and freedom conveyed by the act of creation, the idea of creating your world?it\'s all present in these 60-second spots.\r\n\r\nLast but not least, we also threw in a new tagline, \"Color Your World.\" In this day of oil spills, global warming and pollution, that\'s a whole lot more positive, personal, and inspiring than \"Cover the Earth,\" donchya think?\r\n\r\nSo now that we\'ve lifted the drop cloth and unveiled our thoughts for a new logo, what do you think: Is it a \"stroke\" of genius, or should it be \"canned?\" And go gentle on us, boys and girls?it\'s always easier to give (criticism) than to receive!\r\n\r\n\r\nhttp://www.fastcodesign.com/1663585/you-asked-and-rick-answers-a-revamp-of-the-sherwin-williams-logo\r\n', 'You Asked, and Rick Answers: A Revamp Of the Sherwin-Williams Logo', '', 'inherit', 'closed', 'closed', '', '1554-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1554, 'http://cbx.cappendev.com/1554-revision-v1', 0, 'revision', '', 0), (3166, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '

    \"\"By Gregg Lipman:\r\nDear Johnson & Johnson,\r\n\r\nFor many years, I’ve depended on you to be there for my family and me. Your products are our staples: Your Band-Aids have helped mend scrapes; your Children’s Tylenol has brought fevers down; your baby shampoo has never caused a tear.\r\n\r\nI’ve been impressed with how you have consistently adhered to your company’s now-famous credo, crafted in 1943, that begins: “We believe that our first duty is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs, everything we do must be of high quality.” Your corporate actions and brands have always held the high ground.\r\n\r\nBut, J&J, I’ve been disappointed with the way you’ve handled the recalls of your products, as well as by some business dealings, in the past year. Little by little, your products disappeared from shelves—to be exact, there have been 22 product recalls, involving well over 300 million bottles of medicines, since September 2009—without so much as a peep out of you. (Most notably, OB Tampons went missing, only to return in April, more than six months later … without nary a statement as to why they’d been pulled in the first place.) I waited for explanations … silence.\r\n\r\nMeanwhile, I saw you in the news and at congressional hearings (like the one a few weeks ago in which you were fined $70 million for paying bribes to European doctors to use your devices.) Yikes. Needless to say, this behavior doesn’t reflect the J&J I know and love.\r\n\r\nThis silence has taken its toll. Lost revenue stemming from recalls and the lengthy closure of a plant in suburban Philadelphia reduced J&J’s 2010 sales by $900 million. In the fourth quarter, J&J posted a 12% profit decline and a 5.5% drop in sales.\r\n\r\nFortunately, it’s not too late for you to make things right. J&J has always been in the business of building and sustaining trust, and if you take your own medicine, this may just be a tiny blemish on your rock-solid reputation. To regain your footing , you just have to look at your own credo for guidance. I quote:\r\n\r\nWe must be good citizens.\r\nJohnson & Johnson has always been good about apologizing in a timely manner for mistakes. (When Tylenol turned up tainted in 1982, you jumped into action, even when the tragedy wasn’t your fault. Now THAT was good citizenship.) Now, unfortunately, you’ve already let more than enough time pass between the recalls and a public statement. It’s time to say “sorry” to regain the trust of your consumers.\r\n\r\nWorking conditions [must be] clean, orderly and safe.\r\nYour Fort Washington, Pennsylvania plant has been closed for almost a year. Now, there is talk that you will shut down your plant in Las Piedras, Puerto Rico. Once you fix the problems at your plants (or better yet, build state-of-the-art new ones), go one step further and show us what’s really going on behind the scenes by adopting a policy of complete openness. Install 24/7 webcams in your plants. Post updates via YouTube. Keep us informed through Twitter to demonstrate your commitment to making things better.\r\n\r\nResearch must be carried on, innovative programs developed and mistakes paid for.\r\nIn recent months, Advil has tried to bank on Tylenol’s misfortune by launching a campaign, “Say Yes to Advil,” which is essentially encouraging people to, “Say No to Tylenol.” Show your customers and competitors you haven’t thrown in the towel. By continuing to create innovative new products (as well as bringing back your existing ones), you will show the public that you cannot be impeded by this blip on the radar, and that you are, and always will be, living up to your promises.\r\n\r\nWe are responsible to our employees. We must respect their dignity and recognize their merit.\r\nIf you want your staff to live up to your company credo, then you have to respect their dignity and recognize their merit—even if that merit is warranted because they’ve called out imperfections within your own company. Stand by the people who are helping rebuild your company, stood by you in hard times, and even the ones who blew the whistle on you because they are ultimately helping you to live up to the high standards that you have set for yourself.\r\n\r\nIt’s never easy for a mother to discipline her child, and it pains me to have to adopt this tone with you, Johnson & Johnson. But tough love is sometimes required in tough times. By getting back to the words on which your company is built, I think you can find your way back.\r\n\r\nFull disclosure: In this article, the role of “Mom” was played by CBX’s managing partner, Gregg Lipman (an actual dad, who has spent enough time with his own mother and wife to dish out maternal wisdom—and who holds J&J in high enough regard to care).

    ', 'You Never Write, You Never Call: Some Advice from Mom to Johnson & Johnson', '', 'inherit', 'closed', 'closed', '', '1551-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1551, 'http://cbx.cappendev.com/1551-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3167, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'The future success of biopharmaceutical businesses will depend at least partly on their ability to create meaningful brand experiences from the start of a drug program. By “brand,” I don’t mean logos and taglines. I’m talking about meaningfully unique experiences that directly affect clinical and patient needs — specifically, to address the growing demand for self-administered injectable therapeutics.\r\nWhether you are a biosimilar developer trying to carve out differentiated value or a market leader looking at your patent protection in the rearview mirror, brand experience can improve your ability to capture market share effectively and deliver your life-enhancing molecule to the people who need it. After all, when a drug is subject to clinical parity among its competitors, its value comes from factors that increase the likelihood of each patient recipient’s administrating that therapy the right way, at the right time, every time.\r\n\r\nConsumer experience and patient adherence are growing concerns. Consider these factors: One-third of all new drug approvals are biologics. An aging population needs solutions designed for universal access. Payers continue to push for out-of-clinic solutions. Consumers continue to expect that no disease should crimp their lifestyles. The result is a need for end-user, design-driven solutions that allow people to do the things they need to do without compromising safety or efficacy.\r\n\r\nExtras Aren’t Extraneous\r\nA major opportunity to address patient experience begins with a holistic approach to product development, research and development, marketing, and branding. The traditional tug-of-war between development and marketing tends to deprioritize the user-experience “extras” such as ease of use, ergonomics, and intuitiveness. Accordingly, once the celebration of product approval and launch are over, sponsors often are left with generic packaging solutions that could fall short on consumer usability (making them a potential risk to clinical outcomes) and thus fail to reach their full potential as ownable assets.\r\n\r\nPharmaceutical companies have benefited from brand-design thinking. Consider the ergonomics, navigability, identification, and usability of Pfizer’s Z-pak and Merck’s Zepatier blister packs. Intangibles such as relevance and resonance bring to mind GSK’s Advair inhaler and Merck’s Belsomra stress-free blister (pictured above). The opportunity for injectable biologics could be even more game-changing than those familiar successes because of the participatory nature of their self-administration.\r\n\r\nCase Study: This type of thinking about end-user experience went into the development of kaléo’s Auvi-Q epinephrine autoinjector. As stated on the product website, the company’s mission is to “provide demonstrably superior medical products that empower” patients and caregivers to “take control in potentially life-threatening situations.” Realization of that vision comes from medical device expertise: “Each kaléo product combines an established drug with an innovative delivery platform” for both cost effectiveness and superiority over the standard of care.\r\n\r\nCompare the brand experience between that and Mylan’s EpiPen injectors in terms of consumer usability. The former provides a perfect blend of user education, instruction, motivation, and inspiration. The latter meets the bar satisfactorily, but parents of children with allergies vastly prefer kaléo’s alternative by nearly four to one (1).\r\n\r\nFor companies aspiring to offer safe, efficacious biomolecules through delivery packages that eliminate all physical, perceptual, and motivational barriers, the answer is to plan ahead. Even during drug-substance development, you should be thinking of a drug-delivery system or package that not only makes it easy for consumers to self-administer (winning fans from clinical and payor audiences alike), but that also is made with patients’ experiences in mind.\r\n\r\nThink “Universal” for Product Design\r\nTo begin with, you can practice the principles of universal design: equitability, flexibility, simplicity, perception, error tolerance, ease of use, and appropriateness for use (2). Eliminate unnecessary complexity. Be consistent with user expectations and intuition. And arrange information consistent with its importance.\r\n\r\nThen, as you aim for more patient-centric and brand-differentiating experiences, you can aspire to solutions that speak to people’s whole selves with design that emotes, motivates, and empowers. If I am forced to live with a chronic disease, then I should get to choose the therapy that doesn’t remind me of that fact every time I use it. It doesn’t have to be fun. But if your design makes the experience less unpleasant in some way than it would be otherwise, patients will pay you back with adherence and loyalty. Your investors will be gratified when no competitor can easily copy the value you have created.\r\n\r\nReferences\r\n1 Camargo CA, et al. Auvi-Q Versus EpiPen: Preferences of Adults, Caregivers, and Children. J. Allergy Clin. Immunol. www.jaci-inpractice.org/article/S2213-2198(13)00125-6/fulltext.\r\n\r\n2 The 7 Principles. Centre for Excellence in Universal Design: Dublin, Ireland; http://universaldesign.ie/What-is-Universal-Design/The-7-Principles.\r\n\r\nOriginally published by BioProcess International', 'Your Brand Is the Patient’s Experience', '', 'inherit', 'closed', 'closed', '', '2306-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2306, 'http://cbx.cappendev.com/2306-revision-v1', 0, 'revision', '', 0), (3168, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'With Its New Brand-Consistent Graphics, Logo and Voice, the Twin Cities Nonprofit Is Better Able to Serve Homeless Youth, Executive Director Says\r\nWith the help of leading brand agency CBX, the Twin Cities nonprofit YouthLink has undergone the type of rebranding project normally reserved for savvy commercial clients such as General Mills, Best Buy or ConAgra.\r\n\r\n\"Already, the changes are helping YouthLink better serve homeless youth in the Twin Cities,\" said Dr. Heather Huseby, YouthLink\'s Executive Director. \"Our brand now stands out and is consistent and unique, which has helped us better communicate with clients, the media, other nonprofits and our donors and volunteers. CBX has helped us learn how to tell our story, and that can actually help us save lives.\"\r\n\r\nWinner of \"Nonprofit of the Year\" in 2013, YouthLink is known for its effort to empower homeless or otherwise disadvantaged youth from the Minneapolis-St. Paul region. Despite having a strong purpose, \"the brand was inconsistent and lacked a common visual and verbal voice across various communication channels prior to the branding exercise,\" said Nancy Brown, Managing Partner of CBX\'s Minneapolis office. The purpose of the redesign was to solve this problem by creating a new logo and unifying YouthLink\'s graphics, voice and messaging.\r\n\r\n\"Either you take a conscious approach to telling your story, or your story gets lost amid a sea of competing messages,\" Brown explained. \"In the commercial marketplace, having an inconsistent brand message is a major hindrance to clear communication with your intended audience. Smart nonprofits know this is true in their space as well.\"\r\n\r\nDuring the research phase of the project, CBX brand experts encouraged the whole organization to engage in a dialog about YouthLink\'s mission and messaging. This in turn helped guide and shape the rebranding effort, Dr. Huseby noted. \"It led to thoughtful conversations throughout our organization, including among the youth themselves,\" she said. \"Every nonprofit should go through this kind of process. It taught us to look inside of ourselves and ask who we really are.\"\r\n\r\nAbout YouthLink\r\nYouthLink builds healthy relationships with youth and the community to address youths\' urgent needs so that doors of opportunity are opened to futures of empowerment, connectedness, and self-reliance. They serve as a critical resource for homeless, precariously housed and marginalized young people ages 16 to 23 by providing a safe, supportive refuge where youth can find help meeting basic needs. You can find more information at www.youthlinkmn.org.', 'YouthLink Rebrands With Help From Brand Agency CBX', '', 'inherit', 'closed', 'closed', '', '1981-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1981, 'http://cbx.cappendev.com/1981-revision-v1', 0, 'revision', '', 0), (3169, 2, '2018-09-27 17:58:54', '0000-00-00 00:00:00', '', 'Auto Draft', '', 'auto-draft', 'open', 'open', '', '', '', '', '2018-09-27 17:58:54', '0000-00-00 00:00:00', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3169', 0, 'work', '', 0), (3170, 2, '2018-09-27 18:05:14', '2018-09-27 18:05:14', 'How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\r\n

    \"\"\r\nOpened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.

    \r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n \r\n

    \"\"Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality.

    \r\n \r\n\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n\r\n \r\n

    \"\"Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.

    \r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n\r\n \r\n

    \"\"What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.”

    \r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by Adweek', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-autosave-v1', '', '', '2018-09-27 18:05:14', '2018-09-27 18:05:14', '', 2310, 'http://cbx.cappendev.com/2310-autosave-v1', 0, 'revision', '', 0), (3171, 2, '2018-09-27 18:08:53', '2018-09-27 18:08:53', 'How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.\r\n\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\r\n

    \"\"\r\nOpened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.

    \r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n \r\n

    \"\"Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality.

    \r\n \r\n\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n\r\n \r\n

    \"\"Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.

    \r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n\r\n \r\n

    \"\"What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.”

    \r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by Adweek', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 18:08:53', '2018-09-27 18:08:53', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0), (3172, 2, '2018-09-27 18:10:10', '2018-09-27 18:10:10', 'How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.\r\n\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\"\"\r\nOpened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.\r\n\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n \r\n

    \"\"

    \r\n

    Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality.

    \r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n

    \"\"Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.

    \r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n

    \"\"What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.”

    \r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by Adweek', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 18:10:10', '2018-09-27 18:10:10', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0), (3173, 2, '2018-09-27 18:41:09', '2018-09-27 18:41:09', 'Debitis in aut iusto nihil odit fuga. Voluptas perspiciatis non ut tenetur. Dolor consectetur nihil ab praesentium velit velit totam.\r\n\r\nCum porro nostrum error soluta corporis suscipit. Animi consequuntur suscipit sit dolores laboriosam inventore nihil. Nemo quisquam dolore aspernatur molestiae tempore ipsa.\r\n\r\nNam veniam eos iusto natus ex et explicabo. Odit minima dicta veniam sint soluta ut rerum. Fugit laudantium sint vitae dolores doloremque consequatur voluptas.\r\n\r\nHic vitae facere dolores laudantium sed vitae. Quam sed maxime aut voluptatum at. Sed vero qui suscipit beatae alias odio.\r\n\r\nEt vero sunt delectus nostrum aperiam maiores. Voluptatem aliquid a porro dicta hic dicta. Magnam quo blanditiis quisquam eaque.\r\n\r\nAtque non dolores tempore ratione distinctio voluptatem. Enim ea distinctio omnis qui sed dolor.\r\n\r\nMagni quos fugiat sed. Facere accusamus et ut voluptas nostrum nostrum dolores. Ut qui dolorem qui.\r\n\r\nTenetur ea impedit aut incidunt optio consequatur odit qui. Neque est est quibusdam esse facere commodi officia. Repudiandae neque et optio labore excepturi dolores id. At quam error blanditiis iste odit facere velit.\r\n\r\nAperiam ea occaecati at dolores repellendus. Ad quia rerum soluta maiores illo dolorem. Iusto nostrum sunt labore accusamus animi.\r\n\r\nOmnis quis esse expedita tenetur autem sunt. Rerum eos laboriosam tempora voluptatibus vero autem. Ea cum nulla similique voluptatibus esse ea. Saepe maiores et velit qui et aut.\r\n\r\nArchitecto ab aliquam enim quia. Velit dolor sapiente voluptatem repudiandae maiores nihil. Sequi voluptatem tempora dolor provident quos ducimus.', 'Quaerat repellat totam nesciunt incidunt quis est', '', 'inherit', 'closed', 'closed', '', '96-revision-v1', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 96, 'http://cbx.cappendev.com/96-revision-v1', 0, 'revision', '', 0), (3174, 2, '2018-09-27 18:41:09', '2018-09-27 18:41:09', 'Laborum aut inventore ut rerum quas possimus labore eveniet. Et hic qui rerum pariatur. Sint natus nulla enim consequatur. Praesentium repellat sunt voluptatem natus unde officiis.\r\n\r\nConsequuntur optio et rerum perspiciatis. Delectus voluptas iusto earum eveniet ut recusandae. Vitae eos illo reiciendis. Error in tempore ut reiciendis aut. Accusamus pariatur numquam unde.\r\n\r\nEos aliquid aut recusandae in veritatis. Voluptatem dignissimos molestias sunt. Et fugiat reprehenderit minima non odio et animi.\r\n\r\nVoluptatum amet quae expedita ut officia sit. Voluptas modi quo est deserunt. Rerum quasi vel consequatur qui quas provident ipsum.\r\n\r\nRecusandae distinctio qui fuga accusamus nemo sit aliquam. Et odit soluta voluptates accusantium mollitia ea et. Placeat eum et corporis autem sit facere. Voluptatem dicta id ut voluptatem.\r\n\r\nUt temporibus provident quia saepe quos veniam similique. Quia sit et ea rerum aut nam. Aut necessitatibus quisquam repellat ut nam quaerat.\r\n\r\nEst quia in nisi hic excepturi facilis. Perspiciatis autem esse suscipit. Omnis nisi sint et molestiae ut id. Recusandae blanditiis atque ea at.\r\n\r\nVelit voluptas eligendi illum ipsum omnis. Et consequuntur aliquam molestiae est non. Excepturi ut amet et sed.\r\n\r\nExplicabo commodi autem neque et ea. Et illum quia quibusdam corporis quae. Ducimus animi facere et excepturi eveniet quia aut.\r\n\r\nVoluptate maiores unde temporibus labore saepe tenetur maiores. Doloremque totam saepe nesciunt ad ipsum impedit maxime. Libero sit rem fugiat neque quibusdam et. Dolor nihil quisquam aut enim enim.\r\n\r\nSequi beatae voluptates voluptate est voluptatum libero et. Qui cumque dolorem sit vel expedita praesentium dicta quaerat. At non inventore est doloribus.\r\n\r\nMinus et eveniet sed maxime labore quis non. Dolorem culpa debitis consequatur magni eaque aliquam architecto. Assumenda molestiae ex dolorum. Molestiae quasi enim eum ut ut quas ipsa. Nisi quidem facilis et vero.\r\n\r\nOmnis consequatur tenetur cupiditate pariatur officiis ut. Doloribus aut veritatis sit labore qui excepturi culpa. Similique molestiae natus impedit ab error adipisci.\r\n\r\nAnimi et distinctio sit iure nisi quibusdam tempora. Ipsam voluptatibus reiciendis placeat sunt. Amet non qui amet enim. Assumenda dolor ut qui animi atque.', 'Ea similique eaque deleniti non officia voluptatum', 'Perspiciatis nesciunt quo illum dolorum tenetur nihil ipsam beatae quae consequatur aut voluptas tenetur expedita et vel est excepturi neque ut illum sit aperiam rerum est laboriosam enim blanditiis laudantium totam ut eius aspernatur omnis quasi eius voluptas quam consectetur delectus consequatur vel numquam necessitatibus dolores accusamus atque fugit quae aut autem qui.', 'inherit', 'closed', 'closed', '', '100-revision-v1', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 100, 'http://cbx.cappendev.com/100-revision-v1', 0, 'revision', '', 0), (3175, 2, '2018-09-27 18:41:09', '2018-09-27 18:41:09', 'Quo voluptatem harum dolor eaque. Voluptatem quidem optio quam nulla dolor. Consequuntur molestias illo amet a beatae.\r\n\r\nNulla et recusandae voluptates possimus delectus. Id iste soluta et distinctio. Et et dignissimos qui dolor enim quia.\r\n\r\nOmnis expedita quia cumque nihil vel molestiae non. Maiores culpa aliquam cumque suscipit. Officia eum dolorem sint hic id reiciendis accusamus.\r\n\r\nVoluptate voluptas non facilis nam voluptas. Et accusamus rem iure non earum totam. Eos distinctio quia reiciendis ea repudiandae. Modi quibusdam aliquam rerum laboriosam aut quo eos alias.\r\n\r\nQui assumenda aut aut magnam qui doloribus. Consectetur assumenda ab labore fugiat. Amet id sunt est repudiandae explicabo et. Sapiente quasi adipisci quia excepturi quidem.\r\n\r\nQui aut quasi vel dolores suscipit. Consequatur officia doloremque quam recusandae. Ea nisi delectus soluta omnis recusandae soluta expedita.\r\n\r\nLaborum voluptatem rerum ut et doloribus. Alias pariatur unde commodi reprehenderit. Et ad et perspiciatis dicta consequatur assumenda libero. Et sit quia doloremque dolores est iure aut excepturi.\r\n\r\nEt repellendus vel expedita aut. Natus possimus et velit doloribus explicabo. Quaerat qui consequatur neque nobis. Autem non architecto mollitia rem.\r\n\r\nConsequuntur quaerat eos repellat. A vitae voluptatem et. Asperiores non placeat libero nisi eius blanditiis laudantium. Deserunt vero molestiae magnam quo ducimus voluptatem.\r\n\r\nUt qui consequatur sit error. Aut veniam voluptas asperiores ad ut. Ut quia earum minus consectetur ipsam est sunt.\r\n\r\nEsse qui vero ea sapiente unde beatae totam labore. Eius voluptatem facilis molestias illum incidunt non. Beatae fuga suscipit rerum et.\r\n\r\nSed dignissimos aut nulla voluptatibus. Qui neque distinctio alias alias. Dolorem itaque perspiciatis maiores voluptates.\r\n\r\nDucimus quas temporibus tenetur dolores. Nemo soluta et alias quisquam alias. Aliquid et aperiam a nihil ducimus repellat non. Dolorum eveniet nulla quia quis.\r\n\r\nSuscipit repellat voluptates quasi voluptas autem facere. Aut et aliquam sed praesentium ut fugiat nesciunt dolorem. Qui animi ducimus corrupti illum alias dolorum possimus. Quidem velit excepturi iste reiciendis.', 'Cupiditate et explicabo debitis voluptas', 'Eum et magni et quod velit minus et ut vero dolorem minus quia eligendi aperiam perferendis quae earum rerum dolores asperiores quia.\n\nVoluptas velit labore adipisci earum excepturi non et eum ipsum reprehenderit saepe possimus rerum aut possimus quidem nesciunt corrupti et error distinctio hic enim inventore est autem esse aspernatur labore et dolorem consequatur aut repellendus ipsa.', 'inherit', 'closed', 'closed', '', '80-revision-v1', '', '', '2018-09-27 18:41:09', '2018-09-27 18:41:09', '', 80, 'http://cbx.cappendev.com/80-revision-v1', 0, 'revision', '', 0), (3176, 2, '2018-09-27 19:02:45', '2018-09-27 19:02:45', '', 'Vannett', '', 'inherit', 'open', 'closed', '', 'vannett-4', '', '', '2018-09-27 19:02:45', '2018-09-27 19:02:45', '', 1496, 'http://cbx.cappendev.com/app/uploads/2018/09/Vannett-1.png', 0, 'attachment', 'image/png', 0), (3177, 2, '2018-09-27 19:03:00', '2018-09-27 19:03:00', 'Vannett is an eagle-eyed insights analyst, trend spotter, and innovation junkie whose passion is the marriage of business strategy and design. Her ability to naturally create connections and identify strategic tensions has lead her to award-winning success in revitalizing heritage brands and creating new brands for both giant corporations and startups.\r\n\r\nVannett started her career in advertising, working on game-changing clients including Toyota, ConAgra Foods, and Google. She then transitioned exclusively into branding and has had resounding success solving complex business challenges. Her client list includes behemoths like Anheuser-Busch InBev, Diageo, Nestle, Unilever, Bayer, and Mars Chocolate, as well as small but mighty clients like Walker & Company and 1Above.', 'Vannett', '', 'inherit', 'closed', 'closed', '', '1496-revision-v1', '', '', '2018-09-27 19:03:00', '2018-09-27 19:03:00', '', 1496, 'http://cbx.cappendev.com/1496-revision-v1', 0, 'revision', '', 0), (3178, 2, '2018-09-27 19:05:47', '2018-09-27 19:05:47', '', 'Abby', '', 'inherit', 'open', 'closed', '', 'abby-3', '', '', '2018-09-27 19:05:47', '2018-09-27 19:05:47', '', 1462, 'http://cbx.cappendev.com/app/uploads/2018/09/Abby.png', 0, 'attachment', 'image/png', 0), (3179, 2, '2018-09-27 19:07:10', '2018-09-27 19:07:10', 'As a Client Services Project Coordinator, Abby supports the team in every way that helps bring the client’s vision to life. She has developed strong project management skills and client relationships through working on brands such as Procter & Gamble, J.M. Smucker, Pillsbury and National Geographic. Abby has an eye for detail and a passion for making a brand story sing through packaging, TV and social activation.\r\n\r\nAbby graduated from Bucknell University with a BSBA, majoring in Markets, Innovation and Design.', 'Abby', '', 'inherit', 'closed', 'closed', '', '1462-revision-v1', '', '', '2018-09-27 19:07:10', '2018-09-27 19:07:10', '', 1462, 'http://cbx.cappendev.com/1462-revision-v1', 0, 'revision', '', 0), (3180, 2, '2018-09-27 19:07:32', '2018-09-27 19:07:32', '', 'Ali-4', '', 'inherit', 'open', 'closed', '', 'ali-4-2', '', '', '2018-09-27 19:07:32', '2018-09-27 19:07:32', '', 1444, 'http://cbx.cappendev.com/app/uploads/2018/09/Ali-4-1.png', 0, 'attachment', 'image/png', 0), (3181, 2, '2018-09-27 19:07:37', '2018-09-27 19:07:37', '', 'Ali', '', 'inherit', 'closed', 'closed', '', '1444-revision-v1', '', '', '2018-09-27 19:07:37', '2018-09-27 19:07:37', '', 1444, 'http://cbx.cappendev.com/1444-revision-v1', 0, 'revision', '', 0), (3182, 2, '2018-09-27 19:10:28', '2018-09-27 19:10:28', 'As a Senior Client Director at CBX with extensive experience in brand development, Adam has led the charge of managing complex brand initiatives from brand idea to activation with clients such as General Mills, Reckitt-Benckiser, Walgreens, The Home Depot and Wawa. He uses a strategic lens and combines insights of the industry, open communication and adept organization to evolve brands in a way that is relevant to consumers and fosters a two-way dialogue.\r\n\r\nPrior to joining CBX, Adam oversaw brand and packaging development on the client side at Kao Brands. This gave him an intricate knowledge of the full product lifecycle from formula development, package creation, pre-press, production and the ongoing customer relationship. Adam has a solid comprehension of industries such as food & beverage, personal care, beauty, home goods, health & wellness, and pet.\r\n\r\nAdam graduated third in his class from the University of Cincinnati with a BBA and a focus in Marketing.', 'Adam', '', 'publish', 'open', 'open', '', 'adam', '', '', '2018-09-27 19:15:50', '2018-09-27 19:15:50', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3182', 57, 'team', '', 0), (3183, 2, '2018-09-27 19:10:10', '2018-09-27 19:10:10', '', 'Adam', '', 'inherit', 'open', 'closed', '', 'adam', '', '', '2018-09-27 19:10:10', '2018-09-27 19:10:10', '', 3182, 'http://cbx.cappendev.com/app/uploads/2018/09/Adam.png', 0, 'attachment', 'image/png', 0), (3184, 2, '2018-09-27 19:10:22', '2018-09-27 19:10:22', '', 'headshots__0001_Adam', '', 'inherit', 'open', 'closed', '', 'headshots__0001_adam', '', '', '2018-09-27 19:10:22', '2018-09-27 19:10:22', '', 3182, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0001_Adam.jpg', 0, 'attachment', 'image/jpeg', 0), (3185, 2, '2018-09-27 19:10:28', '2018-09-27 19:10:28', 'As a Senior Client Director at CBX with extensive experience in brand development, Adam has led the charge of managing complex brand initiatives from brand idea to activation with clients such as General Mills, Reckitt-Benckiser, Walgreens, The Home Depot and Wawa. He uses a strategic lens and combines insights of the industry, open communication and adept organization to evolve brands in a way that is relevant to consumers and fosters a two-way dialogue.\r\n\r\nPrior to joining CBX, Adam oversaw brand and packaging development on the client side at Kao Brands. This gave him an intricate knowledge of the full product lifecycle from formula development, package creation, pre-press, production and the ongoing customer relationship. Adam has a solid comprehension of industries such as food & beverage, personal care, beauty, home goods, health & wellness, and pet.\r\n\r\nAdam graduated third in his class from the University of Cincinnati with a BBA and a focus in Marketing.', 'Adam', '', 'inherit', 'closed', 'closed', '', '3182-revision-v1', '', '', '2018-09-27 19:10:28', '2018-09-27 19:10:28', '', 3182, 'http://cbx.cappendev.com/3182-revision-v1', 0, 'revision', '', 0), (3186, 2, '2018-09-27 19:17:52', '2018-09-27 19:17:52', 'As Senior Client Services Manager, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do. At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.\r\n\r\nBefore coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS. She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.\r\n\r\nAmanda graduated from St. Mary’s University with a double major in marketing & entrepreneurial management.', 'Amanda', '', 'publish', 'open', 'open', '', 'amanda-2', '', '', '2018-09-27 19:18:06', '2018-09-27 19:18:06', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3186', 56, 'team', '', 0), (3187, 2, '2018-09-27 19:15:50', '2018-09-27 19:15:50', 'As a Senior Client Director at CBX with extensive experience in brand development, Adam has led the charge of managing complex brand initiatives from brand idea to activation with clients such as General Mills, Reckitt-Benckiser, Walgreens, The Home Depot and Wawa. He uses a strategic lens and combines insights of the industry, open communication and adept organization to evolve brands in a way that is relevant to consumers and fosters a two-way dialogue.\r\n\r\nPrior to joining CBX, Adam oversaw brand and packaging development on the client side at Kao Brands. This gave him an intricate knowledge of the full product lifecycle from formula development, package creation, pre-press, production and the ongoing customer relationship. Adam has a solid comprehension of industries such as food & beverage, personal care, beauty, home goods, health & wellness, and pet.\r\n\r\nAdam graduated third in his class from the University of Cincinnati with a BBA and a focus in Marketing.', 'Adam', '', 'inherit', 'closed', 'closed', '', '3182-revision-v1', '', '', '2018-09-27 19:15:50', '2018-09-27 19:15:50', '', 3182, 'http://cbx.cappendev.com/3182-revision-v1', 0, 'revision', '', 0), (3188, 2, '2018-09-27 19:16:18', '2018-09-27 19:16:18', 'Blah blah blah', 'Samantha', '', 'inherit', 'closed', 'closed', '', '1533-revision-v1', '', '', '2018-09-27 19:16:18', '2018-09-27 19:16:18', '', 1533, 'http://cbx.cappendev.com/1533-revision-v1', 0, 'revision', '', 0), (3189, 2, '2018-09-27 19:17:36', '2018-09-27 19:17:36', '', 'Amanda', '', 'inherit', 'open', 'closed', '', 'amanda-2', '', '', '2018-09-27 19:17:36', '2018-09-27 19:17:36', '', 3186, 'http://cbx.cappendev.com/app/uploads/2018/09/Amanda.png', 0, 'attachment', 'image/png', 0), (3190, 2, '2018-09-27 19:17:46', '2018-09-27 19:17:46', '', 'headshots__0004_Amanda', '', 'inherit', 'open', 'closed', '', 'headshots__0004_amanda', '', '', '2018-09-27 19:17:46', '2018-09-27 19:17:46', '', 3186, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0004_Amanda.jpg', 0, 'attachment', 'image/jpeg', 0), (3191, 2, '2018-09-27 19:17:52', '2018-09-27 19:17:52', 'As Senior Client Services Manager, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do. At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.\r\n\r\nBefore coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS. She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.\r\n\r\nAmanda graduated from St. Mary’s University with a double major in marketing & entrepreneurial management.', 'Amanda', '', 'inherit', 'closed', 'closed', '', '3186-revision-v1', '', '', '2018-09-27 19:17:52', '2018-09-27 19:17:52', '', 3186, 'http://cbx.cappendev.com/3186-revision-v1', 0, 'revision', '', 0), (3192, 2, '2018-09-27 19:19:26', '2018-09-27 19:19:26', 'As a Design Director at CBX, Audra conducts design explorations for brand identity, activation, and packaging projects. She sets the creative vision for projects through brand and design strategy that inspires and informs all 360 branding solutions. Audra taps into over 13 years of experience to bring a fresh perspective to all of her projects including Identity, strategy, packaging, innovation, environment, retail, and activation.\r\n\r\nPrior to joining CBX, Audra worked at Landor Associates as a Senior Designer, where she worked with clients including PepsiCo, Diageo, Cadbury and Procter & Gamble to help revitalize brands through category breaking creative and strategic solutions.\r\n\r\nAudra holds a Bachelor of Fine Arts in Marketing and Design from SUNY Oneonta, and a Bachelor of Fine Arts degree in Packaging Design from the Fashion Institute of Technology.', 'Audra', '', 'publish', 'open', 'open', '', 'audra', '', '', '2018-09-27 19:19:36', '2018-09-27 19:19:36', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3192', 55, 'team', '', 0), (3193, 2, '2018-09-27 19:19:08', '2018-09-27 19:19:08', '', 'headshots__0005_Audra', '', 'inherit', 'open', 'closed', '', 'headshots__0005_audra', '', '', '2018-09-27 19:19:08', '2018-09-27 19:19:08', '', 3192, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0005_Audra.jpg', 0, 'attachment', 'image/jpeg', 0), (3194, 2, '2018-09-27 19:19:20', '2018-09-27 19:19:20', '', 'Audra', '', 'inherit', 'open', 'closed', '', 'audra', '', '', '2018-09-27 19:19:20', '2018-09-27 19:19:20', '', 3192, 'http://cbx.cappendev.com/app/uploads/2018/09/Audra.png', 0, 'attachment', 'image/png', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3195, 2, '2018-09-27 19:19:26', '2018-09-27 19:19:26', 'As a Design Director at CBX, Audra conducts design explorations for brand identity, activation, and packaging projects. She sets the creative vision for projects through brand and design strategy that inspires and informs all 360 branding solutions. Audra taps into over 13 years of experience to bring a fresh perspective to all of her projects including Identity, strategy, packaging, innovation, environment, retail, and activation.\r\n\r\nPrior to joining CBX, Audra worked at Landor Associates as a Senior Designer, where she worked with clients including PepsiCo, Diageo, Cadbury and Procter & Gamble to help revitalize brands through category breaking creative and strategic solutions.\r\n\r\nAudra holds a Bachelor of Fine Arts in Marketing and Design from SUNY Oneonta, and a Bachelor of Fine Arts degree in Packaging Design from the Fashion Institute of Technology.', 'Audra', '', 'inherit', 'closed', 'closed', '', '3192-revision-v1', '', '', '2018-09-27 19:19:26', '2018-09-27 19:19:26', '', 3192, 'http://cbx.cappendev.com/3192-revision-v1', 0, 'revision', '', 0), (3196, 2, '2018-09-27 19:20:43', '2018-09-27 19:20:43', '', 'Bill', '', 'publish', 'open', 'open', '', 'bill', '', '', '2018-09-27 19:20:43', '2018-09-27 19:20:43', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3196', 54, 'team', '', 0), (3197, 2, '2018-09-27 19:20:24', '2018-09-27 19:20:24', '', 'Bill', '', 'inherit', 'open', 'closed', '', 'bill', '', '', '2018-09-27 19:20:24', '2018-09-27 19:20:24', '', 3196, 'http://cbx.cappendev.com/app/uploads/2018/09/Bill.png', 0, 'attachment', 'image/png', 0), (3198, 2, '2018-09-27 19:20:34', '2018-09-27 19:20:34', '', 'headshots__0006_Bill', '', 'inherit', 'open', 'closed', '', 'headshots__0006_bill', '', '', '2018-09-27 19:20:34', '2018-09-27 19:20:34', '', 3196, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0006_Bill.jpg', 0, 'attachment', 'image/jpeg', 0), (3199, 2, '2018-09-27 19:20:43', '2018-09-27 19:20:43', '', 'Bill', '', 'inherit', 'closed', 'closed', '', '3196-revision-v1', '', '', '2018-09-27 19:20:43', '2018-09-27 19:20:43', '', 3196, 'http://cbx.cappendev.com/3196-revision-v1', 0, 'revision', '', 0), (3200, 2, '2018-09-27 19:22:49', '2018-09-27 19:22:49', '', 'Bill', '', 'publish', 'open', 'open', '', 'bill-2', '', '', '2018-09-27 19:22:49', '2018-09-27 19:22:49', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3200', 53, 'team', '', 0), (3201, 2, '2018-09-27 19:22:27', '2018-09-27 19:22:27', '', 'Bill_2', '', 'inherit', 'open', 'closed', '', 'bill_2', '', '', '2018-09-27 19:22:27', '2018-09-27 19:22:27', '', 3200, 'http://cbx.cappendev.com/app/uploads/2018/09/Bill_2.png', 0, 'attachment', 'image/png', 0), (3202, 2, '2018-09-27 19:22:37', '2018-09-27 19:22:37', '', 'headshots__0007_Bill_M', '', 'inherit', 'open', 'closed', '', 'headshots__0007_bill_m', '', '', '2018-09-27 19:22:37', '2018-09-27 19:22:37', '', 3200, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0007_Bill_M.jpg', 0, 'attachment', 'image/jpeg', 0), (3203, 2, '2018-09-27 19:22:49', '2018-09-27 19:22:49', '', 'Bill', '', 'inherit', 'closed', 'closed', '', '3200-revision-v1', '', '', '2018-09-27 19:22:49', '2018-09-27 19:22:49', '', 3200, 'http://cbx.cappendev.com/3200-revision-v1', 0, 'revision', '', 0), (3204, 2, '2018-09-27 19:25:17', '2018-09-27 19:25:17', '', 'Bonnie', '', 'publish', 'open', 'open', '', 'bonnie', '', '', '2018-09-27 19:25:17', '2018-09-27 19:25:17', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3204', 52, 'team', '', 0), (3205, 2, '2018-09-27 19:24:58', '2018-09-27 19:24:58', '', 'Bonnie', '', 'inherit', 'open', 'closed', '', 'bonnie', '', '', '2018-09-27 19:24:58', '2018-09-27 19:24:58', '', 3204, 'http://cbx.cappendev.com/app/uploads/2018/09/Bonnie.png', 0, 'attachment', 'image/png', 0), (3206, 2, '2018-09-27 19:25:13', '2018-09-27 19:25:13', '', 'headshots__0008_Bonnie', '', 'inherit', 'open', 'closed', '', 'headshots__0008_bonnie', '', '', '2018-09-27 19:25:13', '2018-09-27 19:25:13', '', 3204, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0008_Bonnie.jpg', 0, 'attachment', 'image/jpeg', 0), (3207, 2, '2018-09-27 19:25:17', '2018-09-27 19:25:17', '', 'Bonnie', '', 'inherit', 'closed', 'closed', '', '3204-revision-v1', '', '', '2018-09-27 19:25:17', '2018-09-27 19:25:17', '', 3204, 'http://cbx.cappendev.com/3204-revision-v1', 0, 'revision', '', 0), (3208, 2, '2018-09-27 19:26:52', '2018-09-27 19:26:52', '', 'Brendan', '', 'publish', 'open', 'open', '', 'brendan', '', '', '2018-09-27 19:31:54', '2018-09-27 19:31:54', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3208', 51, 'team', '', 0), (3209, 2, '2018-09-27 19:26:02', '2018-09-27 19:26:02', '', 'Brendan', '', 'inherit', 'open', 'closed', '', 'brendan', '', '', '2018-09-27 19:26:02', '2018-09-27 19:26:02', '', 3208, 'http://cbx.cappendev.com/app/uploads/2018/09/Brendan.png', 0, 'attachment', 'image/png', 0), (3210, 2, '2018-09-27 19:26:35', '2018-09-27 19:26:35', '', 'headshots__0009_Brenden', '', 'inherit', 'open', 'closed', '', 'headshots__0009_brenden', '', '', '2018-09-27 19:26:35', '2018-09-27 19:26:35', '', 3208, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0009_Brenden.jpg', 0, 'attachment', 'image/jpeg', 0), (3211, 2, '2018-09-27 19:26:52', '2018-09-27 19:26:52', '', 'Brendan', '', 'inherit', 'closed', 'closed', '', '3208-revision-v1', '', '', '2018-09-27 19:26:52', '2018-09-27 19:26:52', '', 3208, 'http://cbx.cappendev.com/3208-revision-v1', 0, 'revision', '', 0), (3212, 2, '2018-09-27 19:30:34', '2018-09-27 19:30:34', 'As Strategy Director at CBX, Brian draws on his background in psychology research to bring greater meaning and relevance to brands. He works from the belief that the best brands understand what the entire person needs in any given context and then offer more meaning, 
value, delight and change.\r\n\r\nBy crossing cultures to enrich ideas, using metaphor to explore untapped opportunities, 
and building stakeholder consensus through dialogue, Brian has delivered value to a variety
of global brands for accounts including Kimberly-Clark, Western Union, PepsiCo, and ConAgra.\r\n\r\nBrian holds an MS in Mass Communications from the Brandcenter at Virginia Commonwealth University, as well as a BA in Psychology from the University of Notre Dame.', 'Brian', '', 'publish', 'open', 'open', '', 'brian', '', '', '2018-09-27 19:31:39', '2018-09-27 19:31:39', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3212', 50, 'team', '', 0), (3213, 2, '2018-09-27 19:30:12', '2018-09-27 19:30:12', '', 'Brian_2', '', 'inherit', 'open', 'closed', '', 'brian_2', '', '', '2018-09-27 19:30:12', '2018-09-27 19:30:12', '', 3212, 'http://cbx.cappendev.com/app/uploads/2018/09/Brian_2.png', 0, 'attachment', 'image/png', 0), (3214, 2, '2018-09-27 19:30:12', '2018-09-27 19:30:12', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:30:12', '2018-09-27 19:30:12', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (3215, 2, '2018-09-27 19:30:28', '2018-09-27 19:30:28', '', 'headshots__0010_Brian', '', 'inherit', 'open', 'closed', '', 'headshots__0010_brian', '', '', '2018-09-27 19:30:28', '2018-09-27 19:30:28', '', 3212, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0010_Brian.jpg', 0, 'attachment', 'image/jpeg', 0), (3216, 2, '2018-09-27 19:30:34', '2018-09-27 19:30:34', '', 'Brian', '', 'inherit', 'closed', 'closed', '', '3212-revision-v1', '', '', '2018-09-27 19:30:34', '2018-09-27 19:30:34', '', 3212, 'http://cbx.cappendev.com/3212-revision-v1', 0, 'revision', '', 0), (3217, 2, '2018-09-27 19:31:35', '2018-09-27 19:31:35', 'As Strategy Director at CBX, Brian draws on his background in psychology research to bring greater meaning and relevance to brands. He works from the belief that the best brands understand what the entire person needs in any given context and then offer more meaning, 
value, delight and change.\n\nBy crossing cultures to enrich ideas, using metaphor to explore untapped opportunities, 
and building stakeholder consensus through dialogue, Brian has delivered value to a variety
of global brands for accounts including Kimberly-Clark, Western Union, PepsiCo, and ConAgra.\n\nBrian holds an MS in Mass Communications from the Brandcenter at Virginia Commonwealth University, as well as a BA in Psychology from the University of Notre Dame.', 'Brian', '', 'inherit', 'closed', 'closed', '', '3212-autosave-v1', '', '', '2018-09-27 19:31:35', '2018-09-27 19:31:35', '', 3212, 'http://cbx.cappendev.com/3212-autosave-v1', 0, 'revision', '', 0), (3218, 2, '2018-09-27 19:31:39', '2018-09-27 19:31:39', 'As Strategy Director at CBX, Brian draws on his background in psychology research to bring greater meaning and relevance to brands. He works from the belief that the best brands understand what the entire person needs in any given context and then offer more meaning, 
value, delight and change.\r\n\r\nBy crossing cultures to enrich ideas, using metaphor to explore untapped opportunities, 
and building stakeholder consensus through dialogue, Brian has delivered value to a variety
of global brands for accounts including Kimberly-Clark, Western Union, PepsiCo, and ConAgra.\r\n\r\nBrian holds an MS in Mass Communications from the Brandcenter at Virginia Commonwealth University, as well as a BA in Psychology from the University of Notre Dame.', 'Brian', '', 'inherit', 'closed', 'closed', '', '3212-revision-v1', '', '', '2018-09-27 19:31:39', '2018-09-27 19:31:39', '', 3212, 'http://cbx.cappendev.com/3212-revision-v1', 0, 'revision', '', 0), (3219, 2, '2018-09-27 19:33:30', '2018-09-27 19:33:30', '', 'Brian', '', 'publish', 'open', 'open', '', 'brian-2', '', '', '2018-09-27 19:33:30', '2018-09-27 19:33:30', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3219', 49, 'team', '', 0), (3220, 2, '2018-09-27 19:33:09', '2018-09-27 19:33:09', '', 'Brian', '', 'inherit', 'open', 'closed', '', 'brian-2', '', '', '2018-09-27 19:33:09', '2018-09-27 19:33:09', '', 3219, 'http://cbx.cappendev.com/app/uploads/2018/09/Brian.png', 0, 'attachment', 'image/png', 0), (3221, 2, '2018-09-27 19:33:21', '2018-09-27 19:33:21', '', 'headshots__0011_Brian_2', '', 'inherit', 'open', 'closed', '', 'headshots__0011_brian_2', '', '', '2018-09-27 19:33:21', '2018-09-27 19:33:21', '', 3219, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0011_Brian_2.jpg', 0, 'attachment', 'image/jpeg', 0), (3222, 2, '2018-09-27 19:33:30', '2018-09-27 19:33:30', '', 'Brian', '', 'inherit', 'closed', 'closed', '', '3219-revision-v1', '', '', '2018-09-27 19:33:30', '2018-09-27 19:33:30', '', 3219, 'http://cbx.cappendev.com/3219-revision-v1', 0, 'revision', '', 0), (3223, 2, '2018-09-27 19:34:39', '2018-09-27 19:34:39', '', 'Cat', '', 'publish', 'open', 'open', '', 'cat', '', '', '2018-09-27 19:34:39', '2018-09-27 19:34:39', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3223', 48, 'team', '', 0), (3224, 2, '2018-09-27 19:33:53', '2018-09-27 19:33:53', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:33:53', '2018-09-27 19:33:53', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (3225, 2, '2018-09-27 19:34:25', '2018-09-27 19:34:25', '', 'Cat', '', 'inherit', 'open', 'closed', '', 'cat', '', '', '2018-09-27 19:34:25', '2018-09-27 19:34:25', '', 3223, 'http://cbx.cappendev.com/app/uploads/2018/09/Cat.png', 0, 'attachment', 'image/png', 0), (3226, 2, '2018-09-27 19:34:34', '2018-09-27 19:34:34', '', 'headshots__0012_Cat', '', 'inherit', 'open', 'closed', '', 'headshots__0012_cat', '', '', '2018-09-27 19:34:34', '2018-09-27 19:34:34', '', 3223, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0012_Cat.jpg', 0, 'attachment', 'image/jpeg', 0), (3227, 2, '2018-09-27 19:34:39', '2018-09-27 19:34:39', '', 'Cat', '', 'inherit', 'closed', 'closed', '', '3223-revision-v1', '', '', '2018-09-27 19:34:39', '2018-09-27 19:34:39', '', 3223, 'http://cbx.cappendev.com/3223-revision-v1', 0, 'revision', '', 0), (3228, 2, '2018-09-27 19:36:05', '2018-09-27 19:36:05', 'As a Design Director for CBX, Chad has helped to reshape and invigorate iconic brands from private label to numerous national brands.\r\n\r\nChad has over 15 years of experience in the industry. Before joining CBX, Chad was a senior design director for the packaging and branding firm BAKER as well as design director of retail and packaging for the Minnesota based agency Periscope.\r\nFor almost 15 years Chad has been designing as well as directing projects for various industry leaders such as Nabisco, Milkbone, Kraft, Smuckers, Best Buy, Walgreens, SuperValu, McCormick and General Mills.\r\n\r\nChad Graduated from the University of Wisconsin-Stout with a BFA degree.', 'Chad', '', 'publish', 'open', 'open', '', 'chad', '', '', '2018-09-27 19:36:05', '2018-09-27 19:36:05', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3228', 47, 'team', '', 0), (3229, 2, '2018-09-27 19:34:56', '2018-09-27 19:34:56', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:34:56', '2018-09-27 19:34:56', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (3230, 2, '2018-09-27 19:35:24', '2018-09-27 19:35:24', '', 'Chad', '', 'inherit', 'open', 'closed', '', 'chad', '', '', '2018-09-27 19:35:24', '2018-09-27 19:35:24', '', 3228, 'http://cbx.cappendev.com/app/uploads/2018/09/Chad.png', 0, 'attachment', 'image/png', 0), (3231, 2, '2018-09-27 19:35:34', '2018-09-27 19:35:34', '', 'headshots__0013_Chad', '', 'inherit', 'open', 'closed', '', 'headshots__0013_chad', '', '', '2018-09-27 19:35:34', '2018-09-27 19:35:34', '', 3228, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0013_Chad.jpg', 0, 'attachment', 'image/jpeg', 0), (3232, 2, '2018-09-27 19:36:05', '2018-09-27 19:36:05', 'As a Design Director for CBX, Chad has helped to reshape and invigorate iconic brands from private label to numerous national brands.\r\n\r\nChad has over 15 years of experience in the industry. Before joining CBX, Chad was a senior design director for the packaging and branding firm BAKER as well as design director of retail and packaging for the Minnesota based agency Periscope.\r\nFor almost 15 years Chad has been designing as well as directing projects for various industry leaders such as Nabisco, Milkbone, Kraft, Smuckers, Best Buy, Walgreens, SuperValu, McCormick and General Mills.\r\n\r\nChad Graduated from the University of Wisconsin-Stout with a BFA degree.', 'Chad', '', 'inherit', 'closed', 'closed', '', '3228-revision-v1', '', '', '2018-09-27 19:36:05', '2018-09-27 19:36:05', '', 3228, 'http://cbx.cappendev.com/3228-revision-v1', 0, 'revision', '', 0), (3233, 2, '2018-09-27 19:37:06', '2018-09-27 19:37:06', 'Chris is an Associative Creative Director at CBX, bringing with him a broad range of experience and expertise in design, advertising and innovation.\r\n\r\nIn his 15+ year career, Chris has created award winning global design campaigns and product innovations for many top Fortune 500 companies including; AB InBev, Coca Cola, PepsiCo, Nike, Diageo, Converse, Nestle and P&G. With a focus on strategic design, Chris is constantly challenging himself and his clients to think multi-dimensionally.\r\n\r\nChris is passionate about brands that are fearless and not afraid show some personality. He believes that design has the unlimited power to shape ideas, create excitement and drive business. He is also a frequent judge in The New York Festivals and a speaker at global brand conferences.', 'Chris', '', 'publish', 'open', 'open', '', 'chris', '', '', '2018-09-27 19:37:31', '2018-09-27 19:37:31', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3233', 46, 'team', '', 0), (3234, 2, '2018-09-27 19:36:47', '2018-09-27 19:36:47', '', 'Chris_2', '', 'inherit', 'open', 'closed', '', 'chris_2', '', '', '2018-09-27 19:36:47', '2018-09-27 19:36:47', '', 3233, 'http://cbx.cappendev.com/app/uploads/2018/09/Chris_2.png', 0, 'attachment', 'image/png', 0), (3235, 2, '2018-09-27 19:36:47', '2018-09-27 19:36:47', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:36:47', '2018-09-27 19:36:47', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (3236, 2, '2018-09-27 19:36:56', '2018-09-27 19:36:56', '', 'headshots__0015_Chris_3', '', 'inherit', 'open', 'closed', '', 'headshots__0015_chris_3', '', '', '2018-09-27 19:36:56', '2018-09-27 19:36:56', '', 3233, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0015_Chris_3.jpg', 0, 'attachment', 'image/jpeg', 0), (3237, 2, '2018-09-27 19:37:06', '2018-09-27 19:37:06', '', 'Chris', '', 'inherit', 'closed', 'closed', '', '3233-revision-v1', '', '', '2018-09-27 19:37:06', '2018-09-27 19:37:06', '', 3233, 'http://cbx.cappendev.com/3233-revision-v1', 0, 'revision', '', 0), (3238, 2, '2018-09-27 19:37:31', '2018-09-27 19:37:31', 'Chris is an Associative Creative Director at CBX, bringing with him a broad range of experience and expertise in design, advertising and innovation.\r\n\r\nIn his 15+ year career, Chris has created award winning global design campaigns and product innovations for many top Fortune 500 companies including; AB InBev, Coca Cola, PepsiCo, Nike, Diageo, Converse, Nestle and P&G. With a focus on strategic design, Chris is constantly challenging himself and his clients to think multi-dimensionally.\r\n\r\nChris is passionate about brands that are fearless and not afraid show some personality. He believes that design has the unlimited power to shape ideas, create excitement and drive business. He is also a frequent judge in The New York Festivals and a speaker at global brand conferences.', 'Chris', '', 'inherit', 'closed', 'closed', '', '3233-revision-v1', '', '', '2018-09-27 19:37:31', '2018-09-27 19:37:31', '', 3233, 'http://cbx.cappendev.com/3233-revision-v1', 0, 'revision', '', 0), (3239, 2, '2018-09-27 19:39:09', '2018-09-27 19:39:09', 'At CBX, Christina develops innovation and brand strategies that align to real world experience. With a firm belief that brands are extensions of ourselves, Christina has spent her career understanding people and culture to create relevant marketing strategies that marry business objectives with consumer needs.\r\n\r\nPrior to joining CBX, Christina was director of insights at Interbrand, where she worked on global branding initiatives for Victoria’s Secret, JCPenney and AT&T. She also spent several years as director and partner at Toniq, and was responsible for marketing and creative strategies at Gillette, Colgate-Palmolive and PepsiCo.\r\n\r\nChristina graduated with an MA from The New School University in media studies and a BA in journalism from the University of Massachusetts.', 'Christina', '', 'publish', 'open', 'open', '', 'christina', '', '', '2018-09-27 19:39:09', '2018-09-27 19:39:09', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3239', 45, 'team', '', 0), (3240, 2, '2018-09-27 19:38:09', '2018-09-27 19:38:09', '', 'Christina', '', 'inherit', 'open', 'closed', '', 'christina', '', '', '2018-09-27 19:38:09', '2018-09-27 19:38:09', '', 3239, 'http://cbx.cappendev.com/app/uploads/2018/09/Christina.png', 0, 'attachment', 'image/png', 0), (3241, 2, '2018-09-27 19:38:17', '2018-09-27 19:38:17', '', 'headshots__0016_Christina', '', 'inherit', 'open', 'closed', '', 'headshots__0016_christina', '', '', '2018-09-27 19:38:17', '2018-09-27 19:38:17', '', 3239, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0016_Christina.jpg', 0, 'attachment', 'image/jpeg', 0), (3242, 2, '2018-09-27 19:39:09', '2018-09-27 19:39:09', 'At CBX, Christina develops innovation and brand strategies that align to real world experience. With a firm belief that brands are extensions of ourselves, Christina has spent her career understanding people and culture to create relevant marketing strategies that marry business objectives with consumer needs.\r\n\r\nPrior to joining CBX, Christina was director of insights at Interbrand, where she worked on global branding initiatives for Victoria’s Secret, JCPenney and AT&T. She also spent several years as director and partner at Toniq, and was responsible for marketing and creative strategies at Gillette, Colgate-Palmolive and PepsiCo.\r\n\r\nChristina graduated with an MA from The New School University in media studies and a BA in journalism from the University of Massachusetts.', 'Christina', '', 'inherit', 'closed', 'closed', '', '3239-revision-v1', '', '', '2018-09-27 19:39:09', '2018-09-27 19:39:09', '', 3239, 'http://cbx.cappendev.com/3239-revision-v1', 0, 'revision', '', 0), (3243, 2, '2018-09-27 19:40:18', '2018-09-27 19:40:18', 'Damien is Engagement Director at CBX with over 10 years working in Business Development, Marketing and Branding roles. Prior to joining CBX, Damien was Head of Business Development for NYC based branding agency Red Peak. In a continually evolving and dynamic marketing landscape, Damien appreciates and understands the importance of a holistic brand approach in order for brands to connect and gain affinity with their audiences.\r\n\r\nDamien moved to NYC early 2015 in order to further grow his international branding experience having spent 7 years living in London and working at Interbrand, FutureBrand and AEG Worldwide. Originally from Brighton in the UK and half French, Damien considers himself to be well cultured individual having lived in Paris and travelled much of the world.\r\n\r\nDamien graduated from The University of Birmingham with a BA in French and Business Studies and is a passionate skier, cyclist and gym goer.', 'Damien', '', 'publish', 'open', 'open', '', 'damien', '', '', '2018-09-27 19:40:18', '2018-09-27 19:40:18', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3243', 44, 'team', '', 0), (3244, 2, '2018-09-27 19:39:38', '2018-09-27 19:39:38', '', 'Damien', '', 'inherit', 'open', 'closed', '', 'damien', '', '', '2018-09-27 19:39:38', '2018-09-27 19:39:38', '', 3243, 'http://cbx.cappendev.com/app/uploads/2018/09/Damien.png', 0, 'attachment', 'image/png', 0), (3245, 2, '2018-09-27 19:39:48', '2018-09-27 19:39:48', '', 'headshots__0017_Damien', '', 'inherit', 'open', 'closed', '', 'headshots__0017_damien', '', '', '2018-09-27 19:39:48', '2018-09-27 19:39:48', '', 3243, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0017_Damien.jpg', 0, 'attachment', 'image/jpeg', 0), (3246, 2, '2018-09-27 19:40:18', '2018-09-27 19:40:18', 'Damien is Engagement Director at CBX with over 10 years working in Business Development, Marketing and Branding roles. Prior to joining CBX, Damien was Head of Business Development for NYC based branding agency Red Peak. In a continually evolving and dynamic marketing landscape, Damien appreciates and understands the importance of a holistic brand approach in order for brands to connect and gain affinity with their audiences.\r\n\r\nDamien moved to NYC early 2015 in order to further grow his international branding experience having spent 7 years living in London and working at Interbrand, FutureBrand and AEG Worldwide. Originally from Brighton in the UK and half French, Damien considers himself to be well cultured individual having lived in Paris and travelled much of the world.\r\n\r\nDamien graduated from The University of Birmingham with a BA in French and Business Studies and is a passionate skier, cyclist and gym goer.', 'Damien', '', 'inherit', 'closed', 'closed', '', '3243-revision-v1', '', '', '2018-09-27 19:40:18', '2018-09-27 19:40:18', '', 3243, 'http://cbx.cappendev.com/3243-revision-v1', 0, 'revision', '', 0), (3247, 2, '2018-09-27 19:42:01', '2018-09-27 19:42:01', 'As a Design Manager for CBX, Dan oversees and crafts the creative look for private brands and retailers, with a broad list of clients including Wal-Mart and Kroger.\r\n\r\nA native of Cincinnati with a BFA from Miami University, Dan has over 20 years of design industry experience, intermixing private brand and national brand work. Dan has honed his creative talents in Chicago, Cincinnati, Minneapolis, and St. Louis, venturing from both agency side to client side. His previous positions include Art Director for the in-house creative team at Sara Lee Food & Beverage and Art Director of Packaging and Retail for the St. Louis design firm Propaganda. Prior to joining CBX, Dan led the package design output at the Minneapolis creative agency Periscope for Target’s up&up brand and Walgreens\' personal care and health and wellness brands\r\n\r\nDan’s design expertise has been used by Google, The Dial Corporation, Sara Lee, Cargill, Schwan\'s Company, Sherwin-Williams, Walgreens, Target, General Mills, S.C. Johnson, Welch\'s and Best Buy.', 'Dan', '', 'publish', 'open', 'open', '', 'dan', '', '', '2018-09-27 19:42:01', '2018-09-27 19:42:01', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3247', 43, 'team', '', 0), (3248, 2, '2018-09-27 19:41:21', '2018-09-27 19:41:21', '', 'Dan', '', 'inherit', 'open', 'closed', '', 'dan', '', '', '2018-09-27 19:41:21', '2018-09-27 19:41:21', '', 3247, 'http://cbx.cappendev.com/app/uploads/2018/09/Dan.png', 0, 'attachment', 'image/png', 0), (3249, 2, '2018-09-27 19:41:31', '2018-09-27 19:41:31', '', 'headshots__0018_Dan', '', 'inherit', 'open', 'closed', '', 'headshots__0018_dan', '', '', '2018-09-27 19:41:31', '2018-09-27 19:41:31', '', 3247, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0018_Dan.jpg', 0, 'attachment', 'image/jpeg', 0), (3250, 2, '2018-09-27 19:42:01', '2018-09-27 19:42:01', 'As a Design Manager for CBX, Dan oversees and crafts the creative look for private brands and retailers, with a broad list of clients including Wal-Mart and Kroger.\r\n\r\nA native of Cincinnati with a BFA from Miami University, Dan has over 20 years of design industry experience, intermixing private brand and national brand work. Dan has honed his creative talents in Chicago, Cincinnati, Minneapolis, and St. Louis, venturing from both agency side to client side. His previous positions include Art Director for the in-house creative team at Sara Lee Food & Beverage and Art Director of Packaging and Retail for the St. Louis design firm Propaganda. Prior to joining CBX, Dan led the package design output at the Minneapolis creative agency Periscope for Target’s up&up brand and Walgreens\' personal care and health and wellness brands\r\n\r\nDan’s design expertise has been used by Google, The Dial Corporation, Sara Lee, Cargill, Schwan\'s Company, Sherwin-Williams, Walgreens, Target, General Mills, S.C. Johnson, Welch\'s and Best Buy.', 'Dan', '', 'inherit', 'closed', 'closed', '', '3247-revision-v1', '', '', '2018-09-27 19:42:01', '2018-09-27 19:42:01', '', 3247, 'http://cbx.cappendev.com/3247-revision-v1', 0, 'revision', '', 0), (3251, 2, '2018-09-27 19:44:06', '2018-09-27 19:44:06', 'As Senior Client Manager, Dave is responsible for day-to-day client relationship and project\r\nmanagement for both retailer and CPG brands including Keurig-Dr Pepper, Wakefern Food Corp, Seneca and Lavazza. With extensive experience in project management, collaboration and execution, Dave is a proven solutions-based thinker & problem-solver.\r\n\r\nHe successfully lead the redesign initiative for Giant Eagle, a PA based retailer and their 3 brands across several thousand items. Before pivoting to brand design & development and joining CBX, Dave began his career in Video & TV Production. A previous passion project, a post-hurricane Haiti relief documentary entitled “Unbreakable: Hope and Healing in Haiti,” won the Miami International Film Festival in 2014 for Most Inspirational Documentary.\r\n\r\nDave is a Providence College Graduate where he studied Global Studies Humanities with a European\r\nConcentration, is a diehard Green Bay Packers (part-owner!) and New York Yankees fan, a goofball and\r\nand a huge cinephile.', 'Dave', '', 'publish', 'open', 'open', '', 'dave', '', '', '2018-09-27 19:44:06', '2018-09-27 19:44:06', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3251', 42, 'team', '', 0), (3252, 2, '2018-09-27 19:42:06', '2018-09-27 19:42:06', '', 'Maranatha-4-1920_1080', '', 'inherit', 'open', 'closed', '', 'maranatha-4-1920_1080', '', '', '2018-09-27 19:42:06', '2018-09-27 19:42:06', '', 39, 'http://cbx.cappendev.com/app/uploads/2018/03/Maranatha-4-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3253, 2, '2018-09-27 19:42:16', '2018-09-27 19:42:16', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:42:16', '2018-09-27 19:42:16', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0), (3254, 2, '2018-09-27 19:42:40', '2018-09-27 19:42:40', '', 'Dave', '', 'inherit', 'open', 'closed', '', 'dave', '', '', '2018-09-27 19:42:40', '2018-09-27 19:42:40', '', 3251, 'http://cbx.cappendev.com/app/uploads/2018/09/Dave.png', 0, 'attachment', 'image/png', 0), (3255, 2, '2018-09-27 19:43:48', '2018-09-27 19:43:48', '', 'headshots__0019_Dave', '', 'inherit', 'open', 'closed', '', 'headshots__0019_dave', '', '', '2018-09-27 19:43:48', '2018-09-27 19:43:48', '', 3251, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0019_Dave.jpg', 0, 'attachment', 'image/jpeg', 0), (3256, 2, '2018-09-27 19:44:06', '2018-09-27 19:44:06', 'As Senior Client Manager, Dave is responsible for day-to-day client relationship and project\r\nmanagement for both retailer and CPG brands including Keurig-Dr Pepper, Wakefern Food Corp, Seneca and Lavazza. With extensive experience in project management, collaboration and execution, Dave is a proven solutions-based thinker & problem-solver.\r\n\r\nHe successfully lead the redesign initiative for Giant Eagle, a PA based retailer and their 3 brands across several thousand items. Before pivoting to brand design & development and joining CBX, Dave began his career in Video & TV Production. A previous passion project, a post-hurricane Haiti relief documentary entitled “Unbreakable: Hope and Healing in Haiti,” won the Miami International Film Festival in 2014 for Most Inspirational Documentary.\r\n\r\nDave is a Providence College Graduate where he studied Global Studies Humanities with a European\r\nConcentration, is a diehard Green Bay Packers (part-owner!) and New York Yankees fan, a goofball and\r\nand a huge cinephile.', 'Dave', '', 'inherit', 'closed', 'closed', '', '3251-revision-v1', '', '', '2018-09-27 19:44:06', '2018-09-27 19:44:06', '', 3251, 'http://cbx.cappendev.com/3251-revision-v1', 0, 'revision', '', 0), (3257, 2, '2018-09-27 19:45:15', '2018-09-27 19:45:15', '', 'Don', '', 'publish', 'open', 'open', '', 'don', '', '', '2018-09-27 19:45:15', '2018-09-27 19:45:15', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3257', 41, 'team', '', 0), (3258, 2, '2018-09-27 19:44:54', '2018-09-27 19:44:54', '', 'Don', '', 'inherit', 'open', 'closed', '', 'don', '', '', '2018-09-27 19:44:54', '2018-09-27 19:44:54', '', 3257, 'http://cbx.cappendev.com/app/uploads/2018/09/Don.png', 0, 'attachment', 'image/png', 0), (3259, 2, '2018-09-27 19:45:07', '2018-09-27 19:45:07', '', 'headshots__0020_Don', '', 'inherit', 'open', 'closed', '', 'headshots__0020_don', '', '', '2018-09-27 19:45:07', '2018-09-27 19:45:07', '', 3257, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0020_Don.jpg', 0, 'attachment', 'image/jpeg', 0), (3260, 2, '2018-09-27 19:45:15', '2018-09-27 19:45:15', '', 'Don', '', 'inherit', 'closed', 'closed', '', '3257-revision-v1', '', '', '2018-09-27 19:45:15', '2018-09-27 19:45:15', '', 3257, 'http://cbx.cappendev.com/3257-revision-v1', 0, 'revision', '', 0), (3261, 2, '2018-09-27 19:46:30', '2018-09-27 19:46:30', 'As Chief Marketing & Strategy Officer at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.\r\n\r\nFor over ten years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\r\n\r\nPrior to joining CBX, Dustin worked as a Senior Strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\r\n\r\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program and holds an MBA from Columbia Business School.', 'Dustin', '', 'publish', 'open', 'open', '', 'dustin', '', '', '2018-09-27 19:46:30', '2018-09-27 19:46:30', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3261', 40, 'team', '', 0), (3262, 2, '2018-09-27 19:46:12', '2018-09-27 19:46:12', '', 'Dustin', '', 'inherit', 'open', 'closed', '', 'dustin', '', '', '2018-09-27 19:46:12', '2018-09-27 19:46:12', '', 3261, 'http://cbx.cappendev.com/app/uploads/2018/09/Dustin.png', 0, 'attachment', 'image/png', 0), (3263, 2, '2018-09-27 19:46:20', '2018-09-27 19:46:20', '', 'headshots__0021_Dustin', '', 'inherit', 'open', 'closed', '', 'headshots__0021_dustin', '', '', '2018-09-27 19:46:20', '2018-09-27 19:46:20', '', 3261, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0021_Dustin.jpg', 0, 'attachment', 'image/jpeg', 0), (3264, 2, '2018-09-27 19:46:30', '2018-09-27 19:46:30', 'As Chief Marketing & Strategy Officer at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.\r\n\r\nFor over ten years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\r\n\r\nPrior to joining CBX, Dustin worked as a Senior Strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\r\n\r\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program and holds an MBA from Columbia Business School.', 'Dustin', '', 'inherit', 'closed', 'closed', '', '3261-revision-v1', '', '', '2018-09-27 19:46:30', '2018-09-27 19:46:30', '', 3261, 'http://cbx.cappendev.com/3261-revision-v1', 0, 'revision', '', 0), (3265, 2, '2018-09-27 19:47:33', '2018-09-27 19:47:33', 'Beginning his time at CBX as a client services intern, Eric proved himself through his successful projects, advancing to his current role as Project Coordinator. In his current role he assists the Client Services team on day-to-day activities to ensure smooth client relationships and delivery of work.\r\n\r\nEric is a recent graduate of the University of Maryland where he studied marketing and gender/sexuality theory. He also has graphic design and event planning experience.\r\n\r\nOutside of the office, Eric enjoys getting in touch with his creative side through pottery making.', 'Eric', '', 'publish', 'open', 'open', '', 'eric', '', '', '2018-09-27 19:47:33', '2018-09-27 19:47:33', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3265', 39, 'team', '', 0), (3266, 2, '2018-09-27 19:46:51', '2018-09-27 19:46:51', '', 'Eric', '', 'inherit', 'open', 'closed', '', 'eric', '', '', '2018-09-27 19:46:51', '2018-09-27 19:46:51', '', 3265, 'http://cbx.cappendev.com/app/uploads/2018/09/Eric.png', 0, 'attachment', 'image/png', 0), (3267, 2, '2018-09-27 19:47:24', '2018-09-27 19:47:24', '', 'headshots__0022_Eric', '', 'inherit', 'open', 'closed', '', 'headshots__0022_eric', '', '', '2018-09-27 19:47:24', '2018-09-27 19:47:24', '', 3265, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0022_Eric.jpg', 0, 'attachment', 'image/jpeg', 0), (3268, 2, '2018-09-27 19:47:33', '2018-09-27 19:47:33', 'Beginning his time at CBX as a client services intern, Eric proved himself through his successful projects, advancing to his current role as Project Coordinator. In his current role he assists the Client Services team on day-to-day activities to ensure smooth client relationships and delivery of work.\r\n\r\nEric is a recent graduate of the University of Maryland where he studied marketing and gender/sexuality theory. He also has graphic design and event planning experience.\r\n\r\nOutside of the office, Eric enjoys getting in touch with his creative side through pottery making.', 'Eric', '', 'inherit', 'closed', 'closed', '', '3265-revision-v1', '', '', '2018-09-27 19:47:33', '2018-09-27 19:47:33', '', 3265, 'http://cbx.cappendev.com/3265-revision-v1', 0, 'revision', '', 0), (3269, 2, '2018-09-27 19:49:06', '2018-09-27 19:49:06', 'As a creative thinker and a firm believer that the devil is in the details, Galen always brings a fresh perspective to the table as an Associate Strategist at CBX. He began his branding career as a CBX Client Services Intern, but quickly rose through the ranks: first as a Project Coordinator, then as a Client Manager, and now as an Associate Strategist. Galen’s unrelenting work ethic, eye for design detail, and understanding of a brand’s symbiotic relationship with culture and people compel him to consistently deliver the best possible product for his clients.\r\n\r\nGalen has worked with top brands in the industry including Kleenex, PepsiCo, Burt’s Bees, Depends, Poise, Mission Foods, Medtronic, and Merck.\r\n\r\nHe graduated from Bucknell University where he earned a BS in Business Administration, with a focus in Markets, Innovation, and Design.', 'Galen', '', 'publish', 'open', 'open', '', 'galen', '', '', '2018-09-27 19:49:06', '2018-09-27 19:49:06', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3269', 38, 'team', '', 0), (3270, 2, '2018-09-27 19:48:09', '2018-09-27 19:48:09', '', 'Galen', '', 'inherit', 'open', 'closed', '', 'galen', '', '', '2018-09-27 19:48:09', '2018-09-27 19:48:09', '', 3269, 'http://cbx.cappendev.com/app/uploads/2018/09/Galen.png', 0, 'attachment', 'image/png', 0), (3271, 2, '2018-09-27 19:48:32', '2018-09-27 19:48:32', '', 'headshots__0023_Galen', '', 'inherit', 'open', 'closed', '', 'headshots__0023_galen', '', '', '2018-09-27 19:48:32', '2018-09-27 19:48:32', '', 3269, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0023_Galen.jpg', 0, 'attachment', 'image/jpeg', 0), (3272, 2, '2018-09-27 19:49:06', '2018-09-27 19:49:06', 'As a creative thinker and a firm believer that the devil is in the details, Galen always brings a fresh perspective to the table as an Associate Strategist at CBX. He began his branding career as a CBX Client Services Intern, but quickly rose through the ranks: first as a Project Coordinator, then as a Client Manager, and now as an Associate Strategist. Galen’s unrelenting work ethic, eye for design detail, and understanding of a brand’s symbiotic relationship with culture and people compel him to consistently deliver the best possible product for his clients.\r\n\r\nGalen has worked with top brands in the industry including Kleenex, PepsiCo, Burt’s Bees, Depends, Poise, Mission Foods, Medtronic, and Merck.\r\n\r\nHe graduated from Bucknell University where he earned a BS in Business Administration, with a focus in Markets, Innovation, and Design.', 'Galen', '', 'inherit', 'closed', 'closed', '', '3269-revision-v1', '', '', '2018-09-27 19:49:06', '2018-09-27 19:49:06', '', 3269, 'http://cbx.cappendev.com/3269-revision-v1', 0, 'revision', '', 0), (3273, 2, '2018-09-27 19:50:08', '2018-09-27 19:50:08', 'Gregg is a founding partner of CBX and responsible for the overall direction and management of its New York office. Gregg provides big-picture insight to client projects and ensures that the team is meeting and exceeding project objectives. Gregg helped form CBX after recognizing that an opportunity existed to launch an agency that delivered top-notch creative thinking paired with superior service.\r\n\r\nPrior to becoming a founding partner at CBX, Gregg’s previous roles include stints as executive vice president of account services at FutureBrand, and senior account manager at Deskey Associates.\r\nGregg has over 20 years of consumer branding experience, and has worked with such clients as Reckitt Benckiser, General Mills, Seagram’s, Johnson & Johnson, PepsiCo and Frito-Lay.\r\n\r\nGregg graduated from Rutgers University with a BA in marketing and fine arts.', 'Gregg', '', 'publish', 'open', 'open', '', 'gregg', '', '', '2018-09-28 22:24:48', '2018-09-28 22:24:48', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3273', 3, 'team', '', 0), (3274, 2, '2018-09-27 19:49:49', '2018-09-27 19:49:49', '', 'Gregg', '', 'inherit', 'open', 'closed', '', 'gregg', '', '', '2018-09-27 19:49:49', '2018-09-27 19:49:49', '', 3273, 'http://cbx.cappendev.com/app/uploads/2018/09/Gregg.png', 0, 'attachment', 'image/png', 0), (3275, 2, '2018-09-27 19:50:02', '2018-09-27 19:50:02', '', 'headshots__0024_Gregg', '', 'inherit', 'open', 'closed', '', 'headshots__0024_gregg', '', '', '2018-09-27 19:50:02', '2018-09-27 19:50:02', '', 3273, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0024_Gregg.jpg', 0, 'attachment', 'image/jpeg', 0), (3276, 2, '2018-09-27 19:50:08', '2018-09-27 19:50:08', 'Gregg is a founding partner of CBX and responsible for the overall direction and management of its New York office. Gregg provides big-picture insight to client projects and ensures that the team is meeting and exceeding project objectives. Gregg helped form CBX after recognizing that an opportunity existed to launch an agency that delivered top-notch creative thinking paired with superior service.\r\n\r\nPrior to becoming a founding partner at CBX, Gregg’s previous roles include stints as executive vice president of account services at FutureBrand, and senior account manager at Deskey Associates.\r\nGregg has over 20 years of consumer branding experience, and has worked with such clients as Reckitt Benckiser, General Mills, Seagram’s, Johnson & Johnson, PepsiCo and Frito-Lay.\r\n\r\nGregg graduated from Rutgers University with a BA in marketing and fine arts.', 'Gregg', '', 'inherit', 'closed', 'closed', '', '3273-revision-v1', '', '', '2018-09-27 19:50:08', '2018-09-27 19:50:08', '', 3273, 'http://cbx.cappendev.com/3273-revision-v1', 0, 'revision', '', 0), (3277, 2, '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 'Hussain', '', 'publish', 'open', 'open', '', 'hussain', '', '', '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3277', 37, 'team', '', 0), (3278, 2, '2018-09-27 19:50:51', '2018-09-27 19:50:51', '', 'Hussain', '', 'inherit', 'open', 'closed', '', 'hussain', '', '', '2018-09-27 19:50:51', '2018-09-27 19:50:51', '', 3277, 'http://cbx.cappendev.com/app/uploads/2018/09/Hussain.png', 0, 'attachment', 'image/png', 0), (3279, 2, '2018-09-27 19:51:01', '2018-09-27 19:51:01', '', 'headshots__0025_Hussain', '', 'inherit', 'open', 'closed', '', 'headshots__0025_hussain', '', '', '2018-09-27 19:51:01', '2018-09-27 19:51:01', '', 3277, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0025_Hussain.jpg', 0, 'attachment', 'image/jpeg', 0), (3280, 2, '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 'Hussain', '', 'inherit', 'closed', 'closed', '', '3277-revision-v1', '', '', '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 3277, 'http://cbx.cappendev.com/3277-revision-v1', 0, 'revision', '', 0), (3281, 2, '2018-09-27 19:52:56', '2018-09-27 19:52:56', 'As Chief Financial Officer at CBX, James is responsible for the overall financial strategy and direction at CBX.\r\n\r\nBefore starting his role at CBX, James spent 11 years working in the advertising industry, most recently as a CFO for HL Group Partners. Prior to that he spent 8 years in public accounting.\r\n\r\nOutside of work, James loves traveling back home to South Africa and enjoys football (of the English variety) and tennis.', 'James', '', 'publish', 'open', 'open', '', 'james', '', '', '2018-10-01 13:08:05', '2018-10-01 13:08:05', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3281', 36, 'team', '', 0), (3282, 2, '2018-09-27 19:51:46', '2018-09-27 19:51:46', '', 'James', '', 'inherit', 'open', 'closed', '', 'james', '', '', '2018-09-27 19:51:46', '2018-09-27 19:51:46', '', 3281, 'http://cbx.cappendev.com/app/uploads/2018/09/James.png', 0, 'attachment', 'image/png', 0), (3283, 2, '2018-09-27 19:51:58', '2018-09-27 19:51:58', '', 'headshots__0026_James', '', 'inherit', 'open', 'closed', '', 'headshots__0026_james', '', '', '2018-09-27 19:51:58', '2018-09-27 19:51:58', '', 3281, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0026_James.jpg', 0, 'attachment', 'image/jpeg', 0), (3284, 2, '2018-09-27 19:52:56', '2018-09-27 19:52:56', 'As Chief Financial Officer at CBX, James is responsible for the overall financial strategy and direction at CBX.\r\n\r\nBefore starting his role at CBX, James spent 11 years working in the advertising industry, most recently as a CFO for HL Group Partners. Prior to that he spent 8 years in public accounting.\r\n\r\nOutside of work, James loves traveling back home to South Africa and enjoys football (of the English variety) and tennis.', 'James', '', 'inherit', 'closed', 'closed', '', '3281-revision-v1', '', '', '2018-09-27 19:52:56', '2018-09-27 19:52:56', '', 3281, 'http://cbx.cappendev.com/3281-revision-v1', 0, 'revision', '', 0), (3285, 2, '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 'Jamie', '', 'publish', 'open', 'open', '', 'jamie', '', '', '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3285', 35, 'team', '', 0), (3286, 2, '2018-09-27 19:56:53', '2018-09-27 19:56:53', '', 'Jamie', '', 'inherit', 'open', 'closed', '', 'jamie', '', '', '2018-09-27 19:56:53', '2018-09-27 19:56:53', '', 3285, 'http://cbx.cappendev.com/app/uploads/2018/09/Jamie.png', 0, 'attachment', 'image/png', 0), (3287, 2, '2018-09-27 19:57:09', '2018-09-27 19:57:09', '', 'headshots__0027_Jamie', '', 'inherit', 'open', 'closed', '', 'headshots__0027_jamie', '', '', '2018-09-27 19:57:09', '2018-09-27 19:57:09', '', 3285, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0027_Jamie.jpg', 0, 'attachment', 'image/jpeg', 0), (3288, 2, '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 'Jamie', '', 'inherit', 'closed', 'closed', '', '3285-revision-v1', '', '', '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 3285, 'http://cbx.cappendev.com/3285-revision-v1', 0, 'revision', '', 0), (3289, 2, '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 'Jess', '', 'publish', 'open', 'open', '', 'jess', '', '', '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3289', 34, 'team', '', 0), (3290, 2, '2018-09-27 19:57:53', '2018-09-27 19:57:53', '', 'Jess', '', 'inherit', 'open', 'closed', '', 'jess', '', '', '2018-09-27 19:57:53', '2018-09-27 19:57:53', '', 3289, 'http://cbx.cappendev.com/app/uploads/2018/09/Jess.png', 0, 'attachment', 'image/png', 0), (3291, 2, '2018-09-27 19:58:06', '2018-09-27 19:58:06', '', 'headshots__0028_Jess', '', 'inherit', 'open', 'closed', '', 'headshots__0028_jess', '', '', '2018-09-27 19:58:06', '2018-09-27 19:58:06', '', 3289, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0028_Jess.jpg', 0, 'attachment', 'image/jpeg', 0), (3292, 2, '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 'Jess', '', 'inherit', 'closed', 'closed', '', '3289-revision-v1', '', '', '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 3289, 'http://cbx.cappendev.com/3289-revision-v1', 0, 'revision', '', 0), (3293, 2, '2018-09-27 19:59:29', '2018-09-27 19:59:29', 'As Executive Creative Director at CBX, Joe is instrumental in the creative quality and success of all brand initiatives that originate from the studio. Joe’s design leadership and passion for creativity inspire the team of CBX designers in their commitment to design excellence and big idea thinking.\r\n\r\nWith over 25 years of design knowledge and experience in branding, packaging, and corporate identity, Joe is skillful in partnering with his clients to develop on-target, strategic brand solutions. Some of these relationships include award-winning campaigns for such notable organizations as Procter & Gamble, Nabisco, Johnson & Johnson, Verizon, The Scotts Miracle-Gro Company, General Mills, Pillsbury, Del Monte, and ConAgra.\r\n\r\nJoe holds a BFA in Design from the University of Cincinnati, and continues to play a key role in mentoring aspiring designers of today and tomorrow.', 'Joe', '', 'publish', 'open', 'open', '', 'joe', '', '', '2018-09-27 19:59:29', '2018-09-27 19:59:29', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3293', 33, 'team', '', 0), (3294, 2, '2018-09-27 19:58:52', '2018-09-27 19:58:52', '', 'JoeV', '', 'inherit', 'open', 'closed', '', 'joev', '', '', '2018-09-27 19:58:52', '2018-09-27 19:58:52', '', 3293, 'http://cbx.cappendev.com/app/uploads/2018/09/JoeV.png', 0, 'attachment', 'image/png', 0), (3295, 2, '2018-09-27 19:59:20', '2018-09-27 19:59:20', '', 'headshots__0029_JoeV', '', 'inherit', 'open', 'closed', '', 'headshots__0029_joev', '', '', '2018-09-27 19:59:20', '2018-09-27 19:59:20', '', 3293, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0029_JoeV.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3296, 2, '2018-09-27 19:59:29', '2018-09-27 19:59:29', 'As Executive Creative Director at CBX, Joe is instrumental in the creative quality and success of all brand initiatives that originate from the studio. Joe’s design leadership and passion for creativity inspire the team of CBX designers in their commitment to design excellence and big idea thinking.\r\n\r\nWith over 25 years of design knowledge and experience in branding, packaging, and corporate identity, Joe is skillful in partnering with his clients to develop on-target, strategic brand solutions. Some of these relationships include award-winning campaigns for such notable organizations as Procter & Gamble, Nabisco, Johnson & Johnson, Verizon, The Scotts Miracle-Gro Company, General Mills, Pillsbury, Del Monte, and ConAgra.\r\n\r\nJoe holds a BFA in Design from the University of Cincinnati, and continues to play a key role in mentoring aspiring designers of today and tomorrow.', 'Joe', '', 'inherit', 'closed', 'closed', '', '3293-revision-v1', '', '', '2018-09-27 19:59:29', '2018-09-27 19:59:29', '', 3293, 'http://cbx.cappendev.com/3293-revision-v1', 0, 'revision', '', 0), (3297, 2, '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 'Katherine', '', 'publish', 'open', 'open', '', 'katherine', '', '', '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3297', 32, 'team', '', 0), (3298, 2, '2018-09-27 20:00:04', '2018-09-27 20:00:04', '', 'Katherine', '', 'inherit', 'open', 'closed', '', 'katherine', '', '', '2018-09-27 20:00:04', '2018-09-27 20:00:04', '', 3297, 'http://cbx.cappendev.com/app/uploads/2018/09/Katherine.png', 0, 'attachment', 'image/png', 0), (3299, 2, '2018-09-27 20:00:14', '2018-09-27 20:00:14', '', 'headshots__0030_Katherine', '', 'inherit', 'open', 'closed', '', 'headshots__0030_katherine', '', '', '2018-09-27 20:00:14', '2018-09-27 20:00:14', '', 3297, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0030_Katherine.jpg', 0, 'attachment', 'image/jpeg', 0), (3300, 2, '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 'Katherine', '', 'inherit', 'closed', 'closed', '', '3297-revision-v1', '', '', '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 3297, 'http://cbx.cappendev.com/3297-revision-v1', 0, 'revision', '', 0), (3301, 2, '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 'Lauren', '', 'publish', 'open', 'open', '', 'lauren', '', '', '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3301', 31, 'team', '', 0), (3302, 2, '2018-09-27 20:01:23', '2018-09-27 20:01:23', '', 'Lauren_2', '', 'inherit', 'open', 'closed', '', 'lauren_2', '', '', '2018-09-27 20:01:23', '2018-09-27 20:01:23', '', 3301, 'http://cbx.cappendev.com/app/uploads/2018/09/Lauren_2.png', 0, 'attachment', 'image/png', 0), (3303, 2, '2018-09-27 20:01:39', '2018-09-27 20:01:39', '', 'headshots__0032_Lauren', '', 'inherit', 'open', 'closed', '', 'headshots__0032_lauren', '', '', '2018-09-27 20:01:39', '2018-09-27 20:01:39', '', 3301, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0032_Lauren.jpg', 0, 'attachment', 'image/jpeg', 0), (3304, 2, '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 'Lauren', '', 'inherit', 'closed', 'closed', '', '3301-revision-v1', '', '', '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 3301, 'http://cbx.cappendev.com/3301-revision-v1', 0, 'revision', '', 0), (3305, 2, '2018-09-27 20:02:51', '2018-09-27 20:02:51', 'Lauren began her career at CBX right out of college, and has quickly risen through the ranks – now to Design Director– in a very short amount of time.\r\n\r\nLauren currently manages over and provides lead creative solutions for many consumer and corporate brands. She is involved in all aspects of the creative process, from offering strategic insight and conceptual development to generating packaging design and logo identity. Lauren has worked with a wide range of clients including the Dr Pepper Snapple Group, Mars, Del Monte, Kimberly-Clark, Wawa and Walgreens.\r\n\r\nLauren graduated with a BFA in Communications Design from Syracuse University.', 'Lauren', '', 'publish', 'open', 'open', '', 'lauren-2', '', '', '2018-09-27 20:02:51', '2018-09-27 20:02:51', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3305', 30, 'team', '', 0), (3306, 2, '2018-09-27 20:02:14', '2018-09-27 20:02:14', '', 'Lauren', '', 'inherit', 'open', 'closed', '', 'lauren-2', '', '', '2018-09-27 20:02:14', '2018-09-27 20:02:14', '', 3305, 'http://cbx.cappendev.com/app/uploads/2018/09/Lauren.png', 0, 'attachment', 'image/png', 0), (3307, 2, '2018-09-27 20:02:30', '2018-09-27 20:02:30', '', 'headshots__0033_Lauren_2', '', 'inherit', 'open', 'closed', '', 'headshots__0033_lauren_2', '', '', '2018-09-27 20:02:30', '2018-09-27 20:02:30', '', 3305, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0033_Lauren_2.jpg', 0, 'attachment', 'image/jpeg', 0), (3308, 2, '2018-09-27 20:02:51', '2018-09-27 20:02:51', 'Lauren began her career at CBX right out of college, and has quickly risen through the ranks – now to Design Director– in a very short amount of time.\r\n\r\nLauren currently manages over and provides lead creative solutions for many consumer and corporate brands. She is involved in all aspects of the creative process, from offering strategic insight and conceptual development to generating packaging design and logo identity. Lauren has worked with a wide range of clients including the Dr Pepper Snapple Group, Mars, Del Monte, Kimberly-Clark, Wawa and Walgreens.\r\n\r\nLauren graduated with a BFA in Communications Design from Syracuse University.', 'Lauren', '', 'inherit', 'closed', 'closed', '', '3305-revision-v1', '', '', '2018-09-27 20:02:51', '2018-09-27 20:02:51', '', 3305, 'http://cbx.cappendev.com/3305-revision-v1', 0, 'revision', '', 0), (3309, 2, '2018-09-27 20:03:52', '2018-09-27 20:03:52', '', 'Laverne', '', 'publish', 'open', 'open', '', 'laverne', '', '', '2018-09-27 20:03:52', '2018-09-27 20:03:52', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3309', 29, 'team', '', 0), (3310, 2, '2018-09-27 20:03:28', '2018-09-27 20:03:28', '', 'Laverne', '', 'inherit', 'open', 'closed', '', 'laverne', '', '', '2018-09-27 20:03:28', '2018-09-27 20:03:28', '', 3309, 'http://cbx.cappendev.com/app/uploads/2018/09/Laverne.png', 0, 'attachment', 'image/png', 0), (3311, 2, '2018-09-27 20:03:40', '2018-09-27 20:03:40', '', 'headshots__0034_Laverne', '', 'inherit', 'open', 'closed', '', 'headshots__0034_laverne', '', '', '2018-09-27 20:03:40', '2018-09-27 20:03:40', '', 3309, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0034_Laverne.jpg', 0, 'attachment', 'image/jpeg', 0), (3312, 2, '2018-09-27 20:03:52', '2018-09-27 20:03:52', '', 'Laverne', '', 'inherit', 'closed', 'closed', '', '3309-revision-v1', '', '', '2018-09-27 20:03:52', '2018-09-27 20:03:52', '', 3309, 'http://cbx.cappendev.com/3309-revision-v1', 0, 'revision', '', 0), (3313, 2, '2018-09-27 20:05:00', '2018-09-27 20:05:00', 'From day one, Lesley has been in search of the BIG IDEA. And as creative director at CBX, she brings her extensive experience on a wide range of touch points into play, connecting the dots between the visual and the verbal.\r\n\r\nHer creative journey has taken her from Chicago to New York, working at large shopper activation agencies to small digital startups, with a broad range of clients such as P&G, PepsiCo, Unilever and PlayStation. Most recently, she oversaw the Heineken USA national and trade marketing activation team at Geometry Worldwide.', 'Lesley', '', 'publish', 'open', 'open', '', 'lesley', '', '', '2018-09-27 20:05:00', '2018-09-27 20:05:00', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3313', 28, 'team', '', 0), (3314, 2, '2018-09-27 20:04:31', '2018-09-27 20:04:31', '', 'Lesley', '', 'inherit', 'open', 'closed', '', 'lesley', '', '', '2018-09-27 20:04:31', '2018-09-27 20:04:31', '', 3313, 'http://cbx.cappendev.com/app/uploads/2018/09/Lesley.png', 0, 'attachment', 'image/png', 0), (3315, 2, '2018-09-27 20:04:40', '2018-09-27 20:04:40', '', 'headshots__0035_Lesley', '', 'inherit', 'open', 'closed', '', 'headshots__0035_lesley', '', '', '2018-09-27 20:04:40', '2018-09-27 20:04:40', '', 3313, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0035_Lesley.jpg', 0, 'attachment', 'image/jpeg', 0), (3316, 2, '2018-09-27 20:05:00', '2018-09-27 20:05:00', 'From day one, Lesley has been in search of the BIG IDEA. And as creative director at CBX, she brings her extensive experience on a wide range of touch points into play, connecting the dots between the visual and the verbal.\r\n\r\nHer creative journey has taken her from Chicago to New York, working at large shopper activation agencies to small digital startups, with a broad range of clients such as P&G, PepsiCo, Unilever and PlayStation. Most recently, she oversaw the Heineken USA national and trade marketing activation team at Geometry Worldwide.', 'Lesley', '', 'inherit', 'closed', 'closed', '', '3313-revision-v1', '', '', '2018-09-27 20:05:00', '2018-09-27 20:05:00', '', 3313, 'http://cbx.cappendev.com/3313-revision-v1', 0, 'revision', '', 0), (3317, 2, '2018-09-27 20:06:01', '2018-09-27 20:06:01', '

    As Client Services Manager at CBX, Liz supports account, creative and strategy teams to ensure projects and clients are being managed effectively and efficiently.

    \r\n

    Before joining CBX, Liz came from a startup fitness and pilates studio where she played a role in all stages of building the business, from assisting in studio design to marketing and growing the cliental.  This is where she found a true passion for cultivating what makes a brand successful.

    \r\n

    Liz has a Bachelor of Science in Business Administration with a focus on Management from Towson University.

    ', 'Liz', '', 'publish', 'open', 'open', '', 'liz', '', '', '2018-09-27 20:06:01', '2018-09-27 20:06:01', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3317', 27, 'team', '', 0), (3318, 2, '2018-09-27 20:05:45', '2018-09-27 20:05:45', '', 'Liz', '', 'inherit', 'open', 'closed', '', 'liz', '', '', '2018-09-27 20:05:45', '2018-09-27 20:05:45', '', 3317, 'http://cbx.cappendev.com/app/uploads/2018/09/Liz.png', 0, 'attachment', 'image/png', 0), (3319, 2, '2018-09-27 20:05:52', '2018-09-27 20:05:52', '', 'headshots__0036_Liz', '', 'inherit', 'open', 'closed', '', 'headshots__0036_liz', '', '', '2018-09-27 20:05:52', '2018-09-27 20:05:52', '', 3317, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0036_Liz.jpg', 0, 'attachment', 'image/jpeg', 0), (3320, 2, '2018-09-27 20:06:01', '2018-09-27 20:06:01', '

    As Client Services Manager at CBX, Liz supports account, creative and strategy teams to ensure projects and clients are being managed effectively and efficiently.

    \r\n

    Before joining CBX, Liz came from a startup fitness and pilates studio where she played a role in all stages of building the business, from assisting in studio design to marketing and growing the cliental.  This is where she found a true passion for cultivating what makes a brand successful.

    \r\n

    Liz has a Bachelor of Science in Business Administration with a focus on Management from Towson University.

    ', 'Liz', '', 'inherit', 'closed', 'closed', '', '3317-revision-v1', '', '', '2018-09-27 20:06:01', '2018-09-27 20:06:01', '', 3317, 'http://cbx.cappendev.com/3317-revision-v1', 0, 'revision', '', 0), (3321, 2, '2018-09-27 20:06:45', '2018-09-27 20:06:45', '', 'Lizzie', '', 'publish', 'open', 'open', '', 'lizzie', '', '', '2018-09-27 20:06:45', '2018-09-27 20:06:45', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3321', 26, 'team', '', 0), (3322, 2, '2018-09-27 20:06:27', '2018-09-27 20:06:27', '', 'headshots__0037_Lizzie', '', 'inherit', 'open', 'closed', '', 'headshots__0037_lizzie', '', '', '2018-09-27 20:06:27', '2018-09-27 20:06:27', '', 3321, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0037_Lizzie.jpg', 0, 'attachment', 'image/jpeg', 0), (3323, 2, '2018-09-27 20:06:37', '2018-09-27 20:06:37', '', 'Lizzie', '', 'inherit', 'open', 'closed', '', 'lizzie', '', '', '2018-09-27 20:06:37', '2018-09-27 20:06:37', '', 3321, 'http://cbx.cappendev.com/app/uploads/2018/09/Lizzie.png', 0, 'attachment', 'image/png', 0), (3324, 2, '2018-09-27 20:06:45', '2018-09-27 20:06:45', '', 'Lizzie', '', 'inherit', 'closed', 'closed', '', '3321-revision-v1', '', '', '2018-09-27 20:06:45', '2018-09-27 20:06:45', '', 3321, 'http://cbx.cappendev.com/3321-revision-v1', 0, 'revision', '', 0), (3325, 2, '2018-09-27 20:10:01', '2018-09-27 20:10:01', 'Margaret is a designer at CBX specializing in innovation and private label systems. Beginning her career as a CBX intern in 2010, she was eager to get her hands on as many projects as she could, eventually advancing her role through her excellent work ethic and keen eye for design.\r\n\r\nPrior to joining the CBX team, she partnered with SVNTHSIN & Yustin on JCPenny\'s App. She studied at the College of Visual Arts from 2005-2009 with a year abroad at Hochschule für Angewandte Wissenschaft und Kunst (HAWK) in Hildesheim, Germany.\r\n\r\nMargaret is a self-described “serial hobbyist,” always looking for new crafting and design ideas. In her free time you’ll likely find her at every Minnesota United match or at Britt\'s pub cheering on her favorite team.', 'Margaret', '', 'publish', 'open', 'open', '', 'margaret', '', '', '2018-09-27 20:10:01', '2018-09-27 20:10:01', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3325', 25, 'team', '', 0), (3326, 2, '2018-09-27 20:07:35', '2018-09-27 20:07:35', '', 'Margaret_2', '', 'inherit', 'open', 'closed', '', 'margaret_2', '', '', '2018-09-27 20:07:35', '2018-09-27 20:07:35', '', 3325, 'http://cbx.cappendev.com/app/uploads/2018/09/Margaret_2.png', 0, 'attachment', 'image/png', 0), (3327, 2, '2018-09-27 20:09:52', '2018-09-27 20:09:52', '', 'headshots__0038_Margaret', '', 'inherit', 'open', 'closed', '', 'headshots__0038_margaret', '', '', '2018-09-27 20:09:52', '2018-09-27 20:09:52', '', 3325, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0038_Margaret.jpg', 0, 'attachment', 'image/jpeg', 0), (3328, 2, '2018-09-27 20:10:01', '2018-09-27 20:10:01', 'Margaret is a designer at CBX specializing in innovation and private label systems. Beginning her career as a CBX intern in 2010, she was eager to get her hands on as many projects as she could, eventually advancing her role through her excellent work ethic and keen eye for design.\r\n\r\nPrior to joining the CBX team, she partnered with SVNTHSIN & Yustin on JCPenny\'s App. She studied at the College of Visual Arts from 2005-2009 with a year abroad at Hochschule für Angewandte Wissenschaft und Kunst (HAWK) in Hildesheim, Germany.\r\n\r\nMargaret is a self-described “serial hobbyist,” always looking for new crafting and design ideas. In her free time you’ll likely find her at every Minnesota United match or at Britt\'s pub cheering on her favorite team.', 'Margaret', '', 'inherit', 'closed', 'closed', '', '3325-revision-v1', '', '', '2018-09-27 20:10:01', '2018-09-27 20:10:01', '', 3325, 'http://cbx.cappendev.com/3325-revision-v1', 0, 'revision', '', 0), (3329, 2, '2018-09-27 20:11:19', '2018-09-27 20:11:19', 'As a Designer at CBX, Margo works to align great design with client needs.\r\n\r\nAfter graduating from the University of Minnesota with a BFA in Graphic Design and Mass Communication Minor, she began her career working on clients such as 3M, Merck, S.C. Johnson, Mars Food and General Mills.\r\n\r\nWhen she isn’t at work, Margo spends her time riding her horse and competing in horse shows across Minnesota.', 'Margaret', '', 'publish', 'open', 'open', '', 'margaret-2', '', '', '2018-09-27 20:32:12', '2018-09-27 20:32:12', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3329', 24, 'team', '', 0), (3330, 2, '2018-09-27 20:11:05', '2018-09-27 20:11:05', '', 'Margaret', '', 'inherit', 'open', 'closed', '', 'margaret-2', '', '', '2018-09-27 20:11:05', '2018-09-27 20:11:05', '', 3329, 'http://cbx.cappendev.com/app/uploads/2018/09/Margaret.png', 0, 'attachment', 'image/png', 0), (3331, 2, '2018-09-27 20:11:13', '2018-09-27 20:11:13', '', 'headshots__0039_Margaret_2', '', 'inherit', 'open', 'closed', '', 'headshots__0039_margaret_2', '', '', '2018-09-27 20:11:13', '2018-09-27 20:11:13', '', 3329, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0039_Margaret_2.jpg', 0, 'attachment', 'image/jpeg', 0), (3332, 2, '2018-09-27 20:11:19', '2018-09-27 20:11:19', 'As a Designer at CBX, Margo works to align great design with client needs.\r\n\r\nAfter graduating from the University of Minnesota with a BFA in Graphic Design and Mass Communication Minor, she began her career working on clients such as 3M, Merck, S.C. Johnson, Mars Food and General Mills.\r\n\r\nWhen she isn’t at work, Margo spends her time riding her horse and competing in horse shows across Minnesota.', 'Margaret', '', 'inherit', 'closed', 'closed', '', '3329-revision-v1', '', '', '2018-09-27 20:11:19', '2018-09-27 20:11:19', '', 3329, 'http://cbx.cappendev.com/3329-revision-v1', 0, 'revision', '', 0), (3333, 2, '2018-09-27 20:12:19', '2018-09-27 20:12:19', 'Margot is a strategist with a diverse background across sectors. She combines informed insight, category knowledge, instinct, creative thinking and analytical rigor to deliver strategies that inspire people to action. She is a firm believer that brands thrive when they connect with the tensions and truths at the heart of human behavior.\r\n\r\nPrior to joining CBX, Margot worked at Sterling Brands where she led projects for a range of clients including Kimberly Clark. Hershey’s, Bayer, General Mills, Colgate, Green Mountain, Nestle, Kraft, and Proctor & Gamble. She also spent several years as an executive leader in the non-profit sector with a focus on the arts and education.\r\n\r\nMargot graduated with a Masters degree in Education: Human Behavior & Psychology from Harvard University, and holds a BA from New York University.', 'Margot', '', 'publish', 'open', 'open', '', 'margot', '', '', '2018-09-27 20:12:19', '2018-09-27 20:12:19', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3333', 23, 'team', '', 0), (3334, 2, '2018-09-27 20:12:00', '2018-09-27 20:12:00', '', 'Margot', '', 'inherit', 'open', 'closed', '', 'margot', '', '', '2018-09-27 20:12:00', '2018-09-27 20:12:00', '', 3333, 'http://cbx.cappendev.com/app/uploads/2018/09/Margot.png', 0, 'attachment', 'image/png', 0), (3335, 2, '2018-09-27 20:12:10', '2018-09-27 20:12:10', '', 'headshots__0040_Margot', '', 'inherit', 'open', 'closed', '', 'headshots__0040_margot', '', '', '2018-09-27 20:12:10', '2018-09-27 20:12:10', '', 3333, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0040_Margot.jpg', 0, 'attachment', 'image/jpeg', 0), (3336, 2, '2018-09-27 20:12:19', '2018-09-27 20:12:19', 'Margot is a strategist with a diverse background across sectors. She combines informed insight, category knowledge, instinct, creative thinking and analytical rigor to deliver strategies that inspire people to action. She is a firm believer that brands thrive when they connect with the tensions and truths at the heart of human behavior.\r\n\r\nPrior to joining CBX, Margot worked at Sterling Brands where she led projects for a range of clients including Kimberly Clark. Hershey’s, Bayer, General Mills, Colgate, Green Mountain, Nestle, Kraft, and Proctor & Gamble. She also spent several years as an executive leader in the non-profit sector with a focus on the arts and education.\r\n\r\nMargot graduated with a Masters degree in Education: Human Behavior & Psychology from Harvard University, and holds a BA from New York University.', 'Margot', '', 'inherit', 'closed', 'closed', '', '3333-revision-v1', '', '', '2018-09-27 20:12:19', '2018-09-27 20:12:19', '', 3333, 'http://cbx.cappendev.com/3333-revision-v1', 0, 'revision', '', 0), (3337, 2, '2018-09-27 20:12:57', '2018-09-27 20:12:57', '', 'Melanie', '', 'publish', 'open', 'open', '', 'melanie', '', '', '2018-09-27 20:12:57', '2018-09-27 20:12:57', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3337', 22, 'team', '', 0), (3338, 2, '2018-09-27 20:12:40', '2018-09-27 20:12:40', '', 'Melanie', '', 'inherit', 'open', 'closed', '', 'melanie', '', '', '2018-09-27 20:12:40', '2018-09-27 20:12:40', '', 3337, 'http://cbx.cappendev.com/app/uploads/2018/09/Melanie.png', 0, 'attachment', 'image/png', 0), (3339, 2, '2018-09-27 20:12:51', '2018-09-27 20:12:51', '', 'headshots__0041_Melanie', '', 'inherit', 'open', 'closed', '', 'headshots__0041_melanie', '', '', '2018-09-27 20:12:51', '2018-09-27 20:12:51', '', 3337, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0041_Melanie.jpg', 0, 'attachment', 'image/jpeg', 0), (3340, 2, '2018-09-27 20:12:57', '2018-09-27 20:12:57', '', 'Melanie', '', 'inherit', 'closed', 'closed', '', '3337-revision-v1', '', '', '2018-09-27 20:12:57', '2018-09-27 20:12:57', '', 3337, 'http://cbx.cappendev.com/3337-revision-v1', 0, 'revision', '', 0), (3341, 2, '2018-09-27 20:13:53', '2018-09-27 20:13:53', '', 'Mikki', '', 'publish', 'open', 'open', '', 'mikki', '', '', '2018-09-27 20:13:53', '2018-09-27 20:13:53', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3341', 21, 'team', '', 0), (3342, 2, '2018-09-27 20:13:32', '2018-09-27 20:13:32', '', 'Mikki', '', 'inherit', 'open', 'closed', '', 'mikki', '', '', '2018-09-27 20:13:32', '2018-09-27 20:13:32', '', 3341, 'http://cbx.cappendev.com/app/uploads/2018/09/Mikki.png', 0, 'attachment', 'image/png', 0), (3343, 2, '2018-09-27 20:13:41', '2018-09-27 20:13:41', '', 'headshots__0042_Mikki', '', 'inherit', 'open', 'closed', '', 'headshots__0042_mikki', '', '', '2018-09-27 20:13:41', '2018-09-27 20:13:41', '', 3341, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0042_Mikki.jpg', 0, 'attachment', 'image/jpeg', 0), (3344, 2, '2018-09-27 20:13:53', '2018-09-27 20:13:53', '', 'Mikki', '', 'inherit', 'closed', 'closed', '', '3341-revision-v1', '', '', '2018-09-27 20:13:53', '2018-09-27 20:13:53', '', 3341, 'http://cbx.cappendev.com/3341-revision-v1', 0, 'revision', '', 0), (3345, 2, '2018-09-27 20:15:03', '2018-09-27 20:15:03', 'As Client Director at CBX, Nat partners with creative and strategy teams to provide brand consultation, perspective, and recommendations to our clients. As your day-to-day contact, Nat will be responsible for leading the project and process to ensure a successful outcome.\r\n\r\nNat has held production and account leadership roles at agencies in Seattle in Minneapolis, providing strategic guidance and management of integrated brand projects with an emphasis on design. Nat brings considerable brand experience to CBX, including Alfa Romeo, Best Buy, Cannondale, Cargill, Clorox, Fiat Chrysler, General Mills, Google, Indian Motorcycle, Land O’Lakes, Life Cereal, Microsoft, Mountain Hardwear, Novartis, PepsiCo, Propel Electrolyte Water, Schwinn, Sugoi, Target and The North Face.\r\n\r\nAway from CBX, Nat and his wife share the joys of food and the outdoors with their two young children.', 'Nat', '', 'publish', 'open', 'open', '', 'nat', '', '', '2018-09-27 20:15:03', '2018-09-27 20:15:03', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3345', 20, 'team', '', 0), (3346, 2, '2018-09-27 20:14:30', '2018-09-27 20:14:30', '', 'Nat', '', 'inherit', 'open', 'closed', '', 'nat', '', '', '2018-09-27 20:14:30', '2018-09-27 20:14:30', '', 3345, 'http://cbx.cappendev.com/app/uploads/2018/09/Nat.png', 0, 'attachment', 'image/png', 0), (3347, 2, '2018-09-27 20:14:39', '2018-09-27 20:14:39', '', 'headshots__0043_Nat', '', 'inherit', 'open', 'closed', '', 'headshots__0043_nat', '', '', '2018-09-27 20:14:39', '2018-09-27 20:14:39', '', 3345, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0043_Nat.jpg', 0, 'attachment', 'image/jpeg', 0), (3348, 2, '2018-09-27 20:15:03', '2018-09-27 20:15:03', 'As Client Director at CBX, Nat partners with creative and strategy teams to provide brand consultation, perspective, and recommendations to our clients. As your day-to-day contact, Nat will be responsible for leading the project and process to ensure a successful outcome.\r\n\r\nNat has held production and account leadership roles at agencies in Seattle in Minneapolis, providing strategic guidance and management of integrated brand projects with an emphasis on design. Nat brings considerable brand experience to CBX, including Alfa Romeo, Best Buy, Cannondale, Cargill, Clorox, Fiat Chrysler, General Mills, Google, Indian Motorcycle, Land O’Lakes, Life Cereal, Microsoft, Mountain Hardwear, Novartis, PepsiCo, Propel Electrolyte Water, Schwinn, Sugoi, Target and The North Face.\r\n\r\nAway from CBX, Nat and his wife share the joys of food and the outdoors with their two young children.', 'Nat', '', 'inherit', 'closed', 'closed', '', '3345-revision-v1', '', '', '2018-09-27 20:15:03', '2018-09-27 20:15:03', '', 3345, 'http://cbx.cappendev.com/3345-revision-v1', 0, 'revision', '', 0), (3349, 2, '2018-09-27 20:15:51', '2018-09-27 20:15:51', '', 'Paul', '', 'publish', 'open', 'open', '', 'paul', '', '', '2018-09-27 20:15:51', '2018-09-27 20:15:51', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3349', 19, 'team', '', 0), (3350, 2, '2018-09-27 20:15:32', '2018-09-27 20:15:32', '', 'Paul', '', 'inherit', 'open', 'closed', '', 'paul', '', '', '2018-09-27 20:15:32', '2018-09-27 20:15:32', '', 3349, 'http://cbx.cappendev.com/app/uploads/2018/09/Paul.png', 0, 'attachment', 'image/png', 0), (3351, 2, '2018-09-27 20:15:40', '2018-09-27 20:15:40', '', 'headshots__0046_Paul', '', 'inherit', 'open', 'closed', '', 'headshots__0046_paul', '', '', '2018-09-27 20:15:40', '2018-09-27 20:15:40', '', 3349, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0046_Paul.jpg', 0, 'attachment', 'image/jpeg', 0), (3352, 2, '2018-09-27 20:15:51', '2018-09-27 20:15:51', '', 'Paul', '', 'inherit', 'closed', 'closed', '', '3349-revision-v1', '', '', '2018-09-27 20:15:51', '2018-09-27 20:15:51', '', 3349, 'http://cbx.cappendev.com/3349-revision-v1', 0, 'revision', '', 0), (3353, 2, '2018-09-27 20:17:08', '2018-09-27 20:17:08', '', 'Peter', '', 'publish', 'open', 'open', '', 'peter', '', '', '2018-09-27 20:17:08', '2018-09-27 20:17:08', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3353', 18, 'team', '', 0), (3354, 2, '2018-09-27 20:16:26', '2018-09-27 20:16:26', '', 'Peter_2', '', 'inherit', 'open', 'closed', '', 'peter_2', '', '', '2018-09-27 20:16:26', '2018-09-27 20:16:26', '', 3353, 'http://cbx.cappendev.com/app/uploads/2018/09/Peter_2.png', 0, 'attachment', 'image/png', 0), (3355, 2, '2018-09-27 20:16:44', '2018-09-27 20:16:44', '', 'headshots__0048_Peter', '', 'inherit', 'open', 'closed', '', 'headshots__0048_peter', '', '', '2018-09-27 20:16:44', '2018-09-27 20:16:44', '', 3353, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0048_Peter.jpg', 0, 'attachment', 'image/jpeg', 0), (3356, 2, '2018-09-27 20:17:08', '2018-09-27 20:17:08', '', 'Peter', '', 'inherit', 'closed', 'closed', '', '3353-revision-v1', '', '', '2018-09-27 20:17:08', '2018-09-27 20:17:08', '', 3353, 'http://cbx.cappendev.com/3353-revision-v1', 0, 'revision', '', 0), (3357, 2, '2018-09-27 20:18:02', '2018-09-27 20:18:02', '', 'Rich', '', 'publish', 'open', 'open', '', 'rich', '', '', '2018-09-27 20:18:02', '2018-09-27 20:18:02', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3357', 17, 'team', '', 0), (3358, 2, '2018-09-27 20:17:39', '2018-09-27 20:17:39', '', 'Rich', '', 'inherit', 'open', 'closed', '', 'rich', '', '', '2018-09-27 20:17:39', '2018-09-27 20:17:39', '', 3357, 'http://cbx.cappendev.com/app/uploads/2018/09/Rich.png', 0, 'attachment', 'image/png', 0), (3359, 2, '2018-09-27 20:17:48', '2018-09-27 20:17:48', '', 'headshots__0050_Rich', '', 'inherit', 'open', 'closed', '', 'headshots__0050_rich', '', '', '2018-09-27 20:17:48', '2018-09-27 20:17:48', '', 3357, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0050_Rich.jpg', 0, 'attachment', 'image/jpeg', 0), (3360, 2, '2018-09-27 20:18:02', '2018-09-27 20:18:02', '', 'Rich', '', 'inherit', 'closed', 'closed', '', '3357-revision-v1', '', '', '2018-09-27 20:18:02', '2018-09-27 20:18:02', '', 3357, 'http://cbx.cappendev.com/3357-revision-v1', 0, 'revision', '', 0), (3361, 2, '2018-09-27 20:19:05', '2018-09-27 20:19:05', 'Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX. With twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\nSince helping establish the firm in 2003, Rick has played an integral role in expanding its client roster and has been the creative vision behind the rollout of numerous award-winning branding initiatives, most recently the successful U by Kotex line for Kimberly-Clark and a rebranding of Duane Reade’s private label portfolio.\r\n\r\nPrior to founding CBX, Rick learned the importance of breakthrough creative while working at Milton Glaser, Gerstman+Meyers, LPK, and FutureBrand. Over the course of his accomplished career, he has contributed his branding expertise to such companies as Del Monte, Exxon Mobil, IBM, Johnson & Johnson, Kimberly-Clark, Mars, and The Scotts Miracle-Gro Company.\r\n\r\nIn recent years, Rick was also chosen as one of Graphic Design USA’s “People to Watch,” and 
FastCompany’s “100 Most Creative People in Business.”', 'Rick', '', 'publish', 'open', 'open', '', 'rick', '', '', '2018-09-27 20:19:05', '2018-09-27 20:19:05', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3361', 0, 'team', '', 0), (3362, 2, '2018-09-27 20:18:34', '2018-09-27 20:18:34', '', 'Rick', '', 'inherit', 'open', 'closed', '', 'rick', '', '', '2018-09-27 20:18:34', '2018-09-27 20:18:34', '', 3361, 'http://cbx.cappendev.com/app/uploads/2018/09/Rick.png', 0, 'attachment', 'image/png', 0), (3363, 2, '2018-09-27 20:18:45', '2018-09-27 20:18:45', '', 'headshots__0051_Rick', '', 'inherit', 'open', 'closed', '', 'headshots__0051_rick', '', '', '2018-09-27 20:18:45', '2018-09-27 20:18:45', '', 3361, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0051_Rick.jpg', 0, 'attachment', 'image/jpeg', 0), (3364, 2, '2018-09-27 20:19:05', '2018-09-27 20:19:05', 'Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX. With twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\nSince helping establish the firm in 2003, Rick has played an integral role in expanding its client roster and has been the creative vision behind the rollout of numerous award-winning branding initiatives, most recently the successful U by Kotex line for Kimberly-Clark and a rebranding of Duane Reade’s private label portfolio.\r\n\r\nPrior to founding CBX, Rick learned the importance of breakthrough creative while working at Milton Glaser, Gerstman+Meyers, LPK, and FutureBrand. Over the course of his accomplished career, he has contributed his branding expertise to such companies as Del Monte, Exxon Mobil, IBM, Johnson & Johnson, Kimberly-Clark, Mars, and The Scotts Miracle-Gro Company.\r\n\r\nIn recent years, Rick was also chosen as one of Graphic Design USA’s “People to Watch,” and 
FastCompany’s “100 Most Creative People in Business.”', 'Rick', '', 'inherit', 'closed', 'closed', '', '3361-revision-v1', '', '', '2018-09-27 20:19:05', '2018-09-27 20:19:05', '', 3361, 'http://cbx.cappendev.com/3361-revision-v1', 0, 'revision', '', 0), (3365, 2, '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 'Sami', '', 'publish', 'open', 'open', '', 'sami', '', '', '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3365', 16, 'team', '', 0), (3366, 2, '2018-09-27 20:20:17', '2018-09-27 20:20:17', '', 'Sami', '', 'inherit', 'open', 'closed', '', 'sami', '', '', '2018-09-27 20:20:17', '2018-09-27 20:20:17', '', 3365, 'http://cbx.cappendev.com/app/uploads/2018/09/Sami.png', 0, 'attachment', 'image/png', 0), (3367, 2, '2018-09-27 20:20:25', '2018-09-27 20:20:25', '', 'headshots__0053_Sami', '', 'inherit', 'open', 'closed', '', 'headshots__0053_sami', '', '', '2018-09-27 20:20:25', '2018-09-27 20:20:25', '', 3365, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0053_Sami.jpg', 0, 'attachment', 'image/jpeg', 0), (3368, 2, '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 'Sami', '', 'inherit', 'closed', 'closed', '', '3365-revision-v1', '', '', '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 3365, 'http://cbx.cappendev.com/3365-revision-v1', 0, 'revision', '', 0), (3369, 2, '2018-09-27 20:21:44', '2018-09-27 20:21:44', '

    As Chief Engagement Officer at CBX, Satoru is responsible for the overall management of business and operations in New York.  Satoru’s experience in brand consulting spans over 20 years across more than 200 brands.

    \r\n

    Prior to joining CBX, Satoru was Executive Vice President and General manager of the creative group at Sterling Brands, Group Director at Frankfurt Balkind, and Senior Account Director at Desgrippes Gobé.

    \r\n

    Satoru has led strategy, innovation, creative and experience design initiatives for some of the world’s most recognized and beloved brands for accounts that include Gillette, Del Monte, PepsiCo, Mars, Black & Decker, Kraft, Colgate, Pepperidge Farm, Moët & Chandon, and Coca-Cola.

    ', 'Satoru', '', 'publish', 'open', 'open', '', 'satoru', '', '', '2018-09-27 20:21:44', '2018-09-27 20:21:44', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3369', 15, 'team', '', 0), (3370, 2, '2018-09-27 20:21:25', '2018-09-27 20:21:25', '', 'Satoru', '', 'inherit', 'open', 'closed', '', 'satoru', '', '', '2018-09-27 20:21:25', '2018-09-27 20:21:25', '', 3369, 'http://cbx.cappendev.com/app/uploads/2018/09/Satoru.png', 0, 'attachment', 'image/png', 0), (3371, 2, '2018-09-27 20:21:36', '2018-09-27 20:21:36', '', 'headshots__0054_Satoru', '', 'inherit', 'open', 'closed', '', 'headshots__0054_satoru', '', '', '2018-09-27 20:21:36', '2018-09-27 20:21:36', '', 3369, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0054_Satoru.jpg', 0, 'attachment', 'image/jpeg', 0), (3372, 2, '2018-09-27 20:21:44', '2018-09-27 20:21:44', '

    As Chief Engagement Officer at CBX, Satoru is responsible for the overall management of business and operations in New York.  Satoru’s experience in brand consulting spans over 20 years across more than 200 brands.

    \r\n

    Prior to joining CBX, Satoru was Executive Vice President and General manager of the creative group at Sterling Brands, Group Director at Frankfurt Balkind, and Senior Account Director at Desgrippes Gobé.

    \r\n

    Satoru has led strategy, innovation, creative and experience design initiatives for some of the world’s most recognized and beloved brands for accounts that include Gillette, Del Monte, PepsiCo, Mars, Black & Decker, Kraft, Colgate, Pepperidge Farm, Moët & Chandon, and Coca-Cola.

    ', 'Satoru', '', 'inherit', 'closed', 'closed', '', '3369-revision-v1', '', '', '2018-09-27 20:21:44', '2018-09-27 20:21:44', '', 3369, 'http://cbx.cappendev.com/3369-revision-v1', 0, 'revision', '', 0), (3373, 2, '2018-09-27 20:22:55', '2018-09-27 20:22:55', 'As Creative Director at CBX, Scott oversees and drives the creative vision. His leadership promotes a culture of teamwork and dedication that fuels unique, brand-building creative solutions. Scott has played an integral part in the growth and development of the company, from his time in the New York office to his current role in Minneapolis, partnering with clients such as General Mills, Campbell’s, Best Buy, McCormick, Rust-Oleum and ConAgra.\r\n\r\nPrior to joining CBX, Scott was associate creative director at FutureBrand and a senior designer at Hughes Design Group.\r\n\r\nWith approximately 25 years of packaged goods experience, Scott has led numerous brand initiatives across a wide range of consumer categories, including food and beverage, apparel, electronics, pet care, pharmaceutical, and health and beauty.\r\n\r\nHe graduated from the Art Institute of Pittsburgh with a degree in Visual Communications.', 'Scott', '', 'publish', 'open', 'open', '', 'scott', '', '', '2018-09-27 20:22:55', '2018-09-27 20:22:55', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3373', 13, 'team', '', 0), (3374, 2, '2018-09-27 20:22:37', '2018-09-27 20:22:37', '', 'Scott', '', 'inherit', 'open', 'closed', '', 'scott', '', '', '2018-09-27 20:22:37', '2018-09-27 20:22:37', '', 3373, 'http://cbx.cappendev.com/app/uploads/2018/09/Scott.png', 0, 'attachment', 'image/png', 0), (3375, 2, '2018-09-27 20:22:45', '2018-09-27 20:22:45', '', 'headshots__0055_Scott', '', 'inherit', 'open', 'closed', '', 'headshots__0055_scott', '', '', '2018-09-27 20:22:45', '2018-09-27 20:22:45', '', 3373, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0055_Scott.jpg', 0, 'attachment', 'image/jpeg', 0), (3376, 2, '2018-09-27 20:22:55', '2018-09-27 20:22:55', 'As Creative Director at CBX, Scott oversees and drives the creative vision. His leadership promotes a culture of teamwork and dedication that fuels unique, brand-building creative solutions. Scott has played an integral part in the growth and development of the company, from his time in the New York office to his current role in Minneapolis, partnering with clients such as General Mills, Campbell’s, Best Buy, McCormick, Rust-Oleum and ConAgra.\r\n\r\nPrior to joining CBX, Scott was associate creative director at FutureBrand and a senior designer at Hughes Design Group.\r\n\r\nWith approximately 25 years of packaged goods experience, Scott has led numerous brand initiatives across a wide range of consumer categories, including food and beverage, apparel, electronics, pet care, pharmaceutical, and health and beauty.\r\n\r\nHe graduated from the Art Institute of Pittsburgh with a degree in Visual Communications.', 'Scott', '', 'inherit', 'closed', 'closed', '', '3373-revision-v1', '', '', '2018-09-27 20:22:55', '2018-09-27 20:22:55', '', 3373, 'http://cbx.cappendev.com/3373-revision-v1', 0, 'revision', '', 0), (3377, 2, '2018-09-27 20:24:13', '2018-09-27 20:24:13', 'Shawn has been a designer at CBX for more than 4 years, working on an array of projects including package design, brand design and, every once in awhile, digital design.\r\n\r\nAfter graduating from Iowa State University in the Spring of 2014, Shawn moved to Minneapolis where he joined CBX as a full-time member of their team.\r\n\r\nOutside of the visual art and design realm, Shawn spends much of his time exploring his passion of music, often playing guitar or piano if he isn’t already enjoying a live show at a local venue.', 'Shawn', '', 'publish', 'open', 'open', '', 'shawn', '', '', '2018-09-27 20:24:13', '2018-09-27 20:24:13', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3377', 12, 'team', '', 0), (3378, 2, '2018-09-27 20:23:55', '2018-09-27 20:23:55', '', 'Shawn', '', 'inherit', 'open', 'closed', '', 'shawn', '', '', '2018-09-27 20:23:55', '2018-09-27 20:23:55', '', 3377, 'http://cbx.cappendev.com/app/uploads/2018/09/Shawn.png', 0, 'attachment', 'image/png', 0), (3379, 2, '2018-09-27 20:24:03', '2018-09-27 20:24:03', '', 'headshots__0056_Shawn', '', 'inherit', 'open', 'closed', '', 'headshots__0056_shawn', '', '', '2018-09-27 20:24:03', '2018-09-27 20:24:03', '', 3377, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0056_Shawn.jpg', 0, 'attachment', 'image/jpeg', 0), (3380, 2, '2018-09-27 20:24:13', '2018-09-27 20:24:13', 'Shawn has been a designer at CBX for more than 4 years, working on an array of projects including package design, brand design and, every once in awhile, digital design.\r\n\r\nAfter graduating from Iowa State University in the Spring of 2014, Shawn moved to Minneapolis where he joined CBX as a full-time member of their team.\r\n\r\nOutside of the visual art and design realm, Shawn spends much of his time exploring his passion of music, often playing guitar or piano if he isn’t already enjoying a live show at a local venue.', 'Shawn', '', 'inherit', 'closed', 'closed', '', '3377-revision-v1', '', '', '2018-09-27 20:24:13', '2018-09-27 20:24:13', '', 3377, 'http://cbx.cappendev.com/3377-revision-v1', 0, 'revision', '', 0), (3381, 2, '2018-09-27 20:25:14', '2018-09-27 20:25:14', '

    As Senior Project Manager for the design of retail environments, Stacie leads teams in the planning, execution and rollout of retail projects at CBX. She is responsible for a variety of projects spanning different sizes and scales.

    \r\n

    At CBX, she has worked hand-in-hand with clients, architects and contractors on stores including Pathmark supermarkets, PKN Orlen’s Stop Café (the national oil company of Poland), and Topaz Energy’s Restore convenience store chain (the largest publicly traded company in Ireland). Recently, Stacie worked both in the U.S. and China with the national oil company of China, Petro China, to develop and open their new concept uSmile convenience store, as well as prepare the prototype for a 10,000-store rollout.

    \r\n

    Prior to joining CBX, Stacie’s retail experiences have included roles as project lead and project manager for clients such as Dunkin’ Donuts, Quick Chek, Chock Full ‘o Nuts, and 7-Eleven.

    \r\n

    Stacie received her B.Arch from the Irwin S. Chanin School of Architecture of The Cooper\r\nUnion.

    ', 'Stacie', '', 'publish', 'open', 'open', '', 'stacie-hawes', '', '', '2018-10-01 13:07:26', '2018-10-01 13:07:26', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3381', 11, 'team', '', 0), (3382, 2, '2018-09-27 20:24:55', '2018-09-27 20:24:55', '', 'Stacie', '', 'inherit', 'open', 'closed', '', 'stacie', '', '', '2018-09-27 20:24:55', '2018-09-27 20:24:55', '', 3381, 'http://cbx.cappendev.com/app/uploads/2018/09/Stacie.png', 0, 'attachment', 'image/png', 0), (3383, 2, '2018-09-27 20:25:08', '2018-09-27 20:25:08', '', 'headshots__0057_Stacie', '', 'inherit', 'open', 'closed', '', 'headshots__0057_stacie', '', '', '2018-09-27 20:25:08', '2018-09-27 20:25:08', '', 3381, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0057_Stacie.jpg', 0, 'attachment', 'image/jpeg', 0), (3384, 2, '2018-09-27 20:25:14', '2018-09-27 20:25:14', '

    As Senior Project Manager for the design of retail environments, Stacie leads teams in the planning, execution and rollout of retail projects at CBX. She is responsible for a variety of projects spanning different sizes and scales.

    \r\n

    At CBX, she has worked hand-in-hand with clients, architects and contractors on stores including Pathmark supermarkets, PKN Orlen’s Stop Café (the national oil company of Poland), and Topaz Energy’s Restore convenience store chain (the largest publicly traded company in Ireland). Recently, Stacie worked both in the U.S. and China with the national oil company of China, Petro China, to develop and open their new concept uSmile convenience store, as well as prepare the prototype for a 10,000-store rollout.

    \r\n

    Prior to joining CBX, Stacie’s retail experiences have included roles as project lead and project manager for clients such as Dunkin’ Donuts, Quick Chek, Chock Full ‘o Nuts, and 7-Eleven.

    \r\n

    Stacie received her B.Arch from the Irwin S. Chanin School of Architecture of The Cooper\r\nUnion.

    ', 'Stacie Hawes', '', 'inherit', 'closed', 'closed', '', '3381-revision-v1', '', '', '2018-09-27 20:25:14', '2018-09-27 20:25:14', '', 3381, 'http://cbx.cappendev.com/3381-revision-v1', 0, 'revision', '', 0), (3385, 2, '2018-09-27 20:26:29', '2018-09-27 20:26:29', '

    Stacy joined us from Preston Kelly, where she was VP, Account Director and created brand strategies and campaigns for OfficeMax, Be The Match, Elkay and Mall of America. Prior to that, Stacy was a SVP, Marketing and Product Management at CVS/pharmacy where she was part of an executive leadership team that launched MinuteClinic, a pioneer in the retail healthcare environment. Stacy led the marketing team to grow the retail brand presence from 65 to more than 500 locations in just two years and developed partner marketing programs with Johnson & Johnson, CardioChek, Merck and GlaxoSmithKline.

    \r\n

    Stacy’s experience also includes creating brand strategies and marketing campaigns for Anheuser-Busch, Target Corporation, ConAgra (Healthy Choice), Kimberly-Clark, Brown-Forman Beverage Company and General Mills.

    \r\n

    In her free time, Stacy enjoys spending time with her busy family and loves travel as well as any time she can get near a lake, ocean or body of water.

    ', 'Stacy', '', 'publish', 'open', 'open', '', 'stacy', '', '', '2018-09-27 20:26:29', '2018-09-27 20:26:29', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3385', 9, 'team', '', 0), (3387, 2, '2018-09-27 20:26:08', '2018-09-27 20:26:08', '', 'Stacy', '', 'inherit', 'open', 'closed', '', 'stacy', '', '', '2018-09-27 20:26:08', '2018-09-27 20:26:08', '', 3385, 'http://cbx.cappendev.com/app/uploads/2018/09/Stacy.png', 0, 'attachment', 'image/png', 0), (3388, 2, '2018-09-27 20:26:17', '2018-09-27 20:26:17', '', 'headshots__0058_Stacy', '', 'inherit', 'open', 'closed', '', 'headshots__0058_stacy', '', '', '2018-09-27 20:26:17', '2018-09-27 20:26:17', '', 3385, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0058_Stacy.jpg', 0, 'attachment', 'image/jpeg', 0), (3389, 2, '2018-09-27 20:26:29', '2018-09-27 20:26:29', '

    Stacy joined us from Preston Kelly, where she was VP, Account Director and created brand strategies and campaigns for OfficeMax, Be The Match, Elkay and Mall of America. Prior to that, Stacy was a SVP, Marketing and Product Management at CVS/pharmacy where she was part of an executive leadership team that launched MinuteClinic, a pioneer in the retail healthcare environment. Stacy led the marketing team to grow the retail brand presence from 65 to more than 500 locations in just two years and developed partner marketing programs with Johnson & Johnson, CardioChek, Merck and GlaxoSmithKline.

    \r\n

    Stacy’s experience also includes creating brand strategies and marketing campaigns for Anheuser-Busch, Target Corporation, ConAgra (Healthy Choice), Kimberly-Clark, Brown-Forman Beverage Company and General Mills.

    \r\n

    In her free time, Stacy enjoys spending time with her busy family and loves travel as well as any time she can get near a lake, ocean or body of water.

    ', 'Stacy', '', 'inherit', 'closed', 'closed', '', '3385-revision-v1', '', '', '2018-09-27 20:26:29', '2018-09-27 20:26:29', '', 3385, 'http://cbx.cappendev.com/3385-revision-v1', 0, 'revision', '', 0), (3390, 2, '2018-09-27 20:27:52', '2018-09-27 20:27:52', '

    As an Associate Creative Director for CBX, Steve is responsible for leading and inspiring the creative team. He has played a major role in the design and strategy of brands for ConAgra, Best Buy, and Sears.

    \r\n

    Prior to joining CBX, Steve was a design director for Baker & Associates, where he was responsible for accounts at General Mills, Nestlé and Caribou Coffee. He also worked as a senior designer for Pat Carney Studios on projects for Target, Harley-Davidson and the Minnesota Twins.

    \r\n

    With more than 15 years of experience in the Minneapolis design community, Steve has been an integral part in leading the redesign of multiple iconic national brands.

    \r\n

    He graduated from Iowa State University, where he earned a BFA in Graphic Design.

    ', 'Steve', '', 'publish', 'open', 'open', '', 'steve', '', '', '2018-09-27 20:27:52', '2018-09-27 20:27:52', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3390', 8, 'team', '', 0), (3391, 2, '2018-09-27 20:27:26', '2018-09-27 20:27:26', '', 'Steve', '', 'inherit', 'open', 'closed', '', 'steve', '', '', '2018-09-27 20:27:26', '2018-09-27 20:27:26', '', 3390, 'http://cbx.cappendev.com/app/uploads/2018/09/Steve.png', 0, 'attachment', 'image/png', 0), (3392, 2, '2018-09-27 20:27:40', '2018-09-27 20:27:40', '', 'headshots__0059_Steve', '', 'inherit', 'open', 'closed', '', 'headshots__0059_steve', '', '', '2018-09-27 20:27:40', '2018-09-27 20:27:40', '', 3390, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0059_Steve.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3393, 2, '2018-09-27 20:27:52', '2018-09-27 20:27:52', '

    As an Associate Creative Director for CBX, Steve is responsible for leading and inspiring the creative team. He has played a major role in the design and strategy of brands for ConAgra, Best Buy, and Sears.

    \r\n

    Prior to joining CBX, Steve was a design director for Baker & Associates, where he was responsible for accounts at General Mills, Nestlé and Caribou Coffee. He also worked as a senior designer for Pat Carney Studios on projects for Target, Harley-Davidson and the Minnesota Twins.

    \r\n

    With more than 15 years of experience in the Minneapolis design community, Steve has been an integral part in leading the redesign of multiple iconic national brands.

    \r\n

    He graduated from Iowa State University, where he earned a BFA in Graphic Design.

    ', 'Steve', '', 'inherit', 'closed', 'closed', '', '3390-revision-v1', '', '', '2018-09-27 20:27:52', '2018-09-27 20:27:52', '', 3390, 'http://cbx.cappendev.com/3390-revision-v1', 0, 'revision', '', 0), (3394, 2, '2018-09-27 20:28:47', '2018-09-27 20:28:47', '

    Tanya comes to CBX with over 5 years of branding experience after graduating from Lamar University in Beaumont, TX. Career highlights include brand development for food and beverage clients such as McDonald’s, Coke and Dr. Pepper, in addition to sport and entertainment brands, such as Barclay’s Center and Madison Square Garden.

    \r\n

    Her expertise lies in project management and building client relationships. She is passionate about executing strategic brand and packaging design projects. Her attention to detail ensures each endeavor results in strong brand presence and consumer engagement.

    ', 'Tanya', '', 'publish', 'open', 'open', '', 'tanya', '', '', '2018-09-27 20:28:47', '2018-09-27 20:28:47', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3394', 7, 'team', '', 0), (3395, 2, '2018-09-27 20:28:26', '2018-09-27 20:28:26', '', 'Tanya', '', 'inherit', 'open', 'closed', '', 'tanya', '', '', '2018-09-27 20:28:26', '2018-09-27 20:28:26', '', 3394, 'http://cbx.cappendev.com/app/uploads/2018/09/Tanya.png', 0, 'attachment', 'image/png', 0), (3396, 2, '2018-09-27 20:28:40', '2018-09-27 20:28:40', '', 'headshots__0060_Tanya', '', 'inherit', 'open', 'closed', '', 'headshots__0060_tanya', '', '', '2018-09-27 20:28:40', '2018-09-27 20:28:40', '', 3394, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0060_Tanya.jpg', 0, 'attachment', 'image/jpeg', 0), (3397, 2, '2018-09-27 20:28:47', '2018-09-27 20:28:47', '

    Tanya comes to CBX with over 5 years of branding experience after graduating from Lamar University in Beaumont, TX. Career highlights include brand development for food and beverage clients such as McDonald’s, Coke and Dr. Pepper, in addition to sport and entertainment brands, such as Barclay’s Center and Madison Square Garden.

    \r\n

    Her expertise lies in project management and building client relationships. She is passionate about executing strategic brand and packaging design projects. Her attention to detail ensures each endeavor results in strong brand presence and consumer engagement.

    ', 'Tanya', '', 'inherit', 'closed', 'closed', '', '3394-revision-v1', '', '', '2018-09-27 20:28:47', '2018-09-27 20:28:47', '', 3394, 'http://cbx.cappendev.com/3394-revision-v1', 0, 'revision', '', 0), (3398, 2, '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 'Tim', '', 'publish', 'open', 'open', '', 'tim', '', '', '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3398', 6, 'team', '', 0), (3399, 1, '2018-09-27 20:29:09', '2018-09-27 20:29:09', 'Weed Rules, Collagen Is Hot, and Organic Goes Digital\r\nI love attending Expos. I bounce off the energy created by the thousands of attendees walking the floors and the hordes of vendors that fill the Convention Center. I love engaging with the diverse array of brands; from natural and organic foods to health and beauty products; from the big power house brands to the small startups. There is so much activity – you feel the genuine passion of those who tell you their stories and what inspired them to create their brand. You’re exposed to great design and an entrepreneurial spirit that’s contagious. You meet a never-ending stream of amazing, culturally diverse people from the time you enter to the time you leave. Expos are a place where you can kick off your day with an organic, fair-trade coffee (complete with an uplifting brand backstory), let your taste buds roam wild, learn about the latest food and technology trends, and if you’re feeling extra adventurous, start your next morning with a work out class at 7.30am (promise I’ll make it next year!) All this under one roof!\r\n\r\nYes, Expos are awesome. And for those with an open mind and a willingness to listen and learn, they can be an incredibly uplifting and positive experience.\r\n\r\nHere are some takeaways from this year’s Expo East…\r\n\r\nGrowing Like A Weed\r\nMost notable movement for me is the rise of Hemp based products both in food and beauty (CBD oil also very prominent in beauty). Hemp based products are very high… in protein and Omega 3 and 6 (at least this is the message being pushed). Brands are definitely seeking ways to better educate both customers and retailers on the health benefits Hemp provides. There is certainly an opportunity in this space for the existing brand leaders to continue educating as well as exploring new ways to better communicate all the health benefits through more engaging branding and messaging. The Hemp movement is here to stay and will only keep growing.\r\n\r\n\"\"\r\nPlants. It’s What’s For Dinner.\r\nThis leads nicely into the continuous growth of plant-based products. There were more brands this year than last promoting the benefits of plant based ingredients across food and beauty with lots of product innovation including plant based pizzas and burritos to drinks and healthcare/beauty products.\r\n\r\nGet A Collagen Education\r\nStaying with the healthy movement. Collagen is another hot ingredient becoming more prominent in the supplements sector. Brands including ZINT, VP and Nordic Naturals were all promoting the benefits of Collagen for your body’s joints, skin care, hair care and nails. Apparently it will help you ‘glow’ and also better your skins moisture within 6 weeks (by up to 11% - I’m sold!). I was well educated by some of these brands on the benefits of Collagen and have enough samples to test the 6 weeks challenge for myself! Certainly an interesting movement and one that follows the overall health and wellness trend, which is driving so much brand innovation across all sectors.\r\n\r\nBrands Taking Stands\r\nOn a very positive note, I met three brands (Cure, This Bar Saves Lives, The Soulfull Project) promoting ‘buy our product and we’ll donate one to a food bank or a person in need’. This giving back to the community is certainly one way of making your brand stand out from the rest and is making a truly positive impact in the world. Very encouraging to see and great that these brands are leveraging Expo East for exposure and support. You have my full support and will turn to these brands for my snacking needs :)\r\n\r\n\"\"\r\nOrganic Goes Digital\r\nOrganic Valley once again delivered, in my opinion, the best booth of the Expo. Last year they had a VR experience where customers experienced a virtual tour of a farm. This year you could Facetime a Farmer. Genius! Great how Organic Valley have married their authentic and organic brand image with smart and modern technology. They are delivering on their brand promise of bringing customers closer to their farmers and the farming process both in an educational and fun way.\r\n\r\n\"\"\r\n…To A Tea\r\nFinally, being a Brit – I have to make some small observations about the Tea industry considering this is our national drink of choice. One of my favorite brands I met was a tiny tea brand from Korea – IDO-TEA. Their small booth was highly educational with their ingredients on display to touch and smell. They visualized their brand story and tea fermentation process at their booth and recently got approved to distribute via Amazon, which is awesome news for them. And their teas tasted great!\r\n\r\n\"\"\r\nIn other Tea news - cold brew Nitro Tea is making moves to compete with the cold brew Nitro Coffee trend. Harney & Sons have launched a Nitro Tea in a can – hot cinnamon spiced (served cold). It tasted absolutely delicious! The core benefits being less caffeine and more refreshing than cold brew coffee. Will be interesting to watch this movement - not sure how popular it will be in the US.\r\n\r\nThank you to all those that made this year’s event another great show and for all the hard work it takes to make these show happen. Hope to see many of you at Expo West in March!', 'CBX Explores Expo East', '', 'inherit', 'closed', 'closed', '', '1133-revision-v1', '', '', '2018-09-27 20:29:09', '2018-09-27 20:29:09', '', 1133, 'http://cbx.cappendev.com/1133-revision-v1', 0, 'revision', '', 0), (3400, 2, '2018-09-27 20:29:20', '2018-09-27 20:29:20', '', 'Tim', '', 'inherit', 'open', 'closed', '', 'tim', '', '', '2018-09-27 20:29:20', '2018-09-27 20:29:20', '', 3398, 'http://cbx.cappendev.com/app/uploads/2018/09/Tim.png', 0, 'attachment', 'image/png', 0), (3401, 2, '2018-09-27 20:29:28', '2018-09-27 20:29:28', '', 'headshots__0061_Tim', '', 'inherit', 'open', 'closed', '', 'headshots__0061_tim', '', '', '2018-09-27 20:29:28', '2018-09-27 20:29:28', '', 3398, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0061_Tim.jpg', 0, 'attachment', 'image/jpeg', 0), (3402, 2, '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 'Tim', '', 'inherit', 'closed', 'closed', '', '3398-revision-v1', '', '', '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 3398, 'http://cbx.cappendev.com/3398-revision-v1', 0, 'revision', '', 0), (3403, 2, '2018-09-27 20:30:44', '2018-09-27 20:30:44', '', 'Tina', '', 'publish', 'open', 'open', '', 'tina', '', '', '2018-09-27 20:30:51', '2018-09-27 20:30:51', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3403', 5, 'team', '', 0), (3404, 2, '2018-09-27 20:30:24', '2018-09-27 20:30:24', '', 'Tina', '', 'inherit', 'open', 'closed', '', 'tina', '', '', '2018-09-27 20:30:24', '2018-09-27 20:30:24', '', 3403, 'http://cbx.cappendev.com/app/uploads/2018/09/Tina.png', 0, 'attachment', 'image/png', 0), (3405, 2, '2018-09-27 20:30:38', '2018-09-27 20:30:38', '', 'headshots__0062_Tina', '', 'inherit', 'open', 'closed', '', 'headshots__0062_tina', '', '', '2018-09-27 20:30:38', '2018-09-27 20:30:38', '', 3403, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0062_Tina.jpg', 0, 'attachment', 'image/jpeg', 0), (3406, 2, '2018-09-27 20:30:44', '2018-09-27 20:30:44', '', 'Tina', '', 'inherit', 'closed', 'closed', '', '3403-revision-v1', '', '', '2018-09-27 20:30:44', '2018-09-27 20:30:44', '', 3403, 'http://cbx.cappendev.com/3403-revision-v1', 0, 'revision', '', 0), (3407, 2, '2018-09-27 20:31:37', '2018-09-27 20:31:37', '', 'Val', '', 'publish', 'open', 'open', '', 'val', '', '', '2018-09-27 20:31:44', '2018-09-27 20:31:44', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3407', 4, 'team', '', 0), (3408, 2, '2018-09-27 20:31:17', '2018-09-27 20:31:17', '', 'Val', '', 'inherit', 'open', 'closed', '', 'val', '', '', '2018-09-27 20:31:17', '2018-09-27 20:31:17', '', 3407, 'http://cbx.cappendev.com/app/uploads/2018/09/Val.png', 0, 'attachment', 'image/png', 0), (3409, 2, '2018-09-27 20:31:31', '2018-09-27 20:31:31', '', 'headshots__0064_Val', '', 'inherit', 'open', 'closed', '', 'headshots__0064_val', '', '', '2018-09-27 20:31:31', '2018-09-27 20:31:31', '', 3407, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0064_Val.jpg', 0, 'attachment', 'image/jpeg', 0), (3410, 2, '2018-09-27 20:31:37', '2018-09-27 20:31:37', '', 'Val', '', 'inherit', 'closed', 'closed', '', '3407-revision-v1', '', '', '2018-09-27 20:31:37', '2018-09-27 20:31:37', '', 3407, 'http://cbx.cappendev.com/3407-revision-v1', 0, 'revision', '', 0), (3411, 2, '2018-09-27 20:32:58', '2018-09-27 20:32:58', '', 'headshots__0066_Zhariff.png', '', 'inherit', 'open', 'closed', '', 'headshots__0066_zhariff-png', '', '', '2018-09-27 20:32:58', '2018-09-27 20:32:58', '', 1478, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0066_Zhariff.png.jpg', 0, 'attachment', 'image/jpeg', 0), (3413, 2, '2018-09-27 20:33:32', '2018-09-27 20:33:32', '', 'Zhariff', '', 'inherit', 'closed', 'closed', '', '1478-revision-v1', '', '', '2018-09-27 20:33:32', '2018-09-27 20:33:32', '', 1478, 'http://cbx.cappendev.com/1478-revision-v1', 0, 'revision', '', 0), (3414, 2, '2018-09-27 20:40:08', '2018-09-27 20:40:08', 'How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.\r\n\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\"\"\r\nOpened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.\r\n\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n

    \"\"

    \r\n

    Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality.

    \r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n

    \"\"Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.

    \r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n

    \"\"What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.”

    \r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by Adweek', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 20:40:08', '2018-09-27 20:40:08', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0), (3415, 2, '2018-09-27 20:42:12', '2018-09-27 20:42:12', '', 'Factory Floor 2', '', 'inherit', 'open', 'closed', '', 'factory-floor-2', '', '', '2018-09-27 20:42:12', '2018-09-27 20:42:12', '', 1131, 'http://cbx.cappendev.com/app/uploads/2018/09/Factory-Floor-2-2.jpg', 0, 'attachment', 'image/jpeg', 0), (3416, 2, '2018-09-27 20:42:51', '2018-09-27 20:42:51', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\r\nIn a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”, Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\r\n\r\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\r\n\r\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\r\n\r\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\r\n\r\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\r\n\r\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'inherit', 'closed', 'closed', '', '1131-revision-v1', '', '', '2018-09-27 20:42:51', '2018-09-27 20:42:51', '', 1131, 'http://cbx.cappendev.com/1131-revision-v1', 0, 'revision', '', 0), (3417, 2, '2018-09-27 20:46:23', '2018-09-27 20:46:23', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\n\nIn a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”, Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\n\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\n\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\n\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\n\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\n\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'inherit', 'closed', 'closed', '', '1131-autosave-v1', '', '', '2018-09-27 20:46:23', '2018-09-27 20:46:23', '', 1131, 'http://cbx.cappendev.com/1131-autosave-v1', 0, 'revision', '', 0), (3418, 2, '2018-09-27 20:47:12', '2018-09-27 20:47:12', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\r\n\r\nIn a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”, Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\r\n\r\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\r\n\r\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\r\n\r\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\r\n\r\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\r\n\r\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'inherit', 'closed', 'closed', '', '1131-revision-v1', '', '', '2018-09-27 20:47:12', '2018-09-27 20:47:12', '', 1131, 'http://cbx.cappendev.com/1131-revision-v1', 0, 'revision', '', 0), (3420, 2, '2018-09-27 20:59:14', '2018-09-27 20:59:14', '', 'FB_Heathers.001', '', 'inherit', 'open', 'closed', '', 'fb_heathers-001', '', '', '2018-09-27 20:59:14', '2018-09-27 20:59:14', '', 1130, 'http://cbx.cappendev.com/app/uploads/2018/08/FB_Heathers.001.jpeg', 0, 'attachment', 'image/jpeg', 0), (3421, 2, '2018-09-27 20:59:45', '2018-09-27 20:59:45', '“All we want is to be treated like human beings, not to be experimented on like guinea pigs or patronized like bunny rabbits.” - Veronica Sawyer, Heathers\r\nThirty years ago, when Mark Zuckerberg was just another 4-year-old in Gymborees, the now cult classic movie, “Heathers,” hit the theaters. In it, a clique of quintessential mean girls, each named Heather, outwardly present themselves as the embodiment of well-intentioned social graces, while behind the scenes they fine-tune their expertise in the dark arts of social manipulation.\r\n\r\nToday Mark is one of the richest, most successful tech-entrepreneurs in the history of the world. And the company he created, Facebook, is a full-on Heather – treating the world as its very own Westerburg High.\r\n\r\nOver the past decade or so, we’ve seen Facebook go from being the cute and innocent new kid on the block, to the wunderkind for savvy marketers looking to connect with the young and educated, to the most dominant company in the world when looking to target…anyone.\r\n\r\nNow every brand out there wants Facebook as a friend or a fuck. They’re worshiped at Westerburg…. and they’re only a junior.\r\n\r\nBut their meteoric rise has come with some galactic-size problems. Journalists and industry insiders have been highly critical of The Social Network for some time now (see Kara Swisher, Jaron Lenier, Nikhil Sonnad).\r\n\r\nThoughts on the root cause of their troubles are many: a bad business model that’s predicated on manipulation, a naïve bro-culture drunk on their own Kool-Aid, the sheer unwieldy size of the global Facebook community (2B+ members). All these factors are undeniably key contributors to the hot mess the company has on its hands today. But I’ll offer up one more:\r\n\r\nFacebook is not a brand. And for those responsible for building brands, this should cause concern.\r\n\r\nUm, Did you have a brain tumor for breakfast? Interbrand listed Facebook as the 8th most valuable brand in the world (Lick it up, Disney. #14) And Zuck wrote a 6,000 word essay to introduce their wonderfully noble and ambitious purpose “to give people the power to build community and bring the world closer together” (which no doubt is memorialized in a super slick brand book, so there ya go).\r\n\r\nFacebook does, indeed, have the pieces in place to give it the appearance of being a brand. But it only exhibits the shape of the thing – in reality, it’s pure imitation. This is because, at its very core, Facebook is an algorithm. And the painful irony is that while the algorithm we call Facebook is highly effective at behavior modification and human surveillance, it has no more sense of what it means to be human than a slot machine or a satellite dish.\r\n\r\nSo, what’s your damage?\r\n\r\nFor starters, Facebook has never been willing to define exactly what it is. Insiders have described it as a social network, a social platform, an online community, even a utility. Many outsiders claim Facebook is a media company, pointing to content distribution and its ad model as evidence of its truest nature. But it’s this pattern of an unwillingness to commit to any clear definition that is most telling. The only true commitment the company has shown is to growth itself, which is a perfectly fine direction for an algorithm. But it’s deadly for a brand. Without a clear sense of self and the guardrails to keep you centered, you’re not a brand - you’re an opportunist.\r\n\r\nFacebook’s undefined “what” has led to questionable “hows.” In his new book, “10 Arguments Why You Should Delete Your Social Media Accounts Now”, Jaron Lanier, refers to products like Facebook as B.U.M.M.E.R. Machines - Behaviors of Users Modified, and Made into an Empire for Rent. Doesn’t have quite the pep of “bringing the world closer together,” does it? But it’s a much more accurate description of their model. Growth in users and time spent on Facebook is paramount. More people and more time spent means more data and more value to marketers and politicians seeking to connect with their target audience.\r\n\r\nSo how do they maximize engagement? By “exploiting vulnerability in human psychology” to make it more addictive, according to Facebook’s founding president, Sean Parker. Features such as the “like” button give you the high and positive feedback loop that makes you want to come back for more.\r\n\r\nBut even more addictive than hits of positivity are hits of rage. As J.D., the teenage anarchist in “Heathers,” points out, “The extreme always seems to make an impression.” Facebook’s algorithm is designed to continually adapt user feeds in ways that maximize engagement. And as humans, we tend to feel a greater sense of urgency to express our disgust than our gratitude. Therefore, bad behavior is often rewarded more than good. Given that, it’s no wonder the platform has been weaponized by bad actors like Alex Jones of Infowars and hostile foreign powers like Russia’s GRU. Facebook was designed for them.\r\n\r\nThe net effect has been clear. Studies show time and again that Facebook makes us feel bad. It’s become a genuine threat to liberal democracies around the world. And it has even been used as tool to distribute disinformation and hate speech that fueled mass chaos and murder in Myanmar. But hey, that’s life at Westerburg, amirite?\r\n\r\nTo be fair, Facebook has of late acknowledged the mistakes it has made and has taken some steps to address them. Alex Jones is no longer on the platform. They have invested in identifying and removing fake accounts and limiting the misinformation. But this has only come as a result of investigative journalists exposing, time and again, the glaring lack of responsibility and accountability (not to mention self-awareness) that we would ordinarily expect of a trusted brand.\r\n\r\nIn order to be a brand you not only have to state what you’re for, you have to take a stand on the things that you’re against. You have to have the courage of your convictions – especially when it’s most difficult. Patagonia’s CEO, Rose Marcario, in a recent Recode Decode interview stated, “You can’t call Facebook a community, and then say I’m the leader of this company but I have no responsibility to what happens in the community. You know?”\r\n\r\nBut I guess you can, if you’re not really a brand.\r\n\r\nWhich brings us back to their shiny new purpose: “To give people the power to build community and bring the world closer together.” It has the sound of a noble ambition but substance of a lab experiment. Giving people the power to build community is not the same as actually building community – it’s not the same as defining what community should be and taking responsibility for its impact.\r\n\r\nDoes Facebook care about the type of communities being built? If they are true or false? Benign or malignant? Peaceful or violent? Is giving the power to build white supremacist communities on par with giving the power to build knitting communities? Shouldn’t the quality of communities matter more than the sheer volume?\r\n\r\nSimilarly, progress made in bringing the world closer together doesn’t automatically need to be measured in volume and scale. It could, and rightly should, be measured in the quality of connections and the positive impact made as a result of those connections. By these standards, Facebook is a complete disaster.\r\n\r\nAnd that’s because Facebook’s code is not derived from a universal human need for community, but rather from engineers tasked with trying to own every human connection in the world – a goal that is as hollow as it is destructive.\r\n\r\nSo now ask yourself: How tight should your brand be with this Heather? When another disaster hits – and it surely will – how long before the community at Westerburg not only looks to take down the Heathers, but their enablers as well?', 'Facebook Me Gently With A Chainsaw', '', 'inherit', 'closed', 'closed', '', '1130-revision-v1', '', '', '2018-09-27 20:59:45', '2018-09-27 20:59:45', '', 1130, 'http://cbx.cappendev.com/1130-revision-v1', 0, 'revision', '', 0), (3422, 2, '2018-09-27 21:04:07', '2018-09-27 21:04:07', '', 'NSide2016_Innovation_june8th2016_Dylan-Johnson-26', '', 'inherit', 'open', 'closed', '', 'nside2016_innovation_june8th2016_dylan-johnson-26', '', '', '2018-09-27 21:04:07', '2018-09-27 21:04:07', '', 1127, 'http://cbx.cappendev.com/app/uploads/2018/06/NSide2016_Innovation_june8th2016_Dylan-Johnson-26.jpg', 0, 'attachment', 'image/jpeg', 0), (3423, 2, '2018-09-27 21:04:16', '2018-09-27 21:04:16', 'Last week, we immersed ourselves into the Northside Festival: a convergence of music, business, and art, that showcases the most creative minds and talent of the global innovation community. Through a series of keynotes and panel talks, the “best and brightest” congregated in North Brooklyn to share their latest insights on emerging tech, media innovations, creative design, and the culture changes emerging in our digital world.\r\nWith a constant aptitude to learn about industry trends and “the next big thing,” we spent the week carefully listening to the highly-credible speakers discuss their wisdom and future industry predictions at unique venues across Williamsburg and Greenpoint.\r\n\r\nIn true Brooklyn fashion we grabbed our 7-dollar locally-roasted coffee, popped open our tiny Macbook Airs, adjusted our Warby Parkers (ok, that one’s an exaggeration), and got to note-taking. Here are some of the trends and topics discussed:\r\n\r\nBrand Reputation\r\n
      \r\n
    • Brands are becoming patrons of culture rather than just facilitators
      • \r\n
    • Trust is the new currency: The New York Times has recently focused on labeling their articles more clearly to better distinguish news versus opinion pieces, resulting in better clarity for readers to help de-clutter the confusion on #fakenews.
      • \r\n
    • Brand loyalty can be created through proper dialogue
      • \r\n
    • Brands must be able to tell their story and provide meaningful connections to consumers through ad campaigns. And with dynamic formats on the rise, there is more opportunity than ever to be creative
      • \r\n
    • Refinery29, Inc. lives by their brand values they call the “4 I’s”: imagination, individuality, inclusivity and impact. They bring them to life through all the choices they make and what they do
      • \r\n
    • With the rise of social media, brands are starting to act like people, and people are starting to act like brands
      • \r\n
    • Brands should provide their audience with three pieces of their product to gain and sustain attention:\r\n
        \r\n
      • Media (because humans love great stories)
        • \r\n
      • Experience (because we enjoy coming together to tell/hear them)
        • \r\n
      • Artifact (to remind of, own, and share a piece of the experience)
        • \r\n
      \r\n
      • \r\n
    \r\nSustainability as a Message:\r\n
      \r\n
    • Every individual has a role to play within their company’s sustainability efforts. We can all make personal changes and also encourage our employers to do better and make little changes that can have big impact over time.
      • \r\n
    • Plastic is in everything including sea salt and our water. A recent sampling of 21 different salt brands resulted in all samples showing traces of plastic.
      • \r\n
    • You can start to reduce plastic by eliminating straw-usage
      • \r\n
    • Fear based marketing doesn’t work. Environmental change should be about providing alternative solutions, like providing reusable straws and charging for plastic bags
      • \r\n
    • To market sustainability your message should be about how to make people feel good versus making them feel guilty
      • \r\n
    • Making a sustainability plan:\r\n
        \r\n
      • Start with small, achievable steps
        • \r\n
      • Give an incentive to people to choose the more-sustainable option
        • \r\n
      • Make sustainability desirable by giving it a social cache
        • \r\n
      \r\n
      • \r\n
    \r\nCreativity\r\n
      \r\n
    • Encourage design thinking across your organization. Formulate a process and provide a platform internally to encourage ideation and creative thinking.
      • \r\n
    • Embrace the uncomfortable as part of your creative process
      • \r\n
    • Create the conditions for creativity - promote laughter and fun as part of the creative process
      • \r\n
    • Courageous creativity is contagious
      • \r\n
    • Design drives revenue and growth. Start within and encourage creativity as part of your cultural DNA.
      • \r\n
    \r\nHealth Care at the Office\r\n
      \r\n
    • Consumers are taking the initiative to take more control
      • \r\n
    • Massive companies are starting their own health and wellness systems and clinics (i.e. Disney, Comcast, Google, Amazon)
      • \r\n
    • Your wellness component should be more thought out and purposeful than something like “kombucha on tap.” For example, Google recently launched an initiative that pays for fertility treatments.
      • \r\n
    • The future of healthcare will be much more proactive, preventive, holistic and data driven
      • \r\n
    • Medical conditions like high cholesterol don’t happen overnight and preventative measures should be taken. Treatment shouldn’t be administered as an emergency with high impact drugs; it should treat as a gradual lifestyle shift to get back to normal levels
      • \r\n
    • Traditional health care doesn’t see mental and physical health as different—and that needs to change
      • \r\n
    \r\nPhysical vs. Digital Experiences\r\n
      \r\n
    • The physical retail experience needs to become the bridge to the digital experience to close the loop for the consumer
      • \r\n
    • Video can be used as a platform to create connections and conversations with your community while also telling immersive stories
      • \r\n
    • Experiential starts on digital platforms with inspiration from images, video, art etc. but the real magic happens in person
      • \r\n
    • To accelerate innovation in retail and consumer goods, businesses need to think digital first and truly know their customer’s habits, behaviors, and attitudes
      • \r\n
    • Digital and real-life experiences are becoming a symbiotic circle
      • \r\n
    \r\nTo access further insights from industry events, follow our Engagement Director, Damien, on Twitter @brand_me_', 'Brooklyn Inspires @ Northside Innovation Festival', '', 'inherit', 'closed', 'closed', '', '1127-revision-v1', '', '', '2018-09-27 21:04:16', '2018-09-27 21:04:16', '', 1127, 'http://cbx.cappendev.com/1127-revision-v1', 0, 'revision', '', 0), (3424, 2, '2018-09-27 21:06:07', '2018-09-27 21:06:07', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\n\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\n\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\n\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\n\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.\n
      \n
    • test 01
      • \n
    • test 02
      • \n
    ', 'Tomorrow will be a sunny day', '', 'inherit', 'closed', 'closed', '', '90-autosave-v1', '', '', '2018-09-27 21:06:07', '2018-09-27 21:06:07', '', 90, 'http://cbx.cappendev.com/90-autosave-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3425, 5, '2018-09-27 21:16:32', '2018-09-27 21:16:32', 'Recently, the New York Times ran a piece it referred to as the “existential debate” that rages over what plant-based beverages should legally be called. The definition of “milk” is at the heart of the issue, and while the dairy milk industry continues to drive a separation of a category by product defining language, other plant-based categories and brands embrace their unique difference through normalization. The fervor over whether or not plant-based beverages can indeed be called “milk” aside, one thing is clear — plant-based products and brands are their own animal.\r\n\r\nMeatless. Dairy Free. Alternative _____.\r\n\r\n\"\"\r\n\r\nThe advent of plant-based anything started as “the other,” denoting absence of the animal-based ingredient to establish meaning. Forty or fifty years ago, brands not only incorporated category based nomenclature like “dairy, milk or meat,” but the understanding of their product, and its survival, relied on that meaning. Over time, as more plant-based brands launched and established themselves, the category alt language became essential. Think tofu or tempe — what brands come to mind? It took the eponymous “veggie burger” and the first big mainstream brand success of Boca Burger to really break the category. Veggie brands were understood as imitations of an animal-based prototype.\r\n\r\nContrast that to today, when 90% of homes have both plant-based milks AND dairy milks, language like “plant-based” champions the strength of a broad based ingredient category that needs no explanation.\r\n\r\nA culture Embraces Plant-Based Strengths\r\n\r\nThe success of plant-based categories (almond milk is forecasted to reach 3.3 billion by 2022), and the saturation of products and brands within these categories, is proof that a sizable consumer appetite and future growth potential exists.\r\n\r\nThe growth is based on a culture of consumers who are re-discovering their humanity and their effect on the planet and who love the options that science and technology have provided them. They are driven to plant-based food and beverage categories for a unique experience, particularly in taste, more than to merely replicate what they know. Consumers that were born with soy milk always in the fridge normalize options as being a taste alternative, not a dairy alternative.\r\n\r\nBrands Making A Choice To Be Different\r\n\r\nWith nearly every food category now promoting a non-animal option, from yogurt to pasta to spirits, we are witnessing an evolution of brands in those categories that mirrors the journey niche cultural ideas take from margins to masses. While the non-diary movement started with an unmet functional need (I can’t drink milk!) and broke through to mass as a “dairy alternative,” its growth lies in the normalization and mainstream adoption of plant-based foods.\r\n\r\n\"\"\r\n\r\nCritical mass\r\n\r\nThe evolution of plant-based milks offers a crystal ball view into other category watershed moments. Brands that go beyond a functional point of view (Silk, So Delicious, Daiya) and champion a purpose and reason for being (Forager Project, Good Karma, Califia) are riding a cultural wave that puts brand first.\r\n\r\n\"\"\r\n\r\nHow brands name and define their reason for being helps set the stage for growth. We’re seeing brands that opt for unique and more meaningful names. Abstract or suggestive brand names are on the rise and poised for broader category growth and expansion. And while we still see suggestively descriptive names like “Oatly” hitting the shelves, this ingredient-focused strategy feels far more limiting (even risky?) today with the potential to handcuff future growth and innovation for the brand.\r\n\r\nThrough this massive explosion of opportunity, as some brands build whole portfolios on plants and others extend offerings to options with plant-based ingredients, we only see the world expanding further. We look forward to the day when ownable plant-based terms like tempe or tofu are the norm, when brands devise and invent their own unique category terminology, where products we can’t imagine are inside our fridges, all driven by a brand purpose with aspirations beyond deprivation or imitation.\r\n\r\nThe seeds have been planted and the climate has never been more ideal. The time is ripe to cultivate this category with copious amounts of inspired creativity.', 'Plant-based Brands Are Their Own Animal', '', 'publish', 'open', 'open', '', 'plant-based-brands-are-their-own-animal', '', '', '2018-09-27 21:18:05', '2018-09-27 21:18:05', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&p=3425', 0, 'thinking', '', 0), (3426, 2, '2018-09-27 21:13:06', '2018-09-27 21:13:06', '', 'Boca', '', 'inherit', 'open', 'closed', '', 'boca', '', '', '2018-09-27 21:13:06', '2018-09-27 21:13:06', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/Boca.jpeg', 0, 'attachment', 'image/jpeg', 0), (3427, 2, '2018-09-27 21:14:03', '2018-09-27 21:14:03', '', 'CriticalMass2.001', '', 'inherit', 'open', 'closed', '', 'criticalmass2-001', '', '', '2018-09-27 21:14:03', '2018-09-27 21:14:03', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/CriticalMass2.001.jpeg', 0, 'attachment', 'image/jpeg', 0), (3428, 2, '2018-09-27 21:14:24', '2018-09-27 21:14:24', '', 'Califia', '', 'inherit', 'open', 'closed', '', 'califia', '', '', '2018-09-27 21:14:24', '2018-09-27 21:14:24', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/Califia.jpeg', 0, 'attachment', 'image/jpeg', 0), (3429, 2, '2018-09-27 21:14:36', '2018-09-27 21:14:36', '', 'Lamb', '', 'inherit', 'open', 'closed', '', 'lamb', '', '', '2018-09-27 21:14:36', '2018-09-27 21:14:36', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/Lamb.png', 0, 'attachment', 'image/png', 0), (3430, 2, '2018-09-27 21:15:03', '2018-09-27 21:15:03', 'Recently, the New York Times ran a piece it referred to as the “existential debate” that rages over what plant-based beverages should legally be called. The definition of “milk” is at the heart of the issue, and while the dairy milk industry continues to drive a separation of a category by product defining language, other plant-based categories and brands embrace their unique difference through normalization. The fervor over whether or not plant-based beverages can indeed be called “milk” aside, one thing is clear — plant-based products and brands are their own animal.\r\n\r\nMeatless. Dairy Free. Alternative _____.\r\n\r\n\"\"\r\n\r\nThe advent of plant-based anything started as “the other,” denoting absence of the animal-based ingredient to establish meaning. Forty or fifty years ago, brands not only incorporated category based nomenclature like “dairy, milk or meat,” but the understanding of their product, and its survival, relied on that meaning. Over time, as more plant-based brands launched and established themselves, the category alt language became essential. Think tofu or tempe — what brands come to mind? It took the eponymous “veggie burger” and the first big mainstream brand success of Boca Burger to really break the category. Veggie brands were understood as imitations of an animal-based prototype.\r\n\r\nContrast that to today, when 90% of homes have both plant-based milks AND dairy milks, language like “plant-based” champions the strength of a broad based ingredient category that needs no explanation.\r\n\r\nA culture Embraces Plant-Based Strengths\r\n\r\nThe success of plant-based categories (almond milk is forecasted to reach 3.3 billion by 2022), and the saturation of products and brands within these categories, is proof that a sizable consumer appetite and future growth potential exists.\r\n\r\nThe growth is based on a culture of consumers who are re-discovering their humanity and their effect on the planet and who love the options that science and technology have provided them. They are driven to plant-based food and beverage categories for a unique experience, particularly in taste, more than to merely replicate what they know. Consumers that were born with soy milk always in the fridge normalize options as being a taste alternative, not a dairy alternative.\r\n\r\nBrands Making A Choice To Be Different\r\n\r\nWith nearly every food category now promoting a non-animal option, from yogurt to pasta to spirits, we are witnessing an evolution of brands in those categories that mirrors the journey niche cultural ideas take from margins to masses. While the non-diary movement started with an unmet functional need (I can’t drink milk!) and broke through to mass as a “dairy alternative,” its growth lies in the normalization and mainstream adoption of plant-based foods.\r\n\r\n\"\"\r\n\r\nCritical mass\r\n\r\nThe evolution of plant-based milks offers a crystal ball view into other category watershed moments. Brands that go beyond a functional point of view (Silk, So Delicious, Daiya) and champion a purpose and reason for being (Forager Project, Good Karma, Califia) are riding a cultural wave that puts brand first.\r\n\r\n\"\"\r\n\r\nHow brands name and define their reason for being helps set the stage for growth. We’re seeing brands that opt for unique and more meaningful names. Abstract or suggestive brand names are on the rise and poised for broader category growth and expansion. And while we still see suggestively descriptive names like “Oatly” hitting the shelves, this ingredient-focused strategy feels far more limiting (even risky?) today with the potential to handcuff future growth and innovation for the brand.\r\n\r\nThrough this massive explosion of opportunity, as some brands build whole portfolios on plants and others extend offerings to options with plant-based ingredients, we only see the world expanding further. We look forward to the day when ownable plant-based terms like tempe or tofu are the norm, when brands devise and invent their own unique category terminology, where products we can’t imagine are inside our fridges, all driven by a brand purpose with aspirations beyond deprivation or imitation.\r\n\r\nThe seeds have been planted and the climate has never been more ideal. The time is ripe to cultivate this category with copious amounts of inspired creativity.', 'Plant-based Brands Are Their Own Animal', '', 'inherit', 'closed', 'closed', '', '3425-revision-v1', '', '', '2018-09-27 21:15:03', '2018-09-27 21:15:03', '', 3425, 'http://cbx.cappendev.com/3425-revision-v1', 0, 'revision', '', 0), (3431, 2, '2018-09-27 21:16:38', '2018-09-27 21:16:38', 'Recently, the New York Times ran a piece it referred to as the “existential debate” that rages over what plant-based beverages should legally be called. The definition of “milk” is at the heart of the issue, and while the dairy milk industry continues to drive a separation of a category by product defining language, other plant-based categories and brands embrace their unique difference through normalization. The fervor over whether or not plant-based beverages can indeed be called “milk” aside, one thing is clear — plant-based products and brands are their own animal.\r\n\r\nMeatless. Dairy Free. Alternative _____.\r\n\r\n\"\"\r\n\r\nThe advent of plant-based anything started as “the other,” denoting absence of the animal-based ingredient to establish meaning. Forty or fifty years ago, brands not only incorporated category based nomenclature like “dairy, milk or meat,” but the understanding of their product, and its survival, relied on that meaning. Over time, as more plant-based brands launched and established themselves, the category alt language became essential. Think tofu or tempe — what brands come to mind? It took the eponymous “veggie burger” and the first big mainstream brand success of Boca Burger to really break the category. Veggie brands were understood as imitations of an animal-based prototype.\r\n\r\nContrast that to today, when 90% of homes have both plant-based milks AND dairy milks, language like “plant-based” champions the strength of a broad based ingredient category that needs no explanation.\r\n\r\nA culture Embraces Plant-Based Strengths\r\n\r\nThe success of plant-based categories (almond milk is forecasted to reach 3.3 billion by 2022), and the saturation of products and brands within these categories, is proof that a sizable consumer appetite and future growth potential exists.\r\n\r\nThe growth is based on a culture of consumers who are re-discovering their humanity and their effect on the planet and who love the options that science and technology have provided them. They are driven to plant-based food and beverage categories for a unique experience, particularly in taste, more than to merely replicate what they know. Consumers that were born with soy milk always in the fridge normalize options as being a taste alternative, not a dairy alternative.\r\n\r\nBrands Making A Choice To Be Different\r\n\r\nWith nearly every food category now promoting a non-animal option, from yogurt to pasta to spirits, we are witnessing an evolution of brands in those categories that mirrors the journey niche cultural ideas take from margins to masses. While the non-diary movement started with an unmet functional need (I can’t drink milk!) and broke through to mass as a “dairy alternative,” its growth lies in the normalization and mainstream adoption of plant-based foods.\r\n\r\n\"\"\r\n\r\nCritical mass\r\n\r\nThe evolution of plant-based milks offers a crystal ball view into other category watershed moments. Brands that go beyond a functional point of view (Silk, So Delicious, Daiya) and champion a purpose and reason for being (Forager Project, Good Karma, Califia) are riding a cultural wave that puts brand first.\r\n\r\n\"\"\r\n\r\nHow brands name and define their reason for being helps set the stage for growth. We’re seeing brands that opt for unique and more meaningful names. Abstract or suggestive brand names are on the rise and poised for broader category growth and expansion. And while we still see suggestively descriptive names like “Oatly” hitting the shelves, this ingredient-focused strategy feels far more limiting (even risky?) today with the potential to handcuff future growth and innovation for the brand.\r\n\r\nThrough this massive explosion of opportunity, as some brands build whole portfolios on plants and others extend offerings to options with plant-based ingredients, we only see the world expanding further. We look forward to the day when ownable plant-based terms like tempe or tofu are the norm, when brands devise and invent their own unique category terminology, where products we can’t imagine are inside our fridges, all driven by a brand purpose with aspirations beyond deprivation or imitation.\r\n\r\nThe seeds have been planted and the climate has never been more ideal. The time is ripe to cultivate this category with copious amounts of inspired creativity.', 'Plant-based Brands Are Their Own Animal', '', 'inherit', 'closed', 'closed', '', '3425-autosave-v1', '', '', '2018-09-27 21:16:38', '2018-09-27 21:16:38', '', 3425, 'http://cbx.cappendev.com/3425-autosave-v1', 0, 'revision', '', 0), (3432, 2, '2018-09-27 21:16:26', '2018-09-27 21:16:26', '', 'Lamb', '', 'inherit', 'open', 'closed', '', 'lamb-2', '', '', '2018-09-27 21:16:26', '2018-09-27 21:16:26', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/Lamb-1.png', 0, 'attachment', 'image/png', 0), (3433, 2, '2018-09-27 21:16:32', '2018-09-27 21:16:32', 'Recently, the New York Times ran a piece it referred to as the “existential debate” that rages over what plant-based beverages should legally be called. The definition of “milk” is at the heart of the issue, and while the dairy milk industry continues to drive a separation of a category by product defining language, other plant-based categories and brands embrace their unique difference through normalization. The fervor over whether or not plant-based beverages can indeed be called “milk” aside, one thing is clear — plant-based products and brands are their own animal.\r\n\r\nMeatless. Dairy Free. Alternative _____.\r\n\r\n\"\"\r\n\r\nThe advent of plant-based anything started as “the other,” denoting absence of the animal-based ingredient to establish meaning. Forty or fifty years ago, brands not only incorporated category based nomenclature like “dairy, milk or meat,” but the understanding of their product, and its survival, relied on that meaning. Over time, as more plant-based brands launched and established themselves, the category alt language became essential. Think tofu or tempe — what brands come to mind? It took the eponymous “veggie burger” and the first big mainstream brand success of Boca Burger to really break the category. Veggie brands were understood as imitations of an animal-based prototype.\r\n\r\nContrast that to today, when 90% of homes have both plant-based milks AND dairy milks, language like “plant-based” champions the strength of a broad based ingredient category that needs no explanation.\r\n\r\nA culture Embraces Plant-Based Strengths\r\n\r\nThe success of plant-based categories (almond milk is forecasted to reach 3.3 billion by 2022), and the saturation of products and brands within these categories, is proof that a sizable consumer appetite and future growth potential exists.\r\n\r\nThe growth is based on a culture of consumers who are re-discovering their humanity and their effect on the planet and who love the options that science and technology have provided them. They are driven to plant-based food and beverage categories for a unique experience, particularly in taste, more than to merely replicate what they know. Consumers that were born with soy milk always in the fridge normalize options as being a taste alternative, not a dairy alternative.\r\n\r\nBrands Making A Choice To Be Different\r\n\r\nWith nearly every food category now promoting a non-animal option, from yogurt to pasta to spirits, we are witnessing an evolution of brands in those categories that mirrors the journey niche cultural ideas take from margins to masses. While the non-diary movement started with an unmet functional need (I can’t drink milk!) and broke through to mass as a “dairy alternative,” its growth lies in the normalization and mainstream adoption of plant-based foods.\r\n\r\n\"\"\r\n\r\nCritical mass\r\n\r\nThe evolution of plant-based milks offers a crystal ball view into other category watershed moments. Brands that go beyond a functional point of view (Silk, So Delicious, Daiya) and champion a purpose and reason for being (Forager Project, Good Karma, Califia) are riding a cultural wave that puts brand first.\r\n\r\n\"\"\r\n\r\nHow brands name and define their reason for being helps set the stage for growth. We’re seeing brands that opt for unique and more meaningful names. Abstract or suggestive brand names are on the rise and poised for broader category growth and expansion. And while we still see suggestively descriptive names like “Oatly” hitting the shelves, this ingredient-focused strategy feels far more limiting (even risky?) today with the potential to handcuff future growth and innovation for the brand.\r\n\r\nThrough this massive explosion of opportunity, as some brands build whole portfolios on plants and others extend offerings to options with plant-based ingredients, we only see the world expanding further. We look forward to the day when ownable plant-based terms like tempe or tofu are the norm, when brands devise and invent their own unique category terminology, where products we can’t imagine are inside our fridges, all driven by a brand purpose with aspirations beyond deprivation or imitation.\r\n\r\nThe seeds have been planted and the climate has never been more ideal. The time is ripe to cultivate this category with copious amounts of inspired creativity.', 'Plant-based Brands Are Their Own Animal', '', 'inherit', 'closed', 'closed', '', '3425-revision-v1', '', '', '2018-09-27 21:16:32', '2018-09-27 21:16:32', '', 3425, 'http://cbx.cappendev.com/3425-revision-v1', 0, 'revision', '', 0), (3434, 2, '2018-09-27 21:17:57', '2018-09-27 21:17:57', '', 'Lamb', '', 'inherit', 'open', 'closed', '', 'lamb-3', '', '', '2018-09-27 21:17:57', '2018-09-27 21:17:57', '', 3425, 'http://cbx.cappendev.com/app/uploads/2018/09/Lamb.jpg', 0, 'attachment', 'image/jpeg', 0), (3435, 2, '2018-09-27 21:18:05', '2018-09-27 21:18:05', 'Recently, the New York Times ran a piece it referred to as the “existential debate” that rages over what plant-based beverages should legally be called. The definition of “milk” is at the heart of the issue, and while the dairy milk industry continues to drive a separation of a category by product defining language, other plant-based categories and brands embrace their unique difference through normalization. The fervor over whether or not plant-based beverages can indeed be called “milk” aside, one thing is clear — plant-based products and brands are their own animal.\r\n\r\nMeatless. Dairy Free. Alternative _____.\r\n\r\n\"\"\r\n\r\nThe advent of plant-based anything started as “the other,” denoting absence of the animal-based ingredient to establish meaning. Forty or fifty years ago, brands not only incorporated category based nomenclature like “dairy, milk or meat,” but the understanding of their product, and its survival, relied on that meaning. Over time, as more plant-based brands launched and established themselves, the category alt language became essential. Think tofu or tempe — what brands come to mind? It took the eponymous “veggie burger” and the first big mainstream brand success of Boca Burger to really break the category. Veggie brands were understood as imitations of an animal-based prototype.\r\n\r\nContrast that to today, when 90% of homes have both plant-based milks AND dairy milks, language like “plant-based” champions the strength of a broad based ingredient category that needs no explanation.\r\n\r\nA culture Embraces Plant-Based Strengths\r\n\r\nThe success of plant-based categories (almond milk is forecasted to reach 3.3 billion by 2022), and the saturation of products and brands within these categories, is proof that a sizable consumer appetite and future growth potential exists.\r\n\r\nThe growth is based on a culture of consumers who are re-discovering their humanity and their effect on the planet and who love the options that science and technology have provided them. They are driven to plant-based food and beverage categories for a unique experience, particularly in taste, more than to merely replicate what they know. Consumers that were born with soy milk always in the fridge normalize options as being a taste alternative, not a dairy alternative.\r\n\r\nBrands Making A Choice To Be Different\r\n\r\nWith nearly every food category now promoting a non-animal option, from yogurt to pasta to spirits, we are witnessing an evolution of brands in those categories that mirrors the journey niche cultural ideas take from margins to masses. While the non-diary movement started with an unmet functional need (I can’t drink milk!) and broke through to mass as a “dairy alternative,” its growth lies in the normalization and mainstream adoption of plant-based foods.\r\n\r\n\"\"\r\n\r\nCritical mass\r\n\r\nThe evolution of plant-based milks offers a crystal ball view into other category watershed moments. Brands that go beyond a functional point of view (Silk, So Delicious, Daiya) and champion a purpose and reason for being (Forager Project, Good Karma, Califia) are riding a cultural wave that puts brand first.\r\n\r\n\"\"\r\n\r\nHow brands name and define their reason for being helps set the stage for growth. We’re seeing brands that opt for unique and more meaningful names. Abstract or suggestive brand names are on the rise and poised for broader category growth and expansion. And while we still see suggestively descriptive names like “Oatly” hitting the shelves, this ingredient-focused strategy feels far more limiting (even risky?) today with the potential to handcuff future growth and innovation for the brand.\r\n\r\nThrough this massive explosion of opportunity, as some brands build whole portfolios on plants and others extend offerings to options with plant-based ingredients, we only see the world expanding further. We look forward to the day when ownable plant-based terms like tempe or tofu are the norm, when brands devise and invent their own unique category terminology, where products we can’t imagine are inside our fridges, all driven by a brand purpose with aspirations beyond deprivation or imitation.\r\n\r\nThe seeds have been planted and the climate has never been more ideal. The time is ripe to cultivate this category with copious amounts of inspired creativity.', 'Plant-based Brands Are Their Own Animal', '', 'inherit', 'closed', 'closed', '', '3425-revision-v1', '', '', '2018-09-27 21:18:05', '2018-09-27 21:18:05', '', 3425, 'http://cbx.cappendev.com/3425-revision-v1', 0, 'revision', '', 0), (3436, 2, '2018-09-27 21:19:52', '2018-09-27 21:19:52', '', 'Thinking', '', 'inherit', 'closed', 'closed', '', '9-revision-v1', '', '', '2018-09-27 21:19:52', '2018-09-27 21:19:52', '', 9, 'http://cbx.cappendev.com/9-revision-v1', 0, 'revision', '', 0), (3437, 2, '2018-09-27 21:21:02', '2018-09-27 21:21:02', 'Generation Z, the generation after millennials, is the first generation that has truly grown up in a purely technology-driven world.\r\nAccordingly, Gen Z — more so than any other generation — is primed to respond strongly to technology offerings. Tech is an important tool to gain and keep these consumers.\r\n\r\nConvenience store retailers must remember \"this generation, even more so than millennials, has only known a mobile world,\" noted David Brewis, chief marketing officer at New York-based Amplience, a provider of ecommerce retail solutions.\r\n\r\n\"While it’s no secret that traditional brick-and-mortar retailers are being pushed to embrace omnichannel models, they’re now going to have to capture this new generation of shoppers on mobile first,\" he explained.\r\n\r\nGeneration Z — made up of those born from the mid-1990s to the early 2000s — currently accounts for 25 percent of the U.S. population, making it a larger cohort than baby boomers or millennials. Ranging in age from pre-tween to 21, they already claim more than $40 billion in buying power and are predicted to be the driving force of the consumer world by 2020.\r\n\r\nIf retailers want to connect with Gen Z shoppers, they need to \"meet them where they’re at and create an engaging experience connecting physical and digital realms — namely, through the smartphones these consumers already carry with them,\" said Davor Sutija, CEO of Thinfilm, a NFC mobile marketing solutions provider.\r\n\r\nGen Z shoppers are becoming the trendsetters and tastemakers in society.\r\n\"They’re increasingly looking for more interactive and personalized ways to shop, with online platforms like search engines, social media and ecommerce marketplaces changing the game for these digitally-savvy consumers and the retail world at-large,\" Sutija said.\r\n\r\nALL ABOUT SOCIAL MEDIA\r\nGen Z is \"all about social media,\" according to Todd Maute, partner at New York-based brand agency CBX. He recommends c-stores put their brand out there in a way that is both meaningful and emotional to get Gen Z to respond. Working with \"influencers\" can be a part of the strategy.\r\n\r\n\"In particular, video gamers’ fast-paced lifestyles dovetail very well with the offerings of c-stores,\" Maute told Convenience Store News. \"Pro-gamers reach massive online audiences: L.A.-based gamer and YouTube star Mark Fischbach, for example, reportedly made more than $12 million last year. He now has more than 21 million subscribers. The right influencer collaborations certainly can bolster a c-store brand’s resonance with Gen Z.\"\r\n\r\nMarketing expert Angie Read agrees that the best way to capture this generation is to feature a social media influencer who is \"their age, music and humor.\"\r\n\r\nRead is the co-author of Marketing to Gen Z: The Rule for Reaching This Vast — and Very Different — Generation of Influencers, a recently released report from FutureCast.\r\n\r\n\"Gen Z doesn’t watch television like older generations, so don’t waste advertising budgets on traditional TV ads,\" Read said. \"They do, however, voraciously consume digital media and, while they skip traditional ads at nearly all cost, they will sit through ads they find entertaining. They have a short attention span — 8 seconds or less.\"\r\n\r\nOriginally published by Convenience Store News', 'If You\'re Looking to Attract Gen Z, Technology Is the Way', '', 'inherit', 'closed', 'closed', '', '2309-revision-v1', '', '', '2018-09-27 21:21:02', '2018-09-27 21:21:02', '', 2309, 'http://cbx.cappendev.com/2309-revision-v1', 0, 'revision', '', 0), (3438, 2, '2018-09-27 21:22:51', '2018-09-27 21:22:51', '', '2017-10-10-17.10.31-1080x675-632x420', '', 'inherit', 'open', 'closed', '', '2017-10-10-17-10-31-1080x675-632x420', '', '', '2018-09-27 21:22:51', '2018-09-27 21:22:51', '', 2307, 'http://cbx.cappendev.com/app/uploads/2018/05/2017-10-10-17.10.31-1080x675-632x420.jpg', 0, 'attachment', 'image/jpeg', 0), (3439, 2, '2018-09-27 21:23:16', '2018-09-27 21:23:16', 'In today’s digitally inclined and rapidly changing shopping landscape, strong brands can help pet retailers come to terms with the increasingly purpose- and values-driven mindset of the consumer. Simply put, today’s consumers have shifted from buying brands to “buying into” them. Now more than ever, brands represent users’ values, beliefs and points of view. Because of this, both private-label and mainline brands need to think more about the types of conversations they can initiate with consumers.\r\nStrong brands can even help retailers adapt to the forces of disruption that are reshaping retail, from the rise of the millennials, to the growing popularity of Amazon Alexa. In the pet category, the potential rewards for getting this right are high indeed: According to the 2017-2018 National Pet Owners Survey by the American Pet Products Association, 68 percent of U.S. households now own pets, and Americans spent nearly $69.4 billion on pet products in 2017. To win market share, retailers need highly targeted strategies. Here are some key considerations:\r\n\r\nDemographics\r\nMillennials are the country’s largest living generation. In 2016, there were an estimated 79.8 million millennials compared with 74.1 million baby boomers. While they dominate the population, millennials are having the hardest time economically, with 36 percent saying they have difficulty affording groceries. Those aging baby boomers, meanwhile, still wield a lot of spending power even as the rest of the population continues to gray (98.2 million people will be over 65 years old by 2050). Older consumers strive to be frugal, especially on commoditized essentials. Lastly, the middle class continues to shrink: According to Pew Research, half of U.S. adults belong to middle-income households, as opposed to 61 percent back in 1970. All of this points to one thing: value will continue to matter.\r\n\r\nTech Innovation\r\nTechnology is transforming retail. Americans are not only going online more often, but more of them are also buying online on a weekly basis. According to industry research, mobile payments for online goods and services will grow over the next five years from an estimated 453 million global users in 2014 to nearly 2.1 billion users in 2019. Meanwhile, researchers estimate that 22.5 million connected products will be in American homes by 2020, with Amazon Alexa’s sales rising to 11 million units sold over just the last year. Pet products are ideal for automatic online renewal. How will your brand look on an iPhone X? And what kind of personalized and connected cross-channel experiences are you offering?\r\n\r\nInformed Consumers\r\nIncreasingly, we see consumers looking to online articles, reviews, forums and even the Amazon comments section to learn about and discuss products and services. As part of this, they want to know about a brand’s values. Packaging for Open Farm, a family-run pet food business based in Toronto, includes barcodes that let shoppers see sources right down to specific farms. This reinforces the attribute of being ethically conscious. Highlighting your corporate responsibility is always a good idea, as cause-oriented brands like Warby Parker and REI have learned.\r\n\r\nPackaging\r\nPackaging is a key communication channel across retail, but especially in pets. Walk the aisles of any major pet retailer today and it is easy to see how advanced packaging has become. Pet food is now a complex category, with products based on life stage, gluten-free, grain-free, made in the USA and more. Strong packaging also clearly establishes tiers such as value, premium or super-premium. Brands need great packaging quality and clarity.\r\n\r\nMeanwhile, the term experiential retail is all the rage. Shopping for, buying and using products amounts to an experience for consumers. Carefully target your consumer, provide great packaging with a strong message and merge your strategy with evolving trends. These steps will encourage shoppers to identify with your store’s brands, develop strong loyalty and keep coming back for more.\r\n\r\nOriginally published by Pet Age', 'Strong Brands Help Retailers Adapt to Change', '', 'inherit', 'closed', 'closed', '', '2307-revision-v1', '', '', '2018-09-27 21:23:16', '2018-09-27 21:23:16', '', 2307, 'http://cbx.cappendev.com/2307-revision-v1', 0, 'revision', '', 0), (3440, 2, '2018-09-27 21:24:33', '2018-09-27 21:24:33', 'With consumers receiving brand and marketing messages from so many different outlets, it is more important than ever to have consistent brand equity builders—color, logo, patterns, tagline—across all touchpoints.\nThat’s where point-of-purchase (PoP) marketing comes in. PoP marketing is a proven method of marketing in which messages are delivered to a brand’s target customers at the point of purchase either online or in a retail store.\n\n“Building a strong brand equity system that extends consistently to all media touch points is hugely important,” says Lesley Stordahl, creative director at branding agency CBX. “That most certainly does not mean ‘matching luggage.’ With shopper journeys diversifying more every day, establishing brand awareness and consistency is a much bigger battle than it was 10 or so years ago.”\n\nMoreover, gone are the days of “stack ‘em high and watch ‘em fly.” That’s why it’s important to bring an experience to life—letting shoppers have a sensorial connection to a brand through touch, taste or even smell.\n\n“Shoppers are looking for curated experiences, stories that fit into their world,” she shares. “Both brands and retailers need to find new ways to educate and/or excite.\n\nFrom candy-colored waves of La Croix seltzer when you walk into a Whole Foods to Sephora mascara endcaps, brands and retailers need to work together to create an experience that is tailored to what the shopper is looking for, rather than whatever message the brand wants to get out at the time.”\n\nFor instance, a quick message testing with a small group of online consumers can be very illuminating in helping to understand what shoppers want and help brands get out of their own way from time to time.\n\n“With any retail environment, you are looking to not only stand out from other competitors on the shelf but have a point of differentiation,” says Hakyun Lee, vice president of Dot Matrix Design Group. “You want to have something different to say or else your brand or product could get lost in the sea of products on the shelves.”\n\nWhile loud graphics and colors can call attention to a product, Lee notes that sometimes the easiest way to stand out is not the best way. Just capturing the consumers’ attention is not enough, and there needs to be more to further explain the benefits of one’s product over another.\n\n“Having something honest in the story behind your product really is what’s trending now,” Lee says. “Optimally, the story will be on the product itself, but if you’re talking PoP, on the display case or shipper, somewhere that is easy to see.”\n\nOnce a brand is established, Stordahl notes the messaging should be tailored to the experience.\n\n“Brands should be thinking like a shopper and tailoring their message to where they are in their journey of the day,” she says. “Empathy goes a long way from brands in environments where shoppers are being inundated with messages.”\n\nBrands in Action\n\nJeff Camosci, vice president of marketing and sales, North America for Paragon Pet Products, manufacturers of Whimzees dog chews, notes PoP materials can help retailers educate consumers about their products as well as separate its product from the masses.\n\n“We offer our retail partners a variety of PoP and on-shelf communication,” he says. “The goal of each display option is to clearly explain the benefits of oral health while highlighting our products’ features and benefits in a Whimz-ical way that engage a pet-parent shopper inside the store.”\n\nLee once served as design manager of Colgate and notes that in the past, the brand has leaned heavily on its brand recognition and the Colgate/Chevron banner was used very large and prominent because it meant something to consumers.\n\n“People just felt safe with the company,” he says. “Where Colgate is today, they are leaning toward making the Colgate name smaller on their packaging and relying on their sub-branding to be more front and center.”\n\nFor example, on their optic white packaging, the optic white is taking more of the front and center hierarchy, with the Colgate/Chevron banner smaller behind it.\n\n“I think the reason for that is that store brands are taking a bigger bite of the market and emerging brands are getting more credibility, especially with today’s consumer having a millennial mindset and more into the smaller mom-and-pop brands,” Lee says. “People are paying more attention to these sort of companies.”\n\nFor a brand strong in both brick and mortar and online, Stordahl points to the popular men’s grooming brand Harry’s, which recently transitioned from an online retailer to brick-and-mortar in Target.\n\n“Their endcap and in-aisle displays are a great representation of creating a look and feel that not only connects strongly to the online brand, but also works seamlessly with the Target personality as well,” she says. “They eliminated traditional shelving on the endcap, creating a fully designed brand world with less product but more education. In-aisle displays show the handle unboxed for customers to touch and feel. Overall, it makes the brand feel very approachable while retaining their ‘hipster’ online status.”\n\nTech Talk\n\nA unique PoP display trend that Lee has seen lately is the idea of incorporating different technology into the displays themselves. That has resulted in a lot of freestanding LED displays running short animation and graphics for the brands on the shelves.\n\nTechnology can also help push coupons to a phone, which can take the PoP marketing to a new level. Geofencing is also on the rise. This allows a store or marketer to pinpoint when someone is in the vicinity of the store and they can push a message out to them by text.\n\n“The whole PoP game is getting more complex, and it’s making things seamless and invisible to the consumers’ eyes,” Lee says. “These marketers know where people are now and how long they’ve been there, and they are making sure their messages are being seen.”\n\nStordahl says that while technology and digital displays are changing the way things are done, at the end of the day, these tools are all in service of creating a brand experience that allows shoppers to connect with products in more meaningful ways.\n\n“Tactile displays with unboxed product in aisle, as well as education pieces that fit in endcaps are powerful tools to appeal to shoppers,” she says.\n\nPoP in a Digital Age\n\nOnline retailers shouldn’t assume they get out of the “experience” conversation. While in-store and retail PoP marketing has most to do with quick purchases, digital PoP is focused on clicks and awareness, and is still vital to a company’s success.\n\nThis strategy attempts to market to shoppers who are already on the site and ready to make a purchase—and it provides a last-minute way for retailers to influence the details of that decision.\n\nStordahl says that the ability for shoppers to choose a complimentary sample, enjoy a “surprise and delight” of free shipping or discount at checkout, or even have access to reviews from the shopping cart to reinforce their decision can be powerful connection tools.\n\n“What’s interesting with online retailers is that they are collecting more and more data from their online customers and learning their buying habits and seeing their whole history of purchases,” Lee says. “Through that data, they can suggest purchases during checkout that are tailored towards that consumer and whatever purchase they are making.”\n\nOriginally published by BXP Magazine', 'Itching the Impulse: How Effective Pop Marketing and Design Influence Shopper Behavior', '', 'inherit', 'closed', 'closed', '', '2308-autosave-v1', '', '', '2018-09-27 21:24:33', '2018-09-27 21:24:33', '', 2308, 'http://cbx.cappendev.com/2308-autosave-v1', 0, 'revision', '', 0), (3441, 2, '2018-09-27 21:24:58', '2018-09-27 21:24:58', '', 'BN-QR777_RAZORS_GR_20161108171511', '', 'inherit', 'open', 'closed', '', 'bn-qr777_razors_gr_20161108171511', '', '', '2018-09-27 21:24:58', '2018-09-27 21:24:58', '', 2308, 'http://cbx.cappendev.com/app/uploads/2018/07/BN-QR777_RAZORS_GR_20161108171511.jpg', 0, 'attachment', 'image/jpeg', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3442, 2, '2018-09-27 21:25:19', '2018-09-27 21:25:19', 'With consumers receiving brand and marketing messages from so many different outlets, it is more important than ever to have consistent brand equity builders—color, logo, patterns, tagline—across all touchpoints.\r\nThat’s where point-of-purchase (PoP) marketing comes in. PoP marketing is a proven method of marketing in which messages are delivered to a brand’s target customers at the point of purchase either online or in a retail store.\r\n\r\n“Building a strong brand equity system that extends consistently to all media touch points is hugely important,” says Lesley Stordahl, creative director at branding agency CBX. “That most certainly does not mean ‘matching luggage.’ With shopper journeys diversifying more every day, establishing brand awareness and consistency is a much bigger battle than it was 10 or so years ago.”\r\n\r\nMoreover, gone are the days of “stack ‘em high and watch ‘em fly.” That’s why it’s important to bring an experience to life—letting shoppers have a sensorial connection to a brand through touch, taste or even smell.\r\n\r\n“Shoppers are looking for curated experiences, stories that fit into their world,” she shares. “Both brands and retailers need to find new ways to educate and/or excite.\r\n\r\nFrom candy-colored waves of La Croix seltzer when you walk into a Whole Foods to Sephora mascara endcaps, brands and retailers need to work together to create an experience that is tailored to what the shopper is looking for, rather than whatever message the brand wants to get out at the time.”\r\n\r\nFor instance, a quick message testing with a small group of online consumers can be very illuminating in helping to understand what shoppers want and help brands get out of their own way from time to time.\r\n\r\n“With any retail environment, you are looking to not only stand out from other competitors on the shelf but have a point of differentiation,” says Hakyun Lee, vice president of Dot Matrix Design Group. “You want to have something different to say or else your brand or product could get lost in the sea of products on the shelves.”\r\n\r\nWhile loud graphics and colors can call attention to a product, Lee notes that sometimes the easiest way to stand out is not the best way. Just capturing the consumers’ attention is not enough, and there needs to be more to further explain the benefits of one’s product over another.\r\n\r\n“Having something honest in the story behind your product really is what’s trending now,” Lee says. “Optimally, the story will be on the product itself, but if you’re talking PoP, on the display case or shipper, somewhere that is easy to see.”\r\n\r\nOnce a brand is established, Stordahl notes the messaging should be tailored to the experience.\r\n\r\n“Brands should be thinking like a shopper and tailoring their message to where they are in their journey of the day,” she says. “Empathy goes a long way from brands in environments where shoppers are being inundated with messages.”\r\n\r\nBrands in Action\r\n\r\nJeff Camosci, vice president of marketing and sales, North America for Paragon Pet Products, manufacturers of Whimzees dog chews, notes PoP materials can help retailers educate consumers about their products as well as separate its product from the masses.\r\n\r\n“We offer our retail partners a variety of PoP and on-shelf communication,” he says. “The goal of each display option is to clearly explain the benefits of oral health while highlighting our products’ features and benefits in a Whimz-ical way that engage a pet-parent shopper inside the store.”\r\n\r\nLee once served as design manager of Colgate and notes that in the past, the brand has leaned heavily on its brand recognition and the Colgate/Chevron banner was used very large and prominent because it meant something to consumers.\r\n\r\n“People just felt safe with the company,” he says. “Where Colgate is today, they are leaning toward making the Colgate name smaller on their packaging and relying on their sub-branding to be more front and center.”\r\n\r\nFor example, on their optic white packaging, the optic white is taking more of the front and center hierarchy, with the Colgate/Chevron banner smaller behind it.\r\n\r\n“I think the reason for that is that store brands are taking a bigger bite of the market and emerging brands are getting more credibility, especially with today’s consumer having a millennial mindset and more into the smaller mom-and-pop brands,” Lee says. “People are paying more attention to these sort of companies.”\r\n\r\nFor a brand strong in both brick and mortar and online, Stordahl points to the popular men’s grooming brand Harry’s, which recently transitioned from an online retailer to brick-and-mortar in Target.\r\n\r\n“Their endcap and in-aisle displays are a great representation of creating a look and feel that not only connects strongly to the online brand, but also works seamlessly with the Target personality as well,” she says. “They eliminated traditional shelving on the endcap, creating a fully designed brand world with less product but more education. In-aisle displays show the handle unboxed for customers to touch and feel. Overall, it makes the brand feel very approachable while retaining their ‘hipster’ online status.”\r\n\r\nTech Talk\r\n\r\nA unique PoP display trend that Lee has seen lately is the idea of incorporating different technology into the displays themselves. That has resulted in a lot of freestanding LED displays running short animation and graphics for the brands on the shelves.\r\n\r\nTechnology can also help push coupons to a phone, which can take the PoP marketing to a new level. Geofencing is also on the rise. This allows a store or marketer to pinpoint when someone is in the vicinity of the store and they can push a message out to them by text.\r\n\r\n“The whole PoP game is getting more complex, and it’s making things seamless and invisible to the consumers’ eyes,” Lee says. “These marketers know where people are now and how long they’ve been there, and they are making sure their messages are being seen.”\r\n\r\nStordahl says that while technology and digital displays are changing the way things are done, at the end of the day, these tools are all in service of creating a brand experience that allows shoppers to connect with products in more meaningful ways.\r\n\r\n“Tactile displays with unboxed product in aisle, as well as education pieces that fit in endcaps are powerful tools to appeal to shoppers,” she says.\r\n\r\nPoP in a Digital Age\r\n\r\nOnline retailers shouldn’t assume they get out of the “experience” conversation. While in-store and retail PoP marketing has most to do with quick purchases, digital PoP is focused on clicks and awareness, and is still vital to a company’s success.\r\n\r\nThis strategy attempts to market to shoppers who are already on the site and ready to make a purchase—and it provides a last-minute way for retailers to influence the details of that decision.\r\n\r\nStordahl says that the ability for shoppers to choose a complimentary sample, enjoy a “surprise and delight” of free shipping or discount at checkout, or even have access to reviews from the shopping cart to reinforce their decision can be powerful connection tools.\r\n\r\n“What’s interesting with online retailers is that they are collecting more and more data from their online customers and learning their buying habits and seeing their whole history of purchases,” Lee says. “Through that data, they can suggest purchases during checkout that are tailored towards that consumer and whatever purchase they are making.”\r\n\r\nOriginally published by BXP Magazine', 'Itching the Impulse: How Effective Pop Marketing and Design Influence Shopper Behavior', '', 'inherit', 'closed', 'closed', '', '2308-revision-v1', '', '', '2018-09-27 21:25:19', '2018-09-27 21:25:19', '', 2308, 'http://cbx.cappendev.com/2308-revision-v1', 0, 'revision', '', 0), (3443, 2, '2018-09-27 21:31:52', '2018-09-27 21:31:52', 'The future success of biopharmaceutical businesses will depend at least partly on their ability to create meaningful brand experiences from the start of a drug program. By “brand,” I don’t mean logos and taglines. I’m talking about meaningfully unique experiences that directly affect clinical and patient needs — specifically, to address the growing demand for self-administered injectable therapeutics.\n\nWhether you are a biosimilar developer trying to carve out differentiated value or a market leader looking at your patent protection in the rearview mirror, brand experience can improve your ability to capture market share effectively and deliver your life-enhancing molecule to the people who need it. After all, when a drug is subject to clinical parity among its competitors, its value comes from factors that increase the likelihood of each patient recipient’s administrating that therapy the right way, at the right time, every time.\n\nConsumer experience and patient adherence are growing concerns. Consider these factors: One-third of all new drug approvals are biologics. An aging population needs solutions designed for universal access. Payers continue to push for out-of-clinic solutions. Consumers continue to expect that no disease should crimp their lifestyles. The result is a need for end-user, design-driven solutions that allow people to do the things they need to do without compromising safety or efficacy.\n\nExtras Aren’t Extraneous\nA major opportunity to address patient experience begins with a holistic approach to product development, research and development, marketing, and branding. The traditional tug-of-war between development and marketing tends to deprioritize the user-experience “extras” such as ease of use, ergonomics, and intuitiveness. Accordingly, once the celebration of product approval and launch are over, sponsors often are left with generic packaging solutions that could fall short on consumer usability (making them a potential risk to clinical outcomes) and thus fail to reach their full potential as ownable assets.\n\nPharmaceutical companies have benefited from brand-design thinking. Consider the ergonomics, navigability, identification, and usability of Pfizer’s Z-pak and Merck’s Zepatier blister packs. Intangibles such as relevance and resonance bring to mind GSK’s Advair inhaler and Merck’s Belsomra stress-free blister (pictured above). The opportunity for injectable biologics could be even more game-changing than those familiar successes because of the participatory nature of their self-administration.\n\nCase Study: This type of thinking about end-user experience went into the development of kaléo’s Auvi-Q epinephrine autoinjector. As stated on the product website, the company’s mission is to “provide demonstrably superior medical products that empower” patients and caregivers to “take control in potentially life-threatening situations.” Realization of that vision comes from medical device expertise: “Each kaléo product combines an established drug with an innovative delivery platform” for both cost effectiveness and superiority over the standard of care.\n\nCompare the brand experience between that and Mylan’s EpiPen injectors in terms of consumer usability. The former provides a perfect blend of user education, instruction, motivation, and inspiration. The latter meets the bar satisfactorily, but parents of children with allergies vastly prefer kaléo’s alternative by nearly four to one (1).\n\nFor companies aspiring to offer safe, efficacious biomolecules through delivery packages that eliminate all physical, perceptual, and motivational barriers, the answer is to plan ahead. Even during drug-substance development, you should be thinking of a drug-delivery system or package that not only makes it easy for consumers to self-administer (winning fans from clinical and payor audiences alike), but that also is made with patients’ experiences in mind.\n\nThink “Universal” for Product Design\nTo begin with, you can practice the principles of universal design: equitability, flexibility, simplicity, perception, error tolerance, ease of use, and appropriateness for use (2). Eliminate unnecessary complexity. Be consistent with user expectations and intuition. And arrange information consistent with its importance.\n\nThen, as you aim for more patient-centric and brand-differentiating experiences, you can aspire to solutions that speak to people’s whole selves with design that emotes, motivates, and empowers. If I am forced to live with a chronic disease, then I should get to choose the therapy that doesn’t remind me of that fact every time I use it. It doesn’t have to be fun. But if your design makes the experience less unpleasant in some way than it would be otherwise, patients will pay you back with adherence and loyalty. Your investors will be gratified when no competitor can easily copy the value you have created.\n\nReferences\n1 Camargo CA, et al. Auvi-Q Versus EpiPen: Preferences of Adults, Caregivers, and Children. J. Allergy Clin. Immunol. www.jaci-inpractice.org/article/S2213-2198(13)00125-6/fulltext.\n\n2 The 7 Principles. Centre for Excellence in Universal Design: Dublin, Ireland; http://universaldesign.ie/What-is-Universal-Design/The-7-Principles.\n\nOriginally published by BioProcess International', 'Your Brand Is the Patient’s Experience', '', 'inherit', 'closed', 'closed', '', '2306-autosave-v1', '', '', '2018-09-27 21:31:52', '2018-09-27 21:31:52', '', 2306, 'http://cbx.cappendev.com/2306-autosave-v1', 0, 'revision', '', 0), (3444, 2, '2018-09-27 21:33:24', '2018-09-27 21:33:24', '', 'belsomra', '', 'inherit', 'open', 'closed', '', 'belsomra', '', '', '2018-09-27 21:33:24', '2018-09-27 21:33:24', '', 2306, 'http://cbx.cappendev.com/app/uploads/2018/04/belsomra.jpg', 0, 'attachment', 'image/jpeg', 0), (3445, 2, '2018-09-27 21:33:39', '2018-09-27 21:33:39', 'The future success of biopharmaceutical businesses will depend at least partly on their ability to create meaningful brand experiences from the start of a drug program. By “brand,” I don’t mean logos and taglines. I’m talking about meaningfully unique experiences that directly affect clinical and patient needs — specifically, to address the growing demand for self-administered injectable therapeutics.\r\n\r\nWhether you are a biosimilar developer trying to carve out differentiated value or a market leader looking at your patent protection in the rearview mirror, brand experience can improve your ability to capture market share effectively and deliver your life-enhancing molecule to the people who need it. After all, when a drug is subject to clinical parity among its competitors, its value comes from factors that increase the likelihood of each patient recipient’s administrating that therapy the right way, at the right time, every time.\r\n\r\nConsumer experience and patient adherence are growing concerns. Consider these factors: One-third of all new drug approvals are biologics. An aging population needs solutions designed for universal access. Payers continue to push for out-of-clinic solutions. Consumers continue to expect that no disease should crimp their lifestyles. The result is a need for end-user, design-driven solutions that allow people to do the things they need to do without compromising safety or efficacy.\r\n\r\nExtras Aren’t Extraneous\r\nA major opportunity to address patient experience begins with a holistic approach to product development, research and development, marketing, and branding. The traditional tug-of-war between development and marketing tends to deprioritize the user-experience “extras” such as ease of use, ergonomics, and intuitiveness. Accordingly, once the celebration of product approval and launch are over, sponsors often are left with generic packaging solutions that could fall short on consumer usability (making them a potential risk to clinical outcomes) and thus fail to reach their full potential as ownable assets.\r\n\r\nPharmaceutical companies have benefited from brand-design thinking. Consider the ergonomics, navigability, identification, and usability of Pfizer’s Z-pak and Merck’s Zepatier blister packs. Intangibles such as relevance and resonance bring to mind GSK’s Advair inhaler and Merck’s Belsomra stress-free blister (pictured above). The opportunity for injectable biologics could be even more game-changing than those familiar successes because of the participatory nature of their self-administration.\r\n\r\nCase Study: This type of thinking about end-user experience went into the development of kaléo’s Auvi-Q epinephrine autoinjector. As stated on the product website, the company’s mission is to “provide demonstrably superior medical products that empower” patients and caregivers to “take control in potentially life-threatening situations.” Realization of that vision comes from medical device expertise: “Each kaléo product combines an established drug with an innovative delivery platform” for both cost effectiveness and superiority over the standard of care.\r\n\r\nCompare the brand experience between that and Mylan’s EpiPen injectors in terms of consumer usability. The former provides a perfect blend of user education, instruction, motivation, and inspiration. The latter meets the bar satisfactorily, but parents of children with allergies vastly prefer kaléo’s alternative by nearly four to one (1).\r\n\r\nFor companies aspiring to offer safe, efficacious biomolecules through delivery packages that eliminate all physical, perceptual, and motivational barriers, the answer is to plan ahead. Even during drug-substance development, you should be thinking of a drug-delivery system or package that not only makes it easy for consumers to self-administer (winning fans from clinical and payor audiences alike), but that also is made with patients’ experiences in mind.\r\n\r\nThink “Universal” for Product Design\r\nTo begin with, you can practice the principles of universal design: equitability, flexibility, simplicity, perception, error tolerance, ease of use, and appropriateness for use (2). Eliminate unnecessary complexity. Be consistent with user expectations and intuition. And arrange information consistent with its importance.\r\n\r\nThen, as you aim for more patient-centric and brand-differentiating experiences, you can aspire to solutions that speak to people’s whole selves with design that emotes, motivates, and empowers. If I am forced to live with a chronic disease, then I should get to choose the therapy that doesn’t remind me of that fact every time I use it. It doesn’t have to be fun. But if your design makes the experience less unpleasant in some way than it would be otherwise, patients will pay you back with adherence and loyalty. Your investors will be gratified when no competitor can easily copy the value you have created.\r\n\r\nReferences\r\n1 Camargo CA, et al. Auvi-Q Versus EpiPen: Preferences of Adults, Caregivers, and Children. J. Allergy Clin. Immunol. www.jaci-inpractice.org/article/S2213-2198(13)00125-6/fulltext.\r\n\r\n2 The 7 Principles. Centre for Excellence in Universal Design: Dublin, Ireland; http://universaldesign.ie/What-is-Universal-Design/The-7-Principles.\r\n\r\nOriginally published by BioProcess International', 'Your Brand Is the Patient’s Experience', '', 'inherit', 'closed', 'closed', '', '2306-revision-v1', '', '', '2018-09-27 21:33:39', '2018-09-27 21:33:39', '', 2306, 'http://cbx.cappendev.com/2306-revision-v1', 0, 'revision', '', 0), (3446, 2, '2018-09-27 21:39:43', '2018-09-27 21:39:43', '', 'Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2', '', 'inherit', 'open', 'closed', '', 'fuse-twitter-header-2-22c119f4ea112e57349aa011f6eff0b2-2', '', '', '2018-09-27 21:39:43', '2018-09-27 21:39:43', '', 1122, 'http://cbx.cappendev.com/app/uploads/2018/04/Fuse-Twitter-header-2-22c119f4ea112e57349aa011f6eff0b2.jpg', 0, 'attachment', 'image/jpeg', 0), (3447, 2, '2018-09-27 21:39:48', '2018-09-27 21:39:48', 'Gaining new insight on design and brand strategy is essential for us to continue to be experts and innovators in our field. That’s why we sent our Engagement Director, Damien Moore-Evans, to the Fuse 2018 conference to observe the latest tools and knowledge leveraged by some of the top performers in the industry.\r\nA spotlight on pioneers and scene-stealers from both well-known brands and design startups, Fuse set to “celebrate disruptors and game changers within iconic and startup companies. Those who are changing the face of design and the way consumers experience and interact with the brand.”\r\n\r\nWith the fairly unpredictable nature of this industry, we understand the need for brands to cater to the ever-changing consumer. Even the most well-recognized brands have to be open to modifications, and we’ve seen it firsthand with recent redesigns including our work for Cheerios, Land O’Lakes, and Pillsbury. Many speakers at the conference stressed this importance for change, and the conference also included a multitude of other tips on how brands can stay at the top of their game.\r\n\r\nHere are some of our favorite takeaways:\r\n
      \r\n
    • Data-driven content is the only way to avoid failing behind
      • \r\n
    • Pantone: Color is the first thing you communicate. Make it the most important part of your design strategy. It is a way to connect and reflects what is happening in a particular culture and time
      • \r\n
    • Microsoft: Human-centered Design thinking (HCD) Is more important than user-centered design (UCD)
      • \r\n
    • “We’re fortunate to be in the business of wanting and having not needing. We do what we do for the connoisseur - not the consumer.” –Nike
      • \r\n
    • L’Oreal’s tips for today’s design leaders:\r\n
        \r\n
      • Think of design not as a discipline, but as experience
        • \r\n
      • Understand the business and be curious
        • \r\n
      • Challenge the status quote by reframing
        • \r\n
      • Be a Design Nomad!
        • \r\n
      \r\n
      • \r\n
    • Chobani: design is meaningful and inspires brand stories. It also speaks to the beliefs, wants, and means of customers
      • \r\n
    • Charity Water: choose to focus on hope rather than guilt. Photos should be rooted in hope, joy, and dignity.
      • \r\n
    • Hello Fresh: Do what’s right for your customers and don’t try to follow trends. They will pass.
      • \r\n
    • “We wanted to build a brand. Brands build relationships.” –Warby Parker
      • \r\n
    • User experience (UX) will be at the center of all activity driving marketing, technology operations and retail. One mustn’t forget that brand is likely to define UX, which means brands need to deliver a cohesive and coherent UX across all touch points.
      • \r\n
    • People remember stories, not ideas
      • \r\n
    • Two simple tips for great branding – Evolve and Surprise
      • \r\n
    • “If the story is compelling, people will build the road toward it.” – Robert Wong, VP Google Creative Labs
      • \r\n
    • Instagram’s approach to design thinking:\r\n
        \r\n
      • Consistency (across the product and UX)
        • \r\n
      • Clarity (use universally recognized functions and be clear)
        • \r\n
      • Constraint (limited and logically grouped functions)
        • \r\n
      • Design is the creation of desirable change
        • \r\n
      \r\n
      • \r\n
    • Purpose brings focus to a business, rallies leadership around a strong sense of direction, and helps staff to feel involved and motivated.
      • \r\n
    ', 'Fuse 2018: A Deep Dive into Design and Consumer Brand Experience', '', 'inherit', 'closed', 'closed', '', '1122-revision-v1', '', '', '2018-09-27 21:39:48', '2018-09-27 21:39:48', '', 1122, 'http://cbx.cappendev.com/1122-revision-v1', 0, 'revision', '', 0), (3448, 2, '2018-09-27 21:41:50', '2018-09-27 21:41:50', 'Recently, we sent out Engagement Director, Damien Moore-Evans, to Chicago to attend Global Shop 2018, “the nation’s largest retail design industry trade show, which combines store design, visual merchandising, retail technology and shopper marketing leaders under one roof.” From our work redesigning the flagship Houston location of Saks Fifth Avenue, to more recently creating the bakery of our dreams for New York’s favorite miniature cupcake, Baked by Melissa, we’ve been thinking a lot lately about store experiences, community spaces, and the evolution of the brick-and-mortar. While the debate will undoubtedly continue on the path of the ‘store of the future,’ we’re pretty certain what we witnessed and heard at Global Shop will resonate in the years to come.\n\nHere were the most interesting findings from Damien:\n
      \n
    • Gen Z is shaped by 911, cyber bullying, and unpredictable political climate. In spite of this, they are ambitious realists.
      • \n
    • 64% cited shared values with a brand for the reason they engaged with that particular brand –Harvard Business Review
      • \n
    • From showrooms to ‘Do-rooms,’ retailers are making a bigger push for overall better shopping experiences -Eight Inc.
      • \n
    • The expectation economy continues on. Brands are shifting their behaviors to better coincide with shifting consumer expectations and behaviors.
      • \n
    • The future of retail is physical – the goal for brands must be to design “human experiences,” putting the human at the center.
      • \n
    • Defining the meaning of a ‘store’ today means behaving more experiential rather than transactional. A key consideration for brands should be to think about how to educate the customer on new products
      • \n
    • It\'s important for brands to be comfortable with launching imperfect products in the marketplace, allowing time to perfect.
      • \n
    • Retailers need to focus on shifting their innovation strategy in order to stay relevant and distinctive within the culture.
      • \n
    • Physical retail is not dying but rather shifting its presence.
      • \n
    • goPuff was introduced courtesy of Hershey’s – they displayed a fantastic VR experience, providing the “quick fix” that many of us want from candy. This is potentially the future of the convenience store experience.
      • \n
    • VR for brand storytelling is being used to promote new brand features and share impactful stories, i.e. in some Toms stores now, you can experience the village / meet the people that receive a pair of Toms when you buy a pair – bringing the experience to life.
      • \n
    • For the consumer market VR opportunity - retailers are seeking innovative ways to deliver memorable experiences
      • \n
    • With VR, we have the opportunity to create highly engaging experiences that consistently surprise, i.e. be “Virtually Amazing”
      • \n
    • Hardware, software, and design leaders should collaborate to overcome obstacles and make VR accessible.
      • \n
    • Telling a great brand story is important but the strength lies with telling a true and authentic brand story – if you achieve this, you can win forever.
      • \n
    • Many stores nowadays have forgotten about the customer. However, there are some exceptions: every Kendra Acott store is dedicated to the community it serves. “Those real world connections can insulate a brand from market turns.”-Tom Nolan, WWD, Global Shop keynote
      • \n
    • We must remember it’s not literally about the ‘brick-and-mortar,’ but rather what’s on the inside.
      • \n
    • Brands should try to remember that the ultimate measure of success is the impact you can have on people\'s lives. In customer service you can innovate everyday, whether it be in conversation with a customer or with a handwritten note to close the transaction.
      • \n
    ', 'A Glimpse into the Future of Retail Experience', '', 'inherit', 'closed', 'closed', '', '1120-autosave-v1', '', '', '2018-09-27 21:41:50', '2018-09-27 21:41:50', '', 1120, 'http://cbx.cappendev.com/1120-autosave-v1', 0, 'revision', '', 0), (3449, 2, '2018-09-27 21:41:57', '2018-09-27 21:41:57', '', 'global', '', 'inherit', 'open', 'closed', '', 'global', '', '', '2018-09-27 21:41:57', '2018-09-27 21:41:57', '', 1120, 'http://cbx.cappendev.com/app/uploads/2018/04/global.png', 0, 'attachment', 'image/png', 0), (3450, 2, '2018-09-27 21:42:17', '2018-09-27 21:42:17', 'Recently, we sent out Engagement Director, Damien Moore-Evans, to Chicago to attend Global Shop 2018, “the nation’s largest retail design industry trade show, which combines store design, visual merchandising, retail technology and shopper marketing leaders under one roof.” From our work redesigning the flagship Houston location of Saks Fifth Avenue, to more recently creating the bakery of our dreams for New York’s favorite miniature cupcake, Baked by Melissa, we’ve been thinking a lot lately about store experiences, community spaces, and the evolution of the brick-and-mortar. While the debate will undoubtedly continue on the path of the ‘store of the future,’ we’re pretty certain what we witnessed and heard at Global Shop will resonate in the years to come.\r\n\r\nHere were the most interesting findings from Damien:\r\n
      \r\n
    • Gen Z is shaped by 911, cyber bullying, and unpredictable political climate. In spite of this, they are ambitious realists.
      • \r\n
    • 64% cited shared values with a brand for the reason they engaged with that particular brand –Harvard Business Review
      • \r\n
    • From showrooms to ‘Do-rooms,’ retailers are making a bigger push for overall better shopping experiences -Eight Inc.
      • \r\n
    • The expectation economy continues on. Brands are shifting their behaviors to better coincide with shifting consumer expectations and behaviors.
      • \r\n
    • The future of retail is physical – the goal for brands must be to design “human experiences,” putting the human at the center.
      • \r\n
    • Defining the meaning of a ‘store’ today means behaving more experiential rather than transactional. A key consideration for brands should be to think about how to educate the customer on new products
      • \r\n
    • It\'s important for brands to be comfortable with launching imperfect products in the marketplace, allowing time to perfect.
      • \r\n
    • Retailers need to focus on shifting their innovation strategy in order to stay relevant and distinctive within the culture.
      • \r\n
    • Physical retail is not dying but rather shifting its presence.
      • \r\n
    • goPuff was introduced courtesy of Hershey’s – they displayed a fantastic VR experience, providing the “quick fix” that many of us want from candy. This is potentially the future of the convenience store experience.
      • \r\n
    • VR for brand storytelling is being used to promote new brand features and share impactful stories, i.e. in some Toms stores now, you can experience the village / meet the people that receive a pair of Toms when you buy a pair – bringing the experience to life.
      • \r\n
    • For the consumer market VR opportunity - retailers are seeking innovative ways to deliver memorable experiences
      • \r\n
    • With VR, we have the opportunity to create highly engaging experiences that consistently surprise, i.e. be “Virtually Amazing”
      • \r\n
    • Hardware, software, and design leaders should collaborate to overcome obstacles and make VR accessible.
      • \r\n
    • Telling a great brand story is important but the strength lies with telling a true and authentic brand story – if you achieve this, you can win forever.
      • \r\n
    • Many stores nowadays have forgotten about the customer. However, there are some exceptions: every Kendra Acott store is dedicated to the community it serves. “Those real world connections can insulate a brand from market turns.”-Tom Nolan, WWD, Global Shop keynote
      • \r\n
    • We must remember it’s not literally about the ‘brick-and-mortar,’ but rather what’s on the inside.
      • \r\n
    • Brands should try to remember that the ultimate measure of success is the impact you can have on people\'s lives. In customer service you can innovate everyday, whether it be in conversation with a customer or with a handwritten note to close the transaction.
      • \r\n
    ', 'A Glimpse into the Future of Retail Experience', '', 'inherit', 'closed', 'closed', '', '1120-revision-v1', '', '', '2018-09-27 21:42:17', '2018-09-27 21:42:17', '', 1120, 'http://cbx.cappendev.com/1120-revision-v1', 0, 'revision', '', 0), (3451, 2, '2018-09-27 21:51:30', '2018-09-27 21:51:30', '', 'Straight Talk #1 with Noah Waibsnaider of Peeled Snacks', '', 'inherit', 'closed', 'closed', '', '62-autosave-v1', '', '', '2018-09-27 21:51:30', '2018-09-27 21:51:30', '', 62, 'http://cbx.cappendev.com/62-autosave-v1', 0, 'revision', '', 0), (3452, 2, '2018-09-27 21:52:02', '2018-09-27 21:52:02', '', 'Screen Shot 2018-09-27 at 5.51.47 PM', '', 'inherit', 'open', 'closed', '', 'screen-shot-2018-09-27-at-5-51-47-pm', '', '', '2018-09-27 21:52:02', '2018-09-27 21:52:02', '', 62, 'http://cbx.cappendev.com/app/uploads/2018/06/Screen-Shot-2018-09-27-at-5.51.47-PM.png', 0, 'attachment', 'image/png', 0), (3453, 2, '2018-09-27 21:52:20', '2018-09-27 21:52:20', '', 'Straight Talk #1 with Noah Waibsnaider of Peeled Snacks', '', 'inherit', 'closed', 'closed', '', '62-revision-v1', '', '', '2018-09-27 21:52:20', '2018-09-27 21:52:20', '', 62, 'http://cbx.cappendev.com/62-revision-v1', 0, 'revision', '', 0), (3454, 2, '2018-09-27 21:53:26', '2018-09-27 21:53:26', '', 'Straight Talk #1 with Noah Waibsnaider of Peeled Snacks', '', 'inherit', 'closed', 'closed', '', '62-revision-v1', '', '', '2018-09-27 21:53:26', '2018-09-27 21:53:26', '', 62, 'http://cbx.cappendev.com/62-revision-v1', 0, 'revision', '', 0), (3455, 2, '2018-09-27 21:58:00', '2018-09-27 21:58:00', '', 'Design that’s good
    for your health', '', 'inherit', 'closed', 'closed', '', '326-revision-v1', '', '', '2018-09-27 21:58:00', '2018-09-27 21:58:00', '', 326, 'http://cbx.cappendev.com/326-revision-v1', 0, 'revision', '', 0), (3456, 2, '2018-09-27 22:04:08', '2018-09-27 22:04:08', '', 'casestudy_IMG3_jason_short', '', 'inherit', 'open', 'closed', '', 'casestudy_img3_jason_short', '', '', '2018-09-27 22:04:08', '2018-09-27 22:04:08', '', 0, 'http://cbx.cappendev.com/app/uploads/2018/09/casestudy_IMG3_jason_short.jpg', 0, 'attachment', 'image/jpeg', 0), (3457, 2, '2018-09-27 22:04:32', '2018-09-27 22:04:32', '', 'Wellness as
    second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-09-27 22:04:32', '2018-09-27 22:04:32', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (3458, 2, '2018-09-27 22:08:03', '2018-09-27 22:08:03', '', 'Design that’s good
    for your health', '', 'inherit', 'closed', 'closed', '', '326-revision-v1', '', '', '2018-09-27 22:08:03', '2018-09-27 22:08:03', '', 326, 'http://cbx.cappendev.com/326-revision-v1', 0, 'revision', '', 0), (3459, 2, '2018-09-27 22:08:55', '0000-00-00 00:00:00', '', 'Auto Draft', '', 'auto-draft', 'open', 'open', '', '', '', '', '2018-09-27 22:08:55', '0000-00-00 00:00:00', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3459', 0, 'work', '', 0), (3460, 2, '2018-09-27 22:09:41', '2018-09-27 22:09:41', 'When you visit Starbucks.com, the “Responsibility” tab is front and center. Click on it, and you’ll find nearly 30 different links under headings such as “Community,” “Environment” and “Ethical Sourcing,” along with a 19-page Global Responsibility Report for those who would take an even deeper dive into the company’s practices. Starbucks, in other words, makes a real effort to walk the talk of responsibility. And yet, when the company launched its #RaceTogether campaign back in March, the mockery was swift and merciless. The plan, as we all remember, was for baristas to write “Race Together” on customers’ cups in an effort to spark dialog about race in America.\r\nUnfortunately for Starbucks, #RaceTogether is now synonymous with #PRdebacles.\r\n\r\nSo what happened? How could Starbucks have gotten it so wrong? In the age of the self-aware consumer, brands have no choice but to engage with their customers on the issues of our time, right?\r\n\r\nThe risk lies in losing track of the all-important difference between integrity, an objective state of being, and the far-more-subjective sphere of morality/ethics. When brands focus on achieving the integrity of their purpose (making whole on their promise), these campaigns tend to get results. When brands stray into opportunistic preaching or moralizing, the response from consumers is often “Who the hell do you think you are?”\r\n\r\nHarvard University business professor Michael Jensen puts it best when he defines integrity as “a state or condition of being whole, complete, unbroken.” Morality and ethics, by contrast, are normative, subjective concepts: What is moral or ethical to someone in the Bay Area might be immoral or unethical to somebody in the Bible Belt. By contrast, integrity—or the lack of it—is objective and easy to spot. It either exists or it doesn’t. Chipotle Mexican Grill, for instance, routinely talks about the high quality of its grass-fed beef and humanely raised pork. If the chain were to be busted for lying about its food sources, we would all see this as a breach of integrity, regardless of what we happened to think about the morality or ethics of eating conventional beef, pork and poultry. (And in fact, Chipotle’s integrity is now under fire: The chain faces a class action  alleging it has been deceptive about being GMO-free.)\r\n\r\nTherefore, with regard to campaigns prioritize and highlight the great things your brand does to make good on its promises. Resist the impulse to try to boost your brand’s cachet by taking stances you believe will be popular or politically correct—especially if those stances are largely unrelated to your core purpose.\r\n\r\nIn the age of the self-aware consumer, complying with the radically varying moral demands of diverse audiences is impossible. However, any company can look within and focus sincerely on making sure its brands have integrity. These internally consistent, honest stories then become building blocks for campaigns that will boost customer loyalty over the long term—and keep you out of #PRdebacles on Twitter.\r\n\r\nOriginally published in CommPRO.biz.\r\n\r\nPhoto courtesy of finerminds.com.', '\'Avoiding #PRdebacles’: Integrity is the Key to Brand Campaigns That Never Backfire', '', 'inherit', 'closed', 'closed', '', '2127-autosave-v1', '', '', '2018-09-27 22:09:41', '2018-09-27 22:09:41', '', 2127, 'http://cbx.cappendev.com/2127-autosave-v1', 0, 'revision', '', 0), (3461, 2, '2018-09-27 22:17:20', '2018-09-27 22:17:20', '', 'Straight Talk #1 with Noah Waibsnaider of Peeled Snacks', '', 'inherit', 'closed', 'closed', '', '62-revision-v1', '', '', '2018-09-27 22:17:20', '2018-09-27 22:17:20', '', 62, 'http://cbx.cappendev.com/62-revision-v1', 0, 'revision', '', 0), (3462, 1, '2018-09-28 13:26:09', '2018-09-28 13:26:09', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-28 13:26:09', '2018-09-28 13:26:09', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (3463, 1, '2018-09-28 13:27:58', '2018-09-28 13:27:58', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-09-28 13:27:58', '2018-09-28 13:27:58', '', 60, 'http://cbx.cappendev.com/60-revision-v1', 0, 'revision', '', 0), (3464, 2, '2018-09-28 14:30:35', '2018-09-28 14:30:35', '', 'Deep Rooted
    Beauty', '', 'inherit', 'closed', 'closed', '', '2552-revision-v1', '', '', '2018-09-28 14:30:35', '2018-09-28 14:30:35', '', 2552, 'http://cbx.cappendev.com/2552-revision-v1', 0, 'revision', '', 0), (3465, 2, '2018-09-28 14:30:43', '2018-09-28 14:30:43', '', 'A Modern
    Classic', '', 'inherit', 'closed', 'closed', '', '2560-revision-v1', '', '', '2018-09-28 14:30:43', '2018-09-28 14:30:43', '', 2560, 'http://cbx.cappendev.com/2560-revision-v1', 0, 'revision', '', 0), (3466, 2, '2018-09-28 15:52:52', '2018-09-28 15:52:52', 'At our third #StraightTalk event, we welcomed Evan Minskoff, Head of Marketing at Tumblr and Bryan Tucker, Co-Founder of  The Kicker and Head Writer at Saturday Night Live to discuss content and culture with CBX’s CMO, Dustin Longstreth. Before we kicked off the evening, we grabbed each of them for a quick-fire “Q&A With,” which we’ll be publishing separately.\r\nFirst up is Bryan Tucker, whose background reads like comedy gold: stand-up comedian and sketch actor, comedy writer for TV sketch shows including The Chris Rick Show and Chapelle’s Show. He is a nine-time Emmy nominee and the recipient of a Peabody Award and three Writers Guild Awards. Currently, when he’s not writing skits for Saturday Night Live, he is Editor in Chief of the sports comedy content website, The Kicker. In short, the guy knows content.\r\n\r\nWith Bryan, we were keen to get his unique point of view on the power and value of content in today’s information-rich and digitally-perpetuated landscape. Having created content for a variety of mediums for both a massive brand such as Saturday Night Live and a more nascent brand such as The Kicker, what was his take on how audiences interacted with brands nowadays? And more importantly, what is the role of brands in all of this?\r\n\r\n \r\n

    1.Tell us about The Kicker.

    \r\n

    Bryan: The Kicker is a sports comedy vertical, started by Above Average which is the digital arm from Lorne Michaels, the creator of Saturday Night Live. I helped create it because I believed there was an audience for this who were, at the time, underserved. We work with many brands and leagues.

    \r\n

    2.What is the role of a media platform in today’s content-rich digital landscape?

    \r\n

    Bryan: I’ve been at Saturday Night Live for 13 years and have witnessed the growth and evolution of digital comedy. When The Kicker first started, Youtube and Facebook were in its early stages and served as platforms to help share our content. Now we’re programming specifically FOR those platforms and the content we create varies for each of them- Twitter, Youtube, Instagram- it’s all very different. Brands will now come to us and say this is a “Facebook play” or a “Youtube play” so because of this, the platforms have become more involved in telling us what to do rather than us using them to do what we want.

    \r\n

    3.What is the significance of content to audiences today?

    \r\n

    Bryan: Things have become more narrowcast and you have to work with more specificity. Unlike Saturday Night Live which is such a big tent brand, today’s landscape means creating content for more narrow groups - we have The Kicker creating sports comedy, The Reductress creating comedy for younger women and so on. We are finding that being specific is how you cultivate a loyal audience because you’re programming for them.

    \r\n

    4.What is the role of brands in the content/audience relationship?

    \r\n

    Bryan: Brands have become more conscious of the mediums and understand the importance of programming for different platforms. Additionally, they are more willing to work with us to integrate their brands into the content- aiming to make it entertaining first, messaging second. They’ll come to us with their message but then ask us how we can help them deliver that message across in a way that makes sense for the platform and the audience.

    \r\n

    5. For both of your brands- Saturday Night Live and The Kicker- what are the short and long terms goals of the content for audiences?

    \r\n

    Bryan: Saturday Night Live has been on for 43 years and is a well-known brand everyone has an opinion on. Most of what we do digitally is to help support the central show and brand. For The Kicker, we are programming for all types of mediums with the intention to get it out in different ways. It’s not necessarily to help one central brand; The Kicker is a more fluid brand that shifts depending on the brand we’re currently working with at the time. With Saturday Night Live, it always goes back to the show.  

    \r\n \r\n\r\n**Stay tuned as we\'ll be posting Evan\'s Q&A soon as well as the full video from our #StraightTalk event!', 'Q&A with Bryan Tucker, Editor in Chief of The Kicker & Co-Head Writer of Saturday Night Live', '', 'inherit', 'closed', 'closed', '', '1116-revision-v1', '', '', '2018-09-28 15:52:52', '2018-09-28 15:52:52', '', 1116, 'http://cbx.cappendev.com/1116-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3467, 2, '2018-09-28 16:13:18', '2018-09-28 16:13:18', 'When you look around the current media landscape, to says its “changed” would be an understatement. Over the past few years, there has been an explosion of new media platforms, content producers and content platforms all buttressed by technology. The sheer volume of content being produced by content creators (and who we deem as content creators) is hard to fathom and even harder to decipher in terms of its value, integrity and contribution to society. What we do know is there is an appetite for content from audiences. And no one party is more equipped to satiate those appetites than brands.\r\nAt CBX, we exist in the world of brands- how to make, shape and market them. As content becomes a more powerful and integral force in people’s lives, populating their conversations and day-today behavior, brands have an opportunity to insert themselves into those activities. But they need to do so carefully as audiences today are more discerning and apt to call BS should anything appear disingenuous or inauthentic.\r\n\r\nAt our third #StraightTalk event, where we invite thought leaders and experts we admire from their respective fields to banter and dissect a topic together, we recently welcomed two guests: Evan Minskoff, Head of Marketing at Tumblr and Bryan Tucker, Co-Founder of The Kicker and Co-Head Writer at Saturday Night Live. The topic was “Content and Culture” and each brought a somewhat similar perspective- that of a brand and a platform. The varying factor was while Saturday Night Live and The Kicker’s content come from its roster of esteemed writers and comedians, Tumblr’s content creators are its users. In a conversation with our CMO, Dustin Longstreth, both addressed this new dizzying state of brand affairs:\r\n\r\nWay back when (so maybe a few years ago?), brands had a soapbox approach to marketing. A one-way dialogue, in the form of a billboard or 60 second TV spot would convey a brand’s attributes and values leaving the consumer two choices- pay attention or don’t pay attention. Consume or don’t. Fast forward to today’s landscape where social media platforms, chat rooms and a dizzying array of ways to connect with other people dominate, brands are now forced to evolve their marketing strategies to accommodate this new era. However, many brands get it wrong; content is instead seen as a tactic that can be outsourced, brought back for a brand emblem to be applied, then delivered out into the world. This is incorrect.\r\n\r\n“The proliferation of creative expression tools has led to more open democratic platforms for people to self-express through user-generated content. Brands are now forced to think about how they want to be a part of that content – how to facilitate and fan the flames of those conversations,” says Minskoff. In an era where rabid conversations are happening – from the irreverent to the mundane to the serious- the opportunity for brands is not just in the background but to be an active player and participant in stoking those conversations. Minskoff discussed a recent campaign Tumblr did to support “March For Our Lives,” where the platform not only live-streamed the march but did a virtual march users could join in digitally as well. He believed it was important that “Tumblr put the runway in front of kids; we didn’t want to co-opt the movement.”\r\n\r\nUnderstanding who you’re trying to connect with, what they’re passionate about, and helping people further those conversations is the new form of marketing. As Tucker reiterates, “At The Kicker, we find the more specific we get, the more passionate the following. So instead of doing something broader with LeBron James, we instead do something with a Canadian hockey team and we’ll get 10 fans for life. If you can find places with communities and tap into them, that’s a good place to start.”\r\n\r\nSo if brands should now think of themselves as co-conspirators, are they supposed to provide messaging or tools? Can they do both? This is gray area that both Tumblr and The Kicker stated they were still trying to figure out, albeit with the understanding that entering and participating in conversations should be their new aim. Tucker states, “When we sit down with a brand, we look at it as partnership.” Because of the tight-knit and topics-focused community of The Kicker, its marketing department understand the value proposition of its platform and put it first. For a brand like The Kicker, their deep understanding of their nuanced community allows them to work with brands to craft the precise messaging to best impact them. On the other hand, with Tumblr’s value proposition is about “connecting people to their passion projects.” Tumblr sees itself as a tool for its users with Minskoff reiterating how the brand is constantly in pursuit of new technology to help further their goal. We wonder if perhaps Tumblr messenger is a not so distant option in our near future?\r\n\r\nTo cap off the night, both Evan and Bryan participated in a Q&A with our audiences:\r\n\r\nQ: Bryan, does addressing multi-cultural audiences influence your storytelling? How in-tuned is Saturday Night Live with diversity?\r\n\r\nBryan: Saturday Night Live has been around since 1975 and constantly renews and changes throughout its history. It has gotten more diverse, and not because of a quota, but because we wanted to tell more diverse stories.\r\n\r\nQ:  Bryan, when you create content, what is your main focus- to be funny or to think about how it will affect audiences? \r\n\r\nBryan: It’s to be funny. And to be true to my style of funny. It’s always a collaboration and both environments are very collaborative. I think your real question is: How does a goofy white guy write for comedians like Chris Rock and Dave Chapelle? My first day on The Chris Rock Show, I asked Chris what I shouldn’t write. He said to me, “Don’t write black, write funny and I’ll make it black.”\r\n\r\nQ: Evan, what is the main driver for change at Tumblr? Is it how people are using or other influences? \r\n\r\nEvan: I’m unsure whether its technology or people that drives the change. But I would root for people. I see technology as an enabler and amplifier. If technology wasn’t what it was, I’d like to think people would still find ways to bring out those inclinations of connecting.\r\n\r\nQ: Both, how do you get brands to buy into your vision? And how to get them to talk back? \r\n\r\nBryan: It’s a dialogue. The reason brands trust us is because we have years of experience; we have the proof of what’s worked for brands and that is our advantage.\r\n\r\nEvan: I hope that on a human level, brands are inclined to protect subcultures. We can never force brands to buy into our vision, but we can help them understand their vision and how our platform can help bring it to life. When we can understand the psychology of those brands, we can better help them achieve their goals.\r\n\r\n ', 'StraightTalk #3 Recap: Content & Culture', '', 'inherit', 'closed', 'closed', '', '1117-revision-v1', '', '', '2018-09-28 16:13:18', '2018-09-28 16:13:18', '', 1117, 'http://cbx.cappendev.com/1117-revision-v1', 0, 'revision', '', 0), (3468, 2, '2018-09-28 16:15:05', '2018-09-28 16:15:05', '', 'ExpoWestConventionCenter1200x800', '', 'inherit', 'open', 'closed', '', 'expowestconventioncenter1200x800', '', '', '2018-09-28 16:15:05', '2018-09-28 16:15:05', '', 1115, 'http://cbx.cappendev.com/app/uploads/2018/03/ExpoWestConventionCenter1200x800.jpg', 0, 'attachment', 'image/jpeg', 0), (3469, 2, '2018-09-28 16:15:15', '2018-09-28 16:15:15', 'Last week, we sent a crew of five to Natural Products Expo West,  one of the leading trade shows in the natural, organic and health product industry where over 80,000 industry professionals gather each year. Our team was there to mingle with a few of our clients (hi Hain, Mission, General Mills and Hormel) and see what’s new and trending in the natural space. Here are some thoughts from Damien Moore-Evans, our Engagement Director and Vannett Li, Strategist: \r\nThis year, more than years past, we’re seeing brands make a more concerted effort to be culturally relevant, and a greater emphasis on activations that connect with audiences in  immersive experiences that reinforce the brand’s promise. \r\n\r\nWhile Expo West obviously showcases those in the natural and organic worlds, the breadth of brands/products and the differentiation of ingredients and benefits they’re touting only emphasizes the growing nature of this category. \r\n\r\nCollagen was an ingredient many brands highlighted which we found interesting as it is typically associated with beauty regimes; however, as we know the beauty sector only continues to soar, it makes all the more sense that collagen-infused products would find its ways to the supermarket aisle. And what to make of the rise of CBD oil which was a presence at the Expo? This makes us wonder: What other ingredients are people putting on their faces that could possibly be ingested? And should brands be exploring this as they innovate on product creation? Another “ingredient” (what does one call safe bacteria and yeast anyway?) is  Probiotics. We all know the supplements industry has been gaining popularity as of late, indicating consumers are adamant that what they are consuming not only satisfies their appetite but actually contributes to their body functionality and digestive system. In short, consumers don’t desire solely nourishment, they demand enhancement. \r\n\r\nThe relaunch and rebrand efforts of Boca, the meatless burger offer from Kraft Heinz was indicative by legacy CPB brands refusing to acquiesce to technologists and innovators in Silicon Valley on what non-meat “meats” should taste like. As one of the original leaders of the vegetarian burger, Boca is now facing fierce competition by newcomers like Impossible Burger, which is backed and supported by the like Bill Gates and David Chang who know a thing or two about innovating for consumers. We believe the newfound interest in this category is again a reflection of the Millennial generation (soon to be the most dominant in spending power) and their discerning taste and access to choice.\r\n\r\nOn-the-go foods, in the form of snacks and specialized water were prominent at the Expo. Healthy snack items such as yogurt and yogurt drinks (we’re excited to see the upcoming offering from Chobani). Portability and variety was key and it was most apparent in the increase in flavor offerings from protein and granola bar brands. The continued popularity of bar brands has paved the way to the introduction “kid” friendly bars with companies such as KIND and RX introducing their own versions. What we find interesting is the mindset and standards that consumers are applying to their own food consumption is spilling over to their their kin as well. Brands looking to enter the playing field of “kid food” should recognize the importance of tracking not just what’s popular with children’s diets but also,  their parents diets. Brands should ask themselves, “What food trends would parents most likely want to migrate over to their children?” \r\n\r\nWhile some may be apt to call it a “health and wellness” trend, as our co-worker Christina Papale addressed previously in her blog “How Culture Drives Brands”, it has become macro and is indicative of more accurately, a movement. Brands looking to capitalize on the movement should not just look at individual production creation nor even a portfolio re-assessment. Instead, they should consider how this movement should affect the entirety of how they manufacture and market their entire brand. \r\n\r\nBeyond the range of brands and products we were introduced to, the myriad of experiential activations further reiterated of one CBX’s core beliefs that the experience the consumer has with the brand, is the brand itself. From airstreams, food trucks, mascots and booths that touted product ingredients (Chobani and Nature’s Path) or the dominance of one ingredient over the other (Maranatha Butter and their “Too Good for Jelly” campaign brought to life by their Sad Jelly mascot). Activations that engaged were ones that educated and delighted, differentiating themselves from the over 3,000 other brands in attendance. Some of our favorites included the gigantic Sun Bum monkey, the flying wasps digital screen from General Mills and the instantly-noticeable energetic activation from Hippeas.\r\n\r\nFor CBX, an experience like Expo West always does the following - remind us of the unique ways brands are innovating and encourage us to think of how we can do the same for the brands on our roster. Whether it’s introducing a new product or finding a way to bring the products to life, it is pertinent for brands to continually seek ways to demonstrate quality, value and authenticity in what they do and how they communicate. After all, a great brand story can only be delivered by a great brand.\r\n\r\n \r\n\r\n ', 'Our Thoughts on Expo West 2018', '', 'inherit', 'closed', 'closed', '', '1115-revision-v1', '', '', '2018-09-28 16:15:15', '2018-09-28 16:15:15', '', 1115, 'http://cbx.cappendev.com/1115-revision-v1', 0, 'revision', '', 0), (3470, 2, '2018-09-28 16:15:56', '2018-09-28 16:15:56', '', 'Surfers in the sea', 'Surfer riding a wave in Bournemouth, Dorset UK. 13/02/2014.', 'inherit', 'open', 'closed', '', 'surfers-in-the-sea', '', '', '2018-09-28 16:15:56', '2018-09-28 16:15:56', '', 1113, 'http://cbx.cappendev.com/app/uploads/2018/02/offset_comp_191880-2.jpg', 0, 'attachment', 'image/jpeg', 0), (3471, 2, '2018-09-28 16:16:03', '2018-09-28 16:16:03', 'A few weeks ago, it was announced that the Cleveland Indians would put an all-stop to using the Chief Wahoo logo on their uniforms by 2019. The cartoon-like logo depicting a Native American was first introduced in 1948 but over the years, the team name and symbol have been called out as insensitive and racist to Native Americans resulting in many a debate and protest. In fact, pressure to remove Cleveland Indian brand symbology has been ongoing for the past 50 years. So why the change today?\r\nIn our highly connected and attuned society, it is more important than ever that a brand be keyed-in and connected to the fast moving cultural barometer at-large. \r\n\r\nCulture inherently moves like an ocean, its forces and waves breaking as “a storm to the norm.” Think watershed or counter-culture movements.That’s why all brands, regardless of industry, should be paying attention to cultural conversations; and if brands are smart, they will be leading changes for good vs. reacting. When a brand doesn’t keep up with culture, it runs the risk of the worst brand offense: irrelevancy. We’ve seen our culture break many brands that were too slow to evolve. We’ve also seen culture reward brands that do-even if they were on the brink of extinction.\r\n\r\nBrands should keep three key things in mind when riding the cultural waves of relevancy:\r\n\r\n1. Brands need to be fast and flexible to stay culturally relevant\r\n\r\nRetail brands such as Abercrombie & Fitch and J.Crew were once attuned to how people wanted to dress and even helped dictate the trends. But as we evolved how we think about our identity and ourselves, and how we dress to communicate that identity, both companies have been slow to adapt their brand. Abercrombie and J.Crew market identifiable branded looks to masses that no longer care for identifiable branded looks. See the crazy?\r\n\r\nA strong brand point of view is good only if flexes with culture. A notable example is Barbie. We witnessed culture do a number on Barbie, turning a lifestyle aspiration for countless girls into the poster child of negative stereotypes pertaining to women. In response, Barbie has been slowly shifting. We’ve seen changes in the dolls’ body dimensions, the release of a more diverse lineup and last year’s debut of man-bun Ken. Seems like Barbie is fighting hard for relevance and listening to culture...at a girl!\r\n\r\n2. Brands need to deeply know their audience to stay culturally relevant\r\n\r\nThe teen-centric clothing retailer Brandy Melville launched their \"one size fits all\" sizing that was perceived by many as exclusive, exclusionary, and contributing to negative body images of women. However, the brand remained steadfast in their stance, maintaining that offering one size was their way of speaking to their specific tribe. While controversial, the strategy has paid off and mobilized a loyal teen army (3.8 million on their US Instagram alone) who love how the sizing makes it easier to shop. These evangelical fans are not only shoppers but primary content contributors, shaping the brand they love so dearly. Brandy Melville continues to ride this particularly controversial wave alongside their fan base overriding a cultural swell that isn’t quite big enough to swallow the brand whole.\r\n\r\n3. Brands need to play the culture card with savvy to stay relevant (or at least stave off a massive backlash)\r\n\r\nTo ride culture well, brands have to really understand the how the sea moves. Today, brand opinions can turn on a dime if a culture lens isn’t applied with utmost savvy. Leaning in the wrong way could be disastrous. And it doesn’t take much to be in and out of favor. \r\n\r\nFor example, PepsiCo waded into offensive territory with a television spot starring reality star Kendall Jenner last year, then stepped in it again when the announcement of their “Doritos for women” surfaced as a new snack platform. Dodge Ram released Super Bowl spots using a speech by Rev. Dr. Martin Luther King Jr. to sell cars and the torrential blow back through social media was fast and furious.\r\n\r\nJust as fast, Pirelli Tires switched gears, trading in their traditional girlie pin-up style calendar for more meaningful culturally driven content. The 2016 calendar shot by Annie Leibovitz became a brand game changer that stuck, and they’re not looking back.\r\n\r\nCan a brand always know when their culture card will be misplayed? Yes. And big brands have no excuse for appearing tone deaf when they have the resources and cash to obtain perfect pitch.\r\n\r\nBrands either move with culture or die. If they are flexible, deeply understand their tribes, and play their culture cards with utmost savvy, they will thrive.', 'How Culture Drives Brands', '', 'inherit', 'closed', 'closed', '', '1113-revision-v1', '', '', '2018-09-28 16:16:03', '2018-09-28 16:16:03', '', 1113, 'http://cbx.cappendev.com/1113-revision-v1', 0, 'revision', '', 0), (3472, 2, '2018-09-28 16:22:30', '2018-09-28 16:22:30', '', 'offset_comp_343871-632x420', '', 'inherit', 'open', 'closed', '', 'offset_comp_343871-632x420', '', '', '2018-09-28 16:22:30', '2018-09-28 16:22:30', '', 1110, 'http://cbx.cappendev.com/app/uploads/2018/02/offset_comp_343871-632x420.jpg', 0, 'attachment', 'image/jpeg', 0), (3473, 2, '2018-09-28 16:22:35', '2018-09-28 16:22:35', 'In Part 3 of our 3-Parter blog series examining packaging design, Vannett Li and Krisana Jaritsat look at emerging design cues brands are exploring as they try to stand out on both a literal and digital shelf.\r\n***\r\n\r\nPackaging’s role on shelf is to attract, engage, and sell. When brick and mortar was the de facto shopping destination for consumers, standing out on  sometimes, a literal shelf in a supermarket or grocery store was one of the primary goals of how brands approached traditional packaging.  Category cliches and functional claims were prioritized over the brand resulting in a sea of uniformity and neon violators shouting “NEW”, “ORGANIC”, “IMPROVED”. Physical constraints of the shelf discouraged innovative structures. An overwhelming amount of brands assaulting the consumer from every angle prevented marketers from launching bold and daring designs in fear that the consumer won’t be able to reliably find their brand. Shopping in store was purely transactional.\r\n\r\nHowever, as shopping migrated online and e-commerce exploding, new considerations had to be made by brands. Design decisions had to reflect and address such issues such as whether your goods were sold on websites like Amazon versus DTC on your own website or how your brands would spread via social media websites like Instagram or Pinterest. However, as result, it’s never been easier and cheaper for a new brand to speak to and build a customer base solely online. Suddenly, packaging design became free from the challenges of a crowded retail environment and the strict constraints of the shelf; instead it could solely focus on engaging the consumer. Brands began utilizing programmable algorithms and digital printing to create limitless design to delight consumers. Two great examples over the past few years was Absolut Vodka, one of the first brands to introduce a limited edition range of four million uniquely decorated bottles in 2012, and Coca-Cola which mass-personalize their bottles by replacing the logo with 250 of the most popular American names via their 2014 ‘Share a Coke’ campaign.\r\n\r\nMany other brands have taken advantage of the digital medium to create packaging that not only serves a function but further connect with their brands in interesting and experiential ways. We’ve identified three emerging visual codes – Personalized Flair, Unshackled Creativity, and No BS– that will be particularly interesting to keep an eye on.\r\n\r\nPersonalized Flair\r\n\r\nWhen something is made especially for you, it is instantly more special than any mass design – no matter how many million variations may be out there. It’s exactly how you want it, no alternations or adjustments needed. More importantly you’ve invested the time to create it and the brand has invested time in getting to know you. That’s a pretty powerful bond.\r\n\r\nKellogg\'s Bear Naked introduced their Custom Made Granola offering in 2016 with the help of IBM Watson. Consumers can choose from 50+ ingredients to create their custom blend or allow “Chef Watson” to suggest a blend based on their personal flavor preferences. After you finalized your custom blend, Bear Naked lets you to name your blend and select one of five bear illustrations to represent your creation.\r\n\r\nWithout the challenges and constraints of an in-store environment, Bear Naked’s Custom Made Granola packaging has the permission to take on a much more confident design. The Bear Naked bear is bear is front and center without being overcrowded by claims. The plastic pouch with a window has been traded up for a premium tin as communicating taste appeal is not a necessity. Paired with bold box and a handwritten note, Bear Naked’s Custom Made Granola is a superior brand experience.\r\n\r\nNew York based startup Function of Beauty is giving its consumers the ability to customize their shampoo and conditioner. Consumers start with a quiz to build your hair profile and tell the brand about your hair goals. Once your profile is complete, you can customize your formulas via scent, fragrance strength and color. A couple of days later, your shampoo and conditioner arrive in a beautifully designed box with directions for washing and conditioning, a full list of ingredients, and two pumps. The inside of the box reminds you to “celebrate individuality.\"\r\n\r\nUnshackled Creativity\r\n\r\nThe combination of digital disruption and the increasingly design-conscious consumer have both allowed and pushed brands to tinker with any traditional notions and constraints of packaging. A website like The Dieline provide forums for design lovers to analyze and comment on every single detail of a package from the front choices of the ingredients list, the merits logo sizes to the specific Pantone hue chosen for a carton label.\r\n\r\nDirty Lemon, a New York based beverage company specializing in detoxifying beverages infused with collagen, ginseng and charcoal, houses its liquids in bottles seemingly inspired by the artist Piet Mondrian .  The bright colors and geometric designs of the package are tailored-made for the “Instagram generation”- which may be apart of the business strategy itself. In an interview with the fitness and lifestyle blog, The Path, founder Zak Normadin (who comes from an advertising background nonetheless) admits the beginning of his product research started on Instagram, analyzing how his targeted Millennial demographic’s behavior on the platform.\r\n\r\nInterestingly, with close to 60K followers currently on the platform, the brand posts very few images of the hero bottle itself and instead, choose to highlight wellness and aspirational living. However, a quick search of the brand’s hashtag reveals numerous images of the bottle, carefully art directed against a bare background or lovingly held in hand, by it consumers.  Who would’ve thought charcoal-infused water could look so beautiful?\r\n\r\nDollar Shave Club, the razor and personal grooming products, began as a VC backed company with a humble value proposition. The brand, started in 2011 by founders who met at a party, delivered razors to consumers via a monthly subscription. The products had cheeky names like “The Humble Twin” or “The Executive” (razors) and “Boogie’s” (hair products); five years later, in 2016, they were acquired by Unilever for reportedly $1 billion in cash. \r\n\r\nDollar Shave Club’s unconventional journey, beginning with a unique DTC offer was perhaps indicative of its overall unique marketing. The brand’s irreverent sense of humor is clear in its initial efforts with video marketing - one of its first videos is titled “Our Blades are F***ing Great” – to its social media-ready Welcome Kits and various packaging collateral . By understanding that not only does an unconventional brand deserve unconventional branding but that its brand voice must be consistent throughout its marketing ecosystem, Dollar Shave Club uses its packaging as a method of reiterating its brand time and time again- and often in hilarious ways. \r\n\r\nThinx is a brand challenging not just traditional notions of product category but of how a product category can be marketed. Self described as period-proof underwear, Thinx is attempting to compete against the entire feminine product category. The majority of marketing for menstruation products is focused on empowerment, activity or the “logistics” of how the product works itself. Thinx approaches menstruation straightforwardly in both its marketing and packaging, sometimes in a cheeky manner (i.e grapefruit and eggs as subject matter, illustrated cartoons as directions) in elegantly muted and sophisticated color tones and photography. While the packages itself may not be as Instagrammable as other brands (which may be more so a result of societal attitudes towards mensturation), they do challenge how a product, often treated as a taboo product, is creatively presented, marketed and communicated about.\r\n\r\nNo BS\r\n\r\nAlongside bespoke-ness and creativity, we can address the opposite end of the spectrum: straight-forward, to-the-point, no BS branding. Nowadays, we are repeatedly told of the lack of loyalty customers seemingly have towards brands. The culprit?  Possibly a number of factors- newer generations valuing experiences thus paying less attention to stiff  (and the name on the stuff), more competitive pricing as a result of the number of SKU’s available, consumer desire to align with a brand’s bigger value and purpose to the world, who really knows?\r\n\r\nWhat we do know though is the marketplace’s reaction. Not just through products made and sold but how its marketed and packaged. A recent entry into essentially the private label business is Brandless. Launched in Spring/Summer 2017, the e-commerce DTC startup offered an interesting proposition: household and food items all priced at $3. Sans logo or “name” (Is Brandless the name or the notion? Both?), the company sells its products in minimally designed packaging with the product name “Maple Syrup” and “Gel Hand Soap” featured front and centered. Not to say the designs aren’t aesthetically pleasing, they are generic yet pleasant. In bypassing all traditional norms of what constitutes the beginnings of a brand- Logo? Name? Easily identifiable aesthetic? – instead, Brandless focuses its spotlight on its unique and peerless brand proposition. Perhaps the new emerging visual code of packaging is none at all?\r\n\r\nThe new opportunities that digital provides for brands to connect is unprecedented and uncharted. The traditional functionality that packaging previously provided is now replaced with various ways to entertain, inform, and thoughtfully market not just the product or service being sold but additionally, the brand’s values, intentions and point of view. If done correctly, the experience and design of a package can also have a second life as an emblem for the consumer. If you’re lucky, you too may find your bottle or bag on a buyer’s Instagram’s page….and hopefully they’re remember to hashtag your brand correctly. ', 'Design Packaging: Emerging Visual Codes (Part 3 of 3)', '', 'inherit', 'closed', 'closed', '', '1110-revision-v1', '', '', '2018-09-28 16:22:35', '2018-09-28 16:22:35', '', 1110, 'http://cbx.cappendev.com/1110-revision-v1', 0, 'revision', '', 0), (3474, 2, '2018-09-28 17:11:38', '2018-09-28 17:11:38', '', 'Art in
    Motion', '', 'publish', 'open', 'open', '', 'art-in-motion', '', '', '2018-10-02 14:04:28', '2018-10-02 14:04:28', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3474', 0, 'work', '', 0), (3475, 2, '2018-09-28 17:06:52', '2018-09-28 17:06:52', '', 'BBW-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbw-1-1920_1080-2', '', '', '2018-09-28 17:06:52', '2018-09-28 17:06:52', '', 3474, 'http://cbx.cappendev.com/app/uploads/2018/09/BBW-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3476, 2, '2018-09-28 17:10:01', '2018-09-28 17:10:01', '', 'BBW-2-1920_1520', '', 'inherit', 'open', 'closed', '', 'bbw-2-1920_1520-2', '', '', '2018-09-28 17:10:01', '2018-09-28 17:10:01', '', 3474, 'http://cbx.cappendev.com/app/uploads/2018/09/BBW-2-1920_1520.jpg', 0, 'attachment', 'image/jpeg', 0), (3477, 2, '2018-09-28 17:10:53', '2018-09-28 17:10:53', '', 'BBW-3-1920_800', '', 'inherit', 'open', 'closed', '', 'bbw-3-1920_800-2', '', '', '2018-09-28 17:10:53', '2018-09-28 17:10:53', '', 3474, 'http://cbx.cappendev.com/app/uploads/2018/09/BBW-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3478, 2, '2018-09-28 17:11:30', '2018-09-28 17:11:30', '', 'BBW-thumbnail', '', 'inherit', 'open', 'closed', '', 'bbw-thumbnail', '', '', '2018-09-28 17:11:30', '2018-09-28 17:11:30', '', 3474, 'http://cbx.cappendev.com/app/uploads/2018/09/BBW-thumbnail.jpg', 0, 'attachment', 'image/jpeg', 0), (3479, 2, '2018-09-28 17:11:38', '2018-09-28 17:11:38', '', 'Art in
    Motion', '', 'inherit', 'closed', 'closed', '', '3474-revision-v1', '', '', '2018-09-28 17:11:38', '2018-09-28 17:11:38', '', 3474, 'http://cbx.cappendev.com/3474-revision-v1', 0, 'revision', '', 0), (3480, 2, '2018-09-28 17:25:24', '2018-09-28 17:25:24', '', 'Going for
    Gold', '', 'publish', 'open', 'open', '', 'going-for-gold', '', '', '2018-10-02 14:08:48', '2018-10-02 14:08:48', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3480', 0, 'work', '', 0), (3481, 2, '2018-09-28 17:16:26', '2018-09-28 17:16:26', '', 'GoldMedal-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'goldmedal-1-1920_1080', '', '', '2018-09-28 17:16:26', '2018-09-28 17:16:26', '', 3480, 'http://cbx.cappendev.com/app/uploads/2018/09/GoldMedal-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3482, 2, '2018-09-28 17:18:09', '2018-09-28 17:18:09', '', 'GoldMedal-2-1920_1080', '', 'inherit', 'open', 'closed', '', 'goldmedal-2-1920_1080', '', '', '2018-09-28 17:18:09', '2018-09-28 17:18:09', '', 3480, 'http://cbx.cappendev.com/app/uploads/2018/09/GoldMedal-2-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3483, 2, '2018-09-28 17:19:05', '2018-09-28 17:19:05', '', 'GoldMedal-3-1920_800', '', 'inherit', 'open', 'closed', '', 'goldmedal-3-1920_800', '', '', '2018-09-28 17:19:05', '2018-09-28 17:19:05', '', 3480, 'http://cbx.cappendev.com/app/uploads/2018/09/GoldMedal-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3484, 2, '2018-09-28 17:20:39', '2018-09-28 17:20:39', '', 'GoldMedal-thumbnail', '', 'inherit', 'open', 'closed', '', 'goldmedal-thumbnail', '', '', '2018-09-28 17:20:39', '2018-09-28 17:20:39', '', 3480, 'http://cbx.cappendev.com/app/uploads/2018/09/GoldMedal-thumbnail.jpg', 0, 'attachment', 'image/jpeg', 0), (3485, 2, '2018-09-28 17:25:24', '2018-09-28 17:25:24', '', 'Going for
    Gold', '', 'inherit', 'closed', 'closed', '', '3480-revision-v1', '', '', '2018-09-28 17:25:24', '2018-09-28 17:25:24', '', 3480, 'http://cbx.cappendev.com/3480-revision-v1', 0, 'revision', '', 0), (3486, 2, '2018-09-28 17:27:44', '2018-09-28 17:27:44', '', 'Going for
    Gold', '', 'inherit', 'closed', 'closed', '', '3480-revision-v1', '', '', '2018-09-28 17:27:44', '2018-09-28 17:27:44', '', 3480, 'http://cbx.cappendev.com/3480-revision-v1', 0, 'revision', '', 0), (3487, 2, '2018-09-28 17:28:24', '2018-09-28 17:28:24', '', 'Going for
    Gold', '', 'inherit', 'closed', 'closed', '', '3480-revision-v1', '', '', '2018-09-28 17:28:24', '2018-09-28 17:28:24', '', 3480, 'http://cbx.cappendev.com/3480-revision-v1', 0, 'revision', '', 0), (3488, 2, '2018-09-28 17:31:52', '2018-09-28 17:31:52', '', 'Art in
    Motion', '', 'inherit', 'closed', 'closed', '', '3474-revision-v1', '', '', '2018-09-28 17:31:52', '2018-09-28 17:31:52', '', 3474, 'http://cbx.cappendev.com/3474-revision-v1', 0, 'revision', '', 0), (3489, 2, '2018-09-28 17:36:43', '2018-09-28 17:36:43', '', 'Going for
    Gold', '', 'inherit', 'closed', 'closed', '', '3480-revision-v1', '', '', '2018-09-28 17:36:43', '2018-09-28 17:36:43', '', 3480, 'http://cbx.cappendev.com/3480-revision-v1', 0, 'revision', '', 0), (3490, 1, '2018-09-28 17:38:38', '2018-09-28 17:38:38', '', 'wellness', '', 'inherit', 'open', 'closed', '', 'wellness', '', '', '2018-09-28 17:38:38', '2018-09-28 17:38:38', '', 43, 'http://cbx.cappendev.com/app/uploads/2018/03/wellness.jpg', 0, 'attachment', 'image/jpeg', 0), (3491, 1, '2018-09-28 17:38:44', '2018-09-28 17:38:44', '', 'Wellness as
    second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-09-28 17:38:44', '2018-09-28 17:38:44', '', 43, 'http://cbx.cappendev.com/43-revision-v1', 0, 'revision', '', 0), (3492, 2, '2018-09-28 17:45:14', '2018-09-28 17:45:14', '', 'Fresh Meat.
    Bold Attitude.', '', 'publish', 'open', 'open', '', 'fresh-meat-bold-attitude', '', '', '2018-10-01 12:58:19', '2018-10-01 12:58:19', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3492', 0, 'work', '', 0), (3493, 2, '2018-09-28 17:41:51', '2018-09-28 17:41:51', '', 'ManCave-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'mancave-1-1920_1080', '', '', '2018-09-28 17:41:51', '2018-09-28 17:41:51', '', 3492, 'http://cbx.cappendev.com/app/uploads/2018/09/ManCave-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3494, 2, '2018-09-28 17:43:51', '2018-09-28 17:43:51', '', 'ManCave-2-1920_1080', '', 'inherit', 'open', 'closed', '', 'mancave-2-1920_1080', '', '', '2018-09-28 17:43:51', '2018-09-28 17:43:51', '', 3492, 'http://cbx.cappendev.com/app/uploads/2018/09/ManCave-2-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3495, 2, '2018-09-28 17:44:38', '2018-09-28 17:44:38', '', 'ManCave-3-1920_1080', '', 'inherit', 'open', 'closed', '', 'mancave-3-1920_1080', '', '', '2018-09-28 17:44:38', '2018-09-28 17:44:38', '', 3492, 'http://cbx.cappendev.com/app/uploads/2018/09/ManCave-3-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3496, 2, '2018-09-28 17:45:14', '2018-09-28 17:45:14', '', 'Fresh Meat.
    Bold Attitude.', '', 'inherit', 'closed', 'closed', '', '3492-revision-v1', '', '', '2018-09-28 17:45:14', '2018-09-28 17:45:14', '', 3492, 'http://cbx.cappendev.com/3492-revision-v1', 0, 'revision', '', 0), (3497, 2, '2018-09-28 17:46:33', '2018-09-28 17:46:33', '', 'ManCave-thumbnail', '', 'inherit', 'open', 'closed', '', 'mancave-thumbnail', '', '', '2018-09-28 17:46:33', '2018-09-28 17:46:33', '', 3492, 'http://cbx.cappendev.com/app/uploads/2018/09/ManCave-thumbnail.jpg', 0, 'attachment', 'image/jpeg', 0), (3498, 2, '2018-09-28 17:53:42', '2018-09-28 17:53:42', '', 'Wish You
    Were Here', '', 'publish', 'open', 'open', '', 'wish-you-were-here', '', '', '2018-10-02 14:13:40', '2018-10-02 14:13:40', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3498', 0, 'work', '', 0), (3499, 2, '2018-09-28 17:48:29', '2018-09-28 17:48:29', '', 'SSR-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'ssr-1-1920_1080', '', '', '2018-09-28 17:48:29', '2018-09-28 17:48:29', '', 3498, 'http://cbx.cappendev.com/app/uploads/2018/09/SSR-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3500, 2, '2018-09-28 17:52:18', '2018-09-28 17:52:18', '', 'SSR-2-1920_1080', '', 'inherit', 'open', 'closed', '', 'ssr-2-1920_1080', '', '', '2018-09-28 17:52:18', '2018-09-28 17:52:18', '', 3498, 'http://cbx.cappendev.com/app/uploads/2018/09/SSR-2-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3501, 2, '2018-09-28 17:53:07', '2018-09-28 17:53:07', '', 'SSR-3-C1-1920_800', '', 'inherit', 'open', 'closed', '', 'ssr-3-c1-1920_800', '', '', '2018-09-28 17:53:07', '2018-09-28 17:53:07', '', 3498, 'http://cbx.cappendev.com/app/uploads/2018/09/SSR-3-C1-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3502, 2, '2018-09-28 17:53:31', '2018-09-28 17:53:31', '', 'SSR-thumbnail', '', 'inherit', 'open', 'closed', '', 'ssr-thumbnail', '', '', '2018-09-28 17:53:31', '2018-09-28 17:53:31', '', 3498, 'http://cbx.cappendev.com/app/uploads/2018/09/SSR-thumbnail.jpg', 0, 'attachment', 'image/jpeg', 0), (3503, 2, '2018-09-28 17:53:42', '2018-09-28 17:53:42', '', 'Wish you
    Were Here', '', 'inherit', 'closed', 'closed', '', '3498-revision-v1', '', '', '2018-09-28 17:53:42', '2018-09-28 17:53:42', '', 3498, 'http://cbx.cappendev.com/3498-revision-v1', 0, 'revision', '', 0), (3504, 2, '2018-09-28 17:58:15', '2018-09-28 17:58:15', '', 'Start Your
    Engines', '', 'publish', 'open', 'open', '', 'start-your-engines', '', '', '2018-10-02 14:10:16', '2018-10-02 14:10:16', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3504', 0, 'work', '', 0), (3505, 2, '2018-09-28 17:55:25', '2018-09-28 17:55:25', '', 'Valvoline-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'valvoline-1-1920_1080', '', '', '2018-09-28 17:55:25', '2018-09-28 17:55:25', '', 3504, 'http://cbx.cappendev.com/app/uploads/2018/09/Valvoline-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3506, 2, '2018-09-28 17:57:15', '2018-09-28 17:57:15', '', 'Valvoline-2-1920_2180', '', 'inherit', 'open', 'closed', '', 'valvoline-2-1920_2180', '', '', '2018-09-28 17:57:15', '2018-09-28 17:57:15', '', 3504, 'http://cbx.cappendev.com/app/uploads/2018/09/Valvoline-2-1920_2180.jpg', 0, 'attachment', 'image/jpeg', 0), (3507, 2, '2018-09-28 17:57:44', '2018-09-28 17:57:44', '', 'Valvoline-4-1920_800', '', 'inherit', 'open', 'closed', '', 'valvoline-4-1920_800', '', '', '2018-09-28 17:57:44', '2018-09-28 17:57:44', '', 3504, 'http://cbx.cappendev.com/app/uploads/2018/09/Valvoline-4-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3508, 2, '2018-09-28 17:57:54', '2018-09-28 17:57:54', '', 'Valvoline-thumbnail', '', 'inherit', 'open', 'closed', '', 'valvoline-thumbnail', '', '', '2018-09-28 17:57:54', '2018-09-28 17:57:54', '', 3504, 'http://cbx.cappendev.com/app/uploads/2018/09/Valvoline-thumbnail.jpg', 0, 'attachment', 'image/jpeg', 0), (3509, 2, '2018-09-28 17:58:15', '2018-09-28 17:58:15', '', 'Start Your
    Engines', '', 'inherit', 'closed', 'closed', '', '3504-revision-v1', '', '', '2018-09-28 17:58:15', '2018-09-28 17:58:15', '', 3504, 'http://cbx.cappendev.com/3504-revision-v1', 0, 'revision', '', 0), (3510, 2, '2018-09-28 17:59:42', '2018-09-28 17:59:42', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-09-28 17:59:42', '2018-09-28 17:59:42', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (3511, 2, '2018-09-28 18:06:02', '2018-09-28 18:06:02', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-09-28 18:06:02', '2018-09-28 18:06:02', '', 41, 'http://cbx.cappendev.com/41-revision-v1', 0, 'revision', '', 0), (3512, 2, '2018-09-28 18:10:28', '2018-09-28 18:10:28', '', 'From Boozy
    Brunches to
    Nightclubs', '', 'publish', 'open', 'open', '', 'from-boozy-brunches-to-nightclubs', '', '', '2018-10-02 14:16:48', '2018-10-02 14:16:48', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3512', 0, 'work', '', 0), (3513, 2, '2018-09-28 18:07:51', '2018-09-28 18:07:51', '', 'Veuve-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'veuve-1-1920_1080', '', '', '2018-09-28 18:07:51', '2018-09-28 18:07:51', '', 3512, 'http://cbx.cappendev.com/app/uploads/2018/09/Veuve-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3514, 2, '2018-09-28 18:09:25', '2018-09-28 18:09:25', '', 'Veuve-2-1920_1080', '', 'inherit', 'open', 'closed', '', 'veuve-2-1920_1080', '', '', '2018-09-28 18:09:25', '2018-09-28 18:09:25', '', 3512, 'http://cbx.cappendev.com/app/uploads/2018/09/Veuve-2-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3515, 2, '2018-09-28 18:10:03', '2018-09-28 18:10:03', '', 'Veuve-3-C1-1920_800', '', 'inherit', 'open', 'closed', '', 'veuve-3-c1-1920_800', '', '', '2018-09-28 18:10:03', '2018-09-28 18:10:03', '', 3512, 'http://cbx.cappendev.com/app/uploads/2018/09/Veuve-3-C1-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3516, 2, '2018-09-28 18:10:12', '2018-09-28 18:10:12', '', 'Veuve-thumbnail', '', 'inherit', 'open', 'closed', '', 'veuve-thumbnail', '', '', '2018-09-28 18:10:12', '2018-09-28 18:10:12', '', 3512, 'http://cbx.cappendev.com/app/uploads/2018/09/Veuve-thumbnail.jpg', 0, 'attachment', 'image/jpeg', 0), (3517, 2, '2018-09-28 18:10:28', '2018-09-28 18:10:28', '', 'From Boozy
    Brunches to
    Nightclubs', '', 'inherit', 'closed', 'closed', '', '3512-revision-v1', '', '', '2018-09-28 18:10:28', '2018-09-28 18:10:28', '', 3512, 'http://cbx.cappendev.com/3512-revision-v1', 0, 'revision', '', 0), (3518, 2, '2018-09-28 18:11:12', '2018-09-28 18:11:12', '', 'From Boozy
    Brunches to
    Nightclubs', '', 'inherit', 'closed', 'closed', '', '3512-revision-v1', '', '', '2018-09-28 18:11:12', '2018-09-28 18:11:12', '', 3512, 'http://cbx.cappendev.com/3512-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3519, 2, '2018-09-28 18:24:01', '2018-09-28 18:24:01', '', 'A Brand You
    Can Bank On', '', 'trash', 'open', 'open', '', '__trashed-2', '', '', '2018-09-28 18:24:01', '2018-09-28 18:24:01', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3519', 0, 'work', '', 0), (3520, 2, '2018-09-28 18:14:01', '2018-09-28 18:14:01', '', 'Vyze-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'vyze-1-1920_1080', '', '', '2018-09-28 18:14:01', '2018-09-28 18:14:01', '', 3519, 'http://cbx.cappendev.com/app/uploads/2018/09/Vyze-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3521, 2, '2018-09-28 18:24:01', '2018-09-28 18:24:01', '', 'A Brand You
    Can Bank On', '', 'inherit', 'closed', 'closed', '', '3519-revision-v1', '', '', '2018-09-28 18:24:01', '2018-09-28 18:24:01', '', 3519, 'http://cbx.cappendev.com/3519-revision-v1', 0, 'revision', '', 0), (3522, 2, '2018-09-28 20:56:37', '2018-09-28 20:56:37', '', 'About', '', 'inherit', 'closed', 'closed', '', '7-revision-v1', '', '', '2018-09-28 20:56:37', '2018-09-28 20:56:37', '', 7, 'http://cbx.cappendev.com/7-revision-v1', 0, 'revision', '', 0), (3523, 2, '2018-09-28 21:07:07', '2018-09-28 21:07:07', '', 'Home', '', 'inherit', 'closed', 'closed', '', '4-revision-v1', '', '', '2018-09-28 21:07:07', '2018-09-28 21:07:07', '', 4, 'http://cbx.cappendev.com/4-revision-v1', 0, 'revision', '', 0), (3524, 2, '2018-09-28 21:25:55', '2018-09-28 21:25:55', 'In Part 2 of our 3-Parter blog series examining packaging design, Krisana Jaritsat discusses how thoughtful packaging can serve as a bigger marketing and media experience for consumers.\r\n***\r\n\r\nBack in early 2016, when Evan Spiegel, the co-founder and CEO of Snapchat (or more accurately, Snap, Inc) was asked to describe his Gen Z and Millennial favored social media platform, he stated “it was a camera company.” According to a Piper Jaffray Report in 2016, Spiegel’s “camera company” was named the most important social network by teenagers. Not the company whose mission was to help connect the world (that would be Facebook) nor the company cited years ago as an entertainment platform by its founders (that would be Instagram). No, the most important tool in a teenager’s arsenal was one that helped document and share their lives in ephemeral images (alongside a dancing hot dog) via their phone or a pair of circular $130 sunglasses.\r\n\r\nNow certainly, what a difference the past two years make. Once a darling of the tech world, the common conversation around Snap these days ranges from whether their IPO was overvalued, can the company innovate fast enough to compete with competitors or the increasing decline of their DAU’s amongst a slew of other topics. Regardless of whichever direction Snap goes, it is inarguable that the company has been one of the most influential companies in the past few years. And that such a company self-prescribes not to the technology, media, or entertainment worlds but instead, but as a visual documentation entity, should be a telling sign of demographical taste and behavior. And perhaps Spiegel senses a bigger opportunity for his brand in planting a firm stake in the world of visual communications.\r\n\r\nFor those aged 36 and younger (Millennials, Gen Z and ensuing demographics downwards), there has always existed some semblance of digital communications. For those skewing on the older scale, the painful sounds of dial-up connection were the route to connecting with friends and representing oneself through a clever AIM name. Those on the younger end have never known a life without carefully curated and discerningly filtered vacation pictures, feelings and statements expressed in 126 characters or less and seeing every activity of their friends and family represented in timeline-form. For the latter group, the habit of and familiarity with documentation has naturally progressed into that of self-representation.\r\n\r\nThe continued rise of social media platforms, in its increasingly sophisticated forms and features, have undeniably amplified both the means and desire to “self express” and the weight and benefits of those actions. Individuals who’ve figured out how to monetize these actions become “Influencers” with the rest of us following along, sharing our lives and those brands our lives intersect with. And those companies savvy enough to understand the opportunity this new mindset provides them? Well they get to see their brands live out in a myriad of additionally beneficial ways.\r\n\r\nUnsurprisingly, some of the best examples of brands creating unique ways of integrating into their consumer’s lives and personal brands are ones whose founders are apart of these generations. Brands such as Glossier, Warby Parker, Kylie Cosmetics  and Alexander Wang all provide interesting examples of leveraging their customer’s appetite for self-representation through the brands they consume. Using design as the primary tool, the brands packaging and points of purchase are tailored-made to be photographed and shared, cultivating a loyalty and affinity from its users and those literally, “Following” them.\r\n\r\nPackaging for the ‘Gramming\r\n\r\nGlossier is a digital-first and youth-targeted led beauty and lifestyle brand. Google “Glossier” and you can read a myriad of glowing articles and reviews on its products, business model or Millennial founder. In the articles, a handful of “product as porn” photographs accompany the copy; face lotions and lip balms meticulously shot and angled, with sunlight bouncing off its container or sitting amongst other beautifully “millennial pink” hued products. Most likely, you’ll see them set against a “millennial pink” place mat of sorts. It all looks professionally photographed. But, look again. See the familiar Instagram frame? The image isn’t from the company. It’s an image from one of the brand’s many countless fans.\r\n\r\n#glossierpink and #glossierinthewild are only two of the many hashtags on Instagram its fans tag of their newly purchased products or sometimes, of a similar pink hue they stumble upon in the world that reminds them of their preferred beauty brand. While the products themselves, which are meticulously and obsessively reviewed on many blogs and more Reddit threads you can count, are supposedly the “hero” of the brand, what’s more interesting is the community the brand has built that evangelizes the brand all on their own and mostly on visually-driven social media platforms. Creating a fan of one consumer through thoughtfully made products is great; equipping the same consumer with boxes, stickers and place mats so they can shout out their love to their followers…who in turn, shout out their love to their followers, that’s packaging that gets extra mileage.\r\n\r\nEquity through Affiliation\r\n\r\nSavvy brands understand the start of the product experience doesn’t begin solely at use. More accurately, it begins at point of purchase regardless of whether the item is bought IRL or URL. Warby Parker’s in-store retail experience and customer service is consistently lauded; but the first sole experience the buyer has with the product is the retrieval of the glasses from the Warby Parker branded cotton tote bag the purchase comes in. The glasses are the star but the package its housed in begs to be re-used and why wouldn’t you? It’s re-usable, well sized and the cache of being affiliated with a millennial-friendly non-conglomerate, socially conscious brand (as oft-told, an additional pair of glasses is donated alongside each purchase) reflects nicely off your personal brand.\r\n\r\nThe packaging bypasses its designated life as a disposable container. Instead, it both contributes to a more premium “un-packaging” experience and gets an extended presence into the user’s life. The brand is carried around like a badge and the user reaps the benefits of functionality and cache. And to think, it could have just been a plastic bag.\r\n\r\nPackaging as Access\r\n\r\nThe popularity of the Kardashian family backed, Kylie Cosmetics line has not been without its controversy. It’s faced many accusations, amongst them- re-packaging old colors and re-selling them to  re-appropriating another artists’ work. However, the brand, since its introduction in 2015 (initially as Kyle lip kits), was a hit from the start, amassing long queues of overnight campers at its sporadic pop-up shops and racking up pages of press-hype salivating at each of the brand’s product launches. Products sell out within hours of launch and social media images pop up shortly of ecstatic buyers gleefully showing off their new purchases.\r\n\r\nAlongside the product itself, the branded packaging serves up opportunities for social-media driven/social-media worthy attention. Visit the brand’s official website or official Instagram page and you’ll see as many product shots as you do packaging shows – all meticulously angled and beautifully lit. Visit any fan hashtagged paged on Tumblr and you’ll find similar shots. The many distinct design elements that make up the brand- from its main lip logo to her cursive signature not only adorn the products and packaging but the promotional swag sold along side the products themselves.\r\n\r\nThe product quality itself is oft questioned but it’s undeniable that its purchasers are buying the products, which apparently have many “dupes” in the market, for the brand equity. They’re not buying for the cosmetics, they’re buying the ability to flaunt access to the products. These coveted products are limited in quantity and only the diehard few get them…or more accurately, get to them.\r\n\r\nThe product provides function but the packaging serves as social currency representing access. Currency to the ‘Insta-Generation’ isn’t necessarily about high prices or exclusivity beholden to those high prices; instead it’s about accessibility. Or more accurately, the ability to access and consequent ability to document the access on social media.  \r\n\r\nDelivery as Brand \r\n\r\nCollaborations between perceived high and low fashion brands have increasingly permeated the industry the past couple of years. Billed as “exclusive,” the collaborations are typically released in limited supply leading to massive re-sales on websites like Ebay sometimes hours after a launch. Similarly, “sneakerheads” have perpetuated a similar re-sale culture but not necessarily for special collaborations but new releases in general. In both cases, while most brands were initially angered by their profit margin losses due to these re-sales, some have leveraged the unique “business model” to their advantage.\r\n\r\nA couple of seasons ago, streetwear inspired fashion designer Alexander Wang collaborated with Adidas to create the ‘adidas Originals by Alexander Wang Capsule Collection.’ The line was inspired by a subversive take on the storied sport branding; for instance, the Adidas logo was turned upside down and one shirt had a screen-printed contract between Wang and adidas. The guerilla-style marketing was inspired by the sporting goods re-sell market; a truck driving around New York would make stops, buoyed by seemingly obscure flyers and well-timed social media posts a few hours beforehand. Hypebeasts queued to buy the items handed to them in very distinct packaging:  black plastic garbage bags. As in the garbage bags you throw out, well…garbage in.\r\n\r\nThe re-sell market is a peculiar beast; it’s not necessarily illegal but it’s undoubtedly frowned upon as 13 year-old teenagers scoop up the merchandise in droves only to later sell it at 10 times the markup.\r\n\r\nThe entire transaction of the Alexander Wang and adidas collaboration was a nod to the re-sale culture- beginning with underground-like marketing and ending with the final garbage-bag designed encased wink to the unauthorized nature of the transactions.\r\n\r\nUltimately, brands miss out on integrating more deeply into their consumer’s lives when they fail to utilize aspects of the purchasing experience such as the transaction or packaging. It’s not a new notion that the brands consumers buy contribute to representing a certain image they want to convey; however, the proliferation of social media platforms has made self-representation easier to amplify and thus much more enticing. Last year, Instagram expanded its Instagram Direct messaging feature to incorporate a Snapchat-esque feature, Instagram Stories. When the company’s Product Lead for Sharing was interviewed by Techcrunch, he stated “There’s a shift right now… with a generation where the main way they communicate is their camera.” If visual imagery is indeed the main way current generations are choosing to “share about” themselves, it would be in a brand’s best interest to figure out how to play a better role so they become more integral in their consumer’s day to day. And if the solution is through a more thoughtfully designed package, perhaps one ready to be photographed, what’s stopping a brand from participating?\r\n\r\n \r\n\r\nStay tuned for part 3 where we look at how different design cues can serve a bigger purpose beyond \"packaging.\"', 'Design Packaging: Brand as Representation (Part 2 of 3)', '', 'inherit', 'closed', 'closed', '', '1108-revision-v1', '', '', '2018-09-28 21:25:55', '2018-09-28 21:25:55', '', 1108, 'http://cbx.cappendev.com/1108-revision-v1', 0, 'revision', '', 0), (3525, 2, '2018-09-28 21:27:16', '2018-09-28 21:27:16', 'In Part 1 of our 3-Parter blog series examining packaging design, Sarah Mitty explores the necessary evolution of packaging design in order to survive  our digital-driven times. \r\n***\r\n\r\nIt is no secret online shopping creates an entirely new purchasing journey for the consumer. What was previously a physical experience of interacting with products has now become virtual as well. Nowadays, thumbnail icons are the new shelf-presence and 3-D zoom is the equivalent to picking up a product and holding it in your hands. Now, packaging not only needs to work on shelf—but also in the digital realm.\r\n\r\nWhile the online shopping revolution may make some nostalgic for the days of brick and mortar, online purchasing allows for exciting new opportunities in packaging functionality.\r\n\r\nFrom Shopability to Usability\r\n\r\nIn-store Functionality\r\n\r\nWhen considering in-store shopping as the primary avenue for consumer interaction, the function of package design is to attract attention on shelf and enhance the experience of in-person interaction. The purpose of packaging for in store is not only to create a visual experience but a tactile one as well.  \r\n\r\nProduct packaging needs to physically work in a store context. This means that a shape-shifting bag of cereal requires an upright box to sit on the shelf, a 12-pack beer needs handles so it can be easily carried and blister packs are a necessity for select products to prevent tampering.\r\n\r\nAdditionally, package design must aim to attract consumer attention. Through maximizing shelf space with attractive colors and unique designs, a product can stand out from the crowd; functional packaging accomplishes the feat of brand recognition. When loyal customers scan store aisles for their favorite product, they are looking for the distinct colors, imagery, and structures associated with the brand. Drastically changing packaging can be a dangerous gamble for in-store shopping. Failure to recognize brand packaging can send a message of inconsistency and confusion over brand personality and values.\r\n\r\nOn-line Functionality\r\n\r\nWith the imminent move to digital from all brands, we are not far from a full-blown e-commerce takeover. It’s hard to find something that cannot be purchased online, and more products are now exclusively sold direct to consumers via brand websites.\r\n\r\nPackage design now often lives on a jpeg, and delivery to doorstep is the norm. Many of those with store restraints can become non-issues if products are purchased online. Packaging no longer needs to work on shelf, which means goodbye nail breaking blister packs and hello clear plastic bags of cereal.\r\n\r\nWhile it may seem like an exaggeration, is there really problem with stamping your brand name on a non-descript bag and shipping it to consumers? Brand recognition online is all too easy—simply type “Cheerios” into Amazon and up pops every variation of the product you could ever dream of. If consumers see the iconic yellow box online, is it a problem if all they receive is a translucent bag with just the product?\r\n\r\nThere are pros and cons to such an approach of online packaging. A few pros: It can be much more cost efficient; by removing the extra cardboard box, the same product can be sold at a lower price. Additionally, it is much more sustainable. Ditch the box, save a tree.\r\n\r\nYet, it is not quite so simple. A possible con is that the product still needs to work in the home, and even if it doesn’t have to sit on shelf in a store, it has to sit on shelf at home. So maybe the flimsy bag of cereal will have to wait.\r\n\r\nThe shipping process also brings new meaning to functional packaging. Now, it is all about facilitating a speedy and damage-free journey for the product from manufacturer to consumer. Keeping products safe throughout shipping requires massive amounts of bubble wrap, cardboard, and other environmentally-damaging materials that would not have been needed in store. So, even if we got rid of the cereal box, we’d need an even stronger cardboard box around the cereal itself to protect it during shipping.\r\n\r\nPerhaps playing with packaging structure in this way is something that can be explored by brands selling online. Maybe boxes for shipping can become the branded packaging itself. Or packaging can move on from the traditional box structure and take a different form entirely. Without the restrictions of the demanding store shelf, brands can become creative with package design by taking advantage of the opportunities e-commerce brings.\r\n\r\nPurely Function to Functional Experience\r\n\r\nOn-line shopping both breaks down barriers and creates new ones for package design. Of those broken down, flexibility in package structure may be the most substantial. Although shipping a bag of cereal may not work (yet), the idea that packaging can break out of traditional molds is an interesting consideration. Product structure can be altered off shelf to better-fit consumer wants, such as ease of use, cost efficiency, and sustainability. While these practical advancements would undoubtedly improve the lives of consumers, even more exciting is the possibility for brands to play with structure in a way that reflects brand purpose.\r\n\r\nA great example is Thelma’s Treats, a small company out of Des Moines. For their deliveries, Thelma’s uses an  innovative box structure that looks like an oven to reflect the fresh-baked cookies inside. This structure would never fit nor be effective on a store shelf due to its size and shape. Yet, since the cookies are sent directly to the home, the oven shaped package provides an exciting unboxing experience that emphasizes brand personality and values.\r\n\r\nIn a similar vein, Trunk Club provides online personal shopping assistants that send hand picked clothing selections to homes in a trunk-shaped package. Consumers experience a unique unboxing moment when they open their trunk, revealing the surprise clothing pieces their stylist selected for them. Trunk Club uses packaging to enhance user experience in a category where packaging isn’t even entirely necessary. When you shop for clothing in store, there is no packaging involved. However, Trunk Club uses a combination of clever marketing and inventive packaging to send clothing to consumers in a way that is both interactive and exciting.\r\n\r\nFrom Excess to Eco-Friendly\r\n\r\nThere is also possibility to promote sustainability through e-commerce package design. While most brands opt to go the traditional route and ship products in heavily padded cardboard boxes, there is room for innovation to better resonate with environmentally conscious consumers. People want to purchase brands that reflect their values, so consumers who care about the environment may be more partial to a brand that emphasizes sustainable initiatives such as eco-friendly packaging. Zara, for example, recently launched their “boxes with a past life” campaign. When consumers order online from Zara, their purchases arrive in a 100% recycled cardboard box. With the parallel rise of digital commerce and environmental activism, sustainable campaigns are not only smart but culturally relevant. \r\n\r\nWhile some brands are already taking advantage of the opportunities that e-commerce packaging provides, many have still not altered their in-store packaging. Although in-store purchases account for 91% of sales, on-line sales are growing rapidly and staying ahead of the curve could have major pay offs.\r\n\r\nExpect to see many more brands playing with package functionality and structure in the near future. With the unavoidable digital revolution materializing before our eyes, it is crucial to keep up with brands that are providing a superior consumer experience through innovative online packaging.\r\n\r\n \r\n\r\nStay tuned for part 2 where we look at the new and and unique media and marketing opportunities afforded by smart and thoughtful packaging design. ', 'Design Packaging: Package Functionality in the Digital Age (Part 1 of 3)', '', 'inherit', 'closed', 'closed', '', '1107-revision-v1', '', '', '2018-09-28 21:27:16', '2018-09-28 21:27:16', '', 1107, 'http://cbx.cappendev.com/1107-revision-v1', 0, 'revision', '', 0), (3526, 2, '2018-09-28 21:29:11', '2018-09-28 21:29:11', 'In a new three-part series, we explore the many facets of design packaging. What is its significance in the digital age? How has it changed from previous generations and what does it mean to younger generations today? And ultimately, why should brands care about any of this? Our Chief Marketing & Strategy Officer, Dustin Longstreth introduces the series with his thoughts: \r\nIs Your Brand Ready for the Golden Age of Packaging? \r\n\r\nDisruption. It is perhaps both the most overused and most accurate word to describe the nature of what is occurring in almost every walk of life these days. Long held standards, rules of thumb and laws of nature are being replaced, seemingly overnight, by the new, the innovative, the revolutionary.\r\n\r\nWhile we are undeniably inundated with new, there is nothing new about creative destruction. Technological advances do and will continue to destroy businesses, and even industries, but in doing so they open up far more opportunities for those willing to think creatively and redirect their efforts.\r\n\r\nThe recent shifts in the entertainment industry provide us with a great example. For decades, the two hour major theatrical release dominated. The feature film industry attracted the best talent, received the most exposure, made the most money and had the greatest cultural impact because it was the most robust, accessible, mass format. Television couldn’t compete.\r\n\r\nUntil things changed.\r\n\r\nThe coming of age of cable along with the innovation of companies like HBO and CNN set a new standard of what television could be. Things changed even more, and faster, with mass adoption of digital streaming.\r\n\r\nEnter, The Golden Age of Television. Always-on distribution via digital streaming through personal devices has wreaked havoc on what was the traditional film studio model but has opened the floodgates for endless innovation in entertainment and storytelling. Technological disruption led to new levels of creative exploration, new models for value creation and a new set of competitors – from Netflix to Amazon to Apple and AT&T.\r\n\r\nWe believe the consumer packaged goods category is at this crossroads. The big box retail channels, formats and experiences that CPG packaging was designed for are in the midst of significant disruption. Tried and true ways of designing packaging and building brands are being challenged at every turn. But with the destruction of the old comes many more opportunities for the new.\r\n\r\nFor years, packaging has been a critical piece of brand communication – the one that truly needed to deliver at the first moment of truth. However, packaging for mass consumer product goods had to adhere to a number of constraints – largely driven by the big box retail channels in which they were distributed. Packaging needed to be an advertising billboard, a navigational tool to aid in shopping, a reliable means of shipping and a builder of experiential brand equity – all within the constraints of the uniformity that is required to serve the scale of the big box format.\r\n\r\nWhile brick and mortar shopping still remains dominant and many of those constraints aren’t going away anytime soon, in this series we will take a look at how new technologies and digital distribution channels are providing innovative packaging design opportunities for consumer product brands to explore. For example, as people are discovering products and brands as much through searching online as they are through browsing the aisle, how should we think about designing for the digital shelf? In our image-driven social media landscape, what are the new opportunities to design packaging that can serve as lifestyle content for consumers interested in curating their own personal brands? And what new functional packaging innovations await when designers are free to focus more on solutions for the shelves in your kitchen cabinet than the shelves at your local grocery store?\r\n\r\nWhen asked about the disruptive impact photography was going to have on art, Pablo Picasso famously responded, “Now at least we know everything that painting isn\'t.” There was no longer a need for him to paint realism. The camera had mastered it. But Picasso realized he was finally free to imagine and create everything that camera could not.\r\n\r\nDisruption in retail and CPG cannot be avoided. But a Golden Age of Packaging Design awaits for those brands with the imagination and creativity to seize it.\r\n\r\n***\r\n\r\nStay tuned as we post our first in the the series tomorrow: Package Functionality in the Digital World.\r\n\r\n ', 'The Golden Age of Packaging', '', 'inherit', 'closed', 'closed', '', '1105-revision-v1', '', '', '2018-09-28 21:29:11', '2018-09-28 21:29:11', '', 1105, 'http://cbx.cappendev.com/1105-revision-v1', 0, 'revision', '', 0), (3527, 2, '2018-09-28 21:31:26', '2018-09-28 21:31:26', '

    At CBX, we are rigorous in our pursuit of being at the forefont of conversations in popular culture; our aim is to ensure our work is informed by and consequently, able to contribute to it. The topic of women in higher office in business and politics has been of particular interest when we began working with She Should Run, a non-partisan organization encouraging and equipping women with the community and tools to consider running for public office. On the eve of the Women\'s March, in this edition of our \"Q&A with...\" series, we speak with Erin Loos Cutraro, the CEO and Co-Founder of She Should Run on the importance of creating a brand that resonate in today’s communications-sensitive climate.

    \n

    1. Tell us what makes She Should Run unique?

    \n

    Erin: Throughout the nearly decade of She Should Run\'s work, we have been dedicated to encouraging women from all political parties, all geographies and all demographics to run for office. We firmly believe in the saying “you can’t be it if you don’t see it” so, for our sisters, mothers, and daughters, we are dedicated to getting more women to run for office - period.

    \n

    Women view us as a safe space where they can come and simply explore what it would mean to run for office and take the time to get specific about why they are running, what it would look like and how it affects them and their families without the added pressure of having to commit to a particular political party or group right off the bat.

    \n

    It’s also important to make it clear that we’re in this for the long haul. Our work has never been about one candidate, one office, or one election cycle. Our work is about getting more women to run for office at every level of government, which is why last year we launched #250KBY2030, our initiative to get 250,000 women running by 2030. We’re asking women to take a huge step by running for office so we decided to put our money where our mouth was and set our own huge goal.

    \n

    2. What compelled you to start She Should Run?

    \n

    Erin: After being directly involved in politics for a number of years, I decided that it was time to change the playbook because we needed different outcomes with who we saw on the ballot across the country.

    \n

    3. What are the differences you’re seeing in how people were interacting with She Should Run before and after Nov 8, 2016?

    \n

    Erin: Women are stepping up to run for office in greater numbers than ever before, and they aren’t necessarily waiting to be asked. Before Nov 8th, 2016 we had approximately 150 women come into our programs per month, since then we’ve had more than 16,000 women join our programs.

    \n

    We’re also seeing the number of independent women or women who don’t want to identify with a party increase. There is no one path to elected leadership and every day since the 2016 election, we\'ve seen more and more women realize that they are already qualified and ready to run for office—and there are no signs of that changing anytime soon.

    \n

    In our private community spaces, we\'ve also seen women feel empowered to speak candidly and openly about the difficulties and challenges they\'ve faced on their journeys to elected office and on the campaign trail.

    \n

    4. In our current political, media and business landscape where precise communications is paramount, how are you framing how you talk about and contextualize She Should Run?

    \n

    Erin: It\'s increasingly important to remind folks that She Should Run is an inclusive organization. We believe that women of all backgrounds, ethnicities, abilities, and all sides of the political spectrum should have an equal opportunity to lead. Running for office isn\'t easy, so it\'s critical that we frame She Should Run as a space where women are welcome who want to run now, in 5 years, 10 years, or even later. We provide women with resources, guidance, support, and community no matter where they are on your journey. We also realize that running for office isn\'t for everyone, so we provide ways for women and men in our community, eager to support the next generation of women leaders, to take action to bring us closer to women\'s equal representation in government.

    \n

    5. CBX was introduced to She Should Run to work on the branding and messaging system, as well as ongoing design work. What do you believe is the importance of the role brand and design plays in an organization like She Should Run?

    \n

    Erin: CBX has been instrumental in helping us position ourselves as the go-to organization for women who are considering a run for office. They’ve also created a branding and messaging system that has been critical in building and sustaining our highly engaged community of supporters—their work on our 500,000 Steps campaign for example. Over 16,000 women have reached out to She Should Run since the 2016 election alone and we would not be able to provide resources and guidance to those women without their generous support.

    \n

    6. What are your plans for She Should Run for 2018?

    \n

    Erin: The status quo for women is over. 2017 was a seminal moment and we’re only going up from here that’s why the better question is what are our plans for 2030! While 2018 is going to be another step forward, a record number of women running for office, our goal is to build a She Should Run infrastructure that support women when they want to run. It may be this year or 2020 but that’s their decision.

    \n

    But the surge of women exploring political leadership confirms that this is the right time to push for a major goal like getting 250,000 women to run by 2030. We plan to continue expanding the talent pool of women running for office in the United States while continuing to provide resources to the over 16,000 women and counting who have reached out to start their journeys to elected office with She Should Run’s programs. The need for a government that looks like the people it represents is more urgent than ever so we will also focus on making our programs accessible and attractive to even more women.

    \nFor more information on CBX\'s work with She Should Run, check our our Creative Director, Lesley Stordahl\'s interview with AIGA\'s Design Observer. ', 'Q&A with Erin Loos Cutraro, Founder & CEO of She Should Run', '', 'inherit', 'closed', 'closed', '', '1103-autosave-v1', '', '', '2018-09-28 21:31:26', '2018-09-28 21:31:26', '', 1103, 'http://cbx.cappendev.com/1103-autosave-v1', 0, 'revision', '', 0), (3528, 2, '2018-09-28 21:31:38', '2018-09-28 21:31:38', '

    At CBX, we are rigorous in our pursuit of being at the forefont of conversations in popular culture; our aim is to ensure our work is informed by and consequently, able to contribute to it. The topic of women in higher office in business and politics has been of particular interest when we began working with She Should Run, a non-partisan organization encouraging and equipping women with the community and tools to consider running for public office. On the eve of the Women\'s March, in this edition of our \"Q&A with...\" series, we speak with Erin Loos Cutraro, the CEO and Co-Founder of She Should Run on the importance of creating a brand that resonate in today’s communications-sensitive climate.

    \r\n

    1. Tell us what makes She Should Run unique?

    \r\n

    Erin: Throughout the nearly decade of She Should Run\'s work, we have been dedicated to encouraging women from all political parties, all geographies and all demographics to run for office. We firmly believe in the saying “you can’t be it if you don’t see it” so, for our sisters, mothers, and daughters, we are dedicated to getting more women to run for office - period.

    \r\n

    Women view us as a safe space where they can come and simply explore what it would mean to run for office and take the time to get specific about why they are running, what it would look like and how it affects them and their families without the added pressure of having to commit to a particular political party or group right off the bat.

    \r\n

    It’s also important to make it clear that we’re in this for the long haul. Our work has never been about one candidate, one office, or one election cycle. Our work is about getting more women to run for office at every level of government, which is why last year we launched #250KBY2030, our initiative to get 250,000 women running by 2030. We’re asking women to take a huge step by running for office so we decided to put our money where our mouth was and set our own huge goal.

    \r\n

    2. What compelled you to start She Should Run?

    \r\n

    Erin: After being directly involved in politics for a number of years, I decided that it was time to change the playbook because we needed different outcomes with who we saw on the ballot across the country.

    \r\n

    3. What are the differences you’re seeing in how people were interacting with She Should Run before and after Nov 8, 2016?

    \r\n

    Erin: Women are stepping up to run for office in greater numbers than ever before, and they aren’t necessarily waiting to be asked. Before Nov 8th, 2016 we had approximately 150 women come into our programs per month, since then we’ve had more than 16,000 women join our programs.

    \r\n

    We’re also seeing the number of independent women or women who don’t want to identify with a party increase. There is no one path to elected leadership and every day since the 2016 election, we\'ve seen more and more women realize that they are already qualified and ready to run for office—and there are no signs of that changing anytime soon.

    \r\n

    In our private community spaces, we\'ve also seen women feel empowered to speak candidly and openly about the difficulties and challenges they\'ve faced on their journeys to elected office and on the campaign trail.

    \r\n

    4. In our current political, media and business landscape where precise communications is paramount, how are you framing how you talk about and contextualize She Should Run?

    \r\n

    Erin: It\'s increasingly important to remind folks that She Should Run is an inclusive organization. We believe that women of all backgrounds, ethnicities, abilities, and all sides of the political spectrum should have an equal opportunity to lead. Running for office isn\'t easy, so it\'s critical that we frame She Should Run as a space where women are welcome who want to run now, in 5 years, 10 years, or even later. We provide women with resources, guidance, support, and community no matter where they are on your journey. We also realize that running for office isn\'t for everyone, so we provide ways for women and men in our community, eager to support the next generation of women leaders, to take action to bring us closer to women\'s equal representation in government.

    \r\n

    5. CBX was introduced to She Should Run to work on the branding and messaging system, as well as ongoing design work. What do you believe is the importance of the role brand and design plays in an organization like She Should Run?

    \r\n

    Erin: CBX has been instrumental in helping us position ourselves as the go-to organization for women who are considering a run for office. They’ve also created a branding and messaging system that has been critical in building and sustaining our highly engaged community of supporters—their work on our 500,000 Steps campaign for example. Over 16,000 women have reached out to She Should Run since the 2016 election alone and we would not be able to provide resources and guidance to those women without their generous support.

    \r\n

    6. What are your plans for She Should Run for 2018?

    \r\n

    Erin: The status quo for women is over. 2017 was a seminal moment and we’re only going up from here that’s why the better question is what are our plans for 2030! While 2018 is going to be another step forward, a record number of women running for office, our goal is to build a She Should Run infrastructure that support women when they want to run. It may be this year or 2020 but that’s their decision.

    \r\n

    But the surge of women exploring political leadership confirms that this is the right time to push for a major goal like getting 250,000 women to run by 2030. We plan to continue expanding the talent pool of women running for office in the United States while continuing to provide resources to the over 16,000 women and counting who have reached out to start their journeys to elected office with She Should Run’s programs. The need for a government that looks like the people it represents is more urgent than ever so we will also focus on making our programs accessible and attractive to even more women.

    \r\nFor more information on CBX\'s work with She Should Run, check our our Creative Director, Lesley Stordahl\'s interview with AIGA\'s Design Observer. ', 'Q&A with Erin Loos Cutraro, Founder & CEO of She Should Run', '', 'inherit', 'closed', 'closed', '', '1103-revision-v1', '', '', '2018-09-28 21:31:38', '2018-09-28 21:31:38', '', 1103, 'http://cbx.cappendev.com/1103-revision-v1', 0, 'revision', '', 0); INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES (3529, 2, '2018-09-28 21:34:11', '2018-09-28 21:34:11', 'Last week, Diet Coke introduced four new flavors into the family of America’s largest low-calorie soft drink: Ginger Lime, Feisty Cherry, Zesty Blood Orange and Twisted Mango. Along with the robust new flavor offering came a sleek new look- a slimmer can, a focus on the iconic silver color and a more refined take on the font design. This is a big move from the brand, having originally introduced the “diet” version of its beloved drink originally back in 1982, which unlike its main competitor, Pepsi, wasn’t a modified version of the original but an entirely different formula altogether (its biggest differentiator was its use of the artificial sweeter, aspartame) Alongside its taste, its look and feel, while reminiscent of the original Coke, was distinct and over the years, hasn’t significantly changed even when offering new flavors such as Diet Cherry Coke or Diet Vanilla Coke. In summary, not much has been done to the brand…until now.\r\nThe cultural climate and sentiments towards health, wellness, diets and food and beverages in 2018 is one significantly different than that of the 1980’s. As it’s oft-repeated, we know now that consumers of today- especially younger demographics- are much more conscious and discerning of the ingredients they consume and how these brands contribute to their overall lifestyles. I did a quick-fire with two CBX’ers, Dustin Longstreth, Chief Marketing & Chief Strategy Officer and Satoru Wakeshima, Chief Engagement Officer to collect their thoughts on the topic.\r\n\r\nQ: What are your thoughts on both the design and flavor change/strategy?\r\n\r\nDustin: The design is effective because their strategy is flavor driven and their goal is to get people to see variety. They’ve also sought to incorporate a new multi-platform visual as they can re-use that visual in dynamic and static media. It’s smart, easy to shop and clearly communicates something new from Diet Coke. Ultimately, the Coke franchise is about as giving consumers as many ways to enter the franchise as possible. Whether through diet, cane sugar, classic, zero, size, they’re strategy is giving as many entry points into the brand as possible- now they’re doing it through flavor.\r\n\r\nSatoru: Considering Diet Coke\'s leadership position in the diet cola segment, I\'m surprised they waited so long to change.  While the redesign may seem dramatic to some, it actually retains many of the core color equities and the logo is very evolutionary.  The introduction of the vertical banding and slim can just provide a simple, clean platform for the brand.  The Coca-Cola Company was smart to introduce the four new flavors with the redesign - there’s new news to talk about other than just the packaging shift.\r\n\r\nQ: How do you think consumers, particularly the younger generations, will react to it?\r\n\r\nDustin: There is a population of the current generation of consumers that are probably suspicious of soft drink formulations in general - they equate it with something unnatural and overly processed product. However, the end of the day, regardless of their age, if people are skeptical of these diet drinks, they’re most likely avoiding it as much because it seems old and outdated and not solely because they\'re “diet.” This is an overall response to consumer’s desires for more interesting and adventurous flavor experiences across the board and not just in water- whether its gum, chips, burgers or CSD’s. People are looking for more bold and unique flavor experiences.\r\n\r\nSatoru: There’s still a stigma associated with sweeteners like Splenda in “diet” products.  It’s a bit of a Catch-22: change the formula and your loyal diet Coke drinkers will scream; keep it the same and it will still be outside of the beverage consideration set of many health-conscious consumers.  But the new flavors will at least get the occasional diet soda drinker to give them a try.\r\n\r\nQ: How risky do you think is this move and what type of impact could it have on the brand?\r\n\r\nSatoru: It’s not really that risky. The CSD category has been troubled for quite some time so it requires bolder and possibly riskier moves from brands to turn it around.  They didn’t change the diet Coke formula and whether people like it or not, they’ll get used to the new package design.  I think they’ll see a bump in sales because it was a very considered change.  New package graphics and new flavors in a category that hasn’t seen much change as of late is big news. But there will also be some flavors that perform better than others and I’m sure The Coca-Cola Company is anticipating that.  I wouldn’t be surprised if we saw more new flavors in the next year.\r\n\r\nDustin: Additionally, this move also seems to be setting them up on a roadmap of innovation; if any one flavor doesn’t succeed, they have opportunities to bring something new to the shelf. If they went with a re-formulation, it would be a tacit admission that it wasn’t good for you and they wouldn’t be addressing the challenge of excitement at shelf.\r\n\r\nQ: There have been instance when brands have tried to so something similar and its been met with backlash. Could Diet Coke face the same scenario?\r\n\r\nSatoru: I think we underestimate how, as a culture, we’re exposed to change at a much faster rate than ever before and the greater number of choices we have to today vs. in 2009, when the infamous Tropicana blunder happened.  Brands, especially leadership brands have an opportunity to flex their equities and be less precious with them, as long as the changes they make pay respect to what people love about the brand.\r\n\r\nQ: Any other closing thoughts on this topic?\r\n\r\nSatoru: Not every brand is in a position to make a dramatic change.  There has to be core users who will buy the product no matter what (as long as you don’t change the product) and there has to be significant investment behind supporting a dramatic graphics change.  This can be something like the choice to make the new diet Coke available in slim cans as well as standard 12 oz cans, to where the brand appears and how it’s presented.  The fact that they chose a simple color banded package design also signals that diet Coke is also considering how the brand could appear in small format, digital presentations like on a mobile device.  This is something they didn’t even think about when the brand was first launched in 1982.\r\n\r\n \r\n\r\nPhoto courtesy of Diet Coke', 'A New Look & Taste for Diet Coke', '', 'inherit', 'closed', 'closed', '', '1099-revision-v1', '', '', '2018-09-28 21:34:11', '2018-09-28 21:34:11', '', 1099, 'http://cbx.cappendev.com/1099-revision-v1', 0, 'revision', '', 0), (3530, 2, '2018-09-28 21:38:12', '2018-09-28 21:38:12', 'Design in American politics doesn’t sound like it would be anything special—a little red, white, and blue, some stars and stripes, and you’re set. It’s practically what’s expected, so is there really any need to innovate beyond that?\r\nWell, if 2017 was any indication, the answer is a resounding, “Hell yes.” And NYC brand and design agency CBX truly took this to heart when designing She Should Run, an organization that aims to expand the talent pool of women running for office in the United States.\r\n\r\n“They didn’t want to look all the way like a political campaign,” explained Lesley Stordahl, Creative Director at CBX. After all, She Should Run is so much more than that—it goes beyond pushing people to nominate other women to run for office but also encourages, motivates, and inspires women so they themselves feel confident enough to run. It’s no surprise that women are underrepresented at all levels in the 500,000+ elected offices across the country. And without women in these roles, the cycle perpetuates itself, leaving young girls without role models in political office.\r\n\r\n\"\"\r\n\r\nSo how could CBX design She Should Run to help change the culture of women in politics at its core? The answer was to make it welcoming.\r\n\r\n“It was about softening some of the pieces so it feels approachable,” said Lesley. “I wouldn’t say feminine—just approachable.”\r\n\r\nLesley pointed towards the Obama campaign as one that truly achieved a design which felt accessible. “They did a great job of smoothing things out, with a deep blue and a deep red,” she mentioned. And the result is that people truly felt like they were a part of something and actually standing with Obama, rather than just voting for him.\r\n\r\n“As we moved towards designing for women it takes some of the harshness and aggressiveness out of the pieces,” she added. Variety, from different fonts and a wider range of colors (like the coral used for She Should Run as opposed to a bright red) makes it all feel more attainable, not to mention modern.\r\n\r\n\"\"\r\n\r\nBut it’s a bit of a balancing act. Of course, you certainly don’t need American flags plastered all over something to indicate it’s something political, but you also can’t entirely forgo these elements in an effort to create something brand new. “When you try to push design into a whole new place, and if you don’t have some of those residual codes,” she said, “then someone may go right past you and not think you’re telling a political activism story. So how can we modernize them—feminize them if they need to be—and make them clear so that someone can take action from that moment?”\r\n\r\nMaking it inclusive is key—and this very well may be the defining characteristic of the role design can play in politics, in 2018 and far into the future. When applied to brand design as a whole, Lesley advises designers, “Appreciate that design is general. If you look to other industries there’s a blurring of lines of what’s traditional masculine and feminine.”\r\n\r\nShe Should Run is geared towards women specifically so female icons were used, but this still meant some careful consideration to often overlooked details. “We included all racial identities,” Lesley mentioned, “so we had to think about the figures, their hair shape, and the shape of the forms themselves.” The final look and feel is hardly the typical portrayal of femininity; rather, it represents strength in womanhood and humanity as a whole.\r\n\r\nAnd this, in turn, ignites action.\r\n\r\n\"\"\r\n\r\n“People have lost sight of the fact that doing something can be very easy. There’s so much apathy and people feel like it’s so insurmountable to even fix anything,” Lesley added. “They want to fix it rather than participate in ways to change.” So in order to overcome this helplessness and immense overwhelm, political design must also feel doable.\r\n\r\nShe mentioned Alabama’s Senate election in which African American women in particular played a vital role in Doug Jones getting elected. “Black women showed up to vote, which sounds like a simple thing,” Lesley said, “but it was also such a big thing.”\r\n\r\n“As we design for any marginalized group, we need to make it clear that there are simple actions you can take. It must feel intuitive, like you’re part of it,” Lesley stated. “It’s important for people to feel like they have done something in the most simple way possible. So that means design needs to be simple.”\r\n\r\nOriginally published in The Dieline', 'How Design Is Giving American Politics a Brand New Look', '', 'inherit', 'closed', 'closed', '', '2305-revision-v1', '', '', '2018-09-28 21:38:12', '2018-09-28 21:38:12', '', 2305, 'http://cbx.cappendev.com/2305-revision-v1', 0, 'revision', '', 0), (3531, 2, '2018-09-28 21:44:06', '2018-09-28 21:44:06', '', 'Valvoline-5-1920_1080', '', 'inherit', 'open', 'closed', '', 'valvoline-5-1920_1080', '', '', '2018-09-28 21:44:06', '2018-09-28 21:44:06', '', 3504, 'http://cbx.cappendev.com/app/uploads/2018/09/Valvoline-5-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3532, 2, '2018-09-28 21:45:09', '2018-09-28 21:45:09', '', 'Valvoline-3-1920_800', '', 'inherit', 'open', 'closed', '', 'valvoline-3-1920_800', '', '', '2018-09-28 21:45:09', '2018-09-28 21:45:09', '', 3504, 'http://cbx.cappendev.com/app/uploads/2018/09/Valvoline-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3533, 2, '2018-09-28 21:45:48', '2018-09-28 21:45:48', '', 'Start Your
    Engines', '', 'inherit', 'closed', 'closed', '', '3504-revision-v1', '', '', '2018-09-28 21:45:48', '2018-09-28 21:45:48', '', 3504, 'http://cbx.cappendev.com/3504-revision-v1', 0, 'revision', '', 0), (3534, 2, '2018-09-28 21:47:24', '2018-09-28 21:47:24', '', 'From Boozy
    Brunches to
    Nightclubs', '', 'inherit', 'closed', 'closed', '', '3512-revision-v1', '', '', '2018-09-28 21:47:24', '2018-09-28 21:47:24', '', 3512, 'http://cbx.cappendev.com/3512-revision-v1', 0, 'revision', '', 0), (3535, 2, '2018-09-28 21:48:15', '2018-09-28 21:48:15', '', 'Wish you
    Were Here', '', 'inherit', 'closed', 'closed', '', '3498-revision-v1', '', '', '2018-09-28 21:48:15', '2018-09-28 21:48:15', '', 3498, 'http://cbx.cappendev.com/3498-revision-v1', 0, 'revision', '', 0), (3536, 2, '2018-09-28 21:50:15', '2018-09-28 21:50:15', '', 'Fresh Meat.
    Bold Attitude.', '', 'inherit', 'closed', 'closed', '', '3492-revision-v1', '', '', '2018-09-28 21:50:15', '2018-09-28 21:50:15', '', 3492, 'http://cbx.cappendev.com/3492-revision-v1', 0, 'revision', '', 0), (3537, 2, '2018-09-28 21:51:05', '2018-09-28 21:51:05', '', 'Going for
    Gold', '', 'inherit', 'closed', 'closed', '', '3480-revision-v1', '', '', '2018-09-28 21:51:05', '2018-09-28 21:51:05', '', 3480, 'http://cbx.cappendev.com/3480-revision-v1', 0, 'revision', '', 0), (3538, 2, '2018-09-28 21:51:44', '2018-09-28 21:51:44', '', 'Art in
    Motion', '', 'inherit', 'closed', 'closed', '', '3474-revision-v1', '', '', '2018-09-28 21:51:44', '2018-09-28 21:51:44', '', 3474, 'http://cbx.cappendev.com/3474-revision-v1', 0, 'revision', '', 0), (3539, 2, '2018-09-28 21:52:16', '2018-09-28 21:52:16', '', 'A Modern
    Classic', '', 'inherit', 'closed', 'closed', '', '2560-revision-v1', '', '', '2018-09-28 21:52:16', '2018-09-28 21:52:16', '', 2560, 'http://cbx.cappendev.com/2560-revision-v1', 0, 'revision', '', 0), (3540, 2, '2018-09-28 21:53:48', '2018-09-28 21:53:48', '', 'Start Your
    Engines', '', 'inherit', 'closed', 'closed', '', '3504-revision-v1', '', '', '2018-09-28 21:53:48', '2018-09-28 21:53:48', '', 3504, 'http://cbx.cappendev.com/3504-revision-v1', 0, 'revision', '', 0), (3541, 2, '2018-09-28 21:54:23', '2018-09-28 21:54:23', '', 'Start Your
    Engines', '', 'inherit', 'closed', 'closed', '', '3504-revision-v1', '', '', '2018-09-28 21:54:23', '2018-09-28 21:54:23', '', 3504, 'http://cbx.cappendev.com/3504-revision-v1', 0, 'revision', '', 0), (3542, 2, '2018-09-28 22:30:42', '2018-09-28 22:30:42', '', 'Straight Talk #1 with Noah Waibsnaider of Peeled Snacks', '', 'inherit', 'closed', 'closed', '', '62-revision-v1', '', '', '2018-09-28 22:30:42', '2018-09-28 22:30:42', '', 62, 'http://cbx.cappendev.com/62-revision-v1', 0, 'revision', '', 0), (3543, 2, '2018-09-28 22:31:31', '2018-09-28 22:31:31', '', 'Straight Talk #1 with Noah Waibsnaider of Peeled Snacks', '', 'inherit', 'closed', 'closed', '', '62-revision-v1', '', '', '2018-09-28 22:31:31', '2018-09-28 22:31:31', '', 62, 'http://cbx.cappendev.com/62-revision-v1', 0, 'revision', '', 0), (3544, 2, '2018-10-01 12:58:19', '2018-10-01 12:58:19', '', 'Fresh Meat.
    Bold Attitude.', '', 'inherit', 'closed', 'closed', '', '3492-revision-v1', '', '', '2018-10-01 12:58:19', '2018-10-01 12:58:19', '', 3492, 'http://cbx.cappendev.com/3492-revision-v1', 0, 'revision', '', 0), (3545, 2, '2018-10-01 13:07:26', '2018-10-01 13:07:26', '

    As Senior Project Manager for the design of retail environments, Stacie leads teams in the planning, execution and rollout of retail projects at CBX. She is responsible for a variety of projects spanning different sizes and scales.

    \r\n

    At CBX, she has worked hand-in-hand with clients, architects and contractors on stores including Pathmark supermarkets, PKN Orlen’s Stop Café (the national oil company of Poland), and Topaz Energy’s Restore convenience store chain (the largest publicly traded company in Ireland). Recently, Stacie worked both in the U.S. and China with the national oil company of China, Petro China, to develop and open their new concept uSmile convenience store, as well as prepare the prototype for a 10,000-store rollout.

    \r\n

    Prior to joining CBX, Stacie’s retail experiences have included roles as project lead and project manager for clients such as Dunkin’ Donuts, Quick Chek, Chock Full ‘o Nuts, and 7-Eleven.

    \r\n

    Stacie received her B.Arch from the Irwin S. Chanin School of Architecture of The Cooper\r\nUnion.

    ', 'Stacie', '', 'inherit', 'closed', 'closed', '', '3381-revision-v1', '', '', '2018-10-01 13:07:26', '2018-10-01 13:07:26', '', 3381, 'http://cbx.cappendev.com/3381-revision-v1', 0, 'revision', '', 0), (3546, 2, '2018-10-01 13:08:05', '2018-10-01 13:08:05', 'As Chief Financial Officer at CBX, James is responsible for the overall financial strategy and direction at CBX.\r\n\r\nBefore starting his role at CBX, James spent 11 years working in the advertising industry, most recently as a CFO for HL Group Partners. Prior to that he spent 8 years in public accounting.\r\n\r\nOutside of work, James loves traveling back home to South Africa and enjoys football (of the English variety) and tennis.', 'James', '', 'inherit', 'closed', 'closed', '', '3281-revision-v1', '', '', '2018-10-01 13:08:05', '2018-10-01 13:08:05', '', 3281, 'http://cbx.cappendev.com/3281-revision-v1', 0, 'revision', '', 0), (3547, 2, '2018-10-01 13:08:41', '2018-10-01 13:08:41', '', 'Zhariff', '', 'inherit', 'closed', 'closed', '', '1478-revision-v1', '', '', '2018-10-01 13:08:41', '2018-10-01 13:08:41', '', 1478, 'http://cbx.cappendev.com/1478-revision-v1', 0, 'revision', '', 0), (3548, 1, '2018-10-01 13:14:54', '2018-10-01 13:14:54', '', 'From Boozy
    Brunches to
    Nightclubs', '', 'inherit', 'closed', 'closed', '', '3512-revision-v1', '', '', '2018-10-01 13:14:54', '2018-10-01 13:14:54', '', 3512, 'http://cbx.cappendev.com/3512-revision-v1', 0, 'revision', '', 0), (3549, 1, '2018-10-01 13:23:19', '2018-10-01 13:23:19', '', 'From Boozy
    Brunches to
    Nightclubs', '', 'inherit', 'closed', 'closed', '', '3512-autosave-v1', '', '', '2018-10-01 13:23:19', '2018-10-01 13:23:19', '', 3512, 'http://cbx.cappendev.com/3512-autosave-v1', 0, 'revision', '', 0), (3550, 1, '2018-10-01 13:35:19', '2018-10-01 13:35:19', '', 'From Boozy
    Brunches to
    Nightclubs', '', 'inherit', 'closed', 'closed', '', '3512-revision-v1', '', '', '2018-10-01 13:35:19', '2018-10-01 13:35:19', '', 3512, 'http://cbx.cappendev.com/3512-revision-v1', 0, 'revision', '', 0), (3551, 1, '2018-10-01 13:36:06', '2018-10-01 13:36:06', '', 'From Boozy
    Brunches to
    Nightclubs', '', 'inherit', 'closed', 'closed', '', '3512-revision-v1', '', '', '2018-10-01 13:36:06', '2018-10-01 13:36:06', '', 3512, 'http://cbx.cappendev.com/3512-revision-v1', 0, 'revision', '', 0), (3552, 1, '2018-10-01 14:19:40', '0000-00-00 00:00:00', '', 'Auto Draft', '', 'auto-draft', 'open', 'open', '', '', '', '', '2018-10-01 14:19:40', '0000-00-00 00:00:00', '', 0, 'http://cbx.cappendev.com/?p=3552', 0, 'post', '', 0), (3553, 1, '2018-10-01 14:20:08', '0000-00-00 00:00:00', '', 'Auto Draft', '', 'auto-draft', 'open', 'open', '', '', '', '', '2018-10-01 14:20:08', '0000-00-00 00:00:00', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3553', 0, 'work', '', 0), (3554, 1, '2018-10-01 14:22:51', '0000-00-00 00:00:00', '', 'Auto Draft', '', 'auto-draft', 'open', 'open', '', '', '', '', '2018-10-01 14:22:51', '0000-00-00 00:00:00', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3554', 0, 'work', '', 0), (3555, 1, '2018-10-01 14:23:48', '2018-10-01 14:23:48', '', 'A Modern
    Classic', '', 'inherit', 'closed', 'closed', '', '2560-revision-v1', '', '', '2018-10-01 14:23:48', '2018-10-01 14:23:48', '', 2560, 'http://cbx.cappendev.com/2560-revision-v1', 0, 'revision', '', 0), (3556, 2, '2018-10-01 14:52:28', '2018-10-01 14:52:28', '', 'Peter', '', 'inherit', 'open', 'closed', '', 'peter-3', '', '', '2018-10-01 14:52:28', '2018-10-01 14:52:28', '', 529, 'http://cbx.cappendev.com/app/uploads/2018/07/Peter.png', 0, 'attachment', 'image/png', 0), (3557, 2, '2018-10-01 14:53:49', '2018-10-01 14:53:49', '

     At CBX, Peter manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Peter graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Peter', '', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-10-01 14:53:49', '2018-10-01 14:53:49', '', 529, 'http://cbx.cappendev.com/529-revision-v1', 0, 'revision', '', 0), (3558, 1, '2018-10-01 14:59:50', '2018-10-01 14:59:50', '', 'From Boozy
    Brunches to
    Nightclubs', '', 'inherit', 'closed', 'closed', '', '3512-revision-v1', '', '', '2018-10-01 14:59:50', '2018-10-01 14:59:50', '', 3512, 'http://cbx.cappendev.com/3512-revision-v1', 0, 'revision', '', 0), (3559, 2, '2018-10-01 15:38:51', '2018-10-01 15:38:51', '', 'Zhariff', '', 'inherit', 'open', 'closed', '', 'zhariff-2', '', '', '2018-10-01 15:38:51', '2018-10-01 15:38:51', '', 1478, 'http://cbx.cappendev.com/app/uploads/2018/09/Zhariff.png', 0, 'attachment', 'image/png', 0), (3560, 2, '2018-10-01 15:39:02', '2018-10-01 15:39:02', '', 'Zhariff', '', 'inherit', 'closed', 'closed', '', '1478-revision-v1', '', '', '2018-10-01 15:39:02', '2018-10-01 15:39:02', '', 1478, 'http://cbx.cappendev.com/1478-revision-v1', 0, 'revision', '', 0), (3561, 2, '2018-10-01 15:44:42', '2018-10-01 15:44:42', '', 'Ollie', '', 'publish', 'open', 'open', '', 'ollie', '', '', '2018-10-01 15:46:00', '2018-10-01 15:46:00', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3561', 10, 'team', '', 0), (3562, 2, '2018-10-01 15:44:31', '2018-10-01 15:44:31', '', 'headshots__0044_Ollie', '', 'inherit', 'open', 'closed', '', 'headshots__0044_ollie', '', '', '2018-10-01 15:44:31', '2018-10-01 15:44:31', '', 3561, 'http://cbx.cappendev.com/app/uploads/2018/10/headshots__0044_Ollie.jpg', 0, 'attachment', 'image/jpeg', 0), (3563, 2, '2018-10-01 15:44:42', '2018-10-01 15:44:42', '', 'Ollie', '', 'inherit', 'closed', 'closed', '', '3561-revision-v1', '', '', '2018-10-01 15:44:42', '2018-10-01 15:44:42', '', 3561, 'http://cbx.cappendev.com/3561-revision-v1', 0, 'revision', '', 0), (3564, 2, '2018-10-01 15:45:36', '2018-10-01 15:45:36', '', 'Peaches', '', 'publish', 'open', 'open', '', 'peaches', '', '', '2018-10-01 15:45:36', '2018-10-01 15:45:36', '', 0, 'http://cbx.cappendev.com/?post_type=team&p=3564', 14, 'team', '', 0), (3565, 2, '2018-10-01 15:44:59', '2018-10-01 15:44:59', '', 'headshots__0047_Peaches', '', 'inherit', 'open', 'closed', '', 'headshots__0047_peaches', '', '', '2018-10-01 15:44:59', '2018-10-01 15:44:59', '', 3564, 'http://cbx.cappendev.com/app/uploads/2018/10/headshots__0047_Peaches.jpg', 0, 'attachment', 'image/jpeg', 0), (3566, 2, '2018-10-01 15:45:27', '2018-10-01 15:45:27', '', 'Peaches', '', 'inherit', 'open', 'closed', '', 'peaches', '', '', '2018-10-01 15:45:27', '2018-10-01 15:45:27', '', 3564, 'http://cbx.cappendev.com/app/uploads/2018/10/Peaches.png', 0, 'attachment', 'image/png', 0), (3567, 2, '2018-10-01 15:45:36', '2018-10-01 15:45:36', '', 'Peaches', '', 'inherit', 'closed', 'closed', '', '3564-revision-v1', '', '', '2018-10-01 15:45:36', '2018-10-01 15:45:36', '', 3564, 'http://cbx.cappendev.com/3564-revision-v1', 0, 'revision', '', 0), (3568, 2, '2018-10-01 15:45:55', '2018-10-01 15:45:55', '', 'Ollie', '', 'inherit', 'open', 'closed', '', 'ollie-2', '', '', '2018-10-01 15:45:55', '2018-10-01 15:45:55', '', 3561, 'http://cbx.cappendev.com/app/uploads/2018/10/Ollie.png', 0, 'attachment', 'image/png', 0), (3569, 2, '2018-10-01 15:46:00', '2018-10-01 15:46:00', '', 'Ollie', '', 'inherit', 'closed', 'closed', '', '3561-revision-v1', '', '', '2018-10-01 15:46:00', '2018-10-01 15:46:00', '', 3561, 'http://cbx.cappendev.com/3561-revision-v1', 0, 'revision', '', 0), (3570, 2, '2018-10-01 15:48:38', '2018-10-01 15:48:38', '', 'Fritz', 'As Strategy Group Director at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.', 'inherit', 'closed', 'closed', '', '132-revision-v1', '', '', '2018-10-01 15:48:38', '2018-10-01 15:48:38', '', 132, 'http://cbx.cappendev.com/132-revision-v1', 0, 'revision', '', 0), (3571, 2, '2018-10-01 15:53:41', '2018-10-01 15:53:41', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-10-01 15:53:41', '2018-10-01 15:53:41', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (3572, 2, '2018-10-01 15:58:52', '2018-10-01 15:58:52', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-10-01 15:58:52', '2018-10-01 15:58:52', '', 31, 'http://cbx.cappendev.com/31-revision-v1', 0, 'revision', '', 0), (3573, 2, '2018-10-01 16:07:23', '2018-10-01 16:07:23', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-10-01 16:07:23', '2018-10-01 16:07:23', '', 45, 'http://cbx.cappendev.com/45-revision-v1', 0, 'revision', '', 0), (3575, 2, '2018-10-02 13:48:23', '2018-10-02 13:48:23', '', 'BBM-4-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbm-4-1920_1080-2', '', '', '2018-10-02 13:48:23', '2018-10-02 13:48:23', '', 2570, 'http://216.70.80.80/wp-content/uploads/2018/09/BBM-4-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3576, 2, '2018-10-02 13:48:37', '2018-10-02 13:48:37', '', 'Designed
    To Delight', '', 'inherit', 'closed', 'closed', '', '2570-revision-v1', '', '', '2018-10-02 13:48:37', '2018-10-02 13:48:37', '', 2570, 'http://216.70.80.80/2570-revision-v1', 0, 'revision', '', 0), (3577, 2, '2018-10-02 13:48:50', '2018-10-02 13:48:50', '', 'Designed
    To Delight', '', 'inherit', 'closed', 'closed', '', '2570-revision-v1', '', '', '2018-10-02 13:48:50', '2018-10-02 13:48:50', '', 2570, 'http://216.70.80.80/2570-revision-v1', 0, 'revision', '', 0), (3578, 2, '2018-10-02 13:50:19', '2018-10-02 13:50:19', '', 'Designed
    To Delight', '', 'inherit', 'closed', 'closed', '', '2570-revision-v1', '', '', '2018-10-02 13:50:19', '2018-10-02 13:50:19', '', 2570, 'http://216.70.80.80/2570-revision-v1', 0, 'revision', '', 0), (3579, 2, '2018-10-02 13:53:49', '2018-10-02 13:53:49', '', 'Avalon-3-1920_800', '', 'inherit', 'open', 'closed', '', 'avalon-3-1920_800-3', '', '', '2018-10-02 13:53:49', '2018-10-02 13:53:49', '', 2552, 'http://216.70.80.80/wp-content/uploads/2018/09/Avalon-3-1920_800-1.jpg', 0, 'attachment', 'image/jpeg', 0), (3580, 2, '2018-10-02 13:54:01', '2018-10-02 13:54:01', '', 'Avalon-4-1920_1080', '', 'inherit', 'open', 'closed', '', 'avalon-4-1920_1080-3', '', '', '2018-10-02 13:54:01', '2018-10-02 13:54:01', '', 2552, 'http://216.70.80.80/wp-content/uploads/2018/09/Avalon-4-1920_1080-1.jpg', 0, 'attachment', 'image/jpeg', 0), (3581, 2, '2018-10-02 13:54:26', '2018-10-02 13:54:26', '', 'Deep Rooted
    Beauty', '', 'inherit', 'closed', 'closed', '', '2552-revision-v1', '', '', '2018-10-02 13:54:26', '2018-10-02 13:54:26', '', 2552, 'http://216.70.80.80/2552-revision-v1', 0, 'revision', '', 0), (3582, 2, '2018-10-02 13:55:54', '2018-10-02 13:55:54', '', 'BBW-3-1920_800', '', 'inherit', 'open', 'closed', '', 'bbw-3-1920_800-3', '', '', '2018-10-02 13:55:54', '2018-10-02 13:55:54', '', 3474, 'http://216.70.80.80/wp-content/uploads/2018/09/BBW-3-1920_800-1.jpg', 0, 'attachment', 'image/jpeg', 0), (3583, 2, '2018-10-02 13:56:20', '2018-10-02 13:56:20', '', 'BBW-4-C1-1920_800', '', 'inherit', 'open', 'closed', '', 'bbw-4-c1-1920_800-2', '', '', '2018-10-02 13:56:20', '2018-10-02 13:56:20', '', 3474, 'http://216.70.80.80/wp-content/uploads/2018/09/BBW-4-C1-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3584, 2, '2018-10-02 13:56:58', '2018-10-02 13:56:58', '', 'BBW-5-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbw-5-1920_1080-2', '', '', '2018-10-02 13:56:58', '2018-10-02 13:56:58', '', 3474, 'http://216.70.80.80/wp-content/uploads/2018/09/BBW-5-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3585, 2, '2018-10-02 13:57:39', '2018-10-02 13:57:39', '', 'Art in
    Motion', '', 'inherit', 'closed', 'closed', '', '3474-revision-v1', '', '', '2018-10-02 13:57:39', '2018-10-02 13:57:39', '', 3474, 'http://216.70.80.80/3474-revision-v1', 0, 'revision', '', 0), (3586, 2, '2018-10-02 14:04:28', '2018-10-02 14:04:28', '', 'Art in
    Motion', '', 'inherit', 'closed', 'closed', '', '3474-revision-v1', '', '', '2018-10-02 14:04:28', '2018-10-02 14:04:28', '', 3474, 'http://216.70.80.80/3474-revision-v1', 0, 'revision', '', 0), (3587, 2, '2018-10-02 14:08:08', '2018-10-02 14:08:08', '', 'GoldMedal-3-1920_800', '', 'inherit', 'open', 'closed', '', 'goldmedal-3-1920_800-2', '', '', '2018-10-02 14:08:08', '2018-10-02 14:08:08', '', 3480, 'http://216.70.80.80/wp-content/uploads/2018/09/GoldMedal-3-1920_800-1.jpg', 0, 'attachment', 'image/jpeg', 0), (3588, 2, '2018-10-02 14:08:32', '2018-10-02 14:08:32', '', 'GoldMedal-4-1920_1080', '', 'inherit', 'open', 'closed', '', 'goldmedal-4-1920_1080', '', '', '2018-10-02 14:08:32', '2018-10-02 14:08:32', '', 3480, 'http://216.70.80.80/wp-content/uploads/2018/09/GoldMedal-4-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3589, 2, '2018-10-02 14:08:48', '2018-10-02 14:08:48', '', 'Going for
    Gold', '', 'inherit', 'closed', 'closed', '', '3480-revision-v1', '', '', '2018-10-02 14:08:48', '2018-10-02 14:08:48', '', 3480, 'http://216.70.80.80/3480-revision-v1', 0, 'revision', '', 0), (3590, 2, '2018-10-02 14:10:16', '2018-10-02 14:10:16', '', 'Start Your
    Engines', '', 'inherit', 'closed', 'closed', '', '3504-revision-v1', '', '', '2018-10-02 14:10:16', '2018-10-02 14:10:16', '', 3504, 'http://216.70.80.80/3504-revision-v1', 0, 'revision', '', 0), (3591, 2, '2018-10-02 14:12:41', '2018-10-02 14:12:41', '', 'Wish You
    Were Here', '', 'inherit', 'closed', 'closed', '', '3498-autosave-v1', '', '', '2018-10-02 14:12:41', '2018-10-02 14:12:41', '', 3498, 'http://216.70.80.80/3498-autosave-v1', 0, 'revision', '', 0), (3592, 2, '2018-10-02 14:13:24', '2018-10-02 14:13:24', '', 'SSR-4-1920_1080', '', 'inherit', 'open', 'closed', '', 'ssr-4-1920_1080', '', '', '2018-10-02 14:13:24', '2018-10-02 14:13:24', '', 3498, 'http://216.70.80.80/wp-content/uploads/2018/09/SSR-4-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3593, 2, '2018-10-02 14:13:40', '2018-10-02 14:13:40', '', 'Wish You
    Were Here', '', 'inherit', 'closed', 'closed', '', '3498-revision-v1', '', '', '2018-10-02 14:13:40', '2018-10-02 14:13:40', '', 3498, 'http://216.70.80.80/3498-revision-v1', 0, 'revision', '', 0), (3594, 2, '2018-10-02 14:16:32', '2018-10-02 14:16:32', '', 'Veuve-4-1920_1080', '', 'inherit', 'open', 'closed', '', 'veuve-4-1920_1080', '', '', '2018-10-02 14:16:32', '2018-10-02 14:16:32', '', 3512, 'http://216.70.80.80/wp-content/uploads/2018/09/Veuve-4-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3595, 2, '2018-10-02 14:16:48', '2018-10-02 14:16:48', '', 'From Boozy
    Brunches to
    Nightclubs', '', 'inherit', 'closed', 'closed', '', '3512-revision-v1', '', '', '2018-10-02 14:16:48', '2018-10-02 14:16:48', '', 3512, 'http://216.70.80.80/3512-revision-v1', 0, 'revision', '', 0), (3596, 2, '2018-10-02 18:23:58', '2018-10-02 18:23:58', '', 'Creating a Culturally
    Relevant Brand
    For a New Generation', '', 'publish', 'open', 'open', '', 'creating-a-culturally-relevant-brand-for-a-new-generation', '', '', '2018-10-02 18:26:47', '2018-10-02 18:26:47', '', 0, 'http://216.70.80.80/?post_type=work&p=3596', 0, 'work', '', 0), (3597, 2, '2018-10-02 14:22:49', '2018-10-02 14:22:49', '', 'Kotex-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'kotex-1-1920_1080', '', '', '2018-10-02 14:22:49', '2018-10-02 14:22:49', '', 3596, 'http://216.70.80.80/wp-content/uploads/2018/10/Kotex-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3598, 2, '2018-10-02 14:31:08', '2018-10-02 14:31:08', '', 'Kotex-2-1920_1580', '', 'inherit', 'open', 'closed', '', 'kotex-2-1920_1580', '', '', '2018-10-02 14:31:08', '2018-10-02 14:31:08', '', 3596, 'http://216.70.80.80/wp-content/uploads/2018/10/Kotex-2-1920_1580.jpg', 0, 'attachment', 'image/jpeg', 0), (3599, 2, '2018-10-02 14:32:19', '2018-10-02 14:32:19', '', 'Creating a Culturally
    Relevant Brand
    For a New Generation', '', 'inherit', 'closed', 'closed', '', '3596-revision-v1', '', '', '2018-10-02 14:32:19', '2018-10-02 14:32:19', '', 3596, 'http://216.70.80.80/3596-revision-v1', 0, 'revision', '', 0), (3600, 2, '2018-10-02 14:35:49', '2018-10-02 14:35:49', '', 'Chex-3-1920_800', '', 'inherit', 'open', 'closed', '', 'chex-3-1920_800', '', '', '2018-10-02 14:35:49', '2018-10-02 14:35:49', '', 60, 'http://216.70.80.80/wp-content/uploads/2018/06/Chex-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3601, 2, '2018-10-02 14:36:27', '2018-10-02 14:36:27', '', 'From simply cereal
    to simple wellness', '', 'inherit', 'closed', 'closed', '', '60-revision-v1', '', '', '2018-10-02 14:36:27', '2018-10-02 14:36:27', '', 60, 'http://216.70.80.80/60-revision-v1', 0, 'revision', '', 0), (3602, 2, '2018-10-02 14:38:17', '2018-10-02 14:38:17', '', 'TAOS-3-1920_800', '', 'inherit', 'open', 'closed', '', 'taos-3-1920_800-2', '', '', '2018-10-02 14:38:17', '2018-10-02 14:38:17', '', 2560, 'http://216.70.80.80/wp-content/uploads/2018/09/TAOS-3-1920_800-1.jpg', 0, 'attachment', 'image/jpeg', 0), (3603, 2, '2018-10-02 14:38:56', '2018-10-02 14:38:56', '', 'TAOS-4-C1-1920_800', '', 'inherit', 'open', 'closed', '', 'taos-4-c1-1920_800-2', '', '', '2018-10-02 14:38:56', '2018-10-02 14:38:56', '', 2560, 'http://216.70.80.80/wp-content/uploads/2018/09/TAOS-4-C1-1920_800-1.jpg', 0, 'attachment', 'image/jpeg', 0), (3604, 2, '2018-10-02 14:39:12', '2018-10-02 14:39:12', '', 'TAOS-5-1920_1080', '', 'inherit', 'open', 'closed', '', 'taos-5-1920_1080-2', '', '', '2018-10-02 14:39:12', '2018-10-02 14:39:12', '', 2560, 'http://216.70.80.80/wp-content/uploads/2018/09/TAOS-5-1920_1080-1.jpg', 0, 'attachment', 'image/jpeg', 0), (3605, 2, '2018-10-02 14:39:37', '2018-10-02 14:39:37', '', 'A Modern
    Classic', '', 'inherit', 'closed', 'closed', '', '2560-revision-v1', '', '', '2018-10-02 14:39:37', '2018-10-02 14:39:37', '', 2560, 'http://216.70.80.80/2560-revision-v1', 0, 'revision', '', 0), (3606, 2, '2018-10-02 14:45:47', '2018-10-02 14:45:47', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-10-02 14:45:47', '2018-10-02 14:45:47', '', 47, 'http://216.70.80.80/47-revision-v1', 0, 'revision', '', 0), (3607, 2, '2018-10-02 17:57:52', '2018-10-02 17:57:52', '', 'LoL-3-1920_1080', '', 'inherit', 'open', 'closed', '', 'lol-3-1920_1080', '', '', '2018-10-02 17:57:52', '2018-10-02 17:57:52', '', 47, 'http://216.70.80.80/wp-content/uploads/2018/04/LoL-3-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3608, 2, '2018-10-02 17:58:07', '2018-10-02 17:58:07', '', 'Better With
    Butter', '', 'inherit', 'closed', 'closed', '', '47-revision-v1', '', '', '2018-10-02 17:58:07', '2018-10-02 17:58:07', '', 47, 'http://216.70.80.80/47-revision-v1', 0, 'revision', '', 0), (3609, 2, '2018-10-02 18:00:11', '2018-10-02 18:00:11', '', 'Terra-3-1920_1080', '', 'inherit', 'open', 'closed', '', 'terra-3-1920_1080', '', '', '2018-10-02 18:00:11', '2018-10-02 18:00:11', '', 31, 'http://216.70.80.80/wp-content/uploads/2018/01/Terra-3-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3610, 2, '2018-10-02 18:00:22', '2018-10-02 18:00:22', '', 'Distinctive
    by Nature', '', 'inherit', 'closed', 'closed', '', '31-revision-v1', '', '', '2018-10-02 18:00:22', '2018-10-02 18:00:22', '', 31, 'http://216.70.80.80/31-revision-v1', 0, 'revision', '', 0), (3611, 2, '2018-10-02 18:01:40', '2018-10-02 18:01:40', '', 'Pillsbury-3-1920_800', '', 'inherit', 'open', 'closed', '', 'pillsbury-3-1920_800', '', '', '2018-10-02 18:01:40', '2018-10-02 18:01:40', '', 41, 'http://216.70.80.80/wp-content/uploads/2018/03/Pillsbury-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3612, 2, '2018-10-02 18:03:23', '2018-10-02 18:03:23', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-10-02 18:03:23', '2018-10-02 18:03:23', '', 41, 'http://216.70.80.80/41-revision-v1', 0, 'revision', '', 0), (3613, 2, '2018-10-02 18:05:38', '2018-10-02 18:05:38', '', 'Maranatha-3-1920_800', '', 'inherit', 'open', 'closed', '', 'maranatha-3-1920_800', '', '', '2018-10-02 18:05:38', '2018-10-02 18:05:38', '', 39, 'http://216.70.80.80/wp-content/uploads/2018/03/Maranatha-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3614, 2, '2018-10-02 18:05:47', '2018-10-02 18:05:47', '', 'Here comes the sun,
    little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-10-02 18:05:47', '2018-10-02 18:05:47', '', 39, 'http://216.70.80.80/39-revision-v1', 0, 'revision', '', 0), (3615, 2, '2018-10-02 18:06:27', '2018-10-02 18:06:27', '', 'From Baking
    to Making', '', 'inherit', 'closed', 'closed', '', '41-revision-v1', '', '', '2018-10-02 18:06:27', '2018-10-02 18:06:27', '', 41, 'http://216.70.80.80/41-revision-v1', 0, 'revision', '', 0), (3616, 2, '2018-10-02 18:08:27', '2018-10-02 18:08:27', '', 'Cheerios-5-1920_1080', '', 'inherit', 'open', 'closed', '', 'cheerios-5-1920_1080', '', '', '2018-10-02 18:08:27', '2018-10-02 18:08:27', '', 45, 'http://216.70.80.80/wp-content/uploads/2018/03/Cheerios-5-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3617, 2, '2018-10-02 18:08:34', '2018-10-02 18:08:34', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-10-02 18:08:34', '2018-10-02 18:08:34', '', 45, 'http://216.70.80.80/45-revision-v1', 0, 'revision', '', 0), (3618, 2, '2018-10-02 18:09:33', '2018-10-02 18:09:33', '', 'Spreading
    the love', '', 'inherit', 'closed', 'closed', '', '45-revision-v1', '', '', '2018-10-02 18:09:33', '2018-10-02 18:09:33', '', 45, 'http://216.70.80.80/45-revision-v1', 0, 'revision', '', 0), (3619, 2, '2018-10-02 18:17:25', '2018-10-02 18:17:25', '', 'Jason-3-1920_800', '', 'inherit', 'open', 'closed', '', 'jason-3-1920_800', '', '', '2018-10-02 18:17:25', '2018-10-02 18:17:25', '', 43, 'http://216.70.80.80/wp-content/uploads/2018/03/Jason-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3620, 2, '2018-10-02 18:17:55', '2018-10-02 18:17:55', '', 'Wellness as
    second nature', '', 'inherit', 'closed', 'closed', '', '43-revision-v1', '', '', '2018-10-02 18:17:55', '2018-10-02 18:17:55', '', 43, 'http://216.70.80.80/43-revision-v1', 0, 'revision', '', 0), (3621, 2, '2018-10-02 18:20:19', '2018-10-02 18:20:19', '', 'Kotex-2-1920_1080', '', 'inherit', 'open', 'closed', '', 'kotex-2-1920_1080', '', '', '2018-10-02 18:20:19', '2018-10-02 18:20:19', '', 3596, 'http://216.70.80.80/wp-content/uploads/2018/10/Kotex-2-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0), (3622, 2, '2018-10-02 18:22:03', '2018-10-02 18:22:03', '', 'Kotex-3-1920_800', '', 'inherit', 'open', 'closed', '', 'kotex-3-1920_800', '', '', '2018-10-02 18:22:03', '2018-10-02 18:22:03', '', 3596, 'http://216.70.80.80/wp-content/uploads/2018/10/Kotex-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3623, 2, '2018-10-02 18:23:37', '2018-10-02 18:23:37', '', 'Kotex-4-C1-1920_800', '', 'inherit', 'open', 'closed', '', 'kotex-4-c1-1920_800', '', '', '2018-10-02 18:23:37', '2018-10-02 18:23:37', '', 3596, 'http://216.70.80.80/wp-content/uploads/2018/10/Kotex-4-C1-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0), (3624, 2, '2018-10-02 18:23:50', '2018-10-02 18:23:50', '', 'Kotex-thumbnails', '', 'inherit', 'open', 'closed', '', 'kotex-thumbnails', '', '', '2018-10-02 18:23:50', '2018-10-02 18:23:50', '', 3596, 'http://216.70.80.80/wp-content/uploads/2018/10/Kotex-thumbnails.jpg', 0, 'attachment', 'image/jpeg', 0), (3625, 2, '2018-10-02 18:23:58', '2018-10-02 18:23:58', '', 'Creating a Culturally
    Relevant Brand
    For a New Generation', '', 'inherit', 'closed', 'closed', '', '3596-revision-v1', '', '', '2018-10-02 18:23:58', '2018-10-02 18:23:58', '', 3596, 'http://216.70.80.80/3596-revision-v1', 0, 'revision', '', 0), (3626, 2, '2018-10-02 19:23:56', '2018-10-02 19:23:56', '', 'Peter', '', 'inherit', 'open', 'closed', '', 'peter-4', '', '', '2018-10-02 19:23:56', '2018-10-02 19:23:56', '', 529, 'http://216.70.80.80/wp-content/uploads/2018/07/Peter.png', 0, 'attachment', 'image/png', 0), (3627, 2, '2018-10-02 19:24:24', '2018-10-02 19:24:24', '

     At CBX, Peter manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.

    \r\n

    Before coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS.  She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert & Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.

    \r\n

    Peter graduated from St. Mary’s University  with a double major in marketing & entrepreneurial management. She is a member of Delta Mu Delta, a national business administration honor society

    ', 'Peter', '', 'inherit', 'closed', 'closed', '', '529-revision-v1', '', '', '2018-10-02 19:24:24', '2018-10-02 19:24:24', '', 529, 'http://216.70.80.80/529-revision-v1', 0, 'revision', '', 0); -- -------------------------------------------------------- -- -- Table structure for table `wp_termmeta` -- CREATE TABLE `wp_termmeta` ( `meta_id` bigint(20) UNSIGNED NOT NULL, `term_id` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `meta_key` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `meta_value` longtext COLLATE utf8mb4_unicode_ci ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_terms` -- CREATE TABLE `wp_terms` ( `term_id` bigint(20) UNSIGNED NOT NULL, `name` varchar(200) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `slug` varchar(200) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `term_group` bigint(10) NOT NULL DEFAULT '0', `term_order` int(4) DEFAULT '0' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_terms` -- INSERT INTO `wp_terms` (`term_id`, `name`, `slug`, `term_group`, `term_order`) VALUES (1, 'Uncategorized', 'uncategorized', 0, 0), (2, 'Menu 1', 'menu-1', 0, 0), (7, 'Blog', 'blog', 0, 0), (8, 'News', 'news', 0, 0), (9, 'Q&A', 'qa', 0, 0), (10, '#Straight Talk', 'straight-talk', 0, 0), (13, 'Strategy', 'strategy', 0, 0), (14, 'Verbal identity', 'verbal-identity', 0, 0), (15, 'Design', 'design', 0, 0), (16, 'Experience & Activation', 'experience-activation', 0, 0), (17, 'Innovation', 'innovation', 0, 0), (18, 'Location', 'location', 0, 0), (19, 'Department', 'department', 0, 0), (20, 'New York City', 'new-york-city', 0, 0), (21, 'Minneapolis', 'minneapolis', 0, 0), (22, 'Creative', 'creative', 0, 0), (23, 'Strategy', 'strategy', 0, 0), (24, 'Marketing', 'marketing', 0, 0), (25, 'Client Services', 'client-services', 0, 0), (26, 'New York City', 'new-york-city', 0, 0), (27, 'Minneapolis', 'minneapolis', 0, 0), (28, 'Temp', 'temp', 0, 0), (30, 'Client Services', 'client-services', 0, 0), (31, 'Creative & Design', 'creative-design', 0, 0), (32, 'Engagement', 'engagement', 0, 0), (33, 'Finance', 'finance', 0, 0), (34, 'Operations & Admin', 'operations-admin', 0, 0), (35, 'Partners', 'partners', 0, 0), (36, 'Strategy', 'strategy', 0, 0), (37, 'Talent & Growth', 'talent-growth', 0, 0); -- -------------------------------------------------------- -- -- Table structure for table `wp_term_relationships` -- CREATE TABLE `wp_term_relationships` ( `object_id` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `term_taxonomy_id` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `term_order` int(11) NOT NULL DEFAULT '0' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_term_relationships` -- INSERT INTO `wp_term_relationships` (`object_id`, `term_taxonomy_id`, `term_order`) VALUES (1, 1, 0), (16, 2, 0), (17, 2, 0), (19, 2, 0), (20, 2, 0), (31, 16, 0), (39, 14, 0), (41, 17, 0), (43, 15, 0), (45, 16, 0), (47, 15, 0), (60, 13, 0), (62, 1, 0), (62, 10, 0), (65, 1, 0), (67, 1, 0), (70, 1, 0), (76, 1, 0), (78, 1, 0), (80, 8, 0), (82, 8, 0), (90, 7, 0), (92, 7, 0), (94, 7, 0), (96, 9, 0), (98, 9, 0), (100, 9, 0), (104, 10, 0), (129, 26, 0), (202, 27, 0), (210, 26, 0), (326, 15, 0), (412, 20, 0), (412, 22, 0), (413, 20, 0), (413, 22, 0), (414, 20, 0), (414, 24, 0), (415, 20, 0), (415, 23, 0), (416, 21, 0), (416, 24, 0), (417, 21, 0), (417, 23, 0), (444, 21, 0), (444, 25, 0), (446, 21, 0), (446, 25, 0), (470, 7, 0), (529, 26, 0), (529, 31, 0), (577, 16, 0), (578, 15, 0), (597, 16, 0), (609, 13, 0), (609, 14, 0), (609, 15, 0), (609, 17, 0), (754, 10, 0), (755, 10, 0), (768, 7, 0), (771, 15, 0), (772, 15, 0), (773, 15, 0), (782, 10, 0), (829, 28, 0), (830, 28, 0), (831, 28, 0), (832, 28, 0), (833, 28, 0), (834, 28, 0), (835, 28, 0), (836, 28, 0), (837, 28, 0), (838, 28, 0), (839, 28, 0), (840, 28, 0), (841, 28, 0), (842, 28, 0), (843, 28, 0), (844, 28, 0), (845, 28, 0), (846, 28, 0), (847, 28, 0), (848, 28, 0), (849, 28, 0), (850, 28, 0), (851, 28, 0), (852, 28, 0), (853, 28, 0), (854, 28, 0), (855, 28, 0), (856, 28, 0), (857, 28, 0), (858, 28, 0), (859, 28, 0), (860, 28, 0), (861, 28, 0), (862, 28, 0), (863, 28, 0), (864, 28, 0), (865, 28, 0), (866, 28, 0), (867, 28, 0), (868, 28, 0), (869, 28, 0), (870, 28, 0), (871, 28, 0), (872, 28, 0), (873, 28, 0), (874, 28, 0), (875, 28, 0), (876, 28, 0), (877, 28, 0), (878, 28, 0), (879, 28, 0), (880, 28, 0), (881, 28, 0), (882, 28, 0), (883, 28, 0), (884, 28, 0), (885, 28, 0), (886, 28, 0), (887, 28, 0), (888, 28, 0), (889, 28, 0), (890, 28, 0), (891, 28, 0), (892, 28, 0), (893, 28, 0), (894, 28, 0), (895, 28, 0), (896, 28, 0), (897, 28, 0), (898, 28, 0), (899, 28, 0), (900, 28, 0), (901, 28, 0), (902, 28, 0), (903, 28, 0), (904, 28, 0), (905, 28, 0), (906, 28, 0), (907, 28, 0), (908, 28, 0), (909, 28, 0), (910, 28, 0), (911, 28, 0), (912, 28, 0), (913, 28, 0), (914, 28, 0), (915, 28, 0), (916, 28, 0), (917, 28, 0), (918, 28, 0), (919, 28, 0), (920, 28, 0), (921, 28, 0), (922, 28, 0), (923, 28, 0), (924, 28, 0), (925, 28, 0), (926, 28, 0), (927, 28, 0), (928, 28, 0), (929, 28, 0), (930, 28, 0), (931, 28, 0), (932, 28, 0), (933, 28, 0), (934, 28, 0), (935, 28, 0), (936, 28, 0), (937, 28, 0), (938, 28, 0), (939, 28, 0), (940, 28, 0), (941, 28, 0), (942, 28, 0), (943, 28, 0), (944, 28, 0), (945, 28, 0), (946, 28, 0), (947, 28, 0), (948, 28, 0), (949, 28, 0), (950, 28, 0), (951, 28, 0), (952, 28, 0), (956, 28, 0), (959, 28, 0), (962, 28, 0), (963, 28, 0), (964, 28, 0), (965, 28, 0), (966, 28, 0), (967, 28, 0), (968, 28, 0), (971, 28, 0), (975, 28, 0), (978, 28, 0), (981, 28, 0), (982, 28, 0), (983, 28, 0), (984, 28, 0), (985, 28, 0), (986, 28, 0), (988, 28, 0), (989, 28, 0), (990, 28, 0), (991, 28, 0), (992, 28, 0), (993, 28, 0), (994, 28, 0), (995, 28, 0), (996, 28, 0), (997, 28, 0), (998, 28, 0), (999, 28, 0), (1000, 28, 0), (1001, 28, 0), (1002, 28, 0), (1003, 28, 0), (1004, 28, 0), (1005, 28, 0), (1006, 28, 0), (1007, 28, 0), (1008, 28, 0), (1009, 28, 0), (1010, 28, 0), (1011, 28, 0), (1012, 28, 0), (1013, 28, 0), (1014, 28, 0), (1015, 28, 0), (1016, 28, 0), (1017, 28, 0), (1018, 28, 0), (1019, 28, 0), (1020, 28, 0), (1021, 28, 0), (1022, 28, 0), (1023, 28, 0), (1024, 28, 0), (1025, 28, 0), (1026, 28, 0), (1027, 28, 0), (1028, 28, 0), (1029, 28, 0), (1030, 28, 0), (1031, 28, 0), (1032, 28, 0), (1033, 28, 0), (1034, 28, 0), (1035, 28, 0), (1036, 28, 0), (1037, 28, 0), (1038, 28, 0), (1039, 28, 0), (1040, 28, 0), (1041, 28, 0), (1042, 28, 0), (1043, 28, 0), (1044, 28, 0), (1045, 28, 0), (1046, 28, 0), (1047, 28, 0), (1048, 28, 0), (1049, 28, 0), (1050, 28, 0), (1051, 28, 0), (1052, 28, 0), (1053, 28, 0), (1054, 28, 0), (1055, 28, 0), (1056, 28, 0), (1057, 28, 0), (1058, 28, 0), (1059, 28, 0), (1060, 28, 0), (1061, 28, 0), (1062, 28, 0), (1063, 28, 0), (1064, 28, 0), (1065, 28, 0), (1066, 28, 0), (1067, 28, 0), (1068, 28, 0), (1070, 28, 0), (1073, 28, 0), (1076, 28, 0), (1078, 28, 0), (1082, 28, 0), (1085, 28, 0), (1087, 28, 0), (1088, 28, 0), (1089, 28, 0), (1090, 28, 0), (1092, 28, 0), (1094, 28, 0), (1096, 28, 0), (1099, 7, 0), (1103, 9, 0), (1105, 7, 0), (1107, 7, 0), (1108, 7, 0), (1110, 7, 0), (1113, 7, 0), (1115, 7, 0), (1116, 7, 0), (1117, 7, 0), (1120, 7, 0), (1122, 7, 0), (1125, 28, 0), (1127, 7, 0), (1130, 7, 0), (1131, 7, 0), (1133, 7, 0), (1444, 26, 0), (1444, 36, 0), (1462, 26, 0), (1462, 30, 0), (1478, 31, 0), (1488, 26, 0), (1488, 35, 0), (1496, 26, 0), (1496, 36, 0), (1533, 26, 0), (1533, 31, 0), (1539, 8, 0), (1540, 8, 0), (1541, 8, 0), (1542, 8, 0), (1543, 8, 0), (1544, 8, 0), (1545, 8, 0), (1546, 8, 0), (1547, 8, 0), (1548, 8, 0), (1549, 8, 0), (1550, 8, 0), (1551, 8, 0), (1552, 8, 0), (1553, 8, 0), (1554, 8, 0), (1555, 8, 0), (1556, 8, 0), (1557, 8, 0), (1558, 8, 0), (1559, 8, 0), (1560, 8, 0), (1561, 8, 0), (1562, 8, 0), (1563, 8, 0), (1564, 8, 0), (1565, 8, 0), (1567, 8, 0), (1569, 8, 0), (1571, 8, 0), (1572, 8, 0), (1574, 8, 0), (1575, 8, 0), (1577, 8, 0), (1578, 8, 0), (1579, 8, 0), (1581, 8, 0), (1582, 8, 0), (1583, 8, 0), (1585, 8, 0), (1587, 8, 0), (1588, 8, 0), (1590, 8, 0), (1591, 8, 0), (1593, 8, 0), (1594, 8, 0), (1595, 8, 0), (1597, 8, 0), (1599, 8, 0), (1602, 8, 0), (1603, 8, 0), (1605, 8, 0), (1606, 8, 0), (1607, 8, 0), (1608, 8, 0), (1609, 8, 0), (1610, 8, 0), (1611, 8, 0), (1612, 8, 0), (1613, 8, 0), (1614, 8, 0), (1615, 8, 0), (1616, 8, 0), (1617, 8, 0), (1618, 8, 0), (1619, 8, 0), (1621, 8, 0), (1622, 8, 0), (1623, 8, 0), (1624, 8, 0), (1625, 8, 0), (1626, 8, 0), (1627, 8, 0), (1628, 8, 0), (1629, 8, 0), (1630, 8, 0), (1631, 8, 0), (1632, 8, 0), (1633, 8, 0), (1634, 8, 0), (1636, 8, 0), (1637, 8, 0), (1638, 8, 0), (1639, 8, 0), (1640, 8, 0), (1641, 8, 0), (1642, 8, 0), (1643, 8, 0), (1644, 8, 0), (1645, 8, 0), (1646, 8, 0), (1647, 8, 0), (1648, 8, 0), (1649, 8, 0), (1651, 8, 0), (1652, 8, 0), (1653, 8, 0), (1654, 8, 0), (1655, 8, 0), (1656, 8, 0), (1657, 8, 0), (1658, 8, 0), (1659, 8, 0), (1660, 8, 0), (1661, 8, 0), (1662, 8, 0), (1663, 8, 0), (1664, 8, 0), (1665, 8, 0), (1666, 8, 0), (1667, 8, 0), (1668, 8, 0), (1669, 8, 0), (1670, 8, 0), (1671, 8, 0), (1672, 8, 0), (1673, 8, 0), (1674, 8, 0), (1676, 8, 0), (1677, 8, 0), (1678, 8, 0), (1679, 8, 0), (1680, 8, 0), (1681, 8, 0), (1682, 8, 0), (1683, 8, 0), (1684, 8, 0), (1685, 8, 0), (1686, 8, 0), (1687, 8, 0), (1688, 8, 0), (1689, 8, 0), (1690, 8, 0), (1692, 8, 0), (1694, 8, 0), (1695, 8, 0), (1696, 8, 0), (1698, 8, 0), (1700, 8, 0), (1701, 8, 0), (1702, 8, 0), (1703, 8, 0), (1704, 8, 0), (1705, 8, 0), (1706, 8, 0), (1707, 8, 0), (1708, 8, 0), (1709, 8, 0), (1710, 8, 0), (1711, 8, 0), (1713, 8, 0), (1714, 8, 0), (1716, 8, 0), (1718, 8, 0), (1720, 8, 0), (1723, 8, 0), (1724, 8, 0), (1726, 8, 0), (1727, 8, 0), (1729, 8, 0), (1730, 8, 0), (1731, 8, 0), (1732, 8, 0), (1733, 8, 0), (1734, 8, 0), (1735, 8, 0), (1736, 8, 0), (1737, 8, 0), (1738, 8, 0), (1739, 8, 0), (1740, 8, 0), (1741, 8, 0), (1742, 8, 0), (1743, 8, 0), (1744, 8, 0), (1745, 8, 0), (1746, 8, 0), (1747, 8, 0), (1748, 8, 0), (1750, 8, 0), (1751, 8, 0), (1752, 8, 0), (1753, 8, 0), (1754, 8, 0), (1755, 8, 0), (1756, 8, 0), (1757, 8, 0), (1758, 8, 0), (1759, 8, 0), (1760, 8, 0), (1761, 8, 0), (1763, 8, 0), (1764, 8, 0), (1765, 8, 0), (1767, 8, 0), (1769, 8, 0), (1770, 8, 0), (1771, 8, 0), (1772, 8, 0), (1774, 8, 0), (1775, 8, 0), (1776, 8, 0), (1777, 8, 0), (1778, 8, 0), (1779, 8, 0), (1780, 8, 0), (1781, 8, 0), (1782, 8, 0), (1783, 8, 0), (1784, 8, 0), (1785, 8, 0), (1786, 8, 0), (1787, 8, 0), (1788, 8, 0), (1789, 8, 0), (1790, 8, 0), (1791, 8, 0), (1792, 8, 0), (1793, 8, 0), (1794, 8, 0), (1796, 8, 0), (1798, 8, 0), (1799, 8, 0), (1800, 8, 0), (1801, 8, 0), (1802, 8, 0), (1803, 8, 0), (1804, 8, 0), (1805, 8, 0), (1806, 8, 0), (1807, 8, 0), (1808, 8, 0), (1810, 8, 0), (1811, 8, 0), (1813, 8, 0), (1815, 8, 0), (1816, 8, 0), (1817, 8, 0), (1819, 8, 0), (1820, 8, 0), (1821, 8, 0), (1822, 8, 0), (1823, 8, 0), (1824, 8, 0), (1825, 8, 0), (1826, 8, 0), (1827, 8, 0), (1828, 8, 0), (1829, 8, 0), (1830, 8, 0), (1831, 8, 0), (1833, 8, 0), (1835, 8, 0), (1837, 8, 0), (1838, 8, 0), (1840, 8, 0), (1842, 8, 0), (1843, 8, 0), (1844, 8, 0), (1845, 8, 0), (1846, 8, 0), (1847, 8, 0), (1848, 8, 0), (1849, 8, 0), (1850, 8, 0), (1851, 8, 0), (1852, 8, 0), (1853, 8, 0), (1854, 8, 0), (1855, 8, 0), (1856, 8, 0), (1857, 8, 0), (1858, 8, 0), (1860, 8, 0), (1861, 8, 0), (1862, 8, 0), (1863, 8, 0), (1864, 8, 0), (1865, 8, 0), (1866, 8, 0), (1867, 8, 0), (1868, 8, 0), (1869, 8, 0), (1870, 8, 0), (1871, 8, 0), (1872, 8, 0), (1874, 8, 0), (1875, 8, 0), (1876, 8, 0), (1877, 8, 0), (1878, 8, 0), (1879, 8, 0), (1880, 8, 0), (1881, 8, 0), (1882, 8, 0), (1884, 8, 0), (1885, 8, 0), (1886, 8, 0), (1887, 8, 0), (1888, 8, 0), (1889, 8, 0), (1890, 8, 0), (1891, 8, 0), (1892, 8, 0), (1893, 8, 0), (1894, 8, 0), (1898, 8, 0), (1900, 8, 0), (1902, 8, 0), (1903, 8, 0), (1904, 8, 0), (1905, 8, 0), (1906, 8, 0), (1908, 8, 0), (1909, 8, 0), (1910, 8, 0), (1911, 8, 0), (1912, 8, 0), (1913, 8, 0), (1914, 8, 0), (1915, 8, 0), (1916, 8, 0), (1918, 8, 0), (1919, 8, 0), (1920, 8, 0), (1922, 8, 0), (1924, 8, 0), (1926, 8, 0), (1928, 8, 0), (1929, 8, 0), (1930, 8, 0), (1932, 8, 0), (1933, 8, 0), (1935, 8, 0), (1937, 8, 0), (1938, 8, 0), (1939, 8, 0), (1941, 8, 0), (1942, 8, 0), (1944, 8, 0), (1946, 8, 0), (1948, 8, 0), (1949, 8, 0), (1951, 8, 0), (1953, 8, 0), (1954, 8, 0), (1956, 8, 0), (1957, 8, 0), (1958, 8, 0), (1959, 8, 0), (1960, 8, 0), (1962, 8, 0), (1963, 8, 0), (1964, 8, 0), (1965, 8, 0), (1966, 8, 0), (1967, 8, 0), (1968, 8, 0), (1969, 8, 0), (1970, 8, 0), (1972, 8, 0), (1973, 8, 0), (1974, 8, 0), (1975, 8, 0), (1977, 8, 0), (1978, 8, 0), (1979, 8, 0), (1980, 8, 0), (1981, 8, 0), (1982, 8, 0), (1983, 8, 0), (1984, 8, 0), (1985, 8, 0), (1987, 8, 0), (1988, 8, 0), (1990, 8, 0), (1992, 8, 0), (1994, 8, 0), (1996, 8, 0), (1998, 8, 0), (2000, 8, 0), (2002, 8, 0), (2004, 8, 0), (2007, 8, 0), (2009, 8, 0), (2011, 8, 0), (2012, 8, 0), (2014, 8, 0), (2017, 8, 0), (2019, 8, 0), (2020, 8, 0), (2022, 8, 0), (2023, 8, 0), (2025, 8, 0), (2027, 8, 0), (2028, 8, 0), (2030, 8, 0), (2032, 8, 0), (2034, 8, 0), (2036, 8, 0), (2037, 8, 0), (2039, 8, 0), (2040, 8, 0), (2041, 8, 0), (2042, 8, 0), (2043, 8, 0), (2045, 8, 0), (2047, 8, 0), (2048, 8, 0), (2051, 8, 0), (2053, 8, 0), (2054, 8, 0), (2056, 8, 0), (2057, 8, 0), (2059, 8, 0), (2061, 8, 0), (2063, 8, 0), (2064, 8, 0), (2066, 8, 0), (2068, 8, 0), (2070, 8, 0), (2073, 8, 0), (2075, 8, 0), (2076, 8, 0), (2078, 8, 0), (2079, 8, 0), (2080, 8, 0), (2081, 8, 0), (2082, 8, 0), (2083, 8, 0), (2084, 8, 0), (2085, 8, 0), (2086, 8, 0), (2087, 8, 0), (2088, 8, 0), (2091, 8, 0), (2093, 8, 0), (2094, 8, 0), (2096, 8, 0), (2097, 8, 0), (2098, 8, 0), (2099, 8, 0), (2100, 8, 0), (2101, 8, 0), (2102, 8, 0), (2103, 8, 0), (2104, 8, 0), (2105, 8, 0), (2106, 8, 0), (2107, 8, 0), (2109, 8, 0), (2110, 8, 0), (2112, 8, 0), (2115, 8, 0), (2116, 8, 0), (2117, 8, 0), (2118, 8, 0), (2119, 8, 0), (2120, 8, 0), (2121, 8, 0), (2122, 8, 0), (2123, 8, 0), (2124, 8, 0), (2125, 8, 0), (2126, 8, 0), (2127, 8, 0), (2128, 8, 0), (2129, 8, 0), (2131, 8, 0), (2132, 8, 0), (2133, 8, 0), (2134, 8, 0), (2135, 8, 0), (2136, 8, 0), (2137, 8, 0), (2138, 8, 0), (2139, 8, 0), (2140, 8, 0), (2141, 8, 0), (2142, 8, 0), (2143, 8, 0), (2144, 8, 0), (2145, 8, 0), (2146, 8, 0), (2147, 8, 0), (2148, 8, 0), (2149, 8, 0), (2150, 8, 0), (2151, 8, 0), (2152, 8, 0), (2153, 8, 0), (2154, 8, 0), (2155, 8, 0), (2156, 8, 0), (2157, 8, 0), (2158, 8, 0), (2159, 8, 0), (2160, 8, 0), (2161, 8, 0), (2162, 8, 0), (2163, 8, 0), (2164, 8, 0), (2165, 8, 0), (2166, 8, 0), (2167, 8, 0), (2168, 8, 0), (2169, 8, 0), (2170, 8, 0), (2171, 8, 0), (2172, 8, 0), (2173, 8, 0), (2174, 8, 0), (2175, 8, 0), (2176, 8, 0), (2177, 8, 0), (2179, 8, 0), (2181, 8, 0), (2183, 8, 0), (2184, 8, 0), (2185, 8, 0), (2186, 8, 0), (2187, 8, 0), (2188, 8, 0), (2189, 8, 0), (2190, 8, 0), (2191, 8, 0), (2192, 8, 0), (2193, 8, 0), (2194, 8, 0), (2196, 8, 0), (2197, 8, 0), (2199, 8, 0), (2201, 8, 0), (2206, 8, 0), (2209, 8, 0), (2212, 8, 0), (2213, 8, 0), (2216, 8, 0), (2219, 8, 0), (2220, 8, 0), (2223, 8, 0), (2226, 8, 0), (2228, 8, 0), (2232, 8, 0), (2234, 8, 0), (2237, 8, 0), (2240, 8, 0), (2242, 8, 0), (2249, 8, 0), (2253, 8, 0), (2258, 8, 0), (2264, 8, 0), (2267, 8, 0), (2270, 8, 0), (2273, 8, 0), (2275, 8, 0), (2277, 8, 0), (2278, 8, 0), (2279, 8, 0), (2280, 8, 0), (2281, 8, 0), (2282, 8, 0), (2283, 8, 0), (2284, 8, 0), (2285, 8, 0), (2286, 8, 0), (2287, 8, 0), (2288, 8, 0), (2289, 8, 0), (2290, 8, 0), (2291, 8, 0), (2292, 8, 0), (2293, 8, 0), (2294, 8, 0), (2295, 8, 0), (2296, 8, 0), (2297, 8, 0), (2298, 8, 0), (2299, 8, 0), (2300, 8, 0), (2301, 8, 0), (2302, 8, 0), (2303, 8, 0), (2304, 8, 0), (2305, 8, 0), (2306, 8, 0), (2307, 8, 0), (2308, 8, 0), (2309, 8, 0), (2310, 8, 0), (2552, 15, 0), (2560, 15, 0), (2570, 15, 0), (3182, 26, 0), (3182, 30, 0), (3186, 27, 0), (3186, 30, 0), (3192, 26, 0), (3192, 31, 0), (3196, 26, 0), (3196, 31, 0), (3200, 26, 0), (3200, 31, 0), (3204, 27, 0), (3204, 30, 0), (3208, 26, 0), (3208, 31, 0), (3212, 27, 0), (3212, 36, 0), (3219, 26, 0), (3219, 31, 0), (3223, 26, 0), (3223, 31, 0), (3228, 27, 0), (3228, 31, 0), (3233, 26, 0), (3233, 31, 0), (3239, 26, 0), (3239, 36, 0), (3243, 26, 0), (3243, 32, 0), (3247, 27, 0), (3247, 31, 0), (3251, 26, 0), (3251, 30, 0), (3257, 27, 0), (3257, 34, 0), (3261, 26, 0), (3261, 36, 0), (3265, 26, 0), (3265, 30, 0), (3269, 26, 0), (3269, 36, 0), (3273, 26, 0), (3273, 35, 0), (3277, 26, 0), (3277, 33, 0), (3281, 26, 0), (3281, 33, 0), (3285, 26, 0), (3285, 31, 0), (3289, 27, 0), (3289, 31, 0), (3293, 26, 0), (3293, 31, 0), (3297, 26, 0), (3297, 30, 0), (3301, 27, 0), (3301, 34, 0), (3305, 26, 0), (3305, 31, 0), (3309, 26, 0), (3309, 33, 0), (3313, 26, 0), (3313, 31, 0), (3317, 26, 0), (3317, 30, 0), (3321, 26, 0), (3321, 31, 0), (3325, 27, 0), (3325, 31, 0), (3329, 27, 0), (3329, 31, 0), (3333, 26, 0), (3333, 36, 0), (3337, 26, 0), (3337, 34, 0), (3341, 26, 0), (3341, 31, 0), (3345, 27, 0), (3345, 30, 0), (3349, 27, 0), (3349, 31, 0), (3353, 26, 0), (3353, 31, 0), (3357, 27, 0), (3357, 31, 0), (3361, 26, 0), (3361, 31, 0), (3365, 27, 0), (3365, 30, 0), (3369, 26, 0), (3369, 32, 0), (3373, 27, 0), (3373, 31, 0), (3377, 27, 0), (3377, 31, 0), (3381, 26, 0), (3381, 30, 0), (3385, 27, 0), (3385, 30, 0), (3390, 27, 0), (3390, 31, 0), (3394, 26, 0), (3394, 30, 0), (3398, 26, 0), (3398, 31, 0), (3403, 26, 0), (3403, 30, 0), (3407, 26, 0), (3407, 34, 0), (3425, 7, 0), (3474, 16, 0), (3480, 15, 0), (3492, 15, 0), (3498, 14, 0), (3498, 15, 0), (3504, 15, 0), (3504, 17, 0), (3512, 15, 0), (3512, 16, 0); -- -------------------------------------------------------- -- -- Table structure for table `wp_term_taxonomy` -- CREATE TABLE `wp_term_taxonomy` ( `term_taxonomy_id` bigint(20) UNSIGNED NOT NULL, `term_id` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `taxonomy` varchar(32) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `description` longtext COLLATE utf8mb4_unicode_ci NOT NULL, `parent` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `count` bigint(20) NOT NULL DEFAULT '0' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_term_taxonomy` -- INSERT INTO `wp_term_taxonomy` (`term_taxonomy_id`, `term_id`, `taxonomy`, `description`, `parent`, `count`) VALUES (1, 1, 'category', '', 0, 1), (2, 2, 'nav_menu', '', 0, 4), (7, 7, 'category-thinking', '', 0, 16), (8, 8, 'category-thinking', '', 0, 576), (9, 9, 'category-thinking', '', 0, 1), (10, 10, 'category-thinking', '', 0, 1), (13, 13, 'category-work', '', 0, 1), (14, 14, 'category-work', '', 0, 2), (15, 15, 'category-work', '', 0, 11), (16, 16, 'category-work', '', 0, 4), (17, 17, 'category-work', '', 0, 2), (18, 18, 'category-jobs', '', 0, 0), (19, 19, 'category-jobs', '', 0, 0), (20, 20, 'category-jobs', '', 18, 1), (21, 21, 'category-jobs', '', 18, 1), (22, 22, 'category-jobs', '', 19, 1), (23, 23, 'category-jobs', '', 19, 0), (24, 24, 'category-jobs', '', 19, 0), (25, 25, 'category-jobs', '', 19, 1), (26, 26, 'category-team', '', 0, 42), (27, 27, 'category-team', '', 0, 18), (28, 28, 'category-thinking', '', 0, 228), (30, 30, 'category-team', '', 0, 14), (31, 31, 'category-team', '', 0, 29), (32, 32, 'category-team', '', 0, 2), (33, 33, 'category-team', '', 0, 3), (34, 34, 'category-team', '', 0, 4), (35, 35, 'category-team', '', 0, 2), (36, 36, 'category-team', '', 0, 7), (37, 37, 'category-team', '', 0, 0); -- -------------------------------------------------------- -- -- Table structure for table `wp_ultimate_csv_importer_log_values` -- CREATE TABLE `wp_ultimate_csv_importer_log_values` ( `id` int(10) NOT NULL, `eventKey` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL, `recordId` int(10) NOT NULL, `module` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL, `method_of_import` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL, `log_message` blob NOT NULL, `imported_time` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL, `mode_of_import` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL, `sequence` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL, `status` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL, `assigned_user_id` int(10) NOT NULL, `imported_by` int(100) NOT NULL ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_ultimate_csv_importer_log_values` -- INSERT INTO `wp_ultimate_csv_importer_log_values` (`id`, `eventKey`, `recordId`, `module`, `method_of_import`, `log_message`, `imported_time`, `mode_of_import`, `sequence`, `status`, `assigned_user_id`, `imported_by`) VALUES (1, 'c23166d5da598fa30a98c8583cdc0337', 829, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (2, 'c23166d5da598fa30a98c8583cdc0337', 830, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (3, 'c23166d5da598fa30a98c8583cdc0337', 831, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (4, 'c23166d5da598fa30a98c8583cdc0337', 832, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (5, 'c23166d5da598fa30a98c8583cdc0337', 833, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (6, 'c23166d5da598fa30a98c8583cdc0337', 834, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (7, 'c23166d5da598fa30a98c8583cdc0337', 835, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (8, 'c23166d5da598fa30a98c8583cdc0337', 836, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (9, 'c23166d5da598fa30a98c8583cdc0337', 837, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (10, 'c23166d5da598fa30a98c8583cdc0337', 838, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (11, 'c23166d5da598fa30a98c8583cdc0337', 839, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (12, 'c23166d5da598fa30a98c8583cdc0337', 840, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (13, 'c23166d5da598fa30a98c8583cdc0337', 841, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (14, 'c23166d5da598fa30a98c8583cdc0337', 842, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (15, 'c23166d5da598fa30a98c8583cdc0337', 843, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (16, 'c23166d5da598fa30a98c8583cdc0337', 844, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (17, 'c23166d5da598fa30a98c8583cdc0337', 845, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (18, 'c23166d5da598fa30a98c8583cdc0337', 846, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (19, 'c23166d5da598fa30a98c8583cdc0337', 847, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (20, 'c23166d5da598fa30a98c8583cdc0337', 848, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (21, 'c23166d5da598fa30a98c8583cdc0337', 849, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (22, 'c23166d5da598fa30a98c8583cdc0337', 850, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (23, 'c23166d5da598fa30a98c8583cdc0337', 851, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (24, 'c23166d5da598fa30a98c8583cdc0337', 852, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (25, 'c23166d5da598fa30a98c8583cdc0337', 853, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (26, 'c23166d5da598fa30a98c8583cdc0337', 854, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (27, 'c23166d5da598fa30a98c8583cdc0337', 855, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (28, 'c23166d5da598fa30a98c8583cdc0337', 856, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (29, 'c23166d5da598fa30a98c8583cdc0337', 857, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (30, 'c23166d5da598fa30a98c8583cdc0337', 858, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (31, 'c23166d5da598fa30a98c8583cdc0337', 859, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (32, 'c23166d5da598fa30a98c8583cdc0337', 860, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (33, 'c23166d5da598fa30a98c8583cdc0337', 861, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (34, 'c23166d5da598fa30a98c8583cdc0337', 862, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (35, 'c23166d5da598fa30a98c8583cdc0337', 863, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (36, 'c23166d5da598fa30a98c8583cdc0337', 864, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (37, 'c23166d5da598fa30a98c8583cdc0337', 865, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (38, 'c23166d5da598fa30a98c8583cdc0337', 866, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (39, 'c23166d5da598fa30a98c8583cdc0337', 867, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (40, 'c23166d5da598fa30a98c8583cdc0337', 868, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (41, 'c23166d5da598fa30a98c8583cdc0337', 869, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (42, 'c23166d5da598fa30a98c8583cdc0337', 870, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (43, 'c23166d5da598fa30a98c8583cdc0337', 871, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (44, 'c23166d5da598fa30a98c8583cdc0337', 872, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (45, 'c23166d5da598fa30a98c8583cdc0337', 873, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (46, 'c23166d5da598fa30a98c8583cdc0337', 874, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (47, 'c23166d5da598fa30a98c8583cdc0337', 875, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (48, 'c23166d5da598fa30a98c8583cdc0337', 876, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (49, 'c23166d5da598fa30a98c8583cdc0337', 877, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (50, 'c23166d5da598fa30a98c8583cdc0337', 878, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (51, 'c23166d5da598fa30a98c8583cdc0337', 879, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (52, 'c23166d5da598fa30a98c8583cdc0337', 880, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (53, 'c23166d5da598fa30a98c8583cdc0337', 881, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (54, 'c23166d5da598fa30a98c8583cdc0337', 882, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (55, 'c23166d5da598fa30a98c8583cdc0337', 883, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (56, 'c23166d5da598fa30a98c8583cdc0337', 884, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (57, 'c23166d5da598fa30a98c8583cdc0337', 885, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (58, 'c23166d5da598fa30a98c8583cdc0337', 886, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (59, 'c23166d5da598fa30a98c8583cdc0337', 887, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (60, 'c23166d5da598fa30a98c8583cdc0337', 888, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (61, 'c23166d5da598fa30a98c8583cdc0337', 889, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (62, 'c23166d5da598fa30a98c8583cdc0337', 890, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (63, 'c23166d5da598fa30a98c8583cdc0337', 891, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (64, 'c23166d5da598fa30a98c8583cdc0337', 892, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (65, 'c23166d5da598fa30a98c8583cdc0337', 893, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (66, 'c23166d5da598fa30a98c8583cdc0337', 894, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (67, 'c23166d5da598fa30a98c8583cdc0337', 895, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (68, 'c23166d5da598fa30a98c8583cdc0337', 896, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (69, 'c23166d5da598fa30a98c8583cdc0337', 897, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (70, 'c23166d5da598fa30a98c8583cdc0337', 898, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (71, 'c23166d5da598fa30a98c8583cdc0337', 899, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (72, 'c23166d5da598fa30a98c8583cdc0337', 900, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (73, 'c23166d5da598fa30a98c8583cdc0337', 901, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (74, 'c23166d5da598fa30a98c8583cdc0337', 902, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (75, 'c23166d5da598fa30a98c8583cdc0337', 903, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (76, 'c23166d5da598fa30a98c8583cdc0337', 904, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (77, 'c23166d5da598fa30a98c8583cdc0337', 905, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (78, 'c23166d5da598fa30a98c8583cdc0337', 906, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (79, 'c23166d5da598fa30a98c8583cdc0337', 907, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (80, 'c23166d5da598fa30a98c8583cdc0337', 908, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (81, 'c23166d5da598fa30a98c8583cdc0337', 909, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (82, 'c23166d5da598fa30a98c8583cdc0337', 910, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (83, 'c23166d5da598fa30a98c8583cdc0337', 911, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (84, 'c23166d5da598fa30a98c8583cdc0337', 912, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (85, 'c23166d5da598fa30a98c8583cdc0337', 913, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (86, 'c23166d5da598fa30a98c8583cdc0337', 914, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (87, 'c23166d5da598fa30a98c8583cdc0337', 915, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (88, 'c23166d5da598fa30a98c8583cdc0337', 916, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (89, 'c23166d5da598fa30a98c8583cdc0337', 917, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (90, 'c23166d5da598fa30a98c8583cdc0337', 918, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (91, 'c23166d5da598fa30a98c8583cdc0337', 919, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (92, 'c23166d5da598fa30a98c8583cdc0337', 920, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (93, 'c23166d5da598fa30a98c8583cdc0337', 921, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (94, 'c23166d5da598fa30a98c8583cdc0337', 922, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (95, 'c23166d5da598fa30a98c8583cdc0337', 923, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (96, 'c23166d5da598fa30a98c8583cdc0337', 924, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (97, 'c23166d5da598fa30a98c8583cdc0337', 925, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (98, 'c23166d5da598fa30a98c8583cdc0337', 926, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (99, 'c23166d5da598fa30a98c8583cdc0337', 927, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (100, 'c23166d5da598fa30a98c8583cdc0337', 928, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (101, 'c23166d5da598fa30a98c8583cdc0337', 929, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (102, 'c23166d5da598fa30a98c8583cdc0337', 930, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (103, 'c23166d5da598fa30a98c8583cdc0337', 931, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (104, 'c23166d5da598fa30a98c8583cdc0337', 932, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (105, 'c23166d5da598fa30a98c8583cdc0337', 933, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (106, 'c23166d5da598fa30a98c8583cdc0337', 934, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (107, 'c23166d5da598fa30a98c8583cdc0337', 935, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (108, 'c23166d5da598fa30a98c8583cdc0337', 936, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (109, 'c23166d5da598fa30a98c8583cdc0337', 937, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (110, 'c23166d5da598fa30a98c8583cdc0337', 938, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (111, 'c23166d5da598fa30a98c8583cdc0337', 939, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (112, 'c23166d5da598fa30a98c8583cdc0337', 940, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (113, 'c23166d5da598fa30a98c8583cdc0337', 941, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (114, 'c23166d5da598fa30a98c8583cdc0337', 942, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (115, 'c23166d5da598fa30a98c8583cdc0337', 943, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (116, 'c23166d5da598fa30a98c8583cdc0337', 944, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (117, 'c23166d5da598fa30a98c8583cdc0337', 945, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (118, 'c23166d5da598fa30a98c8583cdc0337', 946, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (119, 'c23166d5da598fa30a98c8583cdc0337', 947, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (120, 'c23166d5da598fa30a98c8583cdc0337', 948, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (121, 'c23166d5da598fa30a98c8583cdc0337', 949, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (122, 'c23166d5da598fa30a98c8583cdc0337', 950, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (123, 'c23166d5da598fa30a98c8583cdc0337', 951, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (124, 'c23166d5da598fa30a98c8583cdc0337', 952, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (125, 'c23166d5da598fa30a98c8583cdc0337', 956, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (126, 'c23166d5da598fa30a98c8583cdc0337', 959, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (127, 'c23166d5da598fa30a98c8583cdc0337', 962, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (128, 'c23166d5da598fa30a98c8583cdc0337', 963, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (129, 'c23166d5da598fa30a98c8583cdc0337', 964, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (130, 'c23166d5da598fa30a98c8583cdc0337', 965, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (131, 'c23166d5da598fa30a98c8583cdc0337', 966, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (132, 'c23166d5da598fa30a98c8583cdc0337', 967, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (133, 'c23166d5da598fa30a98c8583cdc0337', 968, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (134, 'c23166d5da598fa30a98c8583cdc0337', 971, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (135, 'c23166d5da598fa30a98c8583cdc0337', 975, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (136, 'c23166d5da598fa30a98c8583cdc0337', 978, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (137, 'c23166d5da598fa30a98c8583cdc0337', 981, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (138, 'c23166d5da598fa30a98c8583cdc0337', 982, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (139, 'c23166d5da598fa30a98c8583cdc0337', 983, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (140, 'c23166d5da598fa30a98c8583cdc0337', 984, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (141, 'c23166d5da598fa30a98c8583cdc0337', 985, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (142, 'c23166d5da598fa30a98c8583cdc0337', 986, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (143, 'c23166d5da598fa30a98c8583cdc0337', 988, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (144, 'c23166d5da598fa30a98c8583cdc0337', 989, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (145, 'c23166d5da598fa30a98c8583cdc0337', 990, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (146, 'c23166d5da598fa30a98c8583cdc0337', 991, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (147, 'c23166d5da598fa30a98c8583cdc0337', 992, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (148, 'c23166d5da598fa30a98c8583cdc0337', 993, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (149, 'c23166d5da598fa30a98c8583cdc0337', 994, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (150, 'c23166d5da598fa30a98c8583cdc0337', 995, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (151, 'c23166d5da598fa30a98c8583cdc0337', 996, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (152, 'c23166d5da598fa30a98c8583cdc0337', 997, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (153, 'c23166d5da598fa30a98c8583cdc0337', 998, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (154, 'c23166d5da598fa30a98c8583cdc0337', 999, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (155, 'c23166d5da598fa30a98c8583cdc0337', 1000, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (156, 'c23166d5da598fa30a98c8583cdc0337', 1001, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (157, 'c23166d5da598fa30a98c8583cdc0337', 1002, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (158, 'c23166d5da598fa30a98c8583cdc0337', 1003, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (159, 'c23166d5da598fa30a98c8583cdc0337', 1004, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (160, 'c23166d5da598fa30a98c8583cdc0337', 1005, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (161, 'c23166d5da598fa30a98c8583cdc0337', 1006, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (162, 'c23166d5da598fa30a98c8583cdc0337', 1007, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (163, 'c23166d5da598fa30a98c8583cdc0337', 1008, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (164, 'c23166d5da598fa30a98c8583cdc0337', 1009, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (165, 'c23166d5da598fa30a98c8583cdc0337', 1010, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (166, 'c23166d5da598fa30a98c8583cdc0337', 1011, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (167, 'c23166d5da598fa30a98c8583cdc0337', 1012, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (168, 'c23166d5da598fa30a98c8583cdc0337', 1013, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (169, 'c23166d5da598fa30a98c8583cdc0337', 1014, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (170, 'c23166d5da598fa30a98c8583cdc0337', 1015, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (171, 'c23166d5da598fa30a98c8583cdc0337', 1016, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (172, 'c23166d5da598fa30a98c8583cdc0337', 1017, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (173, 'c23166d5da598fa30a98c8583cdc0337', 1018, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (174, 'c23166d5da598fa30a98c8583cdc0337', 1019, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (175, 'c23166d5da598fa30a98c8583cdc0337', 1020, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (176, 'c23166d5da598fa30a98c8583cdc0337', 1021, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (177, 'c23166d5da598fa30a98c8583cdc0337', 1022, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (178, 'c23166d5da598fa30a98c8583cdc0337', 1023, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (179, 'c23166d5da598fa30a98c8583cdc0337', 1024, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (180, 'c23166d5da598fa30a98c8583cdc0337', 1025, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (181, 'c23166d5da598fa30a98c8583cdc0337', 1026, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (182, 'c23166d5da598fa30a98c8583cdc0337', 1027, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (183, 'c23166d5da598fa30a98c8583cdc0337', 1028, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (184, 'c23166d5da598fa30a98c8583cdc0337', 1029, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (185, 'c23166d5da598fa30a98c8583cdc0337', 1030, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (186, 'c23166d5da598fa30a98c8583cdc0337', 1031, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (187, 'c23166d5da598fa30a98c8583cdc0337', 1032, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (188, 'c23166d5da598fa30a98c8583cdc0337', 1033, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (189, 'c23166d5da598fa30a98c8583cdc0337', 1034, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (190, 'c23166d5da598fa30a98c8583cdc0337', 1035, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (191, 'c23166d5da598fa30a98c8583cdc0337', 1036, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (192, 'c23166d5da598fa30a98c8583cdc0337', 1037, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (193, 'c23166d5da598fa30a98c8583cdc0337', 1038, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (194, 'c23166d5da598fa30a98c8583cdc0337', 1039, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (195, 'c23166d5da598fa30a98c8583cdc0337', 1040, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (196, 'c23166d5da598fa30a98c8583cdc0337', 1041, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (197, 'c23166d5da598fa30a98c8583cdc0337', 1042, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (198, 'c23166d5da598fa30a98c8583cdc0337', 1043, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (199, 'c23166d5da598fa30a98c8583cdc0337', 1044, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (200, 'c23166d5da598fa30a98c8583cdc0337', 1045, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (201, 'c23166d5da598fa30a98c8583cdc0337', 1046, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (202, 'c23166d5da598fa30a98c8583cdc0337', 1047, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (203, 'c23166d5da598fa30a98c8583cdc0337', 1048, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (204, 'c23166d5da598fa30a98c8583cdc0337', 1049, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (205, 'c23166d5da598fa30a98c8583cdc0337', 1050, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (206, 'c23166d5da598fa30a98c8583cdc0337', 1051, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (207, 'c23166d5da598fa30a98c8583cdc0337', 1052, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (208, 'c23166d5da598fa30a98c8583cdc0337', 1053, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (209, 'c23166d5da598fa30a98c8583cdc0337', 1054, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (210, 'c23166d5da598fa30a98c8583cdc0337', 1055, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (211, 'c23166d5da598fa30a98c8583cdc0337', 1056, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (212, 'c23166d5da598fa30a98c8583cdc0337', 1057, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (213, 'c23166d5da598fa30a98c8583cdc0337', 1058, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (214, 'c23166d5da598fa30a98c8583cdc0337', 1059, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (215, 'c23166d5da598fa30a98c8583cdc0337', 1060, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (216, 'c23166d5da598fa30a98c8583cdc0337', 1061, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (217, 'c23166d5da598fa30a98c8583cdc0337', 1062, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (218, 'c23166d5da598fa30a98c8583cdc0337', 1063, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (219, 'c23166d5da598fa30a98c8583cdc0337', 1064, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (220, 'c23166d5da598fa30a98c8583cdc0337', 1065, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (221, 'c23166d5da598fa30a98c8583cdc0337', 1066, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (222, 'c23166d5da598fa30a98c8583cdc0337', 1067, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (223, 'c23166d5da598fa30a98c8583cdc0337', 1068, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (224, 'c23166d5da598fa30a98c8583cdc0337', 1070, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (225, 'c23166d5da598fa30a98c8583cdc0337', 1073, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (226, 'c23166d5da598fa30a98c8583cdc0337', 1076, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (227, 'c23166d5da598fa30a98c8583cdc0337', 1078, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (228, 'c23166d5da598fa30a98c8583cdc0337', 1082, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (229, 'c23166d5da598fa30a98c8583cdc0337', 1085, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (230, 'c23166d5da598fa30a98c8583cdc0337', 1087, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (231, 'c23166d5da598fa30a98c8583cdc0337', 1088, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (232, 'c23166d5da598fa30a98c8583cdc0337', 1089, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (233, 'c23166d5da598fa30a98c8583cdc0337', 1090, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (234, 'c23166d5da598fa30a98c8583cdc0337', 1092, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (235, 'c23166d5da598fa30a98c8583cdc0337', 1094, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (236, 'c23166d5da598fa30a98c8583cdc0337', 1096, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (237, 'c23166d5da598fa30a98c8583cdc0337', 1099, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (238, 'c23166d5da598fa30a98c8583cdc0337', 1103, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (239, 'c23166d5da598fa30a98c8583cdc0337', 1105, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (240, 'c23166d5da598fa30a98c8583cdc0337', 1107, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (241, 'c23166d5da598fa30a98c8583cdc0337', 1108, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (242, 'c23166d5da598fa30a98c8583cdc0337', 1110, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (243, 'c23166d5da598fa30a98c8583cdc0337', 1113, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (244, 'c23166d5da598fa30a98c8583cdc0337', 1115, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (245, 'c23166d5da598fa30a98c8583cdc0337', 1116, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (246, 'c23166d5da598fa30a98c8583cdc0337', 1117, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (247, 'c23166d5da598fa30a98c8583cdc0337', 1120, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (248, 'c23166d5da598fa30a98c8583cdc0337', 1122, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (249, 'c23166d5da598fa30a98c8583cdc0337', 1125, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (250, 'c23166d5da598fa30a98c8583cdc0337', 1127, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (251, 'c23166d5da598fa30a98c8583cdc0337', 1130, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (252, 'c23166d5da598fa30a98c8583cdc0337', 1131, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (253, 'c23166d5da598fa30a98c8583cdc0337', 1133, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (254, 'dd40b47c34a21307ea1492f7a21e00e5', 1539, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (255, 'dd40b47c34a21307ea1492f7a21e00e5', 1540, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (256, 'dd40b47c34a21307ea1492f7a21e00e5', 1541, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (257, 'dd40b47c34a21307ea1492f7a21e00e5', 1542, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (258, 'dd40b47c34a21307ea1492f7a21e00e5', 1543, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (259, 'dd40b47c34a21307ea1492f7a21e00e5', 1544, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (260, 'dd40b47c34a21307ea1492f7a21e00e5', 1545, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (261, 'dd40b47c34a21307ea1492f7a21e00e5', 1546, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (262, 'dd40b47c34a21307ea1492f7a21e00e5', 1547, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (263, 'dd40b47c34a21307ea1492f7a21e00e5', 1548, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (264, 'dd40b47c34a21307ea1492f7a21e00e5', 1549, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (265, 'dd40b47c34a21307ea1492f7a21e00e5', 1550, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (266, 'dd40b47c34a21307ea1492f7a21e00e5', 1551, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (267, 'dd40b47c34a21307ea1492f7a21e00e5', 1552, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (268, 'dd40b47c34a21307ea1492f7a21e00e5', 1553, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (269, 'dd40b47c34a21307ea1492f7a21e00e5', 1554, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (270, 'dd40b47c34a21307ea1492f7a21e00e5', 1555, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (271, 'dd40b47c34a21307ea1492f7a21e00e5', 1556, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (272, 'dd40b47c34a21307ea1492f7a21e00e5', 1557, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (273, 'dd40b47c34a21307ea1492f7a21e00e5', 1558, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (274, 'dd40b47c34a21307ea1492f7a21e00e5', 1559, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (275, 'dd40b47c34a21307ea1492f7a21e00e5', 1560, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (276, 'dd40b47c34a21307ea1492f7a21e00e5', 1561, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (277, 'dd40b47c34a21307ea1492f7a21e00e5', 1562, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (278, 'dd40b47c34a21307ea1492f7a21e00e5', 1563, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (279, 'dd40b47c34a21307ea1492f7a21e00e5', 1564, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (280, 'dd40b47c34a21307ea1492f7a21e00e5', 1565, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (281, 'dd40b47c34a21307ea1492f7a21e00e5', 1567, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (282, 'dd40b47c34a21307ea1492f7a21e00e5', 1569, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (283, 'dd40b47c34a21307ea1492f7a21e00e5', 1571, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (284, 'dd40b47c34a21307ea1492f7a21e00e5', 1572, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (285, 'dd40b47c34a21307ea1492f7a21e00e5', 1574, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (286, 'dd40b47c34a21307ea1492f7a21e00e5', 1575, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (287, 'dd40b47c34a21307ea1492f7a21e00e5', 1577, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (288, 'dd40b47c34a21307ea1492f7a21e00e5', 1578, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (289, 'dd40b47c34a21307ea1492f7a21e00e5', 1579, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (290, 'dd40b47c34a21307ea1492f7a21e00e5', 1581, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (291, 'dd40b47c34a21307ea1492f7a21e00e5', 1582, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (292, 'dd40b47c34a21307ea1492f7a21e00e5', 1583, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (293, 'dd40b47c34a21307ea1492f7a21e00e5', 1585, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (294, 'dd40b47c34a21307ea1492f7a21e00e5', 1587, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (295, 'dd40b47c34a21307ea1492f7a21e00e5', 1588, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (296, 'dd40b47c34a21307ea1492f7a21e00e5', 1590, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (297, 'dd40b47c34a21307ea1492f7a21e00e5', 1591, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (298, 'dd40b47c34a21307ea1492f7a21e00e5', 1593, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (299, 'dd40b47c34a21307ea1492f7a21e00e5', 1594, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (300, 'dd40b47c34a21307ea1492f7a21e00e5', 1595, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (301, 'dd40b47c34a21307ea1492f7a21e00e5', 1597, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (302, 'dd40b47c34a21307ea1492f7a21e00e5', 1599, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (303, 'dd40b47c34a21307ea1492f7a21e00e5', 1602, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (304, 'dd40b47c34a21307ea1492f7a21e00e5', 1603, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (305, 'dd40b47c34a21307ea1492f7a21e00e5', 1605, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (306, 'dd40b47c34a21307ea1492f7a21e00e5', 1606, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (307, 'dd40b47c34a21307ea1492f7a21e00e5', 1607, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (308, 'dd40b47c34a21307ea1492f7a21e00e5', 1608, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (309, 'dd40b47c34a21307ea1492f7a21e00e5', 1609, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (310, 'dd40b47c34a21307ea1492f7a21e00e5', 1610, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (311, 'dd40b47c34a21307ea1492f7a21e00e5', 1611, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (312, 'dd40b47c34a21307ea1492f7a21e00e5', 1612, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (313, 'dd40b47c34a21307ea1492f7a21e00e5', 1613, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (314, 'dd40b47c34a21307ea1492f7a21e00e5', 1614, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (315, 'dd40b47c34a21307ea1492f7a21e00e5', 1615, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (316, 'dd40b47c34a21307ea1492f7a21e00e5', 1616, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (317, 'dd40b47c34a21307ea1492f7a21e00e5', 1617, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (318, 'dd40b47c34a21307ea1492f7a21e00e5', 1618, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (319, 'dd40b47c34a21307ea1492f7a21e00e5', 1619, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (320, 'dd40b47c34a21307ea1492f7a21e00e5', 1621, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (321, 'dd40b47c34a21307ea1492f7a21e00e5', 1622, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (322, 'dd40b47c34a21307ea1492f7a21e00e5', 1623, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (323, 'dd40b47c34a21307ea1492f7a21e00e5', 1624, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (324, 'dd40b47c34a21307ea1492f7a21e00e5', 1625, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (325, 'dd40b47c34a21307ea1492f7a21e00e5', 1626, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (326, 'dd40b47c34a21307ea1492f7a21e00e5', 1627, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (327, 'dd40b47c34a21307ea1492f7a21e00e5', 1628, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (328, 'dd40b47c34a21307ea1492f7a21e00e5', 1629, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (329, 'dd40b47c34a21307ea1492f7a21e00e5', 1630, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (330, 'dd40b47c34a21307ea1492f7a21e00e5', 1631, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (331, 'dd40b47c34a21307ea1492f7a21e00e5', 1632, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (332, 'dd40b47c34a21307ea1492f7a21e00e5', 1633, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (333, 'dd40b47c34a21307ea1492f7a21e00e5', 1634, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (334, 'dd40b47c34a21307ea1492f7a21e00e5', 1636, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (335, 'dd40b47c34a21307ea1492f7a21e00e5', 1637, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (336, 'dd40b47c34a21307ea1492f7a21e00e5', 1638, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (337, 'dd40b47c34a21307ea1492f7a21e00e5', 1639, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (338, 'dd40b47c34a21307ea1492f7a21e00e5', 1640, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (339, 'dd40b47c34a21307ea1492f7a21e00e5', 1641, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (340, 'dd40b47c34a21307ea1492f7a21e00e5', 1642, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (341, 'dd40b47c34a21307ea1492f7a21e00e5', 1643, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (342, 'dd40b47c34a21307ea1492f7a21e00e5', 1644, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (343, 'dd40b47c34a21307ea1492f7a21e00e5', 1645, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (344, 'dd40b47c34a21307ea1492f7a21e00e5', 1646, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (345, 'dd40b47c34a21307ea1492f7a21e00e5', 1647, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (346, 'dd40b47c34a21307ea1492f7a21e00e5', 1648, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (347, 'dd40b47c34a21307ea1492f7a21e00e5', 1649, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (348, 'dd40b47c34a21307ea1492f7a21e00e5', 1651, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (349, 'dd40b47c34a21307ea1492f7a21e00e5', 1652, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (350, 'dd40b47c34a21307ea1492f7a21e00e5', 1653, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (351, 'dd40b47c34a21307ea1492f7a21e00e5', 1654, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (352, 'dd40b47c34a21307ea1492f7a21e00e5', 1655, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (353, 'dd40b47c34a21307ea1492f7a21e00e5', 1656, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (354, 'dd40b47c34a21307ea1492f7a21e00e5', 1657, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (355, 'dd40b47c34a21307ea1492f7a21e00e5', 1658, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (356, 'dd40b47c34a21307ea1492f7a21e00e5', 1659, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (357, 'dd40b47c34a21307ea1492f7a21e00e5', 1660, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (358, 'dd40b47c34a21307ea1492f7a21e00e5', 1661, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (359, 'dd40b47c34a21307ea1492f7a21e00e5', 1662, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (360, 'dd40b47c34a21307ea1492f7a21e00e5', 1663, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (361, 'dd40b47c34a21307ea1492f7a21e00e5', 1664, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (362, 'dd40b47c34a21307ea1492f7a21e00e5', 1665, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (363, 'dd40b47c34a21307ea1492f7a21e00e5', 1666, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (364, 'dd40b47c34a21307ea1492f7a21e00e5', 1667, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (365, 'dd40b47c34a21307ea1492f7a21e00e5', 1668, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (366, 'dd40b47c34a21307ea1492f7a21e00e5', 1669, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (367, 'dd40b47c34a21307ea1492f7a21e00e5', 1670, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (368, 'dd40b47c34a21307ea1492f7a21e00e5', 1671, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (369, 'dd40b47c34a21307ea1492f7a21e00e5', 1672, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (370, 'dd40b47c34a21307ea1492f7a21e00e5', 1673, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (371, 'dd40b47c34a21307ea1492f7a21e00e5', 1674, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (372, 'dd40b47c34a21307ea1492f7a21e00e5', 1676, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (373, 'dd40b47c34a21307ea1492f7a21e00e5', 1677, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (374, 'dd40b47c34a21307ea1492f7a21e00e5', 1678, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (375, 'dd40b47c34a21307ea1492f7a21e00e5', 1679, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (376, 'dd40b47c34a21307ea1492f7a21e00e5', 1680, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (377, 'dd40b47c34a21307ea1492f7a21e00e5', 1681, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (378, 'dd40b47c34a21307ea1492f7a21e00e5', 1682, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (379, 'dd40b47c34a21307ea1492f7a21e00e5', 1683, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (380, 'dd40b47c34a21307ea1492f7a21e00e5', 1684, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (381, 'dd40b47c34a21307ea1492f7a21e00e5', 1685, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (382, 'dd40b47c34a21307ea1492f7a21e00e5', 1686, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (383, 'dd40b47c34a21307ea1492f7a21e00e5', 1687, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (384, 'dd40b47c34a21307ea1492f7a21e00e5', 1688, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (385, 'dd40b47c34a21307ea1492f7a21e00e5', 1689, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (386, 'dd40b47c34a21307ea1492f7a21e00e5', 1690, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (387, 'dd40b47c34a21307ea1492f7a21e00e5', 1692, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (388, 'dd40b47c34a21307ea1492f7a21e00e5', 1694, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (389, 'dd40b47c34a21307ea1492f7a21e00e5', 1695, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (390, 'dd40b47c34a21307ea1492f7a21e00e5', 1696, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (391, 'dd40b47c34a21307ea1492f7a21e00e5', 1698, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (392, 'dd40b47c34a21307ea1492f7a21e00e5', 1700, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (393, 'dd40b47c34a21307ea1492f7a21e00e5', 1701, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (394, 'dd40b47c34a21307ea1492f7a21e00e5', 1702, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (395, 'dd40b47c34a21307ea1492f7a21e00e5', 1703, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (396, 'dd40b47c34a21307ea1492f7a21e00e5', 1704, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (397, 'dd40b47c34a21307ea1492f7a21e00e5', 1705, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (398, 'dd40b47c34a21307ea1492f7a21e00e5', 1706, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (399, 'dd40b47c34a21307ea1492f7a21e00e5', 1707, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (400, 'dd40b47c34a21307ea1492f7a21e00e5', 1708, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (401, 'dd40b47c34a21307ea1492f7a21e00e5', 1709, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (402, 'dd40b47c34a21307ea1492f7a21e00e5', 1710, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (403, 'dd40b47c34a21307ea1492f7a21e00e5', 1711, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (404, 'dd40b47c34a21307ea1492f7a21e00e5', 1713, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (405, 'dd40b47c34a21307ea1492f7a21e00e5', 1714, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (406, 'dd40b47c34a21307ea1492f7a21e00e5', 1716, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (407, 'dd40b47c34a21307ea1492f7a21e00e5', 1718, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (408, 'dd40b47c34a21307ea1492f7a21e00e5', 1720, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (409, 'dd40b47c34a21307ea1492f7a21e00e5', 1723, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (410, 'dd40b47c34a21307ea1492f7a21e00e5', 1724, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (411, 'dd40b47c34a21307ea1492f7a21e00e5', 1726, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (412, 'dd40b47c34a21307ea1492f7a21e00e5', 1727, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (413, 'dd40b47c34a21307ea1492f7a21e00e5', 1729, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (414, 'dd40b47c34a21307ea1492f7a21e00e5', 1730, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (415, 'dd40b47c34a21307ea1492f7a21e00e5', 1731, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (416, 'dd40b47c34a21307ea1492f7a21e00e5', 1732, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (417, 'dd40b47c34a21307ea1492f7a21e00e5', 1733, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (418, 'dd40b47c34a21307ea1492f7a21e00e5', 1734, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (419, 'dd40b47c34a21307ea1492f7a21e00e5', 1735, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (420, 'dd40b47c34a21307ea1492f7a21e00e5', 1736, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (421, 'dd40b47c34a21307ea1492f7a21e00e5', 1737, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (422, 'dd40b47c34a21307ea1492f7a21e00e5', 1738, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (423, 'dd40b47c34a21307ea1492f7a21e00e5', 1739, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (424, 'dd40b47c34a21307ea1492f7a21e00e5', 1740, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (425, 'dd40b47c34a21307ea1492f7a21e00e5', 1741, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (426, 'dd40b47c34a21307ea1492f7a21e00e5', 1742, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (427, 'dd40b47c34a21307ea1492f7a21e00e5', 1743, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (428, 'dd40b47c34a21307ea1492f7a21e00e5', 1744, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (429, 'dd40b47c34a21307ea1492f7a21e00e5', 1745, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (430, 'dd40b47c34a21307ea1492f7a21e00e5', 1746, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (431, 'dd40b47c34a21307ea1492f7a21e00e5', 1747, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (432, 'dd40b47c34a21307ea1492f7a21e00e5', 1748, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (433, 'dd40b47c34a21307ea1492f7a21e00e5', 1750, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (434, 'dd40b47c34a21307ea1492f7a21e00e5', 1751, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (435, 'dd40b47c34a21307ea1492f7a21e00e5', 1752, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (436, 'dd40b47c34a21307ea1492f7a21e00e5', 1753, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (437, 'dd40b47c34a21307ea1492f7a21e00e5', 1754, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (438, 'dd40b47c34a21307ea1492f7a21e00e5', 1755, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (439, 'dd40b47c34a21307ea1492f7a21e00e5', 1756, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (440, 'dd40b47c34a21307ea1492f7a21e00e5', 1757, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (441, 'dd40b47c34a21307ea1492f7a21e00e5', 1758, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (442, 'dd40b47c34a21307ea1492f7a21e00e5', 1759, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (443, 'dd40b47c34a21307ea1492f7a21e00e5', 1760, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (444, 'dd40b47c34a21307ea1492f7a21e00e5', 1761, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (445, 'dd40b47c34a21307ea1492f7a21e00e5', 1763, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (446, 'dd40b47c34a21307ea1492f7a21e00e5', 1764, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (447, 'dd40b47c34a21307ea1492f7a21e00e5', 1765, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (448, 'dd40b47c34a21307ea1492f7a21e00e5', 1767, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (449, 'dd40b47c34a21307ea1492f7a21e00e5', 1769, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (450, 'dd40b47c34a21307ea1492f7a21e00e5', 1770, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (451, 'dd40b47c34a21307ea1492f7a21e00e5', 1771, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (452, 'dd40b47c34a21307ea1492f7a21e00e5', 1772, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (453, 'dd40b47c34a21307ea1492f7a21e00e5', 1774, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (454, 'dd40b47c34a21307ea1492f7a21e00e5', 1775, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (455, 'dd40b47c34a21307ea1492f7a21e00e5', 1776, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (456, 'dd40b47c34a21307ea1492f7a21e00e5', 1777, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (457, 'dd40b47c34a21307ea1492f7a21e00e5', 1778, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (458, 'dd40b47c34a21307ea1492f7a21e00e5', 1779, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (459, 'dd40b47c34a21307ea1492f7a21e00e5', 1780, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (460, 'dd40b47c34a21307ea1492f7a21e00e5', 1781, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (461, 'dd40b47c34a21307ea1492f7a21e00e5', 1782, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (462, 'dd40b47c34a21307ea1492f7a21e00e5', 1783, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (463, 'dd40b47c34a21307ea1492f7a21e00e5', 1784, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (464, 'dd40b47c34a21307ea1492f7a21e00e5', 1785, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (465, 'dd40b47c34a21307ea1492f7a21e00e5', 1786, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (466, 'dd40b47c34a21307ea1492f7a21e00e5', 1787, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (467, 'dd40b47c34a21307ea1492f7a21e00e5', 1788, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (468, 'dd40b47c34a21307ea1492f7a21e00e5', 1789, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (469, 'dd40b47c34a21307ea1492f7a21e00e5', 1790, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (470, 'dd40b47c34a21307ea1492f7a21e00e5', 1791, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (471, 'dd40b47c34a21307ea1492f7a21e00e5', 1792, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (472, 'dd40b47c34a21307ea1492f7a21e00e5', 1793, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (473, 'dd40b47c34a21307ea1492f7a21e00e5', 1794, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (474, 'dd40b47c34a21307ea1492f7a21e00e5', 1796, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (475, 'dd40b47c34a21307ea1492f7a21e00e5', 1798, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (476, 'dd40b47c34a21307ea1492f7a21e00e5', 1799, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (477, 'dd40b47c34a21307ea1492f7a21e00e5', 1800, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (478, 'dd40b47c34a21307ea1492f7a21e00e5', 1801, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (479, 'dd40b47c34a21307ea1492f7a21e00e5', 1802, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (480, 'dd40b47c34a21307ea1492f7a21e00e5', 1803, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (481, 'dd40b47c34a21307ea1492f7a21e00e5', 1804, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (482, 'dd40b47c34a21307ea1492f7a21e00e5', 1805, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (483, 'dd40b47c34a21307ea1492f7a21e00e5', 1806, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (484, 'dd40b47c34a21307ea1492f7a21e00e5', 1807, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (485, 'dd40b47c34a21307ea1492f7a21e00e5', 1808, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (486, 'dd40b47c34a21307ea1492f7a21e00e5', 1810, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (487, 'dd40b47c34a21307ea1492f7a21e00e5', 1811, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (488, 'dd40b47c34a21307ea1492f7a21e00e5', 1813, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (489, 'dd40b47c34a21307ea1492f7a21e00e5', 1815, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (490, 'dd40b47c34a21307ea1492f7a21e00e5', 1816, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (491, 'dd40b47c34a21307ea1492f7a21e00e5', 1817, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (492, 'dd40b47c34a21307ea1492f7a21e00e5', 1819, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (493, 'dd40b47c34a21307ea1492f7a21e00e5', 1820, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (494, 'dd40b47c34a21307ea1492f7a21e00e5', 1821, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (495, 'dd40b47c34a21307ea1492f7a21e00e5', 1822, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (496, 'dd40b47c34a21307ea1492f7a21e00e5', 1823, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (497, 'dd40b47c34a21307ea1492f7a21e00e5', 1824, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (498, 'dd40b47c34a21307ea1492f7a21e00e5', 1825, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (499, 'dd40b47c34a21307ea1492f7a21e00e5', 1826, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (500, 'dd40b47c34a21307ea1492f7a21e00e5', 1827, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (501, 'dd40b47c34a21307ea1492f7a21e00e5', 1828, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (502, 'dd40b47c34a21307ea1492f7a21e00e5', 1829, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (503, 'dd40b47c34a21307ea1492f7a21e00e5', 1830, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (504, 'dd40b47c34a21307ea1492f7a21e00e5', 1831, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (505, 'dd40b47c34a21307ea1492f7a21e00e5', 1833, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (506, 'dd40b47c34a21307ea1492f7a21e00e5', 1835, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (507, 'dd40b47c34a21307ea1492f7a21e00e5', 1837, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (508, 'dd40b47c34a21307ea1492f7a21e00e5', 1838, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (509, 'dd40b47c34a21307ea1492f7a21e00e5', 1840, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (510, 'dd40b47c34a21307ea1492f7a21e00e5', 1842, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0); INSERT INTO `wp_ultimate_csv_importer_log_values` (`id`, `eventKey`, `recordId`, `module`, `method_of_import`, `log_message`, `imported_time`, `mode_of_import`, `sequence`, `status`, `assigned_user_id`, `imported_by`) VALUES (511, 'dd40b47c34a21307ea1492f7a21e00e5', 1843, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (512, 'dd40b47c34a21307ea1492f7a21e00e5', 1844, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (513, 'dd40b47c34a21307ea1492f7a21e00e5', 1845, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (514, 'dd40b47c34a21307ea1492f7a21e00e5', 1846, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (515, 'dd40b47c34a21307ea1492f7a21e00e5', 1847, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (516, 'dd40b47c34a21307ea1492f7a21e00e5', 1848, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (517, 'dd40b47c34a21307ea1492f7a21e00e5', 1849, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (518, 'dd40b47c34a21307ea1492f7a21e00e5', 1850, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (519, 'dd40b47c34a21307ea1492f7a21e00e5', 1851, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (520, 'dd40b47c34a21307ea1492f7a21e00e5', 1852, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (521, 'dd40b47c34a21307ea1492f7a21e00e5', 1853, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (522, 'dd40b47c34a21307ea1492f7a21e00e5', 1854, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (523, 'dd40b47c34a21307ea1492f7a21e00e5', 1855, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (524, 'dd40b47c34a21307ea1492f7a21e00e5', 1856, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (525, 'dd40b47c34a21307ea1492f7a21e00e5', 1857, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (526, 'dd40b47c34a21307ea1492f7a21e00e5', 1858, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (527, 'dd40b47c34a21307ea1492f7a21e00e5', 1860, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (528, 'dd40b47c34a21307ea1492f7a21e00e5', 1861, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (529, 'dd40b47c34a21307ea1492f7a21e00e5', 1862, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (530, 'dd40b47c34a21307ea1492f7a21e00e5', 1863, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (531, 'dd40b47c34a21307ea1492f7a21e00e5', 1864, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (532, 'dd40b47c34a21307ea1492f7a21e00e5', 1865, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (533, 'dd40b47c34a21307ea1492f7a21e00e5', 1866, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (534, 'dd40b47c34a21307ea1492f7a21e00e5', 1867, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (535, 'dd40b47c34a21307ea1492f7a21e00e5', 1868, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (536, 'dd40b47c34a21307ea1492f7a21e00e5', 1869, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (537, 'dd40b47c34a21307ea1492f7a21e00e5', 1870, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (538, 'dd40b47c34a21307ea1492f7a21e00e5', 1871, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (539, 'dd40b47c34a21307ea1492f7a21e00e5', 1872, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (540, 'dd40b47c34a21307ea1492f7a21e00e5', 1874, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (541, 'dd40b47c34a21307ea1492f7a21e00e5', 1875, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (542, 'dd40b47c34a21307ea1492f7a21e00e5', 1876, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (543, 'dd40b47c34a21307ea1492f7a21e00e5', 1877, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (544, 'dd40b47c34a21307ea1492f7a21e00e5', 1878, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (545, 'dd40b47c34a21307ea1492f7a21e00e5', 1879, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (546, 'dd40b47c34a21307ea1492f7a21e00e5', 1880, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (547, 'dd40b47c34a21307ea1492f7a21e00e5', 1881, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (548, 'dd40b47c34a21307ea1492f7a21e00e5', 1882, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (549, 'dd40b47c34a21307ea1492f7a21e00e5', 1884, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (550, 'dd40b47c34a21307ea1492f7a21e00e5', 1885, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (551, 'dd40b47c34a21307ea1492f7a21e00e5', 1886, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (552, 'dd40b47c34a21307ea1492f7a21e00e5', 1887, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (553, 'dd40b47c34a21307ea1492f7a21e00e5', 1888, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (554, 'dd40b47c34a21307ea1492f7a21e00e5', 1889, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (555, 'dd40b47c34a21307ea1492f7a21e00e5', 1890, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (556, 'dd40b47c34a21307ea1492f7a21e00e5', 1891, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (557, 'dd40b47c34a21307ea1492f7a21e00e5', 1892, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (558, 'dd40b47c34a21307ea1492f7a21e00e5', 1893, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (559, 'dd40b47c34a21307ea1492f7a21e00e5', 1894, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (560, 'dd40b47c34a21307ea1492f7a21e00e5', 1898, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (561, 'dd40b47c34a21307ea1492f7a21e00e5', 1900, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (562, 'dd40b47c34a21307ea1492f7a21e00e5', 1902, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (563, 'dd40b47c34a21307ea1492f7a21e00e5', 1903, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (564, 'dd40b47c34a21307ea1492f7a21e00e5', 1904, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (565, 'dd40b47c34a21307ea1492f7a21e00e5', 1905, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (566, 'dd40b47c34a21307ea1492f7a21e00e5', 1906, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (567, 'dd40b47c34a21307ea1492f7a21e00e5', 1908, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (568, 'dd40b47c34a21307ea1492f7a21e00e5', 1909, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (569, 'dd40b47c34a21307ea1492f7a21e00e5', 1910, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (570, 'dd40b47c34a21307ea1492f7a21e00e5', 1911, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (571, 'dd40b47c34a21307ea1492f7a21e00e5', 1912, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (572, 'dd40b47c34a21307ea1492f7a21e00e5', 1913, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (573, 'dd40b47c34a21307ea1492f7a21e00e5', 1914, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (574, 'dd40b47c34a21307ea1492f7a21e00e5', 1915, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (575, 'dd40b47c34a21307ea1492f7a21e00e5', 1916, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (576, 'dd40b47c34a21307ea1492f7a21e00e5', 1918, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (577, 'dd40b47c34a21307ea1492f7a21e00e5', 1919, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (578, 'dd40b47c34a21307ea1492f7a21e00e5', 1920, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (579, 'dd40b47c34a21307ea1492f7a21e00e5', 1922, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (580, 'dd40b47c34a21307ea1492f7a21e00e5', 1924, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (581, 'dd40b47c34a21307ea1492f7a21e00e5', 1926, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (582, 'dd40b47c34a21307ea1492f7a21e00e5', 1928, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (583, 'dd40b47c34a21307ea1492f7a21e00e5', 1929, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (584, 'dd40b47c34a21307ea1492f7a21e00e5', 1930, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (585, 'dd40b47c34a21307ea1492f7a21e00e5', 1932, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (586, 'dd40b47c34a21307ea1492f7a21e00e5', 1933, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (587, 'dd40b47c34a21307ea1492f7a21e00e5', 1935, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (588, 'dd40b47c34a21307ea1492f7a21e00e5', 1937, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (589, 'dd40b47c34a21307ea1492f7a21e00e5', 1938, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (590, 'dd40b47c34a21307ea1492f7a21e00e5', 1939, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (591, 'dd40b47c34a21307ea1492f7a21e00e5', 1941, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (592, 'dd40b47c34a21307ea1492f7a21e00e5', 1942, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (593, 'dd40b47c34a21307ea1492f7a21e00e5', 1944, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (594, 'dd40b47c34a21307ea1492f7a21e00e5', 1946, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (595, 'dd40b47c34a21307ea1492f7a21e00e5', 1948, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (596, 'dd40b47c34a21307ea1492f7a21e00e5', 1949, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (597, 'dd40b47c34a21307ea1492f7a21e00e5', 1951, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (598, 'dd40b47c34a21307ea1492f7a21e00e5', 1953, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (599, 'dd40b47c34a21307ea1492f7a21e00e5', 1954, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (600, 'dd40b47c34a21307ea1492f7a21e00e5', 1956, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (601, 'dd40b47c34a21307ea1492f7a21e00e5', 1957, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (602, 'dd40b47c34a21307ea1492f7a21e00e5', 1958, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (603, 'dd40b47c34a21307ea1492f7a21e00e5', 1959, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (604, 'dd40b47c34a21307ea1492f7a21e00e5', 1960, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (605, 'dd40b47c34a21307ea1492f7a21e00e5', 1962, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (606, 'dd40b47c34a21307ea1492f7a21e00e5', 1963, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (607, 'dd40b47c34a21307ea1492f7a21e00e5', 1964, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (608, 'dd40b47c34a21307ea1492f7a21e00e5', 1965, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (609, 'dd40b47c34a21307ea1492f7a21e00e5', 1966, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (610, 'dd40b47c34a21307ea1492f7a21e00e5', 1967, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (611, 'dd40b47c34a21307ea1492f7a21e00e5', 1968, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (612, 'dd40b47c34a21307ea1492f7a21e00e5', 1969, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (613, 'dd40b47c34a21307ea1492f7a21e00e5', 1970, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (614, 'dd40b47c34a21307ea1492f7a21e00e5', 1972, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (615, 'dd40b47c34a21307ea1492f7a21e00e5', 1973, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (616, 'dd40b47c34a21307ea1492f7a21e00e5', 1974, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (617, 'dd40b47c34a21307ea1492f7a21e00e5', 1975, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (618, 'dd40b47c34a21307ea1492f7a21e00e5', 1977, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (619, 'dd40b47c34a21307ea1492f7a21e00e5', 1978, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (620, 'dd40b47c34a21307ea1492f7a21e00e5', 1979, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (621, 'dd40b47c34a21307ea1492f7a21e00e5', 1980, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (622, 'dd40b47c34a21307ea1492f7a21e00e5', 1981, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (623, 'dd40b47c34a21307ea1492f7a21e00e5', 1982, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (624, 'dd40b47c34a21307ea1492f7a21e00e5', 1983, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (625, 'dd40b47c34a21307ea1492f7a21e00e5', 1984, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (626, 'dd40b47c34a21307ea1492f7a21e00e5', 1985, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (627, 'dd40b47c34a21307ea1492f7a21e00e5', 1987, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (628, 'dd40b47c34a21307ea1492f7a21e00e5', 1988, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (629, 'dd40b47c34a21307ea1492f7a21e00e5', 1990, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (630, 'dd40b47c34a21307ea1492f7a21e00e5', 1992, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (631, 'dd40b47c34a21307ea1492f7a21e00e5', 1994, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (632, 'dd40b47c34a21307ea1492f7a21e00e5', 1996, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (633, 'dd40b47c34a21307ea1492f7a21e00e5', 1998, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (634, 'dd40b47c34a21307ea1492f7a21e00e5', 2000, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (635, 'dd40b47c34a21307ea1492f7a21e00e5', 2002, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (636, 'dd40b47c34a21307ea1492f7a21e00e5', 2004, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (637, 'dd40b47c34a21307ea1492f7a21e00e5', 2007, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (638, 'dd40b47c34a21307ea1492f7a21e00e5', 2009, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (639, 'dd40b47c34a21307ea1492f7a21e00e5', 2011, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (640, 'dd40b47c34a21307ea1492f7a21e00e5', 2012, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (641, 'dd40b47c34a21307ea1492f7a21e00e5', 2014, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (642, 'dd40b47c34a21307ea1492f7a21e00e5', 2017, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (643, 'dd40b47c34a21307ea1492f7a21e00e5', 2019, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (644, 'dd40b47c34a21307ea1492f7a21e00e5', 2020, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (645, 'dd40b47c34a21307ea1492f7a21e00e5', 2022, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (646, 'dd40b47c34a21307ea1492f7a21e00e5', 2023, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (647, 'dd40b47c34a21307ea1492f7a21e00e5', 2025, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (648, 'dd40b47c34a21307ea1492f7a21e00e5', 2027, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (649, 'dd40b47c34a21307ea1492f7a21e00e5', 2028, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (650, 'dd40b47c34a21307ea1492f7a21e00e5', 2030, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (651, 'dd40b47c34a21307ea1492f7a21e00e5', 2032, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (652, 'dd40b47c34a21307ea1492f7a21e00e5', 2034, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (653, 'dd40b47c34a21307ea1492f7a21e00e5', 2036, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (654, 'dd40b47c34a21307ea1492f7a21e00e5', 2037, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (655, 'dd40b47c34a21307ea1492f7a21e00e5', 2039, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (656, 'dd40b47c34a21307ea1492f7a21e00e5', 2040, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (657, 'dd40b47c34a21307ea1492f7a21e00e5', 2041, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (658, 'dd40b47c34a21307ea1492f7a21e00e5', 2042, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (659, 'dd40b47c34a21307ea1492f7a21e00e5', 2043, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (660, 'dd40b47c34a21307ea1492f7a21e00e5', 2045, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (661, 'dd40b47c34a21307ea1492f7a21e00e5', 2047, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (662, 'dd40b47c34a21307ea1492f7a21e00e5', 2048, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (663, 'dd40b47c34a21307ea1492f7a21e00e5', 2051, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (664, 'dd40b47c34a21307ea1492f7a21e00e5', 2053, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (665, 'dd40b47c34a21307ea1492f7a21e00e5', 2054, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (666, 'dd40b47c34a21307ea1492f7a21e00e5', 2056, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (667, 'dd40b47c34a21307ea1492f7a21e00e5', 2057, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (668, 'dd40b47c34a21307ea1492f7a21e00e5', 2059, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (669, 'dd40b47c34a21307ea1492f7a21e00e5', 2061, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (670, 'dd40b47c34a21307ea1492f7a21e00e5', 2063, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (671, 'dd40b47c34a21307ea1492f7a21e00e5', 2064, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (672, 'dd40b47c34a21307ea1492f7a21e00e5', 2066, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (673, 'dd40b47c34a21307ea1492f7a21e00e5', 2068, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (674, 'dd40b47c34a21307ea1492f7a21e00e5', 2070, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (675, 'dd40b47c34a21307ea1492f7a21e00e5', 2073, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (676, 'dd40b47c34a21307ea1492f7a21e00e5', 2075, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (677, 'dd40b47c34a21307ea1492f7a21e00e5', 2076, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (678, 'dd40b47c34a21307ea1492f7a21e00e5', 2078, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (679, 'dd40b47c34a21307ea1492f7a21e00e5', 2079, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (680, 'dd40b47c34a21307ea1492f7a21e00e5', 2080, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (681, 'dd40b47c34a21307ea1492f7a21e00e5', 2081, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (682, 'dd40b47c34a21307ea1492f7a21e00e5', 2082, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (683, 'dd40b47c34a21307ea1492f7a21e00e5', 2083, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (684, 'dd40b47c34a21307ea1492f7a21e00e5', 2084, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (685, 'dd40b47c34a21307ea1492f7a21e00e5', 2085, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (686, 'dd40b47c34a21307ea1492f7a21e00e5', 2086, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (687, 'dd40b47c34a21307ea1492f7a21e00e5', 2087, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (688, 'dd40b47c34a21307ea1492f7a21e00e5', 2088, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (689, 'dd40b47c34a21307ea1492f7a21e00e5', 2091, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (690, 'dd40b47c34a21307ea1492f7a21e00e5', 2093, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (691, 'dd40b47c34a21307ea1492f7a21e00e5', 2094, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (692, 'dd40b47c34a21307ea1492f7a21e00e5', 2096, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (693, 'dd40b47c34a21307ea1492f7a21e00e5', 2097, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (694, 'dd40b47c34a21307ea1492f7a21e00e5', 2098, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (695, 'dd40b47c34a21307ea1492f7a21e00e5', 2099, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (696, 'dd40b47c34a21307ea1492f7a21e00e5', 2100, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (697, 'dd40b47c34a21307ea1492f7a21e00e5', 2101, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (698, 'dd40b47c34a21307ea1492f7a21e00e5', 2102, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (699, 'dd40b47c34a21307ea1492f7a21e00e5', 2103, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (700, 'dd40b47c34a21307ea1492f7a21e00e5', 2104, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (701, 'dd40b47c34a21307ea1492f7a21e00e5', 2105, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (702, 'dd40b47c34a21307ea1492f7a21e00e5', 2106, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (703, 'dd40b47c34a21307ea1492f7a21e00e5', 2107, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (704, 'dd40b47c34a21307ea1492f7a21e00e5', 2109, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (705, 'dd40b47c34a21307ea1492f7a21e00e5', 2110, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (706, 'dd40b47c34a21307ea1492f7a21e00e5', 2112, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (707, 'dd40b47c34a21307ea1492f7a21e00e5', 2115, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (708, 'dd40b47c34a21307ea1492f7a21e00e5', 2116, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (709, 'dd40b47c34a21307ea1492f7a21e00e5', 2117, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (710, 'dd40b47c34a21307ea1492f7a21e00e5', 2118, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (711, 'dd40b47c34a21307ea1492f7a21e00e5', 2119, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (712, 'dd40b47c34a21307ea1492f7a21e00e5', 2120, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (713, 'dd40b47c34a21307ea1492f7a21e00e5', 2121, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (714, 'dd40b47c34a21307ea1492f7a21e00e5', 2122, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (715, 'dd40b47c34a21307ea1492f7a21e00e5', 2123, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (716, 'dd40b47c34a21307ea1492f7a21e00e5', 2124, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (717, 'dd40b47c34a21307ea1492f7a21e00e5', 2125, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (718, 'dd40b47c34a21307ea1492f7a21e00e5', 2126, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (719, 'dd40b47c34a21307ea1492f7a21e00e5', 2127, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (720, 'dd40b47c34a21307ea1492f7a21e00e5', 2128, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (721, 'dd40b47c34a21307ea1492f7a21e00e5', 2129, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (722, 'dd40b47c34a21307ea1492f7a21e00e5', 2131, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (723, 'dd40b47c34a21307ea1492f7a21e00e5', 2132, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (724, 'dd40b47c34a21307ea1492f7a21e00e5', 2133, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (725, 'dd40b47c34a21307ea1492f7a21e00e5', 2134, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (726, 'dd40b47c34a21307ea1492f7a21e00e5', 2135, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (727, 'dd40b47c34a21307ea1492f7a21e00e5', 2136, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (728, 'dd40b47c34a21307ea1492f7a21e00e5', 2137, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (729, 'dd40b47c34a21307ea1492f7a21e00e5', 2138, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (730, 'dd40b47c34a21307ea1492f7a21e00e5', 2139, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (731, 'dd40b47c34a21307ea1492f7a21e00e5', 2140, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (732, 'dd40b47c34a21307ea1492f7a21e00e5', 2141, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (733, 'dd40b47c34a21307ea1492f7a21e00e5', 2142, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (734, 'dd40b47c34a21307ea1492f7a21e00e5', 2143, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (735, 'dd40b47c34a21307ea1492f7a21e00e5', 2144, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (736, 'dd40b47c34a21307ea1492f7a21e00e5', 2145, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (737, 'dd40b47c34a21307ea1492f7a21e00e5', 2146, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (738, 'dd40b47c34a21307ea1492f7a21e00e5', 2147, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (739, 'dd40b47c34a21307ea1492f7a21e00e5', 2148, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (740, 'dd40b47c34a21307ea1492f7a21e00e5', 2149, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (741, 'dd40b47c34a21307ea1492f7a21e00e5', 2150, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (742, 'dd40b47c34a21307ea1492f7a21e00e5', 2151, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (743, 'dd40b47c34a21307ea1492f7a21e00e5', 2152, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (744, 'dd40b47c34a21307ea1492f7a21e00e5', 2153, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (745, 'dd40b47c34a21307ea1492f7a21e00e5', 2154, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (746, 'dd40b47c34a21307ea1492f7a21e00e5', 2155, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (747, 'dd40b47c34a21307ea1492f7a21e00e5', 2156, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (748, 'dd40b47c34a21307ea1492f7a21e00e5', 2157, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (749, 'dd40b47c34a21307ea1492f7a21e00e5', 2158, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (750, 'dd40b47c34a21307ea1492f7a21e00e5', 2159, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (751, 'dd40b47c34a21307ea1492f7a21e00e5', 2160, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (752, 'dd40b47c34a21307ea1492f7a21e00e5', 2161, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (753, 'dd40b47c34a21307ea1492f7a21e00e5', 2162, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (754, 'dd40b47c34a21307ea1492f7a21e00e5', 2163, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (755, 'dd40b47c34a21307ea1492f7a21e00e5', 2164, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (756, 'dd40b47c34a21307ea1492f7a21e00e5', 2165, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (757, 'dd40b47c34a21307ea1492f7a21e00e5', 2166, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (758, 'dd40b47c34a21307ea1492f7a21e00e5', 2167, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (759, 'dd40b47c34a21307ea1492f7a21e00e5', 2168, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (760, 'dd40b47c34a21307ea1492f7a21e00e5', 2169, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (761, 'dd40b47c34a21307ea1492f7a21e00e5', 2170, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (762, 'dd40b47c34a21307ea1492f7a21e00e5', 2171, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (763, 'dd40b47c34a21307ea1492f7a21e00e5', 2172, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (764, 'dd40b47c34a21307ea1492f7a21e00e5', 2173, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (765, 'dd40b47c34a21307ea1492f7a21e00e5', 2174, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (766, 'dd40b47c34a21307ea1492f7a21e00e5', 2175, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (767, 'dd40b47c34a21307ea1492f7a21e00e5', 2176, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (768, 'dd40b47c34a21307ea1492f7a21e00e5', 2177, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (769, 'dd40b47c34a21307ea1492f7a21e00e5', 2179, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (770, 'dd40b47c34a21307ea1492f7a21e00e5', 2181, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (771, 'dd40b47c34a21307ea1492f7a21e00e5', 2183, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (772, 'dd40b47c34a21307ea1492f7a21e00e5', 2184, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (773, 'dd40b47c34a21307ea1492f7a21e00e5', 2185, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (774, 'dd40b47c34a21307ea1492f7a21e00e5', 2186, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (775, 'dd40b47c34a21307ea1492f7a21e00e5', 2187, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (776, 'dd40b47c34a21307ea1492f7a21e00e5', 2188, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (777, 'dd40b47c34a21307ea1492f7a21e00e5', 2189, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (778, 'dd40b47c34a21307ea1492f7a21e00e5', 2190, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (779, 'dd40b47c34a21307ea1492f7a21e00e5', 2191, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (780, 'dd40b47c34a21307ea1492f7a21e00e5', 2192, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (781, 'dd40b47c34a21307ea1492f7a21e00e5', 2193, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (782, 'dd40b47c34a21307ea1492f7a21e00e5', 2194, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (783, 'dd40b47c34a21307ea1492f7a21e00e5', 2196, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (784, 'dd40b47c34a21307ea1492f7a21e00e5', 2197, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (785, 'dd40b47c34a21307ea1492f7a21e00e5', 2199, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (786, 'dd40b47c34a21307ea1492f7a21e00e5', 2201, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (787, 'dd40b47c34a21307ea1492f7a21e00e5', 2206, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (788, 'dd40b47c34a21307ea1492f7a21e00e5', 2209, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (789, 'dd40b47c34a21307ea1492f7a21e00e5', 2212, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (790, 'dd40b47c34a21307ea1492f7a21e00e5', 2213, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (791, 'dd40b47c34a21307ea1492f7a21e00e5', 2216, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (792, 'dd40b47c34a21307ea1492f7a21e00e5', 2219, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (793, 'dd40b47c34a21307ea1492f7a21e00e5', 2220, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (794, 'dd40b47c34a21307ea1492f7a21e00e5', 2223, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (795, 'dd40b47c34a21307ea1492f7a21e00e5', 2226, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (796, 'dd40b47c34a21307ea1492f7a21e00e5', 2228, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (797, 'dd40b47c34a21307ea1492f7a21e00e5', 2232, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (798, 'dd40b47c34a21307ea1492f7a21e00e5', 2234, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (799, 'dd40b47c34a21307ea1492f7a21e00e5', 2237, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (800, 'dd40b47c34a21307ea1492f7a21e00e5', 2240, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (801, 'dd40b47c34a21307ea1492f7a21e00e5', 2242, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (802, 'dd40b47c34a21307ea1492f7a21e00e5', 2249, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (803, 'dd40b47c34a21307ea1492f7a21e00e5', 2253, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (804, 'dd40b47c34a21307ea1492f7a21e00e5', 2258, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (805, 'dd40b47c34a21307ea1492f7a21e00e5', 2264, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (806, 'dd40b47c34a21307ea1492f7a21e00e5', 2267, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (807, 'dd40b47c34a21307ea1492f7a21e00e5', 2270, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (808, 'dd40b47c34a21307ea1492f7a21e00e5', 2273, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (809, 'dd40b47c34a21307ea1492f7a21e00e5', 2275, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (810, 'dd40b47c34a21307ea1492f7a21e00e5', 2277, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (811, 'dd40b47c34a21307ea1492f7a21e00e5', 2278, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (812, 'dd40b47c34a21307ea1492f7a21e00e5', 2279, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (813, 'dd40b47c34a21307ea1492f7a21e00e5', 2280, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (814, 'dd40b47c34a21307ea1492f7a21e00e5', 2281, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (815, 'dd40b47c34a21307ea1492f7a21e00e5', 2282, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (816, 'dd40b47c34a21307ea1492f7a21e00e5', 2283, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (817, 'dd40b47c34a21307ea1492f7a21e00e5', 2284, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (818, 'dd40b47c34a21307ea1492f7a21e00e5', 2285, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (819, 'dd40b47c34a21307ea1492f7a21e00e5', 2286, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (820, 'dd40b47c34a21307ea1492f7a21e00e5', 2287, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (821, 'dd40b47c34a21307ea1492f7a21e00e5', 2288, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (822, 'dd40b47c34a21307ea1492f7a21e00e5', 2289, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (823, 'dd40b47c34a21307ea1492f7a21e00e5', 2290, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (824, 'dd40b47c34a21307ea1492f7a21e00e5', 2291, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (825, 'dd40b47c34a21307ea1492f7a21e00e5', 2292, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (826, 'dd40b47c34a21307ea1492f7a21e00e5', 2293, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (827, 'dd40b47c34a21307ea1492f7a21e00e5', 2294, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (828, 'dd40b47c34a21307ea1492f7a21e00e5', 2295, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (829, 'dd40b47c34a21307ea1492f7a21e00e5', 2296, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (830, 'dd40b47c34a21307ea1492f7a21e00e5', 2297, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (831, 'dd40b47c34a21307ea1492f7a21e00e5', 2298, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (832, 'dd40b47c34a21307ea1492f7a21e00e5', 2299, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (833, 'dd40b47c34a21307ea1492f7a21e00e5', 2300, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (834, 'dd40b47c34a21307ea1492f7a21e00e5', 2301, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (835, 'dd40b47c34a21307ea1492f7a21e00e5', 2302, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (836, 'dd40b47c34a21307ea1492f7a21e00e5', 2303, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (837, 'dd40b47c34a21307ea1492f7a21e00e5', 2304, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (838, 'dd40b47c34a21307ea1492f7a21e00e5', 2305, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (839, 'dd40b47c34a21307ea1492f7a21e00e5', 2306, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (840, 'dd40b47c34a21307ea1492f7a21e00e5', 2307, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (841, 'dd40b47c34a21307ea1492f7a21e00e5', 2308, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (842, 'dd40b47c34a21307ea1492f7a21e00e5', 2309, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0), (843, 'dd40b47c34a21307ea1492f7a21e00e5', 2310, 'CustomPosts', '', '', '', 'Insert', '', '', 0, 0); -- -------------------------------------------------------- -- -- Table structure for table `wp_ultimate_csv_importer_manageshortcodes` -- CREATE TABLE `wp_ultimate_csv_importer_manageshortcodes` ( `id` int(11) NOT NULL, `pID` int(20) DEFAULT NULL, `shortcode` varchar(110) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `eventkey` varchar(60) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `mode_of_code` varchar(20) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `module` varchar(20) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `populate_status` int(5) DEFAULT '1' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_ultimate_csv_importer_shortcodes_statusrel` -- CREATE TABLE `wp_ultimate_csv_importer_shortcodes_statusrel` ( `id` int(11) NOT NULL, `eventkey` varchar(60) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `shortcodes_count` int(20) DEFAULT NULL, `shortcode_mode` varchar(20) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `current_status` varchar(20) COLLATE utf8mb4_unicode_ci DEFAULT 'Pending' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_usermeta` -- CREATE TABLE `wp_usermeta` ( `umeta_id` bigint(20) UNSIGNED NOT NULL, `user_id` bigint(20) UNSIGNED NOT NULL DEFAULT '0', `meta_key` varchar(255) COLLATE utf8mb4_unicode_ci DEFAULT NULL, `meta_value` longtext COLLATE utf8mb4_unicode_ci ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_usermeta` -- INSERT INTO `wp_usermeta` (`umeta_id`, `user_id`, `meta_key`, `meta_value`) VALUES (1, 1, 'nickname', 'dustin_longstreth'), (2, 1, 'first_name', 'Dustin'), (3, 1, 'last_name', 'Longstreth'), (4, 1, 'description', 'As Strategy Group Director at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.'), (5, 1, 'rich_editing', 'true'), (6, 1, 'syntax_highlighting', 'true'), (7, 1, 'comment_shortcuts', 'false'), (8, 1, 'admin_color', 'fresh'), (9, 1, 'use_ssl', '0'), (10, 1, 'show_admin_bar_front', 'true'), (11, 1, 'locale', ''), (12, 1, 'wp_capabilities', 'a:1:{s:13:\"administrator\";b:1;}'), (13, 1, 'wp_user_level', '10'), (14, 1, 'dismissed_wp_pointers', 'wp496_privacy,custom-post-type-permalinks-settings'), (15, 1, 'show_welcome_panel', '1'), (16, 1, 'session_tokens', 'a:4:{s:64:\"4f47d0d1413f26544c93d15496d8d16b0060612556f0e46887dadf2ebabacff7\";a:4:{s:10:\"expiration\";i:1538571968;s:2:\"ip\";s:14:\"187.113.64.154\";s:2:\"ua\";s:121:\"Mozilla/5.0 (Macintosh; Intel Mac OS X 10_13_6) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/69.0.3497.100 Safari/537.36\";s:5:\"login\";i:1538399168;}s:64:\"d8c08507ebdf9ce2d95cc83b7a97c921f5de16c8bb39f7a2b10bfa2cd872d0c8\";a:4:{s:10:\"expiration\";i:1538582535;s:2:\"ip\";s:14:\"191.177.184.88\";s:2:\"ua\";s:115:\"Mozilla/5.0 (Windows NT 10.0; Win64; x64) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/69.0.3497.100 Safari/537.36\";s:5:\"login\";i:1538409735;}s:64:\"56f7364f7017b793bc67f342c0fbc49af42da1c05f5196962502f79e756340fa\";a:4:{s:10:\"expiration\";i:1538602874;s:2:\"ip\";s:14:\"187.113.64.154\";s:2:\"ua\";s:121:\"Mozilla/5.0 (Macintosh; Intel Mac OS X 10_13_6) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/69.0.3497.100 Safari/537.36\";s:5:\"login\";i:1538430074;}s:64:\"bff101b413c3b11c738e8c6772dbf39e35673a3af1936894cfb7d36510fa152c\";a:4:{s:10:\"expiration\";i:1538603421;s:2:\"ip\";s:14:\"191.177.184.88\";s:2:\"ua\";s:115:\"Mozilla/5.0 (Windows NT 10.0; Win64; x64) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/69.0.3497.100 Safari/537.36\";s:5:\"login\";i:1538430621;}}'), (17, 1, 'wp_dashboard_quick_press_last_post_id', '621'), (18, 1, 'community-events-location', 'a:1:{s:2:\"ip\";s:13:\"191.177.184.0\";}'), (19, 1, 'managenav-menuscolumnshidden', 'a:5:{i:0;s:11:\"link-target\";i:1;s:11:\"css-classes\";i:2;s:3:\"xfn\";i:3;s:11:\"description\";i:4;s:15:\"title-attribute\";}'), (20, 1, 'metaboxhidden_nav-menus', 'a:1:{i:0;s:12:\"add-post_tag\";}'), (21, 1, 'wp_user-settings', 'editor=tinymce&libraryContent=browse&hidetb=1'), (22, 1, 'wp_user-settings-time', '1538402895'), (23, 1, 'nav_menu_recently_edited', '2'), (24, 1, 'closedpostboxes_thinking', 'a:0:{}'), (25, 1, 'metaboxhidden_thinking', 'a:23:{i:0;s:9:\"formatdiv\";i:1;s:13:\"pageparentdiv\";i:2;s:7:\"acf_120\";i:3;s:7:\"acf_119\";i:4;s:7:\"acf_406\";i:5;s:7:\"acf_522\";i:6;s:7:\"acf_393\";i:7;s:7:\"acf_431\";i:8;s:7:\"acf_136\";i:9;s:7:\"acf_114\";i:10;s:7:\"acf_282\";i:11;s:7:\"acf_383\";i:12;s:7:\"acf_372\";i:13;s:7:\"acf_261\";i:14;s:7:\"acf_280\";i:15;s:12:\"revisionsdiv\";i:16;s:11:\"postexcerpt\";i:17;s:13:\"trackbacksdiv\";i:18;s:10:\"postcustom\";i:19;s:16:\"commentstatusdiv\";i:20;s:11:\"commentsdiv\";i:21;s:7:\"slugdiv\";i:22;s:11:\"crp_metabox\";}'), (26, 1, 'facebook', 'http://facebook.com'), (27, 1, 'twitter', 'http://twitter.com'), (28, 1, 'googleplus', ''), (29, 1, 'linkedin', 'http://linkedin.com'), (30, 1, 'flickr', ''), (31, 1, 'tumblr', ''), (32, 1, 'vimeo', ''), (33, 1, 'youtube', ''), (34, 1, 'instagram', 'http://instagram.com'), (35, 1, 'pinterest', ''), (36, 1, 'author_position', 'Chief Marketing & Strategy Officer'), (37, 1, '_author_position', 'field_5b202f6de090e'), (38, 1, 'author_linkedin', 'http://linkedin.com'), (39, 1, '_author_linkedin', 'field_5b202f04e090d'), (40, 1, 'author_twitter', 'http://twitter.com'), (41, 1, '_author_twitter', 'field_5b20307718fd8'), (42, 1, 'author_instagram', 'http://instagram.com'), (43, 1, '_author_instagram', 'field_5b20308b18fd9'), (44, 1, 'author_facebook', 'http://facebook.com'), (45, 1, '_author_facebook', 'field_5b2030a518fda'), (46, 1, 'position', 'Chief Marketing & Strategy Officer'), (47, 1, '_position', 'field_5b202f6de090e'), (48, 1, '_linkedin', 'field_5b202f04e090d'), (49, 1, '_twitter', 'field_5b20307718fd8'), (50, 1, '_instagram', 'field_5b20308b18fd9'), (51, 1, '_facebook', 'field_5b2030a518fda'), (52, 1, 'closedpostboxes_page', 'a:0:{}'), (53, 1, 'metaboxhidden_page', 'a:21:{i:0;s:13:\"pageparentdiv\";i:1;s:12:\"postimagediv\";i:2;s:7:\"acf_120\";i:3;s:7:\"acf_119\";i:4;s:7:\"acf_406\";i:5;s:7:\"acf_393\";i:6;s:7:\"acf_431\";i:7;s:7:\"acf_136\";i:8;s:7:\"acf_286\";i:9;s:7:\"acf_114\";i:10;s:7:\"acf_282\";i:11;s:7:\"acf_383\";i:12;s:7:\"acf_372\";i:13;s:7:\"acf_261\";i:14;s:12:\"revisionsdiv\";i:15;s:10:\"postcustom\";i:16;s:16:\"commentstatusdiv\";i:17;s:11:\"commentsdiv\";i:18;s:7:\"slugdiv\";i:19;s:9:\"authordiv\";i:20;s:11:\"crp_metabox\";}'), (54, 1, 'closedpostboxes_position', 'a:0:{}'), (55, 1, 'metaboxhidden_position', 'a:13:{i:0;s:9:\"formatdiv\";i:1;s:13:\"pageparentdiv\";i:2;s:7:\"acf_120\";i:3;s:7:\"acf_119\";i:4;s:7:\"acf_114\";i:5;s:11:\"postexcerpt\";i:6;s:13:\"trackbacksdiv\";i:7;s:10:\"postcustom\";i:8;s:16:\"commentstatusdiv\";i:9;s:11:\"commentsdiv\";i:10;s:7:\"slugdiv\";i:11;s:9:\"authordiv\";i:12;s:11:\"crp_metabox\";}'), (56, 1, 'closedpostboxes_team', 'a:0:{}'), (57, 1, 'metaboxhidden_team', 'a:23:{i:0;s:9:\"formatdiv\";i:1;s:13:\"pageparentdiv\";i:2;s:7:\"acf_406\";i:3;s:7:\"acf_522\";i:4;s:7:\"acf_393\";i:5;s:7:\"acf_431\";i:6;s:7:\"acf_286\";i:7;s:7:\"acf_282\";i:8;s:7:\"acf_383\";i:9;s:7:\"acf_372\";i:10;s:7:\"acf_261\";i:11;s:7:\"acf_280\";i:12;s:7:\"acf_120\";i:13;s:7:\"acf_119\";i:14;s:11:\"postexcerpt\";i:15;s:7:\"acf_114\";i:16;s:13:\"trackbacksdiv\";i:17;s:10:\"postcustom\";i:18;s:16:\"commentstatusdiv\";i:19;s:11:\"commentsdiv\";i:20;s:7:\"slugdiv\";i:21;s:9:\"authordiv\";i:22;s:11:\"crp_metabox\";}'), (58, 1, 'meta-box-order_team', 'a:4:{s:15:\"acf_after_title\";s:0:\"\";s:4:\"side\";s:63:\"submitdiv,formatdiv,category-teamdiv,pageparentdiv,postimagediv\";s:6:\"normal\";s:115:\"acf_120,acf_119,postexcerpt,acf_136,acf_114,trackbacksdiv,postcustom,commentstatusdiv,commentsdiv,slugdiv,authordiv\";s:8:\"advanced\";s:11:\"crp_metabox\";}'), (59, 1, 'screen_layout_team', '2'), (60, 1, 'closedpostboxes_work', 'a:0:{}'), (61, 1, 'metaboxhidden_work', 'a:21:{i:0;s:9:\"formatdiv\";i:1;s:13:\"pageparentdiv\";i:2;s:7:\"acf_522\";i:3;s:7:\"acf_406\";i:4;s:7:\"acf_393\";i:5;s:7:\"acf_431\";i:6;s:7:\"acf_120\";i:7;s:7:\"acf_119\";i:8;s:7:\"acf_136\";i:9;s:7:\"acf_286\";i:10;s:7:\"acf_114\";i:11;s:7:\"acf_280\";i:12;s:12:\"revisionsdiv\";i:13;s:11:\"postexcerpt\";i:14;s:13:\"trackbacksdiv\";i:15;s:10:\"postcustom\";i:16;s:16:\"commentstatusdiv\";i:17;s:11:\"commentsdiv\";i:18;s:7:\"slugdiv\";i:19;s:9:\"authordiv\";i:20;s:11:\"crp_metabox\";}'), (62, 1, 'meta-box-order_work', 'a:4:{s:15:\"acf_after_title\";s:0:\"\";s:4:\"side\";s:63:\"submitdiv,formatdiv,category-workdiv,pageparentdiv,postimagediv\";s:6:\"normal\";s:208:\"acf_522,acf_406,acf_393,acf_431,acf_383,acf_120,acf_119,acf_136,acf_286,acf_114,acf_372,acf_282,acf_261,acf_280,revisionsdiv,postexcerpt,trackbacksdiv,postcustom,commentstatusdiv,commentsdiv,slugdiv,authordiv\";s:8:\"advanced\";s:11:\"crp_metabox\";}'), (63, 1, 'screen_layout_work', '2'), (64, 2, 'nickname', 'cbx'), (65, 2, 'first_name', 'CBX'), (66, 2, 'last_name', ''), (67, 2, 'description', ''), (68, 2, 'rich_editing', 'true'), (69, 2, 'syntax_highlighting', 'true'), (70, 2, 'comment_shortcuts', 'false'), (71, 2, 'admin_color', 'fresh'), (72, 2, 'use_ssl', '0'), (73, 2, 'show_admin_bar_front', 'true'), (74, 2, 'locale', ''), (75, 2, 'wp_capabilities', 'a:1:{s:13:\"administrator\";b:1;}'), (76, 2, 'wp_user_level', '10'), (77, 2, 'position', ''), (78, 2, '_position', 'field_5b202f6de090e'), (79, 2, 'linkedin', ''), (80, 2, '_linkedin', 'field_5b202f04e090d'), (81, 2, 'twitter', ''), (82, 2, '_twitter', 'field_5b20307718fd8'), (83, 2, 'instagram', ''), (84, 2, '_instagram', 'field_5b20308b18fd9'), (85, 2, 'facebook', ''), (86, 2, '_facebook', 'field_5b2030a518fda'), (87, 2, 'dismissed_wp_pointers', 'wp496_privacy'), (88, 2, 'session_tokens', 'a:7:{s:64:\"616867f9caa98ec382b4bbeac39bc1e3fd85ea14ef9d324b4f2aec96817c69d0\";a:4:{s:10:\"expiration\";i:1539358977;s:2:\"ip\";s:13:\"198.11.13.102\";s:2:\"ua\";s:120:\"Mozilla/5.0 (Macintosh; Intel Mac OS X 10_12_4) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/69.0.3497.92 Safari/537.36\";s:5:\"login\";i:1538149377;}s:64:\"c43dbebbae7f2bea973ba0a84364e415389e15cb9a83fe0d4e1156b97771488b\";a:4:{s:10:\"expiration\";i:1539380555;s:2:\"ip\";s:13:\"198.11.13.102\";s:2:\"ua\";s:120:\"Mozilla/5.0 (Macintosh; Intel Mac OS X 10_12_4) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/69.0.3497.92 Safari/537.36\";s:5:\"login\";i:1538170955;}s:64:\"78e1401c5e85b9283c661830244f45a670ea04a5e5b3fe00a6266ddc660a8e3f\";a:4:{s:10:\"expiration\";i:1538578613;s:2:\"ip\";s:13:\"198.11.13.102\";s:2:\"ua\";s:117:\"Mozilla/5.0 (Macintosh; Intel Mac OS X 10_12_6) AppleWebKit/605.1.15 (KHTML, like Gecko) Version/12.0 Safari/605.1.15\";s:5:\"login\";i:1538405813;}s:64:\"446428620be6180b5b7c0b53d29d523824317b12500e36f9e5a699c98c1d3088\";a:4:{s:10:\"expiration\";i:1539617282;s:2:\"ip\";s:13:\"198.11.13.102\";s:2:\"ua\";s:120:\"Mozilla/5.0 (Macintosh; Intel Mac OS X 10_12_4) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/69.0.3497.92 Safari/537.36\";s:5:\"login\";i:1538407682;}s:64:\"44e12b1f28dddb92f8b24a4d7bbe46b18801486891b52b439e637b3072e79685\";a:4:{s:10:\"expiration\";i:1538581957;s:2:\"ip\";s:14:\"72.227.236.180\";s:2:\"ua\";s:121:\"Mozilla/5.0 (Macintosh; Intel Mac OS X 10_13_6) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/69.0.3497.100 Safari/537.36\";s:5:\"login\";i:1538409157;}s:64:\"32289cdc4e2e6d7fa3de40a5191de8cd70465e232a2ca171b39ad7d7a139cc0d\";a:4:{s:10:\"expiration\";i:1539697186;s:2:\"ip\";s:13:\"198.11.13.102\";s:2:\"ua\";s:120:\"Mozilla/5.0 (Macintosh; Intel Mac OS X 10_12_4) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/69.0.3497.92 Safari/537.36\";s:5:\"login\";i:1538487586;}s:64:\"63604a30c05ca2ff9ec51c74b60d53e43eedad1e0ad74d69fdac432b8c809ca8\";a:4:{s:10:\"expiration\";i:1538677278;s:2:\"ip\";s:13:\"198.11.13.102\";s:2:\"ua\";s:117:\"Mozilla/5.0 (Macintosh; Intel Mac OS X 10_12_6) AppleWebKit/605.1.15 (KHTML, like Gecko) Version/12.0 Safari/605.1.15\";s:5:\"login\";i:1538504478;}}'), (89, 2, 'wp_user-settings', 'mfold=o&editor=tinymce&libraryContent=browse&hidetb=1'), (90, 2, 'wp_user-settings-time', '1530506321'), (91, 1, 'closedpostboxes_jobs', 'a:0:{}'), (92, 1, 'metaboxhidden_jobs', 'a:23:{i:0;s:9:\"formatdiv\";i:1;s:13:\"pageparentdiv\";i:2;s:7:\"acf_120\";i:3;s:7:\"acf_119\";i:4;s:7:\"acf_406\";i:5;s:7:\"acf_393\";i:6;s:7:\"acf_136\";i:7;s:7:\"acf_286\";i:8;s:7:\"acf_114\";i:9;s:7:\"acf_282\";i:10;s:7:\"acf_372\";i:11;s:7:\"acf_261\";i:12;s:7:\"acf_383\";i:13;s:7:\"acf_280\";i:14;s:12:\"revisionsdiv\";i:15;s:11:\"postexcerpt\";i:16;s:13:\"trackbacksdiv\";i:17;s:10:\"postcustom\";i:18;s:16:\"commentstatusdiv\";i:19;s:11:\"commentsdiv\";i:20;s:7:\"slugdiv\";i:21;s:9:\"authordiv\";i:22;s:11:\"crp_metabox\";}'), (93, 1, 'wpcf7_hide_welcome_panel_on', 'a:1:{i:0;s:3:\"4.9\";}'), (94, 2, 'wpcf7_hide_welcome_panel_on', 'a:1:{i:0;s:3:\"4.9\";}'), (95, 1, 'closedpostboxes_dashboard', 'a:0:{}'), (96, 1, 'metaboxhidden_dashboard', 'a:2:{i:0;s:27:\"uci_pro_dashboard_linechart\";i:1;s:26:\"uci_pro_dashboard_piechart\";}'), (97, 1, 'edit_thinking_per_page', '500'), (98, 2, 'wp_media_library_mode', 'list'), (99, 2, 'closedpostboxes_team', 'a:0:{}'), (100, 2, 'metaboxhidden_team', 'a:14:{i:0;s:7:\"acf_120\";i:1;s:7:\"acf_119\";i:2;s:7:\"acf_406\";i:3;s:7:\"acf_522\";i:4;s:7:\"acf_393\";i:5;s:7:\"acf_431\";i:6;s:7:\"acf_114\";i:7;s:7:\"acf_286\";i:8;s:7:\"acf_282\";i:9;s:7:\"acf_383\";i:10;s:7:\"acf_372\";i:11;s:7:\"acf_261\";i:12;s:7:\"acf_280\";i:13;s:7:\"slugdiv\";}'), (101, 3, 'nickname', 'aarduini'), (102, 3, 'first_name', 'Ali'), (103, 3, 'last_name', 'Arduini'), (104, 3, 'description', ''), (105, 3, 'rich_editing', 'true'), (106, 3, 'syntax_highlighting', 'true'), (107, 3, 'comment_shortcuts', 'false'), (108, 3, 'admin_color', 'fresh'), (109, 3, 'use_ssl', '0'), (110, 3, 'show_admin_bar_front', 'true'), (111, 3, 'locale', ''), (112, 3, 'wp_capabilities', 'a:1:{s:13:\"administrator\";b:1;}'), (113, 3, 'wp_user_level', '10'), (114, 3, 'position', 'Marketing Manager'), (115, 3, '_position', 'field_5b202f6de090e'), (116, 3, 'linkedin', ''), (117, 3, '_linkedin', 'field_5b202f04e090d'), (118, 3, 'twitter', ''), (119, 3, '_twitter', 'field_5b20307718fd8'), (120, 3, 'instagram', ''), (121, 3, '_instagram', 'field_5b20308b18fd9'), (122, 3, 'facebook', ''), (123, 3, '_facebook', 'field_5b2030a518fda'), (124, 3, 'dismissed_wp_pointers', 'wp496_privacy'), (125, 4, 'nickname', 'damien'), (126, 4, 'first_name', 'Damien'), (127, 4, 'last_name', 'Moore-Evans'), (128, 4, 'description', 'Damien is Engagement Director at CBX'), (129, 4, 'rich_editing', 'true'), (130, 4, 'syntax_highlighting', 'true'), (131, 4, 'comment_shortcuts', 'false'), (132, 4, 'admin_color', 'fresh'), (133, 4, 'use_ssl', '0'), (134, 4, 'show_admin_bar_front', 'true'), (135, 4, 'locale', ''), (136, 4, 'wp_capabilities', 'a:1:{s:6:\"author\";b:1;}'), (137, 4, 'wp_user_level', '2'), (138, 4, 'position', 'Engagement Director'), (139, 4, '_position', 'field_5b202f6de090e'), (140, 4, 'linkedin', 'https://www.linkedin.com/in/damien-moore-evans-bb665214/'), (141, 4, '_linkedin', 'field_5b202f04e090d'), (142, 4, 'twitter', ''), (143, 4, '_twitter', 'field_5b20307718fd8'), (144, 4, 'instagram', ''), (145, 4, '_instagram', 'field_5b20308b18fd9'), (146, 4, 'facebook', ''), (147, 4, '_facebook', 'field_5b2030a518fda'), (148, 4, 'dismissed_wp_pointers', 'wp496_privacy'), (149, 5, 'nickname', 'cpapale'), (150, 5, 'first_name', 'Christina'), (151, 5, 'last_name', 'Papale'), (152, 5, 'description', ''), (153, 5, 'rich_editing', 'true'), (154, 5, 'syntax_highlighting', 'true'), (155, 5, 'comment_shortcuts', 'false'), (156, 5, 'admin_color', 'fresh'), (157, 5, 'use_ssl', '0'), (158, 5, 'show_admin_bar_front', 'true'), (159, 5, 'locale', ''), (160, 5, 'wp_capabilities', 'a:1:{s:6:\"author\";b:1;}'), (161, 5, 'wp_user_level', '2'), (162, 5, 'position', 'VP/Director of Design Strategy'), (163, 5, '_position', 'field_5b202f6de090e'), (164, 5, 'linkedin', ''), (165, 5, '_linkedin', 'field_5b202f04e090d'), (166, 5, 'twitter', ''), (167, 5, '_twitter', 'field_5b20307718fd8'), (168, 5, 'instagram', ''), (169, 5, '_instagram', 'field_5b20308b18fd9'), (170, 5, 'facebook', ''), (171, 5, '_facebook', 'field_5b2030a518fda'), (172, 5, 'dismissed_wp_pointers', 'wp496_privacy'), (197, 7, 'nickname', 'Rachel'), (198, 7, 'first_name', 'Rachel'), (199, 7, 'last_name', 'Bernard'), (200, 7, 'description', ''), (201, 7, 'rich_editing', 'true'), (202, 7, 'syntax_highlighting', 'true'), (203, 7, 'comment_shortcuts', 'false'), (204, 7, 'admin_color', 'fresh'), (205, 7, 'use_ssl', '0'), (206, 7, 'show_admin_bar_front', 'true'), (207, 7, 'locale', ''), (208, 7, 'wp_capabilities', 'a:1:{s:6:\"author\";b:1;}'), (209, 7, 'wp_user_level', '2'), (210, 7, 'position', ''), (211, 7, '_position', 'field_5b202f6de090e'), (212, 7, 'linkedin', ''), (213, 7, '_linkedin', 'field_5b202f04e090d'), (214, 7, 'twitter', ''), (215, 7, '_twitter', 'field_5b20307718fd8'), (216, 7, 'instagram', ''), (217, 7, '_instagram', 'field_5b20308b18fd9'), (218, 7, 'facebook', ''), (219, 7, '_facebook', 'field_5b2030a518fda'), (220, 7, 'dismissed_wp_pointers', 'wp496_privacy'), (221, 8, 'nickname', 'lucila'), (222, 8, 'first_name', 'Lucila'), (223, 8, 'last_name', 'Tessi'), (224, 8, 'description', ''), (225, 8, 'rich_editing', 'true'), (226, 8, 'syntax_highlighting', 'true'), (227, 8, 'comment_shortcuts', 'false'), (228, 8, 'admin_color', 'fresh'), (229, 8, 'use_ssl', '0'), (230, 8, 'show_admin_bar_front', 'true'), (231, 8, 'locale', ''), (232, 8, 'wp_capabilities', 'a:1:{s:6:\"author\";b:1;}'), (233, 8, 'wp_user_level', '2'), (234, 8, 'position', ''), (235, 8, '_position', 'field_5b202f6de090e'), (236, 8, 'linkedin', ''), (237, 8, '_linkedin', 'field_5b202f04e090d'), (238, 8, 'twitter', ''), (239, 8, '_twitter', 'field_5b20307718fd8'), (240, 8, 'instagram', ''), (241, 8, '_instagram', 'field_5b20308b18fd9'), (242, 8, 'facebook', ''), (243, 8, '_facebook', 'field_5b2030a518fda'), (244, 8, 'dismissed_wp_pointers', 'wp496_privacy'), (245, 9, 'nickname', 'cbxstrategy'), (246, 9, 'first_name', 'CBX'), (247, 9, 'last_name', 'Strategy'), (248, 9, 'description', ''), (249, 9, 'rich_editing', 'true'), (250, 9, 'syntax_highlighting', 'true'), (251, 9, 'comment_shortcuts', 'false'), (252, 9, 'admin_color', 'fresh'), (253, 9, 'use_ssl', '0'), (254, 9, 'show_admin_bar_front', 'true'), (255, 9, 'locale', ''), (256, 9, 'wp_capabilities', 'a:1:{s:6:\"author\";b:1;}'), (257, 9, 'wp_user_level', '2'), (258, 9, 'position', ''), (259, 9, '_position', 'field_5b202f6de090e'), (260, 9, 'linkedin', ''), (261, 9, '_linkedin', 'field_5b202f04e090d'), (262, 9, 'twitter', ''), (263, 9, '_twitter', 'field_5b20307718fd8'), (264, 9, 'instagram', ''), (265, 9, '_instagram', 'field_5b20308b18fd9'), (266, 9, 'facebook', ''), (267, 9, '_facebook', 'field_5b2030a518fda'), (268, 9, 'dismissed_wp_pointers', 'wp496_privacy'), (269, 10, 'nickname', 'maryannestump'), (270, 10, 'first_name', 'Maryann'), (271, 10, 'last_name', 'Stump'), (272, 10, 'description', ''), (273, 10, 'rich_editing', 'true'), (274, 10, 'syntax_highlighting', 'true'), (275, 10, 'comment_shortcuts', 'false'), (276, 10, 'admin_color', 'fresh'), (277, 10, 'use_ssl', '0'), (278, 10, 'show_admin_bar_front', 'true'), (279, 10, 'locale', ''), (280, 10, 'wp_capabilities', 'a:1:{s:6:\"author\";b:1;}'), (281, 10, 'wp_user_level', '2'), (282, 10, 'position', ''), (283, 10, '_position', 'field_5b202f6de090e'), (284, 10, 'linkedin', ''), (285, 10, '_linkedin', 'field_5b202f04e090d'), (286, 10, 'twitter', ''), (287, 10, '_twitter', 'field_5b20307718fd8'), (288, 10, 'instagram', ''), (289, 10, '_instagram', 'field_5b20308b18fd9'), (290, 10, 'facebook', ''), (291, 10, '_facebook', 'field_5b2030a518fda'), (292, 10, 'dismissed_wp_pointers', 'wp496_privacy'), (293, 11, 'nickname', 'lisbet'), (294, 11, 'first_name', 'Lisbet'), (295, 11, 'last_name', 'Gutierrez'), (296, 11, 'description', ''), (297, 11, 'rich_editing', 'true'), (298, 11, 'syntax_highlighting', 'true'), (299, 11, 'comment_shortcuts', 'false'), (300, 11, 'admin_color', 'fresh'), (301, 11, 'use_ssl', '0'), (302, 11, 'show_admin_bar_front', 'true'), (303, 11, 'locale', ''), (304, 11, 'wp_capabilities', 'a:1:{s:6:\"author\";b:1;}'), (305, 11, 'wp_user_level', '2'), (306, 11, 'position', ''), (307, 11, '_position', 'field_5b202f6de090e'), (308, 11, 'linkedin', ''), (309, 11, '_linkedin', 'field_5b202f04e090d'), (310, 11, 'twitter', ''), (311, 11, '_twitter', 'field_5b20307718fd8'), (312, 11, 'instagram', ''), (313, 11, '_instagram', 'field_5b20308b18fd9'), (314, 11, 'facebook', ''), (315, 11, '_facebook', 'field_5b2030a518fda'), (316, 11, 'dismissed_wp_pointers', 'wp496_privacy'), (317, 12, 'nickname', 'todd'), (318, 12, 'first_name', 'Todd'), (319, 12, 'last_name', 'Maute'), (320, 12, 'description', ''), (321, 12, 'rich_editing', 'true'), (322, 12, 'syntax_highlighting', 'true'), (323, 12, 'comment_shortcuts', 'false'), (324, 12, 'admin_color', 'fresh'), (325, 12, 'use_ssl', '0'), (326, 12, 'show_admin_bar_front', 'true'), (327, 12, 'locale', ''), (328, 12, 'wp_capabilities', 'a:1:{s:6:\"author\";b:1;}'), (329, 12, 'wp_user_level', '2'), (330, 12, 'position', 'Partner'), (331, 12, '_position', 'field_5b202f6de090e'), (332, 12, 'linkedin', ''), (333, 12, '_linkedin', 'field_5b202f04e090d'), (334, 12, 'twitter', ''), (335, 12, '_twitter', 'field_5b20307718fd8'), (336, 12, 'instagram', ''), (337, 12, '_instagram', 'field_5b20308b18fd9'), (338, 12, 'facebook', ''), (339, 12, '_facebook', 'field_5b2030a518fda'), (340, 12, 'dismissed_wp_pointers', 'wp496_privacy'), (341, 2, 'closedpostboxes_work', 'a:0:{}'), (342, 2, 'metaboxhidden_work', 'a:11:{i:0;s:7:\"acf_120\";i:1;s:7:\"acf_119\";i:2;s:7:\"acf_406\";i:3;s:7:\"acf_522\";i:4;s:7:\"acf_393\";i:5;s:7:\"acf_431\";i:6;s:7:\"acf_136\";i:7;s:7:\"acf_114\";i:8;s:7:\"acf_286\";i:9;s:7:\"acf_280\";i:10;s:7:\"slugdiv\";}'), (343, 13, 'nickname', 'vli'), (344, 13, 'first_name', 'Vannett'), (345, 13, 'last_name', 'Li'), (346, 13, 'description', ''), (347, 13, 'rich_editing', 'true'), (348, 13, 'syntax_highlighting', 'true'), (349, 13, 'comment_shortcuts', 'false'), (350, 13, 'admin_color', 'fresh'), (351, 13, 'use_ssl', '0'), (352, 13, 'show_admin_bar_front', 'true'), (353, 13, 'locale', ''), (354, 13, 'wp_capabilities', 'a:1:{s:6:\"author\";b:1;}'), (355, 13, 'wp_user_level', '2'), (356, 13, 'position', 'Strategist'), (357, 13, '_position', 'field_5b202f6de090e'), (358, 13, 'linkedin', ''), (359, 13, '_linkedin', 'field_5b202f04e090d'), (360, 13, 'twitter', ''), (361, 13, '_twitter', 'field_5b20307718fd8'), (362, 13, 'instagram', ''), (363, 13, '_instagram', 'field_5b20308b18fd9'), (364, 13, 'facebook', ''), (365, 13, '_facebook', 'field_5b2030a518fda'), (366, 13, 'dismissed_wp_pointers', 'wp496_privacy'), (367, 14, 'nickname', 'bcdonagh'), (368, 14, 'first_name', 'Brian'), (369, 14, 'last_name', 'McDonagh'), (370, 14, 'description', ''), (371, 14, 'rich_editing', 'true'), (372, 14, 'syntax_highlighting', 'true'), (373, 14, 'comment_shortcuts', 'false'), (374, 14, 'admin_color', 'fresh'), (375, 14, 'use_ssl', '0'), (376, 14, 'show_admin_bar_front', 'true'), (377, 14, 'locale', ''), (378, 14, 'wp_capabilities', 'a:1:{s:6:\"author\";b:1;}'), (379, 14, 'wp_user_level', '2'), (380, 14, 'position', ''), (381, 14, '_position', 'field_5b202f6de090e'), (382, 14, 'linkedin', ''), (383, 14, '_linkedin', 'field_5b202f04e090d'), (384, 14, 'twitter', ''), (385, 14, '_twitter', 'field_5b20307718fd8'), (386, 14, 'instagram', ''), (387, 14, '_instagram', 'field_5b20308b18fd9'), (388, 14, 'facebook', ''), (389, 14, '_facebook', 'field_5b2030a518fda'), (390, 14, 'dismissed_wp_pointers', 'wp496_privacy'); -- -------------------------------------------------------- -- -- Table structure for table `wp_users` -- CREATE TABLE `wp_users` ( `ID` bigint(20) UNSIGNED NOT NULL, `user_login` varchar(60) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `user_pass` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `user_nicename` varchar(50) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `user_email` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `user_url` varchar(100) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `user_registered` datetime NOT NULL DEFAULT '0000-00-00 00:00:00', `user_activation_key` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '', `user_status` int(11) NOT NULL DEFAULT '0', `display_name` varchar(250) COLLATE utf8mb4_unicode_ci NOT NULL DEFAULT '' ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Dumping data for table `wp_users` -- INSERT INTO `wp_users` (`ID`, `user_login`, `user_pass`, `user_nicename`, `user_email`, `user_url`, `user_registered`, `user_activation_key`, `user_status`, `display_name`) VALUES (1, 'cappen', '$2y$10$czQk3kmUvjBpo/NTR4hmUu0Q45unDxdztGHadrjN7F99gB31z.8Qa', 'cappen', 'dev@cappen.com', '', '2017-12-19 14:35:18', '', 0, 'Dustin Longstreth'), (2, 'cbx', '$2y$10$iMRyileXd0ULHVNco1U0LO6qcOTFIgalPUsfcxLqClPZz3by35aGe', 'cbx', 'contact@cbx.com', '', '2018-06-25 13:03:41', '1529931823:$P$BePWfpsX4hanu0r31KG6mMGKQwZb0o.', 0, 'CBX'), (3, 'aarduini', '$2y$10$57dioMedN4PWMiG1kAxZbOMhq0dA4G6zJ.CvRxHzo4/O3cT9ZXnae', 'aarduini', 'aarduini@cbx.com', 'http://www.cbx.com', '2018-09-26 22:03:50', '1537999430:$P$B4fBzpVgVD8gGHdiQpslyJOc7/dtwM0', 0, 'Ali Arduini'), (4, 'damien', '$2y$10$9dUVLhXC97MRcPYelttHleMhl2hheHpev8Ldh1rbTKAErJGl/B2MS', 'damien', 'damien@cbx.com', 'http://www.cbx.com', '2018-09-26 22:25:21', '1538000721:$P$BPC5eCqQbLQNXKRkkRN0X82nUTWSlg1', 0, 'Damien Moore-Evans'), (5, 'cpapale', '$2y$10$ORdpIukSmz5ef.VhVUQCVOUHyWNFzch7EiKPc9HTlvqnxOtgUNlbe', 'cpapale', 'christinap@cbx.com', 'http://www.cbx.com', '2018-09-26 22:26:11', '1538000772:$P$BwMM6D1kIYsAE1tTQA7g4rjKYadr.p1', 0, 'Christina Papale'), (7, 'Rachel', '$2y$10$7snnTnDgpGcS29OIvjO5IOrb9meEHQ8fPtNzP9X7oKNM7Gv62ARbq', 'rachel', 'rachel@cbx.com', 'http://www.cbx.com', '2018-09-26 22:35:36', '', 0, 'Rachel Bernard'), (8, 'lucila', '$2y$10$8iNwv/29ndMfJFPWa4.4Y.XcscZFnjR8mtQNJ1CaYwqao5B.kNXDS', 'lucila', 'lucila@cbx.com', '', '2018-09-26 22:36:18', '1538001378:$P$BNTqKwAjetbvNAc2DQWu1mw49oHVBg.', 0, 'Lucila Tessi'), (9, 'cbxstrategy', '$2y$10$jEI/4AQVkEyjFMFCHL.GkuxXGIdZU42lEjDO5oB3iiNwir4P.CzLi', 'cbxstrategy', 'strategy@cbx.com', 'http://www.cbx.com', '2018-09-27 14:17:38', '1538057858:$P$BcqwvZP47S.yaS4Oaw5SM7LrrbJAG41', 0, 'CBX Strategy'), (10, 'maryannestump', '$2y$10$YFsoM4p5r6x1YaI7QQNWkeSMWedGQ3QjB.17kpB14tL/OlngdRIvK', 'maryannestump', 'mstump@cbx.com', '', '2018-09-27 14:19:21', '1538057962:$P$BGUPJnO3Z/ZwQcYAoPrq34XQryTXmE1', 0, 'Maryann Stump'), (11, 'lisbet', '$2y$10$r.RTqqjh4FxsRxAmL6dRs.X5F0GK.in5vW9otnFxlblKtUsnEVM02', 'lisbet', 'lisbet@cbx.com', '', '2018-09-27 14:20:50', '1538058050:$P$B2/PT3CqV8gz1AtooRycyMf/L0ovUj1', 0, 'Lisbet Gutierrez'), (12, 'todd', '$2y$10$6NuGLL64RCioiCejs7ZODe1MKYaLhb9hVykqE42l7mLsjdq2GSUX.', 'todd', 'todd@cbx.com', 'http://www.cbx.com', '2018-09-27 14:22:09', '1538058129:$P$BNk7l5i0SoDP6tcPWIucxQnmeq63071', 0, 'Todd Maute'), (13, 'vli', '$2y$10$XEvWCXQhq9VF/EchAGLCcOWFJE3jyWQJwJpRtxFXLjwGFsTYdpyqu', 'vli', 'vli@cbx.com', '', '2018-09-27 20:49:09', '1538081349:$P$BHuxQr3741EFNXc2cjjms0/Gdl/M0Q1', 0, 'Vannett Li'), (14, 'bcdonagh', '$2y$10$ri47IPnta4BcOdDZT6XR9OUrnqG9eQ3AlBB5XEyI./iulBlew6JDm', 'bcdonagh', 'brianm@cbx.com', '', '2018-09-27 21:34:24', '', 0, 'Brian McDonagh'); -- -------------------------------------------------------- -- -- Table structure for table `wp_yoast_seo_links` -- CREATE TABLE `wp_yoast_seo_links` ( `id` bigint(20) UNSIGNED NOT NULL, `url` varchar(255) COLLATE utf8mb4_unicode_ci NOT NULL, `post_id` bigint(20) UNSIGNED NOT NULL, `target_post_id` bigint(20) UNSIGNED NOT NULL, `type` varchar(8) COLLATE utf8mb4_unicode_ci NOT NULL ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -------------------------------------------------------- -- -- Table structure for table `wp_yoast_seo_meta` -- CREATE TABLE `wp_yoast_seo_meta` ( `object_id` bigint(20) UNSIGNED NOT NULL, `internal_link_count` int(10) UNSIGNED DEFAULT NULL, `incoming_link_count` int(10) UNSIGNED DEFAULT NULL ) ENGINE=InnoDB DEFAULT CHARSET=utf8mb4 COLLATE=utf8mb4_unicode_ci; -- -- Indexes for dumped tables -- -- -- Indexes for table `smackuci_events` -- ALTER TABLE `smackuci_events` ADD PRIMARY KEY (`id`); -- -- Indexes for table `smackuci_history` -- ALTER TABLE `smackuci_history` ADD PRIMARY KEY (`id`); -- -- Indexes for table `wp_commentmeta` -- ALTER TABLE `wp_commentmeta` ADD PRIMARY KEY (`meta_id`), ADD KEY `comment_id` (`comment_id`), ADD KEY `meta_key` (`meta_key`(191)); -- -- Indexes for table `wp_comments` -- ALTER TABLE `wp_comments` ADD PRIMARY KEY (`comment_ID`), ADD KEY `comment_post_ID` (`comment_post_ID`), ADD KEY `comment_approved_date_gmt` (`comment_approved`,`comment_date_gmt`), ADD KEY `comment_date_gmt` (`comment_date_gmt`), ADD KEY `comment_parent` (`comment_parent`), ADD KEY `comment_author_email` (`comment_author_email`(10)); -- -- Indexes for table `wp_links` -- ALTER TABLE `wp_links` ADD PRIMARY KEY (`link_id`), ADD KEY `link_visible` (`link_visible`); -- -- Indexes for table `wp_newsletter_emails` -- ALTER TABLE `wp_newsletter_emails` ADD PRIMARY KEY (`id`); -- -- Indexes for table `wp_newsletter_sent` -- ALTER TABLE `wp_newsletter_sent` ADD PRIMARY KEY (`email_id`,`user_id`), ADD KEY `user_id` (`user_id`), ADD KEY `email_id` (`email_id`); -- -- Indexes for table `wp_newsletter_stats` -- ALTER TABLE `wp_newsletter_stats` ADD PRIMARY KEY (`id`), ADD KEY `email_id` (`email_id`), ADD KEY `user_id` (`user_id`); -- -- Indexes for table `wp_newsletter_user_logs` -- ALTER TABLE `wp_newsletter_user_logs` ADD PRIMARY KEY (`id`); -- -- Indexes for table `wp_options` -- ALTER TABLE `wp_options` ADD PRIMARY KEY (`option_id`), ADD UNIQUE KEY `option_name` (`option_name`); -- -- Indexes for table `wp_postmeta` -- ALTER TABLE `wp_postmeta` ADD PRIMARY KEY (`meta_id`), ADD KEY `post_id` (`post_id`), ADD KEY `meta_key` (`meta_key`(191)); -- -- Indexes for table `wp_posts` -- ALTER TABLE `wp_posts` ADD PRIMARY KEY (`ID`), ADD KEY `post_name` (`post_name`(191)), ADD KEY `type_status_date` (`post_type`,`post_status`,`post_date`,`ID`), ADD KEY `post_parent` (`post_parent`), ADD KEY `post_author` (`post_author`); ALTER TABLE `wp_posts` ADD FULLTEXT KEY `crp_related` (`post_title`,`post_content`); ALTER TABLE `wp_posts` ADD FULLTEXT KEY `crp_related_title` (`post_title`); ALTER TABLE `wp_posts` ADD FULLTEXT KEY `crp_related_content` (`post_content`); -- -- Indexes for table `wp_termmeta` -- ALTER TABLE `wp_termmeta` ADD PRIMARY KEY (`meta_id`), ADD KEY `term_id` (`term_id`), ADD KEY `meta_key` (`meta_key`(191)); -- -- Indexes for table `wp_terms` -- ALTER TABLE `wp_terms` ADD PRIMARY KEY (`term_id`), ADD KEY `slug` (`slug`(191)), ADD KEY `name` (`name`(191)); -- -- Indexes for table `wp_term_relationships` -- ALTER TABLE `wp_term_relationships` ADD PRIMARY KEY (`object_id`,`term_taxonomy_id`), ADD KEY `term_taxonomy_id` (`term_taxonomy_id`); -- -- Indexes for table `wp_term_taxonomy` -- ALTER TABLE `wp_term_taxonomy` ADD PRIMARY KEY (`term_taxonomy_id`), ADD UNIQUE KEY `term_id_taxonomy` (`term_id`,`taxonomy`), ADD KEY `taxonomy` (`taxonomy`); -- -- Indexes for table `wp_ultimate_csv_importer_log_values` -- ALTER TABLE `wp_ultimate_csv_importer_log_values` ADD PRIMARY KEY (`id`); -- -- Indexes for table `wp_ultimate_csv_importer_manageshortcodes` -- ALTER TABLE `wp_ultimate_csv_importer_manageshortcodes` ADD PRIMARY KEY (`id`); -- -- Indexes for table `wp_ultimate_csv_importer_shortcodes_statusrel` -- ALTER TABLE `wp_ultimate_csv_importer_shortcodes_statusrel` ADD PRIMARY KEY (`id`); -- -- Indexes for table `wp_usermeta` -- ALTER TABLE `wp_usermeta` ADD PRIMARY KEY (`umeta_id`), ADD KEY `user_id` (`user_id`), ADD KEY `meta_key` (`meta_key`(191)); -- -- Indexes for table `wp_users` -- ALTER TABLE `wp_users` ADD PRIMARY KEY (`ID`), ADD KEY `user_login_key` (`user_login`), ADD KEY `user_nicename` (`user_nicename`), ADD KEY `user_email` (`user_email`); -- -- Indexes for table `wp_yoast_seo_links` -- ALTER TABLE `wp_yoast_seo_links` ADD PRIMARY KEY (`id`), ADD KEY `link_direction` (`post_id`,`type`); -- -- Indexes for table `wp_yoast_seo_meta` -- ALTER TABLE `wp_yoast_seo_meta` ADD UNIQUE KEY `object_id` (`object_id`); -- -- AUTO_INCREMENT for dumped tables -- -- -- AUTO_INCREMENT for table `smackuci_events` -- ALTER TABLE `smackuci_events` MODIFY `id` bigint(20) NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=3; -- -- AUTO_INCREMENT for table `smackuci_history` -- ALTER TABLE `smackuci_history` MODIFY `id` bigint(20) NOT NULL AUTO_INCREMENT; -- -- AUTO_INCREMENT for table `wp_commentmeta` -- ALTER TABLE `wp_commentmeta` MODIFY `meta_id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT; -- -- AUTO_INCREMENT for table `wp_comments` -- ALTER TABLE `wp_comments` MODIFY `comment_ID` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=2; -- -- AUTO_INCREMENT for table `wp_links` -- ALTER TABLE `wp_links` MODIFY `link_id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT; -- -- AUTO_INCREMENT for table `wp_newsletter_emails` -- ALTER TABLE `wp_newsletter_emails` MODIFY `id` int(11) NOT NULL AUTO_INCREMENT; -- -- AUTO_INCREMENT for table `wp_newsletter_stats` -- ALTER TABLE `wp_newsletter_stats` MODIFY `id` int(11) NOT NULL AUTO_INCREMENT; -- -- AUTO_INCREMENT for table `wp_newsletter_user_logs` -- ALTER TABLE `wp_newsletter_user_logs` MODIFY `id` int(11) NOT NULL AUTO_INCREMENT; -- -- AUTO_INCREMENT for table `wp_options` -- ALTER TABLE `wp_options` MODIFY `option_id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=16932; -- -- AUTO_INCREMENT for table `wp_postmeta` -- ALTER TABLE `wp_postmeta` MODIFY `meta_id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=22089; -- -- AUTO_INCREMENT for table `wp_posts` -- ALTER TABLE `wp_posts` MODIFY `ID` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=3628; -- -- AUTO_INCREMENT for table `wp_termmeta` -- ALTER TABLE `wp_termmeta` MODIFY `meta_id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT; -- -- AUTO_INCREMENT for table `wp_terms` -- ALTER TABLE `wp_terms` MODIFY `term_id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=38; -- -- AUTO_INCREMENT for table `wp_term_taxonomy` -- ALTER TABLE `wp_term_taxonomy` MODIFY `term_taxonomy_id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=38; -- -- AUTO_INCREMENT for table `wp_ultimate_csv_importer_log_values` -- ALTER TABLE `wp_ultimate_csv_importer_log_values` MODIFY `id` int(10) NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=844; -- -- AUTO_INCREMENT for table `wp_ultimate_csv_importer_manageshortcodes` -- ALTER TABLE `wp_ultimate_csv_importer_manageshortcodes` MODIFY `id` int(11) NOT NULL AUTO_INCREMENT; -- -- AUTO_INCREMENT for table `wp_ultimate_csv_importer_shortcodes_statusrel` -- ALTER TABLE `wp_ultimate_csv_importer_shortcodes_statusrel` MODIFY `id` int(11) NOT NULL AUTO_INCREMENT; -- -- AUTO_INCREMENT for table `wp_usermeta` -- ALTER TABLE `wp_usermeta` MODIFY `umeta_id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=391; -- -- AUTO_INCREMENT for table `wp_users` -- ALTER TABLE `wp_users` MODIFY `ID` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT, AUTO_INCREMENT=15; -- -- AUTO_INCREMENT for table `wp_yoast_seo_links` -- ALTER TABLE `wp_yoast_seo_links` MODIFY `id` bigint(20) UNSIGNED NOT NULL AUTO_INCREMENT; /*!40101 SET CHARACTER_SET_CLIENT=@OLD_CHARACTER_SET_CLIENT */; /*!40101 SET CHARACTER_SET_RESULTS=@OLD_CHARACTER_SET_RESULTS */; /*!40101 SET COLLATION_CONNECTION=@OLD_COLLATION_CONNECTION */;